Research anout job satisfaction at hau giang pharmaceutical (vietnam)

The hypothesis of this study consists of 5 structures: a structure dependent job satisfaction and four independent structures career satisfaction, performance appraisal system knowledge,

RESEARCH PROJECT

(BMBR5103)

RESEARCH ABOUT JOB SATISFACTION AT

HAU GIANG PHARMACEUTICAL (VIETNAM)

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

Ho Chi Minh City, March 2016

ADVISOR’S SIGNATURE (FEBRUARY 2016)

NGUYEN THE KHAI (DBA)

ADVISOR’S ASSESSMENT

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I am grateful for the outstanding support from my lecturer NGUYEN THE KHAI (DBA) and Hau Giang Pharmaceutical business has allowed the staff to answer questions in the survey information and support me so much during time related to

ABSTRACT 1

PART ONE : INTRODUCTION 2

A BOUT HAU GIANG PHARMACEUTICAL 2

Organization structure and corporate culture 14

Mix organizational structure 14

Corporate culture 16

Research problem statement 16

Research objectives 18

Research scope 18

The importance of research 19

Limitations of the study 19

PART TWO: LITERATURE REVIEW 20

Job Satisfaction 20

Career Satisfaction 20

Performance Appraisal System Knowledge 22

Social Support (especially support from spouse) 22

Perceived Ability – Job Fit 23

Argument for the relationship among the constructs 25

X theory and Y theory 25

Maslow’s theory 27

Alderfer’s ERG theory 30

McClelland’s theory 32

Herzberg’s two-factor theory 34

Hackman and Oldham's Job Characteristics 36

Hypotheses 38

Research model 39

PART THREE: METHODS 39

Data collection 39

Design template scale 39

Career Satisfaction 41

Social support 44

Perceived Ability – Job Fit 46

Data collection progress 47

Data analysis 48

PART FOUR: RESULTS 49

Cronbach’s Alpha 49

Cronbach’s Alpha standard applied 49

Cronbach’s Alpha of constructs 49

Statistics information 51

Descriptive statistics 51

Correlation statistics 51

Hypotheses testing 52

Hypothesis proposed (H1) 53

Hypothesis proposed (H2) 53

Hypothesis proposed (H3) 54

Hypothesis proposed (H4) 55

PART FIVE: CONCLUSIONS 56

Discussion 56

Limitation of research 57

Forecast recommendation 58

REFENRENCES 59

APPENDIX 62

Appendix 1: Survey 62

Figure 1 Chart Finance of Hau Giang Pharmaceutical 8

Figure 2 chart business result 9

Figure 3: Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom 29

Figure 4: Alderfer’s ERG theory 31

Figure 5: McClelland’s theory 33

Figure 6: Herzberg’s two-factor theory 35

Figure 7: Hackman and Oldham's Job Characteristics 37

Figure 8: Research model of Job Satisfaction 39

Table 1: Job Satisfaction Scale 40

Table 2 career sastisfaction scale 42

Table 3 Performance Appraisal System Knowledge 43

Table 4 social support scale 45

Table 5 : Perceived Ability – Job Fit 47

Table 6: Time table for data collection progress 48

Table 7: Cronbach’s Alpha - Internal Consistency 49

Table 8: Cronbach’s Alpha of Job Satisfaction 49

Table 9 : Cronbach’s Alpha of social support )t 49

Table 10 : Cronbach’s Alpha of Carerr Satisfaction 50

Table 11 : Cronbach’s Alpha of Performance Appraisal System Knowledge 50

Table 12 : Cronbach’s Alpha of Perceived Ability – Job Fit 50

Table 13: Descriptive statistics 51

Table 14: Correlation statistics 52

Table 15: Model summary of H1 53

Table 16: Coefficients of H1 53

Table 17: Model summary of H2 54

Table 18: Coefficients of H2 54

Table 19: Model summary of H3 54

Table 20: Coefficients of H3 55

Table 21: Model summary of H4 55

Table 22: Coefficients of H4 56

FIGURE & TABLE

ABSTRACT

his study is aimed at finding ways to find out the influence of factors on job satisfaction of employees working in Hau Giang Pharmaceutical This research project will use business research methods to determine job satisfaction and other key factors that affect job satisfaction And this study also was conducted by quantitative methods with data sources are surveys using offline methods for 600 employees of Hau Giang Pharmaceutica to collect the ideas and opinions of employees on employment satisfied

Next, the results of the survey have been analyzed by statistical software SPSS version

20 (copyright IBM) The hypothesis of this study consists of 5 structures: a structure dependent (job satisfaction) and four independent structures (career satisfaction, performance appraisal system knowledge, social support , Perceived ability – job fit )

I hope the results of this study will help the executive director; managers of Hau Giang Pharmaceutical has some reference angle of human resource management to improve and enhance the quality of the resources we rely on job satisfaction of employees as well as you should have received clear understanding that your job satisfaction will impact employees to work effectively, the competitiveness of companies in the pharmaceutical market in Vietnam

Keywords for this study: career satisfaction, performance appraisal system of

knowledge, social support, cognition - suitable job in Hau Giang Pharmaceutical

T

Date 02/9/2004: Chemical Factory Stock Hau Giang Pharmaceutical Joint Stock Company DHG

Scope business

• finished drug business

• Chemicals for the PART ONE : INTRODUCTION

A BOUT HAU GIANG PHARMACEUTICAL

HISTORY

The forerunner of the State run enterprises DHG Pharmaceutical 2/9, established on 02/9/1974 at Channel 5 Clay, Khanh Lam (now Khanh Hoa), U Minh District, Ca Mau Province

After 04.30.1975: Committee on Public Health Southwest Zone dissolution, assignment Pharmaceutical Factory 2/9 Hau Giang Department of Health to manage 1982: Joint Enterprise DHG was established on the basis of consolidated three divisions: Pharmaceutical Business Enterprise National 2/9, Level 2 Pharmaceutical Company, Pharmaceutical Station Is

1988: People's Committee of Hau Giang Province decided to merge the Company Supplying material, medical equipment and Enterprise United DHG

pharmaceutical industry

• The concessionaire antibiotic production

• These drugs are derived from natural

Development strategy and investment

2004: Shareholding, became JSC

2005: Joined club sales enterprises producing over 500 billion

As the first enterprise pharmaceutical equivalent clinical trial Haginat and Klamentin powder

Develop effective policies to attract talent, especially the policy of "Food and 4D 2006: Listed stocks on the HOSE first; Meets WHO - GMP / GLP / GSP

2007: Affirming a vision, mission and core values 7

Bioequivalence trial success Haginat 250mg and 500mg Glumeform

Increase of the charter capital of 80 billion to 200 billion

Established 02 subsidiaries and SH first Travel DHG Pharma

Convert ISO / IEC 17025 from version 1999 to version 2005

2008: Implementation of modern management tools and efficient: 10.5S, Balance Score Card

Established 06 subsidiaries: CM Pharma, Pharma DT, HT Pharma, ST Pharma, DHG

Established 05 distribution subsidiaries: VL Pharma, Pharma TVP, B & T Pharma, DHG PP1, DHG Nature 1

2013: Completion of new plant projects Betalactam Non WHO GMP in Tan Phu Thanh with more capacity 04 billion product units / year

Completion of new plant projects IN - Packaging DHG DHG 1 PP1 in Tan Phu Thanh, Nguyen Van Cu DHG PP dissolved in accordance with the original guidelines

Vision , Mission and Sore Values

For society: Social responsibility is seen as a key strategy to help develop DHG

Pharma stable and sustainable

As a business unit of the pharmaceutical production, DHG Pharmaceutical always Retrieved community benefits start for all activities The community activities of the company are not merely a branding activity that it is the responsibility of a brand name pharmaceutical manufacturers pharmacy industry leading Vietnam Community activities more effective when tied to the dedication of high-quality products, in order

to build a foundation for society always have beautiful healthy life

For employee: Qualified staffs with high level and capacity and always be devoted to

the company

-DHG Pharmaceutical determines that human is the most precious resource to create value for business and society Thus, DHG Pharmaceutical has always focused on buiding a policy of care and attraction employees to bring new blood into the company

For the market: Young, creative, self-motivated staffs with professional

qualifications and skills of market leaders

Qualified marketing team, always suggesting great ideas to build judicious business strategies

Self-motivated, funny, enthusiastic staffs, always showing passion and devotion to marketing activity of the company.Working with their whole hearts, caring and bringing added value to customers, partners; and also bringing high values to the company and society

For shareholders and partners: Taisho Pharmaceutical is a company with the largest

market share of OTC drugs in Japan, has a history of over 100 years of development, have experienced management, product research and owns the advanced production technology becoming Taisho partner not only in line with the vision, the mission of DHG Pharmaceutical has always focused on buiding a policy of care and attraction employees to bring new blood into the company But also to promote the implementation of the regional strategy to reach and raise the company value, brand value and product DHG Pharmaceutical has always focused on buiding a policy of care and attraction employees to bring new blood into the company

Recently, Forbes Vietnam for the first time carried out a list of 40 brands most valuable company in Vietnam based on the contribution of the brand to the business

performance of the enterprise DHG pharmaceutical is honored as one of 40 brands most valuable company in Vietnam

Core values

Speed: 8 subsidiaries for distributing, 31 branches/agents, 2 drugstores and 61 retail

counters in the form of pharmacies located in hospitals nationwide

25 branches ans subsidiaries complied with GDP standard

30 drugstores and retail counters complied with GPP standard

Over than 1000 sales staff offering direct transaction to more than 20,000 customers being

pharmacies, agents, pharmaceutical company….Among these customers, there are 8,649 members of the club of familiar customers of DHG

Quality: Get quality, Get knowledge, creativity, Taking responsibility, cooperation,

preferential treatment, DHG Get Identity, Get the prosperity and partnership, Get outstanding differences, Get community benefits

Integrity: "Responsibility" society is considered a key strategy to help develop DHG

Pharmaceutical stable and sustainable, Get community benefits start for all activities

Creativity: Always listen to their opinions and encourage employees to offer

innovative ideas, share information and knowledge

Humanity: man is the most precious resources to create value for business and

society Therefore, the company has always focused on policy development and attracting care workers; staff rejuvenation

Credibility: credibility more and more when the business results in 2016 helped DHG

maintained its position as the leading pharmaceutical industry Vietnam 18 years of sales, profits and production capacity

Training policy

Training and staff development is one of priorities actions of DHG Pharma

.The aim of DHG Pharma’s training policy is to build and develop qualified staffs who are enthusiastic, professional and skilled in their job, having good business ethics Always create good conditions for employees to develop and gain experiences when working at the company

Always listen and encourage employees to create, to innovate and to share their knowledge

Always propose training plans, assist employees in setting up their personnel plan It helps them to develop their carrer and also reach their personnel target

Finance

Finance source is always transparent and stable

Figure 1 Chart Finance of Hau Giang Pharmaceutical

Figure 2 chart business result

( Source: www dhgpharma.com.vn )

Quality System

Factory, warehouse and QC Laboratory complied with WHO-GMP/GSP/GLP DHG Pharma’s Quality Management System is a tool for providing standard for operations management, production and business help employees perform the management and quality control and work consistently

The implementation of quality management system ISO 9001:2008 certified by BVQI, advanced technology lines with engineers, workers who has experiences brought to market the products with good quality

Research & Development (R&D):

o Investing and establishing Research & Development Department (R& D) and Research Center

o Researching science and technology in order to serve long-term development strategy of the company, which has always been considered as essential and top task of DHG Pharma Effectively developing existing human resources, expanding new capabilities, contributing to improve competitive power for the company and ensuring the stable development

o Being a pioneer in strategy of profound investment for research on new active ingredients, search for special technology, creation of a unique product line, which has

a competitive advantage in the market and brings benefits to consumers Products of Haginat, Klamentin, Hapacol, Eyelight, Unikids, ect or group of products with active ingredients from nature such as Eugica, Naturenz, Spivital, ect that have been interested in the market are typical products for the success of DHG Pharma during past time

Many products are manufactured in bulk, shortening production period, economizing

on expenses and business capital for production

Production scale is large, the demand for raw materials is high and frequently changed Therefore, functional departments have actively imported raw materials to store in the period of cheap cost to satisfy the production demand in time

COMPANY CULTURE

Cultural character of DHG Pharma is established not purely to set up corporate culture, but also aimed to establish the groove and tradition of a unit, contributing to build typical individuals who have enough personalities of "Civility - Uprightness - Intelligence - Loyalty",harmoniously living with colleagues and community Cultural character of DHG Pharma is a historical gift that former generations would like to offer the latters to continuously set up the image of company

Requirements of the culture character are not only unstrange for employees but also very close to the civility and uprightness of our nation in the daily life such as: shaking hands, moving, acting, behaving in meetings, arts, eating, drinking, dressing, living, organizing birthdays, funerals or weddings, ect., which are specifically defined and guided in the culture character

DHG Pharma’s cultural character is always a weapon, a competitive advantage to help DHG Pharma be determined to win in the market It is also an orientation and regulation of culture within the company It helps everyone be closer together and realize their colleagues and superiors

a brand of leading manufacturer in pharmaceutical industry of Vietnam Community activity is more effective when being associated with dedication of high quality products, that aims to build foundation for the society which always has healthy and beautiful life

RESPONSIBILITY TO ENVIRONMENT:

Being a unit with awareness of environment protection, DHG Pharma has consecutively seeked to improve the environment through the clear understanding of challenges and opportunities in the pharmaceutical industry towards sustainable development

Always improving sense of responsibility through the use of clean and appropriate technologies in the pharmaceutical field

Besides the strict standards of environment in pharmaceutical and food supplement products manufacturing (GMP, GLP, GSP), DHG Pharma always concerns with following sanitation rules and fire prevention, treatment of industrial waste and water source in accordance with pharmaceutical standards and regulations

of Vietnam

in the circumstances , to achieve maximum efficiency

Matrix organization structure

Organization structure and corporate culture

Mix organizational structure

GENERAL SHAREHOLDER’S MEETING

BOARD MANAGEMENT

INDUSTRY DIVISION

CENTER AQUA CULTURE AND DEVELOPMENT PHARMACEUTICAL

QUALITY CONTROL

ROOM

PRODUCTION SYSTEM

FINANCE - MANAGEMENT

QUALITY ASSURANCE DEPARTMENT

DEPARTMENT OF FINANCE ACCOUTING

FUNCTIONAL DIVISIONS

INFORMATION TECHNOLOGY

PLANS - INVESTMENT &

MANAGEMENT PROJECT

INTERNATIONAL BUSINESS

MANAGEMENT SYSTEM

DOMESTIC SALE

& SYSTEM BRANCH TRADING

BLOCK

Corporate culture

Cultural character of DHG Pharmaceutical is established not purely to set up corporate culture, but also aimed to establish the groove and tradition of a unit, contributing to build typical individuals who have enough personalities of "Civility - Uprightness - Intelligence - Loyalty",harmoniously living with colleagues and community Cultural character of DHG Pharmaceutical is a historical gift that former generations would like

to offer the latters to continuously set up the image of company

Requirements of the culture character are not only unstrange for employees but also very close to the civility and uprightness of our nation in the daily life such as: shaking hands, moving, acting, behaving in meetings, arts, eating, drinking, dressing, living, organizing birthdays, funerals or weddings, ect., which are specifically defined and guided in the culture character

DHG Pharmaceutical’s cultural character is always a weapon, a competitive advantage

to help DHG Pharmaceutical be determined to win in the market It is also an orientation and regulation of culture within the company It helps everyone be closer together and realize their colleagues and superiors

Research problem statement

Hau Giang Pharmaceutical is 100% Vietnam but now it is the ratio of foreign capital accounted for a very low rate in the capital structure of the pharmaceutical industry in the market for the present and Hau Giang to the Pharmaceutical has successfully issued bonds in the overseas markets as well as attractive to many resources are foreigners working in Hau Giang Pharmaceutical

Currently, in the context of the pharmaceutical industry in Vietnam is very difficult and the work environment of the Vietnam Pharmaceutical too many changes, but do not have any research looking for the job satisfaction of employees in the this company

Hau Giang Pharmaceutical is a positive development and human resource development, especially in choosing the right person for the company However, recruiting the right people is not enough and they are perplexed to know how to keep talented employees, retain talent, especially how to retain their key staff have played a important role in the company With the shortage of human resources at present, retaining good people is becoming big problems of big business not only in other countries but also that Viet Nam including Hau Giang Pharmaceutical business

According Luddy (2005), for those employees are not satisfied with the job and their company, this will lead to lower productivity, affecting the health of both physically and mentally employee satisfaction in the workplace will not change their job or give

up their jobs

CEO at Hau Giang Pharmaceutical realized the job satisfaction of employees is the most important factor for Hau Giang Pharmaceutical sustainable development of its human resources to help organizations to operate more efficiently, create quality products and services, brand building, customer trust and loyalty But, a number of factors such as satisfaction with the career satisfaction, performance appraisal system knowledge, social support , Perceived ability – job fit at Hau Giang Pharmaceutical

Research objectives

To build a sustainable workforce for the organization, many domestic and foreign research on job satisfaction of employees When employees are satisfied with the job and their company, employees will be motivated to work effectively, resulting in performance and work more effectively to contribute to company results

This purpose of this study was to find out how these factors impact on job satisfaction

of employees working in Hau Giang Pharmaceutical

My research will focus on three key elements:

tisfaction

as Hau Giang Pharmaceutical staff

factors to access / weak strength of each factor in the impact of the progress

management forecasts the human resources at Hau Giang Pharmaceutical in the near future

Research scope

Scope of the study is for the entire staff Hau Giang Pharmaceutical, including: general directors, deputy general directors, managers, subordinates and employees working in Hau Giang Pharmaceutical Group, it does not include: Chairman Chairman, Board of directors, shareholders, Supervisory Board, and the employees are in a trial period or break due

Scope of the survey are in the territory of Vietnam, including 600 employees of Hau Giang Pharmaceutical

Contents of this study only includes factors affecting job satisfaction in Hau Giang Pharmaceutical It has no intention of restructuring, changes and replacement of staff during the present to the future

This survey was conducted from July 1 to july 29, 2016

The importance of research

This study will help executives, directors; managers understand and be more aware of the importance of job satisfaction That is the most important factor to show the effectiveness of the policies, organizational operating concept of human problems in the best way

Besides managing important, it also improves employee loyalty to the organization and furthermore, employees will be loyal to the shareholders of the company, contributing to the financial strength of the company increasingly stronger in the future

Limitations of the study

This study will have some limitations because it only focused content Hau Giang Pharmaceutical related in and also can be no generalizations for the pharmaceutical industry

The survey was conducted during the 75 days which is fairly short Besides, those who answered the survey are eligible and different perceptions of job satisfaction as well as the content of the survey will be many grammatical errors because the English language which many limited - Vietnamese translation process, it can be confusing to the reader when they answered

PART TWO: LITERATURE REVIEW

This chapter contains base theory and other relevant theories which are related to the study

organizational research is that of Locke (1976), who defines job satisfaction as “a

pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences” Others have defined it as simply how content an individual is with his or

her job; whether he or she likes the job or not It is assessed at both the global level or

at the facet level

Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life Job satisfaction can be understood in terms of its relationships with other key factors, such

as general well-being, stress at work, control at work, home-work interface, and working conditions

Career Satisfaction

Definition

Career satisfaction is an important topic in career research because subjective feelings of success are related to many facets of work behavior and well-being (e.g., Abele & Spurk, 2009; Ng, Eby, Sorensen, & Feldman, 2005)

Career satisfaction is the satisfaction that individuals derive from the intrinsic and extrinsic aspects of their careers, including pay, advancement, and developmental opportunities (Greenhaus, Parasuraman, & Wormley, 1990) Jen-Ruei Fu (2010) defined career satisfaction as the level of overall happiness experienced through one's choice of career

Employees’ career satisfaction reflects how they feel about their career-related roles, accomplishments and success Significant predictors of career satisfaction include goal-specific environmental support and resources which provide social and material support for an employee’s personal goals (Barnett & Bradley, 2007)

Career satisfaction as individuals’ idiosyncratic evaluations of their own careers is often seen as one central indicator of subjective career success (Abele, Spurk, & Volmer, 2011; Boudreau, Boswell,&Judge, 2001; Judge, Cable, Boudreau,&Bretz, 1995;Ng et al., 2005) Career satisfaction measures the extent to which individuals believe their career progress is consistent with their own goals, values and preferences (Erdogan, Kraimer, & Liden, 2004; Heslin, 2003; Seibert & Kraimer, 2001) It is the evaluation of an individual’s progress towards meeting different career-related goals (e.g., income, achievement, development) and career-related successes (e.g., overall career success) The Career Satisfaction Scale (CSS; Greenhaus, Parasuraman, & Wormley, 1990; Hofmans et al., 2008) is a widely accepted measure of career satisfaction

Performance Appraisal System Knowledge

a.Definition

Acording to Williams and Levy (1992) what are employees perceive they understand the important aspects of the performance appraisal system related to their job Performance appraisal system knowledge was developed to explain the extent of agreement between employee and their supervisor ratings of work performance

According to Murphy & Cleveland (1995) explain that performance appraisal was considered as a tool to measure of employee performance, but nowadays it is expressed as a social and communication process

According to Pritchard (2006) the performance appraisal is the discrete, formal, organizationally sanctioned event, usually not occurring more frequently than once or twice a year, which has clearly stated performance dimensions and/or criteria that are used in the evaluation process In additional, the performance is an evaluation processing, the quantitative scores are often assigned based on the judged level of the employee’s job performance on the dimensions or criteria used, and the scores are shared with the employee being evaluated

Social Support (especially support from spouse)

Caplan et al (1975) describe social support is the support that an employee perceives

is available from his or her co-workers, supervisors, spouses, and family/ friends It describes the extent to which these three sources go out of their way to help an employee, are easy to talk to, can be relied on when things get tough on the job, and are willing to listen to an employee’s personal problems These type of support have

been characterized as emotional (easy to talk to and willing to listening to personal problems) and instrumental (make things easier and can be relied on) This measure has been widely used and has remained one of the most established scale used to mesure social support in a job ( Lim, 1996)

Perceived Ability – Job Fit

The fit perception involves a cognitive process, in which an individual compares his needs, aspirations and abilities to the work environment (Cable & Judge, 1997) Usually formed during individual’s work experience, such perception is influenced by several sources such as job characteristics, organizational characteristics and the individual’s interactions with other staffs within the organization (Rynes, Bretz & Gerhart, 1991) Initially, no serious attention was paid to this concept in the studies of organizational behavior (Ahmed, 1981) It however has been subsequently accepted when researches found that individuals who could fit into their jobs are more able to solve various work-related work behavior issues (Forbes & Barret, 1978) Though earlier conception of person-job fit perception covered several aspects such as individual’s readiness to carry out job demands; the sense of how well individual’s abilities and skills are fully utilized in current job; and how much the job is perceived

by individual to provide the opportunity in practicing his or her best skills, Kristof (1996) has later simplified it as the evaluation of congruence between an employee’s abilities and his or her job demands

Saks and Ashforth (2002) measured the concept as the perception of suitability between an individual’s knowledge, skills and abilities with his or her job requirements; of job’s ability to fulfill an individual’s needs; suitability of the job; and

last but not the least, individual’s perception on the freedom in carrying out one’s job Quite close to the definition, Cable and DeRue (2002) have focused on three levels of fitness or suitability in their effort to explain this concept First is the fitness between job demands and individual’s personal skills Second is the fitness between individual’s ability and training with the job requirements And third is the fitness between individual’s personal skills and educational level with his or her job demands Again, all these definitions have highlighted the concept as a subjective evaluation related to one’s job competency and work effectiveness Even though it is a subjective concept, acknowledgment has been made in accepting an individual’s self-report on his or her level of capability (Artwater, Ostroff, Yammarino & Fleenov, 1998)

Recent studies have shown the importance of person-job fit perception to newcomer’s competency Carr, Pearson, Vest and Boyar (2006) have found that the level such perception mediates the relationship between previous work experience and their length of service in the new organization This study has supported earlier researches which have reported positive relationships between fit-perception to competency (Judge & Cable, 1997; Kristof, 1996), commitment (Ashforth & Mael, 1989) and efficiency (Schuler, 1980) A correct form of fit perception helps a new employee to uphold right status of mind and strategies when caught with uncertainties at work It makes the employee more comfortable and confident in meeting new job requirements and organizational objectives (Kristof, 1996) Usually a more experienced and capable employee are more able to adopt suitable strategies as to perform effectively compared

to less experienced employees (Schuler, 1980) They are usually less stressful compared to those who posses lower level of abilities In contrast, those who are over

qualified or over trained might less interested or feel too comfortable with their job Either way, this could lessen an employee’s level of commitment (Cable & DeRue, 2002) Up to this date, the significance of this concept has been acknowledged in the organizational studies It is believed that those who fit with their jobs would be more successful in their career journey (Cable & Judge, 1997)

Argument for the relationship among the constructs

X theory and Y theory

Contents

Theory X and Theory Y are theories of human motivation that were created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s These theories describe two contrasting models of workforce motivation that have been used in human resource management, organizational behavior, organizational communication and organizational development

X theory and Y theory have to do with the perceptions that managers hold of their employees, which in turn influence their management style

X theory: according to this theory, X type individuals are considered to be inherently

lazy and not fond of their jobs As a result, an authoritative management style is required to ensure that individuals fulfill their objectives Workers managed this way need to be closely supervised and comprehensive systems of control need to be developed A hierarchical structure is needed with narrow span of control at each and every level According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility when they can According to

Dr Kumi Mark, if the organizational goals are to be met, X theory managers must rely

heavily on the threat of punishment to gain compliance of employees When practiced, this theory can lead to mistrust, highly restrictive supervision and a punitive atmosphere The X theory manager tends to believe that all actions can be traced back and the individual responsible for them needs to be directly rewarded or reprimanded depending on the action's results This managerial style is more effective when used to motivate a workforce that is not inherently motivated to perform It is usually exercised in professions where promotion is infrequent, unlikely or even impossible and where workers tend to perform repetitive tasks in their jobs One major flaw of this management style is that it limits the potential of the employees under it and discourages out of the box thinking

Y theory: in this theory, management assumes employees can be ambitious,

self-motivated and exercise self-control It is believed that employees enjoy their mental and physical work duties According to them, work is as natural as play They possess the ability for creative problem solving, but their talents are underused in most organizations Y theory managers believe that given the proper conditions, employees will learn to seek out and accept responsibility, exercise self-control and self-direction

in accomplishing objectives to which they are committed Y theory manager believes that, given the right conditions, most people will want to do well at work They believe that the satisfaction of doing a good job is a strong motivation Many people interpret

Y theory as a positive set of beliefs about workers A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates He thinks that Y theory managers are more likely than X theory managers to develop a climate of trust with employees required for employee development This would include managers

communicating openly with subordinates, minimizing the difference between subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities This environment would include sharing of decision making so that subordinates have a say in decisions that influence them.

superior-X theory and Y theory combined: superior-X and Y theory are not different ends of the same

continuum, but rather two different continua in themselves McGregor has identified Xtheory and Y theory differently X theory assumptions are that individuals dislike their careers X theory people have to be supervised Y theory assumptions are that individuals like their careers and are willing to take part in responsibility Y theory people don't need supervision and can be expected to be productive in their jobs

Previous research

Sahin, F (2012) “The mediating effect of leader-member exchange on the

relationship between X and Y theory management styles and effective commitment: A multilevel analysis” Journal of Management and Organization, 18 (2), 159–174

Self-argument

Personally, I think Theory X and Theory Y will have a strongly impact to Procedural Justice, because it creates clear perception of justice in organizations Next, it affects Job Satisfaction

Maslow’s theory

Contents

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow

in his 1943 paper “A Theory of Human Motivation" in Psychological Review”

Maslow subsequently extended the idea to include his observations of humans' innate curiosity His theories parallel many other theories of human developmental

psychology, some of which focus on describing the stages of growth in humans

Maslow used the terms “physiological”, “safety”, “belongingness” and “love”,

“esteem”, “self-actualization” and “self-transcendence” to describe the pattern that

human motivations generally move through

Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or

neurotic people, writing that “the study of crippled, stunted, immature, and unhealthy

specimens can yield only a cripple psychology and a cripple philosophy” Maslow

studied the healthiest 1% of the college student population

Maslow's theory was fully expressed in his 1954 book Motivation and Personality The hierarchy remains a very popular framework in sociology research, management training and secondary and higher psychology instruction

Previous research

Tang, T L.; Ibrahim, A H.; West, W B (2002) “Effects of war-related stress on the

satisfaction of human needs: The United States and the Middle East” International

Journal of Management Theory and Practices 3 (1): 35-53

Cianci, R.; et al (2003) “Maslow's hierarchy of needs: Does it apply in a collectivist

culture” Journal of Applied Management and Entrepreneurship 8 (2): 143-161

Kenrick, D T.; Griskevicius, V.; Neuberg, S L.; Schaller, M (2010) “Renovating the

pyramid of needs: Contemporary extensions built upon ancient foundations”

Perspectives on Psychological Science 5 (3): 157-163

Figure 3: Maslow's hierarchy of needs, represented as a pyramid with the more

basic needs at the bottom

(Source: www.honolulu.hawaii.edu/intranet/committees/FacDevCom/guidebk/teachtip/maslow.htm)

Self-argument

Personally, I think Maslow’s theory is affecting to Job Satisfaction, Satisfaction with

Supervisor, Procedural Justice, Developmental Experiences and Perceived Organization Support, because it deeply researched into the nature of human beings in

all aspects of psychology and physiology

Alderfer’s ERG theory

Contents

Clayton Paul Alderfer (born September 1, 1940 in Sellersville, Pennsylvania) is an American psychologist who further developed Maslow's hierarchy of needs by categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth) The existence group is concerned with providing the basic material existence requirements of humans They include the items that Maslow considered to be physiological and safety needs The second group of needs is those of relatedness - the desire people have for maintaining important interpersonal relationships These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem classification Finally, Alderfer isolates growth needs: an intrinsic desire for personal development These include the intrinsic component from Maslow's esteem category and the characteristics included under self-actualization

Alderfer categorized the lower order needs (Physiological and Safety) into the Existence category He fit Maslow's interpersonal love and esteems needs into the Relatedness category The Growth category contained the self-actualization and self-esteem needs Alderfer also proposed a regression theory to go along with the ERG theory He said that when needs in a higher category are not met then individuals redouble the efforts invested in a lower category need For example if self-actualization or self-esteem is not met then individuals will invest more effort in the relatedness category in the hopes of achieving the higher need

Figure 4: Alderfer’s ERG theory

(Source: www.springerplus.com/content/2/1/246/figure/F2?highres=y)

Previous research

C.A Arnolds and C Boshoff (2002) “Compensation, esteem valence and job

performance: an empirical assessment of Alderfer's ERG theory” The International

Journal of Human Resource Management