The factors affect on employees job satisfaction of BIDV

The study’s results indicated three factors variables which clearly laid effects on the employee ’s Job Satisfaction in BIDV named particularly the following terms: Organizational Justic

RESEARCH PROJECT (BMBR5103)

THE FACTORS AFFECT ON EMPLOYEE’S JOB SATISFACTION IN BIDV

ADVISOR’S NAME AND TITLE: DR NGUYEN THE KHAI

Nguyen Minh Dang – MBAOUMK15C 1

ADVISOR’S ASSESSMENT

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Advisor’s signature

NGUYEN THE KHAI

ACKNOWLEDGEMENT

This study is made possible through the help and support from everyone, including: parents, lecturers, family, friends, colleagues and in essence, all of the others who help me to complete this study Especially, please allow me to dedicate my acknowledgment of gratitude toward the following significant advisors and contributors:

First and foremost, I would like to thank Dr Nguyen The Khai for his most support and encouragement He kindly read my study and offered invaluable detailed advices on grammar, organization, and the theme of the study

Second, I would like to thank my classmates to provide valuable advices and supports for my pursuit of the master degree

Finally, I sincerely thank to my parents, family, and colleagues, who provide the advices and supports The product of this study would not be possible without all

of them

TABLE OF CONTENTS

ADVISOR’S ASSESSMENT 1

ACKNOWLEDGEMENT 2

LIST OF FIGURES 5

LIST OF TABLES 6

ABBREVIATIONS 7

ABSTRACT 8

CHAPTER 1: INTRODUCTION 9

Company Introduction 9

Handbook Of BIDV Brand Identity 9

History Of BIDV 10

Fields Of Operations 11

Human Resources 12

Network 12

Customers 12

Technology 13

Commitment 13

Business Reputation Of BIDV 13

BIDV Overview 14

RESEARCH INTRODUCTION 17

Statement of the Problem 17

RESEARCH OBJECTIVES 17

RESEARCH QUESTIONS 18

Scope Of The Study 18

Research Design 18

Value of Research 19

CHAPTER 2: LITERATURE REVIEW 20

JOB SATISFACTION 20

ORGANIZATIONAL JUSTICE 24

WORK - FAMILY CONFLICT 25

PERSON - ORGANIZATION FIT 27

WORKPLACE VALUES 29

CHAPTER 3: RESEACH MODEL AND HYPOTHESES 32

Research Model 32

Dependent Variables: 32

Independent Variables: 32

Constructs: 32

RESEARCH HYPOTHESES 33

Instruments 39

Sampling Method and sample size: 42

Data Analysis Method: 43

Method of Data collection 45

Demographic Characteristics of the Respondents 47

Reliability Analysis 49

DESCRIPTIVE STATISTICS 51

Correlations among variables 51

Hypotheses Testing Results 52

CHAPTER 5: CONCLUSION 55

Summary and Discussion: 55

LIMITATION AND RECOMMENDATION FOR FUTURE RESEARCH 56

THE LIMITATIONS OF THE STUDY: 56

RECCOMENDATIONS 56

REFERENCES 58

APPENDIX 1 71

APPENDIX 2 80

LIST OF FIGURES

Figure 1: Proposed Research Model of Employee’s Job Satisfaction in BIDV

Figure2: A summary of demographic characteristics of the respondents

LIST OF TABLES

Table 1: Summary of Hypotheses

Table 2: Cronbach's Alpha- Internal consistency

Table 3: Summary of Cronbach’s Alpha of the variables

Table 4: Descriptive Statistics

Table 5: Correlations among Variables

Table 6: Model Summary of all hypotheses

Table 7: Coefficients of all hypotheses

Table 8: Hypotheses Statistic Results

ABBREVIATIONS

BIDV

Joint stock commercial bank for investment and

development of Vietnam

SPSS Statistical Packages for the Social

POF Person – organization fit

ABSTRACT

Job Satisfaction can be defined as the level of positive emotions or attitudes that individuals have toward their work When an employee says he has a high job satisfaction, which means that he really liked his work, felt good about it and the dignity of his work Job satisfaction is an important technique used to motivate employees to work harder

This study purposely head to recognize the factors that affect the j o b satisfaction among the employees working at BIDV The study’s results indicated three factors (variables) which clearly laid effects on the employee ’s Job Satisfaction in BIDV named particularly the following terms: Organizational Justice,

P e r s o n - Organizational fit and Workplace Values

Data analysis revealed that there is a positive relationship between the each factor of employee’s Job Satisfaction and the following factors: Organizational Justice, Work – Family conflict, P e r s o n - Organizational fit, Workplace Values Furthermore, relevant recommendations for improving the employee satisfaction are proposed

CHAPTER 1: INTRODUCTION

Company Introduction

As a long-established bank, BIDV has funded many investment projects and key economic areas of the country Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV) has also built the largest enterprise customers, while confirming the implementation of prestigious items, objectives, economic programs and social security of the country

- Full name: Ngân hàng TMCP Đầu tư và Phát triển Việt Nam

- International Transaction Name: Joint Stock Commercial Bank for Investment and Development of Vietnam

- Abbreviated name: BIDV

- Address: BIDV Tower, 35 Hang Voi Street, Hoan Kiem District, Hanoi City

- Tel: 04.2220.5544

- Fax: 04 2220.0399

- Website: www.bidv.com.vn

- Email: Info@bidv.com.vn

Founded on 04/26/1957, BIDV is the oldest Commercial Bank in Vietnam

Handbook Of BIDV Brand Identity

BIDV is one of the banks which pay early attention to the building up basic elements for a brand identity system Logo with its symbol in olivary fruit shape (but without “BIDV” phrase) was designed directly by Former Chairman of Director Nguyen Van Doan in 1990 and was officially publicized on 25th September 1991 by slogan "Effective Business of customers is the goal of BIDV”

The launch of "brand identity handbook" was a success in building BIDV brand in 2009 Brand identity system of BIDV becomes an effective promotional tool

and is the property of BIDV

In 2003, BIDV edited its logo with two parts: image and text "BIDV" Also in

2003, BIDV registered the logo at the Department of Intellectual Property of Vietnam BIDV registered the brand in the U.S market in 2005

On 12th March 2006, BIDV decided to use the motto: "BIDV - Sharing opportunity and successful co-operation", the author of which is Chairman of BOM-BIDV Tran Bac Ha In the short, concise manner, the slogan "Share opportunity and co-operate successfully” has accompanied with BIDV from then on

To meet the requirements for using the logo of the enterprise flexibly and synchronically, the particular colors and details are adjusted to make it look strong and sharp

After the pilot application of brand identity was executed in some branches and after the evaluation process, it showed the effectiveness of media, BIDV introduced the handbook “Handbook of BIDV brand identity.”

Handbook of BIDV Brand identity defines in detail about 5 document groups with 71 standardized items include:

- Logo and standard system;

- Founded on 26th April 1957 under the name Bank for Construction of Vietnam

- From 1981 to 1989: Under the name Bank for Investment and Construction of Vietnam

- From 1990 to 27/04/2012: Under the name Bank for Investment and Development of Vietnam (BIDV)

- From 27/04/2012 to now: Under the name Joint Stock Commercial Bank for Investment and Development of Vietnam (BIDV)

History of construction and development of BIDV is a difficult and trial but very proud path associating with historic period against invaders and country construction of Vietnam people

Along with country development, Joint Stock Commercial Bank for Investment and Development of Vietnam contributed to postwar economic rehabilitation and implementation of the first five-year plan (1957-1965) Vietnam must carry out two strategic duties for building socialism They are to be against sabotage of America toward the North and to reinforce the South for national unity (1965-1975), construction and development of national economy (1975-1989) and implementation

of the reform in banking activity serving country’s modernization (1990-now) In any circumstances, BIDV personnel always accomplish their mission- to be a solider of the Party on monetary financial front and investment and development of country…

Acknowledge the contribution of BIDV through the periods, the Party and the Socialist Republic of Vietnam have given to BIDV a lot of noble titles and rewards including First-Rate Independence Medal and Third-Rate Independence Medal; First- Rate, Third- Rate Labor Medal, recognize as hero of Labor in renovation period, Ho Chi Minh Medal, etc

Fields Of Operations

Bank: BIDV functions as a leading experienced bank of finance services,

brokerage, loan syndication and advisory, modern, convenient banking products

Insurance: BIDV provides products for non-life insurance designed to match

the overall package to customers of BIDV

Stock: BIDV provides a wide range of brokerage services, investment and

investment consultant with the ability of quickly developing a system of agents to receive orders nationwide

Financial investments: BIDV includes financial leasing, security trading and

capital contribution with the aim at establishing investment companies to the project; Especially, it plays a leading role in coordinating key projects of the country such as company Aviation stock leasing (VALC) development company highway (BEDC), Investment, Long Thanh International Airport …

Human Resources

With more than 18,000 officers, employees and financial consultants who are well-qualified and well-trained with full experience and have been accumulated and transferred for over half of a century, BIDV always brings its customers the benefits and reliability

- Overseas representatives: It trades on all three sectors: Banking, Insurance and Financial Investment in Laos, Russia and especially in the Cambodian market (Investment and Development Company of Cambodia – IDCC, Investment Banking and Development of Cambodia – Cambodian BIDC, Insurance Company – CVI

- Joint venture Bank: Co-operates more effectively with international partners such as Bank VID-Public Venture (partner Malaysia), Bank of the Lao-Vietnamese joint venture (with partner Laos), Vietnam Russia Joint Venture Bank – VRB (with partners Russian), BIDV Tower Joint Venture Company (Singapore partner), and venture investment management BIDV – Vietnam Partners (U.S partner), etc

Customers

BIDV trades with:

- Enterprises: corporations, big corporations, small and medium enterprises

- Financial institutions: BIDV is the reliable choice for a number of Financial institutions such as unilateral and multilateral World Bank, ADB, JBIC, NIB …

- Individuals: Millions of individuals have used the services of BIDV It has continuously tried to reach the goal of becoming a retail bank of high standards

Technology

- BIDV always has innovations and technology applications serving effectively for the management and development of advanced banking services, developing the most advanced information technology systems such as ATM, POS, Contact Center,

to consolidate and develop all infrastructure systems such as monitoring of network resources, network-oriented services (SONA), access control workstation; enhance information processing service, banking executive management MIS; CRM

- Since 2007, BIDV has occupied the leading position in the top list of Vietnam ICT Index (index available for application development and information technology) and in the typical Top 10 CIO (Information Technology Leadership) in the area of Indochina in 2009 and of ASIA in 2010

Commitment

- Customers: BIDV always provides all customers with high quality products and modern banking service and it is the last to be responsible for the given services

- To other partners: BIDV is willing to “share the opportunity and co-operate successfully”

- To Working staff: BIDV follows the motto “each staff must be a competitive edge” in both professional skills and personal virtue For this reason, BIDV has continually paid attention to ensuring legitimate rights, improving physical and spiritual life of its employees to make them feel comfortable and inspired to serve in BIDV

Business Reputation Of BIDV

- BIDV is the choice, the trust for economic organizations, the leading enterprise of both countries and individuals in accessing the financial and banking services

- BIDV has been known and recognized as one of the largest banking brand in Vietnam and certified as a trademark in the U.S and also rewarded annually from organizations, financial institutions at home country and abroad

- BIDV is always the pride of generations of staff and financial and banking sector in 55 years with traditional professional development investment for the country

BIDV Overview

- In 2014, Vietnam's economy faced many challenges However as a result of

close and aggressive directions by the Government and State Bank, as well as the consensus and efforts of the business community, banking sector and the people, Vietnam’s economy made positive changes, opening positive economic outlook for

2015 Given the above positive developments, BIDV as one of the leading financial institutions outperformed business targets set for 2014 by the General Shareholders’ Meeting The Bank had improved credit rating and achieved positive results in implementing the restructuring scheme of the period 2013-2015

- As of 31 December 2014, BIDV’s total assets stood at VND650 trillion (~USD31 billion), up 18.6% year-on-year Outstanding loans reached VND460 trillion (~USD21 billion), up 18.9% year-on-year NPL ratio was well controlled at 2.03% Total fund mobilization hit over VND501 trillion (~VND24 billion), up 20.4% Profit before tax amounted to VND6,297 billion (up 20%) BIDV’s financial ratios were all within safe limits, with CAR at over 9%, ROA at 0.83% and ROE at 15.27%

- Notably, in 2014, for the first time in three years the retail credit growth reached nearly 36%, retail deposit growth at 25%, individual customer base at nearly

7 million This success proved the Bank’s growing capability and market position in its business operations

- In 2014, Moody's upgraded BIDV’s rating by one notch, up to B1 Moody’s

assessed that BIDV had an extensive network and the best payment system in Vietnam Standard & Poor’s held steady their ratings of BIDV, showing the BIDV’s stable operation as well as increasing international trust in the Bank

- In addition to the credit rating upgrading, BIDV also won prestigious domestic and international awards such as “Best Commercial Bank in Vietnam 2014” (awarded by International Banker), “Best Retail Bank in Vietnam” (by Asian Banker),

“Outstanding e-Bank 2014” by the Vietnam Banks Association in collaboration with International Data Group (IDG); “Vietnam Value” by Vietnam Ministry of Industry and Trade

- As a leading financial institution, BIDV proactively and effectively executed the policies of the Government and State Bank of Vietnam, proactively administering credit growth focused on priority areas The Bank also took measures to support the enterprises to overcome difficulties, successfully implemented the key credit programs

- BIDV continued to affirm its position and strategic vision in researching, forecasting, consulting and making recommendations on macroeconomic management, finalization of market economy institutional framework, continued to be

a channel providing information independently, objectively and reliably, effectively serving the Bank’s governance as well as supporting policy-making and macroeconomic management for the innovation and development of the country

- In international cooperation, BIDV continued to strengthen the Bank’s role as chairman of the Association of Vietnamese Investors in Laos, Cambodia and Myanmar; enhanced trade and investment promotion in potential markets such as Russian Federation, Europe, Northeast Asia BIDV also made important steps in entering and connecting Japan – Vietnam markets; partnered with US-based MetLife Inc to establish a joint venture named BIDV MetLife in Vietnam

- In 2014, BIDV focused on institutional development under the model of a modern commercial bank, improving risk management capacity under Basel II standards, promoting the implementation of the restructuring scheme, and enhancing corporate governance to meet the international standards and practices

- Corporate Social Responsibility (CSR) programs continued to be a focus of BIDV through various activities to support the national target programs on healthcare,

education, national disaster rescue, and East Sea protection As the focal point, BIDV made significant contribution to the success of the Rural Finance Project III – the project assessed to have “an outstanding performance among Vietnam’s ODA projects”, significantly contributing to the economy, society and environment

- BIDV completed the year 2014 with positive results, satisfying the governance requirements for a large and modern commercial bank The Bank operated securely and stably, ensuring employees’ income and shareholders’ benefits BIDV is also friendly and responsible to the community, enhancing and developing its brand locally and abroad

- In 2015, with stable and positive outlook for the economy, especially when Vietnam makes deep international integration, notably the participation in ASEAN Economic Community (AEC) and the Trans-Pacific Partnership (TPP), BIDV continues to make strong innovation, preparing resources to support enterprises and customers across all sectors, promoting production and trade, as well as improving competitiveness for sustainable development and integration

- For BIDV, 2015 is also the final year of the period 2011-2015 and the ending year of the restructuring scheme for the period 2013-2015 BIDV‘s strategic direction set out for 2015 and the period 2016-2020 is to continue INNOVATION, INTEGRATION and DEVELOPMENT with the mission of supporting and providing the best and modern banking – financial services to customers, bringing the best values to shareholders and benefits to employees

- BIDV believes that with the Bank’s strong position earned during the 58-year history, professional human resources, cutting-edge and synchronous technology, determination to make innovation and breakthroughs, as well as the trust of customers, investors and employees, BIDV will successfully fulfill the goals set for 2015 in particular and the period 2011-2015 in general, laying a firm foundation for the period 2016-2020 and the strategic direction to 2030

RESEARCH INTRODUCTION

Statement of the Problem

Human life has become very complex and easily to be incomplete nowadays In modern society, the needs and requirements of people are growing and changing ever and ever When people are growing and changing needs of them and of course cannot fulfill theirs, they become dissatisfied The dissatisfaction is likely to contribute very little for any purpose Job satisfaction is one of the most popular theme and is widely studied in the field of organizational psychology (Spector, 1997) Locke (1976) defines job satisfaction as a happy state or positive emotions by evaluating the experience of a job or task Job satisfaction was studied both as a consequence of many individual characteristics and environmental work and is a prerequisite for many results Workers with higher job satisfaction are less absent, less likely to leave, higher productivity, more visibility of organizational commitment, and more likely to be satisfied with their lives (Lease, 1998) Job satisfaction of employees is a very important branch to operate the businesses successfully

Furthermore, enhance the Job Satisfaction level of the employees will maintain the stability of the workforce, reduce operating costs and increase business productivity Raising the level of employee satisfaction not merely increase There are many simple methods, inexpensive ways to help managers improve satisfaction and increase the level of commitment as well as the job satisfaction of staff

Last but not least, this is the transparent period when Housing Bank of Mekong delta (MHB) was merged into BIDV So the most important action for the managers

of BIDV is to maintain the current system and training the staff from MHB to keep up with the current staff of BIDV One of the most essential factor is to master the job satisfaction of the employees right in this period

As a result in this study, I focused only on identifying and analyzing the impacts of these factors on job satisfaction of employees of BIDV based on survey data of 400 employees in the bank

RESEARCH OBJECTIVES

This study will need to find out which factors affect the employees' satisfaction

and how to improve it To achieve this terminal goal, we need to achieve these specific objectives:

- Organizational Justice (OJ)

- Work – Family conflict (WFC)

- Person – Organization fit (POF)

- Workplace values (VA)

RESEARCH QUESTIONS

Depending on the statement above, and to fulfill the objectives of this study,

these research questions have been formulated:

1 The relationship between Organizational Justice and Job Satisfaction

2 The relationship between Work – Family conflict and Job satisfaction

3 The relationship between Person – Organization fit and Job Satisfaction

4 The relationship between Workplace Values and Job Satisfaction

Scope Of The Study

Due to the limitation of time and resources, this study only concentrates on employees who can be contacted to answer the questionnaire These questions mainly focus on the satisfaction of employees BIDV with 400 employees

Research Design

Data collection: Data Collection is the most important step of any type of the

study A wrong data collection can deflect the results of a study and ultimately go to invalid results Data collection methods for impact evaluation vary along a continuum At the one end of this continuum are quantitative methods and at the other end of the continuum are Qualitative methods for data collection Both primary and secondary data had been used in present study

Primary data:

- Surveys received purposely from the employees of BIDV (online surveys,

directly surveys on written copies, email surveys)

- Results of interviews, discussions with employees to g e t better

understanding about the views and plan, as well as reviews of study issues

Secondary data:

- Selected articles from papers, magazines and internet information

- Annual and periodical reports that published by BIDV

Value of Research

This is the role of any managers to take into account the general well being of their staff This is crucial in order to create an environment that is both conducive and harmonious for every role player of an organization In order to accomplish this role, managers must have indications of what exactly contributes to the areas of job satisfaction The value of this study is to investigate and embrace the levels of job satisfaction at BIDV Therefore the researcher will make some recommendations and suggestions on how to improve on Job Satisfaction at the BIDV

CHAPTER 2: LITERATURE REVIEW

JOB SATISFACTION

Employee’s Job Satisfaction is the most crucial success factor for all organizations Employee’s Jobsatisfactions have been recognized to have a huge effect on many economic and social phenomena, e.g economic growth and higher standards of living Enterprises must continuously maintain employee satisfaction in order to stay profitable Marcson (1960) stated a debate and findings suggesting that one of the best methods to improve productivity in any organizations is to provide employees with jobs that are more demanding and challenging Herzberg's (1968) theory effectively delineates the reasons of job satisfaction According to his two-factor theory, there are motivational and hygiene factors present in one's job Rewards and benefits are hygiene factors, so if they are not present, they will bring dissatisfaction, but their presence will not necessarily bring job satisfaction Pritchard, Dunnette, and Jorgenson (1972) indicate that feelings of underpayment lead to decreased performance and low productivity (Hackman & Oldham (1975) Hackman and Oldham's Job Characteristic Model (JCM) has been used to determine the level of job satisfaction The model focuses on five cores job dimensions, skill variety, task identity, task significance, autonomy, and feedback, which in turn influence three key psychological states: experienced meaningfulness of the work, experienced responsibility for the work, and knowledge of results These psychological states then influence job satisfaction Locke (1976) defines job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences Job satisfaction has been studied both as a consequence of many individual and work environment characteristics and as an antecedent to many outcomes Heneman, Greenberger & Strasser (1988) pay instrumentality, that is, a linkage between pay and performance has been found to play an important role in bringing job satisfaction; it influences one's psychological state of being involved

in meaningful work for which one is aptly rewarded Bolton (1991) at corporate level, employee satisfaction is affected by many factors such as lighting, furniture, noise, temperature and other arrangement It is also dependent on the physical

environment and its affect on health and employees satisfaction Witt & Nye (1992), individuals who perceive their promotion decisions are made in a fair and just manner are likely to experience satisfaction with their jobs The satisfaction of employee is analyzed actually by the output that the individual produces and it is related to office environment Brown & McIntosh (1998) have found evidence that the correlation between wage and job satisfaction is particularly close in the case of low levels of monetary compensation, both within the sector and among sectors Lease (1998) employees who have higher job satisfaction are usually less absent, less likely to leave, more productive, more likely to display organizational commitment, and more likely to be satisfied with their lives Wagner and Hollenbeck (1998) job satisfaction, on the other hand, can be defined as a pleasurable feeling that results from the perception that one’s job fulfils or allows for the fulfillment of one’s important job values Blanchflower & Oswald (1999) job insecurity, work intensity, greater stress, and dissatisfaction with working hours have increased in the US and in Germany, and they significantly explain the decline of job satisfaction Clark (1999) shows that changes in workers’ pay over time positively influence their well- being, whereas the current level of pay does not impact on job satisfaction Leontaridi & Sloane (2001) show that low- pay workers report higher job satisfaction than do other workers Borzaga & Depedri (2005) observe that, even in a sector characterized by low average salaries like the social- services sector, employees are more satisfied when their wages increase up

to a threshold, but not above that threshold Clark (2005) the opposite dynamic of job satisfaction with respect to the economic conditions as represented by wages, and to job conditions as represented by working time, is also evident Diaz-Serrano & Cabral Vieira (2005) show that low-pay worker are likely to have low-quality jobs and consequently less job satisfaction Siebern-Thomas’s (2005) cross-sectional analysis on the European Community Household Panel shows that the correlation between wage and job satisfaction is significant and positive According to Baron et al (2006), studies have generally indicated a low to moderate inverse relationship between job satisfaction and employee absence and turnover This implies that the lower an individual’s satisfaction with his/her job, the more likely is that person to be absent from work or to resign and seek other job

opportunities Sahnawaz and Juyal (2006) focus on investigating the impact of job involvement and job satisfaction on organizational commitment Organizational commitment is considered to be one of the most important and crucial outcomes of human resource strategies Furthermore employee commitment is seen as the key factor in achieving competitive performance DeVaro, Li, & Brookshire (2007) focus on the contextual factors that are provided by the organization to ascertain job satisfaction The focus on the JCM is primarily driven by two considerations First, the JCM still remains the theoretical focal point in the current discussion of job satisfaction and work design and is still used as a powerful conceptual tool for job enrichment Samad (2007) also tried to determine the level of influence job satisfaction facets will have on organizational commitment Singh & Kohli (2006), Thakur (2007) and Jha et al (2008) shows that organizational contextual factors such as pay, growth opportunities, job security, among others, influence an employee's perception of job satisfaction Green & Heywood (2008) performance- related pay allows opportunities for worker optimization and does not crowd out intrinsic motivation, thus increasing overall satisfaction, satisfaction with pay, and satisfaction with job security Sharma and Kumari (2004) found that public sector employees are in a position in terms of their job satisfaction than the employees of private sector organisations Top management employees are more satisfied than the middle and lower level employees It was also revealed that the public sector employees are more dissatisfied with their working conditions and incentives than the employees of the private sector In a study on employee attitude and job satisfaction, Saari and Judge (2004) found that job dissatisfaction appears to be related to other withdrawal behaviours including lateness, unionization, grievances, drug abuse and decision to retire Wayne, Musisca and Fleeson (2004) found that work to family conflict was negatively related to job satisfaction, while work family facilitation was positively related to job satisfaction Srivastava (2005) found from his study involving senior and middle managers in two public sector companies that the changes in work and service conditions are largely positive, resulting in greater job satisfaction than before

Judge, Heller and Klingir (2008) indicated that the traits from all three taxonomies generally were significantly related to job satisfaction, even when the

traits and job satisfaction were measured with independent sources However when all three typologies were examined concurrently the core self evaluation typology was the only typology that was significantly related to job satisfaction Edwards, Bell and Arthur (2008) indicate that the relationship between overall job satisfaction and task and contextual performance were the same There was a stronger relationship between satisfaction with supervision and contextual performance compared to task performance This also states the importance of considering different facts with job satisfaction and job performance relationship, as well as the importance of matching predictors and criteria in terms of their levels of specificity Clark and Tamara (2008) have revealed that there was strong correlation between opportunities for promotions and job satisfaction The results indicate that external needs, opportunities for promotions, and pay contribute to job satisfaction and reduction of turnover among employees within insurance organizations The problem with job satisfaction and turnover is

a concern within insurance industry Jain (2010) analysed the impact of liberalization on HRM practices in public sector banks over a period of almost two decades Variables were measured and conclusions were drawn striking a blend between micro level changes and their consequent impact on banking operations Majority of the respondents agreed that the primary reasons for improved productivity post liberalization were use of IT, Infrastructure, competition in the market place and outsourcing back office functions Chopra and Khan (2010) states that job satisfaction is a complex and multifaceted concept, which can mean different things to different people The Link between job satisfaction and performance may prove to be a spurious relationship, instead, both satisfaction and performance are the result of personality Hence the behavioural aspect of HRM has to be kept in mind by the organizational decision makers

In this study, I use the Job Satisfaction Index to measure the job satisfaction

of the employees of BIDV This measure was developed by Schriesheim and Tsui (1980) It uses six items to form an index that describes overall job satisfaction The scale includes songle questions to assess the degree of satisfaction with the work itself, supervision, co-workers, pay, promotion opportunities, and the job in general

Overall job satisfaction correlated positively with age, tenure, psychological commitment to the organization, personal coping ability, organizational support for non-work activities, and intention to stay It correlated negatively with frequency of absences, job level, conflict between work and non-work roles, and years in occupation (Cohen, 1997; Tsui et al., 1992)

ORGANIZATIONAL JUSTICE

Organizational Justice is based on the perception of the staff of the organization treats workers fairly and only (Folger & Cropanzano, 1998; Greenberg, 1987) While Organizational Justice is a multidimensional concept, distributive justice and procedural justice are the two salient dimensions of organizational justice (Folger & Cropanzano, 1998; Greenberg, 1987, 1990b) Distributive justice deals with the perceptions that organizational outcomes affecting employees are equitable and fairly based (Folger & Cropanzano, 1998; Greenberg, 1982) In a sense, perceptions of distributive justice are based on the exchange principle: employees evaluate the organizational outputs they receive compared with their inputs to determine whether it

is a fair outcome (Lambert, 2003) A wide array of outcomes shape employee perceptions, including pay, performance evaluations, assignments, rewards, and punishments (Greenberg, 1990a, 1990b) Procedural justice refers to employee perceptions that the process by which distributive outcomes are determined is fair (Folger & Cropanzano, 1998; Greenberg, 1990a) Employees generally desire the process to be open and fair, regardless of the outcome Distributive justice deals with perceptions of the ends and procedural justice deals with perceptions of the means

In this study, I use the Distributive and Procedural Justice method (not fully approved because of the limitation of time) developed by Sweeney and McFarlin (1994) The procedural justice subscale uses 8 items to assess the fairness of procedures within an organization, including procedures relevant to assessing and comunicating performance feedback, solving work – related problems, and promotion processes Eight items describe employee perceptions of an organization’s fairness in distributing rewards such as raises, promotions, performance ratings, and general recognition

Confirmatory factor analysis showed that distributive and procedural justice were empirically distinct (Sweeney & McFarlin, 1997) Distributive and procedural justice both correlated positively woth employee pay level, intention to stay in a job, job satisfaction, supervisor’s evaluation of the employee, and organizational commitment

WORK - FAMILY CONFLICT

Work-family concept focused on the negative psychological effects of juggling work and family roles The phrase “work-family conflict” (WFC) emerged in the 1980s, with the sharp increase in women’s participation in the workforce The change

in employee demographics challenged the gendered ideology of men as the primary breadwinner and women as the stay-at-home mother The traditional gendered sex-role connotes the conflict that arises when women attempt to fulfill the responsibilities

of both roles According to role theory, work-family conflict occurs because of an inter-role conflict in which the role demands of one sphere (work or family) are incompatible with the role demands of another sphere (work or family)

The assumption that work and family are separate spheres and in competition for resources such as time and attention continues to be dominant in our society (Barnett, 1998) Related to inter-role conflict is the “scarcity hypothesis,” which states that human energy and resources are fixed and limited Thus, individuals partake in a zero-sum game in which resources expended in one sphere deplete those available for the other, leading to diminished role quality in the sphere that received less resource (Gutek, Searle, & Klepa, 1991) The more roles a person occupies the more role-strain

or “overloads” a person experiences

Currently, the most widely used theory for explaining work-family conflict is the Conservation of resources theory (Grandey & Cropanzano, 1999; Hobfoll, 1988, 1989) Unlike traditional theories that define strain in terms of either an outcome or a perception of environmental challenges (e.g., Lazarus & Folkman’s [1984] “stress-appraisal-strain- coping” theory), the conservation of resources theory also takes into account worries about the possible loss of resources in the future, such as the depletion

of energy required to complete future tasks This theory proposes that people strive to protect and build resources, such as objects (e.g money, house), conditions (e.g

quality of one’s roles, external support), energies (e.g time and level of energy), and personal characteristics (e.g., beliefs such as a positive outlook) Psychological stress occurs when these resources are lost or threatened Work-family conflict is conceptualized as the consequence of “resources being lost in the process of juggling both work and family roles” (Grandey & Cropanzano, 1999, p 352) For example, job demands can threaten one’s resources and over time, prolonged exposure to demands such as long work hours leads to emotional exhaustion and burnout (Hobfoll & Freedy, 1993) Furthermore, because resources are not limited to concrete reserves, the inclusion of personal characteristics and conditions allows for exploration of how cultural contexts influence work-family conflict It also provides a framework in understanding how coping methods (i.e., problem-focused coping) and support (i.e., support at work and domestic help from family members at home) ameliorate work-family conflict (Jansen, Kant, Kristensen, & Nijhuis, 2003; Lapierre & Allen, 2006)

The Construct of work-family conflict (WFC) is multi-dimensional and refers

to conflict that may be time-based, strain-based or behavior based (Greenhaus & Beutell, 1985) Time-based conflict occurs when job and family responsibilities compete for the individual’s time (e.g., working overtime forces employees to miss a school performance.) Time-related conditions such as long work hours, schedule inflexibility, shift work requirements, and overtime/evening duties are consistently related to WFC (Byron, 2005, Judge, Boudreau, & Bretz, 1994; Parasuraman, Purohit, Godshalk, & Beutell, 1996) Strain-based conflict suggests that strain experienced in one role crosses-over and interferes with participation in another role (e.g the stress of tending to a sick child affects one’s ability to concentrate at work) Work stress is caused by conflict within one’s occupational role, work role ambiguity, and work role overload (Kahn & Byosiere, 1992) and leads to role pressure and incompatibility (Greenhaus & Beutell, 1985)

Conversely, family-related stress such as marital and parental conflict can lead

to interference with work roles (Byron, 2005) Behavior-based conflict occurs when specific behaviors required in one role are incompatible with behavioral expectations

in another role (e.g aggression and emotional restriction required for managerial positions are incompatible with the need for harmony and emotional openness by family members) For example, studies on correctional officers have found that

behavior-based conflict was related to work stress and job satisfaction (Lambert, Hogan, Camp, & Ventura, 2006, Triplett, Mullings, & Scarborough, 1999)

Gutek, Searle, and Klepa (1991) also identified the bi-directionality of WFC, such that conflict can take the form of work interfering with family (work-to-family conflict) or the form of family interfering with work (family-to-work conflict) Current measures of WFC assess the two distinct reciprocal constructs and have shown consistent support for distinguishing between the two directions (e.g., Byron, 2005; Kossek and Ozeki, 1998; Netemeyer, Boles, & McMurrian, 1996) Frone et al (1992) constructed one of the first widely used models of the work-family interface

As shown in figure 2.1 and 2.2, the model focused on the relationship between related factors when exploring work-to- family conflict and family-related factors when exploring family-to-work conflict Furthermore, It depicted a cross-domain effect in which a considerable amount of family satisfaction is explained by job specific variables whereas a considerable amount of job satisfaction is explained by family specific variables The cross-domain effects have been confirmed in recent meta-analytical studies (Byron, 2005; Ford, Heinen, & Langkamer, 2007)

work-In this study, I use this measure “Work = Family conflict”, which was developed by Kopelman, Greenhaus, and Connolly (1983), uses 08 items to assess the extent of the interrole conflict that occurs between work and family roles (work – family conflict)

PERSON - ORGANIZATION FIT

Person-organization fit (POF) has been an area of interest among both researchers and managers during recent years whose concern is the antecedents and consequences of compatibility between people and the organizations in which they work Literature on consequences of POF has demonstrated significant relationships with important individual outcome variables such as job satisfaction, organizational commitment, performance, which will be explored in detail in the following sections

Because of its relationship with individual outcome variables, POF has important implications for selection practices of organizations, which is analyzed in the literature on antecedents of POF In terms of selection practices, POF research is concerned with examining the phenomenon of hiring people for organizations not only

for jobs (KSAs) (Chatman, 1989) Therefore, it offers a more comprehensive and flexible approach to employee selection

The focus of this study will be the consnequences of POF Schneider’s (1987) Attraction-Selection-Attrition (ASA) framework can be regarded as a milestone in the beginning of POF research According to this framework, individuals are not randomly assigned to situations, but rather they seek out situations that are attractive to them Finally individuals will be selected to be a part of that situation and help to determine the situation by remaining in that situation

Schneider uses this framework in explaining the functioning of an organization

He argues that organizations are one situation that people are attracted to, selected to

be a part of and remain with, if they are a good fit with the organization, or leave if they are not a good fit with the organization ASA framework can be placed within supplementary fit since it proposes that people and organization are attracted to each other based on similarity

The concept of POF is not new in management’s field The roots can be traced back in 1950s in the work of organizational behavior scientist (Muthusamy, 2009).With the passage of time and a move in the focus of human resource management towards ensuring enjoyable working conditions for employees to reduce turnover and enhance performance level, many variables including person-organization

fit received theoretical and empirical attention(Chernyshenko,et al.,2009)

The concept of Person-Organization Fit (POF) deals with the congruence between the employee’s own personal values and the values of the organization, according to the employee’s perception

This measure was developed by Eisenberger et al (1986), describes employee perceptions about the extent to which an organization is willing to reward greater efforts by the employee because the organization values the employee’s contribution and cares about his or her well-being The measure includes eight items that measure

an employee’s perception of the degree to which the organization values the worker’s contributions and nine items about actions that the organization might take that would affect the well-being of the employee Some studies have used an abbreviated version consisting of the nine items with the highest factor loadings in the original scale development study (Moorman, Blakely, & Niehoff, 1998; Wayne, Shore, & Liden,

1997)

WORKPLACE VALUES

Values are defined as enduring beliefs that are individually or socially preferable to converse beliefs, which transcend specific situations, and which guide selection or evaluation of behaviour (Rokeach, 1973) Schwartz (1992; Schwartz & Bilsky 1987) identifies 03 universal human requirements that form the basis for all

values: the need for biological survival; the demand for social interaction; and social

and institutional demands for group welfare Differences in the relative importance

placed on these requirements mean they hold potential for conflict within and between individuals and groups

In common with values more generally, there remains a lack of agreement amongst scholars regarding definitions and conceptualisations of workplace values (see Agle & Caldwell, 1999; Dose, 1997; Rohan, 2000) We explore their variation more fully in the following sections, but begin by setting out some essential characteristics Our position is that workplace values embody those general values that guide organizational members in their selection or evaluation of behaviour They represent a form of consensus regarding the values that a social group or organization consider important for its aims and collective welfare (Schwartz & Bilsky, 1987; Williams, 1960)

The term ‘workplace values’ typically refers to the small number of values that together make up a value system Individuals and groups develop value systems – broadly coherent arrangements of values that place greater importance on certain values over others – through experience and learning (Schwartz, 1992) Coherent value systems are stable and enduring: they are neither wholly fixed, for then there would be no ability for change, nor too fluid, for then there would be no continuity Changes do occur over time as individuals and groups learn and adapt, but these are typically incremental, infrequent and limited by the requirement for associated adjustments to other systems of belief and action (Meglino & Ravlin, 1998; Rokeach, 1973)

In contrast to personal values, which are located at the level of individuals who ‘have’ or possess their own values (Schwartz, 1992), group and workplace

values possess particular characteristics that make the level of analysis difficult to isolate As Rohan (2000,p 265) points out, there ‘is no consensus about whether to understand these in terms of the average of the group members’ personal value priorities or, for example, group leaders’ or other significant members’ beliefs about what the group priorities should be’ Moreover, a group or organization’s values may refer both to those that are presently held in common, and to those that it intends to reach in future (Williams, 1960) Rather than opting for the adoption of one or other of these forms, we argue that each is valid and that it is their interrelation that provides the basis for a broader and more dynamic concept of workplace values

Workplace values are closely connected to other organizational phenomena, in particular culture and institutionalism Schein (1985) sees values as manifestations

of shared basic assumptions, themselves revealed in organizational artefacts, while Gagliardi (1986) makes the distinction between primary characteristics of culture, its basic assumptions and values, and secondary characteristics, which include artefacts and symbols Both view values as integral to, but not homologous with culture, although in quantitative research studies, they frequently serve as proxies (O’Reilly, Chatman and Caldwell, 1991) From an institutional theory perspective, workplace values are the product of values prevailing in institutional fields, and which form the basis for organizational structures and routines (Greenwood & Hinings, 1988, 1996; Oliver, 1992) Conformity with the values of the institutional field is an issue of legitimacy: congruence between the values of the organization and its larger social system can assist in gaining support and access to resources, and so can be essential for survival (Ashforth & Gibbs, 1990; Parsons, 1956) Within organizations, groups such as professional associations and trade unions play an important part in transmitting the values of their groups to members In highly professionalised institutional fields, such as health and education, members of organizations may be influenced by conflicting institutional values (Greenwood, Suddaby & Hinings, 2002)

In Summary, values are based upon potentially conflicting human requirements They are both enduring and capable of change As group or social values, workplace values may be understood at different levels and in present and future contexts, and yet they are assumed to guide members in their selection or evaluation of behaviour

It is therefore understandable that scholars have adopted different approaches in describing, defining and operationalizing workplace values.

H3 +

H1 + H2 -

- Work - family conflict

- Person - Organization fit

- Workplace values

Constructs:

- Key construct: Job Satisfaction (JS)

Job Satisfaction

Organizational Justice

Person Organization Fit

-Workplace Values Work - Family

conflict

- Other constructs:

 Organizational Justice (OJ)

 Distributive Justice (DJ)

 Procedural Justice (PJ)

 Work - family conflict (WFC)

 Person - Organization fit (POF)

 Workplace values (WV)

RESEARCH HYPOTHESES

Four Hypotheses are stated and discussed as follows:

- Hypothesis 1: Organizational Justice has a positive relationship with Job

Satisfaction

The availability of flexible work arrangements such as flextime and compressed workweek seems to help employees experience greater enrichment from work to home, which, in turn, is associated with higher job satisfaction Organizational Justice has a positive impact on Job Satisfaction

Work schedule is a mean of satisfaction for employees in an organization positively or negatively according to the situation provided for work schedules The study of (Possenriede & Plantenga) stated, if there are flexible work arrangements in fact it will enhance the fit between paid work and some other activities and it will be reflected in job satisfaction of employees This study also argued that, to identify job preparations and the factors that can influence job satisfaction is related to different labor market fields Another thing derived from this study is that, arrangement for flexible work schedules are linked with higher job satisfaction, if flexible work arrangements are provided to employees it will have a positive impact on values from work, generally Due to this work schedule flexibility employees shall have more

control and independence in their working life and their work life and private life can

be improved (Hill et al., 2008) Flexible work arrangements provided to employees allow them to work according to their ease, which in result will minimize the amount

of stress (Baltes et al., 1999; Scandura & Lankau, 1997) Additionally due to these flexible work arrangements employees will think that their employer is caring about their well-being and errands outside work (Casper & Harris, 2008; Grover & Crooker, 1995) Study of (Rogier & Padgett, 2004) postulated that by flexible work schedule organization can get benefit through employee’s job satisfaction, organizational commitment increased level of productivity and lesser absenteeism and lower turnover In the perspective of work schedule flexibility, employees will

be able to balance their work life and family life By this, job meets their needs effectively and their satisfaction will be higher (Baltes et al., 1999) A recent literature review depicted that job satisfaction, productivity, organizational commitment and retention in organization is positively affected by policies maintained to provide alternative work arrangements (Glass & Finley, 2002) According to (Almer & Kaplan, 2002) employees with work schedule flexibility seems to be more satisfied than the employees on regular schedule There was an optimistic effect of flexible work arrangements on employee’s intensions about turnover (Hyland, 1999) (Baltes et al., 1999) Argued that if manager come to know that employee’s job satisfaction can be enhanced by alternative work arrangements they will like to be more open with them and they may like to perform an additional work to manage them Studies of (Krausz, Sagie, & Bidermann, 2000) revealed that satisfaction and commitment are positively connected with schedule controlling and with preferred work scheduling and burnout is negatively associated with schedule control and preferred work schedule According to (Powell & Mainiero, 1999) if there is flexibility in the work time in an organization then the performance of the workers can be improved which are helpful to fulfill the organization goals An immediate manager can play a vital role to give a satisfied working hour to a worker

It means that worker’s satisfaction will increase their performance for the organization It is also postulated by research study that employers who are particularly facing shortage of labor, are trying to provide flexible scheduling to

boost up the job satisfaction and productivity of labor (Krausz & Freibach, 1983) Hence in light of this literature review it is obvious job satisfaction is depending on work schedule flexibility Organizational Justice is positively related to employee’s job satisfaction

- Hypothesis 2: Work - Family conflict has a negative relationship with Job

Satisfaction

In line with prior research, we found that supervisor support has a significant, positive effect on employees’ work The relationship between supervisor support and satisfaction with work varied by gender, at every level of perceived supervisor support (low, medium, and high), men reported higher satisfaction (and relatively lower degree of dissatisfaction) with work than women did This gap in men’s and women’s satisfaction with work was widest among workers with a high degree of perceived supervisor support It would be interesting to investigate the reasons why men tend to be more satisfied than women with the balance between their work and family lives, regardless of the level of support they perceive from their supervisors, and why the divergence in satisfaction with work is greatest between men and women who perceive a high degree of supervisor supportiveness

Although perceptions of supervisor supportiveness increased the degree of satisfaction with work that early-career employees reported, they do not seem to impact mid-career and late-career employees in a similar (positive) way

Supervising has a positive effect on an employee‘s professional and career success (Noe (1988) & Ragins (1989)) It is proved that ―the degree of supervisory support may influence the subordinate‘s motivation, job satisfaction, and performance (Babin & Boles, 1996; Michaels et al., 1987)‖ Frone et al (1997) found that job satisfaction increases when employees get a positive support from colleague and supervisor Bennet et al (2001) has also observed the positive relationship among supervisory support and organizational acknowledgement to job satisfaction

When employees notice that their immediate supervisor is concerned for them

& provides adequate support to get the job done, employees feel more positive

towards their work (Babin & Boles, 1996; Kopelman et al., 1990; Michaels et al., 1987), which in turns, pulls out extra work effort (Brown & Peterson, 1994) from them and this extra work effort enhance the service quality of the employees Organization generally takes strategic decisions which generally create a wave of sub decisions These sub decisions have to be carefully implemented in order to achieve the strategic goals (Mintzberg et al., 1976) Typically, the manager-leader (middle managers and supervisors) is held accountable for the implementation of these sub- decisions Sub-decision implementation is defined as a sequence of tasks carefully executed so that a favorable business outcome can be achieved in the medium to short term

It is clear that the particulars of such implementation vary widely from decision to decision, but virtually all decisions require efficient implementation to be successful (Nutt, 1993) Work - family conflict is positively related to employee’s job satisfaction

- Hypothesis 3: Person - Organization fit has a positive relationship with Job

Satisfaction

According to Eisenberger, Huntingdon, Hutchinson and Sowa (1986:501), individuals tend to “form global beliefs concerning the extent to which the organization values their contributions and cares about their well-being.” These beliefs that are exchanges between an employee and employing organization are called Person - Organization fit and are used to define in this study High levels

of Person - Organization fit creates feelings of obligation, to the employers as well

as makes them feel they have to return the employers ‘commitment by engaging

in behaviors that support organizational goals Research has revealed that Person - Organization fit is positively related to job attendance and measures of job performance (Eisenberger et al., 1986)

From a social exchange perspective, it can be argued that employees who perceive a high level of support from the organization are more likely to feel an obligation to repay the organization in terms of affective commitment (Eisenberger et

al., 1986; Shore & Wayne, 1993) According to Eisenberger, Fasolo and DavisLaMastro (1990), employees who feel supported by their organization and care about the organization would engage in activities that help to further the organization’s goals

One important issue is to differentiate Person - Organization fit from job satisfaction (Zagenczyk, 2001) Previous study by Shore and Tetrick (1991) disputes that Person - Organization fit and job satisfaction conception are distinct but related Person - Organization fit is a measure of employer commitment and set

of beliefs about how much the organization cares for the staff well-being, whereas job satisfaction focuses on different sides or viewpoints of work and is the affective response to these different aspects of work situation

In summary, many previous studies have shown that Person - Organization fit was positively associated with levels of job satisfaction, high level of Person - Organization fit resulted higher level of job satisfaction (Burke & Greenglass, 2001; Burke, 2003; Stamper & Johlke, 2003; Armstrong-Stassen, Cameron & Horsburgh, 1996) Given these theoretical claims and findings of previous studies, following hypotheses were suggested: Person - Organization fit is positively related to employee’s job satisfaction

- Hypothesis 4: Workplace values has a positive relationship with Job

Satisfaction

To test the significant level of this hypothesis proposed by the researcher, and

at the same time achieve our final objective that been soughed by this study All dimensions of organizational justice were also positively correlated with job satisfaction This implied that job satisfaction studied depend directly on the level of organizational justice being perceived by the employees

Other studies have shown correlations between Organizational Justice and job satisfaction (e.g., Bakhshi, Kumar, & Rani, 2009) There other studies have shown high correlations between procedural justice and job satisfaction (e.g.,Mossholder, Bennett, & Martin, 1998; Wesolowski & Mossholder, 1997; Awamleh & Fernandes, 2006) There other studies have shown correlations between Workplace values and

job satisfaction (e.g., Awamleh & Fernandes, 2006) In addition, Masterson, Lewis, Goldman and Tyalor (2000) showed procedural justice to be a stronger predictor of job satisfaction than interactional justice, although both had significant independent effects

Thus the impact of organizational justice on job satisfaction was Organizational justice previously focused on the fairness perceptions of outcomes normally referred to as Workplace values It has its theoretical foundation stemmed from the equilibrium theories of the 1950s and 1960s Workplace values in theory is characterized as the fairness related to the distribution of resources and decision outcomes The resources or outcomes can be tangible or intangible (pay or praise) (Adams, 1965) Much of the research on Workplace values was derived from the works of Adams (1965) Adams suggested that equity theory can determine the fairness of an outcome Equity theory can be used to explain such employee behaviors caused by perceptions of unfairness (Adams, 1963, 1965) Equity theory asserts that employees compare their inputs and outcomes with the inputs and outcomes of relevant others Inputs are what they invest into their job and outcomes are what they receive in return (McFarlin, & Sweeney, 1992)

The research on equity theory has been re-examined quite a lot of times Most

of this research has explored the employee attitudes to pay For e.g., employees who feel that they are underpaid decrease the quality or quantity of their work, while those who feel that they are overpaid improve their work in terms of quality or quantity (Mowday, 1987) The "underpaid" hypothesis has received more research support than the "overpaid" hypothesis Research on the latter hypothesis has been confined entirely to laboratory experiments (McFarlin, & Sweeney, 1992) Adams (1965) curvilinear hypothesis was researched by Vecchio (1984) But Vecchio observed the effect of overpayment inequity on real employees Few effects were revealed based

on the trend analysis applied on various job and pay satisfaction measures Although suggestive trends were found but Vecchio (1984) did not discover a significant curvilinear effect of equity on job satisfaction Workplace values is positively related to employee’s job satisfaction

Table 1: Summary of hypotheses

Hypothesis 3 Perceived organizational support has a positive

impact on job Satisfaction

Hypothesis 4 Workplace values has a positive impact on job

Satisfaction

Instruments

All variables in this study are measured by the five-point Likert scales which include “strongly disagree”, “disagree”, “normal”, “agree” and “strongly disagree” The highest level is “strongly agree” and the lowest level is “strongly disagree” Each dimension of the relationship quality is represented by certain kinds

of specific variables as follows:

A qualitative study (Bussing, Bisse; Fuchs, & Perrar, 1999) suggested that job satisfaction is developed through assessment of the match among expectation, need motives, and the work situation Based on this assessment, a person builds up satisfaction (steady feeling or relaxation as a result on met expectation and needs)

or dissatisfaction (feeling of tension as a result of unsatisfied needs and expectations) with her or him work In the case of dissatisfaction, employees may maintain or reduce their level of aspiration Maintaining aspirations in the fact of work dissatisfaction can result in pseudo work satisfaction, fixated dissatisfaction and constructive dissatisfaction Fixated and constructive work dissatisfaction may result in mobilization of an employee’s problem solving behavior (Bussing et