Phân tích sự thỏa mãn trong công việc của người lao động tại công ty cổ phần xây dựng và lắp đặt delta

khóa luận, luận văn, thạc sĩ, tiến sĩ, cao học, đề tài

ANALYSIS OF JOB SATISFACTION LEVEL AT DELTA CIVIL CONSTRUCTION AND INDUSTRIES PUBLIC COMPANY LIMITED

A RESEARCH PAPER PRESENTED TO THE FACULTY

OF THE GRADUATE SCHOOL SOUTHERN LUZON STATE UNIVERSITY, LUCBAN, QUEZON, PHILIPPINESIN

COLLABORATION WITH THAI NGUYEN UNIVERSITY, SOCIALIST REPUBLIC

OF VIETNAM

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE DOCTOR OF BUSINESS ADMINISTRATION

(DO THUY DUNG - LINDA)

AUGUST, 2013

ACKNOWLEDGMENTS

I would like to express our most sincere thanks to the Management Board of the Southern Luzon State University, Thai Nguyen University, the teacher, the teacher of the school has helped me facilitate the learning process throughout

I would like to express sincere gratitude and profound Professor Walberto A Macaraan, enthusiastic teacher who have dedicated guidance, encouragement, spend time and exchange orientation for me during this research

I would like to express my sincere thanks to the Delta Civil Construction and Industries Public Company Limited The company has helped me research material, through a questionnaire survey

I sincerely thank the Board of the University of Labor and Social affair (ULSA), colleagues in ULSA, classmates DBA1 facilitated enthusiastic help and share my experience to help complete the thesis

Finally, I would like to send the gift to the heart of my family has passed enthusiasm and encouragement to complete my thesis

TABLE OF CONTENT

ACKNOWLEDGMENTS iii

LIST OF TABLES vii

LIST OF FIGURES ix

CHAPTER 1 INTRODUCTION 1

1.1 Rationale 1

1.2 Background of the company 2

1.3 Statement of the Problem for the Research Study 2

1.4 Objectives of the Research Study 3

1.5 Conceptual Framework of the Research Study 3

1.6 Scope of the Research Study 5

1.7 Methodology for the Research Study 5

1.7.1 Primary data 5

1.7.2 Secondary data: 5

1.8 The Expected Contributions of the Research Study 5

1.9 Limitation of the Research Study 6

1.10 Organization of the Research Study 6

CHAPTER 2 LITERATURE REVIEW 7

2.1 Definitions of Job Satisfaction 7

2.2 Theories of Job Satisfaction 8

2.2.1 Locke’s Value Discrepancy Theory 8

2.2.2 Lawler’s Facet Theory 9

2.2.3 Work Adjustment Theory 11

2.3 Factors affect job satisfaction 13

2.3.1 The nature of jobs 14

2.3.2 Salary 14

2.3.3 Colleagues 15

2.3.4 Leadership 15

2.3.5 Training opportunities and getting promotion: 15

2.3.6 Working environments 16

2.4 Some research results of job satisfactions of labors 16

2.4.1 Andrew ‘S research(2002) 16

2.4.2 Tom’s research (2007) 17

2.4.3 Research of Tran Kim Dung and her corporators: 17

2.4.4 Research of Keith and John 18

2.5 Research model 18

CHAPTER 3: RESEARCH METHODS 21

3.1 Research design 21

3.1.1 Research methods 21

3.1.2 Research process 22

3.2 Official research 24

3.2.1 Designing by questions 24

3.2.2 Expression and coding scales 24

3.2.3 Evaluating measurement scales 27

3.2.4 Research design 29

CHAPTER 4: RESULTS OF RESEARCH 30

4.1 Collected data 30

4.2 Scale evaluation 32

4.1.1 Results of evaluation scale factors affecting job satisfaction in employees in Delta Civil Construction and Industries Public Company Limited 32

4.2.1 Scales to assess satisfaction 35

4.3 FACTORS ANALYSIS 36

4.3.1 Results of factors analysis 36

4.3.2 Naming and explaining factors 38

4.3.3 Interpretation of results 38

4.4 Adjustment model 39

4.4.1 Contents of adjusment 39

4.4.2 Hypothesis for adjustment model 39

4.5 Testing factors of model 40

4.5.1 Inspection of the correlation coefficient 40

4.5.2 Regression analysis 40

4.6 Testing hypothesis 43

4.7 Inspection of the difference in the lwvels of satisfaction according to individual charasteristics 45

4.7.1 Testing the impact of different levels of age toward job satisfaction of

employees in Delta Manufacturing and Engineering Joint Stock

Company 47

4.7.2 Testing differences in “ qualifications” toward job satisfaction of employees in Delta Manufacturing and Engineering Joint Stock Company 48

4.7.3 Table 4.21: Results of One-Way ANOVA compare levels of job satisfaction according to “ seniority” 48

4.7.4 Inspection of the different impacts of "departments" toward levels of job satisfaction of the employees in Delta Civil Construction and Industries Public Company Limited 49

4.8 Statistical results on levels of satisfaction levels of satisfaction in general and groups of factors 50

4.8.1 General satisfaction 50

4.8.2 Satisfaction in each group element 50

4.8.2.1 Levels of satisfaction factor according to group "colleagues" 50

CHAPTER 5: CONCLUSIONS 56

5.1 A summary of the study 56

5.2 Summary of research findings 57

5.3 Some solutions to increase levels of job satisfaction of working staff in delta civil construction and industries public company limited 58

5.3.1 Colleagues issues 61

5.3.2 Leadership issues 62

5.4 Limitations of the research and next research direction 64

5.4.1 Linitations of the research 64

5.4.2 Next research direction 64

BIBLIOGRAPY 66

LIST OF TABLES

Table 3.1: Mesurement scales and coding measurement scales 25

Table 3.2: Mesurement scales and coding measurement scales 26

Table 4.1: Gender structure 30

Table 4.2: Age structure 31

Table 4.3: Structure of qualifications 31

Table 4.4: Seniority structure 31

Table 4.5: Structure of departments 32

Table 4.6: Cronbach Alpha of scale “ nature of work” 32

Table 4.7: Cronbach Alpha of scale “salary” 33

Table 4.8: Cronbach Alpha of scales “ colleagues” 33

Table 4.9: Cronbach Alpha of scales “leaders” 34

Table 4.10: Cronbach Alpha of scales “training and promotion opportunities” 34 Table 4.11: Cronbach Alpha of scale “ working environment” 35

Table 4.12: Cronbach Alpha of scales “satisfaction” 35

Table 4.13: Results of step 2 of model 37

Table 4.14: Model summary of method Enter 41

Table 4.15: The regression results using the method Enter 41

Tabled 4.16: Results of using the method Enter after removing variables 42

Table 4.17: Results of Independent t-test Statistics according to groups of genders 46

Table 4.18: Results of Independent t-test compare levels of job satisfaction according to genders 46

Table 4.19: One-Way ANOVA Results compare levels of job satisfaction according to the age 47

Table 4.20: Results of One-Way ANOVA compare job satisfaction according to qualifications 48

Table 4.22: Results of One-Way ANOVA compare levels of job satisfaction according to departments 49

Table 4.23: Results Descriptive statistics overall satisfaction level 50Table 4.24: Results of research according to levels of satisfaction factor

according to group "colleagues" 51Table 4.25: Results Descriptive statistics of the satisfaction level of "3

colleagues” 51Table 4.26: Results Descriptive statistics of the satisfaction level of the

"colleagues 4" 52Table 4.27: Results of descriptive statistics of the satisfaction level of

"colleagues 1" 52Table 4.28: Results of statistics describing satisfaction of component “

leadership” 53

Table 4.29: Results Descriptive statistics of the satisfaction level of "2 colleagues." 54

LIST OF FIGURES

Figure 1.1 Research Framework for this research study 4

Figure 2.1 Lawler’s model of job satisfaction and its determinants 10

Figure 2.2 Work adjustment model 12

Graph 2.1 Research model 19

Graph 3.1 Research process 23

Graph 4.1 Adjustment model 39

CHAPTER 1 INTRODUCTION

1.1 Rationale

Specific employee attitude relating to job satisfaction is one of the major interests to the field of organizational behavior and the practice of human resource management Job satisfaction is one of the most researched areas in Industrial and Organizational (I/O) Psychology It estimated that over 3,000 articles have been written on the topic The subject has aroused so much interest because of three main reasons

First, it is cultural in the sense that as a nation that values individual freedom, personal growth, and opportunity For example, in certain European countries, like Germany, Sweden and Holland, there has been a long-standing concern for industrial democracy, in which the feelings of workers are of major importance However, in some other European countries and in other

parts of the world, interest in the quality of work life is emerged (De Wolff & Shimmin, 1976)

The second reason for interest in job satisfaction is functional Some research studies have shown that satisfaction is related to other important variables like absenteeism, turnover, and performance Though we do not know if job satisfaction has a causal relationship with these variables (for example, if high job satisfaction will cause a worker to be absent less often),

we do know that feelings of high job satisfaction are associated with certain levels of these variables Because the company wants less absenteeism, less turnover and better performance, then increasing job satisfaction might help

in meeting these objectives

Finally, there is a historical basis to job satisfaction research The studies began in the 1920s as research on the effects of work and illumination

on productivity, but the emphasis soon shifted to attitudes In the late 1950s and early 1960s, attention was given to designing jobs that were more satisfying, This early research was the nucleus for current work on changing the environment (design jobs) to improve work life

This is clearly visible that job satisfaction is an important consideration for manager as specific attitude of employees maybe related to critical behaviors such as absenteeism and turnover The theory and research on job satisfaction can be useful to managers by helping them understand employee attitudes about the workplace

1.2 Background of the company

Delta Civil Construction & Industries Public Company Limited (DCI) has been established since 1984 It is located at Rojana Industrial Park in Ayutthaya, Thailand The company provides architecture design and construction consultations and also serves as a main or sub contractor of many civil construction projects

1.3 Statement of the Problem for the Research Study

The researcher has aimed to study different factors behind job satisfaction and use Delta Civil Construction & Industries Public Company Limited (DCI) as a case study The company is facing a problem about high turnover of employee1 This has led to the management’s concern on labor productivity as it takes sometime for the company to train these workers to achieve their expected level of performance on the job The causes for labor turnover may result from many reasons both from employees themselves and the organization From organizational perspective, employee turnover can represent a significant cost in terms of lost recruiting, training, socialization investments, disruption and replacement costs, and a variety of indirect costs

1 From discussion with Ms Banyai Utungkas, Vice President of Industrial Relationships, and Ms Sasinunt Srisala, Personnel Section Manager, in 2000, there were total 2,615 employees, the employee turnover rate was as high as 5.3 percent per month, that was about 125 employees per month

From the theoretical view, factors behind this problem could be satisfaction of employees The researcher has been informed that no employee attitude survey has been done before by the Human Resource Management of the company Thus, this research study is designed to identify the factors behind job satisfaction Moreover, the researcher expects that having this information may allow human management to capitalize on ‘satisfiers’ when planning and updating recruitment and retention programs and thereby to

reduce unnecessary fiscal loss

1.4 Objectives of the Research Study

The major objective of the study is to find out different factors behind job satisfaction of employees in Delta Civil Construction & Industries Public Co., Ltd The following specific objectives will be considered:

♦ To study employees’ job satisfaction level in the company

♦ To study the different factors that affect to job satisfaction of employees in the company

♦ To give some useful recommendations to improve employee’s satisfaction in the company

1.5 Conceptual Framework of the Research Study

This research study will include four main parts:

The literature review will be undertaken formulate conceptual framework deriving from various the theories of job satisfaction and different factors and components that concern employee’s attitudes

The second part is devoted to the research methodology which includes research design, target population, instrument and scale construction, methods of observation and measurement, and methods of obtaining and analyzing data

By analyzing the data collected from the field, this part is the description

of the respondents, results of research study and discussion

The conclusion and recommendations will be given to human resource practitioners for future human resource management and development in the organization

The summary of this study’s Research Framework is presented in Figure 1.1

Figure 1.1 Research Framework for this research study

1 Literature Review

3 Data Collection

4 Analysis and discussion

5 Conclusion and Recommendations

2 Conceptual Framework

1.6 Scope of the Research Study

The study focuses on studying different factors that have impact on employee's job satisfaction level The main focus of the present study is managerial practice for Human Resource Management

The researcher highlights the significant effect of influences on overall job satisfaction and relationship between job satisfaction level and other variables Finally, implications of the findings are provided

1.7 Methodology for the Research Study

1.8 The Expected Contributions of the Research Study

This study is expected to contribute the following:

♦ Knowledge and understanding of the factors, which affect the employee's job satisfaction level of the company,

♦ An understanding of a priority of the significant factors which affect employee's job satisfaction level of the company, and

♦ Knowledge of employee's job satisfaction and result of the research study can be used in the continuous improvement process of management, especially in Human Resource Management, in order to reduce the employee turnover rate and other outputs, which may be caused from employee's satisfaction

1.9 Limitation of the Research Study

As we know every study has its own strength and weakness Also, this research study can not avoid its own limitation Since this study was conducted only at Delta Civil Construction & Industries Public Company Limited, therefore the findings could be good only for this place because different organizations have different policy, philosophy of thinking and management, including job nature and working environments Thus the future research could focus on a bigger scale of subjects and cover more companies, which have more a variety of product groups and whole industries, so that the finding of the study can be generalized and widely used in the management areas In addition, the comparative study between the government sector and private sector can add more interesting knowledge to the human resource management area

1.10 Organization of the Research Study

Chapter 1: Introduction

Chapter 2: Literature Review

Chapter 3: Research Methodology

Chapter 4: Finding and Data Analysis

Chapter 5: Conclusion and Recommendation

CHAPTER 2 LITERATURE REVIEW

Job satisfaction is one among many important attitudes that influence human behavior in the workplace It is closely related to organizational commitment Thus, job satisfaction is one of the major interests to the field of organizational behavior and the practice of human resource management

2.1 Definitions of Job Satisfaction

Job satisfaction is a set of favorable or unfavorable attitudes that employees hold about their work Early definitions (e.g., Blum & Naylor,

1968) emphasized job satisfaction as a general attitude resulting from specific attitudes in three areas: job factor, individual characteristics, and group relationships outside work

Later definitions emphasized the affective, or subjective, nature of these

feelings For example, Locke (1976) defines job satisfaction as a pleasurable emotional state resulting from the appraisal one makes of his or her job or job experiences Dawis and Lofquist (1984) defines job satisfaction as a feeling based on the worker’s estimate of the extent to which the work environment fulfills one’s needs

Though job satisfaction has been defined in various ways, the notion of

subjective feelings such as ‘liking and disliking’ (Hoppock, 1935) and

‘affective responses’ (Smith, Kendall, & Hulin., 1969) and the existence of

needs that have to be fulfilled (e.g., Dawis, 1991; Locke, 1976) run through most of these definitions Feelings identify satisfaction, and needs explain the process

According to Dawis (1991) and Dawis and Lofquist (1984), the definition of needs takes into account the individual’s requirement for particular reinforcers and the level of significance the individual assigns to

each reinforcer A need is a necessity; it is a lack of something that is useful, required, or desired (Webster’s New World Dictionary or American English, 1994) These needs, inclinations, or tendencies lead to motivation, because they are intrinsic to the different actions we take to secure specific outcomes These outcomes are important because they affect the organization’s productivity, turnover, and absenteeism Individual consequences, such as stress and mental health difficulties, affect not only individual employees but also the organization as a whole

2.2 Theories of Job Satisfaction

Several theories have been proposed to explain why people are satisfied with their jobs However, none of them have garnered a great deal of empirical confirmation, which suggests that job satisfaction is a complex phenomenon with many causal bases and that no one theory has been successful in incorporating all of them

2.2.1 Locke’s Value Discrepancy Theory

Edwin A Locke (1969, 1967) uses the discrepancy hypothesis in value discrepancy theory Locke’s basic proposition is that satisfaction with some

factors or aspects of the job is the result of a dual judgment First, a person

judges the job factor in terms of its importance This judgment reflects the

intensity of the value relating to the job factor Second, the person estimates

the discrepancy or difference between how much of the factor is desired and how much is reDCIved

Thus, satisfaction with a job factor will depend on the importance of the factors and there is no difference between what is desired of it and what is received Locke further proposes that a factor’s importance affects the intensity of the reaction to a discrepancy, and there is evidence that this is

correct That is, when a job factor is very important, a discrepancy matters more and leads to greater dissatisfaction than when the factor is not important (McFarlin & Rice, 1992)

There is some support for these discrepancy predictions First,

satisfaction is greater when discrepancies are smaller—or when you get what

you expect Second, negative discrepancies or getting less than desired, are associated with dissatisfaction on any job factor Third, a positive discrepancy

can lead to dissatisfaction on some job factors, such as having more contact with customers than desired (Rice, McFarlin, & Bennett,1989)

2.2.2 Lawler’s Facet Theory

Lawler (1971)’s facet satisfaction model is a combination of a process theory, an equity theory, and a theory that accounts for individual difference

in terms of subjective perception

Facet satisfaction theory accounts for individual differences by emphasizing personal perceptions and subjective beliefs As shown in Figure 2.1, a person’s job input includes factors such as skills, age, training, and abilities Perceived job demands influence the person’s feelings about what his or her outcomes should be, compared to the referent other’s inputs and outcomes This concept is taken directly from equity theory and emphasizes the importance of the way we perceive reality, not reality itself (Lawler, 1973; Milbourn, 1980)

The best summary of the model is provided by Lawler (1973, 1991) and Lawler and Rhode (1976, p.30): “Job satisfaction is best thought of as a reaction people have to what happens to them at work.” Each person has his

or her own mental map of behaviors to chooses from and outcomes that will satisfy the person’s needs Thus, organizations should provide employees

with rewards that are perceived as having value Some implications of this model include the following:

♦ People expect that input will be proportionate to output Accordingly, people with high levels of input should receive greater rewards (such as more money) than people with lower input, or they will be dissatisfied

♦ Most people believe that the more difficult the (perceived) job demands, the higher the perceived rewards If this relationship is not satisfactory, the employee will be dissatisfied

Figure 2.1 Lawler’s model of job satisfaction and its determinants

Perceived personal job inputs

Perceived inputs and outcomes of referent others

Perceived amount that should be received

Perceived outcomes of referent others

Actual outcomes reDCIved

A=BÆsatisfaction A>BÆdissatisfaction A<BÆguilt, inequity, discomfortable

a

Perceived Amount Received

b

2.2.3 Work Adjustment Theory

Dawis and Lofquist (1984) defined tenure as the amount of time an individual remains on the job The purpose of work adjustment theory is to predict the probability that the individual will adjust to his or her environment and the length of time the individual will stay at the job The primary factor affecting tenure is satisfaction; tenure is related to both the employee’s

satisfaction with the job (satisfaction) and the employer’s satisfaction with the employee’s quality of performance (satisfactoriness) The theory’s

assumption is that employee with substantial tenure are satisfied with their work environment and are satisfactory to the work environment This theory was developed as the result of extensive research conducted during the Work Adjustment Project at the University of Minnesota (1969) Katzell (1994) described it as an inductive approach, built on the accumulation of research information over the years Figure 2.2 illustrates, Dawis and Lofquist’s (1984)

is explanation of the theory

Figure 2.2 Work adjustment model

(Source: A psychological Theory of Work Adjustment (p 62), by R.V

Dawis and L H Lofquist, 1984)

Work adjustment theory states that “work adjustment can be predicted from the correspondence of the work personality and the work environment”

(Dawis & Lofquist, 1984, p.57) The correspondence between the individual’s abilities and the ability requirements for the job (illustrated by the top two

perform the job Abilities and

Individual Need

and Values

Reinforces Provided

Individual Work

boxes in the left half of Figure 2.2) leads to a degree of Satisfactoriness The degree of Satisfactoriness leads to one of four employer determined work outcomes: The individual is retained, transferred, promoted, or fired

From the individual’s perspective, the correspondence between the individual’s needs and values and the reinforcer patterns provided by the job (illustrated by the lower boxes in the left half of Figure 2.2) leads to a degree

of satisfaction The degree of satisfaction leads to one of two employees determines work outcomes: The person remains on the job or quits As illustrated by the model, both Satisfactoriness and satisfaction are necessary

for the individual to remain on the job Thus “tenure is the outcome of work adjustment” (Dawis & Lofquist, 1984, p 56) Any of the other

Satisfactoriness or satisfaction outcomes results in a new job for the individual and a new process of work adjustment

The theory has been used to predict employee turnover and adjustment to career and vocational counselling and has contributed to research on job satisfaction, person environment fit, and person-organization fit (Chatman, 1989; Katzell, 1994; O’Reilly, Chatman, & Caldwell, 1991)

2.3 Factors affect job satisfaction

Scale level of satisfaction with components of the most famous in the world is the job description Index (JDI) of Smith (1969) The value and reliability of the JDI was appreciated in both practical and theoretical (Price Mayer and Schoorman 1992 to 1997)

Smith (1967) for the 5 factors that affect job satisfaction include satisfaction with work, satisfaction with supervision, satisfaction with pay, satisfaction with advancement opportunities and agreed meet with colleagues

Based on the results of previous studies on job satisfaction and the actual situation in the company, this research selects the factors affecting job satisfaction in the following: the nature jobs, wages, colleagues, leadership, training opportunities and advancement, work environment These factors are identified will affect the level of job satisfaction of employees, the change of the elements in a good way or bad will increase or decrease the level of complacency in the work of workers

Factors affecting job satisfaction in the research including:

2.3.1 The nature of jobs

The nature of jobs includes factors, job characteristics which affect working results of labors In this research, these following factors of job will

be considered, including:

2.3.1.1 Jobs allow to make use of individual capacities

2.3.1.2 Jobs are very interesting

2.3.1.3 Jobs have a lot of challenges

2.3.1.4 It is clear to see results of work finishing

2.3.2 Salary

According to Stanton and Croddley (2000), the salary satisfaction relates

to working staffs’ feelings about the justice of salary payment

Salary satisfaction is measured based on criteria:

2.3.2.1 Labors are highly paid

2.3.2.2 Labors can completely live based on income from companies

2.3.2.3 Salary is commensurate with working results

2.3.2.4 Salary and income are fairly paid

2.3.3 Colleagues

Colleagues are feelings related to behaviors, relationships with colleagues in working in working places, corporation and helping each other

in working with colleagues Colleagues’ factors are considered, including:

2.3.3.1 Colleagues feel comfortable and pleasant

2.3.3.2 Corporation between labors and colleagues in working

2.3.4.1 Supervisors ask for ideas when issues relate to labor’s jobs

2.3.4.2 Supervisors’ supporting for labors

2.3.4.3 Leaders’ styles are polite and gracious

2.3.4.4 Working staff are treated equally, no discrimination

2.3.5 Training opportunities and getting promotion:

According to Stanton and Croddley (2000), training opportunities and getting promotion relate to working staff’s awareness about training opportunities, individual capacities development and promotion opportunities

in organizations Working staff are looking forward to seeing information about companies’ conditions, opportunities, promotion policies, training opportunities and necessary skills developments, career orientation for them Factors of training opportunities and getting promotion are considered, including:

2.3.5.1 Promotion opportunities for labors

2.3.5.2 Companies’ promotion opportunities are fair

2.3.5.3 Companies create many opportunities for labors to develop themselves

2.3.5.4 Labors are trained for working and working developments

2.3.6 Working environments

Working environments are issues related to working staffs’ feelings about hygienic safety in working places: work offices, working tables, meeting rooms, clinic rooms which insure sanitation ; machines, work- supported equipments whether insure safety or not; elements of light, temperature, noise… Factors of working environments are considered including:

2.3.6.1 Labors don’t experience high working pressure

Sanitation of working places are clean

2.3.6.2 Labors don’t have to worry about losing jobs

2.3.6.3 Companies well make sure safety conditions, labor protection

2.4 Some research results of job satisfactions of labors

The research defines factors which increase work satisfaction, including:

2.4.1.8 Relationship with the public

2.4.1.9.Learning opportunities to upgrade working level

The above researching results also show levels of job satisfaction of women is higher than man and levels of satisfaction based on ages have U – shaped curve, the working safety is the most important

2.4.2.Tom’s research (2007)

Tom’s research (2007) about job satisfaction in the United States shows some results as following:

According to the surveyed results of labors working in many fields, there

is 47.0 percent of labors who are very satisfied with their jobs Groups of labors with lack of skills, level of satisfaction is much lower ( only 33.6

percent of surveyed labors are satisfied with their jobs while the level of

satisfaction of group of labors with high skills is quite high, accounted 55.8 percent of surveyed people)

2.4.3 Research of Tran Kim Dung and her corporators:

Research of Tran Thi Kim Dung and her corporators were carried out by surveying about 500 full time working staff showed that the level of salary satisfaction has negative relation with the level of effort of working staff This

paradox is explained because of lack of knowledge and skills of businesses about salary market system Businesses don’t know how to design scale of salary tables effectively Salary payment and bonus money are heavily emotional, arbitrary without clear policy Those factors result in dissatisfaction of people with much efforts for organizations about current salary policy

2.4.4 Research of Keith and John

Research of Keith and John (2002) about job satisfaction of people with high working skills; roles of gender, managers and comparison with income shows results as following:

2.4.4.1 The key factor affects job satisfaction of people with high working skills: earning money, material conditions, health and other benefits

2.4.4.2 Women’s level of job satisfaction is higher than men

2.4.4.3 There is an increase in levels of satisfaction with managers

2.4.4.4 Income plays an important role in job satisfaction

Comparing results of research:

Researching results about levels of job satisfaction of labors show levels

of job satisfaction of labors in each country are different However, levels of satisfaction connect with some factors which relate to their working Factors affect job satisfaction of labors in this research including: nature of work, salary, colleagues, leaders, training and promotion opportunities, working experiences Results of research show that these factors is better, levels of job satisfaction of labors are higher

2.5 Research model

Research model is built based on theory basic of job satisfaction Research results of some authors in and out of country define factors affecting

job satisfaction of labors according to individual characteristics

Individual characteristics are considered including: age, gender, learning status, number of working year, departments

Research model and hypothesis are presented in graph 2.1:

Graph 2.1: Research model

Nature of work

Salary

Colleagues

Levels of job satisfaction

Leaders

Training and promotion opportunities

Working environment

HYPOTHESIS FOR RESEARCH MODEL

Hypothesis for research model are built based on evaluating factors affecting job satisfaction of labors in companies In the model of this research, there are six elements affecting job satisfaction of labors in companies including: nature of work, salary, colleagues, leaders, training and promotion opportunities, working environment

Hypothesis for research models are supposed as following:

H1: Whether nature of work is well evaluated or not correlate the same direction with levels of job satisfaction of labors

H2: Whether salary policy is well evaluated or not correlate the same direction with job satisfaction of labors

H3: Whether colleagues relationship is well evaluated or not correlate the same direction with levels of job satisfaction of labors

H4: Whether relationship with leaders is well evaluated or not correlate the same direction with levels of job satisfaction of labors

H5: Whether training and promotion opporturnities are well evaluated

or not correlate the same direction with levels of job satisfaction of labors H6: Whether working environment is well evaluated or not correlate the same direction with levels of job satisfaction of labors

Summary :

Chapter 2 brings some definitions about levels of job satisfaction and factors affecting levels of job satisfaction and defines six factors affecting job satisfaction of labors in companies including: nature of work, salary, colleagues, leaders, training and promotion opportunities and working environment This chapter presents resuts of some previous research in and out of country; builds research model and give hypothesis of research model There are six hypothesis correlating with six factors affecting job satisfaction

of labors in companies

CHAPTER 3: RESEARCH METHODS

This chapter will present research methods which are carried out to build and evaluate scale of measuring research concepts and check previous theory sample, including:

Collecting-needed information: How do interviewees understand labors’ requirements toward companies? According to labors, which factors affect job satisfaction?

Interviewees: 5 workers of the company

Initial results are basics for desiging question tables for official research Maybe ,“ working staff’s responsibility” and “beneficial policy” variable will

be added

Issued-before - question table will be considered by specialists’ ideas and tribally collected so as to check the way of presentation and presentation language

3.1.1.2 Quantitative research:

This is the official research which is carried out throughout interviewing technology toward the whole of labors ( direct or indirect) who are working for Delta Civil Construction and Industries Public Company Limited throughout detailed question table The overal of this quantitative research has

N = 198 Collected data are processed by

SPSS software, version16.0 After coding and cleaning, data will go through these following steps:

+ Evaluating level of reliability and value of these scales The level of reliability of mesuarement scale is evaluated throughout coefficient Cronbach’s Alpha, thereby unsuitable variables will be removed if Corrected Item-Total Correlation is smaller than 0.3 and measurement scale will be accepted when coefficient Cronbach’s Alpha meets the requirement ( larger than 0.6 )

+ Next, factor analysis will be used to test convergence of partial variables about conceptions Variables with single coefficient between variable and factors (factor loading) is smaller than 0.5 will be removed The quoting methods

“Principal Axis Factoring” is used combining with rotation method “Varimax” Quoting stop is when factors have “Initial Eigenvalues” > 1

+ Testing theory model

+ Multivariables regression and testing with 5% significance level

Level of job satisfaction = B0 + B1 * work + B2* salary + B3

* colleagues + B4 *leaders + B5* training and promotion opportunities + B6* working environment

3.1.2 Research process

Research process is carried out step by step as following: firstly, defining researching aims, after that giving research model, giving simple measurement scales, carrying out qualitative research by deep interviewing

technology (n=5), from that providing model nd correction scale, the next step is carrying out quantitative research ( selecting samples, surveying by question table with N=198) The next step is collected data processing in order to test scales and data analysis based on results Crobach’s Alpha, element anaylysis, multivariable regression analysis…The last step is discussing results and providing solutions

Graph 3.1: Research process

Conclusion

3.2 Official research

3.2.1 Designing by questions

All observing variables in parts also use measurement scales Likert 5 levels with the first choice means “totally disagree with the statement” and the the fifth choice means “ totally agree with the statement” The contents of observing variables in parts are adjusted so as to fit with characteristics in Delta Civil Construction and Industries Public Company Limited

3.2.2 Expression and coding scales

As presented in the chapter 3, researching model has six factors affecting job satisfaction of labors in Delta Civil Construction and Industries Public Company Limited

In comparision with the initial measurement scale, there is adjustment, using measurement scale Likert 5 levels compared with the original measurement scale is Likert 7 levels and removing the component “ benefit” After the question table is fulfilled , surveying will be conducted Question table will be printed in paper, delivered for all of labors who are working in the company at the time of surveying Leaders of departments, parts, manufacturing monitors will be guided ways to answer in order to spread for employees in their department

Table 3.1: Mesurement scales and coding measurement scales

Word

Salary

Colleagues

Leaders

Traning and promotion opportunities

Working environment

Table 3.2: Mesurement scales and coding measurement scales

Word

Salary

Colleagues

Leaders

1 Supervisors ask for ideas when having your work- related problems v_13

Traning and promotion opportunities

3 Your company create many opportunities to develop yourself v_19

Working environment

4 Your company make sure safety conditions and labors protection v_24

Satisfaction

3.2.3 Evaluating measurement scales

A measurement scale is highly evaluated when it measures the right thing which needs to mesure In other words, that measurement lacks two kinds of discrepancy: systematical and random discrepancy The necessary condition for

a measurement scale to receive a value is its reliability that means the same results repeatedly

The discrepancy of measurement scale is evaluated by the internal

connsistentcy method throughtout coefficient Cronbach Alpha and item-total correclation

Coefficient Cronbach Alpha :

Many researchers agree that Cronbach Alpha is from 0,8 to 1, measurement scales are good, from 0,7 to 0,8, they are acceptable Some researchers suppose that Cronbach Alpha is above 0.6 , they can be used in cases researching concepts are new or new toward answerers in the researching background (Hoang Trong-Chu Nguyen Mong Ngoc, 2005) Thus, Cronbach Alpha which is above 0,6 is acceptable

Item-total correclation

Item- total correclation is the correclation of a variable with the average of other variables in the same measurement scale Thus, this correclation is higher, correclation of this variable with other variables in the group is higher According to Nunnally & Burnstein (1994), variables which have item-total correclation is smaller than 0,3 will be considered waste variables and will be removed from measurement scales

Convergent validity and discriminant validity of measurement scales are evaluated throughout Exploratory Factor Anlysis( EFA)

Determining the number of factors

The number of factors is determined based on the Eigenvalue index, this index represents the variance explained by each factor According to the Kaiser criteria, the index Eigenvalue factor which is smaller than 1 will be excluded from the model (Garson, 2003)

Variance explained criteria: the total of variance explained should be greater than 50%

The convergence value

In order for the mesurement scale to receive convergence value , the correlation coefficient between the variables and the factor loading must be greater than or equal to 0.5 in a factor (Jun & CTG, 2002)

The discriminant validity

To achieve the discriminant validity, differences among loading factor must be greater than or equal to 0.3 (Jabnoun & CTG, 2003)

Extraction method using scale factors: purpose test in order to adjust the scale to cater for the regression model should next factor extraction method Principal Axis Factoring with Varimax rotation will be used for EFA analysis

in the study because this method will help test the phenomenon of multicollinearity between the elements of the model (if available)

After the scale of the factors tested, the next step will be conducted is carryed out the linear regression and tested with 5% significance level according to the model:

Y = B0 + B1*X1 + B2*X2 + B3*X3 + … + Bi*Xi Among :

Y: levels of job satisfaction of labors in Delta Civil Construction and Industries Public Company Limited

Xi: factors affecting job satisfaction in the company B0: constant

Bi: regression coefficient (i > 0)

Results of this model will help us to define the level of influence of

factors affecting job satisfaction of labors in Delta Civil Construction and

Industries Public Company Limited

This chapter presents the following issues in detail:

Study design: presenting research methods (qualitative research, quantitative research, multivariate regression) , building researching process Official Research: Design questionnaire (using 5-level Likert scale), expression and coding questionnaires to support for data processing, the methods of assessing scales