BỘ GIÁO DỤC VÀ ĐÀO TẠO

NHA TRANG UNIVERSITY

ECONOMIC OF FACULTY
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ESSAY: EMPLOYEE’ JOB SATISFACTION

IN VIETNAMESE ORGANIZATION

Teacher: Hà Việt Hùng

Group 1
1. Lý Dương Hồng
2. Phan Nhật Thy
3. Nguyễn Thị Minh Trang
4. Vũ Quang Vinh
5. Vũ Ngọc Bách
Class: 61QTKDCLC

11, tháng 5 năm 2021

I. Theoretical Basis
1. Job Satisfaction

- When people talk about employee attitudes, they usually mean job satisfaction,
which describes a positive feeling about a job, resulting from an evaluation of its
characteristics. A person with a high level of job satisfaction holds positive
feelings about his or her job, while a person with a low level holds negative
feelings.

- A positive feeling about one’s job resulting from an evaluation of its

characteristics.

2. Benefits From Employee Job Satisfaction

Human resources are a decisive factor for the development of organizations

(Wheeland, 2002). To create loyalty and commitment to the organization, it is
necessary to create employee satisfaction with the work they are doing. Job satisfaction
and loyalty will help the organization reduce the costs of recruitment, training and
motivate employees to work with high labor productivity. Highly skilled and
experienced employees often get the job done efficiently in less time than new and
inexperienced employees. The influence of the quality of work, the capacity of the
staff has been recognized by quality researchers. Research by Saari and Judge (2004)
also shows that job satisfaction has an impact on employee's job performance. In
general, studies show that job satisfaction will lead to employee loyalty, fewer
resignations or less strikes or increased union activity (Saari and Judge, 2004).

3. Factors Affecting Employee Satisfaction

3.1 Nature of work
According to Robbins et al. (2003, p. 77), the nature of the job is the degree of
work that gives employees interesting tasks, opportunities to learn and develop
themselves, opportunities for obligation and responsibility about work results. Robbins
(1993), employees who enjoy their work give them 37 opportunities to demonstrate
competence and be mentally enjoyable (quoted in Luddy, 2005, p. 45). Employees will
work hard and better when they perform jobs that match their skills and knowledge;
have the opportunity to grow in the work field; receive positive feedback; give great
responsibilities; allow them to have autonomy and take on challenging tasks that will
create excitement and improve performance. Morrison (1993), the nature of the work
creates a challenging experience that encourages the creativity and self-expression of
employees. One of the reasons for the job satisfaction of Macau civil servants is
reduced by carrying K.Y.Mak and Jacky F.L. Hong (2010) pointed out that due to the
specifics of work in the public sector according to the existing process, there are few
changes, not facing many new challenges. Employees can describe the nature of their
work as routine or change, employees can quit their jobs if they realize that Managers
prevent losing their creativity, a challenging job that will satisfy employees.

3.2 Training and promotion opportunities

Promotion opportunity is a form of assessment to improve the effectiveness of
employees in the working process. The higher the job position is equivalent to the great
job pressure and responsibility so the organization of selecting staff for these positions
is always carefully considered and arranged. Therefore, training is an important factor
to help employees develop themselves; enhancing professional qualifications; making
the most of their ability; practicing the skills necessary for career advancement
opportunities. Understanding the needs of staff training and development will help
them feel they have to strive hard at work, try to get many achievements, want to take
on important, challenging jobs to deserve the 38 organizational beliefs in using people.
When employees feel that promotion opportunities are high, they feel motivated to
work hard to achieve their organizational goals of being appointed to a higher and
higher position (Dessler, 2008). . In contrast, employees who are dissatisfied with
advancement opportunities within the organization often express a large intention to
leave the organization (Shields & Ward, 2001).
3.3 Salaries and benefits
Salary is a fixed amount of money paid to an employee, usually measured on a
monthly or annual basis. Benefits are the things that an employee gets from his or her
work unit in addition to the salary he or she receives. Benefits that employees are
interested in include social insurance, health insurance, legal leave, sick leave, and
private work when needed, retirement allowance, housing, travel, Bonus for
performance, overtime pay ... In an organization, salary is a tool to maintain good
employees, attract talented people, stimulate employees to work effectively and
comply with regulations of laws such as minimum salary, overtime wages. Today,
many organizations are willing to pay higher salaries to have employees who meet the
requirements of work experience, competencies and skills. This makes employees with
high-salary levels feel valued themselves, satisfied with their efforts and maintain high
performance to bring efficiency to the organization. Robbins (2003) emphasizes that
compensation is fair and consistent with employee's expectations, is a determinant of
job satisfaction. Therefore, the organization's reward system is highly correlated with
employee job satisfaction, Greenberg and Baron (1993). Unclear bonus system leads
to inconsistencies and inequities in the work environment and is important for the
organization so that employees are aware of these bonuses, which will eliminate
misunderstanding among employers. employers and employees. According to Chung
(1997), low salary will not create competition and lead to unhappiness and
dissatisfaction. Organizations should try as much as possible to make salaries
competitive to encourage their employees to work hard and satisfy their job.
Uncompetitive salary abandon employees' motivations and lead to dissatisfaction and
tend to leave their organizations and move to other organizations according to Banjoko
(2006) (quoted in Adeniji, 2011).
3.4 Leadership
According to McFarland and Morris (1984), leaders exercise unit or organization
management to control the work of their unit (cited in Adeniji, 2011). According to
Carrell, Elbert, and Hatfield (1998), satisfaction is increased when there is a good
leader and the employee is aware of a great leader. Lax supervision develops in a work
environment when leadership is insensitive, incompetent, and indifferent, leading to
employee dissatisfaction with the job. Weak supervision includes unfair treatment and
failure to address employee problems leading to job dissatisfaction (Chung, 1997),
(quoted in Adeniji, 2011). A good leader is aware of the employee's need for
responsibility, recognition and growth. If employees lack the skills to do the job
correctly, they will feel frustrated and dissatisfied. A leader with weak supervision
skills, incompetent, selfish, and emotionless will create dissatisfaction in the
organization. A good supervisor provides information and advice to employees when
needed and also emphasizes personal responsibility and accountability to create a
comfortable work environment for completing 40 jobs. According to Mc McFarland
et al. (1984), if the work environment where employees do not receive leadership
support or feel unfair treatment, they tend to distrust the leader and feel hopeless and
lead to dissatisfaction at work. Manager's professional competence, social
communication, and openness are among the factors that maintain the outside,
including fairness, a manager's willingness or unwillingness to do so. assign
responsibilities or are willing to teach colleagues, provide feedback, and encourage
staff (Castillo, 2004).

3.5 Colleagues
Relationships with co-workers include the treatment of individuals to each other.
The relationship between employees and colleagues is one of the external factors.
There are many studies on the relationship of employees with colleagues and this is
the factor affecting job satisfaction (quoted in Best Edith Elizabeth, 2006).
Experimental results from a study conducted by Acuna, Gomez, and Juristo (2009)
show that working in a team is closely related to the ability to learn new things as well
as the factors that extend the job. was found to be positively related to job satisfaction.
Having friendly and helpful colleagues also contributes to job satisfaction (Kreitner,
Kinicki & Cole, 2003). Billingsley's research shows that co-workers' support and
interaction affect employee's job satisfaction in cases of support or cooperation
between colleagues for good work, higher satisfaction.

3.6 Working Conditions

Herzberg et al. (1959) defined the external motivator of 41 working conditions as
deadlines for job completion, available resources to complete the job as well as the
working environment. The working environment is always interested in employees
because the working environment is related to personal convenience but at the same
time, it is also a factor that helps them fulfill their tasks. Workers do not like dangerous,
unfavorable and inconvenient working environments. Temperature, light, noise and
other environmental factors should be appropriate. Furthermore, many workers prefer
to work close to their home, modern working facilities and with suitable equipment.
Research in Cyprus (cited in Best Edith Elizabeth, 2006) has cited working conditions
as a major cause of dissatisfaction with employees' jobs, Planandanond et al. (2004)
reported. shows that based on working conditions, satisfaction can be predicted.

3.7 Performance evaluation

This is a very important job in the human resource management of agencies and
enterprises. Evaluate performance related to the organization's long-term success;
measure the employee's performance of the job, evaluate the employee's contribution
to the organization over a period. Performance evaluation will be a control mechanism,
provide feedback not only for each individual but also to evaluate the organization on
the work in progress, help administrators know whether employees are going to the
right target, according to the way and the desired standard or not. Performance
assessment plays an important role in ensuring the behavior that the employee
performs on the job is consistent with the organization's strategy. In addition,
performance assessment also provides information for human resource planning such
as training, compensation, commendation, staff transfer and organizational structure
improvement.

II. Situation: Study on satisfaction of officials and public

officers Da Nang City department of industry and trade.
1. RESEARCH SUBJECTS
- The employees surveyed in the study are civil servants and public employees in
the positions of experts and departmental managers of the Danang Department of
Industry and Trade and units under the Department.
- The object of the study is the level of job satisfaction of the company officials
and employees of Da Nang Department of Industry and Trade and factors affecting
job satisfaction of employees of Danang Department of Industry and Trade.

2. RESEARCH SCALE
- Scale of content: Research on factors affecting job satisfaction and job
satisfaction level of civil servants of Da Nang Department of Industry and Trade.
- Scale of space: The scope of space is limited at the Da Nang Department of
Industry and Trade and the units under the Department.
- Scale of time: The study period was from December 31, 2014 to June 30, 2015.

3. RESEARCH CONDITION

In recent years, “brain drain” has become more common due to many reasons:
- Because of low income, civil servants often do many jobs to increase income.
 - Young people who have a progressive spirit prefer to work in private enterprise
- The working environment of civil servants lacks conditions to create motivation
for development, financial compensation stills low.
→ “ Research on factors affecting job satisfaction and job satisfaction level of civil
servants of Da Nang Department of Industry and Trade” is necessity to make
administrative reform effective and contribute to the development of Da Nang City.

4. FACTORS AFFECTING EMPLOYEE SATISFACTION

- Nature of work

- Training and promotion opportunities

- Wages and benefits

- Leadership

- Colleagues

- Working Conditions

- Performance evaluation

5. RESULTS

- The criteria of the scale of the nature of the job, training, and promotion have a
grade 3 rating (normal rating).

- Most of the criteria are wages with normal assessment, only first criteria –
“Participating agencies fully pay insurance according to regulations”, with an agreed
rating. The Department of Industry and Trade, like other state agencies, benefits for
employees such as social insurance and health care regimes that comply with state
regulations.
- On the scale "Performance evaluation" with second criteria – “Fair evaluation
among employees" with an average level of agreed rating. The rest of the criteria are
normal.

- The interviewed employees all have a high level of agreement with the criteria of
the leadership scale such as “Employees receive a lot of support from their leaders”,
“Leaders listen to the views and thoughts of employees are treated fairly, capable
leaders, vision, and management ability”. However, the employees do not feel that
“the leadership values talent and contribution”, the rating of this criterion is only
average.

- The criteria on the “Colleagues” scale are also at the agreed level. However, the
criterion "Colleagues are willing to help and coordinate at work" has a normal rating.

- On the scale of working conditions, staffs agree with two criteria “Employee's
workplace is very hygienic, clean” and “The employee's workplace atmosphere is
very friendly”. Besides, two criteria “Fully equipped with the necessary equipment”
and “Employees do not have to worry about losing their jobs” with a normal rating.

- On the satisfaction scale, although the staff asked, most of them answered that they
were satisfied with the agency. However, they do not really like their current job and
want to stick with the agency for a long time.

III. SOLUTION

1. The issue of training and promotion

- The Department has to plan an annual training, the right to send a training plan
right expertise, right people with the right job. For the contingent of cadres and civil
servants incumbent, depending on demand and planning staff.

- The Department can train, foster and train public service enforcement skills and
ability to undertake the work of cadres and civil servants.
 - The Department must pay more attention to the quality and effectiveness of the
program your training. Attention should be paid to the results of training and
effective for mocking civil servants after completing the program by collecting
staff's comments on the quality and applicability of the training program, from that
adjust the content of the training if the program is organized by the Department and
give opinions and consultations advises the Department of Home Affairs or the other
agency in charge of the development of the chapters training program suitable to the
needs of the civil servants of their Department.

-The Department focuses on civil servant’ promotion policy that planning and
recommending management staff must be based on competencies, professional
qualifications, fairness, and impartiality. The Department must notify the entire civil
servants of those who have competence and effort at work will be regularly involved
in the capacity development training course to be considered in planning higher
positions.

- The Department needs to perform well in the planning of cadres, focusing on

training young and capable cadres and have incentive policies to exploit the potential
of our employees. Besides, the Department should continue to select and consider
appointing planning staff to vacant positions in the entire Department of
management or replacing ineffective positions.

2. The problem of the nature of the work

- The Department should complete descriptions of job positions, clearly define
tasks, internal content of each department, each specific employee to be specific,
streamline workflow and serve as a basis for assessment work performance later.

- It is necessary to boldly swap job positions when detecting that an employee is not
also suitable for the job position being done, if the employee requests it changing
positions to suit individual leadership competencies should also be considered
resolved to bring high working efficiency.
 - The Department needs to regularly organize seminars to share experiences in the
work of each department, communicating learning, making difficulties often
encountered. As such, employees in different departments have can clearly
understand the nature and characteristics of the work in other departments and be
aware of the relationship, the linkage between departments as well as understanding
what they are doing the undertaking is of certain importance to the general operation
of the entire Department.

3. The issue of performance evaluation

- The Department needs to perform well internal audits for each department,
Department, and individuals in the entire Department in a timely and complete
Manner and regularly there are inspections unusual failure to notify civil servants
before checking the time and effect. The Department should also have a meeting to
report on the results of the assessment regular work of civil servants every month to
take corrective and timely measures time of handling sanctions, commendation.

- The Department should build reasonable, clear, and appropriate evaluation

criteria. Due to the different nature of the work, if the same frame is used
achievement prices will be difficult to accurately score. So, the Departments propose
their own evaluation criteria mini and follow the framework standard
evaluation so that leaders can properly evaluate the results of each individual in the
ministry's different parts.

- The civil servants' working results should be recorded in a fair and accurate effort
their power through the voting forms of civil servants by month, quarter, year ... The
department should be taken rewarding regulations or being considered for salary,
bonuses, or career advancement.

4. Leadership issues
- Leaders need to note the advice of staff, issues, any reasonable output that can be
used to comment with the superior leaders, consult of civil servants in solving
 problems that arise at work, sharing information in the expertise, obtained many
good solutions from employees, helping employees see the relationship between the
work they are doing and the results that the department is achieving.

- Leaders need to properly evaluate the capabilities of employees and facilitate their
complete quests with great efficiency. It is important to do things, when properly
evaluating public performance capacity employee work will increase work
efficiency.

- The leader must create favorable conditions in the job employees find that the work
they are doing is in accordance with their expertise, care skills, as well as being able
to help them develop their career and productivity.

- Department leaders need to constantly improve their knowledge, management

skills, and improve their own management capacity. At the same time, it is necessary
to have a vision in decision making and work settlement to lead the organization to
further development.

5. Salaries and benefits

-About bonus and welfare:
+ Monthly, when the Department exceeds the set plan, have initiatives to improve
the association co-evaluation, recognition, and review of the annual work results of
civil servants.

+ The Department should give out the typical civil servants to vote for the lift salary
ahead of time to motivate civil servants to work.

- The management of public finance: it is necessary to manage and calculate

appropriately save more spending, take that source to increase income for officials
and public function. Therefore, the practice of thrift against waste in administrative
agencies is also a solution to contribute to improving the labor activeness of cadres
and civil servants.
SOURCES:

1. http://thuvien.due.udn.vn:8080/dspace/bitstream/TVDHKT/29830/2/LUAN%20V
AN.pdf

2. Organizational-Behavior-15e-Stephen-p-Robbins-Timothy-a-Judge-pdf-
qwerty.pdf

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