MASTER OF BUSINESS ADMINISTRATION
INTERNATIONAL PROGRAM



RESEARCH PROJECT
(BMBR5103)
(FACTORS AFFECTING HELPING BEHAVIORS
OF EMPLOYEES AT FPT CORPORATION)

STUDENT FULL NAME
STUDENT ID
INTAKE
ADVISOR NAME & TITLE

: PHAM THI NGOC LAN
: CGS00018252
: MAY, 2014
: DR NGUYEN THE KHAI

HO CHI MINH CITY, August 2015


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ADVISOR’S ASSESSMENT

………………………………………………………………………………………………
………………………………………………………………………………………………

and special care for me at the dissertation stage.
Thanks to the participants of this study and the executives of the participating FPT
company for their coöperation.

Student: Pham Thi Ngoc Lan


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TABLE OF CONTENTS
ABSTRACT ............................................................................................................. 7
CHAPTER I - INTRODUCTION
1.1 COMPANY BRIEF INTRODUCTION…………………………………….......8
1.2 FPT ORGANIZATIONAL STRUCTURE……………………………………..9
1.3 RESEARCH PROBLEM STATEMENT..…………………………………….10
1.4 PURPOSE OF THE RESEARCH………………………………….………….11
1.5 SCOPE OF THE RESEARCH………………………………………………...11
1.6 SIGNIFICANCE OF RESEARCH…………………………………………….12
1.7 LIMITATION OF THE RESEARCH…………………………………………12
CHAPTER II – LITERATURE REVIEW
2.1 DEFINITION OF CONSTRUCT……………………………………………..13
2.1.1 HELPING BEHAVIORS……………………………………………………13
2.1.2 JOB SATISFACTION RELATIVE TI EXPECTATION…………………...19
2.1.3 SUPERVISORY SUPPORT………………………………………………...20
2.1.4 PERCEIVED ORGANIZATIONAL SUPPORT……………………………21
2.1.5 CAREER COMMITMENT………………………………………………….24
2.2 RESEARCH HYPOTHESES………………………………………………….25
2.3 CONCEPTUAL RESEARCH MODEL……………………………………….26


PROPOSED HYPOTHESIS H3…………………………………………..42

4.2.4

PROPOSED HYPOTHESIS H4…………………………………………..40

CHAPTER V:
DISCUSSION……………………………………………………………………..44
TABLE
Tables 1 Time table for data collection progress……………………………………...35
Tables 2 Cronbach's Alpha- Internal consistency……………………………………..36
Tables 3 Cronbach’s Alpha of Helping Behaviors…………………………………….37
Tables 4 Cronbach’s Alpha of Job satisfaction relative to expectation……………37
Tables 5 Cronbach’s Alpha of Supervisory support…………………………………..38
Tables 6 Cronbach’s Alpha of Perceived Organizational support………………….38
Tables 7 Cronbach’s Alpha of Career Commitment…………………………………..38
Tables 8 Reliability Statistic of Cronbach’s Alpha……………………………………39
Tables 9 Descriptive Statistics……………………………………………………………39
Tables 10 Model Summary .............................................................................. …... 41
Tables 11 ANOVA………………………………………………………………………….41
Tables 12 Coefficients …….………………………………………………………………42
Tables 13 Measurement of Helping Behaviours ………………………………………51

Student: Pham Thi Ngoc Lan


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And this research also was conducted by quantitative method with the data of 350
employees at FPT to collect the ideas and comments of employees on Helping
Behaviors. Next, the result of these surveys shall be statistically analyzed by
software SPSS version 20 (copyright of IBM) to analyse the data. Hypotheses used
this research include five constructs: one dependent construct (Helping Behaviors)
and four independent constructs (Job Satisfaction Relative to Expectation,
Supervisory Support, Career Commitment, Perceived Organizational Support ). I
hope the results of this research help the CEO; managers of FPT have some
reference angle in human resource management to improve and increase the quality
of human resource based on Helping Behaviors of employees as well as clear
perception that Helping Behaviors of employees will impact on working
effectiveness, improving its policies in order to create a good working environment
competitiveness of the company in the Vietnam market.
Keywords: Job Satisfaction Relative to Expectation, Supervisory Support,
Perceived Organizational Support, Career Commitment and Helping Behaviors.

Student: Pham Thi Ngoc Lan


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CHAPTER I – INTRODUCTION FPT CORPORATION
1.1 COMPANY BRIEF INTRODUCTION
Established on 9/13/1988, FPT Information Technology and Telecommunications is
among the largest private enterprises in Vietnam. It leads the market with over US $
1.2 billion in revenue (2012), with the core business areas in the field of
Information Technology and Telecommunications, FPT provides service to 63
provinces in Vietnam, constantly expanding Global Marketplace.

shareholder
meetings
Boad of
supervisors

Boad of
directors

Boad of
managements

Student: Pham Thi Ngoc Lan

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1.3 RESEARCH PROBLEM STATEMENT
Today's service economy and the increased use of teams work skill in the
workplace of FPT company, have led to increased expectations for FPT employees.
Not only are FPT employees expected to be flexible, have problem-solving skills
and good social skills, but they are also expected to have Helping Behaviors skills.
These interpersonal Helping Behaviors characterize contextual performance.
Evaluate the construct of Helping Behaviors, where the latter will be defined as
behavior that is a part of one's prescribed work role. It will be intended to support
the company and to help people who are the parts of the company.
To keep helping employees on a long-term basis, Helping Behaviors in the form of

in humans. The interest in research within this FPT company.
The research question raised based on background information was: what factors
influence Helping Behaviours in humans.
The investigation looked upon several different factors and found out the
relationship between four main factors such as Job Satisfaction Relative to
Expectation, Supervisory Support, Perceived Organizational Support, Career
Commitment and Helping Behaviors among employees in company.
Another important study related to Helping Behaviors, and more specifically how
situational and how strategy in human resource factors influence it, A survey of
situational and variables in Helping Behaviors. The focus of this survey was very
much on situational factors that helping, yet it also began to discuss why people
help and what motivates them to intervene on behalf of others. It investigated the
effects of level of satisfy in the working environment relate with Helping
Behaviors.
1.5 SCOPE OF THE RESEARCH
This research was conducted on all 275 employees in FPT telecom, FPT software
company, FPT information systerm and FPT university. Each employee received
with some questionnaires to fill in.
Importance of understanding Helping Behaviors:
It is important to gain an understanding of Helping Behaviors. Understanding why
people help may help to understand how Helping Behaviors be increased. There
may practical applications of Helping Behaviors at workplace.
These studies have shown a positive association between Job Satisfaction Relative
to Expectation on the one hand and Helping Behaviors the other. The Helping
Behaviors - Job Satisfaction Relative to Expectation model provides an explanation
for this association. According to this model, Job Satisfaction Relative to
Expectation are those parts of the job that required much mental and physical

Student: Pham Thi Ngoc Lan


of 50 questionnaires were distributed out to 350 employees in 4 brands: FPT
telecom, FPT software company, FPT information systerm and FPT university of
the FPT corporation, at the end we collect 275 surveys.

Student: Pham Thi Ngoc Lan


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CHAPTER II – LITERATURE REVIEW
2.1 DEFINITION OF CONSTRUCT
2.1.1 HELPING BEHAVIORS
 Definition
Definition of Constructs Helping Behaviors
It was developed by Van Dyne and LePin (1998). The concept of Helping
Behaviors has been developed in many ways by many different researchers and
practitioners.
According to Thomas Ashby Wills, helping can be defined as an interaction
between helper and other people that has the specific purpose of resolving the other
people's presenting problem.
The helper provides benefit to others but it is not beneficial for the person who
carries benefit to others but it is not beneficial them out. According to Baron, R. A.,
Byrne, D., & Johnson, B. T. 1998 is called Altruism which is action intended solely
to benefit another and not to gain external or internal reward.
We perception the empathy was generally perceived to be a cause leading to
Helping Behaviors. Empathy is compassionate feelings caused by taking the
perspective of a needy other and it sometimes called sympathy which is a form of
feeling sorry for a separate other and it is easily moved by other's suffering.

is in emergency situations, the focus is not on relationships at all. The need is
believed too high for the helpee, and the cost, not as important as adhering to the
plea for help.
As Cialdini and Kenrick (1976) contended that negative moods lead just as much
toward Helping Behaviors as positive moods, if not more so. This is because of the
desire to relieve oneself from their negative mood.
Reasons for helping: Altruism versus Egoistic Motivation
Not all Helping Behaviors may show altruism. In some case Helping Behaviors
may show altruism by motivated to help someone. In another case Helping
Behaviors may reflect egoistic motiation.

Egoistic motivation with respect to

Helping Behaviors reflects selfish reasons for Helping Behaviors. For example,
Helping Behaviors may reflect a concern about being viewed as a kind or nice
person by others.
As mentioned before, positive affect is a component of subjective well-being. The
aforementioned relationship was explained by drawing on self-determination
theory, which states that autonomous motives for helping satisfy certain

Student: Pham Thi Ngoc Lan


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psychological needs, resulting in enhanced well-being. There is positive related
between personal helping norms, individuals’ levels of self-monitoring and
intentions to perform Helping Behaviors. High self-monitors may be more sensitive

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own, but they may avoid helping others who are experiencing situations that are not
the same.
c. The third, the theory related empathy-altruism that Helping Behaviors is
triggered by empathy, the ability to identify with a person and understand what they
are experiencing and feeling. Researches see a relationship between empathy and
helping actions. According to this theory, the idea is that empathetic people are
triggered into acting by their empathy.
d. Reciprocal Helping Behaviors is a fourth perspective. In general, people help
others without the thought of personal gains that may occur as a result. This theory
states that people think about future benefits for themselves when they help others,
as long as the benefit will outweigh the sacrifice. Future benefits can include similar
repayment by the person being helped.
e. The final perspective of Helping Behaviors is the social exchange theory.
Although the concept of helping actions does not revolve around what a person may
gain as a result, some instances are motivated by personal gain. Similar to the
reciprocal theory, the social exchange theory is based on the idea that people help
others for the rewards they receive. Rewards can be external, such as friendship, or
internal, such as self-satisfaction.
According to Daniel Batson (1991), the Empathy-altruism hypothesis by, the
decision of helping or not depends primarily on whether you feel empathy for the
person and secondarily on the cost and rewards or social exchange concerns. It can
be illustrated in the following diagram:

Student: Pham Thi Ngoc Lan




You don't like me

You are likely to do me 
favors in the future

You are unlikely to do me 
favors in the future

In social psychology, the helping is an important topic the psychology. It is
important to address reasons for Helping Behaviors, and how Helping Behaviors
may be increased in workplace. So that it apply in the workplace to encourage
people helping your partners and colleagues. That is one of the good ways to
develop your company.

Student: Pham Thi Ngoc Lan


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 Descriptive Individual Helping Behaviors in workplace
In recent years, the subject of organizational citizenship behavior in the workplace
has received increasing attention. According to Borman & Motowidlo (1993);
Organ (1997), Organizational citizenship behavior has been defined as those
behaviors that are enhanced and kept up with the social and psychological
environment that supports task performance.
According to Reno, Cialdini, & Kallgren (1993), descriptive norms show what most
people do in a specific situation. It has been suggested that individuals use

Helping Behaviors.
Hypothesis 2: Supervisory Support is positively related to Helping Behaviors.
Hypothesis 3: Perceived Organizational Support is positively related to Helping
Behaviors
Hypothesis 4: Career Commitment is positively related to Helping Behaviors.
2.1.2 JOB SATISFACTION RELATIVE TO EXPECTATION
Job Satisfaction Relative to Expectation was measure, developed by Bacharach,
Bamberger, and Conley (1991). Another recent definition of the concept of job
satisfaction is:
According to Hulin and Judge (2003), job satisfaction includes multidimensional
psychological responses to an individual's job. The affective of job satisfaction is
representing an emotional feeling people have about their job. That we can check
these personal responses have cognitive, affective, and behavioral components.
Level job satisfaction difference to which they access the affective feelings about
the job or the cognitive assessment of the job. Thus, affective job satisfaction for
people reflects the degree of pleasure or happiness their job in general induces.
Cognitive job satisfaction is a more objective and logical evaluation of various
facets of a job. Cognitive job satisfaction can n-dimensional if it comprises
evaluation of just one facet of a job.
Cognitive job satisfaction shows the extent to which those job facets are judged by
the job holder be satisfactory in comparison with objectives they set or with other
jobs. While cognitive job satisfaction might help to bring about affective job
satisfaction and have different antecedents and consequences.
Job Satisfaction Relative to Expectation can also be seen within the broader context
of the range of issues which affect an individual's experience of work, or when you
compare it to others in the organization, or your career expectations, or toward the
goals you set for yourself in your present position, or their quality of working life.

Student: Pham Thi Ngoc Lan


 Increased organizational citizenship behaviors.

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 Improved perceptions of employee organizational support.
 Increased job satisfaction of staff.
 Stronger person-organization fit indicated by degree to which personality or
beliefs or values match organizational culture.
 Relationships with employees be improved.
 Increased in-role and extra-role performance.
 Job tension be reduced.
That is a strong predictor positive of many outcomes of Supervisor Support .
Show concern for your employees: it is important for employees to know that you
see them as more than a cog in a greater machine. Take the time to ask into their
lives by ask questions,when you talk to them make look them in the eyes , ask how
they feel about their work and listen to what they have to say without interrupting
or becoming defensive. The goal here is to convey that you care about how they
feel, so shift the focus towards them when you can.
That is concerns positively related to Helping Behaviors colleagues and support
from supervisors.
2.1.4 PERCEIVED ORGANIZATIONAL SUPPORT
It was developed by Eisenberger et al (1986), describes employee perception about
extent to which organization is willing to reward greater efforts by the employee
because the organization values the employee’s contribution and his or her well
being. It includes 17 items.

controlled motives for helping:
Reasons for Helping Others
They want to gain as much as possible while losing as little as possible so people
must help each other.
Due to the social responsibility norm also explains Helping Behaviors. The social
responsibility norm is a societal rule that tells people they should help others who
need help even if doing so is costly.

Student: Pham Thi Ngoc Lan


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Perceived Organizational Support (POS) refers to employees’ perception
concerning the extent to which the organization values their contribution and cares
about their well-being. Perceived Organizational Support has been found to have
important consequences employee performance and well-being.
Altruism can be defined as helping other people without experiencing pressure and
with the intention to help others and no rewards are expected for these Helping
Behaviors. Addition, courtesy is defined as the prevention of problems for other
people and can thus be considered as another kind of Helping Behaviors.
These studies have shown a positive association between coworker and Supervisor
Support on the one hand and well-being on the other.
The job demands-resources model provides an explanation for this association.
According to this model, job demands are those parts of the job that require much
mental and physical energy. Examples of job demands are time pressure and a high
workload. Examples of such resources include the possibility to participate in
decision-making and supervisory and coworker support. The job-demands

income and higher self-esteem. Finally, the business world is no longer an
assemblage of discrete and secure positions.
As Colarelli and Bishop (1990), 159, “commitment to an internally defined career
may become an important source of occupational meaning and continuity as
organizations become more fluid and less able to guarantee employment security”.
That right in nowadays because today's job climate is dynamic and perpetually
altering.
Thus, employees with both low Helping Behaviors and low Career Commitment are
most likely to leave the organization, have lowest organizational commitment, and
feel the least since of obligation to help the organization make its goals.

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2.2 RESEARCH HYPOTHESES
2.2.1 The social learning theory such as Bandura (1986), and social information
processing theory as Salancik & Pfeffer (1978), suggest that if group members
observe others performing Helping Behaviors they are likely to view such
behaviors as typical and appropriate and should, in turn, exhibit such behaviors.
 Hypothesis 1: Job Satisfaction Relative to Expectation is positively related to
Helping Behaviors.
 2.2.2 One important aspect of the needs employees seek to satisfy in organizational
settings is interpersonal relationships. Thus, in evaluating the support provided by
the organization, employees would take the work relationships they have with the
supervisor into account. If the employee has a higher quality exchange relationship
with the supervisor, he or she would feel that the organization has contributed to