INTRODUCTION
REASONS FOR CHOOSING A RESEARCH TOPIC
The real estate industry is experiencing rapid growth and intense competition, necessitating a strong focus on high-quality human resources to meet the evolving demands of both companies and clients Unfortunately, many firms overlook the importance of nurturing their workforce, particularly during the initial stages of entry into the industry This neglect can result in a competitive disadvantage as the market becomes increasingly fierce To enhance business efficiency, it is crucial for companies to cultivate a positive organizational culture that attracts and retains the right talent, ensuring they have the necessary skills and responsiveness to thrive in the real estate sector.
Successful organizations are built by people, emphasizing the crucial role of the human factor in achieving sustainable development Collaboration and partnership are essential for long-term success, as individuals thrive in supportive environments A strong organizational culture fosters commitment among employees, creating a cohesive atmosphere between staff and management Ultimately, employee commitment is the cornerstone of sustainable growth, as no organization can thrive without it, regardless of its size.
For the reasons mentioned above, I chosen the topic thesis: "The effects of organizational culture on the employees commitment to Ngoc Tri Real EstateCompany limited" to conduct research.
RESEARCH OBJECTIVES AND QUESTIONS
First, identify cultural factors effects employees commitment to Ngoc Tri Company Second, measure the influence of organizational cultural factors on employees commitment with Ngoc Tri Company.
Third, propose some governance implications to help leaders, and managers of Ngoc Tri Company and have appropriate policies to improve employees commitment through cultural development organization.
2) What organizational cultural factors influence employees commitment?
3) How does organizational culture effects employees commitment?
4) What solutions can be used to overcome employees commitment to the company?
OBJECT AND SCOPE OF THE RESEARCH
Employees at Ngoc Tri Real Estate Company Limited
The scope of the study includes three elements:
- About the research content: The effects of organizational culture on the employees commitment to Ngoc Tri Real Estate Company Limited.
- About space: The study is conducted in the context of businesses in Vietnam. Quantitative research was carried out by a case study at the Ngoc Tri Real Estate Company Limited
- About time: Secondary data was collected from 2019 to 2021 Primary data were collected during the dissertation period (from February to April 2022)
RESEARCH METHODS
1.4.1.1 Methods of collecting secondary data
Secondary data was gathered to establish the theoretical foundation and analyze the research context This data was sourced primarily from the Learning Resource Center at Duy Tan University, as well as electronic databases like Sage Journals and Google Scholar, business websites, and additional data sources.
1.4.1.2 Methods of primary data collection
In qualitative research, the thesis used a focused interview method with the interviewee who is the employees Quantitative research, applying the direct personal interview method using the questionnaire.
In quantitative research, the thesis collects data on employers.
The thesis employs various methodologies during its implementation, including statistical and comparative methods, data analysis techniques, an integrated approach, modeling methods, and inductive interpretation.
Following the collection of secondary data from various sources, the information will be meticulously edited, categorized, and reorganized This data will then undergo analysis, comparison, and aggregation to assess the impact of organizational culture on employee commitment Additionally, the secondary data will be examined to enhance the research context of the thesis.
Primary data in quantitative research
Primary data, after being gathered, will be edited, encoded data and entered into computers The thesis uses SPSS (Statistical Package for the Social Sciences)
Preliminary research data is analyzed using SPSS software to assess scale reliability through Cronbach's Alpha, which helps identify and remove items with low correlation coefficients The refined data undergoes Exploratory Factor Analysis (EFA) to eliminate items with inadequate factor loadings and to verify total variance This process culminates in the development of a finalized questionnaire for official research purposes.
STRUCTURE OF THE THESIS
LITERATURE RIVIEW
OVERVIEW OF ORGANIZATIONAL CULTURE
There are many different definitions, perspectives, and approaches to organizational culture and its components.
According to Schein (1992), organizational culture is a foundational set of conventions created by a group to address challenges related to external adaptation and internal integration These conventions serve as a benchmark for new members, guiding their behavior and ensuring adherence to the established norms within the organization.
According to Recardo and Jolly (1997), organizational culture encompasses a unique system of values and beliefs that are collectively understood by its members This distinct culture not only differentiates one organization from another but also significantly influences the behaviors of its members and the policies enacted within the organization.
An organization's culture plays a crucial role in its strategic development, as highlighted by Mullins (2000) It serves as a driving force that maximizes the value of human capital, ultimately contributing to the organization's success.
Mathis and Jackson (2006) that organizational culture is a pattern of shared values and beliefs that give meaning and rules of behavior to members of an organization.
Organizational culture, as defined by Edgar Schein in Luthans (2006), refers to the set of underlying assumptions created by groups as they navigate external integration challenges This culture is deemed valuable because it shapes how members perceive, think, and emotionally connect with issues, guiding their responses and behaviors within the organization.
Organizational culture, as defined by Do Thi Phi Hoai (2009), is a comprehensive system of meanings, values, and beliefs shared among all members of an enterprise This collective understanding shapes perceptions and thought processes, significantly influencing individual behaviors in business activities Ultimately, it plays a crucial role in establishing the unique identity and character of the organization.
Organizational culture refers to the collective values and norms shared by individuals and groups within an organization, shaping how members engage with one another and interact with external stakeholders.
In a study published in "The International Journal of Business Studies," Mackinnon (2003) explored the impact of company culture on employee commitment, job satisfaction, and information sharing in Taiwan Utilizing the Organizational Culture Profile (OCP) model developed by O'Reilly et al (1991), the research identified seven cultural components comprising 54 variables that influence workplace dynamics.
1) Respect for people: Fairness, respect for people, behaviors, communication between employees and the company, superiors and employees, recognition, training and development
2) Team orientation: Human relations in the group and in the company, teamwork and support, cooperation at work.
3) Attention to detail: Carefulness, detail, accuracy in work, requirements for compliance with regulations and laws at work and the company.
4) Stability: Safety, stability, peace of mind at work.
5) Innovation: The desire to improve, change, explore, exploit opportunities,create, take risks in improvement.
6) Outcome orientation: The priority is towards the highest work results, putting work results as a priority to evaluate employees and orienting actions to achieve the highest results.
7) Aggressiveness: Aggressive, resourceful, dedicated, proactive in work as well as other activities inside and outside the company
The Recardo and Jolly model, a prominent cultural framework, has been extensively utilized in both international and Vietnamese research As outlined by Recardo and Jolly (1997), this model identifies eight key factors that are integral to understanding corporate culture.
1) Communications: Element refers to the amount and type of communication systems and how information is communicated This includes direction of communication (top-down or bottom-up or three-way), selective or extensive communications, conflict avoided or resolved, and means (meeting, memo pad, ) or informal medium used to transmit and receive information.
2) Training and development: The success of a team is highly dependent on acquiring new skills An important indicator of management commitment that creates many growth opportunities and how the organization accepts new skills on the job Finally, an important indicator to evaluate is the concentration of managers in education Specifically, managed to focus on the education of current personnel, or future development needs.
3) Rewards: Consider what behaviors are rewarded and the types of rewards used The person is rewarded individually or collectively, are all members of the enterprise worthy of the reward and under what conditions are they promoted? Other metrics include the extent to which employees participate in performance, develop performance standards, reward fairness, and the extent to which the organization provides feedback on performance.
4) Decision making: Decision making dictates how decisions are made and how conflicts are resolved Quick or slow decision? Bureaucratic assessment organization or not? Decide to be centralized or decentralized.
5) Risk taking: Risk taking focuses on whether creativity and innovation have rewards, whether risk is encouraged, and whether there is openness to receiving the benefits in new opinion? To some extent, does the manager encourage suggestions for improvement? Will people be penalized for trying new initiatives or questioning current ways of doing things?
6) Planning: Does the organization focus on long-term or short-term planning and proactive or reactive planning? To what extent do employees share strategies, goals, and vision? Is the planning process formal or structured? To what extent the employee is committed to achieving the business strategy and other Organizational goals.
7) Teamwork: This factor relates to the quantity, type and effectiveness of teamwork in the organization It includes, but is not limited to, the amount of collaboration between different departments, the amount of trust between different operational functions or units and the degree of automation currently used to support the process work Note that a teamwork atmosphere, by itself, does not mean that the business necessarily works in such a group For example, research scientists may create an atmosphere of teamwork and collaboration but may not be a team and may function quite independently.
8) Management practices: This aspect measures fairness and consistency with the policies being implemented, the influence of management style on employees, and the extent to which the administrator provides a safe working environment.
2.1.3.The role of organizational culture
OVERVIEW OF EMPLOYEES COMMITMENT WITH THE ORGANIZATION
There are many studies on employees commitment with the organization, each study approaches a different theoretical school, so there will be different definitions and measures.
O'Reilly (1986), organizational commitment includes a sense of commitment to work, loyalty and belief in the values of the organization.
According to Allen and Meyer (1990), employee commitment to an organization is evaluated through their belief in the organization, acceptance of its goals and values, and their readiness to exert effort for the organization while aspiring to be a part of it They identified three key components to measure this commitment.
1) Affective Commitment: Close commitment comes from emotions and is voluntary.
2) Continuance Commitment: Sticking because there is no opportunity to change the workplace or the cost of leaving the business is high.
3) Normative Commitment: Sticking only because of the binding of moral values.
Each factor serves as a scale for measuring employee commitment, with "Affective Commitment" being highly regarded and widely recommended in organizational studies, as highlighted by Meyer et al (2002) This scale was also utilized by Mackinnon et al (2003) in their research on the interplay between company culture, commitment, job satisfaction, and information sharing in Taiwan, published in "The International Journal of Business Studies." Additionally, studies by Griffeth et al further contribute to this body of research.
Affective commitment significantly predicts employees' intention to stay with an organization, as individuals who develop emotional ties to their workplace align with its goals and actively contribute to its success Employees exhibiting strong affective commitment are generally more productive and motivated, leading to a greater desire to remain with the company and a decrease in thoughts of retirement.
Therefore, this research proposes to use the "Affective Commitment Scale" adjusted by Meyer et al 1993 to measure employees commitment to the organization.
RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND EMPLOYEES
In Vietnam, it has been observed that employees tend to leave organizations when leaders neglect work performance, show little concern for their staff, and enforce a rigid culture This highlights the critical role of organizational culture as a key component of effective HR strategies.
Positive cultural values enhance a business's reputation and create an appealing work environment, which is crucial for retaining skilled employees A strong organizational culture not only influences employee retention but also attracts external talent, as prospective employees increasingly prioritize cultural aspects alongside salary and job nature when considering new opportunities.
A positive organizational culture increases employee commitment and results in improved organizational performance, increased productivity, better decision- making, and increased commitment at all levels.
Organizational culture plays a crucial role in fostering a commitment to collective goals beyond individual interests, as noted by Robbins (2006) While this culture is intangible, it is shaped by the core values that guide daily behavior in the workplace The strength of an organization's culture increases as members embrace and commit to these fundamental values.
Organizational commitment, as defined by Mathis and Jackson (2006), refers to the extent to which employees embrace the organization's purpose and are motivated to remain with it This purpose reflects the core values shared and upheld by all members of the organization According to Sopiah (2008), these organizational values constitute the corporate culture, which encompasses a collective set of learned values and behavioral patterns that are shared among members and transmitted across generations.
RESEARCH OVERVIEW OF THE RELATIONSHIP BETWEEN
Most of the studies by scientists around the world have shown that organizational culture has an on effects employees commitment.
2.4 RESEARCH OVERVIEW OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND EMPLOYEES COMMITMENT
Recent studies conducted both domestically and internationally have explored the impact of organizational culture on employee commitment, highlighting its significance in various countries, including Vietnam.
2.4.1 Research of Do Thuy Lan Huong (2008)
Research: "The influence of company culture on the commitment to the organization of employees working in enterprises in Ho Chi Minh City"
The proposed research model illustrates the connection between cultural aspects and employee commitment, drawing on Recardo and Jolly's (1997) theory of company culture It encompasses eight key cultural dimensions: organizational communication, training and development, rewards and recognition, decision-making effectiveness, risk-taking through creativity and innovation, planning orientation, future planning, teamwork, and equity and consistency in governance policies.
Data collection was conducted through surveys utilizing pre-designed questionnaires, which were distributed directly to employees of businesses in Ho Chi Minh City via email or through personal networks.
The study identified five key aspects of company culture that significantly enhance employee commitment: Risk Taking, which fosters creativity and innovation; Training and Development; Equity and Consistency in Governance Policies; a focus on Future Plans; and effective Communication within the organization However, the analysis did not clarify the recruitment relationship with other influential factors in the model, such as Reward and Recognition, Decision-making Effectiveness, and Teamwork.
Figure 1: Research of Do Thuy Lan Huong (2008)
Risk taking Training and development
2.4.2 Research of Le Thuy Kieu (2012)
Research: "The influence of organizational culture on employees commitment with the organization”
This study examines the impact of organizational culture on employee commitment in Vietnam, utilizing the organizational culture scale developed by Recardo & Jolly (1997) and the organizational commitment scale by Allen & Meyer (1990) The organizational culture scale encompasses eight key components, including recognition of improvements, company policy, career development, future planning, teamwork perception, decision-making, teamwork dynamics, and internal communication, measured through 36 valid observed variables Meanwhile, the organizational commitment scale comprises three dimensions: Affective Commitment, Continuance Commitment, and Normative Commitment, assessed through 18 observed variables.
Results: also show that the policy component of the company, planning and the decision-making component have an impact on all three components of commitment.
Figure 2: Research of Le Thuy Kieu (2012)
2.4.3 Research of Zahariah et al (2009)
Research: "The Influence of Corporate Culture on Organizational Commitment" Research on the influence of corporate culture on organizational commitment at an airline management company in Malaysia.
Research Model: The study uses the model Recardo & Jolly (1997) and Allen
& Mayer (1990) to examine four elements of corporate culture and
Planning organizational commitment, namely: teamwork, communication, reward and recognition, training and development.
Measurement: Research survey on 190 employees currently working in 11 different departments of the company The measurement and antecedents of affective, continuance, and normative commitment to the organization.
The results: show that all aspects of corporate culture selected in this study affect organizational commitment, in which the communication component has the greatest influence on organizational commitment
Figure 3: Research of Zahariah et al (2009)
2.4.4 Research of Aina et al (2012)
Research: "Iorganisational culture and employees commitment in public tertiary institutions in lagos state, Nigria" European journal of globalization and development research.
The research model employed in this study incorporates the Cultural Scale developed by Recardo and Jolly (1997) and Lau and Idris (2001), which encompasses four key cultural components: Communication, Training and Development, Reward and Recognition, and Teamwork Additionally, it integrates Allen and Meyer’s (1990) framework of Affective Commitment, Continuance Commitment, and Normative Commitment, providing a comprehensive approach to understanding organizational culture and employee commitment.
Results: show that the level of commitment of employees in higher education institutions is high when their personal values and corporate values are similar.
Figure 4 Research of Aina et al (2012)
According to Recardo and Jolly (1997), culture encompasses eight essential dimensions that shape organizational dynamics: effective organizational communication, comprehensive training and development, meaningful rewards and recognition, efficient decision-making processes, a willingness to take risks through creativity and innovation, a strong orientation towards future planning, collaborative teamwork, and equitable, consistent governance policies.
Affective Commitment, Continuance Commitment,Normative
Survey object: Full-time employees in diverse industries such as: production, business and service.
- Scope: Ho Chi Minh City
Culture: Recardo & Jolly (1997) consists of 8 cultural components:
Communication, Training and development, Reward and Recognition,
Survey object: Full-time employees of different
The commitment Training and Development
Teamwork decision making, Taking risks through creativity and innovation, Orientation Planning, Teamwork, Management policies
Commitment: Affective Commitment, Continuance Commitment,Normative Commitment(Allen&Melley,1900). professions.
Culture: Recardo and Jolly (1997), Lau and Idris (2001) including 4 cultural components (Communication, Training and Development, Rewards and Recognition, Teamwork)
Commitment: Mowday et al (1979) Attitudinal commitment, Behavioural commitment.
Survey object: Employees at MAHB group Scope: Malaysia
Aina et al (2012) Culture: Recardo and Jolly (1997); Lau and Idris (2001) includes 4 cultural components (Communication, Training and Development, Rewards and Recognition, Teamwork)
Commitment: Allen and Meyer (1990) Affective Commitment,Continuance Commitment,Normative Commitment
Survey object: Employees in tertiary education institutions.
Table 1 Summary of previous research
Research has established a link between corporate culture and employee commitment, but varying survey models and subjects lead to differing results regarding the impact of cultural components Consequently, no single model applies universally across all businesses This study aims to evaluate the relationship between organizational culture and employee commitment specifically at Ngoc Tri Real Estate Co., Ltd.
Table 2 Compare the studies in the study review
RESEARCH METHODOLOGY
GENERAL INTRODUCTION OF NGOC TRI REAL ESTATE COMPANY LIMITED
3.1.1 The process of formation and development
English name: Ngoc Tri Real Estate Company Limited
Registrar place : 44 Le Quy Don, Tan An Ward, City Buon Ma Thuot, Dak Lak Province
Legal representative: Hoang Ngoc Man
Line of business: land sale, agency,
The innovative house-shaped logo, in a striking red hue, symbolizes sophistication, determination, and victory This design reflects the organization's cohesive spirit, portraying the company as a second home for its employees, while also highlighting their commitment to the company's growth and development.
In the period of 2016-2017, as Vietnam's real estate market experienced positive changes, Ngoc Tri Real Estate Co., Ltd was established, focusing primarily on residential land brokerage Despite the current market challenges, including numerous unfinished social housing projects and adjacent villas, the company views these obstacles as an opportunity to demonstrate its strengths and commitment to overcoming difficulties in a competitive landscape.
Ngoc Tri Real Estate Company Limited is a close-knit family of over 150 members, dedicated to fostering a supportive work environment The company features three main life boards focused on enhancing employee well-being: the dining department, the sports department, and the spirituality department These initiatives ensure that all members are connected and that their health, life, and spirit are prioritized in the best possible way.
In addition, Ngoc Tri Real Estate Co., Ltd is also equipped with a team of senior personnel, Vice Directors, Secretaries, Business Assistants with good qualifications, responsible working spirit, rich experience.
Since its inception, the company has maintained stable and effective operations, resulting in consistent growth in both revenue and profit However, recent global economic downturns have led to a decline in revenue.
In its early days, the company gained significant attention for selling high-end townhouses and villas, attracting affluent buyers The presence of elite clientele in the area has led to a heightened demand for real estate transactions, surpassing that of other provinces.
Ngoc Tri Real Estate Company recognizes the significant potential in the Buon Ma Thuot residential real estate market and its suburbs, as well as across Vietnam Acting as a trusted brokerage, the company facilitates connections between buyers and homeowners, offering comprehensive support with information and documentation throughout the transaction process until completion.
We specialize in real estate valuation, leveraging a team of expert market analysts and a continuously updated database of property prices across various regions Our commitment to delivering top-notch valuation consulting services ensures that clients receive accurate assessments We have successfully valued numerous high-value real estate assets, including villas, historic hotels, and office buildings.
Ngoc Tri Real Estate Co., Ltd was formed and put into operation in 2016 The business license was granted by the Department of Planning and Investment on November 15, 2016.
The company boasts a skilled workforce of over 160 employees, all meticulously selected and trained, with extensive knowledge and experience Among them, 64 hold university degrees, while 62 possess high qualifications in fields such as economics and engineering The company prioritizes credibility with customers, which it considers paramount to its operations As a result, it has successfully established a strong reputation and brand presence in the market, earning the respect and appreciation of both domestic and international clients who trust the company for business collaborations in mutually beneficial areas.
3.1.4 The current situation of building organizational culture at Ngoc Tri Real Estate Co., Ltd over the past time.
Effective communication within Ngoc Tri Company is guided by the employee code of conduct established by the Board of Directors, detailed in the "Cultural Handbook." This includes daily practices such as greeting colleagues, sharing morning coffee, and addressing challenging work-related issues between employees and their supervisors Such clear and comprehensive guidelines foster a positive communication environment within the organization.
Ngoc Tri Real Estate Co., Ltd prioritizes employee growth by consistently offering diverse training programs These classes cover essential topics such as brokerage practices and new legal regulations, enabling employees to enhance their professional knowledge and improve their work performance.
Ngoc Tri Real Estate Co., Ltd has implemented a performance-based salary system that promotes fairness among employees, ensuring that those who contribute more are rewarded accordingly To further motivate staff, the company has established various sales emulation programs recognizing top performers, providing 45 incentives to encourage dedication and hard work Additionally, Ngoc Tri organizes two annual trips, with recent destinations including Phu Quoc and Da Nang, to foster team spirit and employee engagement.
The company's Board of Directors has directed professional departments to create monthly and quarterly reports analyzing the real estate industry and market evaluations This initiative aims to provide employees with valuable insights and information to enhance their decision-making and performance at work.
In recent years, the Company has increasingly focused on the importance of teamwork, as evidenced by the successful implementation of the VD5 project in 2022, driven by the collaborative efforts of the project team.
The Corporation operates on a work schedule of six days per week, with each day consisting of eight hours However, working hours may be adjusted based on specific job requirements or may include reasonable overtime, always adhering to labor laws.
Leaves, holidays, and Tet: Employees are entitled to leave, holidays, and New
Year according to the regulations of the State
Working conditions: Young dynamic environment
Salary policy is implemented according to the State's regulations on salary - bonuses
Policy on recruitment and training:
The Company follows a structured recruitment process to ensure that new hires possess the necessary qualifications, skills, and experience for their roles, along with strong ethical standards We prioritize candidates with good moral character who demonstrate a commitment to long-term employment with the Company.
RESEARCH PROCESS
RESEARCH METHODOLOGY
Following the completion of the expert opinion interviews, which included a list of experts with their full names, genders, and positions, the gathered insights will be used to refine and enhance the observed variables (see Appendix 1) A questionnaire was then administered at Ngoc Tri Company through face-to-face meetings to assess the clarity and validity of the questions prior to conducting a formal survey.
Through this test survey, the questionnaire will be adjusted to be included in the official survey.
Research concepts were measured by observed variables, measured on a 5- point interval scale (5-degree similarity scale), according to increasing agreement from 1 to 5:
The scale is built and coded as follows:
Table 4: Coding the scale of organizational culture factors effects employees commitment
Effective personnel policies are clearly communicated within the organization, ensuring that employees have access to sufficient information to perform their jobs effectively When challenges arise, guidance from superiors is readily available to assist in problem-solving The organization promotes open communication between departments, fostering collaboration while maintaining clear distinctions in functions and tasks to prevent overlap.
TRAIN_1 You can participate in training programs according to the job requirements TRAIN_2 You are trained in the necessary skills to do the job well
To achieve promotion within the organization, it is essential to understand the necessary conditions for advancement The organization offers numerous opportunities for career development, fostering a culture of growth Additionally, there is a strong emphasis on applying new skills in the workplace, which is actively encouraged by the organization.
TRAIN_6 Training in the organization is effective.
REWARD_1 You receive feedback on your work performance from your superiors
In a well-structured organization, employees are recognized and praised for their contributions, which fosters a positive work environment Salaries and bonuses are aligned with individual performance, ensuring fair compensation Transparency regarding salary structures, bonuses, and benefits enhances employee understanding and satisfaction The organization actively rewards innovative initiatives that yield positive outcomes, encouraging a culture of creativity Additionally, clear standards for promotions are established, providing employees with a roadmap for career advancement Overall, a defined growth strategy positions the organization for future success while motivating employees to excel.
PLAN_2 Can you share information about the organization's goals
PLAN_3 You can see the connection between your work and the overall goals of the organization.
PLAN_4 Managers in the organization always plan ahead for changes that can affect business results TEAM_1 You enjoy working with people in your department.
In your organization, teamwork is highly encouraged, fostering a collaborative environment where employees willingly support one another across departments This strong sense of cooperation ensures that when assistance is needed, help is readily available, reflecting a commitment to collective success Employees express a desire for long-term engagement with the organization, demonstrating their dedication by proactively taking on assigned tasks to contribute to its goals.
COMMITV_3 You will stay with the organization for a long time even though there are other places offering more attractive salary.
COMMITV_4 You are willing to sacrifice personal interests when necessary to help the organization work successfully.
COMMITV_5 In many ways, you consider the organization as your second home.
COMMITV_6 You feel loyal to the organization.
For the scale of employees commitment with the organization by Allen and Meyer (1990) was developed, adjusted and tested in Vietnam in the research topic
To measure the factors affecting the employees commitment to Ngoc Tri Company for the factors listed in the above quantitative study.
3.3.2.1 Quantitative research sample design a Sample
The sample for this study was selected using the convenient sampling method, a non-probability approach that allows researchers to easily access participants This method was chosen due to its accessibility, as respondents are readily available to complete the research questionnaire, making it a cost-effective and time-efficient option for data collection According to Cooper and Schindler (1998), the primary reasons for utilizing non-probability sampling methods are the significant savings in both time and costs.
According to the study by Hair, Anderson, Tatham, and Black (1998), the minimum sample size for research utilizing factor analysis should be five times the total number of observed variables, as supported by Comrey (1973) and Roger (2006) The formula for determining the sample size is n=5*m, where m represents the number of questions in the lesson This guideline ensures a suitable sample size for effective analysis.
Hair et al (2014) suggest that the ideal ratio of observations to an analytic variable is between 5:1 and 10:1, with some researchers advocating for an even higher ratio of 20:1 This "number of observations" refers to the minimum number of valid questionnaires needed for reliable analysis.
"Measurement variable" is a measurement question in the survey
This study utilizes a 5-level Likert scale to evaluate 32 questions, corresponding to 32 observed variables across various factors To achieve statistical significance, a minimum sample size of 160 participants is determined, based on a 5:1 ratio of respondents to variables This ensures the accuracy and relevance of the study's findings.
Variable name The scale Source
COMMU1 Policies related to personnel in the organization are fully and clearly communicated
COMMU2 The company provides enough information for you to do the job.
COMMU3 You receive guidance from your superiors when you have difficulty in solving work
COMMU4 Communication between departments is always encouraged in the organization
COMMU5 Functions, tasks do not overlap between departments
Table 5 The scale of Communications
Variable name The scale Source
TRAIN1 You can participate in training programs according to the requirements of the job
TRAIN2 You are trained in the necessary skills to do the job well
TRAIN3 You know the necessary conditions to be promoted in the organization
TRAIN4 You have many opportunities for career development in the organization
TRAIN5 The organization always encourages the application of new skills at work.
TRAIN6 Training in the organization is effective.
Table 6 The scale of Training and development
Variable name The scale Source
REWARD1 You receive feedback on your work performance from your superiors
REWARD2 When you do a good job, you receive praise and recognition from your superiors
REWARD3 The bonus you receive is commensurate with the results of your contribution to the organization
REWARD4 You have a good understanding of bonuses and benefits in the organization
REWARD5 The organization often rewards you when you come up with new initiatives that bring good results to the organization
REWARD6 The organization always sets standards to consider promotion for employees
Table 7 The scale of Reward and Recognition
Variable name The scale Source
PLAN1 Your organization have a clear future growth strategy.
PLAN2 You can share information about the organization's goals
PLAN3 Can you see the connection between the work I'm doing and the item overall goals of the organization
PLAN4 Managers in the organization always plan predetermine possible changes impact on business results
Table 8 The scale of Planing
Variable name The scale Source
TEAM1 You enjoy working with people in your department.
TEAM2 Employees in your department are available willing to cooperate with each other and work as a team
TEAM3 When you need support, you always receive the cooperation of departments in the organization
TEAM4 Teamwork is encouraged and implemented in your organization
TEAM5 You receive enthusiastic cooperation of other departments in the company
Table 9 The scale of Teamwork
Variable name The scale Source
COMMITV1 You want to stay and work with Allen và Meyer (1990) the organization for a long time.
COMMITV2 You voluntarily do anything assigned by the organization to stay and work with the organization.
COMMITV3 You will stay with the organization for a long time even though there are other places offering more attractive salary.
COMMITV4 You are willing to sacrifice personal interests when necessary to help the organization work successfully.
COMMITV5 In many ways, you consider the organization as your second home.
COMMITV6 You feel loyal to the organization.
Table 10 The scale of the commitment
RESEARCH RESULT
RESEARCH DESCRIPTION
A total of 160 questionnaires were distributed to employees at Ngoc Tri Company, with all 160 responses deemed valid This sample size complies with the minimum requirements for statistical analysis, ensuring a reliable classification structure based on established criteria.
Source: Results of SPSS data analysis
Classify 160 participants according to gender composition, age, time and education level
The survey included 70 male respondents (43.8%) and 90 female respondents (56.2%), indicating that the majority of employees in the company are women This trend reflects the broader dynamics of the real estate industry, which often demands meticulousness and effective communication skills, traits that tend to be more prevalent among women Consequently, the gender distribution shows a significant difference, with women representing 56.2% of the workforce compared to 43.8% for men.
Table 12 Analysis describing gender factors
Figure 7: Analysis describing gender factors
Source: Results of SPSS data analysis
The age distribution of respondents in the garment industry survey reveals that 55% are between 25 and 34 years old, highlighting a significant concentration of young workers Additionally, 28.1% of respondents are under 25, while 15% fall within the 35 to 44 age range, and only 1.9% are over 44 This trend underscores the industry's demand for dynamism and creativity, which are often found in younger employees.
Table 13 Analysis describing age group factors
Figure 8: Analysis describing age group factors
Source: Results of SPSS data analysis
Work experience: Of the total number of people surveyed, 46.9% have worked from
1 to 3 years, 23.8% have worked for less than 1 year and 19.4% have worked from 3 to 6 months, the rest have working time for more than 5 years.
Table 14: Analysis describing the group of seniority factors
Figure 9: Analysis describing the group of seniority factors
Source: Results of SPSS data analysis
Education factor: Of the total number of people surveyed, 40% have university degrees, 38.8% have college degrees and 15% have graduate degrees, the rest have intermediate degrees.
Frequency Percent Valid Percent Cumulative
Table: Analysis describes the education factor
Figure 10: Analysis describes the education factor
Source: Results of SPSS data analysis
4.2 SCALE OF ORGANIZATIONAL CULTURAL FACTORS EFFECTS EMPLOYEES COMMITMENT TO NGOC TRI COMPANY
Ensuring the reliability of a scale is crucial for effective analysis and research To evaluate the scale's reliability, it is important to maintain a Cronbach's Alpha coefficient of 0.6 or higher Additionally, each observed variable should have a Cronbach's Alpha If Item Deleted value lower than the overall Cronbach's Alpha, and the total correlation coefficient for each variable must be at least 0.4.
4.2.1.Reliability test for the " Communications in the organiazation " factor
Scale Mean if Item Deleted
Scale Variance if Item Deleted
The Cronbach's Alpha reliability coefficient for the "Communications in the Organization" scale is satisfactory, with a total correlation coefficient exceeding 0.6 Excluding any observed variables results in a Cronbach's Alpha coefficient of less than 0.903, confirming the scale's reliability Consequently, the scale, consisting of five observed variables—COMMU1, COMMU2, COMMU3, COMMU4, and COMMU5—is deemed suitable for exploratory factor analysis (EFA).
4.2.2 Reliability test for "Trainning and development" factor
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
The "Training and Development" scale demonstrates a high reliability, with a Cronbach's Alpha coefficient of 0.928, exceeding the acceptable threshold of 0.6 Each observation variable—TRAIN1, TRAIN2, TRAIN3, TRAIN4, and TRAIN5—shows a total variable correlation coefficient greater than 0.5, indicating strong interrelatedness and adherence to quality standards Consequently, all five observation variables meet the necessary criteria for reliability testing, making the scale suitable for subsequent analytical processes.
4.2.3 Reliability test for the " Reward and Recognition" factor
Scale Mean if Item Deleted
Cronbach's Alpha if Item Deleted
The "Reward and Recognition" scale demonstrates a high Cronbach's Alpha coefficient of 0.931, indicating strong internal consistency Additionally, the total variable correlation coefficients for the scale's observation variables exceed 0.5, surpassing the acceptable threshold and confirming the scale's quality and reliability.
In conducting the reliability test for the "Feeling of Competency at Work" scale, six observation variables—REWARD1, REWARD2, REWARD3, REWARD4, REWARD5, and REWARD6—successfully met the necessary criteria, making them suitable for subsequent analysis.
4.2.4 Reliability test for the " Planning" factor
Scale Variance if Item Deleted
The Cronbach's alpha coefficient of 0.911 indicates a high level of reliability for the scale Additionally, all correlation coefficients among the variables exceed the acceptable threshold of 0.6, confirming the scale's robustness Consequently, the observed variables from this scale were incorporated into the exploratory factor analysis (EFA).
4.2.5 Reliability test for the “ Teamwork” factor
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
The Cronbach's alpha coefficient of 0.922 indicates a high level of reliability for the scale Additionally, the correlation coefficients for the summed variables exceed the acceptable threshold of 0.6, confirming the scale's adequacy Consequently, the observed variables from this scale were incorporated into the exploratory factor analysis (EFA).
4.2.6 Reliability test for the “The commitment ” factor
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach's alpha coefficient of 0.872 is satisfactory The correlation coefficients of the sum of the variables measuring this factor all meet the standard >
0.6 Therefore, this scale is satisfactory, and the observed variables of this scale were included in the EFA exploratory factor analysis.
4.3.7 Summary of Cronbach's Alpha coefficient of the scale:
Table 12: Summary of Cronbach's Alpha coefficient of the scale
ITEM N of item N of item satisfied Cronbach's Alpha
Following the Cronbach's Alpha reliability assessment, 32 observed variables were identified as suitable for further exploratory factor analysis (EFA) in the study.
ASSESSMENT OF ORGANIZATIONAL CULTURAL FACTORS EFFECTS
Exploratory factor analysis aims to simplify and consolidate variables to derive convergent values for each factor while ensuring discriminant values between them To effectively apply this analysis, it is crucial to meet specific criteria, including a Bartlett's test significance index (SIG) of ≤ 0.05 and a KMO value of ≥ 0.5 The principal component analysis method, often paired with varimax rotation, is commonly utilized in this process After rotation, a factor loading of ≥ 0.5 indicates practical significance, and the total variance should be at least 50%, with Eigenvalues exceeding 1, while elements with Eigenvalues below this threshold are typically disregarded.
1 will not summarize information better than an original variable In addition, the factor loading factor difference of an observed variable between factors is ≥ 0.5 to produce a discriminant value between factors.
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .870
Table 13: Kmo và Bartlett's Test
Bartlett's test results (Bartlett's sphere test) in KMO and Bartlett's checklist with sig
= 0.000 and KMO = 0.870 >0.5 both meet the requirements.
Initial Eigenvalues Extraction Sums of Squared
Extraction Method: Principal Component Analysis.
At the values, factor analysis extracted 5 factors from 26 observed variables with a total variance of 76.457% (> 50%) in accordance with the evaluation criteria of the factor analysis method.
The factor matrix reveals that all observed variables exhibit factor loading coefficients exceeding 0.5, underscoring the scale's significance and rigor The rotation results effectively condense 26 variables into 5 distinct factors.
Based on the theoretical basis and the observed variables present in each group of factors, the author renames the following groups of factors:
+ The first element is all parts of the component " Organizational communication " (code is COMMU) including observable variables:
COMMU1: Policies related to personnel in the organization are fully and clearly communicated
COMMU2: The company provides enough information for you to do the job COMMU3: You receive guidance from your superiors when you have difficulty in solving work
COMMU4: Communication between departments is always encouraged in the organization
COMMU5: Functions, tasks do not overlap between parts
+ The second element is the component "Training and Development" (code is TRAIN) which includes observed variables:
TRAIN1: You can participate in training programs according to the requirements of the job
TRAIN2: You are trained in the necessary skills to do the job well
To achieve promotion within the organization, it is essential to understand the necessary conditions for advancement The organization offers numerous opportunities for career development, fostering an environment that encourages the application of new skills in the workplace Additionally, the training provided is highly effective, ensuring employees are well-equipped for their professional growth.
+ The third element is the component "Reward and recognition" (code is REWARD) including observable variables:
REWARD1: You receive feedback on your work performance from your superiors REWARD2: When you do your job well, you receive praise and recognition from your superiors
REWARD3: The salary and bonus you receive are commensurate with the results of your contribution to the organization
REWARD4: You have a good understanding of salaries, bonuses and benefits in the organization
REWARD5: The organization often rewards when you come up with new initiatives that bring good results to the organization
REWARD6: The organization always sets the criteria for considering promotion for employees
+ The fourth element is the component "Planning" (code is PLAN) including observed variables:
PLAN1: Your organization have a clear future growth strategy.
PLAN2: You can share information about the goals of the organization
PLAN3: You can see the connection between your work and the overall goals of the organization
PLAN4: Managers in the organization always plan ahead for changes that can affect business results
+ The fifth element is the "teamwork" component (code is TEAM) including observed variables:
TEAM1: You enjoy working with people in your department.
TEAM2: Employees in your department are willing to cooperate with each other and work as a team
TEAM3: When you need support, you always receive the cooperation of departments and divisions in the organization.
TEAM4: Teamwork is encouraged and implemented in your organization
TEAM5: You receive the enthusiastic cooperation of other departments in the company
Thus, based on the above EFA exploratory factor analysis results, the scale of organizational culture factors and 5 factors affecting employees commitment.
CORRECTIVE ANALYSIS
After conducting exploratory factor analysis, it is essential to create representative variables from the final factor rotation results for subsequent correlation and regression analysis Each factor identified in the rotation will contain representative variables arranged in a column Consequently, we must calculate the average of these representative variables.
- The variable "COMMU" represents the variables belonging to the group of independent factors " Communication ".
- The variable "TRAIN" represents the variables of the independent factor group
- The variable "REWARD" represents the variables of the independent factor group
- The variable "PLAN" represents the variables of the group of independent factors
- The variable "TEAM" represents the variable of the group of independent factors
- The variable "COMMITV" represents the variables belonging to the dependent group " Commitment "
The results of the correlation analysis between the representative variables are shown in the following table:
COMMU TRAIN REWARD PLAN TEAM
** Correlation is significant at the 0.01 level (2-tailed).
The coefficient of correlation analysis shows the degree of correlation between the independent and dependent variables and they are measured by
The Pearson correlation coefficient indicates the strength of the relationship between variables, with values closer to 1 signifying a stronger correlation As shown in the correlation matrix, there is a significant linear correlation between the dependent variable COMMITTV and the independent variables COMMU, TRAIN, REWARD, PLAN, and TEAM, as the significance level is below 0.05 The coefficients range from 0.392 to 0.629, particularly highlighting the correlation between the commitment variable (COMMITTV) and organizational communication.
The correlation coefficients indicate significant relationships among various factors: communication (COMMU) at 0.561, training and development (TRAIN) at 0.616, rewards and recognition (REWARD) at 0.585, future planning orientation (PLAN) at 0.592, and teamwork (TEAM) at 0.629 Therefore, applying linear regression analysis is deemed appropriate for further exploration of these relationships.
REGRESSION ANALYSIS
The author performs regression analysis after examining the correlation between variables to evaluate the research model that investigates how organizational culture factors influence employee engagement at Ngoc Tri Company This analysis employs the multiple linear regression method.
For the selection decision variable as the dependent variable, the remaining 5 variables are independent The variables presented in the linear regression model are as follows:
COMMITTV = β 0 + COMMU*ββ 1 + TRAIN*ββ 2 + REWARD*ββ 3 + TEAM *ββ 4 + TEAM *ββ 5
Std Error of the Estimate
1 770 a 593 580 55211 1.742 a Predictors: (Constant), TEAM, REWARD, COMMU, PLAN, TRAIN b Dependent Variable: COMMITTV
The adjusted R² coefficient of 0.58 in the regression model reveals that approximately 58% of the variability in Ngoc Tri Company's supplier selection decision can be attributed to the linear relationship between the COMMITTV variable and the independent variables included in the model.
Model Sum of Squares df Mean Square F Sig.
Total 46.894 159 a Dependent Variable: COMMITTV b Predictors: (Constant), TEAM, REWARD, COMMU, PLAN, TRAIN
The results of the analysis of variance showed that the experimental value F
The regression model, with a significance level of 0.000, demonstrates a strong fit for the collected data, indicating a linear relationship between the decision variable and at least one of the key factors: Communication, Training and Development, Reward, Planning, and Teamwork.
Standardized Coefficients t Sig Collinearity Statistics
The regression model's variance inflation factor (VIF) for each variable is below 2, indicating that there is no violation of multicollinearity among the independent variables, which are closely correlated with one another The regression equation is illustrated as follows:
COMMITTV=0,466+0,157*βCOMMU+0,209*βTRAIN+0.188*βREWARD+0.188*βPLAN+0.180*βTEAM
Organizational communication, training and development, reward and recognition, planning and teamwork increased by 1 unit, the impact on employees commitment will increase: 0.157; 0.209; 0.188; 0.188; 0.180 units.
To determine the appropriateness of a linear model constructed using the Ordinary Least Squares (OLS) method, it is essential to test for any violations of the method's underlying hypotheses.
- Check linear contact violation of independent residuals
To assess the linearity of residuals among independent variables, we utilize a scatterplot to evaluate the fit of the estimator function The scatterplot reveals that the normalized residuals are centered around the zero coordinate line, indicating that the assumption of a linear relationship among the residuals and independent variables is upheld in the model.
Check the variance violation of the change error in the remainder
To evaluate the variance of residual change, we employ Spearman correlation analysis, utilizing a standard confidence coefficient of 95% The findings from this analysis are detailed below.
Figure 12: Regression Standardized Residual of dependent
The graph illustrates a standard distribution curve overlaid on a histogram, revealing a bell-shaped pattern that aligns with the characteristics of a normal distribution The mean is approximately 0, and the standard deviation is close to 1 at 0.984, indicating that the standard residual distribution is nearly accurate Consequently, it can be concluded that the assumption of normality for the residuals remains intact.
Figure 13 P-P Plot of Regression Standardized Residual
The P-P Plot ensures that the percentiles of the residual distribution align along a diagonal line, indicating that the residuals follow a normal distribution This alignment confirms that the regression assumption regarding the standard distribution of residuals is upheld.
ASSESS THE EXTENT TO WHICH ORGANIZATIONAL CULTURAL
From the results of linear regression analysis, we can check the appropriateness of the hypotheses in the proposed research model:
Effective communication within an organization significantly enhances employee commitment, as evidenced by a statistical significance of 0.001, which is below the 0.05 threshold This finding supports the acceptance of hypothesis H1, indicating that both organizational communication and culture play crucial roles in fostering employee dedication Additionally, the regression coefficient for the communication variable (COMM) is 0.157, highlighting its position as the third most influential factor among the five considered in the organizational culture model impacting employee commitment.
+ Theory of training and development
H2: Training and development has a positive relationship with employees commitment with the organization The test results on training and development (sig
The findings indicate a significant relationship between training and development and employee commitment, with a p-value of 0.003, which is less than the threshold of 0.05 This supports the acceptance of hypothesis H2 Additionally, the regression analysis reveals a coefficient of 0.209, highlighting that training and development is one of the key factors influencing employee commitment within the organization.
+ Theory of Reward and recognition
Reward and recognition significantly influence employee commitment, as indicated by a p-value of 0.001, leading to the acceptance of hypothesis H3 The regression coefficient of 0.188 highlights the importance of these factors within the organizational culture model, demonstrating their critical role in fostering employee dedication to the organization.
Effective planning significantly enhances employee commitment to the organization, as evidenced by the future planning orientation test results (sig = 0.03 < 0.05) This indicates a strong relationship between future planning and employee dedication, leading to the acceptance of hypothesis H4 The regression coefficient of 0.188 highlights the crucial role that planning plays in shaping organizational culture and its positive impact on employee commitment.
Teamwork significantly influences organizational culture, which in turn enhances employee commitment to the company The t-test results indicate a strong relationship (sig = 0.006 < 0.05), confirming that teamwork positively affects employee commitment Additionally, the regression coefficient of 0.180 underscores the importance of this factor within the model of organizational culture's impact on employee engagement.
This chapter presents the results obtained from the analysis of earnings data.
The study, involving a sample size of 160 respondents, examines the impact of organizational culture on employee commitment at Ngoc Tri Company, taking into account the size of the business and the geographical location of the participants.
Testing Cronbach's Alpha and conducting EFA factor analysis, along with regression analysis, revealed five key factors influencing employee commitment at Ngoc Tri Company: training and development, reward and recognition, planning, teamwork, and communication The findings indicate a positive correlation between these factors and employees' commitment to the organization.
CONCLUSIONS AND RECOMMENDATIONS
CONCLUSIONS
A reliability analysis using Cronbach's Alpha and exploratory factor analysis (EFA) identified 26 observed variables grouped into five key factors: training and development, reward and recognition, planning, teamwork, and communication These findings enhance the understanding of how organizational cultural factors influence employee commitment at Ngoc Tri Company Furthermore, this scale system can be utilized to inform and refine the company's business strategy.
The research model identifies five key organizational culture factors that influence employee commitment at Ngoc Tri Company Data analysis reveals that each of these factors significantly affects employees' commitment decisions within the organization.
Training and development have the strongest effects employees commitment at company Next is the reward and recognition, planning factors that have effects employees commitment at Company.
Training and development significantly enhance employee commitment, while factors such as reward and recognition, effective planning, teamwork, and strong organizational communication also contribute positively to employees' decisions to remain with the organization.
Learn and identify organizational cultural factors that affect the employees commitment decision of Ngoc Tri Company through a research model.
A quantitative research study on Ngoc Tri Company revealed that five key organizational cultural factors significantly influence employee commitment These factors, in order of importance, are training and development, reward and recognition, planning, teamwork, and communication.
Research indicates that training and development, reward and recognition, planning, teamwork, and communication significantly enhance organizational culture, positively impacting employee commitment These findings not only identify key influencing factors but also reflect the expectations of both surveyors and participants.
Enterprises can leverage the findings of this study to establish integrated strategic goals for human resource development Based on the research outcomes, the author suggests several recommendations aimed at enhancing corporate policies to boost employee commitment to the organization.
A well-defined training and development policy is crucial for enhancing employee commitment within the organization, as evidenced by a significant positive correlation (B=0.209) To foster this commitment, the company must implement a targeted training plan and career development strategy for its employees Consequently, the focus of training and development efforts should address key areas that support both individual growth and organizational success.
To effectively address training needs, it is essential to assess the standards associated with each position and title This involves evaluating job performance metrics, such as completion rates and productivity levels, to identify the specific skills, behaviors, and expertise required for employees to meet the established standards for their roles.
Identifying training needs is essential for aligning employees' skills and expertise with job requirements By analyzing these needs, organizations can pinpoint gaps in knowledge and determine the necessary training to enhance job performance or guide professional development.
To create effective training plans and programs, businesses must assess their resources and identify specific training needs These plans should clearly outline training objectives, subject areas, skill groups, and specialties to be developed Additionally, the implementation budget must align with the company's available resources and financial constraints.
A well-structured reward policy and timely recognition of employee achievements are crucial for enhancing motivation within an organization Implementing an effective reward and encouragement system fosters a sense of accomplishment and drives employees to perform at their best Additionally, fair assessment of performance and equitable rewards contribute to employee retention and loyalty Therefore, organizations must prioritize these aspects to cultivate a motivated and dedicated workforce.
A clear, transparent, and reasonable reward policy is essential and should be effectively communicated to all employees Additionally, implementing welfare initiatives such as seniority allowances, accident insurance, and support for economically disadvantaged families is crucial for fostering a supportive work environment.
To maintain a leading position, it is essential to establish a structured job evaluation process that includes emulation and commendation This process should clearly outline the order, timing, standards, and methods for recognizing initiatives and achievements, as well as the corresponding forms and levels of rewards.
To effectively guide future plans, companies must prioritize employee development by offering ample opportunities for promotion and career advancement By fostering an environment that encourages innovative initiatives yielding positive results, organizations can enhance employee engagement Consistency and fairness in promotion processes are crucial, as setting clear standards for evaluating promotions helps employees feel valued for their contributions Ultimately, recognizing and rewarding employees' efforts will inspire greater dedication and commitment to the company's success.
Team building and teamwork: The element of teamwork has a good impact.
To improve this factor, it is necessary to focus on the following contents:
Encouraging and implementing teamwork within the company fosters a shared understanding of knowledge among employees, leading to increased efficiency and effectiveness By being part of a team, employees develop a stronger commitment to the organization, which yields long-term benefits Additionally, teamwork accelerates individual learning and the acquisition of specialized skills.
LIMITATIONS OF THE STUDY
The study primarily concentrates on the Company and does not encompass the broader context of Vietnam While the use of convenient sampling offers benefits such as ease of implementation and cost-effectiveness, it lacks high representativeness Consequently, further research is necessary, and the conclusions drawn may not fully address the entire research issue.
The observed variables have potential effects that the author has not mentioned so that the results may be biased.
The findings of the study may not be entirely comprehensive, as the knowledge and psychology of the surveyed individuals are diverse and not uniform This research focused on five key organizational culture factors that influence employee commitment, but it is essential to acknowledge that other potential factors may also impact employee dedication to the organization, which were not explored in this study.
APPENDICES APPENDICE 1 DISCUSSION GROUP Part I: INTRODUCTION
Firstly, I would like to send my respectful greetings and thanks to you for giving me the opportunity to meet you today.
I would like to introduce myself, my name is Nguyen Thi Trung Nguyen and
As a student of Duy Tan University, I am conducting research on organizational culture and commitment, and I am grateful for the participation of employees from Ngoc Tri Real Estate Company Limited To ensure the success of this discussion, I encourage all participants to share their thoughts and opinions freely, without fear of judgment, as there are no right or wrong views Your candid comments and insights are invaluable to my research, and I appreciate your willingness to contribute to this conversation.
Evaluate the interviewee's comprehension of each statement by identifying which ones are clear and which may require further clarification or removal This analysis will help determine the effectiveness of the statements in conveying their intended meaning.
Effective communication of personnel policies within the organization ensures clarity and understanding among employees The company supplies sufficient information to empower employees in their roles, while superiors offer guidance to assist in overcoming work-related challenges Interdepartmental communication is actively promoted, fostering collaboration and teamwork Additionally, clear delineation of functions and tasks prevents overlap between departments, enhancing operational efficiency.
TRAIN_1 You can participate in training programs according to the job requirements TRAIN_2 You are trained in the necessary skills to do the job well
TRAIN_3 You know the necessary conditions to be promoted in the organization TRAIN_4 You have many opportunities for career development in the organization
TRAIN_5 The organization always encourages the application of new skills at work.
TRAIN_6 Training in the organization is effective.
REWARD_1 You receive feedback on your work performance from your superiors.
When you excel in your role, you can expect praise and recognition from superiors, as well as a salary and bonus that reflect your contributions to the organization Additionally, you'll have a clear understanding of the compensation and benefits package The organization also encourages innovation, often rewarding employees for new initiatives that drive positive results Furthermore, a clear framework for promotions is established, providing a sense of security and opportunity for growth This, combined with a well-defined future growth strategy, allows employees to feel confident in their career trajectory and the organization's vision for the future.
PLAN_2 Can you share information about the organization's goals
PLAN_3 You can see the connection between your work and the overall goals of the organization.
PLAN_4 Managers in the organization always plan ahead for changes that can affect business results TEAM_1 You enjoy working with people in your department.
In your organization, teamwork is highly valued, with employees in your department actively cooperating and collaborating effectively Whenever you require support, you consistently receive enthusiastic assistance from other departments, fostering a strong sense of unity This culture of teamwork is not only encouraged but also implemented throughout the organization Additionally, your commitment to the organization is evident as you express a desire to remain long-term and willingly take on tasks assigned to you, demonstrating your dedication to the company’s success.
COMMITV_3 You will stay with the organization for a long time even though there are other places offering more attractive salary.
COMMITV_4 You are willing to sacrifice personal interests when necessary to help the organization work successfully.
COMMITV_5 In many ways, you consider the organization as your second home.
COMMITV_6 You feel loyal to the organization.
- Do you understand the content of each statement? What makes you confuse when reading the statements above?
- In your opinion, how should the above statements be changed so that readers can easily understand and understand the content of the statement?
- In your opinion, are there any additional statements or types of statements?
Thank you for participating in the group discussion Wishing you a happy and successful working day!!!
As a Duy Tan University student currently interning at Ngoc Tri Real Estate, I am conducting a survey for my graduation thesis on "The Effects of Organizational Culture on Employee Commitment at Ngoc Tri Real Estate Company Limited." Your participation in this survey is greatly appreciated and will solely be used for educational purposes Thank you for taking the time to help me with this important research.
Part II Well-being and Turnover intention
The survey has 5 rating levels:
1=Totaly disagree, 2=Disagree, 3=Neutral, 4=Agree, 5=Totaly agree
COMMU1 Policies related to personnel in the organization are fully and clearly communicated
COMMU2 The company provides enough information for you to do the job
COMMU3 You receive guidance from your superiors when you have difficulty in solving work
COMMU4 Communication between departments is always encouraged in the organization
COMMU5 Functions, tasks do not overlap between departments
Training and development TRAIN1 You can participate in training programs according to the requirements of the job
TRAIN2 You are trained in the necessary skills to do the job well
TRAIN3 You know the necessary conditions to be promoted in the organization
TRAIN4 You have many opportunities for career development in the organization
TRAIN5 The organization always 1 2 3 4 5 encourages the application of new skills at work.
TRAIN6 Training in the organization is effective.
REWARD1 You receive feedback on your work performance from your superiors.
REWARD2 When you do a good job, you receive praise and recognition from your superiors
REWARD3 The bonus you receive is commensurate with the results of your contribution to the organization
REWARD4 You have a good understanding of bonuses and benefits in the organization
REWARD5 The organization often rewards you when you come up with new initiatives that bring good results to the organization
REWARD6 The organization always sets standards to consider promotion for employees
Planing PLAN1 Your organization have a clear future growth strategy.
PLAN2 You can share information about the organization's goals
PLAN3 Can you see the connection between the work I'm doing and the item overall goals of the organization
PLAN4 Managers in the organization always plan predetermine possible changes impact on business results
TEAM1 You enjoy working with people in your department.
TEAM2 Employees in your department are available willing to cooperate with each other and work as a team
TEAM3 When you need support, you always receive the cooperation of departments in the organization
TEAM4 Teamwork is encouraged and implemented in your organization
TEAM5 You receive enthusiastic cooperation of other departments in the company
Commitment COMMITV1 You want to stay and work with the organization for a long time.
COMMITV2 You voluntarily do anything assigned by the organization to stay and work with the organization.
COMMITV3 You will stay with the organization for a long time even though there are other places offering more attractive salary.
COMMITV4 You are willing to sacrifice personal interests when necessary to help the organization work successfully.
COMMITV5 In many ways, you consider the organization as your second home.
COMMITV6 You feel loyal to the organization.
How long have you been working at Ngoc Tri Company?
Thank you for taking the time to care and answer our survey !!!
1 Le Thuy Kieu (2009), Ảnh hưởng của Văn hóa tổ chức đến sự gắn kết của nhân viên trong tổ chức, Master thesis, University of Economics Ho Chi
2 Do Thi Lan Huong, 2008 Ảnh hưởng của văn hóa công ty đến sự cam kết gắn bó với tổ chức của nhân viên trong các doanh nghiệp ngoài quốc doanh.Master thesis, University of Economics Ho Chi Minh City.
3 Do Thi Thu Hoai, 2009 Văn hóa doanh nghiệp, NXB Tài chính Hà Nội.
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10 Zahariah Mohd Zain et al, 2009 The influence of corporate culture on organisational commitment: Astudy on a Malaysian listed company.
12 Documents of sales department of Ngoc Tri Real Estate Co., Ltd