According to James L Price (1997), job satisfaction is defined as the extent to which an employee feels and has positive orientations towards working in the organization.
Wesis (2002) argues that job satisfaction is an attitude and this attitude is derived from cognitive value goals such as emotions, beliefs, or behaviors. In short, satisfaction is a positive attitude towards work and that attitude originates from our feelings, beliefs and behaviors (Wikipedia).
Nguyen (2009) stated that job satisfaction refers to an individual’s general attitude towards his job. A person with high job satisfaction will have a positive attitude towards his job and vice versa. When we refer to the attitude of workers, it is usually job satisfaction.
Thus, there are many definitions of satisfaction, in general, job satisfaction is the employee's assessment of issues related to their job performance; a person who is satisfied with their job will feel comfortable, pleasant and have a positive attitude, and have an effective response to their job and organization. This assessment can be good or bad depending on the employee's feelings.
Typically, when we talk about employee satisfaction, we are referring to how satisfied we are with our jobs. And this satisfaction can be measured overall or across different aspects of the job.
To measure satisfaction in many different aspects (Facet measure), use the MSQ scale (Minnesota Satisfaction Questionaire) of Weisis & colleagues (1967) or the JDI scale (Job Descriptive Index) of Smith & colleagues (1969) (according to Price 1997). Both of these scales are widely used. Especially the JDI scale, this scale has affirmed its reliability and suitability when researchers want to measure satisfaction as an independent variable or want to study the factors affecting employee job satisfaction.
In studies on quality of life, Andrews & Withey (1976), Efraty & Sirgy (1990,1992), Efraty et al. (1997) measured job satisfaction with a single variable, by answering related questions such as, how do you feel about your current job?
However, this thesis considers job satisfaction as a dependent variable (the influence of quality of work life on job satisfaction). Therefore, the thesis will measure job satisfaction in general. In this direction, there are scales such as Brayfield & Rothe (1951), Dunham & Herman (1975), Quinn & Staines (1979) and the JIG (Job In General) scale of Smith & colleagues (according to Price (1997).
Dunham & Herman's (1975) scale used pictures to assess job satisfaction. They showed workers 11 male or female faces and asked them to choose or rank their job satisfaction by asking them to "circle the face that represents how happy you are with your job" on an 11-point or 100-point scale. And Quinn & Staines' (1979) scale used 5 interview questions to measure job satisfaction. Both of these scales are not widely used in practice and there is little data to prove their reliability.
The scale of Brayfield & Rothe (1951) and the JIG (Job In General) scale of Smith & colleagues (according to Price (1997), both use a table of 18 questions to ask about the feelings of employees towards their jobs and organizations. The 18 questions of Brayfield & Rothe (1951) are measured by a 5-point Likert scale and this scale has been confirmed by many studies for its suitability and reliability (Cook & colleagues. 1981).
According to the Michigan organization, there are 03 variables to assess the general satisfaction of employees: (a) In general, I feel satisfied with my job; (b) In general, I do not like the job I am doing; (c) In general, I like working here. The reliability of the scale is proven through many studies, all of which show that this scale has a high correlation coefficient with job variables. According to the summary of Ths. Nguyen Thi Kim Anh (2010) found that general satisfaction in work
The survey included four observed variables: (1) Satisfied with working at the company, (2) Recommend to everyone this is the best place to work, (3) Very proud to work at the company, (4) Consider the company as my second home.
According to Smith, Kendal and Hulin (1969), job component or aspect satisfaction is the attitude and perception of employees about different aspects of their jobs (including the nature of the job, training and promotion opportunities, leadership, colleagues and salary).
Table 2.3 Statistics of job satisfaction scales of Scott Macdonald and Peter MacIntyre (1997)
Author
Scale | Sample characteristics | |
Cross (1973) | (1) Working environment, (2) Salary, (3) Promotion, (4) Nature of work, (5) People supervisor, (6) Colleague | 431 workers from 4 factories |
Hackman & Oldham (1975) | (1) Job security, (2) Salary, (3) Social status, (4) Supervision, (5)Promotion | 658 workers in 7 industrial parks and service organizations |
Khaleque & Rahman (1987) | (1) Coworkers, (2) Hours, (3) Work environment, (4) Recognition, (5) Security, (6) Career passion, (7) Autonomy, (8) Benefits, (9) Advancement, (10) Supervision | 185 workers from 2 research and development companies |
Scarpello & Campbell (1983) | (1) Nature of work, (2) Control of work, (3) Quality of work environment, (4) Supervisor, (5) Colleague, (6) Praise reward | 65 workers |
Smith et al. (1969) | (1) Job, (2) Salary, (3) Promotion, (4) Supervision, (5) Coworkers | 1560 employees from jute mill in Bangladesh |
Yuzuk (1961) | (1) Communication, (2) Working hours, (3) Employee co-workers, (4) Recognition, (5) Working conditions, (6) Evaluation factors other | 267 students, 80 farmers, 80 male employees at the bank row |
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![Hackman & Oldhams (1975) Job Characteristics Model [8] :](https://tailieuthamkhao.com/en/uploads/2025/03/28/hackman-oldham-s-1975-job-characteristics-model-8-120x90.jpg)
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Hackman & Oldham's (1975) Job Characteristics Model [8] : -
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(Source: Scott Macdonald and Peter MacIntyre (1997))
In the research results of Tran Kim Dung (2005, 2007), the factors of job satisfaction were adjusted from the JDI scale of Smith & colleagues (1969) including: job factors, salary/income, support from superiors, relationships with colleagues, promotion and career development, benefits that the company brings to employees, working environment. In this study, 7 components in the research of Tran Kim Dung (2005, 2007) were used because the 7 factors developed from the famous JDI scale (Smith, 1969) which has been tested many times abroad have covered the basic aspects of work and this scale has also been tested in Vietnam. The JIG scale is an improvement of the JDI scale. After many assessments, the JIG scale has been summarized into the AJIG scale (Abridged Job In General) with 8 questions. The AJIG scale has a very high correlation with the JIG scale (r=.97) and is also well-regarded in measuring general satisfaction (Russell & colleagues, 2004). In summary, these general measurement scales have undergone comprehensive evaluation and have been confirmed to be reliable general measurement scales. However, under different conditions, these general measurement scales have been tested and re-measured to suit each condition. In the Vietnamese condition, researchers have tested and re-measured the general measurement scales. As a result, the general measurement scale for employee job satisfaction consists of 5 questions measured on a 5-point Likert scale.
The significance of component satisfaction in work helps researchers know the ability of each component to make up the work environment to have little, much or no impact on employee satisfaction. General satisfaction in work aims to express the general emotional state of employees such as interest, excitement, pride, and general satisfaction with the work they are doing. The results of measuring general satisfaction help researchers see the level of impact of independent factors on the overall assessment of employees' work. The objective of studying general satisfaction in work aims to adjust independent factors, while the objective of studying component satisfaction aims to change the level of dependent factors. This topic aims to
Considering the impact level of components in quality of working life, “overall job satisfaction” is more suitable to be selected as the dependent variable in the proposed research model.
2.6 Work results
Work performance is defined by Motowidlo (2003) as the total value expected to be achieved by an organization from a set of individual activities performed over a given period of time.
The concept of job performance refers to the effectiveness of individual behavior in contributing to organizational goals (Motowidlo, 2003).
Performance is how employees perform their jobs. Employee performance is determined during a performance appraisal by the employer, which takes into account factors such as leadership skills, time management, organizational skills, and productivity. Performance appraisals are usually conducted annually to determine which employees are qualified, which employees are rewarded, or even fired.
Reality has shown that when employees are aware of their responsibilities for the assigned work, they will try harder at work, so their work results will be better. Tasks here are understood as work goals that need to be completed. Therefore, building a specific and clear goal is an issue that managers need to pay attention to in order to improve work results for employees.
Professional theory also develops the concept of work effectiveness. There are three distinct aspects of work involved, the relationship between employer, employee, and community. Each aspect of the goals may be different, and these differences may even lead to incompatible goals.
According to Baldrige Standard: Work results refer to outputs, results obtained from the process and allow for comparison and evaluation relative to goals and past results.
According to Nguyen & colleagues (2011), employee work performance is evaluated by the employee's confidence in working effectively, the employee's satisfaction with the quality of work performed, and the evaluation of colleagues and superiors.
Work results have several common characteristics:
- High performance, continuous
- Good leadership skills
- Individuals with a high sense of responsibility
- Challenging and supportive management
- There is a reward and punishment assessment.
In this study, work results are defined by the author as
after:
Work performance is the effectiveness of individual behavior towards organizational goals based on the quality of work completed.
Work results are based on self-assessment, colleagues and superiors.
In this thesis, the author considers work performance as a dependent variable (the influence of quality of work life on work performance). Therefore, the author uses the scale according to the research results of Nguyen & colleagues (2011), the work performance of employees is measured through 5 questions measured by a 5-point Likert scale.
2.7 The relationship between quality of working life, job satisfaction and job performance
2.7.1 The relationship between quality of working life and job satisfaction
As presented, there have been a number of previous studies that have shown that quality of work life affects job satisfaction such as: Danna & Griffin (1999), Hall & colleagues (1970), Porter (1961), Sirgy & colleagues (2001)... According to these studies, employees who have high quality of work life are likely to feel satisfied with their jobs. Accordingly, individuals
Those who experience higher need satisfaction are more likely to experience higher job satisfaction. This is explained based on the reasoning of Wilensky's (1960) spillover theory, which divides influences into different categories in life such as family life, leisure life, social life and work life.
The results from the study by Muftah and Lafi (2011) showed that QWL has a significant and positive relationship with employee satisfaction in the oil and gas industry in Qatar.
In addition, Tabassum's (2012) study on "The relationship between components of quality of work life and job satisfaction of lecturers in private universities in Bangladesh" based on Walton's eight components of quality of work life including: fair and satisfactory salary, safe and healthy working conditions, career development opportunities, integration in the work organization, compliance with laws and protection of workers' rights, work-life balance, personal capacity development, awareness of the organization's social responsibility concluded that these components all have a positive relationship with job satisfaction. The work life domain is considered a psychological space in which all emotional experiences related to work are stored in that psychological space. Emotional experiences in work life come from the satisfaction of employees' needs expressed at work. Therefore, the higher the quality of a person's work life satisfaction, the higher the person's job satisfaction will be.
2.7.2 The relationship between quality of work life and work performance
Walton (1975) argues that dissatisfaction with work life is a problem that affects most workers at one time or another and regardless of their position. Frustration, frustration and anger often cause employees to feel frustrated with their work life.
and this can cause damage to both individuals and organizations. Therefore, QWL stimulates employee job satisfaction (Ruzevicius 2007, cited in Tabassum 2012) and is essential to improve organizational performance (Sink & Tuttle 1989, cited in Tabassum 2012). When employees have a high quality of work life, they will be more productive and effective (Janes & Wisnom 2010) because QWL can improve employee morale and organizational performance (Hanlon & Gladstein 1984).
Nguyen Dinh Tho & colleagues (2011) conducted a study on the relationship between quality of work life and work performance. Through this study, the results obtained showed a positive relationship between quality of work life and work performance. Therefore, in this thesis, the author conducted a repeated study on the correlation between job satisfaction and work performance of employees in the banking industry in Ho Chi Minh City.
In summary, most studies have shown that quality of work life has a positive impact, a positive impact or a positive correlation with job satisfaction and work performance. On that basis, this thesis continues in the direction: quality of work life has a positive impact on job satisfaction and work performance of employees, job satisfaction has a close correlation with work performance.
2.8 Related studies
2.8.1 Study by Sirgy et al. (2001)
In their study of a new measure of quality of work life based on need satisfaction and spillover theory, Sirgy et al. developed a scale designed to capture the extent to which the work environment, job requirements, supervisory behavior, and support programs in an organization are perceived to meet employees' needs. Through this study, the authors identified seven key needs of employees, including:
- Health and safety needs (ie protection from illness and injury in and out of the workplace, good health);