Factors affecting job satisfaction, a comparison between state owned and non state owned enterprises in vietnam

The resultsdemonstrate career prospect has the most contribution in job satisfaction andemployees who are working in non-state-owned companies are more satisfied thanones in state-owned

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

MASTER OF BUSINESS (H ONOURS )

Ho Chi Minh – Year 2012

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

MASTER OF BUSINESS (HONOURS)

S UPERVISOR: Dr NGUYEN HUU LAM

Ho Chi Minh City – Year 2012

The turn-over rate of Vietnamese companies has been so high recently, which causesmany troubles for Vietnamese enterprises, such as recruitment and training.However, the most factor causes high turn-over rate of Vietnamese companies is jobdissatisfaction Therefore, this research is conducted to find out the most factorsaffecting job satisfaction in order to make a contribution into reducing turn-over rate

of Vietnamese companies This research investigates employees working in owned and non-state-owned companies in Ho Chi Minh City The resultsdemonstrate career prospect has the most contribution in job satisfaction andemployees who are working in non-state-owned companies are more satisfied thanones 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 thecountry from a command economy into a market oriented economy From the earlydays of the economic reform, economic structural reforms and open-door policieshave become an integral part of overall economics (World Bank, 1999) As aconsequence, Vietnam substantially elevated its economy and the living standards ofVietnamese people The country reaped average economic growth rate (GDP) ofover 7% during the 1990s and early 2000s, especially more than 8% in 2006, whichmade it one of the highest growing economies in the World (World Bank, 2006)

In the booming economic period and the globalization, many foreign enterprisesjoin into the Vietnamese economy as a Joint Venture Company They applied manymodern management methods and incentive policies, which are spread to many stateowned and private Vietnamese companies Opening up the market brought boththreats and opportunities Some businesses thrived in the new business environmentand were able to improve productivity, product quality, and ultimately profit Othersfailed to meet the new challenges and declined Under competitive pressure,Vietnamese companies, including state owned companies, private companies andjoint venture companies try to maximize their performance such as financialperformance, production performance, sales performance, etc Besides, employeesalso take an important essential role in development Base on Maslow (1954) thepersonal needs go along with their development So, employees need more andmore from their works, their devotion for company development However, theirrequirements have not always met; they usually suffer from their job and find newchanges in their life Another remarkable is the distribution of Vietnamese laborforces 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 industrialzones 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 laborforce newspaper (2010) states that 15-20 percentages of employees in Vietnameseindustrial 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 is17,8% The number shows that Vietnamese companies have been faced with highturnover rate, which will damage to the company image and development.According to an analysis of IMQ Consulting experts, the main reason of employeeturnover 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 manageroperating behaviors, which will lead job dissatisfaction In some cases, it may be theworking environment less stable and corporate culture has not been focused Briefly,job dissatisfaction is the most factor leading high employee turnover rate inVietnam

3 Research objective

Job dissatisfaction has become the common problem for many companies inVietnam Not only it causes employees’ depression, but also it harms the enterprises’performance, especially in human resource The problem statement states that jobdissatisfaction is the most factor of high turnover rate in Vietnamese companies.Therefore, this research is conducted to understand the job satisfaction inVietnamese companies deeply The goals of this research are striving to find out thekey factors effect on employee job satisfaction in Vietnamese companies, making acomparison in employee job satisfaction between state owned and non-state ownedsectors, 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 Thesubjects of this research are employees, low level managers and middle levelmanagers

5 Practical implication

Despite there are a lot of researches in job satisfaction, this research is alsoconducted to determine the most factor affecting on job satisfaction This result canmake a little bit contribution to reduce the high turnover rate in Vietnamesecompanies and help human resource managers in planning strategies to maintaintheir 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’sfactors 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 furthersuggestion as well as research limitation

CHAPTER 2 LITERATURE REVIEW

1 Introduction

This chapter reviews the theories in job satisfaction and claims the scale formeasuring them It includes the definition of job satisfaction, theories of jobsatisfaction such as Maslow hierarchy of needs, Herzberg’s motivation – hygienetheory, McGregor’s theory X and theory Y, and reviewing the popular jobsatisfaction 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 ajob and a stable income to support themselves and their family, feeling safety andstable 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 Wecan see the expectation tendency in Figure 1 below.

Figure 1 Maslow hierarchy of needs

However, there are many reasons which are threatening employees’ expectation andmake them dissatisfied with their job These troubles mostly come from thebehavior of management and the company structure These are weaknesses in ability

to receive and process issues, not giving clear personnel policies, not keeping thecommitment with staffs, wanton task delegating and not based on ethical rule,employee emotional assessing, maintaining family management style, etc Thesepoor working conditions cause employee dissatisfaction

4 Herzberg's Motivation-Hygiene Theory

Herzberg (1966) developed the motivation-hygiene theory to explain employeesatisfaction The following table 1 presents the top six factors causing dissatisfactionand the top six factors causing satisfaction, listed in the order of highest to lowestimportance

Table 1: factors affecting job attitudes

Herzberg reasoned that because the factors causing satisfaction are different fromthose 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 whetherthere 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 providingincentives or a threat of punishment to cause someone doing something Herzbergargues that these provide only a short-run success because the motivator factors thatdetermine whether there is a satisfaction or no satisfaction are intrinsic to the jobitself, 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 firmshould consider automating the task of replacing the employee with one whohas 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 isnatural for people to take credit for satisfaction and to blame dissatisfaction onexternal factors Furthermore, job satisfaction does not necessarily imply a highlevel of motivation or productivity

5 McGregor's Theory X and Theory Y

Douglas McGregor (1957) developed a philosophical view of humankind with hisTheory X and Theory Y — two opposing perceptions about how people view humanbehavior at work and organizational life McGregor felt that organizations and themanagers 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 thepopulation People are capable of using these abilities to solve anorganizational problem

∑ People have potential

6 Incentive

Pouliakas, Konstantinos (2008) proves that there is a significant impact betweenmonetary incentives and job satisfaction Indeed, the significant negative associationbetween small bonus payments and the satisfaction of workers with the actual jobitself constitutes evidence in low paid salary assumption He also emphasize that theintroduction of a monetary incentive is likely to alter the nature of an incompletecontract For instance, if workers had previously engaged in certain job taskswithout compensation, once the employer associates those activities with thepayment of bonuses the perception of the contract now changes, with the employeeexpecting to be paid for the execution of those tasks in the future It is found that theaverage job satisfaction of those workers switching from no bonus payments toincentive policy is greater than others

7 Employee satisfaction measurement

OSI (Occupational Stress Indicator) is based on the Cooper and Marshal stressmodel (1976) It has an appropriate tool to help us diagnose the critical aspects oforganizational 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 thatcould provide a comprehensive, integrated, relevant and accurate measure ofoccupational stress The OSI model integrates the three main components to have a

strain-stress approaching The first is the relationship between job pressure andstress-related outcomes, including health and job satisfaction Secondly, it assumesthat individual characteristics, Type A behavior and locus of control, moderates thisrelationship Lastly, the impact of coping strategies also moderates stress-relatedoutcomes 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 thescale to measure job satisfaction of the OSI model This scale measures the extent towhich an employee has negative feelings or attitudes about his job It gives anoverall 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 thesatisfaction 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 with other 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, thisresearch focuses on state – owned companies and non-state-owned sector, so thereare the differences in paying system between two sectors Herzberg (1966) statesthat there should have KITA factors, which stands for kick in the ass, to stimulateemployees finish their work Therefore, the observation factor 19 of OSI scales inmore detail to adapt to the Vietnamese paying system

Observation factor 19 “Your level of salary relative to your experience” is modifiedinto salary related to your experiences, salary based on ability, and incentive Hereare 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 “Therelationships you have with other people at work” is break down into a specificrelationship for answering conveniently There are the relationships with yourcolleagues, the relationships with your bosses, the relationships with yourcustomers 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 Vietnameseworking environment This new scale is including 5 sub–scales for the jobsatisfaction instrument There are salary (3 factors), work activities (8 factors),working conditions (6 factors), career prospects (6 factors), and relationship (3factors) In addition, Brayfield and Rothe (1951) measure job satisfaction based on 5items Totally, 31 items are used to depict employees’ job satisfaction in Vietnamesecompanies 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

The actual job itself

The style of supervision that your superiors use

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

The way in which conflicts are resolved in your company

The amount of participation which you are given in important decisionmaking

The way changes and innovations have implemented

The amount of work you are given to do whether too much or too littleThe degree to which your job taps the range of skills which you feelyou possess

Factor 3: working condition

The level of job security in your present job

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

The psychological “feel” or climate that dominates your organization.The degree to which you feel extended in your job

The design or shape of your organization’s structure

Communication and the way information flow around your

organization

Current career opportunities

The extent to which you may identify with the public image or goals ofyour organization

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

in your job

The scope your job provides to help you achieve your aspirations andambitions

Factor 5: Relationship

The relationships you have with your colleagues

The relationship you have with your boss

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 jobsatisfaction and salary, work activities, working condition, relationship, careerprospects Therefore, finding the co-relation between main factors and jobsatisfaction in Vietnamese companies, these hypotheses are claimed:

H1: There is a positive correlation between job satisfaction and work activities inthe 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 withsalary, satisfying with work activities, satisfying with working conditions, satisfyingwith career prospects, and satisfying with working relationship So the dependent

variable is employee satisfaction; and independent variables are salary, workactivities, working conditions, career prospects, and relationship However, thisresearch considers the employees’ job satisfaction between state owned and non-state owned sectors So, we need company type as a moderator variable forgrouping the samples (Sharma & ctg, as cited in Nguyen, 2011) The conceptualmodel 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 oradjust the measurement scales, testing the conceptual model and relevanthypotheses This chapter included three main parts: (1) research design, (2) variablecoding, and (3) data collection

2 Research design

2.1 Research methods

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

- Qualitative research: by directly interviewing three people in Ho Chi MinhCity The aims of this step were checking the meaning and the overlapping ofmeasurement scales, which was in order to make sure the survey could beeasily understood for all respondents

- Quantitative research: the samples were collected via surveys thought theinternet and paper surveys This population was used to assess themeasurement scales and test the relevant hypotheses This research was donesince October, 2012 to November 2012

2.2 Research process

Literature review Scale 1 Adjustion

Quantitative research Scale 2

Figure 4 Process of analysis

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 understandconveniently After that the repeating process between the audiences and researcherwas used to assure that there was no misunderstand statements in the surveys As aresult, 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 wasused 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

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 wereless than 0.5 will be eliminated This scale was only accepted when the sum ofsquared loading cumulative greater than fifty percent (Nunnally & Bernstein, ascited in Nguyen, 2011).

Step 3: analysis

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

to determine the significant relationships among independent variables and thedependent variable Lastly, Multiple Regression Analysis was done to determine therelationship between independent variables on employee satisfaction and test therelevant 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 S2

nature

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 WA3perform

9 The way in which conflicts are resolved in your WA4company

The level of job security in your present job WC1The amount of flexibility and freedom you feel you have WC2

No Variable Coding

22 The feeling you have about the way you and your efforts CP1are valued

23

24

25

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

The extent to which you may identify with the public CP4image or goals of your organization

26 The degree to which you feel that you can personally CP5develop or grow in your job

27 The scope your job provides to help you achieve your CP6aspirations and ambitions

I feel fairly satisfied with my present job JS1Most days I am enthusiastic about my work JS2Each day of work seems like it will never end JS3

I consider my job rather unpleasant JS5

Table 4 Variable coding

4 Data collection

Hair & ctg (as cited in Nguyen, 2011) stated that the ratio between observations anditems 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 collectionwas 155 people

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

CHAPTER 4 RESEARCH RESULT

1 Introduction

The previous chapter showed the way to implement this research The aim of thischapter was showing the results of data processing This chapter included four mainparts: (1) Statistic the data samples, (2) Scale analysis via reliability factor andvalidity factor, (3) Correlation analysis and regression analysis, (4) Discussion andconclusion 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% andthe 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 themhad college degrees (23 people), and the two of the samples had high schooldegrees More than a half of the samples were from twenty six to thirty four yearsold (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) Nearly40% 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 permonth (30 people) Some of them had a high salary from twenty five to fortymillions per month (8 people) Only two people in this observation had the highestsalary which was greater than forty millions per month More than one – third of thesamples were working in state-owned company (34.1%) Thirty five percent of theemployees were working in private company (74 people) One – fifth of thepopulation came from foreign companies, 42 people The rest ones were workingfor joint venture companies (10.9%) The statistic was shown in the Table 5: