RESEARCH PROJECT
(BMBR5103)

ANTECEDENTS OF JOB
SATISFACTION OF EMPLOYEES AT
HOA SEN GROUP

STUDENT’S FULL NAME

: PHAN PHUOC LONG

STUDENT ID

: CGS00018522

INTAKE

: September, 2014

ADVISOR’S NAME & TITLE : DR. NGUYEN THE KHAI
December, 2015


Advisor’s assessment
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1.2.1. Problem statement................................................................................19
1.2.2. Purpose of the study...........................................................................20
1.2.3. The scope of the research......................................................................21
1.2.4. Research questions ................................................................................21
Chapter 2. LITERATURE REVIEW ..................................................................22
2.1. Job Satisfaction .............................................................................................22
2.2. Work – Related Expectancies .......................................................................28

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
2.3. Work Control ................................................................................................30
2.4. Procedural Justice..........................................................................................33
2.5. Supervisory Support ......................................................................................35
Chapter 3. RESEACH MODEL AND HYPOTHESES .....................................38
3.1. Research Model .............................................................................................38
3.1.1. Dependent Variables: ............................................................................38
3.1.2. Independent Variables: .........................................................................38
3.1.3. Constructs .............................................................................................39
3.2. Research Hypotheses ....................................................................................39
3.3. Instruments ....................................................................................................42
3.4. Research Participants ....................................................................................44
3.5. Procedure for Data Collection and Analyze .................................................44
3.5.1. Descriptive analysis ..............................................................................45
3.5.2. The Cronbach‘s Alpha testing ..............................................................45
3.5.3. Correlation Coefficient analysis: ..........................................................45
3.5.4. Regression Analysis ..............................................................................46
Chapter 4. ANALYSIS AND RESULTS .............................................................47
4.1. Demographic Characteristics of the respondents ..........................................47

And I am very thankful for the leader and employees of HSG have supported
this research I conducted, HSG has provided me the data, the annual report required
for this study, and spent time to answer survey questionnaire of this study.
Finally, I thank my classmates, we have worked closely and support each other
during the course. I thank my family, always encouraged and supported me the best
thing throughout the course.
Thank you very much!
Mr. PHAN PHUOC LONG

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

LIST OF FIGURES
Figure 1: Hoa Sen Group's Headquarters in Binh Duong Province ................... 12
Figure 2: Representative office: 183 Nguyen Van Troi Street, HCM City ....... 13
Figure 3: Non-Oxidizing-Furnace line at Phu My 1 Industrial Park, Ba Ria Vung
Tau Province ...................................................................................... 15
Figure 4: Hoa Sen Steel Sheet ............................................................................ 15
Figure 5: Proposed Research Model of Job Satisfaction at Hoa Sen group ..... 39
Figure 6: A summary of demographic characteristics of the respondents ......... 50

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

LIST OF TABLES
Table 1:


HR

:

Human Resource

HRM

:

Human Resource Management

SPSS

:

Statistical Packages for the Social Science

WRE

:

Work – Related Expectancies

WC

:

Work Control


better staffing, balancing

the rights and

responsibilities of the company and employees, helping employees work motivation
better and lasting bond work, jointly developed with the company.
However, as stated in its annual human resource reports, the number of
employees quit jobs gets increasing year over year. That may lead the company to
critical impact of leaking its skilled and well trained workforce. Not only that, it
will take huge invisible cost for the company if these well trained and qualified
employees run out of the company and come to work for the competitors.
Because of these reasons that we have done this study, with a desire to help the
department's human resources management HSG get the data, the more accurate
basis, to build and improve the HR policies are better, do more and better Job
Satisfaction of all employees of HSG, helping them confidence to work effectively,
contribute to the sustainable development of the HSG.
The objective of this study was to explore and identify the impact of Work –
Related Expectancies, Work Control, Procedural Justice, and Supervisory Support
to Job Satisfaction of employees at HOA SEN GROUP.
Keywords: Job Satisfaction, Work – Related Expectancies, Work Control,
Procedural Justice, Supervisory Support.

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

Chapter 1.



Figure 1: Hoa Sen Group's Headquarters in Binh Duong Province

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

Figure 2: Representative office: 183 Nguyen Van Troi Street, Ho Chi Minh City

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
Hoa Sen Group has 5 subsidiaries, 4 manufacturing plants managed by the
parent company, 1 representative office and over 150 branches across the country.
Hoa Sen Steel Sheet One Member Limited Liabilities Company
Address: No. 09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di An
Ward, Di An Town, Binh Duong Province, Vietnam
Hoa Sen Building Material One Member Limited Liabilities Company
Address: Phu My 1 Industrial Park, Phu My Town, Tan Thanh District, Ba Ria
– Vung Tau Province, Vietnam
Hoa Sen Transportation & Engineering One Member Limited Liabilities
Company
Address: No. 09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di An
Ward, Di An Town, Binh Duong Province, Vietnam
Hoa Sen Nghe An Steel Sheet One Member Limited Liabilities Company
Address: Nam Cam Industrial Park, Nghi Xa Commune, Nghi Loc District,
Nghe An Province, Vietnam
Hoa Sen Binh Dinh Steel Pipe One Member Limited Liabilities Company

BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
Hoa Sen Group has successfully developed 5 core competitive advantages,
which are:


The vertically integrated value chain from importing hot roll coil, producing
finished products and directly delivering to end - users;



The system of over 150 distribution–retail branches across the country;



The unique corporate governance and culture under ―Integrity – Community
-Development‖ philosophy;



A system of strong, friendly and community - oriented brand name;



Modern manufacturing system with continuous investment in advanced
technology.

Thanks to these advantages, Hoa Sen Group has acquired and maintained the
leading position in manufacturing and trading steel sheets in Vietnam with 40%
market share in 2013 (according to Vietnam Steel Association in January 2014) and
become the leading exporter of steel sheets in Southeast Asia with the average


Perfect

–

Modesty

–

Straightforwardness – Impartiality – Causality. Besides, with its core value of
INTEGRITY – COMMUNITY – DEVELOPMENT, Hoa Sen Group has built a
unique culture to affirm the missions of the Group to the development of
community and country. Specifically, Hoa Sen Group has contributed many key
products with high value to national economy, created thousands of jobs, joined and
sponsored many charity and social activities.
With the solid foundation built up during the past 13 years, Hoa Sen Group has
gradually affirmed the stature of a dynamic Vietnamese enterprise in the economic
integration as well as a Vietnamese brand name at international level.
THE FISCAL YEAR 2012 – 2013
 Inaugurate and put Galvanizing line with NOF technology and with a
capacity of 120,000 tons/year into operation.
 Establish 7 more branches to increase the total number of branches and
general depots to 115 and 3 respectively.
 Hoa Sen Group honorably received ―Top 100 Vietnamese Largest
Enterprises 2012‖ award and ―Top 30 Largest Vietnamese Private
Enterprises 2012‖ award.
 Hoa Sen Group honorably received ―Top 10 Vietnam Gold Star 2013‖
award and ―Top 10 Corporate Social Responsibility‖ award.
 On September 9th 2013, Hoa Sen Group honorably received Third – Class
Labor Medal awarded by Vice President of Vietnam.

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

1.1.4.

Core values

Integrity – Community – Development

1.1.5.

Business philosophy

 Products‘ quality is the focus
 Customers‘ benefit is the key
 Employees‘ income is the responsibility
 Sharing with community is the obligation

1.1.6.

Logo of HSG

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

1.2. Research Introduction


BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
also increases the risk of a newcomer not being able to replace the person who was
working in that position before.
Like other public companies, in recent years HSG has focused on its HRM by
providing a lot of activities to strengthen its human resource training and
development such as coordinating with universities in HCM city to recruit potential
candidates, conducting variety of internal training programs. Besides, HSG also
provide many HR management policies to retain and develop its workforce such as
salary and reward systems.
However, as stated in its annual human resource reports, the number of
employees quit jobs gets increasing year over year. That may lead the company to
critical impact of leaking its skilled and well trained workforce. Not only that, it
will take huge invisible cost for the company if these well trained and qualified
employees run out of the company and come to work for the competitors.
Because of these reasons that we have done this study, with a desire to help the
department's human resources management HSG get the data, the more accurate
basis, to build and improve the HR policies are better, do more and better Job
Satisfaction of all employees of HSG, helping them confidence to work effectively,
contribute to the sustainable development of the HSG.

1.2.2.

Purpose of the study

The objective of this study was to explore and identify the impact of Work –
Related Expectancies, Work Control, Procedural Justice, and Supervisory Support
to Job Satisfaction of employees at HOA SEN GROUP.
Through the data and the results of this study will help to management and
administration of human resources department of HSG has improved staffing

relationship of Work – Related Expectancies, Work Control, Procedural Justice, and
Supervisory Support to Job Satisfaction of employees at HOA SEN GROUP.
The questionnaire survey in detail, I will present to the appendix.

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai

Chapter 2.

LITERATURE REVIEW

2.1. Job Satisfaction
The Construct
For decades, organizational researchers have been intrigued by employee
satisfaction with work. Some studies have examined anteced- ents of job
satisfaction, specific dimensions of job satisfaction, and the relationship be- tween
job satisfaction and outcomes such as job performance or turnover. Meta-analyses
have shown that the relationship between performance and job satisfaction is
positive, but small (George & Jones, 1997). However, analysis at the organizational
level has shown that organizations with higher average levels of job satisfaction
outperform other organi- zations (Ostroff, 1992). Some have sug- gested that we
still lack a workable under- standing of the way different factors such as work
values, job satisfaction, and perfor- mance interact with one another (George &
Jones, 1997).
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). It is generally recognized
includes

intentions to quit, and actual turnover (Agho, Mueller, & Price, 1993). However,
across studies, the propor— tion
levels of
Griffeth,

satisfaction
1991; Lee,

may

of

variance

in

turnover

be smaller than originally

Mitchell,

Holtom,

other hand, a 2—year longi— tudinal

McDaniel,

explained


factor, job level, is positively correlated with satisfaction with all aspects of the job
probably because higher-level jobs tend to have better working conditions, pay,
promotion prospects, super- vision, autonomy, and responsibility (Robie, Ryan,
Schmieder, Parra, & Smith, 1998). Zeitz (1990) found that perceptions that em—
ployees have about numerous aspects of their work environment (management
climate, job content, reward fairness, employee influence on work group, and
promotion opportunities) explained job satisfaction. This study also found distinct
patterns of work satisfaction at different age levels for non-college graduates (U
shape), non-elite professionals (down— ward sloping), and elite professionals (upward sloping). Personal characteristics such as age, gender, education level, and pay
grade did not contribute incrementally to explain— ing the variance in work
satisfaction be— yond that explained by variables describing the job situation. In

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
Agho, Price, and Mueller (1992), evaluation of alternative confirma- tory factor
models found that job satisfaction and the personality tendencies of negative and
positive affectivity were empirically dis- tinct.
Judge and Hulin (1993) tested the differ— ential effects of employee affective
disposi— tion on job satisfaction. The study found that affective disposition was
antecedent to gen- eral well-being, and well-being was recipro- cally related with
job satisfaction. Judge and Watanabe (1993) found in a longitudinal study that
the effects of life satisfaction on job satisfaction were considerably larger than
the effects of job satisfaction on life satisfaction. It is possible that people with
higher levels of satisfaction with life pay more attention to the positive aspects of
jobs and less attention to the negative aspects. However, it appears that under
conditions of organizational change, job satisfaction has larger effects on life
satisfaction, suggesting that job satisfaction is an essential com- ponent of an
employee‘s life (Judge & Watanabe, 1993).

The Measures
Measures of job satisfaction may assess global satisfaction with a job or
satisfaction with several key aspects of the job such as pay, supervision, promotion,
co-worker, and
the job itself. Sometimes facet measures are averaged together for an overall
measure of satisfaction (Wright & Bonett, 1992). Some studies have used measures
of both global and specific job facet satisfaction because specific facet satisfaction
measures

may better reflect changes in relevant situational factors, whereas a

global measure may more likely reflect individual differences than re- sponses to
specific items (Witt & Nye, 1992). For example, Watson and Slack (1993) used the
Job Descriptive Index (JDI) to measure satisfaction with several facets, such as the
work itself, pay, promotion, supervision, and co-workers. This study also used the
Minne- sota Satisfaction Questionnaire (MSQ) to measure global or overall job
satisfaction. The levels of facet satisfaction had varying degrees of relationship with
global satisfac- tion. Satisfaction with supervision had the largest positive
correlation, whereas satisfac- tion with pay had the lowest. In Taber and Alliger
(1995), significant relationships were found between task-level experiences assessed through job analysis, facet satisfac- tion (the work itself), and global job
satisfac- tion. The percentage of time an employee spends in enjoyable tasks was
correlated pos- itively with higher levels of facet and global satisfaction. It is
possible that workers form a perception pattern about their jobs that is in- fluenced
by the task experiences (Taber & Alliger, 1995). Howard and Frink (1996) found
that individuals in an organization un- dergoing change who perceived growth opponunities were more satisfied with their job overall. Although co-workers were
more im- portant than supervisors for keeping workers internally motivated,

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