Department of Business Administration

I-Shou University

Master Thesis

A Study of factors relationship among the

employee’s satisfaction,

Case study of Ba Dinh Printing Company, Viet Nam

Advisor: Prof.Chiao-Ping Bao

Advisor: Dr. Nguyen Quang Vinh

Graduate Student: Nguyen Van Quyen

July 2016

Abstract

Human resource is considered as one of the critical factors that determines

success of all enterprises. In this context job satisfaction can affect job

performance of employees. The objectives of this study are finding the factors

that affect the employee’s satisfaction and the relationship among these factors

and employee’s satisfaction. The author has also developed research models and

hypotheses. The survey was conducted at BDPC on April, 2016. There were

200 respondents was invited to this survey through answer the questionnaire,

176 sample were returned after removed the invalid answers, 130 sample were

used to conduct the analysis count for 73.9% valid responds rate. From the result

of multiple regression analysis, this study concludes that there are 5 factors have

positive relationship with job satisfaction include: Working condition, Leader,

Relationship of colleagues, Welfare and Training and promotion. Further, this

study also tests the demographic of employee of related to satisfaction, by using

the t-test and anova method, this study shows that there is no difference from

male and position, education level in employee satisfaction. However, the result

shows the difference among, gender, age and experience with BDPC.

Keywords: Job satisfaction, Human resource management, Ba Dinh printing

company.

TABLE OF CONTENTS CHAPTER I: INTRODUCTION .............................. 1

1.1. Background ................................................................................................ 2

1.2. Research objective ...................................................................................... 3

1.3. Research question ....................................................................................... 3

1.4. Overview of Ba Dinh company.................................................................. 3

1.5. Thesis contributions ................................................................................... 5

1.6. Thesis structure .......................................................................................... 5

CHAPTER II: LITERATURE REVIEW ......................... 6

2.1. Employee satisfaction definition ................................................................ 6

2.2. The satisfaction theories ............................................................................. 7

2.3. The factors affect the employee’s satisfaction ........................................... 9

2.3.1. The Working condition ....................................................................... 9

2.3.2. Promotion opportunities .................................................................... 10

2.3.3. Leadership ......................................................................................... 10

2.3.4. Colleague ........................................................................................... 11

2.3.5. Salaries and other benefits ................................................................ 11

CHAPTER III: METHODOLOGY ............................ 14

3.1. Research design ........................................................................................ 14

3.1.1. Selection of research models ............................................................. 14

3.1.2. Questionnaire Design Process ........................................................... 14

3.1.3. Building the observed variables ........................................................ 14

3.2. Sample ...................................................................................................... 16

3.3. Methods of analysis .................................................................................. 17

3.3.1. Descriptive statistics .......................................................................... 17

3.3.2. Scaling ............................................................................................... 17

3.3.3. Factor analysis ................................................................................... 17

3.3.4. Analysis of variance .......................................................................... 17

CHAPTER IV: DATA ANALYSIS ........................... 19

4.1. Respondent characteristic ......................................................................... 19

4.2. Item scaling .............................................................................................. 20

4.3. Reliability analysis ................................................................................... 22

4.4. Factor analysis .......................................................................................... 22

4.5. Correlation Analysis ................................................................................. 24

4.6. Regression Analysis ................................................................................. 25

4.7. T-Test and ANOVA ................................................................................. 28

4.8. Discustion ........................................ 32

CHAPTER 5: CONCLUSION AND RECOMMENDATION .......... 34

5.1. Conclusion ................................................................................................ 34

5.2. Recommendation ...................................................................................... 34

5.3. Research contrubuion ............................................................................... 38

5.4. Research limitation ................................................................................... 39

Reference: ............................................ 40

LIST OF TABLES

Table 4.1 Respondents characteristic ........................... 19

Table 4.2 Item scaling result ................................ 21

Table 4.3 Reliability Statistics ............................... 22

Table 4.4 Factor analysis ................................... 22

Table 4.5 Variables Correlations .............................. 24

Table 4.6 Model Summary ................................. 26

Table 4.7 Anova of regression model ........................... 26

Table 4.8 Multiple regression result ............................ 27

Table 4.9 The t-test of difference between male and female in satisfaction .. 28

Group Statistics ......................................... 28

Table 4.10 Anova of different of employee satisfaction among age group ... 28

Table 4.11 The Mean different of employee satisfaction related to age. .... 29

Table 4.12 Anova of the different of employee satisfaction among education

level group ............................................ 30

Table 4.13 Anova of different of employee satisfaction among experience with

BDCP ............................................... 30

Table 4.14 The Mean different of reader satisfaction related to experience with

NHN. ............................................... 31

Table 4.15 The t-test of difference between manager and staff in satisfaction 32

1

LIST OF FIGURES

Figure 1.1 Organizational structure (Source: BDPC) ................. 5

Figure 2.1 Research model ................................. 12

2

CHAPTER I: INTRODUCTION

1.1. Background

Human resource is considered as one of the critical factors that determines

success of all enterprises. In the research of Wheeland, (2002) shows that human

resources are decisive factors in the development of the organization. In the

context of fierce competition between domestic enterprises and foreign

enterprises, an employee may waive his work for many reasons. The cause may

be due to dissatisfaction with salaries, respected, motivation and development

opportunities, training, company policy, colleagues, working environment. So it

requires all enterprises have a good strategy for human resource for remaining

the talent and recruiting new high quality staff.

Every one want to be loyalty and attachment with the organization,

however, the enterprise have to create the good working environment in order to

make their satisfaction with the work. When employee fell satisfaction and

loyalty to the work, they will help organizations reduce the costs of recruiting,

training and reduce errors in the process of working down from the new

employee. Job satisfaction leads to increased productivity and performance.

Saari and Judge's study (2004) find that job satisfaction can affect job

performance of employees. Overall, the study showed that if a firm makes

employees happy, the employee will be more loyal, less resigned than reduce

strikes and union activities.

In Vietnam, researches on employee satisfaction are still limited. And the

research is just concentrate on the internal activities from the HR department

due to experience, cost and time.

Ba Dinh Printing Company (BDPC) has 215 employees whose are

working at three factories. Recognizing the importance of human resources, the

leader of the company has spent a lot of attention to give the good material life

and spirit for employees. However, due to company have 3 factories so creating

3

the employee satisfactionare facing many difficulties, the main problem is

company still can not find out what is main factors that may lead to employee

satisfaction and there are not any research about this topic. So this study “The

factors affecting employee satisfaction at Ba Dinh Printing Company” is

necessary to help the BDPC’s leaders as well as others enterprise especially the

state own enterprise in increasing the efficiency of human resource management

and improve the company competition.

1.2. Research objective

The main objectives of this study are finding the factors that affect the

employee’s satisfaction and the relationship among these factors and employee’s

satisfaction.

1.3. Research question

To rereach the research objective, this research will answer the flowing

research question

RQ1: Do the salary has a positive impact on job satisfaction of employee

in BDPC?

RQ2: Do the working conditions have a positive impact on job

satisfaction of employee in BDPC?

RQ3: Do the colleagues relationship have a positive impact on job

satisfaction of employee in BDPC?

RQ4: Do the leader’s decisions have a positive impact on job satisfaction

of employee in BDPC?

RQ5: Do the welfarehas a positive impact on job satisfaction of employee

in BDPC?

RQ6: Do the Training, promotion have a positive impact on job

satisfaction of employee in BDPC?

1.4. Overview of Ba Dinh company

Ba Dinh Company is a state owned enterprise under the Ministry of

Police.

4

Head office: Number 160 - Thai Thinh - Dong Da - Hanoi

Phone Number: 04 6402198

Name: Ba Dinh printing company

The precursor of Ba Dinh Printing Company is the enterprise in the

synthesis of the Interior Ministry. Then, due to organizational management

requirements and company’s development, in 1997, the enterprise was merged

from two firms named XZ72 and XZ72 company.

Ba Dinh Printing Company was established under Decision No.

919/1999/QD-BCA (X13) with full name is Ba Dinh printing company.

From its founding to the present, along with the difficulties of the country

during the renewal comes up, the company has faced with many challenges, but

thanks to the direct attention of leaders at all levels and especially the continued

efforts of the whole staff, the company in Ba Dinh has successfully completed

the assigned tasks, contributing to the overall development of the country.

Company duties includes:

- Ensure timely supply, quality, properly approved cost of printing

products, special types of paper and other products according to the plan and

orders of the police.

- Serving the needs of the general development of economic activity.

- Resolve jobs, the lives of officers and men in the company. Training and

employment for redundant objects in the industry as well as child soldiers and

officers in accordance with the policies used by field personnel.

- Serve the other business requirements.

In addition to the task of serving the targets assigned by the Ministry of

Police, the company can manufacture other products business to take advantage

of production capacity and technical equipment available.

5

Organizational structure:

Figure 1.1 Organizational structure (Source: BDPC)

1.5. Thesis contributions

First of all, the thesis systematizes theories of employee satisfaction.This

study is contributed to reaffirm the role of satisfaction in productivity of

enterprise, determines the factors affecting the employees satisfaction. The

theme also helps the managers in BDPC with a clear look and more details on

the status of the satisfaction of the employees in company.

Finally, through analysis and evaluation of collected data also proposed a

number of measures to increase the satisfaction of employees. The author hopes

the proposals and recommendations of the authors will be introduced in practice

and bring high efficiency.

1.6. Thesis structure

The thesis is divided in to 5 chapters:

Chapter 1 – Introduction

Chapter 2 – Literature review

Chapter 3 – Methodology

Chapter 4 – Data analysis

Chapter 5 – Conclusion and recommendation

Director Board

Adminstratio

n

Finanice and

Accouting

Sale

department

Printing

Factory 1

Printing

Factory 2

Paper Factory

ZX 72

6

CHAPTER II: LITERATURE REVIEW

2.1. Employee satisfaction definition

In the literature, employee satisfaction is a concept with many differents

definition. Job satisfaction reflects the needs and personal wishes are met and

the level of the staff feels about their work (Kusku 2003). This definition comes

from the theory of Maslow (1943) suggest that the employee satisfaction from

low to high of needs. Goldie ,Wright and Kim (2004) shows that job satisfaction

is the fit between what employees want from work and what they felt from the

job.

Some other studies suggest that job satisfaction is satisfaction with

various aspects of work. Level of satisfaction with job aspects affecting attitudes

and awareness of staff, which is the study of typical job description index (JDI)

by Smith (1969). In this study, job satisfaction is reflected in the group's key

elements (1) work, (2) advancement opportunities, (3) leadership, (4) and

colleagues (5) salary. Many other researchers (Spector, 1997; Tran Kim Dung,

2005; Luddy, 2005) acknowledged the consider satisfaction in many aspects of

Smith's work in the different studies.

Generally there are two trends put forward the concept of job satisfaction.

The first trend considers job satisfaction is a common variable of emotions

(positive or negative) of the employee to work, affecting the beliefs and

behavior of employees. The second trend considers job satisfaction as many

different aspects of the job.

Thus, there are many concepts of employees satisfaction, but in the most

generalized form, job satisfaction is the employees feeling about their work and

other aspects of how does their work.

In this research, the authors consider job satisfaction under all aspects of

the work and the overall satisfaction of employees to work in general.

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2.2. The satisfaction theories

According David Mc. Clelland (1965) argues that humans have three

basic needs are: demand achievements, alliances needs and power needs.

(1) The need for achievement

People with a high need for achievement are one who pursues the

settlement of the job in a better way. These people want to overcome the

difficulties andobstacles;they want to feel that the results of their actions

determine the success or failure of them. Those with high achievement needs

generally prefer the challenging job. General characteristics of those with high

achievement needs:

(2) The need for coalition

Like the social needs of A. Maslow, it is accepted love, friends. Workers

demand higher league will do a good job of creating a friendly and social

relation.

(3) The demand for power

Demand for power is the need to control and influence others as well as

their working environment. The researchers pointed out that people in need and

demand reliable power achievements tend to become managers.

Vroom (1964) suggested that workers would be motivated if they believe

in the value of the target, and they can see that the work they do will help them

achieve their goals. Vroom indicates that motivation is a product of the expected

value that people place on the objectives and the opportunities that they see will

accomplish these objectives. Vroom's theory may be stated as follows:

Motivation = enthusiasts * expectation

When a person has no objective to achieve so the enthusiasts equal

zezoand the expectation will be a negative sign when the workers objected to

achieve that goal. The results of both cases have no motivation. Similarly, a

person may not have any motivation to achieve goals if hope is zero or negative.

Porter and Lawler (1968) came up with a model of the perfect motivation

than the majority is built on the theory of motivation (Figure 2.2.)

8

This model is more appropriate to describe the system of motivation. The

model shows that motivation is not a problem simply causes and effect.

Model of job descriptions index of Smith et. Al., (1969) basically consists

of the following five factors:

The nature of job: A job will provide overall satisfaction for employees

and create good jobs effectively if it meets the following characteristics: For the

different skills, employees understand procedures the job and the job has a

certain importance for the organization's activities. Also suitable job with a

certain capacity of the employee, the employee shall be arranged, which can be

arranged to promote all its strengths, little work was transferred ... also

considered will create satisfaction for employees.

Leadership: Leadership is understood as the direct supervisor of the

employee. Leadership can bring satisfaction to employees with their work

through communication, attention, pay attention to his subordinates, have good

judgment about the capacity of employees, protection of human members when

necessary. Besides the satisfaction of the employee's leadership also through fair

treatment, sincere recognition of employee contributions. Want to do that,

superiors must have the leadership capacity and technical capacity.

Colleague: Colleagues is understood as the place to work, with content

similar job in a chain or operations related to each other within the organization.

Colleagues who work directly with units frequently have relationships with each

other on a job, exchanged concerned about jobs. Due to the nature of work

involved with each other, most of the time workers are exposed to each other.

Therefore, the relationship between peers also affect job satisfaction. Workers

will be more pleased if among colleagues together with confidence, dedication,

friendliness, support and help each other.

Opportunities for training and development: Training is the process of

learning the knowledge and skills to serve a specific job. Progression is going up

higher positions in the working system. The purpose of staff training in addition

to raising their level of development was the purpose of the system, we have an

9

intimate relationship with each other.

Income: Income is the amount employees gained from his work in the

organization, excluding the revenues outside the main job at the company.

Factor income is an important factor affecting the satisfaction of employees

towards work. Employees always have a comparison of income levels with

colleagues, comparing income in this unit with other units ... high level of

overall income, leveling will not encourage the efforts of employees, the reverse

will that those with a higher capacity to feel unworthy. The best way to create

satisfaction in income that is paid according to the results they have done with

specific criteria.

Tran (2005) examined over 558 employees are working full-time to see:

the level of satisfaction regarding wages has negative relationship with the level

of efforts, efforts of employees. This paradox is explained by the lack of

knowledge of business skills in the market wage system, how to design a system

of scientifically wage scale; Compensation payments are often severe emotional,

arbitrarily, with unclearly defined policy. The result is the effort; try to

contribute to the organization increasingly dissatisfied with the current salary

policy.

Although the study by Tran Kim Dung and his colleagues is still limited,

But should recognize the contributions of this study, particularly in the context

of the country do not have much research on human problems.

2.3. The factors affect the employee’s satisfaction

Factors affecting job satisfaction of employees include: The nature of

work, opportunities for development, leadership, colleagues, salary / income and

other benefits.

2.3.1. The Working condition

The job satisfaction of employee’s dependent on the satisfaction with the

composition of work, the nature of works (Loke and King 1995).

The compatibility of work with workers is expressed through many

10

aspects of the nature of work, such as job matching and professional capacity of

the employees or not; employees have a clear understanding of what you do or

do not, work can provide the impetus dedication and creativity of the employees

or not; work can promote the ability of individual workers or not.

The employee will be very pleased if the organization has a reasonable

division of labor, their participation conditional on the job is, they are

independent in their work, workload and working time of physical. In addition,

other conditions such as meaningful work, the job requires high capability...

would increase the satisfaction of employees

2.3.2. Promotion opportunities

Promotion opportunities affecting job satisfaction of employees. In

Vietnam, the study by Tran (2005)suggests that opportunities for promotion

have a positive impact on job satisfaction. In these studies, “opportunities for

promotion factors to be considered under the aspects such as professional

training, with personal development opportunities, there are opportunities for

those who have the ability, fairness HR policy development, create opportunities

to improve the professional skills of workers”.

2.3.3. Leadership

“Leadership brings satisfaction to the workers through the creation of fair

treatment, expressed an interest in their subordinates, have the capacity,

visibility and operating capabilities as well as support staff work” as mentioned

by Robins et al, (2007).

Leadership plays an important role between job satisfaction of employee’s

work comes from the support and guidance of the commander with the related

tasks of the employees. The attitude and behavior of staff leaders may also be a

factor affecting the behavior of cooperation or cooperation of the workers.

The level of the leadership team decided to the satisfaction of the

employees. If the organization has a team of human resource management, the

poor quality of human resource development will be difficult from the

beginning. Poor administrators will plan unreasonable human resources; hiring

11

the wrong person or inaccurate assessment. Conversely charge of a team of

qualified personnel, the leaders have democratic style, creating much sympathy

from the employees can promote their work and reduce disagreements at work.

2.3.4. Colleague

Colleague relations and co-workers support will contribute to increasing

job satisfaction of employees (Johns, 1996; Kreitner & Luddy tutorial Kinicki

2001, 2005).

In an organization, often the work will be closely related to each other, so

the workers in the organization will need to come into contact with each other.

On the other hand, due to communication needs of people, certainly in the

organization colleagues will have a relationship with each other. This

relationship affects job satisfaction in two opposite directions. If an organization

in which employees in the same position next to the corner of each other,

causing a lot of pressure to another person, the job satisfaction of employees will

decrease.

Conversely, satisfaction of employees will increase as colleagues within

the organization ready to help each other, to work together effectively, the

relationship is not strained, and friendly working environment and interpersonal

relations is trustworthy.

2.3.5. Salaries and other benefits

Some studies suggest that “there is little empirical evidence shows that

wages can affect job satisfaction. The employee can enter the high-income, but

they still do not feel satisfied when a job does not match or can not integrate into

the job” (Luddy, 2005). But in reality, wages are still factors affect the

satisfaction of employees.

Wages are factors to consider aspects such as: the fit between wages at the

employee's contribution, the employee can live with the current level of income,

other than income, such as salary bonuses and allowances are reasonable

division. Also consider relational aspects compares with earnings of other

entities.

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2.4. Research model and hypotheses

Base on the theory and related studies, this research come out with the

independent variable that affects the satisfaction of employees include:

- Salaries

- Working conditions

- Colleague

- Leadership

- Welfare

- Training and promotion

From the independent variables and the dependent variable model

research above is developed as Figure 2.3:

Figure 2.1 Research model

The research hypothesis includes:

Salaries factor in this study was reviewed under the aspects of mismatch

between salaries with contributions from employees or compare with salaries of

that same rank in other companies. Although some studies show that salaries

have little impact on job satisfaction. However, with a developing country, the

salaries remain a key factor.

H1: Salaries have a positive relationship on job satisfaction

Factor of "working conditions" reflects the relevance of the nature of

work to the capacity and desire of employees. This factor also includes the

Salaries

Employee

satisfaction

H6

H3

H2

H4

H5

H1

Working conditions

Colleague

Leadership

Welfare

Training and promotion

13

employees get a reasonable working arrangements, creating conditions to

promote all employee’s abilities. Lady (2005) and Duong (2014), examined the

relationship between working conditions and the overall satisfaction and show a

positive relationship. So this study suggests:

H2: Working conditions have a positive relationshipon employee

satisfaction

In Vietnam, the empirical study of Ha and Vo (2011) showed a positive

relationship of colleagues and job satisfaction. So this research hypothesis as

follows:

H3: Relationship of colleagues and employee satisfaction

Leadership here is understood as the direct supervisor of the employee.

Duong (2014) have confirmed an editable that by creating equal treatment,

showing interest in their subordinates, as well as the support to staff, leaders can

bring satisfaction for employees. So this study suggests the following:

H4: The decision of the company leader has a positive relationship on

employee satisfaction

Besides salaries, welfare also affects the job satisfaction of employees.

The welfare here might be form of bonuses, benefits in terms of health, leisure

services, housing services and transport. Research suggests:

H5: Welfare policies have a positive relationship on employees'

satisfaction

Promotion opportunities are the opportunities to develop and weigh up to

a higher position in the organization or not. Herzberg's theory shows

opportunities for promotion are factors motivate employees.

H6: Training and promotion have a positiverelationship on employee

satisfaction.

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CHAPTER III: METHODOLOGY

Chapter 2 presents the theory and research related to the job satisfaction

of employees. The author has also developed research models and hypotheses.

Chapter 3 includes the main parts: study design, sample and analysis methods.

3.1. Research design

3.1.1. Selection of research models

JDI model is used to design the questionnaire and collect and analyze data

in this study. Authors choose this JDJ modelis a valuable tool and reliably

proven.

The study showed that using JDI concepts are high reliability.

Smuker(2003) survey showed that the factors in the model of JDI Cronbach's

alpha greater than 0.7 means high reliability. In the study by Futrell (1979), the

alpha coefficient from 0.67 to 0.96 achieved; Nagy’s research (2002) the factor

from 0.83 to 0.9 ratio. In Vietnam, in the study by Tran (2005) also showed that

the Cronbach's alpha was both greater than 0.6.

Thus can see that JDI is a reliable set of indicators to perform research on

job satisfaction.

Some other reasons to choose models JDJ:

- Vorster (1992) concluded that JDI has been standardized and consistent

wwith conditions in the different studies.

- JDI was Schneider and Vaught (1993) used in the investigations in the

public sector to measure job satisfaction of employees.

- According to Heneman, Schwab, Fossum and Dyer (1983): Model JDI is

easy to use and to accomplish without much required too high.

3.1.2. Questionnaire Design Process

The survey questionnaire is built on the model of JDJ combined with

studies of Smith et al., (1969), the study by Tran (2005),Chau (2009).

3.1.3. Building the observed variables

The observed variations are built based on theory and research of JDI

15

related to the satisfaction. Specifically, the observed variables of each factor is

determined as follows:

Factor "Salaries" is evaluated through 4 observed variables adapted from

a study by Tran Kim Dung (2005), including:

(1) Salary matching capabilities and contributions of employees

(2) The distribution of wages for employees fairly and in accordance with

contributions

(3) The employee can live with the current level of income

(4) The employee's salary on par with equivalent positions in other units

Factor "working conditions" is evaluated by 5 variables observed and

adjusted to suit the new research environment:

(1) Work in line with the capacity and expertise of employees

(2) Workers clear understanding about job and create conditions for the

promotion possibilities

(3) Workers are motivated to job creation

(4) The work intersting and challenging

(5) The workload reasonable to workers

(6) The working environment safe and hygienic

(7) Environment fully equipped to support employees

For factors of "colleague" in this study also used 4 observed variables,

including:

(1) Co-workers in the company often willing to help each other

(2) Co-workers work effectively together

(3) Friendly Colleague

(4) Reliable Colleagues

Factors "leadership" is measured through 5 observed variables are set:

(1) Leaders are always interested in subordinate

(2) Workers receive more support from superiors

(3) The decision of the leadership is reasonable and fair

(4) Leadership capacity, vision and the ability to run well

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(5) Leadership valued and appreciated contributions of employees

Welfare factors are assessed through observation variables as follows:

(1) Reward matching capabilities and contributions of employees

(2) A reasonalble financing policies for business trip

(4) The company has services for housing and travel

(5) The Company has organized recreational activities for employees

With factor of "training, Promotion", 5 observed variables were

constructed to evaluate this factor, in particular:

(1) The employee shall be required professional training

(2) Workers are facilitating enhanced professional skills

(3) The employee has the capacity with opportunities for promotion

(4) The employee has the opportunity to develop personal

(5) The training and promotionis very fair

Independent variable "satisfaction with work" will also be evaluated

through the variables:

(1) The employee happy with the work here

(2) The employee feels delighted to be chosen to work here

(3) The employee view the company as second homes

After selection of the scale, to build the observed variables, the

questionnaire designed by the author of 2main parts:

(1) Personal information of Respondent

(2) The contents of the main questions

(3) The opening question

3.2. Sample

The purpose of the study was to assess the level of job satisfaction of

employees at the BDPC. So the study sample was identified as workers with

multiple jobs, many different positions and is now working full time in the

company. The employees do freelance contract or part-time are excluded from

the subject of investigation.

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Within the scope of this essay, with resource limitations, the authors

selected sample size was 120. The questionnaire will be delivered to more than

120 employees working in all departments in order to ensure after cleaning the

sample, eliminating the questionnaire is not satisfactory, the author still 120

valid questionnaires.

3.3. Methods of analysis

3.3.1. Descriptive statistics

Samples collected will be conducted in accordance with the statistical

classification variables. The basis for classification include: Gender, age,

education, work placements and work experience. Also scoring average,

maximum value, minimum value and standard deviation of the answers in the

questionnaires collected.

3.3.2. Scaling

Factors inspection is done by Cronbach`s Alpha scales. These variations

are observed not guarantee minimum reliability will be removed from the scale

and does not appear in the analysis of factors. In this study, Cronbach's alpha

coefficient was taken as the minimum of Hair Research and colleagues at 0.6.

Variables Cronbach's alpha coefficient of less than 0.3 is considered junk

variable.

3.3.3. Factor analysis

After the observed variables were tested using Cronbach's Alpha scale,

they will be included in the explore factor analysis (EFA). Factor analysis will

help authors observed variables collapsed into more significant variables in

explaining the research model.

3.3.4. Analysis of variance

For the test of the difference between the overall research expertise this

study use T-test and analysis of variance (ANOVA), testing is also used to

directly compare the value p- corresponding value. To consider the difference

occurs in the category involving three or more groups are using Post Hoc Test

by Tukey to assess value.

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To test the relationship among factors and job satisfaction of employees in

the research model, this study is using methods of correlated with the correlation

coefficient "Pearson correlation coefficient", that is denoted by "r". Values in the

range between -1 ≤ r ≤ 1. If r > 0 expressed positively correlated. Conversely, r

< 0 represents the inverse correlation. Value r = 0 indicates that the two

variables do not have a linear relationship.

1: The relationship between the two variables tighter

0: the relationship between two variables as weak

The level of significance "sig" of the correlation coefficient, as follows:

σ < 5%: fairly tight correlation

σ < 1%: very tight correlation

The next step, using methods of multiple linear regression to determine

the meaning and linear correlation of the variables in the model.

19

CHAPTER IV: DATA ANALYSIS

4.1. Respondent characteristic

The survey was conducted at BDPC on April, 2016. There were 200

respondents was invited to this survey through answer the questionnaire, 176

sample were returned after removed the invalid answers, 130 sample were used

to conduct the analysis count for 73,9% valid responds rate. Table 4.1 shows the

respondents characteristic

Table 4.1 Respondents characteristic

Characteristic Frequency Perce

nt

Valid

Percent

Cumulative

Percent

Sex Male 67 51.5 51.5 51.5

Female 63 48.5 48.5 100.0

Total 130 100.0 100.0

Age >25 year old 6 4.6 4.6 4.6

26 - 35 year old 15 11.5 11.5 16.2

36 - 45 year old 64 49.2 49.2 65.4

<45 year old 45 34.6 34.6 100.0

Total 130 100.0 100.0

Educatio

n

Master/PhD. 5 3.8 3.8 3.8

University 16 12.3 12.3 16.2

College 28 21.5 21.5 37.7

High School 63 48.5 48.5 86.2

Lower high school 18 13.8 13.8 100.0

Total 130 100.0 100.0

Experienc

e

>5 years 28 21.5 21.5 21.5

5 - 10 years 37 28.5 28.5 50.0

<10 years 65 50.0 50.0 100.0

Total 130 100.0 100.0

Position Manager 21 16.2 16.2 16.2

Staff 109 83.8 83.8 100.0

Total 130 100.0 100.0

20

The result shows that, in total 130 respondents in this study, there are

51.5% of male and female count for 48.5.Related to age of respondents, the

result indicates that employee in this survey who is under25-year-old is 4.6%,

from 26-35-year-old is 11.5%, from 36 - 45-year-old is 49.2 % count for the

most age group of this study, also people who is more that 45-year-old count for

the second group with 34.6%. This result indicates that almost employee in this

study have high age level (from 36 - 45 or more).

For the education level of respondent, this result shows that people who

has the Master/PhD. Degree is 3.8%, Bachelor degree is University

12.3%,College degree is 21.5%,High School degree is48.5% andLower high

schoolcount for 13.8% in this study indicate reasonable rate of education level

as the company is printing company and almost employee is blue color worker

with just have the professional skill training.

Related to experience of employee with BDPC, this result shows that the

people who has less than 5 years’experience in BDPC count for 21.5%, from 5 -

10 years is 28.5 and employee who have more than 10years’ experience count

for 50% indicates the long time experience of respondents in this study since

this company is state owned company with the mission is serve for army, so all

most people in this company are working for long time. Also this study shows

the position of respondent, there were 21 (16.2%) people who is managers in

this study while 109 respondents are staff count for 83.8%.

4.2. Item scaling

In this study descriptive analysis method is used for scaling the item in the

questionnaire to see the center tendency of data. The result is shown in the table 4.2.

21

Table 4.2 Item scaling result

N Mean Std.

Deviatio

n

Varianc

e

Statisti

c

Statisti

c

Std.

Error

Statistic Statistic

SAL1 130 3.95 .100 1.137 1.292

SAL2 130 3.58 .102 1.167 1.361

SAL3 130 3.55 .087 .989 .978

SAL4 130 3.93 .101 1.149 1.321

WCD1 130 3.51 .093 1.058 1.120

WCD2 130 3.32 .101 1.156 1.337

WCD3 130 3.55 .102 1.162 1.351

WCD4 130 3.63 .105 1.195 1.429

WCD5 130 3.75 .101 1.150 1.323

COL1 130 3.60 .097 1.104 1.219

COL2 130 3.59 .093 1.062 1.127

COL3 130 3.51 .090 1.029 1.058

COL4 130 3.62 .092 1.045 1.091

LEA1 130 3.39 .106 1.204 1.450

LEA2 130 3.41 .093 1.062 1.127

LEA3 130 2.95 .090 1.026 1.052

LEA4 130 3.49 .108 1.228 1.508

WEL1 130 3.09 .084 .960 .922

WEL2 130 3.08 .082 .932 .869

WEL3 130 2.82 .090 1.030 1.061

WEL4 130 3.30 .096 1.090 1.188

TAP1 130 3.00 .127 1.447 2.093

TAP2 130 3.10 .112 1.281 1.641

TAP3 130 3.11 .093 1.058 1.120

TAP4 130 3.15 .085 .965 .932

SAT1 130 3.25 .096 1.093 1.195

SAT2 130 2.96 .087 .991 .983

SAT3 130 2.88 .096 1.100 1.210

Valid N

(listwise)

130

22

From the result, there are 28 item have scaled and shown the fitness data

for continuing analysis with all most items have mean value greater than 3 score.

4.3. Reliability analysis

Using Cronbach's Alpha reliability coefficient to remove mismatch variables

because the variables of this garbage could create dummy elements. Table 4.3

shows the result of Cronbach's Alpha analysis

Table 4.3 Reliability Statistics

Variable Cronbach's Alpha N of Items

Salary .886 4

Working condition .858 5

colleague .863 4

Leader .854 4

Welfare .848 4

Training and

promotion

.821 4

Employee satisfaction .842 3

The result indicate the good reliability of the scale was assessed by means

of internal consistency with all variable is above have alpha value = .7 and

Corrected Item-Total Correlation is >0.3 it is good fitness data for continuing

analysis as suggested by Nunally, (1978).

4.4. Factor analysis

Table 4.4 Factor analysis

Rotated Component Matrixa

Component

Salar

y

Working

condition

colleagu

e

Leader Welfare Training and

promotion

SAL1 .868

23

Results of factor analysis (EFA) shows that 25 observations variables are

grouped into 4 factors. Factor Loading is> 0.6 shows the good indicated. KMO

value = .845 is consistent with EFA data. Statistics Chi-square test of Bartlett's

is significance level with p= .000. Thus the observed variables are correlated

with each other on the scope of the overall review.

Total Variance Explained (TVE)= 70.740% (> 50%) expressed that 6

SAL2 .798

SAL3 .711

SAL4 .897

WCD1 .716

WCD2 .718

WCD3 .661

WCD4 .715

WCD5 .811

COL1 .876

COL2 .776

COL3 .728

COL4 .820

LEA1 .799

LEA2 .765

LEA3 .802

LEA4 .698

WEL1 .719

WEL2 .807

WEL3 .763

WEL4 .745

TAP1 .683

TAP2 .818

TAP3 .736

TAP4 .754

Eigenvalues 8.557 2.359 2.198 1.659 1.624 1.288

% of

Variance

34.22

7

9.438 8.792 6.636 6.496 5.153

KMO = .845; p<0.05;Total Variance Explained (TVE) =70.740

24

factors explain drawn 70.740% of the data variability; thus the scales are

acceptable. Stops when extracting factor 6th with eigenvalue = 1.288> 1 show

the fitness factor analysis.

4.5. Correlation Analysis

Table 4.5 shows the correlation analysis results of the study.

Table 4.5 Variables Correlations

SAL WCD COL LEA WEL TAP SAT

SAL Pearson

Correlation 1 .490

** .297

** .335

** .333

** .305

** .451

**

Sig. (2-tailed) .000 .001 .000 .000 .000 .000

N 130 130 130 130 130 130 130

WC

D

Pearson

Correlation .490

** 1 .307

** .442

** .474

** .465

** .656

**

Sig. (2-tailed) .000 .000 .000 .000 .000 .000

N 130 130 130 130 130 130 130

COL Pearson

Correlation .297

** .307

** 1 .323

** .434

** .310

** .446

**

Sig. (2-tailed) .001 .000 .000 .000 .000 .000

N 130 130 130 130 130 130 130

LEA Pearson

Correlation .335

** .442

** .323

** 1 .471

** .483

** .702

**

Sig. (2-tailed) .000 .000 .000 .000 .000 .000

N 130 130 130 130 130 130 130

WEL Pearson

Correlation .333

** .474

** .434

** .471

** 1 .414

** .603

**

Sig. (2-tailed) .000 .000 .000 .000 .000 .000

N 130 130 130 130 130 130 130

TAP Pearson

Correlation .305

** .465

** .310

** .483

** .414

** 1 .708

**

Sig. (2-tailed) .000 .000 .000 .000 .000 .000

25

N 130 130 130 130 130 130 130

SAT Pearson

Correlation .451

** .656

** .446

** .702

** .603

** .708

** 1

Sig. (2-tailed) .000 .000 .000 .000 .000 .000

N 130 130 130 130 130 130 130

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

According to the correlation matrix in the table 4.5, the variables of

Salary, working condition, colleague, Leader, Welfare, Training and promotion

and employee satisfaction are correlated with a correlation coefficient r > 0.3

with a significance level Sig < 5%, indicates significant.

4.6. Regression Analysis

As stated above, to assess the impact of factors affecting the employee

satisfaction author used multiple regression model. From the analysis above

factors have been identified 6 factors that affect the factors affecting the

employee satisfaction regression model is written as follows:

Y= ß0+ß1X1+ß2X2+ß3X3+ß4X4+ß5X5+ß6X6

Where:

Y: Employee satisfaction

X1: Salary

X2: Working condition

X3: Colleague

X4: Leader

X5: Welfare

X6: Training and promotion

The fist regression the result shows that there are not all the coefficients of the

regression equation are positive; it means that the 6 factors studied only 4 factor

have a positive impact on the employee satisfaction. The analytical results show

that, 4 variables included in the model are significant (Sig. < 5%) include:

Working condition (beta = .238), Leader (beta = .319) Welfare (beta= .145) and

Training and promotion (beta = .342). However, two factors don’t have positive

26

impact on employee satisfaction are: Salary (beta = .050, p > 0.05) and

Colleague (beta = .087, p > 0.05).

Then the Salary is removed from the multivariate regression and run again. The

results in Table 4.6 shows that R2 Adjusted is 0..758, it means a linear regression

model was built deficit is consistent with the data means that 75.8% of the

variation level of employee satisfaction level is explained by the factors

included in the model, the rest are other factors that have not been studied.

Besides coefficient Durbin - Watson of the model is 1.917 < 2, show no

autocorrelation.

Table 4.6 Model Summary

Model Summaryb

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

Durbin-

Watson

1 .876a .767 .758 .45562 1.917

a. Predictors: (Constant), TAP, COL, WCD, LEA, WEL

b. Dependent Variable: SAT

The results of Table 2.7, show the ANOVA result of model with F =

81.826, P <0.01 show that the multiple regression model is consistent with the

overall study and can be used

Table 4.7 Anova of regression model

ANOVAa

Model

Sum of

Squares df

Mean

Square F Sig.

1 Regression 84.933 5 16.987 81.826 .000b

Residual 25.742 124 .208

Total 110.674 129

a. Dependent Variable: SAT

b. Predictors: (Constant), TAP, COL, WCD, LEA, WEL

27

The result of multivariate regression analysis with indicators beta shows

that any of5 factors: Working condition (beta = .254), Colleague (beta = 0.93),

Leader (beta = .324) Welfare (beta= .148) and Training and promotion (beta=

.343) are improved then affecting employee satisfaction.Specifically, employee

satisfaction is most affected by the Training and promotion (Beta = .343), it

means that if Training and promotion improve a unit, the employee satisfaction

will improve 0.342 units. Next is the leader factor (Beta = .324), the third impact

factor is Working condition (Beta = .254), the forth impact factor is Welfare

factor (Beta = .143) and the last impact factor belongs to Colleague factor (Beta

= .093). For this, the all hypothesis are confirmed.

The regression equation showing the relationship expressed satisfaction

with the elements is written as follows:

Table 4.8 Multiple regression result

Coefficientsa

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

1 (Constant) -.799 .211 -3.792 .000

WCD .258 .054 .254 4.782 .000

COL .096 .051 .093 1.895 .040

LEA .317 .053 .324 6.027 .000

WEL .164 .061 .148 2.685 .008

TAP .328 .051 .343 6.471 .000

Dependent Variable: SAT

Y = -.799 + .254X2 + .096X3 +.324X4 .148X5 +.343X6

From the result of multiple regression analysis, this study conclude that

there are 5 hypothesis is supported in this thesis include: H2: there are positive

relationship between Working condition and job satisfaction in BDPC ,H3:

there, are positive relationship between Leaderand job satisfaction in BDPC, H4:

Relationship of colleagues and employee satisfaction H5: there are positive

relationship between Welfare and job satisfaction in BDPC, H6: there are

positive relationship between Training and promotion and job satisfaction in

28

BDPC

4.7. T-Test and ANOVA

For testing the thedifferent of employee satisfaction among respondent

characteristicthis study use t-test and anova to find the different among

demographic of employee relate to satisfaction.

- The different of employee satisfaction between male and female

A t-test is used to determine whether there was a significant difference

between male and female in employee satisfaction at BDPC. Using the alpha of

0.05, the independent t-test indicate the that the average level of satisfaction of

male (M= 2.6468, SD=.89496) is difference from female (M= 3.4339,

SD=.77975), t (1) = -.245, p<0.05.It can be concluded that there is significant

difference between male and female in satisfaction and, in this female is more

satisfied than male.

Table 4.9 The t-test of difference between male and female in satisfaction

Group Statistics

SEX N Mean Std.

Deviation

Std. Error

Mean t Sig. (2-tailed)

SA

T

Male 67 2.6468 .89496 .10934 -5.332 .000

Female 63 3.4339 .77975 .09824 -5.355 .000

- The differnent of readers satisfaction and loyalty among age group

To test the different of readers satisfaction and loyalty among age group, the

ANOVA with 0.05 sig. is taken ( table 4.10) The age group includes: < 25 year

old; 26-35 year old; 36-45 year old and > 45 year old. The result indicates that

readers in different age group have different level of satisfaction (F= 12.998;

P<0.05) .

Table 4.10 Anova of different of employee satisfaction among age group

ANOVA

SAT

Sum of

Squares df

Mean

Square F Sig.

29

Between

Groups 26.156 3 8.719 12.998 .000

Within

Groups 84.519 126 .671

Total 110.674 129

For further testing the mean level of each age group this study use

the Post hoc test with turkey HSD method, the result in the table 4.8 shows the

mean different of reader satisfaction table 4.11 shows the mean different of

reader loyalty related to age.

Table 4.11 The Mean different of employee satisfaction related to age.

SAT

TukeyHSDa,b

AGE N

Subset for alpha = 0.05

1 2 3

< 25 year old 6 1.7778

; 26-35 year old 15 2.4000 2.4000

36-45 year old 64 2.9531 2.9531

and > 45 year old 45 3.5111

Sig. .171 .262 .255

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 14.750.

b. The group sizes are unequal. The harmonic mean of the

group sizes is used. Type I error levels are not guaranteed.

The table 4.11shows that the employee who is in the age from 36 – 45 and

more have higher satisfaction than other group.

- The differnent of readers satisfaction and loyalty among education level

group

To test the different of employee satisfaction among education level

group, the ANOVA with 0.05 sig. is taken ( table 4.12) education level group

includes: Master or PhD. Degree, University degree and college, high school,

and lower high school. The result indicates that readers in different age group

30

dont have different level of satisfaction (F= 1.777; P>0.05)

Table 4.12 Anova of the different of employee satisfaction among education

level group

ANOVA

SAT

Sum of

Squares df

Mean

Square F Sig.

Between

Groups 5.956 4 1.489 1.777 .138

Within

Groups 104.719 125 .838

Total 110.674 129

- The differnent of employees satisfaction among working experience at

BDPC

To test the different of employees satisfaction among among experience

with BDPC, the ANOVA with 0.05 sig. is taken ( table 4.12) The age group

includes:<5 year , 5-10 years and > 10 year. The result indicates that employee

has different experience with BDPC have different level of satisfaction (F=

8.578; P<0.05).

Table 4.13 Anova of different of employee satisfaction among experience

with BDCP

ANOVA

SAT

Sum of

Squares df

Mean

Square F Sig.

31

Between

Groups 13.172 2 6.586 8.578 .000

Within

Groups 97.503 127 .768

Total 110.674 129

For further testing the mean level of each experience with BDPC group

this study use the Post hoc test with turkey HSD method, the result in the table

4.13 shows the mean different of employee satisfaction table 4.14 shows the

mean different related experience with BDPC.

Table 4.14 The Mean different of reader satisfaction related to experience

with NHN.

SAT

TukeyHSDa,b

Experience N

Subset for alpha = 0.05

1 2

>1 year 28 2.6429

1 - 5 year 49 2.9728 2.9728

< 5 year 83 3.3775

Sig. .182 .078

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 44.007.

b. The group sizes are unequal. The harmonic mean of the

group sizes is used. Type I error levels are not guaranteed.

The table 4.14 shows that the people who have 1-5 and more than 5 year

of working for BDPC have higher satisfaction than other group.

- The different of employee satisfaction between manager and staff

A t-test is used to determine whether there was a significant difference

between manager and staff in employee satisfaction at BDPC. Using the alpha

of 0.05, the independent t-test indicate the that the average level of satisfaction

32

of manager(M= 2.7143, SD=.67730) is not difference from staff (M= 3.0887,

SD=.95758), t(1) = -1.709,p>0.05. It can be concluded that there is not

significant difference between manager and staff in satisfaction.

Table 4.15 The t-test of difference between manager and staff in satisfaction

Group Statistics

Position N Mean Std.

Deviation

Std. Error

Mean t

Sig. (2-

tailed)

SAT manager 21 2.7143 .67730 .14780 -1.709 .090

staff 109 3.0887 .95758 .09172 -2.152 .038

4.8. Discustion

From the data analysis result with regression method, t-test, anova

method. This study shows that employee satisfaction is impacted by 4 factor

Working condition , Leader, colleghe Welfare, Training and promotion in case

of BDPC. However, this study is can not find the positive relationship of Salary

and colleagues. It is reasonalble since BDPC is state woned enterprise, the salary

is counted by the regular of goverment and compare with other ( private and

joint venture) sector is still low. Otherside,Colleague relationship in the

company seen have to improve by create the culture environment, but in all most

state owned company, the organization structure are used so this may be the out

come of this result. The result have shown that the theoretical model of

hypotheses is reinforce by emprical data. Evident that to be satisfied the

employee, beside the 5 factors impacted in this study, the BDPC have to

improve other factors such as: Improve the salary for employee and create the

culture enviroment for employee.

Further, this study also tests the demographic of employee of related to

satisfaction, by using the t-test and anova method, this study show that there is

no difference from male and postion, education level in employee satisfaction.

However, the result shows the difference among, gender, age and experience

33

with BDPC. This is indicated that the people who have more time working in

BDPC have more satisfied than others group and also the female who is less

demand for money, needed the stable work and more time for family also have

more satisfied than male.

34

CHAPTER 5: CONCLUSION AND RECOMMENDATION

5.1. Conclusion

The aim of this paper is study the factor effect the employee satisfaction

This study shows that employee satisfaction is impacted by 4 factor Working

condition, Leader, Welfare, Training and promotion in case of BDPC. However,

this study is can not find the positive relationship of Salary and Colleague. This

result consistent with the other result when study the employee satisfaction such

as: Tran Kim Dung (2005), Duong (2009) since Working condition, Leader,

Welfare, Training and promotion have positive relationship with employee

satisfaction, However, this result shows the opposite result with the study of Ha

Nam KhanhGiao (2011), in her studies, the Salary and Colleague have positive

relationship with employee satisfaction. It can be explaining that this study

conduct re survey with BDPC one state owned, as explain before.

T-test and Anova method also applied in this study to find out the

different among employee demographic characteristic and employee

satisfaction. This study shows that there is no difference from male and postion,

education level in employee satisfaction. However, the result shows the

difference among, gender, age and experience with BDPC. This is indicated that

the people who have more time working in BDPC have more satisfied than

others group and also the female who is less demand for money, needed the

stable work and more time for family also have more satisfied than male.

5.2. Recommendation

The two first stage of Maslow's Hierarchy of Needs, "the physiological

needs and safety" is expressed through the scale of salary and welfare. This can

be considered as the necessities of life such as the demand for food, travel, and

safety. Practice has shown that if the income is not enough to cover the

minimum daily needs of themselves, they sooner or later the employee leaves

the organization or seek part-time employment. According to research results,

factor salary dose not positive impact on employee satisfaction. In other words,

35

income is still the persistent problem with salaried employees, living mainly rely

on wages from work with no or little income from other investments. Salary are

the main income of the employee, it acts directly to the employee. However,

how much pay is appropriate and how to pay equity. Therefore, the issue of

wages has always attracted the attention of everyone, and it is also a tool to

attract staff. Equity theory of Adam (1963) have defined inputs that employees

contribute their own work and output elements that the employee receives from

the job. Then, the inputs and outputs of itself be considered and compared to the

inputs and outputs of colleagues within the organization.

Revise the salary scale system positions any position lower wage

minimum wage prescribed by the state and BDPC proposed raising to at least

the minimum wage prescribed areas, contributing ensure the lives of the

employees themselves and their families.

The study results showed that termites Leader are factors that affect the

employee satisfaction of the employee to work, demonstrate leadership factor is

significant for employees. Leadership is the key determinant of success. It was

suggested that the leader must morality, Vision, talent. Thus can be seen, the

leader should have the moral quality, vision and talent, the new leaders become

role model, an example for the staff, creating the trust, respect of employees. In

the tower's needs Maslow Tuesday ladder "social demand" and the fourth is

"Self-importance" is demonstrated by the relationship between the worker and

the superior. the administrator acts as the means to satisfy the needs and wants

of workers rim.

Thus, in order to improve and strengthen the relationship between the

worker and the superior, leader of BDPC need to take the following measures:

Construction and implementation of democracy regulations at the unit,

established reporting channels and information exchange for employees to easily

share, report and get the attention and support of superiors when necessary nor

difficulty in communicating and exchanging with superiors.

Currently, BDPC has been carried out to assess the effectiveness of

36

annual work, however, no mechanism, reward policy for those who successfully

completed the task. Thus, the employee will lack motivation to strive in their

work. leaders inBDPC proposed policies to reward, especially for those who

successfully completed the assigned tasks. The commendation forms can be

commended in writing, material rewards or salary increase before maturity to

recognize the contribution and dedication of the staff.

Leaders should always exemplary actions, set an example for employees

to follow. Leaders need to respect and strictly implement the Code of Conduct,

particularly when making decisions to ensure the objectivity and fairness, have

sex, have a heart to serve employees, export recovery.

According to research results, Factors related colleagues are not impacted

to employee satisfaction. Colleagues are the people most exposed employees in

the organization, even the time that the employee worked and exposed his

colleagues more than the time that the employee exposed to a relative or family

if minus their sleep time / date. The relationship between the worker and his

colleagues unity, love, care, help each other to make the employees feel

workplace is also the home and loved his colleagues and increase their loyalty

job. So we can see the important factors that colleagues like in theemployee

satisfaction with the work of the employees. At work, harmony and unity will

make up the collective strength. In life, sometimes colleagues are who you listen

to, share, and give us helpful advice.

Creating conditions for the employees involved in organizations such as

trade unions, youth union, cultural clubs and sports to be exchanges, learn from

experience, to share thoughts, feelings, aspirations... Thereby, creating

relationships of interest, commitment and mutual support among colleagues.

Construction work atmosphere friendly and efficient. Cultural

development organizations. The BDPC needs, advocacy and guidance system

for controlling the overall value the interaction between the members of the

organization and between the organization members with people outside the

organization. Cultural organizations are considered intangible assets of the

37

organization. Organizational culture is built well will create a healthy

environment, justice for all members, improves relationship of colleagues as

well as to build a better image in the perspective of partners, donors and the

public.

Besides the factor of wages and welfare; leader ;collegue; training and

promotion opportunities, the working conditions, affectingfactors the employee

to the job satisfaction. A high-paying job, but despite working time continuously

extended, the employee did not have enough time to rest for reproducing labor

power or the employees to work in hazardous environments, not clean, not safe

can cause employees to a time when the basic needs are met, they will care

about safety needs and then they will ask to meet their security needs or will

leave the organization. Physiological needs and safety needs are the basic needs

of human beings (the theory of Maslow's needs). Satisfying these needs is

extremely important. The organization fully equipped working facilities for

employees, employee comfort and safety at work, satisfaction contribute to the

overall development of the organization.

It was suggested that when employees are recruited into the organization

had to meet the recruitment criteria such as level of education, the knowledge

and skills needed to meet the requirements of the job. So no need to organize

training for the employees as well. On the other hand, the cost of training is

often very expensive. Many cases the employee has been sent for training

organizations, learning, knowledge, skills, and then the work is not so long, the

resignation. This is no less damaging to the organization not only financially,

but also the image of the organization.

However, the majority of CEOs believe that education policy is not only

retraining but also equipping the knowledge and skills that employees need to be

able to complete its work, in accordance with strategic development plan of the

organization as well as generate new jobs. This is the organization's investment

for the future development of his own. Besides, the policy has a clear staff

development will make the employees aware of the conditions required for

38

promotion, and career development. Thus, the employee will see his future in

the organization and they will decide to stay with the organization and

dedication to be developed.

TheBDPC need to have annual training planon the basis of identified

training needs of each employee; more proactive in implementing training plans

of their units, effective utilization of training funds unit.

Focus and facilitate English language training, information technology

and soft skills for all officers, employees, teachers, mothers, aunts. Develop

policies to encourage people to improve their English, IT and soft skills.

Strengthening cooperation with social welfare centers, and other

organizations who share the task of caring for and support orphans, helpless to

learn, share experiences.

Implementation of employee turnover, which employees have the

opportunity to learn and gain experience from new positions, improve their

professional skills to better serve its job.

5.3. Research contrubuion

The purpose of the research study was to understand the fator impact on

employee satisfaction while working at BDPC thereby offer recommedations in

order to maintain and improve the employee satisfaction in their work, helping

them in long-term commitment to the organization. This is a field research in the

country, but in Vietnam this area has not been studied much. The research

results are the basis for making labor policy at the unit while it is also a useful

reference for future research studies of employee satisfaction in the work of the

employees in similar conditions.

Academically, research once again confirms the model of employee

satisfaction. The study also shows that there are differences in factors in the

theoretical model. At a practical level, research has helped the managers to

answer questions about the factors that affect the satisfaction of the employee at

work, and the different in satisfaction among employee demographic

characteristic.

39

5.4. Research limitation

Althought have the managiral and acadamic contribution, this research

also shows some limitation as flowing: the sample is just reasonalble number

and conducting only at BDPC. There are some other factor is not included in

this research such as reward policy, and the relationship of employee satisfaction

with other factor as: loyaty, commiment etc. is still studied by futher researches.

40

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42

Apendix:Questionaire

Lady and gentement,

I amNguyen Van Quyen, Currently I am conducting research for Mater thesis entitled

"A Study of factors affecting the employee satisfaction "please spend about 15 to 20

minutes to answer all the questions in my survey. The answer will only be used for

research purposes and will be kept strictly confidential. Thank you for your time and

your help.

Part A: Please read each item carefully and circle the appropriate numbers

indicate how you agree or disagree with each of the following statement:

Statement

Strong

disagree Disagree Normal Agree

Strong

agree

1 2 3 4 5

(1) Salary matching capabilities and

contributions of employees

(2)Tthe distribution of wages for employees

fairly and in accordance with contributions

(3) The employee can live with the current

level of income

(4) The employee's salary on par with

equivalent positions in other units

(1) Work in line with the capacity and

expertise of employees

(2) Workers are motivated to job creation

(3) The workload reasonable to workers

(4) The working environment safe and

hygienic

(5) Environment fully equipped to support

employees.

(1) Co-workers in the company often

willing to help each other

43

(2) Co-workers work effectively together

(3) Friendly Colleague

(4) Reliable Colleagues

(1) Workers receive more support from

superiors

(2) The decision of the leadership is

reasonable and fair

(3) Leadership capacity, vision and the

ability to run well

(4) Leadership valued and appreciated

contributions of employees

(1) Reward matching capabilities and

contributions of employees

(2) A reasonalble financing policies for

business trip

(4) The company has services for housing

and travel

(5) The Company has organized recreational

activities for employees

(1) Workers are facilitating enhanced

professional skills

(2) The employee has the capacity with

opportunities for promotion

(3) The employee has the opportunity to

develop personal

(4) The training and promotion is very fair

(1) The employee happy with the work here

(2) The employee feels delighted to be

chosen to work here

(3) The employee view the company as

second homes

44

Part B:Personal information

1. Your Sex:

2. Your Age:

3. Yourposition:

4. Yourexperience (year):

5. Youreducationlevel:

Thank you for your collaboration