When the survey was carried out in a short time and also of the respondents (n = 270) is not of great significance. This study is a survey of internal employees
38
Vinasoy. Therefore, outcomes and results may not apply to other companies in similar businesses.
Research efforts in the future should focus on obtaining a larger sample and more representative of the employees to determine whether the results apply to aggregate a larger sample size of the population.
As short as bargain perform sample collection, the results of the survey may be influenced by the context and situation of Vinasoy in the survey.
Refeference
Maughan C. 2012. Organizational Innovation: A review of the literature. CRC- REP Working Paper CW001.Ninti One Limited, Alice Springs.
Cohen, I. B. 1994. Interactions: Some Contacts Between the Natural Sciences and the Social Sciences, MIT Press, Cambridge, Massachusetts
Boe, T.A. 2002, Gaining and/or maintaining Employee Trust within Service Organizations.
Research Paper, The Graduate School University of Wisconsin-Stout
Clark, M. C., Payne, R. L. (1997) The Nature and structure of Workers‟ Trust in Management. Journal of Organizational Behavior, Vol, 18, pp. 205-224
Borgen, S. O. (2001). Identification as a Trust-Generating Mechanism in Cooperatives. Annals of Public and Cooperative Economics, Vol. 72, No. 2, pp.
209-228
Mollering, G., Bachman, R., Lee, S. H.(2004) Understanding organizational trust - foundations, constellations, and issues of operationalization. Journal of Managerial Psychology, Vol. 19. No. 6, pp. 556-570
Mayer, R. Gavin, M. B. (2005). Trust in Management and Performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, Vol. 48, no, 5, pp. 874888.
Goodyear Publishing.
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Agim, I. (1994). Political patronage, merit principles, and the genesis of merit.
Unpublished doctoral dissertation, Virginia Polytechnic Institute and State University, Blacksburg, VA.
Deci, E. (1975). Intrinsic motivation. New York: Plenum.
Galbraith, J. (1973). Designing complex organizations. Reading: Addison- Wesley. Golembiewski, R. T (1989). Toward a positive and practical public
management. Administration and Society, 21 (2), 200-228. Gore, A. (1993). The Gore report on reinventing government. New York: Random House.
Jenkins, G., Ledford, G., Gutpa, N., & Doty, D. (1992). Skill-based pay:
Practices, payoffs, and prospects. Scottsdale, AZ: American Compensation Association. Kanter, R. (1983). The change masters: Innovation and entrepreneurship in the American corporation. New York: Touchstone.
Klein, J. A. (1984). Why supervisors resist employee involvement. Harvard Business Review, 62 (3), 87-95.
Lawler, E. (1986). High involvement management: Participative strategies for improving organizational performance. San Francisco: Jossey-Bass.
Lawler, E. (1990). Strategic pay: Aligning organizational strategies and pay systems. San Francisco: Jossey-Bass.
Lawler, E. (1992). The ultimate advantage: Creating the high involvement organization. San Francisco: Jossey-Bass. Lawler, E. (1995). The new pay: A
strategic approach. Los Angeles: University of Southern California Center for Effective Organizations.
Lawler, E. & Ledford, G. (1984). Skill based pay. Los Angeles: University of Southern California Center for Effective Organizations.
Lawler, E., Mohrman, S., & Ledford, G. (1992). Employee involvement and total quality management. San Francisco: Jossey-Bass.
Ledford, G., Lawler, E., and Mohrman, S. (1995). Reward innovations in Fortune 1000 companies. Los Angeles: University of Southern California Center
for Effective Organizations.
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Appendix - Survey Questionnaire
SURVEY OF JOB SACTISFACTION, 2015VINASOY
I am Vo Thi Thanh Thuy, currently learning programs Master of Business Administration - MBA. I am doing research key factors affecting Frustration with work.
Your opinion as a professional is highly valued and important to our understanding about Frustration with work . We will maintain strict confidentiality and anonymity in our research. Thank you for participating!
Please answer the following questions by circling the number in the table below indicating the level of agreement to the questions.
Thank you!
1. Perceived Ability- Job fit
Responses are obtained on a 5-point Likert-type scale where 1= strongly disagree and 5= strongly agree.
Please rate how often you experience following situations by placing a check mark in the appropriate:
No Item 1 2 3 4 5
1 I feel that my work utilizes my
full abilities 1 2 3 4 5
2 I feel competent and fully able to
handle my job 1 2 3 4 5
3 My job gives me a chance to do
the thing I feel do best 1 2 3 4 5
4 I feel that my job and I are well
matched 1 2 3 4 5
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5 I feel I have adequate
preparation for the job I now hold 1 2 3 4 5
2. Supportive and non controlling suppervision
Responses are obtained using a 7-point Likert-type scale where 1 = strongly disagree and 7 = strongly agree.
Please rate how often you experience following situations by placing a check mark in the appropriate:
Supportive supervision : Items denoted with ( R ) are reverse scored
No Item 1 2 3 4 5 6 7
6 My supervisior help me solve work-related problems
1 2 3 4 5 6 7
7 My supervisor
encourages me to develop new skills
1 2 3 4 5 6 7
8 My supervisor
keeps informed about how employees think and feel about things
1 2 3 4 5 6 7
9 My supervisor
encourages employees to participate in important decision
1 2 3 4 5 6 7
10 My supervisor 1 2 3 4 5 6 7
42
praises good work
11 My supervisor
encourages employees to speak up when they disagree with a decision
1 2 3 4 5 5 7
12 My supervisor refuses to explain his or her actions
1 2 3 4 5 6 7
13 My supervisor
rewards for me good performance
1 2 3 4 5 6 7
Non- controlling supervision
1 2 3 4 5 6 7
14 My supervisor always seems to be around checking on my work
1 2 3 4 5 6 7
15 My supervisor tells me what shall be done and how it shall be done
1 2 3 4 5 6 7
16 My supervisor never give me a chance to make
1 2 3 4 5 6 7
43
important decisions on my own
17 My supervisor leaves it up to me to decide how to go about doing my job
1 2 3 4 5 6 7
3. Pairness in skill- Based Pay
Responses are scored on a 7 - point Likert - type scale where 1 = strongly disagree and 7 = strongly agree.
Please rate how often you experience following situations by placing a check mark in the appropriate:
No Item 1 2 3 4 5 6 7
18 Supervisors do a good job of certifying employees for skill- based pay raise
1 2 3 4 5 6 7
19 The skill –based pay certifications are a fair test of employee ability to perform a task
1 2 3 4 5 6 7
20 If an employee really knows how to perform the tasks that make up a skill level, the employee will be
1 2 3 4 5 6 7
44
able to pass the certification test for that skill level
21 The skill-based pay plan is fair to most employees
1 2 3 4 5 6 7
4 Goal and Process clarity
Responses are obtained using a 6-point Likert-type scale where 1 = very uncertain and 6 = very certain
Please rate how often you experience following situations by placing a check mark in the appropriate:
Goal clarity
No Item 1 2 3 4 5 6
22 My duties and responsibilities
1 2 3 4 5 6
23 The goals and objectives for my job
1 2 3 4 5 6
24 How my work relates to the overall objectives of my work unit
1 2 3 4 5 6
25 The expected results of my work
1 2 3 4 5 6
26 What aspects of my work will lead to a positive evaluation
1 2 3 4 5 6
45
Process Clarity
No Item 1 2 3 4 5 6
27 How to divide my time a mong the tasks required of my job
1 2 3 4 5 6
28 How to schedule my work day
1 2 3 4 5 6
29 How to detemine the appropriate procedures for each work task
1 2 3 4 5 6
30 The procedures I used to do my job are correct and proper
1 2 3 4 5 6
31 Considering all your work tasks, how certain are you that you know the best ways to do these tasks
1 2 3 4 5 5
5 Job Satisfaction:
Responses are obtained using a a 5-point Likert-type scale where 1 = strongly disagree and 5 = strongly agree.
Please rate how often you experience following situations by placing a check mark in the appropriate:
46
No Item 1 2 3 4 5
32 How satisfied are you with the nature of the work you perform?
1 2 3 4 5
33 How satisfied are you with the person who supervises you superior?
1 2 3 4 5
34 How satisfied are you with your relations with others in the organization with whom you work?
1 2 3 4 5
35 How satisfied are you with the pay you receive for your job?
1 2 3 4 5
36 How satisfied are you with the opportunities which exist in this organization for
advancement or
promotion?
1 2 3 4 5
37 Considering
everything, how satisfied are you with your current job situation?
1 2 3 4 5
38. Gender: □ Female □ Male 39. Age: ……….