A project report on employees satisfaction with supervisor at anh fashion and cosmetics co , LTD (dafc)

The results can provide the Management Team some useful information about the relationship between Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, R

RESEARCH PROJECT

(BMBR5103)

A PROJECT REPORT

ON EMPLOYEES’ SATISFACTION WITH SUPERVISOR

AT DUY ANH FASHION AND COSMETICS CO., LTD

ADVISOR’s ASSESSMENT

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ADVISOR’s SIGNATURE

ACKNOWLEDGMENTS

At the beginning of this report, I have to say that it is not possible to finish this report without receiving the support and encouragement of other people I would like to extend my sincere towards all the personages who have helped me in this project Without their help, cooperation and encouragement, I would not complete this project

I am extremely thankful to my faculty Dr NGUYEN THE KHAI, Ms DO THI THANH TRUC, Mr SU NGOC HOANH for their valuable guidance and assistance on completion of this project

Thank you to Duy Anh Fashion and Cosmetics Co., Ltd (DAFC) management and

my colleges for their useful information related to the survey

I also special thank you to my parents and my family who has always supported me morally as well as economically

At last but not least gratitude goes to all of my friends who always stand by my side and helped me to complete this project

Once again, thank you to you all

TRAN ANH VU

TABLE OF CONTENTS

ABSTRACT 1

CHAPTER 1 – INTRODUCTION 2

1 Company review 2

1.1 About DAFC 2

1.2 Vision and Mission statement 4

1.3 Organization Structure 5

2 Research introduction 9

2.1 Purpose and Objective 9

2.2 The empirical setting 10

2.3 Instruments 10

2.4 Research scope 10

2.5 Significance of the study 10

2.6 Question of the study 11

2.7 Limitation of research 11

CHAPTER 2 – LITERATURE REVIEW 12

1 Work control (WC) 12

2 Empowerment at work scale (EW) 13

3 Procedural Justice in Performance Appraisal (PJ) 14

4 Role conflict and ambiguity (RC) 16

CHAPTER 3 - RESEARCH MODEL AND HYPOTHESES 19

1 Research model 19

2 Constructs 21

2.1 Key construct 21

2.2 Other construct 21

3 Research Hypotheses 21

3.1 The relationship between Work control and Satisfaction with My Supervisor 21

3.2 The relationship between Empowerment at work scale and Satisfaction with my supervisor 22

3.3 The relationship between Procedural Justice in Performance Appraisal and Satisfaction with my supervisor 24

3.4 The relationship between Role conflict and ambiguity and Satisfaction with my supervisor 25

4 Instruments 26

4.1 Section one 26

4.2 Section two 26

5 Data collection progress 28

CHAPTER 4 - RESULTS 30

1 Reliability statistic 30

1.2 Empowerment at work scale 31

1.3 Procedural Justice in Performance Appraisal 31

1.4 Role conflict and ambiguity 32

1.5 Satisfaction with My Supervisor 32

2 Descriptive statistic 33

3 Correlation statistic 34

CHAPTER 5 – HYPOTHESES TESTING RESULTS 36

1 Hypothesis 1 37

2 Hypothesis 2 38

3 Hypothesis 3 38

4 Hypothesis 4 39

CHAPTER 6 - CONCLUSION AND DISCUSSION 39

REFERENCE 46

APPENDIX 49

Appendix 1: Survey 48

Appendix 2: Presentation 58

The results can provide the Management Team some useful information about the relationship between Work control, Empowerment at work scale, Procedural Justice

in Performance Appraisal, Role conflict and ambiguity and Satisfaction with my supervisor Hope DAFC uses my research to develop the relationship between employees and their managers

Key words in this research: Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity and Satisfaction with

my supervisor

CHAPTER 1 – INTRODUCTION

1 Company review

1.1 About DAFC

Imex Pan Pacific Group was established in 1985 by Johnathan Hanh Nguyen With

a total investment of more than USD 535 million, IPP is one of the companies that have strongest financial capability Revenue is increased by an average 20% Total revenue reached USD 1 billion in 2016 IPP is the owner of numerous projects in trading fields: fast-food chains; duty-free shops at international airports in Vietnam; exclusive distributor of famous fashion brands and cosmetics in the world

Through more than 30 years of operation, IPP Group has achieved:

 Create 22,000 job opportunities for Vietnamese labors

 Have 28 subsidiaries and 6 joint venture companies

 Open nearly 40 retail stores that exclusive distribute internationally high fashion

brands: Burberry, Bvlgari, Bally, Chanel, Cartier, Versace, Salvatore Ferragamo,

Rolex, Tumi…

 Open nearly 100 retail stores that exclusive distribute internationally mid-tier

fashion brands: Gap, Banana Republic, Tommy Hilfiger, Nike and Calvin Klein

 Open 80 stores of the world famous fast food restaurant chain: Burger King,

Domino's Pizza, Popeyes and Dunkin 'Donuts

 Open 120 duty-free shops and retail stores in the largest airports in Vietnam.

DAFC, a subsidiary of IPPG, was founded in 2005 DAFC is an exclusive distributor and retailer of the famous luxury fashion & cosmetics brands in Vietnam such as Bally, Salvatore Ferragamo, Bulgari, Burberry, Cartier, Rolex, Versace, Versace Home, Versace Jeans, Ermenegildo Zegna, Just Cavalli, etc We allocate at the biggest shopping centers in HCM City and Hanoi like Diamond Plaza, Rex Arcade, Trang Tien Plaza, Saigon Center, etc

1.2 Vision and Mission statement Vision

In Vietnam, DAFC will be a leading Retailer in its core businesses - Retail Fashion through its commitment to Colleagues, Business Partners, Customers and Owners

Mission

DAFC are committed to perform best practices at its highest standards We will value our internal and external customers

Core Values

WOW delivery through service

Focus and develop on the product offered

Commit towards staff training & development

Mission Statement Component:

1 Customers: middle-class to high-class group

2 Products: luxury merchandise

3 Markets: Vietnam

4 Technology: all system was managed by digital devices

5 Concern for survival, growth, and profitability: reach USD 1 billion

6 Philosophy: help customers live fashionable

7 Self-concept: leading in fashion trend

8 Concern for public image: participate in charitable activities, build schools for poor pupils, establish many funds in Vietnam

9 Concern for employees: offer good working conditions, compensation on the basis performance, opportunities for growth

Contact

Company name: Duy Anh Fashion and Cosmetics Co., Ltd Tell: 3.8257537

Fax: 3.8257540 Email: cs@dafc.com.vn

1.3 Organization Structure

DAFC follows the functional organization structure The company is divided into separately units based on role, such as Brands, HR, Finance, Logistics, etc The functional structure offers a number of potential advantages as well as disadvantages

MANAGING DIRECTOR

GROUP BRAND DIRECTOR

FINANCE DIRECTOR

BUSINESS DEVELOPMENT DIRECTOR

BRAND MANAGER

MERCHAN DISING MANAGER

HR AND ADMIN DIRECTOR

HEAD

OF CRM

MANAGING DIRECTOR

HA NOI BRANCH

HEAD OF LOGISTIC

OPERATION VISUAL

MERCHANDI SER

MARKETING MANAGER

IT MANAGER

LEGAL MANAGER

The first advantage is that it offers a high level of specialization Each unit operates

as a type of self-contained mini-company, charged with carrying out its specific role Employees often start their careers in an entry-level position, then build up their knowledge and look for a change to move up within the hierarchy After a long time, they become experts within their functional area, and the unit and company benefit from their expertise and experience over time Furthermore, an employee who is an expert in his functional area can perform tasks with a high level of speed and efficiency, which enhances productivity If they know their jobs well, they can proceed with confidence and with a minimum amount of mistakes

The first disadvantage is lack of teamwork Employees often perform with a high level of efficiency in their department If a company has a project which need whole company work together, they may have difficulty working well with other units In essence, each unit may act in what it perceives to be its own best interests instead of those of the organization as a whole Infighting may cause projects to fall behind schedule For example, in DAFC we often organize many sale events in a year to clear the old season stock Whenever we do it, we will have a meeting with the managing director But people in different department seem not happy to work together None of them want to become the leader of the private sale They are always afraid of taking responsibilities

Another disadvantage of the functional organization structure is that it can pose a challenge for top management to maintain control as the organization expansion In the past, we only have 4 brands, so we did not have the Group Brand Director position Brand manager directly reported to Managing Director Now there are over 30 brands, so Brand Manager reports to Group Brand Director Group Brand Director reports to Managing Director

Employees are the most valuable resources of an organization The long-term success of any company depends heavily upon the quality of its workers and worker loyalty Employees’ job satisfaction may enhance their motivation, performance and

reduces absenteeism and turnover Job satisfaction is the level of employees feel about their work, which can affect their performance Employee job satisfaction is correlated with package, benefits, recognition, promotion, coworkers and management support, working conditions, type of work, job security, leadership style of managers, and demographic characteristics such as gender, marital status, educational level, age, work tenure, and number of children

Leadership behavior of managers plays an important role in employees’ job

satisfaction and commitment It is the ability of a manager to influence, motivate, and enable employees to contribute toward organizational success It is the process

of influencing a group of people towards achieving organizational goals There are various leadership styles that managers can use to lead and direct their employees

including autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, transactional, and transformational leadership styles Different leadership styles are used for different situations Effective leader must know when

to exhibit a particular approach

2 Research introduction

2.1 Purpose and Objective

“People leave bosses, not companies!”

Almost every single one of us has heard this statement at some point during the career path, in fact, sometimes we have said ourselves

And it’s true According to a Gallup study around 50% of employees leave their

company to get away from their bosses

Sometimes the employees work for one company because of their bosses, not because of the company It can be said that the relationship between managers and

employees is very important

The purpose of this research is to:

 First: collect related information and define the level of Satisfaction with my

supervisor of employees working at DAFC

 Second: design research model and test related factors to check their influences to

the Satisfaction with my supervisor of employees working at DAFC

 Third: discuss and propose an action plan to build a strong connection between

managers and employees

2.2 The empirical setting

Most of employees working at DAFC participated in this study

2.3 Instruments

Questionnaires were sent personally to 400 managers and employees in DAFC The questionnaire package contained a cover letter, and questionnaires related to Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity and Satisfaction with my supervisor

2.4 Research scope

The scope of research is for the employees at DAFC, includes: Group Brand Directors, BU Head, Managers, Subordinate and Employees; not include: General Manager

This survey was conducted from Feb 1st to Mar 1st 2017

2.5 Significance of the study

This study is conducted from both managerial and non-managerial employees The opinion of employees in DAFC about the impact of Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity on Satisfaction with my supervisor will be collected to see the relationship between these factors

Moreover, this research provides the management team knowledge to manage the team better

2.6 Question of the study

Some points are addressed as below:

1 How is the impact of Work control on Satisfaction with my supervisor?

2 How is the impact of Empowerment at work scale on Satisfaction with my supervisor?

3 How is the impact of Procedural Justice in Performance Appraisal on Satisfaction with my supervisor?

4 How is the impact of Role conflict and ambiguity on Satisfaction with my supervisor?

2 The research was conducted for four weeks It is not enough for the researcher to

observe all of the employees’ opinion at DAFC It would be better if it was done in

a longer time

3 If data can be collected from many retail companies, the results may more persuaded

Constructs Definition

This chapter presents the basic and relevant theories of the constructs are used,

including:

1 Work control (WC)

2 Empowerment at work scale (EW)

3 Procedural Justice in Performance Appraisal (PJ)

4 Role conflict and ambiguity (RC)

5 Satisfaction with my supervisor (SS)

1 Work control (WC)

Work control was developed by Dwyer and Ganster (1991), describes the extent to which workers perceive they have control over numerous aspects of the work environment These aspects include control over the variety of tasks performed, the order of task performance, the pace of tasks, task scheduling task procedures, and arrangement of the physical layout/environment

Work control refers to the extent that employee can exert influence over task and conduct during a normal working day

Control over aspects of a job correlated positively with sick days taken, ji workload, and work satisfaction In multivariate analysis, control modérait the relationship of workload with work satisfaction (Dwyer & Ganster1991)

2 Empowerment at work scale (EW)

This measure, developed by Spreitzer (1995), describes the extent to which employees believe they are empowered in their jobs Empowerment has been defined as the intrinsic motivation resulting from four cognitions reflecting an

individual’s orientation to his or her work role The four cognitions are meaning,

competence, self-determination, and impact (Spreitzer, 1995) Meaning involves a

fit between the requirements of a work role and a person’s beliefs, values, and

behaviors Competence refers to self-efficacy specific to work, a belief in one’s

capability to perform work activities with skill, analogous to personal mastery determination reflects autonomy over the initiation and continuation of work processes and making decisions about work methods, pace, and effort Impact is the degree to which a person can influence strategic, administrative, or operating outcomes at work

Self-A factor analysis showed that the 12 items all loaded on four factors corresponding

to the dimensions of meaning, competence, self-determination, and impact (Gagne

et al., 1997) In Spreitzer (1995), confirmatory factor analysis showed the items loaded on the appropriate subscales and found evidence for an underlying second-

order factor of overall empowerment In Kraimer, Seibert, and Liden (1999), confirmatory factor analysis in two samples collected at different points in time showed that the four empowerment dimensions were distinct from one another The meaning, competence, self-determination, and impact dimensions all correlated positively with job satisfaction (Spreitzer et al., 1997) In addition, all of the dimensions except meaning correlated negatively with strain and positively with self-reported job effectiveness Additional analysis in Spreitzer (1995) showed that self-esteem and information about an organization’s mission were both antecedents

of empowerment In addition, both perceived managerial effectiveness and innovative behaviors were consequences of empowerment Using structural equation models, Kraimer et al (1999) found that job meaningfulness was related positively with meaning, job autonomy was related positively with self-determination, and task feedback related positively with competence and impact Both meaning and competence were related positively with career intentions and impact was related directly with organizational commitment

3 Procedural Justice in Performance Appraisal (PJ)

Performance appraisal is an annual review of an employee’s overall contributions to

the company by his/her manager Performance appraisals, also called annual

reviews, evaluate an employee’s skills, achievements and growth, or lack thereof

Performance appraisals also help employees and their managers create a plan for

employee development through additional training and increased responsibilities, as well as to identify shortcomings the employee could work to resolve Companies use performance appraisals to give employees big-picture feedback on their work and to justify pay increases and bonuses, as well as termination decisions Procedural Justice in Performance Appraisal, developed by Dulebohn and Ferris (1999), uses six items to assess the fairness of the procedures and process used for performance evaluation The measure focuses on the extent to which employees believe their supervisor used important and accurate information in appraising employee performance

Procedural justice evaluations correlated positively with decision control, quality of supervisor relationship, voice opportunity, employee performance ratings, and supervisor-influence tactics such as praising employees for accomplishments Procedural justice evaluations correlated negatively with job-focused influence tactics, such as working harder (Dulebohn & Ferris, 1999) Confirmatory factor analysis showed that the six items loaded on the procedural justice factor as anticipated and that procedural justice evaluations were empirically distinct from

assessments of the quality of the employee’s supervisory relationship, opportunities

for employees to question the basis for performance ratings (employee voice), and degree of control over performance rating decisions (Dulebohn & Ferris, 1999)

4 Role conflict and ambiguity (RC)

Role conflict is incompatibility of different tasks in the same role, often arising when the priorities of one system come in conflict with the priorities of the other systems An employee's list of tasks may find one task at odds with another task Role conflicts usually come from incompatible demands made by people who have

a stake in the role, incompatible pressures arising from the employee’s membership

in multiple groups, opposing pressures from different role senders, and a conflict between personal values and prescribed role behavior For instance, general managers of joint ventures usually experience role conflict because of two or more bosses with two sets of expectations

Role ambiguity is lack of clarity on one’s job profile The employee remains

confused about his or her role or tasks, caused by lack of required information, lack

of communication of available information, or receipt of contradictory messages regarding the role The CEOs of joint ventures very often experience role ambiguity

as they lack sufficient information regarding the specific expectations of the different policy-makers in each parent firm, different expectations of the different employee groups in the ventures, and divergent expectations from the vastly different stakeholders

Role conflict and ambiguity, developed by Rizzo, House, and Lirtzman (1970), was one of the first measures of role ambiguity and role conflict A lack of necessary

information regarding role expectation for a given organizational position has been defined as role ambiguity Role conflict was defined as a condition of when employees have incompatible roles defined by supervisors or other members of an organization This measure includes intrarole, interrole, and intersender conflict, as well as ambiguity due to lack of role predictability, role clarity, and role certainty (Bedeian, Mossholder, Kemery, & Armenakis, 1990)

Though the role conflict and role ambiguity measures have been used extensively, some scholars have raised concerns about the content validity, susceptibility to wording biases and factor structure of this measure (King & King, 1990; Smith, Tisak, & Schmieder, 1993) Netemeyer and colleagues (1995) evaluated alternative structural models and showed that role conflict and role ambiguity is distinct constructs (Netemeyer et al., 1995; Netemeyer, Johnston, & Burton, 1990) Harris and Bladen (1994) also found that role conflict and ambiguity were empirically distinct from role overload, job satisfaction, and job tension Smith et al (1993) also found that role conflict and ambiguity were empirically distinct in three samples Role conflict had direct effects on job tension and job satisfaction Role ambiguity did not directly affect job tension or satisfaction Neither role conflict nor role ambiguity directly affected propensity to leave (Netemeyer et al., 1990) In Fried (1998), both role conflict and ambiguity correlated negatively with job performance Williams, Podsakoff, and Huber (1992) found that the role conflict

measure distinguished between different groups of university administrators experiencing distinct levels of role stress

5 Satisfaction with my supervisor (SS)

The immediate supervisor plays a pivotal role He or she connects an employee to senior management and vice versa, becoming the primary conduit for the flow of information within an organization Top down, management imparts its goals and values through the supervisor who can best explain to individuals what these mean and how they may affect employees Bottom up, the immediate supervisor ensures

that employees’ voices are heard, listens to their concerns and responds to them, and

passes that feedback to senior management What managers do, how they behave,

what they say and importantly how they say it affects employees’ attitudes about

their jobs and the organization as a whole Employees who are unhappy and dissatisfied with their immediate supervisors are less likely to identify with the

organization’s vision and more likely to be absent or to resign Employees who are

engaged take pride in their work, support organizational goals and are less willing

to change jobs for a minor increase in salary

This measure, developed by Scarpello and Vandenberg (1987), describes an

employee’s satisfaction with his or her immediate supervisor The measure was

developed over a 3-year period using samples of more than 2,000 employees from

seven manufacturing firms and tested with more than 1,000 employees in the insurance industry

Although factor analysis of the 18 items making up the subscale found that the items loaded on two factors, the factors were highly correlated (mean r across eight samples = 60) The items loading on the second factor also loaded on the first factor, suggesting the existence of a single underlying construct, rather than independent dimensions (Jones et al., 1999; Scarpello & Vandenberg, 1987)

CHAPTER 3 - RESEARCH MODEL AND HYPOTHESES

1 Research model

The primary goal of this study is to investigate the relationships between Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity on Satisfaction with my supervisor The methodology specifically described the research model, the research instrument, the research hypothesis, data collection process, and the procedure for the data analysis

 H1(+): There is a positive relationship between Work control and Satisfaction with

My Supervisor

 H2(+): There is a positive relationship between Empowerment at work scale and

Satisfaction with my supervisor

 H3(+): There is a positive relationship between Procedural Justice in Performance

Appraisal and Satisfaction with my supervisor

 H4(+): There is a positive relationship between Role conflict and ambiguity and

Satisfaction with my supervisor

Role conflict and ambiguity (RC)

Procedural Justice (PJ)

Empowerme

nt at work scale (EW)

Work control (CC)

Satisfaction with my supervisor (SS)

(+)

(+)

(+)

(+)

 Empowerment at work scale (EW)

 Procedural Justice in Performance Appraisal (PJ)

 Role conflict and ambiguity (RC)

3 Research Hypotheses

3.1 The relationship between Work control and Satisfaction with My Supervisor

Work control is defined as a perceived ability to exert some influence over one’s

work environment, in order to make it more rewarding and less threatening (Ganster, 1989) Employees who have work control ability know that they work for themselves If they work at a successful company they will get the reputation Conversely, if they work at an unsuccessful company, they will be exposed to failure But if they do poorly, then they are the losers That is why they will always work hard for the job, not because of well-treatment or the conflict with the bosses they do not work hard They may leave if they are not satisfied, but if they stay they will do it with their heart

In contrast to the sense of work control is the hiring psychology They do not think that they work for themselves but work for the boss of the company, the boss of the company who pays his salary, so they just need to find a way to get it The money they want to receive mostly from the boss As for the job, it is the boss's job, not his job, not related to himself They clearly define the company is the company, themself is themself If they do not want to work for this company, they can leave and find another one They do not know that whether they accept it or not, the image of the companies they work through will paint them a picture in the eyes of the other employers If the business image is beautiful then the image in their profile

is pretty and vice versa, if the business image is bad then the picture in their profile

is also bad Thus, the following hypothesis is proposed:

H1(+): There is a positive relationship between Work control and Satisfaction with

My Supervisor

3.2 The relationship between Empowerment at work scale and Satisfaction with my supervisor

Psychological empowerment is defined as “intrinsic task motivation reflecting a

sense of self-control in relation to one’s work and an active involvement with one’s work role” (in “Antecedents and Consequences of Psychological and Team

Empowerment in Organizations: A Meta-Analytic Review,” Seibert, et al 2011, p

981, cited under Theoretical Overview) Since the 1980s, an increased interest in

empowerment has been seen in diverse subject areas within psychology and management, including motivation, task performance, leadership, group processes, decision-making, and organizational design, because empowerment can enhance employee performance, well-being, and positive attitudes of individuals, teams, and organizations Psychological empowerment is composed of four cognitions: meaning, self-determination, competence, and impact Specifically, “meaning refers

to the alignment between one’s work role and one’s own beliefs, values, and

standards Self-determination is an individual’s sense of autonomy or control concerning the initiation or regulation of one’s actions Competence refers to the

belief in one’s capability to successfully perform work activities Impact is the

belief that one can make difference in the managerial process That one could influence operational outcomes in the work unit (Seibert, et al 2011, p 981) The four dimensions are described as independent and distinct yet related and mutually reinforcing, qualities that capture a dynamic state or active orientation toward work Psychological empowerment may vary with organizational structure, individual and team characteristics, work design, leadership, and organizational support To date, empowerment has been discussed from motivational and structural perspectives, and the construct has been operationalized by investigating the factors that lead to employee feelings of empowerment Studies have also explored the consequences associated with an empowered workforce Still, a number of important questions

remain unanswered; therefore, it is important to develop a fuller understanding of the nature of empowerment, the factors that lead to employee feelings of empowerment, and the consequences associated with an empowered workforce Thus, the following hypothesis is proposed:

H2(+): There is a positive relationship between Empowerment at work scale and

Satisfaction with my supervisor

3.3 The relationship between Procedural Justice in Performance Appraisal and Satisfaction with my supervisor

Performance appraisal may be defined as a structured formal interaction between a

subordinate and supervisor where subordinate’s work performance is evaluated It

usually takes the form of a periodic interview (annual or cognitive processes are correct most of the time, errors occur Moreover, even if the accurate criterion exists, same criteria can be interpreted in many different ways depending on the

interpreter and his/her values and standards This doesn’t mean that the goal for

accuracy is trivial Accuracy of the appraisal is important but equally important is usually how appraisals are followed through and the results are declared This makes the social side of the appraisals vivid The role of the supervisor is important, because supervisor has the key role in determining performance This increases the need to understand the factors connected to perceived procedural justice and also to consider the traditional assumptions behind performance appraisal Performance

appraisal is threatened by many personal biases and interpersonal conflicts which

make the appraisal’s objectivity and neutrality challenged Thus the success of the

performance appraisal lies on the accurate and functional evaluation systems but most of all on the skills of the applying supervisors Thus, the following hypothesis

is proposed:

H3(+): There is a positive relationship between Procedural Justice in Performance

Appraisal and Satisfaction with my supervisor

3.4 The relationship between Role conflict and ambiguity and Satisfaction with

my supervisor

Individuals in complex organizations are constantly exposed to a variety of expectations from both themselves and others as they carry out their organizational roles Kahn et al (1964) have developed a theory of role dynamics which sees stress resulting from conflicting or incompatible expectations and unclear or vague expectations Expectations which are in conflict may result in role conflict for the individual, while unclear or vague expectations may cause role ambiguity Since role conflict and ambiguity pose problems of adjustment for the individual Kahn et

al predicted and found lower levels of job satisfaction for those with high confict and arabiguity

A review of the previous literature on role conflict and ambiguity (Rizzo, House, and Lirtzman, 1970) supported the Kahn et al theory, and found both conflict and

ambiguity to be clearly associated with low job satisfaction and dysfunctional behavior due to the stress and anxiety of role pressures Rizzo et al then developed

a questionnaire to measure these role variables, and found that role conflict and ambiguity emerged as separate dimensions when a factor analysis was performed Separate scales for conflict and ambiguity were then developed and validated, and correlations were obtained with other variables Their data showed stronger negative relationships overall between role ambiguity and job satisfaction measures than between role conflict and the same satisfaction measures A later analysis of these data (House and Rizzo, 1972) indicated that role ambiguity indeed was more negatively related to job satisfaction than was role conflict The authors concluded that role conflict and ambiguity are critical variables for organizational behavior, with ambiguity being the more powerful variable Thus, the following hypothesis is proposed:

H4(+): There is a positive relationship between Role conflict and ambiguity and

Satisfaction with my supervisor

4.2 Section two:

Section two will be designed to collect information about Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity on Satisfaction with my supervisor

 Work Control questionnaire have 9 items was used to get information, which

describes the extent to which workers perceive they have control over the variety of tasks performed, the order of task performance, the pace of tasks, task scheduling, task procedures, and arrangement of the physical layout/environment Items were presented in a 5-point Likert-type scale where 1= very little, 2= little, 3= a moderate amount, 4= much and 5= very much

 Empowerment at work scale describes the extent to which employees believe they

are empowered in their jobs Empowerment has been defined as the intrinsic

motivation resulting from four cognitions reflecting an individual’s orientation to

his or her work role There are 7 items was used to get information Items were presented in a 5-point Likert-type scale where 1= strongly disagree and 5= strongly agree

 Procedural Justice in Performance Appraisal uses 6 items to assess the fairness of

the procedures and process used for performance evaluation The measure focuses

on the extent to which employees believe their supervisor used important and