THE IMPACT OF PERFORMANCE APPRAISAL SYSTEM KNOWLEDGE, JOB OVERLOAD, ORGANIZATIONAL COMMITMENT AND OVERALL JOB SATISFACTION ON VINGROUP’S EMPLOYEE ON THE JOB BEHAVIOR

ABSTRACT This study examined the impact of performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction on Vingroup’s employee on-the-job

MASTER OF BUSINESS ADMINISTRATION

Ho Chi Minh City, December 2015

Advisor’s Assessment

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ACKNOWLEDGEMENTS

Though only my name appears on the cover of this dissertation, a great many people have contributed to its production I owe my gratitude to all those people who have made this dissertation possible and because of whom my graduate experience has been one that I will cherish forever.My deepest gratitude is to my advisor, DBA Khai Nguyen I have been amazingly fortunated to have an advisor who gave me the freedom to explore on my own and at the same time the guidance

to recover when my steps faltered He has devoted her precious time to help me complete this thesis Thanks to his endeavor, I have successfully done this thesis Also, I would like to express gratitude to my family: my parents and my sister, who have loved me unconditionally and support me during this hard time Furthermore,

I am thankful to my coleagues – vingroup’s staff who participated in my survey and have been putting so much effort in helping me conduct this survey and complete this research Finally, I am thankful to OUM and HUTECH University for providing me such a lifetime opportunity in doing this thesis

Table of Contents

1.1.1 Company Description

1.1.2 History and milestones

1.1.3 Organizational structure of Vingroup

1.1.4 Personnel structure

1.2.1 Motivation of the study

1.1.2 Significance of the study

1.1.3 Purpose of the study

1.1.4 Question of the study

LIST OF FIGURES

Figure 1: Vingroup’s Profile 9

Figure 2: Vingroup’s Organizational Chart 11

Figure 3: Research model 25

Figure 4: Dependent Variables 25

Figure 5: Independent Variables 26

Figure 6: A summary of demographic characteristics of the respondents 39

LIST OF TABLES

Table 1: Summary of Cronbach’s Alpha of the variables 41

Table 2: Descriptive Statistics 42

Table 3: Summary of Correlations of all variables 43

Table 4: Model Summary of all hypotheses 45

Table 5: Coefficients of all hypotheses 45

ABBREVIATIONS

VINGROUP JSC Vingroup Joint Stock Company

SPSS Statistical Packages for the Social Science

ABSTRACT

This study examined the impact of performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction on Vingroup’s employee on-the-job behavior Data was collected through the use of standardized questionnaires Questionnaires were delivered personally to 250 managerial and non- managerial employees in all over 10 member companies of Vingroup Corporation; there were 238 questionnaires returning, in which 230 completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis Result: The results supported the hypothesis that performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction have significant relationship with employee’s on-the-job behavior Conclusion: The findings in this study would help managers of Vingroup Corporation to formulate strategies that involved work factors such as workload, appraisal to improve the management of human resource development These strategies would have great impact on employee’s performance hence improve job’s efficiency and effectiveness of the organization Therefore, it was worth the effort for the organization to train and educate their managers on the impact of performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction on the motivation on their employees’ behavior

Keywords: performance appraisal system knowledge, job overload, organizational commitment, overall job satisfaction and on-the-job behavior

CHAPTER 1: INTRODUCTION

1.1 Company introduction

Currently, the world knows Vietnam as a fast growing country To contribution in this recognition, Vingroup has played a great role in leading Vietnam reputation to the worldwide Vingroup Joint Stock Company (“Vingroup”) is a leading private economic corporation in Vietnam, engaging in the fields of tourism and high-end real estate with two strategic brands, Vinpearl and Vincom

Joining in the market in 2002, Vincom spared no efforts to become Vietnam’s premier upmarket real estate brand with a number of shopping mall, office and apartment complexes, and large-scale modern mixed-use townships, spearheading the trend of high-end ecological urban zones in Vietnam In the current downturn economy, Vingroup’s projects still stand out from the market thanks to the Group’s commitment to progress and quality, which has established its strong brand and excellent reputation

In order to meet the demand for developing speed, human resource management has participated in Vingroup’s success With the workforce of over 500,000 employees, Vingroup has shown the important of managing especially understanding employees’ behavior from that delivered appropriate strategy to gain the devote from its staff

This study explored how performance appraisal system knowledge, organizational commitment, overall job satisfaction and job overload influence on Vingroup’s employee on-the-job behavior This chapter also presents the motivation of the study, significant of the study, purpose of the study, and the questions of the study and the key words of study

1.1.1 Company Description

After joining the market in 2001, Vingroup has recently begun operating top quality healthcare, and fitness and beauty care facilities under two new strategic brands,

Vinmec and Vincharm The first Vinmec International Hospital in Hanoi, featuring

600 single in-patient rooms and clinics, was officially in augurated in January 2012 Vingroup has always played the role of the pioneer and driver of consumer trends in all its business sectors through offering top quality and five-star international standard products

In January 2012, Vinpearl JSC was merged into Vincom JSC, marking the official operation of Vingroup Joint Stock Company, ranking among the top major companies on Vietnam’s stock market in terms of market capitalization

Vingroup is also known on the international capital market as the first Vietnamese enterprise to have successfully issued international convertible bonds listed on the Singapore Exchange (SGX) By 2012, the Group had raised a total of US $400 million Operating with four strategic brand names: Vincom, Vinpearl, Vinmec and Vincharm, owing and controlling interest in numerous high-end real estate and tourism projects, Vingroup has become one of the leading private economic groups

in Vietnam, boasting dynamic and sustainable growth as well as significant potential for integration into Asia and the world

CORPORATION’S PROFILE Corporate’s English name Vingroup Joint Stock Company

Long Bien District, Hanoi

Business Registration Certificate No 0103001016

Vietnam) CORPORATION’S PROFILE

Figure 1: Vingroup’s Profile

1.1.2 History and milestones

January 2012:

- Completed the procedures for the merger of Vinpearl Joint Stock Company into Vincom, increasing the total charter capital to approximately VND5,500 billion; Approved the Company’s development strategy under four focal brand names: Vincom (Real estate), Vinpearl (Tourism & Recreation), Vincharm (Fitness and Beauty Care), Vinmec (high quality Healthcare Services), operating under a new legal entity: Vingroup Joint Stock Company

January 7, 2012: Inaugurated Vinmec International Hospital, one of the most modern and luxurious hospitals in Vietnam

March 2012: Successfully issued, for the 2nd time, USD185 million of international convertible bonds listed on the Singapore Exchange Securities Trading Limited

June 2012: Additionally issued USD115 million of international convertible bonds, bringing the total international convertible bonds issued in 2012 to USD300 million

October 2012: Inaugurated Vincom Center A Ho Chi Minh City – Vietnam’s luxury complex of shopping, recreation and gastronomy

December 2012: The issuance of USD300 million of international convertible bonds was honored as “Best Vietnam Deal 2012” by Finance Asia, the most prestigious banking and finance magazine in Asia

January 2013: Vingroup became a founding member of the World Economics Forum

April 2013: Officially joined Vietnam’s education market with Vinschool brand, a full continual system from kindergarten through high school

May 2013: Attracted an investment of USD200 million from Warburg Pincus, a leading global private equity firm, into Vincom Retail JSC., a subsidiary of Vingroup

July 2013: Inaugurated Vincom Mega Mall Royal City, Asia’s largest underground Retail and Entertainment Complex

October 2013: Launched VinKC brand (Kids World), a chain of shopping centers, educational consultancies and health care services, exclusively dedicated to children, Vingroup officially enter retail market

November 2013: Vingroup successfully debuted in the international debt capital markets after pricing US$200 million of notes and became the first Vietnamese corporate to successfully issue USD – denominated bonds

November 2013: Launched Vinhomes brand, marking an importantly strategic milestone in the process of planning, building and developing a product line of premium serviced residential properties, as well as forming Vingroup’s completely distinctive high-class service standards

1.1.3 Organizational structure of Vingroup

Figure 2: Vingroup’s Organizational Chart

1.1.4 Personnel structure

As at 31 December 2010, Vingroup had 1,782 employees, representing a year on year increase of 27.28% This number is expected to increase in the coming years

in accordance with the Company’s development plans

The quality of Vingroup’s human resources, especially its Vietnamese workers, has gradually improved to meet the stringent international standards for management and services for leading recreational

Working Policy

Working hours: The Company applies its working hour policy in accordance with the Vietnamese Labor Code In the event of tight deadlines, the Company may require employees to work overtime, in which case it will offer satisfactory compensation

Holiday leave: All employees are entitled to take off from work for Tet and public holidays as specified in the Labor Code Employees who have served in the Company for 12 months or more are entitled to 12 vacation days per year Moreover, for every 5 years working at the Company, employees are entitled to

an additional one day off

Sick leave and maternity leave: Employees on sick leave and maternity leave are entitled to an allowance covered by the Social Insurance Fund in accordance with the Labor Code

Working Conditions: White-collar employees are provided with comfortable and modern offices in order to ensure work productivity Blue-collar workers are well-equipped with the required essentials for labor safety and sanitation Labor safety and fire prevention and control principles are strictly adhered to by the Company

Recruitment, Training, and Policy for Attracting Talented Workers

Vingroup believes it is of the utmost importance to formulate an optimal remuneration policy, training, and personnel development programs for its employees, as well as to build a solid corporate culture that fosters a professional and friendly working environment

To satisfy the growing demand for extensive and intensive human resources, Vingroup finds its recruits on a regular basis or through job exhibitions The Company’s main objective is to attract competent people to the company through its commitment to satisfactory benefits

In addition to salary and remuneration policies that attract talented people, the Company offers other benefits including accommodations, meals, travel expenses, and other necessary services

Vingroup applies the practice of on-the-job training where managers train their employees Training and learning is conducted on an as needed basis The Company also provides training through skills building, on-site overseas training, and field trips to domestic and international hotels and resorts The training programs and their auxiliary activities always drive employees towards building Vinpearl’s corporate culture, which highlights the professionalism, etiquette, and work ethic in Vingroup’s workforce

Remuneration, bonuses, and benefits policies

Vingroup JSC’s compensation and reward policies are contingent on each position and are 10%-15% higher than average levels These policies take into account employees’ skills and qualifications by carefully assessing performance and contributions In addition, the Company’s objective is to motivate its staff to exhibit the best of their capabilities and sense of responsibility for the sake of higher productivity, quality, and efficiency In 2010, the Company conducted four salary reviews in order to offer salary increases of 5%-10% or higher for those with excellent performance and/or remarkable contributions This demonstrates the

flexibility of the Company’s salary and promotion policy, which ensures satisfactory offers and benefits for its staff

The Company as stipulated by the law deducts social security, health insurance, and unemployment insurance In addition, all employees are paid 24/24 personal accident insurance The company also organizes visits to employees on serious sick leave and/or maternity leave, gift giving for staff for birthdays, weddings, Tet and other public holidays and the Company’s Anniversary Benefits also include holiday trips, spiritual activities, sports activities, and parties in order to further enhance employees’ spiritual livelihood, solidarity, and commitment

The Company also promptly praises and generously rewards employees who deliver excellent performance, make remarkable contributions to the Company’s business efficiency, and help enhance the service quality, prestige, and image of the Company; prevent 20, contribute valuable innovative ideas for the Company’s performance; receive letters of commendation from customers and set a good example for other staff, etc Commendation is always companied by a Certificate

of Merit and material rewards (in cash or in other forms such as promotion, early salary review, and year-end rewards, etc.)

Work safety and sanitation

The Company cooperates with the Labor Inspectorate (of Hanoi’s Department of Labor, Injured Veterans, and Social Affairs) to conduct regular training on work safety and sanitation at the Company so as to ensure constant labor protection In addition to periodic health checks for staff, Vingroup also conducts work environment checks on a regular basis to promptly detect vulnerabilities and to ensure that all staff members are equipped with the basics for labor safety There were no serious labor accidents or occupational diseases in Vingroup during the past year

Collective activities

The Company focuses much of its attention on staff’s collective activities, benefits, and spiritual life The Company has a Staff Union, which helps create

an environment that bonds staff members, encourages them to capitalize on their abilities and helps them enhance solidarity These concepts build and promote a corporate culture that bolsters the Company’s position through activities like participation in sports, singing, or skills competitions organized

by the local authorities or the tourism and real estate sector

1.2 Research introduction

1.2.1 Motivation of the study

In business, human resource management may not be the direct tool to earn profit in the organization, but it is like the spine to create the basic and sustainable structure for the firm Fully being aware of that fact, Vingroup has always been considerate towards its employees’ living conditions and largely engaged in community building and environmental protection activities Vingroup is committed to formulating a modern and professional work environment for employees with the career development, opportunities, employer interests and the rights and benefits of employees For that reason, investigating in studying factors affecting to employee’s behavior is always the priority of the corporation

1.1.2 Significance of the study

This study will be conducted from either managerial employees or non-managerial employees to exclude the bias of self-report The opinion of employees in Vingroup Corporation about the impact of performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction on Vingroup Corporation’s employee job satisfaction will be collected to see what the being implemented side evaluates the company HRM policies

1.1.3 Purpose of the study

The purpose of the current study is to investigate the impact of performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction on Vingroup’s employee on-the-job behavior

1.1.4 Question of the study

This study addresses some points follow:

- How are the impact performance appraisal system knowledge on Vingroup’s employee on-the-job behavior

- How are the impact of job overload on Vingroup’s employee on-the-job behavior

- How are the impact of organizational commitment on Vingroup’s employee the-job behavior

- How are the impact of related overall job satisfaction on Vingroup’s employee on-the-job behavior

on-CHAPTER 2: LITTERATURE REVIEW

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

- (1) Performance Appraisal System Knowledge

- (7) The relationship between Job overload and On-the-job behavior

- (8) The relationship between Organizational commitment and On-the-job behavior

- (9) The relationship between Overall Job satisfaction and On-the-job behavior

2.1 Performance Appraisal System Knowledge

Performance appraisal system knowledge could be described as supervisor and subordinate’s formal and organized interaction It is usually presented in the form of

an annual or semiannual interview, in which the individual performance of an employee is checked and considered The purpose is to identify subordinate’s strengths and shortcomings as well as opportunities for development and skills improvement In many organizations - but not all – results from the performance appraisal system are indirectly and directly used to help determine what the reward should be Indeed, the purpose of the appraisal results is to pinpoint the better performing subordinates who should receive the major part of available monetary

increases, promotions, and bonuses Reviews of subordinate performance could be one of the best ways to improve productivity, boost morale and increase performance When done properly, performance evaluation could be considered as a powerful planning tool for management It could also offer essential feedback to subordinates

In an organization, performance evaluation is frequently performed for many different purposes, including managerial decisions (e.g., rise, promotion), critical feedback, improvement, and workforce research As a result, performance appraisals could be considered one of the most important human resource structures

in organizations since they affect important decisions which leads to a variety of human resource reactions and consequences (Judge & Ferris, 1993) Because of its dominance and significance for every organization, performance appraisal is also among the most broadly researched areas in organizational as well as industrial psychology (Murphy & Cleveland, 1995)

2.2 Job overload

Job overload could be defined as the psychological and physiological reactions to events which are interpreted to be threatening It is also considered “a hypothetical state that is influenced by an environmental force and is demonstrated by reactions

at various physiological, psychological, and social levels” (Tolman and Rose, 1985) Thompson (2002), indicated that anxiety, depression, frustration, despair, fear, and helplessness are psychological results In the literature, stress has drawn a great deal of attention together with the resources that create stress One of the most commonly researched indicators of stress is job overload, which is the circumstance that arises when there is no correction between what is expected from employees and what is being interested by them Because of the job overload staff suffer from anxiety, low work performance and most essential from stress, it results in falling job satisfaction, and decreasing profits (Altaf, 2011)

In the research of Thompson (2002), explained that staff that maintain high stress level might experience effects such as dropped life fulfillment and self-esteem Influence of stress has been identified in almost all aspects relating to work as Robinson et al (2011), in their research about machineries work has showed that for those only produced stress redistribution and there is a lack of relaxation, their job is stressful because of their heavy workload, as well as the uncertainty and struggle they come across at work In different studies researchers paid attention to individual based anxiety, some people are weaker when it comes to situational stresses than others (Chiu and Greenhaus, 2002), causes of stress are different between male and female staff (Fu and Shaffer, 2001), and long working hours and high stress could have impact on both men and women (Lo, 2003) At work, performance requires complete satisfaction and enthusiasm and if it is not provided

it could lead to undesirable work-related consequences: poor job performance, turnover, broken relationships (Halbesleben and Buckley, 2004) Degree of work-life conflicts rises due to job stressors, for instance, work conflict, job overload, and job uncertainty (Fu and Shaffer, 2001), and quantifiable work overload was indicated to be the cause of stress which has been brought by job difficulty and time pressure (Mazloum et al., 2008)

of these More specifically, organizational commitment has been defined by

Mowdray, 1992 as consisting of three components: “an identification with the goal’s and values of the organization, a desire to belong to the organization and a willingness to display effort on behalf of the organisation.”3 This essay will therefore analyses the notion of organizational commitment, and consider its strengths and weaknesses in determining why managers would want it in their workforce In addition, this essay will also highlight whether there is any cost-effective way to secure commitment

The term commitment can be defined in various ways For example, O’Reilly et al, focus on the “psychological bond that ties the employee to the organisation”.4 This bond has three forms; compliance, identification and internalization Similarly, Meyer & Allen have proposed a three-component model, which highlights affective commitment (individuals want to be attached to the organization), continuance commitment (individuals feel they need to be attached to the organization) and normative commitment (individuals feel they ought to remain with the organization) These various types of commitment will have varying effects on the organization’s performance and a person can display aspects of all of them

2.4 Overall Job satisfaction

Training director, human resource managers, and corporate executives are in agreement that supervisor play a vital role in management of organization (Bittel & Ramsey, 1983; Walker & Gutteridge, 1979) Proponents of participative management stress the importance of effective supervisor to the organization’s ability to realize productivity gains from participative management programs (Glaser, 1980) Supervisory involvement in subordinate career planning and development is deemed to be a key factor in the effectiveness of organizational career planning and development programs (Walker & Gutteridge, 1979) Finally, labor relations experts note that a positive supervisor-subordinate relationship is a necessary condition for an effective union-management relationship (Elkouri & Elkouri, 1983; Stepp, Baker, & Barrett, 1982) Behavioral research in labor relation

also shoes that along with pay, fringe benefits, and job security, dissatisfaction with one’s supervisor is a major cause of unionization (Getman, Goldberg, & Herman, 1976; Lelouarn, 1980; Schriesheim, 1978; Warner, Chisholm, & Munzenrider, 1978) Moreover, in a study conducted with nearly 88,000 clericals, sales, and technical employees of Sears and Roebuck, Hammer and Smith (1978) found that the strongest predictor of unionization attempts was dissatisfaction with immediate supervision

2.5 On-the-job behavior

On the Job Behavior (OJB) is expected to be positive When employee shows positive work behavior, they will volunteer for additional tasks, overtime, will try to learn new things and will be welcoming to help others And in this extent, an employee will waste time allocated for doing jobs On the other side, negative job behavior will be indicated by wasting job time, being absent for no reason, spending most of the time chatting, doing personal tasks during office hours, leaving early, not showing respect to supervisor or co-workers Previous researches shows that OJB has positive association with satisfaction, commitment, involvement, tension, fatigue, and is negatively associated with burnout, organizational politics, justice, and burnout (Cropanzano, Howes, Grandey, & Toth, 1997a) Job behavior has been found having positive relation with motivation (Bigley & Steers, 2003), positive with job satisfaction (Li, Liang, & Crant, 2010), performance (Hamid & Yahya, 2011; Nielsen, Bachrach, Sundstrom, & Halfhill, 2012), Organizational Justice (Andrews et al., 2014)

2.6 The relationship between Performance Appraisal System Knowledge and On-the-job behavior

Less attention has been focused on qualitative criteria such as subordinates' reactions to appraisals and the factors contributing to these reactions (Cardy &

Dobbins, 1994; Murphy & Cleveland, 1995) In fact, the relative lack of research attention directed toward reaction criteria compared with psychometric and accuracy criteria led Murphy and Cleveland to refer to reaction criteria as one class

of ‘'neglected criteria" that might be critical in evaluating the success of an appraisal system

It seems reasonable to expect that subordinates' reactions to appraisal systems would have just as much impact on the success and effectiveness of an appraisal system as the more technical aspects of the system In fact, Bernardin and Beatty (1984) suggested that subordinates' reactions are usually better indicators of the overall viability of an appraisal system than are more narrow psychometric indices, such as leniency or halo After all, one may develop the most technically sophisticated, accurate appraisal system, but if that system is not accepted and supported by employees, its effectiveness ultimately will be limited (Cardy & Dobbins, 1994; Carroll & Schneier, 1982; Lawler, 1967; Murphy & Cleveland,

1995) Furthermore, Hedge and Borman (1995), in their discussion of the changing nature of performance appraisals, suggested that worker attitudes toward performance appraisal may play an increasingly important role in appraisal processes as the procedures and systems continue to develop

As mentioned previously, the reactions of subordinates regarding their performance appraisal can be an important determinant of the ultimate success and effectiveness

of the appraisal process Researchers have assessed many different types of subordinate reactions and have operationalized these reactions in various ways The most frequently assessed subordinate reaction to performance appraisal has been on the job behavior

2.7 The relationship between Job overload and On-the-job behavior

One important result discussed by the researchers in the field of psychology is that due to job related issues, employee’s behavior will be affected and there will be

negativity in both behavior and attitude (Maslach, 2003) Furthermore, it can be redirected to the point that change in behavior is a result of difference in level of expectations Therefore, excess of workload and too many demands will lead to fatigue, exhaustion and finally to change in on-the-job behavior One study found a negative relationship between job overload and on-the-job-behavior (Lee & Ashforth, 1996)

2.8 The relationship between Organizational commitment and On-the-job behavior

Brett et al (1995) examined the relationship between organizational commitment and performance using economic dependency on work as a moderator They reported that there are stronger relationships between organizational commitment and performance for those with low financial requirements than for those with high requirements Putti et at (1990) also concluded that there is a linkage between these two variables Meyer et at (1989) examined the relationship between job performance and affective and continuance commitment and concluded that affective commitment, which refers to identification with, involvement in, and emotional attachment to the organization, is correlated positively and continuance, which refers to commitment based on employees' recognition of the costs associated with leaving the organization, is correlated negatively with all measures of performance Mayer and Schoorman (1992) also investigated the organizational commitment-job performance relationship Results indicated that performance is more strongly related to value commitment (commitment leading to production) Kalleberg and Marsden (1995) discovered a modest relationship between organizational commitment and job performance, while Leong et al (1994) found a weak correlation between these two variables On the other hand, Wright (1997) found a negative correlation between measures of organizational commitment and job performance

2.9 The relationship between Overall Job satisfaction and On-the-job

behavior

The relationship between job satisfaction and on-the-job behavior has been critically assessed in a variety of organizational settings Results of these studies have been mixed Cummings (1970) identified three major points of view concerning this relationship Satisfaction causes performance, performance causes satisfaction and rewards cause both performance and satisfaction All of these The Impact of Job Satisfaction on Job Performance（PUSHPAKUMARI） 91 three views are supported by various researches Mirvis and Lawer (1977) produced conclusive findings about the relationship between job satisfaction and performance In attempting to measure the performance of bank tellers in terms of cash shortages, their proposed arguments are satisfied tellers were less likely to show shortages and less likely to leave their jobs Kornhanuser and Sharp (1976) have conducted more than thirty studies to identify the relationship between satisfaction and performance in industrial sector Many of the studies have found that a positive relationship existed between job satisfaction and performance Katzell, Barret and Porker (1952) demonstrated that job satisfaction was associated neither with turnover nor with quality of production Smith and Cranny (1968) reviewed the literature and concluded that satisfaction is associated with performance as well as effort, commitment and intention In the western electric studies (1966) the evidence from the Relay Assembly test room showed a dramatic tendency for increased employee productivity to be associate of with an increase in job satisfaction

CHAPTER 3: HYPOTHESES AND METHODS

3.1 Research Model

Figure 3: Research model

3.1.1 Dependent Variables

Overall job satisfaction

3.1.2 Independent Variables

Name

Performance appraisal system knowledge

(PASK)

Job Overload (JO)

Organizational commitment (OC)

Overall Job satisfaction (OJS)

Authors Williams and

Levy

Caplan, Cobb, French, Van Harrison and Pinneau

Marsden, P.V.Kalleberg and A.L

Cook

Brayfield and Rothe

§ Performance appraisal system knowledge (PASK)

§ Job Overload (JO)

§ Organizational commitment (OC))

§ Overall Job satisfaction (OJS)

3.2 Instruments

The questionnaire total consists of 40 questions Sections will be designed to collect information about performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction of Vingroup’s employees

* Performance appraisal system knowledge

This measure, developed by Williams and Levy (1992), describes the extent to which employees perceive they understand important aspects of the performance appraisal system related to their job Performance appraisal system knowledge has been found to explain the extent of agreement between employee and supervisor ratings of work performance

Reliability Coefficient alpha values ranged from 85 to 89 (Kacmar & Ferris, 1991; Levy & Williams, 1998)

Validity In Levy and Williams (1998), performance appraisal system knowledge correlated positively with job satisfaction, organizational commitment, and perceptions of fairness

Source Williams, J R., & Levy, P E (1992) The effects of perceived system knowledge on the agreement between self-ratings and supervisor ratings Personnel Psychology, 45, 835-847 Items were taken from Table 1, p 841 Copyright ©

1992 Reproduced with permission

Items Responses are obtained using a 7-point Likert-type scale where 1 = strongly disagree and 7 = strongly agree

1 I understand the performance appraisal system being used in my agency

2 My supervisor and I concur on the meaning of the criteria used in the performance appraisal system

3 I understand the objectives of the present performance appraisal system

4 I have a real understanding of how the performance appraisal system works

5 I do not understand how my last performance appraisal rating was determined (R)

6 I know the criteria used by my employer to evaluate my performance

7 I understand the standards of performance my employer expects

8 My employer clearly communicates to me the objectives of the performance appraisal system

9 I would benefit from additional training in the process of the appraisal system (R)

10 Procedures regarding the performance appraisal system are not generally understood by the employees (R)

11 An attempt should be made to increase employees' understanding of the performance appraisal system (R)

* Job Overload

This measure, developed by Caplan, Cobb, French, Van Harrison, and Pinneau (1980), uses 11 items to describe an employee's job overload This focuses on the employee's perceptions of quantitative job overload (rather mental strain or psychological pressure) It asks for description of the perceived pace and amount of work

Reliability Coefficient alpha values ranged from 72 to 81 (Dwyer & Ganster, 1991; Phelan, Bromet, Schwartz, Dew, & Curtis, 1993; Sargent & Terry, 1998; Wallace, 1997)

Validity Job overload correlated positively with hours worked, competitiveness, firm size, and absenteeism and correlated negatively with work satisfaction, job satisfaction, and professional commitment (Dwyer & Ganster, 1991; Phelan et al., 1993; Sargent & Terry, 1998; Wallace, 1997)

Source Caplan, R D., Cobb, S., French, J R P., Van Harrison, R., & Pinneau, S R (1980) Job demands and worker health Ann Arbor: University of Michigan, Institute for Social Research Items were taken from Appendix E, pp 238-239 Copyright © 1980 Reproduced with permission

Items Responses for items 1 to 4 are obtained on a 5-point Likert-type scale where

1 = rarely, 2 - occasionally, 3 = sometimes, 4 -fairly often, and 5 = very often

1 How often does your job require you to work very fast?

2 How often does your job require you to work very hard?

3 How often does your job leave you with little time to get things done?

4 How often is there a great deal to be done?

Responses for items 5 to 11 are obtained on a 5-point Likert-type scale where 1 = hardly any, 2 = a little, 3 = some, 4 = a lot, and 5 = a great deal

5 How much slowdown in the workload do you experience?

6 How much time do you have to think and contemplate?

7 How much workload do you have?

8 What quantity of work do others expect you to do?

9 How much time do you have to do all your work?

10 How many projects, assignments, or tasks do you have?

11 How many lulls between heavy workload periods do you have?

* Organizational commitment

The Organizational Commitment Scale (OCS), developed by Balfour and

Wechsler (1996), uses nine items to measure three dimensions of overall organizational commitment: commitment based on affiliation or pride in the organization, commitment based on identification with the organization, and

commitment based on satisfactory exchange with the organization resulting in appreciation of the individual by the organization It has been used to measure organizational commitment of public sector employees (Balfour & Wechsler, 1996)

Reliability Coefficient alpha values were 81 for affiliation commitment, 72 for identification commitment, and 83 for exchange commitment (Balfour &

Wechsler, 1996; Kacmaretal., 1999)

Validity Kacmar et al (1999) found through confirmatory factor analysis that the three-dimensional model of the OCS fit the data better than a one dimensional version The OCS and the 15-item Organizational Commitment Questionnaire were also found to be empirically distinct The subscales for the identification, affiliation, and exchange dimensions were related somewhat differently to antecedents and consequences of organizational commitment in a multivariate path model For example, affiliation was negatively related to age, but identification and exchange commitment were not Commitment based on identification and exchange was negatively related to job involvement, whereas commitment based on affiliation was positively related to job involvement (Kacmar et al., 1999)

Source Balfour, D., & Wechsler, B (1996) Organizational commitment: Antecedents and outcomes in public organizations Public Productivity and Management Review, 29, 256-277 Copyright © 1996 by Sage Publications, Inc Items were taken from Appendix B, p 273 Reprinted by permission of Sage Publications, Inc

Scale items Responses are obtained on a 7-point Likert-type scale where 1 = strongly disagree and 7 = strongly agree

Identification commitment items:

1 I am quite proud to be able to tell people who it is that I work for

2 What this organization stands for is important to me

3 I work for an organization that is incompetent and unable to accomplish its mission (R)

Affiliation commitment items:

4 I feel a strong sense of belonging to this organization

5 I feel like "part of the family" at this organization

6 The people I work for do not care about what happens to me (R)

Exchange commitment items:

7 This organization appreciates my accomplishments on the job

8 This organization does all that it can to recognize employees for good performance

9 My efforts on the job are largely ignored or overlooked by this organization (R)

* Overall Job satisfaction (OJS)

This measure, developed by Brayfield and Rothe (1951), uses 18 items to describe overall job satisfaction The items form a one-dimensional measure of overall job satisfaction A six-item version has also been used to measure overall job satisfaction (Agho et al., 1993; Aryee, Fields, & Luk, 1999) Reliability Coefficient alpha values for the entire measure ranged from 88 to 91 (Moorman, 1991; Pillai, Schriesheim, & Williams, 1999; Shore, Newton & Thornton, 1990) Coefficient alpha values for the six-item version ranged from 83 to 90 (Agho et al., 1993; Agho et al., 1992; Aryee et al., 1999; Judge, Locke, Durham, & Kluger, 1998) Validity Overall job satisfaction correlated positively with a composite measure of job facets, autonomy, distributive justice, supervisory support, task significance, sensitivity to equity, employee perceptions of performance, and job involvement (Agho et al., 1993; Aryee et al, 1999; Judge et al., 1998; O'Neill & Mone, 1998)

Overall job satisfaction correlated negatively with family-work conflict, work routinization, role ambiguity, and role conflict (Agho et al., 1993; Aryee et al., 1999) Brooke, Russell, and Price (1988) examined the measure using confirmatory factor analysis and found that this measure of job satisfaction was empirically distinct from measures of organizational commitment and job involvement In Judge et al (1998), an employee's significant other also reported about their perceptions of the employee's job satisfaction The correlation of self and significant other perceptions was 68 Sources Original items: Cook, J D., Hepworth, S J., Wall, T D., & Warr, P B (1981) The experience of work: A compendium of 249 measures and their use London: Academic Press Items were taken from pp 18-19 Copyright 1981 by Academic Press Reproduced with permission Six-item version: Agho, A O., Price, J L., & Mueller, C W (1992) Discriminant validity of measures of job satisfaction, positive affectivity and negative affectivity Journal of Occupational and Organizational Psychology, 65, 185-196 Items were taken from the appendix, p 195 Copyright © 1992 Reproduced with permission

Items Original measure: Responses are obtained using a 5-point Likert-type scale where 5 = strongly agree, 4 = agree, 3 = undecided, 2 — disagree, and 1 = strongly disagree

1 My job is like a hobby to me

2 My job is usually interesting enough to keep me from getting bored

3 It seems that my friends are more interested in their jobs (R)

4 I consider my job rather unpleasant (R)

5 I enjoy my work more than my leisure time

6 I am often bored with my job (R) (Used in six-item version)

7 I feel fairly well satisfied with my present job (Used in six-item version)

8 Most of the time I have to force myself to go to work (R)

9 I am satisfied with my job for the time being (Used in six-item version)