Research about overall job satisfaction at Mai Linh group

Research about overall job satisfaction at Mai Linh group Research about overall job satisfaction at Mai Linh group Research about overall job satisfaction at Mai Linh group 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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MASTER OF BUSINESS ADMINISTRATION



RESEARCH PROJECT (BMBR5103)

THE FACTORS INFLUENCING CAREER COMMITMENT IN

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ADVISOR’S ASSESSMENT

Advisor’s signature

Khai Nguyen, DBA

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ACKNOWLEDGEMENTS

I would like to give special thanks to Dr KHAI NGUYEN, who instructed us - the MBAOUM0914 - K15C Class of the Business Research Methods course via his knowledge and experiences in the science research Moreover, he also instructed us with his patience for training students from very basic infomation to advance knowledge of the subject

I would like to say thanks to my colleagues who had supported me to finish the questionares that related expectancies and helped me with very useful infomation to complete this assignment

The research project may still existing mistakes because of the limitation of knowledge and the time Thus, i wish i would receive the valuable feedback from the instructor for futher improvement and understanding

With kindest regards,

HCMC, December 2015

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ABSTRACT

The purpose of the study aims to investigate the factor influencing of Overall Job Satisfaction (OJS), Work Control (WC), Perceived Organization Support (POS) and Fairness in Skilled-Based Pay (FSBP) on Career Commitment (CC) in Hau Giang Pharma (DHG) Corporation Practical data were collected from 270 employees out

of 300 employees in the company by means of a questionnaire Statistical techniques such as descriptive statistics, correlation and linear regression were employed The results of the study indicated a positive significant relationship between Overall Job Satisfaction, Work Control, Perceived Organization Support and Fairness in Skilled-Based Pay (FSBP) The results can provide the reference for Management Team about the relationship between Overall Job Satisfaction (OJS), Work Control (WC), Perceived Organization Support (POS) and Fairness in Skilled-Based Pay (FSBP) on Career Commitment in DHG Pharma Coporation

Key Words: Overall Job Satisfaction (OJS), Work Control (WC), Perceived

Organization Support (POS), Fairness in Skilled-Based Pay (FSBP), Career Commitment (CC)

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Table of Contents

ACKNOWLEDGEMENTS 3

ABSTRACT 4

ABBREVIATIONS 7

CHAPTER I: INTRODUCTION 8

I COMPANY INTRODUCTION 8

II RESEARCH INTRODUCTION 13

1 Problem statement 13

2 Purpose of the study 14

3 The scope of the research 14

4 Research questions 15

CHAPTER II: LITERATURE REVIEW 16

1 Career Commitment 16

2 Overall Job Statisfaction (OJS) 18

3 Work Control (WC) 20

4 Perceived Organization Support (POS) 22

5 Fairness in Skilled-Based Pay (FSBP) 22

CHAPTER IIII: HYPOTHESIS AND METHODS 23

I Research Model 23

 Dependent Variables 23

 Independent Variables 24

 Constructs 24

II Hypothesis development 25

III Instruments 30

RESEARCH DESIGN 38

CHAPTER IV: DATA ANALYSIS AND REPORT 40

Results 41

Reliability Analysis - Cronbach’s Alpha 41

Descriptive statistic 42

Correlation of all Variables Statistics 43

Hypothesis Testing results 46

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CHARPTER V: DISCUSSION AND CONCLUSIONS 53

I DISCUSSION 53

1 Recommendations for Overall Job Satisfaction 53

2 Recommendations for Work Control 53

3 Recommendations for Perceived Organization Support 54

4 Recommendations for Fairness in Skilled-Based Pay 54

II SIGNIFICANCE OF RESEARCH 54

III LIMITATION OF THE STUDY 55

IV CONCLUSIONS 55

REFERENCES 56

APPENDIX 1: CAREER COMMITMENT SURVEY 58

APPENDIX 2: SLIDES OF PRESENTATION 63

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ABBREVIATIONS

DHG Hau Giang Pharma Corporation Group

HRM Human Resource Management

HRMS Human Resource Management System

SPSS Statistical Packages for the Social Science

CC Career Commitment

OJC Overall Job Satisfaction

WC Work Control

POS Perceived Organization Support

FSBP Fairness in Skilled-Based Pay

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CHAPTER I: INTRODUCTION

The precursor of DHG was the pharmaceutical factory 2/9, established in 1974 in

Ca Mau Province In 2004, the company was converted to joint stock Company with legal capital of 80 billion VND In December 2006, the company was listed on

Ho Chi Minh City Stock Exchange (HOSE) with stockcode DHG

 Milestones in the history of DHG

1996 The first year consumers voted that DHG as ―Vietnamese High Quality

Products‖

1997 The first factory complied with ASEAN – GMP standard

1999 Received certificate of ISO 9002:1994

2000 Received certificate of ISO/IEC Guide 25

2002 Received certificate of ISO 9001: 2000, ASEAN – GSP/GLP, ISO/IEC

17025:1999

2004 - Equitized and became join stock company

- Declared the company‘s vision and its 7 core values

2005 - Joined the club of enterprises that had manufacturing revenue of over

500 billion VND

- Was the first Vietnamese pharmaceutical company that pioneered in doing bio-equivalence test with 2 products Haginat and Klametin

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- Built effective policy to attract talented people

2006 - DHG‘s shares were listed for the first time on Ho Chi Minh city Stock

Exchange (HOSE)

- Complied with WHO – GMP/GLP/GSP standards

2007 - Reconfirmed Vision and 7 core values

- Successfully did bio-equivalence tests of Haginat 250mg and Glumeform 500mg

- Increased legal capital from 80 billion VND to 200 billion VND

- Established 2 first subsidiary companies DHG Travel and SH Pharma

- Upgraded ISO/IEC 1705 from version 1999 to version 2005

2008 - Established 6 subsidiary companies

Source: DHG‘s Annual Report 2009, p.14

DHG‘s Products have received favor of many Vietnamese Consecutively for

14 years (since 1996), DHG has been voted as ―Vietnamese High Quality Product‖

by consumers Currently, the structure of shareholder of DHG includes: SCIC (State Capital Investment Company) (owns 44.25% of the shares), foreign institutional investors (own 41.18% of the shares), domestic investors (own 4.84% of the shares), investors within the company (0.34% of the shares) (DHG, 2009)

 Scope of business and major products of DHG

Major business scopes of DHG includes (1) Pharmaceuticals (2) Pharmaceutical cosmetics, and (3) Dietary supplements (see Figure 4.1), which are divided into 12 categories of products with more than 270 types of medicines distributed widely in

 Vision, mission and core values of DHG

The vision, mission and core values of the company had been introduced for the first time in 2004 and reconfirmed in 2007

Vision of DHG: “For a more beautiful and healthier life”

Mission of DHG: ―DHG always provide high quality products and

services to satisfy the aspiration for a more beautiful and healthier life”

Core values of DHG:

1 Quality, safety, and effectiveness targeted as our highest commitments

2 Knowledge and creativity served as our foundation of the development

3 Responsibility, cooperation, promotion prioritized as our motto of actions

4 DHG‘s identity taken as our pride

5 Mutual prospects with partners established as our long-term goal

6 Our outstanding differentiation employed as our competitive strengths

7 Community‘s benefits centered upon starts of all activities

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Slogan of DHG: Slogan of DHG is the same as its vision: ―For a more

beautiful and healthier life”

 Charter Capital (VND Billion)

Figure 1: DHG Charter Capital 2014

 Organizational structure of DHG

DHG is organized as a typical join stock company with board of management, supervision board, and board of management The company is divided into 8

departments (see Figure 2): (1) Production department, (2) Quality department, (3)

Marketing department, (4) Sales department, (5) Human resource department, (6) Technology department, (7) Investment and development department, (8) Finance department

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Figure 2: Organizational Structure of DHG

 Business performance of DHG

Business performance of DHG in 2006-2009 was analyzed through major criteria:

- Net sales and profits after tax (value and growth rates)

- Profitability ratios

Net sales and profit after tax (value and growth rates) of DHG

DHG have had impressive sales and profits In 2007 – 2009, net sales and profits after tax of the companies had continuous growth (see Figure 4.2) with high growth rates, respectively at the average of 26% and 60.8% (see Figure 4.3) However, the growth rates of net sales and profits in 2008 and 2009 were slower than those of last years due to economic stagnation

In 2009, DHG had revenue of 1,746 billion VND and profit after tax of 357 billion VND As of this year, DHG also had sudden increase in profits of 177% while net

Profitability Ratios of DHG

In 2009, the profitability ratios of DHG increased significantly with a growth rate of

2 times as high as that in 2008 Specifically, ROS increased from 8.67% in 2008 to 20.17% in 2009; ROA increased from 11.91% in 2008 to 23.46% in 2009; ROI increased from 18.38%in 2008 to 35.34% in 2009

1 Problem statement

In DHG, there should be strong correlation between work-related and performance

of the staffs As a result, the capacity and work load of each staff are suitable; they will be happier and put more effort to work Hence, their team or partners will

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receive the enthusiasm, then provided better service and finally enhancing the profit

of the company

We would like to examine a research about the relationship between career

commitment, over job satisfaction, work control, perceived organization support and fairness in skilled-based pay in order to enhance the human resource system

and build a suitable human resource mechanism for DHG coporation

2 Purpose of the study

The purpose of this research is to examine and approach whether items in

terms of Over Job Satisfaction, Work Control, Perceived Organization Support and

Fairness in Skilled-based Pay will have any influence on the career commitment of

DHG employees

It is expected that the findings of the research will give an overall view of how internal management items affect the turnover rate of DHG Then, DHG management team can the project‘s results as reference on adjusting and developing couple of solutions that may fill in the gap in HRM system and retaining its talents

to fulfill its vision of becoming a leading economic group in manufacturing and distributing building phamaceutical products in Vietnam and in the region with a sustainable development strategy

3 The scope of the research

This research was conducted on 300 employees of DHG Corportion, mainly in Can Tho factory It was conducted on both employees and direct supervisors in different departments include Sales & Marketing, Business Development, Compliance, Finance and Information Technology, and Production

- How does the Job Satisfaction influence to career commitment of the employees?

- Does Work Control take any affect on employees‘ career commitment?

- What is the relation between Perceived Organization Support and Career commitment?

- How does Fairness in Skilled – Based Pay take influence on career commitment?

According to Iqbal, Raffat, Sarim and Siddiq (2014) stated that in a simple language, commitment means "sense of being bound intellectually to some portion

of the action", which includes relationship of one person to other ones In the working environment we always see this bond between employees and its related organization where their affection measured in terms of employee performance and organizational offered policies and procedures The organization provides job career with the legal or sometimes its own build up strategies and regulations that is committed to the hired employees and the employees should follow that commitment efficiently for which organization appoints them Over the years, career commitment has been defined and measure in many different ways:

● It could be a balancing power that acts to maintain and motivate behavioural direction of an employee

● A courteous force which requires the person honors the commitment

● It may be identifying the strength of an individual and the physiological attachment felt by the person in the organization and so on

Career commitment is characterized by the development of personal career goals and the individual‘s attachment to, identification with and involvement in those goals (Colarelli & Bishop, 1990) Individuals being unable to depend on a single organization to sustain an entire career (Bremner, Robello, Schiller, & Weber, 1991;

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Nussbaum, 1991) Career commitment involves self-generated goals and commitment to one‘s own career, which may lead to employment in several organizations (Randall, 1987) Work environments and the pace of careers in organizations have led employees to exhibit more commitment to their careers and perhaps less or conditional commitment to their organizations (Noordin, Williams,

& Zimmer, 2002) Career commitment has become a significant source of occupational meaning and continuity as organizations become flatter and less able

to provide secure jobs or careers (Colarelli & Bishop, 1990; Aryee, Yue, & Chew, 1994)

According to Meyer and Allen (1991), the model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for such as

Affective Commitment, Continuance Commitment and Normative Commitment

First of all, Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do You'll most likely identify with the organization's goals and values, and you genuinely want to be there

If you're enjoying your work, you're likely to feel good, and be satisfied with your job In turn, this increased job satisfaction is likely to add to your feeling of affective commitment

Secondly, Continuance Commitment (fear of loss) occurs when you weigh up the pros and cons of leaving your organization You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role

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These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies)

The severity of these "losses" often increases with age and experience You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization

Finnally, Normative Commitment (sense of obligation to stay) occurs when you feel

a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities You feel that you should stay with your organization, because it's the right thing to do This sense of obligation can stem from several factors You might feel that you should remain with your organization because it has invested money or time in your training Or perhaps it provided a reward in advance, such as paying for your college tuition

This obligation can also result from your upbringing For instance, your family might have stressed that you should stay loyal to your organization

2 Overall Job Statisfaction (OJS)

According to business dictionary defined that job statisfaction is the contentment arising out of interplay of employee‘s positive and negative fellings toward his or her work

This measure was developed by Taylor and Bowers (1974) as part of a survey of organizations questionnaire The measure assesses job satisfaction by combining employee responses to single items that describe the degree of employee satisfaction with the work, co-workers, supervision, promotional opportunities, pay, progress, and the organization to assess overall job satisfaction

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Job satisfaction has been an important focal point for organizational and industrial psychology In defining job satisfaction the reference is often made to Locke‘s (1976) description of job satisfaction as a ―pleasurable or positive emotional state resulting from the appraisal of one‘s job or job experiences‖ (Jex 2002 p.116) The appraisal involves various elements related to the job such as salary, working conditions, colleagues and boss, career prospects and, of course, the intrinsic aspects of the job itself (Arnold et al 1998 p 204)

Different authors have different approaches towards defining job satisfaction Job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truth fully to say I am satisfied with my job (Hoppock, 1935) According to this approach although job satisfaction

is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels That is job satisfaction presents a set

of factors that cause a feeling of satisfaction

Job satisfaction focuses on the role of the employee in the work place Thus he defines job satisfaction as affective orientations on the part of individuals toward work roles which they are presently occupying (Vroom, 1964)

One of the most often cited definitions on job satisfaction is the one given by Spector, according to whom job satisfaction has to do with the way how people feel about their job and its various aspects It has to do with the extent to which people like one dislike their job That's why job satisfaction and job dissatisfaction can appear in any given work situation

Job satisfaction represents a combination of positive or negative feelings that workers have towards their work Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed Job satisfaction represents the

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extent to which expectations are and match the real awards Job satisfaction is closely linked to that individual's behavior in the work place (Davisetal.,1985) 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 (Kaliski, 2007)

3 Work Control (WC)

The measure of work control was developed by Dwyer and Ganster (1991), describes the extent to which workers perceive they have control over numerous aspects of their work environment and consists of These aspects include control over the variety of tasks performed, the order of task performance, and the pace of tasks, task scheduling, task procedures, and arrangement of the physical layout/environment

Dating back to Rotter (1966), locus of control describes the perception of individuals how far they are able to control crucial decisions in their life People scoring high on the internal dimension (―internals‖) believe that they have control over critical situations in their life through their own efforts and abilities External locus of control describes a situation where individuals perceive to be heteronomous, i.e they have no or only little control over crucial events in their lives In jobs with performance-related pay, a feeling of self-determination seems to

be a precondition for employees to provide effort or to be satisfied As internals often perceive a strong link between their actions and consequences and are convinced that certain goals are actively achievable by themselves, the process of

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performance monitoring becomes a useful management tool It has been shown that internal locus of control is positively associated with task performance (rated by supervisors, objective performance measures, and self-rated performance), job feedback and job autonomy (Ng et al., 2006) Furthermore, internal locus of control

is shown to have a positive effect on job satisfaction (Spector, 1986; Spector et al., 2002) as well as motivation and commitment (Ng et al., 2006)

Overall job satisfaction correlated positively with a composite measure of job facets, autonomy, distributive justice, supervisory support, task significance, sensitivity to equity, employee perceptions of performance, and job involvement (Agho et al., 1993;Aryee et al., 1999; Judge et al., 1998; O'Neill & Mone, 1998)

In Abraham and Hansson (1996), job satisfaction correlated negatively with both job-related tension and control problems Job satisfaction correlated positively with job-related well-being, satisfaction with rate of pay, perceived job competence, and perceived job control (Norman et al., 1995; Wright & Cordery, 1999)

Rice, Gentile, and McFarlin (1991) found that facet importance moderated the relationship between facet amount and job satisfaction for each of 12 job facets: pay, hours worked, commuting time, promotion opportunity, interaction with co-workers, customer/client contact, opportunity to learn new skills, decision making, physical effort required, mental effort required, supervisor contact, and a worker's control over his or her schedule Karasek envisages that under conditions of high work control, a demanding job may actually foster feelings of well-being and enhances employee performance For example, there is evidence of beneficial effects of work control on job satisfaction (Dwyer & Ganster, 1991; Greenberger, Strasser, Cummings & Dunham, 1989; McLaney & Hurrell, 1988; Tetrick & LaRocco, 1987) This is with McLaney & Hurrell's (1988) exception which utilized

a multidimensional measure of work control that assessed levels of task control, decisional control, physical environment control and resource control McLaney & Hurtell failed to find support for Karasek's (1979) interactive model, although tbey

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did find that levels of task, physical environment and resource control exerted (positive) main effects on job satisfaction

4 Perceived Organization Support (POS)

This measure, developed by Eisenberger et al (1986), describes employee perceptions about the extent to which an organization is willing to reward greater efforts by the employee because the organization values the employee's contribution and cares about his or her well-being The measure includes eight items that measure an employee's perceptions of the degree to which the organization values the worker's contributions and nine items about actions that the organization might take that would affect the well-being of the employee Some studies have used an abbreviated version con-sisting of the nine items with the highest factor loadings in the original scale development study (Moorman, Blakely, & Niehoff, 1998; Wayne, Shore, & Liden, 1997)

5 Fairness in Skilled-Based Pay (FSBP)

This measure, developed by Lee, Law, and Bobko (1998), assesses per-ceived fairness in a skill-based pay program Skill-based pay systems pay employees for the range, depth, and types of skills applied on jobs Em-ployee perceptions of the skill-based pay program are likely to be influenced by their perceptions that certification procedures are objective and consis-tent across people, times, and skills; include opportunities for employees to ask questions about the decisions made; and incorporate the use of accurate information

+H1 Overall Job Satisfaction

Fairness in Skilled-Based Pay

Perceived Organization

Support

Work Control

Career Commitment

Perceived Organization Support (POS)

Fairness in Skilled-Based Pay (FSBP)

Authors Taylor and Bowers

Dwyer and Ganster

Eisenberger, Huntington, Hutchinson, and Sowa

Lee, Law, and Bobko

● Perceived Organization Support (POS)

● Fairness in Skilled-Based Pay (FSBP)

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My model suggests that Overall Job Satisfaction, Work Control, Perceived Organization Support and Fairness in Skilled-Based Pay are factors influencing Career Commitment

Hypothesis 1: Overall Job Satisfaction (OJS) is positive relationship with DHG’s Career Commitment

Job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation (Statt, 2004) The term job satisfaction refers to the attitude and feelings people have about their work Positive and favorable attitudes towards the job indicate job satisfaction Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006)

Job satisfaction is the collection of feeling and beliefs that people have about their current job People‘s levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction In addition, to having attitudes about their jobs as a whole, people also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or subordinates and their pay (George et al., 2008)

Job satisfaction index was developed by Schriesheim and Tsui (1980) It uses six items to form an index that describes overall job satisfaction The scale includes single questions to assess the degree of satisfaction with the work itself, supervision, co-workers, pay, promotion opportunities, and the job in general 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 contemporary companies When

be a precondition for employees to provide effort or to be satisfied As internals often perceive a strong link between their actions and consequences and are convinced that certain goals are actively achievable by themselves, the process of performance monitoring becomes a useful management tool It has been shown that internal locus of control is positively associated with task performance (rated by supervisors, objective performance measures, and self-rated performance), job feedback and job autonomy (Ng et al., 2006) Furthermore, internal locus of control

is shown to have a positive effect on job satisfaction (Spector, 1986; Spector et al., 2002) as well as motivation and commitment (Ng et al., 2006)

The more employees are working in control, the higher evaluation the company will consider Overall job satisfaction correlated positively with a composite measure of job facets, autonomy, distributive justice, supervisory support, task significance, sensitivity to equity, employee perceptions of performance, and job involvement (Agho et al., 1993;Aryee et al., 1999; Judge et al., 1998; O'Neill & Mone, 1998)

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In Abraham and Hansson (1996), job satisfaction correlated negatively with both job-related tension and control problems Job satisfaction correlated positively with job-related well-being, satisfaction with rate of pay, perceived job competence, and perceived job control (Norman et al., 1995; Wright & Cordery, 1999)

Rice, Gentile, and McFarlin (1991) found that facet importance moderated the relationship between facet amount and job satisfaction for each of 12 job facets: pay, hours worked, commuting time, promotion opportunity, interaction with co-workers, customer/client contact, opportunity to learn new skills, decision making, physical effort required, mental effort required, supervisor contact, and a worker's control over his or her schedule Karasek envisages that under conditions of high work control, a demanding job may actually foster feelings of well-being and enhances employee performance For example, there is evidence of beneficial effects of work control on job satisfaction (Dwyer & Ganster, 1991; Greenberger, Strasser, Cummings & Dunham, 1989; McLaney & Hurrell, 1988; Tetrick & LaRocco, 1987) This is with McLaney & Hurrell's (1988) exception which utilized

a multidimensional measure of work control that assessed levels of task control, decisional control, physical environment control and resource control McLaney & Hurtell failed to find support for Karasek's (1979) interactive model, although tbey did find that levels of task, physical environment and resource control exerted (positive) main effects on job satisfaction

Hypothesis 3: Perceived Organization Support (POS) is positive relationship with DHG’s Career Commitent

Organization support is defined as employees‘ belief concerning the extent to which organization value their contributions and care about their well-being Employees need motivation to expend greater efforts and more personal resources

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in innovative tasks when supervisor exhibit their individual consideration toward followers, followers are likely to perceive the warmth and consideration from their supervisors Similarly, employees who perceive support from their organization often feel obligated to pay back supervisors‘ favors or kindness by helping supervisors to reach their stated goals (Eisenberger et al 2002)

Jung et al (2003) indicated that leadership is positively associated with employee-perceived empowerment and support for innovation Creativity and innovation is an area where supervisors can have a strong impact on employee creativity through their influence on the context within which employees work (Shalley and Gilson, 2004) In order for innovative behavior to occur, supervisor needs to foster, encourage, and support creativity (Shalley and Gilson, 2004)

Janssen (2003) found evidence that employees responded more innovatively to higher levels of job demands when they perceived that their efforts were fairly rewarded by their supervisor Oldham and Cummings (1996) found that supportive, non-controlling supervisors created a work environment that fostered creativity Open interactions with supervisors and the receipt of encouragement and support lead to enhanced employee creativity (Tierney, Farmer, and Graen 1999) This means that employees who perceive a fair balance between supervisor‘s inducements relative to their work efforts will respond with more innovative behavior According to social exchange theory additional arguments can be derived for a relationship between supervisor support and innovative behavior Direct supervisors can act as organizational agents Employees tend to view actions by agents of the organization as actions of the organization itself

With the importance of organizational support, many researchers have scrutinized the importance of supervisor support and found that employees also expect supervisors to be caring and supportive (Eisenberger et al., 2002; Kottke and Sharafinski, 1988) Griffin et al., (2001) found that supervisor‘s support has strong

Further, although POS is likely to induce employee commitment to the organization, this effect may function through a sense of felt obligation to reciprocate the organization‘s commitment to them (Eisenberger et al., 1986; Eisenberger et al., 2001) Based on this proposition, Eisenberger et al (2001) hypothesized that felt obligation mediates the POS-commitment relationship, however, it was found that felt obligation only played a partial mediating role This result suggested that POS still had a direct association with affective organizational commitment In interpreting the findings, Eisenberger et al (2001) contended that because organizational support fulfills employees‘ needs for relatedness and affiliation (Armeli et al., 1998), POS may increase employees‘ social identification with the organization, which constitutes an important part of affective

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organizational commitment (Mowday, Steers, & Porter, 1979) Thus, POS may have a direct effect on organizational commitment, as well as an indirect effect via felt obligation (Liu, 2004)

Hypothesis 4: Fainess in Skilled-Based Pay (FSBP) is positive relationship with DHG’s Career Commitent

Fairness in Skill - Based Pay refers to the skill-based pay system employees for the range, depth, and types of skills applied on jobs Employee perceptions of the skill-based pay program are likely to be influence by their perceptions that certification procedures are objective and cc tent across people, times, and skills; include opportunities for employee ask questions about the decisions made; and incorporate the use of accurate information

The questionnaire total consists of 37 questions The questionnaire will be designed

to collect information about career commitment, Over Job Satisfaction, Work

Control, Perceived Organization Support and Fairness in Skilled-based Payof

DHG Pharma‘s employees

❖ Career commitment questionare, developed by Blau (1989), has been widely

used to examine individuals' commitment toward their occupations, profession, and careers Reilly and Orsak (1991) modified the items to fit the nursing profession The measure could be similarly adapted to fit other specific professions There are 07 items being used to measure the agreements or disagreements of DHG employees to their current career

Response are obtained using a 5-point Likert-type scale ranging from where 1 = strongly agree, 3 = unsure, and 5 = strongly disagree

1 I like this career too well to give it up

2 If I could go into a different profession which paid the same, I would probably take it (R)

3 If I could do it all over again, I would not choose to work in this profession (R)

4 I definitely want a career for myself in this profession

5 If I had all the money I needed without working, I would probably still continue

to work in this profession

6 I am disappointed that I ever entered this profession (R)

7 This is the ideal profession for a life's work

Items denoted with (R) are reverse scored

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❖ Overall Job Satisfaction questionare was developed by Taylor and Bowers

(1974) as part of a survey of organizations questionnaire The measure assesses job satisfaction by combining employee responses to single items that describe the degree of employee satisfaction with the work, co-workers, supervision, promotional opportunities, pay, progress, and the organization

to assess overall job satisfaction This measure included 07 items being used

➢ Items: Responses are obtained on a 5-point Likert-type scale where 1= completely satisfied and 5 = completely unsatisfied

Items:

1 All in all, how satisfied are you with the persons in your work group?

2 All in all, how satisfied are you with your supervisor?

3 All in all, how satisfied are you with your job?

4 All in all, how satisfied are you with this organization, compared to most?

5 Considering your skills and the effort you put into your work, how satisfied are you with your pay?

6 How satisfied do you feel with the progress you have made in this organization

up to now?

7 How satisfied do you feel with your chance for getting ahead in this organization

in the future?

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❖ Work Control questionare, this measure, developed by Dwyer and Ganster

(1991), describes the extent to which workers perceive they have control over numerous aspects of their work environment These aspects include control over the variety of tasks performed, the order of task performance, and the pace of tasks, task scheduling, task procedures, and arrangement of the physical layout/environment This measure mentioned in 22 items

➢ Reliability: In Dwyer and Ganster (1991), coefficient alpha was.87

➢ Validity: Control over aspects of a job correlated positively with sick days taken, job workload, and work satisfaction In multivariate analysis, control moderated the relationship of workload with work satisfaction (Dwyer & Ganster, 1991)

➢ Items: Instructions and items: Below are listed a number of statements which could be used to describe a job Please read each statement carefully and indicate the extent to which each is an accurate or an inaccurate description of your job by writing a number

in front of each statement

The response options are 1 = very little, 2 = little, 3 = a moderate amount, 4 = much, and 5 = very much

1 How much control do you have over the variety of methods you use in completing your work?

2 How much can you choose among a variety of tasks or projects to do?

3 How much control do you have personally over the quality of your work?

4 How much can you generally predict the amount of work you will have to do on any given day?

5 How much control do you personally have over how much work you get done?

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6 How much control do you have over how quickly or slowly you have to work?

7 How much control do you have over the scheduling and duration of your rest breaks?

8 How much control do you have over when you come to work and leave?

9 How much control do you have over when you take vacation or days off?

10 How much are you able to predict what the results of decisions you make on the job will be?

11 How much are you able to decorate, rearrange, or personalize your work area?

12 How much can you control the physical condition of your work station (lighting, temperature)?

13 How much control do you have over how you do your work?

14 How much can you control when and how much you have to interact with others at work?

15 How much influence do you have over the policies and procedures in your work unit?

16 How much control do you have over the sources of information you need to do your job?

17 How much are things that affect you at work predictable, even if you can't directly control them?

18 How much control do you have over the amount of resources (tools, material) that you get?

19 How much can you control the number of times you are interrupted while you work?