Xemtailieu-research-about-job-satisfaction-at-vingroup-vietnam

Business Research Methods Page 1 / 58 ABSTRACT Thispurpose of this research is way to find the factors influence to the Job This research project will use Business Research Methods to

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ADVISOR’S ASSESSMENT

………

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ACKNOWLEDGMENTS

In fact there is no success without attached to the assistance, however much help, either directly or indirectly by others During the period from the start of the study in the field so far, I have received a lot of attention and help from: Lecturer, company, friends and family

First, I would like to express deep gratitude to lecturer Dr BUI PHI

HUNG He won precious time to have the guidance of my thesis is completed

I sincerely thank joint training Program Masters of the Technology University Ho Chi Minh City with Open University Malaysia was imparting knowledges valuable to me during the course

And, I sincerely thank to Vingroup enterprise for permission the employees answer the questions in the survey and support too much information related to my research

Due to time and to limited knowledge in the process of conducting research unavoidable shortcomings occurred I hope to empathy and I will try

to improve, strive better in the future

Once again, I thank very much to all

Bui Minh Khoa (Student)

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CONTENTS

Mix organizational structure 6 Organizational structure based on products line 6 Matrix organizational structure 7

Hackman and Oldham's Job Characteristics 26

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10 Hypotheses 28

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FIGURE & TABLE

FIGURE

TABLE

Table 9 Cronbach’s Alpha of Satisfaction with My Supervisor 36

Table 11 Cronbach’s Alpha of Perceived Organizational Support 36

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Business Research Methods Page 1 / 58

ABSTRACT

Thispurpose of this research is way to find the factors influence to the Job

This research project will use Business Research Methods to determine Job

research also was conducted by quantitative method with source data is surveys that it issued by offline to 500 employees of Vingroup to collect the ideas and comments of employees about job satisfaction

Next, the result of these surveys shall be statistically analyzed by software SPSS version 22 (Copyright of IBM) Hypotheses used this research includes 5

construct: one dependent construct (Job Satisfaction) and four independent constructs

(Satisfaction with My Supervisor, Procedural Justice, Developmental Experiences, Perceived Organization Support)

I hope results of this research will help the CEO; Managers of Vingroup have some reference angle in human resource management to improve and increase our quality resource based on job satisfaction of employees as well as you should have perception clearly that job satisfaction of employees will impact to working effective, ability of competitiveness of the company on real estate Vietnam market

Key words in this research: Global Job Satisfaction, Satisfaction with My

Supervisor, Procedural Justice, Developmental Experiences, Perceived Organization Support and Vingroup

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For professional and sustainable development, Vingroup focuses on their strategic brand names: Vinhomes (A system of premium residential properties and services); Vincom (A system of high-end shopping malls) and Vinpearl (Tourism & Recreation) and expanding its high-quality Healthcare Services (Vinmec), Education (Vinschool), etc In every area, Vingroup always showcases its pioneering stature with international standard products and services As of the end of 2015, it owns and controls almost 30 large-scale real estate and tourism properties in prime locations across the country and

at the same time possesses the largest charter capital in Vietnam’s stock market of nearly USD 3 billion Vingroup is recognized as one of the most powerful, dynamic and sustainable private enterprises in Vietnam with high potential for international integration

Scope business:

-Real estate business.

- Rental office, housing, machinery, equipment and buildings.

- Hotel business.

-Entertainment services, entertainment.

- Beauty salon services.

- Catering, refreshments.

-Civil and industrial.

- Medical services.

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Development strategy and investment :

- 2013: Completion and commissioning large projects are Royal City,

- Intensive investment in human capital, strengthening the mirror,

especially senior personnel Actively expand cooperation with major partners have the capacity and experience.



- Expand and diversify the deployment plan effectively raise capital at

home and abroad to serve the project.

Vision, Missions and Core values

Vision Guided by its pioneering aspirations as well as a sustainable investment -

development strategy, Vingroup has been striving to become Vietnam’s and the regions’ leading multi-sector business group, which aims to become a group of international stature and standards Vingroup aspires to establish its Vietnamese brand, demonstrating Vietnamese intellectual prominence and pride in the international arena

Missions For society: To harmonize the company’s and society’s benefits; to make

active contributions to community-oriented activities, and to demonstrate citizens’ sense of responsibilities and national pride

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For employees: To develop a professional, dynamic, creative and humane

working environment, enabling high income and equal development

opportunities for all employees

For the market: To provide premium products and services of international

standards that are original, highly creative and embedded with local

identities In addition to its outstanding quality, each product - service

contains a cultural message with a view to best cater for customers’

legitimate needs

For shareholders and partners: To enhance the collaborative spirit for

mutual development; to strive to become “The Number One Companion”

of partners and shareholders; to generate attractive and sustainable

investment values for shareholders and partners

Core values :

Speed: To set the principle “Speed and efficiency in every activity”, to

practice “Quick decision - Quick investment - Quick execution - Quick sale

and Quick adaptation”

Quality: To pursue the goal of “Quality personnel, Quality

products/services, Quality life and Quality society”

Integrity: To take “Responsibility” as a foundation, to strictly observe the

law and maintain ethics, to be committed to a customer-centric policy

Creativity: To highly value creativity as vitality and development leverage,

to appreciate courage and determination, to advocate the building of a

“Learning business”

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Humanity: To develop relationships based on the spirit of humanity and

treating staff as the most treasured asset, to build “mildness” based on

fairness, honesty and solidarity

Credibility: To put a premium on “Trust” and protect “Trust” as protecting

its pride, always be well-prepared for execution and spare no effort for

honoring its commitments

Contact :

Legal name:

Headquarters: No.7, Bang Lang 1 St, Viet Hung Ward, Long Bien District, Hanoi Phone: +84 4 39749999 Fax: +84 4 39748888 Website: www.vingroup.net

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Organization structure and corporate culture

Mix organizational structure

Annual General Meeting

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Matrix organizational structure

Team leaders of Vingroup, the convergence of the elite face, crystallization of

talent and business leaders including president of the Board of Management (Mr

Pham Nhat Vuong - was U.S $ billionaires voted by Forbes magazine) During the

management process, team leaders have applied flexible leadership style, fit in the

circumstances, to achieve the maximum effect

Autocratic leadership style - Management by commands and the will of the

leaders, suppress the will and initiative of all members of the collective This

style of leadership occurs when the leader tells employees exactly what they

want the employee to do and how to do that without any advice or guidance

Democratic leadership style - Managed by the enlisting comments

subordinates, put them to participate in the initial bidding decisions This

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management style also creates favorable conditions for subordinates to be

promoted initiatives, participate in the planning and implementation of the plan,

and create an atmosphere in positive psychology manager With leadership style

liberal leaders will allow the employee is entitled to a decision, but the leader is

still responsible for the decision to be made

Entrusts leadership style - Be used when the employee has the ability to

analyze situations and determine what to do and how to do it Leader can’t take

all the work, they must set priorities in work and delegate certain tasks

People-oriented and function-oriented leadership styles- Increase management

efficiency for the company No rigid applications in a particular direction,

leaders know how to regulate between roles as boss and colleagues Therefore,

the staff felt easier in a comfortable working environment between superiors

and subordinates; Contribute to improving productivity and labor efficiency for

each individual

Corporate culture :

Corporate culture of Vingroup is harmonious combination of traditional

elegance with the modern youthful Vingroup build corporate culture based on the

pioneering aspirations, the pride of intellectual value, the field and the Vietnamese

traditional humanities Culture is not only taking care of the workers, but also

activities for the overall development of the community The company has set out the

core values which are: Sustainable development, customer-centric; Appreciate work

quality; Enhanced speed and efficiency at work; Respect for difference and innovation

capacity; Understanding the mission and served of duty only when qualified;

Collective solidarity, human behavior and respect loyalty; Rule of law and discipline

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Valuing social responsibility and community interests, actively participate in

social activities, charitable sustainable development criteria only at the most

prestigious firms Thien Tam Fund (“Kind Heart Foundation”) was founded by

Vincom Company, Mr Pham Nhat Vuong and Mrs Tong Thi Hanh; is the first social

fund of Vietnam towards business community with the goal of humanitarian and

charity Established since 2006, to date, the fund has spent ten billion VND per year

for the charity, caring for nearly 1,000 hero Vietnamese mother, built on 1,000

charitable housing, building schools school, support the poor, the disaster area Kind

Heart Foundation often supports poor patients, the elderly and children in difficult

circumstances

At Vingroup, the values are called the principle problem properties, the

company consistently respectful Every staff of the company is aware of this and

constantly strives to learn to exercise professional working style, respecting the core

values of the company It can be said that the main focus of the corporate culture of the

company

Research problem statement :

Vingroup is 100% Vietnamese enterprise but it has foreign capital ratio very high

proportion in its capital structure and Vingroup had issued bond successfully in foreign

markets as well as attractive to many resources are foreigners working at Vingroup

Currently, in the context of the real estate business at Vietnam is very tough and

working environment of Vietnamese real estate has too many changes but not yet have

any researches finding about job satisfaction of employees at these companies

Vingroup is aggressively developing and growing human resource, especially

in the selection of right people for the company However, recruiting right people is

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not enough and they are embarrassing to know how to keep talent employees, retain

talents, especially how to retain their key staff who plays a key role in the company

With the shortage of human capital as today, retention good people are becoming big

issue of Vingroup

CEO at Vingroup realized Job Satisfaction of employees is important factor for

Vingroup develop sustainably their human resource to help organization to operate

more efficient, produce quality of products and services, build brand awareness, customer trust and loyalty… But, some factors such as Satisfaction with Supervisor,

Procedural Justice, Developmental Experiences and Perceived Organization Support

are problems for human resource management at Vingroup

Research objectives :

This purpose of this research is way to find the factors influence to the Job

Satisfaction of employees working at Vingroup

My research will focus 3 main factors:

Satisfaction is of employees at Vingroup.

-Secondly: Design research model and test related factors to check

influence between factors to access strong / weak level of each factor in

influence progress.

-Thirdly: Discussing and proposing recommendation to improve the

effectiveness and forecast the human resources management at Vingroup

in the next time.

Research scope :

The scope of research is for the entire employees at Vingroup, includes:

General Director, Vice General Directors, Managers, Subordinate and employees

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working at Vingroup; It does not include: Chairman, Board of Directors, Shareholder,

Supervisory Board, and employees are under probation period or in maturity leave

The survey scope is within the territory of Vietnam, which includes 500 employees of

Vingroup

Contents of this research are only including factors influencing to Job

Satisfaction at Vingroup; It does not have intention of re-structuring, changing and

replacing the employees

This survey was conducted from 1 December 2016 to 25 December 2016

Significance of research :

This research will help CEO, Directors; Managers understand and are more

aware of the importance of Job Satisfaction That is the most important factor to show

the effectiveness of the policy, the organization operating concept in human matters

Besides significant management, it also improves employee loyalty to the

organization and further, employees will be loyal to the shareholders of the company,

contributed to the financial strength of the companies increasingly stronger in the

future

Limitation of research :

This research will have some limitation because it only focuses related contents

at Vingroup and also can be not generalized for real estate industry

The survey conducted in slightly short time Besides, the survey respondents are

more qualified and different perceptions about Job Satisfaction as well as the contents

of survey shall be more grammatical errors because of English - Vietnamese

translation progress, it may cause confusion for the reader when they answer

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CHAPTER II : LITERATURE REVIEW

Definition of Constructs

Job Satisfaction

It was developed by Quinn and Shepard (1974) and subsequently modified by

Pond and Geyer (1991) and Rice et al (1991) It includes 6 items

The concept of job satisfaction has been developed in many ways by many

different researchers and practitioners One of the most widely used definitions in

organizational research is that of Locke (1976), who defines job satisfaction as “a

pleasurable or positive emotional state resulting from the appraisal of one's job or job

experiences” Others have defined it as simply how content an individual is with his or

her job; whether he or she likes the job or not It is assessed at both the global level or

at the facet level

Job satisfaction can also be seen within the broader context of the range of

issues which affect an individual's experience of work, or their quality of working life

Job satisfaction can be understood in terms of its relationships with other key factors,

such as general well-being, stress at work, control at work, home-work interface, and

working conditions

Satisfaction with My Supervisor

It was developed by Scarpello and Vandenberg (1987), describes an employee’s satisfaction with his or her immediate supervisor It includes 4 items

Supervisor always affect the employees, subordinates The impact is reflected

in the treatment, support, reward, motivate, encourage and support Satisfaction with

their supervisor is increasing, the working efficiency of organizations increasing

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Developmental Experiences

It was developed by Wayne, Shore and Liden (1997), describes the formal and

informal developmental experiences a job affords employees It includes 4 items

Examples: on the Job Experience

Take on a challenging “stretch” assignment.



Some examples:



- Fill in for your supervisor or manager when they are on vacation

- Manage a project from start to finish

- Make a temporary lateral move to another part of the organization

- Help launch a new business, initiative, or program

- Help turn around a struggling project

- Develop a new product or service

- Teach a process or course to your team or others

- Run a team meeting or briefing session

Seek out critical feedback on how your performance might be improved, then implement a plan to improve your performance.

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Serve as a back-up contact when your supervisor is not available.

Take responsibility for writing or reporting on project deliverables

Review your project budget and make recommendations for:

- Cutting costs

- Financial strategies that can maximize quality and efficiency

Perceived Organizational Support

It was developed by Eisenberger et al (1986), describes employee perception

about extent to which organization is willing to reward greater efforts by the employee

because the organization values the employee’s contribution and his or her well being

It includes 8 items

Research on Perceived Organizational Support began with the observation that

managers' concern with their employees' commitment to the organization is positively

correlated with employees' focus on the organization's commitment to them For

employees, organizations serve as important sources of social emotional resources like

respect and care, as well as tangible benefits like wages and medical benefits

-Being regarded highly by the organization helps to meet employees' needs for approval, esteem and affiliation.



- Positive evaluation by the organization also provides an indication that

increased effort will be noted and rewarded.



-Employees, therefore, take an active interest in the regard with which they are held by their employer.

Perceived Organizational Support can also be used to offer an explanation for

organizational cynicism Organizational cynicism is related to job satisfaction; it is an

attitude toward an organization reflecting one's beliefs about his or her experience as

part of the organization Just as Perceived Organizational Support explains

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employees’ feelings of value, meaning, identity, etc., it explains employees' feelings of discouragement and distance from their organization Psychologist James Dean studied

employees and found that the biggest cause of cynicism was change that was perceived

to be out of the employee's control Eisenberger and Rhoades found that

changes made within the organization were less supported by employees when the

changes were perceived to be out of their control

Procedural Justice

It was developed by Mc Farlin and Sweeney (1992), describes employee

perception of Procedural Justice Procedural Justice is an assessment of the fairness of

the means or process used to determine employee rewards It includes 4 items

Procedural justice is the idea of fairness in the processes that resolve disputes

and allocate resources The idea of procedural justice can also be applied to non-legal

contexts in which some process is employed to resolve conflict or divide benefits or

burdens Other aspects of procedural justice can also be found in social psychology

and sociology issues and organizational psychology

Procedural justice concerns the fairness and the transparency of the processes

by which decisions are made and may be contrasted with distributive justice (fairness

in the distribution of rights or resources), and retributive justice (fairness in the

punishment of wrongs) Hearing all parties before a decision is made is one step which

would be considered appropriate to be taken in order that a process may then be

characterized as procedurally fair Some theories of procedural justice hold that fair

procedure leads to equitable outcomes, even if the requirements of distributive or

restorative justice are not met It has been suggested that this is the outcome of the

higher quality interpersonal interactions often found in the procedural justice process,

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which has shown to be stronger in affecting the perception of fairness during conflict resolution

Argument for the relationship among the constructs

X theory and Y theory

Contents

Theory X and Theory Y are theories of human motivation that were created and

developed by Douglas McGregor at the MIT Sloan School of Management in the

1960s These theories describe two contrasting models of workforce motivation that

have been used in human resource management, organizational behavior,

organizational communication and organizational development

X theory and Y theory have to do with the perceptions that managers hold of

their employees, which in turn influence their management style

X theory: According to this theory, X type individuals are considered to be

inherently lazy and not fond of their jobs As a result, an authoritative management

style is required to ensure that individuals fulfill their objectives Workers managed

this way need to be closely supervised and comprehensive systems of control need to

be developed A hierarchical structure is needed with narrow span of control at each

and every level According to this theory, employees will show little ambition without

an enticing incentive program and will avoid responsibility when they can According

to Dr Kumi Mark, if the organizational goals are to be met, X theory managers must

rely heavily on the threat of punishment to gain compliance of employees When

practiced, this theory can lead to mistrust, highly restrictive supervision and a punitive

atmosphere The X theory manager tends to believe that all actions can be traced back

and the individual responsible for them needs to be directly rewarded or reprimanded

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depending on the action's results This managerial style is more effective when used to

motivate a workforce that is not inherently motivated to perform It is usually

exercised in professions where promotion is infrequent, unlikely or even impossible

and where workers tend to perform repetitive tasks in their jobs One major flaw of

this management style is that it limits the potential of the employees under it and

discourages out of the box thinking

Y theory: In this theory, management assumes employees can be ambitious,

self-motivated and exercise self-control It is believed that employees enjoy their

mental and physical work duties According to them, work is as natural as play They

possess the ability for creative problem solving, but their talents are underused in most

organizations Y theory managers believe that given the proper conditions, employees

will learn to seek out and accept responsibility, exercise self-control and self-direction

in accomplishing objectives to which they are committed Y theory manager believes

that, given the right conditions, most people will want to do well at work They believe

that the satisfaction of doing a good job is a strong motivation Many people interpret

Y theory as a positive set of beliefs about workers A close reading of The Human Side

of Enterprise reveals that McGregor simply argues for managers to be open to a more

positive view of workers and the possibilities that this creates He thinks that Y theory

managers are more likely than X theory managers to develop a climate of trust with

employees required for employee development This would include managers

communicating openly with subordinates, minimizing the difference between

superior-subordinate relationships, creating a comfortable environment in which superior-subordinates

can develop and use their abilities This environment would include sharing of

decision making so that subordinates have a say in decisions that influence them

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X theory and Y theory combined: X and Y theory are not different ends of the

same continuum, but rather two different continua in themselves McGregor has

identified X theory and Y theory differently X theory assumptions are that individuals

dislike their careers X theory people have to be supervised Y theory assumptions are

that individuals like their careers and are willing to take part in responsibility Y theory

people don't need supervision and can be expected to be productive in their jobs

Previous research

Sahin, F (2012) “The mediating effect of leader-member exchange on the

relationship between X and Y theory management styles and effective commitment: A multilevel analysis” Journal of Management and Organization, 18 (2), 159–174

Self-argument

Personally, I think Theory X and Theory Y will have a strongly impact to

Procedural Justice, because it creates clear perception of justice in organizations

Next, it affects Job Satisfaction

Maslow’s theory

Contents

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham

Maslow in his 1943 paper “A Theory of Human Motivation" in Psychological

Review”

Maslow subsequently extended the idea to include his observations of humans'

innate curiosity His theories parallel many other theories of human developmental

psychology, some of which focus on describing the stages of growth in humans

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Maslow used the terms “physiological”, “safety”, “belongingness” and

“love”, “esteem”, “self-actualization” and “self-transcendence” to describe the

pattern that human motivations generally move through

Maslow studied what he called exemplary people such as Albert Einstein, Jane

Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or

neurotic people, writing that “the study of crippled, stunted, immature, and unhealthy

specimens can yield only a cripple psychology and a cripple philosophy” Maslow

studied the healthiest 1% of the college student population

Maslow's theory was fully expressed in his 1954 book Motivation and

Personality The hierarchy remains a very popular framework in sociology research,

management training and secondary and higher psychology instruction

Figure 1: Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom (Source: www.honolulu.hawaii.edu/intranet/committees/FacDevCom/guidebk/teachtip/maslow.htm)

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Tang, T L.; Ibrahim, A H.; West, W B (2002) “Effects of war-related stress

on the satisfaction of human needs: The United States and the Middle East”

International Journal of Management Theory and Practices 3 (1): 35-53

Cianci, R.; et al (2003) “Maslow's hierarchy of needs: Does it apply in a

collectivist culture” Journal of Applied Management and Entrepreneurship 8 (2):

143-161 Kenrick, D T.; Griskevicius, V.; Neuberg, S L.; Schaller, M (2010)

“Renovating the pyramid of needs: Contemporary extensions built upon ancient foundations”

Perspectives on Psychological Science 5 (3): 157-163

Self-argument

Personally, I think Maslow’s theory is affecting to Job Satisfaction, Satisfaction

with Supervisor, Procedural Justice, Developmental Experiences and Perceived Organization Support, because it deeply researched into the nature of human beings in

all aspects of psychology and physiology

Alderfer’s ERG theory

Contents

Clayton Paul Alderfer (born September 1, 1940 in Sellersville, Pennsylvania) is

an American psychologist who further developed Maslow's hierarchy of needs by

categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth)

The existence group is concerned with providing the basic material existence

requirements of humans They include the items that Maslow considered to be

physiological and safety needs The second group of needs is those of relatedness - the

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desire people have for maintaining important interpersonal relationships These social

and status desires require interaction with others if they are to be satisfied, and they

align with Maslow's social need and the external component of Maslow's esteem

classification Finally, Alderfer isolates growth needs: an intrinsic desire for personal

development These include the intrinsic component from Maslow's esteem category

and the characteristics included under self-actualization

Alderfer categorized the lower order needs (Physiological and Safety) into the

Existence category He fit Maslow's interpersonal love and esteems needs into the

Relatedness category The Growth category contained the actualization and

self-esteem needs Alderfer also proposed a regression theory to go along with the ERG

theory He said that when needs in a higher category are not met then individuals

redouble the efforts invested in a lower category need For example if

self-actualization or self-esteem is not met then individuals will invest more effort in the

relatedness category in the hopes of achieving the higher need

Figure 2: Alderfer’s ERG theory (Source: www.springerplus.com/content/2/1/246/figure/F2?highres=y)

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C.A Arnolds and C Boshoff (2002) “Compensation, esteem valence and job

performance: an empirical assessment of Alderfer's ERG theory” The International

Journal of Human Resource Management

Self-argument

Personally, I think Alderfer's ERG theory has greater scientific support than Maslow’s theory but both theories remind managers of the types of reinforces or rewards that can be used to motivate people

McClelland’s theory

Contents

Written by psychologist David McClelland, is a motivational model that

attempts to explain how the needs for achievement, power, and affiliation affect the

actions of people from a managerial context This model was developed in the 1960s

soon after Maslow's hierarchy of needs in the 1940s McClelland stated that we all

have these three types of motivation regardless of age, sex, race, or culture The type

of motivation that each individual is driven by is changed by life experiences and the

opinions of their culture

Figure 3: McClelland’s theory (Source: www.mindtools.com/pages/article/human-motivation-theory.htm)

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Harrell, Adrian M.; Stahl, Michael J (1981) “A behavioral decision theory

approach for measuring McClelland's trichotomy of needs” Journal of Applied

Psychology, Vol 66 (2), 242-247

Self-argument

Personally, I think McClelland’s theory has shown that when a manager needs

to work with others culture, he will need to adjust to see that the demand for Job

Satisfaction is quite different from one person to another

Herzberg’s two-factor theory

Contents

The two-factor theory (also known as Herzberg's motivation-hygiene theory and

dual-factor theory) states that there are certain factors in the workplace that cause job

satisfaction, while a separate set of factors cause dissatisfaction It was developed by

psychologist Frederick Herzberg, who theorized that job satisfaction and job

dissatisfaction act independently of each other

Two-factor theory fundamentals: Attitudes and their connection with industrial

mental health are related to Abraham Maslow's theory of motivation His findings have

had a considerable theoretical, as well as a practical, influence on attitudes toward

administration According to Herzberg, individuals are not content with the

satisfaction of lower-order needs at work; for example, those needs associated with

minimum salary levels or safe and pleasant working conditions Rather, individuals

look for the gratification of higher-level psychological needs having to do with

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achievement, recognition, responsibility, advancement, and the nature of the work

itself This appears to parallel Maslow's theory of a need hierarchy However,

Herzberg added a new dimension to this theory by proposing a two-factor model of

motivation, based on the notion that the presence of one set of job characteristics or

incentives leads to worker satisfaction at work, while another and separate set of job

characteristics leads to dissatisfaction at work Thus, satisfaction and dissatisfaction

are not on a continuum with one increasing as the other diminishes, but are

independent phenomena This theory suggests that to improve job attitudes and

productivity, administrators must recognize and attend to both sets of characteristics

and not assume that an increase in satisfaction leads to decrease in un-pleasurable

dissatisfaction

Figure 4: Herzberg’s two-factor theory (Source: www.strategicleadershipinstitute.net/news/start-with-herzberg-if-motivation-lacks-at-work/)

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Robert J House and Lawrence A Wigdor (2006) “Herzberg's dual-factor

theory of job satisfaction and motivation: A review of the evidence and a criticism”

Personnel Psychology, Vol 20 (4), 369-390

King, Nathan (1970) “Clarification and evaluation of the two-factor theory of

job satisfaction” Psychological Bulletin, Vol 74 (1), 18-31

Self-argument

Personally, I think Herzberg’s two-factor theory has shown that the factors that encourage good if addressed will create satisfaction from that motivate employees to

work very hard, harder But if not resolved, it creates good condition is not satisfied,

but not necessarily cause discontent Meanwhile factor for maintaining well if not

resolved will create resentment, if solved would create states not unhappy with the

situation but not satisfied

This theory enables administrators to know the factors that cause dissatisfaction

for employees and thereby seeks to eliminate these factors For example, employees

may be dissatisfied with their jobs because their salaries are too low, superior too strict

supervision; relationship with colleagues is not good Thus, managers must find ways

to improve wages, reduced monitoring and colleagues built the better However, when

the factors causing discontent removed, does not mean that employees will be

satisfied If you want to motivate employees, make them happy in their work, the user

needs to pay attention to factors such as achievement, recognition and assignment For

example, employees will feel satisfied with the work when they are given the right

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skills and their personalities, have the opportunity to learn, improve their skills and

career advancement

Hackman and Oldham's Job Characteristics

Contents

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

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