Tài liệu Research about job satisfaction at viettravel (vietnam)

RESEARCH PROJECT (BMBR5103) RESEARCH ABOUT JOB SATISFACTION AT VIETRAVEL (VIETNAM) STUDENT’S FULL NAME : NGUYEN THUY TIEN STUDENT ID : CGSVN000015850 INTAKE : SEPTEMBER 2013 ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA) HO CHI MINH CITY, AUGUST 2016 Acknowledgments It is not a single doubt that pursuing this research is not only hard but also meaningful experience. This could be compared with climbing a high peak, step by step, paired with hardships, frustration, encourangement, trust and unlimited help from numerous people altogether. When I find myself admiring the view from the top, I realize that teamwork leads me all over there. Though it would not be enough to express my appreciation in words to all those people who support me, I still desire to convey my special thanks to all these people. I would like to express my gratitude to all those who have made this dissertation possible. My deepest gratitude goes first and foremost to my lecturer Dr. Nguyen The Khai (DBA) for his full support, expert guidance, understanding and encouragement througout my study and research. Without his incredible patience and timely wisdom and counsel, my research would have been a frustrating and overwhelming pursuit. My thanks are also extended to Vietravel – Asia’s Leading Tour Operator for their unceasing support from the very first beginning accompanied by their willingness shown to provide a solid grounding in database needed in the accomplishment of this research. Last but not least, I also place on record, my sense of gratitude to my parents, friends and colleagues for their endless support, enduring love, constant guidace, motivation and ecouragement. 1 !!!!!!!!!!!!ABSTRACT 5! PART ONE INTRODUCTION 1 About Vietravel Brandname Calibration History Vietnam Offices Network Scope Business Vision, Mission & Core Values Management Formality Organization Structure Leadership Style 2 Research Objective 3 Research Scope 6 6 6 6 6 8 8 8 8 9 9 11 11 12 12 12 14 14 15 4 Limitation of the Research PART TWO LITERATURE REVIEW 5 Definition constructs Job Satisfaction Supervisory Support Developmental Experiences Fairness in Skill – Based Pay Perceived Ability – Job Fit 6 Argument for the relationship among the constructs 16 16 16 17 17 17 18 18 18 18 19 X theory and Y theory Maslow’s needs theory 19 23 25 28 29 Herzberg’s two factor theory Hackman & Oldham’s Job Characteristics McClelland’s needs theory Stacey Adam’s Equity Theory 2 30 31 PART THREE METHODS 7 Data collection 33 33 33 38 Design Template Scale Data collection progress 8 Data Analysis 39 PART FOUR RESULTS 9 Cronbach’s Alpha Cronbach’s Alpha standard applied Cronbach’s Alpha 40 40 40 40 10 Statistics information 42 42 43 Descriptive statistics Correlation statistics 11 Hypotheses testing 44 Hypothesis proposed (H1) 44 45 45 46 Hypothesis proposed (H2) Hypothesis proposed (H3) Hypothesis proposed (H4) PART FIVE CONCLUSIONS 12 Discussion 47 47 47 48 13 Limitation of research 14 Forecast recommendation REFERENCES 49 51 APPENDIX Appendix 1: Survey 51 56 Appendix 2: Presentation 3 ! FIGURES & TABLES FIGURE Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 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 Table 23 Facets of Job Satisfaction Maslow’s Hierarchy of Need Herzberg’s Two Factor Theory Hackman & Oldham’s Job Characteristics McCleeland’s Needs Theory Adam’s Equity Theory Diagram 17 24 26 29 30 31 32 Job Satisfaction Scale Supervisory Scale Developmental Experiences Fairness in Skill – Based Pay Perceived Ability Job Fit Timetable for data collection progress Cronbach’s Alpha Cronbach’s Alpha of Job Satisfaction Cronbach’s Alpha of Supervisory Support Cronbach’s Alpha of Developmental Experiences Cronbach’s Alpha of Fairness in Skill – Based Pay Cronbach’s Alpha of Perceived Ability Job Fit Descriptive statistics Value of Coefficients Correlation statistics Model Summary of H1 Coefficients of H1 Model Summary of H2 Coefficients of H2 Model Summary of H3 Coefficients of H3 Model Summary of H4 Coefficients of H4 33 35 36 37 38 38 40 40 41 41 4 41 42 42 42 43 43 44 44 45 45 45 46 46 46 ABSTRACTS Job satisfaction is regarded as one of the most complex issues facing today’s managers when it comes to managing their employees. The subject matter of this research centers on observing and analyzing a series of factors which influences satisfaction level among the workforce of Vietravel (VTV). The study employed research strategy in quantitative terms. The subjects of this certain study were comprised of 500 employees working for VTV. The primary data was collected using a structured questionnaire with the aid of Statistical Package for Social Sciences (SPSS) for data analysis statistically, 500 questionnaires were distributed and 270 valid ones were returned. The questionnaires were completed voluntarily by all respondents. The findings of the study revealed that the joint effect of variables can be grouped as independent ones (Supervisory Support, Procedural Justice, Fairnness in Skill – Based Pay and Perceived Ability – Job Fit) which might influence Job Satisfaction relative to Expectation – the dependent one. Based on the findings of this study, it is highly recommended that the management should try as much as possible to give constant attention to factors that can enhance job satisfaction. Human resource is considered as the most fundamental asset for any organization, not mention VTV. Therefore, this study could be much of the tool used by the higher – ups in VTV to better comprehend the satisfaction level of employees and how they can encourage their employees to carry out their job proficiently and effectively. Key words: Job Satisfaction relative to Expectation, Supervisory Support, Procedural Justice, Fairness in Skill – Based Bay and Perceived Ability – Job Fit. PART ONE: INTRODUCTION 5 About Vietravel Brandname Calibration The triangle with 03 apexes and 03 sides that an switch places and roles to each other, this shows the absolute balance in an active market and non – stop growing world. The unfinished circle demonstrates that knowledge of humankind cannot reach the absolute truth of “The truth, the good and the beautiful”. This reminds tourist operators have to learn, to improve constantly in order to deliver the best product & services to meet the customer’s travelling needs that are more gradually diversified from customers. The four lines divine the circle into 5 proportions which represent for 5 continents, this expresses the aspiration to reach out and globally develop all around the world. History The Vietnam Travel and Marketing Transport Joint-stock Company (Vietravel) was established on the basis of the Centre of Tourism – Marketing and Investment Services (Tracodi Tourmis) under the Ministry of Transport. In the initial days after Vietravel was established in December, 1995 it faced many difficulties in the tourist market, lacking employees, funds and facilities. But with a dynamic, determination to overcome difficulties and an effective business strategy, the company has gradually developed. 6 Vietravel has been a member of Domestic and International Tourism Organizations: - VCCI (Vietnam Chamber of Commerce and Industry) - VITA (Vietnam Tourism Association) - HTA (HCMC Tourism Association) - HUBA (HCMC Union of Business Association) - ASTA (American Society of Travel Agents) - PATA (Pacific Asian Travel Association) - IATA (International Air Transport Association) - JATA (Japan Association of Travel Agents) - IAGTO (International Association of Golf and Tour Operators) - ATTA (Adventure Travel Trade Association) 7 Vietravel Offices Network Scope Business - International and Domestic Tourism - E- tour (E – commerce) - Organizing MICE tour, Golf tour & Team building - Air/train ticket service - Services for self – drive car rental - Tour guide & Interpreter services - Marine Transporting and Mediating Agency - Foreign currency exchange service - Overseas study consultant service - Events Organizing - Hotel Reservation service - Career Training Center 8 - Labor Export Service - Civil Construction Enterprise Vision, Mission and Core values Vision: Reach out to the world’s height Vietravel has been honored with “Vietnam’s Leading Tour Operator” and “Vietnam’s Leading Travel Agency” in 2015 organized by World Travel Awards – “Oscars” of the travel industry. With a long-term strategy and an emphasis on training human resources and investing in infrastructure and information technology to improve customer services, Vietravel will continue to conquer new heights and reach out to regional and international markets. Mission: The Pioneer Since our inception, Vietravel has been a pioneer in the travel industry. They offer a wide variety of vacations and other travel opportunities to countless destinations. Vietravel has always worked very hard to bring their valued clientele the best the travel industry has to offer. Core Values: EXPERIENCE: After 20 - year's operations in the field of international and domestic tourism, Vietravel has gained much experience and been confident of our quality services. PROFESSIONALISM: The fast, strong and sustained growth of Vietravel is based on two important elements: an effective business structure, well-trained and highly experienced staff with in-depth knowledge of tourism as well as excellent language skills. 9 Moreover, the professionalism of Vietravel is displayed by the application of Ecommerce into their business activities. The management structure and customer care programs are also applied with quality management standards. PERSONAL CARE: Vietravel with a wide network of branches, offices and affiliates throughout Vietnam and overseas, can easily approach our customers and satisfy their needs accordingly wherever they are. In addition, we have a database which has been updated regularly with an abundant list of hotels, restaurants, resorts, entertainments. Also new destinations have been constantly added by the Product Department in order to bring new experiences and varied choices to our customers. ADDED VALUES: those are the values exceeding the hope of customers. Through our tour programs, members in family will have chances to get closer and understand each other more than ever; colleagues will collaborate with one another firmer. Gifts will also be offered through the programs: “Together win”, “VIP club” or “Membership card”. Above all of those mentioned values are the charity programs combined into tour programs. With Vietravel, tourism is not only for sightseeing and relaxing but also sharing difficulties and responsibilities with the community. SUBLIMATE EMOTIONS FOR EACH CUSTOMER: that is the impression Vietravel will definitely bring to the customer once buying Vietravel’s services When taking tours with Vietravel, customers will surely have opportunities to experience it all: from exploring new lands new people with their history and cultures, to their typical lifestyles and cuisines….. 10 YOUNG & DYNAMIC: With all their enthusiasm and creativity, our staff tiredlessly strive to bring to customers a wide range of new products with the best quality and competitive price. 24 - HOUR ASSISTANCE: Vietravel provides customers with 24/7 and 365 days assistance through our hotline numbers, even in Tet and national holidays. QUALITY: We commit to bringing the highest standard services and conveniences beyond customers’ expectations. We will continuously update our new exciting tour programs and services at the best prices, just to carry out our business mission “Quality is always our first priority”. Management Formality 11 Organization Structure Leadership style 12 Over the course of the long career, Mr. Nguyen Quoc Ky – Chairman & General Director of Vietravel, accompanied by other recognized deputy general directors have been able to handle the good times and bad by never lacking confidence in their ability to get the job done. This could not be carried out without the signature leadership style shaped by these great leaders. Democratic Leadership: Vietravel’s employees are given the opportunity to participate, ideas are exchanged freely, and discussion is encouraged. While the democratic process tends to focus on group equality and the free flow of ideas, the lead of the group is still there to offer guidance and control. Coaching Leadership: Vietravel supports their subordinates identify their unique advantages and disadvantages and tie them to their career aspirations. They encourage employees to construct long – term goals and help them conceptualize a plan for attaining them. Visionary Leadership: Vietravel excels at creating a positive and inspirational vision of the future and conveying that vision in an engaging manner that attracts committed employees. They understand the need for meaning and purpose in employees, and uses that need to inspire them to achieve more and to build better futures. The subordinates get motivated by the defined vision and feel a sense of solidarity within the group due to the common sense. Research problem statement Vietravel is 100% Vietnamese enterprise but it has expanded branches overseas (Thailand, Singapore, America, Australia, France,…) Currently, in the context of the tourism industry is very tough and working environment of Vietnamese industry has experienced too many changes, yet none researchers are working on findings obtained 13 job satisfaction in these companies. Vietravel is aggressively developing and growing human resource, especially in the selection of right people for the right position offered by the company. However, it appears that recruiting right people does not complete the process, when another piece remains keeping talent employees. In other words, how to retain key staff gives the employers a big question which needs to be answered correctly. The Chief Executive Officer recognizes that the Job Satisfaction is considered as the significant factor for Vietravel development since tourism industry is the huge pie shared by coming competitors, the subordinates’ capabilities are the winning tool for the champions. However, some factors such as Supervisory Support, Developmental Experiences, Fairness in Skill – Based Pay and Perceived Ability – Job Fit are problems for human resource managemet at Vietravel. Research objectives This purpose of this research is to find the factors which influence the Job Satisfaction of Vietravel employees. My research will center on 3 main factors: ! Firstly: Search related information and try to define the meaning of Job Satisfaction in Vietravel. ! Secondly: Design research model and test related factors to check the influence between factors to access strong/weak level of each factor in the progress. ! Thirdly: Discuss and propose recommendation to improve the effectiveness and forecast the human resources management in Vietravel next time. Research Scope The Scope of research is designed for the entire employees at Vietravel, including: General Director & Chairman, Deputy General Directors & Board of Directors, 14 managers, subordinates and employees working at Vietravel & excluding: Shareholders, Supervisory Board and employees who are under probation period or in maturity leave. The survey scope is within the territory of Vietnam, which composes 500 employees working in Vietravel. Contents are factors influencing Job Satisfaction and not intended to re- structure, change and replace the employees. This survey was conducted from 1st April to 25th June 2016. Significance of research This research will help CEO, Directors, managers understand and recognize the importance of Job Satisfaction which is the most important factor to show the effectiveness of the policy in human matter. Beside significant management, it does improve employee loyalty to the organization and further, employees will be loyal to the shareholders of the company, contributing to the financial strength of the company. Limitation of the Research This research will have some limitations due to its focus on Vietravel only. The survey was conducted in short period of time. Besides, the survey respondents are more qualified and different perceptions about Job Satisfaction combined with the grammatical errors in the contents which may cause confusion for the readers. 15 PART TWO LITERATURE REVIEW DEFINITION CONSTRUCTS Job Satisfaction It was developed by Bacharach, Bamberger, and Conley (1991) which includes 5 items. The most widely accepted theory of job satisfaction was proposed by Locke (1976), who defined job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Locke, 1975, p.1304). Job satisfaction has emotional, cognitive, and behavioral components (Bernstein & Nash, 2008). The emotional component refers to job-related feelings such as boredom, anxiety, acknowledgement and excitement. The cognitive component of job satisfaction pertains to beliefs regarding one's job whether it is respectable, mentally demanding / challenging and rewarding. Finally, the behavioral component includes people's actions in relation to their work such as tardiness, working late, faking illness in order to avoid work (Bernstein & Nash, 2008). Job satisfaction refers to the positive attitudes or emotional dispositions people may gain from work or through aspects of work. Employees’ job satisfaction becomes a central attention in the researches and discussions in work and organizational psychology because it is believed to have relationship with the job performance. 16 Figure 1: Facets of job satisfaction (Hackman & Oldham, 1980; Smith, Kendall, & Hulin, 1969) Supervisory Support The measure, developed by Greenhaus, Parasuraman, and Wormley (1990), includes 9 items to be exact. Supervisor support is defined as the extent to which leaders value their employees’ contributions and care about their well-being. A leader with high supervisor support is one that makes employees feel heard, valued, and cared about. Although it sounds simple, providing this kind of support is one of the hardest transitions to make when promoted from employee to supervisor. The move from “process expert” to “motivational leader” is possibly one of the largest steps one can take in his/her working life. Developmental Experiences The measure, developed by Wayne, Shore and Liden (1997), includes 5 items to be obtained. Developmental Experiences (DE) are defined as an individual’s experience of taking on demanding assignments that offer opportunity for learning and leadership. The extent to which an assignment brings DE can depend on how the particular employee views the opportunity in his or her own mind. Developmental assignments usually share 17 some common features: unfamiliar responsibilities, opportunity to create change, high levels of responsibility, working across boundaries, and managing diversity. Fairness in Skill – Based Pay This measure, developed by Lee, Law and Bobko (1998), uses 4 items to assess fairness in competency – skill based pay system. Management’s strategy for the organization should be a critical determinant of the operations of the pay system. Employees with higher skill levels receive higher pay than those with lower skill levels. Skill-based structures link pay to the depth or breadth of the skills, abilities, and knowledge persons acquire that are relevant to the work. Perceived Ability – Job Fit Ability-job fit can be defined as the "fit between the abilities of a person and the demands of a job, or the desires of a person and the attributes of a job" (Sekiguchi, 2004). When employees perceive change programs as having a significant impact on their job, they will have more negative attitudes towards the change. We also expect that the extent to which employees perceive a better fit between their abilities and the revised job demands, they will have more positive attitudes about the change. Taking these arguments together, we propose that the relationship between individual job impact and attitudes towards change is moderated by fit. While perceptions of job impact and fit are related, they are conceptually distinct in that changes may or may not be a good fit with an individual’s existing skill set. A major change will be perceived more negatively to the extent that individuals view themselves as incapable of meeting the demands – that is, perceive a worse fit. And to the extent that individuals are asked to incorporate 18 changes to their job – changes that do not fit with their skills and abilities – the level of stress and uncertainty would increase. Argument for the relationship among the constructs X theory and Y theory Contents Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. Theory X represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y denotes a positive view of human nature and assumes individuals are generally industrious, creative, and able to assume responsibility and exercise self-control in their jobs. One would expect, then, that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. In the 1950s, Douglas McGregor (1906-1964), a psychologist who taught at MIT and served as president of Antioch College from 1948-1954, criticized both the classical and human relations schools as inadequate for the realities of the workplace. He believed that the assumptions underlying both schools represented a negative view of human nature and that another approach to management based on an entirely different set of assumptions was needed. McGregor laid out his ideas in his classic 1957 article "The Human Side of Enterprise" and the 1960 book of the same name, in which he introduced what came to be called the new humanism. 19