RESEARCH PROJECT
(BMBR5103)

FACTORS AFFECTING TO THE JOB SATISFACTION OF
STAFFS AT VINASOY CORPORATION

STUDENT’S FULL NAME

STUDENT ID
INTAKE

: VO THI THANH THUY
: CGS00018263
: MAY 2014

ADVISOR’S NAME & TITLE : DR. NGUYEN THE KHAI (DBA)

Ho Chi Minh City, August 2015

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Advisor’s assessment

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Contents
Abtract .........................................................................................................................7
Chapter1: INTRODUCTION Introduction of Vynasoy .......................................8
1.1

Introduction ...................................................................................................8

Main product of Vinasoy .........................................................................................8
Milestones: ...............................................................................................................8
Outstanding Achievement Vinasoy: .......................................................................9
1.2 Research Problem Statement ...........................................................................12
1.3 Purpose Of Research........................................................................................12
1.4 Scope Of Study ...............................................................................................13
1.5 Significance of Research ................................................................................13
1.6 Limitation Of Research...................................................................................13
Chapter 2 – LITERATURE REVIEW .................................................................15
2.1

Definition Of Con struct ..............................................................................15

2.1.1 Job Sactisfaction ........................................................................................15
2.1.2 Perceived Ability- Job fit ..........................................................................15
2.1.3 Supportive and non controlling suppervision ...........................................16
2.1.4 Pairness in skill- Based Pay ......................................................................18
2.1.5 Goal and Process clarity............................................................................20
2.2 Conceptual research Model .............................................................................24
2.3 Summary Of HyPotheses ................................................................................24

Refeference ...............................................................................................................38
Appendix - Survey Questionnaire .............................................................................40

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LIST OF TABLE
Table 1: Measurement of Job Satisfactio ..................................................................25
Table 2: Measurement of Perceived Ability- Job fit .................................................26
Table 3: Measurement of Supportive and non controlling suppervisionSupportive
supervision : ..............................................................................................................27
Table 4: Measurement of Pairness in skill- Based Pay .............................................29
Table 5: Measurement of Goal and Process clarity ..................................................30
Table 6: Cronbach's Alpha- Internal consistency .....................................................31
Table 7: Cronbach's Alpha of Construct Job Satisfaction ........................................32
Table 8: Cronbach's Alpha of Construct Perceived Ability- Job fit .........................32
Table 9: Cronbach's Alpha of Construct Supportive and non controlling
suppervision ..............................................................................................................32
Table 10: Cronbach's Alpha of Construct Pairness in skill- Based Pay ...................33
Table 11: Cronbach's Alpha of Goal and Process clarity .........................................33
Table 12: Descriptive Statistics .................................................................................33

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Abtract
The objective of this study is to discuss the factors affecting job satisfaction of
employees in companies Vinasoy.
Analysis of this study whether or not there is a correlation between Perceived
Ability- Job fit, Supportive and non controlling suppervision, Pairness in skillBased Pay, Goal and Process clarity with Job satisfaction of employees, related to

Main product of Vinasoy
- Soymilk Fami (box paper & paper bag).
- Black sesame soy milk VinaSoy (box paper).
Milestones:
The event marked "exit" is on Christmas day 2001, Fami soya milk products
are the United States Department of Agriculture selected as the exclusive
soymilk provides "school milk program in Vietnam ". The event is "a lifeline" to
the factory continued to operate and open the way forward.
I n 2003, dairy plants Changchun became the first Vietnam Enterprise
specializing in soymilk and pioneering products to enter the market as Fami soya
milk.
And dated 05.16.2005, brand personality Vinasoy with "natural, innovative,
dedicated" milk factory was born and officially changed Changchun Co. Soy
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Milk Vietnam - VinaSoy. This is the first step on the road to becoming "a leader"
in Vietnam soya milk sector.
In 2008, an event that marked the development of the production line poured
VinaSoy TBA TBA 22 and 23 with a capacity of 20-24 thousand boxes / hour
(capacity of the largest series of Tetra Pak) makes a breakthrough capacity and
product quality.
In 2012 Vinasoy now complete building systems brand portfolio and brand
positioning. The biggest achievement is Vinasoy achieve Fami soya milk brand
has captured the feelings of consumers, and is currently leading the soy milk
market paper box with nearly 80% market share of the output.
Outstanding Achievement Vinasoy:
Since the transition to sustainable development phase to date, the Company
soymilk Vietnam has gradually asserted -Vinasoy reputation through product
quality standards and consumer trust. Typical prizes and certificates of merit

• FOOD SAFETY CERTIFICATION FAMI
• VinaSoy achieved title VIETNAM HIGH QUALITY PRODUCTS 2012
• SOY MILK FAMI DAT AWARD FOR SUSTAINABLE BRANDS 100
2012
• 2011
• Fami soya milk DAT HOT TOP 50 MARKS TIẾNG VIETNAM

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• MERIT TOP 20 SP-DV credit VIETNAM IN 2011
• VinaSoy achieved title VIETNAM HIGH QUALITY PRODUCTS 2011
VISION
"Becoming and is recognized as a leading company in the nutritional products
from soybeans in the market with business Vinasoy"
MISSION
"We are committed to continuous innovation and optimization of valuable
nutrients from natural soy to bring the community the opportunity to use popular
best quality products derived from soybeans. Thus, not only us, but our partners and
surrounding communities will have a more meaningful life, a better and more
prosperous "
CORE VALUES
- Blood Center: tireless efforts to bring these products optimal nutrition from
natural soy source to the consumer
- At the heart of cooperation: mounted with partners to deliver a better life, more
meaningful & Prosperity
- Clean & ethics: honest behavior and ethical in all activities and transactions
- Innovation: always at the forefront of research and advanced scientific
applications in soy processing technology in order to give birth to the strong brand
and reputation

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With the results of research, management and HR department of Vinasoy can
mean valuable to improve their policies to enhance job satisfaction of employees in
the company.
1.4 Scope Of Study
This study was conducted on all 350 employees of Vinasoy office blocks,
including Sales & Marketing, Division of Administrative Management, Finance and
Accounting and Technology Division produced. Each employee is sent with a
questionnaire to fill out.
1.5 Significance of Research
This study was conducted to have an understanding of the factors that affect job
satisfaction in the organization. In order for the management of the company to
have a clearer view on issues that affect the employees' retirement coa more
capacity. This study can also serve as a reference for other managers to improve the
working environment and conditions for their parts.
With these findings, the management of the company may revise policies and set
out a strategy to retain their staff by creating an environment, policies and better
working conditions.
Research model as a basis, as well as references to related studies and other
research.
1.6 Limitation Of Research
This study has some limitations. First, the focus of this study are employees of
Vinasoy, so findings can not be generalized for employees of all enterprises
operating in Vietnam.

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advancement, and colleagues.
2.1.2 Perceived Ability- Job fit
Definition
Ability-job fit can be defined as the "fit between the abilities of a person and the
demands of a job, or the desires of a person and the attributes of a job" (Sekiguchi,
2004).
Ability- Job fit and Job Satisfaction

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The ability job-fit model demonstrates that work performance, personal
satisfaction and outcomes are enhanced when the employee and work environment
are in perfect synch. Synchronization is a process that includes not just education
and experience, but many dimensions of individual's abilities: ability to learn,
mental hard-wiring, personality archetypes, leadership dynamics and physical
abilities (Coppola, Carini, 2006).
The review of the ability-job fit literature by Edwards (1991) recognized job
satisfaction, low job stress, motivation, performance, attendance and retention as
outcomes that are positively affected by ability-job fit. When ability-job fit is
assessed as the match between what an employee wants and receives from
performing job, it is linked to enhance job-satisfaction, integration, and
organizational commitment, as well as reduced intentions to resign. Additional
benefits for task performance have been established when the meaning of abilityjob fit is expanded to include the match between abilities and their job demands.
Therefore, the hypotheses below can be proposed.
H1: There is a positive relationship between Ability- Job fit and Job
Satisfaction
2.1.3 Supportive and non controlling suppervision
Definition
A study done by Stahl and Koser (1978) indicated that R&D scientists‟ creativity

them express themselves more creatively.
Supportive and non controlling suppervision and Job Satisfaction
When supervisors are supportive, they show concern for employees‟ feelings
and needs; encourage them to voice their own concerns; provide positive, chiefly
informational feedback; and facilitate employee skill development (Deci, Connel,
&Ryan, 1989) . When supervisors are controlling, they closely monitor employee
behavior; make decisions without employee employement; provide feedback in a
controlling manner, and generally pressure employees to think, feel or behave in
prescribed ways (Oldham and Cummings, 1996)
When the supervisor is behaving in a supportive attitude and does not show a

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controlling behavior employees feel free to express themselves more innovatively.
Finding new ways of doing one‟s work, letting creativity into work life requires a
supportive environment. Non-controlling behavior and trust in one‟s supervisor are
climatic components of open communication cultures (Demirel and Fikes, 2010;
Butchoz, 1993) .In such an environment employees feel free to express themselves
in different contexts. Interest in work innovation or “finding new ways of doing
one‟s job” is not an investigated area since its first introduction to the field (Price,
1972) . Finding new ways of doing your job ends up in more satisfied employees
and increased performance.
This relationship can be the subject of a future study. Also finding out the other
necessary conditions in the business organization improving the creativity and
initiative taking capabilities of the employees where especially necessary in sectors
which seek after „innovation can be the subject of a future study. In this study we
observed that when the supervisors behaving in a supportive attitude and does not
show a controlling attitude employees feel free to express themselves more
innovatively.

the expectancy theory. Here, skill seeking and acquisition is motivated by
rewarding an employee for skill or knowledge competencies. In terms of the model
of Vroom (1964)7, the incremental pay increases are the reward outcome, the
value of the increase is the valence, the exertion of skill competency is the effort
outcome and the level of skill seeking behavior is the input effort (Murray and
Gerhart, 1998). This is in accordance with Tosi and Tosi (1986) who state that
workers in a skill based pay system have strong incentives to increase knowledge
and skill since higher skill l Although a skill based pay system (SBPS) is in most
cases beneficial for the firm, it is expected that employees will still prefer a job
based pay system. Not only is it hard to determine how 'competent' one is, the
employee also has to invest in additional education/training in order to receive a
decent salary. The myopic loss aversion theory states that employees are generally
risk averse and have a short evaluation horizon (Bernartzi and Thaler,1995;
Bowman, Minehart and Rabin, 1999; Van der Sar, 2008). Uncertainty about the
exact demands, additional investments in learning and the fear of falling behind are

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all elements that make a SBPS more risk bearing. Tosi and Tosi (1986) report that
especially workers with low motivation, ability and tolerance for work ambiguity
will be unsatisfied with a SBPS.evels are associated with both higher status and
with pay
Employees will perceive a higher level of satisfaction and motivation from a job
based pay system than from a skill based pay system. - Pairness in skill- Based
Pay make employees feel more satisfied
Therefore, the hypotheses below can be proposed.
H3: There is a positive relationship between Pairness in skill- Based Pay
and Job Satisfaction
2.1.5 Goal and Process clarity

generally tend to stick to the safe and secure status quo and often fail to either get
out of their comfort zone or convert loose language into meaningful actioncentered words. In others words, people can be lazy and express goals in vague and
ambiguous ways and think that they have told people what they need.
Clear goals signal what an organization values and expects from workers, while
concomitantly specifying how employee action relates to individual rewards and the
organization‟s broader mission (Stazyk et al. 2011, 610; Wright 2004; Locke and
Latham 1990, 2002; Milkovich and Wigdor 1991).
In fact, the clarity of an organization‟s goals and expectations can lend
considerable credence to organizational systems, such as pay-for-performance, in
the eyes of employees (Milkovich and Wigdor 1991). Not only do clear goals help
set expectations for employees, but research also indicates goal clarity serves an
important motivational purpose in organizations. When organizations set goals that
are specific, challenging but attainable, viewed as legitimate by employees, and
supported by managers, employees demonstrate higher levels of motivation and
performance (see e.g., Locke and Latham 1990, 2002; Wright 2004). In part,
motivation and performance gains result from the overarching tendency and desire
of employees‟ to work toward organizational goals to begin with (e.g., because they
find meaning in the organization‟s mission, because of a desire to master tasks, or
for extrinsic reasons such as increased pay) (Locke and Latham 1990, 2002).

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However, as described above, clear goals also bring a sense of purpose and
direction to an employee‟s job (Stazyk et al. 2011; Barnard 1938; Wright 2001,
2004; Wilson 1989). Unfortunately, when employees are subject to vague or
inconsistent goals, they frequently find it more difficult to understand their
individual roles within an organization, as well as how their work-related tasks
connect to an organization‟s broader mission and objectives (Stazyk et al. 2011;
Rizzo, House, and Lirtzman 1970; House and Rizzo 1972; Chun and Rainey 2005a,

work motivation, and individual and organizational productivity, public
administration scholars argue research exploring the factors that lead to increased
goal clarity (or, conversely, diminished goal ambiguity) and employee goal
commitment are desperately needed in the field (see e.g., Wright 2001, 2004; Chun
and Rainey 10 2005a, 2005b; Pandey and Rainey 2006; Stazyk and Goerdel 2011;
Jung 2012). Wright (2001) maintains any effort to sort out the influence of goals on
employee job satisfaction and work motivation necessitates a firmer understanding
of an employee‟s work context, job characteristics, and job attitudes. These factors,
he believes, provide considerable insight into the overall structure and content of
organizational goals, as well as the likelihood employees will demonstrate goal
commitment. A complete test of Wright‟s model is beyond the scope of this paper.
However, and consistent with other goal ambiguity research, Wright maintains goal
conflict leads to greater goal ambiguity and, consequently, reductions in job
satisfaction (and work motivation). Diversity management scholarship frequently
acknowledges the fact that increased workforce diversity introduces conflict into
organizations (e.g., Pitts 2005; Wise and Tschirhart 2000; Foldy 2004). Conflict
may be interpersonal or may arise from miscommunication among organizational
members. However, as new and different perspectives are introduced into an
organization, conflict is also likely to reflect legitimate disputes over the domains
and content of organizational goals and action (e.g., Foldy 2004; Choi and Rainey
2010; Pitts 2005; Page 2007; Langbein and Stazyk 2011). Consequently, as
organizations become more diverse, goal conflict and ambiguity are likely to
increase as well. 2 Consistent with past research, higher levels of goal ambiguity
often translate into lower levels of employee job satisfaction, which has important
implications for individual and organization performance and productivity.
Therefore, the hypotheses below can be proposed.
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H3: There is a positive relationship between Goal and Process clarity and

Satisfaction
Chapter 3 – RESEARCH METHODOLOGY

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3.1 Data Collection
Participants of the survey are employees of Vynasoy in 5 departments. The
questionnaires were sent out by email to all 350 employees for printing out and fill
in. 289 responses were returned in which only 270 were usable. Making the overall
response rate at around 77 per cent. The data analyses used in this research are
based on the survey results of these 270 respondents. Timing of this survey is from
May 2015 to August 2015.
3.2 Measure of Earch Construct
3.2.1 Job Satisfaction
This meaasure was developed by Schriesheim and Tsui (1980). It uses six items
to form and index that describes overall job sactisfaction . The scale includes single
question to assess the degree of sactisfaction with the work ifself, supervion, coworker, pay, promotion opportunities, and the job in general.
The questions used the a 5-point Likert-type scale where 1 = strongly disagree
and 5 = strongly agree.
Following table 1 shows the measurement Job Satisfaction of by Schriesheim
and Tsui (1980

Table 1: Measurement of Job Satisfaction
No
1

Item

Measurement