Factors affecting to the job satisfaction of staffs at vinasoy corporation

The results showed an improvement in assigning appropriate tasks, strengthen the support of their superiors, Pairness in skill- Based Pay, Goal and Process clarity to obtain satisfaction

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECTING TO THE JOB SATISFACTION OF

STAFFS AT VINASOY CORPORATION

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

Ho Chi Minh City, August 2015

Advisor’s assessment

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Advisor’s signature

ACKNOWLEDGEMENT

To complete this paper, I have to send my special thanks to Nguyen The Khai, DBA who has shown our class every step of how to do a research and run SPSS software Moreover, he had even personally gone through and give valuable advised on our paper to every individual in class

Without such detail instructions and advise, we are unable to complete this paper

of Business Research Methods

I would also like to thanks employees of Vinasoy, whom had help to complete the questionnaires which is essential for me to conduct further on the research Lastly, I would like to thanks my family for supporting me during my MBA program and also my classmate whom have shared their knowledge and time to learn together in order to complete all assignments especially this paper

Contents

Abtract 7

Chapter1: INTRODUCTION Introduction of Vynasoy 8

1.1 Introduction 8

Main product of Vinasoy 8

Milestones: 8

Outstanding Achievement Vinasoy: 9

1.2 Research Problem Statement 12

1.3 Purpose Of Research 12

1.4 Scope Of Study 13

1.5 Significance of Research 13

1.6 Limitation Of Research 13

Chapter 2 – LITERATURE REVIEW 15

2.1 Definition Of Con struct 15

2.1.1 Job Sactisfaction 15

2.1.2 Perceived Ability- Job fit 15

2.1.3 Supportive and non controlling suppervision 16

2.1.4 Pairness in skill- Based Pay 18

2.1.5 Goal and Process clarity 20

2.2 Conceptual research Model 24

2.3 Summary Of HyPotheses 24

Chapter 3 – RESEARCH METHODOLOGY 24

3.1 Data Collection 25

3.2 Measure of Earch Construct 25

3.2.1 Job Satisfaction 25

3.2.2 Perceived Ability- Job fit 26

3.2.3 Supportive and non controlling suppervision 27

3.2.4 Pairness in skill- Based Pay 28

3.2.5 Goal and Process clarity 29

3 3 Data Analysis 30

Chapter 4 – RESEARCH FINDINGS AND ANALYSIS 31

4.1 Data Analysi s 31

4.2 Reliability Satistics 31

4.3 Descriptive Statistics 33

4.4 Hypothesis Testing Result 34

Chapter 5 – DISCUSSION AND RECOMMENDATIONS 36

5.1 Discussion 36

5.2 Managerial Implication 37

5.3 Limitations And Recommendations For Fruture Research 37

Refeference 38

Appendix - Survey Questionnaire 40

LIST OF TABLE

Table 1: Measurement of Job Satisfactio 25

Table 2: Measurement of Perceived Ability- Job fit 26

Table 3: Measurement of Supportive and non controlling suppervisionSupportive supervision : 27

Table 4: Measurement of Pairness in skill- Based Pay 29

Table 5: Measurement of Goal and Process clarity 30

Table 6: Cronbach's Alpha- Internal consistency 31

Table 7: Cronbach's Alpha of Construct Job Satisfaction 32

Table 8: Cronbach's Alpha of Construct Perceived Ability- Job fit 32

Table 9: Cronbach's Alpha of Construct Supportive and non controlling suppervision 32

Table 10: Cronbach's Alpha of Construct Pairness in skill- Based Pay 33

Table 11: Cronbach's Alpha of Goal and Process clarity 33

Table 12: Descriptive Statistics 33

This study focuses on the staff of Vinasoy and just focus on the job satisfaction

of employees The results showed an improvement in assigning appropriate tasks, strengthen the support of their superiors, Pairness in skill- Based Pay, Goal and Process clarity to obtain satisfaction at work and commitment of staff working for the company

The results of this study have significant value for the Vinasoy‟s Human Resources Department to improve their policies to retain talents

Keywords: Job satisfaction, Perceived Ability- Job fit, Supportive and non controlling suppervision, Pairness in skill- Based Pay, Goal and Process clarity

VinaSoy Company is one of the members of the General Quang Ngai Sugar Joint Stock Company Scope of Activities of VinaSoy is specialized in manufacturing, supplying products of soy milk

Main product of Vinasoy

- Soymilk Fami (box paper & paper bag)

- Black sesame soy milk VinaSoy (box paper)

Milestones :

The event marked "exit" is on Christmas day 2001, Fami soya milk products are the United States Department of Agriculture selected as the exclusive soymilk provides "school milk program in Vietnam " The event is "a lifeline" to the factory continued to operate and open the way forward

I n 2003, dairy plants Changchun became the first Vietnam Enterprise specializing in soymilk and pioneering products to enter the market as Fami soya milk

And dated 05.16.2005, brand personality Vinasoy with "natural, innovative, dedicated" milk factory was born and officially changed Changchun Co Soy

Milk Vietnam - VinaSoy This is the first step on the road to becoming "a leader"

in Vietnam soya milk sector

In 2008, an event that marked the development of the production line poured VinaSoy TBA TBA 22 and 23 with a capacity of 20-24 thousand boxes / hour (capacity of the largest series of Tetra Pak) makes a breakthrough capacity and product quality

In 2012 Vinasoy now complete building systems brand portfolio and brand positioning The biggest achievement is Vinasoy achieve Fami soya milk brand has captured the feelings of consumers, and is currently leading the soy milk market paper box with nearly 80% market share of the output

Outstanding Achievement Vinasoy:

Since the transition to sustainable development phase to date, the Company soymilk Vietnam has gradually asserted -Vinasoy reputation through product quality standards and consumer trust Typical prizes and certificates of merit were awarded a row in the last 3 years as the golden imprint encouraging collective companies increasingly have to make further efforts to deserve the trust of consumers

• 2015

• TOP 10 BEST BUSINESS GOODWILL VIETNAM

• HIGH QUALITY VIETNAM GOODS BY CONSUMERS POLLS

• BK POSITIVE CONTRIBUTION TO THE DEVELOPMENT OF HUMAN RESOURCES VIETNAM

• 2014

• HIGH QUALITY VIETNAM GOODS BY CONSUMERS POLLS

• TOP 10 VIETNAM PRESTIGE BRANDS

• VIETNAM SERVICE PRODUCTS credit

• ETHICS GLOBAL ICONS

• TOP 20 "GOLDEN BRAND FOOD VIETNAM"

• 2013

• TOP 10 BRANDS ACHIEVE VinaSoy VIETNAM PRESTIGE 2013

• VinaSoy achieved title VIETNAM HIGH QUALITY PRODUCTS 2013

• Fami soya milk DAT HOT TOP 10 MARKS TIẾNG VIETNAM

• SOY MILK FOOD FAMI DAT SAFETY CERTIFICATION 2013

• SOY MILK FOOD VinaSoy DAT SAFETY CERTIFICATION 2013

• SOY MILK certified FAMI TOP 20 ASEAN KNOWN BRANDS OF 2013

• 2012

• Soy milk FAMI PRODUCTS ACHIEVE TOP 20 GOLDEN TIME INTEGRATION

• CERTIFICATES TOP 100 NCC RELIABILITY

• FOOD SAFETY CERTIFICATION VinaSoy

• FOOD SAFETY CERTIFICATION FAMI

• VinaSoy achieved title VIETNAM HIGH QUALITY PRODUCTS 2012

• SOY MILK FAMI DAT AWARD FOR SUSTAINABLE BRANDS 100

2012

• 2011

• Fami soya milk DAT HOT TOP 50 MARKS TIẾNG VIETNAM

• MERIT TOP 20 SP-DV credit VIETNAM IN 2011

• VinaSoy achieved title VIETNAM HIGH QUALITY PRODUCTS 2011 VISION

"Becoming and is recognized as a leading company in the nutritional products from soybeans in the market with business Vinasoy"

MISSION

"We are committed to continuous innovation and optimization of valuable nutrients from natural soy to bring the community the opportunity to use popular best quality products derived from soybeans Thus, not only us, but our partners and surrounding communities will have a more meaningful life, a better and more prosperous "

- Clean & ethics: honest behavior and ethical in all activities and transactions

- Innovation: always at the forefront of research and advanced scientific applications in soy processing technology in order to give birth to the strong brand and reputation

- Spiritual Vietnam: proud to be a Vietnamese brand, is inherited good value

"solidarity", "drinking water source memory" of Vietnam

1.2 Research Problem Statement

Human resources are a valuable asset of Vinasoy Therefore, developing and maintaining talent is very important for the organization because it is one of the factors that will have a major impact on the success of the business of the company

In recent years, state officials - the staff, especially the young staff, capable, resigned tends to increase That makes the company leadership very worried

With high employee turnover, the company not only lost skilled labor and their experience but also bear many costs of recruitment and training of staff

Although no formal basis but company executives also somewhat aware that there is dissatisfaction on the job for several groups of people who have stopped working therefore urgent issue now is to find out the level of satisfaction of the staff and workers are working in Vinasoy to know which employees have job satisfaction or not, these factors make employees satisfied That is the reason for choosing the theme: "Research on the job satisfaction of employees in Vinasoy"

1.3 Purpose Of Research

The purpose of this study was to examine the relationship between original Perceived Job Ability- fit, Supportive and non controlling suppervision, print Pairness skill- Based Pay, Goal and Process clarity related to the satisfaction of employees in companies Vinasoy

Hopefully with the findings of the study could provide experimental evidence in the aspect of factors affecting job satisfaction of employees in the company, which may provide some measures relating to raising the level of employee satisfaction at Vinasoy

With the results of research, management and HR department of Vinasoy can mean valuable to improve their policies to enhance job satisfaction of employees in the company

1.4 Scope Of Study

This study was conducted on all 350 employees of Vinasoy office blocks, including Sales & Marketing, Division of Administrative Management, Finance and Accounting and Technology Division produced Each employee is sent with a questionnaire to fill out

1.5 Significance of Research

This study was conducted to have an understanding of the factors that affect job satisfaction in the organization In order for the management of the company to have a clearer view on issues that affect the employees' retirement coa more capacity This study can also serve as a reference for other managers to improve the working environment and conditions for their parts

With these findings, the management of the company may revise policies and set out a strategy to retain their staff by creating an environment, policies and better working conditions

Research model as a basis, as well as references to related studies and other research

1.6 Limitation Of Research

This study has some limitations First, the focus of this study are employees of Vinasoy, so findings can not be generalized for employees of all enterprises operating in Vietnam

Second, the survey has been conducted in a short time A total of 350 questionnaires were distributed to the employees in five departments of the company, only 289 responses were returned of which 270 can be used The remaining 28 questions that most of the questions blank and can not be used for further study

Future studies should explore the relationship between job satisfaction and business performance of the company, which is a limitation of this study

Chapter 2 – LITERATURE REVIEW 2.1 Definition Of Con struct

2.1.1 Job Sactisfaction

Vroom (1964) defined that employee satisfaction is a state that employees have a clear mandate to work in the organization At the same time, gave the determining factor for satisfaction: salary, bonus, working conditions, job task identified

vangevich and Matteson (1999), satisfaction at work is the attitude of people about their work, it is the result of accepting the job and the most appropriate level between individuals and organizations

Frederick Herzberg (1959) shows two groups of factors relating to satisfaction Two elements of this theory is: The element maintained as working conditions, wages, mode the motivating factor: as the recognition, promotion

Weiss et al (1967), gave the criteria for measuring job satisfaction through Minnesota questionnaire (MSQ), in which the question of the ability to use their abilities, achievements, progress evaluation rights, corporate policy, co-workers, the supervision of their superiors

Studies by Smith, Kendal and Hulin (1969) has developed indicators job description (JDI) to assess the level of satisfaction the work of a staffed with 5 factors: job characteristics, superior , salaries, opportunities for training and advancement, and colleagues

2.1.2 Perceived Ability- Job fit

Definition

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)

Ability- Job fit and Job Satisfaction

The ability job-fit model demonstrates that work performance, personal satisfaction and outcomes are enhanced when the employee and work environment are in perfect synch Synchronization is a process that includes not just education and experience, but many dimensions of individual's abilities: ability to learn, mental hard-wiring, personality archetypes, leadership dynamics and physical abilities (Coppola, Carini, 2006)

The review of the ability-job fit literature by Edwards (1991) recognized job satisfaction, low job stress, motivation, performance, attendance and retention as outcomes that are positively affected by ability-job fit When ability-job fit is assessed as the match between what an employee wants and receives from performing job, it is linked to enhance job-satisfaction, integration, and organizational commitment, as well as reduced intentions to resign Additional benefits for task performance have been established when the meaning of ability-job fit is expanded to include the match between abilities and their job demands

Therefore, the hypotheses below can be proposed

H1: There is a positive relationship between Ability- Job fit and Job Satisfaction

2.1.3 Supportive and non controlling suppervision

Definition

A study done by Stahl and Koser (1978) indicated that R&D scientists‟ creativity was significantly related to their supervisors‟ supportive attitude

Supportive and non controlling suppervision and Job Satisfaction

A study done by Ceci and Iubatti (2011) searches answers to the question if personal relationships play a role in supporting innovative activities The results conclude that the coexistence of personal and professional relationships shape a unique context that changes the usual dynamics of innovation diffusion (Ceci and Iubatti, 2011)

Oldham and Cummings (1996) examined three characteristics of the organizational context-job complexity, supportive supervision, and controlling

supervision-to three indicators of employee‟s creative performance: patent disclosures written, contributions to an organization suggestion program, and supervisory ratings of creativity Results showed that employees were most creative

in their work when they had appropriate creativity relevant characteristics, worked

on complex, challenging jobs, and were supervised in a supportive and controlling organizational environment (Oldham and Cummings, 1996)

non-The organizational context in which an individual performs a task influences his

or her intrinsic motivation, which in turn affects creative achievement (Amabile, 1988) The existing literature fails to include the organizational component of trust

in leader as a part of the leader‟s supporting and non-controlling attitude which might increase the creativity of the employees in the work place Existing literature

in general supports that supervisory attitude that is supportive of the employees is expected to enhance creative achievement and on the other hand, supervisory attitude which is controlling is expected to diminish creative performance (Deci, Connell, Ryan, 1989)

For the purposes of our research we propose that non - controlling supervision creates a work climate based on trust which make the employees express themselves more confidently and creatively since they will know that their supervisors will show respect and concern for their feelings and opinions and let them express themselves more creatively

Supportive and non controlling suppervision and Job Satisfaction

When supervisors are supportive, they show concern for employees‟ feelings and needs; encourage them to voice their own concerns; provide positive, chiefly informational feedback; and facilitate employee skill development (Deci, Connel,

&Ryan, 1989) When supervisors are controlling, they closely monitor employee behavior; make decisions without employee employement; provide feedback in a controlling manner, and generally pressure employees to think, feel or behave in prescribed ways (Oldham and Cummings, 1996)

When the supervisor is behaving in a supportive attitude and does not show a

controlling behavior employees feel free to express themselves more innovatively Finding new ways of doing one‟s work, letting creativity into work life requires a supportive environment Non-controlling behavior and trust in one‟s supervisor are climatic components of open communication cultures (Demirel and Fikes, 2010; Butchoz, 1993) In such an environment employees feel free to express themselves

in different contexts Interest in work innovation or “finding new ways of doing one‟s job” is not an investigated area since its first introduction to the field (Price, 1972) Finding new ways of doing your job ends up in more satisfied employees and increased performance

This relationship can be the subject of a future study Also finding out the other necessary conditions in the business organization improving the creativity and initiative taking capabilities of the employees where especially necessary in sectors which seek after „innovation can be the subject of a future study In this study we observed that when the supervisors behaving in a supportive attitude and does not show a controlling attitude employees feel free to express themselves more innovatively

Therefore, the hypotheses below can be proposed

H2: There is a positive relationship between Supportive and non controlling suppervision and Job Satisfaction

2.1.4 Pairness in skill- Based Pay

Definition

Pay is an important job attribute (Jurgensen, 1978) and greater job satisfaction results, inter alia, from job rewards (Rusbult and Farrell, 1983; Anderson, Jerman and Constantin, 1979)

A skill based pay system (SBPS) can best be described as 'a system in which the capabilities of individuals are the primary focus and which cause them to be managed in a way that facilitates organizations developing organizational capabilities that provide competitive advantage' (Lawler III, p6, 1993) Simply put, employees are paid in accordance with the number of positions they are able to

fulfill in an organization

Pairness in skill- Based Pay and Job Satisfaction

The main reason for adopting a skill based approach is to create a competitive advantage (Lawler , 1993; Murray and Gerhart, 1998) even though the training costs and hourly wages are higher (Tosi and Tosi, 1986) Furthermore it would aid

in attracting new employees and retaining existing ones However, academics argue that, for the skill based system to work

effectively, certain organizational elements have to be met For instance, Lawler (1986) found that the system works best in a high involvement environment In addition, Gomez-Mejia and Balkin (1992) suggested that the following elements benefited the results of a SBPS: the organization is situated in a start up or growth phase, has a participative culture and offers other incentive programs complementing skill based pay

Murray and Gerhart (1998) suggest that a relevant theory to describe a SBPS is the expectancy theory Here, skill seeking and acquisition is motivated by rewarding an employee for skill or knowledge competencies In terms of the model

of Vroom (1964)7, the incremental pay increases are the reward outcome, the value of the increase is the valence, the exertion of skill competency is the effort outcome and the level of skill seeking behavior is the input effort (Murray and Gerhart, 1998) This is in accordance with Tosi and Tosi (1986) who state that workers in a skill based pay system have strong incentives to increase knowledge and skill since higher skill l Although a skill based pay system (SBPS) is in most cases beneficial for the firm, it is expected that employees will still prefer a job based pay system Not only is it hard to determine how 'competent' one is, the employee also has to invest in additional education/training in order to receive a decent salary The myopic loss aversion theory states that employees are generally risk averse and have a short evaluation horizon (Bernartzi and Thaler,1995; Bowman, Minehart and Rabin, 1999; Van der Sar, 2008) Uncertainty about the exact demands, additional investments in learning and the fear of falling behind are

all elements that make a SBPS more risk bearing Tosi and Tosi (1986) report that especially workers with low motivation, ability and tolerance for work ambiguity will be unsatisfied with a SBPS.evels are associated with both higher status and with pay

Employees will perceive a higher level of satisfaction and motivation from a job

based pay system than from a skill based pay system - Pairness in skill- Based

Pay make employees feel more satisfied

Therefore, the hypotheses below can be proposed

H3: There is a positive relationship between Pairness in skill- Based Pay and Job Satisfaction

2.1.5 Goal and Process clarity

Definition

In general terms, the process of setting goals helps you choose where you want

to go By knowing precisely what you want to achieve directionally, you know where you have to concentrate your efforts and hopefully you will also quickly spot the distractions that would otherwise lure you from your course

Goal a Organizational goal ambiguity has been defined as the “degree to which goals allow [for] interpretive leeway, or leeway in how one interprets, conceives, and applies the goals” (Chun and Rainey 2005a; Feldman 1989, 5-7) When goals allow for less interpretive leeway, they are more certain and clear (i.e., goal clarity); conversely, when goals allow for greater leeway, they are characterized as being more ambiguous (i.e., goal ambiguity) Although ambiguous goals provide certain advantages to organizations and organizational leaders (e.g., the ability to [re- ]cast issues or political demands in ways that advance or safeguard organizational interests), existing research tends to focus on the employee-related effects of goal ambiguity (see Radin 2006 for a discussion of the benefits of ambiguous goals;

To be able to even begin the journey of working towards a goal, we first need to ensure that we have complete clarity Goal clarity can be simply described as your ability to set a clear and specific objective that all affected parties understand and

can work towards achieving The important part of this definition is the word

“specific.” A very broad or general goal won‟t help drive you or anyone else to succeed If your goal is simply to “shape up,” that is not a well-defined goal It may be broadly accurate but is not helpful to describe what actually has to be done and to give others a clear guide as to what is expected

Goal and Process clarity and Job Sactisfaction

All goals need to be clear, concise and action-oriented and be expressed in such

a way that there can be little doubt about the specific outcome that is being sought Unfortunately, we are less likely to consistently set such specific goals People generally tend to stick to the safe and secure status quo and often fail to either get out of their comfort zone or convert loose language into meaningful action-centered words In others words, people can be lazy and express goals in vague and ambiguous ways and think that they have told people what they need

Clear goals signal what an organization values and expects from workers, while concomitantly specifying how employee action relates to individual rewards and the organization‟s broader mission (Stazyk et al 2011, 610; Wright 2004; Locke and Latham 1990, 2002; Milkovich and Wigdor 1991)

In fact, the clarity of an organization‟s goals and expectations can lend considerable credence to organizational systems, such as pay-for-performance, in the eyes of employees (Milkovich and Wigdor 1991) Not only do clear goals help set expectations for employees, but research also indicates goal clarity serves an important motivational purpose in organizations When organizations set goals that are specific, challenging but attainable, viewed as legitimate by employees, and supported by managers, employees demonstrate higher levels of motivation and performance (see e.g., Locke and Latham 1990, 2002; Wright 2004) In part, motivation and performance gains result from the overarching tendency and desire

of employees‟ to work toward organizational goals to begin with (e.g., because they find meaning in the organization‟s mission, because of a desire to master tasks, or for extrinsic reasons such as increased pay) (Locke and Latham 1990, 2002)

However, as described above, clear goals also bring a sense of purpose and direction to an employee‟s job (Stazyk et al 2011; Barnard 1938; Wright 2001, 2004; Wilson 1989) Unfortunately, when employees are subject to vague or inconsistent goals, they frequently find it more difficult to understand their individual roles within an organization, as well as how their work-related tasks connect to an organization‟s broader mission and objectives (Stazyk et al 2011; Rizzo, House, and Lirtzman 1970; House and Rizzo 1972; Chun and Rainey 2005a, 2005b; Pandey and Rainey 2006)

As a result, workers may struggle to link their actions to an organization‟s mission 9 When employees fail to understand an organization‟s mission and goals

or their own unique roles within the organization, several negative individual and organizational outcomes are likely to occur For instance, research indicates these employees exhibit higher levels of occupational stress and anxiety, job absence, and turnover, as well as lower levels of physical and emotional health and organizational commitment (see e.g., Rizzo et al 1970; House and Rizzo 1972; Stazyk et al 2011)

Most notably, goal ambiguity also translates into lower levels of employee job satisfaction (e.g., Chun and Rainey 2005a, 2005b; Wright 2001, 2004; Wright and Davis 2003) Employee job satisfaction has been defined as a “pleasurable or positive emotional state resulting from the appraisal of one‟s job…” (Locke 1976, 1300) Job satisfaction, itself, has direct (and indirect) bearing on important individual and organizational outcomes, including employee work motivation, turnover, productivity, and commitment (see e.g., Mobley et al 1979; Mobley, Homer, and Hollingsworth 1978; Locke 1976; Wright 2001, 2004; Wright and Davis 2003)

Mobley and colleagues (1979) argue, for example, job satisfaction is the single best predictor of employee turnover, which itself imposes considerable costs on organizations (see also, Moynihan and Pandey 2008; Llorens and Stazyk 2011) Turnover costs include direct losses in productivity as well as indirect declines due

to recruitment and training expenses and losses in institutional knowledge and memory (Mobley et al 1979; Staw 1980; Balfour and Neff 1993; Moynihan and Pandey 2008;

Llorens and Stazyk 2011) Because of its apparent influence on job satisfaction, work motivation, and individual and organizational productivity, public administration scholars argue research exploring the factors that lead to increased goal clarity (or, conversely, diminished goal ambiguity) and employee goal commitment are desperately needed in the field (see e.g., Wright 2001, 2004; Chun and Rainey 10 2005a, 2005b; Pandey and Rainey 2006; Stazyk and Goerdel 2011; Jung 2012) Wright (2001) maintains any effort to sort out the influence of goals on employee job satisfaction and work motivation necessitates a firmer understanding

of an employee‟s work context, job characteristics, and job attitudes These factors,

he believes, provide considerable insight into the overall structure and content of organizational goals, as well as the likelihood employees will demonstrate goal commitment A complete test of Wright‟s model is beyond the scope of this paper However, and consistent with other goal ambiguity research, Wright maintains goal conflict leads to greater goal ambiguity and, consequently, reductions in job satisfaction (and work motivation) Diversity management scholarship frequently acknowledges the fact that increased workforce diversity introduces conflict into organizations (e.g., Pitts 2005; Wise and Tschirhart 2000; Foldy 2004) Conflict may be interpersonal or may arise from miscommunication among organizational members However, as new and different perspectives are introduced into an organization, conflict is also likely to reflect legitimate disputes over the domains and content of organizational goals and action (e.g., Foldy 2004; Choi and Rainey 2010; Pitts 2005; Page 2007; Langbein and Stazyk 2011) Consequently, as organizations become more diverse, goal conflict and ambiguity are likely to increase as well 2 Consistent with past research, higher levels of goal ambiguity often translate into lower levels of employee job satisfaction, which has important implications for individual and organization performance and productivity

Therefore, the hypotheses below can be proposed