Research about deviant behavior at vinamilk

RESEARCH PROJECT
RESEARCH PROJECT
(BMBR5103)
(BMBR5103)

RESEARCH ABOUT DEVIANT BEHAVIOR
RESEARCH ABOUT DEVIANT BEHAVIOR
AT VINAMILK
AT VINAMILK

STUDENT’S FULL NAME
STUDENT’S
FULL NAME
STUDENT
ID

: LE QUOC VIET
: LE QUOC VIET
: CGS00018266

STUDENT ID
INTAKE
INTAKE
ADVISOR’S
NAME & TITLE

: CGSVN00018266
: MAY
2014
MAY 2014THE KHAI (DBA)
: DR. :NGUYEN

ADVISOR’S NAME & TITLE

: NGUYEN THE KHAI (DBA)

August, 2015


ADVISOR’S ASSESSMENT

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ADVISOR’S SIGNATURE
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NGUYEN THE KHAI (DBA)


CONTENT
FIGURE & TABLE ............................................................................................................. 1
ACKNOWLEDGEMENT................................................................................................... 2
ABSTRACT .......................................................................................................................... 3
CHAPTER I: INTRODUCTION ....................................................................................... 4
II.

Significance of the study ....................................................................................... 7

III.

Objectives of the study .......................................................................................... 7

IV.

Research questions ................................................................................................ 8

V.

Introduction of Vinamilk ...................................................................................... 8
1.

Company Description ........................................................................................ 8

2.

Development History ....................................................................................... 10

3.

Organizational structure of Vinamilk Corporation ..................................... 13

CHAPTER II: LITTERATURE REVIEW ..................................................................... 19
I.

Work – family conflict ........................................................................................ 19

II.

Role conflict and ambiguity................................................................................ 20

III.

Work tension........................................................................................................ 21

IV.

Job overload ......................................................................................................... 21

V.

Deviant behavior ................................................................................................. 22

VI.

The relationship between work – family conflict and deviant behavior ........ 23

VII. The relationship between role conflict and ambiguity and deviant behavior 24
VIII. The relationship between work tension and deviant behavior ....................... 25
IX.

The relationship between job overload and deviant behavior ........................ 26

CHAPTER III: RESEARCH MODEL AND HYPOTHESES ...................................... 27
I.

Research model.................................................................................................... 27
1.

Dependent Variables: ...................................................................................... 27


2.

Independent Variables: ................................................................................... 27

II.

Constructs ............................................................................................................ 27

III.

Research Hypotheses: ......................................................................................... 28

IV.

Instruments .......................................................................................................... 30

V.

Research Participants ......................................................................................... 32

VI.

Procedure for Data Collection and Analyze ..................................................... 32

CHAPTER IV: RESULTS AND FINDINGS .................................................................. 33
I.

Reliability statistics (Cronbach’s Alpha) ............................................................ 33

II.

Descriptive analysis .............................................................................................. 34

III.

Correlation statistic .............................................................................................. 35

IV.

Hypothesis Testing Result .................................................................................. 35

CHAPTER 5: CONCLUSION ......................................................................................... 38
I.

Summary of the results ....................................................................................... 38

II.

Discussion and recommendation ....................................................................... 38

1.

Discussion ......................................................................................................... 38

2.

Recommendation ............................................................................................. 39

III.

Limitations ........................................................................................................... 41

REFERENCES................................................................................................................... 42
APPENDIX A: SURVEY .................................................................................................. 47
APPENDIX B: PRESENTATION ................................................................................... 56


BUSINESS RESEARCH METHODS

FIGURE & TABLE
FIGURE
Figure 1: Business philosophy

12

Figure 2: Workforce indicators of Vinamilk and subsidiaries

16

Figure 3: Percentage rate of Management levels/Total labors

17

Figure 4: Chart of total number of labours base on gender and ages

17

Figure 5: Statistics on labour relations and fluctuation in the period

18

Figure 6: Proposed Research Model

27

TABLE
Table 1: Reliability statistics

34

Table 2: Descriptive statistics

34

Table 3: Correlations

35

Table 4: Model Summary

35

Table 5: Anova

36

Table 6: Coefficientsa

36

Table 7: Hypothesis statistics

38

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ACKNOWLEDGEMENT
I would like to thank Dr. NGUYEN THE KHAI (DBA) for the continuous
help that has provided me through out this research paper. I would also like to thank

all everyone that I selected for my questionnaire analysis. Lastly, I would like to
thank OUM, HUTECH and all my friend in Class K14C – MBAOUM0514. Surely,
this will be helping us in many of our future projects.

Student: LE QUOC VIET

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ABSTRACT
The study was set out to investigate the effect of the job overload; work
tension; role conflict and ambiguity and work – family conflict on Vinamilk
employee deviant behavior. The effects of deviant behavior that have been examined
under this study was collected through the use of standardized questionnaires.
Questionnaires were given personally to 300 managerial and non - managerial
employees in all over 24 subordinate units of Vinamilk; there were 279
questionnaires returning, in which 269 completely responses were used for the
statistical analysis. The collected data were computed and analyzed through factor
analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple
regression analysis. The collected data were computed and analyzed through factor
analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple
regression analysis. Conclusion: Job Overload management will minimize the
collision of work and family. The study indicated some improvements regarding
Job overload management, work tension; role conflict and ambiguity and work –
family conflict on Vinamilk employee deviant behavior so that it can mutually
beneficial for organization and employees.

Keywords: the job overload; work tension; role conflict and ambiquity;
work – family conflict and deviant behavior.

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CHAPTER I: INTRODUCTION
Vinamilk is the biggest dairy corporation in Vietnam, with its headquarter
located at No. 10, Tan Trao Street, Tan Phu Ward, District 7, Ho Chi Minh City.
The company has 24 subordinate units and 1 satellite office with up to 5,400 staff
and employees in total.(Source: )
After almost 40 years of development with policies for applying new
technologies, facilitating innovation and creativity, Vinamilk has become an
economic bright spot on the landscape of Vietnam joining the WTO. Vinamilk is
now one of the leading corporations in all aspects, significantly contributing to the
development of the country and its people.
Vinamilk’s strong and successful development over almost 40 years is the
outcome of devotion and contribution of all members of the company under the
outstanding leadership and direction of our key personnel who are not only talented,
courageous but also wholehearted for the company’s achievements.
As one of the leading companies in Vietnam, Vinamilk is highly aware of its
influence to the community and the sustainable development of the society.
Vinamilk understand that the success of a business is reflected in not only its
financial performance in each annual report but also, and more importantly, in the
prominent and sustainable values that it could bring to people.

This study explored work – family conflict; role conflict and ambiquity;
work tension scale and job overload on Vinamilk employee deviant behavior.

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I.

Motivation of the study
Practical economic and social life of Vietnam in recent years shows that, in

terms of the market economy is always the tough competition, the management of
human resources in each organization had a meaning it's extremely important
decisions to the existence and development of the organization.
In the enterprise management of human resources within the functions of the
administrator. The administrator role set out guidelines and policies oriented nature
for the development of enterprises, so administrators are being a visionary, with
qualifications high. Who made the policy line that the other administrator is the
executive staff, the result of work well or not depends very much on the capacity of
staff.Management of human resources contribute to solving the social and
economic aspects of the labor problem. It is a problem of the whole society, of all
economic activity.
With its current scale, Vinamilk is the workplace of approximately 5,400
employees from various fields and industries who work in different conditions
(offices, manufacturing factories, farms, etc.). Vinamilk desire is to create a cultural
and civilized working environment for our employees. To this end, we have always

been consistent with and encouraged Vinamilk employees to follow the principles
of respectful and equal treatment to each other, regardless of their genders, regions
and religions.
Vinamilk’s strategic approach to human resource management and employee
deviant behavior:

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 The long-term development strategy of Vinamilk is to achieve the target
revenue of USD 3 billion and become one of the 50 biggest dairy companies in the
world in the period of 2012-2017. Within this period, there are 3 important areas
that create the driving forces to help Vinamilk achieve its mission:
 Developing strategic human resource management.
 Maintaining and managing activities towards sustainable development.
 Planning

and

implementing

Knowledge,

Innovation,

and

Change

management.
 Assets investment plan: To achieve the target revenue of USD 3 billion in
the period of 2012-2017. To maintain dividend payments to shareholders with an
annual dividend rate of at least 30% on par value.
 Corporate governance: To be an enterprise with accredited professional
management and structure. To be an enterprise where the working environment
enables employees to make out their best capabilities and contribution to the
common goals, thus being one of the best working places for employees.
 Vinamilk clearly aware of the importance of staff development in terms of
creating a positive and efficient working environment. A significant part of our
budget is thus allocated for annual staff training programs, both internally and
externally. Our desire is to create the best opportunities and conditions for our staff
to improve their knowledge and personal development and in turn, contribute to the
development of the company and community.

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 In order to master the technology and modern equipment, Vinamilk very
focused training and development of human resources. Every year, about 10
students have exam results university entrance with good/excellent was recruited
and sent Vinamilk training in the Russian Federation on the dairy industry. The
Director of Farm and Livestock Head, Animal Health is the company for the actual

tour and learning experience at the dairy farms in the US advanced, Australia,
Israel, etc.
 Along with internal training, Vinamilk is currently coordinating with
universities livestock sector - such veterinary Agriculture and Forestry University
of Ho Chi Minh City, Hue, Hanoi Agricultural University, etc. put Last year
students

specialized

veterinary

doctor/engineer

visiting

livestock

farms

practice. There, the company combines organize recruitment interviews they wish
to work in the farm long after graduation.Thanks attaches importance to investment
in human resources is the key factor should Vinamilk promising effective
implementation of long-term investment strategy was devised.

II.

Significance of the study
Significance of this study is to find out whether work – family conflict; role conflict

and ambiguity; work tension scale and job overload on Vinamilk employee deviant

behavior.

III.

Objectives of the study
The objective of this study is to develop a better understanding about how work

– family conflict; role conflict and ambiguity; work tension scale and job overload

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on Vinamilk employee deviant behavior. As a whole the objective of this study is to
identify the important factors of deviant behavior due to which Vinamilk employee
feel

that

their job work is conflicting with their family life and then factors of

Vinamilk employee deviant behavior.

IV.

Research questions
Basically this study was proposed as a limitation study where data was

collected through work – family conflict; role conflict and ambiguity; work tension
scale and job overload on Vinamilk employee deviant behavior and questionnaire.
The Research questions are as follows:
-

How are the work – family conflict on Vinamilk employee deviant behavior?

-

How are the role conflict and ambiguity on Vinamilk employee deviant

behavior?
-

How are the work tension scale on Vinamilk employee deviant behavior?

-

How are the job overload on Vinamilk employee deviant behavior?

V.

Introduction of Vinamilk

1. Company Description
VIETNAM DAIRY PRODUCTS JOINT STOCK COMPANY
STOCK CODE: VNM
 Company name: Công ty Cổ phần Sữa Việt Nam
 English name: Vietnam Dairy Products Joint Stock Company

 Abbreviated name: Vinamilk
 Charter capital: VND10,006,413,990,000

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 Headquarter: No.10 Tan Trao Street, Tan Phu Ward, District 7, Ho Chi Minh
City.
 Tel: (84-8) 54 155 555
 Fax: (84-8) 54 161 230
 Email:
 Website: /> Business registration certificate and tax code: 0300588569
Vinamilk is the biggest dairy corporation in Vietnam. At present, Vinamilk
has 3 main branches in Ha Noi, Da Nang, Can Tho and one headquarter in Ho Chi
Minh City. With overseas market, Today Vinamilk’s products have been exported
to more than 30 countries worldwide, which include the South East Asian, the
Middle East, Africa and other countries.
After nearly 40 years of continuous innovation and development, brand
Vinamilk has become familiar to consumers at home and abroad. Not only that,
now, Vinamilk continues to assert itself with its spirit of innovation and creativity
not

only

in

terms

of

production

technology,

but

also

on

product

categories. Vinamilk's products always achieve the best quality according to
international standards and meet the interests of each group of users.
Vietnam Dairy Factory is equipped with production lines UHT milk with
modern equipment and advanced manufacturing technology available today. The
plant operates on an automated production line, closed, from material input to
product output.

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The long-term development strategy of Vinamilk is to achieve the target
revenue of USD 3 billion and become one of the 50 biggest dairy companies in the
world in the period of 2012-2017.

2. Development History
 1976: The Inception of Vinamilk. Vinamilk was established on August 20,
1976 on the basis of three dairy factories from the old regime.
 1986: Vinamilk was honored to receive the Independence Medal III.
 1991: Vinamilk was proud to be awarded the Independence Medal II by the
Government.
 1994: In March 1994 Vinamilk officially inaugurated the first dairy factory
in Ha Noi.
 1996: This was the first year that Vinamilk had the honor to receive the
Independence Medal I from the Government.
 2000: Vinamilk was awarded the title "Hero of Labor” by the Government.
 2001: In May 2001, Vinamilk inaugurated Can Tho Dairy Factory.
 2003:
 In May 2003, Vinamilk inaugurated Binh Dinh Dairy Factory.
 In September 2003, Vinamilk inaugurated Sai Gon Dairy Factory.
 2005:
 After the period of 1996 - 2005, Vinamilk was awarded the Independence
Medal III.
 In June 2005, Vinamilk inaugurated Tien Son Dairy Factory.

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 In December 2005, Vinamilk inaugurated Nghe An Dairy Factory.
 2007: Vinamilk started to develop its material areas in Vietnam by building
Tuyen Quang Dairy Farm.
 2009:
 Thong Nhat, Truong Tho, Sai Gon dairy factories have been awarded the
Certificate of "Green Enterprise” by the Ministry of Natural Resources
and Environment for their achievements in environmental protection.
 Vinamilk built the second dairy farm in Nghe An.
 Vinamilk has opened the gateway to huge potential markets such as
North American, the Middle East, Asia, America, Australia, Canada,
France, Russia, Germany, Poland, Czech, China, Laos, and Cambodia.
 2010:
 Vinamilk has, since 2010, made its investment in a company in New
Zealand manufacturing whole milk powder with a capacity of 32,000
tons/year.
 In addition, Vinamilk also invested in the US and opened more factories
in several countries. Its export revenue accounts for 15% of total revenue
and is increasing.
 From 2005 to 2010 Vinamilk applied new technology, installed advanced
equipment and machines to all of its factories.
 Besides, Vinamilk also established health and nutrition consulting centers
throughout the country and introduced over 30 new products.

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 Vinamilk built the third and the fourth dairy farms in Thanh Hoa and
Binh Dinh.
 2011: Built a fifth dairy farm in Lam Dong, increasing the herd to 5,900
heads
 2012: Inaugurated Da Nang Dairy Factory, Lam Son Dairy Factory, Vietnam
Beverages Factory with modern production lines originated from the US, Denmark,
Germany, Italia, and the Netherlands.
 2013: The most modern factory in the world which is fully automated and
located in a 20 hectare area in My Phuoc 2 Industrial Zone
 2014: Vinamilk has become a familiar brand to Vietnamese and international
consumers after 38 years of continuous innovation and development.
 Vinamilk has been proving itself of strong spirit of constantly improving,
innovating, seeking new directions so that the Company gets stronger and stronger.
 Business philosophy:
 Vinamilk desires to become the most
favourite brand in every region and territory.
Therefore, Vinamilk keep in our mind and our
heart that the quality and innovation are always
our most important companions. We act with
customer-centered approach and commit to Figure 1: Business philosophy
respond to all their needs.

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 Always satisfy and be responsible for consumers’ needs by diversifying
products and services, assuring quality, food safety with competitive price,
respecting the business ethics and complying with laws.

3. Organizational structure of Vinamilk Corporation
 THE GOVERNANCE REGULATIONS: Vinamilk’s governance regulation
is a system of rules and principles to make sure the company is directed, managed,
and controlled in an effective way for the interests of its shareholders and
stakeholders.
 THE CHARTER: The Charter of Vietnam Dairy Products Joint Stock
Company (Vinamilk) is a legal basis for the operation of the entire company,
including the contents of company identity, methods of establishment, capital
contributions, organizational structure, management, and operations of the
company.
 THE CODE OF CONDUCTS: Vinamilk’s Code of Conducts is the
commitment that upholds the Integrity, promotes Respect, ensures Fairness,
maintains Compliance and values Ethics, and is the lodestar for all daily operations
at Vinamilk, aiming to strong and sustainable development in the future.
 ERP in Vinamilk has been officially put into use from 01/01/2007. ERP
systems using Oracle E Business Suite solutions of Oracle by PYTHIS start from
15/03/2005 deployed module is composed of finance - accounting, procurement
management - sales management, product management manufacturing and
analytical results (Business Intelligence - BI). The work of technology transfer

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takes place across the company shares Vietnam Dairy - Vinamilk with 13 locations,
including its headquarters in Ho Chi Minh City, logistic enterprises and branches,
plants nationwide. Experts said that the ERP system of Vinamilk currently has the
largest Vietnam.
 Group structure and its subsidiaries, joint ventures and associates:

Source: Annual report 2014 of Vinamilk

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 Organisation and management structure of Vinamilk:

Source: Annual report 2014 of Vinamilk
Personnel Structure
 Sustainable Development Report 2014, Total number of Vinamilk’s
employees in 2014 was over 5,500 people from different occupations, ages, and
qualifications. Vinamilk always maintains our view point of respect and equal
treatment for employees, no discrimination on gender, region and religion. Every
person, in any field or any level, is facilitated to express their values and is a part of
the success of the organization.

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Figure 2: Workforce indicators of Vinamilk and subsidiaries
Source: Sustainable Development Report 2014 of Vinamilk

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Figure 3: Percentage rate of Management levels/Total labors

Figure 4: Chart of total number of labours base on gender and ages
Source: Sustainable Development Report 2014 of Vinamilk

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 Labor relations: The relationship between Vinamilk and labors is established
base on voluntary:
 All employees shall be established labor contracts in accordance with the
law and the requirements of the position.

 All workers’ rights are guaranteed under the labour Law
 Vinamilk absolutely not used or forced children as labours.
 Collective working agreement is applied to all employees.
Statistics on labour relations and fluctuation in the period (Vinamilk and its
subsidiaries):

Figure 5: Statistics on labour relations and fluctuation in the period
Source: Sustainable Development Report 2014 of Vinamilk

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CHAPTER II: LITTERATURE REVIEW
This chapter presents the body of organizational literature containing the base
theory and relevant other theories used in this study. This chapter includes the
following:
 (1) Work – family conflict
 (2) Role conflict and ambiguity
 (3) Work tension scale
 (4) Job overload
 (5) Deviant behavior
 (6) The relationship between work – family conflict and deviant behavior?
 (7) The relationship between role conflict and ambiguity and deviant
behavior?
 (8) The relationship between work tension scale and deviant behavior?
 (9) The relationship between job overload and deviant behavior?

I.

Work – family conflict
This measure, developed by Kopelman, Greenhaus, and Connolly (1983),

uses eight items to assess the extent of the interrole conflict that occurs between
work and family roles (work-family conflict). Grandey and Cropanzano (1998)
suggest that by reversing the wording of the items so that the stressor is family
demands, the measure can also be used 10 describe the spillover of family
responsibilities to work roles (family-work conflict).

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Work-family conflict correlated positively with job involvement, work role
conflict, work role ambiguity, work time demands, family role conflict, and family
time demands. It correlated negatively with social support from work and family,
family satisfaction, job satisfaction, and life satisfaction (Adams et al., 1996;
Carlson & Perrewé, 1999). When both the work-family conflict items and the items
reworded to assess family-work conflict were examined in a factor analysis, two
distinct factors were found with the items loading appropriately on the separate
factors.

II.

Role conflict and ambiguity
This measure was developed by House, Schuler, and Levanoni (1983) to

uddrcM criticisms that other measures for role conflict and ambiguity were poulbly
confounded with stress and comfort. That is, other role conflict measures used Items
that were "stress worded,” whereas other role ambiguity measures used items that
were “comfort worded.” In developing this measure of rote conflict and ambiguity.
House and colleagues (1983) developed and tested scales for both constructs Uling
a pool of 43 items. These items loaded on two factor with ambiguity
itemstontaining a mix of stress/ comfort and self/other worded statements. The
conflict factor contained Items worded in terms of stress caused by other parties.
Role ambiguity correlated positively with role conflict, employee uncertainty, psychological strain, turnover intentions, job dissatisfaction, job decision
latitude, and employee psychological distress (O’Driscoll & Bechr, 1994; Westman,
1992). Role ambiguity and conflict correlated negatively with job satisfaction

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(O'Driscoll & Beehr, 1994). Harris (1991) found evidence that employee role
conflict and ambiguity may result only when the sources are perceived as external.
Employees may categorize internal sources of role conflict and ambiguity
differently.

III.

Work tension

This measure, developed by House and Rizzo (1972), describes an

employee’s psychological or psychosomatic symptoms associated with tension
experienced at work. It includes the extent to which tension from wofk tends to
keep employees awake at night and be constantly on an employee's mind.
Job tension correlated positively with work role ambiguity, work role conflict, work role stress, family role stress, wòrk-family conflict, family distress,
turnover intentions, and poor physical health (Grandey & Cropanzano, 1998;
Netemcyer ct al., 1990; Sanchez & Brock, 1996). Job tension correlated negatively
with organizational commitment, job satisfaction, age, and self-esteem (Grandey &
Cropanzano, 1998; Netemeyer ct al., 1990; Sanchez & Brock, 1996).

IV.

Job overload
This measure, developed by Caplan, Cobb, French, Van Harrison, and

Pinneau (1980), uses 11 items to describe an employee’s job overload. This focuses
on the employee’s perceptions of quantitative job overload (rather than mental
strain or psychological pressure). It asks for description of the perceived pace and
amount of work.

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