Evaluating the effects of job satisfaction in ANZ bank vietnam

The findings of the study revealed that a positive relationship was found between job satisfaction and organizational commitment, organizational citizenship behaviors and voice behaviors

RESEARCH PROJECT

(BMBR5103)

EVALUATING THE EFFECTS OF JOB SATISFACTION

IN ANZ BANK VIETNAM

ADVISOR’S ASSESSMENT

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Advisor’s print name and signature

TABLE OF CONTENTS

ACKNOWLEDGEMENTS 5

LIST OF FIGURES 6

LIST OF TABLES 7

ABBREVIATIONS 8

ABSTRACT 9

CHAPTER I - INTRODUCTION 10

1.1 Company Introduction 10

1.2 Research Introduction 14

1.2.1 Problem statement 14

1.2.2 Purpose of the study 15

1.2.3 The scope of the research 15

1.2.4 Research questions 16

CHAPTER II – LITERATURE REVIEW 17

2.1 Job Satisfaction 17

2.2 Organizational Commitment 20

2.3 Organizational Citizenship Behaviors 25

2.4 Voice Behaviors 27

2.5 Job Stress 28

CHAPTER III: RESEACH MODEL AND HYPOTHESES 31

3.1 Research Model 31

3.1.1 Dependent Variables: 31

3.1.2 Independent Variables: 31

3.1.3 Constructs 31

3.2 Research Hypotheses 32

3.3 Instruments 36

3.4 Research Participants 37

3.5 Procedure for Data Collection and Analyze 37

CHAPTER IV: ANALYSIS AND RESULTS 39

4.1 Demographic Characteristics of the respondents 39

4.2 Reliability Analysis 41

4.3 Descriptive Analysis 42

4.4 Correlation of all variables statistics 42

4.5 Hypotheses Testing 43

CHAPTER V: CONCLUSION 47

5.1 Summary and Discussion: 47

5.2 Management Implications: 48

5.3 Limitations and Further Research Recommendation: 49

REFERENCES 51

APPENDIX A 51

APPENDIX B 59

ACKNOWLEGEMENTS

First of all, I would like to express my deep gratitude to Dr Nguyen The Khai, my research advisor, for his patient guidance, enthusiastic encouragement and useful critiques of this business research work I would also like to extend my thanks to assistant lecturers of the MBAOUM-K15C class for their help in running and analyzing data

Then, I am thankful to all my colleagues at ANZ Bank and classmates for their support and assistance in completing the survey questionnaire on schedule as well as consultation, orientation and comment during my research process

Last but not least, I wish to thank my beloved family for their encouragement and continuous support throughout my study in the MBA program

LIST OF FIGURES

Figure 1: Proposed Research Model of Job Satisfaction in ANZ Bank 31 Figure 2: A summary of demographic characteristics of the respondents 40

LIST OF TABLES

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

Table 2: Descriptive Statistics 42

Table 3: Summary of Correlations of all variables 43

Table 4: Multiple Regression of Hypothesis 1 45

Table 5: Multiple Regression of Hypothesis 2 46

Table 6: Multiple Regression of Hypothesis 3 47

Table 7: Multiple Regression of Hypothesis 4 47

ABBREVIATIONS

SPSS Statistical Packages for the Social Science

ABSTRACT

The aim of the study is to investigate the relationship and effects of job satisfaction among the employees working in ANZ Bank Self-administrated questionnaire was distributed by selecting a convenient sampling the data collected was 225 employees (nearly 30% of total employees) in the bank The data were analyzed with the help of Statistical Package of Social Sciences (SPSS) The findings of the study revealed that a positive relationship was found between job satisfaction and organizational commitment, organizational citizenship behaviors and voice behaviors among the employees, whereas negative relationship between job satisfaction and job stress was not found due to unsupported data The study results are useful for the bankers The study also provided the limitations and recommendations for future research

Keywords: Job satisfaction, organizational commitment, organizational citizenship

behaviors, voice behaviors, job stress, ANZ Bank, banking industry

CHAPTER I - INTRODUCTION

1.1 Company Introduction

Australia and New Zealand Banking Group (ANZ) are fully committed to Vietnam ANZ was one of the first foreign banks to open, and has been in Vietnam since 1993 ANZ Vietnam now has eight Branches and Transaction offices, one Saving Kiosk in two major cities, Hanoi and HCMC and two Representative Offices, servicing Retail & Wealth, Consumer Finance, Institutional and Commercial customers ANZ Vietnam has more than 750 employees, and named the Best Retail Bank in Vietnam in The Asian Banker’s International Excellence in Retail Financial Services Awards 2013

In 2008, ANZ became one of the first three 100% foreign owned banks to be

granted a banking license by the State Bank of Vietnam to locally incorporate in Vietnam The new license allowed ANZ to step up its expansion strategy in Vietnam and led to the opening of more branches and representative points in Hanoi and Ho Chi Minh City in 2009

As the key hub for the Greater Mekong Region, which includes Vietnam, Cambodia, Laos, Thailand and Myanmar, ANZ Vietnam plays a pivotal role in the Bank’s wider super regional strategy, connecting customers with each other and with markets across the region

ANZ has an exciting ambition to become a super regional bank – providing the scale and quality of a global business to customers in our core markets of Australia, New Zealand, Asia and the Pacific In order to achieve our goals, we know we need

to nurture great people That’s why we’ve made it our business to be an organization where people want to work and can deliver their best

We expect employees to take ownership of their career and ambitions while we

provide learning and development opportunities to help them achieve goals, as well as competitive remuneration and benefits In line with our focus on outperformance, employees who deliver great results and outperform while doing the right thing can expect to receive higher rewards

We want the best talent working at ANZ – no matter who they are or where they’re from Diversity of ideas and experiences is key to our success ANZ is a culturally diverse organization with employees born in more than 130 countries who speak over 90 languages, and we promote flexibility as the way we work Our work/life flexibility options include: flexible hours, job sharing, roaming work, part-time work, career extension for over 55s, career breaks and career’s, lifestyle and study leave We’re proud to be recognized as a mature age champion

by the Federal Government and an Employer of Choice for Women by EOWA (Equal Opportunity for Women in the Workplace Agency) Through our Reconciliation and Disability Action Plans, we’re committed to meeting significant targets for the employment of Indigenous Australians and people with disabilities

ANZ in the community

ANZ’s key corporate responsibility initiatives, namely MoneyMinded Vietnam, Project 3E and our partnership with Blue Dragon Children’s Foundation, focus on developing the local communities we serve

MoneyMinded is our flagship adult financial education that helps people improve their financial skills, knowledge and confidence

Project 3E, which stands for Educate, Enrich and Employ, is a 3-year educational community initiative done in partnership with the Saigon Children's Charity and the local government, Launched in November 2013, Project 3E aims to provide access

to quality schooling in a sustainable way to over 4,000 disadvantaged children in the Long My district in Hau Giang province, Vietnam

Through our partnership with Blue Dragon, we are committed to provide both financial and volunteering support to over 2,000 underprivileged children, including homeless street children, supported by the community initiative, Blue Dragon House

Products and Services

Institutional and Commercial banking

 Relationship Banking – corporate and institutional banking, mergers & acquisitions

 Global markets and loans – structuring and customer solutions, corporate and institutional sales, commodities solutions, wealth distribution, trading, debt capital markets, syndications, structured leasing and asset finance, project and structured finance, as well as structured export finance

 Transaction banking – trade and supply chain, payments and cash management, and clearing services

Retail banking

 Relationship Banking - Signature Priority Banking

 Products - current and savings accounts, bank assurance, term deposits, dual currency investment, foreign exchange, structured deposits, credit cards,

unsecured lending and mortgages

Key milestones

ANZ establishes ANZ Bank (Vietnam) Limited

ANZ expands its network in Vietnam by opening more outlets in Hanoi and HCMC

ANZ acquires and completes the integration of the Royal Bank of Scotland’s

corporate and institutional banking businesses in Vietnam

My Voice Survey 2015 of ANZ Bank which has been published recently, the numbers of employees have the job tension gets increasing year over year That may lead the bank to critical impact of leaking its skilled and well trained workforce Not only that, it will take huge invisible cost for the bank if these well trained and qualified employees run out of the company and come to work for the competitors

It is important for ANZ to retain the employees who are committed and help enhance the competitiveness of the bank One of the important aspects in influencing OC, OCB, VB behaviors and JSS attitude that needs to be examined is about the job satisfaction of employees The satisfaction of work becomes interesting and important issue Job satisfactory is the difference between what we expect and what we get related to the alternative which is available in the situation that has been set

Why is the employee not strongly motivated to contribute to the bank’s success? How much percent are the bankers satisfied with their current job? Is there relationship between job satisfaction among organizational commitment, organizational citizenship behaviors, voice behaviors and job stress?

Related to it, the manangement of resources is the important thing and concerned One of the variables which can improve performance is by creating the positive employee’s behaviors OC, OCB, VB are positive behaviors of the people

in one organization, which expressed in availability of concerning and voluntarily to work OC, OCB, VB gives the positive impact not only to the employee but also giving the contribution to the organization which is expected formally by the

organization Besides, JSS is a negative attitude of the people feels working under high workload, work stress The successful organization has employees which has great responsibility on formal employee and is allowed to do their work freely Their behavior is unspecified, but it gives the contribution to function of the organization An organization wouldn’t last or prosperous without its members’ behavior as as a good citizen, strong commitment and to be involved in every positive behavior

The job satisfaction in organization and individual, the low level of work satisfaction in an organization is a sequence of reduction in doing work, the increase

of attendance and the decrease of moral Whereas in the individual level, the dissatisfaction of job which related to a great desirability to quit job, the increase of work stress, and many physiological and physical conflicts that arose (Handoko, 1992)

1.2.2 Purpose of the study

This research is undertaken in order to analyze how job satisfaction effects on organizational commitment, organizational citizenship behaviors, voice behaviors, job stress of ANZ Bank employees This research analyzes how ANZ Bank can build job satisfaction by considering factors and employee’s behavior Then, ANZ management team can the project’s results as reference on adjusting and developing couple of solutions that may fill in the gap in HRM system and encouraging employee’s talents and abilities to fulfill its vision to be the best connected, most respected bank across the Asia Pacific region

1.2.3 The scope of the research

Given the limited resources and time, the empirical data for the research were collected from 225 employees (accounted by 30% total number employees) of ANZ Vietnam in 5 divisions including Branch Sales, Marketing, Card and Lending Operation, Payment Operation and Credit Assessment

Examinees on this study include male or female; officers, senior officers, managers, business unit head and who achieved associate, bachelor and higher degree

1.2.4 Research questions

The research will focus on examining the relations of job satisfaction and job attitudes and behaviors among ANZ employees Therefore, the following questions will be addressed in the scope of study:

RQ1: Is there any relationship between job satisfaction and organizational commitment and job stress?

RQ2: Does job satisfaction affect on organizational citizenship and voice behaviors?

RQ3: How can managers build job satisfaction among their employees?

CHAPTER II – LITERATURE REVIEW

2.1 Job Satisfaction

Job satisfaction is an employee's general positive attitude toward the job (Byars and Rue, 2000) It is a commonly defined as the extent to which bankers like their work (Agho et al., 1993) It is also an attitude based on employee's negative or positive perception of their jobs or work environments (Reilly et al., 1991), the degree to which there is a good fit between the individual and the organization (Ivancevich et al., 1997) Simply stated, the more people's work environment meet their needs including intrinsic and extrinsic needs (Abraham Maslow,1954), values,

or personal characteristics, the greater the degree of job satisfaction (Ellickson, 2002) will be

Recent studies have identified that job satisfaction of employees is defined and measured in two aspects: overall satisfaction of job and satisfaction of job components Job satisfaction is one criterion for establishing the health of an organization and overall satisfaction is a function of a combination of situational characteristics and situational occurrences and it is also presented emotions covered all aspects of work Smith et al (1996) developed a scale to measure job satisfaction (JDI-index) Different authors have different approaches towards defining job satisfaction Hoppock defined job satisfaction as any combination 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

There is a belief that when the employee is happy he will be productive Happy employees are more likely to attract more customers by a welcoming and kind manner and unhappy employees can lead customers to leave (Hanif, 2008) Much research has been undertaken by job satisfaction and its consequences but

unfortunately a few numbers of them are about banking industry It showed that job satisfaction correlates with raised output, being loyal with bank, organization’s efficiency and decrease in absenteeism Davis (2007) indicated that job satisfaction positively influences the effort, capability and ability of employees He also emphasizes that dissatisfied employees may cause difficulties such as increasing cost and decreasing profits and consequently dissatisfy customer

The success of business can be determined by the level of employee job satisfaction (Jegan, 2011) Moreover, this finding is consistent with other research that done by Panchanatham (2011), which has showed the positive relation between satisfaction of bank employees and productivity He indicated that if bank employees feel satisfied that there is less likelihood of resignation compares to dissatisfied employees

Considering the above, seven factors are proposed in this study as antecedents

of job satisfaction They are: work challenge, training and promotion opportunities, leadership support, colleague relationship, salary, benefit, work environment Additionally, organizational and individual characteristics are included into the model as moderating factors (age, gender, and organization ownership and organization size)

Locke (1969) defined job satisfaction as a positive emotional feeling, a result

of one’s evaluation towards one`s job experience by comparing between what one`s expects from the job and what one actually gets from it Again in 1976 Locke define job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience Spector (1997) says that job satisfaction is

“the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs” (p 2) Job satisfaction is a general and global affective response that an individual has about his job (Chiun Lo and Ramayah, 2011) A Job satisfaction phenomenon is more about how an employee feels than the fulfillment of his needs (Locke, 1976)

I can conclude from the above definitions that job satisfaction is the perception

of an employee about his job It is psychological phenomenon of an employee

which describes the feeling and thought of an employee towards his job Job satisfaction is actually the satisfaction of an employee from the characteristics of the job Low satisfaction can be the result of working with unskilled or inappropriately trained staff, laborious tasks such as documentation, repetition of duties, tensions within role expectations, role ambiguity, role conflict, feeling overloaded, the increasing need to be available for overtime, relations with co-workers, personal factors and organizational factors (Rad and Yarmohammadian, 2006)

There are many factors that make an employee happy or unhappy with his job, these factors vary from one employee to another and from day to day activities (Chiun Lo and Ramayah, 2011)

The manager must try to get the knowledge about needs of each worker to attain the high level of employees’ job satisfaction (Locke, 1976) Researchers have worked on this issue and they developed six assessment models (Descriptive index, Minnesota Satisfaction Questionnaire, Job Diagnostic Survey, Job Satisfaction Survey, Job in General Scale and Michigan Organization Assessment) to assess the employees’ job satisfaction by considering job satisfaction factors (Spector, 1997, p.7) Two of them are useful and popular One is Job Satisfaction Survey model that

is developed by Spector in 1985 It is the most popular format in job satisfaction scale This model discusses nine factors for job satisfaction i.e, pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, coworkers, nature of work, communication The second most popular model is Job Descriptive Index that is developed by Jdi Smith, Kendall, and Hullin in 1969 This is also most useable and popular model among organizational researchers This model discusses five factors to develop job satisfaction; work, pay, promotion, supervision, and coworkers (Spector, 1997)

Ting (1997) describes that different characteristics of job such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well

as characteristics of organization such as commitment and relationship with

supervisors and co-workers have significant effects on job satisfaction The factors

to investigate the overall job satisfaction among employees are discussed below

2.2 Organizational Commitment

Organizational commitment is a widely researched construct in the Management Literature (Meyer and Allen 1991; Mowday, Porter and Steers 1982; Swailes 2002; Argyle 1989; Etzioni 1975) describes the involvement and faithfulness

of employee towards the company The identification, involvement, and loyalty subscales correlated positively with work rewards and committed behaviors, which included such actions as reading in-house publications, attending general meetings, voting frequently in internal elections, activism, and job effort The three subscales all correlated negatively with the range of other employment alternatives (Oliver, 1990) Furnham et al (1994) found that a personality style that tends to attribute positive events at work to internal causes correlated positively with the combined measure of organizational commitment

There are various definitions of the concept Organizational Commitment include Porter’s (1974) definition which descript organizational commitment as the relative strength of an individual’s identification with and involvement in a particular organization According to Mowday, R.T., Steers, R.M., & Porter, L.W (1979) organizational commitment is a strong belief in and acceptance of the organization’s goals and values; a willingness to exert considerable effort on behalf of the organization; and a strong desire to maintain membership in the organization Allen & Meyer (1990) is of the view that organizational commitment has been defined as a psychological state that binds an employee to an organization, thereby reducing the incidence of turnover

Batemen & Strasser (1984) believe that the aims of studying organizational commitment are related to:

- Employee’s behaviors and performance effectiveness

- Attitudinal, affective and cognitive constructs such as job satisfaction

- Characteristics of the employees’ job and role, such as responsibility

- Personal characteristics of the employee such as age and job tenure

Meyer & Herscovitch (2001) stated that commitment is a force that binds an individual to a course of action of relevance to one or more targets

O’Reilly (1989) defined Organizational Commitment as an individual's psychological bond to the organization, including a sense of job involvement, loyalty and belief in the values of the organization

Schwartz & Tessler (1972) see that personal norms are introduced as a responsible factor for what Wiener referred to as an incorporated normative pressure, which makes organizational commitment a moral obligation because an employee feels he

or she must do so According to Wiener & Verdi (1980), this feeling of moral obligation measured by the extent to which an employee feels that she or he should

be faithful to organization, make an employee sacrifice to help it out and not disapprove it

In general, organizational commitment describes the attachment and involvement of the employee to the organization

Many scientists have developed various definitions of organizational commitment, and numerous scales to measure them Meyer and Allen's model of commitment is

an exemplary of this work

According to Meyer and Allen's (1991) three-component model of commitment was created to argue that commitment has three different components that correspond with different psychological states Meyer and Allen created this model for two reasons: first "aid in the interpretation of existing research" and second "to serve as a framework for future research” Their study was based mainly around previous studies of organizational commitment Meyer and Allen’s research

indicated that there are three "mind sets" which can characterize an employee's commitment to the organization:

Firstly, Affective Commitment is defined as the employee's positive emotional attachment to the organization Meyer and Allen pegged Affective Commitment as

the “desire” component of organizational commitment An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization because he/she want to do so (Cohen, 1993) This commitment can be influenced by many different demographic characteristics: age, tenure, sex, and education but these influences are neither strong nor consistent The problem with these haracteristics is that while they can be seen, they cannot be clearly defined Meyer and Allen gave this example that

“positive relationships between tenure and commitment maybe due to tenure-related differences in job status and quality” In developing this concept, Meyer and Allen drew largely on Mowday, Porter, and Steers's (2006) concept of commitment, which

in turn drew on earlier work by Kanter (1968)

Secondly, Continuance Commitment is the “need” component or the gains

verses losses of working in an organization “Side bets,” or investments, are the gains and losses that may occur should an employee stay or leave an organization

An employee may commit to the organization because he/she perceives a high cost

of losing organizational membership (cf Becker's 1960 "side bet theory" Things like economic costs (such as pension accruals) and social costs (friendship ties with co-workers) would be costs of losing organizational membership But an individual doesn’t see the positive costs as enough to stay with an organization he/she must also take into account the availability of alternatives (such as another organization), disrupt personal relationships, and other “side bets” that would be incurred from

leaving his/her organization

Finally, Normative Commitment reflects a feeling of obligation to continue

employment Employees with a high level of normative commitment feel that they ought to remain with the organization (Meyer & Allen, 1997) The feeling may

derive from an agreement on an individual before and after joining an organization For example, the organization may have invested resources in training an employee who then feels a 'moral' obligation to put forth effort on the job and stay with the organization to 'repay the debt.' It may also reflect an internalized norm, developed before the person joins the organization through family or other socialization processes, that one should be loyal to one's organization The employee stays with the organization because he/she "ought to" But generally if an individual invest a

great agreement, he/she will receive “advanced rewards.” Normative commitment is

higher in organizations that value loyalty and systematically communicate the fact

to employees with rewards, incentives and other strategies Normative commitment

in employees is also high where employees regularly see visible examples of the employer being committed to employee well-being An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction High levels of job satisfaction, in turn, reduces employee turnover and increases the organization’s ability to recruit and retain talent

There has been conceptual critique to the above three – component conceptual model, especially from the psychologists They have argued that commitment reflects the Psychological bond that ties the employee to the organization but that

the nature of the bond can take three forms, labeled compliance, identification, and

internalization (O’Reilly & Chatman, 1986) Compliance occurs when attitudes and

behaviors are adopted not because of shared beliefs but simply to gain specific

rewards In this case, public and private attitudes may differ Identification occurs

when an individual accepts influence to establish and maintain a relationship; that

is, an individual may respect a group’s values without adopting them On the other

hand, internalization occurs when influence is accepted because the included

attitudes and beliefs are congruent with one’s own values (Caldwell, Chatman, & O’Reilly, 1990; Meyer & Allen, 1997; O’Reilly & Chatman, 1986; O’Reilly, Chatman, & Caldwell, 1991)

To date, the three-component conceptual model has been regarded as the leading model for organizational commitment because it ties together three aspects

of earlier commitment research (Becker, 2005; Buchanan, 2005; Kanter, 1968; Mathieu & Zajac, 1990; Mowday, Porter, & Steers, 1982; Salancik, 2004; Weiner, 2004; Weiner & Vardi, 2005) However, a collection of studies have shown that the model is not consistent with empirical findings Solinger, Olffen, and Roe use a later model by Alice Eagly and Shelly Chaiken, Attitude-behavior Model (2004), to present that three- component model combines different attitude phenomena They have come to the conclusion that three- component model is a model for predicting turnover In a sense the model describes why people should stay with the organization whether it is because they want to, need to, or ought to The model appears to mix together an attitude toward a target, that being the organization, with

an attitude toward a behavior, which is leaving or staying They believe the studies should return to the original understanding of organizational commitment as an attitude toward the organization and measure it accordingly Although the three- component model is a good way to predict turnover, these psychologists do not believe it should be the general model Because Eagly and Chaiken's model is so general, it seems that the three-component conceptual model can be described as a specific subdivision of their model when looking at a general sense of organizational commitment It becomes clear that affective commitment equals an attitude toward a target, while continuance and normative commitment are representing different concepts referring to anticipated behavioral outcomes, specifically staying or leaving This observation backs up their conclusion that organizational commitment is perceived by three- component model as combining different target attitudes and behavioral attitudes, which they believe to be both confusing and logically incorrect The attitude-behavioral model can demonstrate explanations for something that would seem contradictory in the three-component conceptual model That is that affective commitment has stronger associations with relevant behavior and a wider range of behaviors, compared to normative and

continuance commitment Attitude toward a target (the organization) is obviously applicable to a wider range of behaviors than an attitude toward a specific behavior (staying) After their research, Sollinger, Olffen, and Roe believe Eagly and Chaiken's attitude-behavior model from 1993 would be a good alternative model to look at as a general organizational commitment predictor because of its approach at organizational commitment as a singular construct, which in turn would help predicting various behaviors beyond turnover

2.3 Organizational Citizenship Behavior

As Organizations complete the paradigm shift from formal hierarchical structures and individualized jobs to team-based work structures (Ilgen & Pulakos, 1999) organizational citizenship behavior (OCB), or behavior that contributes indirectly to the organization through maintenance of the organization's social system (Organ, 1997), has become of increasing interest to academics and practitioners alike (Lepine, Erez & Johnson, 2002; Podsakoff, Mackenzie, Paine, & Bachrach, 2000; Motowildo & Schmidt, 1999, Organ & Ryan, 1995)

Organizational citizenship behavior (OCB) is general defined as behavior that goes beyond the formal requirements of the job and is beneficial to the organization (Spector, 2006; Robbins, 2005) Organ (1977) and his colleagues (Bateman & Organ, 1983; Smith, Organ, and Near, 1983) first used the term organizational citizenship behavior to describe work behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that, in the aggregate, promotes the effective functioning of the organization (Organ, 1988, p.4) Other terms for overlapping behavioral domains include prosocial organizational behavior (Brief & Motowildo, 1986), organizational spontaneity (George & Jones, 1997), and extra-role behavior (Van Dyne, Cummings, & McLean Parks, 1995) Contextual performance (Borman & Motowildo, 1993, 1997), activities that support the social and psychological context in which the organization's technical core is embedded, similarly overlaps with OCB though the latter has historically emphasized

discretionary behavior that was not formally rewarded while the former does not Organ recently redefined OCB as behavior that contributes "to the maintenance and enhancement of the social and psychological context that supports task performance" (Organ 1997, p.91) thus bringing the two concepts much closer together

Numerous taxonomies of OCB-like behaviors have been proposed and operationalized Smith et al (1983) conducted structured interviews of managers who identified instances of helpful subordinate behavior that were not absolutely required job behaviors Factor analysis of ratings of subordinates on these behaviors revealed two factors Altruism, the first factor, referred to behavior directly intended

to help a co-worker in a face-to-face situation (e.g., helping others who have been absent, volunteering for things that are not required) Generalized compliance, the second factor, referred to impersonal behaviors (being punctual, not taking undeserved breaks) Organ (1988) expanded the taxonomy to 5 types of behaviors

He narrowed the definitions of altruism and compliance (as well, re-naming the latter conscientiousness); and added sportsmanship (e.g., not complaining about trivial matters), courtesy (e.g., consulting with others before taking action), and civic virtue (e.g., keeping up with matters that affect the organization) Podsakoff, Mackenzie, Moorman, & Fetter (1990) operationalized these dimensions Though this measure has frequently been used its use by no means universal Examples of other taxonomies include Borman and Motowildo (1993); VanDyne, Graham, & Dienesch (1994); Morrison (1994); Van Scotter and Motowildo (1996); and Coleman and Borman (2000) The behavioral domains of these taxonomies overlap with one another and with Organ's (1988) OCB domain to varying degrees For example, Morrison's (1994) altruism dimension overlaps with Organ's (1988) altruism and courtesy Her involvement dimension overlaps with Organ's sportsmanship and civic virtue while her 'keeping up with changes' dimension overlaps with civic virtue and conscientiousness

2.1 Voice Behaviors

Voice behavior has attracted scholarly attention due to its significant implications for organizational outcomes When employees express their voices concerning work-related issues, their work groups or organizations are likely to benefit from it The benefits include improvement of the current work routines and successful management of, and prevention from, unexpected failures in the work process by error detection and correction, and improvement in the quality of decision making (Argyris & Schon, 1978; Nemeth, 1997; Weick & Sutcliffe, 2001) Indeed, scholars have empirically found that employees who speak up frequently tend to receive high performance ratings from their leaders (Whiting, Podsakoff, & Pierce, 2008), and make contributions to team learning (Edmondson, 1999) and crisis prevention (Schwartz & Wald, 2003) In addition, Morrison and Milliken (2000) proposed in their theory paper that employees’ collective level of silence – the opposite of their voice – is related to not only organizational outcomes such as less effective change processes, but also individual level outcomes such as decreased work morale or satisfaction and increased withdrawal behaviors

Realizing the significant implications and benefits of voice for both individual employees and work groups, a number of scholars have examined the factors that are likely to influence employee voice behavior in the workplace One stream of research on antecedents to voice has conceptualized it as a type of extra-role behavior (e.g., Detert & Burris, 2007; Van Dyne & LePine, 1998; Whiting et al., 2008) and focused on positive aspects of individual and contextual characteristics as predictors of employee voice behavior To illustrate, researchers have found that the likelihood of employees’ speaking up depends on their levels of dispositional affectivity (George & Zhou, 2002), personalities (e.g., conscientiousness, extraversion, and agreeableness) (LePine & Van Dyne, 2001), psychological detachment from the organization (Burris, Detert, & Chiaburu, 2008), work-group identification (Tangirala & Ramanujam, 2008a, b), and work-flow centrality (Venkataramani & Tangirala, 2010), as well as the extent to which leaders and

work-unit climates encourage voice behaviors (Detert & Burris, 2007; Morrison, Wheeler-Smith, & Kamdar, 2011)

A second perspective on the nature of voice antecedents can be found in a stream of research, rooted in the theories about employee reaction to job dissatisfaction (Farrell, 1983; Hirschman, 1970; Rusbult et al., 1988) This research conceptualizes voice behavior as one of several forms of response that dissatisfied employees can exhibit According to prior research in this stream, employees may respond to unpleasant jobs in one of four ways: exit, voice, loyalty, and neglect First, employees who are dissatisfied with their work may decide to leave the organization – exit Second, dissatisfied employees may opt to remain in the organization and actively try to improve work situations by coming up with and supporting new approaches to the current work processes – voice Third, employees may remain in the organization and just adopt existing problematic approaches of doing things without raising issues or searching for new approaches – loyalty Fourth, dissatisfied employees may remain in the organization but engage in withdrawal behaviors – neglect Exit and voice are considered as active responses while loyalty and neglect are forms of passive and dysfunctional responses (Farrell, 1983) Between the two forms of active responses to job dissatisfaction, only voice has been conceptualized as a functional and constructive way that is likely to assist the organization in improving the work processes by correcting existing problems and adopting innovative approaches (Van Dyne & LePine, 1998) Contrary to voice, the other three reactions do not help to solve work problems or improve situations; rather they simply involve remaining silent and ignoring difficulties In this regard,

it seems critical to help employees convert their dissatisfaction with their work to a functional reaction, which is voice

2.2 Job Stress

Job stress can be defined as an individual’s reactions to characteristics of the work environment that seem emotionally and physically threatening (Jamal, 2005)

It points to a poor fit between the individual’s capabilities and his or her work environment, in which excessive demands are made of the individual or the individual is not fully prepared to handle a particular situation (Jamal, 1997) In general, the higher the imbalance between demands and the individual’s abilities, the higher will be experienced stress (Jamal, 2005)

A number of researchers have defined stress in different words such as, Kazmi, Amjad, and Khan, 2008 have defined stress as “a change in one’s physical or mental state, in other words disturbance or imbalance from normal state Stress is caused disturbed events in work environment, social environment, and in routine life (work, family and social life) and also caused by emotional, psychological, mental and physical illness” Moreover, “Stress comes from any situation or circumstance that require behavioral adjustment any change either good or bad is stressful or whether it’s positive or negative change, the physiological response is same” (W Colligan and M Higgins, 2010)

Job stress can arise from different environment of work like organizational or situational stress it is from the characteristics of the workers themselves i.e dispositional stress (Riggio, 2003) Stress is a natural lesson in the life and every employee even executives and managers should be effected from this issue.according to survey about 100 million workdays are being affected due to stress problem among employees and nearly 50% - 75% due to disease cause stress (Bashir)

Absence and loss of employment are major cause of job stress In the organization the ratio increases day after day because of organization environment They were the main hurdles of achieving goals and performance (Treven 2002) Employers need to be aware of how the population (organization) is changing with respect to age For Example, the new trends in the banking industry show an inclination towards more hiring of young and fresh business graduates So in near future, most jobs, even top-level executives would be young people This also poses

another issue that young individuals are more aggressive and sensitive so they are more likely to fall prey to Job Stress Qianqian Du et,al,(2009)

According to Parker and Decotiis (1983), there were two dimensions related to job stress One dimension is time stress (feelings of being under constant pressure) and the second dimension is anxiety (job – related feelings of anxiety) Time pressure relates to employees’ perception of insufficient time to accomplish the demands of their job On the other hand, anxiety is an unpleasant emotional state that has adaptive or maladaptive consequences Anxiety, therefore, relates to tensions or pressures experienced by employees brought on by their job requirements Anxiety is con- text-related and should be distinguished from trait anxiety (Raffety, Smith, & Ptacek, 1997), which is a predisposition toward anxiety regardless of the situation or context

CHAPTER III: RESEACH MODEL AND HYPOTHESES

3.1 Research Model

Figure 1: Proposed Research Model of Job Satisfaction in ANZ Bank

3.1.1 Dependent Variables:

- Organizational Commitment (OC)

- Organizational Citizenship Behaviors (OCB)

H1 (+)

Job Satisfaction

Organizational Commitment

Voice Behaviors

Organizational Citizenship Behaviors

Job Stress