Research about career commitment at sagontourist corporation

In my research, I designed research model include:  Developmental Experiences, Career Satisfaction, Perceived Ability Job Fit and Perceived Importance of Workplace Values are Independen

MASTER OF BUSINESS ADMINISTRATION

INTERNATIONAL PROGRAM

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RESEARCH PROJECT (BMBR5103)

RESEARCH ABOUT CAREER COMMITMENT AT SAIGONTOURIST CORPORATION

ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA)

Ho Chi Minh City, July 2016

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ADVISOR’S SIGNATURE

(July 2016)

Dear Dr Khai,

In my memory, you are very and very good lecturer

I have been received your many things and my classmates during research progress The efforts of many people are needed to develop and improve this research such as members of family, friends, colleagues, SaigonTourist

Among these people are the reviewers and consultants; their viewpoints out areas of concern, cite areas of strength, and make recommendations for change

Thanks and the best for all

Nguyen Thi Thu Tam Student

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Argument for the relationship among the constructs 14

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Vroom’s expectancy theory 18

Hypotheses 24 Research model 24

Progress and timeline of data collection 29 Data analysis 30

Cronbach’s Alpha 31 Statistics information 31

Hypotheses testing 33

CONCLUSIONS 37 Discussion 37

My viewpoint 37

My forecast 38 Limitation of research 38

Appendix 1: Survey 44 Appendix 2: Presentation 48

Figure 1 : Ajzen and Fishbein's Theory of Reasoned Action 15 Figure 2 : Vroom’s Expectancy Theory of Motivation 19

Table 4 : Perceived Ability Job Fit 28 Table 5 : Perceived Importance of Workplace Values 29

BSTRACT

This study examined the impact of career commitment Data was collected with standardized questionnaires The collected data computed and analyzed through factor analysis, Cronbach’s Alpha, descriptive statistics, correlation, and multiple regression analysis

In my research, I designed research model include:

 Developmental Experiences, Career Satisfaction, Perceived Ability Job Fit and Perceived Importance of Workplace Values are Independent Variables (IV)

 Career Commitment is Dependent Variable (DV)

Four IV factors will influence to DV factor

The findings in this study would help managers of SaigonTourist to formulate strategies that involved work factors such as distributive and procedural to improve the management of human resource development These strategies would help in influencing positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization Therefore, it was worth the effort for the organization to train and educate their managers on the impact of perceptions of organizational justice on the motivation and commitment of their employees

Key words in this research: Career Commitment, Developmental Experiences, Career Satisfaction, Perceived Ability Job Fit, Perceived Importance of Workplace Values and SaigonTourist

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About SaigonTourist

History

Companies Travel Ho Chi Minh City was formed and in operation since

1975 In 31/03/1999, as decided by the People's Committee of Ho Chi Minh City, Saigon Tourist (SaigonTourist) was established, comprised of member units, which took tourist company in Ho Chi Minh city as the core

SaigonTourist is Vietnam National Administration of Tourism rated as one of the leading enterprises in the tourism sector due to the positive contribution in the development of the tourism industry in the country with many service models

With the motto "Brand - Quality - Efficiency - Integration", SaigonTourist will focus

on increasing business efficiency, improve service quality, development of investment capital to upgrade facilities, development of new products featuring the traditional culture, strengthen the propaganda - promotion - marketing to the target market and potential

As an official member of the World Tourism Organization as PATA, JATA, USTOA, and cooperative relationship with more than 200 companies of international travel services of 30 countries, SaigonTourist will continue to focus on developing markets, especially international target markets such as Japan, China, Taiwan, Singapore, Korea, France, Germany, Britain, Canada, the United states Through the promotion

of new products on accommodation, restaurants, travel shopping, MICE, tourism and

I

river ships To ensure sustainable growth, SaigonTourist will actively developing branches in Southeast Asia With strong capability and vision on the future of the tourism industry of Vietnam, SaigonTourist continue to strive to expand the market and towards Vietnam on par with the Asian Tour

Development and investment

In Vietnam, SaigonTourist is now the largest tourism trademark Over the years, SaigonTourist has diversified business areas, and currently manages 8 travel service companies, 54 hotels, 13 resorts and 28 restaurants with full amenities In the field of joint venture, SaigonTourist has invested in more than 50 joint-stock companies and limited liability companies in the country and 9 foreign-invested joint ventures, operating in major cities across the country

To make the SaigonTourist trademark more impressive for visitors, SaigonTourist is calling both domestic and foreign investors for hotel and tourist site projects in provinces and cities This activity not diversifies and improves the product and service quality of the SaigonTourist system, but also contributes to the development of the Vietnamese tourism industry SaigonTourist is proud to be a pioneer in developing Vietnamese tourism, particularly tourism sites in Hue, Ha Long, Nha Trang, Phu Quoc and Mui Ne

In the central area of Ho Chi Minh City:

The Corporation owns a hotel chain standards like 5 star and 4-star Sheraton Hotel, Caravelle Hotel, Newold Hotel, Rex Hotel, Majestic Hotel, Continental Saigon Hotel, Grand Hotel, Kim Do Hotel, Oscar Saigon Hotel, First Hotel, Palace Hotel, Liberty

Saigon Riverside Hotel, Saigon Liberty Centre Hotel, Novotel Hotel, Saigon Bong Sen Hotel, Homeland - Liberty 2 Hotel, Hometown - Liberty 3 Hotel, Que Huong - Liberty

4 Hotel, Dong Khanh Hotel, Thien Hong Hotel; Bat Dat Hotel, Cholon Hotel, Thanh Binh Cluster Hotel, Can Gio Resort, Binh Quoi tourist Village,…

Regarding investment in other localities, SaigonTourist has poured capital into various projects like:

In the Central Viet Nam:

The Corporation owns a chain of hotels of 4 stars standard resort as Saigon - Mui Ne Hotel, Saigon - Ninh Chu Hotel, Saigon – Dalat Hotel, Yasaka - Saigon - Nha Trang Hotel, Sai Gon - Ban Me Hotel, Saigon - Phu Yen Hotel, Saigon - Quy Nhon Hotel, Saigon - Morin Hotel; Saigon - Quang Binh Hotel; Sai Gon - Dong Ha Hotel, Saigon - Kim Lien Hotel; Saigon Tourane Hotel Besides, SaigonTourist will invest in Bai Dai resort (Cam Ranh City) and the 209-hectare Phu Quoc resort (Phu Quoc Island)

In the Northern Viet Nam:

The Corporation owns a chain of hotels of 4 stars standard as Saigon Ha Long Hotel, Majestic Mong Cai Hotel, Saigon Ba Be Hotel,

Concentrating on financial investment is one of SaigonTourist’s important strategies Currently, apart from investment in the tourism industry, SaigonTourist also contributes capital to finance and aviation, for example buying stakes of Saigon Industrial and Commercial Joint Stock Bank, Vietnam Import - Export Bank (Eximbank), Oriental Bank, Kien Long Commercial Joint Stock Bank, Vietnam Investment Fund, Pacific Airlines, South Saigon Development Company and others

SaigonTourist also has acquired stakes in international investment funds These are preparatory steps for listing SaigonTourist shares on the stock market in the coming time The investment strategy will also help SaigonTourist fulfil its targets of VND 18.000 billion revenue in 2015 and VND 32.000 billion revenue in 2020

 Trade, export and import

 Duty free shops

 Transport

 Construction

 Professional training in tourism & hospitality

 Manufacturing & processing, food

Vision and Misson and Field work

Vision:

SaigonTourist to become one of the leading travel brand in Southeast Asia, empowering image of Vietnam Development trends of integration, sustainable, efficient business value associated with the local culture, community benefits

Mission:

through the product line, unique service chain, differences, contains cultural and spiritual values with international quality Promote the image, the quintessence of traditional Vietnamese and identity To fully exploit the synergy from the main areas

of activity, contributing to the development of Vietnam's tourism to new heights

Core values:

Saigontourist is brand reputation of tourism, hotels in Vietnam and the region Longstanding cultural foundations imbued with national identity System products, diversified services, standards, high level Traditional hospitality and professionalism, responsibility, dedication, meet the diverse needs, advanced needs of customers

Field work:

Saigontourist influential and broad scope of activities in the tourism sector, is an organizational member of the prestigious travel domestically and internationally Saigontourist business activities in four main areas: hotels - tourism, restaurants, tours, and entertainment At the same time, Saigon Tourist use of the advantages of the services related to the investment services and supports control, using the advantage of the expertise to perform multiple functions, thereby improving operational efficiency and maximizing business competitiveness

Corporate culture

SaigonTourist has always put quality issues to the forefront, therefore each member of the Corporation are always immersed in the culture of SaigonTourist carrying its own identity Every company, every business wants to create a solid position in the market need to create a culture to bring their own identity SaigonTourist also, the program

awarded honors and Vietnam Tourism Awards 2015, the Company Limited SaigonTourist Travel Service (under the Saigon Tourist Company) honored and proud

to be the Deputy Prime Minister Vu Duc Dam and the Minister of Culture, Sports & tourism, Nguyen Ngoc Thien, Chairman of Vietnam tourism Association Nguyen Huu Tho awarded prizes, Awards travel in Vietnam in 2015, with achievements in # 1 of 4 title of "Top International Travel Vietnam", "Top Travel Vietnam Homeland",

"Foreign Travel in Vietnam," the title of "Enterprise business transporting tourists by leading automobile" This is the highest title of the tourism industry of Vietnam, SaigonTourist maintain continuous years

Saigontourist has traditionally good always interested in the health of the community, the staff of the Saigon Tourist has expressed solidarity and sent his heart into every product and service This culture has contributed to the domestic brands as well as strong international Saigontourist Saigontourist culture not only take care of the employees, but also for the overall development activities of the community and society Saigon Tourist implementation of the program "for the purposes of community Saigontourist" for many years In 2015, Saigon Tourist has contributed to the community as follows:Lunar New Year, has conducted a comprehensive and practical implementation, contribute to raising awareness, confidence-LD CNVC ensure the spirit of "not to an employee does not have the New Year." Coordinate with concerned leaders than 10,000 CNVC-LD Festival with a total amount of 60 billion.The scholarship program "Nguyen Duc Canh" and "SaigonTourist" movement

"piggy culture" earned VND 1 billion VND 250 million, 135 grant awarded interest

corporations, over 900 grassroots, aided CNVC-LD's children have had much difficulty trying to rise to good learning

"Spring Connection Program love" for the members of the Group of 85 - Workers with special circumstances difficult or more consecutive years are not home to the province,

a total budget of about VND 200 million Collaborate with unit leaders to take care of

90 cases with difficult circumstances, the total value of VND 200 million

Collaborate with Vietinbank Bank branch 7, Ho Chi Minh City and the member units SaigonTourist organized "Mid-Autumn Festival 10th 2015" for 1,560 children in difficult circumstances, overcoming difficulties to study well in Lam Dong province, Gio and some units of the Corporation The total value of nearly VND 600 million

In addition, SaigonTourist has supported the charitable activities of the city and the country of nearly VND 500 million Total of the year 2015 : VND 5.5 billion

Contact

Headquarters: No 23 Le Loi Street, District 1, Ho Chi Minh City

Tel: +84.8 3829 2291 / Fax: +84.8 3829 5887 / Web: www.saigon-tourist.com

Research problem statement

Tourism human resources is one of the most important factors is crucial in the process

of tourism development, because a human being is the subject of labor activity Tourism to develop to become a key economic sector requires human resources with high quality, especially during the current integration

SaigonTourist is not outside that orbit With the shortage of human resources at present, retaining and training skilled human resources are becoming major issues of Saigontourist General Manager realized the commitment expressed in the career is the bond between the organization and the employee

The leading companies have recognized that the key to attracting and maintaining a flexible workforce and sophisticated level of technology for the company to achieve success in the digital economy today is to give staff a synthetic variety of opportunities for professional development and skills

Research objectives

The purpose of this study was to find out how these factors affect the commitment to career for employees working in SaigonTourist, include:

 Gather relevant information to try to determine what that involves commitment

to employee career at SaigonTourist

 Design research model and the factors related test, analysis, assessment of factors affecting the level of weakness, strength of each factor affecting factors

to analyze

 Locate solutions to improve efficiency and prediction of HRM at the SaigonTourist in the coming period

Research scope

This research focuses to issues related to Career Commitment of the employees of

SaigonTourist based on their current operating mode and working condition Scope of the survey are in the territory of Ho Chi Minh City, including 500 employees

of the system of SaigonTourist

Contents of this study only includes factors affecting the career commitment at the SaigonTourist, it has no intention of restructuring, changes and replacement of staff These surveys were conducted from May 1 to July 15, 2016

be loyal to the shareholders of the company companies, contributed to the success of SaigonTourist

Three items developed by Gartner and Nollen (1989) were used to measure the employee’s perception about internal promotion within the company

Perceived Company-Provided Training:Three items developed by Gartner and Nollen (1989) were used to measure how the respondents perceive the effectiveness of the training provided by the company

Perceived Employment Security: One item developed by Gartner and Nollen (1989) was used The item asks whether the respondent believes that the company has done all it can to avoid layoffs

Factor analysis showed that career commitment was empirically distinct from affective organizational commitment, continuance commitment, and normative commitment (Cohen, 1996) Career commitment was been also shown to be empirically distinct from job involvement and a measure of the Protestant work ethic (Cohen, 1999)

L

Developmental Experiences

This measure, developed by Wayne, Shore, and Liden (1997), describes the formal and informal developmental experiences a job affords employees The measure focuses on the extent to which an organization makes discretionary investments in formal and informal training and development of an employee

Experience professional development is a term that describes the experience of training, work practices, mentoring relationships help employees progress in their careers Any company that aims to retain the most valuable employees and replacement positions are vacant due to retirement, left the company, promoted from within the company must implement development programs job

Career Development Recipes:

 Create professional ladder for all the people you wish to keep

 For those individuals who have the ability to promote, identify the gaps between the skills and experience they now have the skills and experience they need to implement new role Then it fills gaps by training and appropriate communication tasks

 Not to qualified personnel crashed into a standstill condition

Ensure that there is a suitable mentor when employees need advice and guidance

Career Satisfaction

This measure was developed by Greenhaus, Parasuraman, and Wormley (1990) It measures satisfaction with career success, an internally generated and defined career outcome Besides general satisfaction with career progress, the measure assesses the

extent to which an employee has made satisfactory progress toward goals for income level, advancement, and development of skills

Career satisfaction is an important topic in career research because subjective feelings

of success are related to many facets of work behaviour and well-being (e.g., Abele & Spurk, 2009; Ng, Eby, Sorensen, & Feldman, 2005)

Career satisfaction as individuals’ idiosyncratic evaluations of their own careers is often seen as one central indicator of subjective career success (Abele, Spurk, & Volmer, 2011; Boudreau, Boswell, & Judge, 2001; Judge, Cable, Boudreau, & Bretz, 1995; Ng et al., 2005) It is the evaluation of an individual’s progress towards meeting different career- related goals (e.g., income, achievement, development) and career-related successes (e.g., overall career success; see also Hofmans, Dries, & Pepermans, 2008) The Career Satisfaction Scale (CSS; Greenhaus, Parasuraman, & Wormley, 1990; Hofmans et al., 2008) is a widely accepted measure of career satisfaction

Perceived Ability Job Fit

This measure, developed by Abdel-Halim (1981), uses five items to assess an employee’s perceived ability-job fit According to the person environment fit model of stress, whether a given level of job demands is stressful to a jobholder is determined

by his or her ability (or perceived ability) to perform the job (Xie, 1996) Xie and Johns (1995) found that employees with lower perceived ability-job fit are affected to

a greater degree by job demands than those who have higher job-ability fit

Ability-job fit can be defined as the "fit between the abilities of a person and the demands of a job, or the desires of a person and the attributes of a job" (Sekiguchi, 2004)

Perceived Importance of Work Place Values

This measure was developed by Van Dyne, Graham, and Dienesch (1994) It uses 12 items to describe the extent to which employees believe their organization places importance on such areas as quality, innovation, cooperation, and wide participation in decision making

The perceived importance of workplace values correlated positively with, organizational loyalty, social participation, having a covenantal relationship with the organization, job satisfaction, tenure, and job level Perceived importance of workplace values correlated negatively with cynicism (Van Dyne et al., 1994)

Argument for the relationship among the constructs

Ajzen and Fishbeins’ Theory of Reasoned Action

Ajzen and Fishbein formulated in 1980 the theory of reasoned action (TRA) This resulted from attitude research from the Expectancy Value Models Ajzen and Fishbein formulated the TRA after trying to estimate the discrepancy between attitude and behavior This TRA was related to voluntary behavior Later on behavior appeared not to be 100% voluntary and under control, this resulted in the addition of perceived behavioral control With this addition the theory was called the theory of planned behavior (TpB) The theory of planned behavior is a theory which predicts deliberate behavior, because behavior can be deliberative and planned

Theory of Reasoned Action suggests that a person's behavior is determined by his/her intention to perform the behavior and that this intention is, in turn, a function of his/her attitude toward the behavior and his/her subjective norm Intention is the cognitive representation of a person's readiness to perform a given behavior, and it is considered

to be the immediate antecedent of behavior This intention is determined by three things: their attitude toward the specific behavior, their subjective norms and their perceived behavioral control In addition to measuring attitudes toward the behavior,

we also need to measure people’s subjective norms – their beliefs about how people they care about will view the behavior in question To predict someone’s intentions, knowing these beliefs can be as important as knowing the person’s attitudes Finally, perceived behavioral control influences intentions Perceived behavioral control refers

to people's perceptions of their ability to perform a given behavior

Figure 1: Ajzen and Fishbein's Theory of Reasoned Action (Source: Ajzen, I (1991) The theory of planned behavior Organizational Behavior and Human

Decision Processes, 50, p 179-211)

Herzeberg’s two factors theory

Frederick Herzberg (1923-2000), clinical psychologist and pioneer of “job enrichment”, is regarded as one of the great original thinkers in management and motivational theory Frederick I Herzberg was born in Massachusetts on April 18,

1923 His undergraduate work was at the City College of New York, followed by graduate degrees at the University of Pittsburgh Herzberg was later Professor of Management at Case Western Reserve University, where he established the Department of Industrial Mental Health He moved to the University of Utah's College

of Business in 1972, where he was also Professor of Management He died at Salt Lake City, January 18, 2000

Frederick Herzberg's book “The Motivation to Work”, written with research colleagues Bernard Mausner and Barbara Bloch Snyderman in 1959, first established his theories about motivation in the workplace Herzberg's survey work, originally on

200 Pittsburgh engineers and accountants remains a fundamentally important reference

in motivational study The study involved only 200 people, Herzberg's considerable preparatory investigations, and the design of the research itself, enabled Herzberg and his colleagues to gather and analyze an extremely sophisticated level of data

Herzberg's research used a pioneering approach, based on open questioning and very few assumptions, to gather and analyze details of 'critical incidents' as recalled by the survey respondents He first used this methodology during his doctoral studies at the University of Pittsburgh with John Flanagan (later Director at the American Institute for Research), who developed the Critical Incident method in the selection of Army

Air Corps personnel during the Second World War Herzberg's clever open interviewing method gleaned far more meaningful results than the conventional practice of asking closed (basically yes/no) or multiple-choice or extent-based questions, which assume or prompt a particular type of response, and which incidentally remain the most popular and convenient style of surveying even today - especially among those having a particular agenda or publicity aim

Herzberg also prepared intensively prior to his 1959 study - not least by scrutinizing and comparing the results and methodologies of all 155 previous research studies into job attitudes carried out between 1920 and 1954

The level of preparation, plus the 'critical incident' aspect and the depth of care and analysis during the 1959 project, helped make Herzberg's study such a powerful and sophisticated piece of work

Herzberg expanded his motivation-hygiene theory in his subsequent books: Work and the Nature of Man (1966); The Managerial Choice (1982); and Herzberg on Motivation (1983)

Significantly, Herzberg commented in 1984, twenty-five years after his theory was first published:

“The original study has produced more replications than any other research in the history of industrial and organizational psychology” (source: Institute for Scientific Information)

The absence of any serious challenge to Herzberg's theory continues effectively to validate it Herzberg's central theory is very relevant to modern understanding

employer/employee relationships, mutual understanding and alignment within the Psychological Contract

It also provided some foundations and basic principles of Nudge theory - a powerful change-management and motivational concept which emerged in the 2000s

Vroom’s expectancy theory

Expectancy theory proposes that an individual will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due

to what they expect the result of that selected behavior will be In essence, the motivation of the behavior selection is determined by the desirability of the outcome However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements This is done before making the ultimate choice The outcome is not the sole determining factor in making the decision of how

to behave

Expectancy theory is about the mental processes regarding choice, or choosing It explains the processes that an individual undergoes to make choices In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management

Victor H Vroom (1964) defines motivation as a process governing choices among alternative forms of voluntary activities, a process controlled by the individual The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results Motivation is a product of the individual’s expectancy that a certain effort will lead to

the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence

Figure 2: Vroom’s Expectancy Theory of Motivation (Source: https://wikispaces.psu.edu/display/PSYCH484/4.+Expectancy+Theory)

Maslow’s theory

Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfill their own unique potential (self-actualization) are today more relevant than ever Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward A Psychology Of Being, a significant and relevant

commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology

Abraham Maslow was born in New York in 1908 and died in 1970, although various publications appear in Maslow's name in later years Maslow's PhD in psychology in

1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys Maslow later moved to New York's Brooklyn College

The Maslow's Hierarchy of Needs five-stage model is clearly and directly attributable; later versions of the theory with added motivational stages are not so clearly attributable to Maslow These extended models have instead been inferred by others from Maslow's work Specifically Maslow refers to the needs Cognitive, Aesthetic and Transcendence (subsequently shown as distinct needs levels in some interpretations of his theory) as additional aspects of motivation, but not as distinct levels in the Hierarchy of Needs

Where Maslow's Hierarchy of Needs is shown with more than five levels these models have been extended through interpretation of Maslow's work by other people

Hackman and Oldham’s job characteristics

In 1975, Greg R Oldhamand J Richard Hackman constructed the original version of the Job Characteristics Theory (JCT), which is based on earlier work by Turner and Lawrence and Hackman and Lawler Turner and Lawrence provided a foundation of objective characteristics of jobs in work design Further, Hackman and Lawler indicated the direct effect of job characteristics on employee's work related attitudes

and behaviors and, more importantly, the individual differences in need for development, which is called Growth Need Strength in Job Characteristics Theory

In 1980, Hackman and Oldham presented the final form of the Job Characteristics Theory in their book Work Redesign The main changes included the addition of two more moderators - Knowledge and Skill and Context Satisfaction, removal of the work outcomes of absenteeism and turnover, and increased focus on Internal Work Motivation Several of the outcome variables were removed or renamed as well Concentration was shifted to the affective outcomes following results from empirical studies that showed weak support for the relationship between the psychological states and behavioral outcomes

In addition to the theory, Oldham and Hackman also created two instruments, the Job Diagnostic Survey (JDS) and the Job Rating Form (JRF), for assessing constructs of the theory The JDS directly measures jobholders' perceptions of the five core job characteristics, their experienced psychological states, their Growth Need Strength, and outcomes The JRF was designed to obtain the assessments from external observers, such as supervisors or researchers, of the core job characteristics

Adams' equity theory

John Stacey Adams, workplace and behavioural psychologist, put forward his Equity Theory on job motivation in 1963 There are similarities with Charles Handy's extension and interpretation of previous simpler theories of Maslow, Herzberg and other pioneers of workplace psychology, in that the theory acknowledges that subtle and variable factors affect each individual's assessment and perception of their

relationship with their work, and thereby their employer Awareness and cognizance feature more strongly than in earlier models, as does the influence of colleagues and friends, etc, in forming cognizance, and in this particular model, 'a sense of what is fair and reasonable

People need to feel that there is a fair balance between inputs and outputs

Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc

Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc

If we feel are that inputs are fairly and adequately rewarded by outputs (the fairness benchmark being subjectively perceived from market norms and other comparables references) then we are happy in our work and motivated to continue inputting at the same level

If we feel that our inputs out-weigh the outputs then we become demotivated in relation to our job and employer People respond to this feeling in different ways: generally the extent of demotivation is proportional to the perceived disparity between inputs and expected outputs Some people reduce effort and application and become inwardly disgruntled, or outwardly difficult, recalcitrant or even disruptive Other