Mức độ hài lòng của người lao động tại Công ty Cổ phần Gang Thép Thái Nguyên (1)

SATISFACTION LEVEL OF EMPLOYEES IN THAI NGUYEN IRON
AND STEEL JOINT STOCK CORPORATION

EXECUTIVE SUMMARY

Presented to
the Faculty of the Graduate Program
of the College of Business and Accountancy
Central Philippine University, Philippines
In Collaboration with
Thai Nguyen University, Vietnam

By
NGUYEN THI LAN HUONG

DECEMBER 2016


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EXECUTIVE SUMMARY
Title:

Satisfaction level of employees in Thai Nguyen Iron and Steel Joint Stock
Corporation

Total No. of Pages: 116
Researcher:

NGUYEN THI LAN HUONG

Degree Program:

Doctor of Management

Institution:

Central Philippine University

Rationale/ Introduction of study
There are many factors influencing human resource management, of which job
satisfaction is the most important issue among many factors of human resource management that
every manager needs to give much attention.
The term “job satisfaction” is derived from the humanities, psychology and sociology. In
the field of psychology, it is a state where an employee has an emotional perception of his
situation and reacts with feelings of pleasure or pain. In sociology, it is considered a variable in
different categories related to how each employee evaluates and thinks about his work
(Sypniewska, 2013). Job satisfaction can be defined as an individual’s total feeling about their
job and the attitudes they have towards various aspects or facets of their job, as well as an
attitude and perception that could consequently influence the degree of fit between the individual
and the organization (R. Karthik, S. Saratha, & M. Sowmiya, 2012; Spector 1997).
For a few decades, many researchers have been carried out about job satisfaction and its
components. Many researchers and administrators have noticed the importance of job
satisfaction on a variety of organizational variables. In particular, it was know that dissatisfied
employees are likely to leave their jobs (E.J. Lumley, et al, 2011). Job satisfaction among
employees is an indicator of organizational effectiveness (R. Karthik, S. Saratha, & M.
Sowmiya, 2012). the study conducted by Harter et al. (2002) found positive and substantive
correlations between employee satisfaction-engagement and the business unit outcomes of
productivity, profit, employee turnover, employee accidents, and customer satisfaction. Freeman,
(2005) shows that businesses that excel in employee satisfaction issues reduce turnover by 50%
from the norms, increase customer satisfaction to an average of 95 % and lower employee cost

by 12%. Carpitella (2003) indicated that the more satisfied an employee is, the less turnover and
absenteeism occurs (Maloney, & McFillen, 1986).


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Added to that, Job satisfaction plays an important role for an employee in doing their job
performance. Research examining the relationship between job satisfaction and job performance
has been conducted since at least as early as 1945 (Davar, 2012). The idea that job satisfaction
leads to better performance is supported by Vroom's. The study relating to the relationship
between job satisfaction and job performance has now become a research tradition in industrialorganizational psychology Vroom's (1964).
In worldwide, job satisfaction was conducted on many areas and those results were
different. Nolan et al. (1998) found that the vast majority of respondents (85%) considered that
their work was interesting. Regarding job satisfaction and morale, 35% of respondents
considered that their job satisfaction had decreased in the last year and 69% felt that overall
morale had fallen. Price (2002) indicated that over half of the respondents (58%) were generally
satisfied with their job. They identified that highest satisfaction was related to co-workers and
extrinsic rewards and that most dissatisfaction was with the amount of control and responsibility
they had and with professional opportunities. Using the same scale, Wang (2002) found that
workforces were more dissatisfied than satisfied and were mostly dissatisfied with salary and
job promotion.
In Vietnam, CareerBuilder (2008) showed that dissatisfaction is growing among the
workers: 25% of employees were bored with their job, 60% of respondents were intending to
leave their current job to go to a different berth in the next two years. Another study indicated
that the respondents ranked their job satisfaction at the moderate level (Vu Thi Kim Trinh,
2013). Duong Cong Vi (2013) revealed that the level of satisfaction among workforces was at
lower and middle range of good level. This finding is accordant with Le Quang Thach’s research
(2012).
Thus, job satisfaction affects to most of aspects of a factory or company. It is not only
influences to the management resource management, employee productivity, product quality but
also changes the customer satisfaction. In worldwide and Vietnam, there have been some studies

were conducted but results from those studies were different. Especially in Vietnam, the degree
of job satisfaction of employee was still low. Hence, the we would like to conduct this research
to determine factors influencing job satisfaction of employees and explain the relationship
existing among them.
Established in 1959, Thai Nguyen Iron and Steel joint stock Corporation (TISCO), the
cradle of the metallurgical industry of Vietnam is the first an unique metallurgical zone in
Vietnam with an integrated production line from exploiting iron ore to making cast iron, steel
billet and rolling steel. Like the other companies, TISCO have been facing the challenges of


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recruiting, and retaining quality workers. The problem is unlike the past years, in conditions of
economic slowdown, the role of human resource professionals has become an integral part of the
organization’s success. For the TISCO, these challenges are even more complex. So the question
is how to satisfy employees and how to retain them is most concerned question of the different
levels of management. These studies have been focused mainly on private sectors. Seldom has
been conducted on relationship between job satisfaction and organizational and individual
factors, especially no case of Thai Nguyen, there is no research on this topic. Thus, the research
in evaluating the job satisfaction and determining the factors influencing job satisfaction is
needed.
With the above purposes, we conduct a research on “Satisfaction of employees in Thai
Nguyen Iron and Steel Joint Stock Corporation”.
Research questions
i) What is the level of job satisfaction among TISCO’s employees?
ii) Is there a difference between level of job satisfaction of directal employee and indirectal
employee?
iii) How may factors influence the job satisfaction in TISCO?

Statement of the Problem
General

This study aims to determine the job satisfaction of employees working in Thai Nguyen
iron and steel joint stock corporation, recommendations for strengthening employees’
satisfaction shall be proposed in order to enhance of job efficiency and quality and consolidation
of TISCO personnel.
Specific
The purpose of this study is to evaluate the satisfaction level of the employee in TISCO
and examine its relevant factors. Therefore, the specific objectives of this research are as follows:
1. To synthesize the relevant theories related to job satisfaction
2. To describe the profile of respondent in term of gender, job position, age, educational
level, length of work in the company, monthly income, and working conditions.
3. To determine the job satisfaction level of employee working in TISCO.
4. To identify the effect of Nature of work, Salary, Opportunity for advancement,
Relationship with Supervisors, Respect from Co-Workers, Working condition, and Financial
Rewards on job satisfaction of employees.
5. To propose recommendations for committee to improve the job satisfaction of


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employees for keeping of their job productivity and efficiency.

Research Design and Procedure
A cross – sectional correlation design was used in the present study to examine the
relationship between job satisfaction and related factors among employee working at 12 areas in
TISCO Thai Nguyen. It included descriptive and correlational method. Descriptive method was
used to describe all data of this study. It is a purpose process of fathering, analyzing, classifying,
and tabulating data about demography data, perception on job satisfaction data and its factors.
Correlation design was conducted to determine evaluation of job satisfaction of employee
working in TISCO. It used for testing of hypotheses and also described the nature of the
situation, as it existed at the time of the study and to explore the causes of such particular
phenomena. Finally, the researcher proposes recommendations for committee to improve the job

satisfaction of employees for keeping of their job productivity and efficien.

Study Population and Sampling Technique
Population (N): Major factory of TISCO is located in Thai Nguyen. In there, amount of
employees are big. However, some of branch outside Thai Nguyen just introduce and sell
product. Amount of employees of branches are small. Added to that, the time and economic for
research are limited. Therefore, this study will be conducted in TISCO Thai Nguyen. The
population is 4489. From a total sample of 4489, the computed sample size is 367.
Cluster sampling technique was used to select the sample in this study. Each step of
sampling was described as following:
Step 1: TISCO (Thai Nguyen) consisted of 12 areas (unit members) Cast Iron Making
Factory have 681 employees, Luu Xa Steel Marking Factory 1 has 743 employees, Luu Xa Steel
Rolling Factory has 412 employees, Thai Nguyen Steel Rolling Factory has 291 employees,
Coking Plant has 529 employees, Energy Enterprise has 220 employees, Railway Transport
Enterprise has 183 employees, Phan Me Coal Minehas 690 employees, Trai Cau iron one mine
has 204 employees, Tien Bo iron one mine has 242 employees, Company offices has 282
employees and Service center has 12 employees. The researcher will collect data in all of area in
Thai Nguyen.
Step 2: At the 12 selected areas (unit number), the researcher used simple
randomsampling technique to select the objects.
Step 3: At the each cluster the sample size for the employees was calculated by using the
formula of Cochran (1977).


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Table 1. Distribution of Respondents per Unit of TISCO, Thai Nguyen, Vietnam
No

Unit member

N

n

1

Cast Iron Making Factory (1+2)

681

56

2

Luu Xa Steel Marking Factory

743

61

3

Luu Xa Steel Rolling Factory

412

34

4

Thai Nguyen Steel Rolling Factory

291

24

5

Coking Plant

529

43

6

Energy Enterprise

220

18

7

Railway Transport Enterprise

183

15

8

Phan Me Coal Mine

690

56

9

Trai Cau iron one mine

204

17

10 Tien Bo iron one mine

242

20

11 Offices

282

23

12 Service center

12

1

4489

367

Total

Data Collection and Instruments
Data Collection
Employees in TISCO include 2 groups. There are direction employees and Indirection
employees. Direction employees are direction product goods; Indirection employees are
professionals, engineers, civil affairs, technicians, clerical staff, service staff, storekeepers
trading, market surveillance, security guards. Therefore, researcher will conduct data collection
in 12 unit members with employees in two groups. The data was collected only by the researcher
at workplaces on every day from 10 AM to 12 AM and 1.00 PM to 2.00 PM.
Instruments
Questionnaires include 2 parts;


Part I is the respondent’s profile



Part II is the respondent's evaluation on job satisfaction of employees:
Job satisfaction,
Nature of work,

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Salary,
Opportunity for advancement,
Supervisors,
Co-Workers,
Working Conditions,
Financial Rewards.
Each item of all questionnaires will be rated on 5-points Likert scale of strongly disagree,
disagree, moderate, agree, and strongly agree. Responddents filled in the 5- likert scale to assess
their job satisfaction and its factors.
Table 1 The 5- Likert scale
Scale

Range

Verbal interpretation

1

1.00 - 1,80

Strongly disagree

2

1,81 - 2,60

Disagree

3

2,61 - 3,40

Moderate

4

3,41 - 4.20

Agree

5

4,21 - 5,0

Strongly agree

Data processing and data analysis
The collected data were coded in the SPSS software program. Standard editing and
coding procedure will be utilized.
The statistical methods utilized in this study for analyzing the collected data were
reliability analysis, descriptive statistics, test scale of reliability and standard multiple regression
analysis.
Cronbach’s alpha is used to test reliability of variables, if the group of factors that have
Cronbach alpha coefficient is greater than 0.6, sample meet the requirements of scale. In
addition, variable correlation coefficient of variations (Item-Total Correlation) is greater than
0.3.
Descriptive statistics was used to analyze mean, frequency, range of variables.

Exploratory Factor Analysis was used to uncover the underlying structure of a relatively
large set of variables.
Factor analysis is used to handle with many dimensions variables.
Correlation matrix is used to measure correlation coefficient of variables, if the
significant level of the variable is higher than 0.5, the correlation is strong and vice versa.


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Regression model is used to define effect of each independent variable with dependent
variable. Regression model will be used to identify factors that influence employee’s job
satisfaction.
Testing of research hypothesis.
ANOVA analysis (for variable that has 4 dimensions) and T-test analysis (for variable
that has 2 dimensions) are used to test the differences between variables. If the significant level
of the variable is higher than 0.05, there is no different between variables and vice versa.

Findings
Description of participants’ characteristics
The result showed that the majority of participant is male (56.1 %) and there is 43.9 % of
female. A half of participant’s age (47.7 %) fall between 26-35 and mean score is 30.15 (SD =
7.44), range of 36-45 accounted for 31.9%và range of 45-60 accounted for 6.3%. Almost of
participants had completed graduate level (46.9 %), technical worker accounted for 25.6%,
college workers accounted for 22.6%, unskilled worker accounted for 4,9%. About 83.4 % of
workers are married and about 16.6 % of participant is single. The majority of samples (71.7 %)
earned 3,000,000 - 5,000,000 VND. The majority of samples have seniority more than 16 years,
accounted for 31.3 %. About 29.4 % và 26.2 % of sample have 11-15 years and 6-10 year
seniority.

Descriptive statistics of employees
Descriptive statistics of general employees (n = 367)

According to results of descriptive statistics by Likert scale of “job satisfaction”, majority
of employees evaluated in moderate and high level. However, the second subscale “In general,
you satisfy with your income” have lowest score compared with other subscale (mean score=
3.376), specificially, there are 194 employees who chose “Agree” and “Strongly agree”,
accounted for 52.9%.
Descriptive statistics of direct employees (n = 290)
According to results of descriptive statistics by Likert scale of “job satisfaction”, majority
of direct employees evaluated in moderate and high level. However, the second subscale “In
general, you satisfy with your income” have lowest score compared with other subscale (mean
score= 3.141), specificially, there are 123 employees who chose “Agree” and “Strongly agree”,
accounted for42.3%.
Descriptive statistics of Indirect employees (n = 77)


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According to results of descriptive statistics by Likert scale of “job satisfaction”, majority of
Indirection employees evaluated in moderate and high level. However, the second subscale “In
general, you satisfy with your income” have lowest score compared with other subscale (mean
score= 4.259), specificially, there are 71 employees who chose “Agree”, accounted for 92.2%.

Descriptive statistics of Influecing factors
Descriptive statistics of “Supervisors”factor
According to results of descriptive statistics by Likert scale of “Supervisors”, all 4
subscales were evaluated in moderate level. However, the subscale “you receive equally
treatment from supervisor” have the highest score compared with other subscale (mean score =
3.76).
Descriptive statistics of “Co-worker” factor
According to results of descriptive statistics by Likert scale of “Co-worker”, all of 4
subscales were evaluated in moderate level. However, the subscale “Your co-worker is reliable”
have the lowest score compared with other subscale (mean score= 3.34).

Descriptive statistics of “Working condition” factor.
According to results of descriptive statistics by Likert scale of “Working condition”, all
of 3 subscales were evaluated in moderate level. However, the subscale “You are satisfy with
the work-time” have the highest score compared with other subscale (mean score= 3.68).
Descriptive statistics of “Financial reward” factor
According to results of descriptive statistics by Likert scale of “Financial reward”, all of
3 subscales were evaluated in low level. However, the subscale “Welfare policy of the company
expressed the consideration of company to employees” have the highest score compared with
other subscale (mean score= 2.16).
Descriptive statistics of “Opportunity for advancement” factor
According to results of descriptive statistics by Likert scale of ““Opportunity for
advancement”, all of 5 subscales were evaluated in moderate level. However, the subscale
“Company has a fair policy to train employees” have the highest score compared with other
subscale (mean score= 3.48), specificially, there are 303 employees who chose “Agree” and
“Strongly agree”, accounted for82.5%.
Descriptive statistics of “Salary” factor
According to results of descriptive statistics by Likert scale of

“salary”, all of

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subscales were evaluated in moderate level. However, the subscale “The company allowance is
reasonable” have the highest score compared with other subscale (mean score= 3.38).


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Descriptive statistics of “Nature of work” factor
According to results of descriptive statistics by Likert scale of “Nature of work”, majority
of employees evaluated in moderate and high level. However, the subcale “your job is

comfortable” have lowest score compared with other subscale (mean score= 3.12).

Results of multiple regression analysis
Results of multiple regression analysis for general employees (n = 367)
The multiple regression analysisdeterminated that job satisfication of general employees
at Thai Nguyen Iron and Steel Corporation include 7 factors: Opportunity for advancement β =
.118; Financial reward: β = .101; Supervisors: β =.144; Working conditions: β =.206; Co-worker
β = .162; Salary: β =.143; Nature of work β =.147.
JS = 0.118*OFA+ 0.101* FR + 0.144* SU + 0.206* WC+ 0.162* CoW + 0.143* SA + 0.147* NW
So: Working condition was best predictor of job satisfication of general employees.
Working condition (β’=0. 206)
Results of multiple regression analysis for direct employees (n = 290)
The multiple regression analysisdeterminated that job satisfication of direct employees at
Thai Nguyen Iron and Steel Corporation include 7 factors: Opportunity for advancement β =
.131; Financial reward: β = .140; Supervisors: β = .144; Working condition: β =.172; Co-workers
β = .107; Salary: β = .167; Nature of work β = .150
JS = 0.131*OFA + 0.140*FR + 0.144*SU + 0. 172*WC + 0.107*CoW + 0.167*SA + 0.150*NW
So: Working condition was best predictor of job satisfication of direct employees .
Working condition β = .172
Results of multiple regression analysis for indirect employees (n =77)
The multiple regression analysisdeterminated that job satisfication of indirect
employeessat Thai Nguyen Iron and Steel Corporation include 7 factors: Opportunity for
advancement β = .213; Financial reward: β = .175; Supervisors: β = .106; Working condition: β
=.105; Co-workers β = .129; Salary: β = .201; Nature of work β =.171.
JS = 0. 213*OFA + 0.175*FR + 0.106*SU + 0.105 *WC + 0.129*CoW + 0.201*SA + 0.171*NW
So: Opportunity for advancement was best predictor of job satisfication of indirect
employees. Opportunity for advancement β = .213


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Table 3. Coefficients three multiple regression
General employee
β
Rank

Direct employee
β
Rank

Indirect employees
β
Rank

0.118

6

0.131

6

0.213

1

0.101

7

0.140

5

0.175

3

Supervisors

0.144

4

0.144

4

0.106

6

Working
condition

0.206

1

0.172

1

0.105

7

Co-workers

0.162

2

0107

7

0.129

5

Salary

0.143

5

0.167

2

0.201

2

Natural of work

0.147

3

0.150

3

0.171

4

Factors
Opportunity for
advancement
Financial
Reward

Result of regression so that seven hypotheses are rejected. So there are significant
relationship between employee’s perceptions of components of job like nature of work, salary,
supervisors, co-worker, opportunity for advancement, working condition, financial reward and
the employee’s job satisfaction in TISCO.
Mean score of Job Satisfaction of employees

- Mean score of job satisfaction of direct employees: 3.550
- Mean score of job satisfaction of indirect employeess: 4.398
- Mean score of job satisfaction of general employees: 3.728
So: Mean score of job satisfaction of indirect employees are higher than direct employees.
between “graduated and after graduated”group and “technical worker” group in job satisfaction.
Table 4. Mean score of Job Satisfaction of employees
Means
Mean score of job satisfaction of directionemployees
Mean score of job satisfaction of indirectionemployees
Mean score of job satisfaction of all employees

n

Min

Max

Mean

SD

290

1.56

4.22

3.550

.55833

77

3.89

4.89

4.398

.26328

367

1.56

4.89

3.728

.61653


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Results of Independent t-test and One-Way Anova analysis to examine difference in
satisfaction according to individual characteristics
- According to gender: There are not a difference between male and female employees in
job satisfaction.
- According to marital status: There are not a difference between married and single
employees in job satisfaction.
- According to age group: There are a difference in job satisfaction at different age

groups.
- According to education level: There are a difference in job satisfaction at different
education. Results of Bonferroni analysis showed that there are significant difference.

Conclusion and Recommendation
Conclusions
The findings showed in previous part have many theoretical and practical implications.
This section summarizes all these implications.
Firstly, the findings of this study are different from the previous studies about job
satisfaction among employees. The research determined the job satisfaction level in both directemployees and indirect-employees.
Secondly, this dissertation develops a model and empirically tests their applicability in
delivery of pass grassroots level. This study has tested the scales about the job satisfaction and
components of job. It points out that there are 7 components when considering a job. To be
compared with the previous studies, the factors and impact levels on the satisfaction of
employees have some differences. Thus, we can conclude that the comment by employees is
different due to different sectors.
Thirdly, this study objects to understand how employee satisfaction with their job in
TISCO is determined. Even when the satisfaction of employees is medium level and high, some
other aspects of job which are scored low or workers are not satisfied.
Fourthly, the research also shows that whether or not the differences in the satisfaction
of employee according to their personal characteristics. The concern about the relationship
between employee’s perceptions of components of job like nature of work, salary, supervisors,
co-worker, opportunity for advancement, working condition, financial reward and the
employee’s job satisfaction in TISCO. We also need to learn about the influence of these factors
as an important part in the future improving the satisfaction of the employees. This trend
requires the operational capacity of administrator and manager in TISCO and worker


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knowledge.

Fifthly, and finally, this thesis supply helpful information for TISCO can based on to set
up the polices and plans so as to enhance the satisfaction of the employee about their job.
Although. The latter approach generally takes the form of employee’s satisfaction surveys or
other relevant survey data measuring quality of job or work performance by worker. Thus, the
findings from the survey at TISCO have practical significance when the TISCO has made
reform for a long time.

Recommendation
Mean score of job satisfaction of general employees is 3.728, that is moderate. So, the
corporation should perform many solutions to increase job satisfaction of employees. Mean
score of job satisfaction of direct employees is 3.550 and mean score of job satisfaction of
direct employees is 4.398. So, the corporation should focus to increase job satisfaction of direct
employees because their job satisfaction is low. Specially, in the factors that influence on job
satisfaction, the administrator should be focus on solute “working conditions” factors of
employees group first, after that solute “Advancement” of indirect employees. Because there are
two factors that is best predictor of job satisfaction of those groups.
If the employees have job satisfaction, they will work more effectively and more longterm commitment to the corporation. The results of multiple regression analysis of employees
and indirect employees showed seven factors are together influence to job satisfaction that
include: Satisfaction of salary, nature of work, Co-workers, Supervisors, Financial reward,
working conditions, advancement and training opportunity, job performance evaluation. So, in
this part, there are some specific solution to increase job satisfaction for both employees and
indirect employees of Thai Nguyen Iron and Steel Corporation:
(1) “Working condition” factor
There are significant relationship between working condition and the employee’s job
satisfaction in TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is β = 0.172; β = 0.105; β = 0.206.
Mean score of job satisfaction in this factor of direct employees, indirect employees and
general employees is: Mean = 3.754; Mean = 4.101; Mean = 3.826
So, mean score of satisfaction about this factor is higher than general job satisfaction of

general employees in this company. This is also the best predictor of job satisfaction of both
general employees and indirect employees. Consequently, the corporation should focus on this


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factor. This result is consistent with results of qualitative research of the author.

When

researcher asked employees that “Which is your attention in your work”, almost employee said
that they concern about working condition, safety equipment, insurance. The criteria about
“Clean and comfortable work place” have the lowest mean score (3.6076). Because of
characteristics of wood industry, the employee have to work in working conditions which have
much noise, dust, obsolete machine, so, that have more influence to employee’s health. So, the
corporation should improve working condition, such as: investing more modern machines that
can reduce dust, good safety equipment. The corporation also should pay attention to safety
work palace, the guideline to use machines, fire protection equipments to prevent
conflagration. The corporation should concern about work time, overtime restriction, 8 hours
working to help employee both work on time and care their family. If, the company can satisfy
good working condition, they can improve satisfaction and long-term commitment.
(2) “Co-workers” factor
There are significant relationship between co-worker and the employee’s job satisfaction
in TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is: β = 0.107; β = 0.129; β = 0.162 (corresponding to)
Mean score of job satisfaction in this factor of direct employees, indirect employees and
general employees is: Mean = 3.993; Mean = 4.080; Mean = 4.012.
So, mean score of satisfaction about this factor is higher than general job satisfaction of
general employees in this company. This is the 7th effective predictor of satisfaction of direct
employees and the 5th effective predictor of satisfaction of indirect employees. The criteria

“Your Co-workers well coordinate in work” have the low mean score. So, the company should
help employees to improve their relationship by regularly perform overtime activities such as:
fitness, sport, cultural festival, travel…to employees have opportunity exchanging, being open
and friendly, then, employees can more understand their Co-workers and can well coordinate
with their Co-workers in work. In addition, the duty assignation must be clear, explicit, public
to avoid internal disunity in the corporation.
(3) “Nature of work” factor (β=0.147).
There is a significant relationship between nature of work and the employee’s job
satisfaction in TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is: β = 0.150; β = 0.171; β = 0.147.
Mean score of job satisfaction in this factor of direct employees, indirect employees and


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general employees is: Mean = 3.561; Mean = 3.924; Mean = 3,674.
So, mean score of satisfaction about this factor is lower than general job satisfaction of
general employees in this company but is still moderate level. This is the 3rd effective predictor
of job satisfaction of direct employees and the 4th effective predictor of job satisfaction of
indirect employees. The criteria “Your work is creative” have mean score 3.5259 and “Your
work have many challenges” have lowest mean score 3.4441. So these two criteria should be
further improved compared with the other criteria of the nature of work factor. The criteria
“Your work have many challenges” have mean score 3.4441. Consequently, to resolve this
issue, administrators of company should help employees have more understanding about their
work by introducing common and special activities of company and relation of each department
and responsibilities of each department. So that employees can imagine and do their job well. If
the employees clearly understand about their work, they will be more satisfied. In addition, the
recruitment division of the company also should study and explore capacity as well as strength
of each employee to assign the appropriate work. This helps employees can prove all their
potential in working position. Therefore, posting recruitment must clearly describe the position

as well as the necessary skills for that position.
(4) “Supervisors” factors
There are significant relationship between supervisors and the employee’s job
satisfaction in TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is: β = 0.144; β = 0.106; β = 0.144 (corresponding to).
Mean score of job satisfaction in this factor of direct employees, indirect employees and
general employees is: Mean = 3.663; Mean = 3.952; Mean = 3.723
The mean score of satisfaction about this factor is similar to general job satisfaction of
general employees in this company. This is the 4th effective predictor of job satisfaction of
direct employees and the 6th effective predictor of job satisfaction of indirect employees. The
results of descriptive statistics showed that, the satisfaction level about “Supervisors” factors is
moderate. So, Supervisors need listening opinion of employees as well as enabling workers to
easily communicate and exchange more and more. Thus, the Supervisors need create good
relationship with employees, and giving them the closeness in the communication and
exchanging. This can be done around the time outside working hours as the meeting, parties, or
it can be done within the hour as the time slot. Along with concerning, the Supervisors must
deal fairly with general employees, respect competent person, encourage them to participate in
the creation of jobs, and proposed good plan.


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(5) “Salary” factor
There are significant relationship between salary and the employee’s job satisfaction in
TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is: β = 0.167; β = 0.201; β = 0.143.
Mean score of job satisfaction in this factor of direct employees, indirect employees and
general employees is: Mean = 3.537; Mean = 3.980; Mean = 3.630.
So, mean score of satisfaction about this factor is lower than general job satisfaction of

general employees in this company but is still moderate level. This is the 2nd effective predictor
of job satisfaction of both direct employees and indirect employees. About salary, the important
issue, which the administrators of company have to do is making fair distribution in salary and
to create good salary policy. Because this is a factor which have the lowest mean score is
3.4986. The company needs to reference, compare the salary of employees in their company
with a salary of employees in other companies in same industrial zone, appreciate position,
ability, and role of each employee, to determinate appropriate salary for each employee and
ensure fair distribution of income. In addition, the company seeks to make employees aware
that their salary is fairly paid. To do this, the company should provide job descriptions for each
specific position to help employees find the position, role and their contribution to the company.
Thus, the employees will feel that their salary is fairly paid.
(6) “Opportunity for advancement” factor
There is a significant relationship between opportunity for advancement and the
employee’s job satisfaction in TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is: β = 0.131; β = 0. 213; β = 0.118.
Mean score of job satisfaction in this factor of direct employees, indirect employees and
general employees is: Mean = 3.444; Mean = 3.937; Mean = 3.5470.
The mean score of satisfaction about this factor is lower than general job satisfaction of
general employees in this company. This is the 6th effective predictor of job satisfaction of
direct employees and the best effective predictor of job satisfaction of indirect employees. The
criteria “You have many Opportunity for advancement when you work in this company” have
the lowest mean score 3.2398. Almost employees is unskilled employees, so, to do the job, the
employees are required to undergo training, the training process can be done by the
management employee, team Supervisors or workers who had longtime work. Therefore, the
company will have to focus on the process of training for new workers and even longtime


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employees to enhance the knowledge and skills of wood industry to be suitable with the

development of the company and the demands from the society. The training not only focus on
skills training, work processes but also should include training in management skills,
communication skills, problem solving, ... to better equip employees skills both technical and
life skills. The company should regularly organize training courses short-term or long-term
about knowledge of wood industry knowledge, in addition to organize the presentations about
the knowledge of life skills to help workers complete tasks and equip them with the necessary
knowledge for advancement. Almost employees is unskilled employees, so they are little
interested in advancement. The most of indirect employees and manager are more interested in
advancement. Therefore, the company should have a clear and justice advancement policy for
general employees. They will see that: if they well done and have good capacity, the company
will facilitate for advancement, arrangement for head and manager must be based on the
capacity of each individual.
(7) “Financial reward” factor
There are significant relationship between financial reward and the employee’s job
satisfaction in TISCO.
The predictive ability of this factor to direct employees, indirect employees and general
employees is: β = 0.140; β = 0.175; β = 0.101.
Mean score of job satisfaction in this factor of direct employees, indirect employees and
general employees is: Mean = 3.712; Mean = 4,113; Mean = 3.796.
The mean score of satisfaction about this factor is higher than general job satisfaction of
general employees in this company. The criteria “The Financial reward policy of company
express concerning to employees” have the lowest mean score 3.773. Thus, the company should
concern Financial reward policy to express thoughtful attention to employees. Full compliance
policies on social insurance, health insurance, unemployment insurance, implement regimes for
employees such as maternity Financial rewards, holiday. Trade Union should pay more
attention to employees as: Happy wedding, visited ailments, accidents, condolences to families
funeral workers, ... One thing to note is that for the meal of employees should be improved
health of employees. Financial rewards policy is an important factor in protecting the rights of
employees, better Financial reward policy will contribute to improving the employee’s job
satisfaction, when employees feel their rights is ensured, they will increase the level of

satisfaction and more engaged with the company.