COMPANY PROFILE
Kirby India and Southeast Asia, a wholly owned subsidiary of Kuwait-based Kirby Construction System under Alghanim Industries, a multinational corporation operating in 40 countries, is a leading designer, manufacturer, and supplier of top-rated pre-engineered steel buildings (PEB) across Australia, Southeast Asia, and Africa Their product range includes industrial buildings, warehouses, supermarkets, commercial buildings, offices, schools, hangars, factories, stadiums, hospitals, building complexes, and high-rise buildings.
Kirby Building Systems, founded in 1976, is a global leader in designing and manufacturing pre-engineered steel buildings and structures The company offers customized, cost-effective steel building solutions to customers worldwide With a production capacity exceeding 400,000 tons, Kirby's extensive global presence ensures high-quality steel construction services across various markets.
MT annually, operations across 70 countries and workforce of 4,000 people.
Our extensive facilities, featuring over 2 million square feet of enclosed production space and ample assembly yard area across multiple locations, enable us to partner with contractors on complex projects and meet strict schedule requirements Equipped with the latest technology, including advanced blast and sophisticated paint operations, we efficiently handle even the most challenging projects Notably, we have successfully delivered the world’s largest pre-engineered building (PEB), demonstrating our capability and commitment to excellence.
Our engineering department utilizes the latest versions of internationally recognized 3D and 2D industry-standard software, ensuring compliance with international, British, American, and European standards With decades of design and detailing experience, our skilled engineering team is equipped to assist you in the design and fabrication of components tailored to your specific requirements.
Our plants feature advanced steel processing equipment capable of handling some of the largest section sizes in the industry Kirby is ISO 9001 certified, ensuring strict Quality Assurance and Quality Control systems are in place Our standard internal inspection and testing programs meet industry standards and can be customized to fulfill specific contract requirements.
Our company is led by a team of seasoned professionals with extensive experience in the steel industry Our sales team possesses unmatched expertise in steel buildings, ensuring you receive expert guidance Their in-depth knowledge helps you choose the most cost-effective steel building solutions tailored to your specific needs.
We were the first company to introduce PEB technology in the GCC region in
Since 1976, Kirby has been the first multinational to enter the Pre-Engineered Buildings (PEB) industry in the Indian Sub-Continent, revolutionizing the construction sector with innovative products and applications Leading this transformation, Kirby has earned numerous accolades in recognition of its relentless commitment to excellence and industry leadership.
Kirby is recognized as one of the world’s leading Pre-Engineered Steel Building companies, offering a comprehensive global portfolio that includes Pre-Engineered Steel Buildings, Structural Steel, and related products.
Fi gure 2: Kirby Southeast Asia Co.,Ltd
Kirby recognized the strong potential of the Vietnamese market and officially established its business presence in Vietnam in 2008 with an investment of approximately US$11 million To address the increasing demand for pre-engineered steel buildings, Kirby built its first Southeast Asia factory in Dong Nai province, marking its fifth factory worldwide This facility boasts an annual production capacity of 50,000 tonnes, reinforcing Kirby's commitment to serving the growing Vietnamese market.
Kirby Vietnam not only meets domestic demand but also exports its products to countries such as Singapore, Malaysia, Indonesia, Thailand, Australia, and South Africa The company's leading position is driven by continuous innovation in proprietary technology and design systems Equipped with machinery from Saudi Arabia, Vietnam, Egypt, India, and the UAE, and supported by Global Kirby, Kirby Vietnam has successfully completed major projects including steel structure buildings for prominent clients like Gemadept Corporation, Vinamilk Corporation, Mong Duong Thermal Power Plant 1, Nestle, American Standard Furniture, BAT-Vinataba, Global Steel Plant, Daigaku Plant, Central Pharmaceutical Factory 2, and various dairy farms.
TH Milk Company in Nghe An, Viet Thang Paper Factory in Hai Duong, Sun Steel Plant in Vinh Phuc, Century Synthetic Yarn Factory in Tay Ninh, Huayuan Machine Company in Binh Duong, Bidiphar Factory in Binh Dinh, Thaco Auto Showroom in Ho Chi Minh City, Saigon Airport Cargo Warehouse at Tan Son Nhat Airport, Kewpie Factory of Shimizu Corporation in Binh Duong, and Groz Beckert Factory in Da Nang are key industrial and commercial facilities contributing significantly to Vietnam's diverse manufacturing and logistics sectors.
An Hoa Brewery in Tay Ninh province, and European Plastics Door Factory in Binh
To be recognized as the global leader for the design, manufacture, supply and erection of Pre-Engineered Steel Buildings (PEB) and Structures.
Kirby will achieve this vision by consistently delivering high-quality products to our customers, accompanied by personalized service and a commitment to excellence
Straight-talking: We encourage open debate where the best ideas win.
Customer centric: We put our customers at the center of our focus and initiatives with the objective of providing them with unmatchable levels of services and products.
Teamwork: We actively share information and ideas, enthusiastically working to make those around us better.
Diversity and respect: The diversity of our workforce is an asset and we treat everyone with dignity and respect regardless of status, gender, education, ethnicity or religion.
Empowerment:We empower people to make decisions with a bias for action.
Employees as core assets: We believe that our employees are our most valuable resource, and do hatever it takes for their continuous training, development and motivation.
Meritocracy: The rewards and career advancements of our people are based on their performance and capabilities, not on their wasta (influence).
Kirby is renowned for its cutting-edge world-class practices, exceptional quality standards, and status as a center of excellence Over multiple years, these achievements have been recognized and awarded by clients through testimonials, as well as by various agencies and communities worldwide.
1976 : First Kirby plant starts production in Kuwait.Annual production capacity 100,000 MT
2000: Inauguration of Hyderabad Plant Annual production capacity 100,000 MT
2006: Inauguration of Haridwar Plant Annual production capacity 100,000 MT
2007: Inauguration of Ras Al Khaimah Plant – UAE Annual production capacity 75,000 MT
2008: Kirby is the PEB first company in India Bagged world’s largest PEB order at a single location from Renault-Nissan
To establish new global benchmarks in the design and manufacture of steel building solutions, both in PEB and Structural Steel, while consistently providing our customers with exceptional customer service.
2008 Kirby India is the first PEB company to obtain FM Approved Certification for its KSS-600 (Kirby Standing Seam) roofing system
2009: Inauguration of Kirby Vietnam Plant Annual production capacity 40,000 MT 2011: Kirby Building Systems in India wins infrastructure excellence award for Best PEB Project
2011: Kirby’s Kuwait Manufacturing facility wins the Sliver Award for HSE excellence by American Society of Safety Engineers.
2013: Kirby commissions Global Centre of Engineering Excellence in India.
Figure 3: The awards of Kirby
Sales Offices – 70, builders - 300 across 6 regions
Manufacturing locations: Kuwait, UAE, India, Vietnam KIRBY regions: GCC, Middle East, India, Africa, South East Asia, Europe & CIS Countries
Kirby Building Systems’ Quality Management System adheres to all relevant ISO 9001:2008 standards, ensuring excellence in the design, fabrication, and supply of pre-engineered steel buildings and structural steel works for diverse projects This comprehensive quality policy reflects the company’s commitment to superior quality across all facility operations and is regularly reviewed by management to maintain its effectiveness and suitability.
Kirby Building Systems strives to become the market leader by delivering high-quality pre-engineered steel building systems and structural steel products that consistently meet or exceed customer expectations, adhering to ISO 9001:2008 standards.
• Kirby Building systems remains focused on understanding customers’ needs and expectations and transmitting those needs into continuously improved products and services with active participation of its employees.
Kirby Building Systems Management ensures the Quality Policy is clearly understood, implemented, and maintained across all company levels through personalized and group employee training sessions.
Figure 4: The Quality Management Systems of Kirby Southeast Asia
The structure of organization and management of the company
Figure 5 : The organizational structure of Kirby Southeast Asia
Functional department heads report to Chief Executive Officer who integrates decisions & actions from a company-wide point of view
• Organizational structure & the controls that are a part of it affect firm’s performance
• Specifies the firm’s formal reporting relationships, procedures, controls & authority, and decision making process
• Influences how managers work & the decisions resulting from that work
• Specifies the work to be done & how to do it given the firm’s strategy or strategies
• Provides the stability a firm needs to successfully implement it’s strategies & maintain it’s competitive advantages.
Life at KIRBY
Choosing Kirby Building Systems means joining a growth-focused organization committed to becoming the most successful and admired company in the region The company offers a unique opportunity to work in a multicultural environment alongside professionals from diverse industries.
We are dedicated to supporting a progressive, innovative and knowledgeable workforce offering exposure to a unique and diversified organization through numerous personal and professional development opportunities.
The Kirby work environment is based on our corporate values - straight talking, customer centricity, teamwork, diversity and respect, empowerment, employees as core assets and meritocracy
Kirby is committed to corporate social responsibility (CSR) and prioritizes supporting local charitable, educational, and cultural initiatives Over the years, the company has made significant contributions to the communities where it operates, demonstrating its dedication to positive social impact.
Kirby acknowledges education as a fundamental pillar for national development and actively supports various educational initiatives The company collaborates closely with organizations like INZAJ-Kuwait, a non-profit dedicated to empowering youth to achieve economic success, demonstrating its commitment through both partnership and volunteer efforts.
In addition, Kirby organizes annual blood donation campaigns across all of its manufacturing facilities, as a way to give back to the community
Some of the company’s other CSR activities include:
• Implementing environmental conservation initiatives at the plants, as per the guidelines of the local Pollution Control Board
• Establishing a sewage water treatment plant (STP) for recycling of used sewage water
• Conducting regular checks on noise / air / water pollution, ventilation and illumination at plants
• Converting open lands near Kirby plants into green lands and also maintaining green landscapes at plants.
• Offering regular health check-ups for Kirby employees
• Hosting of annual ‘Family Days’
Moti vation of The Research
In today's professional environment, fostering creativity is essential for finding unique methods to work faster and more efficiently Additionally, building self-worth through consistent habits, a distinct work style, and exhibiting polite and civilized behavior contributes to a positive and productive workplace.
Effective workplace communication and strong relationships with colleagues, authorities, and superiors are crucial for organizational success While modern infrastructure and equipment support daily operations, the human factor remains the most important element The culture of the workplace is shaped by its people, ultimately determining the organization's achievements and reputation.
Survey results reveal that communication failures are rarely caused by cultural differences or language barriers Many individuals struggle to communicate with their superiors or subordinates despite sharing the same language and culture Effective communication is achievable when both parties actively listen and strive to understand each other.
Several foreign companies operating in Vietnam, including Coca-Cola, Nestle, and firms in banking, finance, and information technology, have been notably successful in attracting, retaining, and utilizing employees Their competitive advantage over domestic companies stems from fostering innovation and creativity, enhancing individual capabilities, valuing teamwork, recognizing employee contributions, investing in training and development, implementing clear organizational plans, and maintaining fair and equitable management mechanisms.
This study aims to provide administrators with deeper insights into the relationship between corporate culture and employee commitment, emphasizing the importance of building a cultural orientation rooted in positive values By fostering a work environment that promotes security and long-term attachment, organizations can enhance staff dedication and support sustainable development Therefore, the topic "On the Job Behavior" was chosen for this research to explore these dynamics effectively.
Purpose of The Research
The study investigated key factors such as job control, cognitive demand, production responsibility, supervisor-related commitment, fairness perceptions of organizational policy, and goal and process clarity These elements were analyzed to understand their impact on employee behavior at Kriby Company, specifically focusing on how they influence employee cohesion within the organization The findings highlight the importance of these factors in fostering a strong connection between employees and the company, ultimately enhancing organizational commitment and workplace harmony.
Contributing to references helps company management understand the correlation between cultural behavior and personnel levels within the organization This insight enables the adjustment or development of policies tailored to appropriate personnel, while providing strategies to encourage and motivate employees Ultimately, this approach supports employee retention, contributing to the construction of effective strategies and sustainable organizational development.
Research Problem Statement
In everyday life, job performance is influenced by specific conditions and the mood within communication relationships Although cultural communication has gained significant attention in recent years, the practical demands of workplace interactions often reveal limitations and weaknesses, leading to frustration and dissatisfaction Through experience, common expressions of job behavior highlight these challenges in effective communication.
Many employees neglect essential communication skills with colleagues, leading to issues such as jealousy, defamation, and mutual disrespect This lack of genuine interaction often results in superficial agreeableness, harming workplace relationships and overall team cohesion.
Some managers communicate with subordinates and colleagues in a manner that lacks gentleness, cheerfulness, or genuine interest, often appearing unfriendly This behavior can lead to displaying temper when tasks are not completed on time or when situations become unpleasant.
Criticizing a colleague in an inappropriate setting can cause insensitivity and psychological stress, leading to feelings of guilt and misunderstandings This creates a tense and heavy atmosphere that negatively impacts both the efficiency and quality of work.
- Many workers also lack the cultural behavior in the workplace: smokers in the office, drunk, lack of courtesy outfit, working individual as reading newspapers, game
Wasting time at work is a common issue, often seen in habits like starting late, leaving early, and lacking active engagement in assigned tasks.
Delays in job processing often occur when tasks are passed between related departments without clear communication Additionally, employees may hesitate to ask questions or collaborate due to fear, discomfort, or reluctance to engage with colleagues, which further slows down workflow efficiency.
- Staffs have uncooperative attitude, lack of sympathy when coordination made it difficult to resolve the coordination work efficiently, quickly
- When communicating by the phone is not yet well observed through telephone communication, exchanging lengthy, answer lacks courtesy, curtly or abruptly interrupt phone use phone during the meeting
Scope and objects of The Research
- Scope of research: The research was conducted on 268 employees who are working at Kirby The questionnaires sent to the employee là in 20 days to fill in.
- Research subjects are the element on the job behavior, employee engagement with the organization and the relationship between these concepts.
- Survey objectives: the managers, employees working at Kirby.
Significance of The Research
Topics of practical significance in the research impact to on the job behavior on attitudes linked to the organization's employees by the following points:
- The research results identify the elements on the job behavior affecting the cohesion of the organizational staff at Kirby Company.
- Adding scale system on the elements on the job behavior affects the cohesion of employees with the organization This study also opens up for further research.
Limitations of The Research
Our research at Kirby Company, which employs 268 staff members, revealed that project completion typically takes about two months The research projects are challenging but offer specific advantages, focusing on both staff and superiors, making the comment survey process convenient and reducing travel expenses However, the limited scope of the research leads to varied and sometimes inaccurate evaluation results Additionally, the two-month timeframe poses ongoing challenges for completing thorough research.
LITERATURE REVIEW
Job control, Cognitive demand and Production responsibility
Defining and controlling one’s job involves job content and job design, which significantly impact employee reactions The Job Characteristics Model by Hackman and Oldham (1976) highlights five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback from the job itself However, Wall et al (1990) identified additional factors influencing job content that are not included in this framework, emphasizing the complexity of job design and its effects on employee outcomes.
The study examines key factors influencing employees' job experiences, focusing on timing control, method control, monitoring demand, problem-solving demand, and production responsibility In particular, the current research assesses employees' perceptions of both timing control and method control, highlighting their impact on workplace dynamics.
The five job properties initially proposed by Wall et al (1990) were significant in advanced manufacturing technology (AMT), but Jackson et al (1993) argued that these constructs have broader relevance by focusing on employees' perceptions of these dimensions They emphasized that the effects depend on employees being aware of these job characteristics, making them key determinants of employee reactions across various industries Consequently, Wall et al (1990), Jackson et al (1993), and Wall, Jackson, and Mullarkey (1995) refined these measures to better capture job holders' perspectives Notably, Wall et al (1990) highlighted that job control is a critical characteristic influencing both psychological well-being and job performance.
Timing and method control were two sub-scales that were used in the present study to measure perceptions of control and were previously developed by Wall etal
The present study excluded the subscales of monitoring demand, problem-solving demand, and production responsibility, as these are more relevant to production tasks rather than nursing or care tasks Additionally, these three subscales focus on demand, which is not the primary focus of this research According to Wall et al (1995), the five scales are distinct and can be used independently or collectively Consequently, the study will now focus on discussing timing and method control.
Supervisory- Related Commitment
The Becker “Side-Bet” Theory, also known as the behavioral or exchange theory of commitment, is the first contemporary theory explaining organizational commitment It posits that commitment arises when individuals make "side bets" by linking external interests to a consistent course of action According to Becker (1960), people base their choices on their assumptions about the world and prior decisions, creating side bets tied to a main bet This theory explains how employees become attached to organizations through investments of time, effort, and rewards, which carry costs that limit their future freedom These investments, such as pension plans, seniority, and firm-specific knowledge, create a lock-in effect, making it costly for employees to leave the organization.
Side-bets that constrain behavior arise through individuals adjusting to their social positions As a person conforms to the expectations of one social role, they may change their activities, potentially limiting access to other social positions This process highlights how social conformity influences personal behavior and opportunities.
An example of the "side bet" theory occurs when an employee declines a higher-paying job due to the increased risk of failure, as they have made a side bet by investing in a new house based on the expectation of stable income from their current position.
Becker’s “Side-Bet” Model faced criticism for focusing solely on individual behavior, viewing commitment as an exchange between the individual and organization for specific rewards or payments (Mowday et al., 1982) Consequently, research on organizational commitment evolved to distinguish between attitudinal commitment and behavioral commitment, highlighting different aspects of employee loyalty and engagement.
Attitudinal commitment research examines how individuals develop their mindset regarding their relationship with an organization, focusing on the alignment between personal values and goals and those of the organization (Meyer & Allen, 1997).
Porter and Steers (1982) defined attitudinal commitment as the alignment between an individual's values and organizational goals Research on attitudinal commitment focuses on its antecedents and consequences, aiming to demonstrate that strong commitment leads to positive outcomes such as reduced absenteeism (Iverson & Buttigeg, 1999; Mathieu & Zajac, 1990; Somers, 1995) and lower employee turnover (Lee & Maurer, 1999; Somers, 1995; Steers).
Research has shown that high organizational commitment is linked to increased productivity (Angle & Perry, 1981; Meyer, Allen, and Smith, 1993; Meyer et al., 1989) A key focus has been identifying the demographic characteristics and conditions that foster strong commitment Behavioral commitment refers to the process through which individuals become locked into an organization and manage this attachment (Meyer & Allen, 1997) Studies aim to uncover the specific circumstances under which employees develop a deep commitment to their organization.
Fairness Perception of an Organizational Policy
Corporate social responsibility (CSR) is closely related to organizational justice, with the former focusing on fairness toward external entities and the latter on internal fairness within an organization CSR involves businesses monitoring and regulating their performance to align with moral and societal standards, positively impacting all stakeholders (Carroll, 1999) Organizations practicing CSR go beyond ethical obligations to benefit society at large Additionally, employees’ perceptions of their organization’s CSR efforts can influence their own attitudes and sense of justice, even if they are not directly affected by unfair treatment (Rupp et al., 2006).
Goal and Process Clarity
Process clarity is influenced by clearly defining the team's goal, such as specifying the percentage of the map top performers can realistically save and highlighting the key areas they focus on In contrast, low clarity conditions provide only a general goal to save as much of the map as possible, creating task ambiguity due to the necessity of strategic sacrifices like controlled fires and ignoring less critical terrain Providing team members with realistic performance expectations and insights into commonly prioritized areas enhances their understanding of the task’s means and ends, leading to higher process clarity This approach aligns with established methods of manipulating process clarity through performance information.
Goal clarity refers to an individual's understanding of their rights, duties, and responsibilities related to a task, which can be influenced by the amount of information they receive about their role compared to their team members In a high clarity scenario, the supervisor is informed that their role is to guide the other participant on resource usage and fire locations, as the operations manager cannot view the entire map Conversely, the operations manager is told they have direct access to resources but must rely on the supervisor's instructions due to limited map visibility In contrast, the low clarity condition only informs participants of their titles without explaining how their roles differ, leading to less defined responsibilities.
Process-clarity refers to understanding one's rights, duties, and responsibilities, while goal-clarity involves knowledge about the means and ends of a task (Sawyer, 1992) Both process- and goal-clarity operate within a feedback loop, where new task information enhances employees' role understanding, thereby increasing clarity over time (Ashford, 1986; Ashford & Cummings, 1983; Whittaker, Dahling & Levy, 2007) As team members acquire more task-relevant information during experimental trials, their clarity scores are expected to rise, provided they initially lack the necessary knowledge to perform effectively Employees tend to seek additional information only when they perceive a deficit in goal- or process-clarity, leading to a plateau effect once sufficient clarity is achieved Statistically, this time-dependent change in clarity follows a partially quadratic trend, indicating that the impact of time on both goal- and process-clarity increases initially but eventually stabilizes.
On-the-Job Behaviors
A year-long study of 69 managers in a retail sales organization revealed that expectancy attitudes significantly relate to certain measures of effort and performance However, incorporating valence measures did not enhance the predictive power of expectancy attitudes on behavior Cross-lagged correlational analyses offered limited evidence that expectancy attitudes directly cause performance When ability and role perception measures were combined with expectancy attitudes, a significant correlation with performance was observed These findings have important implications for advancing and testing expectancy theory in organizational behavior research.
Expectancy theory has become a fundamental framework for understanding human attitudes and behavior in work and organizational environments Various expectancy-based models have been developed and widely applied as both theoretical and practical definitions of motivation While the specific forms of these models differ among authors, these variations primarily stem from differences in terminology rather than conceptual disagreements (Heneman & Schwab, 1972).
Vroom's (19'64) instrumentality theory represents the first attempt to use eognitively-oriented assumptions as the basis for a general theory of work motivation
Motivation is defined as the driving force that compels an individual to take a specific action, influenced by the person's expectation that their behavior will lead to a particular outcome and the value (valence) they assign to that outcome This valence depends on the combined importance of all related secondary outcomes and the perceived effectiveness of the initial outcome in achieving these secondary results Primary outcomes, which directly result from behavior such as job performance or role entry, derive their value from their ability to secure secondary outcomes like pay, promotion, or recognition These secondary outcomes hold intrinsic value or gain significance by leading to further desirable results.
Following Yroom, a number of writers, most notably Graen (1969), Lawler
LaMer and Porter (1967), along with Porter and Lawler (1968), developed their own expectancy theories addressing key criticisms of Vroom's model They highlighted Vroom's lack of clarity in distinguishing between actions and outcomes, as well as the different types of expectancies linked to each These critiques were further supported by Campbell, Dunnette, Lawler, and Weick (1970), emphasizing the need for a more explicit framework in expectancy theory.
Lawler (1971) developed an expectancy model of behavior addressing criticisms and recent research on expectancy theory This model distinguishes between the expectancy that effort will lead to successful performance (Effort-Performance expectancy or Expectancy I) and the expectancy that this performance will result in specific outcomes (Performance-Outcome expectancy or Expectancy II).
The expectancy model defines motivation as a function of three key variables: the perceived likelihood that effort toward a task will lead to successful goal accomplishment (E→P), the probability that achieving the goal will result in desired outcomes or rewards (P→O), and the value or valence (V) of these outcomes Unlike earlier models, this approach also clarifies the factors that determine the type of expectancy, providing a more comprehensive understanding of motivational processes.
> P and P > 0 beliefs that people have
Figure 6 : The expectancy model of motivation
RES EARCH MODEL AND HYPOTHES ES
Research Model
Based on theories and prior research, this study proposes a hypothesized research model examining the relationship between independent constructs—Job Control, Cognitive Demand, Production Responsibility, Supervisor-Related Commitment, Fairness Perception of Organizational Policy, and Goal and Process Clarity—and the dependent construct, On-the-Job Behavior.
Job control, Cognitive demand and Poduction responsibility
Fairness perception of an organizational policy
Hypotheses
2.1 Job Characteristics (Job Demands and Decision Latitude; Supervisory Support) : a Definition:
Job characteristics are essential for identifying job features that motivate employees to work harder and perform better The widely recognized Job Characteristics Model (JCM), developed by Hackman and Oldham (1980), explains how well-designed jobs enhance employee motivation by fostering three critical psychological states: experienced meaningfulness of the work, experienced responsibility for outcomes, and knowledge of the results of work activities According to the JCM, jobs that incorporate these elements lead to higher employee engagement and improved performance, emphasizing the importance of designing jobs with five key characteristics to achieve these outcomes.
• Skill variety, which is the extent to which a job requires the use of different skills and talents,
• Task identity, which describes the extent to which a job involves completing a whole identifiable outcome,
• Task significance, which is the degree to which a job has impact on the lives of people in an organization or society in general,
Autonomy in the workplace refers to the degree to which employees have the freedom to decide how to perform their tasks and manage their own schedules, enhancing job satisfaction and productivity.
• Job feedback, which indicates the extent to which carrying out the work activities provides the employee with clear information about his or her performance.
Jobs featuring key characteristics enhance critical psychological states, which subsequently boost internal work motivation (Hackman & Oldham, 1980) Research on the Job Characteristics Model (JCM) consistently shows that employees in such roles experience increased motivation Additionally, factors like individual differences and work environment can influence the relationship between job dimensions, psychological states, and internal motivation (Spector, Jex, & Chen, 1995).
The Job Characteristics Model (JCM) offers a comprehensive framework to understand how specific job attributes influence key employee outcomes, including job satisfaction, organizational commitment, and the intention to stay with an organization (Hochwarter, Zellars, et al.) By analyzing these job characteristics, organizations can enhance employee engagement and retention effectively.
Various approaches have been developed to describe and assess job characteristics, incorporating engineering and biological perspectives to provide a broader understanding of jobs Research has focused on isolating key job aspects such as control, interdependence, and complexity, which significantly impact workers Increasing attention is given to contextual variables influencing employees' job perceptions, including their sense of empowerment and the organization's recognition of their efforts These factors shape how employees perceive job identity, significance, variety, autonomy, and feedback, ultimately affecting their overall job experience.
Hypothesis 1 : Job control, Cognitive Demand and Production Responsibility are positively related to On-the-Job Behavior b Measures of construct of Job control, Cognitive Demand and Production responsibility:
The measure developed by Jackson, Wall, Martin, and Davids (1993) evaluates job control, cognitive demand, and production responsibility experienced by employees It includes timing control, which refers to the freedom to schedule work, and method control, the freedom to choose how tasks are performed Cognitive demand is assessed through monitoring demand, involving passive monitoring tasks, and problem-solving demand, requiring active cognitive processing to prevent errors Production responsibility measures the extent of responsibility for avoiding loss and equipment damage Reliability coefficients ranged from 50 to 90 across subscales, with method and timing control combined into a single subscale showing a coefficient alpha of 86 Test-retest reliabilities ranged from 42 to 57, and responses were recorded on a 5-point Likert scale from 1 (not at all) to 5 (a great deal).
2.2 Organization Commitment (Supervisor – related commitment): a Definition:
Employee commitment to an organization encompasses an attitude or orientation that connects an individual's identity to the organization, aligning personal and organizational goals, and involving a strong belief in and acceptance of the organization's values It includes the willingness to exert effort on behalf of the organization, a desire to maintain membership, and the perceived rewards and costs related to continued participation or leaving This commitment reflects three key themes: an emotional attachment to the organization, recognition of the costs of departure, and a moral obligation to stay, as defined by Meyer and Allen (1997) and supported by foundational research from Mowday, Porter, and Steers (1982).
Affective commitment refers to an employee’s emotional attachment and identification with an organization, leading them to stay because they want to Continuance commitment involves an awareness of the costs related to leaving, causing employees to remain because they need to Normative commitment reflects a sense of obligation, where employees feel they ought to continue their employment These three types of organizational commitment—affective, continuance, and normative—explain why employees choose to stay with their employer (Cohen, 1993; Meyer & Allen, 1997).
Commitment represents the psychological bond that connects an employee to their organization, which can manifest in three distinct forms: compliance, identification, and internalization (O’Reilly & Chatman) These forms highlight varying levels of employee engagement and alignment with organizational values, crucial for understanding workforce motivation and retention.
Compliance happens when individuals adopt attitudes and behaviors primarily to gain specific rewards, often leading to a difference between their public and private beliefs Identification involves accepting influence to build and maintain relationships, where an individual may respect a group’s values without fully adopting them In contrast, internalization occurs when the accepted influence aligns with an individual’s own values, resulting in genuine attitude and belief change These concepts are essential in understanding how social influence operates within groups (Caldwell, Chatman & O’Reilly, 1990; Meyer & Allen, 1997; O’Reilly & Chatman, 1986; O’Reilly, Chatman & Caldwell, 1991).
Some researchers argue that compliance should not be considered a component of commitment, as it differs from common definitions and may even oppose commitment Compliance has been linked to higher employee turnover, while commitment typically reduces turnover Studies from the 1990s indicate a growing consensus that commitment is a multidimensional construct, encompassing an affective dimension as well as normative pressures and practical factors like the costs of leaving an organization and finding comparable employment.
Hypothesis 2 : Supervisor-related Commitment is positively related to On-the-Job Behavior b Measures of construct of Supervisor-related commitment:
The measure developed by Becker, Billings, Eveleth, and Gilbert (1996) assesses employee commitment to a supervisor through two dimensions: identification with the supervisor and internalization of the supervisor’s values This tool can also be adapted to evaluate organizational identification and internalization by substituting the organization as the referent target The reliability of the measure is strong, with coefficient alpha values of 85 for supervisor-related commitment based on identification and 89 for commitment based on internalization Responses are collected using a 5-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree).
2.3 Organization Justice (Fairness Perception of an Organizational Policy): a Definition:
Organizational justice research emphasizes that employees assess fairness within organizational systems to shape their commitment, satisfaction, and turnover intentions Employees often evaluate fairness by comparing the equity of their input-to-outcome ratio with that of their co-workers, leading to perceptions of distributive justice This concept reflects employees' overall judgment regarding the fairness of managerial decisions related to the allocation of outcomes such as pay and promotions.
Organizational fairness encompasses both distributive and procedural justice, with procedural justice focusing on the fairness of decision-making processes, which can be as important to employees as the fairness of outcomes Research shows that distributive justice significantly influences pay satisfaction, while procedural justice impacts organizational commitment and trust in supervisors Fair distributions, where input-output ratios are perceived as equal compared to others, lead to positive psychological and behavioral outcomes Conversely, perceived injustice, such as working overtime without appropriate rewards while others receive bonuses, strongly undermines employees' sense of fairness within the organization.
Procedural justice explores how the fairness of decision-making processes affects the quality of exchange relationships People often value just procedures because they offer a way to exert indirect control over decisions when direct control is unavailable.
Research Participants
The employees of Kirby company was survey by direct interview tecchnique and a questionnaire survey was answered by themselve The interview time about 15-
20 minute, the interview will be conducted at the office or via email.
Data Collection Procedure
07July – 10 July Send questionnaire via email
7 July – 25 July Directly survey at the company
26 July – 27 July Collect and check the questionnaire
28 July – 10 August Run SPSS software to analyze the data
A total of 300 surveys were distributed, with 280 responses collected; after data cleaning, 12 invalid responses were excluded due to insufficient information Consequently, 268 qualified surveys were used for data analysis The survey was conducted over 22 days in July 2015, and SPSS software was utilized to analyze the data.
ANALYSIS AND RESULTS
The characteristics of survey
With 268 acceptable surveys, the proportion of men and women have little difference, males accounted for 57.1% and 42.9% for females.
The majority of respondents fall within the 20-50 age range, with 35.4% aged 20-30, followed by 31.0% aged 31-40, and 20.2% aged 40-50 Only 13.4% of respondents are over 50 years old.
In terms of educational level: High school and middle level accounted for 15.3%, the level to account for 18.7% college, university degrees with 56.3.5% majority and postgraduate qualifications ( Mster & Ph.d) accounted for 18.6% & 1.1%.
In terms of job: Management level (deputy department heads and above) accounted for 29.1% (Sum: 16,1%, 9.3%, 3.7%) and employees 70.9%.
In terms of seniority: Working more than 5 years is 37.3%, worked over 5-10 years was 41.1%, worked over 11-20 years was 13.4% and working over 20 year was8.2%.
Table 2 : Characteristics of the survey
(Source: The analyzed data was research by using SPSS 20.0 Official)
Cronbach’s Alpha
Cronbach's alpha is a reliability index that measures the proportion of variance attributed to the true score of an underlying construct, which is the hypothetical variable being assessed When a variable is derived from a set of questions that consistently produce stable responses, it indicates that the variable is reliable.
Table 3 : Cronbach’s Alpha – Internal Consistency
The analysis results show that the Cronbach’s alpha indicates a positive correlation among the items, demonstrating strong reliability between the variables Cronbach’s alpha is a widely used measure to assess the internal consistency of factors, and the detailed results for each factor are presented in the following tables.
Reliability Statistics Variable Cronbach's Alpha No of Items
Job control, Cognitive demand & Production responsibility 943 21
Table 4 : Reliability Test for employees of Kirby – Job control, Cognitive demand &
Reliability Statistics Variable Cronbach's Alpha No of Items
Table 5 : Reliability Test for employees of Kirby - Fairness in Skill-Based Pay
Reliability Statistics Variable Cronbach's Alpha No of Items
Table 6 : Reliability Test of Kirby - Fairness Perceptions of an Organization Policy
Reliability Statistics Variable Cronbach's Alpha No of Items
Table 7 : Reliability Test for employees of Kirby - Goal and Process clarity
Reliability Statistics Variable Cronbach's Alpha No of Items
Table 8 : Reliability Test for employees of Kirby - On-the-Job Behavior
The test results demonstrated that all scales achieved a Cronbach's Alpha reliability coefficient greater than 0.7, indicating strong internal consistency Specifically, the inspection engine scales showed reliability scores ranging from 0.807 to 0.943, well above the acceptable threshold of 0.80 These findings confirm that all measurement scales used in the study possess excellent reliability.
JC Job control, Cognitive demand &
SR Supervisor-related Commitment 9 861 Good
FP Fairness Perceptions of an Organization
GP Goal and Process clarity 10 888 Good
JB On-the-Job Behavior 22 807 Good
Table 9 : Reliability Statistic of Cronbach’s Alpha
Descriptive Statistic
N Minimum Maximum Mean Std Deviation
Ta ble 10 : Descriptive Statistics of Job control, Cognitive demand & Production responsibility
N Minimum Maximum Mean Std Deviation
Table 11: Descriptive Statistics of Supervisor-related Commitment
N Minimum Maximum Mean Std Deviation
Table 12 : Descriptive Statistics of Fairness Perceptions of an Organizational Policy
N Minimum Maximum Mean Std Deviation
Table 13 : Descriptive Statistics of Goal and Process Clarity
N Minimum Maximum Mean Std Deviation
Table 14 : Descriptive Statistics of On-the-Job Behavior
From Tables 10 to 14, the highest-rated staff perception is Fairness Perceptions of Organizational Policy (FP), with a mean score of 3.7243 and a standard deviation of 0.45325 The lowest-rated aspect is Supervisor-related Commitment (SR), which has a mean of 3.6036 and a standard deviation of 0.53464 Job Control, Cognitive Demand, and Production Responsibility (JC) ranks third, with a mean score of 3.6276.
The final element, Goal and Process clarity, has a mean score of 3.6791 with a standard deviation of 0.52081, indicating a clear understanding among staff On-the-Job Behavior is rated slightly higher, with a mean score of 3.7486, close to the top scale value of 4 This suggests that employees highly appreciate and exhibit positive on-the-job behavior within the organization.
Hypothesis Testing
The research model demonstrates that all four hypotheses have a positive relationship with the dependent variable, On-the-Job Behavior According to the underlying theory, for these hypotheses to be supported, they must meet three essential requirements This ensures the validity and reliability of the findings in understanding factors influencing workplace behavior.
• R square is value: greater than 0
• Unstandardized coefficients beta: the same sign with hypothesis
• P value (Sig) is value: less than 0.05
Std Error of the Estimate
1 657 a 432 423 26201 a Predictors: (Constant), GP, SR, JC, FP
Table 15 : The relationship of four (04) hypotheses
From the above analysis, we can conclude that the appropriate theoretical model to researched data and 5 research hypothesis is accepted as H1, H2, H3, H4
• There is positive relationship between Job control, Cognitive demand & Production reponsibility (JC) and On-the-Job behavior (JB)
• There is positive relationship between Supervisor-related Commitment (SR) and On-the-Job behavior (JB)
• There is positive relationship between Fairness Perception of an Organization Policy (FP) and On-the-Job behavior (JB)
• There is positive relationship between Goal and Process Clarity (GP) and On- the-Job behavior (JB)
Variable’s name Type Beta Sig Result
1 Job control, Cognitive demand and