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MASTER OF BUSINESS ADMINISTRATION INTERNATIONAL PROGRAM  RESEARCH PROJECT (BMBR5103) THE FACTORS IMPACT THE POSITIVE WORK BEHAVIORS AT PV TRANS STUDENT’S FULL NAME : MAI VAN HUY STUDENT ID : CGS00019378 INTAKE : MARCH 2015 ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA) ADVISOR’S ASSESSMENT …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. …………………………………………………………………………………………………………………………………………………….. ADVISOR’S SIGNATURE (July 2016) NGUYEN THE KHAI (DBA) ACKNOWLEDGEMENTS Dear Dr Khai, I always think that you are great lecturer. Your advices and support gave truly to help the progression and smoothness of my study in Business Research Methods course. Moreover, you had even personally gone through and give valuable advised on our paper to every individual in class. I thank you very much. I also especially thank to my members of family, friends, colleagues, PV Trans mobilized and helped me to finish this research. Best wish for all, Mai Van Huy Student CONTENTS ABSTRACT .............................................................................................................................. 1 PART 1 - INTRODUCTION ................................................................................................... 2 About PV Trans ...................................................................................................................... 2 History ................................................................................................................................ 2 Vision and Mission ............................................................................................................. 3 Scope................................................................................................................................... 3 Contact ............................................................................................................................... 4 Research problem statement ................................................................................................... 5 Research objectives ................................................................................................................ 5 Research scope ....................................................................................................................... 6 PART 2 - LITERATURE REVIEW ....................................................................................... 6 Definition of constructs .......................................................................................................... 6 Positive Work Behaviors .................................................................................................... 6 Career Commitment ........................................................................................................... 7 Career Satisfactory ............................................................................................................. 8 Procedural Justice ............................................................................................................ 10 Perceived Organizational Support ................................................................................... 12 Argument for the relationship among the constructs............................................................ 13 Vroom’s expectancy theory .............................................................................................. 13 Maslow’s theory ............................................................................................................... 14 Hackman and Oldham’s job characteristics .................................................................... 16 Goal setting theory ........................................................................................................... 17 Herzeberg’s two factors theory ........................................................................................ 18 Hypotheses ........................................................................................................................... 21 Research model..................................................................................................................... 21 PART 3 - METHODS ............................................................................................................ 22 Data collection ...................................................................................................................... 22 Positive Work Behaviors .................................................................................................. 22 Career Commitment ......................................................................................................... 22 Career Satisfactory ........................................................................................................... 23 Procedural Justice ............................................................................................................ 24 Perceived Organizational Justice ..................................................................................... 24 Data collection progress ....................................................................................................... 26 Data analysis ......................................................................................................................... 26 PART 4 - RESULTS ............................................................................................................... 27 Cronbach‟s Alpha ................................................................................................................. 27 Statistics information ............................................................................................................ 27 Descriptive statistics ......................................................................................................... 27 Correlation statistics ........................................................................................................ 28 Hypotheses testing ................................................................................................................ 30 Hypothesis suggested (H1) ............................................................................................... 30 Hypothesis suggested (H2) ............................................................................................... 30 Hypothesis suggested (H3) ............................................................................................... 31 Hypothesis suggested (H4) ............................................................................................... 32 PART 5 - CONCLUSIONS.................................................................................................... 32 Discussion and recommendation .......................................................................................... 32 Limitation of research ........................................................................................................... 37 REFERENCES ....................................................................................................................... 38 APPENDIX ............................................................................................................................. 42 Appendix 1: Survey .................................................................................................................. 42 Appendix 2: Presentation ......................................................................................................... 48 FIGURE & TABLE Figure 1 : Research model 21 Table 1 : Positive Work Behaviors 22 Table 2 : Career Commitment 23 Table 3 : Career Satisfactory 23 Table 4 : Procedural Justice 24 Table 5 : Perceived Organizational Justice 25 Table 6 : Cronbach’s Alpha 27 Table 7 : Descriptive statistics 28 Table 8 : Correlation statistics 29 Table 9 : Model summary of H1 30 Table 10 : Model summary of H2 31 Table 11 : Model summary of H3 31 Table 12 : Model summary of H4 32 Business Research Methods Mai Van Huy Student ABSTRACT This study researches about the impact of the factors on positive working behaviors at PV Trans. It was determined the relationship between levels Positive Work Behaviors of the employees with four factors: Career Commitment, Career Satisfactory, Procedural Justice, Perceived Organizational Support; and this study analyzed based on five factors above and data will be analyzed using SPSS software. There are two types of variables used in this research include Dependent Variable (DV) and Independent Variables (IV). Positive Work Behaviors is classified as the DV and Career Commitment, Career Satisfactory, Procedural Justice and Perceived Organizational Support are classified as the IV. I think results of this research will help the CEO; managers of PV Trans have some solutions about human resource management to improve and increase our quality resource based on Positive Work Behaviors of employees. Key words in this research: Positive Work Behaviors, Career Commitment, Career Satisfactory, Procedural Justice, Perceived Organizational Support, PV Trans. 1 / 52 Business Research Methods Mai Van Huy Student PART 1 - INTRODUCTION About PV Trans History Established in 27th May 2002, PetroVietnam Transportation Corporation (PV Trans) was entrusted to provide maritime transportation and services to the oil and gas industry in Viet Nam and abroad. PV Trans is presently owned by a major shareholder (60%) being Vietnam National Oil and Gas Group (PetroVietnam) and the corporation‟s stock is now listed on the Ho Chi Minh City Stock Exchange (HoSE). Through years of operation and in response to the market‟s demands, PV Trans is further developing a modern fleet of crude oil tankers, product tankers, LPG carriers, offshore support vessels contributing to the oil and gas industries in Vietnam and region. PV Trans has therefore got a foothold in the international market and our stable customer base includes companies such as Shell, Exxon Mobil, BP, LG, Caltex, Petronas, Chevron, and Woodside etc. Today, with all what has been achieved, we are proud to say that since establishment, PVTrans has constantly improved and built a reputation for professionalism, reliability and quality of services, all of which are cost-effective and keys to a safe and successful business of our esteemed customers. For the coming years, following our strategy, we are also geared towards the possible diversification and expansion of services through the cooperation with recognized 2 / 52 Business Research Methods Mai Van Huy Student partners to timely response to the industry‟s growing demands in Vietnam and the region. Last but not least, our mission, which we are most concerned about, is to be the preferred supplier of quality service to customers doing business in the oil and gas industry in Vietnam and the region as well. In the years to come, in continually promoting our reputation and improving our services, we ensure your specific needs are met to complete satisfaction. Vision and Mission To be a high reputation and prestige provider of maritime transportation and services over regional and worldwide market. To be a preffered provider of maritime transportation and services in order to increase the wealth of our shareholders and thereby support the Nation‟s aspiration to become a country with leading maritime economy. Scope Owning, operating and chartering of crude oil, oil products, gas products, and chemical tankers as well as offshore support vessels and other cargo ships; Owning, operating and chartering of FPSO/FSO; Offshore petroleum technical services including marine survey, fabrication, installation, maintenance and repair of oil and gas facilities; Onshore logistics port and supply bases; Manpower supply of marine crew and offshore crew; Ship brokerage/Shipping agency and other related marine services; 3 / 52 Business Research Methods Mai Van Huy Student Road and inland waterway transportation including gas taxis, LPG trucks and busses; Freight forwarding and international multi-modal transportation; Procurement and supply of materials and equipment for oil and gas and transportation industries; Other commercial and financial investment services. Organizational structure Contact PV Trans Office: 2nd Floor, PVFCCo Tower, 43 Mac Dinh Chi Street, DakaoWard, District 1, Ho Chi Minh City, Vietnam Tel: (84.8) 39111301 / Fax: (84.8) 39111300 4 / 52 Business Research Methods Mai Van Huy Student Research problem statement Nowadays, the competition of the companies is getting more and more fiercely. This requires the companies to have many strategies in order to compete. Beside business strategies, the strategies of human resource play an important role in companies‟ successes. One of significant strategies in human resource is motivation employees. However, it is not easy to do that. In order to motivate the employees to have positive working behavior, the managers of the firm must know what factors influence the working behavior of employees. For this reason, I conducted this research to know clearly about some factors influence positive working behavior of the employees. In this study, the factors are evaluated to affect the employees‟ positive working behavior are Career Commitment, Career Satisfactory, Procedural Justice and Perceived Organizational Support. The main content of this research will show clearly about the relationship between the above factors and positive working behavior of employees. Thus, the CEO of PV Trans has recognized that Positive Work Behaviors of employees is of paramount importance to sustainable development of the company. Some factors such as Career Commitment, Career Satisfactory, Procedural Justice, and Perceived Organizational Support are problems of human resource management at PV Trans. Research objectives This purpose of this research is finding the factors influence to the Positive Work Behaviors of employees working at PV Trans. Include workings: try to define Positive 5 / 52 Business Research Methods Mai Van Huy Student Work Behaviors; design research model and test related factors to check influence relationship between factors and recommendation to improve the effectiveness of human resource management at PV Trans. Research scope This research focuses to issues related to Positive Work Behaviors of the employees of PV Trans based on their current operating mode and working condition. The survey is also built to collect feedback from employees of PV Trans to provide a clear understanding of critical areas of Positive Work Behaviors to enable CEO of PV Trans to set the effective strategies to improve Positive Work Behaviors. PART 2 - LITERATURE REVIEW Definition of constructs Positive Work Behaviors Employee behaviors at work generally can be characterized as either contributing to organizational goals or contributing to an employee‟s occupational control. As a result, Hodson (1991) advocates examination of the effects of the characteristics of jobs and work environments on employee work behaviors. Employee behaviors can be divided in three patterns: “good soldier”; “smooth operator” and “saboteurs”. Good soldiers take the organizational goals as their own, are highly committed, and don‟t question organizational decisions but strive to implement these decisions efficiently. Smooth operators give first priority to their own occupational goals and may inadvertently advance organizational goals. Saboteurs are employees who neither adopt organizational goals nor achieve their own occupational goals. 6 / 52 Business Research Methods Mai Van Huy Student On-the-job behaviors are described positive and negative behaviors of employees in their work, and behaviors are divided in four following categories: positive work behaviors; psychological withdrawal behaviors; physical withdrawal behaviors; and antagonistic work behaviors by Lehman and Simpson (1992). However, in this dissertation I am considering aspects of positive behavior at work because this will help the development of the company and create competitive advantage and improve the quality of human resources for company. According to Lehman and Simpson (1992) Positive work behaviors include such thing as volunteering for additional work, working overtime, and attempting to change one‟s job for the better. Positive work behaviors correlated positively with job satisfaction, organizational commitment, job involvement, job tension and general fatigue. Career Commitment Career commitment is the commitment of a person to a progression of related jobs in such a way that there is a direct benefit to the employee above and beyond that for the organization and occupation. To understand the literature of career commitment is necessary to define some terminology; career commitment had been defined as the strength of one‟s motivation to work in a chosen career role. This definition focuses on motivation and goal‟s achievement within a specific career field. The definition is based on Colarelli (1990) and Hall (1971) Factor analysis showed that career commitment was empirically distinct from affective organizational commitment, continuance commitment, and normative commitment 7 / 52 Business Research Methods Mai Van Huy Student (Cohen, 1996). Career commitment was also shown to be empirically distinct from job involvement and a measure of the Protestant work ethic (Cohen, 1999) Career Satisfactory Career satisfactory has been an important focal point for organizational and industrial psychology. In defining career satisfactory the reference is often made to Locke‟s (1976) description of career satisfactory as a “pleasurable or positive emotional state resulting from the appraisal of one‟s career or career experiences” (Jex 2002 p.116). The appraisal involves various elements related to the career such as salary, working conditions, colleagues and boss, career prospects and, of course, the intrinsic aspects of the career itself (Arnold et al 1998 p. 204) Different authors have different approaches towards defining career satisfactory. Hoppock defined career satisfactory as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my career (Hoppock, 1935). According to this approach although Career satisfactory 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 career satisfactory presents a set of factors that cause a feeling of satisfactory. Vroom in his definition on career satisfactory focuses on the role of the employee in the workplace. Thus he defines career satisfactory 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 career satisfactory is the one given by Spector according to whom career satisfactory has to do with the way how people feel 8 / 52 Business Research Methods Mai Van Huy Student about their career and its various aspects. It has to do with the extent to which people like one dislike their career. That's why career satisfactory and career dissatisfactory can appear in any given work situation. Career satisfactory 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. Career satisfactory represents the extent to which expectations are and match the real awards. Career satisfactory is closely linked to that individual's behavior in the work place (Davis et al., 1985) Career satisfactory is a worker‟s sense of achievement and success on the career. It is generally perceived to be directly linked to productivity as well as to personal wellbeing. Career satisfactory implies doing a career one enjoys, doing it well and being rewarded for one‟s efforts. Career satisfactory further implies enthusiasm and happiness with one‟s work. Career satisfactory 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) Career satisfactory can be defined also as the extent to which a worker is content with the rewards he or she gets out of his one her career, particularly in terms of intrinsic motivation (Statt, 2004). The term career satisfactory refers to the attitude and feelings people have about their work. Positive and favorable attitudes towards the Career indicate career satisfactory. Negative and unfavorable attitudes towards the career indicate career dissatisfactory (Armstrong, 2006) 9 / 52 Business Research Methods Mai Van Huy Student Career satisfactory is the collection of feeling and beliefs that people have about their current career. People‟s levels of degrees of career satisfactory can range from extreme satisfactory to extreme dissatisfactory. In addition, to having attitudes about their careers as a whole, people also can have attitudes about various aspects of their Careers such as the kind of work they do, their coworkers, supervisors or subordinates and their pay (George et al., 2008) Career satisfactory index was developed by Schriesheim and Tsui (1980). It uses six items to form an index that describes overall career satisfactory. The scale includes single questions to assess the degree of satisfactory with the work itself, supervision, co-workers, pay, promotion opportunities, and the career in general. Career satisfactory 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 Career satisfactory in contemporary companies. When analyzing career satisfactory the logic that a satisfied employee is a happy employee and a happy employee is a successful employee. Procedural Justice According to Tang et al. (1996), there was one factor related to the distributive justice to which the extend how fairly employees were rewarded while there were five identified factors (aspects) of procedural justice, namely fairness, two- way communication, trust in supervisor, clarity of expectations and understanding of the 10 / 52 Business Research Methods Mai Van Huy Student performance appraisal process. They found that distributive justice was significantly related to satisfaction with pay, promotion, the performance appraisal, and organizational commitment while procedural justice were related to satisfaction with supervision, self-reported performance appraisal rating, performance appraisal, commitment, and job involvement. Meyer and Smith (2000) considered the justice climate of the procedural, interpersonal and the informational, and suggested that the provision of training of managers to ensure that all of their employees perceived fair treatment. Facilitating meetings where subordinates were able to express their opinions, and that needed information was well communicated, that explanatory role-playing was performed, and that interpersonal sensitivity was observed when providing performance appraisal feedback to subordinates. As well as establishing policies, that increased the likelihood of procedural and informational justice and rule satisfaction. All of the studies reviewed above demonstrated that distributive and procedural justices were important in predicting employees‟ subsequent personal satisfaction and commitment to the organization. According to Tang et al. (1996), it was also important for organizations to ensure that they communicated the relevant information to employees. The improvement in the perceptions of informational justice as well as procedural justice is through information communicated by higher levels of management and by organizational policies and practices. Another aspect was twoway communication to identify the needs, desires, and expectations of employees, that helped them to achieve their goals and objectives, to recognize their achievements and 11 / 52 Business Research Methods Mai Van Huy Student their accomplishments, provide feedback, and allows for an employee‟s input. As such, performance appraisal criteria and possible rewards should be expressed to their employees clearly to enhance their understanding of the process and improving their performance and trust in managers. They have also suggested that by applying rules fairly and consistently to all employees and reward them based on performance and merit without personal bias, would have a positive perception of procedural and distributive justice, which might lead to a higher satisfaction, commitment and involvement. As well as procedural and distributive justice, „interpersonal sensitivity” and the supply of information to employees, and adding that there is a great need of a focus on the actual presentation of needed information. Therefore, managers needed to understand employee‟s intention, values, and attitudes, to communicate clearly, to respect their wishes and to project courtesy and friendliness. Perceived Organizational Support Perceived organizational support was defined as ”an experience-based at-tribution concerning the benevolent or malevolent intent of the organization‟s policies, norms, procedures and actions as they affect employees” (Eisenberger et al., 2001). It 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 (Eisenberger et al., 1986) One of factors that influence the positive working behavior of the employees is perceived organization support. As above definition of this factor, we can see that this factor reflects the employees‟ perception about the supporting of the organization in 12 / 52 Business Research Methods Mai Van Huy Student their work. In my opinion, if an employee can perceive that the organization can support as well as evaluate his or her work, he or she can have more motivation to try his/ her best to achieve best results. The reason is that if the employees can perceive the organizational supports, they will feel that they are also important for the organization and their efforts in their work will be high evaluated. Argument for the relationship among the constructs Vroom’s expectancy theory Victor H. Vroom (1964) defines motivation as a process governing choices among alternative forms of voluntary activities, a process controlled by the individual. The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results. Motivation is a product of the individual's expectancy that a certain effort will lead to the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence. Expectancy theory proposes that an individual will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be. In essence, the motivation of the behavior selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave. 13 / 52 Business Research Methods Mai Van Huy Student Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. Maslow’s theory Abraham Maslow was born in New York in 1908 and died in 1970, although various publications appear in Maslow's name in later years. Maslow's PhD in psychology in 1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College. Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency needs" or "d-needs": esteem, friendship and love, security, and physical needs. If these "deficiency needs" are not met – with the exception of the most fundamental (physiological) need – there may not be a physical indication, but the individual will feel anxious and tense. Maslow's theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs. Maslow also coined the term "metamotivation" to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment. 14 / 52
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