INTRODUCTION
Research background
Every organization relies on two key assets: labor and capital While capital plays a crucial role in driving business success, labor is essential for generating profits Employees contribute daily to the organization’s operations and overall productivity In today's work environment, many employees strive to balance their professional responsibilities with their personal lives.
In today's competitive landscape of the global economy, the influx of both domestic and foreign petroleum companies has intensified the race for high-quality human resources To maintain stability and reduce recruitment and training costs, it is crucial for leaders to focus on retaining current employees Research by Tett and Meyet (1993) highlights a negative correlation between job satisfaction and turnover intention, indicating that higher job satisfaction leads to lower intentions of leaving a company (Hom & Griffeth, as cited in Valentine et al., 2011; Jaramillo, Mulki & Solomon, 2006) Therefore, organizations must prioritize strategies that enhance employee job satisfaction alongside improving business efficiency and management practices.
Work plays a crucial role in human life, as individuals often devote a significant portion of their lives to their jobs Many perceive their work as a reflection of their societal value, making the quality of work life essential for overall well-being Enhancing the quality of work life can lead to improved quality of life for each person, highlighting the interconnectedness of work satisfaction and personal fulfillment.
The quality of work life encompasses various factors such as wages, working hours, work environment, benefits, career opportunities, interpersonal relationships, and work-life balance These elements play a crucial role in enhancing employee satisfaction and motivation According to Efraty, Sirgy, and Claiborne, a positive work life quality significantly influences overall employee well-being and productivity.
High quality of work life significantly enhances employee job satisfaction and performance while reducing feelings of alienation and turnover intentions When employees experience a positive work environment, they are more likely to feel that their roles meet their needs, leading to greater organizational commitment and contributions.
Recent studies indicate that job satisfaction among employees is significantly influenced not only by the quality of work life but also by the institutionalization of ethics within organizations According to Sims and Kroeck (1994), a strong ethical working environment plays a crucial role in aligning personal and organizational values Employees are more likely to experience higher job satisfaction when their workplace embodies ethical principles (Singhapakdi & Vitell, 2007) Furthermore, research by Valentine et al (2011) suggests that a company's commitment to ethical values is linked to reduced turnover intentions among employees.
Studying the relationship between the institutionalization of ethics, quality of work life, and job satisfaction is essential Both the institutionalization of ethics and the quality of work life significantly impact job satisfaction, making them critical areas of focus in human resource management and organizational development (Leopold, as cited in Koonmee et al., 2010).
The oil and gas industry focuses on petroleum exploration and production, operating under high-stress conditions with significant risks and long hours in challenging environments Workers face dangers such as gas eruptions, heavy machinery accidents, and potential life-threatening situations, despite strict safety regulations on rigs To thrive in this sector, employees must possess analytical and teamwork skills, along with good health and intelligence, as the industry revolves around natural resource management Additionally, essential soft skills, including conflict resolution and effective communication, are crucial for success Companies that prioritize employee satisfaction and maintain skilled staff, particularly those with technical expertise, are more likely to retain talent Research indicates a positive correlation between quality of work life and job satisfaction, highlighting the importance of ethics and work environment in fostering employee engagement and teamwork.
In today's petroleum industry, enhancing employee job satisfaction is a critical challenge, necessitating effective incentives to foster long-term engagement with the organization Thus, understanding the impact of ethical institutionalization and quality of work life on the job satisfaction of petroleum employees is essential for driving workforce effectiveness.
Research problem
Over the past decade, organizations have intensified their efforts to institutionalize ethics, recognizing that such initiatives positively influence employee behavior In response to rising ethical challenges in business, many companies have sought to mitigate these issues through the establishment of ethical frameworks Consequently, the institutionalization of ethics is both a continuous process and a significant focus in business ethics research This process is characterized by the consistent demonstration of ethical behaviors by organizations and their employees, as highlighted by Sims (1991).
Purcell and Weber (1979) highlight that a code of ethics is essential for institutionalizing ethics within an organization This code articulates the organization's core values, outlines its purpose, and offers decision-making guidelines aligned with these principles As a vital aspect of the organizational environment, ethics institutionalization significantly influences employees' decision-making processes.
Sims (1991) also discusses the important of institutionalizing organizational ethics and emphasizes the importance of an ethically oriented culture to ethics institutionalization within organizations
In recent years, the institutionalization of ethics has become a crucial responsibility for organizations to effectively combat unethical and illegal behaviors By implementing various strategies, organizations can foster an ethical work culture that enhances overall performance Koonmee, Singhapakdi, Virakul, and Lee (2010) highlight that ethics, quality of work life, and job-related outcomes serve as key indicators for the functionality and sustainability of business organizations.
Research indicates that organizations with a strong institutionalization of ethics lead to higher job satisfaction among employees Singhapakdi and Vitell (2007) assert that such organizations prioritize integrity and trust, resulting in fairer treatment of employees regarding compensation, performance evaluations, promotions, and conflict resolution Consequently, these ethically-driven organizations enhance the quality of their employees' work lives, fostering a more committed workforce.
Research highlights the crucial role of ethics institutionalization in influencing employee job-related outcomes Vitell and Davis (1990) established a direct correlation between job satisfaction and ethical behavior, emphasizing the importance of organizational culture Turban and Greening (1996) found that ethics programs and perceived corporate social responsibility positively impact individual work attitudes, particularly job satisfaction Additionally, Vitell and Singhapakdi (2008) revealed that implicit ethics institutionalization significantly affects job satisfaction among marketing professionals, while explicit institutionalization does not show the same effect Kang (2010) examined the link between job satisfaction and ethical conflict, concluding that ethical conflicts often lead to job dissatisfaction, with many employees acknowledging such conflicts in their workplaces.
A study conducted in 2011 explored the relationship between perceived corporate ethical values and group creativity, revealing that these ethical values significantly enhance job satisfaction while reducing turnover intention.
Research has shown that the institutionalization of ethics varies across countries and fields For instance, Koonmee et al (2010) found a positive relationship between implicit institutionalized ethics and quality of work life, which in turn enhances job satisfaction, teamwork, and organizational commitment among Thai employees Additionally, Marta et al (2013) compared the perceptions of institutionalized ethics and quality of work life between Thai and American marketing managers, revealing that Thai managers experience a greater impact from institutionalized ethics due to their collectivist culture, in contrast to the individualistic culture prevalent in the United States.
Research by Torlak et al (2014) revealed a positive correlation between the implicit institutionalization of ethics and the quality of work life among mid-level managers in Turkey's private sector, affecting both higher and lower needs Similarly, Lee et al (2015) found that the institutionalization of ethics significantly enhances employees' work life experiences, including job satisfaction and organizational commitment, as well as overall life satisfaction, based on a survey conducted with marketing managers in Italy.
Research by Al Muftah and Lafi (2011) highlights the significant relationship between physical, psychological, and social factors in the petroleum industry in Qatar and quality of work life, which in turn influences employee satisfaction Their findings reveal a positive correlation between quality of work life and job satisfaction Additionally, Chamesghali and Salimiare (2014) explored the interplay between ethics institutionalization, quality of work life, and job-related outcomes in a case study of employees at the National Iranian Oil Product Distribution Company, emphasizing the importance of ethics and quality of work life in enhancing organizational performance and fostering teamwork.
Reichert, Webb, and Thomas (2000) explored the link between ethical practices and various industry types They found that industries focused on high-precision products, such as computers, electronics, and scientific sectors, are more likely to implement formal written codes of ethics and social responsibility In contrast, industries that rely heavily on natural resources, like mining and petroleum refining, also tend to adopt such ethical guidelines.
The institutionalization of ethics is increasingly vital in business, as it serves as a strategic advantage for companies (Torlak et al., 2014; Purcell & Weber, 1979) Despite its significance, research on this topic, particularly within the context of Vietnamese culture, remains scarce Notably, there is a lack of studies exploring the connections between ethics institutionalization and both quality of work life and job satisfaction (Koonmee et al., 2010).
This study aims to explore the relationship between the institutionalization of ethics, quality of work life, and job satisfaction among employees in the Vietnamese Petroleum Industry and broader Vietnamese business organizations Given the significance of ethics in organizational development, alongside the critical roles of quality of work life and job satisfaction, understanding these associations is essential for enhancing human resource practices (Leopold, as cited in Koonmee et al., 2010).
Research objectives
This study empirically investigates how the institutionalization of ethics impacts employees' quality of work life and job satisfaction Additionally, it explores the mediating role of quality of work life in enhancing employees' overall job satisfaction.
Specifically, the study aims to investigate the following relationship:
1 The relationship between quality of work life and job satisfaction
2 The relationship between ethics institutionalization and quality of work life
3 The relationship between ethics institutionalization and job satisfaction.
Research scope
This study examines how both implicit and explicit ethics institutionalization affect employees' quality of work life and job satisfaction within the Vietnamese petroleum industry Additionally, it explores the mediating role of quality of work life in enhancing employees' job satisfaction.
Most oil and gas companies are situated in Ho Chi Minh City, Hanoi City, and Vung Tau City This strategic location facilitates effective communication with the authorities of these companies, allowing for the convenient administration of survey questionnaires both on paper and online in these urban areas.
Research significance
This research enhances the understanding of ethics, quality of work life, and job satisfaction, emphasizing the critical role of institutionalizing ethics It specifically examines how these factors influence employees' quality of work life and job satisfaction in Vietnamese business organizations, with a particular focus on the Vietnamese petroleum industry.
The findings highlight the crucial link between employees' quality of work life and their job satisfaction, presenting a valuable opportunity for managers To foster a positive work environment, organizational management should focus on designing effective work requirements and implementing supportive policies that enhance employees' quality of work life By doing so, businesses can help employees achieve a better balance between their professional and personal lives, ultimately boosting job satisfaction within the organization.
Research structure
This thesis contains five chapters, including introduction, literature review, research methodology, data analysis and results, and conclusion Specifically:
This chapter presents research background of the study, as well as, research problems, research objectives, research scopes, research significance and research structure
This chapter presents a comprehensive literature review and examines prior studies, clearly defining key constructs such as implicit ethics institutionalization, explicit ethics institutionalization, quality of work life, and job satisfaction Additionally, it outlines the research model and discusses the associated hypotheses of the study.
This chapter describes the method to conduct the study, including the research design, measurement scale building and the main survey The processes of doing the study are also presented
Chapter 4: Data Analysis and Results
The survey data has been thoroughly analyzed to develop the final model of the study The analysis results will be used to examine the relationships among the factors outlined in the study model.
In this chapter summarizes the main results of this study and give some conclusions for managerial implement as well as limitation for further research.
LITERATURE REVIEW
Job satisfaction
An employee’s overall job satisfaction is composed of several aspects such as satisfaction with compensation, satisfaction with top management, satisfaction with promotions and satisfaction with coworkers
Job satisfaction is crucial for both human and behavioral aspects in the workplace As Spector (1988) highlights, treating employees fairly and with respect fosters a positive work environment Additionally, focusing on job satisfaction influences employee behavior, impacting their performance and organizational responsibilities, which can result in both positive and negative outcomes.
Job satisfaction is a crucial factor for enhancing employee motivation and performance It has been defined by various researchers, including Hoppok and Spielgler (1938), who describe it as a combination of psychological, physiological, and environmental conditions that lead employees to feel content with their jobs Locke (as cited in Valentine et al., 2011) characterizes job satisfaction as a positive emotional state resulting from one's job experiences When employees experience job satisfaction, they are more likely to engage positively in their work, which subsequently improves their overall quality of work life Furthermore, job satisfaction is closely linked to an organization’s ethical environment, especially when employees believe that their organization and leaders genuinely advocate for ethical behavior (Vitell & Davis, 1990).
Research has extensively examined the relationship between job satisfaction and turnover intention within organizations Studies have shown that higher job satisfaction is negatively correlated with the intention to leave a company (Hom & Griffeth, as cited in Valentine et al., 2011; Jaramillo, Mulki & Solomon, 2006) Additionally, Valentine et al (2011) found that strong corporate ethical values contribute to increased job satisfaction, which in turn reduces turnover intention.
Research highlights that job satisfaction is closely linked to human factors, including motivational elements such as the nature of work, achievement, recognition, responsibility, and growth opportunities, which help employees feel valued by their organization (Baah & Amoako, 2011) These motivational factors can enhance employee motivation, leading to increased internal happiness, which in turn fosters overall job satisfaction Consequently, the significance of employees' roles in the workplace is underscored, as various organizational elements significantly influence their experience (Raziq & Maulabakhsh, 2015).
Recent research highlights that job satisfaction is a positive emotional state and a highly debated concept within organizations It is crucial for employees and management alike, as it significantly impacts human resource dynamics (Etebarian & Yazdi, 2016) High job satisfaction contributes to increased productivity, a sense of belonging, improved work quality and quantity, positive workplace relationships, enhanced morale, greater interest in tasks, and reduced stress levels Conversely, a decline in job satisfaction can result in high absenteeism, decreased efficiency, and employee turnover.
Based on the above literature, it is necessary to study the importance of job satisfaction of employees within organizations, especially examining the factors affecting on the job satisfaction.
Quality of work life
In recent years, many organizations have overlooked the significance of a positive working environment, which is crucial for employee job satisfaction and overall performance (Aiken, Clarke & Cloane, 2002) Employees play a vital role in achieving a company's mission and vision, and they must meet established performance criteria to maintain work quality To fulfill these standards, it is essential for employees to have a supportive work environment that enables them to perform without hindrances.
Lawler (as cited in Narehan et al., 2014) highlights the connection between quality of work life, job characteristics, and the working environment, emphasizing that enhancing employee well-being and productivity is essential for organizational success This research aims to examine how the working environment and quality of work life influence employees' job satisfaction.
Over the years, various researchers have defined the quality of work life (QWL) through multiple perspectives Shamir and Solomon (1985) describe QWL as a comprehensive construct that encompasses well-being related to rewarding and fulfilling work experiences that also reduce stress Beukema (as cited in Narehan et al., 2014) emphasizes that QWL reflects employees' ability to shape their jobs according to their interests and needs within the organization Additionally, Walker (as cited in Koonmee et al., 2010) highlights the importance of fostering a work environment that satisfies employees' needs Ultimately, Sirgy et al (2001) define QWL as "employee satisfaction with a variety of needs through resources, activities, and outcomes stemming from participation in the workplace," underscoring its significance in enhancing overall employee satisfaction.
Quality of work life encompasses job characteristics, the working environment, and employee well-being, as highlighted by various scholars (Lawler, 2014; Shamir & Solomon, 1985; Beukema, 2014; Walker, 2010) This study will explore the relationship between quality of work life and job satisfaction through the need satisfaction approach, which defines quality of work life as the fulfillment of employees' diverse needs through available resources, activities, and outcomes derived from their workplace participation (Sirgy et al., 2001).
According to Maslow's need-hierarchy theory, quality of work life is assessed through the lens of employees' needs, as proposed by Sirgy et al (2001) This framework identifies seven key dimensions: Health and safety needs focus on protection from illness and injury, while economic and family needs encompass fair pay and job security Social needs highlight the importance of collegial relationships and leisure time, whereas esteem needs emphasize recognition and appreciation within the workplace Actualization needs relate to realizing one's potential professionally, and knowledge needs pertain to opportunities for skill enhancement Lastly, aesthetic needs involve fostering creativity and personal expression at work.
Koonmee et al (2010) and Marta et al (2013) conducted research on the various dimensions of need-based quality of work life, categorizing it into two primary groups: lower order needs and higher order needs.
Lower-order quality of work life: Lower-order quality of work life is the organizational programs designed to meet the needs related to security, health, family and economic
Higher-order quality of work life refers to organizational programs aimed at fulfilling employees' needs for community, self-esteem, self-actualization, knowledge, and aesthetics These initiatives enhance the overall work environment, fostering personal growth and a sense of belonging among employees.
The quality of work life is crucial as it significantly impacts employees' behavioral responses, including organizational identification, job satisfaction, and performance, while also influencing turnover intention (Etebarian & Yazdi, 2016) Walton (as cited in Narehan et al., 2014) highlights that prioritizing quality of work life is essential for preserving human and environmental values often overlooked in the pursuit of economic growth When employees find enjoyment in their work, their satisfaction increases, enhancing their commitment to daily tasks Ultimately, a high quality of work life leads to greater job satisfaction and performance, while reducing feelings of alienation and turnover intention (Efraty, Sirgy & Claiborne, 1991).
The quality of work life plays a crucial role in shaping society, as satisfied employees tend to foster positive emotions that extend to their families and communities In today's fast-paced and stressful world, prioritizing quality work life is essential, as it not only enhances individual well-being but also strengthens family dynamics and contributes to a healthier environment.
Research indicates that quality of work life significantly impacts job-related outcomes, including productivity, job satisfaction, and employee commitment Lau and May (1998) found that organizations with a high quality of work life often experience increased customer satisfaction, leading to enhanced growth and profitability Furthermore, Greenhaus, Bedeian, and Mossholder (1987) highlighted the connection between quality of work life and employee satisfaction and behavior Cascio (as cited in Koonmee et al., 2010) emphasized that employees are more likely to contribute to organizations that prioritize quality of work life, as it meets their personal and professional needs.
Quality of work life encompasses the ability for employees to make decisions regarding their roles and workplace design Recent studies indicate that a high quality of work life positively affects job satisfaction, organizational commitment, and team spirit (Lee, Singhapakdi & Sirgy, 2007) Additionally, research by Koonmee et al (2010) demonstrates that quality of work life serves as a mediator between the institutionalization of ethics in organizations and job-related outcomes.
Research shows that implementing quality of work life programs in a business organization leads to increased employee job satisfaction This highlights the significant connection between job satisfaction and the quality of work life.
Experts categorize the quality of work life into a hierarchy, with life satisfaction at the top, followed by job satisfaction, and further divided into specific aspects like pay satisfaction, relationships with colleagues, and supervisor interactions (Champoux, 1981).
A large number of employees in the oil & gas companies in Qatar are playing a significant role for economic growth Based on this context, Al Muftah and Lafi
The 2011 study aims to explore the relationship between employees' satisfaction and their quality of work life, particularly highlighting the lesser emphasis on work life quality in Asia compared to North America and Europe (Bagtasos, 2011; Wyatt & Wah, 2001) In the context of Vietnam, which is developing its oil and gas industry, understanding this relationship is crucial for enhancing job satisfaction among employees.
This study posits that the quality of work life positively impacts job satisfaction, leading to the following hypothesis.
Hypothesis 1 (H1): Quality of work life is positively related to job satisfaction.
Ethics institutionalization and Quality of work life
In response to growing ethical challenges, numerous businesses have implemented ethics programs aimed at enhancing ethical conduct and mitigating ethical issues among their workforce.
Ethics in this research refers to the rules or standards governing the conduct of individuals or the members of a profession (Morris, as cited in Koonmee et al., 2010)
Andrews (1989, p 99) defines the institutionalization of ethics as “actions needed to map a high road to economic and ethical performance and to mount guardrails to keep corporate wayfarers on track”
Goodman and Dean (as cited in Sims, 1991) define an institutionalized act as a behavior performed by two or more individuals that endures over time and becomes integral to the daily operations of an organization.
Singhapakdi and Vitell (2007, p 284) defined the institutionalization of ethics as “the degree to which an organization explicitly and implicitly incorporates ethics into its decision-making processes”
This study explores the relationship between the institutionalization of ethics and quality of work life by defining "institutionalization of ethics" as the extent to which an organization integrates ethics into its decision-making processes, both explicitly and implicitly, based on the definition provided by Singhapakdi and Vitell (2007).
Brenner (1992) identifies two categories of ethics programs within organizations: explicitly created and implicitly inherited Explicit components encompass codes of ethics, policy manuals, ethics seminars, internal control systems, and dedicated ethics staff In contrast, implicit components are reflected in corporate culture, incentive systems, valued behaviors, promotion policies, and management behavior.
Following Brenner's (1992) explicit and implicit categorization, Singhapakdi and Vitell (2007, p 285) explain that:
Implicit institutionalization ethics means that ethical behavior is implied, or not directly expressed, and is understood to be crucial
Explicit institutionalization of ethics means that ethical behavior is formally expressed without vagueness
Sims (1991) emphasizes that the institutionalization of ethics should be assessed through specific behaviors and actions, which can differ in their persistence, the number of individuals within the organization adhering to ethical standards, and the extent to which these ethics are integrated into the organizational culture.
Organizations that foster an environment encouraging employees to consistently align their behavior with ethical values and policies are recognized as having institutionalized their ethics (Koonmee et al., 2010).
As ethical challenges continue to rise within business organizations, the institutionalization of ethics becomes crucial This approach serves as one of the most effective strategies for companies to address and overcome the ethical dilemmas they have encountered over the years.
Ethics significantly impact the quality of work life and enhance employees' job performance, as supported by various studies (Shaw, as cited in Torlak et al., 2014) Furthermore, adhering to ethical values and fostering an organizational culture that promotes these principles positively affects the overall work environment (Ferrell, Fraedric & Ferrell, as cited in Koonmee et al., 2010).
A study by Lee et al (2015) investigates how the institutionalization of ethics influences employee experiences in the workplace and overall life satisfaction The findings reveal that implicit ethics institutionalization positively predicts job satisfaction, esprit de corps, organizational commitment, and quality of work life.
Koonmee et al (2010) explore the connection between the institutionalization of ethics, quality of work life, and job-related outcomes Their findings indicate that the implicit institutionalization of ethics is positively linked to an enhanced quality of work life.
A study by Marta et al (2013) reveals that Thai marketing managers exhibit a greater inclination towards implicit ethics institutionalization compared to their American counterparts, with no notable differences in explicit ethics institutionalization levels Furthermore, research by Singhapakdi et al (2010) indicates that explicit ethics institutionalization positively influences implicit ethics institutionalization, which may enhance the overall quality of work life.
In conclusion, the evidence indicates a strong link between the institutionalization of ethics and the overall quality of work life, as supported by various studies (Marta et al., 2013; Koonmee et al., 2010; Singhapakdi et al., 2010; Vitell & Singhapakdi, 2008).
This study posits that the institutionalization of ethics positively impacts the quality of work life Therefore, we propose the following hypothesis:
Hypothesis 2a (H2a): Implicit ethics institutionalization is positively related to quality of work life
Hypothesis 3a (H3a): Explicit ethics institutionalization is positively related to quality of work life.
Ethics institutionalization & Job satisfaction
Job suitability and conflict management positively influence employee satisfaction in the workplace (Dubinsky et al., 1986) Furthermore, Sims and Kroeck (1994) highlight that an ethical working environment plays a crucial role in person-organization alignment Employees are more likely to seek employment with organizations that align with their ethical values, leading to greater job satisfaction for those in ethically-driven organizations (Singhapakdi & Vitell, 2007).
Organizations institutionalize ethics to enhance integrity and trust, which is crucial for fostering a positive work environment Research by Moorman (1991) highlights a strong link between perceptions of organizational justice and job satisfaction Additionally, Schwepker's (2001) study on salespeople reveals that a positive ethical climate significantly correlates with higher levels of job satisfaction.
Organizational culture plays a crucial role in shaping ethical behavior within companies, as it establishes the moral framework for employees (Schwartz & Davis, 1981; Sims, 1992) Additionally, ethics training serves as an essential method for enhancing employees' ethical awareness, contributing to the overall ethical climate of the organization (Callan, 1992; Thompson, 1990).
According to Singhapakdi and Vitell (2007), their research on American marketing professionals highlights the significant relationship between the institutionalization of ethics and job satisfaction Organizations that prioritize ethics tend to foster integrity and trust, leading to fair treatment of employees Their study also reveals that implicit ethics institutionalization significantly influences job satisfaction, while explicit institutionalization does not have the same effect.
Vitell and Singhapakdi (2008) find that explicit and implicit ethics institutionalization is associated with organizational commitment, job satisfaction and team spirit
Koonmee et al (2010) emphasize the significance of understanding the connections between ethics and employees' job-related outcomes, highlighting its crucial role in enhancing knowledge within human resource management, organizational development, and business ethics.
Lee et al (2015) highlight that the institutionalization of ethics positively influences job satisfaction by creating an ethical work environment that impacts employees' decision-making When organizations prioritize ethics, employees tend to feel more satisfied in their roles (Chan & Lam, 2011; Valentine & Fleischman, 2008) This ethical framework not only minimizes instances of unfair treatment but also enhances employees' sense of security at work, ultimately leading to increased job satisfaction.
This study posits that both implicit and explicit institutionalization of ethics positively impacts job satisfaction Therefore, the following hypothesis is proposed:
Hypothesis 2b (H2b): Implicit ethics institutionalization is positively related to job satisfaction
Hypothesis 3b (H3b): Explicit ethics institutionalization is positively related to job satisfaction.
Research model and hypothesis
Based on the literature review, a conceptual model of this study with five hypotheses is presented in Figure 2.1
There are total five hypothesis developed for this research:
H1: Quality of work life is positively related to job satisfaction
H2a: Implicit ethics institutionalization is positively related to quality of work life H2b: Implicit ethics institutionalization is positively related to job satisfaction
H3a: Explicit ethics institutionalization is positively related to quality of work life H3b: Explicit ethics institutionalization is positively related to job satisfaction.
RESEARCH METHODOLOGY
The research design
This study explores a novel approach to marketing within the petroleum industry, an area previously unexamined To ensure the questionnaires were effective, they were meticulously developed, drawing on insights from various prior studies relevant to the oil and gas sector The research design comprised two distinct phases: an initial qualitative pilot test followed by a comprehensive quantitative main survey.
The survey questionnaires was originally designed in English and then translated into Vietnamese by the researcher with the support of some English experts
A pilot study was conducted over two weeks with ten participants from the petroleum industry to evaluate the clarity of a survey questionnaire Utilizing qualitative research methods, the study aimed to determine whether the participants comprehended the scales effectively.
This phase focused on aligning the questionnaire content with the specific characteristics of the oil and gas industry to ensure clarity and comprehension The process began by defining the research objectives and identifying the necessary information to be collected Respondents were then presented with the detailed questionnaire to assess their understanding Additionally, the researcher evaluated the appropriateness of the selected measurement scale for the Vietnamese context Feedback from interviewees was collected to refine and enhance the measurement scale accordingly.
Based on the feedback of respondents, the survey questionnaire was slightly modified to make it clearer and more understandable (see appendix 1)
The main survey was conducted in the large scale with all the positions of employees who are working for companies related to the oil and gas industry
The methods of collecting information were personal interviews, directly filling out the paper form and, also, indirectly filling via online version of questionnaire
The Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree), was utilized to gauge the degree of respondents' answers Initially prepared in English, the questionnaire was subsequently translated into Vietnamese to ensure that respondents fully understood the constructs presented.
In-depth interview – Qualitative research
Eliminating low factor loading items
Eliminating items had low CFA coefficients
Check the suitability of model
Eliminating items had the low corrected item – total correlation
Measurement scale building
From the literature reviews and the research model as referred above, measurement carefully given out to make sure the appropriation of research cope
The constructs in the model were assessed using multiple items developed by previous researchers and informed by qualitative study findings, ensuring a comprehensive representation of each construct's domain.
Implicit ethics institutionalization was measured by nine items (Singhapakdi &
Vitell, 2007; Vitell & Singhapakdi, 2008; Koonmee et al., 2010; Marta et al., 2013; Torlak et al., 2014; Lee et al., 2015)
Explicit ethics institutionalization was measured by seven items (Singhapakdi
& Vitell, 2007; Vitell & Singhapakdi, 2008; Koonmee et al., 2010; Marta et al., 2013; Torlak et al., 2014; Lee et al., 2015)
Quality of work life was measured by sixteen items (Sirgy et al., 2001;
Koonmee et al., 2010; Noor & Abdullah, 2012; Marta et al., 2013; Torlak et al., 2014; Lee et al., 2015)
Job satisfaction was measured by five items (Dubinsky et al., 1986; Paolillo &
Vitell, 2002; Vitell & Singhapakdi, 2008; Koonmee et al., 2010; Lee et al.,
The research measurement scale includes four first-order constructs: implicit ethics institutionalization, explicit ethics institutionalization, quality of work life, and job satisfaction Notably, quality of work life serves as a mediating variable in this study A total of 37 questions are detailed in Table 3.1.
No English version Vietnamese version Code
Thể chế hoá đạo đức hàm ý IEI
1 Top management has established a legacy of integrity for the organization
Lãnh đạo cấp cao xây dựng văn hoá chính trực cho công ty
2 Top management believes that ethical behavior, not just legal compliance, is paramount to the success of the organization
Lãnh đạo cấp cao nhận thức rằng bên cạnh việc tuân thủ pháp luật, hành vi có đạo đức đóng vai trò quan trọng trong việc đảm bảo sự thành công bền vững của công ty.
3 In my organization there is a sense of responsibility among employees for maintaining an ethical reputation
Trong công ty, nhân viên luôn có ý thức trách nhiệm bảo vệ & duy trì uy tín đạo đức
4 Top management in my organization accepts responsibility for unethical and illegal decision making on the part of employees
Lãnh đạo cấp cao cũng nhận một phần trách nhiệm đối với việc ra quyết định trái đạo đức & không tuân thủ quy định pháp luật của nhân viên
5 There is open communication between superiors and subordinates to discuss ethical conflicts and dilemmas
Giao tiếp cởi mở giữa cấp trên và cấp dưới là yếu tố quan trọng trong việc thảo luận về các tình huống khó xử và xung đột đạo đức Sự trao đổi này không chỉ giúp giải quyết vấn đề mà còn xây dựng lòng tin và sự hiểu biết lẫn nhau trong tổ chức.
6 Some employees in my organization are allowed to perform certain questionable actions because they are successful in achieving their organizational objectives ®
Một số nhân viên trong công ty được trao quyền chất vấn do họ đã thành công trong việc đạt được các mục tiêu mà công ty đề ra.
7 In my organization, there are no rewards for good ethical decisions ®
Trong công ty, không có chính sách khen thưởng đối với những quyết định mang tính đạo đức
8 There is a shared value system and an understanding of what constitutes appropriate behavior in my organization
Công ty có một hệ thống giá trị chia sẻ và sự am hiểu những yếu tố cấu thành những hành vi phù hợp
9 Top management believes that our organization should help to improve the quality of life and the general welfare of society
Lãnh đạo cấp cao tin rằng công ty sẽ giúp cải thiện chất lượng cuộc sống của nhân viên và phúc lợi chung của xã hội
Thể chế hoá đạo đức tường minh EEI
10 My organization does not conduct ethics audits on a regular basis ®
Công ty không thực hiện kiểm tra chuẩn mực đạo đức một cách thường xuyên
11 Top management evaluates the ethics training programs on a regular basis
Lãnh đạo cấp cao đánh giá các chương trình đào tạo về đạo đức một cách thường xuyên
12 My organization does not have a top-level person(s) responsible for ethics compliance programs ®
Công ty không có một hoặc nhiều người ở cấp cao/cấp quản lý chịu trách nhiệm cho các chương trình tuân thủ đạo đức
13 Top management is not involved in ethical training programs ®
Lãnh đạo cao nhất không tham gia vào các chương trình đào tạo về đạo đức
14 My organization does not have training programs that effectively communicate ethical standards and policies ®
Công ty không có chương trình đào tạo để truyền đạt một cách hiệu quả về chuẩn mực & nguyên tắc đạo đức
15 My organization does not have an ethics committee or team that deals with ethical issues in the organization ®
Công ty không có một hội đồng chuyên trách về đạo đức để xử lý các vấn đề đạo đức phát sinh trong công ty
To foster a strong ethical culture and prevent misconduct within the organization, we implement comprehensive training programs that promote professional behavior and integrity.
III Quality of Work Life
Chất lượng cuộc sống trong công việc QWL
17 I feel physically safe at work Tôi cảm thấy an toàn ở nơi làm việc QWL1
18 My job provides good health benefits Công việc mang lại nhiều lợi ích tốt cho sức khoẻ của tôi
19 I do my best to stay healthy and fit Tôi luôn cố gắng giữ gìn & duy trì sức khoẻ tốt
20 I am satisfied with what I'm getting paid for my work
Tôi hài lòng về mức thu nhập hiện tại QWL4
21 I feel that my job is secure for life Tôi cảm thấy công việc hiện tại bảo đảm ổn định cho cuộc sống
22 My job does well for my family Với công việc hiện tại, tôi có thể trang trải cho cuộc sống của gia đình
23 I have good friends at work Tôi có những đồng nghiệp tốt tại công ty QWL7
24 I have enough time away from work to enjoy other things in life
Ngoài công việc, tôi có đủ thời gian để tận hưởng cuộc sống
25 I feel appreciated at work Tôi cảm thấy được đánh giá cao trong công việc hiện tại
26 People at work and/or within my profession respect me as a professional and an expert in my field of work
Trong công việc, tôi được mọi người tôn trọng
27 I feel that my job allows me to realize my full potential
Tôi cảm thấy công việc giúp tôi khám phá được những tiềm năng của bản thân
28 I feel that I am realizing my potential as an expert in my line of work
Tôi nhận ra khả năng của mình như là một chuyên gia trong công việc chính mà tôi đang làm
29 I feel that I'm always learning new things that help do my job better
Tôi luôn học hỏi những điều mới để giúp cho công việc của tôi tốt hơn
30 This job allows me to sharpen my professional skills
Công việc hiện tại giúp tôi nâng cao những kỹ năng nghề nghiệp của bản thân
31 There is a lot of creativity involved in my job
Công việc của tôi đòi hỏi nhiều sáng tạo QWL15
32 My job helps me develop my creativity outside of work
Công việc giúp tôi phát triển sự sáng tạo bên ngoài công việc
Sự hài lòng trong công việc JS
33 Generally speaking, I am satisfied with this job
Nói chung, tôi hài lòng với công việc này JS1
34 I frequently think of quitting this job ® Tôi thường nghĩ về việc từ bỏ công việc này
35 I am generally satisfied with the kind of work I do in this job
Nói chung, tôi hài lòng với các loại công việc tôi đang phụ trách
36 Most people on this job are very satisfied with the job Đa số mọi người đều hài lòng về công việc của mình
37 People on this job often think of quitting ® Những người làm công việc này thường có ý định bỏ việc
Sample size and sample method
According to Hair, Black, Babin, and Anderson (2010), the minimum sample size for analysis should be at least five times the number of variables, with a minimum threshold of 100 participants to ensure accurate results.
In this research, a total of 37 questions were developed, necessitating a minimum of 185 responses However, to effectively perform Structural Equation Modeling (SEM), a critical sample size of 200 is recommended, as noted by Garver and Mentser and Hoelter (cited in Mohamad & Mohamed, 2012) Consequently, this study required the distribution of 200 questionnaires to meet the necessary sample size for accurate analysis.
In association with the theoretical literature, other researches and the results of qualitative phase, the final questionnaire was given out to implicating the main survey (see appendix 2 & appendix 3)
To achieve the research objectives, data was collected from employees in various companies within the Vietnamese petroleum industry, specifically from three cities: Hanoi, Ho Chi Minh City, and Vung Tau, chosen for their accessibility.
Data analysis method
In this research, the analysis of primary data was conducted using SPSS version 20.0 and Amos 20.0 The researcher employed Amos 20 for Structural Equation Modeling (SEM) to improve the model's effectiveness.
Reliability analysis is essential for assessing the reliability of measurement scales, primarily through the calculation of Cronbach’s Alpha For a scale to demonstrate adequate internal reliability, Cronbach’s Alpha should be 0.6 or higher Additionally, each item's correlation with the total of other items in the scale should exceed 0.3, as noted by Nunnally and Bernstein (cited in Nguyen, 2011).
After assessing scale reliability, Exploratory Factor Analysis (EFA) is utilized to uncover the underlying factors that account for the correlations among various variables, while also evaluating convergent and discriminant validity Convergent validity reflects the extent to which two measurements of the same concept are correlated (Hair et al., 2010), whereas discriminant validity ensures that measurement scales for different concepts are distinct from one another.
Confirmatory factor analysis as also run to test the model fit As shown:
The Chi-square test measures the disparity between expected and observed covariance matrices, with a value near zero suggesting minimal difference For a valid interpretation, the probability level should exceed 0.05 when the Chi-square value is close to zero (Hu & Bentler, 1999).
The Comparative Fit Index (CFI) measures the fit of a statistical model, adjusting for sample size Ranging from 0 to 1, a higher CFI value signifies a better model fit, with an acceptable threshold set at 0.90 or above, as established by Hu and Bentler.
The Root Mean Square Error of Approximation (RMSEA) measures the residuals in a model, with values ranging from 0 to 1 A lower RMSEA value signifies a better fit for the model, while an acceptable fit is typically indicated by an RMSEA of 0.06 or less (Hu & Bentler, 1999).
Structural equation modeling (SEM) was utilized to evaluate the proposed model and estimate path coefficients for each relationship within the structural framework SEM serves as a robust statistical method for testing hypotheses regarding the relationships between observed and latent variables (Hoyle, 1995) Additionally, it is characterized as a methodology for representing, estimating, and testing a theoretical network of primarily linear relationships among variables (Rigdon, 1998).
Cronbach’s Alpha ≥0.6 Nunnally and Burnstein
2011) The Corrected item-Total correlation
Kasier-Meyer-Olkin test ≥0.6 Pallant (2007)
Barlett’s test of sphericity p0.5 Hair et al (2010)
Chi-square/df (Cmin/df)