BACKGROUND OF THE STUDY
In Vietnam News (2002), it showed that:
Over 43% of employees in Vietnam demonstrate strong commitment to their jobs and organizations, according to the 2002 global employee commitment report by Taylor Nelson Sofre This commitment rate surpasses the average levels found in the Asia-Pacific region and Europe, although it is slightly lower than that of the United States and Latin America.
And then in Thanhnien News (2008), it is suggested that:
Since joining the WTO, Vietnam has seen a growing demand for skilled workers A survey conducted by Grant Thornton, which included over 7,800 privately held businesses across 34 countries, revealed that 84 percent of Vietnamese companies prioritize recruiting and retaining staff, significantly higher than the global average of 59 percent This highlights the strong emphasis Vietnamese businesses place on attracting and maintaining talent compared to their international counterparts.
Employee retention poses a significant challenge for businesses in Vietnam, dominating discussions in human resource workshops A survey by Navigos Group revealed that 63.8% of respondents from 168 companies, including foreign-invested firms, identified employee retention as the top human resource challenge in 2010 The survey emphasized the importance of placing the right individuals in suitable roles and ensuring their growth within the company, highlighting that effective employee retention remains a demanding task for HR professionals.
The Vietnamese labor market is currently facing a fierce talent war, with employers implementing various employee engagement programs to retain their workforce, as highlighted by Towers Watson in 2011 Their data indicates that employee engagement levels in Vietnam have remained stable at 78%, surpassing the Asia Pacific average of 74% However, the intent of Vietnamese employees to stay with their current employers is lower, at 54%, compared to 61% in the broader Asia Pacific region This indicates that the competition for talent in Vietnam is more intense, as employees are at a higher risk of seeking new opportunities.
Employee engagement is now a top priority for HR practitioners and senior managers in Vietnam Understanding the critical factors that influence employee commitment is essential for HR and line managers By identifying these factors, managers can develop strategic action plans to foster employee engagement and contribute to the organization's sustainability Addressing these urgent needs is crucial for managers in Vietnam as they navigate their daily responsibilities.
STATEMENT OF THE PROBLEM
In today's rapidly evolving workplace, staying competitive requires a focus on employee engagement, which is significantly influenced by the leadership behaviors of direct managers Enhancing leadership quality is essential for fostering greater employee commitment to the organization, ultimately driving sustainable growth and profitability Research consistently highlights the critical link between employee engagement and effective leadership as key factors for organizational success Despite its importance, leadership remains one of the least understood concepts in the corporate landscape, and a comprehensive understanding of employee engagement must consider multiple dimensions to fully grasp this relationship.
A study by Beverly and John (2008) establishes a clear connection between employee engagement and financial performance, highlighting a US survey of 24 publicly traded companies with over 250,000 employees The findings revealed that the stock prices of the 11 companies with the highest engagement levels rose by an average of 19.4%, compared to just 8% for their industry counterparts Additionally, companies with high employee engagement reported superior operating margins, net profit margins, revenue growth, and earnings per share compared to those with lower engagement levels.
Employee performance is significantly impacted by their immediate manager, making a positive relationship crucial for enhancing employee engagement Therefore, improving leadership and management quality is vital for fostering employee commitment to the organization.
On the contrary, engagement is also complicated and continuous for further research then it requires a simultaneous solution as the employees can be emotionally engaged, cognitively engaged or physically engaged
In Vietnam, the voluntary turnover rate was 15.8% in 2010 and decreased to 13.1% in 2011, primarily due to conflicts with direct managers, according to Towers Watson (2012) Research indicates that managers significantly impact employee engagement, with effective management fostering a more engaged workforce The quality of the relationship between managers and employees is vital for driving engagement Towers Perrin (2006, as cited in Gemma and Carl, 2009) emphasizes that many factors influencing employee engagement and retention are within the manager's control.
Numerous studies have established a positive correlation between leadership behaviors and employee engagement; however, research focusing on Vietnam, particularly within specific organizations or industries, remains scarce This study aims to investigate the connection between transformational leadership behaviors and affective employee engagement in the retail and financial services sectors of Ho Chi Minh City, while also examining employees' perceptions of these leadership behaviors.
OBJECTIVES OF THE STUDY
This research investigates the connection between transformational leadership behaviors and employee engagement within the retail and financial services sectors in Ho Chi Minh City The study aims to clarify how these leadership styles influence the emotional commitment of employees, with specific objectives designed to achieve this goal.
To examine the relationship between transformational leadership behaviors and two dimensions of affective employee engagement
To identify the employees’ perceptions about the transformational leadership behaviors and two dimensions of affective employee engagement.
RESEARCH QUESTIONS
1) What are the perceptions of employees in the industry of retail and financial services about transformational leadership behaviors and two dimensions of affective employee engagement?
2) What is the relationship between transformational leadership behaviors and two dimensions of affective employee engagement?
SIGNIFICANCE OF THE STUDY
The research findings are crucial for raising awareness among managers in Ho Chi Minh City regarding the key factors that influence employee engagement levels within their organizations.
Secondly, it will be useful as the reference or guidance for the others to conduct further studies in related topics and other organizations regards to similar problems
Thirdly, it is believed the research can add more value to the literature on leadership behaviors and employee engagement, especially in Vietnam setting.
SCOPE OF THE STUDY
This study investigates the correlation between transformational leadership behaviors and employee engagement in the retail and financial services sectors of Ho Chi Minh City, Vietnam The research is specifically based on data collected from employees within these two industries in the city.
The study's findings are limited due to its narrow sampling frame, which focused on a specific group As a result, the results may not be applicable to the entire industry or to other types of organizations in Vietnam.
STRUCTURE OF THE STUDY
The thesis is organized into five chapters as follows
Chapter one: presents the background of the study, describes the problem statements, research objectives, significance of the study
Chapter two: provides literature review
Chapter three: focuses on the research methodology, describes data collection and analysis methods
Chapter four: analyses and presents the research findings by showing how each of the questions has been answered and how the findings contribute to the purpose of the study
Chapter five: provides the conclusions, limitations and recommendations
The end of the thesis includes references, appendices and questionnaires of the survey form to collect primary data for the work
INTRODUCTION
Leadership encompasses the essential tools, behaviors, and skills required to effectively motivate and guide others In contrast, employee engagement, as defined by Kahn (cited in Jessica and Helena, 2011), reflects the extent to which individuals utilize their cognitive, emotional, and physical resources to excel in their job responsibilities.
High-performing employee retention goes beyond financial and non-financial incentives; research indicates that leadership behaviors play a crucial role in maintaining staff engagement Organizations recognize the importance of engaged employees and are willing to invest resources to enhance employee engagement Effective leadership behaviors are key antecedents in fostering this engagement within the workforce.
Leadership is a crucial organizational factor that significantly influences individual motivation, satisfaction, and performance, according to researchers Tichy and Cohen highlight the direct relationship between effective leadership and these key elements within an organization.
In today's competitive landscape, the most valuable resource is leadership talent that can drive continuous organizational transformation Those individuals and organizations that focus on cultivating leadership skills and fostering the development of future leaders will gain a sustainable competitive edge.
Kotter and Haskett (as cited in Salman et al., 2011) emphasize that leadership is the most crucial element in driving organizational change and setting strategic direction The dynamic between leaders and employees is interdependent, with each influencing the other Consequently, the behaviors of leaders significantly affect employee performance and engagement.
THE CONCEPT OF LEADERSHIP
Leadership is a multifaceted concept that lacks a universally accepted definition, as it encompasses the dynamics between leaders, followers, and situational contexts Various researchers examine different aspects of leadership, including the interactions between leaders and their followers, the physical traits and behaviors of leaders, and the situational factors that influence leadership styles and actions.
Leadership encompasses various definitions, including the ability of a leader to motivate subordinates to act in a desired way, the direction and coordination of group work, and the establishment of interpersonal relationships that inspire voluntary compliance It involves influencing a group to achieve specific goals and strategically focusing resources to create opportunities for success (Richard, Robert, and Gordon, 2009).
THE EVOLUTION OF LEADERSHIP THEORIES
The Great Man theory of leadership posits that leaders possess unique, inherent qualities that distinguish them from others and contribute to their success This perspective suggests that leadership traits are universal and that individuals are born with these characteristics rather than developing them over time However, a significant limitation of this theory is its inability to effectively measure a leader's performance or account for varying situational contexts (Sharon, 2003).
The approach focuses on what the leaders do rather than what are their qualities It also considers the correlation of leaders’ behaviors, effectiveness, and task
If the leaders can show these behaviors, they will satisfy the members, enhance the relationship and social stability of the group
The effectiveness of a leader is influenced by specific situations, the nature of the work, the environment, and the characteristics of subordinates Therefore, it is proposed that leadership styles may vary across different levels within an organization.
Situation leadership also can be leadership traits or leadership behaviors depending on the leaders’ actions or responses in a given situation
To effectively predict the most suitable leadership styles, it is essential to consider situational variables in relation to specific circumstances Leadership effectiveness hinges on a combination of a leader's qualities and the demands presented by various situations Therefore, making informed decisions requires leaders to carefully evaluate these situational factors.
The model emphasizes the social contract between leaders and followers, highlighting the importance of mutual benefits Leaders provide rewards and recognition to their followers, fostering commitment and loyalty in return This reciprocal relationship is key to enhancing effectiveness within the organization.
Transformational leadership complements transactional leadership by highlighting additional qualities of effective leaders It prioritizes the needs of followers, actively engages them within the organization, and enhances overall organizational performance.
LEADERSHIP MODEL
Transformational leadership, first introduced by Burns, is defined as a process where both leaders and followers mutually enhance each other's motivation, rationality, problem-solving abilities, and moral values.
Transformational leaders elevate their followers' potential by establishing new demands and values that foster performance growth They inspire change and extraordinary efforts, effectively steering the organization toward its goals By crafting a clear vision and communicating it effectively, transformational leaders play a crucial role in driving organizational change and motivating employees to embrace that vision (Burns, 1978, as cited in Gholamreza, Hasan, and Ali, 2009).
Transformational leaders inspire their followers to explore innovative solutions to challenges, encouraging them to maximize their potential and align with organizational goals By fostering a mindset focused on collective success, these leaders motivate individuals to achieve higher results through fresh perspectives and increased effort As noted by Bass (1990), transformational leaders urge their followers to prioritize the greater good over personal interests and to invest in their long-term development, ultimately transforming them into leaders themselves.
Research indicates that transformational leaders prioritize tasks, values, and vision, emphasizing individual attention to employees They inspire motivation and demonstrate individualized consideration, fostering a supportive work environment.
FIVE DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP
Idealized influence (Behaviors) (IIB): leaders emphasize collective sense
mission, talk about values and beliefs
Inspirational motivation (IM): leaders communicate and express enthusiasm, optimism, confidence, and emotional appeals
optimism, confidence, and emotional appeals.
Intellectual stimulation (IS): leaders stimulate followers to view the
from new perspectives; encourages problem solving, critical thinking and creativity.
Individual consideration (IC): leaders develop, coach, and teach each
follower to grow individually by paying attention to individual needs, desires and assigning projects
The five constructs are measured by MLQ form 5X (Bass & Avolio, 1997, as cited in Ronald and Rebecca, 2008).
THE CONCEPT OF EMPLOYEE ENGAGEMENT
Employee engagement is defined as a state where employees connect with the organization's purpose, demonstrating enthusiasm, commitment, and passion for their work It encompasses physical, cognitive, and emotional involvement during job performance Furthermore, employee engagement reflects the motivation of employees to contribute to organizational success and their willingness to exert discretionary effort to achieve company goals.
Employee engagement refers to the commitment and involvement an employee has towards their organization and its values (Nitin, 2005) Engaged employees understand the business context and strive to enhance organizational performance Kahn (as cited in Sandeep et al., 2008) describes employee engagement as the alignment of employees’ personal selves with their work roles Furthermore, engagement is linked to the level of discretionary effort employees choose to exert, determining whether they perform at a minimum level or exceed expectations with exceptional contributions (Beverly and John, 2008).
Employee engagement comprises three key components: cognitive, affective, and behavioral Cognitive engagement involves employees' thoughts and beliefs about their organization, managers, and work environment Affective engagement pertains to the emotional responses of employees, reflecting their positive or negative attitudes toward their roles Lastly, behavioral engagement refers to the physical energies and actions employees invest in fulfilling their responsibilities.
THE EVOLUTION OF EMPLOYEE ENGAGEMENT
The concept of personal engagement, as defined by Kahn (2011), involves individuals fully investing their physical, cognitive, and emotional selves in their work roles Building on this, Buckingham and Coffman suggest that an engaged employee is one who can affirmatively respond to all 12 questions in the Gallup questionnaire.
The rise of consultancy firms focusing on employee engagement is notable, as they assess perceptions of work and organizational satisfaction Harter defines employee engagement as a blend of cognitive and emotional factors in the workplace, excluding Kahn's behavioral aspect, which includes physical engagement.
Schaufeli and Bakker (as cited in Mary) influence the concept in reference to the organization context and job engagement with dimensions: cognitive, emotional and physical
Saks expanded Kahn’s perspective by incorporating both job and organizational engagement, while the CIPD, supported by academic literature, identifies three key dimensions of employee engagement: emotional engagement, which involves deep emotional involvement in one’s work; cognitive engagement, characterized by intense focus during work; and physical engagement, which reflects a willingness to go the extra mile for the employer This topic has attracted the attention of numerous researchers, including Macey and Schneider, Kular, Shuck and Wollard, Attridge, and Albrecht, who contribute to the diverse literature on employee engagement.
TWO DIMENSIONS OF AFFECTIVE EMPLOYEE ENGAGEMENT
Affective employee engagement comprises two components: affective commitment and supervisory commitment
Affective engagement is a complex concept that emphasizes the relationships individuals have with their roles, encompassing organizational commitment, job involvement, and job satisfaction Research indicates a significant link between work outcomes and the behaviors of line managers, leadership, and followers Consequently, affective engagement is assessed through employees' emotional commitment to their direct supervisors and the organization as a whole.
Affective commitment, as highlighted by Allen and Mayer (1990, cited in Dilys, Sarah, and Sue, 2004), is crucial for organizations due to its potential benefits Employees exhibiting high levels of affective commitment are likely to exceed their job responsibilities for the organization's benefit Furthermore, affective engagement fosters a positive attitude towards performing well in their roles (Kerstin, Catherine, Emma, Chris, and Mark, 2010).
Supervisory commitment engagement is a multi-dimensional concept that highlights the importance of the relationship between direct supervisors and their subordinates Employees are more likely to engage with their organization when they feel a strong commitment to their line manager Research from both academics and practitioners shows a positive correlation between line managers and their followers, emphasizing the significance of effective leadership in fostering employee engagement.
Affective commitment is evaluated using Allen and Meyer’s organizational commitment scale, while supervisory commitment is assessed through Becker’s job satisfaction measurement (Jonnie, 2009).
THE RELATIONSHIP BETWEEN TRANSFORMATIONAL
LEADERSHIP BEHAVIORS AND EMPLOYEE ENGAGEMENT
Transformational leadership is characterized by a leader's ability to inspire trust, loyalty, and admiration in their followers, as noted by Hai Nam and Sherif (2011) This leadership style fosters meaningful relationships and gives purpose to activities by emphasizing intangible qualities such as a shared vision, common values, and compelling ideas, ultimately engaging and motivating followers.
Transformational leadership significantly enhances follower job satisfaction, motivation, and organizational commitment, as highlighted by Jessica and Helena (2011) This leadership style fosters positive employee attitudes and drives higher individual, group, and organizational performance (Bass, 2003, as cited in Nichola et al., 2009) Transformational leaders identify and nurture the intrinsic motivations of their followers, aiming to fulfill higher needs and engage them fully (Burns, 1978, as cited in Priyanka and Venkat, 2000) Additionally, it is associated with increased organizational citizenship behavior (OCB), improved employee performance, satisfaction, and perceived leader effectiveness (Bass & Avolio, 1990, as cited in Caroline, 2007) Ultimately, transformational leadership leads to greater job satisfaction, reduced work pressures, and enhanced employee morale (Dahlen, 2002, as cited in Sulieman et al., 2011).
Research by Lowe et al (as cited in Caroline, 2007) provides meta-analytical evidence that transformational leadership enhances effectiveness, productivity, innovation, and follower satisfaction This leadership style employs soft influence tactics, including inspirational appeals and ingratiation, to effectively motivate followers (Charbonneau, 2004, as cited in Caroline, 2007).
Transformational leadership is recognized as a hallmark of effective leadership across various levels in both public and private sectors Research indicates that transformational leaders significantly impact individual outcomes and perceptions of justice, fostering a positive work environment They actively engage their followers, enhancing task performance and overall productivity.
Transformational leadership behaviors are closely linked to employee engagement by fostering a blame-free environment and building trust between leaders and followers This leadership style encourages individuals to prioritize the organization's greater good over personal interests, effectively addressing their higher needs Research indicates that transformational leaders positively influence subordinates' perceptions of leadership effectiveness, their effort levels, job satisfaction, and overall performance, demonstrating the significant impact of transformational leadership on organizational engagement.
RESEARCH MODEL AND HYPOTHESES
Based on the literature review and prior research, I propose:
Transformational leadership behaviors Affective employee engagement
H1: Idealized influence (attributes) is related positively to both affective commitment and supervisory commitment
H2: Idealized influence (behaviors) is related positively to both affective commitment and supervisory commitment
H3: Inspirational motivation is related positively to both affective commitment and supervisory commitment
H4: Intellectual stimulation is related positively to both affective commitment and supervisory commitment
H5: Individual consideration is related positively to both affective commitment and supervisory commitment
This chapter outlines the methodologies for examining the relationships between independent and dependent variables, detailing the research design, unit of analysis, population, sample, sampling techniques, measurement, and data collection and administration methods The study, conducted in Ho Chi Minh City, focuses on a quantitative approach to gather relevant information on transformational leadership behaviors and employee engagement, and is classified as survey research.
QUALITATIVE RESEARCH
Sampling
The study involved six participants, each of whom had worked for a minimum of one year under their current manager Additionally, all employees had at least three years of overall work experience, ensuring they possessed the necessary knowledge and expertise to effectively understand and respond to the survey.
Data collection and In-depth interview
The research process began with interviews where employees shared their understanding of the measurement scales Following this, they completed a detailed questionnaire addressing each item Finally, the researcher documented the results for subsequent in-depth interviews.
The measurement scales were revised based on initial results and incorporated into a questionnaire Subsequent interviews were conducted, repeating the same questions from the first round, which revealed that participants had a clear understanding of both the meaning and the Vietnamese translations of the measurement scales Following this, quantitative research was carried out for further exploration.
This study aims to investigate the connection between transformational leadership behaviors and employee engagement, focusing on the affective aspect of engagement The research targets employees in Ho Chi Minh City, specifically those working in the retail and financial services sectors.
The study utilized a combination of purposive and simple convenient sampling techniques to effectively select samples This approach ensured that the target groups within the population were well-represented, enhancing the overall efficiency and control over the sample's composition.
Response rate and sample size
The study sample comprised participants surveyed in Ho Chi Minh City, utilizing a combination of methods including paper surveys distributed to employees at Crescent Mall and students at the University of HCMC Economics, alongside an online survey conducted via Google Docs.
The study includes 26 variables in which 15 variables are independent and 11 variables are dependent As a general term, the sample size should be greater than
100 and the minimum sample should obtain the ratio of 5 observations per variable
As such, the minimum sample size is equal to 130 at least (Hair, Black, Babin, and Anderson, 2010)
To enhance data accuracy for subsequent analysis, a sample of 320 respondents was chosen from employees in Ho Chi Minh City who are currently employed in the retail and financial services sectors.
In this study, a total of 130 questionnaires were distributed to employees at Crescent Mall and 115 to MBA Finance students attending night classes at the University of HCMC Economics Out of these, 104 questionnaires from Crescent Mall and 109 from the university were successfully completed and returned, resulting in non-response rates of 20% and 5.2%, respectively Overall, the total sample size comprised 213 respondents, leading to a combined non-response rate of 13.1% from the initial sample.
Table 1: Location for paper survey, sample size and response rates
No Location for paper survey Sample size
The questionnaires were distributed to the employees by handout and online survey in October 2012 in which handout contributed to 213 samples and online survey contributed to 107 samples.
Data sources and type
To gather relevant data for the study, both primary and secondary data sources were utilized Primary data, collected directly by the researcher, offers tailored information that aligns closely with the research questions and objectives This method ensures that the data is consistent and directly applicable to the specific topic under investigation.
The empirical study gathered primary data from employees at Crescent Mall and the University of HCMC Economics to address specific research questions Questionnaires were developed using a Likert scale to facilitate the collection of this data, allowing for the ranking of variables and measuring the strength of respondents' agreement or disagreement.
Secondary data plays a crucial role in helping researchers understand and explain their research problems By reviewing existing data, researchers can save time and effort, allowing them to eliminate irrelevant information and focus on data that directly supports their study This research also draws from multiple sources to gain deeper insights into the topic, establish a theoretical framework, and design a sample frame and questionnaire for primary data collection Additionally, secondary data is utilized to validate and compare findings with existing literature and articles, enhancing the overall quality of the research.
Data gathering instruments
A quantitative methodology utilizing a 5-point Likert scale questionnaire was employed for measurement in this research Specifically, the Multifactor Leadership Questionnaire (MLQ) and an employee engagement questionnaire were utilized to gather quantitative data on transformational leadership behaviors and employee engagement levels, respectively.
Before choosing the Multifactor Leadership Questionnaire for the study, alternative tools like the 360-degree leadership feedback, managerial grid, and situational leadership questionnaire were evaluated However, these instruments primarily emphasize situational or task-based behaviors rather than distinguishing transformational leadership behaviors, making them unsuitable for the research objectives.
The Multifactor Leadership Questionnaire has been introduced and improved since
1985 and it was also developed through many versions of the questionnaire Bass & Avolio (1995) introduced the MLQ form 5X with nine subscales of leadership behaviors
Participants evaluated their manager's transformational leadership behaviors using the Multifactor Leadership Questionnaire (MLQ) form 5X, which consists of 15 items divided into five subscales Each subscale contains three items measured on a 5-point Likert scale, where 1 indicates strong disagreement and 5 indicates strong agreement Higher scores reflect greater effectiveness in the transformational leadership behaviors exhibited by the manager.
Examples of items from the MLQ form 5X questionnaire:
Idealized influence attributes (IIA): instills pride in me for being associated with him/her
Idealized influence behaviors (IIB): talks about the most important values and beliefs
Inspirational motivation (IM): talks optimistically about the future
Intellectual stimulation (IS): re-examines critical assumption to question whether they are appropriate
Individual consideration (IC): spend time teaching and coaching
In this study, affective commitment and supervisory commitment were identified as key indicators of employee engagement The affective commitment scale utilized was based on the work of Meyer and Allen (1990, as cited in Jonnie, 2009), while the supervisory commitment scale was derived from the research of Becker, Eveleth, and Gilbert (1996, as cited in Jonnie, 2009).
Affective employee engagement encompasses two key dimensions: affective commitment and supervisory commitment The chosen questionnaire is self-scoring, consisting of 11 items—five focused on affective commitment—allowing employees to evaluate their own engagement levels effectively.
The supervisory commitment is assessed using six items rated on a 5-point Likert scale, where 1 indicates strong disagreement and 5 indicates strong agreement A high score reflects a strong perception of employee engagement within the organization, while a low score suggests a weak perception of engagement.
Affective commitment: I would be very happy to spend the rest of my career in this organization
Supervisory commitment: When I talk about my supervisor, I usually say “we” rather than “they”
Independent and dependent variables of the study
The Multifactor Leadership Questionnaire (MLQ form 5X) identifies independent variables through its subscales, while two distinct measures of affective employee engagement—affective commitment and supervisory commitment—are utilized as dependent variables, as detailed in Table 2.
Table 2: Independent and Dependent variables
Data analysis and presentation procedures
After collecting the data, statistical techniques were utilized to analyze the information as part of the quantitative research The survey data was processed using the Statistical Package for the Social Sciences (SPSS), where relevant data was coded and subsequently transferred to SPSS for thorough analysis and presentation.
The analysis of data starts with a reliability test for the scales using Cronbach Alpha, where a value closer to 1.0 indicates higher internal consistency reliability Additionally, a two-tailed Pearson correlation coefficient analysis is conducted to explore the relationship between transformational leadership behaviors and dimensions of affective employee engagement.
A multiple regression analysis was performed to identify the most significant independent variable influencing affective employee engagement The correlation coefficient R indicates the strength of the relationship between the variables, while R Square reveals the proportion of variance in the dependent variables explained by the model Additionally, the F statistic and significance level are provided to aid in the interpretation of the results.
The research presentation utilized a frequency table to summarize the respondents' profiles, highlighting both frequencies and percentages Additionally, descriptive statistics, including means and standard deviations, were employed to analyze employees' responses regarding transformational leadership behaviors and their commitment to the organization A detailed discussion of the variables and their interpretations will be provided in the following chapter.
CHAPTER FOUR: RESULTS AND FINDINGS
The chapter presents, discusses the results of the study and also provides the association amongst transformational leadership behaviors and affective employee engagement
This study aims to investigate the relationship between independent variables—IIA, IIB, IC, IS, and IM—and dependent variables, specifically affective commitment and supervisory commitment The research seeks to fulfill its objectives, address the questions posed in Chapter One, and validate the hypotheses outlined in Chapter Two.
The Pearson correlation statistical method is used to identify relationships between independent and dependent variables, while regression analysis assesses which of the five levels of independent variables most significantly influences employee affective engagement Additionally, the article presents findings on participant demographics and statistical analyses to aid in interpreting and understanding the results.
DEMOGRAPHIC CHARACTERISTICS OF THE PARTICIPANTS
A study involving 320 full-time employees from the retail and financial services sectors in Ho Chi Minh City revealed a balanced gender distribution, with both males and females comprising 50% of the sample The predominant age group among participants was 26 to 35 years, accounting for 49.4%, closely followed by individuals under 26 years, representing 46.9%.
A significant portion of employees, 60.3%, have been with their current organization for less than three years, while 25.3% have worked there for three to five years Additionally, 45.3% of employees have been under their current manager for two to three years, and 37.5% have been with them for less than two years The minimum requirements for these positions include at least three years of overall work experience and a minimum of one year under the current manager.
A significant portion of employees, 55.3%, are employed in private organizations, while 44.7% work for foreign-owned companies In terms of industry distribution, 53.4% are in the financial services sector, and 46.6% are engaged in retail Among the participants, a majority of 76.3% are single, with 23.8% married Educationally, 80.6% of employees hold a bachelor's degree, while 16.3% possess a master's degree.
Table 3: Summary of Employees’ profile
50 Worked for current company Under 3 years
60.3 25.3 14.4 Worked under current Manager Under 2 years
DESCRIPTIVE STATISTICS FOR TRANSFORMATIONAL
Employees perception to Transformational leadership behaviors
The research involved a sample size of 320 participants, aiming to assess employees' perceptions of their organization's transformational leadership behaviors and their engagement levels The mean values for the subscales of transformational leadership behaviors ranged from 3.17 to 3.64, with individual consideration exhibiting the highest standard deviation at 1.00, while inspirational motivation followed closely with a standard deviation of 0.89.
The data indicates that the overall scores for transformational leadership subscales meet the ideal levels for effective leadership, with a mean score of 3.0 or higher in key areas such as idealized influence attributes, idealized influence behaviors, inspirational motivation, intellectual stimulation, and individual consideration.
Employees perception to their organizational engagement
Table 4 presents the mean and standard deviation scores for employee engagement within the organization, as reported by respondents The affective employee engagement scales reveal that affective commitment (AC) has a mean score of 3.10 with a standard deviation of 0.99, while supervisory commitment scores a mean of 2.88 and a standard deviation of 0.97.
The respondents reported a higher mean score of 3.10 for affective engagement compared to a mean score of 2.88 for supervisory engagement, indicating a stronger emotional connection Additionally, the standard deviation for affective engagement was greater than that of supervisory engagement, suggesting a wider variation in responses regarding emotional involvement.
Previous research has not established benchmarks for average or ideal mean scores related to affective and supervisory engagement; instead, it concentrated on the relationships between various types of organizational commitment and their outcomes The findings indicate that affective commitment is the most influential factor, ranking above other forms of commitment in importance.
The study's findings revealed that employees exhibited the highest levels of affective commitment, indicating a strong sense of belonging to their organizations Following this, supervisory commitment also scored notably high, demonstrating employees' dedication to engaging with both their managers and the organization.
THE RELATIONSHIP BETWEEN TRANSFORMATIONAL
In the section, the relationship between transformational leadership behaviors and affective employee engagement was explored by two-tailed Pearson correlation analysis
The article presents correlation coefficients that demonstrate both the strength and direction of relationships, while the p-value indicates the probability of the significance of these relationships The findings are detailed below.
Table 5: Pearson correlation matrix between transformational leadership behaviors and affective employee engagement dimensions
AC SC IIA IIB IS IM IC
** Correlation is significant at the 0.01 level (2-tailed)
* Correlation is significant at the 0.05 level (2-tailed)
for affective commitment.
The research indicates a positive correlation between individual consideration (IC) and both supervisory and affective commitment Consequently, managers are encouraged to dedicate more time to teaching and coaching, treating employees as individuals rather than mere group members, which in turn helps employees enhance their strengths.
SCALE ASSESSMENT
Cronbach Alpha
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
All scale items met the criteria, with a Cronbach's Alpha greater than 0.7 and a Corrected Item-Total Correlation above 0.5, except for item SC46, which was below the threshold at 0.376 Eliminating this item increased the Cronbach's Alpha for Supervisory Commitment from 0.876 to 0.899.
Exploratory Factor Analysis (EFA)
The Exploratory Factor Analysis (EFA) utilized principle axis factoring with promax rotation, yielding components that met several key criteria: a Kaiser-Meyer-Olkin (KMO) measure exceeding 0.5, significance levels below 0.05, eigenvalues greater than 1, cumulative eigenvalues surpassing 60%, and factor loadings exceeding 0.5.
Table 7: Result of EFA for Independent variables
The five components satisfied KMO equivalent to 0.753, significance equivalent to
0, eigenvalues higher than 1, eigenvalues cumulative % equivalent to 73,72% (Donald and Pamela, 2006 and Nancy, Karen, and George, 2005) The analysis showed that five components explain 73,72% the variance of the data
Table 8: Result of EFA for Dependent variables
The two components satisfied KMO equivalent to 0.932, significance equivalent to
0, eigenvalues higher than 1, eigenvalues cumulative % equivalent to 76,73% The analysis showed that two components explain 76,73% the variance of the data.
CORRELATION AND REGRESSION ANALYSIS
Correlation analysis
The correlation analysis was implemented amongst the variables of affective commitment (AC), supervisory commitment (SC) and idealized influence attributes
(IIA), idealized influence behaviors (IIB), inspirational motivation (IM), intellectual stimulation (IS) and individual consideration (IC)
Variables IIA IIB IS IM IC
** Correlation is significant at the 0.01 level (2-tailed)
* Correlation is significant at the 0.05 level (2-tailed).
Regression analysis
The R square was used to assess the research model; however the adjusted R square would be selected in examining the conformity of the model
AC= F (IIA, IIB, IM, IS, IC)
SC= F (IIA, IIB, IM, IS, IC)
Std Error of the Estimate
Std Error of the Estimate
R Square was equal to 0.333 and 0.4 respectively, so they were suitable for further analysis
Squares df Mean Square F Sig
Total 312.157 319 a Dependent Variable: AC b Predictors: (Constant), IC, IIB, IS, IIA, IM
Squares df Mean Square F Sig
Total 301.447 319 a Dependent Variable: SC b Predictors: (Constant), IC, IIB, IS, IIA, IM
The analysis of Tables 12 and 13 revealed F values of 31.297 and 41.820, with significance levels (Sig.) of 0.000 for both models Therefore, Models 1 and 2 are deemed suitable for the data analysis.
Table 14: Profile of Independent variables
B Std Error Beta Tolerance VIF
From the table 14, it showed that:
- The variables of IC, IS and IIB had a positive impact on the affective
- The variables of IIA and IM had a negative impact on the affective commitment
The significance levels for IIA and IM were 0.991 and 0.370, respectively, indicating no statistical impact on affective commitment, as both values exceed the standard threshold of 0.05 Additionally, the Variance Inflation Factor (VIF) for all variables was below 2, confirming the absence of collinearity among them.
- The histogram and normal probability plot also satisfied the regression (see Appendix H, I, J)
Table 15: Profile of Independent variables
B Std Error Beta Tolerance VIF
From the table 15, it showed that:
- The variables of IC, IS and IIB had a positive impact on the supervisory commitment
- The variables of IIA and IM had a negative impact on the supervisory commitment
The significance levels for IIA and IM were 0.600 and 0.297, respectively, indicating no statistical impact on supervisory commitment, as both values exceeded the standard threshold of 0.05 Additionally, the Variance Inflation Factor (VIF) for all variables was below 2, confirming the absence of collinearity issues.
- The histogram and normal probability plot also satisfied the regression (see Appendix L, M, N)
- Hypothesis H1 was suggested to have a positive relationship between idealized influence attributes and both affective commitment and supervisory commitment
However, Beta = -0.001 and P = 0.991 > 0.05 in model 1
So the hypothesis is unsupported
- Hypothesis H2 was suggested to have a positive relationship between idealized influence behaviors and both affective commitment and supervisory commitment
So the hypothesis is supported
- Hypothesis H3 was suggested to have a positive relationship between inspirational motivation and both affective commitment and supervisory commitment
However, Beta = -0.062 and P = 0.370 > 0.05 in model 1
So the hypothesis is unsupported
- Hypothesis H4 was suggested to have a positive relationship between intellectual stimulation and both affective commitment and supervisory commitment
So the hypothesis is supported
- Hypothesis H5 was suggested to have a positive relationship between individual consideration and both affective commitment and supervisory commitment
So the hypothesis is supported
Table 16: Summary of results of hypotheses
H1 a positive relationship between idealized influence attributes and both affective commitment and supervisory commitment
H2 a positive relationship between idealized influence behaviors and both affective commitment and supervisory commitment
H3 a positive relationship between inspirational motivation and both affective commitment and supervisory commitment
H4 a positive relationship between intellectual stimulation and both affective commitment and supervisory commitment
H5 a positive relationship between individual consideration and both affective commitment and supervisory commitment
RESULTS AND DISCUSSION
Regression analysis
(Y AC = 0.636 - 0.01 X IIA + 0.166 X IIB + 0.145 X IS - 0.62 X IM + 0.504 X IC )
Affective commitment = 0.636 – 0.01 idealized influence attributes + 0.166 idealized influence behaviors + 0.145 intellectual stimulation – 0.62 inspirational motivation + 0.504 individual consideration
(Y SC = 0.524 - 0.3 X IIA + 0.133 X IIB + 0.122 X IS - 0.68 X IM + 0.573 X IC )
Supervisory commitment = 0.524 – 0.3 idealized influence attributes + 0.133 idealized influence behaviors + 0.122 intellectual stimulation – 0.68 inspirational motivation + 0.573 individual consideration
The purpose of the study is to examine the transformational leadership behaviors to affect affective employee engagement From the results of regression, there were some conclusions as follows
The regression coefficients for intellectual stimulation were the lowest in both the first and second functions, at 0.145 and 0.122, respectively Despite this, it significantly influences affective employee commitment and supervisory commitment Managers who provide high levels of intellectual stimulation can positively affect employee engagement.
The second largest regression coefficients in both the first and second functions were 0.166 and 0.133, indicating that idealized influence behaviors significantly affect both affective employee commitment and supervisory commitment Managers who exhibit high levels of idealized influence behavior can positively enhance employee engagement.
4.6.1.3 Idealized influence attributes and inspirational motivation
They had no statistical meaning in the regression model As such, idealized influence attributes and inspirational motivation showed no impact on affective employee engagement
The analysis revealed that individual consideration had the highest regression coefficients of 0.504 and 0.573 in both the first and second functions, highlighting its significant impact on affective employee commitment and supervisory commitment Managers who exhibit high levels of individual consideration positively influence employee engagement, underscoring the importance of this behavior in fostering a committed workforce.
Industry analysis
A comparative analysis of affective commitment and supervisory commitment reveals notable differences in employee engagement across various industries Specifically, the retail industry demonstrates higher levels of employee commitment compared to the financial services sector This disparity suggests that retail employees tend to be more emotionally invested in their organizations, indicating a stronger sense of loyalty and dedication.
Discussion of the results
Transformational leadership behaviors such as intellectual stimulation, idealized influence, and individual consideration significantly impact affective employee engagement However, idealized influence attributes and inspirational motivation did not show a correlation with affective engagement, likely because employees have not perceived these behaviors in their managers.
Summary
This chapter details the statistical analysis of the sample, including the examination of scale items and hypotheses The results from Cronbach's Alpha and Exploratory Factor Analysis (EFA) confirmed that all variables met satisfactory criteria, with no variables needing elimination, indicating that the scale items were appropriate for analysis Following this inspection, hypotheses H2, H4, and H5 were retained The next chapter will provide a summary of the overall study, discuss contributions, implications for managers, and outline limitations and recommendations for future research.
CHAPTER FIVE: DISCUSSION, RECOMMENDATION AND
CONCLUSIONS
This research aimed to explore the connection between transformational leadership behaviors and affective employee engagement in Ho Chi Minh City The analysis highlights the findings and implications of this relationship, emphasizing the contributions to practical management Additionally, the chapter outlines the research limitations and offers recommendations for future studies.
Most employees have been with their current organization for less than three years (60.3%), and 45.3% have worked under their current manager for two to three years The mean scores for transformational leadership subscales align with the ideal levels of effective leadership, including attributes and behaviors of idealized influence, inspirational motivation, intellectual stimulation, and individual consideration Consistent with other research, affective commitment received a high mean score, followed closely by supervisory commitment, indicating that employees have a positive perception of organizational commitment.
The study reveals that transformational leadership behaviors significantly impact both affective commitment and supervisory commitment among employees Individual consideration, a key aspect of this leadership style, emphasizes personalized attention through teaching and coaching, which helps employees develop their strengths These findings align with previous research, reinforcing the effectiveness of transformational leadership in enhancing employee commitment.
THE CONTRIBUTIONS OF THE STUDY
Contributions to the literature
Understanding employee engagement is crucial for organizations to effectively plan their workforce This research enhances existing literature by developing a model that identifies the factors influencing affective employee engagement in Ho Chi Minh City Additionally, it broadens the knowledge surrounding transformational leadership behaviors and their impact on the engagement process.
The model, based on the work of Bass & Avolio (1997), offers a comprehensive overview of the research framework and issues Initially designed for developed countries, the scale items were adapted to align with the specific context of Vietnam using empirical data This study aims to enhance existing literature and provide valuable insights into these variables within the Vietnamese setting.
Contributions to the practices
The study identifies key factors that influence employee engagement, offering managers valuable insights into how employees perceive their connection to the organization and the impact of transformational leadership behaviors By leveraging these findings, managers can enhance employee engagement, meet their expectations, and foster career development opportunities within the organization.
Research emphasizes the crucial role of immediate leader behaviors in enhancing employee engagement By recognizing these key factors, organizations can integrate insights into management training and development initiatives to foster a more engaged workforce.
RECOMMENDATIONS
Recommendations for the organizations and managers in Ho Chi Minh
Transformational leadership behaviors significantly influence employee attitudes towards organizational engagement, despite variations in leadership styles across different types of organizations, cultures, and industries.
Managers in Ho Chi Minh City should focus on fostering employee development through transformational leadership behaviors, particularly by emphasizing individual consideration, idealized influence, and intellectual stimulation By doing so, they can enhance employee engagement and strengthen the emotional attachment of employees to the organization.
Managers who treat employees as individuals and actively coach and develop their strengths foster higher levels of affective engagement among their team Establishing a fair system for benefits, promotions, and internal development is crucial for enhancing employee engagement and boosting overall organizational productivity.
The findings also contributed positively to the practical management as some conclusions as follows:
Research indicates that individual consideration is the key factor influencing employee engagement, as evidenced by its significant regression coefficient This aligns with the reality that employees seek personalized treatment, mentorship, and opportunities to enhance their strengths from their managers.
Idealized influence plays a crucial role in enhancing employee engagement within an organization When managers consistently communicate their core values and beliefs, consider the moral and ethical implications of their decisions, and highlight the significance of a shared mission, employees are more likely to experience a strong sense of affective engagement.
Intellectual stimulation significantly influences employee engagement by fostering a high level of affective commitment within the organization Managers are encouraged to challenge existing assumptions, explore diverse perspectives in problem-solving, and propose innovative approaches to task completion, thereby enhancing overall employee involvement and satisfaction.
Idealized influence and inspirational motivation, which include instilling pride in employees and expressing optimism about future goals, do not significantly impact affective employee engagement This lack of effect may stem from employees not recognizing these behaviors in their managers, who also may not embody these traits.
The findings indicate that various factors interact with one another based on specific situations, objectives, and units of analysis Managers can leverage these results to restructure their strategies and enhance employee retention within the organization by implementing transformational leadership behaviors.
Recommendation for future research
The research highlights a significant connection between transformational leadership behaviors and affective employee engagement However, additional evidence is required to further establish the relationship between these leadership behaviors and their impact on employee engagement.
Future research can build on this study by exploring additional leadership styles, such as transactional leadership, alongside variables like cognitive engagement, behavioral engagement, loyalty, self-efficacy, satisfaction, and innovation This approach aims to enhance the understanding of the factors influencing employee engagement.
The study's findings are not universally applicable across all industries and organizational types To strengthen the reliability of these results, further research should explore various organizations, diverse samples, and different sectors.
Future research should replicate this study in various business contexts and examine additional demographic factors such as gender, age, and tenure to determine if findings differ across settings Moreover, exploring how different leadership behaviors influence employee engagement can provide valuable insights and enhance our understanding of these dynamics.
LIMITATIONS OF THE STUDY
Of course the research also has some limitations as follows:
The research was limited to Ho Chi Minh City, which restricts its applicability across diverse demographics To enhance the validity of the findings, it is essential to expand the survey to include additional provinces.
The research model's fit is limited due to certain items not correlating with the dependent variables Future studies should prioritize examining the variables related to idealized influence behaviors and inspirational motivation for improved outcomes.
Thirdly, the research only focused on the industry of retail and financial service So, next researches should focus more industries to understand the factors
This research marks the first attempt by the researcher, who lacks extensive expertise in this type of study The researcher found the task both interesting and challenging, highlighting the necessity for a high level of experience and capability Consequently, this lack of expertise may indirectly influence the research outcomes.
In their 2010 study published in Theoretical and Applied Economics, Azman Ismail, Mohd Hamran Mohamad, Hassan Al-Banna Mohamed, Nurhana Mohamad Rafiuddin, and Karen Woon Pei Zhen explore the impact of transformational and transactional leadership styles on individual outcomes The research highlights how these leadership approaches can significantly influence employee performance and motivation, providing valuable insights for organizations aiming to enhance effectiveness through leadership strategies.
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Extraction Sums of Squared Loadings
Rotation Sums of Squared Loadings
Extraction Method: Principal Component Analysis
IIA1 instills pride in me for being associated with him/her 895
IIA2 goes beyond self-interest for the good of the group 881
IIA3 acts in ways that builds my respect 856
IIB4 talks about the most important values and beliefs 830
IIB5 considers the moral and ethical consequences of decisions
IIB6 emphasizes the importance of having a collective sense of mission
IM7 talks optimistically about the future 794
IM8 talks enthusiastically about what need to be accomplished
IM9 expresses confidence that goals will be achieved 830 IS10 re-examines critical assumption to question whether they are appropriate
IS11 seeks differing perspectives when solving problems 834 IS12 suggests new ways of looking at how to complete assignments
IC13 spends time teaching and coaching 841
IC14 treats me as an individual rather than just as a member of a group
IC15 helps me to develop my strengths 851
Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization a Rotation converged in 5 iterations
Extraction Sums of Squared Loadings
Rotation Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization a Rotation converged in 3 iterations
Appendix E: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .753
Bartlett's Test of Sphericity Approx Chi-Square 1967.442 df 105
Appendix F: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .932
Bartlett's Test of Sphericity Approx Chi-Square 2684.747 df 45
Squares df Mean Square F Sig
Total 312.157 319 a Dependent Variable: AC b Predictors: (Constant), IC, IIB, IS, IIA, IM
Appendix H: Histogram Dependent Variable AC
Normal P-P Plot of Regression Standardized Residual Dependent
Appendix J: Scatterplot Dependent Variable AC
Squares df Mean Square F Sig
Total 301.447 319 a Dependent Variable: SC b Predictors: (Constant), IC, IIB, IS, IIA, IM
Appendix L: Histogram Dependent Variable SC
Appendix M: Normal P-P Plot of Regression Standardized Residual
Appendix N: Scatterplot Dependent Variable SC
I am graduating from the MBus program at the University of Economics in Ho Chi Minh City This survey aims to assess your perceptions of the transformational leadership behaviors of your immediate manager and your emotional engagement with your organization Participation is voluntary, and individual responses will remain confidential and reported only in aggregate form Please indicate your level of agreement or disagreement with each statement by circling a number from 1 to 5 The information collected will be used solely for academic purposes Thank you in advance for your valuable cooperation.
No Measurement scales Rating scale
Instills pride in me for being associated with him/her
Goes beyond self-interest for the good of the group
Acts in ways that builds my respect
Talks about their most important values and beliefs
Considers the moral and ethical consequences of decisions
Emphasizes the importance of having a collective sense of mission
Talks optimistically about the future
Talks enthusiastically about what need to be accomplished
Expresses confidence that goals will be achieved
Re-examines critical assumption to question whether they are appropriate
Seeks differing perspectives when solving problems
Suggests new ways of looking at how to complete assignments
Spend time teaching and coaching
Treats me as an individual rather than just as a member of a group
Helps me to develop my strengths
I would be very happy to spend the rest of my career in this organization
I really feel as if this organization’s problems are my own
I do not feel like “part of my family” at my organization
I do not feel “emotionally attached” to this organization
I do not feel a strong sense of belonging to my organization
When someone criticizes my supervisor, it feels like a personal insult
When I talk about my supervisor, I usually say “we” rather than “they”
My supervisor’s successes are my successes
When someone praises my supervisor, it feels like a personal compliment
I feel a sense of “ownership” for my supervisor
If the values of my supervisor were different, I would not be as attached to my supervisor
2) How long have you worked for the current organization?
3) How long have you worked under your current manager?
4) What is the type of your organization?
5) What is the industry you are working in?
6) What is your age group?
7) What is your highest level of education?
8) What is your marital status?
Hành vi Lãnh đạo ảnh hưởng sự gắn kết của Nhân viên đối với Doanh nghiệp
Kính gửi Anh/Chị, tôi hiện là học viên của trường Đại học Kinh Tế, đang thực hiện luận văn nghiên cứu khoa học về "Hành vi lãnh đạo của cấp trên ảnh hưởng đến nhân viên và doanh nghiệp" Vì vậy, kính mong nhận được sự chia sẻ và đánh giá của Anh/Chị về hành vi lãnh đạo của cấp trên cũng như quan điểm của Anh/Chị về việc gắn bó với tổ chức mà mình đang làm việc.
C c c u tr l i c a Anh Ch kh ng c ng hay sai, ch ng u l nh ng ng g p r t c gi tr v thi t th c i v i t i nghi n c u
Việc kiểm tra lịch trình của Anh Ch sẽ góp phần quyết định sự thành công của nghiên cứu Do đó, Anh Ch cần dành thời gian quý báu để đảm bảo rằng từng câu hỏi được trả lời theo cách phù hợp với quan điểm riêng của các nhà nghiên cứu.
T t c c c c u tr l i c a từng c nh n Anh Ch sẽ c gi k n, t i chỉ c ng b k t qu tổng h p.C m ơn s h p t c c a Anh Ch
Phỏng v n vi n: ể tr l i cho m i ph t biểu, Anh Ch h y khoanh tr n con s thể hi n ng nh t quan iểm c a m nh ngang d ng v i ph t biểu , theo qui c sau:
Khuy n kh ch c c Anh Ch kh ng dùng m c ộ 3 (trung l p)
STT Các Chỉ Tiêu Đánh Giá Mức độ đồng ý Đánh giá hành vi lãnh đạo của cấp trên của anh/chị
1 C p tr n l m cho t i t h o khi c cộng t c l m vi c cùng anh y c y
2 C p tr n h ng t i g t bỏ l i ch c nh n ể h ng n l i ch t p thể
3 C ch h nh xử c a c p tr n l m cho t i t n tr ng 1 2 3 4 5
4 C p tr n th ng c p v c c gi tr v ni m tin trong c ng vi c
5 C p tr n th ng xem xét c c y u t o c li n quan khi ra quy t nh
6 C p tr n th ng nh n m nh tầm quan tr ng c a tinh thần t p thể
7 C p tr n c p nh ng i u l c quan v t ơng lai 1 2 3 4 5
8 C p tr n say m h ng h i trao ổi v c c c ng vi c cần t c
9 C p tr n thể hi n t tin cao ộ v c c mục ti u s p c ho n t t
10 C p tr n th ng xem xét c c t nh hu ng, k ch b n ể nh gi c c quy t nh
11 C p tr n t m ki m c c quan iểm v c ch nh n nh n kh c nhau khi gi i quy t v n
12 C p tr n g i ý, xu t nh ng c ch nh n nh n m i mẻ ể ho n th nh c ng vi c
13 C p tr n d nh th i gian o t o v hu n luy n nh n vi n d i quy n
15 C p tr n gi p t i ph t triển c c iểm m nh c a m nh 1 2 3 4 5 Đánh giá sự gắn kết của anh/chị đối với tổ chức/ công ty
16 T i sẽ r t vui khi l m vi c tr n i cho tổ ch c c ng ty này
17 T i nh n th y v n c a tổ ch c cũng l c a ch nh m nh 1 2 3 4 5
18 T i kh ng c m nh n tổ ch c nh l một phần c a gia nh m nh
19 T i kh ng c m th y g n b m t thi t v i tổ ch c 1 2 3 4 5
20 T i c m th y m nh thuộc v tổ ch c c ng ty n y 1 2 3 4 5
21 Khi ai chỉ tr ch c p tr n, t i xem nh l chỉ tr ch chính tôi
22 Khi t i n i v c p tr n, t i dùng từ “ch ng t i” thay v anh y hay c y
23 S th nh c ng c a c p tr n cũng l th nh c ng c a t i 1 2 3 4 5
24 Khi ai khen ng i c p tr n, t i xem cũng l khen ng i m nh
25 T i c m nh n m nh g n k t m t thi t v i c p tr n c a mình
26 T i sẽ kh ng g n k t v i c p tr n n u ch ng t i kh c ch h ng, quan iểm
Phần thông tin cá nhân của Anh/Chị:
2 Tổng th i gian anh ch l m vi c cho c c c ng ty tổ ch c l bao l u?
3 Anh ch l m vi c v i c p tr n hi n t i bao l u?
4 Lo i h nh doanh nghi p tổ ch c anh ch ang l m vi c?
5 Ng nh ngh anh ch ang l m vi c?