THEORETICAL BASIS OF HUMAN RESOURCES EFFICIENCY IN
Concept
There are many different definitions of human resources, such as:
Human resources are essential assets of organizations, regardless of their size, type, or function, and play a crucial role in both organizational and societal development (Tran Kim Dung, 2012) This perspective emphasizes that human resources encompass both material and spiritual factors, which collectively enhance the organization's capacity and strength, contributing to its overall growth and the broader economic progress of the country, region, and world.
- Human resources are all members who are participating in activities for the organization (Nguyen Van Diem, Nguyen Ngoc Quan, 2010)
Human resources encompass the collective internal and external factors of each individual, serving as a vital source of creativity and essential elements for achieving organizational goals (Le Thanh Ha, 2009).
According to Pham Minh Hac (2001), "human resources are the sum total of the labor potentials of a country or a locality willing to participate in a certain labor job"
Human resources encompass the quantity, quality, and structure of a workforce, despite varying definitions This commonality highlights the essential role that human resources play in organizational success.
When evaluating the human resources of an organization, locality, or country, a key consideration is the current and future workforce size The growth of human resources is influenced by two primary categories: internal factors, which include the actual job demands necessitating more workers, and external factors, such as population growth and the influx of migrant labor.
The quality of human resources is determined by various components, including intelligence, qualifications, understanding, ethics, skills, health, aesthetics, experience, and workmanship Among these, mental and physical strength are crucial factors in evaluating the overall quality of the workforce.
The human resource structure encompasses various aspects, including training level, gender, age, occupation, and nature of labor A country's human resources are primarily defined by the distribution of training levels and economic sectors For instance, the global labor force in the private sector typically follows a ratio of 5 technical workers, 3 vocational intermediates, and 1 engineer However, in our country, this structure is notably inverted, with a higher number of individuals holding university degrees compared to technical workers (Nguyen Van Diem, Nguyen Ngoc Quan, 2010).
Human resources encompass a comprehensive framework that considers the quantity, quality, and structure of employee development This concept is vital for the current and future growth of organizations, localities, countries, regions, and the global landscape.
Efficiency is often defined as the ability to perform tasks correctly and effectively, making it essential for organizational success Utilizing the best tools, models, and applications is crucial for optimizing resources, enhancing the work environment, and ultimately boosting organizational efficiency.
Enhancing efficiency is crucial for organizational improvement, with the human factor playing a pivotal role By understanding the elements that influence human resource efficiency, managers can boost both employee and organizational performance (Taheri, 1999).
Efficiency in an enterprise refers to the effective execution of tasks aimed at reducing costs, enhancing productivity, and improving product quality It is measured by the standard output rate and signifies the achievement of business objectives with minimal expenses and undesirable outcomes Evaluating efficiency involves comparing performance levels and resource utilization.
Efficiency refers to the capability of achieving a desired outcome or producing the expected results It signifies the effectiveness of a process or action in delivering impactful and meaningful results.
Efficiency refers to the successful achievement of goals and outcomes, ensuring that work aligns with expectations A project manager plays a crucial role in overseeing this process, as a project team may put in significant effort but still be deemed inefficient if they fail to deliver the required results.
There is also a concept: Efficiency is determined by the ratio between the results achieved and the costs spent to achieve that result
Efficiency is often associated with the end results of the activities that the business performs If the results achieve the set goals, the higher the efficiency and vice versa
1.1.3 The concept of human resource efficiency
The need to measure the efficiency of human resources involves the need to identify the key drivers of human potential and model the efficiency of its modification
Human resources play a crucial role in organizations, serving as a valuable asset and foundation for operational management plans Evaluating human resource performance is essential for monitoring the achievement of strategic objectives and enhancing HR practices Measurement outcomes are vital for setting goals, identifying opportunities, assessing the significance of variations, understanding the causes of deviations, and providing actionable recommendations Effective management of human resources relies on these measurement techniques.
Today, the measurement of human resource efficiency is believed to be a way to increase employee performance and organizational efficiency An efficient
The role of effective human resources
1.2 The role of efficient human resources
The researchers argue that human resource efficiency is the foundation of economic development and that the operation of any cell enterprise also depends on the efficiency of human resources
Enterprises require essential resources, including human, capital, natural, and technological resources, to effectively operate their production and business activities Among these, human resources hold a uniquely vital position, driving creativity and innovation within organizations They are responsible for designing and manufacturing products and services, conducting quality tests, managing resource allocation, and establishing business strategies and goals Ultimately, without a skilled and efficient workforce, no business can reach its objectives.
An efficient business is characterized by profitability, strong return on investment, substantial market share, growth potential, and the ability to adapt and innovate, ultimately ensuring its survival Such an organization effectively meets consumer demands by delivering high-quality products and services promptly and at competitive prices.
Businesses create products and services by effectively combining resources to deliver added value to customers By viewing resources as inputs and products as outputs, companies aim to maximize their output while minimizing input costs Achieving these objectives relies heavily on the contributions of employees, who are responsible for managing various resources Therefore, the efficiency of human resources plays a crucial role in determining overall business efficiency.
Enhancing human resource efficiency allows enterprises to minimize input costs while maximizing employee potential by placing individuals in suitable roles that align with their skills and industry By treating employees fairly and fostering motivation, businesses encourage self-improvement and dedication This approach not only enables employees to enhance their professional qualifications but also stabilizes their daily lives and better meets their overall needs.
When employees are provided with optimal working conditions, they become more engaged and motivated, leading to increased productivity and reduced production costs This enhanced performance not only helps businesses achieve their goals but also allows them to better meet employee needs.
Enhancing human resource efficiency fosters individual learning and daily life needs, leading to increased inventions, innovations, and technological advancements This progression not only accelerates scientific and technological development but also contributes significantly to societal growth.
The redevelopment of society significantly influences individuals, creating a demand for development that requires specific conditions for promotion Additionally, businesses are compelled to enhance production to satisfy both societal needs and their own operational demands.
Improving human resource efficiency leads to higher living standards for workers, ensuring their well-being This enhancement reduces the number of individuals reliant on government subsidies, subsequently lowering budget expenditures for support programs As a result, the overall negative impacts on society are diminished, fostering a more stable and prosperous community.
1.3 Research model on the efficiency of human resources in enterprises
1.3.1 Summary of factors determining the efficiency of human resources in enterprises
Research indicates a significant overlap between factors influencing human resource efficiency and those affecting employee job satisfaction, despite varying theoretical approaches Motivated and creative employees enhance human resource efficiency, as their performance is shaped by a combination of multiple factors Changes in these factors can impact business operations and goals (Allahverdi et al., 2010) Therefore, this thesis aims to develop a model for evaluating human resource efficiency by synthesizing key variables identified across various theories.
The author has compiled a list of factors that determine the efficiency of human resources that have been proposed and analyzed by researchers in Table 1.1 as follows:
Table 1.1 Summary table of factors determining human resource efficiency in research models
No Criteria Theoretical Basis Remark
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013)
Trần Kim Dung (2005) Kate Davis and John Neyo Storm (1986) Hersey and Goldsmith (1980)
Smith, Kendall and Hulin (1969) Weiss and colleagues (1967) Spector (1997) Đ H u Nghị (2010)
Lê Thanh Nhu n and Lê C Linh (2009)
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013)
Smith, Kendall and Hulin (1969) Weiss and colleagues (1967) Souter Meister (1985)
Smith, Kendall and Hulin (1969) Weiss and colleagues (1967) SHRM
Lê Thanh Nhu n and Lê C Linh Trần Kim Dung (2005)
Kate Davis and John Neyo Storm (1986)
Smith, Kendall and Hulin (1969) Spector (1997) Đ H u Nghị (2010)
Lê Thanh Nhu n and Lê C Linh (2009) Trần Kim Dung (2005)
Alwani & Ahmadi (2001) Kate Davis and John Neyo Storm (1986)
6 Intrinsic Satisfaction Weiss and colleagues (1967)
No Criteria Theoretical Basis Remark
Weiss and colleagues Souter Meister (1985) Kate Davis and John Neyo Storm (1986),
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013)
Trần Kim Dung (2005) Souter Meister (1985) Heap (1992)
Lê Thanh Nhu n and Lê C Linh (2009)
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013)
Trần Kim Dung (2005) Souter Meister (1985) Heap (1992)
Kate Davis and John Neyo Storm (1986) Mousavi and Mir Mohammad Sadeghi
Lê Thanh Nhu n and Lê C Linh (2009)
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013)
16 Results of work Lê Thanh Nhu n and Lê C Linh (2009)
Lê Thanh Nhu n and Lê C Linh (2009) Souter Meister (1985)
No Criteria Theoretical Basis Remark
After analyzing the factors influencing human resource efficiency outlined in Table 1.1, the author consolidates similar criteria, omitting redundant and less significant characteristics, while ensuring that only those with at least three occurrences in various studies are retained The criteria for evaluating employee job satisfaction are then summarized and refined in Table 1.2.
Table 1.2 Summary table, adjusting the factors that determine the efficiency of human resources in the enterprise
No Criteria Theoretical basis Adjustment name
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013) Trần Kim Dung (2005)
Kate Davis and John Neyo Storm
Smith, Kendall and Hulin (1969) Weiss and colleagues (1967) Spector (1997) Đ H u Nghị (2010)
Lê Thanh Nhu n and Lê C Linh
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013) Trần Kim Dung (2005)
Lê Thanh Nhu n and Lê C Linh
No Criteria Theoretical basis Adjustment name
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013) Trần Kim Dung (2005)
Kate Davis and John Neyo Storm
(1986) Mousavi and Mir Mohammad Sadeghi (2012)
Smith, Kendall and Hulin (1969) Weiss and colleagues (1967)
Lê Thanh Nhu n and Lê C Linh Trần Kim Dung (2005)
Kate Davis and John Neyo Storm
Smith, Kendall and Hulin (1969) Spector (1997) Đ H u Nghị (2010)
Lê Thanh Nhu n and Lê C Linh
(2009) Trần Kim Dung (2005) Alwani & Ahmadi (2001) Kate Davis and John Neyo Storm
Lê Thanh Nhu n and Lê C Linh
Lê Nguyễn Đoan Khôi and Nguyễn Thị Ngọc Phương (2013)
Weiss and colleagues Souter Meister (1985) Kate Davis and John Neyo Storm
Lê Thanh Nhu n and Lê C Linh
8 Employee’s role Sims (2001) Employee Roles
No Criteria Theoretical basis Adjustment name
Sour : Author’ own omp lat on
1.3.2 Structural model of factors determining the efficiency of human resources in enterprises
After thorough synthesis and analysis, the evaluation criteria for human resource efficiency were streamlined from 18 to 8 key factors These criteria were chosen based on their frequency of occurrence across various studies and their distinct meanings The author identified critical factors that influence human resource efficiency levels.
Income and benefits is the amount of money that employees receive from their work and the benefits they have in the business in addition to income
Income encompasses salary and additional amounts determined by individual unit policies, along with benefits such as social and health insurance, vacation, sick leave, and travel allowances According to Maslow's hierarchy of needs, the demand for wages and benefits aligns with fundamental physiological needs (Maslow, 1943) This theory applies to employees who recognize their basic requirements, which include wages, benefits, healthcare, housing, transportation, and a conducive work environment (Muhammad, 2010) Ultimately, income not only addresses employees' essential needs but also fulfills their higher-level needs (Hulin & Judge, 2003).
Material incentives significantly enhance worker motivation and efficiency, particularly in low-income settings (Kovach, 1987) To foster effective motivation, salaries should reflect work performance, support personal well-being, and include rewards or salary increases for successful job completion (Kovach, 1987) It's essential for employees to link rewards to their achievements and contributions rather than to tenure or membership (Vu Thi Uyen, 2008) Additionally, appropriate income can mitigate negative attitudes towards work (Molander, 1996).
Welfare, as outlined in Maslow's (1943) theory of needs, encompasses physiological and safety requirements, significantly influencing job satisfaction A comprehensive welfare policy that prioritizes employee well-being fosters happiness and satisfaction, ultimately enhancing work efficiency (Artz, 2008) Therefore, effective welfare initiatives reflect an organization's commitment to its employees' lives, promoting both productivity and loyalty to the company (Tran Kim Dung, 2011).
Effective leadership in organizations plays a crucial role in shaping the dynamics between managers and employees A leader's style influences communication, demonstrates care, ensures fair treatment, and acknowledges employee contributions The relationship between superiors and their teams significantly impacts employee motivation and work efficiency Research has consistently highlighted the importance of leader behavior in driving organizational success (Podsakoff et al., 1996).
Criteria for evaluating the effectiveness of human resources in the enterprise37 1 Responsibility for work
Motivation plays a crucial role in enhancing employee engagement, fostering creativity, and promoting a positive work environment, which ultimately leads to improved efficiency, quality, and productivity To effectively assess employee motivation, several key criteria should be taken into account.
Employees who consistently demonstrate a strong sense of responsibility significantly contribute to the success of their business They are motivated by the belief that their efforts lead to positive outcomes, driving them to deliver high-quality work efficiently Rather than simply working for monetary gain, these individuals strive to create the highest value from their tasks Additionally, they take ownership of their responsibilities, empowering them to take initiative and perform their duties without needing constant supervision.
1.4.2 Proactivity and creativity at work
Employees only act because they are controlled or motivated by themselves or from external factors Employees who are proactive and creative at work will improve work efficiency
In today's rapidly evolving technological landscape, managers seek employees who demonstrate independent thinking and initiative rather than mere compliance with orders Encouraging proactivity and creativity not only enhances work efficiency but also fosters skill development and a deeper passion for one's job, ultimately leading to greater job satisfaction.
Employee initiative and creativity are demonstrated through active participation in activities, self-discipline in independent work, and a strong desire to contribute Key factors include dedication, dynamism, hard work, responsibility in task resolution, and collaborative relationships with colleagues Innovation in work methods and the frequent proposal of ideas, along with the recognition and rewards for initiatives, are also crucial The evaluation of these qualities can be conducted by the employees themselves, their peers, and direct managers.
1.4.3 Quality productivity and completion of the plan
Employee efforts in task completion are crucial for enterprises to effectively harness and enhance their human resource potential When employees strive to perform well, they exhibit positive behaviors across all organizational activities, which in turn boosts labor productivity and overall work efficiency This commitment significantly influences employee morale and work attitude, ultimately impacting the quality and effectiveness of their output.
Evaluating employee efficiency involves assessing job performance to measure the quality and quantity of work, as well as employee morale and attitude Key quantitative indicators include labor productivity, job completion rates, and the percentage of tasks left unfinished For instance, work efficiency can be quantified using labor productivity indices to determine overall performance levels.
This metric assesses the average annual revenue generated by an employee, serving as a valuable tool for evaluating the performance of departments selling identical products and for comparing efficiency against competitors.
An important metric for assessing work performance is the achievement of established goals When results surpass these targets, it demonstrates that employees have put forth significant effort in completing their tasks efficiently.
1.4.4 Interesting with work and willingness to contribute
An efficient worker demonstrates a genuine love for their job, approaching tasks with passion and a positive attitude They consistently develop plans and strive to implement them swiftly, reflecting their commitment to excellence in the workplace.
Labor productivity is often measured by total revenue relative to the total number of employees When employees encounter challenges at work, their ability to find solutions without becoming discouraged is crucial A strong passion for their work leads employees to invest significant time and energy, often resulting in a willingness to work overtime and take on additional responsibilities when needed These behaviors are clear indicators of high human resource efficiency, reflecting a positive workplace culture and commitment to achieving organizational goals.
THE STATUS OF EFFICIENT HUMAN RESOURCES IN SONG DA
Overview of Song Da Corporation
2.1.1 History of formation and development
Song Da Corporation, a state-owned enterprise under the Ministry of Construction, was established on June 1, 1961, initially as the Thac Ba Hydropower Plant Steering Committee It later evolved into the Thac Ba Hydropower Construction Company, focusing on the construction of Vietnam's first hydroelectric project, the Thac Ba Hydropower Plant, which boasts a capacity of 110MW.
From 1979 to 1994, Song Da Corporation participated in the construction of Hoa Binh Hydropower Plant
In 1995, the company was re-established under the model of Corporation 90 with the name Song Da Construction Corporation
In 2002, Song Da Construction Corporation was renamed to Song Da Corporation
In 2012, Song Da Corporation was reorganized into the parent company - Song
Da Group, along with the former Song Da Corporation's member units, operates under a Parent company - Subsidiary company model This structure facilitates the reorganization of management, administration, and consulting systems, encompassing Representative Offices, Project Management Boards, Project Executive Boards, and other dependent and non-business units associated with the Parent Company, Song Da.
In 2016, implementing equitization of the parent company - Song Da Corporation
In 2018, Song Da Corporation held its inaugural General Meeting of Shareholders, marking its transition from a state-owned entity to a joint-stock corporation Building on nearly 60 years of experience, the Corporation remains dedicated to its core business areas, which include the construction of power plants, infrastructure, transportation, industrial facilities, and civil engineering projects, as well as the manufacturing and supply of construction materials and equipment, construction technology, and real estate development.
In 2020, the representation of state capital invested in Song Da Corporation was transferred from the Ministry of Construction to the State Capital Investment Corporation (SCIC).
For nearly 60 years and now Song Da Corporation is the main contractor of most hydropower projects in Vietnam, such as Son La Hydroelectricity (2,400MW)
Song Da Corporation stands as the largest contractor in Vietnam's hydropower construction sector, commanding an impressive 85% of the domestic market share Notable projects include the Hoa Binh Power Plant (1,920MW), Lai Chau Hydropower Plant (1,200MW), and Huoi Quang Hydroelectricity (520MW) The company also serves as the EPC contractor for several other significant projects, such as Tuyen Quang (324MW) and Sesan 3 (260MW) Additionally, Song Da has expanded its reach into Laos, undertaking projects like Xekaman 1 (322MW) and Xekaman 3 (250MW), both of which are now operational in commercial power generation.
Song Da Corporation aims to establish itself as a leading construction firm in Vietnam and the region through its long-term development plan The company is dedicated to sustainable growth and prioritizes social responsibility, playing a significant role in the nation's development.
Song Da Corporation operates under a governance model typical of large public companies, featuring a structured hierarchy that includes shareholders, a Board of Directors, a Supervisory Board, a General Directors' Board, and various departmental authorities.
- Board of Directors: 1 General Director and 3 Deputy General Directors in charge of professional fields such as technical, legal and bidding - economic
- The functional departments include: Internal control, Finance and accounting, Human resource organization, Economics, Bidding, Technical and technology management, Inspection - Legal - Risk management, Investment strategy Private and Office
In addition, Song Da Corporation also has 13 subsidiaries, 8 affiliated companies and 10 affiliated units without legal status for dependent accounting
Source / Nguồn: http://www.songda.vn/web/guest/so-do-to-chuc
Graph 2.1 Organizational structure of Song Da Corporation
Between 2018 and 2020, Song Da Corporation experienced a slight decline in total asset value In 2019, the total assets were recorded at VND 27,982 billion, reflecting a decrease of approximately 2.5% from 2018 This downward trend continued into 2020, with a further reduction of nearly 7% in total asset value.
Table 2.1 Business result of Song Da Corporation
Total asset value 28.687.768 27.982.925 26.053.903 97,54 93,11 Net sales 7.945.742 6.953.008 5.999.665 87,51 86,29
Other profit 22.932 (88.032) (22.708) -383,88 25,80 Profit before tax 438.128 400.634 258.176 91,44 64,44 Profit after tax 362.934 321.479 178.736 88,58 55,60
Source: The annual report for the year 2018-2020 of Song Da Corporation
The Covid-19 pandemic significantly impacted the Corporation's production and business outcomes, resulting in a decline in net sales over the past two years In 2019, net revenue fell by approximately 12.5%, totaling VND 6,935 billion, while the reduction rate escalated to over 13.71% in 2020 Consequently, this downturn adversely affected profits from production and business activities.
In 2019, the operating profit experienced growth of 17.7%, but by 2020, it saw a significant decline to 43% During this period, other profits were notably negative, with a loss of 88 billion dong in 2019, which improved to a loss of 22.7 billion dong in 2020.
In general, the profit after tax of Song Da Corporation has decreased sharply
In 2019, profit after tax decreased by 11.42% compared to 2018 and even, in 2020, profit after tax decreased by 45% compared to 2019
In 2020, Song Da Corporation marked its third year operating as a joint stock company, facing challenges from the ongoing Covid-19 pandemic, which adversely affected its production areas both domestically and internationally Although key projects have been completed, the Corporation experienced a shortfall in output, with some projects being transferred to investors who lacked sufficient payment capital Despite these challenges, Song Da Corporation remained committed to its planned objectives and tasks.
Profit after tax/Net revenue 0,05 0,05 0,03
ROE (Return on common equity) 0,05 0,04 0,02
ROA (Return on total assets) 0,01 0,01 0,01
Source: The annual report of the year 2018-2020 of Song Da Corporation
Between 2018 and 2020, payment coefficients remained relatively stable, while the capital structure indicator showed positive adjustments Both the Debt/Total Assets and Debt/Equity Ratios experienced a downward trend However, net revenue to total assets in 2020 did not reflect significant improvement, and profit after tax relative to net sales also saw a notable decline Overall, profit ratings in 2020 were low, largely due to the severe impact of the Covid-19 pandemic on the Corporation's production and business operations.
In the hydroelectricity and construction sector, human resources are crucial to the Corporation's production and business success Over the years, the Corporation has built a dedicated team of employees who demonstrate a strong work ethic and continually enhance their professional skills This commitment to excellence has significantly contributed to the company's market reputation and improved operational efficiency.
Table 2.3 Number of employees of Song Da Corporation in the period of 2018-2020
Source: The annual report of Song Da Corporation in the period of 2018-2020
Between 2018 and 2020, Song Da Corporation experienced a significant decline in its workforce The Parent Company saw a reduction in employees from 172 in 2018 to just 129 by 2020 Overall, the Corporation's total employee count fell from 9,718 in 2018 to an 11% decrease by 2019, highlighting a concerning trend in workforce reduction during this period.
8650 and continued to decrease to 23% in 2020
The Corporation is undergoing restructuring to enhance business efficiency, which has resulted in a reduction of employees This initiative aims to eliminate inefficient positions while increasing job responsibilities for remaining staff to promote sustainable and economical development Additionally, the completion of numerous projects over the past year has decreased the demand for labor However, despite these efforts, the decline in revenue and profit indicates that the restructuring has not yet achieved optimal human resource efficiency during the 2018-2020 period.
In the period 2018 - 2020, only at the parent company, female employees always account for a much lower percentage than male employees Because Song
Evaluation of factors determining the effectiveness of human resources at Song
2.2.1 Evaluation of the scales in the structural model of the determinants of human resource efficiency
The research model outlined in Chapter 1 identifies key factors influencing human resource efficiency at Song Da Corporation These factors include income and welfare, assessed through three observed variables; leadership style, measured by three observed variables; training and development, evaluated with four observed variables; colleague interactions, encompassing four observed variables; cooperation relationships, which consist of five observed variables; and the working environment, quantified through additional observed variables.
4 observed variables; (7) Job evaluation, measured by 4 observed variables; (8) The nature of work also includes 4 observed variables Finally, the human resource efficiency scale includes 4 observed variables
The scales are evaluated according to Cronbach's Alpha reliability coefficient Specifically:
Table 2.6 Analysis result of Conbach’s Alpha reliability coefficient of the scale of independent and dependent variables
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Thang đo 1: Thu nhập và phúc lợi Cronbach’s Alpha = 0,879
Thang đo 2: Phong cách lãnh đạo Cronbach’s Alpha = 0,768
Thang đo 3: Đào tạo và phát triển Cronbach’s Alpha = 0,831
Thang đo 4: Đồng nghiệp Cronbach’s Alpha = 0,904
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Thang đo 5: Vai trò người lao động Cronbach’s Alpha = 0,835
Thang đo 6: Môi trường làm việc Cronbach’s Alpha = 0,781
Thang đo 7: Đánh giá công việc Cronbach’s Alpha = 0,879
Thang đo 8: Tính chất công việc Cronbach’s Alpha = 0,820
Thang đo biến phụ thuộc: Hiệu quả nguồn nhân lực Cronbach’s Alpha = 0,769
Scale of dependent variable: Efficient of human resources
The data indicates that all scales assessing the independent and dependent variables have Cronbach's Alpha coefficients exceeding 0.6, while the correlation coefficients for the measurement variables are above 0.3 Consequently, all variables related to employee loyalty will be utilized in the subsequent exploratory factor analysis (EFA).
The analysis of Cronbach's Alpha on the component scales yielded satisfactory results, indicating that all observed variables are suitable for inclusion in the exploratory factor analysis (EFA) This approach aims to reduce and summarize the data while assessing the reliability (Sig) of the observed variables and their interrelationships.
2.2.2.1 Exploratory factor analysis for measuring components of independent variables
The exploratory factor analysis (EFA) results indicated that all 31 observed variables were maintained across 8 components, with each variable showing a factor loading greater than 0.5, confirming a strong relationship between the variables and factors The KMO coefficient was 0.794, validating the EFA's consistency with the data Additionally, Bartlett's test yielded a Chi-square statistic of 3840.194 with a significance level of Sig = 0.000, demonstrating that the observed variables are correlated overall The extracted variance was 70.625%, indicating that the 8 identified factors account for 70.625% of the data set's variation, with an Eigenvalue of 1.129, thus affirming the acceptability of the scales developed.
Thus, from the original 8 components after EFA exploratory factor analysis, the original 8 components with 31 observed variables remained the same The extracted factors are reliable and valid
Table 2.7 KMO and Bartlett test results of independent variables
Hệ số KMO và kiểm định Bartlett's / KMO coefficient and Bartlett’s testing
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .794
Bartlett's Test of Sphericity Approx Chi-Square 3840.194 df 465
Table 2.8 Total Variance Explained of the independent variables in the model
Initial Eigenvalues Extraction Sums of Squared
Initial Eigenvalues Extraction Sums of Squared
Extraction Method: Principal Component Analysis.
Table 2.9 EFA Results of the independent variables in the model
2.2.2.1 Exploratory Factor Analysis for dependent variables
The exploratory factor analysis (EFA) of the employee loyalty scale identified one significant factor among four observed variables, with a KMO coefficient of 0.766 indicating data consistency Bartlett's test yielded a Chi-square statistic of 284.108 and a significance level of 0.000, confirming the correlation among the observed variables within the population Additionally, the extracted variance of 61.296% demonstrates that the identified factor effectively explains the variability in the data.
Table 2.10 KMO and Bartlett rest result of dependent variables
Hệ số KMO và kiểm định Bartlett's/KMO coefficient and Bartlett’s testing
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .766
Bartlett's Test of Sphericity Approx Chi-Square 284.108 df 6
Table 2.11 Total Variance Explained of the dependent variables in the model
Component Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
Table 2.12 EFA Results of the dependent variables in the model
Thus, after factor analysis, there is not a single factor that does not guarantee the explanation for the variation of the model's data The model is fully preserved
Before performing multivariable linear regression analysis, it's essential to assess the linear correlation between variables This involves examining the diagonal values; if a value equals 1, the corresponding values in the upper or lower triangle will exhibit symmetry around this diagonal (Hoang Trong & Chu Nguyen Mong Ngoc, 2008).
The analysis reveals a symmetrical correlation matrix, with diagonal values of 1, confirming the condition -1 ≤ r ≤ +1 (Hoang Trong & Chu Nguyen Mong Ngoc, 2008) This matrix indicates a relationship between the dependent variable, "Human Resource Efficiency," and various independent variables It also highlights that some independent variables are correlated while others are not Consequently, it can be concluded that these variables can be integrated into the model to effectively explain the dependent variable of human resource efficiency.
Table 2.13 Correlation matrix between the variables of the model
2.2.4 Testing of hypotheses and model
To conduct linear regression analysis, insert independent variables one at a time into the equation Average the values of these independent variables based on their observed components The dependent variable represents the average of the observed variables related to human resource efficiency By including all variables simultaneously, you can evaluate their overall compatibility.
Regression analysis was conducted utilizing eight independent variables: Income and Welfare (A), Leadership Style (B), Training and Development (C), Colleagues (D), Performance Relationships (E), Working Environment (G), Job Evaluation (I), and Nature of Work (K) The analysis aimed to determine the impact of these factors on the dependent variable, Human Resource Efficiency (Y).
The results of the regression analysis are as follows:
Table 2.14 Evaluation for the fit of the model
Model Variables Entered Variables Removed Method
Enter a All requested variables entered b Dependent Variable: Y
Model R R Square Adjusted R Square Std Error of the Estimate
The regression model presented in Table 2.14 demonstrates a strong consistency at a significance level of 0.05 With an adjusted R² of 0.742, it indicates that approximately 74.2% of the variance in human resource efficiency can be attributed to the eight independent variables analyzed.
The F test in the analysis of variance (ANOVA) table assesses the overall fit of a linear regression model by examining the linear relationship between the dependent and independent variables A significant result is indicated by a small significance value (sig = 0.00), confirming that the regression model is appropriate for use.
Table 2.15 Check the fit of the model
Model Sum of Squares df Mean Square F Sig
Total 82.576 229 a Predictors: (Constant), A, B, C, D, E, G, I, K b Dependent Variable: Y
The ANOVA test results indicate a significant F value of 79.476 (p < 0.001), suggesting a strong relationship among the variables The maximum Variance Inflation Factor (VIF) value is 1.814, which is below the threshold of 2, confirming that multicollinearity does not impact the model's explanatory power According to Truong Ngoc (2008), a VIF exceeding 2 signals potential multicollinearity issues Additionally, the variable "Employee Role" has a significance level of 0.735, while the constant is at 0.55, both exceeding the 0.05 threshold Consequently, all variables are accepted except for "Employee Role," which is deemed statistically insignificant and excluded from the analysis.
B Std Error Beta Tolerance VIF
The results in the summary of the regression coefficients show that there are
The study identified seven factors positively influencing the dependent variable, all with a significance level of Sig = 0.000, indicating strong statistical relevance However, the "Role of employees" factor did not meet this criterion, as its significance was greater than 0.05 Consequently, hypotheses H1, H2, H3, H4, H6, H7, and H8 are accepted, while hypothesis H5 is deemed statistically insignificant and is therefore rejected.
The linear regression equation extracted by the standardized Beta coefficient has the following form:
Y : Efficiency of human resources (at Song Da Corporation)
The Working Environment-G has the highest standardized regression coefficient (Beta = 0.418, Sig = 0.000), indicating it significantly influences human resource efficiency A positive working environment leads to increased employee productivity.
Training and development significantly enhance human resource efficiency, with a standardized Beta coefficient of 0.238 and a significance level of 0.000 When employees perceive opportunities for advancement and show interest in improving their skills, their work efficiency tends to increase correspondingly.
