The impact of fairness factors on career commitment of bureau veritas viet nam employee

RESEARCH PROJECT
(BMBR 5103)

THE IMPACT OF FAIRNESS FACTORS
ON CAREER COMMITMENT
OF BUREAU VERITAS VIETNAM EMPLOYEE

STUDENT’S NAME

: HO NGOC PHUONG THAO

STUDENT’S ID

: CGSVN00018529

INTAKE

: SEPTEMBER 2014

ADVISOR’S NAME & TITLE : Dr. NGUYEN THE KHAI

--- DEC 2015 ---


ADVISOR’S ASSESSMENT

.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................

.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................
.............................................................................................................................................................................................

…………………………………………………………………………………..

2


ACKNOWLEDGEMENTS

I wish to acknowledge the help of several individuals because without their
assistance, guidance, and understanding this research would not have been possible.
Firstly, I am very grateful to my advisor DBA. Khai Nguyen. His patience, time, and
commitment, in addition to his constant encouragement, effort, constructive comments,
support, and individualized attention were a major source of inspiration. Thank you
for trusting in me. The other members of my committee were also great assets.
Thanks to the board of managers and my colleagues of Bureau Veritas
Certification Body Vietnam for their precious comments and helps to collect data for
this thesis.
I would like to express my love and gratitude to my beloved wife and son for
their understanding and endless love through the duration of doing this assignment.

3

TABLE OF CONTENTS
ABSTRACT ....................................................................................................................... 7
CHAPTER 1: INTRODUCTION ............................................................................................ 8
1.1 Introduction of Bureau Veritas Certification Vietnam (BVC)........................................ 8
1.1.1 Overview of company ............................................................................................ 8
1.1.2 Organization and personnel structure ................................................................... 14
1.2 Research introduction .................................................................................................... 14
1.2.1 Statement and purpose of research ....................................................................... 14
1.2.2 Significance and scope of research ...................................................................... 15
1.2.3 Research question ................................................................................................. 16
CHAPTER 2: LITERATURE REVIEW ...................................................................................17
2.1 Definition of constructs ................................................................................................. 17
2.1.1 Work-related expantancies ................................................................................... 17
2.1.2 Goal clarity ........................................................................................................... 18
2.1.3 Distributive justice................................................................................................ 18
2.1.4 Fairness in skill-based Pay ................................................................................... 19
2.1.5 Career commitment .............................................................................................. 19
2.2 Theory of career commitment ....................................................................................... 20
2.3 Conceptual research model ........................................................................................... 22
2.4 Research of hypotheses ................................................................................................. 24
2.4.1 Hypotheses 1: ....................................................................................................... 24
2.4.2 Hypotheses 2 ........................................................................................................ 25
2.4.3 Hypotheses 3 ........................................................................................................ 26
2.4.4 Hypotheses 4 ........................................................................................................ 28
CHAPTER 3: RESEARCH METHOLOGY ..............................................................................31
3.1 Data collection............................................................................................................... 31
3.2 Measurement result of each construct ........................................................................... 32
CHAPTER 4: RESULTS AND FINDINGS ..............................................................................34

4


4.1 Data analysis on demographic characteristics............................................................... 34
4.2 Reliability Statistics....................................................................................................... 34
4.3 Descriptive Statistics ..................................................................................................... 36
4.4 Correlations among variables ........................................................................................ 36
4.5 Hypotheses Testing Results .......................................................................................... 38
CHAPTER 5: DISCUSSION AND RECOMMENDATIONS ......................................................40
5.1 Rationale and Summary of Results ............................................................................... 40
5.2 Limitation ...................................................................................................................... 41
5.3 Recommendation for Future Research .......................................................................... 42
REFERENCE ....................................................................................................................44
APPENDIX A: QUESTIONAIRE ..........................................................................................47
APPENDIX B: DEMOGRAPHIC DATA SHEET .....................................................................50

5


LIST OF FIGURES AND TABLE

Figure 1: Organization chart of BVC Vietnam in 2014 .................................................. 14
Figure 2: Research model of career commitment ............................................................ 24
Table 1 Cronbach's Alpha- Internal consistency .................................................................. 35
Table 2: Summary of Cronbach’s Alpha of the variables .................................................. 36
Table 3: Summary of descriptive satistics ............................................................................. 36
Table 4: Summary of Correlations of all variables ............................................................. 37
Table 5: Model Summary of all hypotheses .......................................................................... 38
Table 6: Coefficients of all hypotheses .................................................................................. 39

6


ABSTRACT
General statistics office (GSO) said that the labor productivity of Vietnam
continued to increase in recent years, averaging 3.7% per year rate in the period
2005 - 2014. However, labor productivity is now Vietnam Men just one-eighteenth
of Singapore, one sixth of Malaysia, one third of Thailand and China. Vietnam
National Productivity Institute reported that disengaged employees cost the Vietnam
economy appropriate 30% in lost productivity. This study aims to explore one of the
many ways to enhance organizational career commitment in job function through
the fairness in skill-based payment for employee within the goal clarity. The study
analyzes the results of a survey of 240 participants who self-identified as being in
their current position for more than one year and are over the age of 25 years in
BVC (top five of international quality certification service in Vietnam). Individuals
who are managed under clarity and fairness system demonstrated significantly
career commitment at higher levels of employee behavior than their non-congruent
counterparts. By identifying the fairness payment system based on skill, goal and
distributive justice, HRM department can begin to think about better classification
of employees, which should result in higher career engagement.

7


CHAPTER 1: INTRODUCTION

1.1

Introduction of Bureau Veritas Certification Vietnam (BVC)
1.1.1

Overview of company

Bureau Veritas Certification offers certification services (“Services”)
covering audit and certification against an appropriate recognised specification or
part thereof to any person, firm, company, association, trust or government agency
or authority that apply for Services (“Client”). The audit and certification services
offered by Bureau Veritas Certification are “open ended” and are subject to
automatic renewal.
-

Bureau Veritas is a world leader in Testing, Inspection and Certification
services Created in 1828, Bureau Veritas is
a global leader in Testing, Inspection and
Certification (TIC), delivering high quality
services to help clients meet the growing
challenges of quality, safety, environmental
protection and social responsibility.

-

As a trusted partner, Bureau Veritas offers
innovative solutions that go beyond simple
compliance with regulations and standards,
reducing risk, improving performance and
promoting sustainable development. Bureau Veritas core values include
integrity and ethics, impartial counsel and validation, customer focus and
safety at work. Bureau Veritas is recognized and accredited by major
national and international organizations.

-

Bureau Veritas Vietnam is a 100% French owned company, established in
1998 under the Investment License No. 2042/GP dated 6 March 1998
issued by the Ministry of Planning and Investment of Vietnam.

8


-

Bureau Veritas Vietnam is a professional services firm dedicated to Quality,
Health & Safety, Environment (QHSE) Management and Social

Responsibility, in the field of:
-

Aeronautics – Agriculture – Automotive – Construction;

-

Real Estate – Consumer Products – Food – Governments;

-

Public Organizations – Industrial Equipment – International Trade – IT,
Telecoms;

-

Electronics – Maritime Industry – Mines & Minerals – Oil;

-

Gas – Power & Utilities – Process Industries – Retail – Services – Transport
& Infrastructures

-

Bureau Veritas Vietnam (BV Vietnam) delivers a comprehensive range of
services including inspection, audit, testing, classification, certification,
asset management, and related technical assistance, training, outsourcing
and consulting services.

-

I joined to BV Vietnam from 2013 as a role of Quality management system
auditor for the certification service in the South of Vietnam.
1.1.2

Eight global business

Business scope of BV global base on 8 type as below:
-

Marine and off shore;

-

Industry;

-

In-service inspection and verification;

-

Construction

9


-

Certification

-

Commodities

-

Consumer product

-

Government services and international trade
The definitions in this Article apply in these General Conditions for

Certification Services:

-

Accreditation Body: Authoritative body that grants accreditation, under
which Bureau Veritas Certification performs its Services.

-

Agreement: the Bureau Veritas Certification’s acceptance of a completed
Bureau Veritas Certification Order Form or other instructions for Services
from the Client, or Bureau Veritas Certification's acceptance of an agreed
quotation for Services, or any instruction or request for services by a Client
and

subsequent

acceptance

by Bureau

Veritas

Certification

and

performance of Services by Bureau Veritas Certification for the Client.
These General Conditions govern each Agreement unless separate terms
and conditions are agreed to in writing between the Client and Bureau
Veritas Certification.
-

Certificate of Approval: Permission issued by Bureau Veritas Certification
for a product, service or process to be marketed or used for stated purposes
under stated conditions.

-

Bureau Veritas Certification Order Form: Bureau Veritas Certification’s
standard form to be completed by the Client setting out the Services to be
performed by Bureau Veritas Certification, together with any other
information concerning the performance of the Services under the terms of
the Agreement. The fees for the Services may be set out in Bureau Veritas
Certification Order Form or in a separate document or price list.

-

Party and Parties: individually Bureau Veritas Certification or the Client
and collectively Bureau Veritas Certification and the Client.

10


-

Reports: all documents created by Bureau Veritas Certification in relation to

the performance of the Services, except Certificate of Approval.
Capitalized terms not otherwise defined herein shall have the meanings
given to such terms by the ‘’Conformity Assessment’’ vocabulary as stated in the
ISO 17000 standards.

For the avoidance of doubt, the Client's standard terms and conditions (if
any) attached to, enclosed with or referred to in any Bureau Veritas Certification
Order Form or other document shall not govern the Agreement.
Bureau Veritas Certification acts for the Client only. Except as provided in
the Agreement, the Agreement is entered into solely between and may be enforced
only by the Client and Bureau Veritas Certification. The Agreement shall not be
deemed to create any rights in third parties, including without limitation suppliers or
customers of a Party, or to create any obligation of a Party to such third parties.
Service scope of Certification department
Base on the organization chart, Certification department apply 02 services
-

Certification audit

-

Training
The scope of certification audit and training as below:

A

MANAGEMENT SYSTEMS CERTIFICATION

A1

Quality Management System in specific industries:

A1.1

Quality Management System - All industries

ISO 9001:2008

A1.2

Quality Management System - Automotive industry

ISO/TS 16949:2009

A1.3

Quality Management System - Petroleum,

ISO/TS 29001:2007

Petrochemical and natural gas Industries
A1.4

Quality Management System - Medical Devices

ISO 13485:2003

A1.5

Quality Management System - Telecommunications

TL 9000

A1.6

Quality Management System - Aeronautical industry

AS 9100/EN 9100

A2

Environment Management Systems

A2.1

Environmental management System

ISO 14001:2004

11


A

MANAGEMENT SYSTEMS CERTIFICATION

A2.2

Energy Management System

ISO 50001:2011

A2.3

Forest Stewardship Council (FSC) certification FSC

FSC, CoC, FM

Chain of Custody (CoC); FSC Forest Management
(FM)
A2.4

A2.5

Climate Changes Service: Validation & Verification

CDM Validation & CDM

Services to support green house gas reduction

Verification

EU Emissions Trading scheme for Aviation sector

Verification of annual
emissions reports and
tonne-kilometre data

A3

Health & Safety and Security Management Systems

A3.1

Occupational Health & Safety Management system

OHSAS 18001:2007

A3.2

Information Security Management system

ISO 27001:2005

A3.3

Security Management System for Supply chain

ISO 28000:2007

A3.4

Transported Assess Protection Association

TAPA Certification

A3.5

Social Accountability Management System

SA 8000:2008

A4

Food safety Management Systems:

A4.1

Food Safety Management Systems

HACCP, ISO 22000

A4.2

Two essential food standards for supplier to retail

BRC/IFS Certification

A4.3

Global GAP Certification

Global Gap Aquaculture,
Global Gap Agriculture

B

TRAINING

B1

International standard (from A1 to A4)

B2

IRCA Accredited Courses – Lead auditor for

ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007, ISO
27001:2005, ISO 22000, ISO 50001:2011

12


1.1.3
-

Ethics and compliance

The main principle of BV global is continue to grow as a truly global
business built upon a solid and long standing reputation which is probably
its most important asset.

-

This reputation comes from the continuous application of the strong core
values of Bureau Veritas shared by all employees and to which each of us
within the Bureau Veritas Group (“Bureau Veritas”) subscribes. Our core
values reinforce unity and cohesion and help promotea strategy of
profitable growth.

-

The core values of Bureau Veritas "Integrity and Ethics" and “Impartiality
and Independence" were the focal point of the work carried out by our
profession in 2003, under the leadership of the International Federation of

Inspection Agencies (IFIA), which led to the drafting of the first Code of
Ethics of Bureau Veritas, published in October 2003.

-

In conformity with the requirements of our profession, the Code of Ethics
describes values, principles and rules applicable to all within Bureau
Veritas upon which it has built its growth and relationships based on trust
with clients, commercial partners and employees.

-

Meanwhile, our customers look to Bureau Veritas to be exemplary in its
integrity in the performance of its services. It is clear that customers place a
high value on integrity, impartiality and independence which are at the
forefront of the daily concerns of all Bureau Veritas employees. Indeed,
today, the reputation of the integrity of the services of Bureau Veritas has
become one of its major selling points of which every Bureau Veritas
employee should be proud.

-

It is therefore vital that every Bureau Veritas employee acts in compliance
with the Code of Ethics and actively applies and defends its values,
principles and rules. We are all responsible for making compliance a vital
part of our business process and future success, in order to preserve and
enhance the reputation of Bureau Veritas as a socially responsible company.
13

-

The Bureau Veritas Code of Ethics which applies to every Group employee
was updated in August 2012. The BV Vietnam must comply all the
committee as above.
1.1.4

Organization and personnel structure

Figure 1: Organization chart of BVC Vietnam in 2014

Organization of Bureau Veritas Vietnam is established based on the
production lines for ensuring its specialized professional and bring into at most play
of the capabilities and experiences of its related staff, base on the structure of LLC
(Limited liability companies). During its operation if there is any expertise of the
other departments of the company needed, then the General Director will arrange
and nominate accordingly to meet the requirements. In case of additional technical
requirements are needed, related foreign experts and technicians of Bureau Veritas
Group will be assigned to meet such requirements.

1.2

Research introduction
1.2.1

Statement and purpose of research

14

To perform a job and receive compensation for that work are fundamental
conditions in the, more or less formalized, agreement that typically exists between
employers and employees (Rousseau, 1989). In order for both parties to be satisfied
with the agreement, however, the pay must be considered to be commensurate with
the performance (Homan, 1961). Accordingly, individuals have an expectation that
their efforts will yield proportionate rewards, and when this happens, a sense of
(distributive) justice arises. Conversely, when this expectation is not met, a sense of
injustice would be expected to arise instead (Homan, 1961). It is, however, difficult
to predict whether a person will find a given distribution to be just or unjust since
such a perception is based on the individual's subjective interpretation.
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).
Like other public companies, in recent years BVC 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, BVC also
provide many HR management policies to retain and develop its workforce such as
salary and reward systems.
1.2.2

Significance and scope of research

The purpose of this research is to examine and approach whether items in
terms of Goal and Process Clarity, Distributive justice, Work-related expectancies
and Fairness skill-based pay will have any influence on the career commitment of
BVC employees.
It is expected that the findings of the research will give an overall view of

how internal management items affect the turnover rate of BVC. Then, BVC’s
15


board of management team can the project’s results as reference on adjusting and
developing couple of solutions that may fill in the gap in HRM system and retaining
its talents to fulfill its vision of becoming a leading economic group in
manufacturing and distributing building material products in Vietnam and in the
region with a sustainable development strategy.
Career commitments established more than 25 years ago (Blaou 1989)
should be re-examined in today’s workplace. Due to the current economic and labor
market turbulence, organizations may leverage their employees’ career commitment
as incentives, which in turn may help the bottom line. Many organizations
understand that engaged employees lead to higher profits (Field, 2003; Kahneman
et al., 1999; Spector, 1997; Tuss, 2010). With that understanding, BOD of BVC can
drive profitability through the identification and utilization of their employees’
career commitments to establish mutual advantages.
1.2.3

Research question

The research will focus on examining the relations of internal management
items and organizational commitment of employees. Therefore, the following
questions will be addressed in the scope of study:
-

How does the Goal clarity influence to organizational career commitment
of the employees?

-

How do work-related expectancies take influence on career commitment?

-

What is the impact of distributing reward such as raises, promotions,
performance ratings, and general recognition on career commitment?

-

What is the relation between fairness skill-based pay and career
commitment?

16


CHAPTER 2: LITERATURE REVIEW

2.1

Definition of constructs
2.1.1

Work-related expantancies

Description:
This measure was developed by Eisenberger, Fasolo, and Davis-LaMastro
(1990) to describe the extent to which employees believe that higher levels of job
performance will be rewarded. The measure assesses employee expectancies about
the relationship of better performance with increased pay, promotions, and job

security. It also assesses employee expectancies that better performance will lead to
increased influence, supervisory approval, and recognition.
Reliability (α = 0.858)
Validity:
Factor analysis of the nine items found two factors for work-related
expectancies. One dimension captures expectancies about pay and promotion
rewards. The other dimension describes expectancies about approval and
recognition. The two factors were consistent across samples of hourly workers and
managers (Eisenberger et al., 1990). Expectancies for pay /promotion rewards and
approval/recognition/influence

both

correlated

positively

with

perceived

organizational support, job satisfaction, participation in decisions, and job
involvement. Expectancies for rewards and influence both correlated negatively
with role conflict and ambiguity (Eisenberger et al., 1990; Smith & Brannick,
1990).

17


2.1.2

Goal clarity

Description:
This measure was developed and tested by Sawyer (1992). It describes two
dimensions thought to make up role ambiguity. One dimension describes clarity
about a job's outcome goals and objectives. The other dimension describes clarity or
certainty about a job's process or how it should be performed.
Reliability (α = 0.889)
Validity:
Exploratory factor analysis found the items loaded on two distinct factors.
Confirmatory factor analysis indicated that the two factors were empirically distinct
(Sawyer, 1992). In a structural equation model, autonomy, task feedback, and
feedback from others (supervisors and co-workers) were antecedents to process
clarity. Recognition was positively related to goal clarity, goal clarity was directly
related to satisfaction, and process clarity was indirectly related to job satisfaction
through goal clarity (Sawyer, 1992).
2.1.3

Distributive justice

Description:
These measures were developed by Sweeney and Mc Farlin (1997). The
procedural justice subscale uses 13 items to assess the fairness of procedures within
an organization, including procedures relevant to assessing and communicating
performance feedback, solving work-related problems and promotion processes.
Eleven items describe employee perceptions of an organization's fairness in
distributing rewards such as raises, promotions, performance ratings, and general
recognition.
Reliability (α = 0.898)

Validity:

18


Confirmatory factor analysis showed that distributive and procedural justice
were empirically distinct (Sweeney & McFarlin, 1997). Distributive and procedural
justice both correlated positively with employee pay level, intention to stay in a job,
job satisfaction, supervisor's evaluation of the employee, and organizational
commitment. Procedural justice also correlated positively with tenure and being
male (Sweeney & McFarlin, 1997).
2.1.4

Fairness in skill-based Pay

Description:
Faireness in skill-based pay is developed by Lee, Law, and Bobko (1998),
assesses perceived fairness in a skill-based pay program. Skill-based pay systems
pay employees for the range, depth, and types of skills applied on jobs. Employee
perceptions of the skill-based pay program are likely to be influenced by their
perceptions that certification procedures are objective and consistent across people,
times, and skills; include opportunities for employees to ask questions about the
decisions made; and incorporate the use of accurate information.
Reliability (α = 0.763)
Validity:
Confirmatory factor analysis showed that measures of fairness, three skillbased pay system characteristics (training, understanding, and advancement), and
perceived benefits of skill-based pay and pay satisfaction were empirically distinct.
Perceived fairness of skill-based pay correlated positively with the amount of pay at
risk, pay satisfaction, perceived benefits of skill-based pay, training/job rotation
provided, understanding of the skill-based pay plan, and understanding of how to

advance in the plan (Lee et al., 1998).
2.1.5

Career commitment

Description:

19


This measure, developed by Blau (1989), has been widely used to examine
individuals' commitment toward their occupations, profession, and careers. Reilly
and Orsak (1991) modified the items to fit the nursing profession. The measure
could be similarly adapted to fit other specific professions.
Reliability (α = 0.875)
Validity:
Career commitment correlated negatively with work stress, emotional
exhaustion, low accomplishment, and the low alternatives dimension of continuance
commitment. Career commitment correlated positively with perceived performance
and life satisfaction, and the personal sacrifices dimension of continuance
commitment (Cohen, 1999; Reilly & Orsak, 1991). Factor analysis showed that
career commitment was empirically distinct from affective organizational
commitment, continuance commitment, and normative commitment (Cohen, 1996).
Career commitment was also shown to be empirically distinct from job involvement
and a measure of the Protestant work ethic (Cohen, 1999).

2.2

Theory of career commitment
Employee commitment to an organization has been defined in a variety of

ways including an attitude or an orientation that links the identity of the person to
the organization, a process by which the goals of the organization and those of the
individual become congruent, an involvement with a particular organization, the
perceived rewards associated with continued participation in an organization, the
costs associated with leaving, and normative pressures to act in a way that meets
organizational goals (Meyer & Allen, 1997).
Mowday, Porter, and Steers (1982), who did much of the original research
about organizational commitment, characterized it as a strong belief in and
acceptance of the organization's goals and values, a willingness to exert
considerable effort on behalf of the organization, and a strong desire to maintain
membership in an organization. The various definitions reflect three broad themes:
20


commitment reflecting an affective orientation toward the organization, recognition
of costs associated with leaving the organization, and moral obligation to remain
with an organization (Meyer & Allen, 1997).
An employee's liking for an organization is termed affective commitment
and includes identification with and involvement in the organization. Employees
with a strong effective commitment continue employment with the organization
because they want to do so (Cohen, 1993). Continuance commitment refers to an
awareness of the costs associated with leaving the organization. Employees whose
primary link to the organization is based on continuance commitment remain with
their employer because they need to do so. Finally, normative commitment reflects
a feeling of obligation to continue employment. Employees with a high level of
normative commitment feel that they ought to remain with the organization (Meyer
& Allen,1997).
Others have argued that commitment reflects the psychological bond that
ties the employee to the organization but that the nature of the bond can take three

forms, labeled compliance, identification, and internalization (O'Reilly & Chatman,
1986). Compliance occurs when attitudes and behaviors are adopted not because of
shared beliefs but simply to gain specific rewards. In this case, public and private
attitudes may differ. Identification occurs when an individual accepts influence to
establish and maintain a relationship; that is, an individual may respect a group's
values without adopting them. On the other hand, internalization occurs when
influence is accepted because the induced atttitudes and beliefs are congruent with
one's own values (Caldwell, Chatman, & O'Reilly, 1990; Meyer & Allen, 1997;
O'Reilly & Chatman, 1986; O'Reilly, Chatman, & Caldwell, 1991).
Clearly, not all of these views are in agreement. For example, some
researchers have questioned whether compliance should be viewed as a component
of commitment because it is distinct from other common definitions and can be
viewed as the antithesis of commitment. That is, compliance has been found to
correlate positively with employee turnover (O'Reilly & Chatman, 1986), whereas

21


commitment generally reduces turnover (Mowday et al., 1982). The studies I
reviewed from the 1990s suggest there is a growing consensus that commitment is a
multidimensional construct that certainly includes an affective dimension and may
include components that reflect normative pressures as well as practical
considerations such as the costs of leaving an organization and locating another job
with similar pay and benefits.

2.3

Conceptual research model
Each of the multiple dimensions of organizational commitment such as

affective, normative, and so on describes a basis of commitment. For example,
affective commitment is a product of the employee's psychological attachment,
liking, and identification with aspects of an organization; normative commitment
may arise from an employee's internalization of values and mission of the
organization; and continuance commitment may arise through pressures for
compliance or conformity that is driven by rewards and punishments. The measures
that follow include some that describe only the affective basis for commitment and
others that include separate scales for affective-, normative-, and compliance-based
commitment.
A second consideration is whether to describe commitment in terms of
attitudes or behaviors. In general, researchers have tended to recognize the
importance of both components, labeling affective commitment as representing the
attitudinal focus and continuance commitment as representing the behavioral focus.
To some extent, the distinction depends on the process by which commitment
forms. It is possible, for example, that commitment comes about when an individual
is "bound to his acts." That is, an individual may identify himself with a particular
behavior. The strength of the commitment of the individual to the behavior depends
on how visible, revocable, and volitional the behavior is (Mowday et al., 1982).
Once a commitment is made, employees may find mechanisms for adjusting.
Hence, if an employee has worked for a major corporation for 20 years, he or she is
likely to develop attitudes that justify remaining with the organization in the face of
22


alternative positions. All of the measures that follow in this chapter ask employees
to respond to statements or questions that reflect the employees' beliefs and attitudes
about their relationship with the organization, not their behaviors.
The third measurement issue is the focus of an employee's commitment.
Much of the theoretical and empirical work on commitment has focused on the
organization. This emphasis has raised some concern, because organizations are not

monolithic entities. Various constituencies to which an employee might be
committed within an organizational setting include top management, supervisors,
work groups, occupations, and departments. Although studies have generally shown
significant positive relationships between commitment to these constituencies and
global organizational commitment, it is useful to have validated measures available
for alternative foci more specific than the organization as a whole. I have identified
and included validated measures for commitment to an occupation or profession,
supervisor-related commitment, and commitment to a parent company or local
operation. An additional concern is the possibility that organizational commitment
is redundant with other work-related constructs such as job involvement, career
commitment, and job satisfaction. Fortunately, several of the studies published in
the 1990s investigated the empirical distinction between various measures of
organizational commitment and other work variables using tools such as
confirmatory factor analysis. The specific results are noted in the discussion of
validity for each measure. In general, these analyses found that measures of
organizational commitment are empirically distinct from variables such as job
satisfaction, job involvement, career commitment, intention to leave, and the
protestant work ethic.
The measure
This study will attempt to measure if participants’ career anchors match
their current job functions and how that relates to their engagement in the
workplace. 240 participants will be assessed on goal clarity, distributive justice,
fairness in skill-based pay, work-related expectancies and career commitment. “In
23


match” versus “out of match” groups will be compared to see if there are significant
differences in career commitment between the groups.

Figure 2: Research model of career commitment

In this research model includes 04 independent variables as:
-

Work-relate expectancies (WE)

-

Goal & process clarity (GL)

-

Distributive justice (DJ)

-

Fairness in skill-based pay (FP)
And 01 key construct that is dependent variables: Career commitment (CC)

2.4

Research of hypotheses
2.4.1

Hypotheses 1:

Work – related expectancies is positively with career commitment
Employees believe that higher levels of job performance will be rewarded
and employee expectancies about the relationship of better performance with
increased pay, promotion, and job security. It also assesses employee expectancies

that better performance will lead to increased influence, supervisory approval, and
recognition (Eisenberger, Fasolo, and Davis-LaMastro.,1990).
24


There are two factors for work-related expectancies. One dimension
captures expectancies about pay and promotion rewards. The other dimension
describes expectancies about approval and recognition. The two factors were
consistent across samples of hourly workers and managers. Expectancies for
pay/promotion rewards and approval/recognizational support, job satisfaction,
participation in decisions, and job involvement. (Eisenberger et al.,1990;
Smilth&Brannick, 1990). If HR arrangement fit BVC’s employee competence/
expectancy, will be created big motivation for BVC’s employees to enhance the
career commitment.
2.4.2

Hypotheses 2

Goal and objective clarity based on performance indicator is positively with
career commitment
Researches show that task performance is affected positively in
organization with specific goal clarity than in organization with no goal clarity at
all. Goal clarity influence organization commitment by affecting task performance
of employees. Goals enhancement can serve to clarify the person's role in
organization and to intensify the person's awareness of associations among his
liability and responsibilities of others. If goals of employment are illuminated, a
considerable source of role uncertainty is reduced, this in turns affect employee
clarity of expectation. Goals are sources of professional Challenge the level of
challenge being affected by goal difficulty.
Amplification in difficulty of goal increases job difficulty. (Denis D.

Umstot, 1994) Locke summarized in number of researches it was depicted
magnification of goals intensify performance of employees (Locke, 1976). Oldham
It was discovered that it not only boost importance of task but also bring sense to
otherwise routine job Goal is focus on end results rather than measuring the ways
how to achieve these goals thus making the work environment self- sufficient. Goal
setting and feedback are interconnected bond that formulate there importance to one

25