Researching the factors afcting job satisfactionfor employees at hoa sen group

PH M MINH HÒA

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RESEARCHING THE FACTORS
AFFECTING JOB SATISFACTION FOR
EMPLOYEES AT HOA SEN GROUP

STUDENT’S FULL NAME

: PHAM MINH HOA

STUDENT ID

: CGS00019894

INTAKE

: SEPTEMBER 2015

ADVISOR’S NAME & TITLE

: NGUYEN THE KHAI (DBA)

MARCH 1, 2017


PH M MINH HÒA

AVISOR’S ACCESSMENT

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

ADVISOR’S SIGNATURE

NGUYEN THE KHAI (DBA)


PH M MINH HÒA

ACKNOWLEDGEMENT

I am using this opportunity to express my gratitude to everyone who has supported me
throughout this MBA course and the process of this research. I am thankful for their
aspiring guidance, invaluably constructive criticism as well as friendly advice during
my research. I’m sincerely grateful to them for sharing their utmost truthful and
enlightening illuminating views on various issues raised during the process of this
research,
I would also like to express my most sincere thanks for the outstanding support and
unceasing guidance from my lecturer, Nguyen The Khai (DBA) who have helped me
follow through with every step made towards this MBA research,
Finally, I would like to send my best regards and thanks to the collective of employees
and managers alike at Hoa Sen Group for providing me with the opportunity to make
this research, your generosity provided me with the facilities being required and
conductive conditions for my MBA research.

Thank you all,
Ph m Minh Hòa


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ABSTRACT

Most organizations strive for job satisfaction from employee, but not all attain this
goal. That’s why it’s important for human resources professionals to know more
about the factors that can increase employee satisfactions and how it fits into a
company’s overall success. The purpose of this research is to determine the factors
that can influence job satisfaction at Hoa Sen Group,
This research applied Business Research Methods to determine Job Satisfaction and
what other factors that attribute to Job Satisfaction. This research also made use of
quantitative methods with its data collected from surveys which with the permission
and participation of the collective of 500 employees at Hoa Sen Group,
The valid accumulative survey results then went on the processing phase using the
software IBM SPSS version 22 to be statistically analyzed. The Business Research
Model included an independent variable called Job Satisfaction and 5 other
dependent variables acting as hypothesized factors attributing to Job Satisfaction.
(Organizational Commitment, Job Stress, Job Overload, Role Ambiguity, Role
Conflict),
May the result of this research contribute to the accretion of the Group and help the
human resources team at Hoa Sen Group to allocate their tasks and resources
accurately to maximize job satisfaction.
Keywords: Job Satisfaction (JSA), Organizational Commitment (OC), Job Stress
(JS), Job Overload (JO), Role Ambiguity (RA), Role Conflict (RC)
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CONTENTS

Introduction ...............................................................................................................5
CHAPTER 1 ..............................................................................................................5
Company Introduction: ............................................................................................5
Hoa Sen Group’s Information .............................................................................5
The Fiscal Year 2012 – 2013 ...............................................................................10
HR Management .................................................................................................10
Vision ....................................................................................................................11
Mission..................................................................................................................11
...............................................................................................................................12
Business Philosophy ............................................................................................12
Research Introduction ............................................................................................13
Research Problem Statement: ............................................................................13
Research Objective: ............................................................................................13
Research Scope: ...................................................................................................14
Research Significances: ......................................................................................14
Limitations of Research:.....................................................................................15
Literature Review ....................................................................................................16
CHAPTER 2 ............................................................................................................16
Definition of Constructs ..........................................................................................16
Job Satisfaction: ..................................................................................................16
Organizational Commitment: ............................................................................16
Job Overload: ......................................................................................................17
Job Stress: ............................................................................................................18
Role Conflict and Ambiguity: ............................................................................18
Argument for the relationships among the Constructs: ......................................19
Job Roles: .................................................................................................................19
Theory: .................................................................................................................19
Applicability to Research: ..................................................................................21
Job Stress: ................................................................................................................21
Diathesis – stress model: .....................................................................................21

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Applicability to Research: ..................................................................................23
Job Characteristic Theory: ....................................................................................25
Theory: .................................................................................................................25
Applicability to Research: ..................................................................................28
Organizational Commitment Theory: ..................................................................29
Theory: .................................................................................................................29
Applicability to Research: ..................................................................................33
Hypotheses ...............................................................................................................34
Methods ....................................................................................................................36
CHAPTER 3 ............................................................................................................36
Data Collection ........................................................................................................36
Job Satisfaction: ..................................................................................................36
Organizational Commitment: ............................................................................37
Job Overload: ......................................................................................................38
Job Stress: ............................................................................................................39
Role Conflict & Ambiguity: ...............................................................................40
Data Collection Process: .........................................................................................41
Data analysis: ...........................................................................................................42
Results ......................................................................................................................43
CHAPTER 4 ............................................................................................................43
Cronbach’s Alpha ...................................................................................................43
Cronbach’s Alpha standard applied .................................................................43
Cronbach’s Alpha of Construct:........................................................................43

Job Satisfaction (JSA): .......................................................................................43
Organizational Commitment (OC): ..................................................................44
Job Overload (JO): .............................................................................................44
Job Stress (JS): ....................................................................................................44
Role Conflict (RC): .............................................................................................44
Role Ambiguity (RA): .........................................................................................45
Descriptive Information..........................................................................................45
Descriptive Statistics: ..........................................................................................45
Correlation Statistics: .........................................................................................46
Hypotheses testing:..............................................................................................47
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Independent Variable: OC – H1 ........................................................................48
Independent Variable: JO – H2 .........................................................................48
Independent Variable: JS – H3 ..........................................................................49
Independent Variable: RC – H4 ........................................................................49
Independent Variable: RA – H5 ........................................................................49
CHAPTER 5 ............................................................................................................50
Conclusion ................................................................................................................50
Discussion: ...........................................................................................................50
Limitations of Research:.....................................................................................51
Forecast Recommendations: ..............................................................................51
References: ...............................................................................................................52
Appendix ..................................................................................................................53
Appendix 1: Surveys ...........................................................................................53

JOB SATISFACTION SURVEY AT HOA SEN GROUP .............................53
Appendix 2: presentation ...................................................................................57

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CHAPTER 1
Introduction
Company Introduction:
Hoa Sen Group was established on August 8th, 2001 (June 19th of Lunar
Calendar) which is the Enlightenment Day of Guan Yin Bodhisattva. Starting
from a steel sheet retail store, under Mr. Le Phuoc Vu’s sound leadership, Hoa
Sen Group is now known as the leading steel sheet enterprise in Viet Nam and
South East Asia.

Hoa Sen Group’s Information
- Name of Corporation: HOA SEN GROUP
- Headquarters: No.09, Thong Nhat Boulevard, Song Than 2 Industrial Park, Di
An Ward, Di An District, Binh Duong Province.
- Telephone: +84 650 3790 955

Fax: +84 650 3790 888

- Representative office: 183 Nguyen Van Troi Street, Phu Nhuan District, 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 of
Directors

Figure 1 -Hoa Sen Group's Headquarters in Binh Duong Province
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Figure 2 - General Assembly of Shareholders

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Hoa Sen Group has 7 subsidiaries and over 200 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 Binh Dinh One Member Limited Liabilities Company
Address: Nhon Hoa Industrial Park, Nhon Hoa Ward, An Nhon Town, Binh Dinh
Province, Vietnam
Hoa Sen Nam Cam Nghe An One Member Limited Liabilities Company
Address: Nam Cam Industrial Park, Nghi Xa Commune, Nghi Loc District, Nghe
An Province, Viet Nam
Hoa Sen Nghe An One Member Limited Liabilities Company
Address: Dong Hoi Industrial Park, Quynh Lap Commune, Hoang Mai Town,
Nghe An Province, Vietnam
Hoa Sen Ha Nam One Member Limited Liabilities Company
Address: Dong Van III Industrial Park, Yen Bac Commune, Duy Tien District,
Ha Nam Province

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Since the day of establishment with only VND 30 billion of initial charter capital
and 22 employees, up to now, Hoa Sen Group has become the powerful steel
sheet company in South East Asia with VND 1,300 billion of charter capital and

nearly 6,000 employees. Among them, there are young managers with the age
from 23 to 35, which creates dynamic 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

Hoa Sen has successfully developed five core competitive advantages:
1. The vertically integrated value chain from importing hot roll coils,
manufacturing finished products and directly delivering to end – users
2. The nationwide distribution with 200 retail branches
3. The unique corporate governance and culture under “Integrity – Community Development” philosophy
4. The strong, friendly and community - oriented brand name
5. Pioneering in investing in modern equipment line and applying new
technology

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Figure 4 - Pre-painted galvanized steel sheet (PPGI)

Thanks to these advantages, Hoa Sen Group has established and maintained the
leading position in manufacturing and trading steel sheets in Viet Nam with 40%
market share, 20% of Steel pipe market share and become the leading exporter of
steel sheets in Southeast Asia.
Hoa Sen Group takes Lotus which is the floral emblem of Vietnam as its name

and symbol because Lotus contains Buddhism philosophic meanings, the brown
color of Buddhist monk costume, the yellow color of lotus and 8 flower petals
represent for 8 true spiritual paths of Buddha. Moreover, 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 to the
national economy many key products with high value, created thousands of jobs,
participated and sponsored for many social and charity community activities.

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With the 15 years old solid foundation, Hoa Sen Group is taking steps to affirm
the stature of a dynamic Vietnamese enterprise in economic integration, and
constantly getting high position in international market.

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.
- 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.

HR Management
Training and HR development is always a top priority of Hoa Sen Group to
which the leaders pay much attention with criteria of “being better, being more
professional, being more effective and getting higher incomes”. The training
target is to improve professional knowledge, professional skills, management and
leadership skills and ethics for each employee to meet the requirements of an
active, multidisciplinary and highly competitive business environment, thereby
promoting and heightening “Integrity – Community – Development” culture of
the Group.

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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.

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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Integrity
Community

Development

Core Values

Business Philosophy
 Products’ quality is the focus
 Customers’ benefit is the key
 Employees’ income is the responsibility
 Sharing with community is the obligation

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Research Introduction
Research Problem Statement:
There is little doubt that great employees are the group’s number one resource.
Keeping workers happy helps strengthen the group in many ways including
lower turnover rate, boost productivity and thus profits and keep employees
onboard with the group plans,
The Chairman of Hoa Sen Group (HSG) realized that keeping employees happy
is the Human Resources (HR) number one job. Like other public companies, in
recent years, HSG has been focusing on its Human Resources Management
(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, according to annual reports, the turnover rate at HSG has been steadily
increasing over the years. Turnovers can be one of the highest costs attributed to
the HR department since talents from HSG who have received excessive
trainings and process invaluable experiences have been flaking off to take on
jobs from competitor brands,
The Group’s HR experts have allotted one of the rooted reasons for the problem
could be due to the lack of job satisfaction among the highly trained and
multitasking capable workers. This talent bleeding has made some critical
impacts to the Group and can no longer be ignored thus the need for this
research. We aim to find out which factors attributed to job satisfaction at HSG.

Research Objective:

The purpose of this research is to identify the factors contributing to the job
satisfaction of Hoa Sen Group’s employees,

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To design a research model and hypothesize the influence effect that each factor
has contributing to job satisfaction,
To test related factors for the correlation of each contributing to job satisfaction
so that a strong or weak level of influence between the factors can be correctly
assumed,
To access the results of the tested data so that discussion may commence to
adequately propose adjustments as well as to forecast plans to improve the HRM
process at HSG.

Research Scope:
The scope of this research involves the entire employee body of HSG including
General Director, Vice General Directors, managers, subordinate and employees
working at HSG,
It does not include: Chairman, Board of Directors, Shareholder, Supervisory
Board, and employees are under probation period or on maturity leave,
This research has its scope limited to only surveying active roster of HSG; it
doesn’t reach out to any of the group former employee,
The survey scope is confined within the territory of Vietnam, which included 500
employees of HSG,
Contents of this research revolves around only factors determining job

satisfaction, it has no intention of reviewing performance, restructuring and or
replacing any employee,
The surveys are conducted from 1st to 28th of February, 2017.

Research Significances:
This research is aimed to assist the HRM team at HSG in determining the
contributing factors to job satisfaction for their workers thus will open up new
opportunities to recruit and retain new talents,

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By doing so, the research will also indoctrinate the importance of job satisfaction
within the Management team and boards of directors at HSG so that they can
apprehend the effectiveness of their current policies on employees to amend and
adjust if need be,
Besides its importance to management, this research will also help strengthen the
ties between management and employees by letting their voices be heard through
means of surveys. This will greatly improve employees’ loyalty with the group
contributing to strengthen HSG financial lead.

Limitations of Research:
Although the research has reached most of its aims, there were some unavoidable
limitations. First, because of the time limit, this research was conducted only on a
small body of employees who were present at the representative office.
Therefore, to generalize the results for larger groups, the study should have

involved more participants at different levels. Secondly, because the survey took
place in Vietnam, most of the contents had to be translated and some of the
contents that couldn’t be applied to Vietnam due to the different in culture and/or
other external reasons were shortened thus reduced the liability of the survey.
Finally, due to time constrain, some of the surveys were given to supervisors to
pass on to workers of their division and this may have dampened the accurate of
the survey since employees tend to give positive review if their supervisors are
around to avoid confrontation. To make the result more accurate, we need more
time to approach each individual personally and ensure their anonymity when
participating in the survey.

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CHAPTER 2
Literature Review
Definition of Constructs
Job Satisfaction:
Job satisfaction can be influenced by a person's ability to complete required
tasks, the level of communication in an organization, and the way management
treats employees.
Measuring job satisfaction can be challenging, as the definition of satisfaction
can be different for different people,
This measure was originally developed by Quinn and Shepard (1974) and
subsequently modified by Pond and Geyer (1991) and Rice et al. (1991). It uses
six items to measure an employee’s general affective reaction to his or her job

without reference to any specific facets.
In this measure, job satisfaction also correlated positively with affective
commitment to an occupation and the organization, job involvement, the
importance of interaction with a boss, and the importance of customer contact
(Birnbaum & Somers, 1993; McFarlin & Rice, 1992; Mossholder, Bennett. &
Martin, 1998; Pond & Geyer, 1991). Global job satisfaction correlated negatively
with the extent of perceived job alternatives, role conflict, role ambiguity,
turnover, and the importance of pay and promotion (Birnbaum & Somers, 1993;
McFarlin & Rice, 1992: Mossholder. Bennett, & Martin, 1998: Pond & Geyer,
1991).

Organizational Commitment:
Organizational commitment s variously defined as an attitude that associates
employee’s identity with organization; a process during which objectives of the
organization are in conformity with those of employee.

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It can also be defined as a force of connection – a psychological or attitude stage
– with the goals and values of the organization, which determines a direction at
the level of the individual’s behavior towards the employer organization, with the
aim of benefiting it.
The Organizational Commitment Questionnaire (OCQ) was origin developed by
Mowday, Steers, and Porter (1979). It uses 15 item describe Global
organizational commitment. This widely used measure been modified to examine

Professional commitment by replacing the w organization with profession. It has
also been used to assess job commitment by changing the wording from
organization to job (Gunz & Gunz 1994; Millward & Hopkins, 1998). Sagie
(1998) developed and use Hebrew-language version of the measure, in Riggs and
Knight (1994), structural equation analysis showed dis criminate validity
between organizational commitment, job satisfaction and personal efficacy. We
however only made use of 6 items in this measure, it was shortened due to the
different in culture and language of the workers, most notably was the basic level
of standardized education the workers we approached possess.

Job Overload:
Job overload or just simply too much work can lead to mental strain happens
when an employee is tasked with such a heavy workload that they cannot bear or
capable of handling.
Job overload measure, developed by Caplan, Cobh, French, Van Harrison, ad
Pinneau (1980), uses 11 items to describe an employee’s job overload. This
focuses on the employee’s perceptions of quantitative job overload (rather than
mental strain or Psychological pressure). It asks for description of the perceived
pace and amount of work.

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In this measure, Job overload correlated positively with hours worked
competitiveness, firm size, and absenteeism and correlated negatively with work
satisfaction, job satisfaction, and Professional commitment (Dwyer & Ganster.

1991; Pheland et al., 1993; Sargent & Terry, 1998; Wallace, 1997). We however
only made use of 6 items in our survey due to reasons aforementioned.

Job Stress:
Job stress can be defined as the harmful physical and emotional responses that
occur when the requirements of the job do not match the capabilities, resources,
or needs of the worker. Job stress can lead to poor health and even injury.
The concept of job stress is often confused with challenge, but these concepts are
not the same. Challenge energizes us psychologically and physically, and it
motivates us to learn new skills and master our jobs. When a challenge is met, we
feel relaxed and satisfied.
This Stress Diagnostic Survey, developed by Ivancevich and Matteson (1980),
describes employee tension due to role ambiguity (five items), role conflict (five
items), quantitative role overload (five items), qualitative role overload (five
items), concerns about career development (five items), and responsibility for
people (five items). The measure can also be used as a composite indicator of the
presence of job stressors (Nelson & Sutton, 1990). We however only took
advantage of 7 items from abovementioned list.

Role Conflict and Ambiguity:
Most of the research about job roles has focused on role conflict and ambiguity.
Role conflict is defined as incompatibility between the expectations of parties or
between aspects of a single role. Role ambiguity is defined as uncertainty about
what actions to take to fulfill a role. Role conflict, ambiguity, and overload may
affect employees because they increase stress.

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This measure, developed by Rizzo, House, and Lirtzman (1970), was one of the
first measures of role ambiguity and role conflict. A lack of necessary
information regarding role expectation for a given organizational position has
been defined as role ambiguity. Role conflict was defined as a condition of when
employees have incompatible roles defined by supervisors or other members of
an organization. This measure includes intra-role, inter-role, and inter-sender
conflict, as well as ambiguity due to lack of role predictability, role clarity, and
role certainty (Bedeian, Mossholder, Kemery, & Armenakis, 1990).
Though the role conflict and role ambiguity measures have been used
extensively, some scholars have raised concerns about the content validity,
susceptibility to wording biases and factor structure of these measures (King &
King, 1990; Smith, Tisak, & Schmieder, 1993). Netemeyer and colleagues
(1995) evaluated alternative structural models and showed that role conflict and
role ambiguity are distinct constructs (Netemeyer et al., 1995)

Argument for the relationships among the Constructs:
Job Roles:
Theory:
According to role theory, every position in an organization should have a clear
set of responsibilities so that management can give appropriate guidance and
employees can be held accountable for performance. If people do not know the
extent of their authority and what is expected of them, they may hesitate to act
and be fearful about the potential repercussions for making decisions (Jackson &
Schuler, 1985). Clear job roles tend to increase employee feelings of competency
because individuals understand what needs to be done (Spreitzer. 1996).
However, job roles are seldom clearly specified in advance, and there typically is
an episodic role-making process between role senders and role receivers

(Schaubroeck, Ganster, Si me, & Ditman, 1993).
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Disruptions in the role definition process, limitations inherent in the nature of
jobs or organizations, and differences in management styles may lead to job role
conflict, role ambiguity, and role overload. These aspects of job roles in an
organization may create job tension and stress for employees and negatively
affect employee attitudes (Schaubroeck et al., 1993). Greater role discretion and
the freedom to innovate in a job role may enhance employee views about their
job and positively affect attitudes (Gregersen & Black, 1992). Of course, role
innovation in itself may be stressful and bring an employee into conflict with
others in a similar role or with established practices in an organization (West,
1987). In general, fulfilling a job role may be an inherently stressful activity
because some tension will always exist between the way an employee wants to
do a job and the needs of an organization for conformity among persons filling
similar job roles.
Most of the research about job roles has focused on role conflict and ambiguity.
Role conflict is defined as incompatibility between the expectations of parties or
between aspects of a single role. Role ambiguity is defined as uncertainty about
what actions to take to fulfill a role. Role conflict, ambiguity, and overload may
affect employees because they increase stress. Prolonged exposure to stressors
increases demand on an employee’s cognitive resources because individuals
exert greater effort to cope and neutralize stressors. This leaves fewer cognitive
resources available for performing assigned job duties and responsibilities
effectively (Fried, Ben-David, Tiegs, Avital, & Yeverechyahu, 1998). Employees

may find it more difficult to function effectively in a work environment where a
number of role stressors such as role conflict, ambiguity, and overload are
present concurrently. When stressful demands exceed an employee’s capacity to
cope, work attitudes and performance are likely to deteriorate (EreraWeatherley, 1996).

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However, it is also possible that role conflict, ambiguity, and overload have
direct effects on key employee outcomes independent of stress. In a metaanalysis, Jackson and Schuler (1985) reported that role ambiguity and role
conflict both correlated negatively with job satisfaction. However, Netemeyer,
Burton, and Johnston (1995) evaluated alternative structural models and found
that (a) role ambiguity and role conflict both had direct negative effects on job
satisfaction, (b) role conflict had positive effects on job tension (role ambiguity
did not), and (c) role overload covered with both conflict and ambiguity, but did
not directly affect job tension or job satisfaction. All three dimensions of role
perceptions affected organizational commitment and intention to leave indirectly
through their effects on job satisfaction.

Applicability to Research:
In my opinion, job roles have strong connections with job satisfaction, as
aforementioned, in various researched the results have been found that role
ambiguity and role conflict both have negative effects on job satisfaction albeit
directly or indirectly.
In applicability to this research, the chances are very high that both role conflict
and role ambiguity are key factors affecting the job satisfaction for the highly

trained employees at Hoa Sen Group.

Job Stress:
Diathesis – stress model:
The diathesis–stress model is a psychological theory that attempts to explain
behavior as a pre-dispositional vulnerability together with stress from life
experiences. It can take the form of genetic, psychological, biological, or
situational factors. A large range of individual differences exist between persons
in their vulnerability to the development of disorder.

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The diathesis, or predisposition, interacts with the subsequent stress response of
an individual. Stress refers to a life event or series of events that disrupt a
person's psychological equilibrium and potentially serves as a catalyst to the
development of a disorder. Thus, the diathesis–stress model serves to explore
how biological or genetic traits (diatheses) interact with environmental influences
(stressors) to produce disorders, such as depression, anxiety, or schizophrenia.
The diathesis–stress model asserts that if the combination of the predisposition
and the stress exceeds a threshold, the person will develop a disorder.
The use of term diathesis in the fields of medicine and psychiatry dates back to
the 1800s; however, the diathesis–stress model was not introduced and utilized to
describe the development of psychopathology until it was used to explain
schizophrenia in the 1960s. The diathesis–stress model is used in many fields of
psychology; specifically for studying the development of psychopathology. It is

useful for the purposes of understanding the interplay of nature and nurture in the
susceptibility to psychological disorders throughout the lifespan. Diathesis–stress
models can also assist in determining who will develop a disorder and who will
not. For example, in the context of depression, the diathesis–stress model can
help explain why Person A may become depressed while Person B does not,
even when exposed to the same stressors. More recently, the diathesis–stress
model has been used to explain why some individuals are more at risk for
developing a disorder than others. For example, children who have a family
history of depression are generally more vulnerable to developing a depressive
disorder themselves. A child who has a family history of depression and who has
been exposed to a particular stressor, such as exclusion or rejection by his or her
peers, would be more likely to develop depression than a child with a family
history of depression that has an otherwise positive social network of peers.
The diathesis–stress model has also served as useful in explaining other poor (but
non-clinical) developmental outcomes.

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