Factors Affecting Job Satisfaction: A Comparison between state-owned and non state-owned Enterprises in Vietnam

Therefore, this research is conducted to find out the most factors affecting job satisfaction in order to make a contribution into reducing turn-over rate of Vietnamese companies.. This

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-LE ANH TAI

Factors affecting job satisfaction: A comparison between state-owned and non state-owned

enterprises in Viet Nam

Ho Chi Minh – Year 2012

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

Ho Chi Minh City – Year 2012

The turn-over rate of Vietnamese companies has been so high recently, which causes many troubles for Vietnamese enterprises, such as recruitment and training However, the most factor causes high turn-over rate of Vietnamese companies is job dissatisfaction Therefore, this research is conducted to find out the most factors affecting job satisfaction in order to make a contribution into reducing turn-over rate of Vietnamese companies This research investigates employees working in state-owned and non-state-owned companies in Ho Chi Minh City The results demonstrate career prospect has the most contribution in job satisfaction and employees who are working in non-state-owned companies are more satisfied than ones in state-owned companies

Ho Chi Minh City, Vietnam

January 2nd, 2013

TABLE OF CONTENTS

ABTRACT i

ACKNOWLEDGEMENTS ii

CHAPTER 1 INTRODUCTION 1

1 Background 1

2 Problem statement 2

3 Research objective 2

4 Research scope 3

5 Practical implication 3

6 Research structure 3

CHAPTER 2 LITERATURE REVIEW 4

1 Introduction 4

2 Job satisfaction 4

3 Maslow's hierarchy of needs 4

4 Herzberg's Motivation-Hygiene Theory 5

5 McGregor's Theory X and Theory Y 7

6 Incentive 8

7 Employee satisfaction measurement 8

8 Hypotheses 15

9 Conceptual model 15

CHAPTER 3 RESEARCH METHODOLOGY 17

1 Introduction 17

2 Research design 17

2.1 Research methods 17

2.2 Research process 18

3 Variable Coding 19

4 Data collection 22

CHAPTER 4 RESEARCH RESULT 23

1 Introduction 23

2 Statistics 23

2.1 Observation description 23

2.2 Variable description 24

3 Scale analysis 25

3.1 Reliability analysis (Cronbach alpha) 25

3.2 Validity analysis (factor analysis) 29

3.3 Adjusted Conceptual model 33

4 Analysis 34

4.1 Correlation analysis 34

4.2 Regression analysis 35

5 Discussions 39

5.1 Hypothesis testing 39

5.2 Analysis result discussions 41

CHAPTER 5 CONCLUSION 43

1 Introduction 43

2 Conclusions on the research problem and hypotheses 43

3 Implications for human resource manager 43

4 Research contributions 44

5 Limitations 44

REFERENCES 45

BIBLIOGRAPHY 47

APPENDIX 48

Appendix 1: Vietnamese questionnaire 48

Appendix 2: English questionnaire 52

Appendix 3: Regression standardized residual and homoscedasticity 56

LIST OF TABLES

Table 1: factors affecting job attitudes 6

Table 2 Job satisfaction measurement (OSI) 11

Table 3 Job satisfaction instrument 14

Table 4 Variable coding 21

Table 5: Demographic description 24

Table 6: Variable description 25

Table 7 Cronbach Alpha 27

Table 8 Cronbach Alpha adjustion 29

Table 9: factor analysis 31

Table 10 Data reduction 32

Table 11: Correlation analysis 34

Table 12 Multi linear regression analysis (1) 35

Table 13 Multi linear regression analysis (2) 35

Table 14 Multi linear regression analysis (3) 36

Table 15 Multi linear regression analysis between state-owned and non-state-owned companies (1) 37

Table 16 Multi linear regression analysis between state-owned and non-state-owned companies (2) 37

Table 17 Multi linear regression analysis between state-owned and non-state-owned companies (3) 38

LIST OF FIGURES

Figure 1 Maslow hierarchy of needs 5

Figure 2 OSI model 9

Figure 3 Conceptual model 16

Figure 4 Process of analysis 18

Figure 5 Adjusted conceptual model 33

CHAPTER 1 INTRODUCTION

1 Background

Vietnam started a profound economic reform in 1986 that aimed to transform the country from a command economy into a market oriented economy From the early days of the economic reform, economic structural reforms and open-door policies have become an integral part of overall economics (World Bank, 1999) As a consequence, Vietnam substantially elevated its economy and the living standards

of Vietnamese people The country reaped average economic growth rate (GDP) of over 7% during the 1990s and early 2000s, especially more than 8% in 2006, which made it one of the highest growing economies in the World (World Bank, 2006)

In the booming economic period and the globalization, many foreign enterprises join into the Vietnamese economy as a Joint Venture Company They applied many modern management methods and incentive policies, which are spread to many state owned and private Vietnamese companies Opening up the market brought both threats and opportunities Some businesses thrived in the new business environment and were able to improve productivity, product quality, and ultimately profit Others failed to meet the new challenges and declined Under competitivepressure, Vietnamese companies, including state owned companies, private companies and joint venture companies try to maximize their performance such as financial performance, production performance, sales performance, etc Besides, employees also take an important essential role in development Base on Maslow(1954) the personal needs go along with their development So, employees need more and more from their works, their devotion for company development.However, their requirements have not always met; they usually suffer from their job and find new changes in their life Another remarkable is the distribution of Vietnamese labor forces They mostly focus on the big cities, such as Ha Noi and

Ho Chi Minh City or so The movement of labor forces is clearly depicted in the Vietnamese industrial zones where concentrate a large number of unskilled labors

They usually move their jobs, which heavily damages enterprise’s human resources

A large amount of money is spent for new recruitment and training, which seem to

be the common issue of many Vietnamese enterprises today The Vietnamese labor force newspaper (2010) states that 15-20 percentages of employees in Vietnamese industrial zones change their jobs Maintaining the labor forces is an emergingproblem of Vietnamese enterprises

2 Problem statement

According Towers Watson (2011), the Vietnamese average turnover rate of 2011 is 17,8% The number shows that Vietnamese companies have been faced with high turnover rate, which will damage to the company image and development According to an analysis of IMQ Consulting experts, the main reason of employee turnover is not the employee's salary problem In most cases of leave of employees, the main causes are the conflicts and disagreements between staffs and manager operating behaviors, which will lead job dissatisfaction In some cases, it may be the working environment less stable and corporate culture has not been focused Briefly, job dissatisfaction is the most factor leading high employee turnover rate in Vietnam

3 Research objective

Job dissatisfaction has become the common problem for many companies in Vietnam Not only it causes employees’ depression, but also it harms the enterprises’ performance, especially in human resource The problem statement states that job dissatisfaction is the most factor of high turnover rate in Vietnamese companies Therefore, this research is conducted to understand the job satisfaction

in Vietnamese companies deeply The goals of this research are striving to find out the key factors effect on employee job satisfaction in Vietnamese companies, making a comparison in employee job satisfaction between state owned and non-state owned sectors, finding the most influential factors on employee satisfaction in

each sector, recommending the improvements of the existing incentive system toincrease job satisfaction in Vietnamese companies.

4 Research scope

Due to the limitation of duration, this research can only focus on the SouthVietnamese company including state owned, and non-state owned enterprises The subjects of this research are employees, low level managers and middle level managers

5 Practical implication

Despite there are a lot of researches in job satisfaction, this research is also conducted to determine the most factor affecting on job satisfaction This result canmake a little bit contribution to reduce the high turnover rate in Vietnamese companies and help human resource managers in planning strategies to maintain their labor forces

6 Research structure

This research will be composed of 5 Chapters:

Chapter 1: Introduction It introduces research background, research problem, research objective, research question as well as benefit of the research

Chapter 2: Literature review This chapter reviews theories and selects the research’s factors as well as formulates the research hypotheses and model

Chapter 3: Research methodology This chapter provides general idea how the research will be designed and implemented

Chapter 4: Research result This chapter translates data collected from survey, analyses data as well as discusses the result finding in connection with theory Chapter 5: Conclusion This Chapter concludes the research finding; provide further suggestion as well as research limitation

CHAPTER 2 LITERATURE REVIEW

1 Introduction

This chapter reviews the theories in job satisfaction and claims the scale for measuring them It includes the definition of job satisfaction, theories of job satisfaction such as Maslow hierarchy of needs, Herzberg’s motivation – hygienetheory, McGregor’s theory X and theory Y, and reviewing the popular job satisfaction scales in recent

- I feel fairly satisfied with my present job

- Most days I am enthusiastic about my work

- Each day of work seems like it will never end

- I find real enjoyment in my work

- I consider my job rather unpleasant

3 Maslow's hierarchy of needs

Base on Maslow (1954) the most working expectation of employees are having a job and a stable income to support themselves and their family, feeling safety and stable for a long time while working, feeling taking a part in company development, well assessed and believable from supervisors and subordinates, improving

knowledge and recognition, self-promoting and building up a long term career We can see the expectation tendency in Figure 1 below.

Figure 1 Maslow hierarchy of needs

However, there are many reasons which are threatening employees’ expectation and make them dissatisfied with their job These troubles mostly come from the behavior of management and the company structure These are weaknesses inability to receive and process issues, not giving clear personnel policies, not keeping the commitment with staffs, wanton task delegating and not based on ethical rule, employee emotional assessing, maintaining family management style, etc These poor working conditions cause employee dissatisfaction

4 Herzberg's Motivation-Hygiene Theory

Herzberg (1966) developed the motivation-hygiene theory to explain employee satisfaction The following table 1 presents the top six factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of highest to lowest importance

Leading to Dissatisfaction Leading to Satisfaction

Table 1: factors affecting job attitudes

Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites

of one another The opposite of satisfaction is not dissatisfaction, but rather, nosatisfaction Similarly, the opposite of dissatisfaction is no dissatisfaction

From the above table of results, one observes that the factors that determine whether there is dissatisfaction or no dissatisfaction are not part of the work itself, but rather, are external factors Herzberg often referred to these hygiene factors as "KITA" factors, where KITA is an acronym for a kick in the ass, the process of providing incentives or a threat of punishment to cause someone doing something Herzberg argues that these provide only a short-run success because the motivator factors that determine whether there is a satisfaction or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives

Herzberg argued that job enrichment is required for intrinsic motivation, and that it

is a continuous management process According to Herzberg:

∑ The job should have sufficient challenge to utilize the full ability of the employee

∑ Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility

∑ If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task of replacing the employee with one who has a lower level of skill If a person cannot be fully utilized, then there will

be a motivation problem

Critics of Herzberg's theory argue that the two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity

5 McGregor's Theory X and Theory Y

Douglas McGregor (1957) developed a philosophical view of humankind with his Theory X and Theory Y — two opposing perceptions about how people view human behavior at work and organizational life McGregor felt that organizations and the managers within them followed either one or the other approach:

Theory X

∑ People have an inherent dislike for work and will avoid it whenever possible

∑ People must be coerced, controlled, directed, or threatened with punishment

in order to get them to achieve the organizational objectives

∑ People prefer to be directed, do not want responsibility, and have little or no ambition

∑ People seek security above all else

In an organization with Theory X assumptions, management's role is to coerce and control employees

Theory Y

∑ Work is as natural as play and rest

∑ People will exercise self-direction if they are committed to the objectives (they are NOT lazy)

∑ Commitment to objectives is a function of the rewards associated with their achievement

∑ People learn to accept and seek responsibility

∑ Creativity, ingenuity, and imagination are widely distributed among the population People are capable of using these abilities to solve an organizational problem

∑ People have potential

6 Incentive

Pouliakas, Konstantinos (2008) proves that there is a significant impact between monetary incentives and job satisfaction Indeed, the significant negative association between small bonus payments and the satisfaction of workers with the actual job itself constitutes evidence in low paid salary assumption He also emphasize that the introduction of a monetary incentive is likely to alter the nature

of an incomplete contract For instance, if workers had previously engaged in certain job tasks without compensation, once the employer associates those activities with the payment of bonuses the perception of the contract now changes, with the employee expecting to be paid for the execution of those tasks in the future It is found that the average job satisfaction of those workers switching from

no bonus payments to incentive policy is greater than others

7 Employee satisfaction measurement

OSI (Occupational Stress Indicator) is based on the Cooper and Marshal stress model (1976) It has an appropriate tool to help us diagnose the critical aspects of organizational life and their impacts on individual and companies health Thus, OSI

is developed as an indicator of stress rather than a test It provides an instrument that could provide a comprehensive, integrated, relevant and accurate measure of occupational stress The OSI model integrates the three main components to have a

strain-stress approaching The first is the relationship between job pressure and stress-related outcomes, including health and job satisfaction Secondly, it assumes that individual characteristics, Type A behavior and locus of control, moderates this relationship Lastly, the impact of coping strategies also moderates stress-related outcomes The diagram of OSI model is in the Figure 2 below

Figure 2 OSI model

This model provides a huge instruction to identify the cause of job dissatisfaction However, due to the fact that the limitation of this research, I just only focus on the scale to measure job satisfaction of the OSI model This scale measures the extent to which an employee has negative feelings or attitudes about his job It gives an overall score using 22 items Scores range from 1 “very much dissatisfaction” to 7

“very much satisfaction” For each sub scale, the higher the score, the greater the satisfaction The sub-scales are as follows:

- Satisfaction with salary: this sub - scale examines the respondent’s perception and feeling about his income

- Satisfaction with work activities: this sub – scale reflects the participants’ satisfaction concern their specific mission and tasks undertaken

- Satisfaction with working condition: assesses the structure of the company, the supervision methods, working climate.

- Satisfaction with career prospects: this sub – scale is used to assess your future promotion, job rewards, and opportunities

- Satisfaction with relationship: this sub – scale shows your relationship withother people at the works

Table 2 below shows all the elements of OSI scale that usually make up to measure job satisfaction

1 Communication and the way information flow around your organization

2 The relationships you have with other people at work

3 The feeling you have about the way you and your efforts are valued

4 The actual job itself

5 The degree to which you feel “motivated” by your job

6 Current career opportunities

7 The level of job security in your present job

8 The extent to which you may identify with the public image or goals of your organization

9 The style of supervision that your superiors use

10 The way changes and innovations have implemented

11 The kind of work or tasks that you are required to perform

12 The degree to which you feel that you can personally develop or grow in your job

13 The way in which conflicts are resolved in your company

14 The scope your job provides to help you achieve your aspirations and ambitions

15 The amount of participation which you are given in important decision making

16 The degree to which your job taps the range of skills which you feel you possess

17 The amount of flexibility and freedom you feel you have in your job

18 The psychological “feel” or climate that dominates your organization

19 Your level of salary relative to your experience

20 The design or shape of your organization’s structure

21 The amount of work you are given to do whether too much or too little

22 The degree to which you feel extended in your job

Table 2 Job satisfaction measurement (OSI)

However, in order to conduct the instruments for job satisfaction, OSI scales are modified with more specificity in Vietnamese environment The job satisfaction sub – scales are exploring pay, work activities, working conditions, career prospects, and relationship with superiors and relationship with colleagues Moreover, this research focuses on state – owned companies and non-state-owned sector, so there are the differences in paying system between two sectors Herzberg (1966) states that there should have KITA factors, which stands for kick in the ass, to stimulate employees finish their work Therefore, the observation factor 19 of OSI scales in more detail to adapt to the Vietnamese paying system

Observation factor 19 “Your level of salary relative to your experience” is modified into salary related to your experiences, salary based on ability, and incentive Here are these statements of salary sub – scales:

- Your level of salary relative to your experience

- Your level of salary bases on your abilities or the job nature

- Your degree of incentive

In order to make the survey be more understanding, the observation factor 2 “The relationships you have with other people at work” is break down into a specific relationship for answering conveniently There are the relationships with your colleagues, the relationships with your bosses, the relationships with your customers We can state the relationship sub – scale below:

- The relationships you have with your colleagues

- The relationship you have with your bosses

- The relationship you have with your customers

Briefly, the OSI scale of job satisfaction is modified to adapt the Vietnamese working environment This new scale is including 5 sub–scales for the job satisfaction instrument There are salary (3 factors), work activities (8 factors), working conditions (6 factors), career prospects (6 factors), and relationship (3 factors) In addition, Brayfield and Rothe (1951) measure job satisfaction based on

5 items Totally, 31 items are used to depict employees’ job satisfaction in Vietnamese companies Table 3 shows the instrument of job satisfaction clearly

No Variable

Factor 1: salary

1 Your level of salary relative to your experience

2 Your level of salary bases on your abilities or the job nature

3 Your degree of incentive

No Variable

Factor 2: work activities

1 The actual job itself

2 The style of supervision that your superiors use

3 The kind of work or tasks that you are required to perform

4 The way in which conflicts are resolved in your company

5 The amount of participation which you are given in important decision making

6 The way changes and innovations have implemented

7 The amount of work you are given to do whether too much or too little

8 The degree to which your job taps the range of skills which you feel you possess

Factor 3: working condition

1 The level of job security in your present job

2 The amount of flexibility and freedom you feel you have in your job

3 The psychological “feel” or climate that dominates your organization

4 The degree to which you feel extended in your job

5 The design or shape of your organization’s structure

6 Communication and the way information flow around your

organization

No Variable

Factor 4: career prospects

1 The feeling you have about the way you and your efforts are valued

2 The degree to which you feel “motivated” by your job

3 Current career opportunities

4 The extent to which you may identify with the public image or goals of your organization

5 The degree to which you feel that you can personally develop or grow

in your job

6 The scope your job provides to help you achieve your aspirations and ambitions

Factor 5: Relationship

1 The relationships you have with your colleagues

2 The relationship you have with your boss

3 The relationship you have with your customers

Factor 6: Job satisfaction

1 I feel fairly satisfied with my present job.

2 Most days I am enthusiastic about my work

3 Each day of work seems like it will never end

4 I find real enjoyment in my work

5 I consider my job rather unpleasant

Table 3 Job satisfaction instrument

8 Hypotheses

Cooper & William (1988) prove that there are the positive impacts between job satisfaction and salary, work activities, working condition, relationship, career prospects Therefore, finding the co-relation between main factors and job satisfaction in Vietnamese companies, these hypotheses are claimed:

H1: There is a positive correlation between job satisfaction and work activities in the Vietnamese company

H2: There is a positive correlation between job satisfaction and your career prospect

non-state-H6: Employees who are working in a non-state-owned company are more satisfiedthan the ones in state-owned company

9 Conceptual model

From the theoretical review, job satisfaction can be illustrated by satisfying with salary, satisfying with work activities, satisfying with working conditions, satisfying with career prospects, and satisfying with working relationship So the dependent

variable is employee satisfaction; and independent variables are salary, work activities, working conditions, career prospects, and relationship However, this research considers the employees’ job satisfaction between state owned and non-state owned sectors So, we need company type as a moderator variable for grouping the samples (Sharma & ctg, as cited in Nguyen, 2011) The conceptual model framework is in Figure 2 below:

Figure 3 Conceptual model

+

CHAPTER 3 RESEARCH METHODOLOGY

1 Introduction

The aims of this chapter were recommending the research methods to verify or adjust the measurement scales, testing the conceptual model and relevant hypotheses This chapter included three main parts: (1) research design, (2) variable coding, and (3) data collection

2 Research design

2.1 Research methods

The purpose of this research was determining factors concerning employees’ job satisfaction Therefore, this research dealt with employees working in Vietnamese companies, did not focus on any specific industry The survey was designed for the wide range of interviewers who were working in state owned or non-state owned sectors Their answers were the foundation for comparing the satisfaction between two sectors This research included two parts: (1) qualitative research and (2) quantitative research

- Qualitative research: by directly interviewing three people in Ho Chi Minh City The aims of this step were checking the meaning and the overlapping

of measurement scales, which was in order to make sure the survey could be easily understood for all respondents

- Quantitative research: the samples were collected via surveys thought the internet and paper surveys This population was used to assess the measurement scales and test the relevant hypotheses This research was done since October, 2012 to November 2012

2.2 Research process

Step 1: Scale formulation

Scales were derived from theories or previous researches All of them weretranslated into Vietnamese in order to prove that all of the audience can understand conveniently After that the repeating process between the audiences and researcher was used to assure that there was no misunderstand statements in the surveys As a result, the scale 2 was formed

Step 2: Scale assessment

In this quantitative research method, all scales were assessed by Cronbach Alphareliability and EFA methods (explore factor analysis) Firstly, Cronbach Alpha was used to determine reliable scale by deleting under standard variables which werecorrected item-total correlation less than 0.3 and Cronbach Alpha less than 0.6 (Nunnally & Bernstein, as cited in Nguyen, 2011) Secondly, EFA method was

Scale 2Quantitative research

Figure 4 Process of analysis

used to estimate the validity of the scale This method could be applied when KMO (Kaiser – Meyer – Olkin) greater than 0.5, and the Bartlett test should be significant (IE, a significance value of less than 0.05) Factor loadings in this test which were less than 0.5 will be eliminated This scale was only accepted when the sum of squared loading cumulative greater than fifty percent (Nunnally & Bernstein, as cited in Nguyen, 2011).

Step 3: analysis

This research used SPSS to analyze data and personal coding, categorizing data was done manually The analysis of data began with reliability tests for the scales through Cronbach Alpha Then, Pearson Correlation Coefficient analysis was used

to determine the significant relationships among independent variables and the dependent variable Lastly, Multiple Regression Analysis was done to determine the relationship between independent variables on employee satisfaction and test the relevant hypotheses

3 Variable Coding

As had been stated in chapter 2, there were five factors affecting on job satisfaction: (1) salary, (2) work activities, (3) working conditions, (4) career prospects, and (5) relationship These factors were measured by multi – item scales and Liker 7 scales For each statement, (1) meant totally dissatisfied and (7) meant total satisfaction The variables coding were in the table 4 below

2 Your level of salary relative to your experience S1

3 Your level of salary bases on your abilities or the job

nature

S2

No Variable Coding

7 The style of supervision that your superiors use WA2

8 The kind of work or tasks that you are required to

10 The amount of participation which you are given in

important decision making

WA5

11 The way changes and innovations have implemented WA6

12 The amount of work you are given to do whether too

much or too little

WA7

13 The degree to which your job taps the range of skills

which you feel you possess

WA8

15 The level of job security in your present job WC1

16 The amount of flexibility and freedom you feel you have

18 The degree to which you feel extended in your job WC4

19 The design or shape of your organization’s structure WC5

20 Communication and the way information flow around

your organization

WC6

No Variable Coding

22 The feeling you have about the way you and your efforts

are valued

CP1

23 The degree to which you feel “motivated” by your job CP2

25 The extent to which you may identify with the public

image or goals of your organization

CP4

26 The degree to which you feel that you can personally

develop or grow in your job

CP5

27 The scope your job provides to help you achieve your

aspirations and ambitions

CP6

29 The relationships you have with your colleagues R1

30 The relationship you have with your boss R2

31 The relationship you have with your customers R3

33 I feel fairly satisfied with my present job JS1

34 Most days I am enthusiastic about my work JS2

35 Each day of work seems like it will never end JS3

Table 4 Variable coding

4 Data collection

Hair & ctg (as cited in Nguyen, 2011) stated that the ratio between observations and items is 5:1 That means we must have at least 5 observations for each variable Therefore, with the scale contained 31 variables, the minimum sample collection was 155 people

The employee’s job satisfaction surveys were mostly deployed on the internet via Google docs helping, which focused on a group of employees in state-owned and non-state-owned companies A small part of the data, approximately one – fifth of the data, was collected randomly by using paper surveys Totally, 211 observationswere collected including 72 people from state owned company and 139 ones from other zones

CHAPTER 4 RESEARCH RESULT

1 Introduction

The previous chapter showed the way to implement this research The aim of this chapter was showing the results of data processing This chapter included four main parts: (1) Statistic the data samples, (2) Scale analysis via reliability factor and validity factor, (3) Correlation analysis and regression analysis, (4) Discussion and conclusion Data processing was lean on SPSS

2 Statistics

2.1 Observation description

The total of the sample was 211, which were 104 males (49.3%) and 107 females (50.7%) The relationship status of the samples was mostly single with 71.6% and the rest one was married Most of the samples had bachelor degrees, 125 people (59.2%), more than a quarter of them had master degree (61 people), some of them had college degrees (23 people), and the two of the samples had high school degrees More than a half of the samples were from twenty six to thirty four years old (52.1%), and the remaining part was mostly less than twenty five years old (46%) Some of them were from forty four to fifty five years old (4 people) Nearly 40% of the samples had income from five to ten millions per month, 82 people One– fifth had the lowest salary which was less than 5 million per month (25.6%) Thirty five people had income from ten to fifteen millions per month (16.6%) Nearly 15% of the population had the salary from fifteen to twenty five millions per month (30 people) Some of them had a high salary from twenty five to forty millions per month (8 people) Only two people in this observation had the highest salary which was greater than forty millions per month More than one – third of the samples were working in state-owned company (34.1%) Thirty five percent of the employees were working in private company (74 people) One – fifth of the population came from foreign companies, 42 people The rest ones were working for joint venture companies (10.9%) The statistic was shown in the Table 5:

Attribute Value Frequency Percentage