Tiểu luận a research of factors which have significant influences on job satisfaction of officer a case study in ho chi minh city

INTRODUCTION

Research Background

Office workers are crucial to the labor structure in Vietnam, especially in Ho Chi Minh City, where the workforce comprises 4,598,135 individuals, representing 52.09% of the total population Notably, 3,317,058 of these employees are engaged in various enterprises, highlighting the significant role they play in the local economy (HCMC Labor Demand Forecast Center and Labor Market Information, 2018).

Job satisfaction is a key focus in industrial and organizational psychology, extensively researched to enhance business performance Satisfied employees demonstrate increased motivation, reduced absenteeism, greater willingness to assist colleagues, and a higher likelihood of engaging in team projects.

2002) Furthermore, a motivated workforce is a vital component of an organization's ability to provide services efficiently and effectively

A research group is investigating the key factors influencing job satisfaction among office workers in Ho Chi Minh City The findings aim to equip managers and supervisors with insights that can enhance employee productivity, ultimately contributing to the long-term success of the organization.

Research aim and objectives

This research focuses on identifying key predictors of job satisfaction among officers in Ho Chi Minh City Job satisfaction significantly influences employee turnover rates and impacts company longevity and growth Therefore, developing effective strategies to retain core employees and addressing staff expectations are essential for organizational success.

In this study, the study group aims to find out the factors affect job satisfaction of office staff through 3 following steps:

- Determining factors which affect officers’ job satisfaction by conducting a quantitative survey with a sample of 100 or upper

7 | P a g e download by : skknchat@gmail.com

- Evaluate the survey’s results by using SPSS 20 and conclude which factors would affect job satisfaction

- Suggesting strategies for the operation, especially for managers and supervisors to upscale job satisfaction, specifically, these strategies could result in long-term profit for the business.

Research method

Due to time constraints, the research team opted for a quantitative approach to gather results A model was developed based on key factors, leading to the formulation of hypotheses and the creation of a quantitative questionnaire The questionnaire consisted of two main sections: Part I gathered demographic information from respondents, including gender, occupation, business unit, and income, while Part II assessed job satisfaction in relation to supervisors.

Management, workplace condition, relationship with co-worker, Training and development opportunities.

The questionnaire results revealed the impact of various factors on employee job satisfaction These findings will inform actionable recommendations aimed at enhancing worker productivity, ultimately leading to long-term benefits for the company.

Research’s contribution

This study outlines strategies for enterprises and managers to enhance employee productivity, emphasizing that a deeper understanding of staff leads to significant long-term benefits for the organization.

Research structure

The study involves 5 parts shown in the below table.

LITERATURE REVIEW

Job satisfaction

Job satisfaction is a key topic explored across various fields, including psychology, sociology, economics, and management sciences Researchers consistently examine its impact on workplace dynamics, as it significantly affects labor market behaviors, work efficiency, employee commitment, absenteeism, and turnover rates (Panigrahi & Joshi, 2016).

Job satisfaction refers to the extent of an employee's positive or negative feelings towards their work (Saif and Saleh, 2013) It can be assessed by evaluating the employee's perception of their job, particularly in relation to their salary, job performance, and the overall work environment (Black and Steers, 1994).

Dimension definition

In a work environment, employees often face challenges that hinder their daily tasks, leading to the need for assistance from their supervisors However, when this support is insufficient or delayed, it can result in subpar work quality and incomplete assignments, ultimately impacting the organization's overall performance.

Collecting feedback is essential for improving workplace efficiency, as positive feedback can motivate employees to enhance their job performance Conversely, negative feedback may result in frustration and increased employee turnover.

Ensuring a safe and secure working environment is mandated by Vietnamese Labor Law 2012 and international regulations, but it also serves as a strategic advantage for companies aiming to boost employee productivity A safe workplace not only enhances productivity but also lowers overhead costs and minimizes environmental impact by reducing waste management expenses and raw material purchases, ultimately promoting overall safety and efficiency within the organization.

| P a g e download by : skknchat@gmail.com compliance with environmental protection legislation and enhancing the company's reputation (Kjaerheim, 2005; El-Haggar, 2007)

Coworkers and supervisors play a crucial role in shaping employee performance and job satisfaction The quality of relationships that employees cultivate with their colleagues and superiors can greatly impact their overall work experience Furthermore, a supportive belief system among coworkers contributes to a more comfortable working environment, ultimately leading to increased productivity.

Even though monthly salary is one of the ultimate measurement of job happiness, rewarding workers means more than just receiving high salaries (Clark,

In addition to competitive salaries, employees highly value the ability to control their working environment and schedules, as this autonomy contributes significantly to their sense of accomplishment and job satisfaction (Shetrone, 2011).

Training is essential for employees to acquire new job-related knowledge and enhance their professionalism It significantly boosts their competencies and overall work performance, leading to mutual benefits for both employees and the organization By fostering the development of skills, knowledge, abilities, and behaviors, training positively influences employee performance and contributes to organizational success.

Career development plays a crucial role in enhancing job satisfaction by aiming to improve work performance through expanded job responsibilities According to Rivai (2004), it serves as a mechanism within organizations to boost individual capabilities for achieving desired career outcomes Employees often aspire for opportunities to advance to higher positions, but the unequal distribution of such opportunities can lead to feelings of job dissatisfaction.

RESEARCH METHODOLOGY

Questionnaire design

According to the objectives of the research, questionnaires were designed with

- Demographics questions: This part includes 7 questions regarding to personal information of employees: age, gender, education, income, job position and work field.

- Questions related to justification and satisfaction level of employees in 5 aspects: Supervisor/ Manager, Workplace Conditions, Relationship with co-workers, Benefits and rewards, Training and development opportunities.

Based on a review of existing research on job satisfaction, the research group identified five key factors to study the job satisfaction of officers in Ho Chi Minh City The proposed model illustrates these five factors that may significantly impact job satisfaction levels.

Base on the quantitative results and previous study foundation, the following hypotheses were stated The research group came up with a new factor: “Training and

Development opportunities” and “benefits and rewards” as the team figuring out that previous studies did not mention about it.

H1 Supervisor/Manager has an impact on officer’s job satisfaction

Research indicates that a low level of trust in supervisors correlates with decreased job satisfaction For instance, a study by Rich (1997) found that trust in sales managers significantly enhances job satisfaction among salespeople Likewise, a survey conducted by Mulki, Jaramillo, and Locander (2006) involving 333 pharmaceutical salespeople revealed a positive relationship between trust in supervisors and overall work satisfaction.

H2 Workplace conditions have a significant influence on officer’s job satisfaction

Job security, indicated by the length of contracts, is positively correlated with job satisfaction Conversely, individuals who feel underemployed—specifically those who wish to work additional hours—report lower levels of job satisfaction, according to Diriwaechter and Shvartsman (2017).

H3 Relationship with co-workers has an important influence on officer’s job satisfaction

When employees feel supported by their colleagues, their intention to leave the job decreases, as noted by Manning et al (2005) This sense of camaraderie and positive social interactions within the workplace fosters a more stable workforce, leading to reduced turnover expectations.

H4 Benefits and rewards have an impact on officer’s job satisfaction

Salary and rewards significantly influence job satisfaction and employee performance Both monetary incentives and recognition for good performance serve as key motivators, enhancing productivity and overall effectiveness A well-structured pay policy is essential for sustaining the workforce, aligning with the organization's vision and mission, and achieving job-related goals (Umar, 2012).

H5 Training and Development opportunities have an influence on officer’s job satisfaction

In addition to the elements mentioned above, the study group came up with the idea that an employers who are provided with a full pack of training could have a

12 | P a g e download by : skknchat@gmail.com higher level of job satisfaction Since these individual fully comprehend the job requirement They'll have less difficulty getting into a new work environment.

Employees who experience multiple opportunities for promotion and career advancement tend to report higher job satisfaction This is largely because they feel acknowledged for their contributions to the business, receiving the recognition they rightfully deserve.

Depend variable: job satisfaction was selected to become a dependent variable of the research model and this is a quantitative variable.

Independent variables: Base on identifying independent variables, a self- administered questionnaire survey was designed.

Name of Explain Measurement method variable

Support from managers was evaluated using a 5-point Likert scale, where participants rated their level of agreement with various statements from 1 (strongly disagree) to 5 (strongly agree).

Support_1: “The supervisor provides me with sufficient information related to work”

Support_2: “I receive the right amount of support and guidance from my direct supervisor”

Support_3: “I always receive support from my supervisor whenever I need”

Support_4: “My supervisor supports with enthusiastic and passionate”

Support_5: “Support from the supervisor has helped me a lot at work”

Feedback was assessed using a 5-point Likert scale, where respondents rated their level of agreement or disagreement with various statements, ranging from 1 (strongly disagree) to 5 (strongly agree).

Feedback_1: “I receive regular and timely feedback from my supervisor”

Feedback_2: “My supervisor uses positive feedback with staff”

Feedback_3: “Feedback from the supervisor helps to improve my work”

Feedback_4: “Feedback from supervisor fulfill my skills and knowledge”

Relationship questions were assessed using a 5-point Likert scale, where respondents rated their level of agreement with various statements from 1 (strongly disagree) to 5 (strongly agree).

Rela_1: “My supervisor/ manager demonstrate respects for all employees”

Rela_2: “Communication between supervisor/ manager and employees is honest and open” Rela_3: “My supervisor/ manager reward their employees fairly”

Rela_4: “My supervisor/ manager treats all employees fairly”

Rela_5: “I can fully trust my supervisor/ manager”

The measurement method of the remaining variables is the same as these variables above More details about the questionnaires are attached in the appendix.

Sampling

Our analysis employs convenience sampling, also referred to as catch sampling or accidental sampling, which is a non-probability method where samples are selected from readily available segments of the population This approach offers the benefit of saving time and costs, making it an efficient choice for research Given the time constraints, data collection was conducted over one week, resulting in a total of 105 respondents.

Quantitative method

The research focuses on job satisfaction, a well-established topic, and employs a quantitative method due to time constraints The study aims to identify and analyze the factors influencing job satisfaction among officers in Ho Chi Minh City.

Data analysis method

Quantitative research was conducted by SPSS 20.0 software After the official data collection finished, the data was analyzed by following steps: Step 1: Descriptive statistics: describe the feature of samples

Step 2: Evaluate the validity and reliability of independent variables and eliminate improper observed variables

Step 3: EFA and Linear Regression

ANALYSIS AND RESULTS

Descriptive Analysis

About 74.3 percent of the respondent were in the age under 25, followed by 21.9 percent of respondent in the age from 25 to 30 There are 3.9 percent of people between the age of 31 and 50 The participants are mainly office workers from different fields and professions Among the respondents, roughly 76 percent had an income of less than VND 10 million, while only 17 percent had an income of more than VND 10 million less than VND 20 million, about 7 percent had an income of more than VND 20 million There are 86 interviewees with less than 3 years of experience, account for 81.9 percent, followed by 16.2 percent with 4-6 years of experience.

The table below demonstrated the demographic profiles of respondents.

VARIABLES NO OF RESPONDENTS PERCENTAGE

Table 3 Demographic characteristics of employees

Model Test

Factor loading of the observed variables is eligible when it is greater than 0.5

The results shown in the below table are variables that meet the condition mentioned above.

Access to equipment necessary for performing your tasks 0.706 Satisfaction with the training opportunities in the Organization 0.799

Overall, I am satisfied with my job 0.794

I receive the right amount of support and guidance from my 0.854 direct supervisor

I always receive support from my supervisor whenever I need 0.846

My supervisor supports with enthusiastic and passionate 0.866 Support from the supervisor has helped me a lot at work 0.839

I receive regular and timely feedback from my supervisor 0.778

My supervisor uses positive feedback with staff 0.834

Feedback from the supervisor helps to improve my work 0.818 Feedback from supervisor fulfill my skills and knowledge 0.827

The operation environment is secure and excellent 0.854

I feel totally secure in my current job 0.908

The office of work is secured 0.837

Working hours at my current company is satisfactory 0.896

Overtime is a frequent inform at my office 0.916

I feel burnout due to working hours in my current company 0.888

The available equipment work properly 0.679

The working area is comfortable 0.723

Amenities (closets, etc.) are clean 0.751

Technical/ IT equipment at my office is at a satisfactory level 0.819

My office provides all the facilities that need to perform my 0.774 duties

III- Relationship with co-workers

My supervisor/ manager demonstrate respects for all employees 0.801 Communication between supervisor/ manager and employees is 0.785 honest and open

My supervisor/ manager reward their employees fairly 0.757

I can fully trust my supervisor/ manager 0.817

My supervisor/ manager treats all employees fairly 0.869

Possibilities to receive assistance from co-workers when 0.763 necessary

The relationship among colleagues are positive, supportive and 0.804 understanding

Conflicts and argument among colleagues hardly occur in the 0.715 company

I can share things happen in my daily life with my colleagues 0.673

My salary is fair and sufficient 0.834

I am satisfied with my current income 0.802

The policy regarding salary and allowance is clear 0.677

Salary and allowances are distributed fairly 0.813

My current salary is correlative with my ability and contribution 0.860

I have been rewarded for my good performance 0.895

I have been recognized for my accomplishments 0.892

I satisfied with the current benefits: holidays, personal days, 0.742 vacation time, etc

I am provided with all training necessary for me to perform my 0.913

18 | P a g e download by : skknchat@gmail.com direct supervisor

Training programs provide me with a lot of work-relevant 0.916 knowledge

I am satisfied with my company training programs 0.899

My work performance increases after each training programs 0.880

Training helps to improve work efficiency 0.930

Training helps in the advancement of career 0.777

My opportunities for promotion are unlimited

My present job provides a good opportunity for promotion 0.908 Job promotion is based on job performance and achievement 0.796 The career advancement opportunities are fairly given to all 0.925 employees

I am satisfied with chances for promotion 0.861

Table 4 Factor loadings of each measured item

Cronbach's alpha is an essential metric for assessing internal consistency, indicating the degree of interrelatedness among a group of items This measure is crucial for evaluating the reliability of factors before conducting Exploratory Factor Analysis (EFA), ensuring that only the most dependable factors are considered during the analysis.

Choosing the Cronbach's alpha method for analysis is essential due to its ability to meet specific requirements An alpha value greater than 0.7 indicates that the scales used are both accurate and unbiased, as established by Nunnally & Bernstein (1994) Additionally, it's important to note that Cronbach's alpha is influenced by sample size; smaller sample sizes may yield lower alpha values, reflecting insufficient data to accurately determine the correlations among factors.

The results of Cronbach’s alpha are presented in the table below.

Cronbach’s Cronbach’s alpha if item alpha deleted

Access to equipment necessary for performing your 0.701 tasks

Satisfaction with the training opportunities in the 0.633

Overall, I am satisfied with my job 0.642

I receive the right amount of support and guidance 0.926

I always receive support from my supervisor 0.927 whenever I need

My supervisor supports with enthusiastic and 0.924 passionate

Support from the supervisor has helped me a lot at 0.927 work

I receive regular and timely feedback from my 0.932 supervisor

My supervisor uses positive feedback with staff 0.928

Feedback from the supervisor helps to improve my 0.929 work

Feedback from supervisor fulfill my skills and 0.929 knowledge

The operation environment is secure and excellent 0.846

I feel totally secure in my current job 0.840

The office of work is secured 0.839

The available equipment work properly 0.851

The working area is comfortable 0.852

Amenities (closets, etc.) are clean 0.852

Technical/ IT equipment at my office is at a 0.843 satisfactory level

My office provides all the facilities that need to 0.839 perform my duties

My supervisor/ manager demonstrate respects for all 0.838 employees

Communication between supervisor/ manager and 0.843 employees is honest and open

My supervisor/ manager reward their employees 0.851 fairly

I can fully trust my supervisor/ manager 0.832

My supervisor/ manager treats all employees fairly 0.812

My salary is fair and sufficient 0.854

I am satisfied with my current income 0.859

The policy regarding salary and allowance is clear 0.861

Salary and allowances are distributed fairly 0.849

My current salary is correlative with my ability and 0.845 contribution

I have been rewarded for my good performance 0.863

I have been recognized for my accomplishments 0.854

I satisfied with the current benefits: holidays, 0.859 personal days, vacation time, etc

I am provided with all training necessary for me to 0.939 perform my direct supervisor

Training programs provide me with a lot of work- 0.940 relevant knowledge

I am satisfied with my company training programs 0.940

My work performance increases after each training 0.942 programs

Training helps to improve work efficiency 0.938

Training helps in the advancement of career 0.946

My present job provides a good opportunity for 0.943 promotion

Job promotion is based on job performance and 0.947 achievement

The career advancement opportunities are fairly 0.941 given to all employees

I am satisfied with chances for promotion 0.945

In addition to Cronbach's Alpha, Exploratory Factor Analysis (EFA) is often considered one of the most relevant methods of calculation when evaluating the outcome.

Figure 2 KMO and Bartlett’s Test results

Figure 4 EFA Rotated Component Matrix

Exploratory factor analysis must addressed the following criteria:

The study group employed regression analysis, a widely recognized method for theory testing and validation, to assess the data following correction and clearance The results of the proposed model's hypothesis testing process are detailed in the table below.

Results Rejected Hypothesis 1 impact on officer’s job satisfaction Workplace

Hypothesis 2 significant hours influence on officer’s job

Relationship with co- workers has Relationship

Hypothesis 3 an important with influence on colleagues officer’s job satisfaction Benefits and rewards have

Hypothesis 4 an impact on Salary officer’s job satisfaction Training and Development

Hypothesis 5 opportunities have an influence on officer’s job satisfaction

The conditions for supporting a hypothesis are:

In summary, the analysis reveals that 3 out of 5 hypotheses were rejected, while 2 hypotheses received support, indicating a significant relationship between training and development opportunities and job satisfaction, with a correlation coefficient of 0.616.

The findings indicate a negative correlation between long working hours and job satisfaction, with an estimate of -0.041 and a t-value of -0.437, suggesting that increased working hours lead to decreased job satisfaction.

As the results shown in Table 6, there are 3 out of 5 Hypotheses are rejected, therefore the suggested research model would be adjusted and the new model is shown below.

Independent Samples T-Test: Gender factor

To indentify the diffence between 2 groups of gender: male and female about the level of job satisfaction, “Independent-Samples T Test” was used.

The findings indicate that Levene’s Test yielded a significance value of 0.645, and the T-test showed a significance value of 0.644, both exceeding the threshold of 0.05 Consequently, there is no statistically significant difference in job satisfaction between male and female employees, with a reliability level of 95%.

ANOVA

The Levene's test result shows a significance level of 0.045, which is less than the threshold of 0.05, indicating a lack of homogeneity of variances among the groups Consequently, this violation means that there are insufficient conditions to perform an ANOVA test Additionally, one of the groups contains only a single respondent, specifically the individual aged over a certain limit, further complicating the analysis.

40 years old) therefore Welch test cannot be conducted.

Figure 7 Descriptives of age groups

Figure 8 Test of Homogeneity of Variances (Age groups)

The Levene's test result shows a significance level of 0.071, indicating that the variances among groups are homogeneous Additionally, the ANOVA test yielded a significance level of 0.305, suggesting that there is no significant difference in job satisfaction levels across different income groups, with a 95% confidence interval.

Figure 9 Descriptives of income level groups

Figure 10 Test of Homogeneity of Variances (Income level groups)

Figure 11 ANOVA for verifying difference of the income level groups

The Sig of Levene is 0.038 < 0.05 therefore variance among groups are not homoscedastic and there is not enough condition for conducting ANOVA test

Additionally, there are 2 groups with 1 respondent for each group therefore, Welch test cannot be conducted.

Figure 12 Descriptives of working experience years

Figure 13 Test of Homogeneity of Variances (Working experience years groups)

The Levene's test result shows a significance level of 0.455, indicating that the variances among groups are homoscedastic Additionally, the ANOVA test yields a significance level of 0.213, which is greater than 0.05 Therefore, with a 95 percent reliability, it can be concluded that there are differences in job satisfaction across various job levels.

Figure 14 Descriptives of Job level groups

Figure 15 Test of Homogeneity of Variances ( Job level groups)

Figure 16 ANOVA for verifying the difference of job satisfaction among Job level groups

CONCLUSIONS

Implications

Our research investigates key factors affecting job satisfaction among office workers The findings enable the study group to provide actionable recommendations for the organization and specific strategies for managers, aimed at enhancing employee productivity and delivering long-term benefits to the company.

Our study identified key factors influencing job satisfaction among office workers, including the role of supervisors and managers, workplace conditions, relationships with coworkers, benefits and rewards, as well as opportunities for training and development These findings support the proposed hypothesis.

1 Supervisor/Manager has an impact on the officer’s job satisfaction

2 Workplace conditions have a significant influence on the officer’s job satisfaction

3 Relationship with co-workers has an important influence on the officer’s job satisfaction

4 Benefits and rewards have an impact on an officer’s job satisfaction

5 Training and Development opportunities have an influence on the officer’s job satisfaction

The research highlights the critical role of investment in training and development, demonstrating its significant impact on job satisfaction by enabling employees to meet job requirements effectively Studies by Leppel, Brucker, and Cochran (2012) and Chiang et al (2005) emphasize that training serves as a vital tool for achieving organizational goals and enhancing job satisfaction Adesola et al (2013) further support this by asserting that ongoing training opportunities positively influence employees’ job satisfaction Consequently, the findings suggest that policymakers should prioritize continuous training and development, particularly for newcomers, to enhance their skills and knowledge for fulfilling job responsibilities Additionally, training should be accessible to both new and existing employees to consistently improve their expertise and capabilities.

This study highlights that rewards and benefits, alongside training and development, are crucial for job satisfaction Echoing Kim et al (2005), it emphasizes the importance of recognizing employees' efforts through cash incentives, awards, and promotions to enhance job gratification and support long-term organizational success Managers must attentively monitor employee performance to timely boost morale with appropriate rewards Notably, bonuses are shown to have a more significant impact than salaries, suggesting that a diversified reward system is essential for making employees feel valued and engaged in the incentive process.

Working conditions, particularly workplace amenities, significantly influence office worker satisfaction Management should enhance intrinsic satisfaction by ensuring that essential equipment is readily available and functioning properly, enabling employees to complete their tasks efficiently Additionally, extended working hours negatively impact worker satisfaction, as longer hours correlate with decreased contentment Implementing appropriate working time policies is crucial to prevent employee burnout, which can lead to ineffective work, increased pressure, and ultimately a higher turnover rate.

Limitations

This study is subject to common limitations of survey research, including estimation errors, selection biases, and non-response issues A significant drawback is the restricted research timeframe, preventing the study group from executing a large-scale survey Consequently, the findings may be overly optimistic and impractical Future research should aim for a larger sample size, as a broader examination of job satisfaction would enhance the comprehensiveness and reliability of the results.

We expect future researches need to be scaled up in a larger quantity.As it is beneficial since examining job satisfaction of a wider research sample would lead to higher coverage.

5 How many years of working experiences of current job

1 Satisfy with physical working conditions

2 Satisfy with salary and welfare policy

3 The hygiene maintenance in the Organization

4 Satisfy with current fixed working hours

5 Access to equipment necessary for performing your tasks

6 Satisfaction with the training opportunities in the Organization

8 Overall, I am satisfied with my job.

1 The supervisor provides me with sufficient information related to work

2 I receive the right amount of support and guidance from my direct supervisor

3 I always receive support from my supervisor whenever I need

4 My supervisor supports with enthusiastic and passionate

5 Support from the supervisor has helped me a lot at work

6 I receive regular and timely feedback from my supervisor

7 My supervisor uses positive feedback with staff

8 Feedback from the supervisor helps to improve my work

9 Feedback from supervisor fulfill my skills and knowledge

1 The operation environment is secure and excellent

2 I feel totally secure in my current job

3 The office of work is secured

1 Working hours at my current company is satisfactory

2 Overtime is a frequent inform at my office

3 I feel burnout due to working hours in my current company

4 I feel stress because of working overtime

1 The available equipment work properly

2 The working area is comfortable

3 Amenities (closets, etc.) are clean

4 Technical/ IT equipment at my office is at a satisfactory level

5 My office provides all the facilities that need to perform my duties

1 My supervisor/ manager demonstrate respects for all employees

2 Communication between supervisor/ manager and employees is honest and open

3 My supervisor/ manager reward their employees fairly

4 I can fully trust my supervisor/ manager

5 My supervisor/ manager treats all employees fairly

1 Possibilities to receive assistance from co-workers when necessary

2 The relationship among colleagues are positive, supportive and understanding

3 Conflicts and argument among colleagues hardly occur in the company

4 I can share things happen in my daily life with my colleagues

1 My salary is fair and sufficient

2 I am satisfied with my current income

3 The policy regarding salary and allowance is clear

4 Salary and allowances are distributed fairly

5 My current salary is correlative with my ability and contribution

1 I have been rewarded for my good performance

2 I have been recognized for my accomplishments

3 I am not satisfied with the benefits I receive

4 I satisfied with the current benefits: holidays, personal days, vacation time, etc

5 There are few rewards for those who work here

1 I am provided with all training necessary for me to perform my direct supervisor

2 Training programs provide me with a lot of work-relevant knowledge

3 I am satisfied with my company training programs

4 My work performance increases after each training programs

5 Training helps to improve work efficiency

6 Training helps in the advancement of career

7 I received few chances of training

8 My opportunities for promotion are unlimited

9 My present job provides a good opportunity for promotion

10 Job promotion is based on job performance and achievement

11 The career advancement opportunities are fairly given to all employees

12 I am satisfied with chances for promotion

[1] Al-Rubaish, A., Rahim, S., Abumadini, M., & Wosornu, L (2020) Academic job satisfaction questionnaire: Construction and validation in Saudi Arabia.

Semanticscholar.org Retrieved 19 April 2020, from https://www.semanticscholar.org/paper/Academic-job-satisfaction-questionnaire%3A- and-in-Al-Rubaish-Rahim/7603716d294d6bb78a0988d7b81b587f91abc054.

[2] Anseel, F., & Lievens, F (2007) The Long-Term Impact of the Feedback Environment on Job Satisfaction: A Field Study in a Belgian Context Applied Psychology, 56(2), 254-266 https://doi.org/10.1111/j.1464-0597.2006.00253.x

[3] AyodejiTemple, O (2018) EFFECT OF TRAINING ON EMPLOYEES

PERFORMANCE Best Solution Polytechnic, Printing Press.

[4] Clark, A.E., 2015 What makes a good job? Job quality and job satisfaction IZA World of Labor 215 https://doi.org/10.15185/izawol.215.

[5] Charoensukmongkol, P., Moqbel, M., & Gutierrez-Wirsching, S (2016) The role of co-worker and supervisor support on job burnout and job satisfaction Journal Of Advances In Management Research, 13(1), 4-22 https://doi.org/10.1108/jamr-06-2014-0037

[6] Diriwachter, P., Shvartsman, E., 2018 The anticipation and adaptation effects of € intra-and interpersonal wage changes on job satisfaction J Econ Behav Organ 146, 116e140 https://doi.org/10.1016/j.jebo.2017.12.010.

[7] Đề xuất mô hình nghiên cứu yếu tố tác động tới động lực làm việc tại Vinafco.

Kinhtevadubao.vn (2020) Retrieved 19 April 2020, from http://kinhtevadubao.vn/chi- tiet/146-8645-de-xuat-mo-hinh-nghien-cuu-yeuto-tac- dong-toi-dong-luc-lam-viec-tai-vinafco.html.

[8] Gaan, N (2008), “Stress, social support, job attitudes and job outcome across gender”, ICFAI Journal of Organizational Behavior, Vol 7 No 4, pp 34-44.

A study by Kozarevic, Perić, and Delic (2014) examines job satisfaction among employees in the banking sector of the Federation of Bosnia and Herzegovina Published in the Economia journal, this research highlights key factors influencing employee satisfaction and its implications for management practices The findings suggest that understanding these factors is essential for enhancing employee morale and productivity within the banking industry.

[10] Kjaerheim, G., 2005 Cleaner production and sustainability J Clean Prod 13

[11] Manning, M.L., Davidson, M., Manning, R.L., 2005 Measuring tourism and hospitality employee workplace perceptions J Hosp Manage 24, 75–90

[12] Miller, H., Mire, S., & Kim, B (2009) Predictors of job satisfaction among police officers: Does personality matter? Journal Of Criminal Justice, 37(5), 419-426 doi: 10.1016/ j.jcrimjus.2009.07.001

[13] Mulki, P M., Jaramillo, F., & Locander, W B (2006) Effects of ethical climate and supervisory trust on salesperson's job attitudes and intentions to quit Journal of Personal Selling and Sales Management, 26(1), 19–26

[14] Panigrahi, Ashok & Joshi, Vijay (2016) Study of Job Satisfaction and Its

Implications for Motivating Employees at Infosys 10.13140/RG.2.2.14296.19202.

[15] Rivai, V 2004 Manajemen Sumber Daya Manusia untuk Perusahaan Raja

[16] Raziq, A and Maulabakhsh, R., 2015 Impact of Working Environment on Job Satisfaction Procedia Economics and Finance, 23, pp.717-725.

Tiêu đề	A Research Of Factors Which Have Significant Influences On Job Satisfaction Of Officer: A Case Study In Ho Chi Minh City
Tác giả	Hà Cẩm Tú, Phan Trần Hoàng Thanh
Người hướng dẫn	Nguyen Thanh Minh
Trường học	University of Economics Ho Chi Minh City
Chuyên ngành	Organization Behavior
Thể loại	Research
Năm xuất bản	2020
Thành phố	Ho Chi Minh City

Định dạng
Số trang	38
Dung lượng	497,18 KB