Rationale
Corporate social responsibility (CSR) has gained significant attention in governance research and practice in developed countries over the past few decades In Vietnam, the concept has become more familiar to businesses in the last ten years, largely due to the influence of international organizations and multinational companies operating within the country Recent demands from foreign partners, coupled with a growing societal awareness and the push for international integration and sustainable development, have heightened interest in CSR among Vietnamese firms However, many companies still perceive CSR primarily as charitable donations and community engagement rather than integrating it into their overall strategy and operations.
The World Business Council (1998) defines Corporate Social Responsibility (CSR) as a commitment by businesses to enhance economic development while improving the quality of life for employees, their families, and the broader community In contemporary practice, CSR extends beyond charity and environmental protection to encompass various dimensions outlined in ISO 26000 These dimensions include organizational governance, human rights, labor practices, environmental stewardship, fair operational practices, consumer issues, and community involvement and development (ISO 26000, 2010).
Thus CSR not only expresses the external responsibility of the firms but also the elements that express the internal activities and internal responsibilities of the firms
VNPT Technology Joint Stock Company, a leader in telecommunications and IT, prioritizes human resources as its core value The company's leadership places significant emphasis on human resource management, recognizing that employee commitment is crucial for organizational success Research, such as that by Anthony Andrew (2017), highlights the positive correlation between employee commitment and business performance Committed employees enhance operational efficiency, accelerate goal achievement, and foster a professional culture that strengthens the brand However, the company also faces certain limitations in this area.
There is no clear content about CSR in the development strategy
The implementation of corporate social responsibility is essential for organizations to comply with state regulations and prioritize employee training and development However, many companies overlook the emotional well-being of their employees regarding these initiatives, leading to a lack of commitment and decreased work efficiency Consequently, organizations face high turnover rates, particularly among specialized staff, highlighting the need for a more holistic approach to employee engagement and support.
The implementation of Corporate Social Responsibility (CSR) at VNPT Technology Company significantly influences employee commitment, yet there is a notable lack of research addressing how employees perceive internal CSR initiatives This gap highlights the need for further studies to explore the relationship between CSR practices and employee engagement within the company.
This study, titled "A Study of Employee Perception of Internal CSR and Employee Commitment in VNPT Technology Company," aims to explore the relationship between employee perceptions of internal Corporate Social Responsibility (CSR) factors and their commitment to the company The findings will provide valuable insights for the Board of Directors to enhance the implementation of CSR initiatives within the organization.
Literature review
Studies from Vietnam and foreign on CSR in general and employee's perception of CSR are seen on many different perspectives, fields and names
Several studies show that companies that carry out social responsibilities bring many benefits such as improving customer satisfaction (Luo & Bhattacharya,
2006), customer- organization fit (Sen& Bhattacharya, 2001), and customer trust (Vlachos, Tsamakos, Vrechopoulus, & Avramidis, 2009) (Herman Aguinis, Ante
While numerous studies have examined the impact of Corporate Social Responsibility (CSR) on external stakeholders, the effectiveness of CSR activities on internal stakeholders, particularly company employees, remains largely unexplored Research has primarily focused on the relationship between CSR and external outcomes, overlooking the potential influence on employee commitment and engagement.
Brammer, Millington, and Rayton (2007) examined how three key aspects of socially responsible behavior influence organizational commitment, focusing on employee perceptions of external corporate social responsibility (CSR), particularly within the community, the fairness of organizational procedures, and the availability of employee training Their research utilized a gender-discriminative model grounded in social identity theory.
Al-bdour, A Ali, Ellisha Nasruddin, and Soh Keng Lin (2010) explored the connection between internal corporate social responsibility (CSR) practices and organizational commitment within Jordan's banking sector, utilizing social exchange theory (SET) Their research identified five key dimensions of internal CSR—health and safety, human rights, training and education, work-life balance, and workplace diversity—that significantly and positively influenced both affective and normative commitment among employees However, the study revealed no significant relationship between these internal CSR dimensions and continuance commitment.
Roudaki J and Arslan M (2017) conducted a study examining the impact of perceived Corporate Social Responsibility (CSR) on Organizational Commitment (OC) among service employees in Pakistan's hotel sector The research focused on four CSR dimensions: economic, legal, ethical, and philanthropic Utilizing a survey method to collect data from hotel employees, the findings indicated a significant and positive correlation between perceived CSR and organizational commitment Notably, the economic and philanthropic dimensions were found to exert the greatest influence on employees' commitment to their organizations.
A study by Nguyen Ngoc Thang and Yves Fassin (2017) examines the influence of internal Corporate Social Responsibility (CSR) on organizational commitment within service firms in Vietnam It highlights key internal CSR factors, including labor relations, work-life balance, social dialogue, health and safety, and training and development The findings reveal that labor relations, health and safety, and training and development significantly enhance employee commitment, whereas work-life balance and social dialogue do not show a correlation with employee commitment.
In Vietnam, there is little research on CSR available The study of Wang
In 2005, research examined the impact of state trade unions on corporate social responsibility (CSR) within Taiwanese transnational corporations, highlighting the management practices and workplace unions that shape labor rights issues The study identified the challenges faced in establishing independent workplace trade unions and investigated the role of newly developed "codes of conduct" from Western buyers, which prioritize the rights to freedom of association and collective bargaining.
In 2012, Nguyen Phuong Mai conducted a study evaluating the implementation of Corporate Social Responsibility (CSR) at DAGARCO, a garment company, by analyzing the perspectives of both managers and employees The research led to recommendations aimed at enhancing the company's CSR practices.
Recent studies on Corporate Social Responsibility (CSR) have highlighted its varying cultural influences and the complexities it introduces for businesses, even within developed economies (Nguyen Ngoc Thang, 2017) However, existing research reveals significant gaps, particularly regarding employee perceptions of internal CSR and its relationship to organizational commitment Notably, there is a lack of comprehensive studies addressing the impact of internal CSR factors on employee commitment Additionally, most research has focused on specific sectors with limited sample sizes, leaving a notable absence of studies on the perception of internal CSR and employee commitment within the Telecom, R&D, and manufacturing sectors, which restricts applicability to companies like VNPT Technology.
This thesis explores the relationship between employee perceptions of internal Corporate Social Responsibility (CSR) and their commitment within the telecommunication and technology sector in Vietnam, specifically focusing on VNPT Technology Company.
Research Subject
The research focuses on the perception of employees about internal CSR and commitment of employees at VNPT Technology Company.
Research Objectives
This research investigates the relationship between employees' perceptions of internal Corporate Social Responsibility (CSR) and their organizational commitment at VNPT Technology Company It develops a theoretical framework to analyze this connection, aiming to create a model that highlights how employees' views on internal CSR influence their commitment to the organization.
The research also makes some proposals for VNPT Technology Company to have proper attention to internal CSR and enhance employee's commitment to the company
Figure 1 A framework for Analyzing the Relationship between Perception of employee of Internal Corporate Social Responsibility (CSR) and Employee
Research Scope
The topic is limited to studying the relationship between employee perception of CSR and employee commitment to more than 1000 employees in VNPT Technology Company
Primary data: investigation, survey from April 2019 to May 2019.
Research methods
Data collection methods
The research was conducted in two phases: qualitative and quantitative In the qualitative phase, interviews were held with eight experts in Corporate Social Responsibility (CSR), each possessing over three years of relevant experience Their insights were instrumental in evaluating and refining the measurement scale and developing the study's questionnaire.
The thesis employed quantitative research, utilizing primary data collected through a structured questionnaire The study focused on a population of approximately 1,000 employees from VNPT Technology Company, with a determined sample size for analysis.
291 (with a confidence level of 95% and a margin of error of 5%) (Research Advisor, 2006) The sampling method: random sampling.
Data analysis methods
The data collected from the survey were analyzed using SPSS 22 software, which facilitated both correlation and regression analyses To ensure the reliability of the study's variables, Cronbach's alpha was calculated, yielding results that indicated acceptable reliability levels, with values ranging from 0.82 to 0.91 (Nguyen Ngoc Thang and Yves Fassin, 2017).
Research agenda
The thesis consists of 4 chapters:
Introduction: Rationale, literature review, research subject, research objects, research scope, research methods
Chapter 1: Theoretical Background provides a comprehensive overview of Corporate Social Responsibility (CSR), focusing on internal CSR factors and employees' perceptions of these initiatives It explores the relationship between internal CSR and employee commitment, highlighting how perceptions of CSR influence organizational commitment Additionally, this chapter addresses the measurement of employees' perceptions of internal CSR and the assessment of employee commitment, establishing a foundational understanding of these interconnected concepts.
Chapter 2: Research Methods outlines the detailed sample and analytical framework used to examine the relationship between employees' perceptions of Internal Corporate Social Responsibility (CSR) and their commitment It also discusses the methods for data collection and analysis employed in the study.
Chapter 3 presents the findings from the analysis of survey data, highlighting the correlation between employee perceptions of internal CSR factors and their commitment to the organization.
Conclusion, limitation, implication and recommendation
THEORETICAL BACKGROUND
Theoretical basis for Corporate Social Responsibility (CSR)
Corporate Social Responsibility (CSR) was first defined in 1953 by Howard R Bowen in his book "Social Responsibilities of the Businessman," marking the beginning of comprehensive discussions on business ethics and social responsibility This foundational work enabled business leaders and academics to integrate these concepts into strategic planning and decision-making A significant contribution to CSR is Carroll's "Four-Part Model of Corporate Social Responsibility," introduced in 1979 and refined in subsequent publications Carroll defines CSR as the economic, legal, ethical, and philanthropic expectations that society places on organizations at any given time.
Figure 1.1 Carroll’s (1991) Four-Part Model of CSR
Carroll defines Corporate Social Responsibility (CSR) as a multi-layered concept comprising four interrelated aspects: economic, legal, ethical, and philanthropic responsibilities He illustrates these responsibilities as consecutive layers within a pyramid, emphasizing that genuine social responsibility necessitates fulfilling all four levels in sequence.
Economic responsibility is fundamental for companies, as they must meet the expectations of shareholders seeking reasonable returns, employees desiring safe and fairly compensated jobs, and customers wanting quality products at fair prices A company's primary obligation is to operate effectively as an economic entity and maintain its business viability This foundational layer of Corporate Social Responsibility (CSR) underpins all subsequent responsibilities, resting on a solid economic base According to Carroll (1991), fulfilling economic responsibilities is essential for all corporations.
Corporations have a legal responsibility to adhere to laws that reflect society's moral standards, which is essential for any discussion on social responsibilities According to Carroll (1991), meeting these legal obligations is crucial for businesses aiming to demonstrate social responsibility, similar to the necessity of fulfilling economic responsibilities.
Ethical responsibility requires corporations to act in a manner that is right, just, and fair, even in the absence of legal obligations According to Carroll (1991), these ethical responsibilities encompass societal expectations that extend beyond mere economic and legal requirements.
Philanthropic responsibility represents the highest level of Corporate Social Responsibility (CSR), focusing on the voluntary contributions corporations make to society This includes charitable donations, the development of recreational facilities for employees and their families, support for local educational institutions, and sponsorship of arts and sports events Such initiatives not only enhance community well-being but also reflect a company's commitment to social good.
(1991), philanthropic responsibilities are therefore merely desired of corporations without being expected or required, making them „less important than the other three categories‟
The four-part pyramid model of Corporate Social Responsibility (CSR) effectively organizes social responsibilities into distinct dimensions while recognizing the essential need for firms to remain profitable and comply with legal standards This pragmatic and comprehensive model, however, falls short in addressing conflicts that may arise between multiple responsibilities Carroll's model suggests that firms must prioritize lower-level responsibilities before achieving higher ones, clearly differentiating between ethical, philanthropic, economic, and legal obligations Yet, these responsibilities often intersect and coexist, revealing the complexity of CSR According to Matten and Moon (2004), CSR encompasses various concepts like business ethics, corporate philanthropy, and sustainability, making it a dynamic notion that evolves with specific economic, political, and social contexts Consequently, the understanding of CSR is influenced by the interplay between the roles of enterprises and the state, shaped by both geographical and temporal factors.
Corporate Social Responsibility (CSR) is a multifaceted concept defined in various ways, yet it fundamentally shares common principles While each enterprise may pursue distinct developmental benefits in line with current legislation, CSR must also align with the broader advancement of the social community.
In the thesis, the author adopts the European Commission's 2011 definition of Corporate Social Responsibility (CSR) and ISO 26000:2010, which defines CSR as the responsibility of enterprises for their societal impacts Compliance with applicable laws and collective agreements is essential for fulfilling this responsibility To effectively implement CSR, businesses must integrate social, environmental, ethical, human rights, and consumer considerations into their core strategies and operations, working closely with stakeholders This approach aims to maximize shared value for owners, shareholders, and society while identifying, preventing, and mitigating any potential negative impacts.
Corporate Social Responsibility (CSR) encompasses various dimensions outlined in ISO 26000:2010, including environmental protection, community involvement, fair operational practices, consumer benefits, human rights, labor practices, and organizational governance The first four aspects reflect the external responsibilities of firms, while the latter three pertain to internal responsibilities This distinction between external and internal responsibilities is relative, as neither is inherently more important than the other Implementing CSR not only fosters sustainable development for businesses but also promotes the broader advancement of communities and society as a whole.
1.1.2 Theory related to corporate social responsibility
1.1.2.1 The stakeholder theory of the firm
The stakeholder theory of the firm is probably the most popular and influential theory to emerge in the CSR area (Stark, 1994) While the term
The term "stakeholder" emerged in the 1960s, with Edward Freeman formalizing stakeholder theory in the 1980s This theory posits that managers should align their policies to meet the needs of various stakeholders, including employees, customers, suppliers, and community organizations, rather than focusing solely on shareholders Stakeholders are categorized as primary or secondary based on their significance to the organization, with primary stakeholders, particularly employees, playing a crucial role in the success of corporate social responsibility (CSR) initiatives By benefiting from socially responsible practices, employees can significantly influence the implementation and effectiveness of these programs.
The traditional model of managerial capitalism, illustrated in Figure 1.2(a), depicts a company as primarily connected to four key groups: suppliers, employees, shareholders, and consumers In this framework, shareholders are regarded as the firm's "owners" and hold a dominant position, guiding the corporation's operations to align with their interests The company utilizes resources from suppliers and employees to create products for consumers, emphasizing the shareholder-centric nature of this model.
(a) Traditional managerial model of the firm
Figure 1.2 Stakeholder theory of the firm (Crane and Matten, 2004)
In the stakeholder view of the firm, depicted in Figure 1.2(b), shareholders represent just one of many groups with which the company interacts The corporation has responsibilities not only to its shareholders but also to various other constituencies impacted by its operations This positioning highlights the firm as a hub of interconnected, reciprocal relationships among diverse stakeholders.
1.1.2.2 Theory of sustainable core triple
Since the Rio Earth Summit in 1992, sustainability has emerged as a key framework for evaluating corporate social responsibility (CSR) initiatives and broader industrial and social development.
The triple bottom line (TBL), introduced by John Elkington in 1994 and expanded in 1998 to include environmental and social value, emphasizes a holistic approach to sustainability Initially focused on environmental management, the concept has evolved to encompass economic and social dimensions alongside environmental considerations, reflecting a more comprehensive understanding of sustainability (Elkington, 1998).
Employee Commitment
Organizational commitment has garnered significant attention from management researchers and organizational behavior scientists, highlighting its importance in understanding employee relationships within organizations Defined as the emotional involvement and commitment of employees to their organization, this concept reflects varying levels of dedication among individuals and across different organizations.
Organizational commitment refers to the psychological attachment an employee has to their organization, influencing their decision to remain with it This concept has gained significant traction in human resources, as organizations seek to assess employees' commitment levels According to Mathews and Jerry (2002), organizational commitment is a belief that employees internalize, while Meyer et al (2006) describe it as a force that connects individuals to a target and guides their actions relevant to that target Understanding organizational commitment is crucial for organizations aiming to enhance employee retention and engagement.
Organizational commitment, as defined by Meyer and Allen (1991), encompasses three key themes: affective attachment, perceived costs of leaving, and the obligation to stay, known as affective, continuance, and normative commitment Each of these approaches highlights commitment as a psychological state that shapes the employee's relationship with the organization, influencing their decision to remain a member Furthermore, these psychological states have distinct effects on work-related behaviors.
Affective commitment is defined as an employee's emotional attachment to and involvement in their organization, leading them to stay because they genuinely want to Mowday (1982) categorizes the antecedents of affective commitment into four areas: personal characteristics, structural characteristics, job-related characteristics, and work experiences While demographic factors such as age, tenure, gender, and education have been studied in relation to commitment, their connections are often weak due to moderating variables like job status and work rewards Research on the link between organizational characteristics and commitment is limited, though findings indicate that affective commitment is positively associated with decentralized decision-making and formalized policies In contrast, numerous studies have focused on work experience factors that correlate with affective commitment, such as equitable reward distribution, role clarity, conflict resolution, and supervisor support.
& Durick, 1988), fairness of performance-based rewards and job challenge (Meyer
Research indicates that employees' work experiences significantly influence their decisions to stay with an organization, highlighting the importance of opportunities for advancement and participation in decision-making processes.
Continuance commitment is the awareness of the costs associated with leaving an organization, which may include the loss of nontransferable skills, attractive benefits, seniority-based privileges, and the disruption of personal relationships This type of commitment often arises from a lack of alternative employment opportunities, leading employees to stay primarily out of necessity rather than desire.
Normative commitment is characterized by an employee's sense of obligation to remain with an organization, often influenced by prior cultural or familial norms and organizational expectations According to Wiener (1982), this feeling can stem from internalized pressures before or after joining the organization Additionally, employees may develop normative commitment when organizations offer "rewards in advance" or invest significantly in their employment, leading to a sense of indebtedness that motivates them to reciprocate by staying with the organization until they feel the debt is repaid (Scholl, 1981; Coetzee M, 2005).
In this study, the author employs the commitment model defined by Allen and Meyer, which is widely recognized for assessing organizational commitment To tailor the model to the Vietnamese context, the author modifies certain questions, transforming reverse-coded items into positive statements.
The linkage between internal CSR and organizational commitment
A study by Rettab, Brik, and Mellahi (2009) explored the connection between corporate social responsibility (CSR) activities and three key organizational performance metrics—financial performance, employee commitment, and corporate reputation—in the context of emerging economies, specifically the United Arab Emirates The findings indicate a positive correlation between CSR initiatives and employee commitment, highlighting the significance of CSR in enhancing workforce dedication.
In their 2008 study, Rego et al explored corporate citizenship at the individual level, focusing on its impact on organizational commitment among 249 employees The research revealed that perceptions of corporate citizenship accounted for 35%, 18%, and 5% of the unique variance in affective, normative, and continuance commitment, respectively Key predictors included employees' views on organizational responsibilities toward them, as well as legal, ethical, and discretionary responsibilities Interestingly, economic responsibilities did not correlate with any commitment dimension Additionally, continuance commitment increased when employees recognized the organization's legal and ethical responsibilities, even if their personal responsibilities were overlooked.
The perception of training and development significantly influences employee motivation and commitment within an organization Ahmad and Baker (2003) found that positive perceptions of training lead to higher motivation levels, while investment in training fosters stronger organizational commitment Employee motivation plays a crucial role in the learning process, which is shaped by personal characteristics and beliefs about the benefits of training (Burke & Hutchins, 2007) Research has increasingly focused on employees' mental attitudes toward training and its outcomes (Mohammed S Alamri1 & Thamir I Al-Duhaim, 2017).
Brammer, Millington, and Rayton (2007) explored how three dimensions of socially responsible behavior influence organizational commitment, focusing on employee perceptions of external CSR, particularly in the community, procedural justice within the organization, and the availability of employee training Their research utilized a gender-discriminating model based on social identity theory.
In a study conducted by Yan Li (2018) examining the relationship between work-life balance and organizational commitment within a state-owned enterprise in China, data was collected through a questionnaire involving a sample size of 363 employees The findings revealed a significant positive correlation between work-life balance and organizational commitment, highlighting its importance in the Chinese workplace context.
Collier and Esteban (2007) identified two key factors influencing employee motivation and commitment to Corporate Social Responsibility (CSR) The first, contextual factors, encompass organizational culture, the framing of CSR policies—whether as compliance or values—and the integration of these policies into business operations rather than treating them as mere add-ons The second, perceptual factors, relate to how well employees can align their personal identity with the organization, their perceptions of fairness regarding CSR rewards, and their views on top management's commitment to CSR initiatives.
Research Hypothesis and Research Model
As earlier described in this study, several studies indicated that CSR play important role to enhance organizational commitment
A study by Al-bdour, A Ali, Ellisha Nasruddin, and Soh Keng Lin (2010) explored the connection between internal corporate social responsibility (CSR) practices and organizational commitment within Jordan's banking sector, utilizing social exchange theory (SET) The research identified five key dimensions of internal CSR—health and safety, human rights, training and education, work-life balance, and workplace diversity—that significantly and positively influenced both affective and normative commitment among employees However, the study concluded that these internal CSR dimensions did not demonstrate a significant relationship with continuance commitment.
Roudaki J and Arslan M (2017) explored the relationship between perceived Corporate Social Responsibility (CSR) and Organizational Commitment (OC) among service employees in Pakistan's hotel sector The study focused on four CSR dimensions: economic, legal, ethical, and philanthropic Through a survey method, data was collected from hotel employees, revealing a significant positive correlation between perceived CSR and organizational commitment Notably, the economic and philanthropic dimensions were found to have a greater influence on employees' commitment to their organizations.
A study by Nguyen Ngoc Thang and Yves Fassin (2017) examines the influence of internal Corporate Social Responsibility (CSR) on organizational commitment within Vietnamese service firms It highlights key internal CSR factors, including labor relations, work-life balance, social dialogue, health and safety, and training and development The findings reveal that labor relations, health and safety, and training and development significantly enhance employee commitment, whereas work-life balance and social dialogue do not show a correlation with employee commitment.
This study investigates the internal Corporate Social Responsibility (CSR) factors at VNPT Technology, focusing on employee perceptions It aims to determine the relationship between these perceptions of internal CSR and employee commitment within the company.
This study introduces a theoretical framework to examine the connection between employees' perceptions of internal Corporate Social Responsibility (CSR)—encompassing labor relations, training and development, health and safety, workplace diversity, and work-life balance—and various forms of organizational commitment, including affective, continuance, and normative commitment The research aims to develop a model that highlights the positive relationship between employees' perceptions of internal CSR and their commitment to the organization The study hypothesizes that these perceptions significantly influence employee commitment levels.
H1.1: Perception of employees about labor relation will be positively related to affective commitment
H1.2: Perception of employees about labor relation will be positively related to continuance commitment
H1.3: Perception of employees about labor relation will be positively related to normative commitment
H2.1: Perception of employees about training and development will be positively related to affective commitment
H2.2: Perception of employees about training and development will be positively related to continuance commitment
H2.3: Perception of employees about training and development will be positively related to normative commitment
H3.1: Perception of employees about heathy and safety will be positively related to affective commitment
H3.2: Perception of employees about heathy and safety will be positively related to continuance commitment
H3.3: Perception of employees about heathy and safety will be positively related to normative commitment
H4.1: Perception of employees about workplace diversity will be positively related to affective commitment
H4.2: Perception of employees about workplace diversity will be positively related to continuance commitment
H4.3: Perception of employees about workplace diversity will be positively related to normative commitment
H5.1: Perception of employees about work-life balance will be positively related to affective commitment
H5.2: Perception of employees about work-life balance will be positively related to continuance commitment
H5.3: Perception of employees about work-life balance will be positively related to normative commitment
From the above hypotheses, the model proposed for research in this thesis is:
Independent variables: include variables perception of employees about labor relation, training and development, heathy and safety, workplace diversity, work-life balance
Dependent variables: affective commitment, continuance commitment, normative commitment
Independent variables Perception of employee of Internal CSR
RESEARCH METHODS
Overview of VNPT Technology Company
Name of company: Vietnam Post And Telecommunication Industry Technology Joint Stock Company (VNPT Technology)
Address: High Technology Industrial Zone I, Hoa Lac High Technology Area, Ha Bang, Thach That District, Hanoi, Viet Nam
VNPT Technology is a driving force of VNPT Group in the fields of Technology, Electronics and Telecommunications Manufacturing, Information Communications Technology and Digital content industry
VNPT Technology has successfully delivered over 7 million products to the market, encompassing network equipment, end-user devices, and innovative software solutions These offerings have been exported to promising markets, including Laos, Myanmar, Malaysia, Bangladesh, and Indonesia.
VNPT Technology includes affiliated departments and 3 member companies: ANSV, VIVAS and TELEQ, VNPT Technology has 2 high-tech electronics factories in Hanoi
VNPT Technology was established on 6th January, 2011 by VNPT Group and 2 strategic shareholders: VNPost and Pacifab and operated as a joint stock company with a charter capital of VND 500 billion
VNPT Technology quickly acquired Alcatel's capital shares in the ANSV joint venture and Siemens' shares in the TELEQ joint venture, transforming both into member companies of VNPT Technology.
With nearly 20 years of accumulated resources and experience from the joint ventures ANSV and TELEQ, VNPT Technology has established itself as a leader and key contributor within VNPT Group, specializing in the research, development, and manufacturing of electronic equipment, telecommunications, and information technology solutions.
1993: Established Alcatel Network Systems Vietnam (ANSV) This is a joint venture between Alcatel Group of France and Vietnam Post and Telecommunications Corporation (now Vietnam Posts and Telecommunications Group)
1995: Established Telecommunications Equipment Co., Ltd (TELEQ) (joint venture between VNPT Group and Siemens AG Group)
In 2011, VNPT Technology JSC was established, acquiring the rights and obligations of Siemens in the TELEQ joint venture and partnering with Alcatel Lucent in the ANSV joint venture, which became the parent company for both TELEQ and ANSV Additionally, the same year, VNPT Technology launched Vietnam Innovation Value-Added Services (VIVAS), focusing on delivering digital content and value-added services.
In 2016, the company achieved significant milestones by researching, developing, manufacturing, and supplying up to 5 million products to the market It became the first information technology and electronics telecommunications firm to receive the prestigious "High-Tech Enterprise Certificate." Additionally, it was the only enterprise in the ICT sector to be awarded the "Vietnam Value Certificate," highlighting its commitment to quality and innovation.
Since 2017, we have researched, developed, manufactured, and supplied over 7 million products to the market We have also established new representative offices in Bangladesh and Indonesia, fostering business cooperation with international partners such as Fiber@home, Bracnet, BDCom, and Link3 in Bangladesh, as well as Powertel, Moratelindo, Neuviz, and Indosat in Indonesia.
TM (Malaysia); TelBru (Brunei)… Got international CE, SAR certificate for company‟s main products
The company currently employs approximately 1,130 individuals, including 125 in middle management roles, 240 workers, and 765 staff members and engineers Its resources are primarily dedicated to research, development, business operations, and project implementation Thanks to the integration of advanced technology and semi-automatic transmission lines, the workforce constitutes only 21% of the total personnel, including shifts.
Research Design
As stated in the introduction, the study is conducted through 2 main stages: qualitative research and formal research (quantitative research)
The qualitative research phase aims to refine scales from earlier studies and create questionnaires tailored to Vietnamese context and language This involves interviewing seasoned experts in Corporate Social Responsibility (CSR) to inform the development of the main research questionnaire.
Following qualitative research, extensive quantitative research will be conducted using survey questions This phase involves collecting data through direct surveys, emails, and the Google Form tool.
Specific steps of the research process include:
Step 1- on the desk research: Overview of research to understand the situation of research on the impact of internal CSR on the organizational commitment of employees in the world and in Vietnam Since then, comparing analytical frameworks, assessing the impact of internal CSR awareness on the employee commitment and proposing an appropriate analytical and evaluation framework in the Vietnamese context
Step 2 - Small-scale survey: After a theoretical overview, forming a research model and preliminary survey, the author conducted in-depth interviews with experts and employees with experience working on CSR to adjust the research model as well as the questionnaire
Step 3- Extensive survey of VNPT Technology employees The information collected through the survey will be processed by the author using SPSS software
Step 4 - Analyze the data to produce research results and recommendations for the company management to produce the appropriate policies on CSR, develop the appropriate strategies in integration with HR management and CSR
Process of designing questionnaires in quantitative research
Step 1: Based on the objectives, the theoretical framework of the research and interviews with experts determine the necessary information: factors, variables and measures
Step 2: Determine the content of each question, how to use words and surveys translated into Vietnamese
Step 4: Send the instructor to guide the questionnaire for comments
Step 5: The instructor check, adjust and agree to deploy the survey
Step 6: Apply the survey to 30 employees in company
Step 7: Revise the survey questionnaire and distribute the survey on a large scale
2.2.2 Research objects and scope of research
This research explores the relationship between employee perceptions of internal Corporate Social Responsibility (CSR) and their commitment levels at VNPT Technology Company The study focuses on various employee groups within the organization, including board management, middle management (comprising 125 individuals such as managers, department deputies, and foremen), 240 workers, and 765 staff members and engineers By examining perceptions of internal CSR from different job positions and assessment levels, the author aims to provide an objective overview of the company's overall CSR impact on employee commitment.
This study investigates the relationship between employee perceptions of Corporate Social Responsibility (CSR) and their commitment within VNPT Technology Company, involving over 1,000 employees By utilizing a direct survey method with questionnaires, the research specifically targets staff from VNPT Technology and its member companies located in Hanoi and Ho Chi Minh City The data collection took place from April to May 2019, aiming to provide insights and suggestions for enhancing labor practices at the company.
In this thesis, the author conducted a comprehensive review of high-impact national and international articles, synthesizing and evaluating key factors and scales To refine the findings, in-depth interviews were held with experts and experienced individuals, allowing for meaningful adjustments to the research.
Following the refinement of the research model, including the adjustment of variables and the survey questionnaire, the author carried out an extensive survey targeting employees of VNPT Technology Company to validate the proposed hypothesis.
The author distributed 380 questionnaires to employees of VNPT Technology through direct outreach, email, and Google Forms, achieving a high response rate of approximately 80% due to the author's position within the company With a sample size exceeding 291, this study is deemed reliable, given the total employee count of 1,130, a confidence level of 95%, and a margin of error of 5% (Research Advisor, 2006).
A research questionnaire was developed to investigate employees' perceptions of Corporate Social Responsibility (CSR) within Vietnam, focusing on five key dimensions of internal CSR: labor relations, training and development, health and safety, workplace diversity, and work-life balance The questionnaire was refined from existing literature, incorporating elements from Vives (2006) and Nguyen Ngoc Thang (2017) for work-life balance, health and safety, and training and development, while workplace diversity was based on Magoshi & Chang (2008) Labor relations were specifically tailored to the Vietnamese context Each dimension included seven items, and a 5-point Likert scale (ranging from 1 = strongly disagree to 5 = strongly agree) was employed to evaluate all constructs.
The labor relations scale comprises seven items, with the initial four adapted from Ngo, Lau, and Foley (2008) Additionally, two items were included to reflect the Vietnamese context, drawing from Nguyen Ngoc Thang (2017) A specific item was also incorporated based on the environment at VNPT Technology Company, stating, "My colleagues and I work together effectively, consistently supporting and sharing information."
Table 2.1 Observed variables of perception of Labor relation Code of items
Perception of labor relation Author
LR1 I can fully utilize their knowledge and skills in my company
LR2 I have a sense of belonging and commitment to my company
LR3 I am able to discuss operational issues in an open, frank, and constructive manner
LR4 I can freely discuss job-related issues with their supervisor
LR5 My supervisor is understanding when I talk about task issues that affect my work
LR7 My organization provides the equal employment opportunity for all employees
LR6 I and my colleague teamwork very well, regularly support and share information at work
The training and education scale comprises seven items, with the initial two adapted from Tsui, Pearce, Porter, and Tripoli (1997), one from Lee and Bruvold (2003), and two from Nguyen Ngoc Thang (2017) To enhance the scale's relevance, an additional item was created specifically for VNPT Technology Company, stating, "My Company encourages the teams to regularly train and discuss technology topics to improve their skills and knowledge."
Table 2.2 Observed variables of perception of Training and development Code of items
Perception of Training and development Author
My organization trains employees on skills that prepare them for future jobs and career development
TD2 My organization provides career counseling and planning assistance to the employees
TD3 My organization allows employees to have the time to learn new skills that prepare them for future jobs
TD4 My organization provides orientation training to the new employees
TD5 My organization provides financial support for my training
TD6 My organization provides on the job training for the employees
My company encourages the teams to regularly train and discuss the technology topics to improve their skills and knowledge
In this study, the health and safety at work scale consists of seven items Three items in the scale were adapted from Sutherland and Cooper
In 1990, to enhance the scale's comprehensiveness, four additional items were created and incorporated into the questionnaire, drawing from the ISO 26000 guidelines established by the International Organization for Standardization (ISO) in 2010, as well as Vietnam's labor laws and regulations.
Table 2.3 Observed variables of perception of Heath and safety Code of items Perception of Heathy and safety Author
HS1 My organization provides good healthcare in the workplace
HS2 My organization provides stress management for employees
HS3 My organization provides a periodic medical examination
HS4 My organization asks employees to follow health
HS5 My organization provides health profile management for employees
HS6 My organization provides medical insurance for employees
HS7 My organization provides health and safety training for employees
Workplace diversity scale consists of seven items The first two items from the scale were adapted from Emiko Magoshi & Eunmi Chang
(2008) Another two items were adapted from Ali & Hamad (2016) Another three items were adapted from Dave Ulrich (1997)
Table 2.4 Observed variables of perception of Workplace diversity Code of items Perception of Workplace diversity Author
My company pays compensation most according to performance of employees, regardless of gender, or the influence of seniority or education bacground of employees
At our company, we ensure equal opportunities for growth and advancement for all employees, regardless of gender, age, or location, as long as they demonstrate the necessary skills and capabilities.
The organizations training and development program is developed to meet the requirements of male and femal
WD4 My leader include all members at different ages, gender in problem solving and making decision
WD5 People are treated with respect in this company regardless of their level
WD6 I think performance on the job is evaluated fairly in my company
My supervisor works effectively with people who are different from him- or herself (e.g., in gender, age, education, etc.)