Job Descriptive Index (Jdi) Model

bored, under high pressure... they can also try but it does not create satisfaction for employees but is coercion, if under too much pressure they may leave the business. This doctrine emphasizes on paying salaries and bonuses to employees. This is a very sensitive issue and has a great influence on employees. Therefore, it is necessary to pay attention that the salary and rewards that the organization offers are related to what employees want. Therefore, to have employee satisfaction, first of all, it is necessary to create good working environment conditions, have the support of superiors and colleagues, thereby making them more confident that their efforts will lead to worthy results and rewards. Satisfaction with fair rewards and punishments will also help them believe that the results they achieve will certainly be recognized and rewarded by the organization.

1.2.4 Mc.Clelland's (1988) theory of needs

David Mc.Clelland (cited in Robbins, 2002) believes that humans have three basic needs: the need for achievement, the need for affiliation, and the need for power.

 Need for achievement: is the effort to achieve outstanding achievements, the effort to succeed in the work that they themselves want to do according to certain standards, expressed in the scale of factors to evaluate work efficiency, recording the achieved work achievements.

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 Need for affiliation: is the desire to have friendly and close relationships with people around, expressed in the scale of leadership and colleagues

 Need for power: is the need to pursue power, obedience and control over the work environment of others. People with a high need for power like to take responsibility, often try to influence others, like to be in a competitive position, they care a lot about their influence on others.

According to Mc. Clellander, successful businesses and people in society are often people with a high need for achievement, a lot of power and a relatively high need for affiliation. Managers need to understand this, thereby knowing how to create conditions and develop employees as well as help them develop when there is an opportunity.

Mc. Clellander's theory encourages employees to participate in organizational activities to build relationships with colleagues, and encourages and supports colleagues to participate in increasingly difficult tasks with the participation of many people. Participation in organizational activities also creates conditions for employees to compare and evaluate themselves, increasing the need for achievement and the desire to strive to achieve higher achievements than colleagues. In addition, building a work environment oriented towards achievement values is also a good way to create satisfaction for employees.

McClelland's need for achievement is reflected in this study through the nature of the job. The job should be designed so that employees can achieve their desired results. The need for affiliation is reflected in relationships with superiors and coworkers. Finally, the need for power is reflected in opportunities for advancement.

1.2.5 Job Descriptive Index (JDI) model

The JDI job description index of Smith and Kendall and Hulin (1969), the Job Satisfaction Survey (JSS) of Spector (1997) and the Minnesota Satisfaction Questionnaire (MSQ) of Weiss et al. (1967) are three typical tools in measuring job satisfaction, in which the JDI and MSQ are two tools widely used in both practice and theory (Green, 2000).

According to Smith and Kendall and Hulin (1969), the level of satisfaction with the components or aspects of the job is the attitude and perception of employees about different aspects of the job. According to Price (1997), JDI is a tool for research measuring the level of satisfaction of employees at work. The main content of the 5 aspects of the job of JDI is shown as follows:

- Nature of work: related to challenges in work, having the opportunity to use one's own abilities and feeling comfortable doing the job.

- Training and promotion opportunities: related to training opportunities, personal development and promotion opportunities within the organization.

- Leadership: related to the relationship between leaders and employees, employee support, leadership style and leadership ability to perform administrative functions in the organization.

- Colleagues: related to the relationship between colleagues at work.

- Salary: related to employee satisfaction with fairness and adequacy in pay.

1.3 Factors affecting employee job satisfaction

1.3.1 Nature of work

The nature of work is understood as a job that brings employees general satisfaction and creates good work efficiency. According to Locke (1995), it is believed that employee job satisfaction depends on satisfaction with job components, including the nature of the job. According to Luddy's research (2005), it is believed that the nature of work is suitable for aspects such as: suitability with capacity, professional knowledge, ability to understand the work performed, creating conditions to promote personal capacity.

Employee satisfaction with their work is reflected in many aspects of the nature of the job such as: whether the job is suitable for the employee's ability and expertise, whether the job brings dedication and creativity of the employee, whether the job brings challenges and enhances personal capacity, whether the job brings a lot of excitement when working or not. With the nature of the job suitable for the professional level, the job has many challenges forcing employees to learn more, try harder, gain more work experience to adapt to the nature of the job with many difficulties. Employees like to demonstrate their working capacity and are mentally stimulated. Individuals are more satisfied with the job itself when they are involved and stimulated mentally and physically, all employees want to perform excellently and complete their work with high efficiency. Many empirical studies have shown that the factor “nature of work” affects employee satisfaction at work (cited in Luddy, 2005; Tran Kim Dung, 2005). Therefore, the clearer the nature of work is, the more consistent with the professional level of the employee, the higher the employee satisfaction.

On that basis, research hypothesis H1: The factor Nature of work has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.3.2 Training and promotion opportunities

Training and advancement opportunities refer to the ability of employees to improve their job skills and the ability to be promoted to higher positions. Employees are more satisfied with jobs that provide them with training and advancement opportunities.

This view is supported by the study conducted by Ellickson and Logsdon (2002) which states that promotion opportunities have a positive and significant impact on job satisfaction. However, Kreitner and Kinicki (2001) state that the positive relationship between promotion opportunities and job satisfaction depends on the perceived fairness of the employees.

In Vietnam, Tran Kim Dung's (2005) study also showed that promotion opportunities have a positive impact on job satisfaction. Most employees will feel more satisfied with their current job if they receive benefits from the business through training programs on professional knowledge, skills or promotion opportunities. In studies in Vietnam, the promotion opportunity factor is considered in terms of professional training, opportunities for personal development, fairness and clarity in human resource development policies, creating opportunities to improve professional skills for employees, creating conditions for development and promotion in work for those who have the capacity, expertise, and ethics so that they can strive further in their work. Recent researchers have also pointed out that if employees are not regularly trained, do not have the conditions to study, develop themselves and their careers, they will feel exhausted and drained of energy and intelligence because of the feeling of dedication. The quality of employees has become one of the competitive advantages of enterprises, enterprises should focus on training policies and create opportunities for employees to develop themselves (according to Tran Kim Dung, 2003). Therefore, training is considered a basic factor that plays an important role in improving skills and increasing job satisfaction of employees. In addition, the conditions for employee advancement are also the motivation for employees to work.

On that basis, the research hypothesis H2 is: The factor Training and promotion opportunities has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.3.3 Leadership

A leader is a person in a higher position in a company or organization. Leadership plays an important role in job satisfaction, leaders can provide emotional and technical support and guidance for work-related tasks (Robbins et al., 2003). According to Ramsey (1997), (cited in Luddy, 2005), leadership affects high or low morale, the leader's attitude and behavior towards employees can also be a factor affecting the cooperative or uncooperative behavior of workers. Brewer and Hensher (1998) suggested that superiors with a leadership style that has concern for employees often have more satisfied employees and can motivate them to work, reduce job dissatisfaction when motivated at the right time than superiors who only care about production and profits. Many empirical studies show that there is a positive relationship between leadership factors and job satisfaction (Spector, 1985; Luddy, 2005; Tran Kim Dung, 2005).

On that basis, the research hypothesis H3 is: Leadership factor has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.3.4 Colleagues

Coworkers are people who work together in an organization or in the same department. People receive more from work than just money and visible achievements. For employees, work must also satisfy the need for interaction. Some authors believe that having friendly and supportive colleagues contributes to increased job satisfaction (cited in Luddy, 2005). Most of the time employees interact with each other, so the relationship between colleagues also affects overall job satisfaction. It can be said that employees will feel more satisfied with their jobs when they have good relationships with their colleagues. A study conducted by Viswesvaran, Deshpande and Joseph (1998) further confirmed that there is a positive correlation between job satisfaction and colleagues.

On that basis, the research hypothesis H4 is: The factor Colleagues has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.3.5 Salary

Wages are the amount of money that employers pay to employees to perform work as agreed, including wages according to work or position, salary allowances and other supplements (cited in Clause 1, Article 90 of the Labor Code 2012). For employees, wages will be commensurate with the results of their work and the effort they put in, with the experiences they have along with their diligence, hard work and efforts in the job. Employees may have a high income but they still feel dissatisfied when they have an unsuitable job or cannot integrate into the job (cited in Luddy, 2005). Some researchers argue that there is little empirical evidence that wages affect job satisfaction. According to Bassett (1994), there is a lack of empirical evidence to show that paying wages improves employee satisfaction or reduces dissatisfaction. This view is put forward that highly paid employees can still be dissatisfied if they do not like the nature of their work and feel unable to integrate into the work. However, the results of a survey conducted by Brainard (2005) among postdoctoral researchers showed that salary is weakly related to job satisfaction. One of the tools to effectively form satisfaction is to build a suitable salary policy so that employees feel objective fairness, ensuring that employees will receive a salary corresponding to their efforts, a reasonable salary will help businesses retain employees so that they feel that their labor will be rewarded appropriately, so they will work enthusiastically and wholeheartedly for the overall development of the company. Individuals see their remuneration as a sign of their value to the organization. They compare their input with the output received in accordance with the output of others (Nel et al., 2004). In the conditions of developing countries like Vietnam, salary is still an important factor affecting the job satisfaction of employees according to Tran Kim Dung (2005).

On that basis, the research hypothesis H5 is: The Salary factor has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.3.6 Benefits

Benefits are always one of the most important things for employees and are also the top concern of businesses. One of the most common complaints of employees is about the company's benefits policy. Benefits can directly affect employee satisfaction in some way, according to Artz (2008), benefits play an important role in determining job satisfaction. According to Nguyen Huu Than (2001), welfare includes two main parts: Welfare according to the law such as social insurance, health insurance, unemployment benefits, etc. Voluntary welfare is the policy that the company proactively implements with its employees to increase satisfaction and loyalty of employees such as paying insurance for employees' family members, organizing tours and vacations, giving gifts to employees on holidays, Tet, etc. Enterprises that implement well welfare policies that care about employees will increase satisfaction and help employees feel secure at work. Therefore, enterprises need to establish a clear and fair welfare policy system to create favorable conditions for employees to increase the satisfaction of employees who have been with the organization for a long time.

On that basis, the research hypothesis H6 is: Welfare factor has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.3.7 Working conditions

Workers will feel satisfied with their jobs when they are provided with good working conditions that affect their work attitudes and work efficiency. For this study, working conditions are factors that affect the health and convenience of workers at work, including suitable working hours (Skalli et al, 2007), safety and comfort in the workplace (Durst, 1997), and being equipped with necessary equipment for work (Bellingham, 2004). Workers who are provided with good working conditions will evaluate their jobs well, otherwise they will feel dissatisfied with the work they have to accept (according to Tran Kim Dung, 2005). Guaranteed working conditions increase satisfaction, helping workers feel secure in their work, and have

conditions to promote creativity bring high labor productivity. Therefore, to have good working conditions, businesses also need to pay attention to ensuring facilities, arranging suitable working space, modern equipment suitable for the nature of the work, creating a dynamic working environment, airy and clean working space to ensure the health of workers.

On that basis, the research hypothesis H7 is: The factor Working conditions has a positive impact on employee satisfaction at FPT Telecommunication Joint Stock Company, Hue branch.

1.4 Studies related to “Employee satisfaction at work”

1.4.1 Some foreign research works

Keith and John's (2002) study on job satisfaction of highly qualified people; gender roles, managers and comparison with income gave the following results: (1) The main factors affecting job satisfaction of highly qualified people are earning money, material conditions, health and other types of benefits. (2) Women have a higher level of job satisfaction than men. (3) There is an increase in satisfaction level for managers. (4) Income plays an important role in the level of job satisfaction.

Luddy’s (2005) study in the health service sector in South Africa showed that employee job satisfaction was influenced by all five factors in the JDI model. Of which, three factors “colleagues”, “leadership” and “nature of work” were positively evaluated by employees, while two factors “training and promotion” and “salary” were negatively evaluated (dissatisfied).

According to Spector's (1997) research, the models before JSS (Satisfaction Survey) applied to manufacturing enterprises all gave quite low results, so Spector (1997) built a separate model for employees in the service sector, including 9 factors to assess satisfaction and attitude such as: (1) Salary, (2) Promotion opportunities, (3) Working conditions, (4) Supervision, (5) Colleagues, (6) Love of work, (7) Communication, (8) Unexpected rewards, (9) Benefits. It was developed and applied mainly in the human resources departments of service organizations and non-profit organizations.

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