Factors affecting on the job behaviors at kirby southeast asia co ,ltd

RESEARCH PROJECT
(BMBR5103)

FACTORS AFFECTING ON-THE-JOB
BEHAVIORS
AT KIRBY SOUTHEAST ASIA Co.,Ltd.

STUDENT’S FULL NAME : DO THI HA VAN
STUDENT ID

: CGS00018265

INTAKE

: MAY 2014

AVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA)

Ho Chi Minh City, August 2015


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ADVISOR’S ASSESSMENT
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ADVISOR’S SIGNATURE

NGUYEN THE KHAI (DBA)

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ACKNOWLEDGEMENTS

During this whole educational and rewarding experience, I have been extremely
blessed to receive so much help and support of many, without whom it would not have
been possible.

Above all, I would like to send the most sincere thanks, impart valuable knowledge to
the students during the period of study at school. I would like to express my sincere
appreciation and gratitude to my supervisor, professor Dr. Khai Nguyen for his
guidance, who enthusiastically guide me perform this thesis. I am very thankful to his
in valuable advices and they remain as a source of inspiration for my intellectual
endeavors.
Grateful appreciation is also extended to to all lecturers of the join master program for
giving me this unique opportunity to be a part of the wonderful experiences and their
valuable assistance during the course of my study. Last but not least, I thank my
parents, my lovely family: especially my husband and daughter, for their unconditional
love and support, without whom none of this would have been possible
With best regards
Ho Chi Minh City, August 2015

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CONTENTS
ABSTRACT.....................................................................................................................................7
CHAPTER I
THE INTRODUCTION OF KIRBY SOUTHEAST ASIA Co., Ltd............................................8
1. COMPANY PROFILE:......................................................................................................8
•

VISION............................................................................................................................11

•

MISSION........................................................................................................................12

•

VALUES .........................................................................................................................12

•

MILESTONES & ACHIEVEMENTS .......................................................................12

•

NETWORK:...................................................................................................................14

•

QUALITY POLICY: ....................................................................................................14

•

PRODUCTS & SERVICES:........................................................................................15

2. The structure of organization and management of the company:.............................18
3. Life at KIRBY:...................................................................................................................19
4. Moti vation of The Research:...........................................................................................20
5. Purpose of The Research:................................................................................................21

6. Research Problem Statement:.........................................................................................21
7. Scope and objects of The Research:...............................................................................23
8. Significance of The Research:.........................................................................................23
9. Limitations of The Research:..........................................................................................23
CHAPTER II: LITERATURE REVIEW.................................................................................24
1. Job control, Cognitive demand and Production responsibility:................................24
2. Supervisory- Related Commitment: ..............................................................................25
3. Fairness Perception of an Organizational Policy:........................................................27
4. Goal and Process Clarity:................................................................................................27
5. On-the-Job Behaviors:.....................................................................................................29
CHAPTER III: RES EARCH MODEL AND HYPOTHES ES..............................................32
1. Research Model:..................................................................................................................32
2. Hypotheses:...........................................................................................................................33
2.1. Job Characteristics (Job Demands and Decision Latitude; Supervisory Support):...33
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a. Definition:...........................................................................................................................33
b. Measures of construct of Job control, Cognitive Demand and Production
responsibility:..........................................................................................................................34
2.2. Organization Commitment (Supervisor – related commitment):.................................35
a. Definition:...........................................................................................................................35
b. Measures of construct of Supervisor-related commitment:.............................................37
2.3. Organization Justice (Fairness Perception of an Organizational Policy): ................37

a. Definition:...........................................................................................................................37
b. Measures of construct of Fairness perception of an organizational policy: ...................39
2.4 Job Roles (Goal and Process Clarity):..........................................................................40
a. Definition ............................................................................................................................40
b. Measures of construct of Goal and Process Clarity:........................................................41
2.5 Workplace Behaviors (On-the-Job Behavior):...............................................................42
a. Definition ............................................................................................................................42
b. Measures of construct of On-the-Job Behavior:...............................................................44
3.
4.

Research Participants: ....................................................................................................45
Data Collection Procedure:............................................................................................45

CHARPTER IV: ANALYSIS AND RESULTS .......................................................................46
1. The characteristics of survey:..........................................................................................46
2. Cronbach’s Alpha: ............................................................................................................48
3. Descriptive Statistic:.........................................................................................................51
4. Hypothesis Testing:...........................................................................................................52
CHARPTER V: DISCUSSION AND CONCLUSIONS.........................................................55
1. Summary of the results:...................................................................................................55
2. Discussion and recommendations:..................................................................................56
3. Limitations and suggestions for future research:........................................................57
REFERENCES..............................................................................................................................58
APPENDIX ..................................................................................................................................666
Appendix 1: QUESTIONNAIR..............................................................................................66

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LIST OF TABLE
Table 1: Data collection process....................................................................... 45
Table 2 : Characteristics of the survey............................................................... 47
Table 3 : Cronbach’s Alpha – Internal Consistency.............................................. 48
Table 4 : Reliability Test for employees of Kirby – Job control, Cognitive demand &
Production responsibility ................................................................................ 49
Table 5 : Reliability Test for employees of Kirby - Fairness in Skill-Based Pay...... 49
Table 6 : Reliability Test of Kirby - Fairness Perceptions of an Organization Policy
................................................................................................................. .49
Table 7 : Reliability Test for employees of Kirby - Goal and Process clarity ........... 50
Table 8 : Reliability Test for employees of Kirby - On-the-Job Behavior................. 50
Table 9 : Reliability Statistic of Cronbach’s Alpha ............................................. 50
Table 10 : Descriptive Statistics of Job control, Cognitive demand & Production
responsibility ................................................................................................ 51
Table 11: Descriptive Statistics of Supervisor-related Commitment....................... 51
Table 12 : Descriptive Statistics of Fairness Perceptions of an Organizational Policy. 51
Table 13 : Descriptive Statistics of Goal and Process Clarity................................ 51
Table 14 : Descriptive Statistics of On-the-Job Behavior ..................................... 52
Table 15 : The relationship of four (04) hypotheses ............................................ 53
Table 16 : Hypothesis Statistic........................................................................ 54

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LIST OF FIGURE

Figure 1 Kirby edge........................................................................................ 9
Figure 2: Kirby Southeast Asia Co.,Ltd. ............................................................ 10
Figure 3: The awards of Kirby. ....................................................................... 13
Figure 4: The Quality Management Systems of Kirby Southeast Asia.................... 15
Figure 5 : The organizational structure of Kirby Southeast Asia............................ 18
Figure 6 : The expectancy model of motivation................................................... 31
Figure 7 : Hypothesized Research Model........................................................... 32

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ABSTRACT

The topic of graduation thesis "Factors affecting On-the-job behaviors at Kirby
Southeast Asia Co.,Ltd.”, was conducted to understading the relationship between the
behavior aspects of the company and the associated level with the organization's staff.

The research also proposes a theoretical model concerning the relationship between on
the job behaviors factors linked to the organization of staff. It was developed based on
theory and on-the-Job behaviors model of Lehman and Simpson (1992), including 4factors: Job control, cognitive demand and production responsibility; Supervisor –
related commitment; Fairness perceptions of an organizational policy; Goal and
process Clarity. Research methods used to test the hypotheses, it is the quantitative
methods, with the survey questionnaire to collect the comments and samples n = 268.
The scale was evaluated through Cronbach's alpha and factor analysis, to test the
reliability and validity, research hypotheses were tested through analysis of Pearson
correlation coefficient and multiple linear regression.

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CHAPTER I
THE INTRODUCTION OF KIRBY SOUTHEAST ASIA Co., Ltd.
Company’s English name: Kirby Southeast Asia Company Limited
Company’s Vietnamese name: Công Ty TNHH Kirby •ông Nam Á
Address: 7th Floor, SPT Building
199 Dien Bien Phu Street, Ward 15, Binh Thanh District, Ho Chi Minh City
Telephone number:

+84 8 5422 1155

+84 8 5446 9469

Website:
Company type: Limited Liability Company
Kirby is a wholly owned 100% subsidiary of foreigner
Authorized capital: 19.059.497.000 Vnd
Company product lines: Steel Fabricator / Cut and Bend Plant

1. COMPANY PROFILE:
As a member with 100% subsidiary of Kuwait-based Kirby construction system
wholly owned by Alghanim Industries, a multinational corporation with operating
presence in 40 countries and territories around the world, Kirby India and Southeast
Asia is known as a designer, manufacturer and supplier of top-rated pre-engineered
steel buildings (PEB) in Australia, Southeast Asia and Africa. Kirby Southeast Asia’s
products include industrial buildings, warehouses, supermarkets, commercial buildings,
offices, schools, hangars, factories, stadiums, hospitals, building complexes and highrise buildings.
Kirby Building Systems, established in 1976, is a global leader in the design and
manufacturing of Pre-Engineered Steel Buildings and Steel Structures, offering
customers a wide range of customized, cost-effective steel building solutions. Kirby’s

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global spread extends across the World with production capacity exceeding 400,000
MT annually, operations across 70 countries and workforce of 4,000 people.

Figure 1 Kirby edge

Our size allows us to partner with contractors on complex projects and meet
their schedule requirements. Our facilities include the latest equipment and support,
complete blast and sophisticated paint operations. We have over 2 million square feet
of enclosed production space and sufficient assembly yard space, across multiple
locations, to easily handle even the most complex projects. We are proud to say that we
have delivered the world’s largest PEB building.
Our engineering department uses the latest versions of internationally-renowned
industry standard 3D and 2D software and is well-versed with international, British,
American, European and other standards. Our engineering team has decades of design
and detailing experience and and will be able to assist you in design and subsequent
fabrication of the components as per your requirement.
Our plants are equipped with the latest steel processing equipment, capable of
handling some of the largest section sizes available. Kirby is IS0 9001 certified and
implements strict Quality Assurance and Quality Control systems. The standard
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internal inspection and test programs have been developed to comply with the standard
industry requirements and can also be modified to suit specific contract requirements.
We are managed by a team of professionals with extensive experience in the
steel industry. The expertise of our sales team is unrivalled in the steel buildings

industry. Their knowledge can assist you in selecting the most cost-effective option for
your requirements.
We were the first company to introduce PEB technology in the GCC region in
1976 and the first multinational to enter the PEB industry in the India Sub-Continent.
Within a short span, PEB is revolutionizing the construction industry in these regions
and Kirby is leading this revolution from the front with its constant innovation in
products and applications. We have received many accolades as recognition for our
relentless efforts for excellence in our industry.
Kirby is among the World’s top Pre-Engineered Steel Building companies.
Kirby globally offers one of the most comprehensive product portfolios ranging from
Pre-Engineered Steel Building, Structural Steel and related products.

Fi gure 2: Kirby Southeast Asia Co.,Ltd.

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Anticipating strong potential in the Vietnamese market, Kirby officially entered
Vietnam and established a business presence here in 2008 with a total investment of
about US$11 million. To meet the growing demand for pre-engineered steel buildings
in the Vietnamese market, Kirby built a factory in Dong Nai province, its 5th factory
worldwide and its first in Southeast Asia. The facility has an annual capacity of 50,000
tonnes.
Apart from meeting the demand in Vietnam, Kirby Vietnam also exports its

products to Singapore, Malaysia, Indonesia, Thailand, Australia and South Africa. The
ongoing development of innovative proprietary technology and design systems has
brought the leading position to Kirby in this area in recent years. At present, with
equipment made in Saudi Arabia, Vietnam, Egypt, India and the UAE and with the
support of Global Kirby, Kirby Vietnam has successfully undertaken a series of major
projects, including steel structure buildings for Gemadept Corporation, Vinamilk
Corporation, Mong Duong Thermal Power Plant 1, Nestle Company, American
Standard Furniture Company, BAT-Vinataba Cigarette Production Joint Venture,
Global Steel Plant, Daigaku Plant, Central Pharmaceutical Factory 2, dairy farms of
TH Milk Company in Nghe An province, Viet Thang Paper Factory in Hai Duong
province, Sun Steel Plant in Vinh Phuc province, Century Synthetic Yarn Factory in
Tay Ninh Province, Huayuan Machine Company in Binh Duong province, Bidiphar
Factory in Binh Dinh province, Thaco Auto Showroom in Ho Chi Minh City, Saigon
Airport Cargo Warehouse at Tan Son Nhat Airport, Kewpie Factory of Shimizu
Corporation in Binh Duong province, Groz Beckert Factory in Da Nang City, Whisky
An Hoa Brewery in Tay Ninh province, and European Plastics Door Factory in Binh
Duong province.
• VISION
To be recognized as the global leader for the design, manufacture, supply and
erection of Pre-Engineered Steel Buildings (PEB) and Structures.
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• MISSION

Kirby will achieve this vision by consistently delivering high-quality products to
our customers, accompanied by personalized service and a commitment to excellence.
• VALUES
Straight-talking: We encourage open debate where the best ideas win.
Customer centric: We put our customers at the center of our focus and initiatives with
the objective of providing them with unmatchable levels of services and products.
Teamwork: We actively share information and ideas, enthusiastically working to
make those around us better.
Diversity and respect: The diversity of our workforce is an asset and we treat
everyone with dignity and respect regardless of status, gender, education, ethnicity or
religion.
Empowerment: We empower people to make decisions with a bias for action.
Employees as core assets: We believe that our employees are our most valuable
resource, and do hatever it takes for their continuous training, development and
motivation.
Meritocracy: The rewards and career advancements of our people are based on their
performance and
capabilities, not on their wasta (influence).
• MILESTONES & ACHIEVEMENTS
Kirby is known for its cutting-edge world class practices, quality standards, and
its center of excellence. All of which in multiple years were recognized and awarded
by our clients and their testimonials as well as many agencies and communities around
the world.
1976 : First Kirby plant starts production in Kuwait.Annual production capacity
100,000 MT
2000: Inauguration of Hyderabad Plant. Annual production capacity 100,000 MT
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2006: Inauguration of Haridwar Plant. Annual production capacity 100,000 MT
2007: Inauguration of Ras Al Khaimah Plant – UAE. Annual production capacity
75,000 MT
2008: Kirby is the PEB first company in India. Bagged world’s largest PEB order at a
single location from Renault-Nissan.
To establish new global benchmarks in the design and manufacture of steel
building solutions, both in PEB and Structural Steel, while consistently providing our
customers with exceptional customer service.
2008 Kirby India is the first PEB company to obtain FM Approved Certification for its
KSS-600 (Kirby Standing Seam) roofing system
2009: Inauguration of Kirby Vietnam Plant. Annual production capacity 40,000 MT
2011: Kirby Building Systems in India wins infrastructure excellence award for Best
PEB Project.
2011: Kirby’s Kuwait Manufacturing facility wins the Sliver Award for HSE
excellence by American Society of Safety Engineers.
2013: Kirby commissions Global Centre of Engineering Excellence in India.

Figure 3: The awards of Kirby.

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• NETWORK:
Sales Offices – 70, builders - 300 across 6 regions
Manufacturing locations: Kuwait, UAE, India, Vietnam KIRBY regions: GCC, Middle
East, India, Africa, South East Asia, Europe & CIS Countries
•

QUALITY POLICY:

Kirby Building Systems Quality Management System complies with all applicable
requirements contained in ISO 9001:2008, and covers the design, fabrication and
supply of pre-engineered steel buildings and structural steel works for various projects,
encompassing all operations at its facilities. The quality policy shown below describes
Kirby Building Systems’ overall commitment to excellence with regards to quality.
This quality policy is reviewed regularly by management for continued suitability.
•

Kirby Building Systems aims to become the market leader in its business
operation by providing high- quality pre-engineered steel building systems and
structural steel products that meet or exceed customers’ requirements and
expectations, in line with the requirement of ISO 9001:2008 standards.

•

Kirby Building systems remains focused on understanding customers’ needs and
expectations and transmitting those needs into continuously improved products
and services with active participation of its employees.

•

Kirby Building Systems Management is responsible for ensuring the Quality
Policy is understood, implemented and maintained at all levels of the company.
This is accomplished through one to one and/or group training of employees.
Kuwait

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Vietnam

Figure 4: The Quality Management Systems of Kirby Southeast Asia

• PRODUCTS & SERVICES:
PEB – PRE-ENGINEERED STEEL BUILDING: Pre-Engineered Steel
Building is a steel structure built over a structural concept of primary members,
secondary members, and the cover sheeting connected to each other. The structural
members are custom designed to be lighter in weight and high in strength. It can be
fitted with different structural additions like trusses, mezzanine floors, fascia, canopies

and crane systems as per user requirements. Pre-Engineered Steel Buildings are ideal
for use in nonresidential, wide span low rise buildings. Among the advantages of PEB
is lower cost, consistent quality control, durability, longevity, environmentally friendly
and faster delivery to name a few. PEB buildings are used for diverse applications such
as Factories, Warehouses, Offices, Shopping malls, Aircraft Hangars, Schools,
Hospitals, Shipyards, Metro Stations, Community buildings and several more. As a
leading PEB manufacturer, Kirby provides the complete service of engineering and
fabrication thus ensuring better quality control at every stage of the process.
STRUCTURAL STEEL: Kirby designs & supplies customized Workshop
fabricated Hot Rolled & Welded steel structures for Structural Steel applications such
as Heavy Industries, Power Plants, Oil & Gas, Petrochemical Industry, highrise/commercial buildings, airports and other specialized structures. We are one of the

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most innovative steel structures fabricators and are always looking to enhance our
range of products and services including project execution.
COLD ROLL FORMED STEEL BUILDING: Cold Formed Steel members
and other products are thinner, lighter, and easier to produce, and typically cost less
than their hot-rolled steel members. Cold-formed steel offers versatility in building
because of its lightweight and ease of handling and use.
Cold Formed Steel Structures framing provides builder and consumers flexibility in
design option which cannot be economically accommodated using traditional framing
materials.

STORAGE SOLUTIONS: Storage Solutions help in providing effective
storage to customers through maximum storage capacity with optimal floor utilization.
Kirby designs & supplies steel racking systems to store materials (with or without
pallets) as part of warehouse material handling storage system. These are an essential
and ubiquitous element in most modern warehouses, manufacturing facilities, retail
centers, and other storage and distribution facilities. Kirby product range conforms to
modern modular European design.
ERECTION AND TECHNICAL ADVISORY SERVICES: Kirby has over
300 certified builders Worldwide. They have undergone intensive training on erecting
buildings of varying complexity and for different applications. Kirby Certified Builders
are highly competent and offer skilled expertise to clients. The local Kirby Certified
Builder offers comprehensive services from construction to complete turnkey solutions
Kirby provides extensive technical advisory services to its clients - from selection of
appropriate structures and economic design to adaptation of local building codes. To
ensure excellent quality and customer satisfaction, Kirby’s Technical Service
representatives regularly monitor and supervise the project till completion.
SYSTEMS &PRACTICES: Kirby Building Systems has its reputation for
having world class business practices. We have seamless processes across all our

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functions and verticals. All these are well integrated through a robust ERP system built
on SAP. Furthermore, Kirby uses the latest engineering codes and practices to design

world class buildings for its customers across the globe. Kirby has the right mix of
sustainable and efficient processes for planning and execution. Another initiative
towards serving the delight of our customer, we source our raw materials from leading
steel mills and suppliers to maintain the world class quality standards. Putting all our
processes and practices together helps us to meet ever growing demand of providing
high quality and cost effective steel solutions on time.
KIRBY CENTER OF ENGINEERING EXCELLENCE: Kirby Building
systems’ Engineering Center of Excellence is a world-class research and development
center to enhance the company’s expertise in steel for its wide range of customized and
innovative products – Pre-Engineered Steel Buildings, Structural Steel and Storage
Solutions. The center provides leadership, best practices, research, support and training
in focused areas to revitalize the existing products and also develop new expertise in
steel.
The center addresses the significant engineering challenges associated with
designing these structures to help the world develop sustainable innovations. All the
buildings are custom designed using the latest domestic / international codes and
standards such as MBMA, AISC, AISI, IS and AWS which are most optimized &
economical in nature able to meet all the customer needs. The design and detailing
process is carried out using sophisticated software packages. The centre of excellence,
located in India, consists of more than 500 highly experienced structural engineers with
industry domain knowledge to cater to the company’s various requirements across the
globe. This team ensures that all the customers receive the best of the product with
very high value and minimal risk and maximize the return on investment to derive
most of the benefits in each and every step of the project.

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2. The structure of organization and management of the company:

Figure 5 : The organizational structure of Kirby Southeast Asia

Functional department heads report to Chief Executive Officer who integrates
decisions & actions from a company-wide point of view.
•

Organizational structure & the controls that are a part of it affect firm’s
performance.

•

Specifies the firm’s formal reporting relationships, procedures, controls &
authority, and decision making process.

•

Influences how managers work & the decisions resulting from that work.

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Specifies the work to be done & how to do it given the firm’s strategy or
strategies.

•

Provides the stability a firm needs to successfully implement it’s strategies &
maintain it’s competitive advantages.
3. Life at KIRBY:

When you choose Kirby Building Systems, you join an organization that is focused
on growth and aims “To be the most successful and admired company in the region”.
The company provides an opportunity to work in a multi-cultural environment with
professionals drawn from a variety of industries.
We are dedicated to supporting a progressive, innovative and knowledgeable
workforce offering exposure to a unique and diversified organization through
numerous personal and professional development opportunities.
The Kirby work environment is based on our corporate values - straight talking,
customer centricity, teamwork, diversity and respect, empowerment, employees as core
assets and meritocracy.
Kirby believes in corporate social responsibility (CSR) and places great importance
on supporting local charitable, educational and cultural causes. Through the years, it
has made many meaningful contributions to the communities in which it operates.
Kirby recognizes that education is one of the building blocks of any nation and
supports all education initiatives. The company has worked closely with, and volunteer
with organizations that promote education, such as INZAJ -Kuwait, a not-for-profit

group that empowers young people to own their economic success.
In addition, Kirby organizes annual blood donation campaigns across all of its
manufacturing facilities, as a way to give back to the community.
Some of the company’s other CSR activities include:
•

Implementing environmental conservation initiatives at the plants, as per the
guidelines of the local Pollution Control Board

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Establishing a sewage water treatment plant (STP) for recycling of used sewage
water

•

Conducting regular checks on noise / air / water pollution, ventilation and
illumination at plants

•

Converting open lands near Kirby plants into green lands and also maintaining
green landscapes at plants.

•

Offering regular health check-ups for Kirby employees

•

Hosting of annual ‘Family Days’

4. Motivation of The Research:
Nowaday, in the work environment and professional dynamic, besides creativity
to find unique ways to help work faster and more effectively, there is a good way to
build self-worth that is forming habits, style of work, the behavior, civilized behavior,
polite work place.
Workplaces where regular contact with the people, with the relevant authorities,
peers and superiors; infrastructure, modern equipment in the workplace, it only plays a
supporting role in the working process, communication, the human factor is the most
important factor. People will decide the workplace culture, decide the success or failure
as well as mark the organization's record during the organization of activities.
According to survey results, failures in communication don’t often due to
cultural differences or language barriers. Many people have difficulty in
communicating with superiors or his subordinates, even though they speak the same
language and share the same culture. However, we can still communicate effectively if
both sides listen and understand each other.
Indeed, a number of foreign companies are operating in Vietnam, such as Coca
Cola, Nestle and businesses in the field of banking, finance, information technology, ...
relatively successful in attracting, using and maintaining employees, they are especially
good employees while creating a competitive advantage of dominated human than the

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domestic companies. A few causes of this success, there are factors such as
encouraging innovation and creativity, promoting personal capacity, appreciating the
spirit of teamwork, recognition of contributions of employees to organize, to create
funds for training and development, clear public construction plans, staff development
and determination in implementing an equitable mechanism, etc. ...
Since then, this study will provide additional information for administrators to
understand more clearly in the relationship between corporate culture and a
commitment with the staff of the organization, build cultural orientation with the
positive values in order to create a work environment feeling secure attachment and
committing long-term development with the enterprise. For these reasons we chose the
topic "On the Job Behavior" to study.

5. Purpose of The Research:
The study aimed to examine the elements: Job control, cognitive demand and
production responsibility; Supervisor – related commitment; Fairness perceptions of an
organizational policy; Goal and process Clarity. They related to on the job behavior at
Kriby company affecting the cohesion of employees with the organization.
Contributing to references help to management of

company to see the

correlation between the behavior cultural aspects and levels of personnel associated
with the organization. From there, adjust or develop policies for appropriate personnel,
while offering ways to encourage and motivate employees, to retain good employees in
the construction strategy and sustainable development of organization.

6. Research Problem Statement:
In fact of everyday life, The job also depends on specific conditions and circumstances
of mood in the communication relations. Although in recent years, the issue of cultural
communication were particularly interested in doing, but it must admit that the cultural
situation in the workplace communicate inadequate practicality demands, there are still

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many limitations and weaknesses causing annoyance, discontent. Through practice, we
can find some pretty common expression on the job behavior:
-

Some employees do not pay attention necessary communication skills with
colleagues. In relations with colleagues, it also happens jealousy, defamatory
discredit each other, no respect each other, to be agreeable only in appearance

-

When a few managers communicate with subordinates and colleagues sometimes
no gentle, cheerful or proved really no interested, friendly. People sometimes
display a temper if there are jobs not completed in time or not pleasant.

-

To criticize a colleague not the right place, insensitivity, creating stress psychology
can lead to guilt and misunderstand. Thereby creating tensions heavy atmosphere,
efficiency and quality of work will suffer inevitable.

-

Many workers also lack the cultural behavior in the workplace: smokers in the
office, drunk, lack of courtesy outfit, working individual as reading newspapers,
game ...

-

Besides, the state of wasting time at work are common occurrences: to begin late
job and to leave early, no work actively in helping guide to contact the assigned
tasks.

-

To pass the buck between related departments makes slow processing jobs time.
And there are cases employees psychology afraid to ask, meet, afraid of contact,
uncomfortable when exchanging work, or afraid ...

-

Staffs have uncooperative attitude, lack of sympathy when coordination made it
difficult to resolve the coordination work efficiently, quickly

-

When communicating by the phone is not yet well observed through telephone
communication, exchanging lengthy, answer lacks courtesy, curtly or abruptly
interrupt phone use phone during the meeting ...

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7. Scope and objects of The Research:
- Scope of research: The research was conducted on 268 employees who are working
at Kirby. The questionnaires sent to the employee là in 20 days to fill in.
- Research subjects are the element on the job behavior, employee engagement with
the organization and the relationship between these concepts.
- Survey objectives: the managers, employees working at Kirby.

8. Significance of The Research:
Topics of practical significance in the research impact to on the job behavior on
attitudes linked to the organization's employees by the following points:
- The research results identify the elements on the job behavior affecting the cohesion

of the organizational staff at Kirby Company.
- Adding scale system on the elements on the job behavior affects the cohesion of
employees with the organization. This study also opens up for further research.

9. Limitations of The Research:
We has researched and surveyed at Kirby company with just 268 employees. In
recent years, the research time complete the project about 2 months. The research
projects are also difficult and certain advantages. The research object is staff and
superiors of Kirby therefore it should be very convenient in the comment survey, save
a portion of travel expenses. However the scope of the research is narrow, the
evaluation results are not accurate and varied. We are still struggling because of limited
time in 2 months.

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RESEARCH PROJECT

2015

CHAPTER II: LITERATURE REVIEW
1. Job control, Cognitive demand and Production responsibility:
Defining and controlling one’s job is, in part, about job content and job design.
According to Wall et al(1990) the effect of job content on employee reactions has long
been of interest to psychologists, researchers and practitioners alike. The main area of
interest has been the Job Characteristics Model (Hackman and Oldham, 1976) which
served to describe jobs in terms of five core job dimensions, namely, skill variety, task
identify, task significance, autonomy and feedback from the job itself. Not contained in

the job characteristics framework were a number of factors identified by Wall et al
(1990) that most frequently appeared in employees’ accounts of jobs and their
reactions to them. These were timing control, method control, monitoring demand,
problem-solving demand and production responsibility. In the present study,
perceptions of both timing control and method control are also assessed.
Whilst the five job properties originally proposed by Wall et al (1990), were
significant to advanced manufacturing technology (AMT) Jackson et al (1993) later
argued that the constructs were also of much more general relevance, as a means to
focus on job holders’ perceptions of these dimensions. They argued that ‘the effects
would be expected to depend on people being conscious of them’, and thus
determinants of employees’ reactions to them (Jackson et al, 1993: 754) and were
therefore not solely related to one particular industry. As a result, Wall et al(1990) and
later Jackson et al (1993) and Wall, Jackson and Mullarkey (1995) further refined the
measures to better understand job holders’ perspectives of the variables. Wall et al
(1990: 203-204) also state that ‘control is a job characteristic of known relevance to
both psychological well-being and job performance’.
Timing and method control were two sub-scales that were used in the present
study to measure perceptions of control and were previously developed by Wall etal

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