Career satisfaction of employees at toyota motor vietnam

ABSTRACT This study researches about the impact of the factors on positive career satisfaction.. The results based on the data collected via questionnaires from employees of Toyota Motor

MASTER OF BUSINESS ADMINISTRATION

TOYOTA MOTOR VIETNAM

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

Advisor’s Assessment

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Advisor’s signature

TABLE OF CONTENTS

ACKNOWLEDGEMENTS 1

ABSTRACT 2

1.1 About Toyota Motor Vietnam Co., Ltd (TMV) 3

1.1.1 Overview TMV 3

1.1.2 Top manager 4

1.1.3 Business fields 4

1.1.4 Products 4

1.1.5 History 4

1.1.6 Vision and Strategy 6

1.2 Problem statement 6

1.3 Research objective 7

1.4 Scope of research 8

1.5 Significance of research 8

1.6 Limitation of research 9

CHAPTER 2: LITERATURE REVIEW 10

2.1 Definition of Constructs 10

2.1.1 Career satisfaction (CS) 10

2.1.2 Job Conigtions (JC) 11

2.1.3 Developmental Experiences (DE) 12

2.1.4 Career Commitment (CC) 13

2.1.5 Perceived person-organization fit (PP) 14

2.2 Argument for the relationship among the constructs 15

2.2.1 Maslow’s theory (1943) 15

2.2.2 Alderfer’s ERG theory (1969) 16

2.2.3 Previous research 18

2.3 Research Hypotheses and Research Model 22

CHAPTER 3: METHODS 24

3.1 Data collection 24

3.1.1 Design Template scale 24

3.1.2 Data collection progress 31

4.2 Statistics information 37

4.3 Hypotheses testing 39

CHAPTER 5: DISCUSSION 45

CONCLUSION 47

REFERENCES 48

APPENDIX 50

Appendix 1: Survey 50

Appendix 2: List of Figures and Tables 57

Appendix 3: Presentation 58

ACKNOWLEDGEMENTS

Firstly, I would like to express my profound gratitude and deep regards to my advisor, Mr Khai Nguyen DBA for his persistent and tireless help in guiding, supporting, encouraging throughout the course of this thesis The blessing, help and guidance given by him time to time shall carry me a long way in the journey of life on which I am about to embark

In addition, I would like to thank to all the professors in the MBA course With their knowledgeable and intelligent comments, the current dissertation is much better refreshed with a lot of new ideas and views

I would like to offer thanks to Open University Malaysia and Hutech University for granting and supporting me with the resource for this study during the time I have studied at there I thank all classmates have helped me during doing research as well as during study time of MBA course

I am obliged to board of managers and all staff members of Toyota Motor Vietnam Co., for the valuable information and helps to collect data for this thesis I am grateful for their cooperation during the period of my research

Finally, I thank almighty, my parents, brother, sisters and friends for their constant encouragement without which this assignment would not be possible

ABSTRACT

This study researches about the impact of the factors on positive career satisfaction Those factors are job cornitions (JC), developmental experiences (DE), career commiment (CC), perceived person-organization fit (PP) We supposed that there are significant relationships between all the above factors and positive career satisfaction The results based on the data collected via questionnaires from employees

of Toyota Motor Vietnam Co., Ltd (TMV) indicated that all above factors positively impacts positive career satisfaction

The research show that the employees who perceived their job (JC), they can developmental experiences (DE) , the individuals commitment toward their occupations, profession and career and the perception of his or her with an organization more satisfaction with career success, an internally generated a defined career outcome than employees who cognitions their job ineffective

The findings of this study have great significance in assessing the level of career success and employees towards their goals

The result of this study will help leaders of TMV to improve allocation and management

of human resources effectively and stability The satisfaction survey of staff also pointed out defect that TMV need amend and revised methods, as well as helping the managers make decisions related to the business Finally, the survey will also help you build sustainable connections with employees, retain the good employees, and attract talent

Keywords: career satisfaction, job cornitions, developmental experiences, career

commiment , perceived person-organization fit.

CHAPTER 1: INTRODUCTION

1.1 About Toyota Motor Vietnam Co., Ltd (TMV)

1.1.1 Overview TMV

Toyota Motor Vietnam Co., Ltd (TMV) is an automobile Joint Ventures founded

in Semtember, 1995 The total investment capital was 89.6 million USD based on the capital contributions from Toyota Motor Corporation (70%), Vietnam Engine and Agricultural Machinery Corporation - VEAM (20%) and KUO Singapore Pte.Ltd (10%)

Being one of the first automobile Joint Ventures in Vietnam, TMV never stops making efforts to be "Moving Forward" together with Vietnam TMV has been incessantly providing high quality products and perfect customer services to bring the highest satisfaction to our customers as well as positively contributing to the development of the Vietnamese automobile industry

Since establishment, TMV has incessantly developed not only in its sales but also

in its production scale By now, TMV is holding the leading position in the Vietnamese automobile market with the capacity of more than 30,000 units/year (two working shifts

a day) and the accumulated sales of TMV reaching more than 305,799 units All our products have a large market share in the market With 11 employees since the first days, the current number of employees of TMV has reached over 1,900 and more than 6,000 employees working in 41 Dealers/Dealer's Branches/TASS nationwide

Besides the business, TMV always puts much effort into the contribution to the state budget by fulfilling the duty of a taxpayer, as well as contributing to the sustainable development of the community and society with various long term, practical and

Throughout the history of establishment and development, with all our efforts from TMV’s employees, dealers and suppliers, TMV has made great achievements and continuously improved itself to fulfill the mission of our customers and contribute significantly to Vietnam automobile market and society With these achievements, TMV has been honored with the second lever Labor Medal by the Government and seems to

be one of the most successful FDI companies in Vietnam

1.1.2 Top manager

- President: Mr Yoshihisa Maruta

- Vice President: Madame Đoàn Thị Yến

1.1.3 Business fields

- Producing and assembling Toyota vehicles and Spare Parts

- Providing the services of repairing maintaining for vehicles

- Order and purchase from the Vietnamese supplier, including export processing enterprises, all kinds of automobile spare parts for processing, packaging and export

- Importing Toyota’s vehicles

- Imports of automobile spare parts and equipment, specialized machinery follow

to Toyota’s standards

- Consulting, training, support of internal implementation of business development, services and products maintenance to all Toyota’s affiliates, Dealers, Candidate Dealers and TASS

1.1.4 Products

- Locally-produced Toyota models: CAMRY, COROLLA ALTIS, VIOS, INNOVA và FORTUNER

- Imported Toyota models: LAND CRUISER, HILUX, YARIS, LAND

CRUISER PRADO, HIACE và TOYOTA 86

- Imported Lexus models: LS 460L, GS 350, ES 350, LX 570, RX 350, GX

460 và NX 200t

1.1.5 History

- 1997:

 Opening of Training Center at Headquarter

 Opening of Ho Chi Minh City Brand Office

 Opening of Central Parts Depot (CPD) at Headquarter

- 1998:

 Opening Hanoi Branch Office

 Introducing the first generation CAMRY to meet customer demand

- 1999: Becoming the first automobile manufacturer to receive ISO 14001

 Toyota Auto Parts Export Center officially put into operation

 Introducing the first ever Express Maintenance Service in Vietnam

- 2008: Lining off the 100,000th vehicle

- 2009: Opening Toyota South Center where transit and delivery of spare parts and Toyota cars to Southern region

- 2011: Lining off the 200,000th vehicle

- 2013: Reaching a sales record with 33,288 units and an export turnover record with 39.2 million US Dolar

- 2014:

 New record in service area with 590,000 units car put into the shop

 Introduced many new high second generation vehicles and all 5 models of TMV are in the TOP TEN BEST SELLER CAR IN 2014

- 2015: The 300,000th vehicle line-off

1.1.6 Vision and Strategy

Toyota Vietnam will try all best to lead a good mobility and enrich lives for Vietnamese people

Through the commitment to quality, safety enhancement, satisfaction to customers, contribution to Vietnam’s industry and respect for environment & community, TMV aim to exceed expectations, to be rewarded with a smile and to be the most beloved company in Vietnam

TMV will meet our challenging goals by engaging the talents & passion of human resources for a better way

With the aim of sustainable development and "most favorite auto brand" in Vietnam, TMV, always try our best to bring smile - the highest satisfaction - to customers and partners, as well as positive contribution to the economy and the society The strategy of TMV is increasing the customer satisfaction through diversification of products to provide more choices for customers, and also create the value for customer by adding more benefits and improvements into new upgraded models, such as Innova, Fortuner, Camry, Toyota 86, Hiace, Land Cruiser Prado, Yaris, Vios and Altis Especially, according to report of TMV about its business achievements

in 2015, it owns five models ranked top in the list of 10 best-selling cars in Viet Nam in

2015 include: Fortuner, Innova, Vios, Corolla altis and Camry (Vietnam, T M.)

1.2 Problem statement

The development of Vietnam's economy in recent years, the demand for manpower

is increasing as well One of element competitions between firms is adopt policies to attract talent Therefore, companies have to focusing on issues rather than building human resources, especially the selection of right people for your company However, choosing the right people is not enough; they must also know how to keep the best employees and employees with experience, holding importance roles in the company

With the shortage of "capable" human resources as today, keeping good staff becoming issues that business owners interest Therefore, the only advantage is the long-term and human resources within the organization Each change in the business environment conditions will increase pressure on businesses to change, actively creating new technologies, new products, and new services to meet the growing needs of customer goods

Vietnam is the 150th member of the WTO, and is also a member of many other organizations such as AFTA, APEC Now businesses are not only competing with domestic firms, but also to compete with foreign companies when they invest into Vietnam In this situation, career satisfaction is idiosyncratic assessment of each individual in their career, and are viewed as a key indicator of the success of your career For this reason, I conduct this research to know clearly about some factors which influence career satisfaction of the employees In this study, the factors which are evaluated to affect the employees’ career satisfaction are job cornitions, developmental experiences, career commiment , perceived person-organization fit The main content of this research will show clearly how factors impact to career satisfaction Based on previous studies, this research give 4 factors impact to career satisfaction and that factors and may answer the question why some people not success in career but they satisfaction with their career

1.3 Research objective

The objective of this research topic to explore, analyze the factors affecting the career satisfaction of employees working in TMV, simultaneous survey, analyze the comments and evaluation of each employee On that basis make comment on the effectiveness evaluation work at the company as well as providing recommendations and solutions to improve and enhance the operational efficiency of the management of the Group's human resources TMV This study focused to research and solves practical problems about career satisfaction of employees with TMV Subjects of the study

My research will focus 3 main factors:

- Firstly: search related information and try to define what meaning Career

Satisfaction is of employees at TMV

- 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 TMV in the next time

1.4 Scope of research

The purpose of this research is career satisfaction and factors effect to it Consider perceptions of employees with career and suitability of employees to the organization The study was conducted at two locations are HCM and Hanoi Branch Office, which include 500 employees of TMV

Contents of this research are only including factors influencing to Career Satisfaction at TMV; it does not have intention of re-structuring, changing and replacing the employees

Implementation period is from 1-Jun to 25-Jun 2016 In this study, the I used quantitative methods to survey and assess the career satisfaction of employees based on 5-point scale I used a questionnaire as a tool to collect data and information of the object This questionnaire will be processed the data to make the results of Career Satisfaction based on the scale was constructed The questionnaire is listed in the Appendix section

1.5 Significance of research

This research will help us understand and are more aware of the importance of Career Satisfaction Since then the organization can establish a plan, policy organizations to improve career satisfaction That is the most important significance in connecting employees with organization It brings stability development for organization For employees in career satisfaction shown satisfaction about the psychology of individuals with their career From there they can express themselves, develop skills, develop loyalty to the organization

In addition, it also improves employee loyalty to the organization and further, employees will be loyal to the company, contributed to the financial strength of the companies increasingly stronger in the future

1.6 Limitation of research

This research will have some limitation because the limited number of employees participating in the survey Culture of branches in the company are different, leading to the perception of individuals with different career

This research only focuses related contents at TMV and also can be not generalized for real car industry

The survey conducted in slightly short time that I just conduct only 350 questionnaires that 280 responses were returns in which 70 questionnaires were left blank or invalid in almost questions

Besides, the survey respondents are more qualified and different perceptions about Career Satisfaction as well as the contents of survey shall be more grammatical errors because of English - Vietnamese translation progress, it may cause confusion for the reader when they answer

CHAPTER 2: LITERATURE REVIEW

2.1 Definition of Constructs

2.1.1 Career satisfaction (CS)

Career satisfaction correlated positively with having a job in general man- agement, salary level, number of promotions received, perceptions of upward mobility, sponsorship within an organization, acceptance, job discretion, supervisory support, career strategies, perceived personal-organization value congruence, presence of an internal labor market, and job performance It correlated negatively with having reached

a career plateau (Aryee et al., 1994; Greenhaus et at., 1990; Seibert et al., 1999) Confirmatory factor analysis showed that general perceptions of career satisfaction are empirically distinct from financial success and hierarchical success in an organization (Aryee et al., 1994)

Many domestic and foreign researches that companies need to create job satisfaction for employees Once you have the job satisfaction, the employee will be motivated to work harder, which leads to performance and work more efficiently This

is what business owners want out of their employees Today, no employee satisfaction will lead to their labor productivity is low, affecting the health both physically and mentally Staff job satisfaction in the workplace will be less and less change over the holiday The concept of job satisfaction has many different definitions from different researchers In this study introduces some common concepts and introduces the concept

of job satisfaction for this research

Spector (1997) suggested that job satisfaction simply love the job and the next gas jobs and view job satisfaction as a variable behavior Job satisfaction is also considered

as the satisfaction with specific aspects or general satisfaction with the job Some authors suggest that job satisfaction is seen as influenced by the factors of the individual or labor organization's impact on the perception of work (Bergmann, 1981 tutorial Luddy , 2005)

According Hoppock (1935) suggest that satisfaction with job satisfaction is a combination of psychological, physiological and environmental factors make an individual really feel good about their work In other words Hoppock said that the measure of job satisfaction is measured in two ways: (1) measuring overall job satisfaction; (2) to measure job satisfaction in different aspects related work

As Ellickson and Logsdon (2001) said that job satisfaction is generally defined as the level of staff love their work, which is based on the attitude of the staff perceptions (negative or pole) to work or their work environment More simply, the more the work environment to meet the needs, values and personality of the employees, the level of job satisfaction higher

Schemerhon (2011) defined job satisfaction as an emotional reaction and feelings towards different aspects of the work of the staff The author emphasizes the causes of job satisfaction include job placement, superior supervision, relationships with colleagues, work content, the incentives and rewards, including promotion, the physical condition of the workplace, as well as the structure of the organization

2.1.2 Job Conigtions (JC)

First, discussion of participation in the trade literature often point to the fact that employees often know (cognitively) more about how to do their jobs effectively than do their managers Thus including subordinates in the decision making process is viewed

as enabling leaders to make better decisions than they would make alone (Peters and Waterman, 1982)

Second, the research on groups has often documented the benefits of group discussion in developing effective problem solutions and action plans (Hackman and Walton, 1986; Paulus, 1983) The present study explores the thesis that the cognitive benefits of participation in decision making are not only important, but more important

whereas in the low condition they did not tell them how to do it Similarly, in their high group discussion condition supervisors answered questions about how to do the task whereas in the low discussion condition they did not do this Thus, these experimental manipulations did not involve participation in decision making so much as they did task clarification or specification Moreover, the information flow was top down rather than bottom up or sideways or a combination of these

To show that participation had cognitive benefits, it would have to be shown that the knowledge emerged from discussions by or with subordinates In the present experiment, task knowledge was studied as an emergent phenomenon In addition to showing that task relevant knowledge emerged from participation, a cognitively focused study should ideally document what specifically was learned (e.g what specific strategies were developed) through participative discussions In previous participation studies, the task strategies were predetermined (e.g Earley, 1985, 1986; Earley and Kanfer, 1985) so that there was nothing the subordinates could learn except what it was the supervisors wanted them to do

The present study actually measured the strategies discovered used by subjects in the participative conditions as contrasted with those in the non-participative conditions Thus the strategies developed during participation were treated as mediators of the (cognitive) participation effect

2.1.3 Developmental Experiences (DE)

This measure, developed by Wayne, Shore , and Liden (1997), describes the formal and informaldevelopment experiences a job affords employees It focuses on the extent

to which an organization make discretionary investment in format and informal training and development of an employee Work experience is central to most models of careers and career success, as well as more general theories of work behavior and human resource management (Ng, Eby, Sorensen, & Feldman, 2005; Quinones, Ford & Treachout, 1995; Tesluk & Jacobs, 1998)

The authors defined developmental job experience (DE) as an individual’s experience of taking on demanding assignments that offer opportunity for learning and leadership The extent to which an assignment brings DE can depend on how the particular employee views the opportunity in his or her own mind Developmental assignments usually share some common features: unfamiliar responsibilities, opportunity to create change, high levels of responsibility, working across boundaries, and managing diversity

DE is associated with growth and future benefits as well as with substantial risks and uncertainty Depending on whether an individual perceives the assignment as a challenge or a threat, combined with their ability to use coping skills, he or she will experience pleasant or unpleasant feelings These feelings lead to an overall positive or negative outcome The authors examined advancement potential as a positive outcome and turnover intention as a negative outcome in the study The authors explained that because DE can contribute to both pleasant and unpleasant feelings at the same time, both positive and negative outcomes can occur

2.1.4 Career Commitment (CC)

Career commitment is one important parts of organization commitment Therefore,

in order to understand the concept of career commitment, we must understand the organization commitment Organization commitment was defined as the relative strength of an individual’s identification with an involvement in a particular organization (Porter and Smith, Note 4)

Career commitment can be considered one's attitude towards one's profession or vocation, where career commitment involves the development of personal career goals and an identification with and involvement in those goals, such that one is willing to exert effort in support of their career, congruent with its values (Blau 1985; Goulet and Singh 2002; Kalleberg and Berg 1987; Porter, Steers, Mowday and Boulian 1974)

To understand the literature of career commitment is necessary to define some terminology; career commitment had been defined as the strength of one’s motivation

to work in a chosen career role This definition focuses on motivation and goal’s achievement within a specific career field The definition is based on Colarelli (1990) and Hall (1971)

2.1.5 Perceived person-organization fit (PP)

Consideration of person-organization fit is based on the perspective that aspects of both an individual employee and a job situation combine to influence the individual’s response to work (O'Reilly, Chatman, & Caldwell, 1991) That is, attitudes, behaviors, and other individual-level outcomes result not from the person or environment separately, but rather from the relationship between the two The concept of fit is partic-ularly prominent in studies of organizational stress where measures must recognize indi-vidual differences in the way situations are cognitively appraised (Edwards, 1996) Person-organization fit refers to the degree of congruence or compatibility between the attributes of an organization member and those of the organization For individuals, these attributes may include personality traits, beliefs, values, and interests For the organization, these characteristics traditionally include the culture, climate, values, goals, and norms (Chan, 1996) Congruence may occur when a person supplements or matches with other individuals in an environment, when a person’s characteristics add something to the environment that was missing, when an organization satisfies individ-ual needs and/or when an individual has the abilities required to meet organizational demands (Kristof, 1996)

Value congruence is an important form of fit because organizational values are fundamental components of organizational culture that affect employees’ attitudes and behaviors (Chatman, 1989) Person-organization fit can be operationalized as an individual’s goal congruence with organizational leaders and peers (Vancouver & Schmitt, 1991) An alternative approach defines fit as the match between individual

preferences or needs and organizational systems and structures In general, a person will

be more satisfied with work if the environment fulfills his or her needs Alternately, person-organization fit can be viewed as the match between the personality characteristics of an individual employee and organizational climate For example, an organization’s collectivist climate may be reflected by a team-based compensation system that may or may not meet an individual’s need for achievement (Kristof, 1996) There is some debate as to whether person- organization fit should be operationalized as the compatibility of employees with specific jobs Edwards (1991) defined person-job fit as the agreement between the abilities of a person and the demands

of a job or the desires of a person and the attributes of a job Although it could be argued that jobs tend to offer a narrow view that may not be representative of an organization, there is substantial evidence that employees may form their views about an organization based on their experiences in their job (Hackman & Oldham, 1980) Person-organization fit does not generally include person-vocation fit, which often reflects the similarity between an individual’s personality and that of a vocational environment, or person-group fit, which describes the compatibility between individuals and their work groups (Kristof, 1996)

2.2 Argument for the relationship among the constructs

2.2.1 Maslow’s theory (1943)

In general when we talk about the satisfaction theory is often referred to Maslow's needs hierarchy (1943) According to his theory, human needs are divided into five ascending levels: Physiological, Safety, Social, Esteem and Self-actualization After a certain demand has been satisfied, people will needs at the next higher level From this theory, we can see that managers need to know the level of needs of their staff where they are to meet the next higher needs

Figure 1: Maslow’s hierarchy of Need Pyramid

(Source: http://what-is-the-meaning-and-purpose-of-life.com/hierarchy-of-needs/)

It is a theory of human needs, and it is considered and applied in this study because only when the employee's needs are met, they could have satisfaction in their work The needs of this theory are discussed in terms of different variables For example, the satisfaction of Social needs can be expressed in the variables measuring Job Stress Similarly, the satisfaction of self-actualization needs is reflected in the svariable Empowerment at work

2.2.2 Alderfer’s ERG theory (1969)

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

2.2.3 Previous research

2.2.3.1 McClelland’s theory of Human Motivation

Written by psychologist David McClelland, is a motivational model that attempts

to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context This model was developed in the 1960s soon after Maslow's hierarchy of needs in the 1940s McClelland stated that we all have these three types of motivation regardless of age, sex, race, or culture The type of motivation that each individual is driven by is changed by life experiences and the opinions of their culture

Figure 3: McClelland’s theory (Source: www.mindtools.com/pages/article/human-motivation-theory.htm)

2.2.3.2 Herzberg’s two-factor theory

The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction It was developed by psychologist Frederick Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each other

Two-factor theory fundamentals: Attitudes and their connection with industrial mental health are related to Abraham Maslow's theory of motivation His findings have had a considerable theoretical, as well as a practical, influence on attitudes toward administration According to Herzberg, individuals are not content with the satisfaction

of lower-order needs at work; for example, those needs associated with minimum salary

Figure 4: Herzberg’s two-factor theory (Source: www.strategicleadershipinstitute.net/news/start-with-herzberg-if-motivation-lacks-at-work/)

recognition, responsibility, advancement, and the nature of the work itself This appears

to parallel Maslow's theory of a need hierarchy However, Herzberg added a new dimension to this theory by proposing a two-factor model of motivation, based on the notion that the presence of one set of job characteristics or incentives leads to worker satisfaction at work, while another and separate set of job characteristics leads to dissatisfaction at work Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to decrease in un-pleasurable dissatisfaction

2.2.3.3 Hackman and Oldham's Job Characteristics

In 1975, Greg R Oldhamand J Richard Hackman constructed the original version

of the Job Characteristics Theory (JCT), which is based on earlier work by Turner and Lawrence and Hackman and Lawler Turner and Lawrence provided a foundation of objective characteristics of jobs in work design Further, Hackman and Lawler indicated the direct effect of job characteristics on employee's work related attitudes and behaviors and, more importantly, the individual differences in need for development, which is called Growth Need Strength in Job Characteristics Theory

In 1980, Hackman and Oldham presented the final form of the Job Characteristics Theory in their book Work Redesign The main changes included the addition of two more moderators - Knowledge and Skill and Context Satisfaction, removal of the work outcomes of absenteeism and turnover, and increased focus on Internal Work Motivation Several of the outcome variables were removed or renamed as well Concentration was shifted to the affective outcomes following results from empirical studies that showed weak support for the relationship between the psychological states and behavioral outcomes

In addition to the theory, Oldham and Hackman also created two instruments, the Job Diagnostic Survey (JDS) and the Job Rating Form (JRF), for assessing constructs

of the theory The JDS directly measures jobholders' perceptions of the five core job characteristics, their experienced psychological states, their Growth Need Strength, and outcomes The JRF was designed to obtain the assessments from external observers, such as supervisors or researchers, of the core job characteristics

Figure 5: Hackman and Oldham's Job Characteristics

(Source: edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_1.htm)

2.2.3.4 Previous Researches on career satisfaction

Many studies have been conducted to find out the definition, the factors that impact

on career satisfaction As research of Greenhaus et al., 1990 They are study about

“effects of race on organizational experiences, job performance evaluations, and career

strategies According to study (Gulsah Karavardar 2014) “Career Commitment, Subjective Career success and Career Satisfaction in the Context of Hazelnut Processing Industry in Giresun/Turkey” This study’s outcomes aggravate a profitable commitment

on both career commitment

It contends that the impacts of career commitment "once subjective career success might be interceded Eventually Tom's perusing career satisfaction in this setting By , Luis l Martins, Kimberly a Eddleston, john f Veiga 2002 Moderators of the relationship between work-family Conflict and career satisfaction In this study, after empirically demonstrating that work-family conflict is negatively related to career satisfaction in general

2.3 Research Hypotheses and Research Model

Based on the theoretical basis of the above, I would like to propose four

hypotheses (H) influence to CS as below:

 H1: Job Cognitions has a positive effect to Career Satisfaction

 H2: Developmental Experiences has a positive effect to Career Satisfaction

 H3: Career Commitment has a positive effect to Career Satisfaction

 H4: Perceived P erson-Organization F it has a positive effect to Career

Satisfaction

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Career Satisfaction

DV

This measure was developed by Greenhaus, Parasuraman, and Wormley (1990)

It measures satisfaction with career success, an internally generated and defined career outcome Besides general satisfaction with career prog- ress, the measure assesses the extent to which an employee has made satis- factory progress toward goals for income level, advancement, and develop- ment of skills

of an internal labor market, and job perfor— mance It correlated negatively with having reached a career plateau (Aryee et al., 1994; Greenhaus et at., 1990; Seibert et al., 1999) Confirmatory factor analysis showed that general perceptions of career satisfaction are empiri- cally distinct from financial success and hierarchical success in an organiza— tion (Aryee et al., 1994)

Source: Greenhaus, J H., Parasuraman, A., & Wormley, W.M (1990) Effects of

race on organizational experiences, job performance evaluations, and career outcomes

Academy ofManagement Journal 33(1), 64-86 © 1990 by Acad- emy of Management

Items were taken from the appendix, p 66 Items are reproduced with permission of Academy of Management in the format text- book via Copyright Clearance Center

Items:

Responses are obtained on a 5-point Likert-type scale where 5 = strong Y

disagree, 4 = disagree to some extent, 3 = uncertain, 2 —- a8ree to some extent, and

1 = strongl y agree

1 I am satisfied with the success I have achieved in my career

2 I am satisfied with the progress I have made toward meeting my overall career goals

3 I am satisfied with the progress I have made toward meeting my goals for income

4 I am satisfied with the progress I have made toward meeting my goals for advancement

5 I am satisfied with the progress I have made toward meeting my goals for the development of new skills

Job Cognitions

Description:

The measure, developed by Williams and Anderson (1991), asks employees to describe the extent to which 20 statements are accurate descriptions of the nature of ajob The statements cover a broad range ofjob characteristics and leave unstated the specific referent an employee should use in responding This approach allows respondents to naturally select reference group(s) they consider appropriate

In Williams and Anderson (1991), a subscale measuring extrinsic job cognitions had a coefficient alpha of 71, and a subscale measuring intrinsic job cognitions had a coefficient alpha of 78

Validity:

A factor analysis of the 20 items extracted two factors on which 15 items loaded (Williams & Anderson, 1991) One subscale measured cognitions about extrinsic aspects of the job (seven items) The other subscale describes intrinsic aspect of the job (eight items)

Source:

Williams, L J., & Anderson, S.E (1991) Job satisfaction and organiza- tional

commitment as predictors of organizational citizenship and in-role behaviors Journal

of Management, / 7(3), 601-617 Items were taken from Table 2, p 608 Copyright ©

1991 by Journal ofManagement Reproduced with permission

Items:

The full 20 items are listed below Items in the intrinsic subscale are labeled with (I), and those in the extrinsic subscale are labeled with (E) Responses to the items are obtained on a 5-point Likert-type scale where 1= never true , 2=rarely true , 3=sometimes true, 4=very often true, 5=always true

1 You‟re able to keep busy (I)

2 You have the chance to work alone

3 You have the chance to do different things (I)

4 You have the chance to be somebody (I)

5 Your manager understands employees (E)

6 Your manager makes competent decisions (E)

7 You can do things that do not go against conscience

8 Your job provides for steady employment

9 You have chance to do things for other people (I)

10 You have chance to tell other people what to do (I)

11 You have chance to make use of abilities (I)

12 You‟re informed about company policy

13 Pay is reasonable for amount of work (E)

14 You have chances for advancement

15 You have freedom to use your own judgment (I)

16 You have chance to try your own methods (I)

17 You working conditions are pleasant (E)

18 Co-workers get along well with each other (E)

19 You get praise for doing a good job (E)

20 You get a feeling of accomplishment

Developmental experiences

Description:

This measure, developed by Wayne, Shore, and Liden (1997), describes the formal and informal developmental experiences a job affords employees The measure focuses on the extent to which an organization makes discre- tionary investments in formal and informal training and development of an employee

received, perceived organizational support, affective commitment to the organization, and organizational citi- zenship behavior (Wayne, Shore, & Liden, 1997)

Source:

Wayne, S J., Shore, L M., & Liden, R.C (1997) Perceived organizational

support and leader-memberexchange: A social exchange perspective Acad- emy of

Management Journal, 40( l ), 82-111 © 1997 by Academy of Man- agement Items

were taken from text, p 93 Reproduced with permission of Academy of Management

in the format textbook via Copyright Clearance Center

Items:

Responses for items 1 and 2 are obtained on a 5-point Likert-type scale where 1= strongly disagree, 2=disagree to some extent , 3=uncetain, 4=agree to some extent, 5=strongly agree

1 In the positions that I have held at [company name], I have often been given additional challenging assignments

2 In the positions that I have held at [company name], I have often been

assigned projects that have enabled me to develop and strengthen new

skills

3 Besides formal training and development opportunities, to what extent

have your managers helped to develop your skills by providing you with

challenging job assignments?

4 Regardless of [company’s name]’s policy on training and development,

to what extent have your managers made a substantial investment in you by

providing formal training and development opportunities?

Career Commitment

Description:

The measure, which was developed by Blau (1989), it have been used extensively to test the individual's commitment to the profession, their profession, and career Reilly and Orsak (1991) change the items to suit the nursing profession The measure can be adjusted to fit other specific career

Reliability:

Coefficient alpha values ranged from 76 to 88 (Cohen, 1995, 1996, 1999; Reilly

& Orsak, 1991; Somers & Birnbaum, 1998)

Validity:

Career commitment correlated negatively with work stress, emotional exhaustion, low accomplishment, and the low alternatives dimension of continuance commitment Career commitment correlated positively with perceived performance and life satisfaction, and the personal sacrifices dimension of continuance commitment (Cohen, 1999; Reilly & Orsak, 1991)

Factor analysis showed that career commitment was empirically dis- tinct from affective organizational commitment, continuance commitment, and normative commitment (Cohen, 1996) Career commitment was also shown to be empirically distinct from job involvement and a measure of the Protestant work ethic (Cohen, 1999)

Source:

Blau, G (1989) Testing generalizability of a career commitment measure and

its impact on employee turnover Journal of Vocational Behavior, 35, 88-103 Items

were taken from text, p 92 Copyright © 1989 by Academic Press Reproduced with