5 1 2 1 0 3 0 7 9 4

FACTORS THAT AFFECT EMPLOYEES LOYALTY

TO AN ORGANIZATION:
A STUDY OF AN UNDERGARMENT FACTORY IN NAKHONPATHOM

MS. SUPAPAK KAMNERDKARN

Advisor: Associate Professor Kusumal Rajatanun

A RESEARCH PAPER SUBMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF ARTS
IN
ENGLISH FOR CAREERS
LANGUAGE INSTITUTE, THAMMASAT UNIVERSITY
BANGKOK, THAILAND
MARCH 2010
 ABSTRACT

This research aimed to study the factors that affect employees to have loyalty to
an organization. The researcher assumed that satisfaction in their job can create loyalty.
The study also aimed to determine what expectations of employees are in order to earn
their loyalty to the organization.
The sample group used in this research consisted of 500 current employees of
Jintana Apparel’s Nakhonpathom factory, focusing on both male and female, permanent
employees as the target group. The survey took 30 percent of the employees. All
members of the population who met the selection criteria of were approached to ask for
their willingness to participate in the study. The sample size in this study was about 150
people.
A questionnaire was the instrument in this study, comprising closed-ended
question, Likert matrix questions and open-ended questions. The Statistical Package for
Social Sciences (SPSS) program version 13.0 was used to analyze the data. Descriptive
statistics in terms of percentage, mean and standard deviation were applied to analyze the
data. The findings of the study indicated that factors like nature of work, career
advancement and recognition, employment benefits, relationship with their supervisors
and colleagues and working environment all have an effect on employees loyalty to the
organization.
The principle recommendation for further research is other factors, which have an
effect on organizational loyalty, such as personality, punctuality, emotional equivalence,
social support and others. All these should be considered to see whether or not there is
any relationship between them.

ii
 ACKNOWLEDGEMENTS

This independent study could not have been completed without support from
many people. First of all I would like to take this opportunity to express my gratitude to
Associate Professor Kusumal Rajatanun, my advisor, who provided me with such
invaluable guidance and advice needed to carry out this study.
My sincerest appreciation is also extended to my beloved family and my
boyfriend, who kept on encouraging me to complete this study.
Special thanks is also given to my colleagues, who dedicated their time giving me
the information during the educational process. Lastly, I would thank all of my
classmates who gave me so much help and support throughout the program.

Thammasat University Supapak Kamnerdkarn

Bangkok, Thailand March 2010

iii
 CONTENTS

PAGE
ABSTRACT ………………………………………………………………. ii
ACKNOWLEDGEMENTS……………………………………………….. iii
CONTENTS ……………………………………………………………… iv
CHAPTER

1. INTRODUCTION ……………………………………………….... 1
1.1 Background ……………………………………………. …….. 1
1.2 Statement of the Problem ……………………………… …….. 3
1.3 Hypotheses ……………………………………………………. 3
1.4 Objectives of the Study ……………………………………….. 3
1.5 Definitions of Terms …………………………………………. 4
1.6 Scope of the Study ……………………………………………. 4
1.7 Significance of the Study ……………………………………… 4
1.8 Organization of the Study ……………………………………. 5

2. REVIEW OF LITERATURE …………………………………… 6

2.1 Importance of Organizational Loyalty ………………………… 6
2.2 Theories of Need ……………………………………………… 7
2.3 Relevant Research …………………………………………… 10

3. METHODOLOGY ………………………………………………. 13
3.1 Subjects ……………………………………………………… 13
3.2 Materials ………………………………………………………. 13
3.3 Procedure ……………………………………………………. 14
3.4 Data Analysis ………………………………………………… 14
 4. RESULTS ……………………………………………………......... 16
4.1 Respondents’ Demographic Information………………………. 16
4.2 Respondents’ Level of Agreement…………………………….. 17
4.3 Results of Respondents’ Suggestions…………………………. 22
4.4 Result of Hypothesis Testing………………………………….. 23

5. CONCLUSION, DISCUSSION AND RECOMMENDATIONS … 25

5.1 Summary of the Study ……………………………………….... 25
5.2 Summary of the Findings ……………………………………… 25
5.3 Discussion ……………………………………………………... 26
5.4 Conclusion …………………………………………………….. 29
5.5 Recommendations for Further Research ……………………… 29

REFERENCES ……………………………………………………………. 31

APPENDICES…………………………………………………………….. 33
A. Questionnaire in English ………………………………………. 33
B. Questionnaire in Thai …………………………………………. 38

v
 CHAPTER ONE
INTRODUCTION

1.1 BACKGROUND
In the highly competitive business world of today, effective human resource
management is very critical. In order to survive or stay ahead of their competitors, many
organizations now have directed their attention, more and more, to the importance of
human resource management. One of the key issues in human resource management that
can help increase productivity is employee satisfaction. Syptak, Marsland, and Ulmer
(1999) pointed out that employee satisfaction and retention have always been important
issues. A high level of absenteeism and staff turnover can negatively affect the company
as a whole.
Satisfied employees show greater loyalty to their organization. Employee loyalty
is not just a virtue; it is the key to profitable growth. Loyalty in the workplace is
considered to be the fuel that drives the financial success of every company. In the
present, highly competitive and technologically advanced society, it is advantageous to
ensure overhead costs are kept as low as possible. One important way to accomplish this
feat is to retain those employees that have already been trained to be skillful employees
and be proficient in their job responsibilities. The cost of replacing an employee in
today's market is roughly one-half of that person's annual salary. This figure does not
include the loss of intellectual capital that results from each departure. We know to
replace old employees with new ones costs time, money and experience. But there is also
a possibility that the loss of a longtime employee will bring about the loss of loyal
customers.
Moreover, employee disloyalty results in low profitability. Organizations that
offer little in the way of technological developments, career opportunities or few
provisions for equal employment opportunities, racial discrimination, and rewards for
performance and allowance for benefits are likely to face employee disloyalty. Thus, it
would not benefit the organization to invest in high tech machinery and equipment, or
evolve using modern supply chain management programs unless they first address
employee loyalty issues. Employees who are not motivated to achieve organizational
 2

objectives would not be interested in fulfilling customer demands or be concerned

about customer satisfaction. Eventually, organizations would have to face a reduction in
sales and profitability. Motivation theories suggest individuals differ in their desired
rewards, how they attempt to satisfy their needs, and how they view the fairness of what
managers attempt to do for them and the work environment.
Employee loyalty to the organization has sometimes been viewed as an attitude.
However, it is not so much an attitude that is important in organizations, but rather it is
the bottom-line action component (Meyer & Allen, 1991). Some specific behaviors that
may point employee loyalty to the organization are simply mentioned in their job
description, such as working safely, adhering to rules, following orders, maintaining
quality of output, and taking care of company property. But other behaviors are based on
unwritten aspects such as staying late to complete a project, participating in extraordinary
activities, contributing to company charities, proposing suggestions, and remaining with
the organization. Employees with these types of behaviors tend to be more productive,
creative, and committed to their employers, as well as contributing fully to their
company’s common goal of making a profit while companies that have very few of these
employees risk lowered profit margins. Today, organizations are placing increasing
importance on capturing employee loyalty given its proven link to customer loyalty and
profitability (Reichheld, 1996).
Jintana Apparel Company Limited has been one of Thailand's forefront
manufacturers and exporter of ladies undergarments for a half of century. According to
the company’s capacity, it can export around two million pieces of product per month to
countries all over the world, including such competitive markets as Japan, Europe and the
USA. With high monthly capacity, the company is aware that its workforce is considered
the most important resources and loyal employees are the greatest asset to help drive the
company’s success. Moreover, in undergarment manufacturing, most production
is processed manually by workmanship and not by machines and undergarments are
different from other apparel insofar that the production needs skillful workers.
Therefore, the aim of this study is to investigate the needs of employees through a
study of personal issues, organizational matters and motivation factors that result in
company loyalty. The survey will be by questionnaire conducted with employees of the
 3

company. The findings from this study will be useful to those manufacturers who are
trying to retain their skilled workforce.

1.2 STATEMENT OF THE PROBLEM

This study aims to answer the following questions:
1.2.1 Main Question
What are the factors that affect employees to have loyalty to the
organization?
1.2.2 Sub-Questions
1. Do the employees think that factors such as nature of work, career
advancement, recognition, working environment, employment benefits and relationship
with their supervisor and colleagues are related to organization loyalty?
2. What are the employees’ expectations from their employers and their
jobs in order to earn their loyalty to the organization?

1.3 HYPOTHESES
1.3.1 Factors like job satisfaction, career advancement, recognition, working
environment, employment benefits and relationship with their supervisor and colleagues
all affect employee loyalty to the company.
1.3.2 Employees with different characteristics such as gender, age, educational
background, length of employment and seniority, display different opinions on factors
affecting organizational loyalty.

1.4 OBJECTIVES OF THE STUDY

1.4.1 Main Objective
To investigate factors that affect employees to have loyalty to the organization.
1.4.2 Sub-Objectives
To determine what expectations of employees are in order to earn their loyalty to
the organization.
 4

1.5 DEFINITIONS OF TERMS

The definitions of the terms of this study are as follows:
1. Jintana Apparel Co.,Ltd.: is a manufacturer and exporter for undergarments
located in Nakornpathom.
2. Loyalty: refers to a feeling or attitude of devoted attachment and affection.
3. Nature of work: the actual tasks including routine jobs, challenging tasks, as
well as work load.
4. Career advancement: is an opportunity for promotion to a more challenging
position including to gain new knowledge and skills through training.
5. Work environment: is circumstance in the working place
6. Employment benefits: income and benefits that employees receive from the
company.
7. Relationship with supervisors and colleagues: degree of positive or negative
feelings about the interpersonal relationship between the employees and their supervisors
and colleagues.

1.6 SCOPE OF THE STUDY

The subjects in this study are Jintana Apparel’s permanent staff members who
work in the Nakhonpathom factory. This study excludes the top management officers.
An estimated 150 staff members participated in this study. The data was acquired during
the period of December 15-30, 2009.

1.7 SIGNICANCE OF THE STUDY

The results of this study are useful to the section dealing with human resource
management. Perhaps the results of this study could lead to a greater understanding of
employees’ needs in order to increase the loyalty of employees. It could be helpful for
management, human resources departments or related parties on policy development
supporting employee’s motives on work effectiveness and result in a greater loyalty to
the organization.
 5

1.8 ORGANIZATION OF THE STUDY

The study is divided in to five chapters.
Chapter 1: provides introduction consisting of background, statement of the
problem, objectives, definitions of terms, scope and significance of the study.
Chapter 2: provides a review of literature, consisting of a review of theories and
previous research studies that are related to this study.
Chapter 3: discusses the research methodology, instrument applied in this study,
the procedure of data collection as well as the statistics used in the data analysis.
Chapter 4: demonstrates the findings from the study of the data collected
summarized and compared in concise and simple results.
Chapter 5: concludes the results, discussion of the study and recommendations
for further research. A Thai and English version of the questionnaire are provided in the
appendix.
 CHAPTER TWO
REVIEW OF LITERATURE

This chapter reviews the literature in three main areas along with a summary: (1)
Importance of organizational loyalty (2) Theories of need and (3) relevant research.

2.1 IMPORTANCE OF ORGANIZATIONAL LOYALTY

Loyalty, as a general term, signifies a person's devotion or sentiment of
attachment to a particular object, which may be another person or group of persons, an
ideal, a duty, or a cause. It expresses itself in both thought and action and strives for the
identification of the interests of the loyal person with those of the object" (Encyclopedia
Britannica, 1998).
Meyer and Allen (1997) suggested that committed employees are perceived to be
those who stay through thick and thin with the organization, attend work regularly, put in
a full day, protect company assets and share organizational goals.
Porter et al (1974) suggested that committed employees tend to be creative and
innovative and are less likely to leave than those who are uncommitted.
Sheridan and Abelson (1983) reviewed job satisfaction as one of two factors that
influence employees to progress in the withdrawal stages or resignation. The two factors
which are job satisfaction or the expected value in the present work and alternative job
opportunity reflect an employee’s intention to quit or to stay.
Miner (1992) described job satisfaction as one strong factor that is able to bring
about positive or negative performance in different ways. It is difficult to foretell the
outcome of job satisfaction or dissatisfaction because individuals respond to job
satisfaction or dissatisfaction in different ways. Another study by Timm, Peterson and
Stevens (1990) suggested that tools that are widely used to measure job satisfaction
degree are area of nature of work, supervision, relationship with colleagues, pay and
opportunity of career advancement.
From the concept of job satisfaction, an individual is satisfied with his job
because of motivation. In general, everyone has his own motivation to fulfill his needs.
 7

Motivation will create commitment and lead to devotion to his job and organization,
which may possibly lead to organizational loyalty.

2.2 THEORIES OF NEED

2.2.1 Maslow’s Hierarchy of Needs Theory
In the 1940’s, Abraham Maslow developed his Hierarchy of Needs Theory (as
sited in Korakot Mekchaidee, 2005), which is based on assumption that people have five
classifications of needs. These classifications are presented here in hierarchical order,
from the lowest to the highest of needs.
The hierarchy of needs theory suggests that people are motivated through five
levels of needs; physiological, safety, belongingness, esteem, and self-actualization.

Table 1. Summary of Hierarchy of Needs Theory

Level of Need Description

Physiological needs People’s primary needs; air, food, shelter, sex and relief of
pain.
Safety needs Once the physiological needs are met, the individual is
concerned with safety and security.
Belongingness Also called social needs. After establishing safety, people
look for love, friendship, affection and acceptance.
Esteem After belongingness is met, the individual focuses on
status, self-respect, recognition, and a feeling of prestige.
Self-actualization The highest level of needs is to develop one’s full
potential. To do so, one seeks growth, achievement and
advancement.

This can be applicable that to help make an employee feel more loyalty towards
an organization, we must know what that person is looking for. And then give him or her
the opportunity to achieve it, remembering that it is very important to keep them
motivated. Thus, retaining an employee's loyalty does not always require an increase in
 8

his or her material compensation. Sometimes, all it takes is making the person feel
accepted by the group, or boosting his or her self-esteem, depending on where the person
is as far as the hierarchy of needs is concerned.

2.2.2 Clayton Alderfer’s ERG Theory

Alderfer (1989) extended and simplified Maslow’s Hierarchy of Needs into a
shorter set of three needs: Existence Needs (E), Relatedness Needs (R) and Growth
Needs (G). Unlike Maslow, he did not see these as being a hierarchy, but being more of a
continuum.
Existence Needs: At the lowest level is the need to stay alive and safe, now and in
the foreseeable future. When an individual has satisfied existence needs, he feels safe and
physically comfortable. This includes Maslow's Physiological and Safety needs.
Relatedness Needs: At the next level, once an individual is safe and secure, he
considers his social needs. He is now interested in relationships with other people and
what they think of him. When he is related, he feels a sense of identity and position
within his immediate society. This encompasses Maslow's Love/Belonging and Esteem
needs.
Growth Needs: At the highest level, an individual seeks to grow, be creative for
himself and for his environment. When he is successfully growing, he feels a sense of
wholeness, achievement and fulfillment. This covers Maslow's Self-actualization and
Transcendence.
ERG Theory recognizes that the order of importance of the three categories may
vary for each individual. A company must recognize that an employee has multiple needs
to satisfy simultaneously. According to the ERG theory, focusing exclusively on one
need at a time will not motivate effectively.
In addition, the ERG theory acknowledges that if a higher level need remains
unfulfilled, the person may regress to lower level needs that appear easier to satisfy. This
is known as the frustration-regression principle. This frustration-regression principle
impacts workplace motivation. For example, if growth opportunities are not provided to
employees, they may regress to relatedness needs, and socialize more with co-workers.
 9

If a company can recognize these conditions early, steps can be taken to satisfy
the frustrated needs until the subordinate is able to pursue growth again.

2.2.3 McClelland’s Acquired Needs Theory

Acquired needs theory was developed by David Mcclelland in 1961. The theory
proposes that people are motivated by their need for achievement, power and
affiliation. Acquired needs theory says that all people have the need for achievement,
affiliation and power, but to varying degrees. People will tend to have one of these needs
that affect them more powerfully than others, and as a consequence affect their
behaviours. The concept of Acquired Needs theory is described below.
Achievers seek to excel and appreciate frequent recognition of how well they are
doing. They will avoid low risk activities that have no chance of gain. They also will
avoid high risks where there is a significant chance of failure.
Affiliation seekers look for harmonious relationships with other people. They will
thus tend to conform and shy away from standing out. They seek approval rather than
recognition.
Power seekers want dominance to control other people (for their own goals) or to
achieve higher goals (for the greater good). They seek neither recognition nor approval
from others, only agreement and compliance.
To motivate employees with a high need for achievement, give them non-routine
challenging tasks, with clear and attainable objectives. Give them fast and frequent
feedback on their performance. Continually give them increased responsibility for doing
new things, in order to help them strive for success. To motivate employees with a high
need for affiliation, be sure to let them work as part of a team. They derive satisfaction
from the people they work with, rather than the task itself. Give them lots of praise and
recognition, and delegate responsibility for orientation and the training of new employees
to them. They make great buddies and mentors. To motivate employees with an
increased need for power, let them plan and control their own jobs as much as
possible. Try to include them in decision making, especially when they will be affected
by the decision. They tend to perform best alone, rather than as a team member. Try to
assign them to a whole task, rather than just a part of it.
 10

2.2.4 Hertzberg’s Two-Factor Theory

Another theorist, Frederick Herzberg, performed studies to determine which
factors in an employee’s work environment caused satisfaction and dissatisfaction in
order to understand more about employees’ attitudes. He proposed the two-factor theory,
also called the motivation-hygiene theory, in the 1960s, which combined lower-level
needs into one classification he called hygiene or maintenance; and higher-level needs
into one classification he called motivators. This theory suggests that an individual’s
relation to work is basic and that one’s attitude toward work can very well determine
success or failure.
The two-factor theory proposes that people are motivated by motivators rather
than maintenance factors. The theory includes both maintenance-extrinsic factors and
motivators-intrinsic factors.
Maintenance factors are also called extrinsic motivators because maintenance
comes from outside the person and the job itself. Extrinsic motivators include pay, job
security, working conditions, fringe benefits, titles and relationships. These factors are
related to meeting lower level needs.
Motivators are called intrinsic motivators because motivation comes from within
the person through the work itself. Intrinsic motivators include achievement, recognition,
challenge and advancement. These factors are related to meeting higher level needs.
This theory can be applicable with employees through their motivation to money,
pay, and other important extrinsic motivators, but these are not the best
motivators. Intrinsically motivated employees are enthusiastic and eager to succeed, and
they bring their own self motivation to the work at hand.

2.3 RELEVANT RESEARCH

Many research studies have been conducted to study whether there is a
relationship between job satisfaction and employees’ loyalty to the organization. The
results demonstrated that job satisfaction in the area of career advancement, nature of
work, compensation, job security, supervisory and interpersonal relationship has an
obvious connection on employees’ loyalty to the organization:
 11

Abdullah (2009) conducted a Linkage of Employee satisfaction and Loyalty in the

Hotel Industry in Klang Valley, Malaysia by using a survey. A closed- ended
questionnaire was used in order to assess employee satisfaction and employee loyalty in
hotels in Malaysia, which participated in this study. The findings underlines the
important that there is linkage between employee satisfaction and employee loyalty. In
other words an increase of employee satisfaction could actually result in increased
employee participation and has the potential of making both the employee and employer
equally loyal to the company. The results showed that basic employee satisfaction is
dependant on benefits package, training and development, relationship with supervisor,
working conditions, teamwork and cooperation, recognition and rewards, empowerment
and communication, whereas employee loyalty is a result of the satisfaction that stems
from satisfaction variables such as, recognition and rewards, working conditions,
teamwork and cooperation, and relationship with supervisor.
The Institute of Chartered Accountants in Australia (2007) conducted Employee
Loyalty Research: Should I stay or should I go?, to explore what Chartered Accountants,
under the age of 35 thought about their employment experiences and what influenced
their employment decisions and to better understand its young members’ employment
decisions. The Institute surveyed 281 Chartered Accountants under the age of 35, in June
2007, from around Australia via phone and online methodology. The findings of the
latest research into employee recruitment and retention suggest a need for challenging
work and guaranteed career paths. There is an expectation that high remuneration, senior
roles and work/life balance go hand-in-hand. And also there is a perception that it is the
employer’s responsibility to establish the employee’s career path.
Noppakhun Kasantikul (นพคุณ กสานติกลุ , 2549) conducted research into
organizational commitment of the staff at Suranaree University of Technology. The
results of this thesis revealed that all the areas of organizational factors, such as task
structure and chain of command, warmth and support, tolerance of conflict, autonomy,
security versus risk, training and development emphasis, rewards system and recognition,
showed a positive relationship with the staffs’ areas of the organization commitment.
 12

Phakinee Dokmaingam (ภคินี ดอกไมงาม, 2546) conducted research to study Factors

Related to the Organizational Commitment of Secondary School Teachers in School-

Based Management Pilot in Bangkok Metropolis. The results showed that organizational
structure, policy in human resource management, task characteristics, supervisory
management style, relationship among members in organization, and compensation had
statistically significant positive relationships with organizational commitment and
organizational structure.
Supaluck Liamvarangkoon (ศุภลักษณ เหลี่ยมวรางกูร, 2537)’s research study, “Loyalty

in Organization at Sub-Inspector in the Police General Hospital” looked at loyalty in the

organization, and problems and working conditions of police officers in the Police
General Hospital. This study used theories of loyalty in organization, including factors
like commitment in organization and job satisfaction as a framework of the study. The
research result revealed that loyalty and factors affecting organizational health such as
job security, welfare and belonging to the organization were major factors which were
closely related to police officers’ loyalty to the Police General Hospital.
 CHAPTER THREE
METHODOLOGY

This chapter describes the subjects, the materials, the procedures used in the
collection and analysis of the data, and the data analysis. A cross- sectional design was
used to examine the opinion of employees and their having loyalty to an
organization. The current study is to collect information on the employees’ opinion via a
questionnaire incorporating a five-point Likert scale. Additionally, open-ended questions
will be included to obtain more opinions and suggestions from respondents.

3.1 SUBJECTS
The population of this study was employees from every department in Jintana
Apparel Co.Ltd. Samples were selected using a non-probability sampling design. The
employees were asked, as to whether or not they would be willing to participate in this
study. Once they agreed, the self-administered questionnaire was distributed to them for
completion. The total number of the target population was about 500 monthly employees
who work in Jintana Apparel Co.Ltd., and this study recruited about 30% of the 500
employees. Therefore, the sample size was 150.

3.2 MATERIALS
A questionnaire was used as the instrument for this study. Before the distribution
of the final version to respondents, the questionnaire was pilot-tested with 20 respondents
in order to check their understanding of information within the questionnaire. Then it was
adjusted according to the comments.
The questionnaires were divided into three parts. The first part consisted of
closed-ended questions which were used to collect demographic information of the
respondents concerning, gender, age, educational background, length of employment and
position level.
The second part of questionnaire asked the respondents their opinions for factors
affecting loyalty to the organization using Likert’s five-point scale and comprised of 25
attitudinal statements to find their level of agreement.
 14

The scores of each separate scale are as follows.

Strongly agree = 5
Agree = 4
Moderate = 3
Disagree = 2
Strongly disagree = 1

The last part provided open-ended questions which were used to attain more
opinions and suggestions from the respondents.

3.3 PROCEDURES
3.3.1 Research Design
The design of this study was a cross-sectional survey. The instrument of this
research was a self-administered questionnaire. The 36-item-questionaire was distributed
to 150 participants who are current employees in the studied organization.
3.3.2 Data Collection
The data was collected by distributing the questionnaire to the participants in the
last two weeks of December 2009. One week later, the questionnaires were returned
randomly. Data analysis took about one month. Two weeks were spent to complete the
report for this study.

3.4 DATA ANALYSIS

Once all questionnaires were collected, the researcher checked them to see
whether or not they had been completed. Statistical Package for the Social Sciences
(SPSS Software Program version 13) was used to analyze and interpret the data. The
statistics used for data analyzing were based on frequencies, percentages, means and
standard deviations.
3.4.1 In part I – Frequency and percentage were used to describe demographic
information.
 15

3.4.2 In part II – Likert design was used to measure the level of agreement. The
level of employees’ agreement towards the factors was calculated as follow:

Highest score – Lowest score = 5–1

Total rating level 5
= 0.8

The levels of agreement are classified according to the values of mean

4.21 – 5.00 signifies strongly agree
3.41 – 4.20 signifies agree
2.61 – 3.40 signifies moderately agree
1.81 – 2.60 signifies disagree
1.00 – 1.80 signifies strongly disagree

3.4.3 Part III was in the form of an open-ended question to seek further
suggestions from the respondents.

In summary, this chapter has shown the subjects, materials, procedures and data
analysis of the research. In the next chapter the results of the research will be presented.
 CHAPTER FOUR
RESULTS

The previous chapter explained about the instrument of measurement in this study as
well as the procedures. This chapter presents the data collected from the questionnaires of
120 respondents of Jintana Apparel Co.,Ltd. Staff members working in the Nakhonpathom
factory. The findings were interpreted to examine the factors that affect employees’ loyalty
to an organization. The results were analyzed using the Statistic Package for Social
Sciences (SPSS) version 13.0 to process all the data collection, which will be illustrated in
the form of tables and figures as follows.
This chapter is divided into four parts. The first part presents the respondents’
demographic information, the second part demonstrates mean of level of agreement of the
respondents towards the factors that affect them to have loyalty to the organization, the third
part provides the suggestions gained from the respondents and the last part presents the
results of the hypothesis testing.

4.1 RESPONDENTS’ DEMOGRAPHIC INFORMATION

The first part of the questionnaire sought the demographic information concerning
gender, age, educational background, length of employment and position level. The total
number of the respondents was 120. All information is displayed in Table no. 1:
Gender: The number of female (70.80%) respondents who answered the
questionnaire was greater than male (29.20%).
Age: The majorityof the respeondents was over 35 years old (40.80%), while
30.00%, 25.00% and 4.20% were 31-35, 26-30 and younger than 25 years old, respectively.
Educational background: When considering the educational background, most of
the respondents (72.50) held a Bachelor’s degree, while 25.00% held lower than Bachelor’s
degree, and only 2.50% held higher than a Bachelor’s degree.
Length of employment: The majority of the respondents (71.70%) had worked with
the company for more than 4 years, while 23 respondents or 19.20% had worked for 3-4
years and 11 respondents or 9.20% had worked for 1-2 years.
 17

Position level: Most of the respondents (58.30) are officers. Managers and
supervisors each represent a further 20.80% .

Table 2. Frequency and Percentage of Demographic Information

Demographic Information Frequency Percentage
1. Gender
Male 35 29.20
Female 85 70.80
2. Age
Younger than 25 years 5 4.20
26-30 years 30 25.00
31-35 years 36 30.00
Over 35 years 49 40.80
3. Educational background
Vocational 30 25.00
Bachelor 87 72.50
Higher than Bachelor 3 2.50
4. Length of employment
1-2 years 11 9.15
3-4 years 23 19.20
More than 4 years 86 71.70
5. Position level
Officer 70 58.30
Supervisor 25 20.85
Manager 25 20.85
Total 120 100.00%

4.2 RESPONDENTS’ LEVEL OF AGREEMENT

The level of agreement of employees towards factors that affect them to have loyalty
to the organization was measured in five aspects; these were 1) nature of work, 2) career
advancement and recognition, 3) employment benefits, 4) relationship with their supervisor
and colleagues and 5) working environment. Each of the aspects’ outcomes is analyzed
below:
 18

4.2.1 Nature of Work

The mean of overall agreement regarding the nature of work being one of the factors
that affects employees to have loyalty to the organization was 3.82, which was at the agree
level. And the results of each statement shows that to work appropriately based on
knowledge and ability was at the strongly agree level (X=4.24). To think that their job
responsibility is important was at the agree level (X=3.88). To be responsible for an
appropriate quantity of work was at the agree level (X=3.98). To work on a variety of jobs
and not be bored was at the agree level (X=3.43), and to work in a challenging job was at the
agree level (X=3.58). None of the respondents strongly disagreed with any of the
statements.
Table 3. Nature of Work
The following factors Level of agreement by Mean Opinion
affect you to have loyalty frequency and percentage (X) Level
to the organization:
Strongly Agree Moderate Disagree Strongly
Nature of work agree disagree
6. To work appropriately 35 79 6 - - 4.24 Strongly
based on knowledge and 29.2% 65.8% 5.0% agree
ability
7. To think that their job 10 85 25 - - 3.88 Agree
responsibility is important 8.3% 70.8% 20.8%
8. To be responsible for an 14 89 17 - - 3.98 Agree
appropriate quantity of work 11.7% 74.2% 14.2%
9. To work on a variety of 3 46 71 - - 3.43 Agree
jobs and to not be bored 2.5% 38.3% 59.2%
10. To work in a 28 18 70 4 - Agree
challenging job 23.3% 15.0% 58.3% 3.3% 3.58
Grand Total 3.82 Agree

4.2.2 Career Advancement and Recognition

The mean of overall agreement regarding career advancement and recognition being
one of the factors that affects employees to have loyalty to the organization was 4.15, which
was at the agree level. And the results of each statement shows that to have the possibility
 19

for career advancement at work was at the strongly agree level (X=4.28). To be part of a
team when problems are being solved was at the agree level (X=3.98). The opportunity for
promotion in the workplace dealt with fairly was at the strongly agree level (X=4.28). To be
supported by the company to attend training or seminars was at the strongly agree level
(X=4.24) and to be able to work independently was at a moderate level (X=3.95).

Table 4. Career advancement and Recognition

The following factors Level of agreement by Mean Opinion
affect you to have loyalty frequency and percentage (X) Level
to the organization:
Career advancement and Strongly Agree Moderate Disagree Strongly
recognition agree disagree
11. To have possibility for 42 69 9 - - 4.28 Strongly
career advancement at work 35.0% 57.5% 7.5% agree
12. To be part of a team 35 56 23 4 2 3.98 Agree
when problems are being 29.2% 46.7% 19.2% 3.3% 1.7%
solve
13. The opportunity for 42 69 9 - - 4.28 Strongly
promotion in the workplace 35.0% 57.5% 7.5% agree
dealt with fairly
14. To be supported by the 44 64 9 3 - 4.24 Strongly
company to attend training 36.7% 53.3% 7.5% 2.5% agree
or seminars
15. To be able to work 34 58 19 6 3 3.95 Agree
independently 28.3% 48.3% 15.8% 5.0% 2.5%
Grand Total 4.15 Agree

4.2.3 Employment Benefits

The mean of overall agreement regarding the employment benefits being one of the
factors that affects employees to have loyalty to the organization was 4.43, which was at the
strongly agree level. And the results of each statement shows that to have appropriate
annual holiday entitlements was at the strongly agree level (X=4.25). The company creates
recreational activities for its staff members was at the strongly agree level (X=4.28). To be
happy with the annual bonus was at the strongly agree level (X=4.46). To get other benefits
 20

appropriately was at the strongly agree level (X=4.48) and to feel that salary matches job
responsibilities was at the strongly agree level (X=4.67).

Table 5 Employment Benefits

The following factors Level of agreement by Mean Opinion
affect you to have loyalty frequency and percentage (X) Level
to the organization:
Strongly Agree Moderate Disagree Strongly
Employment benefits agree disagree
16. To have appropriate 43 64 13 - - 4.25 Strongly
annual holiday entitlements 35.8% 53.3% 10.8% agree
17. Company creates 44 65 11 - - 4.28 Strongly
recreational activities for its 36.7% 54.2% 9.2% agree
staff members
18. To be happy with the 57 61 2 - - 4.46 Strongly
annual bonus 47.5% 50.8% 1.7% agree
19. To get other benefits 63 51 6 - - 4.48 Strongly
appropriately 52.5% 42.5% 5.0% agree
20. To feel that salary 81 38 1 - - 4.67 Strongly
matches job responsibilities 67.5% 31.7% 0.8% agree
Grand Total 4.43 Strongly
agree

4.2.4 Relationship with their supervisors and colleagues

The mean of overall agreement regarding the relationship with their supervisors and
colleagues being one of the factors that affects employees to have loyalty to the organization
was 3.47, which was at the agree level. And the results of each statement shows that to have
a good working relationship with colleagues was at the strongly agree level (X=4.32). The
company creates extra curricular activities to build relationship among staff members was at
a moderate level (X=3.35). To acknowledge company issues and be able to share ideas was
at a moderate level (X=3.29). The chain of command reacts fast enough to resolve issues
was at the disagree level (X=2.55) and to get help from supervisors for job problems was at
the agree level (X=3.85).
 21

Table 6. Relationship With Their Supervisors and Colleagues

The following factors Level of agreement by Mean Opinion
affect you to have loyalty frequency and percentage (X) Level
to the organization:
Relationship with their Strongly Agree Moderate Disagree Strongly
supervisors and colleagues agree disagree
21. To have a good working 53 52 15 - - 4.32 Strongly
relationship with colleagues 44.2% 43.3% 12.5% agree
22. Company creates extra 4 44 62 10 - 3.35 Moderate
curricular activities to build 3.3% 36.7% 51.7% 8.3%
relationship among staff
members
23. To acknowledge 14 37 39 30 - 3.29 Moderate
company issues and be able 11.7% 30.8% 32.5% 25.0%
to share ideas
24. The chain of command 1 4 64 42 9 2.55 Disagree
reacts fast enough to resolve 0.8% 3.3% 53.3% 35.0% 7.5%
issues
25. To get help from 8 88 22 2 - 3.85 Agree
supervisors for job problems 6.7% 73.3% 18.3% 1.7%
Grand Total 3.47 Agree

4.2.5 Working Environment

The mean of overall agreement regarding the working environment being one of the
factors that affects employees to have loyalty to the organization was 3.59, which was at the
agree level. And the results of each statement shows that to feel comfortable in the work
environment was at the strongly agree level (X=4.43). To feel safe in the work environment
was at the agree level (X=3.73). To be proud to work in the department was at the agree
level (X=3.38). To be pleased with the job management in the department was at a
moderate level (X=3.01), and to feel happy working in the department was at a moderate
level (X=3.39). None of respondents strongly disagreed with any of the statements.
 22

Table 7. Working Environment

The following factors Level of agreement by Mean Opinion
affect you to have loyalty frequency and percentage (X) Level
to the organization:
Strongly Agree Moderate Disagree Strongly
Working environment agree disagree
26. To feel comfortable in 58 55 7 - - 4.43 Strongly
the work environment 48.3% 45.8% 5.8% agree
27. To feel safe in the work 16 57 45 2 - 3.73 Agree
environment 13.3% 47.5% 37.5% 1.7%
28. To be proud to work in 4 41 71 4 - 3.38 Agree
the department 3.3% 34.2% 59.2% 3.3%
29. To be pleased with the - 17 87 16 - 3.01 Moderate
job management in the 14.2% 72.5% 13.3%
department
30. To feel happy working 4 50 55 11 - 3.39 Moderate
in the department 3.3% 41.7% 45.8% 9.2%
Grand Total 3.59 Agree

4.3 RESULTS OF RESPONDENTS’ SUGGESTIONS

Table 8. Frequency of Employees by Suggestion

Factors of organization loyalty Suggestion
Nature of work 12
Career advancement and respectfulness 22
Employment benefits 36
Relationship with their supervisors and colleagues 5
Working environment -

From Table 7, 12 respondents suggested that the company, and their supervisors,
should assign job responsibilities to their employees that were appropriate with their
abilities, making them feel more willing to work, plus a longer future with the company. 22
 23

respondents suggested that the company should provide on the job training, and advanced
skill training, or self-learning development programs for employees. 36 respondents
suggested that appropriate salary, benefits and special annual bonus, will encourage
employees to keep their loyalty for the company. And 5 respondents suggested that the
company should give more support, based on communication amongst staff, such as parties
or outings. No suggestions of any kind came from the respondents regarding working
environment aspects.

4.4 RESULTS OF HYPOTHESES TESTING

The statistics used for data analysis were the independent t-test and one way
ANOVA.
*Significance level at 0.05, if significance level less than 0.05, it will be reject H0 as
follow: > 0.05 = accept the hypothesis H0
< 0.05 = reject the hypothesis H0
The results of the hypothesis testing are presented in the table below:

Table 9. Result of Hypothesis Testing

Overall Overall Overall Overall Overall Overall
agreement agreement of agreement agreement of agreement of agreement
of nature career of relationship working of factors
Demographic of work advancement employment with environment affecting Results
Information and benefits supervisors organization
respectfulness and loyalty
colleagues
1.Gender 0.005 0.898 0.740 0.356 0.837 0.299 Accept H0

2.Age 0.131 0.073 0.711 0.000 0.000 0.001 Reject H0

3.Educational 0.039 0.688 0.359 0.015 0.270 0.024 Reject H0

Background
4.Length of 0.017 0.239 0.135 0.066 0.214 0.007 Reject H0
Employment
5.Position 0.000 0.132 0.064 0.000 0.002 0.000 Reject H0
Level
 24

The results of the study’s hypothesis testing are interpreted below:

Hypothesis 1) Factors like nature of work, career advancement and respectfulness,
employment benefits, relationship with their supervisors and colleagues and working
environment all affect employees loyalty to the organization.
This hypothesis is confirmed; the respondents agree that all factors mentioned above
affect the employees loyalty to the organization.
Hypothesis 2) Employees with different characteristics, such as gender, age,
educational background, length of employment and seniority, display different opinions on
factors affecting organizational loyalty.
This hypothesis is verified; all the characteristics except gender display different
factors in the loyalty to the organization.
 CHAPTER FIVE
CONCLUSIONS, DISCUSSION AND RECOMMENDATIONS

This chapter presents (1) a summary of the study, (2) a summary of the findings
(3) discussions of the finding, (4) conclusion, and (5) recommendations for further
research.

5.1 SUMMARY OF THE STUDY

The study is summarized as follows:
5.1.1 Objectives of the Study
The main purpose of this research was to investigate the factors that affect
employees loyalty to the organization. Five aspects were investigated : the nature of
work, career advancement and recognition, employment benefits, relationship with
supervisor and colleagues and working environment. The results might be used to adjust
company policies or management styles to improve the loyalty level of employees.
5.1.2 Subjects, Materials and Procedures
The subjects of this study were staff members of Jintana Apparel Co., Ltd. who
work in the Nakhonpathom factory. A self-administered questionnaire was used as the
research instrument to collect data. The researcher distributed 150 sets of questionnaires
during the last two weeks of December 2009. The respondents were asked to complete
and return the questionnaires in the same week and 120 sets were returned. The data was
analyzed using the SPSS program with an agreement scale of strongly agree, agree,
moderate, disagree and strongly disagree. The results were presented in percentage,
frequency and mean, and in tabular format to illustrate and compare the respondents’
answers. The factors were tested with the independent t-test and one way analysis of
variance to find out what factors affect employees’ loyalty to the organization.

5.2 SUMMARY OF THE FINDINGS

The results of this research can be summarized as follows:
Part I: Demographic information regarding staff members at Jintana Apparel Co.
Ltd showed that 70.8% of the respondents were female and 40.8% of the respondents
 26

were aged over 35 years. 72.5% of the respondents held a Bachelor’s degree and 71.7 %
had worked with the company for more than 4 years and were in the officer position
level.
Part II: Most respondents agreed that with the nature of work, career advancement
and recognition, relationship with supervisor and colleagues and working environment
affected their loyalty to the organization. They had “strongly agree level” with the
employment benefits aspect having an effect on their loyalty to the organization.
Part III: The results of the first hypothesis test were that factors like nature of
work, career advancement and recognition, employment benefits, relationship with their
supervisors and colleagues and working environment all affect employees’ loyalty to the
organization. And the results of the second hypothesis test were that employees with
different characteristics, like age, educational background, length of employment and
different in seniority position level, except for gender, have different opinions on factors
affecting organizational loyalty.
Part IV: 12 respondents suggested that company and their supervisors should
assign job responsibilities to their employees that were appropriate with their abilities,
making them feel more willing to work, plus have a longer future with the company. 22
respondents suggested that the company should provide on the job training, and advanced
skill training or self-learning development programs for employees. 36 respondents
suggested that appropriate salary, benefits and special annual bonus will encourage
employees to retain their loyalty to the company. And 5 respondents suggested that the
company should give more support, based on communication amongst staff, such as
parties or outings. However, no suggestions of any kind came from the respondents
regarding working environment aspects.

5.3 DISCUSSIONS
The findings may be discussed based on 5 aspects in accordance with the
objectives of the study and the researcher’s observations as follows.
1. Nature of Work
It was found that the respondents agreed that the nature of work to encourage
them to stay longer with the company included a preference to work on important and
 27

challenging jobs and a variety of jobs. The company gives importance to lifetime
employment but does not provide job rotation which makes the employees feel bored
with their job. They agreed to appropriate levels of work based on knowledge and
ability. This concurs with what Kampoo Pangtrai (กําภู แพงไตร, 2547) stated that having an

opportunity to use knowledge and capability received highest rating on satisfaction

toward job characteristics. The other interesting thing is that most of the respondents
agreed that they should only be responsible for appropriate quantity of work. This is
similar to the findings of the research of Pattaya Pongsettakul (2008) who suggested that
the pressure on the health budget and increasing workload had an impact pon physicians’
job satisfaction and the commitment to their organizations. High levels of dissatisfaction
decrease physicians' commitment to the practice setting and, if persistent, can lead to
mental strain and burnout.

2. Career Advancement and Recognition

The result of an agreement, based on overall career advancement, and
respectfulness, is one of the factors that has affected many employee's decision to retain
their loyalty towards this organization. The respondents agreed that on the job training
and advanced skill development should be supported by the organization. It also helps to
develop their skills and knowledge to improve their future career path. This fits with
what Korakot Mekchaidee (2005) mentioned that career self-development indicates
knowledge and the capacity to enhance working skills by self-practice. The respondents
also suggested that they were pleased to be a part of a team and be involved in company
issues. This matched the findings of Nattida Sasithorn (ณัฐธิดา ศศิธร, 2547)’s study in which

it was found that management should be concerned with officers’ morale by

disseminating information to create understanding, providing them the opportunity to
present their opinions and having them identify with changes.

3. Employment Benefits
The respondents unanimously agreed that satisfaction with compensation, salary
and bonus, health insurance as well as an appropriate amount of annual holidays affect
them in working with the company longer in order to promote organizational loyalty.
 28

This result could be confirmed with the findings in the study of Rahman Bin Abdullah et
al. (2009) which showed that there is linkage between employee satisfaction and
employee loyalty. The result show that employee satisfaction is aligned with the benefits
package, rewards, working conditions, teamwork and cooperation, and relationship with
supervisors.

4. Relationship With Supervisors and Colleagues

It was found that the respondents agreed that the relationship with their supervisor
and colleagues promotes a feeling of loyalty to the organization. Nattida Sasithorn (ณัฐ

ธิดา ศศิธร, 2547) mentioned that the company should provide activities to create a good
relationship betweens the officers and superiors. The respondents also thought that
having a good relationship and the opportunity to communicate in the organization will
build their connection. They are able to share their thoughts, ideas, and express feelings
that increase company productivity and good work collaboration. Moreover, the
respondents felt that if their supervisors listen to their opinion, help them to solve work
problems, and treated all subordinates equally then those actions helped to create a
feeling of loyalty.

5. Working environment
Working conditions is an area concerned with protecting the safety, health and
welfare of people engaged in work or employment. The goal of all occupational safety
and health programs is to foster a safe work environment. The respondents agreed those
working environments as well as the physical environments, such as work area
cleanliness, room temperature, light, noise, are factors affecting their loyalty to the
organization. This is similar as Noppakhun Kasantikul (นพคุณ กสานติกลุ , 2549)’s study. All

the areas of organizational factor such as warmth and support show a positive
relationship with the staff’s organizational commitment.
 29

5.4 CONCLUSSION
From these research findings, this data can be used to improve the personnel
administration of the company, especially if it were to enhance a greater atmosphere of
loyalty within the organization. In terms of support, and to prolong an employee's stay
with the organization, the organization should collect data, concerning the needs of each
individual employee. In order to better promote or encourage their needs, the
organization should plan accordingly for their employee's welfare with better
compensation benefits.
The administrators should pay strict attention to all employees and should speed
up all intra-organization communication, especially relating to significant issues that
would affect all employees in their daily positions. Moreover, employees should be
allowed to express their opinions on the job, or during the company's activities as well,
allowing them the opportunity to decide their future development, and possible career
path. For the officer whose satisfaction level is lower than most they should be treated
with respect, and shown that they can develop themselves, by improving their job
performance. Then, a way should be found to promote them to a higher position, if
available.
In terms of feelings, in order to develop unity within the organization, they should
also encourage building the unity of employees who are working in other areas. The
company should open more communicative channels, helping to achieve a better
understanding of organizational goals work instructions, and the equality of allowance
and other profits.

5.5 RECOMMEDATIONS FOR FURTHER RESEARCH

Based on the findings and conclusion of this study, the following
recommendations are made for further research.
The population of this study was strictly limited to only the employees of Jintana
Apparel Co. Ltd.; thus, the results of this study may not be applicable to other
organizations, or those of different businesses. For any further research, the researcher
may consider expanding the amount of the population, as well as the research area, in
order to attain broader results.
 30

For further research, other factors, which have an affect on organizational loyalty,
such as personality, punctuality, emotional equivalence, social support and others, should
be considered to see whether or not there is any relationship between them.
In part 3 of the questionnaire, some respondents did not give suggestions.
Therefore, the study might lack some other interesting ideas as to how to improve the
loyalty level within the organization. In the next research, ways of collecting data could
be done by employing multiple methods, such as observation and direct interviewing as a
tool, rather than using only questionnaires. This will help to obtain a much deeper
information base and many more completed answers.
 REFERENCES

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industry in Klang Valley, Malaysia. International Journal of Business and
Management, 4, 152-160.
Alderfer, C. P. (1989). Theories reflecting my personal experience and life
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Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective
continuance and normative commitment of the organizations. Journal of
Occupational Psychology, 63, 1-18.
Furnham, A. (2005). The psychology of behaviour at work: The individual in the
Organization (2nd ed).: East Sussex, Psychology Press.
Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Kanopaske, R. (2003).
Organizations:Behavior, structure, process (11th ed.). McGraw Hill.
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research, Should I stay or should I go?’ Joining, staying and leaving. November,
2007, from http://www.charteredaccountants.com.au
Korakot Mekchaidee (2005). Factors influencing employment self-development in
Nanyang Textile Group. Unpublished Master Thesis, Mahidol University.
Miner, J. B. (1992). Industrial-Organizational Psychology. NY:Mcgraw-Hill.
Pattaya Pongsettakul (2008). Job Satisfaction and Organization Commitment Among
Professional Physicians : A Comparative Study of PhysiciansWorking in Thai
Public and Private Hospitals. International Journal of Institute of International
Studides, Ramkhamhaeng University, 2
Reichheld, F. F. (1996). The loyalty effect. Boston: Harvard Business School Press.
Sheridan, J. E., & Abelson, M. A. (1983). Cusp catastrophe model of employee
turnover. The Academy of Management Journal, 26, 418-372. Retrieved August
18, 2008, from http://jstor.org
Syptak, J. M., Marsland, D., & Ulmer, D. (1999). Job satisfaction: Putting theory into
practice. Family Practice Management. Retrieved October 28, 2004, from
http://www.aafp.org/fpm/991000fm/26.html
 32

ณัฐธิดา ศศิธร. (2547). ความตองการของขาราชการสํานักงานประกันสังคมตอการเสริมสรางขวัญและกําลังใจ. วิทยา

นิพนธปริญญามหาบัณฑิตสังคมสงเคราะห, มหาวิทยาลัยธรรมศาสตร, คณะสังคมสงเคราะหศาสตร.

ภคินี ดอกไมงาม. (2546). ปจจัยที่เกี่ยวของกับความผูกพันตอองคการของอาจารยระดับมัธยมศึกษา ในโรงเรียนแกน

นําที่มีการบริหารโดยใชโรงเรียนเปนฐาน เขตกรุงเทพมหานคร, ปริญญานิพนธมหาบัณฑิตการบริหาร

การศึกษา,มหาวิทยาลัยศรีนครินทรวิโรฒ, คณะศึกษาศาสตร.

ศุภลักษณ เหลี่ยมวรางกูร. (2537). ความจงรักภักดีตอองคการ : ศึกษาเฉพาะกรณีขาราชการตํารวจ

กลุมรองสารวัตรหรือเทียบเทา สังกัดโรงพยาบาลตํารวจ. วิทยานิพนธปริญญามหาบัณฑิตศิลปศาสตร,

มหาวิทยาลัยรามคําแหง, คณะรัฐศาสตร.
 APPENDIX A
Questionnaire in English

Factors that Affect Employees Loyalty to an Organization

A Study of an Undergarment Factory in Nakhonpathom

This questionnaire is a part of a research methodology course which is a partial

fulfillment of the requirement for Master’s Degree of Arts in English for Careers, Language
Institute, Thammasat University. The aim of this questionnaire is to study employee loyalty
at Jintana Apparel. You can be assures that your response will be only used for study
purposes and it will be treated confidentially. Your answers will help the success of the
study and your cooperation in answering this questionnaire will be highly appreciated.

Should you have questions or need more information about this study, please contact
Ms. Supapak Kamnerdkarn Tel: 081 920 0263 or E-mail: muh_piggy@hotmail.com

The questionnaire is divided into 3 parts as follows:

Part 1 Demographic information of respondents
Part 2 Opinion of respondents on the level of agreement about factors affecting
organizational loyalty
Part 3 Suggestions

Instructions

Please mark X in the ( ) and fill in the information in the provided blank spaces
 34

Part 1 Demographic information of respondents

1. Gender
( ) 1. Male ( ) 2. Female

2. Age
( ) 1. Younger than 25 years old ( ) 2. 26 -30 years old
( ) 3. 31-35 years old ( ) 4. Over 35 years old

3. Educational background
( ) 1. Vocational
( ) 2. Bachelor
( ) 3. Higher than Bachelor

4. Length of Employment
( ) 1. 1 - 2 years
( ) 2. 3 – 4 years
( ) 3. Over 4 years

5. What is the level of your current position

( ) 1. Officer
( ) 2. Supervisor
( ) 3. Manager
 35

Part 2 Opinion of respondents about factors affecting organizational loyalty

Please mark X in the ( ) and fill in the information in the provided blank spaces
5 = Strongly agree 4 = Agree
3 = Moderate
2 = Disagree 1 = Strongly disagree

The following factors affect your loyalty to the

Level of Agreement
organization:
Nature of work Strongly Agree Moderate Disagree Strongly
agree disagree
6 To work appropriately based on knowledge
and ability
7 To think that your job responsibility is
important
8 To be responsible for an appropriate quantity
of work
9 To work on a variety of jobs and not to be
bored
10 To work at a challenging job
Career advancement and Strongly Agree Moderate Disagree Strongly
agree disagree
recognition
11 To have the possibility for career advancement
at work
12 To be part of a team when problems are being
solved
13 The opportunity for promotion in the
workplace dealt with fairly
14 To be supported by the company to attend
training or seminars
15 To be able to work independently because the
supervisor is confident in you
 36

Employment benefits Strongly Agree Moderate Disagree Strongly

agree disagree
16 To have appropriate annual holiday
entitlements
17 The company creates recreational activities for
its staff
18 To be happy with the annual bonus
19 To get other appropriate benefits
20 To feel that salary matches with job
responsibilities
Relationship with your supervisors Strongly Agree Moderate Disagree Strongly
agree disagree
and colleagues
21 To have a good working relationship with
colleagues
22 The company creates extra-curricular activities
to build the relationship among staff members
23 To acknowledge company issues and to be
able to share ideas
24 The chain of command reacts fast enough to
resolve issues
25 To get help from supervisors for job problems
Working environment Strongly Agree Moderate Disagree Strongly
agree disagree
26 To feel comfortable in the work environment
27 To feel safe in the work environment
28 To be proud to work in the department
29 To be pleased with the job management in the
department
30 To feel happy working in the department
 37

Part 3:Suggestions

1. Nature of work
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
2. Career advancement and recognition
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
3. Employment benefits
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
4. Relationship with their supervisors and colleagues
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
5. Working environment
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
6. Other suggestions
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………

+++++ Thank you for your cooperation +++++

 APPENDIX B

Questionnaire in Thai

“ปจจัยที่มีผลตอความรูสึกภักดีตอองคกร ของพนักงานบริษัทผลิตชุดชั้นในในจังหวัดนครปฐม”

แบบสอบถามนี้เปนสวนหนึ่งของการทําสารนิพนธของนักศึกษาระดับบัณฑิตศึกษา หลักสูตรภาษอังกฤษ
เพื่ออาชีพ สถาบันภาษา มหาวิทยาลัยธรรมศาสตร การศึกษานี้ออกแบบเพื่อศึกษาปจจัยที่มีผลตอความรูสกึ ภักดีตอ
องคกร ขอมูลที่ไดมาจากการตอบแบบสอบถามนี้ จะนํามาใชเพื่อวัตถุประสงคทางการศึกษาเทานั้น และขอมูล
ทั้งหมดจะถูกเก็บเปนความลับ

หากทานมีความประสงคในการติดตอผูทาํ การวิจัย ทานสามารถติดตอ น.ส.สุภาภัค กําเนิดกาญจน หมายเลข

โทรศัพท 081 920 0263 หรือ E-MAIL: muh_piggy@hotmail.com

ผูทําการวิจัยขอขอบพระคุณทานเปนอยางสูงในการตอบแบบสอบถามฉบับนี้

แบบสอบถามแบงเปน 3 สวน ประกอบดวย

สวนที่ 1 ขอมูลทั่วไปของผูตอบแบบสอบถาม
สวนที่ 2 สํารวจระดับความคิดเห็นตอปจจัยที่มผี ลตอความรูส ึกภักดีตอองคกร
สวนที่ 3 ขอเสนอแนะเพิ่มเติม

กรุณา X ใน ( ) ในขอที่ทานคิดวาเปนคําตอบ และกรอกขอมูลในชวงวาง

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สวนที่ 1 ขอมูลทั่วไปของผูตอบแบบสอบถาม

1. เพศ
( ) 1. ชาย ( ) 2. หญิง

2. อายุ
( ) 1. ต่ํากวา 25 ป ( ) 2. 26 -30 ป
( ) 3. 31-35 ป ( ) 4. 36 ปขึ้นไป

3. ระดับการศึกษา
( ) 1. ต่ํากวาปริญญาตรี
( ) 2. ปริญญาตรี
( ) 3. สูงกวาปริญญาตรี

4. อายุการทํางาน
( ) 1. 1-2 ป
( ) 2. 3 – 4 ป
( ) 3. มากกวา 4 ปขึ้นไป

5. ปจจุบันทานปฏิบัติงานในระดับใด
( ) 1. ผูปฏิบัตงิ าน
( ) 2. หัวหนางาน
( ) 3. ระดับผูจดั การขึ้นไป
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สวนที่ 2 สํารวจความระดับความคิดเห็นตอปจจัยตางๆ ในแงของการที่ทําใหพนักงานรูสึกภักดีตอองคกร

โปรดเขียนเครื่องหมาย X ลงในชองดานขวามือที่ตรงหรือใกลเคียงกับความรูสกึ ของทานที่มีตอสภาพการ

ทํางานที่ทําอยูในปจจุบัน กําหนดเปน 5 ระดับ คือ
5 หมายถึง เห็นดวยมากทีส่ ุด
4 หมายถึง เห็นดวยมาก
3 หมายถึง ปานกลาง
2 หมายถึง ไมเห็นดวย
1 หมายถึง ไมเห็นดวยที่สุด

ทานมีความคิดเห็นอยางไรตอปจจัยตางๆตอไปนี้
ในแงของการที่ทําใหทานรูสึกภักดีตอองคกร ระดับความคิดเห็น
ลักษณะงาน เห็นดวย เห็นดวย ปานกลาง ไมเห็นดวย ไมเห็นดวย
มากที่สุด มาก ที่สุด
6 การไดทํางานทีต่ รงกับความรูความสามารถของทาน
7 การที่มีความคิดวางานที่ทํามีความสําคัญ
8 การไดรับผิดชอบงานที่มีปริมาณที่เหมาะสม
9 การไดทํางานทีม่ ีความหลากหลาย ไมรูสึกวาเบื่อ
10 การไดรับผิดชอบงานที่ทาทาย
ความสําเร็จ ความกาวหนา เห็นดวย เห็นดวย ปานกลาง ไมเห็นดวย ไมเห็นดวย
และการยอมรับนับถือ มากที่สุด มาก ที่สุด
11 การมีโอกาสกาวหนาในหนาที่การงาน
12 การมีสวนรวมในการแกไขปญหารวมกับหนวยงาน
13 การเลื่อนตําแหนงที่เปนไปอยางเสมอภาค
14 การไดรับการสนับสนุนใหพัฒนาความรูความสามารถ
และทักษะในการทํางาน เชน อบรม ประชุม ศึกษาตอ
15 การเปนอิสระในการปฏิบัติงาน เนื่องจากหัวหนามีความ
เชื่อมั่นในงานของทาน
 41

เงินเดือนและสวัสดิการที่ไดรับ เห็นดวย เห็นดวย ปานกลาง ไมเห็นดวย ไมเห็นดวย

มากที่สุด มาก ที่สุด
16 การไดรับสิทธิการลาหยุดงานที่เหมาะสม
17 การที่องคกรจัดใหกิจกรรมเพื่อสงเสริมสุขภาพทีด่ ี เชน
กีฬาและการนันทนาการ
18 ผลตอบแทนพิเศษปลายปที่ไดรับ
19 การไดรับระบบสวัสดิการ ประโยชนเกื้อกูลและเงินตอบ
แทนในลักษณะตางๆอยางเหมาะสม
20 การไดรับเงินเดือนที่เหมาะสมกับความรูความสามารถ
ความสัมพันธภายในหนวยงาน เห็นดวย เห็นดวย ปานกลาง ไมเห็นดวย ไมเห็นดวย
และการบังคับบัญชา มากที่สุด มาก ที่สุด
21 การมีมติ รและความสัมพันธที่ดีกับเพื่อนรวมงาน
22 องคกรมีการจัดกิจกรรมสงเสริมใหบุคคลไดมีโอกาส
พบปะสังสรรคเพื่อสรางมนุษยสัมพันธที่ดีตอกัน
23 การไดรับทราบปญหาและไดรวมแสดงความคิดเห็น
24 ความคลองตัวและรวดเร็วในการสั่งงานภายในองคกร
25 การไดรับความชวยเหลือในการแกไขปญหาการทํางาน
จากผูบังคับบัญชา
สภาพแวดลอมและบรรยากาศในการทํางาน เห็นดวย เห็นดวย ปานกลาง ไมเห็นดวย ไมเห็นดวย
มากที่สุด มาก ที่สุด
26 บรรยากาศโดยรวมของที่ทํางานที่อบอุนเปนกันเอง
27 การมีความรูสกึ ปลอดภัยในสภาพแวดลอมในการทํางาน
28 ความรูสึกภูมิใจที่ไดทํางานในหนวยงานที่สังกัดอยูใน
ปจจุบัน
29 ความพอใจในนโยบายและการบริหารจัดการของ
หนวยงานที่สังกัดอยูในปจจุบัน
30 การมีความสุขและพอใจที่ไดทํางานในหนวยงานนี้
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สวนที่ 3 ขอเสนอแนะเพิ่มเติม ที่ทานตองการไดรับจากองคกรเพื่อเสริมสรางความภักดีของทานตอองคกร

1. เกี่ยวกับลักษณะงาน
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………

2. เกี่ยวกับความสําเร็จ ความกาวหนาในงาน และไดรับการยอมรับนับถือ

……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………

3. เกี่ยวกับเงินเดือน และสวัสดิการที่ไดรับ
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………

4. เกี่ยวกับความสัมพันธภายในหนวยงานและการบังคับบัญชา
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………

5. เกี่ยวกับสภาพแวดลอมในการทํางาน
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………

6. อื่น ๆ
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
+++++ ขอขอบคุณในความรวมมือตอบแบบสอบถาม +++++