Research about job satisfaction at XP power company corporate

Research about job satisfaction at XP power company corporate Research about job satisfaction at XP power company corporate Research about job satisfaction at XP power company corporate luận văn tốt nghiệp,luận văn thạc sĩ, luận văn cao học, luận văn đại học, luận án tiến sĩ, đồ án tốt nghiệp luận văn tốt nghiệp,luận văn thạc sĩ, luận văn cao học, luận văn đại học, luận án tiến sĩ, đồ án tốt nghiệp

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Student: Tran Phat Duoc (ID: CGS00019381)

RESEARCH ABOUT JOB SATISFACTION

AT XP POWER COMPANY CORPORATE

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

MASTER OF BUSINESS ADMINISTRATION

INTERNATIONAL PROGRAM



RESEARCH PROJECT (BMBR5103)

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………

………

Advisor’s signature

NGUYEN THE KHAI (DBA)

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Suggestions have been received from many of my lecturer and classmate during research progress

I am using this opportunity to express my gratitude to everyone who supported me throughout the developing and improving my research I am thankful for their aspiring guidance, invaluably constructive criticism and friendly advice during the project work

Especially, I would like to express my high appreciation to lecturer NGUYEN THE KHAI (DBA) for you enthusiastic guidance and full support as well as encouragement throughout the course of my research

And, I also specially thank to my members of family, friends and colleagues always mobilize me to finish this research

Once again, I thank very much to all

Tran Phat Duoc Student

ACKNOWLEDGMENTS

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Organizational structure based on products line 7

Procedural Fairness Standards in Pay 20

Argument for the relationship among the constructs 21

Maslow’s needs hierarchy theory 21 McClelland Human Motivation Theory 24

Herzberg's motivation-hygiene theory 31

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FIGURE

Figure 1 Figure 2 Figure 3 Figure 4 Figure 5

TABLE

Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9 Table 10 Table 11 Table 12 Table 13 Table 14 Table 15 Table 16 Table 17 Table 18 Table 19 Table 20 Table 21 Table 22

McClelland Human Motivation Theory 25

Herzberg's motivation-hygiene theory 33

Distributive and Procedural Justice 38 Fairness Perceptions of an Organizational policy 40

Procedural Fairness Standards in Pay 43 Time table for data collection progress 44 Cronbach’s Alpha - Internal Consistency 45 Cronbach’s Alpha of Job Satisfaction 45 Cronbach’s Alpha of Distributive and Procedural Justice 46

Cronbach’s Alpha of Fairness Perceptions of an Organizational Policy 46 Cronbach’s Alpha of Work Value Inventory 46 Cronbach’s Alpha of Procedural Fairness Standards in Pay 47

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ABSTRACT

he job satisfaction is important to organizational success because

it plays a very large role in determining whether a member will stay with the organization and zealously work towards organizational goals Because of satisfaction in job, so employee will be strong belief in and acceptance of the organization’s goal and value and also strong desire

to be a membership or part of organization

The research project is based on the investigation and evaluation of the effect of job satisfaction on the employee’s work performance

The purpose of this research is way to find the factors influence to the Job Satisfaction of employees working at XP POWER CORPORATE and will use Business Research Methods to determine Job Satisfaction and what other main

factors that it influence job satisfaction And this research also was conducted by quantitative method with source data is surveys that it issued by offline to 450 employees of XP POWER VIET NAM COMPANY LIMITED to collect the ideas and comments of employees about job satisfaction

The result of these surveys shall be statistically analyzed by software SPSS version

20 (copyright of IBM) Hypotheses used this research includes five constructs: one

dependent construct (Job Satisfaction) and four independent constructs (Distributive and Procedural Justice, Fairness Perceptions of an Organizational Policy, Work Values Inventory, Procedural Fairness Standards in Pay)

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As mentioned above, the job satisfaction is very important for organization, so I hopefully results of this research will help managers of XP POWER CORPORATE have some reference angle in human resource management And it also helps managers of XP POWER to know clearly about job satisfaction of employees that impacts to working effective, ability of competitiveness of the company on electronics market

Key words in this research: Overall Job Satisfaction, Distributive and Procedural Justice, Fairness Perceptions of an Organizational Policy, Work Values Inventory, Procedural Fairness Standards in Pay and XP POWER CORPORATE

PART ONE: INTRODUCTION

About XP POWER CORPERATE

History

James Peters has over 30 year experiences in the electrical industry and training providers with Marconi Space and Defence Systems, before joining Coutant Lambda, one of the largest power supply company in the UK, is a skill internal sales engineers He joined the Powerline soon after founded in 1980 and has been involved in all aspects of the business In November 1988, XP Power was founded

by James Peters and its activities is a leading international provider of solutions for power control needed Power directly from the grid is not suitable for devices that it provides XP productivity design and manufacture of power converters -

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components that convert electrical energy into forms appropriate to the needs of individual customers of us, allow their electronic devices to operate XP Power is committed to being a leading provider of energy solutions, including Xen current - energy supply direct current (AC-DC) and DC-DC converters

XP Power (UK) is a multinational corporation specializing in manufacturing electronic components - power and energy solutions XP Power is specialized in designing and manufacturing power conversion equipment, components can be converted into the right power for the needs of each individual customer, enabling their electrical equipment to function properly XP Power is also a leader in ensuring safe and sustainable environment through the development of the "green"

So the utility's objectives XP:

The period 2011 - 2013: Introduction and bring products to market It is the use of

technology panels Solar (born Power) and use a special type of material (turn sunlight into electricity) to the market Here are the leading market share (42% in the market)

The period 2014 - 2015: Market leader in the efficient use of solar cells and ensure

the longevity of the battery Because the plate including photovoltaic cells with high efficiency, capacity from 20 - 175Wp and have an average lifespan of 30 years Accompanying the panels are charging control, battery charging function, while protecting the battery against overload and discharge too long, increasing the battery life and improve the use of solar cells This system also has the power transformer to convert 12V DC from the battery into AC (110V, 220V), with a capacity of 0.3-10kVA The solar panels are usually erected on the roof truss or on the terrace When the sun shines on this pin truss, light is converted into electrical energy, producing an electric current 1 (DC)

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The period 2015 - 2016: Continued marketing strategy, target market customers

are consumers have different needs for products, improve efficiency enhanced by retailers because the market system schools appear more competitive products

Development strategy and investment

2014 was a year of significant progress on many fronts despite economically challenging conditions for the industrial electronics markets Against this backdrop,

we have again achieved underlying growth in revenues and earnings and taken share from the competition In addition, we have strengthened the Board, and enhanced our competitive position by producing the first complete power converters in our Vietnam facility and implementing a new Customer

Relationship Management system across the Group

 Proven strategy of developing and manufacturing our own range of market leading products produced another year of strong progress

 First complete power converters manufactured at the Vietnam facility

 Order intake increased to £105.1 million setting a new record for the Group,

an increase of 6% in constant currency

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 XP Power’s own-design revenues increased to a record £67.2 million, an increase of 11% in constant currency and representing a record 66% of revenue

 Sales of high efficiency products increased by 36% to £18.6 million representing 18% of revenues

 Strong earnings and continued strong cash flows resulted in a net cash position of £1.3 million at year-end

 Total dividend for the year increased by 11% to 61 pence per share (2013:

55 pence per share) (2013: net debt of £3.5 million)

 Further product releases including “green” products

 Search for suitable bolt on acquisitions to expand our product portfolio

 Further “green” product releases are planned for 2015 which should continue to drive further revenue growth

 Continue to grow our share of customers’ business where we are preferred

or approved suppliers

Vision, Missions and Core values

Vision To inspire our people to be the Experts in Power delivering genuine value to

our customers

Missions

- Seeking the market to diversify products

- Raising labor productivity in order to gain high quality

- Low price

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- Expects to double production within the next two years by giving more advanced machines than in manufacturing

Core values

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

practice “rapid execution, response, and delivery of results”

Quality: Quality and reliability are paramount to our customers

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

law and maintain ethics We comply with all applicable laws, regulations and company policies – in our words and deeds

Client Focus: our people had worked closely on site with the customer

regarding the requirements

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

treating staff as the most treasured asset

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Organization structure and corporate culture

Organizational structure based on products line

Leadership style

Healthcare

Industrial

Technology

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Leadership style is the manner and approach of providing direction, implementing plans, and motivating people As seen by the employees, it includes the total pattern

of explicit and implicit actions performed by their leader (Newstrom, Davis, 1993) Team leaders of XP POWER CORPORATE, the convergence of the elite face, crystallization of talent and business leaders including president of the Board of Management (Mr Duncan Penny) During the management process, he 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 The leader tells his or her employees what to do and how to do it, without getting their advice

Democratic leadership style - This style involves the leader including one or

more employees in the decision making process (determining what to do and how to do it) However, the leader maintains the final decision making authority Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect

This is normally used when you have part of the information, and your employees have other parts A leader is not expected to know everything—this is why you employ knowledgeable and skilled people Using this style is

of mutual benefit as it allows them to become part of the team and allows you to make better decisions

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Innovative leadership style - Innovative leaders manage the process of

innovation In some cases, this leader is responsible for generating new ideas within an organization In others, he or she is responsible for fostering and recognizing new ideas put forth by followers

People-Oriented Leadership - the leader is participating directly with the

employees throughout the process The leader is involved in every aspect of the work and is there to offer ideas, advice, and support to his or her employees and offers a great deal of teamwork within the work community, and it can allow for a lot of collaboration and brainstorming, stimulating ideas from every member of the team

One person on the team is more dominant than the rest and will try to push his or her ideas onto the group The leader also has to make sure that he or she doesn’t take over the conversation without letting team members offer their thoughts and ideas, or it can lead to an overall failure to achieve the team’s goals

Corporate culture

Corporate culture of XP POWER CORPORATE is care about environmental matters and health of employees So XP Power is fully committed to leading the industry on corporate social responsibility matters XP Power believes it can play a pivotal role in the world of industrial and healthcare electronics where its ultra-high

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efficiency products can save energy and reduce greenhouse gas emissions year after year

In 2009 XP Power established an environmental committee to help achieve its vision of leading the industry on environmental matters Beneath that committee was put in place a network of environmental representatives for each of XP Power's key sites These environmental representatives share ideas and best practice across the company and promote and encourage responsible environmental behavior among its employees and engagement in the local communities in which it operates

After a review, it was clearly evident that the greatest contribution XP Power can make to protect the environment is by developing and encouraging customers to adopt XP Power's ultra-high efficiency products These class leading "Green

XP Power" products waste less energy, consume less physical material and avoid the use of hazardous substances

The Vietnamese facility, located in Ho Chi Minh, meets the demanding Gold plus rating of the BCA Green Mark Scheme, the leading environmental standard set by the Singapore Building and Construction Authority for non-residential buildings in tropical climates This rating covers not only the energy efficiency of the building but also water efficiency, environmental protection, indoor environmental quality and other green features and innovations

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Other environmental initiatives implemented by the Environmental Representatives include:

 Low energy lighting

 Water reduction initiatives such as water saving toilets

 Encouraging the use of electric cars by the installation of charging stations

in key North American facilities

 Holding employee awareness events promoting Earth Day, cycling to work and ride sharing

 Recycling of waste materials

 Unplugging power converters overnight

 Using electronic burn in equipment which is able to reuse 50% of the burn in power

 Recycling solder waste on site

Beside environmental matters, XP POWER also care about employee relations, health and safety and business ethics The Electronic Industry Citizenship Coalition (EICC) is an industry organization of leading electronics manufacturers which seek

to improve working and environmental conditions through the promotion of an industry Code of Conduct for global electronics supply chains The EICC Code of Conduct is the highest recognized standard for our industry on environmental and corporate social responsibility issues and also addresses the treatment of employees and their well-being, health and safety and business ethics XP Power achieved Full

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Membership of the EICC in March 2011 The Company adopted the EICC Code of

Conduct and have been working with its key suppliers to ensure they too are

compliant with the Code

As well as adopting the standards set by the EICC Code of Conduct XP Power also

works closely with its suppliers to encourage them to adopt the same high

standards Supplier audit process includes evaluating suppliers' performance against

the environment, treatment of labor, health and safety and business ethics standards

set out in the EICC Code of Conduct The policy is to disengage with suppliers

found to be environmentally negligent or non-compliant with XP Power's policies

Research problem statement

XP POWER CORPORATE is global company so that it has been investing and

operating in many different countries as below picture

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And XP POWER continues to look for the attractive market for long-term investment

Viet Nam is satisfy these needs from XP GROUP because Attracted by low labor costs and other advantages, global electronics manufacturers invested billions in Vietnam over the past few years As they continue to build new factories in 2014, Vietnam’s economy stands to benefit from the influx of foreign capital, talent, and technology

In addition, geography of Viet Nam plays an important role Unlike Indonesia or the Philippines, which are both archipelago nations on the outer boundaries of Southeast Asia, Vietnam’s proximity to China makes it easier to integrate into existing supply chains Vietnam also faces fewer natural disasters than other countries in the region, which are generally more prone to floods, earthquakes, and typhoons So that XP POWER has been establishing one manufacturing in Viet Nam from year 2012 to manufacture Mags and another manufacturing to produce Power Supply from year 2014

CEO of XP POWER realized that employees are most important assets of organization but not yet had any researches finding about job satisfaction of employees at these companies

XP POWER COMPANY is aggressively developing and growing human resource, especially in the selection of right people for the company However, recruiting right people is 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

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role in the company With the shortage of human capital as today, retention good people are becoming big issue of XP POWER CORPORATE

And Job Satisfaction of employees are important factor for XP develop sustainably

their human resource to help organization to operate more efficient But, some

factors such as Distributive and Procedural Justice, Fairness Perceptions of an Organizational Policy, Work Values Inventory, and Procedural Fairness Standards

in Pay are problems for human resource management at XP POWER

CORPORATE

Research objectives

It aims to find the factors influence to the Job Satisfaction of employees working at

XP POWER COMPANY

I will focus on three main factors to perform my research

 Firstly: look for related information and define what meaning Job

Satisfaction is of employees at XP GROUP

 Secondly: design research model and test related factors to check influence

between factors

 Thirdly: discuss and propose recommendation to improve the effectiveness

and forecast the human resources management at XP POWER COMPANY

in future

Research scope

Because of Board of Directors not to sit at Viet Nam site, so the scope of research

is for Viet Nam site only including General Manager, managers, subordinate and

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employees working at XP POWER VIET NAM COMPANY LIMITED, and it does not include employees are under probation period or in maturity leave

The survey scope is within the territory of Vietnam, which includes 450 employees

of XP POWER VIET NAM LIMITED

Contents of this research are only including factors influencing to Job Satisfaction

at XP POWER VIET NAM LIMITED, it does not have intention of re-structuring, changing and replacing the employees

This survey was conducted from 1 March to 25 March 2016

Significance of research

This research will help XP POWER CORPORATE’s management understand more about the important of job satisfaction which directly impacted to productivity… it also improves employee loyalty to the organization

PART TWO: LITERATURE REVIEW

Definition of Constructs

Job Satisfaction

It was developed by Taylor and Bowers (1974) It includes 7 items Jos satisfaction describes the degree of employee satisfaction with the work, co-workers, supervision, promotional opportunities, pay, progress, and the organization to assess overall job satisfaction

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

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organizational research is that of Kaliski (2007), who defines job satisfaction as”

Job satisfaction is a worker’s sense of achievement and success on the job It is generally perceived to be directly linked to productivity as well as to personal well- being Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts Job satisfaction further implies enthusiasm and happiness with one’s work Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment”

Others have defined it as simply how content an individual is with his or her job; whether he or she is happy with her or his job or not Job satisfaction can be considered as one of the main factors when it comes to efficiency and effectiveness

of business organizations In fact the new managerial paradigm which insists that employees should be treated and considered primarily as human beans that have their own wants, needs, personal desires is a very good indicator for the importance

of job satisfaction in companies When analytical job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee.

Distributive and Procedural Justice

It was developed by Sweeney and McFarlin (1997), describes the fairness of procedures within organization, including procedures relevant to assessing and communicating performance feedback, solving work-related problems, and promotion processes It includes 10 items

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Multiple regression analyses indicated that both the procedural measures and the distributive measures were significantly related to measures of job satisfaction, evaluation of supervisor, conflict/harmony, trust in management, and turnover intention

Fairness Perceptions of an Organizational Policy

It was developed by Grover (1991) describes fairness directed to a specific policy area The policy area is organizational policies that allows parents to take family-related leave immediately following the birth of a child It includes 6 items

It indicated that being of childbearing age, having children, and holding positive attitudes toward women were positively related to perceptions of parental-leave policy fairness It also replicated the egocentric bias effect such that planning to bear children and expressing intent to take leave were positively related to perceptions of policy fairness

Work Values Inventory

It was developed by Manhardt (1972) describes in three dimensions These dimensions are comfort and security, competence and growth, and status and independence Comfort and security includes job characteristics such as having comfortable working conditions, job security, and a regular routine Competence and growth includes job characteristics such as intellectual stimulation, continued development of skills, and a feeling of accomplishment Status and independence includes job characteristics such as opportunities to earn high income, supervision

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of other employees, and working on problems of importance to the organization (Manhardt, 1972) It includes 10 items

Examples: on the Work Values Inventory

 The core values that are important to me in my life

o Being able to meet your goals

o Time for family, work and play

o Control of your own destiny

o Able to have an impact on others

o Telling the truth and knowing that others are telling the truth

o Control over others

o Care and trust of self and others

o Believing in your core beliefs

o Having influence and power over others

 I value work environments that are

o Work that has many things happening at the same time

o Work that is not set to a specific time schedule

o Work that has the potential to make a lot of money

o Work that is intellectually challenging to me

o Work that is in a convenient place and an easy commute

o Work where you know what is going to happen day after day

o Work where there are few disruptions throughout the day

o Work where there are few pressures to get things done

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o Work where it is organized and has a specific set time

o Work where you set your own schedule and plan how and when you do your work

 I value work interactions with co-workers who support:

o Work where you compete with others

o Work where there are people with different ethnic backgrounds

o Work where you socialize with your co-workers

o Work where there are good leaders managing the organization

o Work where there is strong management

o Work where information is not held back from employees

o Work where you are acknowledged for your work and contribution

o Work where you help and support each other

o Work where working together is important

o Work where you can count on each other

 I value work activities that are:

o Work that requires interpretation of data and information

o Work that is mentally or physically challenging

o Work that uses imagination and creative talents to produce results

o Work that is helping people

o Work on new and innovative products or projects

o Work that has a lot of physical activity

o Work that has daily interaction with the public

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o Work that searches for new information

o Work that may be dangerous or risky

o Work where many different tasks are done during the day

Procedural Fairness Standards in Pay

It was developed by Jones et al (1999) describes supervisory support, accuracy, process control, justification, and bias suppression

First, supervisory support is described the extent to which supervisors support their employees’ pay interests and opened in discussing pay matters with subordinates

Second, accuracy is described the extent to which performance information used in pay decisions is accurate, consistent, and relevant

Third, process control is described the extent to which employees have the opportunity to express their opinions and possibly influence the pay decision process

Fourth, justification is described how the organization responds to questions about pay decisions and provides adequate explanation for the basis for pay decisions

Last, bias suppression is described the extent to which pay decisions are made with neutrality

It includes 10 items

Examples: on the supervisor support

 Supervisor gives me helpful feedback about my performance

 Supervisor assigns tasks that offer opportunities to develop skills

 Supervisor cares about whether or not I achieve my career goals

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 Supervisor makes sure I get the credit when I accomplish something

 Supervisor often asks for my opinion before making important decisions

 Supervisor gives me clear instructions

The first four statements were taken from Greenhaus, Parasuraman & Wormley, (1990); the fifth one from Mor Barak, (2005); and the last one was adapted from Scarpello & Vandenberg, (1987)

Argument for the relationship among the constructs

Maslow’s needs hierarchy theory

Contents

Maslow’s needs hierarchy was developed to explain human motivation in general However, its main tenants are applicable to the work setting, and have been used to explain job satisfaction Within an organization, financial compensation and healthcare are some of the benefits which help an employee meet their basic physiological needs Safety needs can manifest itself through employees feeling physically safe in their work environment, as well as job security and/ or having suitable company structures and policies When this is satisfied, the employees can focus on feeling as though they belong to the workplace This can come in the form

of positive relationships with colleagues and supervisors in the workplace, and whether or not they feel they are a part of their team/ organization Once satisfied, the employee will seek to feel as though they are valued and appreciated by their colleagues and their organization The final step is where the employee seeks to self-actualize; where they need to grow and develop in order to become everything

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they are capable of becoming Although it could be seen as separate, the progressions from one step to the next all contribute to the process of self-actualization Therefore, organizations looking to improve employee job satisfaction should attempt to meet the basic needs of employees before progressing

to address higher-order needs However, more recently this approach is becoming less popular as it fails to consider the cognitive process of the employee and, in general, lacks empirical supporting evidence In addition, others have found fault with the final stage of self-actualization The lack of a clear definition and conceptual understanding of self-actualization, paired with a difficulty of measuring it, makes it difficult to measure what the final goal is or when it has been achieved

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Previous research

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

Franken, R (2001) Human motivation (5th ed.), Pacific Grove, CA: Brooks/Cole

Ryan, R., & Deci, E (2000) Self-determination theory and the facilitation of

intrinsic motivation, social development, and well-being American Psychologist,

55(1), 68-78 Retrieved February, 2004

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From

http://www.psych.rochester.edu/SDT/publications/documents/2000RyanDeciSDT.p

df

Self-argument

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

Satisfaction with Distributive and Procedural Justice, Work Value Inventory, and Procedural Fairness Standards in Pay, especially, Maslow’s needs hierarchy

theory addresses the nature and causes of job satisfaction It corresponds to satisfaction with supervision in that the relationship between supervisors and subordinates is based on two types of attraction: functional attraction and entity attraction Functional attraction for a supervisor depends on how the subordinate sees the supervisor as providing or helpful The entity attraction is based on how much the subordinates like supervisors and see them as fundamentally similar to themselves in attitudes, values and philosophies

McClelland Human Motivation Theory

Contents

David McClelland was an American psychologist who created a theory in year 1980s that attempts to explain how the needs for achievement, power and affiliation affect the human motivation and the actions of people The McClelland Human Motivation Theory also referred as “the three social motives” According to McClelland (1987), everyone is more strongly motivated by some needs and less strongly by other needs He also stated that everyone has all three of these motives

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but simply with a different relative degree and the result of the needs is a unique mix that gives one its personality Besides that, he found that 80 percent of daily mental activity or cognition process could be related to these three social motives

Self-argument

Personally, I think McClelland’s human motivation theory has shown that a manager should be known the factors to satisfy his or her subordinates because the

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demand for Job Satisfaction is quite different from one person to another such as to

be successful in terms of competition with some standard of excellence, the goal of some individual is the commitment on achieving the goal As definition from McClelland, Atkinson, Clark and Lowell (1958), the need for Achievement as success in any competition with some standard of excellence In this definition, the researchers describe that the individual who willing to take the risk in order to achieve the goals may fail in any situation, but the commitment and concentration

on that will become satisfaction to them

Locke’s Goal-Setting Theory

Contents

Since it was first researched five decades ago, goal-setting theory has been the most researched, utilized, and established theory of work motivation in the field of industrial and organizational psychology The theory began with the early work on levels of aspiration developed by Kurt Lewin and has since been primarily developed by Dr Edwin Locke, who began goal setting research in the 1960s The research revealed an inductive relationship between goal setting and improved production performance A goal is the aim of an action or task that a person consciously desires to achieve or obtain (Locke & Latham, 2002; Locke & Latham, 2006) Goal setting involves the conscious process of establishing levels of performance in order to obtain desirable outcomes This goal setting theory simply states that the source of motivation is the desire and intention to reach a goal If individuals or teams find that their current performance is not achieving desired

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goals, they typically become motivated to increase effort or change their strategy (Locke & Latham, 2006)

Goal mechanisms affect performance by increasing motivation to reach set goals (Latham, 2004) These mechanisms are inputs that affect behavior in groups or individuals, which serve to increase attention to a goal, energy in pursuing a goal, persistence in achieving a goal, and ability to strategize to reach a goal When an individual or team can focus attention on behaviors that will accomplish a goal, they also divert attention away from behaviors that will not achieve the goal Goals energize people to expend more effort based upon the effort that is required to reach a certain goal Goals also lead to a persistent pursuit of reaching the goal by providing a purpose for that pursuit (Latham, 2004) Lastly, when people are pursuing a goal they will seek effective means for accomplishing it, particularly if the goal is difficult to achieve The following chart briefly describes each of the four goal setting theory mechanisms

Mechanism Description Example

Task

Persistence

The amount of time spent on the behavior to achieve a goal

The individual that wants to become an

airline pilot will study hard and train

longer hours

Energizing

Inspiration to put out a certain amount of effort based upon the difficulty of achieving one's goal

An individual who wants to become an airline pilot will train to prepare himself

on a high level to accomplish this goal

Effective

Strategies

In wanting to achieve a goal the individual seeks out different ways to achieve it

In trying to become an airline pilot a

person might look for ways or

techniques that maximize his training or

In trying to become a proficient airline

pilot, one would expect to focus his

efforts with training long hours in the

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Mechanism Description Example

behaviors that will not achieve the goal

flight simulator to achieve proficiency

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Harvard Business School Press

Latham, G P (2003) Goal setting: A five-step approach to behavior change

Organizational Dynamics, 32 (3), 309-318

Self-argument

Personally, I think Locke’s Goal-Setting Theory will have a strongly impact to Distributive and procedural justice, because it creates clear perception of performance appraisal results in organizations such as some specific goals lead to increased performance, for example, difficult goals lead to higher performance than easy goals and that feedback triggers higher performance than no feedback Likewise, ‘specific hard’ goals produce a higher level of output than ‘generalized’ goals of ‘do your best’ Furthermore, people will do better when they get feedback

on how well they are progressing toward their goals as feedback identifies discrepancies between what have they done and what they want to do Next, it affects Job Satisfaction

Porter/Lawler Expectancy Model

Contents

Expectancy theory is more concerned with the cognitive antecedents that go into motivation and the way they relate to each other That is, expectancy theory is a cognitive process theory of motivation that is based on the idea that people believe there are relationships between the effort they put forth at work, the performance they achieve from that effort, and the rewards they receive from their effort and performance In other words, people will be motivated if they believe that strong

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effort will lead to good performance and good performance will lead to desired rewards Victor Vroom (1964) was the first to develop an expectancy theory with direct application to work settings, which was later expanded and refined by Porter and Lawler (1968) and others (Pinder, 1987)

Expectancy theory is based on four assumptions (Vroom, 1964) One assumption is that people join organizations with expectations about their needs, motivations, and past experiences These influence how individuals react to the organization A second assumption is that an individual’s behavior is a result of conscious choice That is, people are free to choose those behaviors suggested by their own expectancy calculations A third assumption is that people want different things from the organization (e.g., good INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION) salary, job security, advancement, and challenge) A fourth assumption is that people will choose among alternatives so as to optimize outcomes for them personally

Tiêu đề	Research about job satisfaction at XP power company corporate
Tác giả	Tran Phat Duoc
Người hướng dẫn	Nguyen The Khai (DBA)
Trường học	Master of Business Administration International Program
Thể loại	Research project
Năm xuất bản	2015

Định dạng
Số trang	73
Dung lượng	1,57 MB