Factors affecting the job satisfaction of sales marketing staff in ho chi minh city

Hypothesis H1: There is a positive correlation between job performance and job satisfaction of marketing staff II.2.2.. So the question is, is there a definite correlation between job sa

OUM OPEN MALAYSIA UNIVERSITY

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECTING THE JOB SATISFACTION OF SALES MARKETING

STAFF IN HO CHI MINH CITY

ADVISOR'S NAME AND TITLE : DR BUI PHI HUNG

July, 2017

Contents

I AN OVERVIEW OF THE RESEARCH PROBLEM 4

I.1 Introduce 4

I.2 Objectives of the study 4

I.3 Scope and methodology: 4

II Theoretical basis and research model: 5

II.1 Agency theory 5

II.2 Research concepts: 5

ii.2.1 Job performance and job satisfaction 5

II.2.2 Life satisfaction 6

II.2.3 Efford 6

II.2.4 Psychological hardiness 7

II.2.5 Hope 8

II.2.6 Job attractiveness 8

II.3 Research models 9

III RESEARCH DESIGN: 11

III.1 Research Methods: 11

III.1 Setting the scale: 11

IV RESEARCH RESULTS: 14

IV.1 Rating scale 15

IV.2 Analyzing the discovery factor 16

IV.2.1 Analytical factor for discovering independent variables 16

IV.2.2 Analyze the factor of dependent variables 18

IV.3 Multiple regression analysis 20

IV.3.1 Model testing (1) 20

IV.3.3 Model testing (3) 22

IV.3.3 Model testing (3) 24

IV.4 The results of hypothesis testing 27

V CONCLUSIONS: 30

LIST OF REFERENCES 32

Table 1: Cronabach's alpha coefficient values of concepts ……… 15

Table 2: Rotational factor matrix 17

Table 3: Work Performance Factor Matrix 18

Table 4: Job satisfaction matrix 19

Table 5: Factor matrix on life satisfaction 19

Table 6 : shows the suitability of the model 20

Table 7: Tests of suitability of the model 20

Table 8: Conformity assessment of the model 22

Table 9: Tests of suitability of the model 22

Table 10: Results received by enter method 23

Table 11: Conformity assessment of the model 24

Table 12: Tests of fit of model 24

Table 13: Results recommended by enter method 24

Table 14: Conformity assessment of the model 26

Table 15: Tests for the suitability of the model 26

Table 16: Results recorded by stepwise method 27

I AN OVERVIEW OF THE RESEARCH PROBLEM

I.1 Introduce

In the trend of economic development as well as towards the process of integration more and more, the emergence of many brands of products and services of many domestic and international enterprises make an emerging market such as Vietnam Men become more diverse, richer and more vibrant, so that consumer have more choices to suit their preferences

as well as financial ability In addition, the competitive pressure between brands of product and services in all sectors and industries has become increasingly acute Therefore, we cannot deny the role and influence of marketing activities in different areas

With Ho Chi Minh city, it can be said that marketing activities have only been noticed by enterprises for more than ten years Marketing staff is not focused on investment development, limited in quantity and quality Usually the job of brand management and development is done

by direct managers or by some executives However, they do not have a method and professional marketing process to ensure the consistency and consistency of the brand So the urgent need now is that every business needs to build a marketing staff and a marketing system appropriate for their own In order for businesses to become more and more attractive to passionate marketing talent, enabling them to leverage their dynamic, creative capabilities, the question is whether marketing at the enterprise brings one person harmony for their work, life? What element can create that one comedy?

I.2 Objectives of the study

Identify exactly the factors affecting the performance of sales staff in domestic and foreign businesses in Ho Chi Minh Clarify the relationship between performance factors and work

satisfaction

I.3 Scope and methodology:

This study was conducted with marketing staff from enterprises in Ho Chi Minh City, by quantitative method through direct interview technique

II Theoretical basis and research model:

II.1 Agency theory

There have been positive studies of organizational psychology which have paid much attention

to the role a comedian to the role of a comedian in terms of work performance in relation work efficiency

Similarly, job satisfaction is also a widely studied structure for sales force ( Brown and Peterson

1993, Markus Christen, Ganesh Iyer, & David Soberman 2006), the management team of retail stores (Lusch and Serpkenci 1990, from Markus Christer, Ganesh lyer, & David Soberman 2006), and service personnel (Boyt, Lush and Naylor 2001, from Markus Chriesten, Ganesh lyer, & David Soberman 2006) However, the discoveries in the literature on the relationship

between one’s comedy of work and the premise of one’s comedy are unstable, sometimes contradictory For example, if the results of Brown and Peterson’s 1994 study show that there

is a positive effect of one’s humor on the sales person’s work The study by Markus Christen,

Ganesh lyer, & David Sonerman 2006 demonstrates the negative impact of one-man humor on the work of sales staff The contradiction in the results of this study demonstrates the need to test these correlations in specific economic settings and environments for appropriate perceptions

II.2 Research concepts:

ii.2.1 Job performance and job satisfaction

It is easy to see that, for each person’s work, if we can always accomplish them in the best

way, and the achievement is always appreciated, we will feel satisfied about the job dirty However, whether the above can be true for all types of work or not, for example for marketing-

a job that requires dynamism, creativity? The relationship between job performance and job satisfaction is the focus of organizational psychology studies (Markus Christen, lyer and Soberman, 2006) However, this connection is still controversial because of the contracdictory results For example, Brown and Peterson’s 1993 study, laffaldano and Muchinsky, 1985, show

weak and inappropriate relationships Meanwhile, the Christen & GCG 2006 study shows a strong correlation between two components of job performance and job satisfaction

So the question here is, is the marketing performance of a marketing professional having a positive impact on job satisfaction?

Hypothesis H1: There is a positive correlation between job performance and job satisfaction

of marketing staff

II.2.2 Life satisfaction

It is difficult to give an exact definition of the level of satisfaction of the life because it depends

on each of us’s goals of work, of different needs However, it can be said that if someone is

happy about their work, it also means that they have reached one of the highest criteria in the human needs pyramid, the need for communication and Social relations (Diener, 1984, from Don R Rahtz and M Joseph Sirgy, 2000) Research by Rahtz and Sirgy in 2000 in the field of community health marketing and many other studies has shown that there is a definite correlation between work achievement and satisfaction level of life

So the question is, is there a definite correlation between job satisfaction and the satisfaction

of the life of the marketing staff, while performance is not? Hypothesis H2: There is a definitive correlation between satisfaction and marketing satisfaction

Hypothesis H3: There is a negative correlation between work performance and satisfaction on the lives of marketing staff

Churchill and Ford in 1977, from Christen & ctg in 2006)

However, efforts at work do not always seem to bring satisfaction to employee This can be explained by the conflict of interest between the employer – always want his employees to

work hard at high performance to maximize profits for business Employees – always want to

achieve a certain level of income with the lowest level of effort That is also the basic contradiction of the theory of economic aout the relationship between the owner – agent( Hart

and Holmstrom 1987, Holmstrom 1979, Chirsten & ctg 2006) But the fact it, will excessive efforts always reduce the level of employee satisfaction with the job?

So, the question here is, is the marketing effort in the workplace really improving your work performance and reducing your job satisfaction?

Hypothesis H4: There is a positive correlation between the efforts of the marketing staff and the results of the work

Hypothesis H5: There is a negative correlation between the marketing staff’s efforts and the

level of job satisfaction

II.2.4 Psychological hardiness

More and more research is being conducted on the relationship between consistency and performance of employees because in today's competitive economic growth and competitive environment, the pressure and job requirements for each employee The tablet is very large (Maddi, 2005, from S.Cole & ctg, 2006) This requires each employee to be persistent in his

or her job, ready to face the hardships and work hard to achieve the goals of the job And so, those who work hard, persistently pursue the goal are also optimistic people, always find positive meaning in their work (S.Cole & ctg, 2006), effective Their work will surely increase According to Maddi (1999, S.Cole & ctg, 2006), persistence is reflected in the employee experience, the ability to analyze and respond to stressful events, the ability to successfully complete Work and professional ethics So in the real work of marketing staff, is there a positive correlation between work consistency and performance?

Hypothesis H6: There is a positive correlation between job consistency and the performance

of sales & marketing staff

Hypothesis H7: There is a positive correlation between job consistency and the performance

of sales & marketing staff

II.2.5 Hope

Perhaps none of us have no wishes, goals in life and in everyday work "Hope" can be viewed

as a positive psychological force (Luthans & ctg, 2008) Snyder and colleagues (1996) have defined the term "hope" as a positive emotional state that arises from the desire for success based on specific goals and the way in which Achieve that goal Thus, the concept of "hope" can be seen as consisting of three different but complementary elements: motivation, process and goal (Luthans & ctg, 2008)

Where "motivation" is the desire, the motivation of an individual to complete a specific task or

a goal in a given situation, so it consists of direct or indirect energy Next to success The

"process" is a different way to achieve a goal or accomplish a task In combination, they form the desires, goals and paths to achieve that goal Therefore, if we always identify the right target, pursue the goal and try to achieve it in many ways, the ability to complete the work will

be high and can bring satisfaction to their work Research by Youssef and Luthans in 2007 shows that there is a correlation between the "hope" factor and the success of factory workers

in China as well as the satisfaction of their work As for the work of marketing staff in Vietnam

in this study? Is "hope" a factor that affects work performance and job satisfaction?

Hypothesis H8: There is a positive correlation between "hope" and the performance of a sales

& marketing employee

Hypothesis H9: There is a positive correlation between "hope" and the level of satisfaction of the sales & marketing staff

II.2.6 Job attractiveness

Each job has its own characteristics, and each one has a passion for each job, but one can say that job attractiveness is important to the ability to fulfill a job Work success, and job satisfaction There have been many studies by authors around the world on the attractiveness

of work Research by Coleman and Irving (2001) argues that jobs with many attractive or highly attractive characteristics will attract more applicants and the interest of students looking for work Franke and Mueschen.s (2001) identify the main factors that affect the attractiveness

of a job as a career opportunity (reputation and income), creativity, and the effort that the job

entails Harris and Fink (1987) found a strong and meaningful correlation between job attractiveness and job acceptance, in which job attractiveness was influenced by wage and salary mechanisms School of work and the nature of work Smith, Kendall and Hulin (1969, from Christen & ctg., 2006) have provided job descriptions including five factors, including job attractiveness Both have positive effects on job satisfaction and job satisfaction (Christen

& ctg, 2006) So the question is whether, for the job of marketing staff, does attractiveness contribute to job performance and job satisfaction?

Hypothesis H10: There is a positive correlation between the attractiveness of work and the performance of a sales & marketing employee

Hypothesis H11: There is a positive correlation between job attractiveness and job satisfaction

of sales & marketing staff

II.3 Research models

Figure 1: Research model

Efford

Psychology

cal hardiness

Job satisfaction

Life satisfaction

According to the model illustrated in Figure 1, the efforts of the marketing staff, persistence, hope, and job attractiveness are all influencing factors However, the factors that influence job satisfaction are the factors: the marketing staff's efforts, the hopes and the attractiveness of the job, except the consistency factor In addition, the results of the work directly affect the level

of satisfaction with the work; At the same time, these two factors (job satisfaction and job satisfaction have different effects on the satisfaction of marketing staff in life

Table1: Summary of hypotheses

III RESEARCH DESIGN:

III.1 Research Methods:

This study was conducted by quantitative method through direct interview technique

The sample size of this study was 120

The subject of the study is the sales & marketing staff are working in domestic and foreign enterprises in the city Ho Chi Minh

The purpose of this study was to test the measurement model (Figure 1) and the hypotheses in the model The scale is verified by the Cronbach Alpha reliabilitycoefficient and the EFA discovery factor analysis Research model is verified by correlation analysis (multiple regression)

III.1 Setting the scale:

There are seven research concepts used in this study; concepts are unidirectional concepts These concepts include: (1) hope, (2) persistence, (3) effort, (4) job attractiveness, (5) Happy about work, (7) satisfaction on life,

- Hope attitude scale

The attitude of hope expressed through the silence towards the goal of individual workers while performing their duties The scale is established according to (Youssef and Luthans, 2007, from Fred Luthans & cgt., 2008), including four observations:

1 I actively pursue my current career goals

2 I have many ways to pursue my current career goals

3 There are many ways to solve the problem I am having at work

4 At the moment, I find myself achieving my goals

- The scale of work consistency (Psychological Hardiness)

Work consistency is reflected in the determination to fulfill the tasks of the employees The scale is set according to (Maddi, 1990a & 1990b, from S.Cole & ctg, 2006), including the following five observations:

5 Whatever the difficulty, I always commit to complete work at the company

6 When necessary, I am willing to work hard to achieve my goals

7 When I have a problem at work, I always have the ability to solve it

8 I have always been in control of the difficulties with me at work

9 I always have the ability to cope with unforeseen difficulties in the work

Effort is expressed through the effort and responsibility to complete the work assigned The scale is set up according to (Lusch and Serpkenci, 1990, from Christen & ctg., 2006), including the four observed variables:

10 I always finish my work at my company

11 I always try to do my job well at my company

12 I always have a high sense of responsibility for my work at my company

13 I am willing to work overtime as needed to finish work at my company

14 After every working day, I feel I've done something

15 The work I do at the company is very interesting

16 I rarely feel bored with the work I do at the company

17 The work I do at the company is fascinating

The performance of employees in the performance of their duties is reflected in the effectiveness and quality of their work It is evaluated by the workers themselves as well as by their supervisors and colleagues This scale is based on (Lusch and Serpkenci, 1990, from Christen & ctg., 2006) including four observations that measure the performance level of the marketing staff below:

18 I believe that I am an effective employee

19 I'm always happy with the quality of the work I did

20 My boss always thought I was a good guy

21 My colleagues always value me as a person who works effectively

22 I'm respected at the company

23 My work shows me my best

24 The job helps me improve my expertise

25 Work helps me develop creativity

Life satisfaction reflects the level of quality of life of people through satisfaction of their living conditions The scale is set according to (Rahtz and Sirgy, 2000), which consists of four observations:

26 My living conditions are wonderful

27 I am completely satisfied with my life

28 I almost get what I need in life

29 I hardly ask for anything more for my life

IV RESEARCH RESULTS:

To apply the model in practice, a survey of marketing & sales staff in Ho Chi Minh City was conducted Number of coupons is 123 samples, collected by convenient sampling method and direct interview with design questionnaire based on 6 factors affecting the level of satisfaction

in the life of the sales & Marketing staff and Points range from 1 to 7

Collected data is processed by SPSS software After coding and data cleansing will undergo formal analysis as follows: evaluation of reliability and scale values, factor analysis will be used to test the convergence of variables into Conceptual section, accentuated structural model hypotheses and overall model fit Next, perform a multiple regression analysis to assess the suitability of the model and to determine the importance of the independent variables in the model

IV.1 Rating scale

Scales evaluated for reliability through two tools are the Cronbach Alpha coefficient and factor analysis The Cronbach Alpha coefficient is used to exclude "rubbish" variables whose Corrected item total correlation values less than 0.3 will be rejected and the scale will be selected when the Cronbach Alpha coefficient is greater than 0.6 (Nunnally & Bernstein, 1994)

Reliability is used to describe the measurement error, because it is not possible to accurately determine the degree of variation of the correct variable and error, and can not directly calculate the reliability of the scale However, we can establish reliability based on the Cronbach Alpha coefficient This coefficient indicates the correlation between the variables in the questionnaire, which is used to calculate the change of each variable and the correlation between variables (Bob E Hays, 1983)

Table 1: Cronabach's alpha coefficient values of concepts

Corrected Item-Total Correlation is greater than 0.3 Therefore, all variables are satisfactory and included in the exploratory factor analysis in the next section

IV.2 Analyzing the discovery factor

IV.2.1 Analytical factor for discovering independent variables

To identify the questionnaire elements of 17 observation variables with the four factors assumed by the theoretical framework (Figure 1) Using SPSS - Factor analysis software for 4-month test results with guaranteed results:

- The reliability of the factor loadings less than 0.5 will be eliminated, while the Eigenvalue stop (representing the variation explained by each factor) is greater than 1 and the total Wrong extraction is more than 50%

- The coefficient (Kaiser - Meyer - Olkin) KMO is an index used to look at the relevance of factor analysis The value of the KMO (0.5 <KMO <1) factor analysis is appropriate, c if the value is less than 0.5, factor analysis may not be appropriate for the data (Trong & Ngoc, 2005)

- Bartlet test for correlation of observed variables (Sig> 0.05)

Extraction of the Principal axis factoring with Varimax rotation will be used in factor analysis

of independent components (Gerbing & Anderson, 1988)

The scale combination after removing the variables at the remaining 17 reliability rating stage The process of analyzing the elements of this scale combination goes through two steps Specific analysis results of each step are as follows:

The scale combination after removing the variables at the remaining 17 reliability rating stage The process of analyzing the elements of this scale combination goes through two steps Specific analysis results of each step are as follows: In Step 1, there were 17 observations that were included in the Eigenvalue analysis of more than one, only four factors were derived and Cumulative = 66.452% The first four were explained by 66.452% of variation data The coefficient KMO = 0.826 (> 0.5) and Bartlet p> 0.01 However, the V14 observation variable was rejected due to its low transmission coefficient (0.492 <0.5) Step 2, after removing the