Antecedents of job satisfaction of employees at hoa sen group

The objective of this study was to explore and identify the impact of Work – Related Expectancies, Work Control, Procedural Justice, and Supervisory Support to Job Satisfaction of employ

RESEARCH PROJECT

(BMBR5103)

ANTECEDENTS OF JOB SATISFACTION OF EMPLOYEES AT

HOA SEN GROUP

STUDENT’S FULL NAME : PHAN PHUOC LONG

ADVISOR’S NAME & TITLE : DR NGUYEN THE KHAI

December, 2015

Advisor’s signature

TABLE OF CONTENTS

ACKNOWLEDGEMENTS 6

LIST OF FIGURES 7

LIST OF TABLES 8

ABBREVIATIONS 9

ABSTRACT 10

Chapter 1 INTRODUCTION 11

1.1 Company Introduction 11

1.1.1 General Introduction 11

1.1.2 Vision 17

1.1.3 Mission 17

1.1.4 Core values 18

1.1.5 Business philosophy 18

1.1.6 Logo of HSG 18

1.2 Research Introduction 19

1.2.1 Problem statement 19

1.2.2 Purpose of the study 20

1.2.3 The scope of the research 21

1.2.4 Research questions 21

Chapter 2 LITERATURE REVIEW 22

2.1 Job Satisfaction 22

2.2 Work – Related Expectancies 28

2.3 Work Control 30

2.4 Procedural Justice 33

2.5 Supervisory Support 35

Chapter 3 RESEACH MODEL AND HYPOTHESES 38

3.1 Research Model 38

3.1.1 Dependent Variables: 38

3.1.2 Independent Variables: 38

3.1.3 Constructs 39

3.2 Research Hypotheses 39

3.3 Instruments 42

3.4 Research Participants 44

3.5 Procedure for Data Collection and Analyze 44

3.5.1 Descriptive analysis 45

3.5.2 The Cronbach‘s Alpha testing 45

3.5.3 Correlation Coefficient analysis: 45

3.5.4 Regression Analysis 46

Chapter 4 ANALYSIS AND RESULTS 47

4.1 Demographic Characteristics of the respondents 47

4.2 Descriptive Statistics 49

4.3 Reliability Analysis - Cronbach‘s Alpha 49

4.4 Correlation of all variables statistics 50

4.5 Hypotheses Testing 51

Chapter 5 CONCLUSION 53

5.1 Summary and Discussion: 53

5.2 Management Implications: 54

5.3 Limitations and Further Research Recommendation: 55

REFERENCES 56

Appendix 1: Questionnaire 60

Appendix 2: Presentation Slides 67

ACKNOWLEDGEMENTS

I would like to say special thanks to my instructor, was Dr NGUYEN THE KHAI, enthusiastic teacher always guide me throughout the course, it was the sharing of knowledge, the support , encouragement of teachers as the main source and help me overcome all difficulties to complete the study of this thesis

Secondly, I would like to thank the Open University Malaysia and IIE of Hutech University have organized international MBA program, thank you for the leader and staff of IIE has supported us throughout the course

And I am very thankful for the leader and employees of HSG have supported this research I conducted, HSG has provided me the data, the annual report required for this study, and spent time to answer survey questionnaire of this study

Finally, I thank my classmates, we have worked closely and support each other during the course I thank my family, always encouraged and supported me the best thing throughout the course

Thank you very much!

Mr PHAN PHUOC LONG

LIST OF FIGURES

Figure 1: Hoa Sen Group's Headquarters in Binh Duong Province 12

Figure 2: Representative office: 183 Nguyen Van Troi Street, HCM City 13

Figure 3: Non-Oxidizing-Furnace line at Phu My 1 Industrial Park, Ba Ria Vung Tau Province 15

Figure 4: Hoa Sen Steel Sheet 15

Figure 5: Proposed Research Model of Job Satisfaction at Hoa Sen group 39

Figure 6: A summary of demographic characteristics of the respondents 50

LIST OF TABLES

Table 1: Descriptive Statistics 50

Table 2: Summary of Cronbach‘s Alpha of the variables 51

Table 3: Summary of Correlations of all variables 52

Table 4: Model Summary of all hypotheses 52

Table 5: Coefficients of all hypotheses 53

ABBREVIATIONS

HRM : Human Resource Management

SPSS : Statistical Packages for the Social Science

WRE : Work – Related Expectancies

PJ : Procedural Justice

SS : Supervisory Support

JS : Job Satisfaction

ABSTRACT

In each company, human resource (HR) is the most valuable asset So how do companies understand the job satisfaction of staff, especially the department of human resource management (HRM), enabling them to more accurately determine factors affecting satisfaction in public employee Since then helps them develop HR strategy, policies, procedures, better staffing, balancing the rights and responsibilities of the company and employees, helping employees work motivation better and lasting bond work, jointly developed with the company

However, as stated in its annual human resource reports, the number of employees quit jobs gets increasing year over year That may lead the company to critical impact of leaking its skilled and well trained workforce Not only that, it will take huge invisible cost for the company if these well trained and qualified employees run out of the company and come to work for the competitors

Because of these reasons that we have done this study, with a desire to help the department's human resources management HSG get the data, the more accurate basis, to build and improve the HR policies are better, do more and better Job Satisfaction of all employees of HSG, helping them confidence to work effectively, contribute to the sustainable development of the HSG

The objective of this study was to explore and identify the impact of Work – Related Expectancies, Work Control, Procedural Justice, and Supervisory Support

to Job Satisfaction of employees at HOA SEN GROUP

Keywords: Job Satisfaction, Work – Related Expectancies, Work Control,

Procedural Justice, Supervisory Support

Hoa Sen Group’s information

 Name of Corporation : HOA SEN GROUP (HSG)

 Headquarters: No.09, Thong Nhat Boulevard, Binh Duong Province

 Telephone: +84 650 3790 955 Fax: +84 650 3790 888

 Representative office: 183 Nguyen Van Troi Street, Ho Chi Minh City

 Telephone: +84 8 3999 0111 Fax: +84 8 3999 0222

 Website: www.hoasengroup.vn

 Legal representative: Mr LE PHUOC VU – Chairman of the Board

Figure 1: Hoa Sen Group's Headquarters in Binh Duong Province

Figure 2: Representative office: 183 Nguyen Van Troi Street, Ho Chi Minh City

Hoa Sen Group has 5 subsidiaries, 4 manufacturing plants managed by the parent company, 1 representative office and over 150 branches across the country

Hoa Sen Steel Sheet One Member Limited Liabilities Company

Address: No 09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di An Ward, Di An Town, Binh Duong Province, Vietnam

Hoa Sen Building Material One Member Limited Liabilities Company

Address: Phu My 1 Industrial Park, Phu My Town, Tan Thanh District, Ba Ria – Vung Tau Province, Vietnam

Hoa Sen Transportation & Engineering One Member Limited Liabilities Company

Address: No 09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di An Ward, Di An Town, Binh Duong Province, Vietnam

Hoa Sen Nghe An Steel Sheet One Member Limited Liabilities Company

Address: Nam Cam Industrial Park, Nghi Xa Commune, Nghi Loc District, Nghe An Province, Vietnam

Hoa Sen Binh Dinh Steel Pipe One Member Limited Liabilities Company

Address: Nhon Hoa Industrial Park, Nhon Hoa Ward, An Nhon Town, Binh Dinh Province, Vietnam

Manufacturing Plant in Binh Duong Province

Address: No 09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di An Ward, Di An Town, Binh Duong Province, Vietnam

Hoa Sen Phu My Steel Sheet Plant

Address: 1B Street, Phu My 1 Industrial Park, Phu My Town, Tan Thanh District, Ba Ria – Vung Tau Province, Vietnam

Hoa Sen Hai Duong Steel Pipe Plant

Address: Km34 + 300, Highway 5, Phuong Do Hamlet, Hung Thinh Commune, Binh Giang District, Hai Duong Province, Vietnam

Since the day of establishment with only VND 30 billion of initial charter capital and 22 employees, up to now, Hoa Sen Group has about VND 1,008 billion

of charter capital and nearly 3,700 employees Among them, there are young managers with the age from 23 to 35 which creates dynamism in the outstanding development of Hoa Sen Group

Figure 3: Non-Oxidizing-Furnace line at Phu My 1 Industrial Park, Ba Ria Vung Tau

Province

Figure 4: Hoa Sen Steel Sheet

Hoa Sen Group has successfully developed 5 core competitive advantages, which are:

 The vertically integrated value chain from importing hot roll coil, producing finished products and directly delivering to end - users;

 The system of over 150 distribution–retail branches across the country;

 The unique corporate governance and culture under ―Integrity – Community -Development‖ philosophy;

 A system of strong, friendly and community - oriented brand name;

 Modern manufacturing system with continuous investment in advanced technology

Thanks to these advantages, Hoa Sen Group has acquired and maintained the leading position in manufacturing and trading steel sheets in Vietnam with 40% market share in 2013 (according to Vietnam Steel Association in January 2014) and become the leading exporter of steel sheets in Southeast Asia with the average growth of sales output and revenue of over 47% during the last five fiscal years (2008, 2008 - 2009, 2009 - 2010, 2010 - 2011, 2011 - 2012) Hoa Sen Group honorably received Certificate of Merit from Vietnam Prime Minister in 2011 and received ―Vietnam Gold Star‖ Award in 2005, 2007, 2008, 2009, 2010, 2011 and

2013 (Top 10 of Vietnam Gold Star 2009, Top 10 of Corporate Social Responsibility 2011 and Top 10 of Corporate Social Responsibility 2013) Moreover, Hoa Sen Group was also ranked in Top 500 of Largest Companies in Vietnam (2007, 2008, 2009, 2010 and 2011), ranked first for ―Best Managed Company in Asia 2014‖ award in metal and mining sector by Euromoney Magazine, received ―Vietnam Value 2012‖ and ―Vietnam Value 2014‖, received Third – Class Labor Medal in 2013 and many other domestic as well as foreign awards

Hoa Sen Group takes Lotus which has been chosen as Vietnam National Flower

as its name and symbol because Lotus contains philosophic meanings of Disinfectedness – Purification – Patience – Perfect – Modesty – Straightforwardness – Impartiality – Causality Besides, with its core value of INTEGRITY – COMMUNITY – DEVELOPMENT, Hoa Sen Group has built a unique culture to affirm the missions of the Group to the development of community and country Specifically, Hoa Sen Group has contributed many key products with high value to national economy, created thousands of jobs, joined and sponsored many charity and social activities.

With the solid foundation built up during the past 13 years, Hoa Sen Group has gradually affirmed the stature of a dynamic Vietnamese enterprise in the economic integration as well as a Vietnamese brand name at international level

THE FISCAL YEAR 2012 – 2013

 Inaugurate and put Galvanizing line with NOF technology and with a capacity of 120,000 tons/year into operation

 Establish 7 more branches to increase the total number of branches and general depots to 115 and 3 respectively

 Hoa Sen Group honorably received ―Top 100 Vietnamese Largest Enterprises 2012‖ award and ―Top 30 Largest Vietnamese Private Enterprises 2012‖ award

 Hoa Sen Group honorably received ―Top 10 Vietnam Gold Star 2013‖ award and ―Top 10 Corporate Social Responsibility‖ award

 On September 9th 2013, Hoa Sen Group honorably received Third – Class Labor Medal awarded by Vice President of Vietnam

 Implement Phase 2 of Hoa Sen Phu My Steel Sheet Plant Project to achieve the target of 1 million ton in sales volume and the target of USD 1 billion in turnover

1.1.2 Vision

Become a leading economic group in building material field in Vietnam and in the region with a sustainable development strategy that focuses on traditional products such as coated steel sheet, steel, plastic and is based on building and developing core competitive advantages: vertically integrated value chain; distribution - retail network; strong, friendly and community - oriented brand; unique governance system and corporate culture as well as pioneering in technological innovation investment in order to maximize added value for shareholders, employees and society

1.1.3 Mission

Provide products with international quality and reasonable prices under the Hoa Sen brand in order to meet customers‘ needs and contribute to changing the country‘s architectural landscape and developing the community

1.1.4 Core values

Integrity – Community – Development

1.1.5 Business philosophy

 Products‘ quality is the focus

 Customers‘ benefit is the key

 Employees‘ income is the responsibility

 Sharing with community is the obligation

1.1.6 Logo of HSG

1.2 Research Introduction

1.2.1 Problem statement

In each company, human resource (HR) is the most valuable asset So how do companies understand the job satisfaction of staff, especially the department of human resource management (HRM), enabling them to more accurately determine factors affecting satisfaction in public employee Since then helps them develop HR strategy, policies, procedures, better staffing, balancing the rights and responsibilities of the company and employees, helping employees work motivation better and lasting bond work, jointly developed with the company

Human resource management is a critical function in organizations designed to maximize employee performance of an employer's strategic objectives (Johnason, P.2009) Human resource management is primarily concerned with the management

of people within organizations, focusing on policies and systems (Collings, D G.,

& Wood, G., 2009) by undertaking a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefit systems) (Paauwe, J., & Boon, C 2009)

In the current global work context, most organizations drive their HRM on developing and retaining the talent and knowledge held by their employees It means organizations focus on lowering employee turnover High turnover rate will cost a lot for an organization because new hiring not only entails a high cost but

also increases the risk of a newcomer not being able to replace the person who was working in that position before

Like other public companies, in recent years HSG has focused on its HRM by providing a lot of activities to strengthen its human resource training and development such as coordinating with universities in HCM city to recruit potential candidates, conducting variety of internal training programs Besides, HSG also provide many HR management policies to retain and develop its workforce such as salary and reward systems

However, as stated in its annual human resource reports, the number of employees quit jobs gets increasing year over year That may lead the company to critical impact of leaking its skilled and well trained workforce Not only that, it will take huge invisible cost for the company if these well trained and qualified employees run out of the company and come to work for the competitors

Because of these reasons that we have done this study, with a desire to help the department's human resources management HSG get the data, the more accurate basis, to build and improve the HR policies are better, do more and better Job Satisfaction of all employees of HSG, helping them confidence to work effectively, contribute to the sustainable development of the HSG

1.2.2 Purpose of the study

The objective of this study was to explore and identify the impact of Work – Related Expectancies, Work Control, Procedural Justice, and Supervisory Support

to Job Satisfaction of employees at HOA SEN GROUP

Through the data and the results of this study will help to management and administration of human resources department of HSG has improved staffing strategies, policies and procedures, the regime of commendation better rewards The new policy will enable all of HSG staff about job satisfaction, peace of mind

attached to work long term, effective, positive contribution to the overall sustainable development with HSG

1.2.3 The scope of the research

This study was conducted on 300 employees of HSG, primarily survey and the vote answered the questionnaire survey for the employees working at its headquarters and production plant in Binh Duong province, and office representative in Ho Chi Minh city

Survey questionnaires were distributed randomly to the staff and management

of the division, department, factory in Binh Duong Province and office in Ho Chi Minh City

The questionnaire survey and interpret instructions clear, and we have received back 300 questionnaires answered complete and valid

1.2.4 Research questions

The question in this study will concentrate on studying, identifying factors that impact, the premise impact job satisfaction of hospital personnel at HSG, relationship of Work – Related Expectancies, Work Control, Procedural Justice, and Supervisory Support to Job Satisfaction of employees at HOA SEN GROUP

The questionnaire survey in detail, I will present to the appendix

Chapter 2 LITERATURE REVIEW

2.1 Job Satisfaction

The Construct

For decades, organizational researchers have been intrigued by employee satisfaction with work Some studies have examined anteced- ents of job satisfaction, specific dimensions of job satisfaction, and the relationship be- tween job satisfaction and outcomes such as job performance or turnover Meta-analyses have shown that the relationship between performance and job satisfaction is positive, but small (George & Jones, 1997) However, analysis at the organizational level has shown that organizations with higher average levels of job satisfaction outperform other organi- zations (Ostroff, 1992) Some have sug- gested that we still lack a workable under- standing of the way different factors such as work values, job satisfaction, and perfor- mance interact with one another (George & Jones, 1997)

Job satisfaction is generally defined as an employee‘s affective reactions to a job based on comparing actual outcomes with desired outcomes (Cranny, Smith, & Stone, 1992) It is generally recognized as a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements (Howard & Frink, 1996) Porter and Steers (1973) argued that the extent

of employee job satisfaction reflected the cu— mulative level of met worker expectations That is, employees expect their job to provide a mix of features (e.g., pay, promotion, au- tonomy) for which the employee has certain preferential values The range and impor— tance of these preferences vary across indi— viduals, but when the accumulation of unmet expectation becomes sufficiently large there is less job satisfaction, and greater probabil- ity of withdrawal behavior (Pearson, 1991) Indeed, some interest in job satisfaction is fo- cused primarily on its impact on employee commitment, absenteeism,

intentions to quit, and actual turnover (Agho, Mueller, & Price, 1993) However, across studies, the propor— tion of variance in turnover explained by levels of satisfaction may be smaller than originally thought (Horn & Griffeth, 1991; Lee, Mitchell, Holtom, McDaniel, & Hill, 1999) On the other hand, a 2—year longi— tudinal study showed that employees who changed jobs and moved into a new occupa— tion had higher levels of work satisfaction in the new job than employees who changed jobs and stayed in the same occupation and employees who did not change jobs at all (Wright

& Bonett, 1992) In particular, satis- faction with the facets of meaningful work and promotion opportunities were signifi-cant predictors of intentions to leave an orga— nization Mathieu‘s (1991) tests of the causal ordering of job satisfaction and organiza- tional commitment found that the effects of a variety of antecedents on organizational commitment were mediated by their impact on job satisfaction (Tsui, Egan, & O‘Reilly, 1992)

Aspects of the work situation have been shown to be determinants ofjob satisfaction (Arvey, Carter, & Buerkley, 1991) For ex- ample, a broad situational factor, job level, is positively correlated with satisfaction with all aspects of the job probably because higher-level jobs tend to have better working conditions, pay, promotion prospects, super- vision, autonomy, and responsibility (Robie, Ryan, Schmieder, Parra, & Smith, 1998) Zeitz (1990) found that perceptions that em— ployees have about numerous aspects of their work environment (management climate, job content, reward fairness, employee influence on work group, and promotion opportunities) explained job satisfaction This study also found distinct patterns of work satisfaction at different age levels for non-college graduates (U shape), non-elite professionals (down— ward sloping), and elite professionals (up- ward sloping) Personal characteristics such as age, gender, education level, and pay grade did not contribute incrementally to explain— ing the variance in work satisfaction be— yond that explained by variables describing the job situation In

Agho, Price, and Mueller (1992), evaluation of alternative confirma- tory factor models found that job satisfaction and the personality tendencies of negative and positive affectivity were empirically dis- tinct

Judge and Hulin (1993) tested the differ— ential effects of employee affective disposi— tion on job satisfaction The study found that affective disposition was antecedent to gen- eral well-being, and well-being was recipro- cally related with job satisfaction Judge and Watanabe (1993) found in a longitudinal study that the effects of life satisfaction on job satisfaction were considerably larger than the effects of job satisfaction on life satisfaction It is possible that people with higher levels of satisfaction with life pay more attention to the positive aspects of jobs and less attention to the negative aspects However, it appears that under conditions of organizational change, job satisfaction has larger effects on life satisfaction, suggesting that job satisfaction is an essential com- ponent of an employee‘s life (Judge & Watanabe, 1993)

A qualitative study (Bussing, Bissels,

Fuchs, & Perrar, 1999) suggested that job satisfaction is developed through assessment of the match among expectations, needs, motives, and the work situation Based on this assessment, a person builds up satisfac- tion (steady feeling of relaxation as a result of met expectations and needs) or dissatisfac- tion (feeling of tension as a result of unsatis- fied needs and expectations) with her or his work In the case of dissatisfaction, employ- ees may maintain or reduce their level

of as- piration Maintaining aspirations in the face 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 al., 1999) Problem-solving behaviors seem to depend largely on variables such as control or social support at work Alternately, a more cynical view is that decreases in aspirations may lead to ―resigned‖ job satisfaction That is, some proportion of

satisfied workers found in atti- tudinal studies may be explained by some workers who have passively resigned or given up on their work situation (Bussing et al., 1999)

The Measures

Measures of job satisfaction may assess global satisfaction with a job or satisfaction with several key aspects of the job such as pay, supervision, promotion, co-worker, and

the job itself Sometimes facet measures are averaged together for an overall measure of satisfaction (Wright & Bonett, 1992) Some studies have used measures

of both global and specific job facet satisfaction because specific facet satisfaction measures may better reflect changes in relevant situational factors, whereas a global measure may more likely reflect individual differences than re- sponses to specific items (Witt & Nye, 1992) For example, Watson and Slack (1993) used the Job Descriptive Index (JDI) to measure satisfaction with several facets, such as the work itself, pay, promotion, supervision, and co-workers This study also used the Minne- sota Satisfaction Questionnaire (MSQ) to measure global or overall job satisfaction The levels of facet satisfaction had varying degrees of relationship with global satisfac- tion Satisfaction with supervision had the largest positive correlation, whereas satisfac- tion with pay had the lowest In Taber and Alliger (1995), significant relationships were found between task-level experiences as- sessed through job analysis, facet satisfac- tion (the work itself), and global job satisfac- tion The percentage of time an employee spends in enjoyable tasks was correlated pos- itively with higher levels of facet and global satisfaction It is possible that workers form a perception pattern about their jobs that is in- fluenced

by the task experiences (Taber & Alliger, 1995) Howard and Frink (1996) found that individuals in an organization un- dergoing change who perceived growth op- ponunities were more satisfied with their job overall Although co-workers were more im- portant than supervisors for keeping workers internally motivated,

supervisors were more critical than co-workers for keeping employ- ees satisfied with their jobs

Rice, Gentile, and McFarlin (1991) found that facet importance moderated the relation- ship between facet amount and job satisfac- tion for each of 12 job facets: pay, hours worked, commuting time, promotion oppor- tunity, interaction with co-workers, cus- tomer/client contact, opportunity to learn new skills, decision making, physical effort required, mental effort required, supervisor contact, and a worker‘s control over his or her schedule I have included several alternative validated measures for global job satisfac— tion as well as several alternatives that mea— sure satisfaction with specific job facets

Some researchers have suggested that job satisfaction measures may differ in the extent to which they tap affective satisfaction or cognitive satisfaction (Moorman, 1993) Af- fective satisfaction is based on an overall positive emotional appraisal of the job and focuses on whether the job evokes a good mood and positive feelings Cognitive satis- faction is based on logical and rational evalu— ation of the job, such as conditions, opportu— nities, or outcomes (Moorman, 1993) Organ and Near (1985) noted that most satisfaction measures asked respondents to compare fac- ets of their job to some referent (a cognitive process) and did not really ask for judgments about feelings and emotions Brief and Roberson (1992) tested the relative effect of cognition and affect in frequently used job satisfaction measures and found that the MSQ and JDI were predominantly cognitive, but with some affective influence present For example, the Brayfield—Rothe measure of job satisfaction (Brayfield & Rothe, 1951) includes questions on the degree to which a respondent is bored, interested, happy, en- thusiastic, disappointed, or enjoying work These questions center not on specific ap— praisals about job conditions, but on the emo- tional reactions to the work Therefore, job satisfaction measures appear to differ in the degree they reflect cognition and affect with the mix depending on the nature of the items used in the measure

A final measurement consideration is the extent to which job satisfaction measures re- flect ―true variance‖ in satisfaction as opposed to error or method variance Buckley, Carraher, and Cote (1992) found that for the JDI composite measure of job satisfaction, trait (actual job satisfaction) variance ac- counted for approximately 439'o of the total variance, with common method and random workers, 569o of satisfaction with pay, and error variance comprising the balance For 61to of the satisfaction with promotions The the JDI measures of facet satisfaction, trait same study estimated that trait variance ac- variance accounted for approximately 419'o counted for approximately 46'7o of the total for the measure

of supervision, 349‘n for variance in other measures ofjob satisfaction the measure

of satisfaction with work itself, including the MSQ

Job Satisfaction Survey

Description: This measure, developed by Spector (1985), uses 36 items to describe nine job facets (four items per facet) The job facets include pay, promotion, supervision, benefits, contingent rewards, operating procedures, co-workers, nature of work, and communication It was originally developed to assess job satisfaction in human service, nonprofit, and public organizations

Reliability: In Blau (1999), coefficient alpha was 89

Validity: In a longitudinal study, job satisfaction correlated positively with expected job utility and professional commitment in the previous year, and the extent of downsizing, shift assignment, and professional commitment in the cur- rent year (Blau, 1999) Spector (1997) found that the nine facets were all positively intercorrelated

Source: Spector, P (1997) lob satisfaction Thousand Oaks, CA: Sage Copyright © 1997 by Sage Publications, Inc Items were taken from the appendix, pp 75-76 Reprinted by permission of Sage Publications, Inc

Items: Responses are obtained on a 6-point Likert-type scale where 1 = disagree very much, 2 = disagree moderately, 3 = disagree slightly, 4 = agree slightly, 5 = agree moderately, and 6 = agree very much

2.2 Work – Related Expectancies

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

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

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

Fair upgrading policies and practice provide chances for personal development, more tasks and increased social condition When a person get fair upgrading which

is usually his true evaluation, he gets a type of acknowledgment and hence job satisfaction It amplifies worker perception to the excellence of their job and improves both their job satisfaction and organizational commitment (Luthans, 2005:212)

The workers who value opportunity for evolution display a high degree of job participation in the wishes of solicit such compensation Naturally, if workers do not perceive development chances materialized, this outcome will be lost Even though condemn for various causes, the hierarchical and insular kind of country civil service systems do give for transparent and expected inner progress (Manzoor

et al., 2011)

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

on the marginal dollars of university income produce from education excellence (Marginson, 2003)

Worker reward refers to all forms of pay or rewards available to workforce and arising from the service (Dessler, 2005:410; Fattah, 2010) Money or other monetary incentive in the classic performance exemplar is based broadly on the abstract propositions of reinforcement theory Reinforcement theory concentrates on the affiliation between the target behavior (performance) and its consequences (pay) and is premised on the main beliefs and methods of organizational behavior adjustment Organizational behavior modification is a structure within which worker behaviors are recognized, measured, and analyze in terms of their functional consequences (existing reinforcements) and where an interference is developed using values of reinforcement (Perry et al., 2006) Compensation systems have impacts on the job satisfaction in both the public and private sector workers (Getahun et al., 2007)

Description: This measure was developed by Eisenberger, Fasolo, and Davis—LaMastro (1990) to describe the extent to which employees believe that higher levels of job performance will be rewarded The measure assesses employee expectancies about the relationship of better performance with increased pay,

promotions, and job security It also assesses employee expectancies that better performance will lead to increased influence, supervisory approval, and recognition Reliability: Coefficient alpha values for the subscales for pay/promotion reward expec— tancies and approval/recognition expectancies ranged between 77 and 89 (Eisenberger et al., 1990; Smith & Brannick, 1990)

Validity: Factor analysis of the nine items found two factors for work-related expec- tancies One dimension captures expectancies about pay and promotion rewards The other dimension describes expectancies about approval and recognition The two factors were consistent across samples of hourly work- ers and managers (Eisenberger et al., 1990) Expectancies for pay/promo- tion rewards and approval/recognition/influence both correlated positively with perceived organizational support, job satisfaction, participation in decisions, and job involvement Expectancies for rewards and influence both correlated negatively with role conflict and ambiguity (Eisenberger et al., 1990; Smith & Brannick, 1990)

Source: Eisenberger, R., Fasolo, P., & Davis-LaMastro, V (1990) Perceived organi- zational support and employee diligence, commitment, and innovation Internal ofApplied Psycholog y, 75(1), 51-59 Items were taken from Table 2, 56 Copyright © 1990 by the American Psychological Association Reprinted with permission

Items: Responses are obtained on a 5-point Likert-type scale where l = definitely not part of my job and 5 = extremely true of my job

2.3 Work Control

Dating back to Rotter (1966), locus of control describes the perception of individuals how far they are able to control crucial decisions in their life People scoring high on the internal dimension (―internals‖) believe that they have control over critical situations in their life through their own efforts and abilities External

locus of control describes a situation where individuals perceive to be heteronomous, i.e they have no or only little control over crucial events in their lives In jobs with performance-related pay, a feeling of self-determination seems to

be a precondition for employees to provide effort or to be satisfied As internals often perceive a strong link between their actions and consequences and are convinced that certain goals are actively achievable by themselves, the process of performance monitoring becomes a useful management tool It has been shown that internal locus of control is positively associated with task performance (rated by supervisors, objective performance measures, and self-rated performance), job feedback and job autonomy (Ng et al., 2006) Furthermore, internal locus of control

is shown to have a positive effect on job satisfaction (Spector, 1986; Spector et al., 2002) as well as motivation and commitment (Ng et al., 2006)

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)

In Abraham and Hansson (1996), job satisfaction correlated negatively with both job-related tension and control problems Job satisfaction correlated positively with job-related well-being, satisfaction with rate of pay, perceived job competence, and perceived job control (Norman et al., 1995; Wright & Cordery, 1999)

Rice, Gentile, and McFarlin (1991) found that facet importance moderated the relationship between facet amount and job satisfaction for each of 12 job facets: pay, hours worked, commuting time, promotion opportunity, interaction with co-workers, customer/client contact, opportunity to learn new skills, decision making, physical effort required, mental effort required, supervisor contact, and a worker's control over his or her schedule Karasek envisages that under conditions of high work control, a demanding job may actually foster feelings of well-being and enhances employee performance For example, there is evidence of beneficial

effects of work control on job satisfaction (Dwyer & Ganster, 1991; Greenberger, Strasser, Cummings & Dunham, 1989; McLaney & Hurrell, 1988; Tetrick & LaRocco, 1987) This is with McLaney & Hurrell's (1988) exception which utilized

a multidimensional measure of work control that assessed levels of task control, decisional control, physical environment control and resource control McLaney & Hurtell failed to find support for Karasek's (1979) interactive model, although tbey did find that levels of task, physical environment and resource control exerted (positive) main effects on job satisfaction

Description: This measure, developed by Dwyer and Ganster (1991), describes the extent to which workers perceive they have control over numerous aspects of their work environment These aspects include control over the variety of tasks performed, the order of task performance, the pace of tasks, task scheduling, task procedures, and arrangement of the physical layout/environment

Reliability: In Dwyer and Ganster (1991), coefficient alpha was 87

Validity: Control over aspects of a job correlated positively with sick days taken, job workload, and work satisfaction In multivariate analysis, control moderated the relationship of workload with work satisfaction (Dwyer & Ganster, 1991)

Source: Dwyer, D J., & Ganster, D.C (1991) The effects ofjob demands and con- trol on employee attendance and satisfaction Journal of Organizational Behavior, 12, 595-608 Items were taken from the appendix, p 608 Reprinted with permission

Items: Instructions and items.- Below are listed a number of statements which could be used to describe a job Please read each statement carefully and indicate the extent to which each is an accurate or an inaccurate description of your job by writing a number in front of each statement The response options are 1 = very little,

2 = little, 3 = a moderate amount, 4 = much, and 5 = very much

2.4 Procedural Justice

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

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

All of the studies reviewed above demonstrated that distributive and procedural justices were important in predicting employees‘ subsequent personal satisfaction and commitment to the organization According to Tang et al (1996), it was also important for organizations to ensure that they communicated the relevant information to employees The improvement in the perceptions of informational justice as well as procedural justice is through information communicated by higher levels of management and by organizational policies and practices Another aspect was two-way communication to identify the needs, desires, and expectations of employees, that helped them to achieve their goals and objectives, to recognize their

achievements and their accomplishments, provide feedback, and allows for an employee‘s input As such, performance appraisal criteria and possible rewards should be expressed to their employees clearly to enhance their understanding of the process and improving their performance and trust in managers They have also suggested that by applying rules fairly and consistently to all employees and reward them based on performance and merit without personal bias, would have a positive perception of procedural and distributive justice, which might lead to a higher satisfaction, commitment and involvement As well as procedural and distributive justice, ‗interpersonal sensitivity‖ and the supply of information to employees, and adding that there is a great need of a focus on the actual presentation of needed information Therefore, managers needed to understand employee‘s intention, values, and attitudes, to communicate clearly, to respect their wishes and to project courtesy and friendliness

Description: This measure was developed by Folger and Konovsky (1989) The measure contains 23 items designed to describe procedural justice in performance appraisal and pay raise decisions The 23 items form subscales that describe the effectiveness of the feedback an employee receives (11 items), the extent of planning that went into a performance appraisal and pay raise decision (six items), the extent to which an employee had recourse after a pay raise decision (five items), and the degree to which a supervisor observed the employee‘s performance (one item) Skarlicki, Folger, and Tesluk (1999) and Skarlicki and Folger (1997) used an eight-item version based on items that measure the extent to which company procedures are consistent, sup- press bias, require accuracy, are correctable, ensure representation, and are ethical

Reliability: Coefficient alpha for the full 23-item measure ranged from 93 to 95 (Lee & Farh, 1999) Alpha values for the subscales were 88 for interactive justice and 86 for planning and ranged from 90 to 94 for feedback (Mossholder, Bennett, Kemery, & Wesolowski, 1998; Skarlicki & Folger, 1997; Skarlicki

& Latham, 1997) Test-retest reliability of the feedback subscale was 84 (Skarlicki & Latham, 1997) Coefficient alpha for the eight-item subscale was 88 (Skarlicki & Folger, 1997; Skarlicki et at., 1999)

Validity: Procedural justice correlated positively with distributive justice, interactive justice, pay satisfaction, trust, bonus amount, commitment, and pay raise Procedural justice correlated negatively with negative affectivity and retal- iatory behavior(Lee & Farh, 1999; Skarlicki et al., 1999; Skarlicki & Folger, 1997) Interactive justice correlated positively with organizational citizen- ship behaviors Interactive justice also correlated positively with distributive justice and participation (Farh, Earley, & Lin, 1997) Mossholder, Bennett, Kemery, and Wesolowski (1998) found through confirmatory analysis that procedural justice, five types of social power, job satisfaction, and organiza- tional commitment were empirically distinct

Source: Folger, R., & Konovsky, M.A (1989) Effects of procedural and distributive justice on reactions to pay raise decisions Academ y of Management Jour- nal, 32(1), 115-130 © 1989 by Academy of Management Items were taken from Table 1, pp 120-121 Reproduced with permission of Academy of Management in the format textbook via Copyright Clearance Center

Items: Responses are obtained using a 9-point Likert-type scale where 1 = very little and 9 = very much

2.5 Supervisory Support

Supervisor support is defined as employees‘ belief concerning the extent to which supervisors value their contributions and care about their well-being Employees need motivation to expend greater efforts and more personal resources

in innovative tasks when supervisor exhibit their individual consideration toward followers, followers are likely to perceive the warmth and consideration from their supervisors Similarly, employees who perceive support from their supervisors often

feel obligated to pay back supervisors‘ favors or kindness by helping supervisors to reach their stated goals (Eisenberger et al 2002)

Jung et al (2003) indicated that leadership is positively associated with employee-perceived empowerment and support for innovation Creativity and innovation is an area where supervisors can have a strong impact on employee creativity through their influence on the context within which employees work (Shalley and Gilson, 2004) In order for innovative behavior to occur, supervisor needs to foster, encourage, and support creativity (Shalley and Gilson, 2004)

Janssen (2003) found evidence that employees responded more innovatively to higher levels of job demands when they perceived that their efforts were fairly rewarded by their supervisor Oldham and Cummings (1996) found that supportive, non-controlling supervisors created a work environment that fostered creativity Open interactions with supervisors and the receipt of encouragement and support lead to enhanced employee creativity (Tierney, Farmer, and Graen 1999) This means that employees who perceive a fair balance between supervisor‘s inducements relative to their work efforts will respond with more innovative behavior According to social exchange theory additional arguments can be derived for a relationship between supervisor support and innovative behavior Direct supervisors can act as organizational agents Employees tend to view actions by agents of the organization as actions of the organization itself

Description: This measure was developed by Greenhaus, Parasuraman, and Wormley (1990) to assess employee perceptions of the extent to which they receive supervisory support in their job In general, supervisory support may include career guidance, performance feedback, challenging work assignments, and work opportunities that promote employee development and visibility

Reliability: Coefficient alpha was 93 (Greenhaus et al., 1990)