Job satisfaction of employees of joint stock commercialbank for investment and development of viet nam (BIDV)

The research results indicated four groups of factors variables which had impacted on these staff’s satisfaction namely: Satisfaction with work schedule flexibility, Supportive supervisi

RESEARCH PROJECT (BMBR5103)

JOB SATISFACTION OF EMPLOYEES

OF JOINT STOCK COMMERCIALBANK FOR INVESTMENT AND

DEVELOPMENT OF VIETNAM (BIDV)

ADVISOR’S NAME AND TITLE: DR KHAI NGUYEN

December, 2015

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ADVISOR’S ASSESSMENT

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Advisor’s signature

NGUYEN THE KHAI

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ACKNOWLEDGEMENT

This study would not have been possible without the support and encouragement received from so many people

Firstly, I would like to thank to Dr Khai Nguyen for giving me the opportunity

to receive the advanced education which I have also experienced one of the best stages

in my life

I would like to express my deepest gratitude to my classmates for enabling me

to work on this study I would like to thank other teachers for providing me with the great guidance throughout the whole course of the work I am also thankful for his being patient when I presented my problems and ideas, as often I had difficulty finding way to address them in a concise and succinct manner Moreover, I am also thankful my opponent who contributes me his supportive ideas and suggestion for my research

Greatest thanks to my dear parents, for supporting me and guiding me

Finally, I would like to thank everyone who has assisted me in this project in one way or another

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TABLE OF CONTENTS

ADVISOR’S ASSESSMENT 2

ACKNOWLEDGEMENT 3

LIST OF FIGURES 6

LIST OF TABLES 7

ABBREVIATIONS 8

ABSTRACT 9

CHAPTER 1: INTRODUCTION 10

1.1 Company introduction 10

1.2 Research introduction 14

1.2.1 Statement problem 14

1.2.2 Research objectives 14

1.2.3 Research questions 15

1.2.4 Scope of the research 15

1.2.5 Research design 15

CHAPTER 2: LITERATURE REVIEW 17

2.1 Job Satisfaction 17

2.2 Satisfaction with work schedule flexibility 19

2.3 Supportive supervision 20

2.4 Perceived organizational support 21

2.5 Distributive justice 23

CHAPTER 3: RESEACH MODEL AND HYPOTHESES 25

3.1 Research Model 25

3.1.1 Dependent Variables: 25

3.1.2 Independent Variables: 25

3.1.3 Constructs 25

3.2 Research Hypotheses 26

3.3 Instruments 32

3.4 Sampling Method and sample size: 35

3.5 Data analysis method: 36

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3.6 Method of data collection 39

CHAPTER 4: ANALYSIS AND RESULTS 40

4.1 Demographic Characteristics of the Respondents 40

4.2 Reliability Analysis 41

4.3 Descriptive statistics 43

4.4 Correlations among variables 43

4.5 Hypothesis testing results 45

CHAPTER 5: CONCLUSION 47

5.1 Summary and Discussion: 47

5.2 Limitation and recommendation for future research 48

5.2.1 The limitations of the study: 48

5.2.2 The next research 49

REFERENCES 50

APPENDIX 1 55

APPENDIX 2 64

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LIST OF TABLES

Table 1: Summary of hypotheses

Table 2: Cronbach's Alpha- Internal consistency

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

Table 4: Descriptive Statistics

Table 5: Correlations among Variables

Table 6: Model Summary of all hypotheses

Table 7: Coefficients of all hypotheses

Table 8: Hypothesis Statistic

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ABBREVIATIONS

BIDV Joint stock commercial bank for investment and development of

Vietnam

HRM Human Resource Management

SPSS Statistical Packages for the Social Science

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ABSTRACT

A study was undertaken to measure the level of job satisfaction in BIDV The study mainly reviews around the view of employees regarding the job satisfaction What they think about the job satisfaction The data was collected all primary, as collected through personal interviews in the form of questionnaire

This research aimed to identify the factors that impact the satisfaction among staff working at BIDV The research results indicated four groups of factors (variables) which had impacted on these staff’s satisfaction namely: Satisfaction with work schedule flexibility, Supportive supervision, Perceived organizational support, Distributive justice

Data analysis revealed that there is a positive relationship between the each factor of employee satisfaction which is named satisfaction from Supportive supervision, Perceived organizational support, Distributive justice Furthermore, relevant recommendations for improving the employee satisfaction are proposed

Full name: Joint Stock Commercial Bank for Investment and Development of Vietnam

Abbreviated name: BIDV

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

HISTORY OF BIDV

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

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

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

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

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

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

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

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

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

FIELDS OF OPERATION

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

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

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

the overall package to customers of BIDV

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

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

Financial investments: BIDV includes financial leasing, security trading and

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

HUMAN RESOURCES

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

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

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

CUSTOMERS

BIDV trades with:

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

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

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

TECHNOLOGY

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

to consolidate and develop all infrastructure systems such as monitoring of network

COMMITMENT

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

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

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

BUSINESS REPUTATION OF BIDV

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

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

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

country

On the other hand, improve the satisfaction level of employees will maintain the stability of the workforce, reduce operating costs and increase business productivity Raise the level of employee satisfaction not merely rise There are many simple methods, inexpensive help managers improve satisfaction and increase levels

of employee commitment

So in this article, we focused on identifying and analyzing the impact of these factors on job satisfaction of employees of BIDV based on survey data of 290 employees in the bank

1.2.2 Research objectives

This study will need to find out which factors affect the employees' satisfaction and how to improve it To achieve this overall goal, we need to achieve these specific objectives:

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- Satisfaction with work schedule flexibility

- Supportive supervision

- Perceived organizational support

- Distributive justice index

2 The relationship between Supportive supervision and Job satisfaction

3 The relationship between Perceived organizational support and Job satisfaction

4 The relationship between Distributive justice and Job satisfaction

1.2.4 Scope of the research

Due to limited time and resources, the study focuses on employees who can be contacted to answer the questionnaire These questions mainly focus on the satisfaction of employees BIDV with 290 employees

1.2.5 Research design

Data collection: Data Collection is an important aspect of any type of research

study Inaccurate data collection can impact the results of a study and ultimately lead

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

Primary data

- Survey received from the employees of BIDV

- Results of interviews, discussions with employees to better understand the views and plan, as well as reviews of study issues

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Secondary data

The theoretical basis and the selected article on the journal of marketing,

journal of education is an important source of secondary data for research

Another theory was developed by Lawler Lawler believed that job satisfaction was driven by a motivational framework This idea deals with how a person measures job satisfaction based on what they got verses what they feel they deserved Satisfaction is determined by the difference between the exact amount a person received and what they expected Therefore, dissatisfaction occurs when a person receives less or more than what was expected

In order to put job satisfaction in an environmental perspective, Social Psychologist Bandura developed a theory known as the social influence hypothesis This hypothesis describes a social effect where individuals want what they perceive others around them to want The last theory used to explain job satisfaction was proposed by Landy His theory is known as the opponent process theory He suggested that the primary reaction (the immediate emotional response) combined with the secondary reaction (the later emotional response) creates a stabilized equilibrium which results in job satisfaction

Despite its vide usage in scientific research, as well as in everyday life, there is still no general agreement regarding what job satisfaction is In fact there is no final definition on what job represents Therefore before a definition on job satisfaction can

be given, the nature and importance of work as a universal human activity must be considered Different authors have different approaches towards defining job satisfaction Some of the most commonly cited definitions on job satisfaction are analyzed in the text that follows Hoppock defined job satisfaction as any combination

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of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock, 1935) According to this approach although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels That

is job satisfaction presents a set of factors that cause a feeling of satisfaction Vroom

in his definition on job satisfaction focuses on the role of the employee in the workplace Thus he defines job satisfaction as affective orientations on the part of individuals toward work roles with them are presently occupying (Vroom, 1964) One

of the most often cited definitions on job satisfaction is the one given by Spector according to whom job satisfaction has to do with the way how people feel about their job and its various aspects It has to do with the extent to with people like or dislike their job That why job satisfaction and job dissatisfactions can appear in any givers work situation Job satisfaction represents a combination of positive or negative feelings that workers have towards their work Meanwhile, when a worker employed

in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed Job satisfaction represents the extent

to which expectations are and match the real awards Job satisfaction is closely linked

to that individual's behavior in the work place (Davis et al., 1985) Job satisfaction is a worker’s sense of achievement and success on the job It is generally perceived to be directly linked to productivity as well as to personal well-being Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts Job satisfaction further implies enthusiasm and happiness with one’s work Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski, 2007) Job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation (Statt, 2004) The term job satisfaction refers to the attitudes and feelings people have about their work Positive and favorable attitudes towards the job indicate job satisfaction Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006) Job satisfaction is the collection of feeling and beliefs that people have about their current job People’s levels of degrees of job

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satisfaction can range from extreme satisfaction to extreme dissatisfaction In addition

to having attitudes about their jobs as a whole, people also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or subordinates and their pay (George et al., 2008) Job satisfaction is a complex and multifaceted concept which can mean different things to different people Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear Satisfaction is not the same as motivations Job satisfaction is more of an attitude, an internal state It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005) We consider that job satisfaction represents a feeling that appears as a result of the perception that the job enables the material and psychological needs (Aziri, 2008) Job satisfaction can be considered as one of the main factors when it comes to efficiency and effectiveness of business organizations In fact the new managerial paradigm which insists that employees should be treated and considered primarily as human beans that have their own wants, needs, personal desires is a very good indicator for the importance of job satisfaction in contemporary companies When analyzing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee

2.2 Satisfaction with work schedule flexibility

This measure was developed by Rothausen (1994), uses a five-item scale to measure employee satisfaction with work schedule flexibility It measures the extent

to which an employee feels he or she has flexibility in scheduling work, in doing time or flexibility work, and in balancing work and family responsibilities

part-By Susan M Heathfield, Human resources Expert, A flexible schedule allows

an employee to work hours that differ from the normal company start and stop time Particularly in an environment for exempt employees, those hours are generally 8 a.m.-5 p.m or 9 a.m.-6 p.m and total a 40 hour work week

A flexible schedule is also dependent on employee availability to cover all aspects of the job and all hours of the day during which a business makes product or serves customers A flexible schedule is one of the benefits that is most appreciated by

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employees - even more so by your millennial employees The advantages when a flexible schedule is allowed, to both employers and employees are the key as you implement a flexible schedule

Satisfaction with schedule flexibility correlated positively with organizational commitment and supervisor work – family support Satisfaction with flexibility correlated negatively with turnover intentions (Aryee et al., 1998) Baltes et al (1999); Scandura & Lankau, (1997) described that flexible work arrangements provided to employees allow them to work according to their ease, which in result will minimize the amount of stress

2.3 Supportive supervision

This measure was developed by Oldham and Cummings (1996), uses 08 items

to describe employee perceptions of the extent to which they receive supervisory support (eight items) and are subject to a non –controlling supervisory approach (four items) When supervisors are supportive, they show concern for employees’ feelings and needs; encourage them to voice their own concerns; provide positive, chiefly informational feedback; and facilitate employee skill development (Deci, Connell, & Ryan, 1989) When supervisors are controlling, they closely monitor employee behavior; make decisions without employee involvement; provide feedback in a controlling manner; and generally pressure employees to think, feel, or behave in prescribed ways (Oldham & Cummings, 1996)

By Eisenberger et al 2002, 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

This means that employees who perceive a fair balance between supervisor’s inducements relative to their work efforts will respond with more innovative behavior

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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

2.4 Perceived organizational support

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

an employee’s perception of the degree to which the organization values the worker’s contributions and nine items about actions that the organization might take that would affect the well-being of the employee Some studies have used an abbreviated version consisting of the nine items with the highest factor loadings in the original scale development study (Moorman, Blakely, & Niehoff, 1998; Wayne, Shore, & Liden, 1997)

Perceived organizational support correlated positively with overall job satisfaction, organizational commitment, direct and indirect control at work, job discretion, interpersonal helping, affective attachment to the organization,

performance ratings (Cropanzano et al., 1997; Eisenberger et al., 1997; Eisenberger et al., 1990; Hutchinson et al., 1998; Lee & Ashforth 1993; Moorman et al., 1998) Perceived organizational support correlated negatively with perceived organizational politics, turnover intentions, days absent, role stress, and emotional exhaustion (Cropazano et al., 1997; Eisenberger et al., 1990; Lee & Ashforth, 1993) Wayne, Shore, and Liden (1997) found through factor analysis that perceived organizational support was empirically distinct from developmental experiences, leader –member exchange (LMX), affective commitment, and intentions to quit Eisenberger et al (1997) found through confirmatory factor analysis that perceived organizational support and overall job satisfaction were empirically distinct

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Supportive leader behaviors and a generally facilitative organizational climate may be subsumed under a variable entitled “Perceived Organizational Support.”

tend to “form global beliefs concerning the extent to which the organization values their contributions and cares about their well-being” (p 504) Specifically, individuals evaluate the behavior of organizational agents towards them and infer the general motive underlying that treatment, with the categories that are considered important varying considerably between organizations and be- tween persons Some individuals might base their sense of perceived organizational support upon such factors as the organization members’ willingness to provide them with special assistance or special equipment in order to complete a project Others might develop a strong sense of perceived organizational support based upon the organization members’ willingness to provide them with additional opportunities for training in an area that was of particular interest to them Furthermore, employees are frequently sensitive to relevant environmental and organizational constraints that might limit the ability to provide them with desired rewards (Eisenberger, Cummings, Armeli, & Lynch, 1997)

Employees who experience a strong level of perceived organizational support theoretically feel the need to reciprocate favorable organizational treatment with attitudes and behaviors that in turn benefit the organization (Eisenberger et al., 1986)

In support of this social exchange perspective, research has revealed that perceived organizational support is positively related to job attendance and measures of job performance (Eisenberger et al., 1986; Eisenberger, Fasolo, & Davis-LaMastro, 1990), the tendency to help coworkers (Shore & Wayne, 1993), the tendency to offer constructive suggestions for organizational improvement, and affective organizational commitment (Eisenberger et al., 1990)

Overall, it appears that employees with higher levels of perceived organizational support are likely to be more committed and possibly more willing to engage in extra role or “organizational citizenship” behaviors (Organ, 1988) than are employees who feel that the organization does not value them as highly

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2.5 Distributive justice

This measure was developed by Price and Mueller (1986) It focuses on assessment of the degree to which rewards by employee are perceived include effort, experience, and education Distributive justice is judged high in an organization when effort, experience, good work, and dealing with stresses and strains of a job are rewarded and their absence punished The original items were modified by Mansour –Cole and Scott (1998) to assess the degree of perceived fairness in an employee’s work situation compared with co –workers

By Nozick's theory, distributive justice is how a society or group should allocate its scarce resources or product among individuals, the justice that is concerned with the apportionment of privileges, duties, and goods in consonance with the merits of the individual and in the best interest of society

Distributive justice concerns the fair, just or equitable distribution of benefits and burdens These benefits and burdens span all dimensions of social life and assume all forms, including income, economic wealth, political power, taxation, work obligations, education, shelter, health care, military service, community involvement and religious activities Thus, justice arguments are often invoked in connection with minimum wage legislation, Affirmative Action policies, public education, military conscription, litigation, as well as with redistributive policies such as welfare, Medicare, aid to the developing world, progressive income taxes and inheritance taxes Distributive justice enjoys a long and honored tradition in political, economic and social thought It is central to Aristotle’s Nichomachean Ethics (1976) and Politics (1999) In modern political philosophy, it has been construed in broad terms and seen

as a foundational for policy formation and analysis Michael Walzer (1976), for example, writes that “Distributive justice is a large idea,” and for John Rawls (1976)

“Justice is the first virtue of social institutions.” Thus, it is widely regarded as an important concept and influential force in philosophy and the social sciences This description begs the question, however, of what, exactly, constitutes a “fair,” “just” or

“equitable” distribution (we will use these terms interchangeably) It seems that justice terminology is employed with considerable flexibility, and fairness arguments are

Distributive justice correlated positively with job satisfaction, procedural

courtesy, altruism, sportsmanship, and conscientiousness ( Moorman, 1991 ) Distributive justice also correlated positively with employee sense of control, extent to which an employee benefited personally from a structuring and layoff, leader – member exchange with his or her manager, pay satisfaction, employee age, job satisfaction, subordinate’s evaluation of his or her supervisor, and organizational commitment ( Mansour – Cole & Scott, 1998; McFarllin & Sweeney, 1992; Sweeney & McFarlin,1993) Sweeney and McFarlin (1993) found through confirmatory factor analysis that distributive justice was one dimensional with the items loading as expected These analyses also found that distributive and procedural justice were empirically distinct DeConinck, Stilwell, and Brock (1996) found through confirmatory factor analysis that distributive justice was empirically distinct from four dimensions of the Pay Satisfaction Questionnaire ( satisfaction with benefits, last raise, pay level and structure, and administration of the pay plan )

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Four hypotheses are stated and discussed as follows:

- Hypothesis 1: Satisfaction with work schedule flexibility has a positive impact on job Satisfaction

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

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

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

of stress (Baltes et al., 1999; Scandura & Lankau, 1997) Additionally due to these flexible work arrangements employees will think that their employer is caring about

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their well-being and errands outside work (Casper & Harris, 2008; Grover & Crooker, 1995) Study of (Rogier & Padgett, 2004) postulated that by flexible work schedule organization can get benefit through employee’s job satisfaction, organizational commitment increased level of productivity and lesser absenteeism and lower turnover In the perspective of work schedule flexibility, employees will

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

It means that worker’s satisfaction will increase their performance for the organization It is also postulated by research study that employers who are particularly facing shortage of labor, are trying to provide flexible scheduling to boost up the job satisfaction and productivity of labor (Krausz & Freibach, 1983) Hence in light of this literature review it is obvious job satisfaction is depending on

work schedule flexibility Satisfaction with work schedule flexibility is positively

related to employee’s job satisfaction

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

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

When employees notice that their immediate supervisor is concerned for them

& provides adequate support to get the job done, employees feel more positive towards their work (Babin & Boles, 1996; Kopelman et al., 1990; Michaels et al., 1987), which in turns, pulls out extra work effort (Brown & Peterson, 1994) from them and this extra work effort enhance the service quality of the employees Organization generally takes strategic decisions which generally create a wave of sub

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decisions These sub decisions have to be carefully implemented in order to achieve the strategic goals (Mintzberg et al., 1976) Typically, the manager-leader (middle managers and supervisors) is held accountable for the implementation of these sub-decisions Sub-decision implementation is defined as a sequence of tasks carefully executed so that a favorable business outcome can be achieved in the medium to short term

It is clear that the particulars of such implementation vary widely from decision to decision, but virtually all decisions require efficient implementation to be

successful (Nutt, 1993) Supportive supervision is positively related to employee’s

‘commitment by engaging in behaviors that support organizational goals Research has revealed that perceived organizational support is positively related to job attendance and measures of job performance (Eisenberger et al., 1986)

From a social exchange perspective, it can be argued that employees who perceive a high level of support from the organization are more likely to feel an obligation to repay the organization in terms of affective commitment (Eisenberger et al., 1986; Shore & Wayne, 1993) According to Eisenberger, Fasolo and DavisLaMastro (1990), employees who feel supported by their organization and care about the organization would engage in activities that help to further the organization’s goals

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One important issue is to differentiate perceived organizational support from job satisfaction (Zagenczyk, 2001) Previous study by Shore and Tetrick (1991) disputes that perceived organizational support and job satisfaction conception are distinct but related Perceived organizational support is a measure of employer commitment and set of beliefs about how much the organization cares for the staff well-being, whereas job satisfaction focuses on different sides or viewpoints of work and is the affective response to these different aspects of work situation

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

- Hypothesis 4: Distributive justice has a positive effect on job satisfaction

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

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

Other studies have shown correlations between Organizational Justice and job satisfaction (e.g., Bakhshi, Kumar, & Rani, 2009) There other studies have shown high correlations between procedural justice and job satisfaction (e.g.,Mossholder, Bennett, & Martin, 1998; Wesolowski & Mossholder, 1997; Awamleh & Fernandes, 2006) There other studies have shown correlations between distributive justice and job satisfaction (e.g., Awamleh & Fernandes, 2006) In addition, Masterson, Lewis, Goldman and Tyalor (2000) showed procedural justice to be a stronger predictor of job satisfaction than interactional justice, although both had significant independent effects

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

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

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

on the trend analysis applied on various job and pay satisfaction measures Although suggestive trends were found but Vecchio (1984) did not discover a significant

curvilinear effect of equity on job satisfaction Distributive justice is positively

related to employee’s job satisfaction

of specific variables as follows:

A qualitative study (Bussing, Bisse; Fuchs, & Perrar, 1999) suggested that job satisfaction is developed through assessment of the match among expectation, need motives, and the work situation Based on this assessment, a person builds up satisfaction ( steady feeling or relaxation as a result on met expectation and needs ) or dissatisfaction ( feeling of tension as a result of unsatisfied needs and expectations ) with her or him work In the case of dissatisfaction, employees may maintain or reduce their level of aspiration Maintaining aspirations in the fact of work dissatisfaction can result in pseudo work satisfaction, fixated dissatisfaction and constructive dissatisfaction Fixated and constructive work dissatisfaction may result in mobilization of an employee’s problem solving behavior ( Bussing et

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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 attitudinal studies may be explained by some workers who have passively resigned or given up on their work situation ( Bussing et al., 1999 )

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 facets 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 factor, whereas a global measures may more likely reflect individual differences than responses to specific items ( Witt & Nye, 1992 )

Satisfaction with supervision had the largest positive correlation, whereas satisfaction with pay had the lowest In Taber and Alliger (1995), significant relationships were found between task –level experiences assessed through job analysis, facet satisfaction (the work itself), and global job satisfaction The percentage of time an employee spends in enjoyable tasks was correlated positively with higher levels of facet and global satisfaction It is possible that workers form a perception pattern about their jobs that is influenced by the task experiences (Taber & Alliger, 1995) Howard and Frink (1996) found that individuals in an organization undergoing change who perceived growth opportunities were more satisfied with their job overall Although co – workers were more important than supervisors for keeping workers internally motivated, supervisors were more critical than co – workers for keeping employees satisfied with their jobs 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 –worker, 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

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Affective 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 satisfaction is based on logical and rational evaluation of the job, such as conditions, opportunities, or outcomes (Moorman, 1993)

Organ and Near (1985) noted that most satisfaction measures asked respondents to compare facets 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

The questionnaire total consists of 42 questions The questionnaire will be organized which are Job Satisfaction, Satisfaction with work schedule flexibility,

Supportive supervision, Perceived organizational support, and Distributive justice 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

- Job Satisfaction, there are 06 items being used to measure the agreements or

disagreements of BIDV employees to their current organization Items were presented

in Likert-type format with a scale ranging from 1 through 5 where 1 = strongly disagree and 5 = strongly agree

- Satisfaction with work schedule flexibility in part 2 uses a five items scale to

measure employee satisfaction with work schedule flexibility Items were presented in

Likert-type format with a scale to state the degree of certainty of each item from 1 = very dissatisfied to 5 = very satisfied

- Supportive supervision include 08 items were stated in part 3 When

supervisors are supportive, they show concern for employees’ feelings and needs; encourage them to voice their own concerns; provide positive, chiefly informational feedback; and facilitate employee skill development (Deci, Connell, & Ryan, 1989)

Likert – type format was used with scale ranging from 1 through 5 where 1=strongly disagree, 5= strongly agree

- Perceived organizational support total of 17 items was used, describes

employee perceptions about the extent to which an organization is willing to reward