Factors affecting to the job satisfaction of vietcombanks employees

INTRODUCTION

RESEARCH INTRODUCTION

Globalization is the inevitable trend of the world economy Implementation of integration policies can help countries approaching rapidly with scientific and technical achievements, developing national economy

Vietnam is significantly impacted by globalization, particularly following its membership in the World Trade Organization (WTO) and its upcoming participation in the ASEAN Economic Community (AEC) and the Trans-Pacific Partnership (TPP) by the end of 2015 These developments have led to the removal of trade barriers and increased competition To foster economic growth, it is essential for Vietnam to leverage and enhance various resources, including natural, financial, and technological assets, with a particular emphasis on human resources The success and advancement of both the nation and individual businesses rely heavily on effective human resource policies.

In today's knowledge-driven era, businesses compete across various dimensions such as products, engineering, technology, and management practices However, the unique element that cannot be replicated, recycled, or purchased is human talent.

Thus, competition among enterprises together is mainly about human competition Good staff is the most important capital in the business Retaining good staff is a criteria to evaluate elite enterprises

It is said that satisfied employee is a productive employee, any kind of grievance relating to organizational or personal always influence on the job So every

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 10 organization is giving higher priority to keep their employees with satisfaction by providing several facilities which improves satisfaction and which reduces dissatisfaction

Job Satisfaction is considered as a key issue by the entrepreneur where efforts are taken and programs are initiated

Employee dissatisfaction can lead to absenteeism, high turnover, decreased productivity, increased errors, and conflicts within the workplace To mitigate these risks, organizations are actively seeking to identify and enhance areas of employee satisfaction.

Managers and business owners understand the significant cost of losing valuable employees, as retaining loyal staff is crucial for maintaining customer loyalty and driving business success.

Banks operate as service-oriented companies, where their organizational performance is measured by the quality of service delivery and customer satisfaction To enhance performance, researchers in human resource management highlight the importance of implementing effective human resource strategies, with a particular focus on job satisfaction.

Vietcombank conducted a survey to assess employee satisfaction across various job factors, including Supervisory Support, Perceived Organizational Support, Performance Appraisal System Knowledge, and Perceived Ability-Job Fit, with responses ranging from strongly agree to strongly disagree.

A survey of Towers Watson said that: “About 10% of workers change jobs in

2014, most of those in the pharmaceutical and financial sectors” Explaining why workers in Vietnam change jobs more than other countries, Ms Huynh Thu Huong -

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 11

The CEO of Towers Watson Vietnam emphasized that the reasons for job changes extend beyond salary and remuneration policies She noted that while higher wages may influence senior personnel to leave, employees in common positions often change jobs due to specific factors within the Vietnamese labor market Many of these workers are young and inexperienced, seeking opportunities for greater stability across various roles Additionally, the dynamics of supply and demand in the economy, along with the emergence of small-scale enterprises and new banks, contribute to the evolving labor market.

Vietcombank, a leading bank in Vietnam, employs over 14,000 staff, with approximately 70% being young professionals aged 20 to 40 The bank has successfully implemented policies to attract and retain talent, evidenced by a low employee turnover rate This study aims to explore the factors contributing to employee satisfaction at Vietcombank and identify necessary improvements to enhance the working environment, ensuring the bank can retain its workforce against competition from other banks, particularly foreign institutions.

Implementing effective human development strategies is a significant challenge in management, directly impacting organizational performance Research on job satisfaction is crucial as it uncovers the factors influencing employee feelings This study will benefit Vietcombank's management by providing insights into employee satisfaction levels, enabling them to adopt measures that enhance productivity Additionally, the findings will serve as a valuable resource for management students in their research and report preparation on job satisfaction.

This research aims to assess Vietcombank employees' satisfaction levels regarding key factors, including Supervisory Support, Perceived Organizational Support, Performance Appraisal System Knowledge, and Perceived Ability-Job Fit The study's findings are expected to provide valuable insights into these aspects of employee satisfaction.

 Measure the employees’s job satisfaction level in Vietcombank

 Study the employees perception towards organization

 Study the attitude of the employees towards their work

 Identify the factors that motivates the employees

The study aims to provide recommendations for the Board of Directors to enhance policies that will increase employee satisfaction at work.

In July 2015, a comprehensive survey was conducted involving all 280 employees of Vietcombank Saigon South Branch, which comprises one headquarters and eight transaction offices Each employee received a questionnaire to complete during the research period from July 1st to July 29th.

This study addresses some points follow:

- How are the impact of Supervisory Support on Vietcombank employee’s job satisfaction?

- How are the impact of Perceived Organizational Support on Vietcombank employee’s job satisfaction?

- How are the impact of Performance Appraisal System Knowledge on Vietcombank’s employee job satisfaction?

- How are the impact of Perceived Ability-Job Fit on Vietcombank’s employee job satisfaction?

INTRODUCTION OF VIECOMBANK

The Joint Stock Commercial Bank for Foreign Trade of Vietnam, previously known as the Bank for Foreign Trade of Vietnam, was established from the Foreign Exchange Bureau of the State Bank of Vietnam As the first state commercial bank selected for pilot privatization by the Government, it officially commenced operations on June 2, 2008, following a successful IPO Vietcombank, with the stock code VCB, was subsequently listed on the Ho Chi Minh Stock Exchange (HOSE) on June 30, 2009.

Vietcombank has advantage of applying advanced technology into the automatic banking system, products development, and e-banking services, based on its high technology foundation

Vietcombank currently offers the following products and services:

- Funding services (savings, deposits, bonds, debentures);

- Loan services (short, medium and long term);

- Other services as indicated in VCB’s certificate of business registration

Internet Banking, VCB Money, SMS Banking, and VCB Cyber Bill Payment have gained significant popularity among customers due to their convenience, speed, safety, and efficiency, fostering a growing habit of non-cash payments through banks.

With over 50 years of experience, Vietcombank employs more than 13,560 staff and operates around 400 branches and offices both domestically and internationally Its extensive network includes a Head Office in Hanoi, an Operation Center, a Training Center, 90 branches, and over 400 transaction offices across Vietnam, along with 3 subsidiaries in Vietnam, 2 abroad, a representative office in Singapore, and 5 joint ventures Additionally, Vietcombank boasts an Auto bank system featuring 1,835 ATMs and 32,178 Points of Sale nationwide, supported by a robust network of over 1,300 correspondent banks in 100 countries and territories.

Vietcombank boasts a team of highly skilled professionals with extensive expertise in banking and finance, adept at navigating the modern business landscape Their contributions have solidified Vietcombank's position as the preferred choice for large corporations, both domestic and international, as well as millions of individual customers.

VCB provides a full range of commercial banking services, investment banking services, fund management, insurance, financial leasing, and real estate

With wisdom and enthusiasm, every generation of Vietcombank’s employees has been and will always be endeavoring to its position as a leading bank in Vietnam.''

 Name in English JOINT STOCK COMMERCIAL BANK FOR FOREIGN

 Head office 198 Tran Quang Khai St., Ly Thai To Ward, Hoan Kiem

Phone – Website 84 - 4 - 3 934 3137– www.vietcombank.com.vn

 Stock exchange HOSE (Ho ChiMinh Stock Exchange, Vietnam)

Table 1: The profile of Vietcombank

Over the past 50 years, Vietcombank has established itself as a trusted and recognizable brand among various customer segments The ongoing development of Vietcombank's brand is rooted in its rich history and the core values it embodies: Innovation, Continuous Development, Thoughtfulness, Devotion, Extensive Connectivity, Distinction, and Safety These elements highlight the bank's commitment to excellence and its dedication to serving the community.

Vision: “Becoming a dynamic financial holding company, ranking among the

300 leading financial group of the world by 2020, with its operations in both domestic and international financial market”

Mission: “Always bring success to customers; Ensure future for customers sustainably; Convenience in transaction and commercial activities in the market"

Slogan: “Together for the future” (“Chung niem tin vung tuong lai” in

Logo: A green loop in triangle shape

Figure 2: Vietcombank's logo and slogan

(Source: www.vietcombank.com.vn)

 Current Corporate Structure of Vietcombank

Figure 3: Current Corporate Structure of Vietcombank

Vietcombank Group is currently organized with the banking operations at the holding level and the other financial operations and non – financial services at the subsidiary level

Figure 4: Organizational structure of Vietcombank

 Targeted Corporate Structure of Vietcombank

Figure 5: Targeted Corporate Structure of Vietcombank

Figure 6: Management system of Vietcombank

Employees of Vietcombank invent a word to describe themselves,

“Vietcombankers” - “Nguoi Vietcombank” in Vietnamese, and a list of seven core values as the premise of corporate culture

Trust is essential for building and sustaining relationships, particularly in the banking sector where promise-keeping and high performance are crucial Establishing trust requires time and perseverance, as breaching a promise can lead to a significant loss of credibility that is difficult to regain Reliability is not just a business philosophy; it is fundamental to fostering long-term customer loyalty and success.

Dinh Thi Quynh Nhung, an MBAOUM0514 K14C student, emphasizes that Vietcombank staff are trained to embody the principle of “Speech with actions” in all interactions Trust alone is insufficient; a high level of working capacity is essential to gain customer reliability Vietcombankers must project a well-trained image to instill confidence in customers regarding the bank's capabilities Additionally, possessing advanced technical skills and knowledge fosters mutual trust among colleagues, enabling them to collaborate effectively towards common objectives.

In the banking sector, where professionalism is paramount, maintaining a polished image is essential for making a positive impression on clients and partners Therefore, employees at Vietcombank must prioritize their appearance and communication to align with the esteemed reputation of the bank they represent.

To maintain professionalism in the banking sector, Vietcombank employees must adhere to legal and internal regulations, as banking inherently involves risk management Each individual should possess a strong awareness of their responsibilities within the work process to ensure effective operations.

 Being professional in behaviour: It is advisable for Vietcombankers to pay due respect and courtesy to partners in general to optimize work results

Readiness to innovate/ Adaptability : As life is changing every moment and

Vietcombankers recognize that active learning is essential for professional growth However, it is equally important for them to implement their newfound knowledge to enhance work efficiency and achieve superior results, even if it requires eliminating outdated procedures.

Sustainability : Sustainable development is the long-term goal of Vietcombank

During their operations, they always try to enhance sustainability by equally treating and harmonizing benefits among parties To maintain relationships with customers and

Dinh Thi Quynh Nhung, a student from MBAOUM0514 K14C 23, emphasizes that Vietcombankers prioritize a strong foundation for success and development by considering the well-being of partners and clients, rather than solely focusing on profits Their business philosophy advocates for ethical practices, rejecting the notion of harming others for financial gain, and favoring long-term benefits over short-term profits This visionary approach reflects a commitment to sustainable growth and enduring relationships in the business landscape.

At Vietcombank, employees embody the principle that "Time is money," striving to minimize delays and enhance efficiency in customer service This commitment is reflected in their communication style, where they prioritize brevity while ensuring that all essential information is conveyed clearly.

Interpersonal relationships are built on kindness and empathy, as individuals recognize that we are all human, not robots This understanding fosters positive interactions among colleagues, partners, and clients, emphasizing the importance of treating others with respect and compassion.

Over the past five years, Vietcombankers have emphasized the importance of interpersonal relationships, work ethics, and virtues such as devotion and cooperation These core values have enabled the bank to stand out in the industry and successfully navigate challenges To further promote these principles, Vietcombankers prioritize empathy, striving to understand the perspectives of clients, partners, and colleagues in order to develop optimal solutions.

LITERATURE REVIEW

Job satisfaction

Job satisfaction is crucial for employee morale, reflecting an individual's overall attitude towards their work It represents a positive emotional state that arises from evaluating one's job and work experiences When a person's work meets their primary needs and aligns with their expectations and values, it leads to a satisfying work experience.

Job satisfaction is a complex concept that encompasses an individual's feelings and reactions to different facets of their job, as highlighted by various definitions in the literature (Cass et al., 2003).

Job satisfaction is defined as a pleasurable emotional state derived from evaluating one's job, encompassing an affective reaction and overall attitude towards work According to Weiss (2002), while job satisfaction is an attitude, it is essential for researchers to differentiate between the components of cognitive evaluation, including emotions, beliefs, and behaviors This indicates that our attitudes towards our jobs are shaped by our feelings, beliefs, and actions.

Job satisfaction is one criterion for establishing the health of an organisation; rendering effective services largely depends on the human source (Fitzgerald et Al.,

1994) and job satisfaction experienced by employees will affect the quality of service

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 25 they render The impact of other variables on efficiency, such as infrastructures and internal relationships is also widely recognised

Job satisfaction is a positive emotional state that arises from the pleasure a worker experiences in their job, encompassing both affective and cognitive attitudes towards various work aspects This concept suggests that satisfaction is influenced by specific job components rather than the overall job experience While global job satisfaction is commonly measured, understanding different dimensions—such as relationships with co-workers, pay, job conditions, supervision, the nature of the work, and benefits—provides deeper insights into employee satisfaction with critical job factors.

Job satisfaction is widely regarded as the most crucial and frequently examined attitude within the field of organizational behavior (Mitchell & Lasan, 1987) Luthan (1998) identifies three key dimensions of job satisfaction: first, it is an emotional response to job situations that cannot be directly observed; second, it is influenced by the extent to which job outcomes meet or exceed expectations; and third, it encompasses various related attitudes that reflect individuals' effective responses to important job characteristics.

Job satisfaction research has been carried out for over forty years (Locke, 1976; Spector, 1985); and several types of instruments have been developed, for example,

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 26 global or multidimensional instruments, multi- or single-item instruments, instruments designed for jobs in general or for a specific workforce

Researchers have explored various factors influencing job satisfaction, including the impact of leadership behaviors (Tengilimoglu, 2005), age (Gibson et al., 1970; Hickson et al., 1999; Clark et al., 1996; Brewer et al., 2008), employee turnover (Hellman, 1997; Reed et al., 1994), length of service (Oshagbemi, 2003), and absenteeism (Sagie, 1998; Waters et al., 2006).

Research on the relationship between job satisfaction and gender has yielded inconsistent findings While some studies indicate no significant gender differences in overall job satisfaction, others highlight a correlation between job satisfaction levels and gender (Dantzer et al., 1998; Keser, 2005; Celen et al., 2004; Brewer et al., 2008; Avsaroglu, 2005; Gencay, 2007; Lacy et al., 1997; Bilge).

A Hawthorne study was the one of biggest study of job satisfaction This study

Between 1924 and 1933, Elton Mayo of Harvard Business School conducted studies to explore how different work conditions influenced worker productivity These studies revealed that changes in the work environment could temporarily boost productivity, a phenomenon known as the Hawthorne Effect This significant finding demonstrated that employees are motivated by factors beyond just financial compensation, prompting further research into the elements that contribute to job satisfaction.

Scientific management, as outlined in Taylor's 1911 book "Principles of Scientific Management," revolutionized the understanding of job satisfaction by proposing that there is an optimal method for executing any work task This approach marked a significant shift in industrial production, moving away from skilled labor and piecework towards assembly lines and hourly wages Consequently, industries experienced substantial productivity gains as workers adapted to these new methods.

Dinh Thi Quynh Nhung, an MBA student, highlights the impact of accelerated work pace on employee well-being, noting that increased speed can lead to exhaustion and dissatisfaction among workers This raises important questions about job satisfaction that require further investigation Additionally, the foundational contributions of W.L Bryan, Walter Dill Scott, and Hugo Munsterberg significantly influenced Taylor's work in this area.

Maslow’s hierarchy of needs theory, a foundational motivation theory, posits that individuals strive to fulfill five essential needs: physiological, safety, social, self-esteem, and self-actualization This framework has significantly influenced the development of job satisfaction theories by providing a structured understanding of what drives human motivation in the workplace.

Research on job satisfaction has explored various factors influencing it, but there is no definitive standard for measuring these aspects (Locke, 1976; Hackman, 1975) According to Luthans (2002), three dimensions of job satisfaction are widely recognized.

 Job satisfaction is an emotional response to a job situation

Job satisfaction largely hinges on the alignment of outcomes with expectations When employees perceive that they are exerting more effort than their peers yet receiving lesser rewards, it can lead to a detrimental attitude towards their work.

 Job satisfaction represent several attitudes, they are: pay, promotion opportunities, working conditions, co-worker relationship, supervision and the work nature

Supervisory support

Supervisory support can be seen as the capacity that leaders display to value their employees contributions, making them feeling heard and cared about

The "theory of supervision" emphasizes inspection and the transfer of superior knowledge, leading to the identification of supervisors with the concept of supervision and the emergence of leadership aimed at improvement (Burnham, 1976) According to Evans (1970), effective management that seeks organizational change should focus on enhancing worker motivation, performance, and satisfaction by altering leadership behavior Additionally, McFillen highlights that a supervisor's behavior is largely influenced by the performance levels of their subordinates.

Employees are more inclined to generate and execute creative ideas when they perceive strong organizational and supervisory support Factors like organizational stability can influence the relationship between employee outcomes and supervisor behavior Ultimately, the key motivators for enhancing employee performance include a meaningful and well-structured job, fair supervision, constructive performance feedback, equitable compensation, and recognition for their efforts.

Griffin, Patterson & West (2001) found that while supervisory support has a diminished impact on employees in team-based environments, it still positively influences overall job satisfaction Their research highlights the crucial role supervisors play in enhancing the motivational aspects of the workplace, even in organizations that prioritize teamwork.

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 29 such as job autonomy Effective leaders provide feedback about roles and tasks that increase employees' positive experience of autonomy Pierce, Rubenfeld & Morgan

In 1991, it was suggested that increased cooperative behavior among employees fosters a belief in job assistance and alignment of efforts, enhancing work performance Supervisors are expected to document specific behaviors related to declining performance and counsel employees accordingly Jackofsky and Slocum (1987) found that high-performing employees view their leaders more positively than their lower-performing counterparts Truckenbrodt (2000) emphasized the role of supervisors as change agents and role models, advocating for equal training and recognition of each employee's potential to cultivate a culture of growth and innovation Brown (1984) noted that an individual’s poor performance reflects less on supervisors than that of a group, highlighting the need for accurate diagnosis of group performance issues Additionally, recent research indicates that a leader's emotional style influences team moods and behaviors through mood contagion, akin to the idea that "smile and the whole world smiles with you" (Goleman, Boyatzis & McKee, 2001).

Research shows that supervisor support significantly influences organizational commitment (Kinicki & Vecchio, 1994; Ko et al., 1997; Kidd & Smewing, 2001) Additionally, peer support within the workplace has been recognized as a crucial factor in fostering employee support (Simosi, 2012) Supervisors play a vital role as agents in this dynamic.

Dinh Thi Quynh Nhung, a student in MBAOUM0514 K14C 30, emphasizes that the PSS organization should foster positive attitudes among its members, as suggested by Levinson (1965) Research indicates that perceived supervisor support enhances workplace knowledge (Podsakoff et al., 1995) and helps employees manage job demands (Schaufeli & Bakker, 2004) Effective supervisors, who are seen as supportive, play a crucial role in addressing the emotional needs of their subordinates (Dawley, 2007).

Perceived organizational support

Perceived organizational support (POS) is increasingly recognized as a vital resource in today's service sector, reflecting how much an organization values its employees and cares for their well-being (Mowday, 1998; Eisenberger et al., 1986) POS encompasses employees' perceptions that their organization is committed to fair compensation, assistance during difficult times, and creating an inspiring work environment (Eisenberger et al., 2001; Randall et al., 1999) It highlights the organization's dedication to supporting employee welfare through policies and practices that foster career development and satisfaction.

Employees perceive that their organization prioritizes their well-being, as indicated by the concept of Perceived Organizational Support (POS), which fosters a positive work environment (Loi, Ngo, & Foley, 2006) Understanding employee attitudes and behaviors has become increasingly important for predicting their potential actions in the workplace Consequently, employees are more inclined to engage positively when they feel supported by their organization.

When an organization demonstrates care for the well-being of its members, employees tend to reciprocate with positive feelings, job attitudes, and behavioral intentions (Ranida & Kenneth, 2008) Research has consistently shown a strong correlation between perceived organizational support (POS) and essential organizational outcomes, including improved job performance and employee satisfaction (Rhoades & Eisenberger, 2002; Shanock & Eisenberger, 2006).

The rise of perceived organizational support (POS) is influenced by three key factors: fairness, supervisory support, and organizational rewards These elements contribute to positive job situations, leading to favorable outcomes such as increased job satisfaction and enhanced organizational commitment, as highlighted by Rhoades and Eisenberger.

Employee perception of organizational support is significantly influenced by initiatives such as recognizing contributions, offering well-being packages, and involving employees in key decision-making processes This perceived support plays a crucial role in shaping employees' attitudes and outlooks within the organization.

Perceived organizational support refers to the extent to which individuals feel that their organization values their contributions and provides them with necessary assistance (2007) A study by Wayne, Shore, Bommer, and Tetrick (2002) identified procedural justice, or the perceived fairness in decision-making processes, as the strongest predictor of perceived organizational support Additionally, Keer (2005) explored the impact of perceived organizational support on organizational commitment and professional obligation, specifically regarding turnover intentions among healthcare professionals in Jamaica.

High perceived organizational support (POS) occurs when employees feel their needs for esteem, approval, and social identity are acknowledged, leading to an expectation that their performance and behaviors will be recognized and rewarded This concept is rooted in the norm of reciprocity within social exchange, suggesting that when employees receive support, they are more likely to reciprocate with increased commitment and performance.

Dinh Thi Quynh Nhung, an MBA student, highlights that employees with higher perceived organizational support (POS) are more likely to exhibit positive attitudes and strong work performance, as supported by Eisenberger et al (1986) Additionally, research by Casper and Buffardi (2003) suggests that work-life assistance programs can enhance the perception of organizational support for employee needs The concept of perceived organizational support has gained significant attention among researchers in recent years, reflecting its importance to both employees and employers (Podsakoff et al., 2010; Watt & Hargis, 2010).

Perceived Organizational Support (POS) plays a crucial role in employee satisfaction by ensuring fair compensation, providing assistance to enhance job excitement and motivation, and creating suitable working conditions (Aube et al., 2007) Employees who feel supported by their organization are more likely to report higher job enjoyment, improved mood at work, and experience fewer psychosomatic issues such as stress, anxiety, and headaches, as evidenced by previous research (Rhoades & Eisenberger, 2002).

Performance appraisal system knowledge

Performance appraisal systems are a crucial element of human resource management, significantly influencing employee job satisfaction These systems assess employee performance within an organization, similar to how faculty evaluate students through tests, assignments, and participation in extracurricular activities In the workplace, evaluations determine promotions, demotions, and salary adjustments, allowing management to identify top-performing employees effectively.

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 33 or poor what system or criteria they follow that system is called Performance Appraisal System

Mensah et al (2012) investigated employee perceptions of biases and errors in performance appraisals, revealing that subjectivity significantly impacts the institution's appraisal system The study's findings underscore the critical need for managerial strategies focused on training, motivation, and resource allocation to enhance the effectiveness of performance appraisals.

According to Jawahar (2007), satisfaction with appraisal feedback is positively correlated with job satisfaction and organizational commitment, while negatively impacting turnover intentions When employees perceive that the appraisal system offers developmental support and accurately evaluates their performance, they are more likely to accept the system and feel satisfied with it.

In his 2012 research, Jack N Kondrasuk identified key issues within current Performance Appraisal Systems, narrowing down a list of 76 problems to four main categories He emphasized that enhancing these systems involves addressing common shortcomings, such as minimizing biases, providing training for evaluators, and employing research-backed formats Most critically, he highlighted the necessity of clarifying the goals of performance appraisal to drive effective improvements.

2) focusing on both results and behaviour appraisals, 3) adding an appraisal category,

4) better timing, and 5) better involving constituencies

Saqib et al (2012) conducted a study to compare the performance appraisal practices in Pakistani government offices with contemporary methods discussed in academic research The findings indicate that these offices are utilizing several modern performance appraisal techniques, including the Adjective Rating Scale and Management by Objectives.

Objectives, and Narrative Method in a traditional way which reminds of the British colonial legacy

In 2011, Frieda Siaguru conducted a study on the Performance Appraisal Systems in private sector organizations in Papua New Guinea, aiming to describe their primary purposes, implementation processes, and challenges faced The study's findings are significant for two main reasons: they offer valuable insights into performance appraisal in non-western developing countries and serve as a foundation for future research Additionally, understanding the current Performance Appraisal Systems and their challenges can assist human resource managers in developing new appraisal methods and improving existing systems tailored to the local context.

Ikramullah et al (2011) investigated the fairness perceptions of appraisees regarding the Performance Appraisal System (PAS) within Pakistan's civil service The study found that appraisees generally view the system as fair, influenced by four key factors of justice However, it also highlighted concerns related to high interpersonal and distributive justice, indicating existing issues within the system Additionally, some appraisees expressed neutral responses on certain aspects of the performance appraisal process.

Suhaimi Sudin (2011) examined employee satisfaction concerning performance appraisals, highlighting three key areas: satisfaction with the last performance appraisal ratings, satisfaction with supervisors during the appraisal process, and satisfaction with the overall Performance Appraisal System The study found that both distributive and informational justice significantly influence satisfaction with the last appraisal ratings, while distributive, interpersonal, and informational justice are crucial for satisfaction with supervision Additionally, distributive and informational justice play a vital role in overall satisfaction with the appraisal system.

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 35 the Performance Appraisal System It also showed that distributive, interpersonal and informational justices are related to overall employees' satisfaction

Saeed et al (2011) examine employee perceptions of the Performance Appraisal System, identifying factors that hinder its successful implementation While employees recognize the potential benefits of performance appraisals, they often lack the knowledge necessary for effective execution Similarly, Agbola et al (2010) assess the Performance Appraisal System in Ghana's public health sector, revealing significant ineffectiveness and high levels of employee dissatisfaction with the appraisal process.

Perceived ability - job fit

The fit perception is a cognitive process where individuals assess their needs, aspirations, and abilities against their work environment (Cable & Judge, 1997) This perception, shaped by job characteristics, organizational traits, and interactions with colleagues, typically develops through work experience (Rynes, Bretz & Gerhart, 1991) Initially overlooked in organizational behavior studies (Ahmed, 1981), the concept gained recognition as research demonstrated that individuals who align well with their jobs are better equipped to address work-related challenges (Forbes & Barret, 1978) The early understanding of person-job fit encompassed factors such as an individual’s readiness to meet job demands, the extent to which their skills are utilized, and the perceived opportunities to apply their best abilities.

(1996) has later simplified it as the evaluation of congruence between an employee’s abilities and his or her job demands

Saks and Ashforth (2002) define job fit as the alignment between an individual's knowledge, skills, and abilities with job requirements, as well as the job's capacity to meet an individual's needs and their perceived freedom in performing the job Similarly, Cable and DeRue (2002) identify three dimensions of fit: the compatibility between job demands and personal skills, the alignment of an individual's training and abilities with job requirements, and the correspondence between personal skills and educational background with job demands These definitions emphasize that job fit is a subjective assessment linked to job competency and work effectiveness, with recognition of the validity of individuals' self-reported capabilities (Artwater et al., 1998).

Recent studies highlight the significance of person-job fit perception in enhancing newcomers' competency Research by Carr et al (2006) indicates that this perception mediates the relationship between prior work experience and tenure in a new organization These findings align with previous studies demonstrating positive correlations between fit perception and both competency (Judge & Cable, 1997; Kristof, 1996) and organizational commitment (Ashforth & Mael).

A proper perception of fit is crucial for new employees, as it fosters the right mindset and strategies to navigate uncertainties at work, enhancing their comfort and confidence in fulfilling job requirements and organizational goals More experienced and capable employees tend to adopt effective strategies more readily, leading to reduced stress levels compared to their less experienced counterparts Conversely, overqualified or overtrained individuals may experience decreased interest or motivation in their roles.

Dinh Thi Quynh Nhung, a student in the MBAOUM0514 K14C program, highlights the importance of job fit in enhancing employee commitment and overall career success Research by Cable and DeRue (2002) emphasizes that when employees feel comfortable in their roles, it positively impacts their dedication to the organization This concept has gained recognition in organizational studies, reinforcing the idea that aligning personal values and skills with job responsibilities leads to greater professional achievements (Cable & Judge).

Need hierarchy theory for job satisfaction

Abraham Maslow's hierarchy of needs theory is a prominent motivation framework that categorizes human needs in a hierarchical structure According to Maslow, individuals are motivated by a progression of needs, starting from basic necessities and moving towards higher-level aspirations He posited that once a particular need is fulfilled, it no longer serves as a motivator, highlighting the dynamic nature of human motivation.

As his theory, these needs are:

Physiological needs are essential for sustaining human life, encompassing food, water, warmth, shelter, sleep, medicine, and education According to Maslow, these basic needs must be adequately met before any other motivational factors can take effect, highlighting their fundamental role in overall well-being and survival.

Security needs encompass the desire to be free from physical danger and the anxiety of losing essential resources such as employment, property, food, or shelter Additionally, these needs involve safeguarding oneself against emotional harm, ensuring overall well-being and stability in life.

Social needs: Since people are social beings, they need to belong and be accepted by others People try to satisfy their need for affection, acceptance and friendship

Esteem needs, as described by Maslow, emerge once individuals fulfill their belongingness needs At this stage, people seek to gain respect and recognition, both from themselves and from others.

Dinh Thi Quynh Nhung, an MBA student from K14C 38, emphasizes that the need for esteem encompasses both internal and external factors Internal esteem factors include self-respect, autonomy, and personal achievements, while external factors involve power, prestige, recognition, and attention This blend of influences contributes significantly to an individual's sense of satisfaction and self-confidence.

Self-actualization, as identified by Maslow in his hierarchy of needs, represents the pinnacle of human motivation It embodies the aspiration to reach one's fullest potential, emphasizing personal growth, achievement, and self-fulfillment This drive encourages individuals to maximize their capabilities and accomplish meaningful goals, ultimately leading to a more enriched and satisfying life.

As individuals fulfill their needs, the next level in Maslow's hierarchy becomes the primary focus of motivation While no need is ever completely satisfied, a largely fulfilled need ceases to drive behavior To effectively motivate others, it's essential to identify their current position within this hierarchy and address their specific needs or those at a higher level Maslow’s need theory is widely acknowledged, especially among managers, due to its intuitive logic and straightforward comprehension.

RESEARCH MODEL AND HYPOTHESIS

Research model

This article proposes a research model examining the relationship between independent variables—Supervisory Support, Perceived Organizational Support, Performance Appraisal System Knowledge, and Perceived Ability - Job Fit—and the dependent variable, Job Satisfaction This model is grounded in established theories and findings from prior research.

Contructs

- Key construct: Job Satisfaction (JS)

 Performance Appraisal System Knowledge (PAS)

 Perceived Ability-Job Fit (PAJ)

The relationship between each independent variable and dependent variable and

3.3.1 The relationship between supervisory support and job satisfaction and hypothesis 1

Supervisors play a vital role in organizations by supporting new employees during their transition, guiding them with the expertise of seasoned staff They also provide ongoing feedback and assessments through the evaluation system, ensuring continuous improvement and integration within the workplace (Kidd & Smewing, 2001).

The quality of workplace social support as perceived by employees is strongly related to burnout, (Brown & O’Brien, 1998) and to job satisfaction (Eisenberger et al.,

1997) According to a study conducted by Pienaar, Sieberbagen and Mostert (2007), social support coming from the supervisor was found to be strongly related to job satisfaction

Supervisory norms play a crucial role in shaping employee roles and expectations within traditional work structures (Graen and Scandura, 1987) Immediate supervisors convey vital information regarding organizational support for change, and their actions are often viewed as reflective of broader organizational processes (Kozlowski and Doherty, 1989) Furthermore, the support and consideration provided by supervisors significantly influence job satisfaction and employee engagement across various work environments (Yukl, 1989).

Numerous studies highlight that organizational support is a key predictor of job satisfaction (Rhodes & Eisenberger, 2002; Stamper & Johlke, 2003) Specifically, supervisor support for coworkers significantly enhances job satisfaction (LaRocco & Jones, 1978) Conversely, a lack of management or supervisory support is linked to increased job stress and reduced satisfaction (Jaramillo et al., 2005; Toch, 2002).

Based on these reasons, I would like to hypothesize the following:

3.3.2 The relationship between perceived organizational support and job satisfaction and hypothesis 2

Perceived organizational support would vital shape employee outlook in organizations

Significances of heightened perceived organizational support are enlarged organizational commitment, job satisfaction, confident effect, task curiosity, task

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 42 performance, and intents remain through the organization (Rhoades & Eisenberger,

Perceived organizational support has a negative correlation with factors such as organizational politics, turnover intentions, absenteeism, role stress, and emotional exhaustion Conversely, it positively influences overall job satisfaction, organizational commitment, control at work, job discretion, interpersonal support, emotional attachment to the organization, and expectations regarding pay and promotions, as well as employee performance ratings.

So, based on the theoretical basis of the above, I would propose the hypothesis:

Hypothesis 2: There is a positive relationship between perceived organizational support and job satisfaction of Vietcombank’s employees

3.3.3 The relationship between performance appraisal system knowledge and job satisfaction and hypothesis 3

Mahdieh Darezereshki (2013) Examine the role of performance appraisal quality on one important human resource management function that is job satisfaction

This study examines the relationship between performance appraisal quality, treated as the independent variable, and job satisfaction, the dependent variable By analyzing data from 133 employees working in multinational companies in Malaysia, the research identifies the experiences of employees regarding performance appraisals.

Regression analysis was employed to explore the relationship between the quality of performance appraisals and job satisfaction The findings reveal that employees who receive high-quality performance appraisals are significantly more likely to report higher levels of job satisfaction.

And in the study of Levy and Williams (1998), it was stated that performance appraisal system knowledge correlated positively with job satisfaction, organizational commitment, and perceptions of fairness

Therefore, the hypothesis below can be proposed:

Hypothesis 3: Performance appraisal system knowledge and job satisfaction of Vietcombank’s employees have a positive relationship with each other

3.3.4 The relationship between percieved ability – job fit and job satisfaction and hypothesis 4

Recent studies highlight the significance of ability-job fit perception in enhancing newcomers' competency Research by Carr, Pearson, Vest, and Boyar (2006) indicates that this perception mediates the connection between prior work experience and the duration of service in a new organization These findings align with earlier research demonstrating positive correlations between fit perception and competency (Judge & Cable, 1997; Kristof, 1996), as well as commitment (Ashforth & Mael).

A correct perception of fit is essential for new employees, as it fosters the right mindset and strategies to navigate uncertainties at work, enhancing their comfort and confidence in meeting job requirements and organizational goals More experienced employees tend to adopt effective strategies and experience lower stress levels compared to their less experienced counterparts However, overqualified or overtrained individuals may become disengaged or too comfortable, which can diminish their commitment to the organization The importance of fit perception has been widely recognized in organizational studies, highlighting its role in employee effectiveness and engagement.

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C 44 with their jobs would be more successful in their career journey (Cable & Judge,

Xie (1996) conducted a factor analysis revealing that perceived ability-job fit, decision latitude, and job demands are distinct constructs The study found a positive correlation between perceived ability-job fit and factors such as job demands, control, job satisfaction, life satisfaction, age, income adequacy, and tenure Conversely, perceived ability-job fit was negatively correlated with anxiety and depression.

Saks and Ashforth (2002) define the concept of job fit as the alignment between an individual's knowledge, skills, and abilities with job requirements, the job's capacity to meet individual needs, and the individual's perception of autonomy in their role Similarly, Cable and DeRue (2002) emphasize three levels of fitness or suitability to further elucidate this concept.

Based on the theoretical basis of the above, I would propose the hypothesis:

Hypothesis 4: There is a positive relationship between perceived ability – job fit and job satisfaction of Vietcombank’s employees

A research design outlines the methodology of a study, detailing the sample, variables, measurement instruments, data collection methods, and data analysis techniques It culminates in a summary of the research questions and the analyses conducted to address them This process involves collecting and recording evidence from a literature review, processing and analyzing data, and publishing the results The aim of this research is to explore the relationship between Supervisory Support, Perceived Organizational Support, and Performance Appraisal System Knowledge.

This study explores the relationship between perceived ability, job fit, and job satisfaction among employees at Vietcombank's Sai Gon South Branch Conducted through a field study, the research aims to identify how employees' perceptions of their abilities align with their job roles, ultimately influencing their overall satisfaction at work.

To effectively conduct the study and address the problem at hand, detailed procedures for obtaining information are essential The research primarily utilized a sampling survey method to gather necessary data The questionnaire was designed to examine key variables, focusing on the relationships between Supervisory Support, Perceived Organizational Support, Performance Appraisal System Knowledge, Perceived Ability-Job Fit, and Job Satisfaction among employees at Vietcombank.

The measure created by Greenhaus, Parasuraman, and Wormley (1990) evaluates employees' perceptions of the supervisory support they receive in their roles Supervisory support encompasses various elements, including career guidance, performance feedback, challenging work assignments, and opportunities that foster employee development and enhance visibility within the organization.

Coefficient alpha was 0.93 (Greenhaus et al., 1990)

In Greenhaus et al (1990), supervisory support correlated positively with perceptions of acceptance, job discretion, job performance in terms of both tasks and relationships, employee promotability, and career satisfaction

Greenhaus, J H., Parasuraman, A., & Wormley, W M (1990), Effects of race on organizational experiences, job performance evaluations, and care outcomes

Items were taken from the appendix, pp.85-86 Reproduced with permission of Academy of Management in the format textbook via Copyright Clearance Center

Responses are obtained using a 5-Likert-type scale where 5 = strongly disagree,

4 = disagree to some extent, 3 = uncertain, 2 = agree to some extent, and 1 = strongly agree

1 My supervisor takes the time to learn about my career goals and aspirations

2 My supervisor care s about whether or not I achieve my goals

3 My supervisor keeps me informed about different career opportunities for me in the organization

4 My supervisor makes sure I get the credit when I accomplish something substantial on the job

5 My supervisor gives me helpful feedback about my performance

6 My supervisor gives me helpful advice about improving my performance when I need it

7 My supervisor supports my attempts to acquire additional training on education to further my career

8 My supervisor provides assignments that give me the opportunity to develop and strengthen new skills

9 My supervisor assigns me special projects that increase my visibility in the organization

The measure developed by Eisenberger et al (1986) assesses employee perceptions regarding an organization's willingness to reward their efforts, reflecting how much the organization values their contributions and cares for their well-being This measure comprises eight items focused on the perceived value of the employee's contributions and nine items related to organizational actions impacting employee well-being Some studies have utilized a shortened version that includes the nine items with the highest factor loadings from the original scale development (Moorman, Blakely, & Niehoff, 1998; Wayne, Shore, & Liden).

Coefficent alpha values ranged from 74 to 95 (Cropanzano, Howes, Grandey,

& Toth, 1997; Eisenberger, Cummings, Armeli, & Lynch, 1997; Eisenberger et al., 1990; Hutchinson, Valentino, & Kirkner, 1998; Lee & Ashforth, 1993; Lynch, Eisenberger, & Armeli, 1999; Moorman et al., 1998; Wayne, Shore, & Liden, 1997)

Perceived organizational support has a positive correlation with various factors, including overall job satisfaction, organizational commitment, and both direct and indirect control at work It also enhances job discretion, interpersonal helping, and affective attachment to the organization Additionally, this support influences employees' expectations regarding pay and promotions, as well as their need for approval and recognition, ultimately leading to improved employee performance ratings.

Research indicates that perceived organizational support has a negative correlation with various factors, including perceived organizational politics, turnover intentions, absenteeism, role stress, and emotional exhaustion, as highlighted by studies conducted by Cropanzano et al (1997), Eisenberger et al (1990), and Lee & Ashforth (1993).

Wayne, Shore, and Liden (1997) conducted a factor analysis revealing that perceived organizational support is distinct from developmental experiences, leader-member exchange (LMX), affective commitment, and intentions to quit Similarly, Eisenberger et al (1997) utilized confirmatory factor analysis to demonstrate that perceived organizational support and overall job satisfaction are also empirically separate constructs.

Eisenberger, R., Huntington, R., Hutchinson, S., & Sowa, D (1986) Perceived organizational suppot Journal of Applied Psychology, 71, 500-507 Items were taken from Table 1, p 502 Copyright © 1986 by the American Psychological Association Reprinted with permission

Responses are obtained on a 5 – point Likert-type scale where 1 = strongly disagree and 5 = strongly agree

1 The organization values my contribution to its well – being

2 If the organization could hire someone to replace me at a lower salary it would do so

3 The organization fails to appreciate any extra effort from me

4 The organization strongly considers my goals and values

5 The organization would ignore any complaint from me

6 The organization disregards my best interests when it makes dicisions that affect me

7 Help is available from the organization when I have problem

8 The organization really cares about my well-being

9 The organzation is willing to extend itself in order to help me perform my job to the best of my ability

10 Even if I did the best job possible, the organization would fail to notice

ANALYSIS AND RESULTS

Methods of analysis

After collecting data from the questionnaires, the analysis was conducted using SPSS Version 18 Initially, the data underwent a thorough review to identify and correct errors and missing values, ensuring accuracy in data entry through visual inspection and necessary amendments.

Reliability analysis was conducted using Cronbach’s Alpha test to assess the internal consistency and stability of multi-item scales This test measures the degree of bias in the measurement across the instrument's items Cronbach’s Alpha, a widely used reliability test based on average correlation, evaluates each scale for reliability and unidimensionality A Cronbach’s Alpha value of 0.7 or higher is considered indicative of a reliable scale.

(Nunnally 1978) Chin (1998) has indicated that the standardized loading for each item should be greater than 0.7 to demonstrate reliability but a value of 0.50 is still acceptable

This research utilized descriptive analysis to summarize the fundamental characteristics of the data Descriptive statistics offer straightforward overviews of the sample and its measurements, supported by basic graphical representations They are essential for nearly all quantitative data analysis, encompassing key areas such as frequency distribution, measures of central tendency, and measures of dispersion or variability.

A Pearson Correlation Coefficient analysis was conducted to evaluate the strength and direction of the linear relationship between two variables This analysis utilized the scale recommended by Davies (1971) to define the relationship between the independent and dependent variables.

.00 - 19 Slightly, almost negligible correlation 20 - 39 Low, quite small correlation

.40 - 69 Moderate correlation 70 - 89 High correlation 90 - 1.00 Very high correlation

Table 4: Pearson Correlation Coefficient (Davies, 1971)

Values closer to +1 show a positive relationship Values closer to -1 show a negative relationship while values closer to 0 represent the absence of relationship between the two variables

Analysis general and demographic information of the respondents

The samples in terms of gender, age, academic degree, working seniority, working position in Appendix 1 include:

 The gender distribution of respondents consists of 147 (represent 62% of the total sample) female and 90 (38% of the total sample) male

The workforce at Vietcombank Sai Gon South Branch is predominantly young, with 57.8% of its employees, totaling 137 individuals, being under 30 years old In contrast, 42.2% of the staff, amounting to 100 employees, are over the age of 30.

Under 30 years oldAbove 30 years old

In the analyzed sample, 15.6% of employees hold a College Degree, while 67.9% possess a Bachelor's degree Additionally, 15.6% of employees have a Master's degree, and only 0.9% have attained a Doctoral Degree.

At Vietcombank Saigon South Branch, a significant portion of the workforce has considerable experience, with 46.4% of employees having 5 to 10 years of seniority Additionally, 25.32% of the staff has less than 5 years of service, while 15.6% have worked for the bank for 11 to 20 years Notably, only 12.68% of employees have been with Vietcombank for over 20 years, highlighting a diverse range of experience within the branch.

Colleges Degree Bachelor Degree Master Degree Doctoral Degree

Under 5 yearsFrom 5 to 10 yearsFrom 11 to 20 yearsAbove 20 years

 Employees with Supervisor position are 33 employees (13,92% of the total sample), top manager is 22 employees (9.28% of the total sample) and 76.8% of them

Data from Vietcombank's Sai Gon South Branch reveals that the majority of employees are staff members, with a higher number of female respondents compared to male Out of 237 participants, a significant portion has less than 10 years of work experience, and nearly all hold a Bachelor's or Master's degree, while only 15.6% possess a College Degree Additionally, the workforce is predominantly young, with 57.8% of employees being under 35 years old.

Cronbach’s Alpha (Reliability)

The analysis utilized SPSS software version 18, employing Cronbach’s Alpha testing, a widely accepted reliability assessment tool in social research (Sekaran, 2006) This measurement evaluates the reliability of variables within the questionnaire, with a Cronbach’s Alpha value approaching 1.0 indicating higher internal consistency reliability (Cronbach, 1946).

According to George and Mallery (2003), Cronbach’s Alpha from 0.7 to above shows the variables reliable and good for further research

Cronbach’s alpha Internal consistency α ≥ 0.9 Excellent

Table 5: Cronbach’s Alpha – Internal Consistency

The estimated coefficient for Cronbach’s alpha of each variable of the research is shown in the table 6:

Perceived Organizational Support POS 874 10 Good

Perceived Ability-Job Fit PAJ 814 5 Good

Table 6: Reliability Statistics of Cronbach’s Alpha

Each hypothesis was tested individually and showed a significant relationship, with a Cronbach's alpha value exceeding 0.5, which is considered reliable according to Kehoe (1995) He suggests that an alpha value of at least 0.5 is necessary to accept the items "as is" within a dimension, particularly when dealing with a short instrument.

A Cronbach’s alpha value of 0.7 or higher is considered indicative of a reliable scale, as noted by Nunnally (1978) Additionally, Chin (1998) emphasized that each item's standardized loading should exceed 0.7 to establish reliability.

The analysis reveals that Supervisory Support has the highest Cronbach’s Alpha at 0.931, indicating strong reliability as an independent variable Following closely is Perceived Organizational Support with a Cronbach’s Alpha of 0.874 Job Satisfaction, a dependent variable, has a reliability score of 0.859, while Perceived Ability-Job Fit shows the lowest reliability at 0.814.

Based on the output of the analysis, the Cronbach’s alpha indicates that all the items are positively correlated to one another and it is internally consistent.

Descriptive Analysis

N Minimum Maximum Mean Std Deviation

The summary of the descriptive statistics is shown in table 7 As shown in table

7, we determined measures of mean, range, standard deviation, variance, minimum and maximum The results show that means value of all variables are above moderate.

Correlations among variables

To assess the significant relationships between the independent variables—Supervisory Support, Perceived Organizational Support, Performance Appraisal System Knowledge, and Perceived Ability-Job Fit—and the dependent variable, Job Satisfaction, Pearson Correlation Coefficient analysis will be conducted The scale model proposed by Davies (1971) will be utilized to illustrate these relationships, as detailed in Table 8 below.

Table 8: The Pearson’s Correlation Coefficient r of all Independent and Dependent

SS POS PAS PAJ JS

** Correlation is significant at the 0.01 level (2-tailed)

* Correlation is significant at the 0.05 level (2-tailed)

The study's first hypothesis examines the relationship between Supervisory Support and Job Satisfaction, revealing a strong positive correlation of 0.7, indicating a 70 percent relationship The p-value of 0.000, which is less than the significance level of 0.01, further confirms that Supervisory Support is significantly associated with Job Satisfaction.

Table 8 confirms the second hypothesis regarding the relationship between Perceived Organizational Support and Job Satisfaction The SPSS test results reveal a positive correlation of 0.532, indicating a 53.2% relationship With a p-value of 0.001, which is less than the 0.01 significance level, it demonstrates that the relationship between Perceived Organizational Support and Job Satisfaction is moderately related.

Table 8 reinforces the hypothesis that there is a significant relationship between knowledge of the performance appraisal system and job satisfaction The SPSS test results indicate a positive correlation of 0.658, reflecting a strong relationship with a magnitude of 65.8 percent With a p-value of 0.000, which is below the 0.01 significance level, this suggests a moderate relationship between performance appraisal system knowledge and job satisfaction.

Table 8 confirms the hypothesis regarding the relationship between Perceived Ability-Job Fit and Job Satisfaction The SPSS test results indicate a positive correlation of 0.319, reflecting a 31.9 percent relationship With a p-value of 0.000, which is below the 0.01 significance level, it is evident that while the relationship between Perceived Ability-Job Fit and Job Satisfaction is positive, it remains relatively weak.

Hypothesis Testing Result

My model suggests that relationship between Supervisory Support, Perceived Organizational Support, Performance Appraisal System Knowledge, Perceived Ability- Job Fit and Job Satisfaction are positive

Four hypotheses are proposed as follows:

 Hypothesis 1: There is a positive relationship between Supervisory Support and Job Satisfaction of Vietcombank’s employee

 Hypothesis 2: There is a positive relationship between Perceived

Organizational Support and Job Satisfaction of Vietcombank’s employee

 Hypothesis 3: Performance Appraisal System Knowledge and Job

Satisfaction of Vietcombank’s employee have a positive relationship

 Hypothesis 4: There is a positive relationship between Perceived Ability –

Job Fit and Job Satisfaction of Vietcombank’s employee

A hypothesis is only supported when it fulfils all three conditions:

 Coefficient β > 0  having the same sign with the proposed hypotheses

 Significant value is less than 0.05

Below is the hypothesis testing result of all proposed hypotheses:

Table 9: Coefficients a of all Hypotheses

Std Error of the Estimate

1 516 a 266 254 35759 a Predictors: (Constant), SS, POS, PAS, PAJ

Table 10: Model Summary of all hypotheses

Hypothesis 1: There is a positive relationship between Supervisory Support (SS) and Job Satisfaction (JS) of Vietcombank’s employees

Form the above analysis, we can see:

 Coefficient β is 199 is positive  the same direction with model

 The significant value is 0.002 which is lesser than 0.05

 The hypothesis 1 was supported Therefore, there is a positive relationship between Supervisory Support and Job Satisfaction of Vietcombank’s employees

Hypothesis 2: There is a positive relationship between Perceived

Organizational Support (POS) and Job Satisfaction (JS) of Vietcombank’s employees

 The hypothesis 2 was supported Therefore, there is a positive relationship between Perceived Organizational Support and Job Satisfaction of Vietcombank’s employees

Hypothesis 3: Performance Appraisal System Knowledge (PAS) and Job

Satisfaction (JS) of Vietcombank’s employee have a positive relationship

 The hypothesis 3 was supported Therefore, Performance Appraisal System Knowledge (PAS) and Job Satisfaction (JS) of Vietcombank’s employee have a positive relationship

Hypothesis 4: There is a positive relationship between Perceived Ability – Job

Fit (PAJ) and Job Satisfaction (JS) of Vietcombank’s employee

 The hypothesis 4 was supported Therefore, there is a positive relationship between Perceived Ability – Job Fit (PAJ) and Job Satisfaction (JS) of Vietcombank’s employee

CONCLUSION

Tiêu đề	Factors Affecting To The Job Satisfaction Of Vietcombank’s Employees
Tác giả	Dinh Thi Quynh Nhung
Người hướng dẫn	DBA Khai Nguyen
Trường học	Ho Chi Minh City
Thể loại	Research Project
Năm xuất bản	2015
Thành phố	Ho Chi Minh City

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Số trang	97
Dung lượng	1,86 MB