The factors affecting job satisfaction at dat phu sa company

This research aimed to identify the factors that impact the satisfaction among staff working at Dat Phu Sa Real Estate company.. The research results indicated four groups of factors var

ADVISOR’S ASSESSMENT

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Advisor’s signature

NGUYEN THE KHAI

Finally, I would like to thank all

Contents

ADVISOR’S ASSESSMENT 1

ACKNOWLEDGEMENT 2

LIST OF FIGURES 5

LIST OF TABLES 6

ABBREVIATIONS 7

ABSTRACT 8

CHAPTER I: INTRODUCTION 9

1.1 Introduction about Dat Phu Sa Real Estate Company 9

1.1.1 General information 9

1.1.2 The goals 10

1.1.3 Development Principles 10

1.1.4 The mission 10

1.1.5 Core values 11

1.2 Research Introduction 11

1.2.1 Problem statement 11

1.2.2 Research engine 12

1.2.3 Purpose of the study 12

1.2.4 The scope of the research 13

1.2.5 Research questions 13

CHAPTER II LITERATURE REVIEW 14

2.1 Job Satisfation 14

2.1.1 Theory of employee satisfaction 14

2.1.2 The studies related to employee satisfaction 16

2.2 Person environment fit 17

2.3 Procedural fairness, employee voice, justification 19

2.4 Job role discretion 20

2.5 Job control, cognitive demand, production responsibility 21

CHAPTER III: RESEARCH MODEL AND HYPOTHESES 22

3.1 Research Model 22

3.1.1 Dependent variables 22

3.1.2 Independent variables 22

3.1.3 Constructs 22

3.4 Research participants 28

3.5 Procedure for Data Collection and Analyze 28

CHAPTER IV: ANALYSIS AND RESULTS 31

4.1 Demographic Characteristics of the respondents 31

4.2 Reliability Analysis 33

4.3 Descriptive Analysis 33

4.4 Correlation of all variables statistics 34

4.5 Hypotheses Testing 35

CHAPTER 5: CONCLUSION 38

5.1 Summary and Discussion 38

5.2 Limitations and Further Research Recommendation 39

REFERENCES 40

APPENDIX 1 43

APPENDIX 2 49

LIST OF FIGURES

Figure 1: Proposed Research Model of Job Satisfaction in Dat Phu Sa company ……… 18 Figure 2: A summary of demographic characteristics of the respondents ……… 29

LIST OF TABLES

Table 1 The Iinternal consistency of Cronbach’s Alpha ……… 27

Table 2 Summary of Cronbach’s Alpha of the variables ……… .31

Table 3 Descriptive Statistics ……… 31

Table 4 Summary of Correlations of all variables ……… 32

Table 5 Model Summary of all hypotheses ……… 33

Table 6 Coefficients of all hypotheses ……… .34

Table 7 Hypothesis Statistic ……… 35

ABBREVIATIONS

JS Job Satisfaction

ABSTRACT

For a long time, the human factor is considered the most valuable human resources of an enterprise, it is not only the elements that make up a competitive advantage, but also as a vital factor for the success or failure of the enterprise Therefore, a study was undertaken to measure Job Satisfaction in Dat Phu Sa Real Sstate company

This research aimed to identify the factors that impact the satisfaction among staff working at Dat Phu Sa Real Estate company The research results indicated four groups of factors (variables) which had affected on these staff’s satisfaction namely: Satisfaction with Person Environment Fit; Procedural Fairness, Employee Voice, Justification; Job Role Discretion; Job Control, Cognitive Demand, Production Responsibility

Data analysis revealed that there are four factors that have the positive relationship with Job Satisfation Beside, relevant recommendations for improving the employee satisfaction are proposed

CHAPTER I: INTRODUCTION

1.1 Introduction about Dat Phu Sa Real Estate Company

1.1.1 General information

Name: Dat Phu Sa Trading Service Real Estate Company

The abbreviated name: Dat Phu Sa Real Estate Co LTD

Headquarter: 36 Vu Tong Phan, An Phu ward, District 2, Ho Chi Minh city

Dat Phu Sa Real Estate company was founded on 09/01/2010, is the unit that operates in the field of business, consulting, management and marketing of real estate In 2015 marked the 5-year, that was sustainable development of Dat Phu Sa Every year, we have proven our success is based

on understanding the real needs of customers, the professional staff is trained coupled with significant investment in IT systems IT service business activities in real estate With the continuous efforts, brand Dat Phu Sa has become the symbol of the pioneers in the field of brokerage and marketing organization, distribution, management and real estate valuation

At Dat Phu Sa, we always consider the customer satisfaction is a measure for the success of the business, so, nearly 100 staff who are trained

in the customer care skills through teaching with the guidance of domestic

and foreign experts Employees join regularly the test in order to improve professional skills

Our company is proud to be the unit leading to providing real estate services in the city Our company has a team of consultants qualified real estate professional, experienced and always get credit is important Customers come to us, will be very pleased with the professional work style, effective, conscientious and very responsible of Dat Phu Sa

We understand that customer satisfaction is the most important factor

to bring success to us

1.1.2 The goals

Becoming a trading company specializing in distribution, marketing agency leading real estate Vietnam and the region

1.1.3 Development Principles

- Rapid increase in service quality for customers

- Rapidly increasing competitive advantage in the market

- Training and development of human resources inservice

Ascending scale to create solutions sales to investors

1.1.4 The mission

1.1.4.1 For the market

Provide products and services with the best quality, innovative ensure maximum customer demand

- Create opportunities for employees to challenge the leadership, equitable development for all employees

- Respecting the differences

- Understand the power serves as capable

- Valuing loyalty, collective solidarity, humane community

- Discipline organizations and legal compliance

- Develop a corporate culture based on the aspirations of the collective spirit

1.2 Research Introduction

1.2.1 Problem statement

Human are one of the social entities, influenced by many different operations

In today's modern society pressures from work, life, etc is increasing, so the researchers found a solution to increase the satisfaction of people towards work, life

is necessary

The study of the behavior, the satisfaction of human needs has been done long ago with the famous research of Maslow, Herzberg, etc are widely applied in many fields

Real estate field in Vietnam is expanding due to demand, investment, building bigger and bigger, the real estate industry is heating up in recent years in the market,

Ho Chi Minh city with many great-buildings, luxury apartments, luxury villas built and legal policies to allow the foreigners to have to purchases and sell real estate had attracted large external investors and should have had more real estate companies sprang up and the increasingly fierce competition requires companies to enhance their competitiveness One way to compete is to attract more skilled and experienced staff

to work for the company

Dat Phu Sa is still a small real estate company, the competitiveness of the brand, market reputation, etc are still limited, so it has many difficulties in competing

for the big players like Novaland, Hung Thinh, Viet do, etc But one of the advantages that can be created is the working ability and experience of Dat Phu Sa’s employees Especially in large projects like Vinhome, Gateway, Mastery, ect

By the way to make a strong teams with high quality employees, it can help companies save a lot of costs (recruitment, training for new comers, etc), reduce issues from the new staff, make a great working environment with high trust and solidarity among all members in company These things have the effect of making business operations more efficient, customer confidence in the product and service businesses more Thus creating the competitive advantage in the market And to achieve these job satisfaction among the employees is a prerequisite for business, particularly in terms of companies are many policies to attract highly qualified workers into the single her current position

1.2.2 Research engine

Why study "employee satisfaction for the work assigned": Labour productivity

is always a problem of all companies, the labor productivity of the worker highly decides competitive companies Labour productivity depends on employee’s satisfaction, if employees are sanctified, it can make their productivity over 7 times

as usual Currently, labor efficiency, labor productivity in company are not high, salary of employees just 150$/month and employees must share 50% their money from real estate sale commission, it is difficult to keep the good employees and attrack the new comers Now, Yes many employees resign more and more, one of the causes were identified as the employees are unsatisfied with to their assigned jobs Therefore, the study of employee satisfaction is necessary, to help the company come

up with solutions to retain employees, increase employee productivity for workers

Why do I choose Dat Phu Sa: As a student of MBA programs of OUM and Sales Manager of the company I noticed that meets the needs of employees is a realistic request require research for solutions to improve the satisfaction of demand and increasing business efficiency productivity

On the other hand, at the recent, no surveys, studies on the problem "employee satisfaction" at the company Dat Phu Sa So this research is to study the initial discovery to assess the true state employees assess how they work, what things affect their satisfaction on the job

1.2.3 Purpose of the study

Formalized theoretical, practical basis for employee satisfaction

Identification of factors and building scale quantifies the constituent elements

of employee satisfaction and building models of employee satisfaction at Dat Phu Sa company

Research, analyze, and evaluate the impact of these factors to the satisfaction

of the staff at Dat Phu Sa company

Propose some solutions involve raising to raise employee satisfaction at Dat Phu Sa company is based on research results

1.2.4 The scope of the research

This research was conducted on 88 employees of Dat Phu Sa It was conducted

on both employees and managers in different departments include Sales & Marketing, Business Development, Finance and accounting, and Human Resource

A series of formed questionnaire was distributed to each employee with clear instructions and guidelines for fulfillment

1.2.5 Research questions

This study will focus on examining the factors influencing the hearts of staff poorly in the company Therefore, the following questions will be addressed within the study:

- How much is the impact of Person Environment Fit affects employee satisfaction like?

- Does Procedural Fairness, Employee Voice, Justification take any affect on Job Satisfaction

- What is the impact of Job Role Discretion on Job Satisfaction

- How do Job Control, Cognitive Demand, Production Responsibility take influence on Job Satisfaction

CHAPTER II LITERATURE REVIEW 2.1 Job Satisfation

The concept of job satisfaction has many different definitions from various researchers In this study will introduce some common concepts and introduces the concept of job satisfaction for this study

According to Spector (1997) job satisfaction is job one feel like work and other aspects of their work looks like Since it is the general assessment, so it is an attitudinal variables

According Kreitner and Kinicki (2007), job satisfaction levels mainly reflect

a personal favorite of his work That is the sentiment or the feelings of the employee for his work

According Vroom (1964) job satisfaction is a state that employees have a clear orientation toward efficient job in the organization

According Hoppock (1935) suggested that satisfaction with work is general satisfaction on the psychological, physiological and environmental factors cause a person to really feel good about their job

Schemerhon (1993, cited by Luddy, 2005) defines job satisfaction as the emotional reactions and feelings towards different aspects of the work of employees The author emphasizes the causes of job satisfaction include job placement, supervised by superiors, relationships with colleagues, job content, the treatment, and the rewards include advance , physical conditions of the workplace, as well as organizational structure

So there are many different definitions of job satisfaction, but we can draw is that a person is considered to have job satisfaction, he or she will feel comfortable, pleasant to with his work

2.1.1 Theory of employee satisfaction

Satisfaction is the feeling of the employees feel comfortable, pleasant to work

on many sides: feelings, thoughts and actions

Notes hierarchical needs of Abraham Maslow (1943): according to Abraham Maslow theory of human needs are classified into five groups The first group is the need for "physiological" and next is the demand for "safe", "society", "respect" and

"self-improvement"

Theory of David Mc Clelland (tutorial Robbins, 2002) that humans have three demands of cobalt are: demand achievements, needs alliances and power demand Inside:

- The need for achievement: people with high achievement needs are always pursuing the quyetcong the tothon They want to overcome the difficulties and obstacles They want to feel that the success or failure of them as a result of the actions of this ho This means that they like the job have challengs Those with high achievement needs to be motivated to work better General characteristics of those with high achievement needs:

+ The desire to perform personal responsibility

+ The trend set high goals for themselves

+ Strong demand for specific responses, immediately

+ Fast, early mastery of their work

- Demand league: just as the social needs of A Maslow, it is accepted love, friends, etc Workers have strong needs will work fine job creating friendly and social relations

- Demand for power: the need to control and influence other people and their work environment The researchers pointed out that people have strong power demand and demand achievements tend to become managers Some people even argue that successful executives who demand maximum power, followed by achievement needs and eventual need for coalition

Theory of Herzberg two factors: factors relating to satisfaction, also known as the encouraging factors and other factors and factors related to dissatisfaction also called the maintenance factor

Stacey's justice theory John Adams: employees in organizations always want

to be treated fairly They tend to compare contributions, his dedication to the reward and the reward they receive (known as private equity) Moreover, they also compare contributions, dedication, incentive and reward yourself with others (called social justice)

Vroom's expectations theory: the psychologist Victor H Vroom (1964) suggests that people will be motivated to perform the work to achieve the goals if they believe in the value of that goal and they can see that the work they do will help them achieve their goals Vroom's theory asserts that motivates people to work will

be determined by the value they placed on the outcome of their attempt, which was multiplied by the belief that they have In other words, Vroom pointed out that

motivation is a product of the expected value that people place on the target and the opportunities that they see will accomplish these objectives Vroom's theory may be stated as follows: Motivation = rate x amorous hope

When a man indifferent to achieving the goal, the level regarded as zero fad; and the fad will be negative when people objected to reach that goal The outcome of both cases are not motivated Similarly, a person may not have any motivation to achieve goals if hope is zero or negative

2.1.2 The studies related to employee satisfaction

Job Description Index (JDI) of Smith, Kendall and Hulin (1969): scale job description Index (JDI) by Smith et al (1969) established, JDI is appreciated in the field of research research and practice The study used 5 components satisfying aspect

of Smith's work with the following contents:

- The nature of the match: It is understood that a job would bring satisfaction to workers generally work efficiency and create good if it meets the following characteristics: Using different skills, personnel understand the process of performing the work and the work has a certain importance for productive activities for business enterprises, etc Also suitable job with a certain capacity of workers

- Training opportunities and promotions: Training is the process of learning the skills needed to serve a specific job Progression is the move to the higher position in the system of labor work In this topic in training and advancement are grouped together in the same factor is a cause-effect because usually detected The purpose of staff training in addition to raising their level of advancement was the purpose of the system, we have an intimate relationship with each other

- Income: Income is working laborers revenues earned from his job at the company In this study, income is understood as labor income which is obtained from the work they are doing in the company excluding the revenues outside job at the company Factor income is an important factor affecting the satisfaction of employees towards work, employees have a comparison of income levels with the other units, the income is distributed equitably among members

- Leadership: Leadership is understood as the direct supervisor of the employee Leaders bring satisfaction to employees through communication with each other, attention, attention to the employees of his subordinates, to protect employees when necessary, express the capacity of leaders and experts subject to subordinates Besides the satisfaction of the employee's leadership also through fair treatment, sincere recognition of employee contributions

- Colleague: Colleagues are understood as those who work at the same location together, with contents similar work on a chain or operations related to each other within the organization Content In this study be interpreted as colleagues who work directly with the unit, the company had regular relations with each other on a job, interested exchanged about work Most of the time the workers come into contact; so the relationship between colleagues together also affect general satisfaction at work The main factors of satisfaction are the trusted colleagues, dedication to work and help each other in work, friendliness, etc

Model job characteristics (Job Diagnostic Survey - JDS) Richard Hackman and Greg Oldham's (1975): based on the idea of V.Vroom, Hackman and Oldham recommended that the satisfaction of the employees involved in the spent three mentality at work were: a core element of their work; psychological state standards; Results of individual and work

Models of Associate Professor Ph.D Tran Kim Dung AJDI (2005): Associate Professor Ph.D Tran Kim Dung has done studies measure job satisfaction levels in terms of Vietnam using job descriptions index ( JDI) by Smith and colleagues However, in addition to five factors proposed in JDI, the author has added two additional factor is the company welfare and working conditions to suit the specific situation of Vietnam

The relationship between satisfaction with the personal element is made of individual elements of workers in research models to demonstrate the personal factors that affect job satisfaction levels of people labor or not, and the differences in personal characteristics will lead to differences in the level of job satisfaction of employees like

2.2 Person environment fit

This measure was developed by Caplan, Cobb, French, Van Harrison, and Pinneau (1980) It asks employees to provide responses to parallel sets of items covering four job dimensions One set of items described the employee perceptions

of what is offered by the work environment The other set of responses described what the employee prefers The four job dimensions are job complexity (six item pairs), roleambiguity (four item pairs), responsibility for persons (four item pairs), and quantitative workload (seven item pairs) The items are averaged for each job dimension to obtain a score for the environment (E) and a score for the person (P)

Person-environment fit can then be calculated by various methods, such as the absolute value of the difference in the E and P scores

Edwards and Van Harrison (1993) found that lack of person-environment fit calculated as the absolute value of the difference between P and E values for job complexity correlated positively with job dissatisfaction, workload dissatisfaction,boredom, depression, anxiety, and somatic complaints Lack of person-environment fit in responsibility for persons correlated positively with workload dissatisfaction, job dissatisfaction, and boredom Lack of fit in quantitative workload correlated positively with workload dissatisfaction, boredom, depression, and irritation(Edwards & Van Harrison, 1993)

Even though person–situation interactions as they relate to fit have been discussed in the scientific literature for decades, the field has yet to reach consensus

on how to conceptualize and operationalize person–environment fit This is due partly

to the fact that person–environment fit encompasses a number of subsets, such as person–supervisor fit and person–job fit, which are conceptually distinct from one another (Edwards & Shipp, 2007; Kristof, 1996) Nevertheless, it is generally assumed that person–environment fit leads to positive outcomes, such as satisfaction, performance, and overall well-being (Ostroff & Schulte, 2007)

The theory behind person-environment fit đã everyone has a work environment compatible with mà chúng nhất The idea of PE is grounded Kurt Lewin's maxim printed B = f (P, E), or printed words, behavior is a function of person and environment Characteristics on the side of the equation include person Interests, preferences, KSAs (knowledge, skills and Abilities), personality traits, values, and goals The Environmental Factors include such 'things as vocational sewing norms, Demands of the job, job đặc, and organizational culture and values The basic rationale of the theory is simple: if you work in an environment optimally compatible, all sorts of good things happen, như improved work attitude, performance, and less stress

2.3 Procedural fairness, employee voice, justification

This measure, developed by Daly and Geyer (1994), assesses the extent to which employees perceive that the company has used fair procedures and incorporated employee input when making decisions that affect employees The measure was developed to measure these attributes surrounding an organization's decision to relocate an employment location The employee voice subscale assesses the extent to which employees were able or were invited to express their views and concerns to decision makers prior to a final decision being made The voice measure also includes three items that describe the extent to which management provided adequate justification for the decision

Analysis of structural models showed that distributive fairness, procedural fairness, and voice/justification were empirically distinct Procedural fairness correlated positively with intention to remain with the organization, distributive fairness, and voice/justification (Daly & Geyer, 1994)

Procedural fairness is a dispute resolution concept which provides an employee a fair process in resolving disputes The concept requires transparency, equal communication and fairness in allocation of resources used to resolve the dispute Also called procedural justice Greenberg (1987) introduced the concept of organizational justice with regard to how an employee judges the behaviour of the organization and the employee's resulting attitude and behaviour

Employee voice is the two way communication between employer and employee It is the process of the employer communicating to the employee as well

as receiving and listening to communication from the employee The factsheet should

be read in conjunction with our factsheet on employee communication, which goes into greater detail on particular techniques of communication, both downward and two-way The two subjects clearly have a lot in common However the concept of employee voice focuses more on opportunities for employees to be involved in decisions collectively, whether through trade unions or by other means It appeals

both to those seeking greater business efficiency and to those looking for employee rights In the last two decades, organisations have increasingly focused on initiatives that directly involve employees, moving away from representative participation Employee voice has been sharply discussed since 1970 when Albert Hirschman first coined the term in his book Exit, Voice, and Loyalty According to Stueart and Moran (2007), participative management focuses on increasing lower level employee empowerment through team building and direct participative methods in order to involve the employee with the decision making of the organization

Theory of justification is a part of epistemology that attempts to understand the justification of propositions and beliefs Epistemologists are concerned with various epistemic features of belief, which include the ideas of justification, warrant, rationality, and probability Of these four terms, the term that has been most widely used and discussed by the early 21st century is "warrant" Loosely speaking, justification is the reason that someone (properly) holds a belief

2.4 Job role discretion

This measure, developed by Gregersen and Black (1992), assesses the extent

to which employees believe their job role gives them discretion to make choices about how and when things are done The greater an individual's discretion as to what workgets done, how it gets done, and by whom, the greater the empowering sense of responsibility the individual would feel for those decisions Thus, regardless of the job, role discretion is likely to increase felt responsibility Role discretion may be particularly relevant to internationally assigned employees who are in autonomousroles away from a parent company's headquarters (Gregersen & Black, 1992)

Role discretion was negatively correlated with role conflict and ambiguity Role discretion was positively correlated with role clarity, having an organizational sponsor, organizational commitment to both the parent company and a foreign

operation, and work adjustment (Gregersen & Black, 1992; Gregersen & Stroh, 1997)

2.5 Job control, cognitive demand, production responsibility

This measure, developed by Jackson, Wall, Martin, and Davids (1993), assesses the extent of job control, cognitive demand, and production responsibility an employee experiences in ajob The measure covers timing control, defined as theextent to which ajob gives an employee the freedom to determine the scheduling

of his or her work behavior, and method control, defined as the extent to which an employee has the freedom to choose how to carry out tasks Cognitive demand is also assessed on two dimensions The first is monitoring demand, defined as the extent to which a job requires an employee to perform passive monitoring tasks The second is problemsolving demand, defined as the extent to which ajob involves active, cognitive processing to prevent or detect errors Production responsibility is defined

as the extent to which ajob involves responsibility for avoiding lost output and damage to expensive equipment

This control manipulation is based on previous studies using inbox activities

to investigate the effects of control (Jimmieson and Terry 1997, 1999; Parker et al

2009, 2013) Task instructions addressed three of the five aspects of behavioral control identified in the work control literature, including scheduling, method, and pacing control (Jackson et al 1993) Beside, Being faced with responsibility requires sustained cognitive effort Employees need to be constantly alert and vigilant; they need to consciously control and monitor their environment by paying careful attention

to the proper completion of their tasks (Jackson et al., 1993; Payne & Rick, 1986) Thus, well-being outcomes and especially those related to fatigue and depletion may

be affected by outcome responsibility (Martin & Wall, 1989)

Figure 3 Proposed Research Model of Job Satisfaction in Dat Phu Sa company

CHAPTER III: RESEARCH MODEL AND HYPOTHESES

3.1 Research Model

3.1.1 Dependent variables

- Job Satisfaction (JS)

3.1.2 Independent variables

- Person Environment Fit (PEF)

- Procedural Fairness, Employee Voice, Justification (PEJ)

- Job Role Discretion (JRD)

- Job Control, Cognitive Demand, Production Responsibility (JCP)

Person Environment Fit

Procedural Fairness, Employee

Voice, Justification

Job Role Discretion

Job Control, Cognitive Demand,

Production Responsibility

H(+) H(+)

H(+)

H(+)

+ Procedural Fairness, Employee Voice, Justification (PEJ)

+ Job Role Discretion (JRD)

+ Job Control, Cognitive Demand, Production Responsibility (JCP)

3.2 Research hypotheses

There are four hypotheses are stated and discussed as follows:

 Hypothesis 1: Person Environment Fit is positive with Job Satisfaction

in Dat Phu Sa

In today's booming economy, workers have become more important to their employers than their employers are to them Learn what's really important to your employees and keep them from getting away!

Researchers have theorized that fit between individuals and their organizations should contribute to both individual and organizational success For example, Olian and Rynes (1984) discussed a framework for basing staffing decisions on the degree

of fit between individual and organizational characteristics, and in doing so speculated that "therelative effectiveness of employees with particular attitudes, values, or personality traits islikely to vary with differences in organizational strategy" The presumption was that those who fit would succeed and contribute to the success of the organization while those "who are not well matched to organizational conditions (e.g., people with lowtolerance for ambiguity in prospector organizations) are less likely to be effective performers in those organizations" (Olian

& Rynes, 1984, p 178)

The results indicate that individuals should be very concerned about the degree

to which they fit in their organization Since fit appears to lead to higher levels of both intrinsic and extrinsic success, the consequences of not fitting are quite severe The current results are consistent with prior research and may help explain some of the behaviors that have been associated with fit and misfit fit has been shown to relate

to a number of positive work-related outcomes including higher job involvement (Blau, 1987), greater organizational commitment (Meglino et aI., 1989), lower turnover (O'Reilly et al., 1991), and improved health and adaptation (French et al., 1982; Moos, 1987) These outcomes are quite understandable in the context of the current study It makes sense that those who experience extrinsic success would be more involved in their jobs, display greater commitment, and be less likely to leave than those who do not It also makes sense that higher levels of job and life satisfaction would be associated with lower turnover and more functional adaptive behavior It would appear then, that individuals should consider fit-based career management strategies Those who find themselves in organizations where they do not fit should seriously consider the potentially limiting effects this might have ontheir career prospects

When staffs feel comfortable in the work environment, they will try to do more assignment and more effective that they do not care about the welfare that they received Besides, this is also an advantage for the Dat Phu Sa company because the company may retain the good staffs to create competition in the market for the other competitors Also, upon receiving asignment the staffs are conscious and responsibility in the course of work

 Hypothesis 2: Procedural Fairness, Employee Voice, Justification have

positive effect on Job Satisfaction

The effective on Procedural Fairness, Employee Voice, Justification with staff’s satisfaction playing a mediating role The results point to the fact that profit-sharing exerts a negative influence on job satisfaction, particularly whenever the perception of procedural and interactional fairness is absent Job satisfaction, on the other hand, is positively influenced by the perception of fairness

When people believe they are treated fairly, they tend to be more satisfied with their jobs (Alexander & Ruderman, 1987; Konovsky & Cropanzano, 1991; Masterson, Lewis, Goldman, & Taylor, 2000), more committed to their workplace

(Folger & Konovsky, 1989; McFarlin & Sweeney, 1992; Sweeney & McFarlin, 1993), and feel better about themselves (Tyler & Lind, 1992) Indeed, one of the most robust findings in Job Satisfation is perceptions of procedural fairness have a strong and enduring impact on how people feel about and react to their jobs and organizations (Colquitt et al., 2001)

Given the pervasive influence of procedural fairness judgments, it is both theoretically and practically important to better understand how these judgments are formed To date, most research examining the antecedents of procedural fairness perceptions has focused on how situational factors, such as the characteristics of the procedures or the opinions of co-workers, influence perceptions of fairness For instance, fairness judgments tend to be enhanced when procedures are based on accurate information, are applied consistently (Bies & Shapiro, 1988; Greenberg, 1987; Leventhal, 1980; Leventhal, Karuza, & Fry, 1980), and when employees are allowed to participate in the decision-making process (Thibaut & Walker, 1975)

Roslyn (2008) revealed that by listening to employees and achieving buy-in

on decisions involving major change in the organization and by incorporating employees' ideas and opinions, managers would establish a participatory process which would lead to overall employee ownership of the issue or change taking place

 Hypothesis 3: Job Role Discretion has positive effect on Job Satisfation Job Role Discretion is very important in staff’s satisfaction The flexibility of the staffs will help solve the job which’s easier because they have full power to choose how to solve the problem (Gregersen and Black 1992) Staff will not be cramped or compelled to do every step required by managers that they proactively sought to complete the work quickly and early to save a lot of time and cost

In addition, employees will feel freedom and comfortable This will make employees satisfied with their work so the company can give them more jobs for employees and saves a lot of costs for recruitment and training

 Hypothesis 4: Job control, cognitive demand, production responsibility

have positive effect on Job Satisfation

Control can be over any aspect of work, including location, scheduling, and how tasks are done Evidence is growing that enhanced control at work can be an important element in employees' health and well-being (Paul, 2002) Control over one's work (deadlines, outputs etc) has a strong impact on perceived stress, affecting both an individual’s self esteem, as well as their ability to achieve work goals Employees with low control can become frustrated and feel under appreciated (Medibank, 2008) Low job control is recognized as another important source of stress (European Risk Obsservation Report, 2009)

Costa (1995) mentioned that the participation of the air traffic controllers in decision making appeared to be necessary to increase perceived influence, motivation, job satisfaction and performance efficiency, as well as to decrease stress and relative negative consequences, not only for the individual, but also for the organization Cotton, et al (1988) claimed that employee participation in decision making was generally based on the assumption that employee participation was associated with more favourable work outcomes Cotton, et al (1988) inferred that several reviews of the literature had concluded that employee participation in decision making was positively associated with employee motivation, job satisfaction

By conducting a Cognitive Demands Analyses of the jobs in your workplace,

i can offer thorough, efficient and professional assessments for Dat Phu Sa company

An employee suitably matched to the cognitive demands of their role frequently show higher productivity, more job satisfaction and reduces the risk of absence due to psychological factors

When the cognitive demands of a job are high, our findings support the hypothesized curvilinear relationship between cognitive ability and voluntary turnover, such that employees of higher and lower cognitive ability are more likely than medium cognitive ability employees to leave voluntarily With regard to jobs

with low cognitive demands, our data are more consistent with a negative linear relationship between cognitive ability and voluntary turnover, such that higher cognitive ability employees are less likely to leave voluntarily We also examine the role of job satisfaction, finding that job satisfaction is more strongly linked to voluntary turnover in jobs with high cognitive demands

3.3 Instrument

The questionnaire total consists of 48 questions The questionnaire will be organized into 5 parts which are Job Satisfaction (part 1), Person Environment Fit (part 2), Procedural Fairness, Employee Voice, Justification (part 3), Job Role Discretion (part 4) and Job Control, Cognitive Demand, Production Responsibility (part 5) In each part, there will be detailed questions related to the topic of each part and organized in the easiest way for the respondents to give their feedback

- Firstly, in part 1- Job Satisfaction, there are 07 items being used to

measure the degree of employee satisfaction to their current organization Items were presented in on a 5-point Likert-type scale where 1 = completely satisfied, 2= satisfied, 3= neutral, 4 = unsatisfied and 5 = completely unsatisfied

- Secondly, Person Environment Fit is mentioned in part 2 with total of

16 items being used to describe the employee perceptions of what is offered by the work environment and what the employee prefers in Dat Phu Sa company Items were presented in Likert-type format with a scale to state the degree of certainty of each item from 1 = hardly any, 2 = a little, 3 = some, 4 = a lot and 5 = a great deal

- Thirdly, Procedural Fairness, Employee Voice, Justification include 11 items were stated in part 3 It show us know employees perceive that the company has used fair procedures and incorporated employee input when making decisions that affect employees Likert – type format was used with scale ranging from 1 through 5 where 1= strongly disagree, 2 = disagree, 3 = neutral, 4 = agree and 5 = strongly agree

- Then, Job Role Discretion is mentioned in part 4 with total of 8 items being used to describe the extent to which employees believe their job role gives them