There are certain limitations, the evaluation of cadres and civil servants is still formal, not reflecting the true nature of cadres and civil servants; lacking combativeness and constructive spirit in evaluating cadres and civil servants.
In addition, the learning or participation in the training and development process of cadres is very passive, not really stemming from the need of civil servants and public employees to acquire the necessary knowledge and skills for their work, but simply to have "diplomas and certificates" to meet regulations, or in the case of preparing for promotion. Once officially employed, a number of cadres are also prone to the mindset of "resignation", with little effort to improve because they are employed for life (except in cases of disciplinary violations that force them to quit) and because the main basis for salary increase is seniority.
2.2. RESEARCH MODEL
2.2.1. Basis for formation and proposed research model
The use of JDI is becoming more and more popular in assessing job satisfaction. According to Luddy (2005), some reasons why researchers choose JDI to assess job satisfaction are summarized as follows:
- According to Smuker et al (2003), 78 surveys with female sports reporters using the JDI model showed that the factors in the JDI model all achieved high reliability with Cronbach Alpha coefficients greater than 0.7;
- Nagy (2002 cited by Luddy, 2005) claims that there are 400 studies and documents proving the validity of the JDI;
- Smith (1969) cited in Spector (1997) argued that the JDI is a proven valid and reliable instrument for assessing job satisfaction;
- Vorster (1992) cited in Cockcroft (2001) concluded that the JDI has been standardized and found to be consistent across conditions in various studies.
- The JDI is considered to be the most carefully designed and developed instrument for measuring job satisfaction (Vroom, 1964 cited in Schneider & Vaught, 1993). More than 50% of the articles published between 1970 and 1978 in seven leading management-related journals in the world that used non-specific measures of job satisfaction used the JDI model (Yeager, 1981 cited in Schneider & Vaught, 1993); and
- The JDI has been used in previous surveys in the public sector to measure employee job satisfaction (Schneider & Vaught, 1993).
- The JDI is easy to use and does not require a high level of reading ability to complete (Heneman, Schwab, Fossum and Dyer, 1983).
For the above reasons, the research topic uses the five aspects of job satisfaction components of JDI (Smith, 1969). However, the specific working environment in the public sector in Vietnam in general and in Da Nang city in particular requires readjusting the aspects of job components to ensure the accuracy of the research. At the same time, based on the results of preliminary interviews and inherited from previous studies by Kim Dung (2005), Nguyen Hoa (2013), Nguyen Van Thuan (2011) ... Therefore, three aspects in work are proposed to be added:
- Performance appraisal
- Benefits
- Working conditions or working environment
In which, the two factors of salary and benefits are grouped into the same impact factor due to similarities because these two factors are both implemented according to the provisions of law and based on previous research results.
So this study will select 7 independent factors affecting the satisfaction of civil servants at the Department of Industry and Trade of Da Nang to be included in the research topic including:
- Nature of work
- Salary and benefits
- Leader
- Colleague
- Training and promotion
- Working conditions
- Performance appraisal
Employee job satisfaction
favor:
g effect
The above factors will be explained to serve as the basis for constructing observation variables in the form of questions in the research questionnaire of this topic with the following research model:
Nature of work
Performance Appraisal | |
Personal factors - Year old - Gender - Level - Clutch time - Job location | |
Advancement training | |
Colleague | |
Leader | |
Working conditions | |
Salary and Benefits | |
Maybe you are interested!
-
Theoretical Basis of Customer Satisfaction and Proposed Research Model -
Scale Formation Based on Proposed Research Model -
Proposed Research Model -
Proposed Research Model and Research Hypothesis -
Proposed Research Model and Job Satisfaction Assessment Index:
Figure 2.2: Research model
2.2.2. Research hypotheses
Hypothesis H1: There is a positive correlation between job characteristics and job satisfaction of public employees.
Hypothesis H2: There is a positive correlation between training and promotion opportunities and job satisfaction of civil servants.
Hypothesis H3: There is a positive correlation between salary and benefits with job satisfaction of civil servants.
Hypothesis H4: There is a positive correlation between leadership factors and job satisfaction of civil servants.
Hypothesis H5: There is a positive correlation between the relationship factor with colleagues and job satisfaction of civil servants.
Hypothesis H6: There is a positive correlation between working conditions and job satisfaction of civil servants.
Hypothesis H7: There is a positive correlation between performance evaluation factors and job satisfaction of civil servants.
2.2.3. Scale of factors in the main research model
awake
Table 2.1: Job satisfaction scale of civil servants in the main research model
The characters
to sue
Encryption | The scales | Source | Qualitative research results | |
Nature of work | CV1 | Jobs that are suitable for professional level | Doan Khoi; Thanh Hoai | All comments |
CV2 | Work that allows good use of personal abilities core | Kim Dung & A. Morris; Doan Khoi | All comments | |
CV3 | The job is challenging. | Kim Dung & A. Morris; Doan Khoi | All comments |
CV4 | Very interesting work | Kim Dung & A. Morris; Doan Khoi | All comments | |
CV5 | Reasonable workload | Kim Dung & A. Morris; Doan Khoi | Nguyen Huu Hanh; Vo Thi Ha Phuong | |
Training and advancement opportunities | DT1 | Provided with the training required for the job | Kim Dung & A. Morris | All comments |
DT2 | Training programs create good effect | Kim Dung & A. Morris | All comments | |
DT3 | The agency regularly invests in improving qualifications. for staff | Kim Dung & A. Morris | All comments | |
DT4 | Fair promotion policy | Kim Dung & A. Morris; Doan Khoi | All comments | |
DT5 | Created many opportunities for personal development | Kim Dung & A. Morris; Doan Khoi | All comments | |
Salary and benefits | TL1 | Salary is enough to meet the needs of life | Kim Dung & A. Morris; Doan Khoi | All comments |
TL2 | Salary commensurate with work results | Kim Dung & A. Morris; Doan Khoi | All comments | |
TL3 | Reasonable allowances | Beheshta | Nguyen Huu Happiness; Nguyen Nho Hau | |
TL4 | Bonus policy by satisfactory | Beheshta | All comments | |
PL1 | Participating agencies Full insurance as required | Boeve | Vo Van Nhut; Nguyen Thi Thanh Xuan | |
PL2 | Good agency, full sick leave benefits, … | Beheshta | Vo Van Nhut; Nguyen Thi Youth | |
PL3 | Every year the company organizes trips for employees. | Beheshta | Vo Thi Ha Phuong;Nguyen |
travel, vacation | Grapes | |||
Leader | LD1 | Workers receive a lot of support from leaders | Nguyen Van Long; Kim Dung & A. Morris; Doan Khoi | All comments |
LD2 | Leaders listen workers' views and thoughts | Nguyen Van Long | All comments | |
LD3 | Leadership values referees ability and contribution | Nguyen Van Long | All comments | |
LD4 | Workers are treated fairly | Nguyen Van Long; Kim Dung & A. Morris; Doan Khoi | All comments | |
LD5 | Leadership with capacity, vision and ability operate | Nguyen Van Long; Thanh Hoai | All comments | |
Colleague | DN1 | Close and friendly colleagues | Beheshta | Nguyen Thi Hong Thanh; Nguyen Duc Line |
DN2 | Colleagues are dedicated and enthusiastic about their work. job | Boeve | All comments | |
DN3 | Learn expertise get a lot from colleagues | Boeve | All comments | |
DN4 | Colleagues are willing to help and cooperate in job | Boeve | All comments | |
Working conditions | DK1 | Reasonable working hours | Kim Dung & A. Morris | All comments |
DK2 | Fully equipped with necessary equipment | Boeve | Nguyen Thi Thanh Xuan; Nguyen Nho Hau | |
DK3 | The staff's workplace is very clean and hygienic. | Kim Dung & A. Morris; Doan Khoi | All comments |
DK4 | Workplace atmosphere The staff is very friendly | Kim Dung & A. Morris | All comments | |
DK5 | Employees do not have to worry job loss | Doan Khoi; Thanh Hoai | All comments | |
Performance Appraisal | DG1 | Performance Appraisal accurate, timely and complete | Nguyen Van Thuan, Nguyen Hoa | All comments |
DG2 | Fair evaluation among employees | Nguyen Van Thuan, Nguyen Hoa | All comments | |
DG3 | Reasonable and clear evaluation criteria | Nguyen Van Thuan, Nguyen Hoa | All comments | |
DG4 | Evaluation results are the basis for rewards. | Nguyen Van Thuan, Nguyen Hoa | Nguyen Duc Tuyen; Hoang Thi Huong | |
Satisfaction | HL1 | I like current job | Nguyen Thanh Hoai | All comments |
HL2 | Are you satisfied with? agency | Nguyen Thanh Hoai | All comments | |
HL3 | You will continue to be associated with the agency for a long time. | Nguyen Thanh Hoai | All comments |
This will be the scale used to draft the official questionnaire for the study, including 7 influencing factors and 35 observed variables. Based on the results from the preliminary in-depth interview study, the author designed a questionnaire to survey the research sample ( Questionnaire see Appendix 2 ).
2.3. RESEARCH DESIGN
2.3.1. Research process
Draft scale
Main scale
Preliminary research
Qualitative research
Pre-test study
Quantitative research
Formal research
Exploratory factor analysis EFA
Cronbach's Alpha Reliability
Source: Author
Theory
Expert | |
Model
multiple linear regression