Research about job satisfaction at petrovietnam drilling company

39 ABBREVIATION PVD: PetroVietnam Drilling JCM: Job Characteristic Model MPS: Motivation Potential Score WC: Work Control OC: Organization Commitment JS: Job Stress POF: Person-Organizat

RESEARCH PROJECT

(BMBR5103)

RESEARCH ABOUT JOB SATISFACTION

AT PETRO VIETNAM DRILLING COMPANY

STUDENT’S FULL NAME : HUYNH TRAN ANH THU

ADVISOR’S NAME & TITLE : DBA NGUYEN THE KHAI

HCMC, March 2017

Advisor’s assessment

Advisor’s signature

ACKNOWLEDGEMENTS

I would like to sincerely thank all HUTECH and OUM lecturers for their imparted

basic knowledge throughout MBA program

Especially, I would like to express my gratitude to Dr Nguyen The Khai for his

patience and encouragement during my research Without his conscientious

instruction, I am unable to complete this research

I would like to express my thanks to employees of Petro Vietnam Drilling Company

for their valuable time to answer my questionnaire

I would like to thank my entire classmate each of whom has a unique contribution

that cannot be expressed in words

I would like to thank my wife for her continuous patience and support throughout

the research Without her nothing would be as good as it is

Finally, I would like to express my special thanks to my family for their endless

encouragement throughout my education life and endless love throughout my life

Huynh Tran Anh Thu

TABLE OF CONTENTS

FIGURE AND TABLE 6

ABBREVIATION 6

ABSTRACT 7

CHAPTER 1 INTRODUCTION 8

1.1 Company in brief 8

1.1.1 History 8

1.1.2 Vision and mission 9

1.1.3 Organization structure 9

1.1.4 Contact information 10

1.2 Research problem statement 11

1.3 Purpose of the research 11

1.4 Scope of the research 12

CHAPTER 2 LITERATURE REVIEW 13

2.1 Construct definition 13

2.1.1 Job Satisfaction 13

2.1.2 Organization Commitment 17

2.1.3 Work-Control 20

2.1.4 Job Stress 21

2.1.5 Person-Organization Fit 22

2.2 Relationship between constructs 24

2.2.1 Relationship between organization commitment and job satisfaction 24 2.2.2 Relationship between work-control and job satisfaction 24

2.2.3 Relationship between job stress and job satisfaction 25

2.2.4 Relationship between person-organization fit and job satisfaction 26

2.3 Summary of hypotheses 26

2.4 Conceptual research model 27

CHAPTER 3 RESEARCH METHODOLOGY 28

3.1 Research procedure 28

3.2 Sampling method 28

3.3 Data collection 29

3.4 Data processing method and evaluation criteria 29

3.5 Questionnaire 32

3.5.1 Likert scale definition 32

3.5.2 Scale level 33

3.5.3 Questionnaire 33

3.6 Research participants 35

3.7 Working schedule 36

CHAPTER 4 RESEARCH FINDING AND ANALYSIS 37

4.1 Reliability statistics 37

4.2 Descriptive statistics 37

4.3 Correlations 38

4.4 Hypothesis testing results 39

CHAPTER 5 CONCLUSION AND RECOMMENDATION 41

5.1 Main finding and managerial implication 41

5.2 Limitation and recommendation 42

REFERENCE 44

APPENDIX 46

Appendix 1: Survey questionnaire 46

Appendix 2: Presentation 52

FIGURE AND TABLE

Figure 1: PVD Organization chart 10

Figure 2: PVD Drilling Rig 12

Figure 3: Maslow's hierarchy of needs 14

Figure 4: Job Characteristics Model 16

Figure 5: Herzberg’s motivator-hygiene theory 17

Figure 6: Conceptual research model 27

Table 1: Cronbach's Alpha Internal Consistency 29

Table 2: Correlation value and relationship 30

Table 3: Survey schedule 36

Table 4: Cronbach's Alpha results 37

Table 5: Descriptive Statistics 38

Table 6: Correlations statistics 38

Table 7: Model summary 39

Table 8: Coefficient 39

ABBREVIATION

PVD: PetroVietnam Drilling JCM: Job Characteristic Model

MPS: Motivation Potential Score WC: Work Control

OC: Organization Commitment JS: Job Stress

POF: Person-Organization Fit JSI: Job Satisfaction

SPSS: Statistical Package for Social Science

ABSTRACT

This study aimed to examine the impact of organization commitment, work-control,

job stress and person-organization fit on job satisfaction in Petro Vietnam Drilling

Corporation (PVD) The sample consisted of 296 onshore employees as participants

selected from head quarter in Ho Chi Minh City and subsidiaries in Vung Tau to

analyze the reliability and validity of each hypothesis Collected data was used to

determine significant relationship between variables The results indicated that

organization commitment, work-control and person-organization fit were positively

correlated with job satisfaction whereas job stress was not negatively correlated

with job satisfaction The research findings will assist the organization to have

strategy on improving of human resource management

Key words: organization commitment, work-control, job stress and

person-organization fit, job satisfaction

CHAPTER 1 INTRODUCTION

1.1.1 History

Petro Vietnam Drilling Corporation (PVD), a member of Vietnam Oil and Gas

Group (Petro Vietnam), was founded on 26 Nov 2011 The company is a

professional provider of drilling rigs and related onshore and offshore services in

Vietnam Over the last decade, PV Drilling has possessed a new modern generation

rig fleet including four jack-up rigs (PVD I, II, III, VI), one Tender Assist Drilling

Unit (PVD V) and one land rig (PVD XI) Owning six drilling rigs, PV Drilling has

developed significantly and become one of the leading subsidiaries of Petro

Vietnam and a prestigious contractor in the local and regional market for 15 years

PV Drilling is rapidly expanding areas of business activities including drilling

services, deep-water techniques, providing professional human resources, pipeline

inspection and technical services related of oil and gas production for Vietnam and

the world These key services have greatly contributed to the development of PVD

Along with professional competence and experience in the field of drilling and

wells services, PV Drilling is also one of the leading suppliers who can undertake

oil spill treatment thus the company contributes to protection marine environment in

Vietnam The primary ingredient that made up the success of PV Drilling is the

dedicated and outstanding human resources who incessantly pursue knowledge and

perfection in mastering the technology, developing the services and creating added

values for clients Therefore, PV Drilling always concentrates on building and

developing a human resource with great competence and consider it as top priority

in the corporate strategy of development To serve such purpose, PV Drilling

applies a suitable recruitment policy, a systematic career development plan as well

as a competitive compensation and benefits scheme for attracting, developing and

maintaining talents

PVD always pursues business objectives as a provider of true customer service to

obtain the long-term goal as a leading oil and gas drilling services company in

Vietnam

1.1.2 Vision and mission

Vision

To be an internationally reputable and reliable drilling contractor and drilling

related service provider in the oil and gas industry

Mission

Becoming a leading regional drilling service provider and drilling contractor,

creating great value added for clients by delivering premium services at competitive

prices

1.1.3 Organization structure

By the end of 2015, PVD has totally 2147 employees This workforce comes from

12 divisions and 16 subsidiaries of corporation

As per figure 1 below, the organizational structure of PV Drilling includes

functional divisions and its subsidiaries

After 5 years establishing, PVD was listed on HCMC Stock Exchange on 05 Dec

2006 Starting with 600 billion at listed date, chapter capital of PV Drilling now is

3500 billion VND PVD was one of the 20 strongest companies on stock market in

Vietnam from 2010 to June 2014 However stock price started sharply declined

since July 2014 due to incredibly decrease of crude oil price in the world

Figure 1: PVD Organization chart 1.1.4 Contact information

Address : 4th Floor, Sailing Tower

No.111A Pasteur Street, Ben Nghe Ward, Dist 1, HCMC

Tel : (848)39142012; 39142013

Fax : (848)39142 021; 39142022

Website : www.pvdrilling.com.vn

1.2 Research problem statement

Global crude oil prices have fallen sharply over the past two years, leading to

significant revenue shortfalls in many energy exporting nations Oil and gas

producers have managed drilling prospects and maximized lower capital budgets to

their highest return projects The oil and gas industry in Vietnam is no exception to

this trend, with the rig count dropping on average domestically by 20% since 2015

This drastic fall has triggered the significant cut off exploration & production

budget of all oil operators in the Vietnam This crisis has negatively affected profit,

production capacity and job of employees in PVD Corporation recently

In order to survive during this recession, besides cutting operational cost, improving

productivities and retaining employee is one of the most important factors that will

strongly effect on success of PVD The Board of Directors recognized that an

increase in job satisfaction is directly related to an increase in productivity therefore

this survey is finding the factors to meet employee’ job satisfaction and keep

talented workforce for sustainable development of company

The main purpose of this research is to study how organization commitment,

work-control, job stress and person-organization fit have influenced on job satisfaction in

PVD’s workforce This research helps board of director to be fully aware of the

important of job satisfaction and have overall view of this context In addition,

researched result is a valuable reference resource for board of directors, top

managers and human resource departments They could adjust strategic policies to

improve working environment, social welfare for the purpose to retain employees,

strongly improve productivities and significantly enhance employees’ loyalty and

engagement for company’s further development

This research just focuses on job satisfaction of the employees in PVD based on

their working condition and current position The survey is within onshore offices

and subsidiaries It absolutely does not imply re-structuring, rotating and replacing

the employees This survey was conducted from 1 Dec 2016 to 04 Mar 2017

Figure 2: PVD Drilling Rig

CHAPTER 2 LITERATURE REVIEW

2.1.1 Job Satisfaction

Job satisfaction can be understood in terms of its relationships with other key

factors such as stress, overload at work, home-work interface and organizational

working conditions I observed that people who have a high level of job satisfaction

tend to be more productive and become successful in their chosen careers

Cranny, Smith & Stone (1992) generally defined that job satisfaction is an

employee’s affective reaction to job based on comparing actual outcomes with

desired outcomes It is generally recognized as a multifaceted construct that

includes employee feelings about a variety of both intrinsic and extrinsic job

elements (Howard &Frink, 1996) Porter and Steers (1973) argued that the extent of

employee job satisfaction reflected the cumulative level of met worker expectations

That is, employees expect their job to provide a mix of features (pay, promotion,

autonomy) for which the employee has certain preferential values The range and

importance of these preferences vary across individuals but when accumulation of

unmet expectation becomes sufficiently large there is less job satisfaction and

greater probability of withdrawal behavior (Pearson, 1991) Indeed, some interest in

job satisfaction is focused primarily on its impact on employee commitment,

absenteeism, intention to quit and actual turnover (Agho, Mueller & Price, 1993)

Job satisfaction theories have a strong overlap with theories explaining human

motivation

The most common and prominent theories in this area include: Maslow’s needs hierarchy theory; Herzberg’s motivator-hygiene theory and the Job Characteristics Model

+ Maslow’s needs hierarchy theory

Although commonly known in the human motivation literature, Maslow’s needs hierarchy theory was one of the first theories to examine the important contributors

to job satisfaction It is a theory in psychology proposed by Abraham Maslow He

published his "A Theory of Human Motivation" in Psychological Review in 1943

Maslow subsequently extended the idea to include his observations of human's

innate curiosity His theory parallel many other theories of human developmental

psychology, some of which focus on describing the stages of human growth

Theory suggests that human needs form a five-level hierarchy consisting of:

physiological needs, safety, belongingness/love, esteem, and self-actualization

Figure 3: Maslow's hierarchy of needs

Maslow’s needs hierarchy was developed to explain human motivation in general However, its main tenants are applicable to the work setting and have been used to

explain job satisfaction Within an organization, financial compensation and

healthcare are some of the benefits which help an employee meet their basic

physiological needs

+ Job Characteristic Model

The Job Characteristics Model (JCM), developed by organizational psychologists

J.Richard Hackman and Greg Oldham, is a normative approach to job enrichment It

specifies five core job dimensions that will lead to critical psychological states in

the individual employee The first three dimensions are:

(a) Skill variety (the range of tasks performed)

(b) Task identity (the ability to complete the whole job from start to finish)

(c) Task significance (the impact of the job on others).

These three dimensions contribute to the meaningfulness of the work In other

words, the higher the task variety, identity, and significance, the more meaningful

the work is to the employee

The fourth job dimension is autonomy (the extent of discretion and freedom an

employee has over his or her tasks) The higher this is, the more the employee feels

responsible for the outcome of his or her work

The fifth dimension is feedback (the extent to which the job provides the employee

with information about the effectiveness of his or her performance) which allows

the employee to appreciate the outcome of his or her efforts As a consequence of

providing positive psychological states, the Job Characteristics Model suggests that

positive outcomes will occur for the individual and the organization: high

motivation, high-quality performance, high job satisfaction, low absenteeism, and

low labor turnover The model is used to assess the motivational potential of

particular jobs and thereby suggest which of these jobs could be redesigned To do

this, a motivational potential score (MPS) is calculated from a questionnaire

consisting of the components of the JCM The score is an index based on the

following formula:

MPS = ((Skill variety + task variety + task significance)/3) × autonomy × feedback

Figure 4: Job Characteristics Model

+ Herzberg’s motivator-hygiene theory

Herzberg's motivation-hygiene theory, also known as the two-factor theory or

dual-factor theory, states that there are certain dual-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

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 Rather, individuals look for the gratification of higher-level psychological

needs having to do with achievement, recognition, responsibility, advancement, and

the nature of the work itself This appears to parallel Maslow's theory of a need

hierarchy

Figure 5: Herzberg’s motivator-hygiene theory 2.1.2 Organization Commitment

Commitment is a very multidimensional concept and therefore somewhat hard to

define Commitment has been studied much, and it still remains one of the most

and human resource management (Cohen 2007, 336) There has been numerous

ways to define commitment in the past years and researchers from different fields

like to emphasize different aspects of it (Jokivuori 2001, 17) Often commitment is

seen as a force that binds individual to a course of action that is relevant to one or

more targets (Cohen 2003, IX) Those targets can be directed to people, for example

family or friends as well as to various institutions, like sports, community groups or

work organization (Heery & Noon 2001, 91)

Like it is hard to comprehensively define commitment as such, the same difficulty

is for organizational commitment However, it has been possible to find common

factors to various definitions Common to all of these conceptualizations is a

connection with turnover; employees who are strongly committed are those who are

least likely to leave the organization (Allen & Meyer 1990, 1)

Organization commitment can be defined as an individual's psychological

attachment to the organization Organizational commitment plays a very important

role in determining whether a member will stay with the organization and zealously

work towards organizational goals

Commitment in the workplace has been quite widely studied since 1950’s (Cohen

2003) On the other hand, there is quite rational reason since organizational

commitment is connected to many things we consider important such as work

satisfaction, sickness related absences and willingness to change job, etc

There are some different models used to conceptualize organizational commitment

+ O’Reilly and Chatman’s model

O’Reilly and Chatman (1986) see organizational commitment as a psychological attachment to an organization According to Ruokolainen (2011, 15) it reflects “the

degree to which employee internalizes or adopts the characteristics or perspectives

of the organization” Commitment can be formed by three independent mechanisms: compliance, identification and internalization

Compliance is the shallowest of them all and is connected to rewards Person adopts

certain attitudes and behaviors in order to gain specific awards

Identification is step further into deeper commitment Employee feels proud to be

part of that specific organization and thus accepts and respects its’ values and

accomplishments He or she wants to establish or maintain good relationship with

that specific group However, what separates that from the internalization is that he

or she does not adapt those values as his or her own Therefore, internalization

occurs finally when there is value congruence between the person and the

organization

However, there have been few matters that have received critique in this model

Internalization and identification correlate positively with intend to stay with an

organization, while compliance acts in the opposite way actually correlating

positively with turnover

+ Three-component model of commitment

One of the most widely used theories in organizational commitment is

three-component model of Allen and Meyer’s (1990) It has been the leading approach in

studying organizational commitment for more than 20 years (Cohen 2007, 337)

Lately, it has been the most widely accepted conceptualization of organizational

commitment (Herr Bach 2006, 631) It sees commitment as having three separable

forms: affective, continuance, and normative commitments

Affective commitment is your emotional attachment to an organization If you have

a high level of affective commitment, you enjoy your relationship with the

organization and are likely to stay You stay because you want to stay

Continuance commitment is the degree with which you believe that leaving the

organization would be costly If you have a high level of continuance commitment,

you will stay with an organization because you feel that you must stay For

example, you may feel quitting your job may lead to an unacceptable length of

unemployment On the other hand, you may feel you will lose a certain degree of

status if you leave a well-respected organization such as a top law firm or research

company

Normative commitment is the degree you feel obligated to the organization or

believe that staying is the right thing to do Here, you believe you ought to stay

2.1.3 Work-Control

Control is a term in psychology that refers to a person’s belief about what causes

the good or bad results in his or her life either in general or in a specific area such as

health or academics It also refers to an individual’s generalized expectations

concerning where control over subsequent events resides According to many

researchers the type of locus of control an individual carries has an effect on level of

job satisfaction (Lakshman & Mali, 2011)

Work control is defined as “having influence over the work environment, including

ability to influence the execution and the planning of work tasks” (Mark et al.,

2006) Work control was found to buffer the effects of workload on stress and of

acute strains on musculoskeletal symptoms; while rest breaks received less

consistent support as a moderator variable (Burnfield, 2005) Evidence is growing

that enhanced control at work can be an important element in employees’ health and

well-being (Paul, 2002) Employees with low control can become frustrated and feel

underappreciated (Medibank, 2008)

2.1.4 Job Stress

According to National Institute of Occupational Safety and Health of United States

in 1999, job stress is defined as the harmful physical and emotional responses that

occur when job requirements do not match employees’ capabilities, resources and

needs It is recognized world-wide as a major challenge to individual mental and

physical health and organizational health (ILO 1986) Stressed workers are also

more likely to be unhealthy, poorly motivated, less productive and less safe at work

Their organizations are less likely to succeed in a competitive market By some

estimates work-related stress costs the national economy a staggering amount in

sick pay, lost productivity, health care and litigation costs (Palmer et al 2004)

Job stress can come from a variety of sources and affect people in different ways

Although the link between psycho-social aspects of the job and the health and

well-being of workers has been well documented (Dollard and Metzer 1999), limited

work has been done on the effects of distinct stressors on job performance As well,

various protective factors can prevent or reduce the effects of work stress, and little

research has been done toward understanding these mitigating individual and

organizational factors

There are many studies which specifically addresses to the concerns of job stress

and their consequences Stress can strongly evoke the negative emotions like fear,

frustration, sadness, and anger (Cavanaugh, 1988) Job stressors such as workload,

working conditions, and expectation from management cause strain (Behr & Glazer,

2001) and can significantly lead to anxious feeling, less productivity and poor

health of employees

The researcher found in this study that stress in job due to different issues like work

overload, coworkers behavior, etc become harmful not for himself but for the

organization which negatively affected the job satisfaction This stress can be

reduced by appraisal plans, fix day to day plans, giving training, orientation, proper

pay package equal employee opportunities These thing reduce the employee stress

and ultimately increased the employee job satisfaction (Obiora & Iwuoha, 2013)

2.1.5 Person-Organization Fit

Person-organization fit is considered as a topic of great interest in the disciplines of

organizational behavior and human resource management In simple words

person-organization fit is defined as measure of fit among workers and the person-organizations

(Silverthorne, 2004) In a broader view, it is defined as matching between

distinctive characteristics of the employee and the organization in which that

employee is working Person-organization fit is a construct that has multiple

conceptualizations (Westerman & Cyr, 2004b) Moreover, it is evaluated by

matching the personality of the individual worker with his or her organization

(Cable & Judge, 1996) Person-organization fit is the compatibility of

characteristics of the individual and that of organization (Chan, 1996) Individual characteristics include individual’s ideas, principles, interests and dispositional characteristics while organizational characteristics are made of organizational

doctrine, norms, traditions and the overall organizational climate

Person-organization fit is the level of compatibility that exists between worker and

organizations when at the minimum level one entity holds responsible for providing

what the other want and prefers (Kristof, 1996) This compatibility is of two types,

one is supplementary fit and the other is complementary fit (Kristof, 1996)

Supplementary fit means that personal characteristics of the individual employee

are harmonized with that of the organizational characteristics If the workers

psychological needs are satisfied by the conditions of the workplace, then

complementary fit is achieved If the employee is better fitted in the organization

through having supplementary or complementary fit then the employee will become

a satisfied employee (Bright, 2007; Kristof, 1996)

2.2 Relationship between constructs

2.2.1 Relationship between organization commitment and job satisfaction

The relationship between job satisfaction and organizational commitment is

important because employees often do not prefer to stay with the same organization

for long It has become difficult for the organizations to exercise influence on the

employees to retain them The most used research definition of job satisfaction is by Locke (1976), which is as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences.”

Researchers have argued that satisfied employees are more committed to serving

customers (Loveman, 1998; Silvestro, 2000; and Yoon & Suh, 2003) The study

showed that satisfied employees are more likely to work harder and provide better

services via organizational citizenship behaviors (Yoon & Suh, 2003) Employees

who are satisfied with their jobs tend to be more involved in their employing

organizations, and more dedicated to delivering services with a high quality level

quality (Ayeni & Phopoola, 2007) Fernando, et al (2005) found that organizational

commitment is positively correlated with job performance

2.2.2 Relationship between work-control and job satisfaction

Judge and Bono (2011) found that there is a positive relationship between work

control and job satisfaction Managers consider the most important sources of work

stress to be lack of control and work life balance (Gupta, Bindu, &Tyagi, 2009)

The perception of high work control buffers the negative effects of a stressful work situation on an individual’s health and well-being A great deal of evidence links

perceptions of control to several different kinds of strains Control can be over any

aspect of work, including location, scheduling and how tasks are done Evidence is

growing that enhanced control at work can be an important element in employees’

health and well-being (Paul, 2002) Control over one’s work (deadlines, outputs

etc.) has a strong impact on perceived stress, affecting both an individual’s

self-esteem, as well as their ability to achieve work goals Employees with low control

can become frustrated and feel underappreciated (Medibank, 2008) Low job

control is recognized as another important source of stress (European Risk

Observation Report, 2009)

Lakshman and Mali (2011) conclude that the results indicate that there is a positive

correlation between work control and job satisfaction

2.2.3 Relationship between job stress and job satisfaction

Job stress and job satisfaction are the two hot focuses in human resource

management It has a direct impact in employee's metal health and consequently

impacts work performance The relation of job stress and job satisfaction is

interrelated, where job stress is an emotional, physical reaction generated because of

an exhausted situation, person or environment whereas job satisfaction is the end

state of feeling that is experienced after a task is accomplished (Saiyadain, 1985)

Dissatisfaction with job can lead to job burnout which produces emotional

exhaustion, extreme depersonalization and diminished personal accomplishment

(Zellars, 2000) and the interaction of these three components impacts on work

related problems (e.g., absenteeism, decreased morale, turnover (Maslach, 1984)

Job stress and job satisfaction definitely decides the level of commitment Job stress

and job satisfaction were found to be negatively correlated How an employee deals

with stress and poses from external environment also depends on his internal locus

of control which guides whether an employee wants to fight or flee the situation It

is perceived that when there is high stress level, job satisfaction would be low and

employee would not be committed to the job or to the organization as people want

stress-free situations in life

2.2.4 Relationship between person-organization fit and job satisfaction

According to Smith et al (1969), various researches put forward that job satisfaction

is powerfully inclined by employees’ assessment of the job and assignments they

execute, which are vital components of person-organization fit

According to Cable & Judge (1996) person-organization fit is positively correlated

with job satisfaction Enlighten of job satisfaction usually puts emphasis to measure

it in individual based on work nature or organization factors (Mortimer-1979)

Nevertheless, when remuneration or rewards are controlled job values, it will relate

indirectly to the job satisfaction Employees, who have high assured value, feel

more dissatisfied with job thus they do not think the characteristics more important

Therefore, it is concluded that there is no only definite job characteristics but also

the perceptions of employee, which is, connected with the satisfaction levels

Based on basic theories above, I would propose four hypotheses (H1, H2, H3, and

H4) influence job satisfaction below:

Hypothesis No.1 (H1): Organization commitment (OC) is positively correlated with

job satisfaction (JSI)

Hypothesis No.2 (H2): Work-control (WC) is positively correlated with job

Conceptual research model has two parts The independent constructs include job

stress, work-control, organization commitment and perceived person-organization

fit The dependent construct is job satisfaction as per figure 6 below:

Figure 6: Conceptual research model

Job Stress

Job Satisfaction

Work Control

Organization

Commitment

Person Organization Fit

+

-+ +