Research about job satisfaction at sepzone linh trung (vietnam)

I would like to thank all the people who contributed in some way to the work described in this thesis and Sepzone – Linh Trung Company for permission the employees answer the questions i

RESEARCH ABOUT JOB SATISFACTION

AT SEPZONE – LINH TRUNG (VIETNAM)

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

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ADVISOR’S SIGNATURE

(July 2016)

I have deep gratitude for the people who have helped me complete my thesis The efforts of many people are needed to develop and improve this research

Most of all, I would like to say a very big thank you to my thesis instructor NGUYEN THE KHAI (DBA), a talented and passionate lecturer, for all the supports and experiences he gave me

I would like to thank all the people who contributed in some way to the work described in this thesis and Sepzone – Linh Trung Company for permission the employees answer the questions in the survey and support too much information related to my research

Finally, I would also like to say a heartfelt thank you to my Mum, Dad and my wife for always believing in me and encouraging me to follow my dreams, for helping in whatever way they could during this MBA course

Once again, thanks for everything that helped me get to this day

Nguyen The Hung Student

Kindest Regards,

Ho Chi Minh City, July 2016

PART ONE

PART TWO

Introduction of Sepzone – Linh Trung (Vietnam) 2

Research model of Overall Job Satisfaction 25

Cronbach’s Alpha - Internal Consistency 33 Cronbach’s Alpha of Overall Job Satisfaction 34

Cronbach’s Alpha of Work-Related Expectancies 34 Cronbach’s Alpha of Fairness in Skill-Based Pay 35

ABSTRACT This purpose of this research is way to find the factors influence to the Overall Job Satisfaction of employees working at Sepzone – Linh Trung

This research project use Business Research Methods to determine Overall Job Satisfaction and what other main factors that it influence job satisfaction And this research also was conducted by quantitative method with source data is surveys that it issued by hand to hand to 375 employees of Sepzone – Linh Trung to collect the ideas and comments of employees about overall job satisfaction

The result of these surveys will be statistically analyzed by software SPSS version 20 (copyright of IBM) Hypotheses used this research includes five constructs: one

dependent construct (Overall Job Satisfaction) and four independent constructs

(Work-Related Expectancies, Job Role Discretion, Fairness in Skill-Based Pay, and Value Attainment)

The results of this research can help the Executive Board of Sepzone – Linh Trung improve effectiveness of human resource management and increase quality resource based on overall job satisfaction of employees Besides, it can help extend efficiency and competitiveness of the field of infrastructure development of industrial zones

Key words in this research: Overall Job Satisfaction, Work-Related Expectancies, Job Role Discretion, Fairness in Skill-Based Pay, and Value Attainment and Sepzone – Linh Trung

PART ONE: INTRODUCTION

1 INTRODUCTION OF SEPZONE – LINH TRUNG (VIETNAM)

Sai Gon - Linh Trung Export Processing Zone (Sai Gon EPZ) Management and

Development Joint Venture Company (for short as Sepzone – Linh Trung Joint

Venture Company) was established following License No.412/GP by the State

Committee for Cooperation and Investment (Now Ministry of Planning and

Investment) on August 31, 1992

The Vietnamese partner is Sai Gon EPZ (now Saigon Industrial Park Development

One-Member Corporation Limited), the foreign partner is Strategic Development

International Corp – SDIC (Hong Kong) and Velox Industries (H.K) Corporation

Limited (Hong Kong) Sepzone – Linh Trung JVC specializes in development and

management infrastructure of Sai Gon - Linh Trung EPZ (now Linh Trung EPZ I) with

60 hectares of land in Linh Trung Ward, Thu Duc District, Ho Chi Minh City Total investment capital of the company is US$14 million; each party holds 50% share of US$6 million legal capital

On December 12, 1994, State Committee for Cooperation and Investment issued the adjusted investment license No.412/GPDC and China United Electric Import And Export Corp (Beijing, China) (now is China National Electric Import And Export Corp.) became the new foreign partner replaced for the old one

Since 1995, in a land of rubber plantation, Sepzone-Linh Trung JVC carried out land clearance, compensation and began the construction work of Sai Gon - Linh Trung EPZ Construction work of Sai Gon - Linh Trung EPZ infrastructure was finished in

2000 including internal road system with water discharge sewers, waste water pipelines, water pipelines, electricity line, waste water treatment plant, water plant, office building, customs office, landscaping etc and leased out 100% of industrial land area

At present, there are 32 investors in the zone with total investment capital of US$ 248 million manufacturing the products of electric appliances and electronics, precision machinery, footwear, garment, furniture etc for export and local consumption In

2011, total import export value reached US$1.3 billion and has created jobs for 49,000 labors

Linh Trung Export Processing Zone and Industrial Park (Linh Trung EPZ&IP) consists of Zone I, Zone II and Zone III with total land area of 326.37 hectares Total investment capital of the project is USD 55,500,000

Linh Trung EPZ&IP I is located in Linh Trung Ward, Thu Duc District, HCMC with area of 62 hectares It is 16 km from the center of Ho Chi Minh City, about 2km from the railway station, 11 km from the ports, 20 km from Tan Son Nhat International Air Port and adjacent to the National Highway (Trans-Asia Highway) It is an ideal land for industry as the EPZ sits on a solid hill with strong soil, and an altitude of 19-20 meters Linh Trung EPZ&IP consists of 2 parts: EPZ (52 hectares) and IP (10 hectares) From 1995 to 2000, upon the completion of site-clearance tasks, Sepzone – Linh Trung (Linh Trung EPZ&IP owner) had carried out marketing activities simultaneously with the pace of the construction of infrastructure and public facilities

Investors mainly come from Taiwan, Hong Kong, Korea, Japan in production of light industry, export processing and machinery

With construction of Linh Trung EPZ&IP I having basically completed, the Venture Corporation commenced the development for Linh Trung EPZ&IP II in May,

Joint-2000 Zone II, also located in Thu Duc district, has land area of 61.7 hectares; one half the zone is reserved for export processing zone and the other for industrial park Construction of infrastructure commenced in November 2000 and by now has basically completed Currently, the occupancy reaches 85%, with 39 investors and total investment capital of USD 74.9 million There are 37 investors granted with investment licenses, 30 enterprises in operations, and 5 enterprises under construction The year 2015 saw the export volume of USD 350 million, and over 35,000 jobs offered to local laborers

Having experienced the smooth and successful operations of Zone I and Zone II, the Management Board of the Joint-Venture Corporation has decided to develop Zone III

in the attempt to create favorable condition for the investment of Chinese enterprises

in Vietnam as well as to meet the demands of other foreign investors After a period of location studies, the Management Board has come to the resolution to sub-lease 203.8 hectares of land in the Trang Bang Industrial Park in Tay Ninh Province for the site of Linh Trung EPZ&IP III Zone III is on the border between Tay Ninh Province and the Northwest region of Ho Chi Minh City It is 37 km from Tan Son Nhat International Airport, 42 km from Sai Gon Port Zone III is ideal for industry with flat and even terrain, an altitude of 5-8 meters, convenient road system The Vietnamese Government has officially approved this project on 27 December, 2002 Currently, the detailed design has been passed The groundbreaking ceremony for the construction of infrastructure took place on May 12, 2003; and it is planned to complete within 5 years Zone III project with total investment capital of USD 29 million will compose

of EPZ&IP Essential supporting services will be available for enterprises namely dormitory, commercial center, health care, vocational school, park, sport club, etc… Linh Trung EPZ&IP is considered to be one of the most successful industrial parks in Vietnam; and it also enjoys a good reputation among the Asian investor community Export values in 2015 make up over 2% of total national export value; the jobs created 10% of the job opportunities in the foreign-invested section Among 74 export processing zones and industrial parks in Vietnam, Linh Trung EPZ&IP also leads in

the rate of investors, export volume, export processing products and the number of jobs created per hectare

2 VISION, MISSIONS AND CORE VALUES

Vision Become one of the most successful export processing zones of Vietnam

Sepzone – Linh Trung has its relative vision, mandates, values, advantages and disadvantages When making strategic decisions about the company's direction and scope, managers need to examine the organizational purpose, vision and expectation for the future Managers have to make sure that commercial company should be high accountable to the owners first, then that conflicts and different expectations from government and organizational are properly responded I think company should use the power/interest approach and tool for mapping and analysis of its strategy Understanding the managerial environment, managers will need to evaluate the current context and trends of general environment for the company strategic planning and operating, it includes the evaluation of local, regional political stability, government' commitment to business, main economic indexes, labor force, technological development and availability, legal documents and finally environmental issues affecting business With the results of general environment analysis, managers are able to identify main

impact and challenges of Sepzone – Linh Trung

Missions For society: creating jobs for the people, construction and development of

residential communities surrounding industrial zone Import-export

turnover of enterprises in Linh Trung industrial zone reached US $ billions per year

For employees: ensure stable incomes for employees, take care of life for

employees, thence employees wholeheartedly contribute to the development of the company

Infrastructure development: generally complete technical correction, have

some international standards especially roads, warehouses, electricity, water, transport information, communication and financial service providers, banks Requirements for electricity, water, telephone, internet, wastewater treatment system, roads in the area, internal lighting systems in parks, fire protection systems and security protection always respond well

to investors Construction of infrastructure projects in and outside Linh Trung EPZ&IP concerned to ensure the construction and put into operation according to the process synchronization Industrial land situation for investors are limited, lease costs are higher compared to other provinces in the country, from the lessons of some neighboring countries: Thailand, Taiwan, China… To build a high-rise building with many flours, it can be hired by many enterprises, or save lands for investors The more investors lease areas, the more they make cheap products Moreover, they can reduce costs, enhance competitiveness, both conditions force companies to attract infrastructure investment projects "clean and light"

Core values

Contribute to society and demonstrate company social responsibility

Take good care of enterprises and customers in Linh Trung export

processing zone (Foreign Direct Investment) with slogan ”we supply your

success”

Delivering Customer Value and Managing Marketing Performance Sepzone - Linh Trung need an appropriate targeting strategy due to different needs of Foreign Investors Appropriate promotions with segmentation' approach help Foreign Investors not only to save costs, but also to provide desirable services and enjoyable prices A good understanding of existing and potential markets through assessing current and potential market attractiveness, evaluating company and competitors' current in Vietnam and potential strengths and weaknesses in serving a particular market, allow the company to take competitive advantages Company' brands are built from knowledge, esteem, relevance and differentiation, expertise enhancing, attitude improving for differentiation and success Focus on developing workers' technical skills as well as advanced skills based on strengthening the links between educational institutions and enterprises to transform the current competitive advantage from low-skill/low-cost labor into a competitive advantage based on high-tech workers, at appropriate cost Company provides many utility services to attract workers, such as: organize a full range of services to serve businesses and production processes of investors as well as for accommodation and living of workers, dormitory area, medical center, center for cultural activities of workers Participate in the development of

infrastructure projects outside Linh Trung EPZ&IP and residential relation serve workers in industrial zones; recommended to build a service commercial building to serve for employees in Linh Trung EPZ&IP and residential development around Labor supply, training, industrial supply food rations, supply of materials and raw materials for production, purchase and sale of goods and supply warehouses, built factories for rent, wake agency, providing transportation…

Organizational Structure

Contact:

Linh Trung EPZ I

Linh Trung ward, Thu Duc district, Hochiminh city, Vietnam

Tel: 84-8-3896 2356; Fax: 84-8-3896 2350

Linh Trung EPZ & IP II

Binh Chieu ward, Thu Duc district, Hochiminh city, Vietnam

Tel: 84-8-3729 1287 – 3729 1283; Fax: 84-8-3729 1289

Linh Trung EPZ & IP III

An Tinh Commune, Trang Bang district, Tay Ninh province, Viet Nam

Tel: 84.66.3896 392; Fax: 84.66.3896 391

Website: www.linhtrungepz.com

3 RESEARCH INTRODUCTION

Research problem statement

The variety of service provision and utilities of Linh Trung EPZ&IP are criteria that

we are geared to meet the needs for expansion of existing investors The recent

economic downturn affects the attraction of foreign investors in Vietnam and the increase of the establishment of industrial parks in the Ho Chi Minh City in recent times led to fierce competition between the industrial parks together Many industrial parks cannot lease availability land, because the infrastructure system is not complete

as well, and it will certainly reduce competition with other places Sepzone - Linh Trung has many management staff, operation mechanism apparatus as well as the technical facilities to serve management activities Appropriate management will save costs and attract quality investors and thereby improve financial efficiency to ensure the initiative of capital Experience in the construction and operation of industrial parks, thereby ensuring the quality of the infrastructure are attractive enough to investors

In developing process, Sepzone – Linh Trung is facing many problems of human resources management, and it isn’t suitable for company at present since policies and regulations of company was promulgated in over ten years ago A main problem that Executive Board concerns is How to promote creativeness, enthusiasm of staffs, and also retain key managers and key staffs

Research objectives

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

Satisfaction of employees working at Sepzone – Linh Trung

My research focus on retaining good employees and improve staff abilities are the problem Executive Board trends to make sure staffs’ satisfaction to company in long strategy goals with new project Commercial Building Services is building in Linh

Trung Export Processing Zone In addition to build high-rise workshop services for foreign firms expanding production So, this research goal determines the interaction

of factors: Job Role Discretion, Work-Related Expectancies, Fairness in Skill-Based

Pay, and Value Attainment on Overall Job Satisfaction in Sepzone – Linh Trung

Whereby, it contributes to support Executive Board has suitable policies to make sure stable activities and increases business scale of company in the future

Research scope

The scope of this research is for the employees are working at Sepzone – Linh Trung, includes: managers, supervisors, assistant, office staffs and all employees of departments; not includes Board of Directors and Executive Board

The scope of the survey is the entire 375 employees are working at three zones of Sepzone – Linh Trung This survey was conducted from 01 May 2016 to 31 May

2016

Significance of research

This research will help Executive Board realize effects of how staffs’ satisfaction is In there, Executive Board will bring out policies, appropriate systems to create suitable environment for each department as well as employees and also improving staffs’ abilities in company

PART TWO: LITERATURE REVIEW

1 DEFINITION OF CONSTRUCTS

Overall Job Satisfaction

Cammann, Fichman, Jenkins, and Klesh (1983) developed this measure as part of the Michigan Organizational Assessment Questionnaire (OAQ) In this measure three items are used to describe an employee’s subjective response to working in the specific job and organization This is a global indication of worker satisfaction with a job

Due the popularity of job satisfaction within the field of occupational and organizational psychology, various researchers and practitioners have provided their own definitions of what job satisfaction is However, the two most common definitions describe job satisfaction as:

Job satisfaction has been an important focal point for organizational and industrial psychology In defining job satisfaction the reference is often made to Locke’s (1976)

description of job satisfaction as a “pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experiences” (Jex 2002 p.116)

And “the extent to which people like (satisfaction) or dislike (dissatisfaction) their

jobs”

Job Role Discretion

It was developed by Gregersen and Black (1992), assesses the extent to which employees believe their job role gives them discretion to make choices about how and when things are done

The notion of discretion occurs when someone has the freedom and authority to take action and is aware of this freedom (Finkelstein et al., 2009, p 26; Hackman & Oldham, 1975) A definition on discretion in the English Dictionary for Advanced Learners (2001, p 435) is: “if someone in a position of authority uses their discretion

or has the discretion to do something in a particular situation, they have the freedom and authority to decide what to do” It may occur in different forms like employee, job

or managerial discretion that all are used in the literature This study takes the main focus on job discretion that is involved with the extent of discretion that belongs to a certain job Job discretion can be seen as an extension of the concept of managerial discretion Furthermore, job discretion is closely related to the concept of job autonomy Both managerial discretion and job autonomy are discussed to provide insights on the differences and similarities, resulting in better understanding of job discretion

Work Related Expectancies

One of the most widely accepted theories of employee motivation was developed by Victor Vroom in 1964 Expectancy theory is based on the premise that a person will be motivated to put forth a higher level of effort if they believe their efforts will result in higher performance and thus better rewards If we break down this definition, we can see three key components, which include expectancy, performance and reward Yale University professor Victor Vroom is credited with developing the expectancy theory, which is based on valence, expectancy and instrumentality Valence refers to the level

of confidence an employee has to expect a desirable outcome for his/her actions and

behavior Expectancy is the outcome an employee anticipates in response to his/her actions or behavior

Expectancy theory proposes an individual will behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be In essence, the motivation of the behavior selection is determined by the desirability of the outcome However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements This is done before making the ultimate choice The outcome is not the sole determining factor in making the decision of how to behave

Expectancy theory is about the mental processes regarding choice, or choosing It explains the processes that an individual undergoes to make choices

"This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients."

Fairness in Skill-based Pay

This measure, developed by Lee, Law, and Bobko (1998), assesses perceived fairness

in a skill-based pay program Skill-based pay systems pay employees for the range, depth, and types of skills applied on jobs Employees perceptions of the skill-based pay program are likely to by influenced by their perceptions that certification procedures are objective and consistent across people, times, and skills; include opportunities for employees to ask questions about the decisions made; and incorporate the use of accurate information

Value Attainment

It was originally developed by Rokeach (1973) The original measure was designed to assess the importance ranking that a person assigned to terminal values and instrumental values

Values refer to stable life goals that people have, reflecting what is most important to them Values are established throughout one’s life as a result of the accumulating life experiences and tend to be relatively stable The values that are important to people tend to affect the types of decisions they make, how they perceive their environment, and their actual behaviors Moreover, people are more likely to accept job offers when the company possesses the values people care about Value attainment is one reason why people stay in a company, and when an organization does not help them attain their values, they are more likely to decide to leave if they are dissatisfied with the job itself

The values a person holds will affect his or her employment For example, someone who has an orientation toward strong stimulation may pursue extreme sports and select

an occupation that involves fast action and high risk, such as fire fighter, police officer, or emergency medical doctor Someone who has a drive for achievement may more readily act as an entrepreneur Moreover, whether individuals will be satisfied at

a given job may depend on whether the job provides a way to satisfy their dominant values Therefore, understanding employees at work requires understanding the value orientations of employees

2 SOME THEORIES OF THE CONSTRUCTS

Maslow’s theory

The Maslow’s theory is given by Abraham Maslow, who has explained the strength of certain needs at the different point of time

Figure 1: Maslow’s Hierarchy of Needs

Humanist psychologist Abraham Maslow theorized that all humans had certain needs both physical and emotional that must be met in order to achieve self-actualization, a state in which an individual can act at his or her full potential His theory, known as

“Maslow’s Hierarchy of Needs” suggests that humans are self-motivated to meet

different levels of needs, focusing on higher, more complex levels of needs only after satisfying each lower, more basic level While Maslow’s theory can be criticized for

its over-generalizations, Maslow makes an interesting point relevant to today’s problems of poverty and hunger – a lack of basic needs such as food or shelter can affect an individual’s personal growth and stability, and ultimately his or her ability to get out of poverty

According to Introduction to the History of Psychology by B.R Hergenhahn, the hierarchy is often visually represented by a pyramid with five levels, starting at the base level, survival needs, moving upward through safety needs, belonging and love needs, self-esteem needs, and finally the need for self-actualization

Self-argument

Based on Maslow’s theory, I think when people satisfy their basic needs, they began to

think of other higher expectations, it will have a main impact on factors: Job Role

Discretion, Work-Related Expectancies, Fairness in Skill-Based Pay, Value Attainment and Overall Job Satisfaction

Alderfer’s ERG Motivation Theory (1969)

Clayton Paul Alderfer (was born on 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

This is a theory similar to the theory of Maslow's needs hierarchy, but there are some

differences:

- The number of needs are reduced to three instead of five, which is the existing needs (Existence need), solidarity needs (relatedness need) and development needs (growth need);

- Difference with Maslow, Alderfer said that there are more needs to appear at the same time (Maslow said that there is only one needs to appear at a certain time);

- Compensation factor between of need demand, one need does not meet will be compensated by the other needs (Kreitner&Kinicki, 2007) but Maslow did not mention it

Figure 2: Alderfer’s ERG theory (Source: www.springerplus.com/content/2/1/246/figure/F2?highres=y)

Self-argument

In general, Alderfer's ERG Motivation Theory analyzes specific and deeper than Maslow’s

theory, so it reflects clearly and detailed individual impact of factors Job Role

Discretion, Work-Related Expectancies, Fairness in Skill-Based Pay, and Value Attainment to satisfy individual needs Thus, the company can apply the rewards and

punishments to promote the work of the employees

Vroom's Expectancy Theory

Vroom’s Expectancy Theory was proposed by Victor H Vroom, who believed that people are motivated to perform activities to achieve some goal to the extent they expect that certain actions on their part would help them to achieve the goal

Figure 3: Vroom, V.H., & Yago, A G (1978) On the validity of the Vroom-Yetton Model

Journal of Applied Psychology, 63, 151-152.

Vroom's Expectancy Theory addresses motivation and management The theory suggests that an individual's perceived view of an outcome will determine the level of motivation It assumes that choices being made maximize pleasure and minimize pain This is also seen in the Law of Effect, "one of the principles of reinforcement theory which states that people engage in behaviors that have pleasant outcomes and avoid behaviors that have unpleasant outcomes" He suggests that prior belief of the

relationship between people's work and their goal as a simple correlation is incorrect Individual factors including skills, knowledge, experience, personality, and abilities can all have an impact on an employee's performance

Vroom theorized that the source of motivation in Expectancy Theory is a

"multiplicative function of valence, instrumentality and expectancy" He suggested that "people consciously chose a particular course of action, based upon perceptions, attitudes, and beliefs as a consequence of their desires to enhance pleasure and avoid pain"

Vroom's Expectancy Theory is based on these three components:

Expectancy:

Expectancy can be described as the belief that higher or increased effort will yield better performance This can be explained by the thinking of "If I work harder, I will make something better"

Conditions that enhance expectancy include having the correct resources available, having the required skill set for the job at hand, and having the necessary support to get the job done correctly

Instrumentality:

Instrumentality can be described as the thought that if an individual performs well, then a valued outcome will come to that individual Some things that help instrumentality are having a clear understanding of the relationship between performance and the outcomes, having trust and respect for people who make the

decisions on who gets what reward, and seeing transparency in the process of who gets what reward

Valence:

Valence means "value" and refers to beliefs about outcome desirability There are individual differences in the level of value associated with any specific outcome For instance, a bonus may not increase motivation for an employee who is motivated by formal recognition or by increased status such as promotion Valence can be thought

of as the pressure or importance that a person puts on an expected outcome

Vroom concludes that the force of motivation in an employee can be calculated using the formula: Motivation = Valence*Expectancy*Instrumentality

Self-argument

This theory is not focused the needs of life This is a model quite complex and difficult

to understand Its practicality is not high So, the impacts of Vroom's Expectancy Theory is not much for work setup, and the impacts on human resources management

is for general overview

This is a theory model is quite simple, is very general, it does not explain the differences in the level of effort of individuals at work, just mention that a person tried

to do something because he or she think that such efforts will yield results that he or she wanted An employee noticed the value achieved in the work will lead to the achievement of individual goals, so he or she will try harder at work

Research model

Figure 4: Research Model of Overall Job Satisfaction

PART THREE: RESEARCH METHODS

Design template scale

Overall Job Satisfaction

This measure, developed by Cammann, Fichman, Jenkins, and Klesh (1983) as part of the Michigan Organizational Assessment Questionnaire (OAQ), use three items to describe an employee’s subjective response to working in his or her job and organization This is a global indication of worker satisfaction with a job

IV2

Fairness in Skill-based Pay

IV3

Value Attainment

IV4

Overall Job Satisfaction

DV

Job satisfaction correlated negatively with employees’ off-job focus, perceived danger, perceived risk, task distractions, and intent to leave (Siegall & McDonald, 1995) In Sanchez, Kraus, White, and Williams (1990), confirmatory factor analysis showed that organizational munificence, high-involvement human resources (HR) practices, benchmarking, and job satisfaction were empirically distinct constructs

No Overall Job Satisfaction strongly

disagree

strongly agree

1 All in all, I am satisfied with my job 1 2 3 4 5

(Table 1: Overall Job Satisfaction)

Job Role Discretion

This measure was developed by Gregersen and Black (1992), assesses the extent to which employees believe their job role gives them discretion to make choices about how and when things are done

Role discretion was negatively correlated with role conflict and ambiguity Role discretion was positively correlated with role clarity, having an organizational sponsor, organizational commitment to both the parent company a foreign operation, and work