BỘ GIÁO DỤC VÀ ĐÀO TẠO

NHA TRANG UNIVERSITY

ECONOMIC OF FACULTY
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ESSAY: EMPLOYEE’ JOB SATISFACTION IN

VIETNAMESE ORGANIZATION

Teacher: Mai Việt Hùng

Group 1
1. Lý Dương Hồng
2. Phan Nhật Thy
3. Nguyễn Thị Minh Trang
4. Vũ Quang Vinh
5. Vũ Ngọc Bách
Class: 61QTKDCLC

11, tháng 5 năm 2021

I. Theoretical Basis

1. Job Satisfaction

- When people speak of employee attitudes, they usually mean job satisfaction ,
which describes a positive feeling about a job, resulting from an evaluation of its
characteristics. A person with a high level of job satisfaction holds positive
feelings about his or her job, while a person with a low level holds negative
feelings.

- A positive feeling about one’s job resulting from an evaluation of its

characteristics.

2. Measuring Job Satisfaction

There are two approaches are popular. The single global rating is a response
to one question, such as “All things considered, how satisfied are you with your
job?” Respondents circle a number between 1 and 5 on a scale from “highly
satisfied” to “highly dissatisfied.” The second method, the summation of job
facets, is more sophisticated. It identifies key elements in a job such as the nature
of the work, supervision, present pay, promotion opportunities, and relationships
with co-workers. Respondents rate these on a standardized scale, and researchers
add the ratings to create an overall job satisfaction score.

3. How Satisfied Are People in Their Jobs?

- Are most people satisfied with their jobs? The answer seems to be a qualified
“yes”. However, Recent data show a dramatic drop-off in average job satisfaction
levels during the economic contraction that started in late 2007, so much so that
only about half of workers report being satisfied with their jobs now.
- Research also shows satisfaction levels vary a lot, depending on which facet of
job satisfaction you’re talking about.

As shown in Exhibit 3-2 ,

people have typically been
more satisfied with their
jobs overall, with the work
itself, and with their
supervisors and co-workers
than they have been with
their pay and with
promotion opportunities.

4. What Causes Job Satisfaction?

- You’ve probably noticed that pay comes up often when people discuss job
satisfaction. For people who are poor or who live in poor countries, pay does
correlate with job satisfaction and overall happiness. But once an individual
reaches a level of comfortable living, the relationship between pay and job
satisfaction virtually disappears.

- Job satisfaction is not just about job conditions. Personality also plays a role.
Research has shown that people who have positive core self-evaluations —who
believe in their inner worth and basic competence—are more satisfied with their
jobs than those with negative core self-evaluations. Not only do they see their work
as more fulfilling and challenging, they are more likely to gravitate toward
challenging jobs in the first place. Those with negative core self- evaluations set
less ambitious goals and are more likely to give up when confronting difficulties.
Thus, they’re more likely to be stuck in boring, repetitive jobs than those with
positive core self-evaluations.

5. The Impact of Satisfied and Dissatisfied Employees on the Workplace

- Job Satisfaction and Job Performance: As several studies have concluded,

happy workers are more likely to be productive workers. As a whole, we find
organizations with more satisfied employees tend to be more effective than
organizations with fewer.

- Job Satisfaction and Absenteeism: When numerous alternative jobs are

available, dissatisfied employees have high absence rates, but when there are few
they have the same (low) rate of absence as satisfied employees.

- Job Satisfaction and Personnel arrangement: When employees who are

satisfied with their jobs or personnel arrangement of their organizations , they are
less likely to quit their job. Also, organizations take action to keep the good work
and eliminate those who worked less well such as: right people with the right job.

- Job Satisfaction and OCB: Job satisfaction should be a major determinant of an

employee’s organizational citizenship behavior (OCB), people who are more
satisfied with their jobs are more likely to engage in OCBs. Why? Fairness
perceptions help explain the relationship. Those who feel their co-workers support
them are more likely to engage in helpful behaviors, whereas those who have
antagonistic relationships with coworkers are less likely to do so.
- Job Satisfaction and Customer Satisfaction: Satisfied employees increase
customer satisfaction and loyalty. Low employee morale was a major factor
undermining passenger satisfaction

II. Situation: Study on satisfaction of officials and public

officers Da Nang City department of industry and trade
1. FACTORS AFFECTING EMPLOYEE SATISFACTION

- Nature of work

- Training and promotion opportunities

- Wages and benefits

- Leadership

- Colleagues

- Working Conditions

- Performance evaluation

2. RESULTS

- The criteria of the scale of the nature of the job, training, and promotion have a
grade 3 rating (normal rating).

- Most of the criteria are wages with normal assessment, only first criteria –
“Participating agencies fully pay insurance according to regulations”, with an
agreed rating. The Department of Industry and Trade, like other state agencies,
benefits for employees such as social insurance and health care regimes that
comply with state regulations.
- On the scale "Performance evaluation" with second criteria – “Fair evaluation
among employees" with an average level of agreed rating. The rest of the criteria
are normal.

- The interviewed employees all have a high level of agreement with the criteria of
the leadership scale such as “Employees receive a lot of support from their
leaders”, “Leaders listen to the views and thoughts of employees are treated fairly,
capable leaders, vision, and management ability”. However, the employees do not
feel that “the leadership values talent and contribution”, the rating of this criterion
is only average.

- The criteria on the “Colleagues” scale are also at the agreed level. However, the
criterion "Colleagues are willing to help and coordinate at work" has a normal
rating.

- On the scale of working conditions, staffs agree with two criteria “Employee's
workplace is very hygienic, clean” and “The employee's workplace atmosphere is
very friendly”. Besides, two criteria “Fully equipped with the necessary
equipment” and “Employees do not have to worry about losing their jobs” with a
normal rating.

- On the satisfaction scale, although the staff asked, most of them answered that
they were satisfied with the agency. However, they do not really like their current
job and want to stick with the agency for a long time.

3. SOLUTION

3.1. The issue of training and promotion

- The Department has to plan an annual training, the right to send a training plan
right expertise, right people with the right job. For the contingent of cadres and
civil servants incumbent, depending on demand and planning staff.

- The Department can train, foster and train public service enforcement skills and
ability to undertake the work of cadres and civil servants.

- The Department must pay more attention to the quality and effectiveness of the
program your training. Attention should be paid to the results of training and
effective for mocking civil servants after completing the program by collecting
staff's comments on the quality and applicability of the training program, from that
adjust the content of the training if the program is organized by the Department
and give opinions and consultations advises the Department of Home Affairs or the
other agency in charge of the development of the chapters training program
suitable to the needs of the civil servants of their Department.

-The Department focuses on civil servant’ promotion policy that planning and
recommending management staff must be based on competencies, professional
qualifications, fairness, and impartiality. The Department must notify the entire
civil servants of those who have competence and effort at work will be regularly
involved in the capacity development training course to be considered in planning
higher positions.

- The Department needs to perform well in the planning of cadres, focusing on

training young and capable cadres and have incentive policies to exploit the
potential of our employees. Besides, the Department should continue to select and
consider appointing planning staff to vacant positions in the entire Department of
management or replacing ineffective positions.

3.2. The problem of the nature of the work

- The Department should complete descriptions of job positions, clearly define
tasks, internal content of each department, each specific employee to be specific,
streamline workflow and serve as a basis for assessment work performance later.

- It is necessary to boldly swap job positions when detecting that an employee is

not also suitable for the job position being done, if the employee requests it
changing positions to suit individual leadership competencies should also be
considered resolved to bring high working efficiency.

- The Department needs to regularly organize seminars to share experiences in the

work of each department, communicating learning, making difficulties often
encountered. As such, employees in different departments have can clearly
understand the nature and characteristics of the work in other departments and be
aware of the relationship, the linkage between departments as well as
understanding what they are doing the undertaking is of certain importance to the
general operation of the entire Department.

3.3. The issue of performance evaluation

- The Department needs to perform well internal audits for each department,
Department, and individuals in the entire Department in a timely and complete
Manner and regularly there are inspections unusual failure to notify civil servants
before checking the time and effect. The Department should also have a meeting to
report on the results of the assessment regular work of civil servants every month
to take corrective and timely measures time of handling sanctions, commendation.

- The Department should build reasonable, clear, and appropriate evaluation

criteria. Due to the different nature of the work, if the same frame is used
achievement prices will be difficult to accurately score. So, the Departments
propose their own evaluation criteria mini and follow the framework standard
evaluation so that leaders can properly evaluate the results of each individual in the
ministry's different parts.

- The civil servants' working results should be recorded in a fair and accurate effort
their power through the voting forms of civil servants by month, quarter, year ...
The department should be taken rewarding regulations or being considered for
salary, bonuses, or career advancement.

3.4. Leadership issues

- Leaders need to note the advice of staff, issues, any reasonable output that can be
used to comment with the superior leaders, consult of civil servants in solving
problems that arise at work, sharing information in the expertise, obtained many
good solutions from employees, helping employees see the relationship between
the work they are doing and the results that the department is achieving.

- Leaders need to properly evaluate the capabilities of employees and facilitate

their complete quests with great efficiency. It is important to do things, when
properly evaluating public performance capacity employee work will increase
work efficiency.

- The leader must create favorable conditions in the job employees find that the
work they are doing is in accordance with their expertise, care skills, as well as
being able to help them develop their career and productivity.

- Department leaders need to constantly improve their knowledge, management

skills, and improve their own management capacity. At the same time, it is
necessary to have a vision in decision making and work settlement to lead the
organization to further development.

3.5. Wages and benefits

-About bonus and welfare:

+ Monthly, when the Department exceeds the set plan, have initiatives to improve
the association co-evaluation, recognition, and review of the annual work results of
civil servants.

+ The Department should give out the typical civil servants to vote for the lift
salary ahead of time to motivate civil servants to work.

- The management of public finance: it is necessary to manage and calculate

appropriately save more spending, take that source to increase income for officials
and public function. Therefore, the practice of thrift against waste in administrative
agencies is also a solution to contribute to improving the labor activeness of cadres
and civil servants.