INTRODUCTION
COMPANY INTRODUCTION
The precursor of DHG was the pharmaceutical factory 2/9, established in 1974 in
Ca Mau Province In 2004, the company was converted to joint stock Company with legal capital of 80 billion VND In December 2006, the company was listed on
Ho Chi Minh City Stock Exchange (HOSE) with stockcode DHG
Milestones in the history of DHG
1996 The first year consumers voted that DHG as ―Vietnamese High Quality
1997 The first factory complied with ASEAN – GMP standard
2000 Received certificate of ISO/IEC Guide 25
2002 Received certificate of ISO 9001: 2000, ASEAN – GSP/GLP, ISO/IEC
2004 - Equitized and became join stock company
- Declared the company‘s vision and its 7 core values
2005 - Joined the club of enterprises that had manufacturing revenue of over
- Was the first Vietnamese pharmaceutical company that pioneered in doing bio-equivalence test with 2 products Haginat and Klametin
- Built effective policy to attract talented people
2006 - DHG‘s shares were listed for the first time on Ho Chi Minh city Stock
- Complied with WHO – GMP/GLP/GSP standards
2007 - Reconfirmed Vision and 7 core values
- Successfully did bio-equivalence tests of Haginat 250mg and Glumeform 500mg
- Increased legal capital from 80 billion VND to 200 billion VND
- Established 2 first subsidiary companies DHG Travel and SH Pharma
- Upgraded ISO/IEC 1705 from version 1999 to version 2005
DHG‘s Products have received favor of many Vietnamese Consecutively for
For 14 consecutive years since 1996, DHG has been recognized by consumers as a "Vietnamese High Quality Product." The company's shareholder structure is composed of 44.25% owned by the State Capital Investment Company (SCIC), 41.18% by foreign institutional investors, 4.84% by domestic investors, and 0.34% by company insiders (DHG, 2009).
Scope of business and major products of DHG
DHG operates primarily in three major business areas: Pharmaceuticals, Pharmaceutical Cosmetics, and Dietary Supplements These sectors encompass a diverse range of products, categorized into 12 distinct types, featuring over 270 different medicines that are widely distributed.
Vietnam (DHG, 2009) Several medicines brands of DHG are Hapacol, Davita Bone, Unikids, Eugica, and Haginat – KlametiN
The company is currently engaged in the production of both oriental and western medicines, with oriental medicines representing 9.4% of total revenue, a significant increase from 4.39% in 2006 DHG maintains a stable product structure, with key revenue contributors including antibiotics (41.82%), pain relievers and antipyretics (15.97%), ENT medications (15.47%), and vitamins and minerals (10.12%).
Vision, mission and core values of DHG
The vision, mission and core values of the company had been introduced for the first time in 2004 and reconfirmed in 2007
Vision of DHG: “For a more beautiful and healthier life”
Mission of DHG: ―DHG always provide high quality products and services to satisfy the aspiration for a more beautiful and healthier life”
1 Quality, safety, and effectiveness targeted as our highest commitments
2 Knowledge and creativity served as our foundation of the development
3 Responsibility, cooperation, promotion prioritized as our motto of actions
4 DHG‘s identity taken as our pride
5 Mutual prospects with partners established as our long-term goal
6 Our outstanding differentiation employed as our competitive strengths
7 Community‘s benefits centered upon starts of all activities
Slogan of DHG: Slogan of DHG is the same as its vision: ―For a more beautiful and healthier life”
DHG operates as a conventional joint-stock company, featuring a structured governance system that includes a board of management and a supervisory board The company is organized into eight key departments: Production, Quality, Marketing, Sales, Human Resources, Technology, Investment and Development, and Finance, each playing a vital role in its overall operations.
Figure 2: Organizational Structure of DHG
Business performance of DHG in 2006-2009 was analyzed through major criteria:
- Net sales and profits after tax (value and growth rates)
Net sales and profit after tax (value and growth rates) of DHG
From 2007 to 2009, DHG experienced remarkable growth in both net sales and profits, achieving average increases of 26% and 60.8%, respectively However, the growth rates in 2008 and 2009 showed a decline compared to previous years, primarily due to economic stagnation.
In 2009, DHG had revenue of 1,746 billion VND and profit after tax of 357 billion VND As of this year, DHG also had sudden increase in profits of 177% while net
13 sales increased only 18% The main reason for this was due to a big reduction of sales expense from 34.55% in 2008 to 22.86% in 2009
According to DHG's 2009 annual report, medicines are the primary driver of the company's business performance, contributing nearly 94% of total revenue In contrast, other activities like package manufacturing and outsourcing account for a mere 0.12% and 0.06% respectively, while travel generates only 0.12% Additionally, trading goods and materials, along with manufacturing promotional products, collectively represent just 2% of DHG's total revenue To enhance profitability, DHG should concentrate on its core competency in producing and distributing medicines rather than diversifying into less profitable areas such as package manufacturing, travel, and trading goods.
In 2009, the profitability ratios of DHG increased significantly with a growth rate of
2 times as high as that in 2008 Specifically, ROS increased from 8.67% in 2008 to 20.17% in 2009; ROA increased from 11.91% in 2008 to 23.46% in 2009; ROI increased from 18.38%in 2008 to 35.34% in 2009.
RESEARCH INTRODUCTION
In DHG, a strong correlation between employee workload and performance is essential, ensuring that each staff member's capacity aligns with their responsibilities This alignment fosters job satisfaction and motivates employees to exert greater effort in their work, ultimately benefiting their teams and partners.
14 receive the enthusiasm, then provided better service and finally enhancing the profit of the company
This article explores a study examining the interplay between career commitment, job satisfaction, work control, perceived organizational support, and fairness in skill-based pay The goal is to enhance the human resource system and develop an effective HR mechanism for DHG Corporation.
The purpose of this research is to examine and approach whether items in terms of Over Job Satisfaction, Work Control, Perceived Organization Support and
Fairness in Skilled-based Pay will have any influence on the career commitment of
The research findings are anticipated to provide insights into how internal management factors influence the turnover rate at DHG This information will serve as a valuable reference for the management team in implementing solutions to enhance the HRM system and retain talent, aligning with DHG's vision of becoming a leading economic group in the manufacturing and distribution of pharmaceutical products in Vietnam and the region, while adhering to a sustainable development strategy.
3 The scope of the research
This study involved 300 employees from DHG Corporation, primarily focusing on the Can Tho factory Participants included both employees and direct supervisors across various departments such as Sales & Marketing, Business Development, Compliance, Finance, Information Technology, and Production.
A series of formed questionnaire was distributed to each employee with clear instructions and guidelines for fulfillment
The research will focus on examining the relations of internal management items and organizational commitment of employees Therefore, the following questions will be addressed in the scope of study:
- How does the Job Satisfaction influence to career commitment of the employees?
- Does Work Control take any affect on employees‘ career commitment?
- What is the relation between Perceived Organization Support and Career commitment?
- How does Fairness in Skilled – Based Pay take influence on career commitment?
LITERATURE REVIEW
Career Commitment
Blau (1989) established that career commitment is a crucial factor in assessing individuals' dedication to their jobs and professions Reilly and Orsak (1991) tailored this measurement specifically for the nursing field, demonstrating its adaptability for various other professions as well.
According to Iqbal et al (2014), commitment can be simply defined as the intellectual bond one feels towards certain actions, particularly in the context of relationships between individuals In the workplace, this bond is evident in the connection between employees and their organizations, where employee performance is influenced by organizational policies and procedures Organizations establish career paths through legal frameworks or their own strategies, which employees are expected to adhere to diligently Over the years, career commitment has been conceptualized and measured in various ways.
● It could be a balancing power that acts to maintain and motivate behavioural direction of an employee
● A courteous force which requires the person honors the commitment
● It may be identifying the strength of an individual and the physiological attachment felt by the person in the organization and so on
Career commitment involves establishing personal career goals and fostering a strong connection and engagement with those objectives In today's dynamic job market, individuals often find it challenging to rely on a single organization for their entire career journey.
Career commitment refers to the personal goals individuals set for themselves regarding their professional paths, often resulting in employment across multiple organizations (Nussbaum, 1991; Randall, 1987) The dynamics of work environments and the accelerating pace of careers have prompted employees to demonstrate increased dedication to their careers, while their loyalty to specific organizations may become more conditional or diminished (Noordin, Williams).
Career commitment has emerged as a crucial factor in finding occupational meaning and stability, especially as organizations adopt flatter structures and struggle to offer secure jobs and career paths.
Meyer and Allen's (1991) model posits that organizational commitment is a psychological state comprising three distinct components, which significantly influence employees' feelings towards their workplace.
Affective Commitment, Continuance Commitment and Normative Commitment
Affection for your job arises from a deep emotional connection to your organization and the work you perform When you align with the organization's goals and values, it fosters a genuine desire to be part of the team.
Enjoying your work enhances your overall well-being and job satisfaction, which in turn fosters a greater sense of affective commitment to your role.
Continuance Commitment, often driven by fear of loss, arises when employees evaluate the advantages and disadvantages of departing from their organization This commitment stems from the belief that the potential losses incurred by leaving outweigh the perceived benefits of a new position.
Perceived losses, often referred to as "side bets," can manifest in various forms, including financial setbacks from lost salary and benefits, professional disadvantages such as diminished seniority or the erosion of valuable skills developed over years, and social repercussions like the potential loss of friendships or supportive allies.
As individuals age and gain experience, the severity of their "losses" tends to intensify Those in established and successful roles, or who have received multiple promotions within a single organization, are more likely to experience continuance commitment.
Normative Commitment refers to the sense of obligation to remain with an organization, even in the face of dissatisfaction or the desire for better opportunities This commitment often arises from feelings that staying is the right thing to do, influenced by factors such as the organization's investment in your training or previous rewards, like covering your college tuition.
This obligation can also result from your upbringing For instance, your family might have stressed that you should stay loyal to your organization.
Overall Job Statisfaction (OJS)
According to business dictionary defined that job statisfaction is the contentment arising out of interplay of employee‘s positive and negative fellings toward his or her work
Developed by Taylor and Bowers in 1974, this measure is part of an organizational survey questionnaire that evaluates job satisfaction It combines employee responses to individual items reflecting satisfaction with various aspects of their work, including co-workers, supervision, promotional opportunities, pay, progress, and the overall organization, to provide a comprehensive assessment of job satisfaction.
Job satisfaction is a key focus in organizational and industrial psychology, often defined by Locke (1976) as a "pleasurable or positive emotional state" stemming from one's evaluation of their job experiences (Jex, 2002) This evaluation encompasses several factors, including salary, working conditions, relationships with colleagues and supervisors, career opportunities, and the intrinsic qualities of the job itself (Arnold et al., 1998).
Job satisfaction is defined by various authors in distinct ways, but Hoppock (1935) describes it as a blend of psychological, physiological, and environmental factors that lead an individual to genuinely express contentment with their job This perspective emphasizes that, despite being influenced by external circumstances, job satisfaction is fundamentally an internal experience linked to the employee's feelings Ultimately, job satisfaction encompasses a range of elements that contribute to a sense of fulfillment in the workplace.
Job satisfaction pertains to how employees feel about their roles within the workplace According to Vroom (1964), it is defined as the emotional responses individuals have towards the work roles they currently hold.
Job satisfaction, as defined by Spector, refers to how individuals feel about their jobs and its various components, encompassing both positive and negative sentiments It reflects the degree to which employees enjoy or dislike their work, indicating that job satisfaction and dissatisfaction can coexist in any work environment.
Job satisfaction is the emotional response employees have towards their work, shaped by their needs, desires, and past experiences It reflects the balance of positive and negative feelings that influence their expectations within a business organization.
20 extent to which expectations are and match the real awards Job satisfaction is closely linked to that individual's behavior in the work place (Davisetal.,1985)
Job satisfaction refers to a worker's sense of achievement and fulfillment in their role, significantly impacting productivity and personal well-being It encompasses enjoying one's work, performing it effectively, and being adequately rewarded for efforts Enthusiasm and happiness in the workplace are essential components of job satisfaction, which ultimately contribute to recognition, income growth, promotions, and the attainment of various goals that foster a sense of fulfillment (Kaliski, 2007).
Work Control (WC)
The work control measure, created by Dwyer and Ganster (1991), assesses how much control employees feel they have over various elements of their work environment This includes their ability to manage the variety and order of tasks, set the pace of their work, schedule tasks, follow procedures, and organize their physical workspace.
Locus of control, a concept introduced by Rotter in 1966, refers to individuals' perceptions of their ability to influence significant life decisions Those with a high internal locus of control, known as "internals," believe they can shape their circumstances through their own efforts and skills Conversely, individuals with an external locus of control feel they have little to no influence over important events in their lives In jobs that offer performance-related pay, a sense of self-determination is essential for employee motivation and satisfaction Internals typically recognize a strong connection between their actions and the outcomes, believing that they can actively achieve their goals.
Performance monitoring serves as an essential management tool, as research indicates that an internal locus of control is positively linked to enhanced task performance, job feedback, and job autonomy Studies by Ng et al (2006) demonstrate that individuals with a strong internal locus of control tend to achieve higher ratings from supervisors and exhibit better self-assessed performance Additionally, Spector (1986) and Spector et al highlight the positive impact of an internal locus of control on overall job satisfaction.
2002) as well as motivation and commitment (Ng et al., 2006)
Overall job satisfaction is positively linked to various job facets, including autonomy, distributive justice, supervisory support, task significance, equity sensitivity, employee performance perceptions, and job involvement, as highlighted in studies by Agho et al (1993), Aryee et al (1999), Judge et al (1998), and O'Neill & Mone (1998).
Job satisfaction has been found to negatively correlate with job-related tension and control issues, while positively correlating with job-related well-being, satisfaction with pay, perceived job competence, and perceived job control.
Research by Rice, Gentile, and McFarlin (1991) indicates that the importance of various job facets, such as pay, hours, and promotion opportunities, influences the relationship between these facets and overall job satisfaction Karasek suggests that high work control can transform demanding jobs into sources of well-being and improved employee performance Several studies (Dwyer & Ganster, 1991; Greenberger et al., 1989; McLaney & Hurrell, 1988; Tetrick & LaRocco, 1987) support the positive impact of work control on job satisfaction However, McLaney & Hurrell (1988) employed a multidimensional measure of work control and did not find support for Karasek's interactive model, highlighting the complexity of these relationships.
22 did find that levels of task, physical environment and resource control exerted (positive) main effects on job satisfaction.
Perceived Organization Support (POS)
The measure developed by Eisenberger et al (1986) assesses employee perceptions regarding an organization's willingness to reward greater efforts, reflecting the value placed on employee contributions and their well-being It comprises eight items focused on how much the organization values the worker's input and nine items related to actions that could enhance employee well-being Some research has utilized a shortened version of this measure, incorporating the nine items with the highest factor loadings from the original study (Moorman, Blakely, & Niehoff, 1998; Wayne, Shore, & Liden, 1997).
Fairness in Skilled-Based Pay (FSBP)
The measure created by Lee, Law, and Bobko (1998) evaluates perceived fairness in skill-based pay programs, which compensate employees based on their range, depth, and variety of skills utilized in their roles Employee perceptions of these pay systems are significantly shaped by the objectivity and consistency of certification procedures, the availability of opportunities for inquiry regarding decision-making, and the incorporation of precise information.
HYPOTHESIS AND METHODS
Research Model
Fairness in Skilled-Based Pay
Fairness in Skilled-Based Pay (FSBP)
Eisenberger, Huntington, Hutchinson, and Sowa
- Key construct: Career Commitment (CC)
● Fairness in Skilled-Based Pay (FSBP)
Hypothesis development
My model suggests that Overall Job Satisfaction, Work Control, Perceived Organization Support and Fairness in Skilled-Based Pay are factors influencing Career Commitment
Hypothesis 1: Overall Job Satisfaction (OJS) is positive relationship with DHG’s Career Commitment
Job satisfaction refers to the level of contentment an employee feels regarding their job rewards, particularly driven by intrinsic motivation (Statt, 2004) It encompasses the attitudes and feelings individuals have towards their work, where positive attitudes signify job satisfaction and negative attitudes indicate job dissatisfaction (Armstrong, 2006).
Job satisfaction encompasses the feelings and beliefs individuals hold regarding their current employment, with levels ranging from extreme satisfaction to extreme dissatisfaction Employees can form attitudes not only about their overall job but also about specific elements, including the nature of their work, relationships with coworkers, supervisors, subordinates, and their compensation (George et al., 2008).
The Job Satisfaction Index, created by Schriesheim and Tsui in 1980, evaluates overall job satisfaction through six key items This scale features individual questions that measure satisfaction levels related to the work itself, supervision, co-workers, pay, promotion opportunities, and the job overall.
Job satisfaction is a crucial factor influencing the efficiency and effectiveness of business organizations The modern managerial approach emphasizes treating employees as individuals with their own wants and needs, highlighting the significance of job satisfaction in today's companies.
26 analyzing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee
Hypothesis 2: Work Control (WC) is positive relationship with DHG’s Career Commitment
Locus of control, a concept introduced by Rotter in 1966, refers to individuals' perceptions of their ability to influence significant life decisions Those with a high internal locus of control believe they can shape outcomes through their own efforts, while those with an external locus feel they have little control over events In performance-based jobs, a sense of self-determination is crucial for employee motivation and satisfaction Internals often see a strong connection between their actions and results, making performance monitoring an effective management strategy Research indicates that an internal locus of control is linked to improved task performance, job feedback, autonomy, and overall job satisfaction.
2002) as well as motivation and commitment (Ng et al., 2006)
Companies that empower employees with control tend to receive higher evaluations Research indicates that overall job satisfaction is positively linked to various job factors, including autonomy, distributive justice, supervisory support, task significance, equity sensitivity, employee performance perceptions, and job involvement.
Research indicates that job satisfaction is negatively correlated with job-related tension and control issues, while it shows a positive correlation with job-related well-being, satisfaction with pay, perceived job competence, and perceived job control.
Research by Rice, Gentile, and McFarlin (1991) indicates that the importance of job facets, such as pay, hours worked, and promotion opportunities, influences the relationship between the amount of these facets and overall job satisfaction Karasek's theory suggests that high work control can turn demanding jobs into sources of well-being and improved employee performance Supporting evidence from various studies (Dwyer & Ganster, 1991; Greenberger et al., 1989; McLaney & Hurrell, 1988; Tetrick & LaRocco, 1987) highlights the positive impact of work control on job satisfaction However, McLaney & Hurrell (1988) found that while their multidimensional measure of work control did not support Karasek's model, it did reveal that task, physical environment, and resource control positively affect job satisfaction.
Hypothesis 3: Perceived Organization Support (POS) is positive relationship with DHG’s Career Commitent
Organizational support refers to employees' perception of how much their organization values their contributions and cares for their well-being To enhance productivity and encourage employees to invest greater effort and personal resources, it is essential for organizations to provide motivation and support.
When supervisors demonstrate individual consideration, employees are more likely to feel warmth and support, fostering a positive work environment This sense of organizational support can lead employees to feel a sense of obligation to reciprocate the kindness of their supervisors by assisting them in achieving their goals.
Leadership plays a crucial role in enhancing employee-perceived empowerment and fostering innovation, as highlighted by Jung et al (2003) Supervisors significantly influence employee creativity by shaping the work environment (Shalley and Gilson, 2004) To promote innovative behavior, it is essential for supervisors to actively foster, encourage, and support creativity within their teams (Shalley and Gilson, 2004).
Research by Janssen (2003) indicates that employees are more innovative in response to increased job demands when they feel their efforts are fairly rewarded by their supervisors Additionally, Oldham and Cummings (1996) discovered that a supportive and non-controlling supervisory style cultivates a work environment conducive to creativity.
Open communication and support from supervisors significantly boost employee creativity, as employees who feel a fair exchange between their efforts and supervisor incentives are more likely to engage in innovative behaviors This relationship aligns with social exchange theory, which suggests that supervisors serve as organizational representatives; thus, employees interpret their actions as reflective of the organization as a whole.
Research highlights the crucial role of organizational support, particularly emphasizing the need for caring and supportive supervisors Studies by Eisenberger et al (2002) and Kottke and Sharafinski (1988) indicate that employees have a strong expectation for their supervisors to provide this support Additionally, Griffin et al (2001) found a significant correlation between supervisor support and employee satisfaction, underscoring its importance in the workplace.
29 relationship with job satisfaction and Ogilvie (1986) confirmed that supervisors‘ actions directly impact the commitment of employees
Supervisors serve as crucial agents within organizations, tasked with monitoring employee performance, conducting assessments, and providing feedback to enhance employee contributions and commitment Employees often view their interactions with supervisors as reflections of the organization's evaluation of their work and career potential Research by Hussami (2008) indicates that employees prefer supervisors who establish trust, understanding, and fairness Conversely, abusive supervision can lead to job dissatisfaction Williams (2004) emphasizes that employees often leave their bosses rather than their jobs, highlighting the significant impact supervisors have on workplace satisfaction Additionally, informal discussions about employee progress can foster a supportive environment; without this support, employees may experience stress and dissatisfaction (Lait & Wallace, 2002; Ismail et al., 2009).
Instruments
The questionnaire comprises 37 questions aimed at gathering insights on various factors, including career commitment, job satisfaction, work control, perceived organizational support, and fairness in skill-based pay.
The Career Commitment Questionnaire, originally developed by Blau in 1989, is a valuable tool for assessing individuals' dedication to their occupations and careers Reilly and Orsak adapted this questionnaire in 1991 for the nursing profession, demonstrating its versatility for various fields This measure consists of seven items that gauge the agreement or disagreement of DHG employees regarding their current career commitment.
➢ Coefficient alpha values ranged from 76 to 88 (Cohen, 1995, 1996, 1999; Reilly & Orsak, 1991; Somers & Birnbaum, 1998)
Career commitment is negatively associated with work stress, emotional exhaustion, feelings of low accomplishment, and the low alternatives aspect of continuance commitment Conversely, it positively correlates with perceived performance, life satisfaction, and the personal sacrifices aspect of continuance commitment Factor analysis indicates that career commitment is distinct from affective organizational commitment, continuance commitment, normative commitment, job involvement, and the Protestant work ethic.
Response are obtained using a 5-point Likert-type scale ranging from where 1 strongly agree, 3 = unsure, and 5 = strongly disagree
1 I like this career too well to give it up
2 If I could go into a different profession which paid the same, I would probably take it (R)
3 If I could do it all over again, I would not choose to work in this profession (R)
4 I definitely want a career for myself in this profession
5 If I had all the money I needed without working, I would probably still continue to work in this profession
6 I am disappointed that I ever entered this profession (R)
7 This is the ideal profession for a life's work
Items denoted with (R) are reverse scored
❖ Overall Job Satisfaction questionare was developed by Taylor and Bowers
In 1974, a survey was conducted to assess job satisfaction among employees, utilizing a questionnaire that evaluated various aspects of their work experience This measure combines responses to seven key items, focusing on employee satisfaction with their job, co-workers, supervision, promotional opportunities, pay, career progress, and the overall organization The results provide a comprehensive overview of overall job satisfaction within the workplace.
➢ Reliability: Coefficient alpha values ranged from 67 to 71 (Larwood, Wright, Desrochers, & Dahir, 1998; Singh, 1994)
Research indicates that overall job satisfaction is negatively correlated with employee equity comparisons made outside the organization, as noted by Singh (1994) Additionally, Larwood et al (1998) found that higher job satisfaction is associated with lower turnover intentions and reduced job market fluidity.
➢ Items: Responses are obtained on a 5-point Likert-type scale where 1= completely satisfied and 5 = completely unsatisfied
1 All in all, how satisfied are you with the persons in your work group?
2 All in all, how satisfied are you with your supervisor?
3 All in all, how satisfied are you with your job?
4 All in all, how satisfied are you with this organization, compared to most?
5 Considering your skills and the effort you put into your work, how satisfied are you with your pay?
6 How satisfied do you feel with the progress you have made in this organization up to now?
7 How satisfied do you feel with your chance for getting ahead in this organization in the future?
❖ Work Control questionare, this measure, developed by Dwyer and Ganster
In 1991, a study highlighted how workers perceive their control over various elements of their work environment This includes their ability to manage task variety, the sequence in which tasks are completed, the pace of work, scheduling, procedures, and the arrangement of their physical workspace The assessment consists of 22 items that capture these dimensions of control.
➢ Reliability: In Dwyer and Ganster (1991), coefficient alpha was.87
Research indicates that having control over job aspects is positively related to the number of sick days taken, job workload, and overall work satisfaction A multivariate analysis conducted by Dwyer and Ganster (1991) found that this control plays a moderating role in the relationship between workload and work satisfaction.
This article provides a series of statements designed to describe various job roles Readers are instructed to evaluate the accuracy of each statement by assigning a numerical value to indicate how well it reflects their job.
The response options are 1 = very little, 2 = little, 3 = a moderate amount, 4 = much, and 5 = very much
1 How much control do you have over the variety of methods you use in completing your work?
2 How much can you choose among a variety of tasks or projects to do?
3 How much control do you have personally over the quality of your work?
4 How much can you generally predict the amount of work you will have to do on any given day?
5 How much control do you personally have over how much work you get done?
6 How much control do you have over how quickly or slowly you have to work?
7 How much control do you have over the scheduling and duration of your rest breaks?
8 How much control do you have over when you come to work and leave?
9 How much control do you have over when you take vacation or days off?
10 How much are you able to predict what the results of decisions you make on the job will be?
11 How much are you able to decorate, rearrange, or personalize your work area?
12 How much can you control the physical condition of your work station (lighting, temperature)?
13 How much control do you have over how you do your work?
14 How much can you control when and how much you have to interact with others at work?
15 How much influence do you have over the policies and procedures in your work unit?
16 How much control do you have over the sources of information you need to do your job?
17 How much are things that affect you at work predictable, even if you can't directly control them?
18 How much control do you have over the amount of resources (tools, material) that you get?
19 How much can you control the number of times you are interrupted while you work?
20 How much control do you have over how much you earn at your job?
21 How much control do you have over how your work is evaluated?
22 In general, how much overall control do you have over work and work-related matters?
The Perceived Organization Support questionnaire, developed by Eisenberger et al in 1986, assesses employees' perceptions of how much their organization values their contributions and cares for their well-being This measure consists of eight items related to the perceived value of employee efforts and nine items concerning organizational actions that impact employee well-being Some research has utilized a shortened version of the questionnaire, focusing on the nine items with the highest factor loadings from the original study (Moorman, Blakely, & Niehoff, 1998; Wayne, Shore, & Liden, 1997).
The reliability of the study was demonstrated through coefficient alpha values ranging from 74 to 95, as reported in various research works (Cropanzano et al., 1997; Eisenberger et al., 1990; Hutchinson et al., 1998; Lee & Ashforth, 1993; Lynch et al., 1999; Moorman et al., 1998; Wayne et al., 1997).
Research indicates that perceived organizational support has a positive correlation with various factors such as overall job satisfaction, organizational commitment, and both direct and indirect control at work It also enhances job discretion, interpersonal helping behaviors, affective attachment to the organization, and influences pay and promotion expectations, as well as approval and recognition anticipations Additionally, these elements contribute to improved employee performance ratings (Cropanzano et al., 1997; Eisenberger et al., 1997; Eisenberger et al., 1990; Hutchinson et al., 1998; Lee & Ashforth, 1993; Moorman).
Perceived organizational support has been found to have a negative correlation with various factors, including perceived organizational politics, turnover intentions, absenteeism, role stress, and emotional exhaustion (Cropanzano et al., 1997; Eisenberger et al., 1990; Lee & Ashforth, 1993) Research by Wayne, Shore, and Liden (1997) indicated that perceived organizational support is distinct from developmental experiences, leader-member exchange (LMX), affective commitment, and intentions to quit Additionally, Eisenberger et al (1997) demonstrated through confirmatory factor analysis that perceived organizational support is empirically separate from overall job satisfaction.
❖ Items: Responses are obtained on a 5-point Likert-type scale where 1 strongly disagree and 5 = strongly agree
This article presents a series of statements reflecting potential feelings employees may have towards their workplace, [name of organization] Readers are encouraged to express their level of agreement or disagreement with each statement by selecting one of the seven provided options.
Items denoted with (S) are used in the shortened nine-item version of the measure Items denoted with (R) are reverse scored
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 (R)
3 The organization fails to appreciate any extra effort from me (R)
4 The organization strongly considers my goals and values (S)
5 The organization would ignore any complaint from me (R)
6 The organization disregards my best interests when it makes decisions that affect me (R)
7 Help is available from the organization when I have a problem (S)
8 The organization really cares about my well-being (S)
9 The organization is willing to extend itself in order to help me perform my job to the best of my ability (S)
10 Even if I did the best job possible, the organization would fail to notice (R) (S)
11 The organization is willing to help me when I need a special favor
12 The organization cares about my general satisfaction at work (S)
13 If given the opportunity, the organization would take advantage of me(R)
14 The organization shows very little concern for me (R) (S)
15 The organization cares about my opinions (S)
16 The organization takes pride in my accomplishments at work (S)
17 The organization tries to make my job as interesting as possible
❖ Fairness in Skilled-Based Pay questionare, developed by Lee, Law, and
Bobko (1998) evaluates perceived fairness in skill-based pay programs, which compensate employees based on the variety, depth, and types of skills utilized in their roles Employee perceptions of these programs are significantly shaped by their belief in the objectivity and consistency of certification procedures across different individuals, timeframes, and skill sets.
38 opportunities for employees to ask questions about the decisions made; and incorporate the use of accurate information
➢ Reliability: Coefficient alpha for the fairness measure was 80 (Lee et al., 1998)
Confirmatory factor analysis confirmed that measures of fairness, characteristics of skill-based pay systems (training, understanding, and advancement), and perceived benefits of skill-based pay were distinct Notably, perceived fairness in skill-based pay was positively correlated with factors such as the amount of pay at risk, overall pay satisfaction, perceived benefits, the training and job rotation offered, and clarity regarding the skill-based pay plan and advancement opportunities (Lee et al.).
➢ Items: Responses are obtained using a 5-point Likert-type scale where
1 = strongly disagree, 2 = disagree, 3 = slightly disagree, 4 = neither agree nor disagree, 5 = slightly agree
1 Supervisors do a good job of certifying employees for skill-based pay raises
2 The skill-based pay certifications are a fair test of employee ability to perform a task
3 If an employee really knows how to perform the tasks that make up a skill level, the employee will be able to pass the certification tests for that skill level
4 The skill-based pay plan is fair to most employees
Type of research: causal research (the aim of this research is to determine the cause and effect relationship between variables)
Unit of analysis: individual (an employee)
Data was collected by using a standardized questionnaires applying to 300 employees from different departments of DHG Pharma‘s Head office There were
DATA ANALYSIS AND REPORT
Descriptive Statistics with 270 valid responses were achieved from 300 questionnaires distributed
The data collected from the questionnaires underwent accuracy checks, and the questions were coded to facilitate analysis using Statistical Packages for the Social Sciences (SPSS).
To ensure the reliability of data, Cronbach’s Alpha testing will be employed As per Nunnally (1978), a reliability score below 0.7 is deemed unacceptable, while scores between 0.7 and 0.8 are acceptable but indicate the need for improvement Scores exceeding 0.8 are classified as good, reflecting strong reliability.
Secondly, descriptive statistics method was used to find the means, standard deviations of all independence and dependent variables According to Zikmund
(2000), descriptive analysis refers to the transformation of the raw data into a form that will make them easy to understand and interpret
To assess the significant relationships between the independent and dependent variables, Pearson Correlation Coefficient analysis will be conducted According to the scale model proposed by Davies (1971), a correlation coefficient of 0.7 or higher indicates a very strong relationship between the variables.
41 b) 0.50 to 0.69 – strong relationship, c) 0.30 to 0.49 – moderate relationship, d) 0.10 to 0.29 – low relationships and e) 0.01 to 0.09 – very low relationship
To evaluate the hypotheses, a linear regression analysis was conducted to assess the influence of overall job satisfaction, work control, perceived organizational support, and fairness in skill-based pay on employees' career commitment at DHG Corporation.
All variables were thoroughly assessed for data entry accuracy, missing values, and alignment with the assumptions of multivariate analysis, as outlined by Tabachnick and Fidell (2001) The analysis confirmed that all assumptions were satisfied, and each variable was found to be normally distributed.
The reliability test evaluates the stability and consistency of a measurement, addressing how reliably it captures a specific concept The analysis reveals that the Cronbach's alpha indicates a positive correlation among all items, confirming their internal consistency Consequently, Cronbach's alpha serves as a key metric for assessing the reliability of variables.
Nunnally (1978) states that a Cronbach's Alpha value of 0.7 or higher indicates reliable measurement instruments As demonstrated in Table 1, the Cronbach's Alpha for all variables exceeded 0.8, confirming their reliability.
42 instrument is reliable The results of each factor will be shown in the following tables
Overall Job Satisfaction (OJS) 882 7 Good
Perceived Organization Support (POS) 849 17 Good
Fairness in Skilled-Based Pay (FSBP) 799 4 Good
Table 2 and 3 presents the means, standard deviations, correlations, and coefficient α of all the studied constructs As shown in Table 2, all hypothesized pairs of relationships were statistically significant
The summary of the descriptive statistics is shown in above The results show that the mean for Overall Job Satisfaction was 3.6931 with standard deviation
The analysis reveals that the mean Work Control score is 3.6996 (SD = 0.53396), while the mean Perceived Organizational Support is 3.7307 (SD = 0.46328) Additionally, the Fairness in Skilled-Based Pay has a mean of 4.1583 (SD = 0.50937), and the mean Career Commitment stands at 4.0390 (SD = 0.43952) Notably, all variables exhibit mean values above moderate levels, indicating a generally positive perception among participants.
Correlation of all Variables Statistics
Using Bivariate Correlation Analysis Method to find the Pearson‘s correlation coefficient r of all independent and dependent variables in this study, The Pearson‘s
44 correlation coefficient r reflects the correlation between independent variables and dependent variables
OJS FSBP POS CC WC
** Correlation is significant at the 0.01 level (2-tailed)
- Correlations matrix of all variables included in the analysis is presented in figure above which is calculated based on data of 270 staff members in DHG questionnaires distributed
Using SPSS software for correlations and regression analysis, significant relationships between variables were identified The analysis revealed high correlations (greater than 0.5) among the variables, indicating strong relationships, with the highest correlation reaching 1.
Overall Job Satisfaction (OJS) and Career Commitment (CC)
Mode l R R Square Adjusted R Square Std Error of the Estimate
1 255 a 065 061 42281 a Predictors: (Constant), Overall Job Satisfaction (OJS)
- Coefficients B = 0.170 (The same direction with hypothesized research model)
- The variable Job Overall Satisfaction (JOS) showed statistical significant is at acceptable level 0.000 (Sig < 0.05)
Hypothesis 1: Job Overall Satisfaction is positive related to Career Commitment
The result indicates that Hypothesis 1 is supported
Work Control (WC) and Career Commitment (CC)
.170 040 255 4.311 000 a Dependent Variable: Career Commitment (CC)
Model R R Square Adjusted R Square Std Error of the Estimate
2 396 a 156 153 40156 a Predictors: (Constant), Work Control (WC)
(WC) 323 046 396 7.051 000 a Dependent Variable: Career Commitment (CC)
- Coefficients B = 0.323 (The same direction with hypothesized research model)
- The variable Work Control (WC) showed statistical significant is at acceptable level 0.000 (Sig < 0.05)
Hypothesis 2: Working Control is positive related to Career Commitment
The result indicates that Hypothesis 2 is supported
Perceived Organization Support (POS) and Career Commitment (CC)
Mod el R R Square Adjusted R Square Std Error of the Estimate
3 350 a 122 119 40957 a Predictors: (Constant), Perceived Organization Support (POS) b Dependent Variable: CC
- Coefficients B = 0.330 (The same direction with hypothesized research model)
- The variable Perceived Organization Support (POS) showed statistical significant is at acceptable level 0.000 (Sig < 0.05)
Hypothesis 3: Perceived Organization Support is positive related to Career Commitment
The result indicates that Hypothesis 3 is supported
.330 054 350 6.116 000 a Dependent Variable: Career Commitment (CC)
Fairness in Skilled-Based Pay (FSBP) and Career Commitment (CC)
Mode l R R Square Adjusted R Square Std Error of the Estimate
4 390 a 152 149 40254 a Predictors: (Constant), Fairness in Skilled-Based Pay (FSBP) b Dependent Variable: CC
.334 048 390 6.941 000 a Dependent Variable: Career Commitment (CC)
- Coefficients B = 0.334 (The same direction with hypothesized research model)
- The variable Fairness in Skilled-Based Pay (FSBP) showed statistical significant is at acceptable level 0.000 (Sig < 0.05)
Hypothesis 4: Fairness in Skilled-Based Pay (FSBP) is positive related to Career Commitment
The result indicates that Hypothesis 4 is supported
In summary for the hypothesis statistic, we have the following table:
Variable’s name R Square Beta Sig Result
DISCUSSION AND CONCLUSIONS
DISCUSSION
1 Recommendations for Overall Job Satisfaction
The hypothesis suggesting a positive relationship between job satisfaction and career commitment is supported, highlighting that achieving high performance through productivity and efficiency remains a top organizational priority.
A highly satisfied workforce is essential for enhancing an organization's performance When employees are satisfied, they tend to put in more effort, leading to improved job performance Consequently, organizations strive to cultivate a satisfied workforce to ensure their overall well-being and success.
The study found that work control within the DHG Group does not significantly enhance overall employee job satisfaction To improve satisfaction, the organization should empower employees by increasing their control and decision-making abilities Furthermore, it is essential for the organization to regularly redesign processes and adjust the chain of command, rather than merely adhering to directives from supervisors.
3 Recommendations for Perceived Organization Support
Collaboration in a "We work together!" spirit is essential for economic development, highlighting the significant role of organizations in fostering teamwork A strong organization-employee relationship enhances career commitment and boosts employee morale When employees feel valued through recognition and rewards, their job satisfaction increases, motivating them to pursue both organizational and personal goals.
4 Recommendations for Fairness in Skilled-Based Pay
Fair distribution of salaries, rewards, and profits is crucial for employee satisfaction and organizational transparency Ensuring equity in compensation fosters a positive work environment and enhances employee morale Implementing a skills-based pay plan that is equitable for all staff members is essential for maintaining fairness within the organization.
SIGNIFICANCE OF RESEARCH
This research aims to explore the relationship between career commitment and employee performance at DHG Pharma When employees find satisfaction in their roles that align with their abilities, they are more likely to be engaged and dedicated to their work This enthusiasm not only enhances their service quality but also positively impacts customer perceptions and partnerships, ultimately contributing to the organization's success The findings offer valuable insights for policymakers on fostering a work environment where employees feel their contributions meet expectations, which is essential for organizational success.
55 of management should focus on increasing the employees‘ expectancies by job assigning, benefit programs, rewards, work conditions, and promotions.
LIMITATION OF THE STUDY
The study's limitations stem primarily from its small sample size, focusing on just 300 staff members at the Head Office of Hau Giang Pharma, out of a total of over 2,000 employees across Vietnam Consequently, the data analysis may yield different results if a larger-scale survey is conducted Future research should aim to include additional DHG branches in various locations throughout Vietnam to enhance the reliability of the findings.
In addition, the factors of job behavior, taking charge, perceived ability job fit or expectancies are quite complicated and discrete, belonging to the perception of each person.
CONCLUSIONS
The analysis of the results provides DHG Pharma with valuable insights into the factors influencing employee work-related expectations Furthermore, these findings can assist the organization in strategically planning and developing initiatives aimed at enhancing employee satisfaction and performance.
Identifying the factors that influence employee work-related expectations is crucial for Eximbank, as it enables the bank to formulate effective policies that minimize negative influences while enhancing and promoting positive factors.
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CAREER COMMITMENT SURVEY
I am Pham Thi Thanh Phương – a student of the International MBA program at Open University of Malaysia I am writing here with undertaking a research project on carrer commitment in the organizations
Please allocate approximately 40 minutes to answer the following questions based on your situation Rest assured that all responses and information you provide for this study will be kept secure and confidential, solely for survey purposes.
I would like to express my personal gratitude to you for your great contribution in this study
In case you have any concern, do not hesitate to contact me as:
E-mail: phuong.pham0110@gmail.com
Thank you very much for your time and your support
Please read and answer the following questions by circling the number in the table below indicating the level of agreement to the questions
Responses are obtained on a 5-point Linkert – type scale where: 1 = strongly agree,
2 = agree to some extent; 3 = uncertain; 4= disagree to some extent; 5 = strongly disagree
Uncertain Disagree to some extent
All in all, how satisfied are you with the persons in your work group?
All in all, how satisfied are you with your supervisor?
All in all, how satisfied are you with your job?
All in all, how satisfied are you with this organization, compared to most?
What quantity of work that others expect you to do?
Considering your skills and the effort you put into your work, how satisfied are you with your pay?
How satisfied do you feel with the progress you have made in this organization up to now?
How much control do you have over the variety of methods you use in completing your work?
How much can you choose among a variety of tasks or projects to do?
How much control do you have personally over the quality of your work?
How much can you generally predict the amount of work you will have to do on any given day?
How much control do you personally have over how much work you get done?
How much control do you have over how quickly or slowly you have to work?
14 How much control do you have over the scheduling and duration of your rest breaks?
15 How much control do you have over when you come to work and leave?
16 How much control do you have over when you take vacation or days off?
17 The organization values my contribution to its well-being
18 If the organization could hire someone to replace me at a lower salary it would do so
19 The organization fails to appreciate any extra effort from me (R)
20 The organization strongly considers my goals and values (S)
21 The organization would ignore any complaint from me (R)
22 The organization disregards my best interests when it makes decisions that affect me (R)
23 Help is available from the organization when
24 The organization really cares about my well- being (S)
25 The organization is willing to extend itself in order to help me perform my job to the best of my ability (S)
26 Even if I did the best job possible, the organization would fail to notice (R) (S)
27 Supervisors do a good job of certifying employees for skill-based pay raises
28 The skill-based pay certifications are a fair test of employee ability to perform a task
29 If an employee really knows how to perform the tasks that make up a skill level, the employee will be able to pass the certification tests for that skill level
30 The skill-based pay plan is fair to most employees
31 I like this career too well to give it up 1 2 3 4 5
32 If I could go into a different profession which paid the same, I would probably take it (R)
33 If I could do it all over again, I would not choose to work in this profession (R)
34 I definitely want a career for myself in this profession
35 If I had all the money I needed without working, I would probably still continue to work in this profession
36 I am disappointed that I ever entered this profession (R)
37 This is the ideal profession for a life's work 1 2 3 4 5
-END OF QUESTIONARE - Thanks you so much for your support and sharing your time to complete this!