Taking charge at nha be corporation

INTRODUCTION

Vision and mission

NBC delivers the latest fashion trends to both Vietnamese and international customers, utilizing advanced technological equipment alongside a highly skilled management and technical team to ensure premium quality.

To exceed our customers expectations in quality, delivery, and cost through continuous improvement and customer interaction when using all NBC’s services

NBC always acts with the following beliefs:

Customer oriented approach: When making policy and strategies, NBC always focuses on our customer's interests and requirements

As a leading firm in Vietnam, NBC exemplifies social responsibility by prioritizing not only its business goals but also enhancing the living standards and development of its workers and the surrounding community.

Innovation and quality are essential for creating optimal designs, materials, and manufacturing systems through the latest technology NBC consistently aims to set industry standards by not only meeting but exceeding customer expectations.

Responsibility to the employee: Creating a healthy, safe and filling environment in which our employees can achieve their personal potential

NBC's manufacturing and management systems are designed for maximum efficiency and flexibility, enabling the company to meet the dynamic market demands for fashion apparel while adhering to industry standards.

Business activities

NBC owns national wide distribution channel all over Vietnam

NBC focuses on biggest markets such as US, EU, Japan and other countries

5.3 Investing, Trading And Service Activities

NBC has member units operating in areas such as finance investment, tourism, transportation, construction, information technology, real estate, etc.

Research Introduction

Employee performance issues are a common challenge for managers, as highlighted by Max Messmer in 2003 To effectively assess employee performance, managers utilize various tools and methods for conducting performance appraisals.

The purpose of performance appraisal is many folds However, there are two broad purpose of performance appraisal as depicted below:

- Evaluation: To let employees know where they stand relative to performance objectives and standards An effective entails the following:

• Establishes performance standards that are measurable performance standards

• Sets mutually acceptable and measurable performance standards

• Provides continues feedback to employees about their performance

• Compares performance with performance standards

• Develops employees where necessary or take corrective action where

Investing in the training and ongoing personal development of employees enhances their motivation, commitment, and competence in achieving their roles and goals Developed employees play a crucial role in improving organizational effectiveness, making them valuable assets to the company.

Following a performance appraisal at Nha Be Corporation, the management board identified a number of employees excelling in their roles due to their strong sense of responsibility These high-performing staff members demonstrate significant career commitment, a positive attitude towards their jobs, high job satisfaction, and a strong sense of value attainment This study aims to explore the relationships among these factors to gain deeper insights into their interconnectedness.

This study aims to analyze the relationship between various factors, including Taking Charge, Job Satisfaction, Career Commitment, Career-Family Attitude, and Value Attainment, to understand how these elements influence an individual's proactive behavior within an organization.

The specific methods described the research model, hypothesis, measures, research, data collection processes and procedures for data analysis

This research aims to provide the management board with insights on enhancing employee roles within the organization, enabling them to establish clear goals for future human resources development and growth.

7 The cope of the research

This study focused on the Managers, Supervisors, and staff of Nha Be Corporation across various departments, including Sales & Marketing, Compliance, Finance and Accounting, Cutting and Sewing, as well as Washing and Finishing.

280 surveys returned back from 400 sent out surveys A series of formed questionnaire was distributed to each employee with clear instructions and guidelines for fulfillment

The research focused on examining on how other perceptions, situations influence on taking charge behavior Therefore, the following questions will be addressed in the scope of study:

- Does any satisfaction with job facets influence on taking charge?

- What is the relation among taking charge and career commitment?

- Does Career family attitude have same direction with taking charge?

- How value attainment impact on taking charge?

LITERATURE REVIEW

Taking charge

Taking charge is a voluntary behavior aimed at driving positive organizational change, as defined by Morrison & Phelps (1999) This proactive approach involves individual employees making constructive efforts to improve work processes within their roles or teams Coworker observations indicate that taking charge is influenced by feelings of responsibility, self-efficacy, and perceptions of openness from top management.

Taking charge involves frontline workers proactively informing managers about their attempts to resolve issues, leveraging their firsthand knowledge of problems and their root causes This approach allows them to provide well-informed solutions, making it a more constructive form of communication than merely voicing concerns By taking charge, workers can help mitigate negative consequences and prevent future occurrences of the same issues.

According to Addleson (2011), understanding the dynamics of peer-to-peer relationships and networks is essential for effective collaboration Levit (2010) suggests that embracing new responsibilities can help renew motivation and combat boredom at work To advance in one’s career, individuals should demonstrate their potential and proactively seek out more challenging assignments.

Every employee holds immense potential, and organizations that inspire and encourage their workforce to excel are more likely to see outstanding results When employees are energized, they take initiative and proactively fulfill their responsibilities without needing direction.

Empowering employees to take charge is crucial for enhancing workplace efficiency and customer satisfaction When employees have the freedom to make decisions, they are better equipped to solve problems, adapt to changes, and deliver exceptional service Those directly engaged in their roles possess the insights needed to improve processes and address challenges effectively, leading to greater overall success.

The measure developed by Morrison and Phelps (1999) consists of 10 items that define the behavior of "taking charge." This behavior is positively correlated with factors such as top management openness, general self-efficacy, felt responsibility, expert power, and organizational level Additionally, exploratory factor analysis indicates that "taking charge" is empirically distinct from in-role behaviors, civic virtue, and altruism.

Satisfaction with job facets

Job satisfaction is generally defined as an employee's affective reactions to a job based on comparing actual outcomes with desired outcomes (Cranny, Smith, & Stone, 1992)

Porter and Steers (1973) argued that the extent of employee job satisfaction reflected the cumulative level of met worker expectations

Job satisfaction refers to the positive emotional state employees experience regarding their jobs, stemming from their evaluation of their roles and performance It plays a crucial role in understanding its impact on employee performance However, recent trends indicate that many employees across various organizations are experiencing dissatisfaction with their jobs.

Herzburg, Mausner, and Syderman (1930) discovered that effective training and development significantly enhance employee productivity Furthermore, employees are more likely to perform better in their roles when they experience job satisfaction.

In their 1987 study published in the Journal of Social Work Education, Patricia G Conway, Martha S Williams, and Janet L Green developed a model of job facet satisfaction that encompasses 17 key facets These facets include promotion opportunities, training, relationships with supervisors and upper management, organization of work tasks, work stress, challenges and autonomy, physical workspace and equipment, work group dynamics, organizational commitment, structure, compensation, merit pay, affirmative action, benefits, job security, and staff distribution.

The Andrews and Withey measure demonstrates a positive correlation with various factors such as organizational commitment, self-rated and supervisory-rated performance, pay level, promotion opportunities, and positive interactions with supervisors Additionally, it is linked to customer contact, autonomy in work methods, learning opportunities, decision-making involvement, and the mental effort required for tasks Conversely, it shows a negative correlation with the intention to quit Furthermore, research by Rentsch and Steel indicates that this measure aligns closely with overall job satisfaction scores from the Job Descriptive Index (JDI) and the Minnesota Satisfaction Questionnaire, as well as satisfaction regarding the JDI facets of pay, supervision, promotions, co-workers, and the nature of the work itself.

Career Commitment

Career commitment refers to an individual's attitude towards their profession, characterized by the establishment of personal career goals and a deep identification with those goals This commitment involves a willingness to invest effort in support of one's career, aligning with its core values.

Career commitment is distinct from other forms of commitment, such as job involvement and organizational commitment, with little overlap (Blau, 1989) While it was previously seen as lagging in development (Morrow, 1993), its significance has increased as careers now offer crucial occupational meaning and continuity, especially in an era where organizations struggle to ensure employment security (Aryee, Chay).

Career changes also affected career commitment such that career changers were less committed to their present careers, compared to those who had not changed (Cherniss, 1991)

Career commitment, as defined by Lin & Chen (2004), involves the establishment of personal career goals and a deep attachment, identification, and engagement with those goals Individuals who exhibit strong career commitment often have heightened expectations and demands from the organizations they connect with.

The category of commitment encompasses both occupational and professional commitment, which, despite minor differences, are generally viewed as similar by researchers These terms can be used interchangeably to represent the broader concept of commitment in the workplace (Mueller, Wallace et al 1992; Meyer, Allen et al 1993; Wallace 1993; Snape and Redman 2003).

Career commitment has been found to negatively correlate 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 dimension of continuance commitment Factor analysis indicates that career commitment is distinct from affective organizational commitment, continuance commitment, normative commitment, job involvement, and measures of the Protestant work ethic.

Career Family attitude

Work-life balance refers to the perceived equilibrium between professional responsibilities and personal life, enabling individuals to fulfill commitments both at home and in the workplace For many employed adults, managing the competing demands of work and family has become a daily challenge (Williams & Alliger, 1994).

Achieving a work-life balance is a highly individualized process, as parenting and work responsibilities vary significantly among individuals (S Nelson and S Lyubomirsky, 2015) It is noteworthy that over 50% of workers experience challenges in managing their work and family obligations (Parker and Wang).

2013), and parents frequently experience fatigue associated with being ‘on call’ 24/7 (Feldman and Nash, 1984)

Accumulating multiple roles can lead to potential costs, such as role strain, psychological distress, and physical complaints The subjective quality of experiences in both work and family roles plays a crucial role in determining an individual's psychological well-being.

Work and family experiences can influence each other, as perceptions and behaviors in one role are often shaped by experiences in the other (Williams & Alliger, 1994) Consequently, research has shown varying strengths in the relationship between work-family conflict and both job and life satisfaction (Kossek & Ozeki, 1998).

Research indicates that family focus negatively impacts educational aspirations and grade point averages, while balance shows a negative correlation with male respondents but a positive correlation with educational goals and academic performance Career focus is positively linked to both educational aspirations and grade point averages Additionally, dominance is positively associated with male respondents and those living in rural areas Spousal support is positively correlated with being male, yet negatively affects educational aspirations and grade point averages Independence reveals a negative correlation with male respondents but a positive relationship with educational aspirations and academic success Factor analysis identified six key factors: family focus, balance, career focus, dominance, spousal support, and independence, with family focus further divided into "I defer" and "someone defers" subscales (Sanders et al., 1998).

Value attainment

The values held by organizational members have gained significant focus as they influence both the positive and negative aspects of companies Higher-ranking individuals' values likely shape the decisions that organizations prioritize and implement Consequently, recognizing the behavioral impacts of values that have become deeply ingrained in an individual's identity and worldview can be challenging.

According to Jennifer M George and Gareth R Jones (1996), value attainment refers to how effectively a job enables an individual to achieve their life values Additionally, attitudes reflect a person's evaluation of their job, while moods represent the emotional state experienced during job performance.

Values are shaped by cultural, societal, and personal influences, and they play a more central role in an individual's cognitive framework compared to attitudes Additionally, values are more closely associated with motivation, highlighting their significance in guiding behavior and decision-making (Dose, 1997).

In the context of work, studies of work values have tended to focus on the following:

- Vocational work values, which are essentially goals that a worker seeks to achieve Examples are material success, altruism, work conditions and

- The importance of various aspects of a job or organization These may include safety, autonomy, comfort, altruism, and achievement

- Preferences for the characteristics of a job These may include security, self- development, altruism, lifestyle, prestige, and creativity

- The extent to which individuals adhere to aspects of the Protestant work ethic These aspects may include industriousness, self-discipline, and individualism (Dose, 1997)

Research indicates that the achievement of terminal values is positively linked to job satisfaction, job performance, and positive employee affectivity, while it shows a negative correlation with turnover intentions and negative employee affectivity (George & Jones, 1996; Hochwarter, Perrewe, Ferris, & Brymer, 1999).

HYPOTHESES AND MODEL

Dependent Variables

Independent Variables

Name Satisfaction with job facets (SJF)

Lengnick- Hall, and Steele-Clapp

Constructs

2.1 Key construct: Taking Charge (TC)

• Satisfaction with job facets (SJF)

Empowering employees at work fosters a sense of significance within the organization, as their contributions are acknowledged and valued When leaders demonstrate trust in their team’s abilities, it inspires individuals to excel and perform at their best.

Hodson (1991) emphasizes the importance of analyzing how job characteristics and work environments influence employee behaviors These behaviors typically align with either advancing organizational objectives or enhancing an employee's control over their occupation Common patterns of employee behavior include "good soldiers" who support the organization, and "smooth operators" who navigate workplace dynamics effectively.

In the workplace, employees can be categorized into three distinct groups: good soldiers, smooth operators, and saboteurs Good soldiers align closely with organizational goals, demonstrating high commitment and efficiently implementing decisions without question In contrast, smooth operators prioritize their personal career objectives, occasionally aligning with organizational goals by chance Saboteurs, however, neither embrace organizational goals nor fulfill their own, engaging in behaviors such as passive resistance, rule violations, or deliberate property damage as a form of retaliation against their employer The lines between these categories can be subtle, as even some good soldiers may hinder their boss's understanding of the true efficiency of work processes.

3.1 Hypothesis 1: taking charge will be positively related to NBC Satisfaction with job facets

Work is often considered a second home, as individuals spend at least eight hours a day there from Monday to Friday Employees strive to meet both their employers' expectations and their own personal satisfaction Job satisfaction varies for each person, influenced by what they value most in their work environment When employees are content with their roles, they develop a positive connection to their workplace At NBC, we believe that when employees are satisfied with various aspects of their jobs, they are more inclined to take initiative and contribute positively to the organization.

3.2 Hypothesis 2: taking charge will be positively related to NBC Career commitment

Career commitment reflects an organization's dedication to its employees, fostering a sense of security that encourages advocacy and personal development It is defined by the establishment of personal career goals and a strong attachment to those objectives, as highlighted by Colarelli and Bishop (1990) This commitment is characterized by self-directed aspirations and a dedication to one’s career path, potentially leading to opportunities across various organizations, as noted by Randall.

When employees engage a long time with the organization and want to grow with it, they tend to take charge

3.3 Hypothesis 3: taking charge will be positively related to NBC Career family attitude

We assume that a person who are willing to take care of his family having a good attitude at work

The survey, comprising 53 questions, aims to gather insights on key factors such as Taking Charge (TC), Satisfaction with Job Facets (SJF), Career Commitment (CC), Career Family Attitude (CFA), and Value Attainment (VA) within Nha Be Company.

Taking charge measure was developed by Morrison and Phelps (1980), used

Taking charge involves proactive and constructive actions aimed at implementing functional changes within an organization, particularly in work processes This discretionary behavior is inherently focused on driving improvements and fostering a positive organizational environment To assess this behavior, a 5-point Likert-type scale is utilized, where respondents indicate the frequency of their actions, ranging from 1 (very infrequently) to 5 (very frequently) Participants are prompted to express their level of certainty regarding each of the specified items related to taking charge.

1 This person often tries to adopt improved procedures for doing his or her job

2 This person often tries to change how his or her job is executed in order to be more effective

3 This person often tries to bring about improved procedures for the work unit or department

4 This person often tries to institute new work methods that are more effective for the company

5 This person often tries to change the organizational rules or policies that are nonproductive or counterproductive

6 This person often makes constructive suggestions for improving how things operate within the organization

7 This person often tries to correct a faulty procedure or practice

8 This person often tries to eliminate redundant or unnecessary procedures

9 This person often tries to implement solutions to pressing organizational problems

10 This person often tries to introduce new structures, technologies, or approaches to improve efficiency

4.2 Satisfaction with job facets (SJF)

The measure developed by Andrews and Withey (1976) evaluates overall job satisfaction using five specific items, each targeting different job facets It employs a unique 7-point Likert-type scale, where respondents rate their satisfaction from 1 (terrible) to 7 (delighted) The scale includes options such as 6 (pleased), 5 (mostly satisfied), 4 (mixed), 3 (mostly dissatisfied), and 2 (unhappy), allowing individuals to express their certainty regarding their satisfaction levels.

1 How do you feel about your job?

2 How do you feel about the people you work with (your co-workers)?

3 How do you feel about the work you do on your job (the work itself)?

4 What is it like where your work (the physical surroundings, the hours, the amount of work you are asked to do)?

5 How do you feel about what you have available for doing your job – I mean the equipment, information, good supervision, and so on?

Career Commitment measurement, originally developed by Blau in 1989, is a widely utilized tool for assessing individuals' dedication to their occupations and careers Reilly and Orsak adapted this measurement for the nursing profession in 1991, allowing for its application in various fields Respondents rate their agreement on a scale from 1 (strongly agree) to 5 (strongly disagree), indicating their level of certainty regarding specific statements related to their career commitment.

1 I like this career too well to give 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 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 I deal profession for a life’s work

The measure developed by Sanders et al (1998) comprises 50 items designed to evaluate employee attitudes towards managing career and family interfaces in a gender-neutral manner It assesses not only personal expectations but also those regarding a spouse in relation to career-family conflict The measure includes subscales that explore the deferral of career pursuits for family responsibilities, the balance of sharing household and career duties, and the focus on career over family Additionally, it examines decision-making power within the household, spousal support for career advancement, and independent socialization or vacationing among spouses For this survey, I selected 10 items that reflect a focus on family, with responses measured on a 7-point Likert-type scale ranging from 1 (strongly disagree) to 7.

Respondents are asked to indicate the degree of certainty about each of the following items:

1 I expect to go as far as I can in my career and expect encouragement from my souse (R)

2 I would like for my spouse to make most of the financial decisions regardless of who makes the most money

3 I do not expect to have a career

4 I would like for my spouse to have more education than I do

5 It would bother me a lot if I make more money than my spouse does

6 If my spouse and I can’t agree on something, I think I should most often give in to my spouse

7 I will be mostly responsible for raising our children, regardless of whether or not I work outside the home

8 If I do not work outside the home, I will do all the housework

9 I expect to stay home full-time with our children

10 My spouse’s career is more important than mine

Rokeach's (1973) measure evaluates the importance individuals place on 18 terminal and 18 instrumental values Terminal values represent desirable end states, which can be categorized as either self-centered or society-centered In contrast, instrumental values indicate behavioral models, divided into moral-focused values like honesty and responsibility, and competence-focused values such as logical reasoning and self-control Organizational studies often utilize terminal values to gauge the alignment between an employee's job and their personal value system.

In their 1999 study, Apple, Michele, and Sonnelfeld utilized an eight-item subset of terminal values to analyze the self-focus versus other-focus of CEOs Initially designed as a rank-ordering measure, this assessment evolved in the 1990s to include a Likert-type scale, as noted by Agle et al (1999) and others The Likert-type measure for evaluating the attainment of terminal values employs a 7-point scale for responses, allowing for a nuanced understanding of CEO values.

1 = least important and 7 = most important

2 An exciting life (stimulating, active life)

3 A sense of accomplishment (lasting contribution)

4 A world at peace (free of war and conflict)

5 A world of beauty (beauty of nature and the arts)

6 Equality (brotherhood, equal opportunity for all)

7 Family security (taking care of loved ones)

This study's sample includes staff, supervisors, and managers from Nha Be Corporation located in Nha Be District, Ho Chi Minh City Surveys were distributed and collected from respondents between September and November 2015, with only completed questionnaires being analyzed for results.

6 Procedures for data collection and analysis

With 400 questionnaires with clear instruction and guidelines were delivered to respondents, 280 completed questionnaires were returned back

A total of 280 valid questionnaires were entered into SPSS software for comprehensive data analysis Utilizing this software, various analyses were conducted based on the input data.

Measures

The survey, comprising 53 questions, aims to gather insights on key factors such as Taking Charge (TC), Satisfaction with Job Facets (SJF), Career Commitment (CC), Career Family Attitude (CFA), and Value Attainment (VA) within Nha Be Company.

Taking charge measure was developed by Morrison and Phelps (1980), used

Taking charge involves proactive and constructive actions aimed at implementing functional changes within an organization, particularly in work processes This discretionary behavior is inherently focused on fostering improvement and driving positive transformation To assess this behavior, a 5-point Likert-type scale is utilized, where respondents indicate the frequency of their actions, ranging from 1 (very infrequently) to 5 (very frequently) Participants are encouraged to express their level of certainty regarding each of the ten items related to taking charge.

9 This person often tries to implement solutions to pressing organizational problems

10 This person often tries to introduce new structures, technologies, or approaches to improve efficiency

4.2 Satisfaction with job facets (SJF)

The job satisfaction measure developed by Andrews and Withey (1976) consists of five items that evaluate overall job satisfaction by assessing specific job facets Utilizing a unique 7-point Likert-type scale, responses range from "delighted" to "terrible," with values assigned as follows: 7 for delighted, 6 for pleased, 5 for mostly satisfied, 4 for mixed, 3 for mostly dissatisfied, 2 for unhappy, and 1 for terrible Respondents indicate their degree of certainty regarding each item to provide a comprehensive assessment of their job satisfaction.

5 How do you feel about what you have available for doing your job – I mean the equipment, information, good supervision, and so on?

Career Commitment measurement, originally developed by Blau in 1989, is a widely utilized tool for assessing individuals' dedication to their occupations and careers Reilly and Orsak (1991) adapted this measurement specifically for the nursing profession, demonstrating its versatility The scale allows respondents to express their level of agreement on a range from 1 (strongly agree) to 5 (strongly disagree), with an option for 3 (unsure) Participants are prompted to indicate their certainty regarding various statements related to their career commitment.

The measure developed by Sanders, Lengnick-Hall, Lengnick-Hall, and Steel-Clapp (1998) consists of 50 items designed to evaluate employee attitudes towards managing the intersection of career and family It is gender-neutral and assesses both personal expectations and those regarding a spouse in relation to career-family conflict The subscales examine various aspects, including the degree to which individuals prioritize family over career, the balance of responsibilities at home, and the attention given to career versus family Additionally, it evaluates decision-making power within the household, spousal support for career decisions, and the independence of spouses in socializing or vacationing For this survey, I selected 10 items that emphasize a focus on family, with responses measured on a 7-point Likert scale from 1 (strongly disagree) to 7.

Developed by Rokeach in 1973, this measure evaluates how individuals rank 18 terminal and 18 instrumental values Terminal values represent desirable end states, which can be classified as either self-centered or society-centered, while instrumental values denote behavioral models categorized as moral-focused or competence-focused Moral-focused instrumental values include traits like honesty and responsibility, whereas competence-focused values emphasize logical reasoning and self-control Research within organizations often utilizes terminal values to gauge the alignment between employees' values and their job roles.

In their 1999 study, Apple, Michele, and Sonnelfeld utilized an eight-item subset of terminal values to assess the self-focus versus other-focus of CEOs Initially designed as a rank-ordering measure, adaptations in the 1990s transitioned this tool to a Likert-type scale, as noted by Agle et al (1999), George & John (1996), and Hochwater et al (1999) This Likert-type measure evaluates the attainment of terminal values using a 7-point scale for responses.

1 = least important and 7 = most important

Research Participants

This study's sample includes staff, supervisors, and managers from Nha Be Corporation located in Nha Be District, Ho Chi Minh City Surveys were distributed to respondents between September and November 2015, and only completed questionnaires were collected for analysis.

6 Procedures for data collection and analysis

With 400 questionnaires with clear instruction and guidelines were delivered to respondents, 280 completed questionnaires were returned back

All 280 questionnaires were successfully input into SPSS software for analysis, with all samples deemed valid The analysis was conducted using SPSS, which provided insights based on the entered data.

Procedure for Data Collection and Analyze

Sekaran (2006) states that a Cronbach’s Alpha value exceeding 0.6 indicates the reliability of an instrument As shown in Table 1, all Cronbach’s Alpha values are above 0.7, confirming the reliability of the instrument.

Table 1: Summary of Cronbach’s Alpha of the variables

N Minimum Maximum Mean Std Deviation

ANALYSIS AND RESULTS

Reliability Analysis

Sekaran (2006) states that a Cronbach’s Alpha value exceeding 0.6 indicates the reliability of an instrument As shown in Table 1, all Cronbach’s Alpha values are above 0.7, confirming the instrument's reliability.

Table 1: Summary of Cronbach’s Alpha of the variables

N Minimum Maximum Mean Std Deviation

The table given shows us the summary of the samples and measures of all variables

The study's findings indicate that all constructs analyzed received a mean score exceeding 3, with the lowest mean recorded at 3.4 on a scale of 1 to 5 This demonstrates that each construct is rated as very high, significantly surpassing the threshold of 3.

The scale model suggested by Davies (1971) used to describe the relationship between the variables, are as shown below:

The table given below shows the correlation of all variables:

TC SJF CC CFA VA

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

Table 3: Summary of Correlations of all variables

From the above table, it is depicted that:

- Hypotheses 1: SJF is moderate associated with TC at correlation of 0.570

- Hypotheses 2: CC is moderate associated with TC at correlation of 0.573

- Hypotheses 3: CFA and TC are in low relationship with correlation of 0.490

Std Error of the Estimate

1 662 a 438 430 40023 a Predictors: (Constant), VA, CFA, SJF, CC

Table 4: Model Summary of all hypotheses

Satisfaction with job facets had Beta of 0.317 (>0) and significant of 0.000 Therefore, hypothesis 1 was supported

Career Commitment had Beta of 0.257 (>0) and significant of 0.000 Therefore, hypothesis 2 was supported

Career Family attitude had Beta of 0.108 (>0) and significant of 0.084 (>0.05) Therefore, hypothesis 3 was not supported

Value attainment had Beta of 0.135 (>0) and significant of 0.018 Therefore, hypothesis 4 was supported

Correlation matrix

The scale model suggested by Davies (1971) used to describe the relationship between the variables, are as shown below:

The table given below shows the correlation of all variables:

TC SJF CC CFA VA

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

Table 3: Summary of Correlations of all variables

From the above table, it is depicted that:

- Hypotheses 1: SJF is moderate associated with TC at correlation of 0.570

- Hypotheses 2: CC is moderate associated with TC at correlation of 0.573

Std Error of the Estimate

1 662 a 438 430 40023 a Predictors: (Constant), VA, CFA, SJF, CC

Table 4: Model Summary of all hypotheses

Satisfaction with job facets had Beta of 0.317 (>0) and significant of 0.000 Therefore, hypothesis 1 was supported

Career Commitment had Beta of 0.257 (>0) and significant of 0.000 Therefore, hypothesis 2 was supported

Career Family attitude had Beta of 0.108 (>0) and significant of 0.084 (>0.05) Therefore, hypothesis 3 was not supported

Value attainment had Beta of 0.135 (>0) and significant of 0.018 Therefore, hypothesis 4 was supported

DISCUSS, LIMITATION, FUTURE RESEARCH

Discussion

This study investigates the impact of Career Commitment, Job Facet Satisfaction, Career Family Attitude, and Value Attainment on proactive behavior at Nha Be Corporation Key findings indicate that these factors significantly influence employees' willingness to take charge in their roles.

The hypothesis suggests a positive relationship between satisfaction with job facets and the willingness to take charge, indicating that NBC staff who are content with their job aspects are more likely to proactively engage in their work However, the study does not clarify the sources of this satisfaction, whether it stems from promotion opportunities, organizational commitment, or compensation, highlighting a gap that warrants further investigation.

The hypothesis linking Career Commitment to Taking Charge indicates that higher levels of Career Commitment correlate with increased employee initiative This suggests that NBC's robust human resource career development policies effectively encourage staff retention, resulting in a skilled workforce of textile experts that surpasses that of its competitors.

Initially, the research hypothesized a positive relationship between Career Family Attitude and Taking Charge; however, this hypothesis was rejected due to a significance level greater than 0.05 Several factors may have contributed to this outcome.

- Some of the samples might have been filled in wrong way; or

- The items in the questionnaires were not developed well enough to measure the construct; or

Research indicates that there is a limited correlation between career family attitudes and proactive behavior in the workplace Individuals who prioritize family life often demonstrate a reluctance to take charge within their organizations.

The study's findings revealed a positive correlation between taking charge and value attainment among employees, suggesting that individuals are more inclined to take initiative when they recognize the achievement of their values.

Career commitment, job satisfaction, and value attainment significantly influence employee initiative at NBC To foster greater employee engagement and proactivity within the organization, I recommend implementing targeted strategies that address these key factors.

The findings indicate that employees who are satisfied with various aspects of their jobs, such as compensation, opportunities for advancement, and the work environment, are more likely to take initiative To enhance employee satisfaction with these job facets, companies should implement strategies focused on improving pay, promoting career growth, and fostering a positive workplace atmosphere.

- Conducting proper Employee Orientation to encourage positive attitudes and can reduce turnover

- Encouraging one another, avoiding micromanagement, giving positive feedback and ensuring criticism is constructive are all ways to keep the environment a place where employees can do more than survive

- Providing Competitive Benefits – Fair wages are important, but competitive benefits are also critical to keeping the workforce satisfied

- Workforce Engagement – Employees that don’t find their work interesting or don’t feel they are contributing to the mission of the firm will not be engaged

- Develop Skills – Everyone needs something to working toward Encouraging employees to fulfill that potential will increase engagement and satisfaction

- Recognition & Rewards – Encourage supervisors and managers to acknowledge employees deeds on a daily basis Also implement a formal program company-wide to recognize top achievers in every job category

Employees experience increased security and job satisfaction when organizations demonstrate a commitment to their career growth Companies should implement various strategies to enhance staff performance, including establishing a clear career development roadmap for key personnel It is essential for management to personally engage with each employee to discuss their expectations and future aspirations, providing valuable insights for effective team development.

People are driven by their emotions; when individuals feel positive, they tend to perform well, while negative feelings can lead to difficulties Therefore, companies should focus on fostering invisible values that enhance employee well-being and satisfaction.

3 Limitation and future research recommendation

This study's contributions should be evaluated alongside its limitations, including the incomplete response rate from surveyed individuals and the focus on a manufacturing company, suggesting a need for further research in larger or service-oriented firms Additionally, the company should undertake a comprehensive study to gain deeper insights into its organizational strengths and weaknesses related to job facets, ultimately aiming for improvement.

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12 Rothrauff, T and T.M Cooney (2008), ‘The role of generativity in psychological well-being: Does it differ for childless adults and parents?’

13 WALLACE, J (1993), Professional and organizational commitment:

Compatible or incompatible? Journal of Vocational Behavior

I am Kevin from MBA OUM program I would like to take your time to conduct my survey for final reports

This questionnaire is designed to help me to understand employee satisfaction and career commitment within the organization Would you please save your time around

30 minutes to answer below questions as you can, and can be as frank as possible?

Your answer will be very helpful for me to finish my survey Your response will be kept confidentially and used for survey purpose only

Incase you have any question regarding the survey, please call Kevin at 0902 469

Thank you very much for your time and your suggestions

Please answer the below questions by simply circling the number in the box

Terrible Dissatisfied Good Satisfied Delighted

5 How do you feel about what you have available for doing your job

Disagreed Disagreed Unsure Agreed Strongly agreed

Less Important Important More important

Thank you for sharing your thoughts

• Taking charge is very important for an organization to see how its employees advocate and are loyal to the organization

• FACTORS INFLUENCE ON TAKING CHARGE at NHA BE CORPORATION

Satisfaction with job facets Career commitment

Variables Author Year Number of Items Taking charge (TC) Morrison and Phelps 1999 10

(CFA) Sanders, Lengnick- Hall, and Steele-Clapp 1988 10

Career-Family Attitudes (CFA) 0.823 10 Good

*Data collection from 400 NBC staff: 280 surveys (400 sent)

Satisfaction with job facets (SJF) 0.291 0.000 Supported

Career-Family Attitudes (CFA) 0.090 0.084 Non-supported

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