Antecedents of job satisfaction of employees at hoa sen group

RESEARCH PROJECT
(BMBR5103)

ANTECEDENTS OF JOB
SATISFACTION OF EMPLOYEES AT
HOA SEN GROUP

STUDENT’S FULL NAME

: PHAN PHUOC LONG

STUDENT ID

: CGS00018522

INTAKE

: September, 2014

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


Advisor’s assessment
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Advisor’s signature


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

TABLE OF CONTENTS
ACKNOWLEDGEMENTS ......................................................................................6
LIST OF FIGURES ..................................................................................................7
LIST OF TABLES ....................................................................................................8
ABBREVIATIONS ...................................................................................................9
ABSTRACT .............................................................................................................10
Chapter 1. INTRODUCTION ..............................................................................11
1.1. Company Introduction ..................................................................................11
1.1.1. General Introduction .............................................................................11
1.1.2. Vision ....................................................................................................17
1.1.3. Mission..................................................................................................17
1.1.4. Core values ...........................................................................................18
1.1.5. Business philosophy .............................................................................18
1.1.6. Logo of HSG .........................................................................................18
1.2. Research Introduction ...................................................................................19

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

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

4.2. Descriptive Statistics .....................................................................................49
4.3. Reliability Analysis - Cronbach‘s Alpha ......................................................49
4.4. Correlation of all variables statistics .............................................................50
4.5. Hypotheses Testing .......................................................................................51
Chapter 5. CONCLUSION ...................................................................................53

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
5.1. Summary and Discussion: .............................................................................53
5.2. Management Implications: ............................................................................54
5.3. Limitations and Further Research Recommendation: ...................................55
REFERENCES ........................................................................................................56
Appendix 1: Questionnaire.......................................................................................60
Appendix 2: Presentation Slides ..............................................................................67

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

ACKNOWLEDGEMENTS
I would like to say special thanks to my instructor, was Dr. NGUYEN THE
KHAI, enthusiastic teacher always guide me throughout the course, it was the
sharing of knowledge, the support , encouragement of teachers as the main source
and help me overcome all difficulties to complete the study of this thesis.
Secondly, I would like to thank the Open University Malaysia and IIE of Hutech
University have organized international MBA program, thank you for the leader and
staff of IIE has supported us throughout the course.

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

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

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

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

LIST OF TABLES
Table 1:

Descriptive Statistics ......................................................................... 50

Table 2:

Summary of Cronbach‘s Alpha of the variables ............................... 51

Table 3:

Summary of Correlations of all variables .......................................... 52

Table 4:

Model Summary of all hypotheses ..................................................... 52

Table 5:

Coefficients of all hypotheses ............................................................. 53

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

ABBREVIATIONS
HSG

:

HOA SEN Group

HR

:

Human Resource

HRM

:

Human Resource Management

SPSS

:

Statistical Packages for the Social Science

WRE

:

Work – Related Expectancies

WC

:

Work Control

PJ

:

Procedural Justice

SS

:

Supervisory Support

JS

:

Job Satisfaction

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

ABSTRACT
In each company, human resource (HR) is the most valuable asset. So how do
companies understand the job satisfaction of staff, especially the department of
human resource management (HRM), enabling them to more accurately determine
factors affecting satisfaction in public employee. Since then helps them develop HR
strategy, policies, procedures,

better staffing, balancing

the rights and

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

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

Chapter 1.

INTRODUCTION

1.1. Company Introduction
1.1.1.

General Introduction

Hoa Sen Group was established on August 8th 2001 (June 19th of Lunar
Calendar) which is the Enlightenment Day of Guan Yin Bodhisattva.
Hoa Sen Group‘s headquarters is located at No.09, Thong Nhat Boulevard,
Song Than 2 Industrial Park, Di An District, Binh Duong Province.
Hoa Sen Group’s information
 Name of Corporation : HOA SEN GROUP (HSG)
 Headquarters: No.09, Thong Nhat Boulevard, Binh Duong Province.
 Telephone: +84 650 3790 955

Fax: +84 650 3790 888

 Representative office: 183 Nguyen Van Troi Street, Ho Chi Minh City.
 Telephone: +84 8 3999 0111

Fax: +84 8 3999 0222



Website: www.hoasengroup.vn



Legal representative: Mr. LE PHUOC VU – Chairman of the Board

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

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

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

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

Address: Nhon Hoa Industrial Park, Nhon Hoa Ward, An Nhon Town, Binh
Dinh Province, Vietnam
Manufacturing Plant in Binh Duong Province
Address: No. 09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di An
Ward, Di An Town, Binh Duong Province, Vietnam
Hoa Sen Phu My Steel Sheet Plant
Address: 1B Street, Phu My 1 Industrial Park, Phu My Town, Tan Thanh
District, Ba Ria – Vung Tau Province, Vietnam

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
Hoa Sen Hai Duong Steel Pipe Plant
Address: Km34 + 300, Highway 5, Phuong Do Hamlet, Hung Thinh Commune,
Binh Giang District, Hai Duong Province, Vietnam
Since the day of establishment with only VND 30 billion of initial charter
capital and 22 employees, up to now, Hoa Sen Group has about VND 1,008 billion
of charter capital and nearly 3,700 employees. Among them, there are young
managers with the age from 23 to 35 which creates dynamism in the outstanding
development of Hoa Sen Group.

Figure 3: Non-Oxidizing-Furnace line at Phu My 1 Industrial Park, Ba Ria Vung Tau
Province

Figure 4: Hoa Sen Steel Sheet

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

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



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



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



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



Modern manufacturing system with continuous investment in advanced
technology.

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

growth of sales output and revenue of over 47% during the last five fiscal years
(2008, 2008 - 2009, 2009 - 2010, 2010 - 2011, 2011 - 2012). Hoa Sen Group
honorably received Certificate of Merit from Vietnam Prime Minister in 2011 and
received ―Vietnam Gold Star‖ Award in 2005, 2007, 2008, 2009, 2010, 2011 and
2013 (Top 10 of Vietnam Gold Star 2009, Top 10 of Corporate Social
Responsibility 2011 and Top 10 of Corporate Social Responsibility 2013).
Moreover, Hoa Sen Group was also ranked in Top 500 of Largest Companies in
Vietnam (2007, 2008, 2009, 2010 and 2011), ranked first for ―Best Managed
Company in Asia 2014‖ award in metal and mining sector by Euromoney
Magazine, received ―Vietnam Value 2012‖ and ―Vietnam Value 2014‖, received
Third – Class Labor Medal in 2013 and many other domestic as well as foreign
awards.

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
Hoa Sen Group takes Lotus which has been chosen as Vietnam National Flower
as its name and symbol because Lotus contains philosophic meanings of
Disinfectedness

–

Purification

–

Patience

–

Perfect

–

Modesty

–

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

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
 Implement Phase 2 of Hoa Sen Phu My Steel Sheet Plant Project to achieve
the target of 1 million ton in sales volume and the target of USD 1 billion in
turnover.

1.1.2.

Vision

Become a leading economic group in building material field in Vietnam and in
the region with a sustainable development strategy that focuses on traditional
products such as coated steel sheet, steel, plastic and is based on building and
developing core competitive advantages: vertically integrated value chain;
distribution - retail network; strong, friendly and community - oriented brand;
unique governance system and corporate culture as well as pioneering in
technological innovation investment in order to maximize added value for
shareholders, employees and society.

1.1.3.

Mission

Provide products with international quality and reasonable prices under the Hoa
Sen brand in order to meet customers‘ needs and contribute to changing the
country‘s architectural landscape and developing the community.

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

1.1.4.

Core values

Integrity – Community – Development

1.1.5.

Business philosophy

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

1.1.6.

Logo of HSG

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

1.2. Research Introduction

1.2.1.

Problem statement

In each company, human resource (HR) is the most valuable asset. So how do
companies understand the job satisfaction of staff, especially the department of
human resource management (HRM), enabling them to more accurately determine
factors affecting satisfaction in public employee. Since then helps them develop HR
strategy, policies, procedures,

better staffing, balancing

the rights and

responsibilities of the company and employees, helping employees work motivation
better and lasting bond work, jointly developed with the company.
Human resource management is a critical function in organizations designed to
maximize employee performance of an employer's strategic objectives (Johnason,
P.2009). Human resource management is primarily concerned with the management
of people within organizations, focusing on policies and systems (Collings, D. G.,
& Wood, G., 2009) by undertaking a number of activities, including employee
recruitment, training and development, performance appraisal, and rewarding (e.g.,
managing pay and benefit systems) (Paauwe, J., & Boon, C. 2009).
In the current global work context, most organizations drive their HRM on
developing and retaining the talent and knowledge held by their employees. It
means organizations focus on lowering employee turnover. High turnover rate will
cost a lot for an organization because new hiring not only entails a high cost but

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

1.2.2.

Purpose of the study

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

strategies, policies and procedures, the regime of commendation better rewards. The
new policy will enable all of HSG staff about job satisfaction, peace of mind

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
attached to work long term, effective, positive contribution to the overall sustainable
development with HSG.

1.2.3.

The scope of the research

This study was conducted on 300 employees of HSG, primarily survey and the
vote answered the questionnaire survey for the employees working at its
headquarters and production plant in Binh Duong province, and office
representative in Ho Chi Minh city.
Survey questionnaires were distributed randomly to the staff and management
of the division, department, factory in Binh Duong Province and office in Ho Chi
Minh City.
The questionnaire survey and interpret instructions clear, and we have received
back 300 questionnaires answered complete and valid.

1.2.4.

Research questions

The question in this study will concentrate on studying, identifying factors that
impact, the premise impact job satisfaction of hospital personnel at HSG,

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

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

Chapter 2.

LITERATURE REVIEW

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

as a multifaceted construct

that

employee feelings about a variety of both intrinsic and extrinsic job

elements (Howard & Frink, 1996). Porter and Steers (1973) argued that the extent
of employee job satisfaction reflected the cu— mulative level of met worker
expectations. That is, employees expect their job to provide a mix of features
(e.g., pay, promotion, au- tonomy) for which the employee has certain
preferential values. The range and impor— tance of these preferences vary across
indi— viduals, but when

the accumulation

of unmet expectation

becomes

sufficiently large there is less job satisfaction, and greater probabil- ity of
withdrawal behavior (Pearson, 1991). Indeed, some interest in job satisfaction is
fo- cused primarily

on its impact on employee commitment, absenteeism,

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

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

satisfaction
1991; Lee,

may

of

variance

in

turnover

be smaller than originally

Mitchell,

Holtom,

other hand, a 2—year longi— tudinal

McDaniel,

explained

thought

by

(Horn &

& Hill, 1999). On the

study showed that

employees

who

changed jobs and moved into a new occupa— tion had higher levels of work
satisfaction in the new job than employees who changed jobs and stayed in
the same occupation and employees who did not change jobs at all (Wright
& Bonett, 1992). In particular, satis- faction with the facets of meaningful
work and promotion

opportunities

were signifi-cant predictors of intentions to

leave an orga— nization. Mathieu‘s (1991) tests of the causal ordering of job
satisfaction and organiza- tional commitment found that the effects of a variety of
antecedents on organizational commitment were mediated by their impact on job
satisfaction (Tsui, Egan, & O‘Reilly, 1992).
Aspects of the work situation have been shown to be determinants ofjob
satisfaction (Arvey, Carter, & Buerkley, 1991). For ex- ample, a broad situational

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

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

A qualitative study (Bussing, Bissels,
Fuchs, & Perrar, 1999) suggested that job satisfaction is developed through
assessment of the match among expectations, needs, motives, and the work
situation. Based on this assessment, a person builds up satisfac- tion (steady
feeling of relaxation as a result of met expectations and needs) or dissatisfac- tion
(feeling of tension as a result of unsatis- fied needs and expectations) with her or his
work. In the case of dissatisfaction, employ- ees may maintain or reduce their level
of as- piration. Maintaining aspirations in the face of work dissatisfaction can result
in pseudo work satisfaction,

fixated

dissatisfaction, and constructive

dissatisfaction. Fixated and constructive work dissatisfaction may result in
mobilization of an employee‘s problem- solving behavior (Bussing et al., 1999).
Problem-solving behaviors seem to depend largely on variables such as control or
social support at work. Alternately,

a more cynical view is that decreases in

aspirations may lead to ―resigned‖ job satisfaction. That is, some proportion of

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BMBR5103 ...................................................... Instructor: Dr. Nguyen The Khai
satisfied workers found in atti- tudinal studies may be explained by some workers
who have passively resigned or given up on their work situation (Bussing et al.,
1999).

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

may better reflect changes in relevant situational factors, whereas a

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

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