Researchbackground
According to Kraut and Oswald, enhancing the quality of life is one of the highest human and societal goals, with life satisfaction being the ultimate aim for individuals (Frank and Enkawa, 2009) Each year, the Organization for Economic Co-operation and Development (OECD) conducts a survey among 36 high-income countries to identify those with the happiest populations This survey evaluates various factors, including health, education, and environmental quality, while also measuring life satisfaction (Thu Hang, 2014) Developed countries typically report high levels of life satisfaction, highlighting its significance in these societies.
InV i e t n a m , l i f e s a t i s f a c t i o n seemsn o t t o b e paida t t e n t i o n i n t h e p a s t b e c a u s e V i e t n a m i s s t i l l t h e d e v e l o p i n g c o u n t r y (Readya n d D i n h , 2 0 0 8 ) , s o t h e e c o n o m y i s n o t s t r o n g andrichenoughtoenjoythelife.Vietnamesestillhavetheq uotationthat“eatingforb e i n g fullandwearingforbeingwarm”andtheydonothavetheco nceptoflifesatisfaction.Inthepasttenyears,Vietnamisrarelytosurveyaboutlifesati sfactioninourl i v e s becauseitishardtofindouttheinformationaboutlifesatisfactionof Vietnameseint h e magazinesornewspapers.
In recent years, life satisfaction has gained recognition in Vietnam, with Business Insider ranking the country as the 16th most valuable place to live globally (Linh San, 2014) According to a Pew Research Center study, 60% of Vietnamese report high life satisfaction, following only Mexico and the USA (Tra My, 2014) Additionally, a survey conducted by Hilton Worldwide ranks Vietnam 11th in youth happiness, surpassing countries like Indonesia and the Philippines These findings indicate that Vietnamese citizens are increasingly aware of and prioritizing their life satisfaction.
Researchproblem
Insomepreviousresearch,therearemanystudiesaboutlifesatisfaction.Thereisther e s e a r c h abouttherelationshipbetweenorganizationsupport,work-familyconflictandthejob- lifesatisfactionintheUniversity(DixonandSagas,2007)ortheotherresearchaboutt h e relativecontributionsofethnicity,socioeconomicstatus,health,andsocialrelationshipst o lifes atisfactioninUnitedStates(Bargeretal.,2009).Onotherhand,theresearchoftheroleofpe r so n a l i t y inlifesatisfactionalsoprocess byBaudinet al.
Research has explored the impact of work on life satisfaction, highlighting the significance of job-related factors (Streimikiene and Grundey, 2009; Hampton et al., 2013) Studies by Cheng and Chan (2006) examined how gender and widowhood influence life satisfaction in later life, revealing differing perspectives between men and women regarding their relationships Additionally, Frank and Enkawa (2009) investigated whether economic growth contributes to enhanced life satisfaction among individuals.
Them o s t o f p r e v i o u s r e s e a r c h showt h a t amongt h o s e f a c t o r s makingl i f e s a t i s f a c t i o n , workplaysanimportantroleamongthem Jobsatisfactionisfoundin manyresearchb e i n g t h e f a c t o r a f f e c t lifes a t i s f a c t i o n , h o w e v e r , thee f f e c t o f employeec o m m i t m e n t onlifesatisfactiondoesnotfindoutinthepreviousresearch.
Besides,manyresearchesinvestigateaboutthefactorsaffectemployeecommitment.McGu ireandM c L a r e n (2009)processt h e researchaboutt h e impactofphysicale n v i r o n m e n t one mployee commitment incallc e n te r s Fedoretal.
(2 00 6) make research abouttheeffectsoforganizationalchangesonemployeecommitm ent.Therearether e se ar c h abouttheeffectofserviceclimateonemployeecommitment ofHeetal.
(2011);Li ttl eandDean(2006).However, theeffectofserviceclimateonemployeeco mmitmentf i n d outinservicesectorofcallcenterandhospital.Itdoesnotfindouttheresearc hoftheeff ect ofserviceclimateonemployeecommitmentinthebankingindustry.
InV i e t n a m , t h e r e a r e manyr e s e a r c h a b o u t l i f e s a t i s f a c t i o n o f Vietnam esea b o u t m a n y a s p e c t s o f l i f e s a t i s f a c t i o n s u c h a s t h e s a t i s f a c t i o n a b o u t t h e f a m i l y r e l a t i o n s h i p , individuallife,familyfacilities,lifecondition, etc. (HoangBaThinh,2012).Besides,italsoh a s theresearchaboutthelifesatisfactionofVietnamesep eoplefromtheoccupations,jobsa n d livingstandard(NguyenThiVanHanh,2013).Itmea nsthatsomepeopleinVietnambegin tothinkoflifesatisfactionaswellasthefactorseffectonlifesa tisfaction.
However,itd o e s n o t f i n d o u t t h e r e s e a r c h a b o u t l i f e s a t i s f a c t i o n o f empl oyeei n servicesections,e s p e c i a l l y t h e bankingindustryinVietnam.Intermsofpreviousres earch,relatedtob a n k i n g industryinVietnam,therejusthaveresearchaboutthefactor sinfluencingtothej o b s a t i s f a c t i o n o f t h e c o m m e r c i a l b a n k s ’ s t a f f ( P h a n T h i M i n h L y , 2 0 1 1 ) O t h e r r e s e a r c h co n c en t r a t es ontheemployeesatisfactionofbankingstaff( NguyenThiThuyQuynh,2012)b u t itdoesnotstudythelifesatisfactionofbankingstaff.
According to Little and Dean (2006), service climate is significantly related to three key predictors: customer orientation, managerial practices, and customer feedback Customer feedback is considered a crucial aspect of customer orientation (He et al., 2011) This research aims to address the gap in understanding the impact of service climate on employee commitment within the banking industry It focuses on the influence of customer orientation, managerial support, and work facilitation—three critical factors of service climate—on employee commitment Additionally, the study investigates the relationship between employee commitment and life satisfaction among banking employees Therefore, the research centers on how the service climate established by banks fosters employee commitment and, in turn, its effect on employees' life satisfaction.
Researchobjectives
Basedont h e r e s e a r c h b a c k g r o u n d a n d r e s e a r c h g a p , theo v e r a l l o b j e c t i v e o f t h i s studyi s t o examinet h e relationshipb e t w e e n serviceclimatet h r o u g h itst h r e e f a c t o r s : customerorientation,managerialsupport,andworkfacilitation,andemployeeco mmitment asw e l l a s t h e e f f e c t o f employeec o m m i t m e n t o n l i f e s a t i s f a c t i o n o f e m p l o y e e int h e b a n k i n g industryinVietnam.Inspecific,thisresearchhasthepurposeofinvestigating :
Scopesandresearch methodologyofthethesis
Byusingtheserviceclimatetoevaluatetheemployeecommitmentandthanktothisemplo yeecommitment,itmeasuresthelifesatisfactionthatisthereasonwhythefieldofr e s e a r c h i s t h e service industry Bankingisoneofservicesectors in serviceindustrychosenjoiningthissurvey,especiallythebankingindustryinVietnam.Through somedimensionso f serviceclimatearecustomerorientation,managerialsupport,andworkfacilitati on,effectt o employeecommitment– todrawtherelationshipbetweenemployeecommitmentandlifesatisfaction.
Examiningt he rel at io nsh ip ofth ree i n d e pe n d e n t variables o fse rv ice climat e, employeecommitmentandlifesatisfaction,theauthorusesthescaleofpreviousresearch– structuredquestionnaire– t o c o l l e c t d a t a frome mp lo yees i n someo t h e r b a n k i n H o C h i M in hCity( H C M C ) s u c h a s T a i p e i F u b o n C o m m e r c i a l B a n k H C M C B r a n c h , H u a n a n C o m m e r c i a l Ba n k H C M C B r a n c h, F a r E a s t N a t i o n a l B a n k HC M C B r a n c h , T h e B a n k o f Tokyo-
MitsubishiHCMCBranch,AgriculturalBankofVietnamChoLonBranchandonebankinBinhDuongprovinceisTaipeiFubonCommercialBankBinhDuongBranch.Theconstructs weremeasuredbyusingestablishedscales.Usingaseven-pointLikert- typescalet o measurethesurvey.
Significanceofthestudy
Afterthisstudy,itishopefulthatitsfindingwillcontributeinbankers’knowledge a b o u t employeecommitmentaswellas somefactorseffectonit Fromthat,themanageroft h e b a n k knowsthewayto holdthecommitmentoftheiremployeebasedontheknowledgea b o u t whatthingisimportanttoc reatethecommitmentoftheemployeeinbanks’workingen v i ro n m en t Besides,throughthiss tudy,Vietnamesebankersknowmoreclearlyaboutthec o n c e p t oflifesatisfactionaswellasho wemployeecommitmenteffectonlifesatisfactioninordertomakethelifeofbank’semployeem oresatisfied.
Thestructureofthe study
Int h i s c h a p t e r , t h e a u t h o r i n t r o d u c e s t h e r e s e a r c h b a c k g r o u n d o f t h e study,r es e a r ch problem,researchobjectives,researchmethodologyandscopes ,thesig nif i can ce ofthestudyandthestructureofthestudy.
Inthischapter,thefundamentaltheoriesanddefinitionofeachconceptinthest ud y a r e explainedbasedonquotingorparaphrasingthesameconceptsinsomep r ev io u s resea rchbytheauthor.Besides,theresearchmodeltogetherwithhypothesesofthisstudyarealsopresent edbytheauthorinthispart.
Thischapterdiscussesabouttheresearchdesign,measuresoftheconstru ctstogetherwiththemeasurementscalesofthisstudy.Researchprocessisalsomentionedi n thischapter.ThemethodofdataanalysiswithCronbach’salpha,Exploratoryfactora nalysis(EFA)andMultipleregressionanalysisisintroduced.
Int h i s c h a p t e r , t h e a u t h o r c o n f i r m s t h e s u p p o r t e d h y p o t h e s e s b a s e d o n t h e r e s u l t s oftheresearchinthechapter4.Basedonthosesupportedhypotheses,the authorsuggeststhecontributionofthestudyinmanagementtheoryandpracticeanddrawstheli mitationofthestudyforfutureresearch.
Inthischapter,theauthorpresentstheliteraturerelatedtoserviceclimateaswellasthe literatureofthreefactorsstandingforserviceclimate:customerorientation,managerialsuppo rt,a n d w o r k f a c i l i t a t i o n B e s i d e s , t h e o v e r v i e w o f l i t e r a t u r e a b o u t e m p l o y e e c o m m i t m e n t andlifesatisfaction isalsointroducedbytheauthor.Based onthelit eraturer e v i e w abouttheconcepts,theauthordevelopsthehypothesisfromtherelationshipbetwee nserviceclimateandemployeecommitment throughtherelationshipofcustomerorientation,managerialsupportandworkfacilitationtoemployee commitment.
Lifesatisfaction
AccordingtoHenrichandHerschbach,lifesatisfactionisdefinedasthesubjectivelyperc eivedqualityoflifebasedon individualpreferencesandreportedsatisfactioninvariousl i f e domains( a s c i t e d i n B e s i e r a n d
( 2 0 0 1 ) d e f i n e d l i f e s a t i s f a c t i o n a s a n i n d i v i d u a l ’ s c o n s c i o u s , c o g n i t i v e a p p r a i s a l o f t h e qu al ity ofhis orherlifeandLentetal.
( 2 0 0 9 ) saidlifesatisfactionis alastingindicator towardstheemployee’striumphantadj ustmenttochangesinlife(ascitedinMafini,2014).I t ma ybedescribed asanemotional r ea c t i o n ofa n individual t o lifeconsisting of work- ti m e, sparetime,andtimeafterworkaswellasexpressingindividual’ssatisfactionabo utl i f e (Helleretal.,2002).ShichmanandCooper(ascitedinWangetal.,2008)statedtha tlivingbetter,enjoyinglifeandhavingahighqualityoflifeislifesatisfaction.
Serviceclimateis de fi ne d as“theshared perceptions ofemployeesconcernin gthe pr act i ces, procedures,andkindsofbehaviorsthatgetrewardedandsupportedwithr especttoc u s t o m e r s e r v i c e a n d s e r v i c e q u a l i t y ”( S c h n e i d e r e t a l , 1 9 9 8 , p 1 5 1 )
L i t t l e a n d D e a n ( 2 0 0 6 ) s a i d , “ t h e s e r v i c e c l i m a t e c o m m u n i c a t e s a m e s s a g e t o e m p l o y e e s a b o u t w h a t i s v a l u e d byt h e o r g a n i z a t i o n , a n d t h e a t t i t u d e s a n d b e h a v i o r s t h a t a r e d e s i r e d a n d w i l l b e r e w a r d e d ”.MechindaandPatterson(2011)showedthatserviceclimateisaspecificsubset oforganizationalclimatesuchastheperceptionsofemployeesaboutwhatisimportantin t h e i r organization.SchneiderandBowen(ascitedinJohnson,1996)statedthatcreati ngaclimates e r v i c e s t a r t s f r o m i d e n t i f y i n g t h e n e e d s a n d e x p e c t s o f t h e ma rketf o r s e r v i c e quality.T h i s in vo lv es measuringcus to mer e x p ec t a t i o n sa n d s a t is f a c t i o n, s ha r i n g t h e d a t a w i t h affectedemployees,andgeneratinggoalsandplanstoensur eimprovementinservicedelivery.
SchneiderandBowen(1993)arguedthatserviceclimatemightincludesomep r a c ti c es , which encourageofferinghighqualityservice andcreating supportiveconditions,s u c h a s e f f o r t s t o w a r d r e m o v i n g o b s t a c l e s tow o r k , a n d o t h e r HRp o l i c i e s I n a d d i t i o n , ShaineshandSharma(ascitedinHeetal.,2011)suggeste dotherfacetsofserviceclimate,includingcustomerorientation,managerialpracticesandcustome rfeedback.Schneider(asc i t e d inCarrascoetal.,2012)showedthatcustomerfeedbackref erstotherequestanduseo f feedbackbycustomers,customerorientationdescribeseffortstomee tcustomerneedsorexpectationsforservicequality.
Customer feedback is a crucial aspect of customer orientation, which is essential for creating a positive service climate According to research by Little and Dean (2006), the dimensions of service climate include organizational customer orientation, managerial practices, customer feedback, and human resource management Shaines and Sharma (as cited in He et al., 2011) define customer orientation as the development of systems to act on customer information, emphasizing the importance of customer feedback Therefore, this study focuses on measuring the service climate through the components of customer orientation, managerial support, and work facilitation.
Customero r i e n t a t i o n isd e f i n e d a s t h e i m p o r t a n c e t h a t s e r v i c e p r o v i d e r s p l a c e o n t h e i r customers’needsandexpectationsrelatingtoafirm’sserviceofferings(Kelly,ascit edinS c o t t i e t a l , 2 0 0 7 ) S a x e a n d Weitz( a s c i t e d i n D i m i t r i a d e s , 2 0 0 7 ) s a i d t h a t c u s t o m e r o r ie n t a t i o n h a s b e e n defineda s t h e s a t i s f a c t i o n o f c u s t o m e r n e e d s a t t h e l e v e l o f the employee- customeri n t e r a c t i o n I n a d d i t i o n , customero r i e n t a t i o n meansp l a c i n g a h i g h p r i o r i t y oncustomerinterests(Day,ascitedinHeetal.,2011).Heetal.
(2011)quotedthat“managerialsupportmeansactionstakenbyanemployee’simmediatemanageri namannert h a t supportsandrewardsdeliveryofqualityservice.Workfacilitationmeans allworkingconditionsthatsupportdeliveryofqualityservice,suchasgeneralHRpractices,g uidance,a n d cooperationamongworkmates”.Threecomponentssuchascustomerorientatio n,managerialsupport,andworkfacilitationusetomeasuretheserviceclimateinthisresearch.H e e t a l
( 2 0 1 1 ) r e c o g n i z e d t h a t “ customero r i e n t a t i o n i s t h e b a s i c c o m p o n e n t o f s e r v i c e climatewhichdeterminesthedirectionandguidelineofserviceandmanagerialsupportand w o r k facilitationarethetwo“wheels”ofthecarriage,torealizequalityservice”.
Employeecommitment
HerscovitchandMeyer(2002)definedcommitmentofworkerswhentheyrecognizethego alsandobjectivesoftheorganization andtrytomakeeffortandtoworkhardertoh e l p it p r o s pe r I n ad d i t i o n , B a te m a n a n d S t r a s se r ( 1 9 8 4 ) d e sc r i b e d c o m m i t m e n t r e l a t i n g employees’d e v o t i o n a n d f a i t h f u l n e s s t o r e a d i n e s s toe x e r t e f f o r t o n b e h a l f o f t h e o r g a n i z a t i o n andthe desiretomaintainmembership.El-Kassaretal. (2011)recognizedthatnormativec o m m i t m e n t i s a n e m o t i o n a l o b l i g a t i o n towardst h e organizationo f t h e employeeswhoacceptabouttheirresponsibilitytowardstheorganization.
Employeecommitmentisdefinedas“thepsychologicalattachmentfeltbyapersonf ortheorganization Committedindividualsbelieve in,andaccept,organizationalgoalsandv al u e s Theywanttoremainintheorganizationandco mmitthemselvestoprovidequalityserviceonbehalfoftheorganization”(Chen,ascitedinHeetal.,2011).
Serviceclimateandemployeecommitment
Bankingindustry istheserviceindustry,socustomeristhemostoftheirconcernsinb a n k ’ s b u s i n e s s A l l t h e i r p r o d u c t s o f s e r v i c e c o n c e n t r a t e ont h e i r c u s t o m e r s a t i s f a c t i o n MechindaandPa tterson(2011)said,“Consumersarebetterservedifserviceorganizationsa r e structuredto meet andsatisfytheneedsoftheiremployees”.Itmeansthat customerwill beservedwellwhentheorganizationmeetstheneedsoftheiremployee.Tsaietal.
In the service sector, particularly in the banking industry, employees who perceive a strong service climate are more likely to exhibit the desired service behaviors that lead to customer satisfaction Building a positive service environment is crucial for enhancing both customer and employee satisfaction Research indicates a significant relationship between customer orientation and employee commitment, highlighting the importance of fostering a customer-centric culture to improve overall service quality.
AccordingtoReadyandDinh(2008,p.11)“Vietnamesestudentsareindicatingthatiti sveryimportanttothemtoreceivefeedbackfromtheirsupervisorandorganizationfort h e c o n t r i b u t i o n s theya r e making”.T h e V i e t n a m e s e s t u d e n t s a f t e r g r a d u a t e d , theyw i l l becometheemployeewhichmaybeworkinthebankorinanotherfieldoftheVietnames eeconomy.WiththerecognitionofReadyandDinh(2008),itshowsthatthereactionofthesupe rvisoraswellasthemanagerinworkplacehastheeffecttotheemployee.Fromthisc o n c e p t , t herelationshipbetweenmanagerialsupportandemployeecommitmentissetup.
Previous literature highlights that service climate is assessed through customer orientation, managerial support, and work facilitation It creates an environment where employees are highly committed, with work facilitation encompassing all conditions that enhance quality service delivery, including HR practices, guidance, and teamwork Mottaz (1988) asserts that employees who receive support and foster friendly relationships with coworkers and supervisors demonstrate strong, positive commitment to their organization Based on this, the hypothesis aims to evaluate the impact of work facilitation on employee commitment.
Managerial Support Employee Commitment Life Satisfaction
Employeecommitmentandlifesatisfaction
Accordingtotheliterature,employee commitment isthe desiretobe apartofth eorganization; itisthecommitmentoftheemployeetoprovidethequalityserviceonbehalfo f th e organization tothecustomer.Bythewaytryingone’sbest toprovidethehighqualityservicetothecustomerinordertomaketheorganizationprospective,em ployeecanbehadt h e strongconnectiontothisorganization.Especiallyinthebankingindustry,p rovidingtheg o o d se r v i c e f o r t h e customeris t h e f i n a l t a r g e t i n b u s i n es s o f a l l t h e ba n ks i n V i e t n a m Basedontheemployeecommitmentwiththebank,thisemployeegives usthesignalthatsomeonef e e l s satisfiedw i t h thec u r r e n t j o b O f o v w e e t a l
( 2 0 1 3 ) sayp e o p l e w h o a r e s a t i s f i e d withtheirjobwillhavethetendencytobesati sfiedwithlife.Therefore,throught h e j o b s a t i s f a c t i o n , wec a n s e e t h e l i n k f r o m e m p l o y e e c o m m i t m e n t t o l i f e s a t i s f a c t i o n T h e r e f o r e , thehypothesistoexpressthisrelati onshipoftwofactorsiscreated.
Summary
Int h i s c h a p t e r , t h e a u t h o r i n t r o d u c e s t h e c o n c e p t o f s e r v i c e c l i m a t e e v a l u a t e s byt h r e e factorsofcustomerorientation,managerialsupportand work facilitation.Thesec o n c e p t s ofthreethesefactorsaremoreunderstandbyitsdefinitionsthatquote dinpreviousr e s e ar c h Theliteratureofemployeecommitmentandlifesatisfactionaremention edinthisc h a p t e r a s w e l l B e s i d e s , t h e a u t h o r i n t r o d u c e s t h e r e l a t i o n s h i p o f s e r v i c e climatea n d employeec o m m i t m e n t t o g e t h e r w i t h t h e r e l a t i o n s h i p ofemployeec o m m i t m e n t a n d l i f e s a t i s f a c t i o n Fromtheserelationships,th eauthorpresents fourhypothesesextracted fromthem.
Thepurposeofthischapteristointroducemethodologyusedinthisresearch.Firstly,ther e s e a r c h p r o c e s s isi n t r o d u c e d Secondly,t h e measurementss c a l e a p p l y i n g f o r t h i s r e s e a r c h ismentionedinthispart.Thirdly,thequestionnairedesign,datacollectionmethodsa n d samplingdesignarementioned.Finally,theintroductionofdataanalysismethodusingf o r rep ortingtheresearchdataispresented.
Researchprocess
Identifying the research problem was a crucial initial step in this study, followed by a comprehensive literature review that highlighted key concepts related to service climate, employee commitment, and life satisfaction These concepts served as the foundation for developing the research model and hypotheses The primary objective of the study was to evaluate the factors influencing employee commitment, including customer orientation, managerial support, and work facilitation Subsequently, the study assessed the impact of employee commitment on the life satisfaction of banking staff An operational model was illustrated in Figure 2.1, while the research design detailed the identification of data sources, data collection methods, measurement scales, sampling design, and data analysis techniques employed in the study.
Relyingo n t h e measurements c a l e b o r r o w e d fromprevious studies,t h e q u e s t i o n n a i r e ’ s draftwasdesignedandtranslatedintoVietnamese.Thedraft ofq u est i o n n ai r e w a s r e v i s e d byr e s e a r c h e r ’ s s u p e r v i s o r t o c o r r e c t mistakesb e f o r e makingq u a l i t a t i v e research.
The research was conducted in two phases: qualitative and quantitative The qualitative phase involved in-depth interviews to refine the measurement scale for better clarity Additionally, this phase was instrumental in developing the final questionnaire for the main study Following the qualitative research, the finalized questionnaire was utilized in the quantitative phase to gather data for analysis, employing Cronbach’s methodology.
Alphatestforthescale,ExploreFactorAnalysisandMultipleR e g r e s s i o n Analysis)totestthehy pothesisproposedinChapter2.
Cronbach Alpha test for scales Explore Factor Analysis Multiple Regression Analysis
Draftque stionnaire In- depthintervi ew(n=5)
Measurementscale
This study utilized a seven-point Likert-type scale to assess various factors including customer orientation, managerial support, work facilitation, employee commitment, and life satisfaction, where 1 indicates strong disagreement and 7 indicates strong agreement The customer orientation scale comprised six items adapted from Day, Shainesh, and Sharma (as cited in He et al., 2011) Managerial support was measured through four items reflecting the relationship between employees and their direct managers, adapted from Foley and Hang (2005) Work facilitation included four items sourced from Shainesh and Sharma (2003), while employee commitment was measured using four items adapted from Peterson (2004) Lastly, life satisfaction was assessed using a scale drawn from Diener.
1 Customer orientation/BorrowedfromDay;ShaineshandSharma(ascitedin
CO4 Mybusinessdoesagoodjob of keepingcustomersinformedofchanges,whichaffectthem.
CO6 Mybankalwaysresponds to thecustomers’feedbackandsuggestionsquickly.
MS1.Mydirectmanagersupports mewhenIcomeupwith newideason how to improvecustomerservice.
MS2.Mydirectmanagerencouragesme to deliverhighqualityservice.M S 3.Mymanageris responsivetomyrequestsforhelporguidance.
MS4.Mymanager is verycommittedto improvingthe qualityof ourarea’sworkandservice.
3 Workfacilitation/BorrowedfromShainesh andSharma(2003)WF1.Ireceiveadequatesupportfromworkmatesto domyjob well.WF2.IfIperformjob well,Ireceiveappropriaterecognitionand reward.
WF3.Ihavethe manualsandresource materialsIneedto provideservices.
WF4.Ihaveaccess to theproductand policyinformationwhenIneed them to domyworkinmybusiness.
EC1.Ifeelasthoughmyfutureis intimatelylinked tothatof this organization.
EC2.Iwouldbehappytomakepersonalsacrificesif itwereimportantforthebusinessunit’s well-being. EC3.Ifeela senseofcommitment to ourcompany.
5 Lifesatisfaction/BorrowedfromDieneretal.;PavotandDienerascited inSlocum- gorietal.,2009)
LS1.Inmostwaysmylifeis close tomyideal.LS2.Theconditionsof mylifeare excellent.
LS4.SofarIhavegottentheimportantthingsIwant in life.LS5.IfIcouldlivemylifeover,Iwouldchangealmostnothing.
Questionnairedesign
Quantitativeresearch
Afterr e v i s i n g t h e d r a f t q u e s t i o n n a i r e fromt h e r e s u l t o f q u a l i t a t i v e r e s e a r c h , t h e questionnairewasre-adjusted tocreatethefinalquestionnairebythe authortoletitbemoresuitablewithVietnamandeasierforinterviewertounderstandandanswer.When theauthore v a l u a t e d thatthequestionnairewasdesignedwell,afterthatthemainsurveywasprocess edw i d e lytocollectdatafordataanalysisprocess.
Datacollectionmethod
The author used the method of self-administered survey to collect data.Questionnairewassenttotherespondentsviapaperversion.
Samplingdesign
Population
Theauthorissuedquestionnairesto200respondentswhoworkinthebankinHoChiMinhCit yandBinhDuongprovincetocollectdata.Datacollectionwasconductedduring4days.Thea uthorcollected49questionnairesfromTaipeiFubonCommercialbankHochiminhCity Branch,8questionnairesfromTaipeiFubonCommercialbankBinhDuongB r a n c h , 15questionn airesfromHuananCommercialBank,HCMCBranch,18q u e st i o n n a ir e s atFarEastNat ionalBank,HCMC Branch,40questionnairesfromTheBanko f T ok yo -
Mit su bis hi HCMC B ra n c h and3 5questionnaires at A g r i c u l t u r a l Ban ko fVietnam.Intotal,threewas165questionnairesreturningtothesurveyor.
Samplesize
Samples i z e i s i m p o r t a n t i n e a c h r e s e a r c h a n d d e p e n d s o n t h e anal ysismethod( r e g r e s s i o n , e x p l o r a t o r y f a c t o r a n a l y s i s , e t c ) R o s c o e ( a s c i t e d inS e k a r a n a n d B o u g i e , 2011),proposesthefollowingrulesofthumbtoidentifysample size:
Wheresamplesaretobebrokenintosubsamples(males/females,juniors/ seniors, ),am i n i m u m sizeof30foreachsubgroupisnecessary;
Inmultivariateanalysis, thesamplesize should beseveral times
Besides,theminimumsizeofsampleforfactoranalysisshouldbe50,preferably100a n d sho uldbe5times(preferably10timesormore)aslargeasthenumberofvariablesint h e analysis( Hairetal.,ascitedinNguyen,2012):n≥100andn≥5k(wherekisequaltoth e numberofvariables).
Otherwise,T a b a c h n i c k a n d F i d e l l ( a s c i t e d i n N g u y e n , 2 0 1 2 ) s a y t h e m i n i m u m samplesize,whichisrequiredfortheMultipleLinearRegressionshoul dbe:n≥50+8p( w h e r e pisequaltothenumberofindependentfactors)
Themodeli n t h i s s t u d y consistso f 5 factorsw i t h 2 3 s c a l e s s o t h a t t h e m i n i m u m samplesizeshouldbe:23*55observations.Moreover, becausetherearefivein dependentfactorsintheproposedresearchmodel,theminimumsamples i z e thatisr e q u i r e d f o r t h e M u l t i p l e L i n e a r R e g r e s s i o n is50+ ( 8 x 5)= 9 0 Finally,t h e m i n i m u m samplesi zethatisappropriatefordoingdataanalysisinthisresearchis115.However,thea u t h o r usedt hesamplesizewith140observations.
Theauthorcollected165answers.Aftercheckingandremovingtheerrorquestion swhi ch we re misseda n sw e r e d as w e l l as a n s w e r e d w it h samen u m b e r of q u e s t i o n s i nt h e qu estio nn air e fromsixbanks.Asaresult,thequalifieddataofthisstudywas140o b s er v at i o n s Itissuitablewith therequirement ofminimumsamplesize:115observations.B e l o w tablesummarizedcollecteddatafromthesurvey.
Bankname Numberofques tionnaires were deliveried
Percentage(appr oximately) numberofques tionnaires wereusable after cleaningdata
FromtheresultsshowedonTable3.1,theauthorusedonewaytosurveybeingfacetofacei nterviewsothesummaryofcollectingquestionnairejustforsummarythefigureofs i x bankswh ichtheauthorsentquestionnairetosurvey.Thepercentageofquestionnairescollectingf romTaipeiFubonCommercialBankHCMCbranchoccupiedhighlevel(30%int o t a l ) becausethea uthorwasoneofstaffofthisbank.BankofTokyoMitsubishioccupied24%intotalofnumberofq uestionnairewasreturned.Thetablealsoshowedtherestof dataw h e n theauthormadecleaningdata.
Dataanalysismethod
Datacode
Cronbach’salpha
(2005)saytheacceptablevalueofCronbach’salphaforreliabilityisabove0.7.Whent h e C r o n b a c h ’ s a l p h a i s v e r y h i g h ( g r e a t e r t h a n 0 9 0 ) , i t p r o b a b l y m e a n s t h a t theitemsarere petitiousortherearemoreitemsinthescalethanaren e c e s s a r y forareliablemeasureoft heconcept(Leechetal.,2005).TheCorrectedItem–
TotalCorrelationisalsoimportantrationeed to consider.Thisratio musthigherthan0.5otherwise;thisitemwasnotqu alifi ed ofvalidityandreliability.Soanyvariable which hasvalueofCorrectedItem-
Exploratoryfactoranalysis(EFA)
NorrisandLecavalier(2010,p.9)saythat“EFAisbaseduponatestablemodelandcan beevaluatedintermsofitsfittothehypothesizedpopulationmodel;itindicescanbeg e n e r a t e d t o h e l p w i t h modeli n t e r p r e t a t i o n ” B e s i d e s , E F A methodi s u s e d t o i d e n t i f y w h i c h o f a l a r g e s e t ofitemsg o t o g e t h e r asa g r o u p , o r a r e a n s w e r e d mosts i m i l a r l y byr e s po n d en t s (Leechetal.,2005).Thismethodisappliedtoidentifythenumberof underlyingf a c t o r s t h a t e x p l a i n t h e c o r r e l a t i o n s amonga s e t o f v a r i a b l e s t o g e t h e r w i t h testingtheconvergentvalidityanddiscriminantvalidity.Convergentva lidityindicatesthed e g r e e oftwomeasurementsofthesameconceptarecorrelatedwhiledis criminantvalidityshowsthattwomeasurementscalesareusedtomeasuretwodifferentcon ceptsneedtobed iscr imi nant fromeachother(Hairetal.,ascitedinNguyenDinhTho,2012).
Multipleregressionanalysis
( 2 0 0 5 ) , t h e multipler e g r e s s i o n analysisr e q u i r e s m a n y a s s u m p t i o n s b u t i t isb e t t e r tofocusonthemajoronesthataretestedeasilywithSPSS.Theassumptionsinclude:
Summary
In this chapter, the author presents the research design, measurement scales, data collection process, and analysis methods used for the study Prior to conducting the survey, qualitative research was performed through in-depth face-to-face interviews with five respondents to ensure the questionnaire was culturally appropriate and easy to understand for the Vietnamese context Additionally, the questionnaire was assessed for ease of response The quantitative research followed a four-step process: composing the questionnaire based on previous research scales, evaluating the sample size, determining the delivery method for the questionnaire, and filling in the collected data For this survey, the author utilized a sample size of 140 participants and analyzed the data using SPSS.
Int h i s c h a p t e r , t h e r e s u l t o f t h e surveyw a s analyzeda n d r e p o r t e d byt h e a u t h o r F i r st , t h e a u t h o r describedt h e characteristics ofthe samplescollectedi n these banksmentionedinchapter3.Afterthat,theauthorwasusedsomemethodsofdataanal ysistoanalysisthecollecteddatawhichwassupportedorunsupportedfourhypothesesmentione dinchapter2.
The author conducted a reliability and validity assessment of the scales using Cronbach’s alpha to determine the effectiveness of each item in contributing to the summated rating scale for each variable (Lee et al., 2005) Subsequently, exploratory factor analysis (EFA) was employed to identify the components within the scale items Based on the EFA results, the author adjusted the research model to reflect any merged or split components Finally, the revised research model was tested using multiple regression analysis to draw conclusions regarding supported and unsupported hypotheses.
Samplecharacteristics
Therewere140respondentsconsistof38maleand89femaletojoininthesurveyw i t h thepercentageof27.1%and72.9%accordingly.
Thel a r g e p a r t o f t h e employeeo f b a n k g r a d u a t e d t h e U n i v e r s i t y a t l e a s t , s o t h e fluctuationofagewasfrom21yearsoldtoover50yearsold.Therewere5groupsof agew i t h thelargepartofrespondentsinthesecondgroupof26to30yearsoldwith57people(4 0.7%intotal)andthethirdgroupof31to40yearsoldwith56people(56%intotal).
Incomewasalsodividedinto5levelsfromthelowestlevelofbelow5millionVNDp e r mon th tothehighestlevelofover30millionVNDpermonth.Themostofintervieweesbelongtothesecon dincomelevelofover5millionVNDtolessthan10millionVNDpermonthwith62people(44.3%intotal).The t hi rd incomelevelofover10milliontolessthan20millionVNDpermont hwasoccupied50people(35.7%intotal).
Themostrespondentswere belongsto OperationDepartmentwith65people(46.4%i n total) Thiswasthedepartmentto servecustomersand provide thedemand forcustomersd i r e c t l y inthebank.
Regardingtotheworkingduration,itwasrangedfrom1yeartoover9years.Thel a r g e partofrespondentsworkedinthebankfromover3yearsto6yearswith56people(occ upied40%).Thenextcrowdedgrouphad theseniorityworkinginthebankfromover6yearsto9yearswith36respondents(25.7%intotal).
Intermsofthekindofbank(banktype),theauthorsurveyedtwokindofbankbeingstate- capitalbankandforeigninvestmentcapitalbank.Themajorityofintervieweesworkedi n f o r e i g n in vestmentc a p i t a l b a n k w i t h 1 1 9 p e o p l e ( o c c u p i e d 85%).T h e r e s t w a s s t a t e - c a p i t a l bankwith21respondents(25%intotal).
Banktype State- capitalBank.Foreig ninvestmentcapital Bank
Dataanalysisprocess
ScaleValidityandReliability
Ther e s u l t p e r f o r m e d 5 s c a l e s h a d t h e r e s u l t o f C r o n b a c h ’ s a l p h a f l u c t u a t e d from0.857ofmanagerialsupportto.909oflifesatisfaction.Moreover,thecorrected item- totalcorrelationo f e a c h i t e m w a s a b o v e 0 5 I t s h o w e d t h a t t h e s c a l e h a d h i g h v a l i d i t y a n d reliability.Asaresult,thescalewasusedinestablishingthemainsurveyto checkallthehypothesesofthisresearch.
ExploratoryFactorAnalysis(EFA)
T o t a l c o r r e l a t i o n , t h e a u t h o r h a d e n o u g h t h e itemso f a l l v a r i a b l e s w i t h t h e h i g h validityandreliability.Next,theauthorusedexploratoryfactoranalysis(EF A)toevaluatet h e measurementscales.Thismethodwouldhelptogatherthe items,whichmeasuredundert h e samecomponent.Ino t h e r words,byu n d e r s t a n d i n g t h e c o n s t r u c t s t h a t u n d e r l i e v a r i a b l e s , EFAwasusedtounderstandtherelationsamongvariables(Leechetal.,200 5).
Int h e r e s e a r c h m o d e l o f t h i s study,t h e r e w e r e f i v e v a r i a b l e s c o n s i s t i n g o f t h r e e f a ct o r s standingforserviceclimatesuchascustomerorientation,managerial support,workf a c i l i t a t i o n besideemployeecommitmentandlifesatisfaction.First,the authortestedEFAw i t h threedependentvariablesofserviceclimatethesametime,withthere sultofKMOinthetable4.3andtheRotatedComponentMatrixintheTable4.4
Approx.Chi-Square Bartlett'sTestof
AftertestingtheEFAofindependentvariables,theKMOofthreeofthemwas0.912,itmeanttheEFAsuit abletothedatasurvey.TheBartlettwassignificantbecauseitwas0.000( l e s s than0.05)showingthatha vingthehighcorrelationenoughinthevariableformakingareasonablebasisfactoranalysis(Table4.3).
IfIperformjobwell,Ireceiveappropriaterecognitionandreward.Mydir ectmanagersupports mewhenIcomeupwith newideasonh o w t o i m p r o v e customerservice.
Ihavethe manuals andresource materialsIneedtoprovideservices.I haveaccess to theproductand policyinformationwhenIneed themt o d o myworkinmybusiness.
Mymanageris responsivetomyrequestsforhelp orguidance.I receiveadequatesupportfromworkmatesto domyjobwell.Mybankalwaysresponds to thecustomers’feedbackandsuggestionsquickly.
Mybankdefines itsproducts/servicesfromcustomers’perspectives.Mybankalwaysresp onds to thecustomers’feedbackandsuggestionsquickly.
ByproceedingEFA,allfactorloadingswereover0.500,itmeantthefactorswer eq u al i f i e d However,theresultshowedthatfromthreeindependentvariableswith14it emsmeasure:c u s t o m e r o r i e n t a t i o n , m a n a g e r i a l s u p p o r t a n d w o r k f a c i l i t a t i o n , t h e s e itemso f t h r e e factorsweremergedandtwofactorswer e extractedfrom 14itemsofthree factors.T w o independentvariables,managerialsupportandworkfacilitation, weremergedtogetherw i t h “Mybankalwaysrespondstothecustomers’feedbackandsuggestio nsquickly”-itemnumber6 o f t h e independentvariable- customero r i e n t a t i o n ( t a b l e 4 4 ) F r o m merging
31 factorsi n E F A o f i n d e p e n d e n t v a r i a b l e s , its h o w e d t h a t a l l 9 i t e m s o f t w o i n d e p e n d e n t vari ables and1itemoftherestindependentvariableweremeasuredthesamecomponent.
Managerial support significantly influences employee commitment and loyalty within the banking environment The behavior of direct managers plays a crucial role in inspiring employees to perform well and remain loyal, as highlighted by CareerBuilder This underscores the importance of managerial support as a key factor in creating a positive working environment Additionally, understanding employees' feelings about their work environment is essential, as it reflects the impact of human interactions on their overall job satisfaction.
Work facilitation is a crucial element of the working environment, significantly influenced by the relationships among colleagues According to Farrell and Weaver (1998), facilitation involves processes where individuals assist each other in completing tasks and enhancing collaboration This study highlights that work facilitation encompasses not only interpersonal relationships but also the additional support provided by the bank to help employees fulfill their job responsibilities Consequently, the work facilitation scale measures employees' perceptions of their working environment, focusing on both the assistance from coworkers and the resources offered by the bank to enhance performance.
Inc o n c l u s i o n , m e r g i n g b e t w e e n managerialsupport and workf a c i l i t a t i o n werea c c e p t a b l e becausethoseitemsoftwofactorstogetherm easurethesamecomponent-thef e e l i n g oftheemployeeabouttheworkingenvironment.
However,t h e r e w a s i t e m 6 ( C O 6 ) o f customero r i e n t a t i o n int h e mergingf a c t o r T h i s i t e m e v a l ua t e d t h e f e e d b a c k o f t h e b a n k t o t h e customer.I t w a s n o t r e l a t e d t o t h e
Component perceptionofemployeeabouttheworkingenvironmentlikeaboveanalysis.Thissituationw a s explainedbythesamplefordataanalysiswasnotbigenoughtodistinguishthisitemu n d e r t hiscomponent.
AfterrunningEFAforallindependentvariables,therewasnewfactorwascreated fr om themergingof2factors:managerialsupportandworkfacilitationtogetherwiththei t e m 6 o f c u s t o m e r o r i e n t a t i o n I t n a m e d w o r k i n g e n v i r o n m e n t W o r k i n g e n v i r o n m e n t r e l a t e d totherelationshipof managersandtheemployee,therelati onshipofwo rk ma tes w i t h eachotheraswellastheworkfacilitations, whichtheo rganization providedtotheemployee.
Finally,thestudyacceptedtheresultofEFAforindependentvariablesfromthre ef a c t o r s before testing becometwofactorsaftertestingw i t h over62oft h e varian cewas a cc o u n t ed forbythefirsttwofactors(seeAppendixC).
Approx.Chi-Square Bartlett'sTestof
KMOwasgoodbecauseitwasover0.8,itmeansenoughitemswerepredictedbyt h i s factor.Besides,Bartlett’sTestwassignificant(sig.=0.000lessthan0.5)
(seeAppendixC).ThecomponentMatrixhavingo n e componentwasextractedwiththefactorload ingfluctuatedfrom0.839to0.933(Table4 6 ) T h e f i n d i n g s s h o w e d t h a t a l l t h e i t e m s m easuringo n e v a r i a b l e o f e m p l o y e e c o m m i t m e n t andreachtheconvergentvalidityunderthis component.
Approx.Chi-Square Bartlett'sTestof
KMOwasalsogoodbecauseitwasover0.8,itwasshowedthatenoughitemswerepredi ctedbythisfactor.Moreover,Bartlett’sTestwas significant (sig.=0.000less than 0.5) ( t a b l e 4.7).Thecumulativewas over73%ofvariance(see AppendixC).Thecompo nentMatrixhavingonecomponentwasextractedwiththefactorloadingfluctuatedfrom 0.832to0.878(table4.8).
4.2.2.3 SummaryofExploratoryFactorAnalysis(EFA)andadjustmentresearchmode lC o m p l e t i n g theprocessofExploratoryFactorAnalysis(EFA),EFAforthreeindepende ntvariablesw e r e mergedi n t o t w o i n d e p e n d e n t v a r i a b l e s w i t h t h e n e w independentvariablessuchas:
1 Customerorientationwith5items:CO1,CO2,CO3,CO4,CO5.
2 ManagerialsupportwasmergedwithworkfacilitationtogetherwithCO6ofcusto mero r i e n t a t i o n b e c o m e n e w i n d e p e n d e n t v a r i a b l e u n d e r t h e n ameo f w o r k i n g environment(WE).
TestingEFA,employeecommitmentandlifesatisfactionwaskeptthesamewith4it emsand5itemsaccordingly.
H1.Customerorientation(CO)hasapositiveeffectonemployeecommitment(EC).H 2 Worki ngenvironment(WE)hasapositiveeffectonemployeecommitment(EC).H3.Employeecomm itment(EC)hasapositiveeffectonlifesatisfaction(LS).
MultipleRegressionAnalysis
AftertestingtheCronbach’sAlphaandEFA,thestudyhadadjustedresearchmodel( f i g u r e 4.1)withthreehypotheses.Basedonthisresearchmodel,theauthorconductedthe multipler e g r e s s i o n a n a l y s i s t o measuret h r e e hypotheseso f n e w r e s e a r c h mo delw e r e supportedorunsupported.Thismethodisusedtopredicttheimpactlevelofindependentv a r i a b l e ondependentvariable(Hairetal.,2010).
Therew a s t w o t i m e s r u n n i n g multipler e g r e s s i o n a n a l y s i s I n t h e f i r s t ti mes,t h e a u t h o r examinedtheeffectofcustomerorientationandworkingenvironmentonth eemployeecommitmentbyrunningmultipleregressionswithcustomerorientationandw o r k i n g environmentbeingtwoindependentvariables togetherwithemployeecommitmentbeingd e p e n d e n t v a r i a b l e I n t h e s e c o n d t i m e s , w i t h e m p l o y e e c o m m i t m e n t - i n d e p e n d e n t v ar iab l e andlifesatisfaction- dependentvariable,theauthorevaluatedthesignificantp o si t i v e effectofemployeeco mmitmentonlifesatisfaction.
However,beforerunningmultipleregressionanalysis,therewerefiveassumptio nsn e e d totest.
Assumption3:Therewasahomoscedasticityofresiduals(equalerrorvariances)A s s umption4: Nomulticollinearity.
Beforet e s t i n g t h e multipler e g r e s s i o n a n a l y s i s ,t h e a s s u m p t i o n s ’ testp r o c e s s e d toe n s u r e thattheregressionmodelfittedwiththedata.However,theindependentandd ep end en t v a r i a b l e s n e e d e d t o b e t e s t e d t h e c o r r e l a t i o n a n a l y s i s t o r e c o g n i z e t h e d i scr i min an t validitybetweenallthevariables.
Pearsoncorrelationwasusedtomeasurethecorrelationsbetweenindependentf a c t o r s a nddependentfactoraswellastodeterminewhetherthe predictorsw e r e s u f f i c i e n t l y correctedornot(Leechetal,2005).
BasedontheCorrelationsTable(Table4.9),thecorrelationcoefficient(r)ofallthev a ri ables hadgoodcorrelationbecausethestandardtoevaluatethecorrelationscoefficient w a s below0.85andover0.1(0.1