Factors affecting on the job behaviors at kirby southeast asia co ltd

It was developed based on theory and on-the-Job behaviors model of Lehman and Simpson 1992, including 4-factors: Job control, cognitive demand and production responsibility; Supervisor –

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECTING ON-THE-JOB

BEHAVIORS

AT KIRBY SOUTHEAST ASIA Co.,Ltd.

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

Ho Chi Minh City, August 2015

ADVISOR’S ASSESSMENT

ADVISOR’S SIGNATURE

NGUYEN THE KHAI (DBA)

During this whole educational and rewarding experience, I have been extremely blessed to receive so much help and support of many, without whom it would not have been possible

Above all, I would like to send the most sincere thanks, impart valuable knowledge tothe students during the period of study at school I would like to express my sincere appreciation and gratitude to my supervisor, professor Dr Khai Nguyen for his guidance, who enthusiastically guide me perform this thesis I am very thankful to his

in valuable advices and they remain as a source of inspiration for my intellectual endeavors

Grateful appreciation is also extended to to all lecturers of the join master program for giving me this unique opportunity to be a part of the wonderful experiences and their valuable assistance during the course of my study Last but not least, I thank my parents, my lovely family: especially my husband and daughter, for their unconditional love and support, without whom none of this would have been possible

With best regards

Ho Chi Minh City, August 2015

ABSTRACT 7

CHAPTER I THE INTRODUCTION OF KIRBY SOUTHEAST ASIA Co., Ltd 8

1 COMPANY PROFILE: 8

• VISION 11

• MISSION 12

• VALUES 12

• MILESTONES & ACHIEVEMENTS 12

• NETWORK: 14

• QUALITY POLICY: 14

• PRODUCTS & SERVICES: 15

2 The structure of organization and management of the company: 18

3 Life at KIRBY: 19

4 Moti vation of The Research: 20

5 Purpose of The Research: 21

6 Research Problem Statement: 21

7 Scope and objects of The Research: 23

8 Significance of The Research: 23

9 Limitations of The Research: 23

CHAPTER II: LITERATURE REVIEW 24

1 Job control, Cognitive demand and Production responsibility: 24

2 Supervisory- Related Commitment: 25

3 Fairness Perception of an Organizational Policy: 27

4 Goal and Process Clarity: 27

5 On-the-Job Behaviors: 29

CHAPTER III: RES EARCH MODEL AND HYPOTHES ES 32

1 Research Model: 32

2 Hypotheses: 33

2.1 Job Characteristics (Job Demands and Decision Latitude; Supervisory Support): 33

a Definition: 33

b Measures of construct of Job control, Cognitive Demand and Production responsibility: 34

2.2 Organization Commitment (Supervisor – related commitment): 35

a Definition: 35

b Measures of construct of Supervisor-related commitment: 37

2.3 Organization Justice (Fairness Perception of an Organizational Policy): 37

a Definition: 37

b Measures of construct of Fairness perception of an organizational policy: 39

2.4 Job Roles (Goal and Process Clarity): 40

a Definition 40

b Measures of construct of Goal and Process Clarity: 41

2.5 Workplace Behaviors (On-the-Job Behavior): 42

a Definition 42

b Measures of construct of On-the-Job Behavior: 44

3 Research Participants: 45

4 Data Collection Procedure: 45

CHARPTER IV: ANALYSIS AND RESULTS 46

1 The characteristics of survey: 46

2 Cronbach’s Alpha: 48

3 Descriptive Statistic: 51

4 Hypothesis Testing: 52

CHARPTER V: DISCUSSION AND CONCLUSIONS 55

1 Summary of the results: 55

2 Discussion and recommendations: 56

3 Limitations and suggestions for future research: 57

REFERENCES 58

APPENDIX 666

Appendix 1: QUESTIONNAIR 66

LIST OF TABLE

Table 1: Data collection process 45

Table 2 : Characteristics of the survey 47

Table 3 : Cronbach’s Alpha – Internal Consistency 48

Table 4 : Reliability Test for employees of Kirby – Job control, Cognitive demand & Production responsibility 49

Table 5 : Reliability Test for employees of Kirby - Fairness in Skill- Based Pay 49

Table 6 : Reliability Test of Kirby - Fairness Perceptions of an Organization Policy .49

Table 7 : Reliability Test for employees of Kirby - Goal and Process clarity 50

Table 8 : Reliability Test for employees of Kirby - On-the-Job Behavior 50

Table 9 : Reliability Statistic of Cronbach’s Alpha 50

Table 10 : Descriptive Statistics of Job control, Cognitive demand & Production responsibility 51

Table 11: Descriptive Statistics of Supervisor-related Commitment 51

Table 12 : Descriptive Statistics of Fairness Perceptions of an Organizational Policy 51 Table 13 : Descriptive Statistics of Goal and Process Clarity 51

Table 14 : Descriptive Statistics of On-the-Job Behavior 52

Table 15 : The relationship of four (04) hypotheses 53

Table 16 : Hypothesis Statistic 54

LIST OF FIGURE

Figure 1 Kirby edge 9

Figure 2: Kirby Southeast Asia Co.,Ltd 10

Figure 3: The awards of Kirby 13

Figure 4: The Quality Management Systems of Kirby Southeast Asia 15

Figure 5 : The organizational structure of Kirby Southeast Asia 18

Figure 6 : The expectancy model of motivation 31

Figure 7 : Hypothesized Research Model 32

The topic of graduation thesis "Factors affecting On-the-job behaviors at Kirby Southeast Asia Co.,Ltd.”, was conducted to understading the relationship between the behavior aspects of the company and the associated level with the organization's staff.The research also proposes a theoretical model concerning the relationship between on the job behaviors factors linked to the organization of staff It was developed based on theory and on-the-Job behaviors model of Lehman and Simpson (1992), including 4-factors: Job control, cognitive demand and production responsibility; Supervisor –related commitment; Fairness perceptions of an organizational policy; Goal and process Clarity Research methods used to test the hypotheses, it is the quantitative methods, with the survey questionnaire to collect the comments and samples n = 268 The scale was evaluated through Cronbach's alpha and factor analysis, to test the reliability and validity, research hypotheses were tested through analysis of Pearson correlation coefficient and multiple linear regression

CHAPTER I

THE INTRODUCTION OF KIRBY SOUTHEAST ASIA Co., Ltd.

Company’s English name: Kirby Southeast Asia Company Limited

Company’s Vietnamese name: Công Ty TNHH Kirby •ông Nam Á

Address: 7th Floor, SPT Building

199 Dien Bien Phu Street, Ward 15, Binh Thanh District, Ho Chi Minh City

Telephone number: +84 8 5422 1155 +84 8 5446 9469

Website:http://kirby.vn

Company type: Limited Liability Company

Kirby is a wholly owned 100% subsidiary of foreigner Authorized capital: 19.059.497.000 Vnd

Company product lines: Steel Fabricator / Cut and Bend Plant

1 COMPANY PROFILE:

As a member with 100% subsidiary of Kuwait-based Kirby construction system wholly owned by Alghanim Industries, a multinational corporation with operating presence in 40 countries and territories around the world, Kirby India and Southeast Asia is known as a designer, manufacturer and supplier of top-rated pre-engineered steel buildings (PEB) in Australia, Southeast Asia and Africa Kirby Southeast Asia’s products include industrial buildings, warehouses, supermarkets, commercial buildings, offices, schools, hangars, factories, stadiums, hospitals, building complexes and high-rise buildings

Kirby Building Systems, established in 1976, is a global leader in the design and manufacturing of Pre-Engineered Steel Buildings and Steel Structures, offering customers a wide range of customized, cost-effective steel building solutions Kirby’s

global spread extends across the World with production capacity exceeding 400,000

MT annually, operations across 70 countries and workforce of 4,000 people

Figure 1 Kirby edge

Our size allows us to partner with contractors on complex projects and meet their schedule requirements Our facilities include the latest equipment and support, complete blast and sophisticated paint operations We have over 2 million square feet

of enclosed production space and sufficient assembly yard space, across multiple locations, to easily handle even the most complex projects We are proud to say that we have delivered the world’s largest PEB building

Our engineering department uses the latest versions of internationally-renowned industry standard 3D and 2D software and is well-versed with international, British, American, European and other standards Our engineering team has decades of design and detailing experience and and will be able to assist you in design and subsequent fabrication of the components as per your requirement

Our plants are equipped with the latest steel processing equipment, capable of handling some of the largest section sizes available Kirby is IS0 9001 certified and implements strict Quality Assurance and Quality Control systems The standard

internal inspection and test programs have been developed to comply with the standard industry requirements and can also be modified to suit specific contract requirements.

We are managed by a team of professionals with extensive experience in the steel industry The expertise of our sales team is unrivalled in the steel buildings industry Their knowledge can assist you in selecting the most cost-effective option for your requirements

We were the first company to introduce PEB technology in the GCC region in

1976 and the first multinational to enter the PEB industry in the India Sub-Continent Within a short span, PEB is revolutionizing the construction industry in these regions and Kirby is leading this revolution from the front with its constant innovation in products and applications We have received many accolades as recognition for our relentless efforts for excellence in our industry

Kirby is among the World’s top Pre-Engineered Steel Building companies Kirby globally offers one of the most comprehensive product portfolios ranging from Pre-Engineered Steel Building, Structural Steel and related products

Figure 2: Kirby Southeast Asia Co.,Ltd.

Anticipating strong potential in the Vietnamese market, Kirby officially entered Vietnam and established a business presence here in 2008 with a total investment of about US$11 million To meet the growing demand for pre-engineered steel buildings

in the Vietnamese market, Kirby built a factory in Dong Nai province, its 5th factory worldwide and its first in Southeast Asia The facility has an annual capacity of 50,000 tonnes

Apart from meeting the demand in Vietnam, Kirby Vietnam also exports its products to Singapore, Malaysia, Indonesia, Thailand, Australia and South Africa The ongoing development of innovative proprietary technology and design systems has brought the leading position to Kirby in this area in recent years At present, with equipment made in Saudi Arabia, Vietnam, Egypt, India and the UAE and with the support of Global Kirby, Kirby Vietnam has successfully undertaken a series of major projects, including steel structure buildings for Gemadept Corporation, Vinamilk Corporation, Mong Duong Thermal Power Plant 1, Nestle Company, American Standard Furniture Company, BAT-Vinataba Cigarette Production Joint Venture, Global Steel Plant, Daigaku Plant, Central Pharmaceutical Factory 2, dairy farms of

TH Milk Company in Nghe An province, Viet Thang Paper Factory in Hai Duong province, Sun Steel Plant in Vinh Phuc province, Century Synthetic Yarn Factory in Tay Ninh Province, Huayuan Machine Company in Binh Duong province, Bidiphar Factory in Binh Dinh province, Thaco Auto Showroom in Ho Chi Minh City, Saigon Airport Cargo Warehouse at Tan Son Nhat Airport, Kewpie Factory of Shimizu Corporation in Binh Duong province, Groz Beckert Factory in Da Nang City, Whisky

An Hoa Brewery in Tay Ninh province, and European Plastics Door Factory in Binh Duong province

• VISION

To be recognized as the global leader for the design, manufacture, supply and erection of Pre-Engineered Steel Buildings (PEB) and Structures

• MISSION

Kirby will achieve this vision by consistently delivering high-quality products to our customers, accompanied by personalized service and a commitment to excellence

• VALUES

Straight-talking: We encourage open debate where the best ideas win

Customer centric: We put our customers at the center of our focus and initiatives with the objective of providing them with unmatchable levels of services and products

Teamwork: We actively share information and ideas, enthusiastically working to make those around us better

Diversity and respect: The diversity of our workforce is an asset and we treat everyone with dignity and respect regardless of status, gender, education, ethnicity or religion

Empowerment:We empower people to make decisions with a bias for action

Employees as core assets: We believe that our employees are our most valuable resource, and do hatever it takes for their continuous training, development and motivation

Meritocracy: The rewards and career advancements of our people are based on their performance and

capabilities, not on their wasta (influence)

• MILESTONES & ACHIEVEMENTS

Kirby is known for its cutting-edge world class practices, quality standards, and its center of excellence All of which in multiple years were recognized and awarded

by our clients and their testimonials as well as many agencies and communities around the world

1976 : First Kirby plant starts production in Kuwait.Annual production capacity 100,000 MT

2000: Inauguration of Hyderabad Plant Annual production capacity 100,000 MT

2006: Inauguration of Haridwar Plant Annual production capacity 100,000 MT

2007: Inauguration of Ras Al Khaimah Plant – UAE Annual production capacity 75,000 MT

2008: Kirby is the PEB first company in India Bagged world’s largest PEB order at a single location from Renault-Nissan

To establish new global benchmarks in the design and manufacture of steel building solutions, both in PEB and Structural Steel, while consistently providing our customers with exceptional customer service

2008 Kirby India is the first PEB company to obtain FM Approved Certification for its KSS-600 (Kirby Standing Seam) roofing system

2009: Inauguration of Kirby Vietnam Plant Annual production capacity 40,000 MT2011: Kirby Building Systems in India wins infrastructure excellence award for Best PEB Project

2011: Kirby’s Kuwait Manufacturing facility wins the Sliver Award for HSE excellence by American Society of Safety Engineers

2013: Kirby commissions Global Centre of Engineering Excellence in India

Figure 3: The awards of Kirby.

• NETWORK:

Sales Offices – 70, builders - 300 across 6 regions

Manufacturing locations: Kuwait, UAE, India, Vietnam KIRBY regions: GCC, Middle East, India, Africa, South East Asia, Europe & CIS Countries

• QUALITY POLICY:

Kirby Building Systems Quality Management System complies with all applicable requirements contained in ISO 9001:2008, and covers the design, fabrication and supply of pre-engineered steel buildings and structural steel works for various projects, encompassing all operations at its facilities The quality policy shown below describes Kirby Building Systems’ overall commitment to excellence with regards to quality This quality policy is reviewed regularly by management for continued suitability

• Kirby Building Systems aims to become the market leader in its business operation by providing high- quality pre-engineered steel building systems and structural steel products that meet or exceed customers’ requirements and expectations, in line with the requirement of ISO 9001:2008 standards

• Kirby Building systems remains focused on understanding customers’ needs and expectations and transmitting those needs into continuously improved products and services with active participation of its employees

• Kirby Building Systems Management is responsible for ensuring the Quality Policy is understood, implemented and maintained at all levels of the company This is accomplished through one to one and/or group training of employees

Kuwait UAE

India Vietnam

Figure 4: The Quality Management Systems of Kirby Southeast Asia

• PRODUCTS & SERVICES:

PEB – PRE- ENGINEERED STEEL BUILDING: Pre-Engineered Steel Building is a steel structure built over a structural concept of primary members, secondary members, and the cover sheeting connected to each other The structural members are custom designed to be lighter in weight and high in strength It can be fitted with different structural additions like trusses, mezzanine floors, fascia, canopies and crane systems as per user requirements Pre-Engineered Steel Buildings are ideal for use in nonresidential, wide span low rise buildings Among the advantages of PEB

is lower cost, consistent quality control, durability, longevity, environmentally friendly and faster delivery to name a few PEB buildings are used for diverse applications such

as Factories, Warehouses, Offices, Shopping malls, Aircraft Hangars, Schools, Hospitals, Shipyards, Metro Stations, Community buildings and several more As a leading PEB manufacturer, Kirby provides the complete service of engineering and fabrication thus ensuring better quality control at every stage of the process

STRUCTURAL STEEL: Kirby designs & supplies customized Workshop fabricated Hot Rolled & Welded steel structures for Structural Steel applications such

as Heavy Industries, Power Plants, Oil & Gas, Petrochemical Industry, rise/commercial buildings, airports and other specialized structures We are one of the

high-most innovative steel structures fabricators and are always looking to enhance our range of products and services including project execution.

COLD ROLL FORMED STEEL BUILDING: Cold Formed Steel members and other products are thinner, lighter, and easier to produce, and typically cost less than their hot-rolled steel members Cold-formed steel offers versatility in building because of its lightweight and ease of handling and use

Cold Formed Steel Structures framing provides builder and consumers flexibility in design option which cannot be economically accommodated using traditional framing materials

STORAGE SOLUTIONS: Storage Solutions help in providing effective storage to customers through maximum storage capacity with optimal floor utilization Kirby designs & supplies steel racking systems to store materials (with or without pallets) as part of warehouse material handling storage system These are an essential and ubiquitous element in most modern warehouses, manufacturing facilities, retail centers, and other storage and distribution facilities Kirby product range conforms to modern modular European design

ERECTION AND TECHNICAL ADVISORY SERVICES: Kirby has over

300 certified builders Worldwide They have undergone intensive training on erecting buildings of varying complexity and for different applications Kirby Certified Builders are highly competent and offer skilled expertise to clients The local Kirby Certified Builder offers comprehensive services from construction to complete turnkey solutions Kirby provides extensive technical advisory services to its clients - from selection of appropriate structures and economic design to adaptation of local building codes To ensure excellent quality and customer satisfaction, Kirby’s Technical Service representatives regularly monitor and supervise the project till completion

SYSTEMS &PRACTICES: Kirby Building Systems has its reputation for having world class business practices We have seamless processes across all our

functions and verticals All these are well integrated through a robust ERP system built

on SAP Furthermore, Kirby uses the latest engineering codes and practices to design world class buildings for its customers across the globe Kirby has the right mix of sustainable and efficient processes for planning and execution Another initiative towards serving the delight of our customer, we source our raw materials from leading steel mills and suppliers to maintain the world class quality standards Putting all our processes and practices together helps us to meet ever growing demand of providing high quality and cost effective steel solutions on time

KIRBY CENTER OF ENGINEERING EXCELLENCE: Kirby Building systems’ Engineering Center of Excellence is a world-class research and development center to enhance the company’s expertise in steel for its wide range of customized and innovative products – Pre-Engineered Steel Buildings, Structural Steel and Storage Solutions The center provides leadership, best practices, research, support and training

in focused areas to revitalize the existing products and also develop new expertise in steel

The center addresses the significant engineering challenges associated with designing these structures to help the world develop sustainable innovations All the buildings are custom designed using the latest domestic / international codes and standards such as MBMA, AISC, AISI, IS and AWS which are most optimized & economical in nature able to meet all the customer needs The design and detailing process is carried out using sophisticated software packages The centre of excellence, located in India, consists of more than 500 highly experienced structural engineers with industry domain knowledge to cater to the company’s various requirements across the globe This team ensures that all the customers receive the best of the product with very high value and minimal risk and maximize the return on investment to derive most of the benefits in each and every step of the project

2 The structure of organization and management of the company:

Figure 5 : The organizational structure of Kirby Southeast Asia

Functional department heads report to Chief Executive Officer who integrates

decisions & actions from a company-wide point of view

• Organizational structure & the controls that are a part of it affect firm’s performance

• Specifies the firm’s formal reporting relationships, procedures, controls & authority, and decision making process

• Influences how managers work & the decisions resulting from that work

• Specifies the work to be done & how to do it given the firm’s strategy or strategies

• Provides the stability a firm needs to successfully implement it’s strategies & maintain it’s competitive advantages

3 Life at KIRBY:

When you choose Kirby Building Systems, you join an organization that is focused

on growth and aims “To be the most successful and admired company in the region” The company provides an opportunity to work in a multi-cultural environment with professionals drawn from a variety of industries

We are dedicated to supporting a progressive, innovative and knowledgeable workforce offering exposure to a unique and diversified organization through numerous personal and professional development opportunities

The Kirby work environment is based on our corporate values - straight talking, customer centricity, teamwork, diversity and respect, empowerment, employees as core assets and meritocracy

Kirby believes in corporate social responsibility (CSR) and places great importance

on supporting local charitable, educational and cultural causes Through the years, it has made many meaningful contributions to the communities in which it operates

Kirby recognizes that education is one of the building blocks of any nation and supports all education initiatives The company has worked closely with, and volunteer with organizations that promote education, such as INZAJ -Kuwait, a not-for-profit group that empowers young people to own their economic success

In addition, Kirby organizes annual blood donation campaigns across all of its manufacturing facilities, as a way to give back to the community

Some of the company’s other CSR activities include:

• Implementing environmental conservation initiatives at the plants, as per the guidelines of the local Pollution Control Board

• Establishing a sewage water treatment plant (STP) for recycling of used sewage water

• Conducting regular checks on noise / air / water pollution, ventilation and illumination at plants

• Converting open lands near Kirby plants into green lands and also maintaining green landscapes at plants

• Offering regular health check-ups for Kirby employees

• Hosting of annual ‘Family Days’

4 Motivation of The Research:

Nowaday, in the work environment and professional dynamic, besides creativity

to find unique ways to help work faster and more effectively, there is a good way tobuild self-worth that is forming habits, style of work, the behavior, civilized behavior, polite work place

Workplaces where regular contact with the people, with the relevant authorities, peers and superiors; infrastructure, modern equipment in the workplace, it only plays a supporting role in the working process, communication, the human factor is the most important factor People will decide the workplace culture, decide the success or failure

as well as mark the organization's record during the organization of activities

According to survey results, failures in communication don’t often due to cultural differences or language barriers Many people have difficulty in communicating with superiors or his subordinates, even though they speak the samelanguage and share the same culture However, we can still communicate effectively ifboth sides listen and understand each other

Indeed, a number of foreign companies are operating in Vietnam, such as Coca Cola, Nestle and businesses in the field of banking, finance, information technology, relatively successful in attracting, using and maintaining employees, they are especiallygood employees while creating a competitive advantage of dominated human than the

domestic companies A few causes of this success, there are factors such as encouraging innovation and creativity, promoting personal capacity, appreciating the spirit of teamwork, recognition of contributions of employees to organize, to create funds for training and development, clear public construction plans, staff development and determination in implementing an equitable mechanism, etc .

Since then, this study will provide additional information for administrators tounderstand more clearly in the relationship between corporate culture and acommitment with the staff of the organization, build cultural orientation with thepositive values in order to create a work environment feeling secure attachment andcommitting long-term development with the enterprise For these reasons we chose the topic "On the Job Behavior" to study

5 Purpose of The Research:

The study aimed to examine the elements: Job control, cognitive demand and production responsibility; Supervisor – related commitment; Fairness perceptions of an organizational policy; Goal and process Clarity They related to on the job behavior at Kriby company affecting the cohesion of employees with the organization

Contributing to references help to management of company to see the correlation between the behavior cultural aspects and levels of personnel associatedwith the organization From there, adjust or develop policies for appropriate personnel, while offering ways to encourage and motivate employees, to retain good employees inthe construction strategy and sustainable development of organization

6 Research Problem Statement:

In fact of everyday life, The job also depends on specific conditions and circumstances

of mood in the communication relations Although in recent years, the issue of cultural communication were particularly interested in doing, but it must admit that the cultural situation in the workplace communicate inadequate practicality demands, there are still

many limitations and weaknesses causing annoyance, discontent Through practice, we can find some pretty common expression on the job behavior:

- Some employees do not pay attention necessary communication skills withcolleagues In relations with colleagues, it also happens jealousy, defamatory discredit each other, no respect each other, to be agreeable only in appearance

- When a few managers communicate with subordinates and colleagues sometimes

no gentle, cheerful or proved really no interested, friendly People sometimesdisplay a temper if there are jobs not completed in time or not pleasant

- To criticize a colleague not the right place, insensitivity, creating stress psychology can lead to guilt and misunderstand Thereby creating tensions heavy atmosphere, efficiency and quality of work will suffer inevitable

- Many workers also lack the cultural behavior in the workplace: smokers in the office, drunk, lack of courtesy outfit, working individual as reading newspapers, game

- Besides, the state of wasting time at work are common occurrences: to begin late job and to leave early, no work actively in helping guide to contact the assigned tasks

- To pass the buck between related departments makes slow processing jobs time And there are cases employees psychology afraid to ask, meet, afraid of contact, uncomfortable when exchanging work, or afraid

- Staffs have uncooperative attitude, lack of sympathy when coordination made it difficult to resolve the coordination work efficiently, quickly

- When communicating by the phone is not yet well observed through telephone communication, exchanging lengthy, answer lacks courtesy, curtly or abruptly interrupt phone use phone during the meeting

7 Scope and objects of The Research:

- Scope of research: The research was conducted on 268 employees who are working

at Kirby The questionnaires sent to the employee là in 20 days to fill in

- Research subjects are the element on the job behavior, employee engagement with

the organization and the relationship between these concepts

- Survey objectives: the managers, employees working at Kirby.

8 Significance of The Research:

Topics of practical significance in the research impact to on the job behavior on

attitudes linked to the organization's employees by the following points:

- The research results identify the elements on the job behavior affecting the cohesion

of the organizational staff at Kirby Company

- Adding scale system on the elements on the job behavior affects the cohesion ofemployees with the organization This study also opens up for further research

9 Limitations of The Research:

We has researched and surveyed at Kirby company with just 268 employees Inrecent years, the research time complete the project about 2 months The research projects are also difficult and certain advantages The research object is staff and superiors of Kirby therefore it should be very convenient in the comment survey, save

a portion of travel expenses However the scope of the research is narrow, the evaluation results are not accurate and varied We are still struggling because of limitedtime in 2 months

CHAPTER II: LITERATURE REVIEW

1 Job control, Cognitive demand and Production responsibility:

Defining and controlling one’s job is, in part, about job content and job design According to Wall et al(1990) the effect of job content on employee reactions has long been of interest to psychologists, researchers and practitioners alike The main area of interest has been the Job Characteristics Model (Hackman and Oldham, 1976) which served to describe jobs in terms of five core job dimensions, namely, skill variety, task identify, task significance, autonomy and feedback from the job itself Not contained in the job characteristics framework were a number of factors identified by Wall et al (1990) that most frequently appeared in employees’ accounts of jobs and their reactions to them These were timing control, method control, monitoring demand, problem-solving demand and production responsibility In the present study, perceptions of both timing control and method control are also assessed

Whilst the five job properties originally proposed by Wall et al (1990), were significant to advanced manufacturing technology (AMT) Jackson et al (1993) later argued that the constructs were also of much more general relevance, as a means to focus on job holders’ perceptions of these dimensions They argued that ‘the effects would be expected to depend on people being conscious of them’, and thus determinants of employees’ reactions to them (Jackson et al, 1993: 754) and were therefore not solely related to one particular industry As a result, Wall et al(1990) and later Jackson et al (1993) and Wall, Jackson and Mullarkey (1995) further refined themeasures to better understand job holders’ perspectives of the variables Wall et al (1990: 203-204) also state that ‘control is a job characteristic of known relevance to both psychological well-being and job performance’

Timing and method control were two sub-scales that were used in the present study to measure perceptions of control and were previously developed by Wall etal

(1990) The three other subscales - monitoring demand, problem-solving demand and production responsibility were not included in the present study, as the scales related more closely to production tasks rather than the nursing/care tasks In addition the three sub-scales not used related to demand, which is not the focus of the present study Wall

et al (1995) argue the five scales are distinct from one another and can be used separately or together Therefore, timing and method control will now be discussed

2 Supe rvisory- Related Commitment:

The Becker “Side-Bet” Theory, which is also referred to as the behavioural or exchange theory of commitment, was the first recorded contemporary theory of organisational commitment The “Side-Bet” Theory believes that “commitment comes into being when a person, by making a side bet, links extraneous interests with a consistent line of activity” (Becker, 1960) The theory claims that people make choices based on assumptions about the world around them and previous decisions they have made As a result, they make 'side bets' that are based on a main bet The theory attempted to explain the process by which employees attach themselves to organisations through investments such as time, effort, and reward These investments, however, have costs, which reduces, to some degree, an employee’s freedom in his or her future activity Through investments, employees get locked into organisations because of costs associated with leaving the organisation (e.g pension plans, seniority, and firm specific knowledge) This fact was corroborated by Becker, 1960 who notes thus:

“Side-bets constraining behaviour also comes into existence through the process of individual adjustment to social positions A person may also alter his pattern of activity

in the process of conforming to the requirements for one social position that he unfits

himself for other positions he might have access to”.

A good example of the “side bet” theory is when an employee refuses to change

to a job with a higher salary because the new job has a higher risk in terms of potential

failure and the employee has made a side-bet of building a new house based on the assumption of a continued and stable income from his present job.

Becker’s work was criticized in that the “Side-Bet” Model only identified the behaviour of the individual Commitment was seen as an exchange between the individual and organisation for certain rewards or payments (Mowday, et al., 1982) As

a result, research in organisational commitment began to be distinguished as pertaining

to either attitudinal commitment or behavioural commitment

Attitudinal commitment research focused on the process by which people come

to think about their relationship with the organisation In many ways it can be thought

of as a mind set in which individuals consider the extent to which their own values and goals are congruent with those of the organisation (Meyer & Allen, 1997)

Nowaday, Porter, and Steers (1982) also described attitudinal commitment as the extent to which an individual and the organisational goals are congruent Attitudinal commitment studies considered the antecedents and consequences of commitment The objective of studies on attitudinal commitment was to prove that the results of a strong commitment were lower absenteeism (Iverson & Buttigeg, 1999; Mathieu & Zajac, 1990; Somer, 1995), lower turnover (Lee & Maurer, 1999; Somers, 1995; Steers, 1977), and higher productivity (Angle & Perry, 1981; Meyer, Allen, and Smith, 1993; Meyer, Paunonen, Gellatly, Goffin, and Jackson, 1989) Another objective was to determine what demographic characteristics and conditions contribute to the development of high commitment; “Behavioural commitment relates to the process by which individuals become locked into a certain organisation and how they deal with this problem” (Meyer & Allen, 1997) The objective of behavioural commitment research was to discover the conditions in which individuals become committed to the organisation

3 Fairness Perception of an Organizational Policy:

A concept related to organizational justice is corporate social responsibility (CSR) Organizational justice generally refers to perceptions of fairness

in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization Corporate social responsibility refers to a mechanism by which businesses monitor and regulate their performance in line with moral and societal standards such that it has positive influences on all of its stakeholders (Carroll, 1999) Thus, CSR involves organizations going above and beyond what is moral or ethical and behaving in ways that benefit members of society in general It has been proposed that an employee’s perceptions of their organization’s level of corporate social responsibility can impact that individual’s own attitudes and perceptions of justice even

if they are not the victim of unfair acts (Rupp et al., 2006)

4 Goal and Process Clarity:

Process-clarity will be manipulated by specifying the goal the team should strive

to achieve Participants in the high clarity condition will be told what percentage of the map top performers can realistically save, and are what areas they generally pay the most attention to Participants in the low clarity condition will simply be told that the goal of the task is to save as much of the map as possible Because saving the microworld will involve strategic sacrifices in the form of control fires or the ignoring

of less important terrain and areas on the map (Omodei et al., n.d.), it is highly unlikely that a team could save the entire map, and subsequently engenders some task ambiguity Affording team members a better idea of how much a team could realistically save and what areas are generally saved is likely to allow team members to better understand the means and ends of the task, and should result in higher process-clarity Manipulating information about the performance expected of a team is consistent with previous manipulations of process - clarity (e.g., Gerard, 1957)

Goal-clarity concerns one's individual rights, duties, and responsibilities with regards to the task (Sawyer, 1992); it will therefore be manipulated by manipulating the amount of information participants receive about their duties respective to those of their team member In the high clarity condition, participants in the supervisor role will

be told that they are to instruct the other participant about how to use resources and appliances, and where the fires are, because the operations manager cannot see the entire map The operations manager will be told that he or she has direct access to resources, but will not be able to see the full map, and will have to rely on the supervisor's direction In the low clarity condition, each participant will be told his or her title (i.e., supervisor, operations manager), but will not be told how their role is different from that of the other participant

Process-clarity encompasses knowledge surrounding one's rights, duties and responsibilities, whereas goal-clarity encompasses knowledge about the means and ends of the task (Sawyer, 1992) Both process-and goal-clarity function in a feedback loop environment, such hat novel information from the task affords employees more knowledge about their roles, increasing clarity (Ashford, 1986; Ashford & Cummings, 1983; Whittaker, Dahling & Levy, 2007) Consequently, process-and goal-clarity scores should increase over time, as team members gain more task-relevant information over the course of the experimental trials, as long as they do not already have the requisite information required to effectively perform their tasks.Furthermore, because employees require a sufficient amount of goal-and process-clarity to perform their tasks, they are likely to seek information only insofar as they perceive a deficit of information Therefore, it follows that the time-dependent effects of goal-and process-clarity will reach an asymptote once a sufficient level of clarity is reached Statistically,

a trend with an asymptote is represented as being at least partially quadratic in nature Consequently, the effect of time on goal-and process-clarity should be at least partially quadratic

5 On-the-Job Behaviors:

Job attitude and behavior data were collected over the period of a year for 69 managers in a retail sales organization Expectancy attitudes were found to be significantly related to some measures of effort and performance However, weighting expectancy ttitudes by valence measures did not increase the ability of expectancy attitudes to predict behavior Cross- lagged correlational analyses were done, but they provided little support for the view that expectancy attitudes cause performance Ability and role perception measures were combined with the expectancy measures in order to predict performance, and this led to a significant multiple correlation with performance The implications of these findings for the further development and testing of expectancy theory are discussed

Expectancy theory has evolved in recent years as a basic paradigm for the study

of human attitudes and behavior in work and organizational settings A number of expectancy-type models have been stated, and they have been frequently used as theoretical and operational definitions of motivation Although the exact form of the expectancy models described by different writers has varied considerably, most of these variations have been due more to differences in terminology than to conceptual disagreements (Heneman & Schwab, 1972)

Vroom's (19'64) instrumentality theory represents the first attempt to use eognitively-oriented assumptions as the basis for a general theory of work motivation

He defines motivation as the “force" impelling a person to perform a particular action,

as determined by the interaction of (a) the person's expectancy that his act will be followed by a particular outcome, and (b) the valence of that (first-level) outcome This valence, in turn, is a function of "the valences of all other (second-level) out- comes and (the first-level outcomes) instrumentality for the attain- ment of these other outcomes (p.17)." First-evel outcomes are the direct result of behavior (e.g., performing at a certain level, entering a certain work role), and they achieve their

valence through their instrusmentality for the securing of second-level outcomes (e.g., pay, pro- motion, recognition), which may have a valence in and of themselves or which may have valence because they lead to still other outcomes.

Following Yroom, a number of writers, most notably Graen (1969), Lawler (1971), LaMer and Porter (1967), and Porter and Lawler (1968), have developed their own expectancy theories Their major criticisms of Vroom's model stem from its lack

of explicitness in defining and dis-tinguishing between actions and outcomes, and between the different types of expectancies associated with each (Campbell, Dunnette, Lawler & Weick, 1970)

Lawler (1971) has developed an expectancy model of behavior which tries to account for these criticisms and the recent research that has been done on expectancy theory It makes a distinction between the expectancy that effort will lead to the successful performance of a behavioral action (Effort~ Performance, E~ P expectancy

or Expectancy I), and the expectancy that this action will produce outcomes (Performance ~ Outcome, P-> 0 expectancy or Expectancy II)

Overall, this expectancy model defines motivation as a function of the combination of the following variables: the perceived likelihood that effort toward a behavioral or task goal will lead to the successful ac-complishment of that goal (E-> P), the likelihood that the successful accomplishment of the behavior goal will result in the securing of out- comes or rewards (P. > 0), and the valence (V) of these outcomes Unlike most previous models this model also specifies what determines the type of E

> P and P > 0 beliefs that people have

Figure 6 : The expectancy model of motivation

CHAPTER III: RESEARCH MODEL AND HYPOTHESES

1 Research Model:

From theories and previous research results, I propose the relationship between independent constructs (Job control, cognitive damand and production responsibility, Supervisor – related commitment, Fairness perception of an organizational policy, Goal and process clarity) and dependent construct (On-the-job Behavior) in the following Hypothesized Research Model

Organizational Commitment

Organizational Justice

Figure 7 : Hypothesized Research Model

Job Characteristics

Job control, Cognitive

demand and Poduction

2 Hypotheses:

2.1 Job Characteristics (Job Demands and Decision Latitude; Supervisory Support):

a Definition:

Job characteristics refer to the demand for valid measures of job characteristics

is driven by continuing efforts in organizations to determine the features of jobs that induce employees to work harder and perform better One of the most widely used perspectives of how aspects of jobs affect employee Willingness to consistently perform better is the job characteristics model (JCM) developed by Hackman and Oldham (1980) This model predicts that if a job is well designed, it leads to higher levels of three critical Psychological states These are experienced meaningfulness of the work, such as results from the job that are meaningful within the employee’s system of values; experienced responsibility for the outcomes of the work, or belief that the employee has personal accountability for the outcomes; and knowledge of the results of the work activities, including judgments of others about the quality or quantity of the work performed (Hackman & Oldham, 1980) The JCM predicts that jobs that are well designed have live key characteristics:

• Skill variety, which is the extent to which a job requires the use of different skills and talents,

• Task identity, which describes the extent to which a job involves completing a whole identifiable outcome,

• Task significance, which is the degree to which a job has impact on the lives of people in an organization or society in general,

• Autonomy, which describes the extent to which a job provides the employee with discretion to choose how the work is done and to set the schedule for completing the work activities,

• Job feedback, which indicates the extent to which carrying out the work activities provides the employee with clear information about his or her performance

Jobs with these characteristics create higher levels of the critical Psychological states, which in turn leads to higher levels of internal work motivation (Hackman & Oldham, 1980) Research on the JCM has generally found that employees in jobs that etc may affect the relationship between job dimensions, the psychological states, and internal motivation (Spector, Jex, & Chen, 1995)

The JCM has provided the framework from which to view the effects that job characteristics have on employee outcomes such as satisfaction, organizational commitment, and intention to remain with an organization (Hochwarter, Zellars, et al.,1999) Other approaches to describing and assessing job characteristics have been developed that provide an expanded view of jobs including engineering and biological perspectives (Campion, 1988) Many studies have attempted to isolate particular aspects of jobs, such as control, interdependence, and complexity that may have significant effects on workers (Dean & Snell, 1991; Karasek, 1979) An increasing amount of attention has been paid to the role that contextual variables play in the perceptions that employees form about their jobs For example, perceptions of the extent to which employees believe they are empowered in their jobs and the extent to which employees believe the organization appreciates their efforts may affect the way that employees view I he identity, significance, variety, autonomy, and feedback in their jobs (Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Gagne Senecal, & Koestner, 1997; Spreitzer.1995)

Hypothesis 1: Job control, Cognitive Demand and Production Responsibility are positively related to On-the-Job Behavior

b Measures of construct of Job control, Cognitive Demand and Production responsibility:

This measure, developed by Jackson, Wall, Martin, and Davids (1993) assesses the extent of job control, cognitive demand, and production responsibility an employee experiences in a job The measure covers liming control, defined as the extent to which

a job gives an employee the freedom to determine the scheduling of his or her work behavior, and method control defined as the extent to which an employee has the freedom to choose how tocarry out tasks Cognitive demand is also assessed on two dimensions The first is monitoring demand, defined as the extent to which a job require.1 an employee to perform passive monitoring tasks The second is problem solving demand, defined as the extent to which a job involves active, cognitive processing to prevent or detect errors Production responsibility is defined as the extent

to which a job involves responsibility for avoiding lossoutput and damage to expensive equipment Coefficient alpha values ranged from 79 to 85 for timing control, 77 to 80 for method control, 73 to 75 for monitoring demand, 50 to 67 for problem solving demand, and 86 to 90 for production responsibility (Jackson et al 1993) In Wall, Jackson, Mullarkey, and Parker (1996), method and timing control were combined into a single subscale with a coefficient alpha of 86 In Jackson et al

{1993), test-retest reliabilities were r = 50 for liming controlr ~ 57 for method control, r = 51 for monitoring demand, r = 43 for problem-solving demand, and r -

.42 for production responsibility Responses are obtained on 5-point Likert-type

subscale where 1 = not at all, 2 = just a little, 3 - a moderate amount, 4 = quite a lot, and 5 = a great deal.

2.2 Organization Commitment (Supervisor – related commitment):

a Definition:

Employee commitment to an organization has been defined in a variety of ways included an attitude or an orientation that links the identity of the person to the organization, a process by which the goals of the organization and those of the individual become congruent, an involvement with a particular organization, the perceived rewards associated with continued participation in an organization, the costs associated with leaving, and normative pressures to act in a way that meets organizational goals (Meyer & Allen,1997) Mowday, Porter, and Steers (1982), who

did much of the original research about organizational commitment, characterized it as

a strong belief in and acceptance of the organization’s goals and values, a willingness

to exert considerable effort on behalf on the organization, and a strong desire to maintain membership in an organization The various definitions reflect three broad themes: commitment reflecting an affective orientation toward the organization, recognition of costs associated with leaving the organization and moral obligation to remain with an organization (Meyer & Allen, 1997)

An employee’s liking for an organization is termed affective commitment and includes identification with and involvement in the organization Employees with a strong affective commitment continue employment with the organization because they want to do so (Cohen, 1993) Continuance commitment refers to an awareness of the costs associated with leaving the organization Employees whose primary link to the organization is based on continuance commitment remain with their employer because they need to do so Finally, normative commitment reflects a feeling of obligation to continue employment Employees with a high level of normative commitment feel that they ought to remain with the organization (Meyer & Allen, 1997)

Others have argued that commitment reflects the psychological bond that ties the employee to the organization but that the nature of the bond can take three forms, labeled compliance, identification, and internationalization (O’Reilly & Chatman, 1986) Compliance occurs when attitudes and behaviors are adopted not because of shared beliefs but simply to gain specific rewards In this case, public and private attitudes may differ Identification occurs when an individual accepts influence to establish and maintain a relationship; that is, an individual may respect a group’s values without adopting them On the other hand, internationalization occurs when influence is accepted because the induced attitude and beliefs are congruent with one’s own value (Caldwell, Chatman & O’Reilly, 1990; Meyer & Allen, 1997; O’Reilly & Chatman, 1986; O’Reilly, Chatman & Caldwell, 1991)

Clearly, not all of these views are in agreement For example, some researchers have questioned whether compliance should be viewed as a component of commitment because it is distinct form other common definitions and can be viewed as the antithesis of commitment That is, compliance has been found to correlate positively with employee turnover (O’Reilly & Chatman, 1986), whereas commitment generally reduces turnover (Mowday et al., 1982) The studies I reviewed from the 1990s suggest there is a growing consensus that commitment is a multidimensional construct that certainly includes an effective dimension and many include components that reflect normative pressures as well as practical considerations such as the costs of leaving an organization and locating another job with similar pay and benefits

Hypothesis 2: Supervisor-related Commitment is positively related to On-the-Job Behavior

b Measures of construct of Supervisor-related commitment:

This measure, developed by Becker, Billings, Eveleth, and Gilbert (1996), describes employee commitment to a supervisor The measure has one dimension that describes identification with a supervisor and a second describing internalization of the same values as the supervisor The same items can be used to measure and compare

organizational identification, and internalization by substituting organization as the

referent target (Becker et al., 1996) Coefficient alpha was 85 for supervisor-related commitment based on identification Alpha was 89 for supervisor-related commitment based on internalization (Becker et al., 1996) Responses are obtained using a 5-point

Likert-type subscale where 1 = strongly disagree and 5 = strongly agree.

2.3 Organization Justice (Fairness Perception of an Organizational Policy):

a Definition:

Organizational justice research starts from the premise that employees focus on the fairness in organizational systems in determining their commitment, satisfaction, and intent to turn over One view is that employees determine their perception of

fairness in the workplace by comparing the equity of the ratio of their inputs to their outcomes in comparison to those of their co-workers This results in a judgment about distributive justice It is a summary judgment about the fairness of managerial decisions concerning the distribution of outcomes such as pay and promotions (Dailey

& Kirk, 1992) Another aspect of organizational fairness is procedural justice that focuses on how such decisions are made The process for making organizational decisions may be just as-important to the employees as their perception of outcome fairness These two types of justice have different effects on the perception of organizational fairness For example, Folger and Konovsky (1989) found that distributive justice has a much greater impact on pay satisfaction than procedural justice, whereas procedural justice tends to affect an employee’s organizational commitment and trust in his or her supervisor or boss (Dailey & Kirk, 1992) Generally, fair distributions - those in which input-output ratios are perceived to be equal to those of a comparison other - result in positive psychological and behavioral outcomes (Ball, Trevino, & Sims, 1994) For example, an employee who works 80 hours of overtime during the holiday season to complete a project on time and then receives no bonus and an unfavorable performance evaluation for that period is likely

to perceive the organization as unfair The perception of injustice would be particularly strong if the employee knew that another employee in the work unit was asked to but did not work the overtime and subsequently received a bonus and more favorable performance rating (Joy &Witt, 1992)

Procedural justice examines the impact of the process of decision making on the quality of exchange relationships Individuals may value just procedures because they provide a means of indirect control over a decision when direct control is not possible

Thus, even when a particular decision has adverse outcomes for an individual, just procedures assure the individual that, over time, he or she will receive what is due from the exchange relationship (Sapienza & Korsgaard, 1996) The basic premise of

justice theories is that fair treatment is central to people and a major determinant of their reactions to decisions In fact, people are affected by the perceived fairness of such procedures regardless of the perceived fairness of a decision itself (Folger & Konovsky, 1989; McFarlin & Sweeney, 1992)

Three principles may affect employee perceptions of procedural justice: (a) Procedures should increase employee inputs into the decision process or “voice,” (b) procedures should enhance the accuracy of information used in the decision process, and (c) procedures should discourage supervisor motivations to be biased in their decisions (Joy & Witt, 1992) In addition, three other factors in the organization-person relationship - standing, neutrality, and trust - may be determinants of perceptions of fairness, information about individuals’ standing may be conveyed by their interpersonal treatment during social interactions Rude treatment conveys a message that the group or authority regards the individual as being of low status Neutrality concerns the authority or institution’s tendency to create a neutral playing field on which all affected parties will benefit fairly from the application of fair decision processes Finally, trust is the individual’s belief that the authority or institution intends

to treat people in a fair and reasonable way (Taylor et al., 1995)

Hypothesis 3: Fairness perception of an organizational policy is positively related

to On-the-job behavior

b Measures of construct of Fairness perception of an organizational policy:This measure, developed by Grover (1991), is an example of a measure fairness directed to a specific policy area The policy area is organization policies that allow parents to take family-related leave immediately following the birth of a child The measure uses nine items to assess employee perceptions of fairness (two items), parental deservingness (three items), and institutional responsibility (four items).Coefficient alpha for fairness perceptions was 95 (Grover, 1991) Fac analysis of the nine items produced a single factor Responses are obtained using a 7-point Likert-