Research about job satisfaction at pvoil sai gon

Business Research Methods P a g e 1 /48 Student: Nguyen Thi Xuan Anh ID: 19379 ABSTRACT The purpose of this research is to determine the relationship between variables in the model suc

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July 2016

RESEARCH ABOUT JOB SATISFACTION

AT PVOIL SAI GON

ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA)

MASTER OF BUSINESS ADMINISTRATION

INTERNATIONAL PROGRAM



RESEARCH PROJECT (BMBR5103)

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ADVISOR’S SIGNATURE (FEBRUARY 2016)

NGUYEN THE KHAI (DBA)

ADVISOR’S ASSESSMENT

………

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ACKNOWLEDGMENTS

After a period of study and research I have completed the topic "Job satisfaction at PVOIL SAI GON” During the implementation process , I received guidance and enthusiastic support from my teachers , friends , relatives I would like to deeply thank to:

Teachers from Open University Malaysia imparted to me the background knowledges of this thesis

Deeply thanks to my thesis instructor - Dr NGUYEN THE KHAI dedicated guide me so that i can complete the thesis

Thanks to my friends, my colleagues from audit firms for enthusiastic help in the process of collecting data for this thesis

Thanks to my family, my sisters and brothers, my friends who gave me honest advices and support me in the process of completing my thesis

Nguyen Thi Xuan Anh Student

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ABSTRACT 1

PART ONE: INTRODUCTION 2

General information: 2

Company history: 2

Position of the Company in the industry: 3

Main business activity: 4

ORGANIZATIONAL STRUCTURE AND CORPORATE CULTURE 5

Organizational structure 5

Products offering: 5

Distribution Channels: 6

Corporate culture: 7

RESEARCH PROBLEM STATEMENT 7

RESEARCH OBJECTIVES 9

RESEARCH QUESTIONS 9

RESEARCH SCOPE 9

SIGNIFICANCE OF RESEARCH 10

LIMITATION OF RESEARCH 10

PART TWO: LITERATURE REVIEW 11

Definition of Constructs 11

Job Satisfaction 11

Work-Related Expectancies 12

Fairness-Perceptions of an Organizational Policy 12

Person-Organization Fit 13

Individual Beliefs about Organizational Ethics 14 The Relationship between Work-Related Expectancies and Job Satisfaction: 14

CONTENTS

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The Relationship between Fairness-Perceptions of an Organizational Policy and

Job Satisfaction: 17

The Relationship between Person-Organization Fit and Job Satisfaction: 19

The Relationship between Individual Beliefs about Organizational Ethics and Job Satisfaction: 20

Hypotheses 22

Research model 23

PART 3: METHODS 24

Data collection 24

Data analysis 30

PART FOUR: RESULTS 31

Cronbach’s Alpha 31

Cronbach’s Alpha standard applied 31

Cronbach’s Alpha of constructs 31

Statistics information 33

Descriptive statistics 33

Correlation statistics 33

Hypotheses testing 35

Hypothesis proposed (H1) 35

PART FIVE: CONCLUSIONS 39

Discussion 39

Limitation of research 39

Forecast recommendation 39

REFENRENCES 47

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FIGURE

Figure 1: Research model of Job Satisfaction 23

TABLE Table 1: Job Satisfaction Scale 24

Table 2: Work-Related Expectancies 25

Table 3: Fairness-Perceptions of an Organizational Policy 27

Table 4: Person-Organization Fit 28

Table 5: Individual Beliefs about Organizational Ethics 29

Table 6: Time table for data collection progress 30

Table 7: Cronbach’s Alpha - Internal Consistenc) 31

Table 8: Cronbach’s Alpha of Job Satisfaction 31

Table 9: Cronbach’s Alpha of Work-Related Expectancies 32

Table 10: Cronbach’s Alpha of Faieness Perceptions of an Organizational Policy 32 Table 11: Cronbach’s Alpha of Person-Organization Fit 32

Table 12: Cronbach’s Alpha of Individual Beliefs about Organizational Ethics 33

Table 13: Descriptive statistics 33

Table 14: Correlation statistics 34

Table 15: Model summary of H1 35

Table 16: Coefficients of H1 35

FIGURE & TABLE

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Business Research Methods P a g e 1 /48

Student: Nguyen Thi Xuan Anh (ID: 19379)

ABSTRACT

The purpose of this research is to determine the relationship between variables in the model such as Work-Related Expectancies, Fairness Perceptions of an Organizaional Policy, Person-Organization Fit Scale and Individual Beliefs about Organizational Ethics with Overall Job Satisfaction The research result was conducted in PVOIL SAI GON JSC with 253 employees

And SPSS software version 22 (copyright of IBM) is a tool that is used to analysis data in this research The collected data were analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis The research showed that there are four factors influencing overall job satisfaction are Work-Related Expectancies, Fairness Perceptions of an Organizaional Policy, Person-Organization Fit Scale and Individual Beliefs about Organizational Ethics Moreover, the research provides some recommendations implications for managers

to raise the level of satisfaction with work of the employees

Key word: Work-Related Expectancies, Fairness Perceptions of an Organizaional Policy, Person-Organization Fit Scale and Individual Beliefs about Organizational Ethics

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PART ONE: INTRODUCTION

About PVOIL SAI GON

General information:

Name of Company: CÔNG TY CỔ PHẦN XĂNG DẦU DẦU KHÍ SÀI GÒN

Name in English: Saigon PetroVietnam Oil Join Stock Company

Abbreviated name: PV OIL Saigon

Headquarter: the 10th Floor, Petroland Tower, 12 Tan Trao Street, Tan Phu Ward, District 7, Ho Chi Minh City, Vietnam

Company history:

2007 - 2010: Sài Gòn Oil and Gas Petroleum Enterprise, founded in July 2008, was

an accounting unit of PetroVietnam Oil Corporation, the establishement was in the development and completion strategies of the early phases of the PetroVietnam Oil Corporation, with the aim of completing and developing comprehensively the oil and gas industry from searching, exploiting, exploring phases and oil refinery, processing petroleum products to distributing products

The PetroVietnam Oil Corporation’s responsibility was to purchase and distribute petroleum and petroleum products to customers in the Ho Chi Minh City as well as neighboring provinces and South-western region

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2010 - present: Sài Gòn Oil and Gas Petroleum Joint Stock Company (PV OIL Saigon for short) was born on December 04, 2010, on the basis of restructuring the organization and operation of the Sài Gòn Oil and Gas Petroleum Enterprise PV OIL Saigon has inherited the entire infrastructure, leaders and employees, system of distribution channels and customers from Sài Gòn Oil and Gas Petroleum Enterprise

PV OIL Saigon, a Joint Stock Company hold 65.18% of charter capital by the PetroVietnam Oil Corporation’s, is the focal point unit of petroleum and petroleum products When joining the oil and gas market, PV OIL Saigon has taken advantage

of opportunities, promoted strength as a member unit of the PetroVietnam Oil Corporation and affirmed its position in Ho Chi Minh city and South-western provinces

Position of the Company in the industry:

PV OIL Saigon is a focal point unit providing petroleum and petroleum products for the whole distribution and customer systems of the downstream distribution system

of the PetroVietnam Oil Corporation (PV Oil) The customers include general agencies, agencis, industrial customers and household consumption, customers temporarily importing and re-exporting to export processing zones, etc

Business location of the company includes HCM City, neighboring provinces and Southwest area The location has a higher growth rate when compared to other regions in the whole country, which concentrates a range of receiving port warehouses and focal point units providing petroleum products of large enterprises such as PetroVietnam Oil Corporation, Petec Trading & Investment Corporation (Petec), The Ho Chi Minh City One-Member Limited Liability Oil & Gas (Saigon Petro), Petroleum Company Zone 2 (Petrolimex Saigon), Dong Thap Petroleum Trading Import Export Company Limited (Petimex), Military Petroleum Corporation (Mipeco), Military Petrochemical Joint Stock Company (Mipec), etc

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The petroleum market in the area is quite fierce with the competition of many enterprises, esspecially the oil retail market is always exciting with the participation

of private enterprises, because it does not require large investment and scale and complicated technical requirement

Main business activity:

PV OIL Saigon is in the field of trading in fuel oil and providing related support services, with the main business line as follows:

Selling wholesale the solid, liquid, gas and related products (excluding liquefied petroleum gas - LPG), temporarily importing and re-exporting oil and gas

Selling retail the engine fuel for specialized stores, including fuel for cars, motorcycles, and other motor vehicles;

Selling retail lubricant and engine cooling products for cars, motorcycles, and other motor vehicles

Producing refined petroleum products (not produced at the office)

Operating warehousing and storaging goods

Transporting goods by road; pipeline; inland waterway; Coastal and ocean freight Other support services related to transportation

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ORGANIZATIONAL STRUCTURE AND CORPORATE CULTURE

Organizational structure

The organizational structure of the Company is presented in the diagram below:

Products offering:

Outline of petroleum products:

Gasoline is one of the products produced from petroleum In the market, there are now some types of major petrol such as A83, A92, A95 petrol, E5 bio-petrol (A92-

G

OFFICE OF PLANNING

- INVEST MENT

OFFICE

OF TRADING PETROLE

UM

CAN THO OIL AND GAS ENTERPR ISE

BRANCH

ES IN PROVINC

ES

OFFICE

OF GENER

AL BUSINE

SS

SALES TEAMS

MARKETI

NG TEAM

EXPOR

RE-T SALES TEAM

INDUSTR IAL SALES TEAM

OFFICE OF FINANCE AND ACCOUNTI

NG

OFFICE

OF ORGANI ZATION

SALES TEAMS

PETROL STATIO

NS

OFFICE

OF SALES

GENERAL SHAREHOLDER MEETING

INSPECTION COMMITTEE BOARD OF

DIRECTOR GENERAL DIRECTOR

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RON petrol containing 5 per cent ethanol), which are classified based on octane rating (02 last numbers in the name of each type indicating its octane rating) The higher octane rating is, the better quality is Each type of engine is suitable for 01 or

a certain number of gasoline Gasoline is used to run internal combustion engines, such as cars, motorcycles, airplane, or other industrial machines, etc

In addition to gasoline, oil also has a series of types such as DO (diezen oil), KO (kesonel oil) and FO (fuel oil) DO is to run engines with large capacity, low speed

or industrial machines Viscosity of KO is lower than that of DO, which is used as fuel or solvent for industries FO is black, thick with high viscosity and used as fuel for engines with lower technical requirements,…

Products and services offering:

The PV OIL Saigon is now providing products such as: A83, A92, A95 petrol and E5 biofuel; types of oil: DO, FO, KO, etc with different standard content according to customers' requirement

Besides, PVOIL Saigon provides customers and partners with services such as transportation services of petroleum and goods by inland waterway and road Coastal and ocean freight, pipeline transport, warehousing and yard rental, etc

Distribution Channels:

PV OIL Saigon, with the role of the downstream distribution of PV OIL, holds most

of the customers of PV OIL in HCM City as well as neighboring provinces and South-western provinces Depending on the scale consumption and organizational capacity of production and business as well as conditions prescribed by the State, PV OIL Saigon has classified customers into groups: distributors, franchisors (formerly

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known as General agencies, Agencis), directly consuming households, industrial customers, customers temporarily importing and re-exporting, etc

The distribution channel system of PV OIL Saigon has also been divided into: retail distribution channels, retail distribution channels through Agencis, General agencies, wholesale distribution channels (wholesale), temporary import and re-export

Until now, the total number of customers through the distribution channels of PV OIL Saigon has included 23 distributors, about 500 franchisors, 85 agencies directly consuming, 40 industrial customers and 07 customers temporarily importing and re-exporting

Corporate culture:

Professionalism & Efficiency

Openness & Honesty

Loyalty & Dedication

Collaboration & Sharing

Company‘s development together with individual’s success

RESEARCH PROBLEM STATEMENT

PV OIL Saigon is a focal point unit providing petroleum and petroleum products for the whole distribution and customer systems of the downstream distribution system

of the PetroVietnam Oil Corporation (PV Oil) The customers include general agencies, agencis, industrial customers and household consumption, customers temporarily importing and re-exporting to export processing zones, etc

Business location of the company includes HCM City, neighboring provinces and Southwest area The location has a higher growth rate when compared to other

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regions in the whole country, which concentrates a range of receiving port warehouses and focal point units providing petroleum products of large enterprises such as PetroVietnam Oil Corporation, Petec Trading & Investment Corporation (Petec), The Ho Chi Minh City One-Member Limited Liability Oil & Gas (Saigon Petro), Petroleum Company Zone 2 (Petrolimex Saigon), Dong Thap Petroleum Trading Import Export Company Limited (Petimex), Military Petroleum Corporation (Mipeco), Military Petrochemical Joint Stock Company (Mipec), etc The petroleum market in the area is quite fierce with the competition of many enterprises, esspecially the oil retail market is always exciting with the participation

of private enterprises, because it does not require large investment and scale and complicated technical requirement

Currently, in the context of The petroleum market at Vietnam is very tough and working environment of The petroleum market Vietnam has too many changes but not yet have any researches finding about job satisfaction of employees at these companies

PVOIL SAI GON is aggressively developing and growing human resource, especially in the selection of right people for the company However, recruiting right people is not enough and they are embarrassing to know how to keep talent employees, retain talents, especially how to retain their key staff who plays a key role

in the company With the shortage of human capital as today, retention good people are becoming big issue of PVOIL SAI GON

Director at PVOIL SAI GON realized Job Satisfaction of employees is important factor for Vingroup develop sustainably their human resource to help organization to operate more efficient, produce quality of products and services, build brand awareness, customer trust and loyalty… But, some factors such as Work-Related Expectancies, Fairness Perceptions of an Organizaional Policy, Person-Organization Fit Scale and Individual Beliefs about Organizational Ethics are problems for human resource management at PVOIL SAI GON

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RESEARCH OBJECTIVES

This purpose of this research is way to find the factors influence to the Job

Satisfaction of employees working at PVOIL SAI GON

My research will focus 3 main factors:

Firstly: search related information and try to define what meaning Job Satisfaction is

of employees at PVOIL SAI GON

Secondly: design research model and test related factors to check influence between

factors to access strong / weak level of each factor in influence progress

Thirdly: discussing and proposing recommendation to improve the effectiveness and

forecast the human resources management at PVOIL SAI GON in the next time

RESEARCH QUESTIONS

This research mentions the following points:

How are the impacts of Work-Related Expectancies on PVOIL SAI GON employee Job Satisfaction?

How are the impacts of Fairness Perceptions of an Organizational Policy on PVOIL SAI GON employee Job Satisfaction?

How are the impacts of Person-Organization Fit Scale on PVOIL SAI GON employee Job Satisfaction?

How are the impacts of Individual Beliefs about Organizational Ethics on PVOIL SAI GON employee Job Satisfaction?

RESEARCH SCOPE

The scope of this research is for the entire employees at PVOIL SAI GON (253 employees), includes: General Director, Vice General Directors, managers, and employees working at PVOIL SAI GON; it does not include: Board of Directors,

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Shareholder, Supervisory Board, and employees are under probation period or in maturity leave

The survey scope is within the territory of Vietnam, which includes 253 employees

of PVOIL SAI GON Company

Contents of this research are only including factors influencing to Job Satisfaction at

PVOIL SAI GON; it does not have intention of re-structuring, changing and replacing the employees

This survey was conducted from 1 Jan to 25 Jan 2016

SIGNIFICANCE OF RESEARCH

This research will help Directors; managers understand and are more aware of the importance of Job Satisfaction That is the most important factor to show the effectiveness of the policy, the organization operating concept in human matters Besides, PVOIL SAI GON should have a strategies and policies to improve the satisfaction of employees in the company, so they commit to loyalty to the company for a long time

LIMITATION OF RESEARCH

This research will have some limitations because it only focuses on the related content (oil and fuel) at PVOIL SAI GON

The survey conducted in slightly short time

This survey was conducted on a small scale, such as subsidiaries, was not conducted Vietnam Oil and Gas Group scale

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PART TWO: LITERATURE REVIEW

Job satisfaction is the level of contentment a person feels regarding his or her job This feeling is mainly based on an individual's perception of satisfaction Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees

Job satisfaction falls into two levels: affective job satisfaction and cognitive job satisfaction Affective job satisfaction is a person's emotional feeling about the job as

a whole Cognitive job satisfaction is how satisfied employees feel concerning some aspect of their job, such as pay, hours, or benefits

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Work-Related Expectancies

It was developed by Eisenberger, Fassolo, and Davis-LaMastro (1990) to describe the extent to which employees believe that higher levels of job performance will be rewarded It includes 6 items

The measure assesses employee expectancies about the relationship of better performance with increased pay, promotions and job security

It also assesses employee expectancies that better performance will lead to increased influence, supervisory approval, and recognition

Fairness-Perceptions of an Organizational Policy

It was developed by Grover (1991), is an example of a measure of fairness directed

to a specific policy area It includes 9 items

The perceived fairness of process is as significant as outcomes when engaging employees, stakeholders or the public

Human beings are sensitive to the fairness of decisions made or treatment given in virtually every domain of life Many situations in organisational life provide opportunities to evaluate and experience fairness, and these assessments influence the perceptions of and reactions to these situations

Fairness perception of an Organizational Policy is a central concept in organisational psychology, has been shown in research to be important in contexts as diverse as personnel selection and staffing, performance appraisal, compensation and benefits, resource allocation, conflict resolution, layoffs, and other human resource functions Fairness perceptions also play important roles in public policy implementation and public engagement efforts, as well as employee engagement and organisational development efforts relating to issues of attitudes, and behaviour

While the vast majority of managers and leaders want to be fair and believe that they are, it is nevertheless not uncommon that employees or members of public often think

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and feel that they have not been treated fairly Given the importance of the value of fairness and the potential consequences that perceptions of fairness have on employee

or public reactions, it is important that we develop a better appreciation of fairness perception and its practical implications

Person-Organization Fit

It was developed by Bretz and Judge (1994) It includes 7 items

It is defined as the degree of congruence between the organization and the person Researchers have suggested that person and organization fit is the key to maintain committed and flexible workforce which is very important in this competitive world

It is a situation where an employee has found a job that suits his requirements and needs, receives enough salary as compare to his/her competitors and has a pleasant boss This leads to positive outcomes On the other side, if the employee does his/her work with dedication but the organization doesn’t foster the same, this makes the employee unhappy; thereby decline in performance and finally exiting the organization

Example: An employee of XYZ ltd has high productivity and enjoys working in teams because he likes the work that he is doing and is committed to deliver to the organization, this attitude leads him to be a good performer

Importance of Person Organization Fit:

• Turnover: It is very obvious that employees don’t like working with organizations that don’t align with their personal values and goals Determining the same during the selection process, helps to reduce the turnover rate

• Job Performance: If an employee doesn’t like the work or the environment, he/she is working in; this has negative effects on the job performance of the employees

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• Work Attitudes: The congruence between the work attitude and the person organization fit is the strongest The more an individual fits into the organization, the more positive will be the work attitude

Person Organization Fit dimensions:

While hiring an employee the following dimensions are looked upon by the

employer during the selection process

• Easygoing and Aggressive

• Attitude towards outcomes

Individual Beliefs about Organizational Ethics

This measure, developed by Froelich and Kottke (1991) It includes 7 items

Organizational ethics are the standards that address human behavior, promoted and adhered to by organizations and businesses The standards attempt to quantify and regulate human relationships in an effort to avoid harmful behavior or damage to the organization Defining and managing the values of a collective group of people within

an organization composes the practical application of organizational ethics

The Relationship between Work-Related Expectancies and Job Satisfaction:

Unlike Maslow, Vroom does not concentrate on needs, but rather focuses on outcomes Whereas Maslow looks at the relationship between internal needs and the

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resulting effort expended to fulfil them, Vroom separates effort (which arises from motivation), performance, and outcomes He realizes that an employee’s performance

is based on individuals’ factors such as personality, skills, knowledge, experience and abilities Vroom’s Expectancy Theory assumes that behaviour results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain The relationship between people’s behaviour at work and their goals is not as simple as was first imagined by other scientists Vroom’s theory is based upon the following three beliefs: valence, expectancy and instrumentality

1 Valence

Valence refers to the emotional orientations people hold with respect to outcomes (rewards) The depth of the want of an employee for extrinsic (money, promotion, time-off, benefits) or intrinsic (satisfaction) rewards Management must discover what employees’ value

2 Expectancy

Employees have different expectations and levels of confidence about what they are capable of doing Management must discover what resources, training, or supervision employees need

3 Instrumentality

The perception of employees whether they will actually get what they

desire even if it has been promised by a manager Management must ensure that promises of re-wards are fulfilled and that employees are aware of that The expectancy theory says that individuals have different sets of goals and can be motivated if they believe that:

– There is a positive correlation between efforts and performance,

– Favourable performance will result in a desirable reward,

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– The reward will satisfy an important need,

– The desire to satisfy the need is strong enough to make the effort worthwhile Unmet expectations have been found to be associated with lower levels of identification with the organization and job involvement (Ashforth, Saks 2000), higher levels of voluntary turnover (Buckley et al 1998; Lance et al 2000), low job satisfaction (Nelson, Sutton 1991; Turnley, Feldman 2000; Wanous et al.1992), higher levels of distress (Nelson, Sut-ton 1991), lower commitment (Wanous et al 1992), and lower levels of interpersonal trust (Robinson 1996; Young, Perrewe 2000) In the context of work socialization and adjustment, unmet expectations have been found to predict averse scores on work adjustment (Feij et al 1995), even more strongly than personal dispositions such as general selfefficacy and negative affectivity (Saks, Ashforth 2000) The degree to which individuals feel that their expectations are met may be construed to reflect their evaluation of the outcome of their exchange relationship with the organization, emphasizing the powerful role possessed by individual psychological contracts (i.e., how well did\ the organization fulfil one’s pre-entry expectancies, Dabos, Rousseau 2004; Lance et al 2000) Based

on their re-entry expectations regarding the outcomes of this exchange relationship, newcomers consciously or unconsciously decide how much they will ‘‘invest’’ in this relationship (e.g., in terms of time, skill, effort, motivation) If this relationship does not reap the anticipated returns (e.g., in terms of job security, variety, satisfaction, opportunities for further development, recognition from others), the exchange with the organization is inequitable (Adams 1965), possibly leading workers to reduce their investments in this exchange relationship to make it more equitable (Taris et al 2004) The greater the difference between expectations and experiences, the larger the gap to which an individual must respond, and the more likely it is that an individual will take action to reduce or remove this gap, especially when ex-perience does not live up to one’s initial expectations (i.e., things are worse than expected) In this sense, unmet expectations may be considered a stressor that individuals must cope with (Taris et al 2006)

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The Relationship between Fairness-Perceptions of an Organizational Policy and Job Satisfaction:

Organizational justice is concerned with perceptions of fairness in the workplace This line of research examines how and why employees make judgments of fairness and how these determinations impact work-related behaviors and attitudes Previous research has found that employees are more likely to demonstrate positive work attitudes and behaviors when they perceive the organization and authority figures as fair (Cohen-Charash & Spector, 2001; Colquitt, Conlon, Wesson, Porter, & Ng, 2001) Conversely, when employees feel they have not been treated fairly in work-related matters, they are more likely to respond with anger, resentment and retaliatory behaviors (Nabatchi, Bingham, & Good, 2007; Priesemuth, Arnaud, & Schminke, 2013) Given the importance of fairness in the work environment, there has been vast discussion regarding the dimensionality of organizational justice over the last 50 years Initially viewed as a unidimensional construct (Adams, 1965), scholars have since recognized that organizational justice is comprised of multiple dimensions that individually, as well as collectively, impact perceptions of fairness (Cohen-Charash

& Spector, 2001; Colquitt, 2001) Extant research supports the position of Greenberg (1993), who proposed a four dimension model of organizational justice which includes distributive justice, procedural justice, and two factors of interactional justice: interpersonal justice and informational justice (Colquitt, 2001; Colquitt et al., 2001; Crawshaw, Cropanzano, Bell, & Nadisic, 2013; Goldman et al., 2007) Research on the dimensionality of organizational justice has shown that these four factors are empirically distinct and therefore should be differentiated from one another (Colquitt, 2001)

Distributive justice is determined by the perceived fairness of outcomes experienced

by an employee Adams (1965) found that employees were more likely to view organizational outcomes as fair when they were consistent with expectations based

on perceived effort or ‘‘inputs’’ Procedural justice is based on judgments of fairness regarding the policies and procedures used in the decision making process of

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organizations (Ambrose, 2002; Cropanzano & Schminke, 2001) Initial research on this construct was conducted by Thibault and Walker (1975) who explored litigant perceptions of fairness with the legal process Their work, specifically the importance

of process influence and control, was first applied to an organizational setting by Leventhal (1980) This author expanded the work of Thibault and Walker (1975) and introduced other determinants of procedural justice in addition to process influence and control

As research on organizational justice continued, Bies and Moag (1986) introduced the notion of interactional justice as a component of organizational justice These authors defined interactional justice as the ‘‘quality of interpersonal treatment received during the enactment of organizational procedures’’ (p 43) This aspect of justice is grounded in the perceived fairness an employee experiences related to the interactions with the organization, specifically those interactions that are not predicated on established policy or procedure Subsequent research identified two subcategories of interactional justice, namely informational and interpersonal justice (Folger & Cropanzano, 1998; Greenberg, 1990, 1993) While related, these two subcategories have been shown to be distinct and there is empirical support that each has differential effects on justice perceptions (Colquitt, 2001)

Interpersonal justice indicates the degree to which employees are treated with respect, dignity, and courtesy by decision makers within an organization The presence of interpersonal justice can alter employee reactions to unfavorable outcomes provided the employee is treated with consideration (Greenberg, 1993) In a group setting, the presence of interpersonal justice would mean that group members are treated with respect and courtesy regardless of their position on issues being considered by the group Informational justice is based on the degree of explanation provided to employees regarding distribution of outcomes and the procedures used to make these determinations (Colquitt, 2001; Greenberg, 1993) Explanations provide the information necessary to evaluate the structural elements of the processes used to

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make the decision and relative fairness of the outcomes (Nabatchi et al., 2007) Information provided to personnel regarding decisions may be particularly relevant

in the sport setting where a number of stakeholders are involved in the decision making process (Chelladurai, 2006)

The Relationship between Person-Organization Fit and Job Satisfaction:

Perceived Person-Organization Fit (Value Congruence) and Positive Work Outcomes Previous studies in various work environments have suggested that P-O fit is related to a number of positive outcomes for individuals at work, including task performance and job satisfaction Bretz and Judge (1994) report that in a sample of industrial relations employees, individuals who report a higher degree of value congruence were more likely to have achieved higher positions within their companies and higher levels of compensation These workers were shown to have higher levels of commitment, perform better, and were more effective workers than others who did not report similar levels of value congruence (Kristof-Brown & Guay, 2011; Kristof-Brown, Zimmerman, & Johnson, 2005) Lauver and Kristof-Brown (2001) also report positive work outcomes related to P-O fit Workers in their study who report a higher degree of value congruence with the organization were more likely to make contributions to the work day that were above and beyond their expected work activities Taken together, these studies suggest that perceived P-O fit, particularly in terms of value congruence, tends to be positively associated with individual work performance

Person-organization fit is related to higher job satisfaction in other work contexts as well (Greguras & Diefendorff, 2009) In samples including nurses, however, the relationships of value congruence with job satisfaction and performance have rarely been examined Instead, the few researchers who have examined this dimension of P-O fit with nurses have tended to focus on burnout, turnover intention, or accident propensity (e.g., Bao et al., 2013) To our knowledge, only three studies have addressed the relationship between value congruence and job satisfaction with this

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occupation (Kalliath, Bluedorn, & Strube, 1999; Kramer & Hafner, 1989; Verplanken, 2004) Reporting at the level of the ward, Verplanken (2004) found a positive relationship between value congruence and job satisfaction, with particularly significant results emerging from the human relations value domain, which includes values such as trust and openness, and the empowerment of employees to contribute autonomously to the work day In contrast, Kalliath, et al (1999) report a nonsignificant relationship between value congruence and job satisfaction It should

be noted that these authors operationalized fit as the difference between values for self and perceived values of the organization, which is an indirect form of fit (KristofBrown & Guay, 2011) Similarly, Kramer and Hafner (1989) also used an indirect form of fit operationalized as the difference between nurse perceptions and manager/administrator perceptions These authors also found no relationship between value congruence and job satisfaction or productivity These types of conflicting conclusions about the relationship between value congruence and positive work outcomes among nurses suggests more clarification is needed

The Relationship between Individual Beliefs about Organizational Ethics and Job Satisfaction:

Organizational justice theory According to Hartman et al (1999), the concept of organizational justice is central to understanding a wide range of human attitudes and behaviors in organizations The underlying premise is that the justice perceptions of employees affect their job attitudes and organizational outcomes Leigh et al (1988), for example, concluded that employees look more to the broader organizational environment than to their particular role in attributing their satisfaction to their job

In particular, as stated by Dailey and Kirk (1992), perceptions of organizational justice affect job attitudes such as job satisfaction and turnover intention Organizational justice is often dichotomized into two components: (1) distributive justice which addresses the fairness of managerial decisions relative to the distribution of outcomes such as pay and pro- 310 Hian Chye Koh and El’fred H Y Boo motion, and (2) procedural justice which focuses on how such managerial

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decisions are made Dailey and Kirk (1992) found that employee perceptions of both distributive and procedural justice play a central role in relation to job satisfaction Sweeney and McFarlin (1993) and Hartman et al (1999), however, found that distributive justice predicts job satisfaction better than procedural justice does

In a study of layoffs, job insecurity and survivors’ work effort, Brockner et al (1992) reported that perceived distributive fairness and perceived procedural fairness affect survivors’ reaction to the layoff in terms of their work effort In particular, positive perceptions are significantly associated with increased work effort Other studies have also reported that perceptions of unfair promotion may affect job attitudes and organizational outcomes adversely (see Saal and Moore, 1993) In the context of selection and hiring, Gilliland (1993) suggested that fairness perceptions affect individual and organizational outcomes such as job-application and job-acceptance decisions, self-perceptions such as selfesteem and self-efficacy, and attitudes and behavior such as motivation, work performance, job satisfaction and organizational citizenship behavior (see also Gilliland, 1994; Steiner and Gilliland, 1996) More recently, Ployhart and Ryan (1997) confirmed that fair procedures resulted in more favorable perceptions, and this was more pronounced when individuals also perceived fair outcomes Also, in a study of parttime workers, Tansky et al (1997) found that perceptions of fairness or equity influence employees’ attitudes about the organization

On the conceptual front, Lind’s (1992) fairness heuristic states that perceptions of fairness in one area influence perceptions of fairness in another area In the context

of this study, it means that employees who perceive their organizations to be ethical are also likely to perceive their organizations as being fair to them This, in turn, is likely to enhance employee job satisfaction Hence, organizational ethics and job satisfaction are expected to be positively linked More generally, Lind et al (1993) argued that justice judgments affect attitudes, behavior and decisions across a wide

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