MASTER OF BUSINESS ADMINISTRATION
INTERNATIONAL PROGRAM
RESEARCH PROJECT
(BMBR5103)
THE FACTORS IMPACT
THE POSITIVE WORK BEHAVIORS
AT PV TRANS
STUDENT’S FULL NAME
: MAI VAN HUY
STUDENT ID
: CGS00019378
INTAKE
: MARCH 2015
ADVISOR’S NAME & TITLE
: NGUYEN THE KHAI (DBA)
ADVISOR’S ASSESSMENT
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ADVISOR’S SIGNATURE
(July 2016)
NGUYEN THE KHAI (DBA)
ACKNOWLEDGEMENTS
Dear Dr Khai,
I always think that you are great lecturer.
Your advices and support gave truly to help the progression and smoothness of my
study in Business Research Methods course. Moreover, you had even personally gone
through and give valuable advised on our paper to every individual in class.
I thank you very much.
I also especially thank to my members of family, friends, colleagues, PV Trans
mobilized and helped me to finish this research.
Best wish for all,
Mai Van Huy Student
CONTENTS
ABSTRACT .............................................................................................................................. 1
PART 1 - INTRODUCTION ................................................................................................... 2
About PV Trans ...................................................................................................................... 2
History ................................................................................................................................ 2
Vision and Mission ............................................................................................................. 3
Scope................................................................................................................................... 3
Contact ............................................................................................................................... 4
Research problem statement ................................................................................................... 5
Research objectives ................................................................................................................ 5
Research scope ....................................................................................................................... 6
PART 2 - LITERATURE REVIEW ....................................................................................... 6
Definition of constructs .......................................................................................................... 6
Positive Work Behaviors .................................................................................................... 6
Career Commitment ........................................................................................................... 7
Career Satisfactory ............................................................................................................. 8
Procedural Justice ............................................................................................................ 10
Perceived Organizational Support ................................................................................... 12
Argument for the relationship among the constructs............................................................ 13
Vroom’s expectancy theory .............................................................................................. 13
Maslow’s theory ............................................................................................................... 14
Hackman and Oldham’s job characteristics .................................................................... 16
Goal setting theory ........................................................................................................... 17
Herzeberg’s two factors theory ........................................................................................ 18
Hypotheses ........................................................................................................................... 21
Research model..................................................................................................................... 21
PART 3 - METHODS ............................................................................................................ 22
Data collection ...................................................................................................................... 22
Positive Work Behaviors .................................................................................................. 22
Career Commitment ......................................................................................................... 22
Career Satisfactory ........................................................................................................... 23
Procedural Justice ............................................................................................................ 24
Perceived Organizational Justice ..................................................................................... 24
Data collection progress ....................................................................................................... 26
Data analysis ......................................................................................................................... 26
PART 4 - RESULTS ............................................................................................................... 27
Cronbach‟s Alpha ................................................................................................................. 27
Statistics information ............................................................................................................ 27
Descriptive statistics ......................................................................................................... 27
Correlation statistics ........................................................................................................ 28
Hypotheses testing ................................................................................................................ 30
Hypothesis suggested (H1) ............................................................................................... 30
Hypothesis suggested (H2) ............................................................................................... 30
Hypothesis suggested (H3) ............................................................................................... 31
Hypothesis suggested (H4) ............................................................................................... 32
PART 5 - CONCLUSIONS.................................................................................................... 32
Discussion and recommendation .......................................................................................... 32
Limitation of research ........................................................................................................... 37
REFERENCES ....................................................................................................................... 38
APPENDIX ............................................................................................................................. 42
Appendix 1: Survey .................................................................................................................. 42
Appendix 2: Presentation ......................................................................................................... 48
FIGURE & TABLE
Figure 1
: Research model
21
Table 1
: Positive Work Behaviors
22
Table 2
: Career Commitment
23
Table 3
: Career Satisfactory
23
Table 4
: Procedural Justice
24
Table 5
: Perceived Organizational Justice
25
Table 6
: Cronbach’s Alpha
27
Table 7
: Descriptive statistics
28
Table 8
: Correlation statistics
29
Table 9
: Model summary of H1
30
Table 10
: Model summary of H2
31
Table 11
: Model summary of H3
31
Table 12
: Model summary of H4
32
Business Research Methods
Mai Van Huy Student
ABSTRACT
This study researches about the impact of the factors on positive working behaviors at
PV Trans. It was determined the relationship between levels Positive Work Behaviors
of the employees with four factors: Career Commitment, Career Satisfactory,
Procedural Justice, Perceived Organizational Support; and this study analyzed based
on five factors above and data will be analyzed using SPSS software.
There are two types of variables used in this research include Dependent Variable
(DV) and Independent Variables (IV). Positive Work Behaviors is classified as the DV
and Career Commitment, Career Satisfactory, Procedural Justice and Perceived
Organizational Support are classified as the IV.
I think results of this research will help the CEO; managers of PV Trans have some
solutions about human resource management to improve and increase our quality
resource based on Positive Work Behaviors of employees.
Key words in this research: Positive Work Behaviors, Career Commitment, Career
Satisfactory, Procedural Justice, Perceived Organizational Support, PV Trans.
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PART 1 - INTRODUCTION
About PV Trans
History
Established in 27th May 2002, PetroVietnam Transportation Corporation (PV Trans)
was entrusted to provide maritime transportation and services to the oil and gas
industry in Viet Nam and abroad.
PV Trans is presently owned by a major shareholder (60%) being Vietnam National
Oil and Gas Group (PetroVietnam) and the corporation‟s stock is now listed on the Ho
Chi Minh City Stock Exchange (HoSE).
Through years of operation and in response to the market‟s demands, PV Trans is
further developing a modern fleet of crude oil tankers, product tankers, LPG carriers,
offshore support vessels contributing to the oil and gas industries in Vietnam and
region. PV Trans has therefore got a foothold in the international market and our stable
customer base includes companies such as Shell, Exxon Mobil, BP, LG, Caltex,
Petronas, Chevron, and Woodside etc.
Today, with all what has been achieved, we are proud to say that since establishment,
PVTrans has constantly improved and built a reputation for professionalism, reliability
and quality of services, all of which are cost-effective and keys to a safe and successful
business of our esteemed customers.
For the coming years, following our strategy, we are also geared towards the possible
diversification and expansion of services through the cooperation with recognized
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partners to timely response to the industry‟s growing demands in Vietnam and the
region.
Last but not least, our mission, which we are most concerned about, is to be the
preferred supplier of quality service to customers doing business in the oil and gas
industry in Vietnam and the region as well. In the years to come, in continually
promoting our reputation and improving our services, we ensure your specific needs
are met to complete satisfaction.
Vision and Mission
To be a high reputation and prestige provider of maritime transportation and services
over regional and worldwide market.
To be a preffered provider of maritime transportation and services in order to increase
the wealth of our shareholders and thereby support the Nation‟s aspiration to become a
country with leading maritime economy.
Scope
Owning, operating and chartering of crude oil, oil products, gas products, and
chemical tankers as well as offshore support vessels and other cargo ships;
Owning, operating and chartering of FPSO/FSO;
Offshore petroleum technical services including marine survey, fabrication,
installation, maintenance and repair of oil and gas facilities;
Onshore logistics port and supply bases;
Manpower supply of marine crew and offshore crew;
Ship brokerage/Shipping agency and other related marine services;
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Road and inland waterway transportation including gas taxis, LPG trucks and busses;
Freight forwarding and international multi-modal transportation;
Procurement and supply of materials and equipment for oil and gas and transportation
industries;
Other commercial and financial investment services.
Organizational structure
Contact
PV Trans
Office: 2nd Floor, PVFCCo Tower, 43 Mac Dinh Chi Street, DakaoWard, District 1,
Ho Chi Minh City, Vietnam
Tel: (84.8) 39111301 / Fax: (84.8) 39111300
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Research problem statement
Nowadays, the competition of the companies is getting more and more fiercely. This
requires the companies to have many strategies in order to compete.
Beside business strategies, the strategies of human resource play an important role in
companies‟ successes. One of significant strategies in human resource is motivation
employees. However, it is not easy to do that. In order to motivate the employees to
have positive working behavior, the managers of the firm must know what factors
influence the working behavior of employees.
For this reason, I conducted this research to know clearly about some factors influence
positive working behavior of the employees. In this study, the factors are evaluated to
affect the employees‟ positive working behavior are Career Commitment, Career
Satisfactory, Procedural Justice and Perceived Organizational Support. The main
content of this research will show clearly about the relationship between the above
factors and positive working behavior of employees.
Thus, the CEO of PV Trans has recognized that Positive Work Behaviors of employees
is of paramount importance to sustainable development of the company.
Some factors such as Career Commitment, Career Satisfactory, Procedural Justice,
and Perceived Organizational Support are problems of human resource management
at PV Trans.
Research objectives
This purpose of this research is finding the factors influence to the Positive Work
Behaviors of employees working at PV Trans. Include workings: try to define Positive
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Work Behaviors; design research model and test related factors to check influence
relationship between factors and recommendation to improve the effectiveness of
human resource management at PV Trans.
Research scope
This research focuses to issues related to Positive Work Behaviors of the employees
of PV Trans based on their current operating mode and working condition. The
survey is also built to collect feedback from employees of PV Trans to provide a
clear understanding of critical areas of Positive Work Behaviors to enable CEO of PV
Trans to set the effective strategies to improve Positive Work Behaviors.
PART 2 - LITERATURE REVIEW
Definition of constructs
Positive Work Behaviors
Employee behaviors at work generally can be characterized as either contributing to
organizational goals or contributing to an employee‟s occupational control. As a result,
Hodson (1991) advocates examination of the effects of the characteristics of jobs and
work environments on employee work behaviors. Employee behaviors can be divided
in three patterns: “good soldier”; “smooth operator” and “saboteurs”. Good soldiers
take the organizational goals as their own, are highly committed, and don‟t question
organizational decisions but strive to implement these decisions efficiently. Smooth
operators give first priority to their own occupational goals and may inadvertently
advance organizational goals. Saboteurs are employees who neither adopt
organizational goals nor achieve their own occupational goals.
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On-the-job behaviors are described positive and negative behaviors of employees in
their work, and behaviors are divided in four following categories: positive work
behaviors; psychological withdrawal behaviors; physical withdrawal behaviors; and
antagonistic work behaviors by Lehman and Simpson (1992). However, in this
dissertation I am considering aspects of positive behavior at work because this will
help the development of the company and create competitive advantage and improve
the quality of human resources for company. According to Lehman and Simpson
(1992) Positive work behaviors include such thing as volunteering for additional work,
working overtime, and attempting to change one‟s job for the better. Positive work
behaviors correlated positively with job satisfaction, organizational commitment, job
involvement, job tension and general fatigue.
Career Commitment
Career commitment is the commitment of a person to a progression of related jobs in
such a way that there is a direct benefit to the employee above and beyond that for the
organization and occupation. To understand the literature of career commitment is
necessary to define some terminology; career commitment had been defined as the
strength of one‟s motivation to work in a chosen career role. This definition focuses
on motivation and goal‟s achievement within a specific career field. The definition is
based on Colarelli (1990) and Hall (1971)
Factor analysis showed that career commitment was empirically distinct from affective
organizational commitment, continuance commitment, and normative commitment
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(Cohen, 1996). Career commitment was also shown to be empirically distinct from job
involvement and a measure of the Protestant work ethic (Cohen, 1999)
Career Satisfactory
Career satisfactory has been an important focal point for organizational and industrial
psychology. In defining career satisfactory the reference is often made to Locke‟s (1976)
description of career satisfactory as a “pleasurable or positive emotional state resulting
from the appraisal of one‟s career or career experiences” (Jex 2002 p.116). The appraisal
involves various elements related to the career such as salary, working conditions,
colleagues and boss, career prospects and, of course, the intrinsic aspects of the career
itself (Arnold et al 1998 p. 204)
Different authors have different approaches towards defining career satisfactory.
Hoppock defined career satisfactory as any combination of psychological,
physiological and environmental circumstances that cause a person truthfully to say I
am satisfied with my career (Hoppock, 1935). According to this approach although
Career satisfactory is under the influence of many external factors, it remains
something internal that has to do with the way how the employee feels. That is career
satisfactory presents a set of factors that cause a feeling of satisfactory.
Vroom in his definition on career satisfactory focuses on the role of the employee in the
workplace. Thus he defines career satisfactory as affective orientations on the part
of individuals toward work roles which they are presently occupying (Vroom, 1964).
One of the most often cited definitions on career satisfactory is the one given by
Spector according to whom career satisfactory has to do with the way how people feel
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about their career and its various aspects. It has to do with the extent to which people
like one dislike their career. That's why career satisfactory and career dissatisfactory
can appear in any given work situation.
Career satisfactory represents a combination of positive or negative feelings that
workers have towards their work. Meanwhile, when a worker employed in a business
organization, brings with it the needs, desires and experiences which determinates
expectations that he has dismissed. Career satisfactory represents the extent to which
expectations are and match the real awards. Career satisfactory is closely linked to
that individual's behavior in the work place (Davis et al., 1985)
Career satisfactory is a worker‟s sense of achievement and success on the career. It is
generally perceived to be directly linked to productivity as well as to personal wellbeing. Career satisfactory implies doing a career one enjoys, doing it well and
being rewarded for one‟s efforts. Career satisfactory further implies enthusiasm and
happiness with one‟s work. Career satisfactory is the key ingredient that leads to
recognition, income, promotion, and the achievement of other goals that lead to a
feeling of fulfillment (Kaliski, 2007)
Career satisfactory can be defined also as the extent to which a worker is content with
the rewards he or she gets out of his one her career, particularly in terms of intrinsic
motivation (Statt, 2004). The term career satisfactory refers to the attitude and feelings
people have about their work. Positive and favorable attitudes towards the Career
indicate career satisfactory. Negative and unfavorable attitudes towards the career
indicate career dissatisfactory (Armstrong, 2006)
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Career satisfactory is the collection of feeling and beliefs that people have about their
current career. People‟s levels of degrees of career satisfactory can range from
extreme satisfactory to extreme dissatisfactory. In addition, to having attitudes about
their careers as a whole, people also can have attitudes about various aspects of their
Careers such as the kind of work they do, their coworkers, supervisors or subordinates
and their pay (George et al., 2008)
Career satisfactory index was developed by Schriesheim and Tsui (1980). It uses six
items to form an index that describes overall career satisfactory. The scale includes
single questions to assess the degree of satisfactory with the work itself, supervision,
co-workers, pay, promotion opportunities, and the career in general.
Career satisfactory can be considered as one of the main factors when it comes to
efficiency and effectiveness of business organizations. In fact, the new managerial
paradigm which insists that employees should be treated and considered primarily as
human beans that have their own wants, needs, personal desires is a very good
indicator for the importance of Career satisfactory in contemporary companies. When
analyzing career satisfactory the logic that a satisfied employee is a happy employee
and a happy employee is a successful employee.
Procedural Justice
According to Tang et al. (1996), there was one factor related to the distributive justice
to which the extend how fairly employees were rewarded while there were five
identified factors (aspects) of procedural justice, namely fairness, two- way
communication, trust in supervisor, clarity of expectations and understanding of the
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performance appraisal process. They found that distributive justice was significantly
related to satisfaction with pay, promotion, the performance appraisal, and
organizational commitment while procedural justice were related to satisfaction with
supervision, self-reported performance appraisal rating, performance appraisal,
commitment, and job involvement.
Meyer and Smith (2000) considered the justice climate of the procedural,
interpersonal and the informational, and suggested that the provision of training of
managers to ensure that all of their employees perceived fair treatment. Facilitating
meetings where subordinates were able to express their opinions, and that needed
information was well communicated, that explanatory role-playing was performed,
and that interpersonal sensitivity was observed when providing performance appraisal
feedback to subordinates. As well as establishing policies, that increased the
likelihood of procedural and informational justice and rule satisfaction.
All of the studies reviewed above demonstrated that distributive and procedural
justices were important in predicting employees‟ subsequent personal satisfaction and
commitment to the organization. According to Tang et al. (1996), it was also
important for organizations to ensure that they communicated the relevant information
to employees. The improvement in the perceptions of informational justice as well as
procedural justice is through information communicated by higher levels of
management and by organizational policies and practices. Another aspect was twoway communication to identify the needs, desires, and expectations of employees, that
helped them to achieve their goals and objectives, to recognize their achievements and
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their accomplishments, provide feedback, and allows for an employee‟s input. As
such, performance appraisal criteria and possible rewards should be expressed to their
employees clearly to enhance their understanding of the process and improving their
performance and trust in managers. They have also suggested that by applying rules
fairly and consistently to all employees and reward them based on performance and
merit without personal bias, would have a positive perception of procedural and
distributive justice, which might lead to a higher satisfaction, commitment and
involvement. As well as procedural and distributive justice, „interpersonal sensitivity”
and the supply of information to employees, and adding that there is a great need of a
focus on the actual presentation of needed information. Therefore, managers needed to
understand employee‟s intention, values, and attitudes, to communicate clearly, to
respect their wishes and to project courtesy and friendliness.
Perceived Organizational Support
Perceived organizational support was defined as ”an experience-based at-tribution
concerning the benevolent or malevolent intent of the organization‟s policies, norms,
procedures and actions as they affect employees” (Eisenberger et al., 2001). It
describes employee perceptions about the extent to which an organization is willing to
reward greater efforts by the employee because the organization values the employee‟s
contribution and cares about his or her well – being (Eisenberger et al., 1986)
One of factors that influence the positive working behavior of the employees is
perceived organization support. As above definition of this factor, we can see that this
factor reflects the employees‟ perception about the supporting of the organization in
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their work. In my opinion, if an employee can perceive that the organization can
support as well as evaluate his or her work, he or she can have more motivation to try
his/ her best to achieve best results. The reason is that if the employees can perceive
the organizational supports, they will feel that they are also important for the
organization and their efforts in their work will be high evaluated.
Argument for the relationship among the constructs
Vroom’s expectancy theory
Victor H. Vroom (1964) defines motivation as a process governing choices among
alternative forms of voluntary activities, a process controlled by the individual. The
individual makes choices based on estimates of how well the expected results of a
given behavior are going to match up with or eventually lead to the desired results.
Motivation is a product of the individual's expectancy that a certain effort will lead to
the intended performance, the instrumentality of this performance to achieving a
certain result, and the desirability of this result for the individual, known as valence.
Expectancy theory proposes that an individual will decide to behave or act in a certain
way because they are motivated to select a specific behavior over other behaviors due
to what they expect the result of that selected behavior will be. In essence, the
motivation of the behavior selection is determined by the desirability of the outcome.
However, at the core of the theory is the cognitive process of how an individual
processes the different motivational elements. This is done before making the ultimate
choice. The outcome is not the sole determining factor in making the decision of how
to behave.
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Expectancy theory is about the mental processes regarding choice, or choosing. It
explains the processes that an individual undergoes to make choices. In the study of
organizational behavior, expectancy theory is a motivation theory first proposed by
Victor Vroom of the Yale School of Management.
Maslow’s theory
Abraham Maslow was born in New York in 1908 and died in 1970, although various
publications appear in Maslow's name in later years. Maslow's PhD in psychology in
1934 at the University of Wisconsin formed the basis of his motivational research,
initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn
College.
Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the
Hierarchy of Needs theory remains valid today for understanding human motivation,
management training, and personal development.
The most fundamental and basic four layers of the pyramid contain what Maslow
called "deficiency needs" or "d-needs": esteem, friendship and love, security, and
physical needs. If these "deficiency needs" are not met – with the exception of the
most fundamental (physiological) need – there may not be a physical indication, but
the individual will feel anxious and tense. Maslow's theory suggests that the most
basic level of needs must be met before the individual will strongly desire (or focus
motivation upon) the secondary or higher level needs. Maslow also coined the term
"metamotivation" to describe the motivation of people who go beyond the scope of the
basic needs and strive for constant betterment.
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