Consequences of job satisfaction at pyramid consulting viet nam LTD

ABSTRACT This study examined the impact of job satisfaction on organizational commitment, positive work behaviors, voice and helping behaviors in Pyramid Consulting Viet Nam ltd.. Resul

RESEARCH PROJECT

(BMBR5103)

CONSEQUENCES OF JOB SATISFACTION

AT PYRAMID CONSULTING VIET NAM LTD

ADVISOR’S NAME & TITLE : NGUYEN THE KHAI, DBA

September 2015

Advisor’s Assessment

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Advisor’s signature

ACKNOWLEDGEMENTS

This research is made possible through the help and support from everyone, including: teacher, family, friends and in essence, all sentient beings Especially, please allow me to dedicate my acknowledgment of gratitude toward the following significant advisors and contributors:

First and foremost, I express deep and sincere gratitude to Dr Nguyen The Khai for his most support, guidance, encouragement, suggestion and very constructive criticism have contributed immensely to the evolution of my ideas on the research

Second, I am very much thankful to Ms Do Thi Thanh Truc for her valuable guicance, keen interest and encouragement at various stages of my data analysis on SPSS software

Finally, thanks to the board of managers and all employees of PYRAMID CONSULTING VIET NAM LTD., and all of my friends for their precious comments and helps to collect data for this thesis

TABLE OF CONTENTS

LIST OF FIGURES 5

LIST OF TABLES 6

ABSTRACT 7

Chapter 1: INTRODUCTION 8

1.1 Motivation of the study 8

1.2 Significance of the study 9

1.3 Purpose of the study 10

1.4 Question of the study 10

1.5 Introduction of Pyramid 10

1.5.1 Company overview 10

The history of formation and development of the company 11

Vision 12

Mission 13

Core Value 13

Products/Services 13

Organization chart 15

1.5.2 Personnel structure 17

Chapter 2: LITERATURE REVIEW 18

2.1 Job satisfaction 18

2.2 Organizational commitment 20

2.3 Positive work behaviors 22

2.4 Voice behaviors 23

2.5 Helping behaviors 24

2.6 The relationship between job satisfaction and organizational commitment 26 2.7 The relationship between job satisfaction and positive work behaviors 26

2.8 The relationship between job satisfaction and voice behaviors 27

2.9 The relationship between job satisfaction and helping behaviors 27

Chapter 3: RESEARCH MODEL AND HYPOTHESES 29

3.1 Research model 29

3.1.1 Independent Variable 29

3.1.2 Dependent Variables 29

3.2 Research Hypotheses 30

3.3 Instruments 31

3.4 Research Participants 33

3.5 Procedure for Data Collection and Analyze 33

Chapter 4: RESULTS AND FINDINGS 35

4.1 Reliability statistic 35

4.2 Descriptive statistic 36

4.3 Correlation statistic 36

4.4 Hypothesis Testing Result 38

4.4.1 Hypothesis 1 Testing Result 38

4.4.2 Hypothesis 2 Testing Result 39

4.4.3 Hypothesis 3 Testing Result 40

4.4.4 Hypothesis 4 Testing Result 41

5.1 Summary and Discussion 43

5.2 Management Implications 44

5.3 Limitations and Further Research Recommendations 45

REFERENCES 47

APPENDIX A 54

APPENDIX B 60

LIST OF FIGURES

Figure 1 – Organization chart of Pyramid Consulting Vietnam Ltd 15 Figure 2 – Organization chart of Pyramid Consulting Vietnam Ltd 16 Figure 3 – Proposed Research Model of consequences of job satisfaction in

Pyramid 29

LIST OF TABLES

Table 1: Product/Services of Pyramid Company 14

Table 2: Employees by Age-range 17

Table 3: Employee by Gender 17

Table 4: Employees by Degree 17

Table 5: Reliability statistics 35

Table 6: Descriptive statistics 36

Table 7: Correlations 37

Table 8: Model Summary (H1) 38

Table 9: Coefficients a (H1) 38

Table 10: Model Summary (H2) 39

Table 11: Coefficients a (H2) 39

Table 12: Model Summary (H3) 40

Table 13: Coefficients a (H3) 40

Table 14: Model Summary (H4) 41

Table 15: Coefficients a (H4) 41

ABSTRACT

This study examined the impact of job satisfaction on organizational

commitment, positive work behaviors, voice and helping behaviors in Pyramid Consulting Viet Nam ltd Data was collected through the use of standardized

questionnaires Questionnaires were given personally to 295 employee of Pyramid Company; there were 309 questionnaires returning and completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s Alpha, descriptive statistics,

correlation, and multiple regression analysis Result: The results supported the

hypothesis that job satisfaction has significant relationship with organizational

commitment, positive work behaviors, voice and helping behaviors Conclusion:

The results can provide the reference for Management Team about the relationship between Job Satisfaction (JS) with Organizational Commitment (OC), Positive Work Behaviors (PB), Voice Behaviors (VB), and Helping Behaviors (HB) in Pyramid Company This research would help Pyramid Company to reform human resource strategies that involved work factors such as positive work behaviors or voice and helping behaviors to improve the management of human resource development These strategies would help in influencing positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization This result of study has valuable implications for the Human Resources Department of Pyramid Company to improve its policies in order to improve job satisfaction

Keywords: Job satisfaction, organizational commitment, positive work behaviors,

voice behaviors, helping behaviors

Chapter 1: INTRODUCTION

Pyramid Consulting Vietnam currently is one of the 3 largest web development companies in Vietnam, and is the only company that provides marketing services and e-business With the level of service is designed to assist international customers, Pyramid offers consulting services that take advantage of the cost and benefits of external resources

Pyramid has made accents and effort to build and create jobs for more fourteen thousand employees and workers One of the reasons for the success of Pyramid is the number of employees

This study explored job satisfaction support on organizational commitment, positive work behaviors, voice and helping behaviors at Pyramid Company This chapter also presents the motivation of the study, significant of the study, purpose

of the study, the questions of the study and the key words of study

1.1 Motivation of the study

Organizational goal of high priority is attainment of a high level performance through productivity and efficiency In order to do that highly satisfied work force

is an absolutely necessity for achieving a high level of performance advancement of

an organization Higher satisfaction of worker may lead to higher job performance, then the company could growth better Thus every organization tries to create a satisfied work force to operate the well-developing of the organization

How does the organization create employee job satisfaction? This question is what heads of an organization are interested in Therefore, the relationship between employee job satisfaction and organization commitment are necessary and should

be focused In fact, a lot of organization didn't satisfy the employee job satisfaction related promotion, salary so on

Job satisfaction has been an important focal point for organizational and industrial psychology In defining job satisfaction the reference is often made to Locke’s

(1976) description of job satisfaction as a “pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Jex 2002 p.116) The appraisal involves various elements related to the job such as salary, working conditions, colleagues and boss, career prospects and, of course, the intrinsic aspects of the job itself (Arnold et al 1998 p 204)

In recent years, human resource reports usually state that the number of employees who does not understand clearly the job in the group is increasing as well as the number of employees quit job gets increase That may lead the company to critical impact of leaking its skilled and well trained workforce Not only that, it will take huge invisible cost for the company if these well trained and qualified employees run out of the company and come to work for the competitors

An employee's overall satisfaction with his job can impact to the factors such as organizational commitment, positive work behaviors, voice and helping behaviors Management's role in enhancing employees' job satisfaction is to make sure they have positive work behaviors, voice and helping behaviors to encourage the employee to accomplish the tasks they have been assigned In order to help the management team have an overview of the effect of job satisfaction on organizational commitment, positive work behaviors, voice behaviors, and helping behaviors in the organization, this study assess the validity of the relationship among them in Pyramid Company working environment

1.2 Significance of the study

This research is conducted in order to have an understanding of the effect of job satisfaction on organizational commitment, positive work behaviors, voices behaviors and helping behaviors To let the management of the company to have a clearer view of problems that affected the increasing employee turnover in the company This research focus on the opinion of employees in Pyramid Company about the impact of job satisfaction on organizational commitment, positive work behaviors, voice behaviors, and helping behaviors

1.3 Purpose of the study

The purpose of the current study is to investigate the impact of job satisfaction on organizational commitment, positive work behaviors, voice behaviors, and helping behaviors at Pyramid Company

It is expected that the result of the research will give an overall view of how job satisfaction effect on organizational commitment, positive work behaviors, voice behaviors and helping behaviors at Pyramid Company Then, Pyramid management team can use the research’s results as reference to increase job satisfaction to bring Pyramid becoming a leading company in developing software sector in Vietnam and in the region with a sustainable development strategy

1.4 Question of the study

This study addresses some points follow:

- How is the impact of job satisfaction on organizational commitment of employees at Pyramid Company?

- How is the impact of job satisfaction on positive work behaviors of employees at Pyramid Company?

- How is the impact of job satisfaction on voice behaviors of employees at Pyramid Company?

- How is the impact of job satisfaction on helping behaviors of employees at Pyramid Company?

1.5 Introduction of Pyramid

1.5.1 Company overview

Company name: Pyramid Consulting Viet Nam Ltd

Logo:

Form of enterprise Limited company

The number of employee 295

Yellow Pepper: level 7

364 Cong Hoa St., Ward 13, Tan Binh Dist., Ho Chi Minh City

Morning 9:00- 12:00 After noon 1:00- 6:00

The history of formation and development of the company

In 1999, while the future co-founders of PYCO Digital, David Dzialowski and Ofir Ejnes, were among the first to recognize the Web’s formidable marketing potential for multinational companies, they also realized how costly it was to develop interactive advertising They turned to the offshore development market: this emerging market had highly skilled and very competitive technicians

That same year, they founded PYCO Digital, a global provider of digital solutions Not only does PYCO Digital offer world-class development and consulting services internationally, but does so at affordable costs thanks to its offshore resources Its strength lies in its ability to combine its experience and knowledge in the fields of advertising and marketing, with high-end expertise in multimedia and software development

A third component has naturally evolved from years of offshore work in digital marketing and web development: a deep understanding of offshoring in every aspect which enables us to offer consulting and offshoring placement services to our clients

Every day, PYCO Digital strives to meet its client's exact requirements and implement their ideas, concepts and designs into high-end digital multimedia in Europe, America and Asia With a team of over 400 digital experts, PYCO Digital has the resources to fulfill any brief within the remit of Web development, Mobile solutions, Consulting & Premium offshoring

Pyramid Consulting Vietnam currently is one of the 3 largest web development companies in Vietnam, and is the only company that provides marketing services and e-business With the level of service is designed to assist international customers, Pyramid offers consulting services that take advantage of the cost and benefits of external resources

Vision

Pyramid Consulting Vietnam is a Premium Digital Consulting Company, a global enterprise with the necessary skills and capacity to fulfill client digital deliverables at competitive prices

Building on 16 years of operation, Pyramid Consulting Vietnam has broadened its initial service of web and mobile development for advertising agencies around the globe to a full digital outsourcing and consulting company, offering multinationals integrated services from start to finish Pyramid Consulting Vietnam helps business leaders re-imagine, design, build and operate a smooth digital business transition, thanks to the knowledge of our onshore and offshore dedicated teams, with growing outsourcing facilities in many countries

Pyramid Consulting Vietnam's newly developed services will consolidate the company's aim to become the best Premium offshore production centre in the world with a focus on high-end technologies

Our business principles and values are unwaivering and have helped us maintain solid client relationships as well as build strong business partnerships across the globe Our belief is that customer satisfaction, across a wide variety of areas, is the key to maintaining long-term relationships

Mission

Offering the best solutions and quality to the customer with the cutting-edge technology combined with ongoing research and development of the company Establishing a team of world-class developers who are passionate and continually learn new knowledge, to overcome all obstacles and challenges in order to succeed

in life

Giving all shareholders the most effective business results, giving staffs the improvements, professional and the best working environment, facilitating learning and career development opportunities

Core Value

Victory: the spirit of determination to achieve what was planned

Bravery: encouraging, trying and passing all obstacles

Innovation: keeping the spirit of innovation at work

Sharing: sharing the information as a group (of knowledge, spirit, ideas, etc .) Belief: empowering to members to perform and complete the task as possible

Products/Services

01 Web design

02 Mobile and computer software developing

03 Strategic Consultant and e-business management

04 Web Application developing

05 Digital Strategic Consultant (Managing and analyzing for Digital project)

06 Management Consultant for Social communication

07 Consultant for Social application

08 Community management consultant

09 Advertising management consultant

10 Digital design

11 UX/UI Design

12 Building Digital project (CMS, Portal, e-banking…)

13 Quality management (situation checking, unit checking, checking tools, UAT…)

14 Tools (Jira, Confluence, Git, Sonar, Bamboo)

15 Technologies ( Magnolia, Adobe AEM, Hybrism Drupal, Magento)

Table 1: Product/Services of Pyramid Company

Source: Company profile (http://www.pycogroup.com)

Organization chart

Figure 1 – Organization chart of Pyramid Consulting Vietnam Ltd.

Source: Company profile (http://www.pycogroup.com)

Figure 2 – Organization chart of Pyramid Consulting Vietnam Ltd.

Source: Company profile (http://www.pycogroup.com)

Table 4: Employees by Degree

Source: Pyramid Company Profile

Chapter 2: LITERATURE REVIEW

This chapter presents the body of organizational literature containing the base theory and relevant other theories used in this study This chapter includes the following:

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

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 which they 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 which people like one dislike their job That's why job satisfaction and job dissatisfaction can appear in any given 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 one her job, particularly in terms of intrinsic motivation (Statt, 2004) The term job satisfaction refers to the attitude 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 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 index was developed by Schriesheim and Tsui (1980) It uses six items to form an index that describes overall job satisfaction The scale includes single questions to assess the degree of satisfaction with the work itself, supervision, co-workers, pay, promotion opportunities, and the job in general

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

Factors of job satisfaction

Job satisfaction is under the influence of a series of factors such as: The nature of work, Salary, Advancement opportunities, Management, Work groups and Work conditions

2.2 Organizational commitment

The concept of organizational commitment refers to a person's affective reactions to characteristics of his employing organization It is concerned with feelings of attachment to the goals and values of the organization, one's role in relation to this, and attachment to the organization for its own sake rather than for its strictly instrumental value As a positive outcome of the quality of work experience, the concept can be regarded as a factor contributing to subjective well-being at work

O’Reilly & Chatman (1986) argue that commitment is best defined as the basis of

an individual’s psychological attachment to the organization This basis of

attachment is distinct from either the antecedents of commitment or from its consequences Drawing from Kelman (1958), they argue that commitment to an organization is predicated on three separate bases of attachment: compliance, identification and internalization Compliance refers to instrumental attachment undertaken for specific rewards; identification refers to attachment based on a desire for affiliation with the organization; and internalization refers to congruence between individual and organization values C A O’ReiIIy & Chatman (1986) further demonstrate that the consequences of commitment vary according to the individual’s basis of attachment

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

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 aim of studying organizational commitment are related to :

- Employees 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) state 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

2.3 Positive work behaviors

Positive work behaviors correlated positively with job satisfaction, organizational commitment, job involvement, job tension, and general fatigue Antagonistic behaviors correlated positively with psychological withdrawal behaviors, organizational politics, job tension, general fatigue, and burnout Psychological withdrawal behaviors also correlated positively with organizational politics, turnover intentions, general fatigue, and burnout Psychological withdrawal behavior correlated negatively with perceived organizational support, job

satisfaction, organizational commitment, and job involvement (Cropanzano et al., 1997)

This measure was developed by Lehman and Simpson (1992) to describe four categories including positive work behaviors, psychological withdrawal behaviors, physical withdrawal behaviors, and antagonistic work behaviors Positive work behaviors include such things as volunteering for additional work, working overtime, and attempting to change one’s job for the better Psychological withdrawal behaviors including thinking of being absent, day dreaming, excessive chatting, and concentrating on personal tasks Physical withdrawal behaviors include leaving early, taking long breaks, and sleeping at work Antagonistic work behaviors include arguing with co-workers, disobedience of supervisors, and gossiping

2.4 Voice behaviors

Voice, defined as nonrequired behavior that emphasizes expression of constructive challenge with an intent to improve rather than merely criticize (Van Dyne & LePine, 1998, p 109), falls clearly in the promotive-challenging cell of the Van Dyne et al (1995) typology Voice is distinct from affiliative behavior (e.g., helping) normally associated with organizational citizenship (e.g., Smith, Organ, & Near, 1983) or contextual performance (e.g., Motowidlo & Van Scotter, 1994; Van Scotter & Motowidlo, 1996) because affiliative behavior (e.g., helping) is meant to preserve or improve relationships, whereas voice is challenging and may upset interpersonal relationships Voice is also distinct from prohibitive behaviors such as whistle-blowing (Near & Miceli, 1987; Miceli & Near, 1992) Whistle-blowing is critical and meant to stop some activity as opposed to being constructive and meant

to change (improve) some activity

According to Van Dyne and LePine (1998) voice behavior defined as “making innovative suggestions for change and recommending modifications to standard procedures even when others disagree” (p 109) Voice requires individuals to support overarching system-level goals, allocate cognitive resources to develop suggestions for change aimed at overcoming obstacles to system-level goals, and take initiative in expressing suggestions Voice also requires individuals to believe

in change as a potential way of coping with situational demands and requires them

to express their ideas in interpersonal setting (Van Dyne, Graham, & Dienesch, 1994) Additionally, and in contrast to the requirements of cooperative forms of contextual performance, individuals who engage in voice must be change oriented and willing to risk upsetting the status quo and interpersonal relationships – at least

in the short term Voice behavior requires that individuals expend effort speaking

up and expressing suggestions they may have Those who tend to be dependable feel responsible and are more likely to make this investment of effort Those who are conscientious tend to be achievement oriented and are more willing to engage in conversations about ideas intended to improve the situation They should also be persistent about making sure their ideas are understood

Reluctance to share information, speak up, and provide feedback has the potential

to negatively affect employees’ trust, morale and motivation Also, information and ideas withholding can undermine organizational decision making, error correction and development and innovation processes (Beer and Eisenstat, 2000) Speaking up

is positively accepted and highly praised from a lot of organizations, especially those involved in major organizational restructuring requiring employees’ input in order to elicit successful organizational change Employees’ suggestions can be very valuable during these times of change (Premeaux and Bedeian, 2003)

2.5 Helping behaviors

According to Van Dyne and LePine (1998) helping behaviors defined as promotive behavior that emphasized small acts of consideration Helping is cooperative

behavior that noncontroversial It is directly and obviously affiliative; it builds and preserves relationships; and it emphasizes interpersonal harmony Helping is important to organizations when roles are interdependent and employee cooperations facititates overall performance (Nemeth & Staw, 1989)

According to the Van Dyne and colleagues’ (1995) typology, helping and voice are similar not only because they are proactive promotive, but also because individuals who engage in helping and voice can be described as generally satisfied with their organizations

Helping behavior has been identified as an important form of citizenship behavior

by virtually everyone who has worked in this area (cf Borman & Motowidlo, 1993, 1997; George & Brief, 1992; George & Jones, 1997; Graham, 1989; Organ, 1988, 1990a, 1990b; Smith, Organ, & Near, 1983; Van Scotter & Motowidlo, 1996; Williams & Anderson, 1991) Conceptually, helping behavior involves voluntarily helping others with, or preventing the occurrence of, workrelated problems The first part of this definition (helping others with work-related problems) includes Organ’s altruism, peacemaking, and cheerleading dimensions (Organ, 1988, 1990b); Graham’s interpersonal helping (Graham, 1989); Williams and Anderson’s OCB-I (Williams & Anderson, 1991); Van Scotter and Motowidlo’s interpersonal facilitation (Van Scotter & Motowidlo, 1986); and the helping others constructs from George and Brief (1992) and George and Jones (1997) The second part of the definition captures Organ’s (1988, 1990b) notion of courtesy, which involves helping others by taking steps to prevent the creation of problems for coworkers Empirical research (MacKenzie et al., 1993; MacKenzie, Podsakoff, & Rich, 1999; Podsakoff & MacKenzie, 1994; Podsakoff, Ahearne, & MacKenzie, 1997) has generally confirmed the fact that all of these various forms of helping behavior load

on a single factor

The increased emphasis on flexibility, collaboration, and teamwork in contemporary organizations (Ilgen & Pulakos, 1999) underscores the importance of positive

interpersonal behaviors in the workplace However, even within the domain of interpersonal behaviors in the workplace, there remains some confusion over the labels, definitions, and dimensions of these behaviors At a broad level, Borman and Motowidlo (1997) distinguish between the constructs of task performance and contextual performance This differentiation parallels the distinction between in-role behaviors and extra-role behaviors (Van Dyne, Cummings, & Parks, 1995; Van Dyne & LePine, 1998) In-role behaviors refer to those behaviors that are formally required by a job and result in task performance Extra-role behaviors are discretionary behaviors that are not role prescribed and result in contextual performance

2.6 The relationship between job satisfaction and organizational commitment

Buchko, Weinzimmer and Sergeyev (1998) investigated the relationship between the job satisfaction and organizational commitment in a privatized Russian organization According to the result, there was positive and significant correlation between job satisfaction and organizational commitment Similarly, Glisson and Durick (1988) found out positive relationship between job satisfaction and organizational commitments in the research on human service workers in human service organizations Strong positive relationships have been observed between organisational commitment and desirable work outcomes such as performance, adaptability and job satisfaction (Angle & Perry 1981; Hunt, Chonko & Wood 1985; Mowday, Porter & Dubin 1974) According to Kotze and Roodt (2005), a strong correlation has been empirically established between job satisfaction, employee commitment and retention Organisational commitment is most probably affected by factors such as type and variety of work, the autonomy involved in the job, the level of responsibility associated with the job, the quality of the social relationship at work, rewards and remuneration, and the opportunities for promotion and career advancement in the company (Riggio 2009)

2.7 The relationship between job satisfaction and positive work behaviors

As stated by Sophia Cross, Demand Media on http://smallbusiness.chron.com, behavior in the workplace can strongly affect employee performance Whether the behavior is positive or negative, productivity is often directly related to emotions and attitude about the work environment Positive behavior on the job can directly affect an employee's ability to move up the corporate ladder, just as negative behavior can stall a career

2.8 The relationship between job satisfaction and voice behaviors

In one of the first studies exploring voice behavior in work groups, LePine and van Dyne (1998) explored a number of possible person-centered and situational antecedents of voice Job satisfaction, self-esteem, group size and self-management were all positively related to voice behavior Frese et al (1999) explored predictors of making suggestions in companies and they identified that the most important predictors were initiative at work, higher order need strength, self-efficacy, expected improvements in work and suggestion inhibitors (negatively) More recently, Detert and Burris (2007) Personality and voice behavior 667 demonstrated that one of the most influential factors of employees’ voice behavior is leadership openness, whereas Fuller et al (2006) also identified that voice behavior, as assessed by employees’ supervisors, is positively related to employees’ felt responsibility for constructive change

2.9 The relationship between job satisfaction and helping behaviors

Personality can potentially yield helping behaviors in the workplace through several simultaneous and interrelated processes First, differences in personality may influence how individuals are motivated (Judge & Ilies, 2002; Rioux & Penner, 2001) For example, individuals who are high in agreeableness may be more likely

to be motivated to maintain relationships rather than preserve their own interest Thus, motivation may be a mechanism by which personality yields helping Second, personality characteristics may also affect how individuals interpret situations that arise and the Linking Personality to Helping 589 likelihood that they

self-react in an interpersonally facilitative manner For example, individuals low in emotional stability tends to view situations in a negative light (Costa & McCrae, 1992) Such individuals may interpret coworkers’ help-seeking behaviors as annoyances or as threatening to status hierarchies, and may withhold helpful responses Third, job satisfaction may mediate the relationship between personality factors and helping behaviors (LePine et al., 2002) Through these and other processes, it is likely that personality will influence interpersonal helping

+ H1

+ H2

+ H3 +H4

Chapter 3: RESEARCH MODEL AND HYPOTHESES

The primary goal of this study is to investigate the effects of organizational commitment, positive work behaviors, voice behaviors and helping behaviors to employee job satisfaction in Pyramid Company The methodology specifically described the research model, the research instrument, the research hypothesis, data collection process, and the procedure for the data analysis

Positive Work Behaviors

Helping Behaviors Voice Behaviors Job Satisfaction

3.2 Research Hypotheses

According to Rothmann and Coetzer (2002), job satisfaction among employees is

an indicator of organizational effectiveness, and it is influenced by organizational and personal factors Most employers realize that the optimal functioning of their organization depends in part on the level of job satisfaction of employees, hence the emergence of the statement, “Happy employees are productive employees” (Saari

& Judge 2004) For performance to be optimal, an employee’s full potential is needed at all levels in organizations; this emphasizes the importance of employee job satisfaction (Rothmann & Coetzer 2002) Therefore, we expect

- Hypothesis 1: Job satisfaction is positively with organizational commitment at

Pyramid Company

Volunteering for additional work, working overtime, and attempting to change one’s job for the better are the positive work behaviors Positive behavior on the job can directly affect an employee's ability to move up the corporate ladder, just

as negative behavior can stall a career If one satisfies with their job, they will have positive job behavior Therefore, there may be strong relationship between job satisfaction and positive work behaviors, then, we expect:

- Hypothesis 2: Job satisfaction is positively with positive work behaviors at

Pyramid Company

Van Dyne and LePine (1998) and LePine and van Dyne (2001) have carried out significant amount of work on employees’ voice behaviors They approached voice behavior as another form of contextual performance in work organizations, i.e the type of employees’ work-related activities that are discretionary, not directly rewarded or officially required by the organization, but overall promote the image

of the organization, both internally and externally, and along with in-role, task performance activities contribute to organizational effectiveness They suggested, that contextual performance does not primarily entail change-oriented behavior,

such as voice behavior, but on the other hand, voice can be constructive and in the long-run should make a positive contribution to the team and the organization Similarly to LePine and van Dyne (2001) and Choi (2007) suggested a link between voice and change-oriented organizational citizenship behavior He claimed that voice represents employee behavior that is intended to make constructive changes

in the work and task environment Voice behaviors have a strong relationship with job satisfaction It is therefore hypothesized that:

- Hypothesis 3: Job satisfaction is positively with voice behaviors at Pyramid

Company

Helping a coworker navigate an unfamiliar computer program, fixing a broken machine, and helping another group solve a problem are all examples of spontaneous or voluntary acts occurring in organizations that are often taken for granted However, these instances of helping are essential for smooth organizational functioning and have been linked to positive organizational outcomes (Podsakoff, Ahearne, & McKenzie, 1997; Walz & Niehoff, 1996) Because it impacts to organizational outcomes, we belive that it also can impact to job satisfaction of the employee Thus, we offer the following hypotheses:

- Hypothesis 4: Job satisfaction is positively with helping behaviors at Pyramid

Company

3.3 Instruments

The survey total consists of 31 questions The survey will be performed with the 31 questions to collect information about job satisfaction, organizational commitment, positive work behaviors, voice and helping behaviors of Pyramid Company’s employees

- Job satisfaction questionnaire: total of 07 items was used, which measure

overall job This measure was developed by Taylor and Bowers (1974) as part

of a survey of organizations questionnaire The measure assesses job satisfaction

by combining employee responses to single items that describe the degree of employee satisfaction with the work, co-workers, supervision, promotional opportunities, pay, progress, and the organization to assess overall job satisfaction Items were presented in Likert-type format with a scale ranging from (1 = completely satisfied) to (5 = completely unsatisfied)

- Organizational commitment: total of 06 items was used, which was developed

for and used in the 1991 General Social Survey, describes overall organizational commitment It assesses commitment with only six items, meeting the needs of large-sample survey research where parsimony is essential Items were presented in Likert-type format with a scale ranging from (1 = Strongly disagree) to (5 = strongly agree)

- Positive work behaviors: total of 5 items was used developed by Marsden, P V.,

Kalleberg, A L., & Cook, C R (1993), which measure positive work behavior correlated positively with job satisfaction, organizational commitment, job involvement, job tension and general fatigue Items were presented in Likert-type format with a scale ranging from (1 = never) to (5 = very often)

- Voice behaviors: total 06 items was used, which measure proactive behavior

that emphasizes expressions of challenge to the status quo in order to improve organizational performance It developed by Van Dyne and LePine (1998) with

6 items were presented in Likert-type format with a scale ranging from (1 = strongly disagree) to (5 = strongly disagree)

- Helping behaviors: this measure, developed by Van Dyne and LePine (1998),

uses 07 items, which measure the proactive behavior that emphasizes small acts

of consideration Items were presented in Likert-type format with a scale ranging from (1 = strongly disagree) to (5 = strongly agree)

Validation of the research instruments: The survey was submitted to board of experts for validation The board was asked to review the content of the items in each of the questionnaires and eliminate items they found to be irrelevant to the