Taking charge at nha be corporation

ABSTRACT This study examined the taking charge at Nha Be Corporation to understand the impact of career commitment, career family attitude, satisfaction with job facets and value attainm

ADVISOR’S ASSESSMENT

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Advisor’s signature

TABLE OF CONTENTS

ACKNOWLEDGEMENTS 5

LIST OF FIGURES 6

LIST OF TABLES 7

ABBREVIATIONS 8

ABSTRACT 9

CHAPTER I – INTRODUCTION 9

1 NBC Introduction 9

2 Company history highlights 9

3 Organization 11

4 Vision and mission 12

4.1 Vision 12

4.2 Mission 12

4.3 Core values 12

5 Business activities 13

5.1 Domestic market 13

5.2 International market 13

5.3 Investing, Trading And Service Activities 13

6 Research Introduction 13

6.1 Problem statement 13

6.2 Purpose of the study 14

7 The scope of the research 14

8 Research questions 15

CHAPTER II – LITERATURE REVIEW 16

1 Taking charge 16

2 Satisfaction with job facets 17

3 Career Commitment 18

4 Career Family attitude 20

5 Value attainment 21

CHAPTER III: HYPOTHESES AND MODEL 23

1.1 Dependent Variables 23

1.2 Independent Variables 23

2 Constructs 24

3 Hypotheses development 24

4 Measures 26

5 Research Participants 30

6 Procedure for Data Collection and Analyze 30

CHAPTER IV: ANALYSIS AND RESULTS 32

1 Reliability Analysis 32

2 Descriptive Analysis 32

3 Correlation matrix 33

4 Hypotheses Testing results 34

CHAPTER V: DISCUSS, LIMITATION, FUTURE RESEARCH RECOMMENDATION 36

1 Discussion 36

2 Management Implications 37

3 Limitations and Further Research Recommendation 38

REFERENCES 39

APPENDIX 1 41

APPENDIX 2 48

ACKNOWLEDGEMENTS

It is very tough to study MBA at weekend course while working during weekdays All business trips and personal work have to be organized during weekdays Some times, I have no time to read textbooks or prepare well for examinations when the work enters high seasons The time is gone very fast Over one year was passed and I have finished my study It is time to prepare final works

Firstly, I would like to take the chance to give my many sincerely thanks to Dr Nguyen The Khai who instructed us the subject of Business Research Method The most valuable knowledge that I have gained from him is “not over confident about your knowledge and always proving by figures” The method of how to do research is very useful for me to apply in my real company to make decision Especially, he took

a lot of time to share with us how to collect data and do analysis in order to complete this research

Secondly, I would like to thank very much to my dear classmates for your discussion

on taking charge topic, being on Viber every night to help each other to analyze data

on SPSS Many thanks to Mr Long, the oldest man in the class for your helping to make prints and beautiful covers for all members in the class

Finally, many thanks to my family for supporting me during last over one year Special thanks to my wife who has stayed at home to take care of my two princesses make me feel comfortable to study

It is the first professional research in my life It is sure to have many mistakes I do hope to receive your valuable contributions for further understanding and developing

Thank you very much,

Nguyen Dinh Thi

- CFA: Career Family attitude

- VA: Value attainment

LIST OF TABLES AND FIGURES

Figure 1: Proposed Research Model of taking charge at Nha Be Corporation Table 1: Summary of Cronbach’s Alpha of the variables

Table 2: Descriptive Statistics

Table 3: Summary of Correlations of all variables

Table 4: Model Summary of all hypotheses

ABSTRACT

This study examined the taking charge at Nha Be Corporation to understand the impact of career commitment, career family attitude, satisfaction with job facets and value attainment on taking charge behavior Data was collected by using a standardized questionnaires applying to 400 employees from different departments at Nha Be Corporation during 03 months There were 280 completed responses of the questionnaires used to make the statistical analyses The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis

From the findings of this research, the management board of Nha Be Corporation could consider to come out with strategies to enhance taking charge roles of their staff

Keywords: Career commitment, Career family attitude, Satisfaction with job facets, Value attainment, Taking charge

2 Company history highlight

NBC was founded with two garment factories named Ledgine and Jean Symi in Saigon Export Processing Zone, which have been operating since before 1975 After the unification in 1975, the Department of Light Industry took over these two factories and changed their names into Export Processing Zone Garment Factory The number of employees who worked in the factories at that time was about 200

The early 1990’s was the period of strong development of the textile and garment industry It became the main force in Vietnam’s export-oriented socioeconomic development strategy In order to address the needs of strong economic units to accomplish the strategic task of the industry, on March 1992, the Ministry of Industry decided to found Nha Be Garment Company based on the foundation of Nha Be Garment Factory

In April 2005, Nha Be Garment Company was privatized and transformed from a state-owned company into Nha Be Garment Joint Stock Company Also in this period, the company implemented various in-depth investment plans introducing processes, technology, state of the art equipment, and increasing workers’ skills The

could create the competitive advantage and were directed to markets like America, Japan and EU Until now, Nha Be Garment has been being assessed as the leader of Vietnam in suit production

In 2008, the company had a lot of changes in orientation, organization and domestic market development It re-organized its departments to streamline production processes, separated some functions to form member units, and expanded operation

to high potential areas

In October 2008, the company changed its name again to Nha Be Garment Corporation - Joint Stock Company (NBC) and introduced a new brand identity system

The domestic market became a focus of NBC’s operation with many large-scale plans NBC renovated its vital tasks such as market researching and product designing, and introduced new brands and extended its distribution system throughout the entire country

Following the success with processing orders for domestic and export markets, NBC continued to invest heavily in the form of FOB 2011 marked this event when NBC proceeded with the construction of separate areas for foreign professionals and selected staff employees The export value of NBC in 2012 reached about USD420 million, of which the ratio of FOB orders accounted for 50% of total exports value Entering 2013, the garment and textile sector was faced with great opportunities and challenges with a series of free trade agreements (FTA) under negotiation NBC promoted the development of the ODM method mainly based on the foreign experts who catch the fashion trends, market tastes very well together with capable designers and strong sales teams who perfect the whole supply chain, contributing to enhance the production value, increase competitiveness and create a strong foothold in the market

3 Organization

4 Vision and mission

4.1 Vision

NBC always brings the most up to date fashions to Vietnamese and International customers as a premium fashion maker using the latest technological equipment in conjunction with a very experienced management and technical team

4.2 Mission

To exceed our customers expectations in quality, delivery, and cost through continuous improvement and customer interaction when using all NBC’s services

4.3 Core values

NBC always acts with the following beliefs:

Customer oriented approach: When making policy and strategies, NBC always focuses on our customer's interests and requirements

Social Responsibility: As a role model of a leading _firm in Vietnam, NBC not only focuses on our business objectives but also actively asserts its leadership in improving the social living standard and development for our workers and the community

Innovation and Quality: The core factor of innovation is to produce the most suitable designs, materials, equipment improvement and manufacturing systems using the latest technology available NBC always sets the standard which is to meet and exceed our customers requirements

Responsibility to the employee: Creating a healthy, safe and filling environment in which our employees can achieve their personal potential Flexibility and Efficiency: NBC’s manufacturing and management systems

are created to be efficient and operate with the utmost flexibility to satisfy the market demand for fashion apparel and the standards required

5 Business activities

5.1 Domestic market

NBC owns national wide distribution channel all over Vietnam

5.2 International market

NBC focuses on biggest markets such as US, EU, Japan and other countries

5.3 Investing, Trading And Service Activities

NBC has member units operating in areas such as finance investment, tourism, transportation, construction, information technology, real estate, etc

6 Research introduction

6.1 Problem statement

Employee performance issue is a challenge all managers face at one time or another (Max Messmer, 2003) In order to find the employee performance, managers use many tools to do staff performance appraisal

The purpose of performance appraisal is many folds However, there are two broad purpose of performance appraisal as depicted below:

- Evaluation: To let employees know where they stand relative to performance objectives and standards An effective entails the following:

• Establishes performance standards that are measurable performance standards

• Sets mutually acceptable and measurable performance standards

• Provides continues feedback to employees about their performance

• Accurately measures performance

• Compares performance with performance standards

• Develops employees where necessary or take corrective action where

- Development: Assist in training and continued personal development of people Developed employees are more motivated commuted and competent to achieve their work roles and goals They can contribute effectively in improving the organization effectiveness.

After doing staff performance appraisal, management board of Nha Be Corporation found that there are many employees performing very well because they are willing to take charge their job Those staffs have high career commitment, good career family attitude, satisfaction with jobs, and high value attainment It is assumed that there are relations among these factors Therefore, this research is examining those factors to understand more about the relations among them

6.2 Purpose of the study

The main purpose of this study is to analyse factors of Taking charge, Satisfaction with job facets, Career commitment, Career family attitude and Value attainment

to find out the relationship between these factors to understand what and how the factors influence on taking charge of a person in the organization

The specific methods described the research model, hypothesis, measures, research, data collection processes and procedures for data analysis

It is expected that the results from this research will give to the management board an overview on how to increase the roles of employees in the organization,

so that they can set up clear goals for Human resources development for future growing

7 The cope of the research

This research was conducted on Managers, Supervisors and staff of Nha Be Corporation in different departments including Sales & Marketing, Compliances, Finance and Accounting, Cutting and Sewing, Washing and Finishing There are

280 surveys returned back from 400 sent out surveys A series of formed

questionnaire was distributed to each employee with clear instructions and guidelines for fulfillment

8 Research questions

The research focused on examining on how other perceptions, situations influence

on taking charge behavior Therefore, the following questions will be addressed in the scope of study:

- Does any satisfaction with job facets influence on taking charge?

- What is the relation among taking charge and career commitment?

- Does Career family attitude have same direction with taking charge?

- How value attainment impact on taking charge?

Chapter II: Literature review

1 Taking charge

According to Morrison & Phelps (1999), Taking charge is discretionary behavior intended to effect organizationally functional change Taking charge entails voluntary and constructive efforts, by individual employees, to effect organizationally functional change with respect to how work is executed within the contexts of their jobs, work units, or organizations Taking charge, as reported

by coworkers, related to felt responsibility, self-efficacy, and perceptions of top management openness

Taking charge occurs when frontline workers go one step further, informing managers of how they actually attempted to resolve problems (Morrison and Phelps 1999) Taking charge leverages frontline workers’ firsthand knowledge of the details—and often the root causes—of problems, which enables them to offer particularly well-informed ideas about how to resolve them (Tucker 2007) Compared to voicing concerns, taking charge is a more constructive form of speaking up because it can mitigate consequences and prevent recurrences (Morrison and Phelps 1999)

Addleson (2011), the easy platitudes to dig deep into the underpinnings of exactly how people work together in peer-to-peer relationships and networks According to Levit (2010), one way to renew your motivation and quell boredom

is to take on new responsibilities To take charge at work, one must show off their potential and carefully tread - to gain access to meatier assignments to be prepared and proactive

Every employee is a wellspring of potential energy An organization that expects, inspires, and encourages employees to perform at their highest levels will more than likely achieve those results Energized employees take charge and do what needs to be done without being told

One of the most significant activities that energizes employees is the freedom to

take charge Taking charge is a key ingredient in making improvements at work, solving problems, dealing with change, and providing customers with service that far exceeds their expectations It's the employees who are actually performing the jobs who are in the best position to know how best to do their jobs, to resolve problems as they arise, and to benefit the most from their actions

The measure is developed by Morrison and Phelps (1999), uses 10 items to describe the behavior of "taking charge." Taking charge correlated positively with top management openness, general self-efficacy, felt responsibility, expert power, and organizational level Exploratory factor analysis showed that taking charge was empirically distinct from in-role behaviors, civic virtue, and altruism

2 Satisfaction with job facets

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)

Porter and Steers (1973) argued that the extent of employee job satisfaction reflected the cumulative level of met worker expectations

Job satisfaction is the state in which employees feel the situation of pleasure from his or her job or it is the positive and emotional state of the employee as a result

of the appraisal of his or her job and performance Job satisfaction is the center for the consideration to know the effect on the employee’s performance Now a day, the situation has been changed; mostly it is found that employees who are working in different organization are not satisfied with their job (Muhammad Ali Shaikh, Niaz Ahmed Bhutto, Qamaruddin Maitlo, 2012)

Herzburg, Mausner; Syderman, (1930) found that good training and development also effect the productivity of the employees, and the employees will perform better in the position when they will be satisfied form their job

Patricia G Conway, Martha S Williams, and Janet L Green (1987), A model of job facet Satisfaction, Journal of Social Work Education, job included 17 facets: promotion, training, supervisor, upper management, organization of work tasks, work stress, work challenge and autonomy, physical work space and equipment, work group, organizational commitment, organizational structure, pay, merit pay, affirmative action, benefits, job security, and distribution of staff

The Andrews and Withey measure correlated positively with organizational commitment, self-rated performance, supervisory rated performance, pay level, promotion opportunities, positive conversations with boss, customer/ client contact, freedom to work the employee's own way, learning opportunities, amount

of decision making, and mental effort required It correlated negatively with intention to quit (McFarlin & Rice, 1992; Steel & Rentsch, 1995, 1997) Rentsch and Steel (1992) found that the Andrews and Withey measure correlated highly with overall satisfaction scores from both the Job Descriptive Index (JDI) and the Minnesota Satisfaction Questionnaire It also correlated positively with satisfaction with the five JDI facets of pay, supervision, promotions, co-workers, and the work itself

3 Career commitment

Career commitment is not a written contract or agreement Career commitment can be considered one's attitude towards one's profession or vocation, where career commitment involves the development of personal career goals and an identification with and involvement in those goals, such that one is willing to exert effort in support of their career, congruent with its values (Blau 1985; Goulet and Singh 2002; Kalleberg and Berg 1987; Porter, Steers, Mowday and Boulian 1974)

Career commitment has proven to be distinguishable from other commitment measures such as job involvement and organizational commitment, with minimal redundancy (Blau, 1989) Even though career commitment was known to lag developmentally (Morrow, 1993), it has gained a growing importance since a

career provides a significant source of occupational meaning and continuity when organizations have become unable to provide employment security (Aryee, Chay,

& Chew, 1994)

Career changes also affected career commitment such that career changers were less committed to their present careers, compared to those who had not changed (Cherniss, 1991)

According to Lin & Chen (2004), Career commitment is characterized by the development of personal career goals, as well as by attachment to, identification with, and involve- ment in those goals Individuals with strong career commitment may display higher levels of requirements and expectations from the organizations with which they establish relationships

Category of commitment includes: occupational commitment and professional commitment While each of these areas have some small differences most researchers consider them to be quite similar, and each of them can be used to coin the entire category, and are thus interchangeable (Mueller, Wallace et al 1992; Meyer, Allen et al 1993; Wallace 1993; Snape and Redman 2003)

Career commitment correlated negatively with work stress, emotional exhaustion, low accomplishment, and the low alternatives dimension of continuance commitment Career commitment correlated positively with perceived performance and life satisfaction, and the personal sacrifices dimension of continuance commitment (Cohen, 1999; Reilly & Orsak, 1991) Factor analysis showed that career commitment was empirically distinct from affective organizational commitment, continuance commitment, and normative commitment (Cohen, 1996) Career commitment was also shown to be empirically distinct from job involvement and a measure of the Protestant work ethic (Cohen, 1999)

4 Career family attitude

Work–life balance involves a perceived balance between work and the rest of life – the ability to meet commitments at home and at work Balancing the demands

of work and family roles has become a daily task for many employed adults (Williams & Alliger, 1994)

Moreover, achieving work–life balance is also highly variable, as both parenting and work responsibilities may differ from person to person (S Nelson and S Lyubomirsky, 2015) Perhaps not surprisingly, more than half of workers report difficulties balancing the responsibilities of work and family (Parker and Wang, 2013), and parents frequently experience fatigue associated with being ‘on call’ 24/7 (Feldman and Nash, 1984)

On the other hand, there are potential costs associated with such role accumulation, including role strain, psychological distress, and somatic complaints (Frone, Russell, & Cooper, 1992) In general, the subjective quality of the experiences an individual has in both work and family roles is a critical determinant of psychological well-being (Frone et al., 1992)

In addition, work and family experiences may have reciprocal effects so that perceptions and behavior in one role are affected to some degree by experiences

in the other (Williams & Alliger, 1994) It is not surprising that studies have found varying degrees of strength in the relationship between work family conflict and job and life satisfaction (Kossek & Ozeki, 1998)

Family focus correlated negatively with educational aspirations and an employee's grade point average Balance correlated negatively with male gender of respondent and positively with educational aspirations and a respondent's grade point average Career focus correlated positively with educational aspirations and

an employee's grade point average Dominance correlated positively with being a male respondent and living in a rural setting Spousal support correlated positively with being male and correlated negatively with educational aspirations and grade

point average Independence correlated negatively with being a male respondent and positively with educational aspirations and grade point average (Sanders et al., 1998) Factor analysis of the scale items found six factors corresponding to family focus, balance career focus, dominance, spousal support, and independence The family focus factor was subsequently separated into "I defer" and "someone defers" subscales (Sanders et al., 1998)

5 Value attainment

The values of members of organizations have received increased attention as the source of both what is wrong and what is right about companies The values of higher-ranking members of an organization probably affect the types of decisions the organization considers and makes (Ravlin & Meglino, 1987) Thus, it may be difficult to detect the behavioral effects of values that have been internalized to form a central part of the individual's identity and view of the world (Ravlin & Meglino, 1987)

Jennifer M George and Gareth R Jones (1996), Value attainment captures the extent to which a job helps a worker to attain life values, attitudes capture how one comes to evaluate the job, and moods capture how one feels when performing the job

In general, values are believed to develop through the influences of culture, society, and personality Compared with attitudes, values are thought to occupy a more central place in a person's cognitive system and may be ore closely linked to motivation (Dose, 1997)

In the context of work, studies of work values have tended to focus on the following:

- Vocational work values, which are essentially goals that a worker seeks to achieve Examples are material success, altruism, work conditions and

- The importance of various aspects of a job or organization These may include safety, autonomy, comfort, altruism, and achievement

- Preferences for the characteristics of a job These may include security, development, altruism, lifestyle, prestige, and creativity

self The extent to which individuals adhere to aspects of the Protestant work ethic These aspects may include industriousness, self-discipline, and individualism (Dose, 1997)

Attainment of terminal values correlated positively with job satisfaction, job performance, and employee positive affectivity Attainment of terminal values correlated negatively with turnover intentions and employee negative affectivity (George & Jones, 1996; Hochwarter, Perrewe, Ferris, & Brymer, 1999)

Chapter III: Hypothesis and Methods

1 Research model

Figure 1: Proposed Research Model of taking charge at Nha Be Corporation

1.1 Dependent variables

Authors Morrison and Phelps

Career commitment (CC)

Career Family Attitudes

-Value Attainment (VA)

• Career family attitude (CFA)

• Value attainment (VA)

3 Hypothesis development

Taking charge at work helps employees feel that he or she is important to the organization Her or his contribution is recognized and trusted People are inspired when they know that their leaders believe in their capabilities to deliver

Hodson (1991) advocates examination of the effects of the characteristics of jobs and work environments on employee work behaviors Employee behavior at work generally can be characterized as either contributing to organizational goals

or contributing to an employee's occupational control Employee behaviors can

be described as following patterns of "good soldiers," "smooth operators," and

"saboteurs" (Hodson, 1991) Good soldiers take the organization's goals as their own, are highly committed, and don't question organizational decisions but strive

to implement these decisions efficiently Smooth operators give first priority to

their own occupational goals and may inadvertently advance organizational goals Saboteurs are employees who neither adopt organizational goals nor achieve their own occupational goals Therefore they undertake such behaviors as passively resisting authority, carelessly violating work rules, or intentionally destroying property to get even with their boss or organization The distinctions among these categories may be subtle; for example, some good soldiers may work diligently at preventing their boss from understanding how quickly work actually could be completed (Hodson, 1991)

3.1 Hypothesis 1: taking charge will be positively related to NBC Satisfaction with job facets

As the truth, work is a second home because people staying at work at least 8 hours every Monday to Friday They are working hard not only to satisfy the employers but also satisfy themselves There are many aspects to job satisfaction, depending on what each individual person feels is important When they feel happy with job, they feel happy with their second home We believe that when employees in NBC satisfy with their job facets, they are willing to take charge at the organization

3.2 Hypothesis 2: taking charge will be positively related to NBC Career commitment

Career commitment is showing the organizational commitment to its employees The employees feel secure to work, advocate and develop with the organization Career commitment is characterized by the development of personal career goals and the individual’s attachment to, identification with and involvement in those goals (Colarelli & Bishop, 1990) Career commitment involves self-generated goals and commitment to one’s own career, which may lead to employment in several organizations (Randall, 1987)

When employees engage a long time with the organization and want to grow with it, they tend to take charge

3.3 Hypothesis 3: taking charge will be positively related to NBC Career family attitude

We assume that a person who are willing to take care of his family having a good attitude at work

4 Measures

The survey consists of 53 questions The survey is designed to collect information about Taking Charge (TC), Satisfaction with Job Facets (SJF), Career Commitment (CC), Career Family Attitude (CFA), and Value Attainment (VA) in Nha Be Company

4.1 Taking charge

Taking charge measure was developed by Morrison and Phelps (1980), used

10 items to describe the behavior of “taking charge” Taking charge entails voluntary constructive efforts to bring about functional changes in an organization These may include changes in how work is performed It is discretionary behavior that is inherently change oriented, aimed at improvement in the organization Responses are obtained using a 5-point Likert-type scale where 1= very infrequently and 5 = very frequently Respondents are asked to indicate the degree of certainty about each of the following items:

1 This person often tries to adopt improved procedures for doing his or her job

2 This person often tries to change how his or her job is executed in order to

6 This person often makes constructive suggestions for improving how things operate within the organization

7 This person often tries to correct a faulty procedure or practice

8 This person often tries to eliminate redundant or unnecessary procedures

9 This person often tries to implement solutions to pressing organizational problems

10 This person often tries to introduce new structures, technologies, or approaches to improve efficiency

4.2 Satisfaction with job facets (SJF)

This measure was developed by Andrews and Withey (1976), uses five items

to measure overall job satisfaction The questions each assess satisfaction with specific job facets The response scale is unique, obtaining responses ranging from delighted to terrible on a 7-point Likert-type scale where 7 = delighted, 6 = pleased, 5 = mostly satisfied, 4 = mixed (about satisfied and dissatisfied), 3 = mostly satisfied, 2 = unhappy, and 1 = terrible Respondents are asked to indicate the degree of certainty about each of the following items:

1 How do you feel about your job?

2 How do you feel about the people you work with (your co-workers)?

3 How do you feel about the work you do on your job (the work itself)?

4 What is it like where your work (the physical surroundings, the hours, the amount of work you are asked to do)?

5 How do you feel about what you have available for doing your job – I mean the equipment, information, good supervision, and so on?

4.3 Career commitment (CC)

Career Commitment measurement was developed by Blau (1989), has been widely used to examine individuals’ commitment toward their occupations, profession, and careers Reilly and Orsak (1991) modified the items to fit the nursing profession The measure could be similarly adapted to fit other