ResearchBackgroundãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã2
Fors u c h c o u n t r i e s , c i v i l a v i a t i o n i s a l w a y s amazedt e c h n i c a l a n d econ omicc h a r a c t e r i s t i c s becauseitisapplicationofscientificachievementsinthemostadvance dtechniques.Civilaviationactivitiesare notonlyeconomicinnaturebutalsomere lyc l o s e l y relatedt osecurity,n a t i o n a l def ens e, a n d foreigneconomic r e l a t i o n s S o far, V i e t n a m c i v i l a v i a t i o n h a s madee n c o u r a g i n g p r o g r e s s w i t h r e f o r m s ont h e p a t h o f modernization.I n r e c e n t years,a l t h o u g h t h e w o r l d e c o n o m y p a s s e s t h e c r i s i s a n d r e c e s s i o n period,overallstillgrows.Amongthem,thea viationtrafficoperationalwaysg e t s highspeed.Especially,strongresurgenceoftheemergin geconomiesintheAsia-
ThewingsofVietnamaviationtodaynotonlyflywithindomesticairport,butalsoto manycontinentsintheworldwiththenewmodernaircrafts.Theairportshavemoref a c i l i t i e s f o r p a s s e n g e r s , m a n y t e r m i n a l s , r u n w a y s , a n d a p r o n s a r e e x t e n d e d V i e t n a m aviationmarkethasachievedremarkable progressinthelastfive yearsthea v e r a g e annualgrowth of1 5% According tofi gu re s reportedbythe Civil Aviation Ad mi nist rat ion o f V i e t n a m i n 2 0 1 0 -
2 0 1 4 , V i e t n a m A v i a t i o n S e r v i c e c o n t i n u e s t o maintainhighgrowthrates.Ac cordingtotheInternationalAirTransportAssociation( I A T A ) intheperiodfrom2013to2017,Vietnamaviationmarketisgrowingfastanddynamic,rankednumbersevenamon gthefastestgrowingmarketworld.In2014,total
0 6 % , comparedwith2013)andcommoditymarketsestimatedat706thousandto ns(upto1 2 6 % , comparedwith2013).Intheperiod2010-
In 2014, Vietnam experienced significant growth in passenger and freight transport, with average growth rates of 12.4% and 14.6%, respectively The Southeast Asian nation saw strong demand for passenger transport and freight, which spurred the development of its aviation sector According to the "Master Plan for Vietnam Tourism Development to 2020 and Vision to 2030," Vietnam aims to attract 10.5 million international tourists and 47.5 million domestic arrivals by 2020, with projections of 18 million international tourists and 71 million domestic visitors by 2030 The tourism sector generated $18.5 billion in revenue in 2020, contributing 7% to the GDP, and is expected to reach $35.2 billion by 2030, accounting for 7.5% of GDP The tourism industry is predicted to achieve an average revenue growth rate of over 30% and a 20% increase in passenger traffic.
The renewal of equipment in the aviation industry is closely linked to the enhancement of management capacity, professional skills, service quality, and the overall service style of personnel, including air traffic controllers, flight attendants, and ground service staff Both basic and advanced training programs are essential for domestic and international operations The successful integration and development of these factors require mobilizing all resources, particularly internal ones Among these, the human factor plays a crucial role in fostering a strong and sustainable workforce that ensures future competitiveness Consequently, the Vietnamese aviation industry has prioritized planning, training, and retraining staff to meet international standards In addition to domestic academic programs, airport groups have contracted training, sent staff abroad for studies, and facilitated access to advanced technologies and scientific knowledge in service units.
Administrative and Enterprise Aviation business Others 79%
40is35.2%,40-50is17.9%,andover50is9.6%.Educationallevelofstaffsislistedbelow:
The aviation industry is witnessing a significant influx of highly qualified university graduates, which bodes well for its future development However, despite the increasing quality of employees, labor shortages remain a pressing issue for managers in the sector Each year, civil aviation organizations recruit thousands of employees to maintain operational stability, yet the turnover rate has escalated alarmingly, with figures ranging from 20% to 40% annually, particularly in critical areas such as air traffic and airport operations Ground service staff, a vital component of the aviation workforce, also experience high turnover rates, prompting airlines to recruit twice a year to address the employee shortage This ongoing challenge poses a serious concern for managers striving to ensure the stability of the civil aviation sector.
ResearchProblemããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã6
Theemployees’turnoverrateortheemployeeswhochangejobsareincrease;them oraleandproductivityofotheremployeesareaffected.Atthesametime,theunitso f fieldtakemanyti mesandmoneyforrecruitingandtrainingthenewemployees.Therea r e manyreasonswhytheem ployeesleave:lowsalaries,overworked,lackofm o t iv a ti o n , lackoftraining,orlac kofrewardandrecognition,etc.Oneofthereasonsthatmoreandmoreappearrecently,imp acttothepsychologicalofcustomerserviceemployeesi s t h e c u s t o m e r v e r b a l a g g r e s s i o n I t n o t onlyma kes t h e e m p l o y e e s f e e l tension,butalsotheyarenotmotivatedt ocontinuetheirjob.Aquino–
Nemecek, ad i r e c t o r oftheUnitedAirlinesRedCarpetClubinLosAngeles,said,“Worki nginthecustomerservicesdepartmentforanairlineis“theworstplacetowork”asthereisnota dayt h a t g o e s byw i t h o u t a p a s s e n g e r c o m p l a i n i n g C u s t o m e r s w a n t t h e a i r l i n e employeestolistentowhateverisirritatingthem.Sometimes,passengerrud ebehaviorisjusttoomuch.Theypush;evenhittheairlinestaffwhentheyfeelangry”.
Ground service staff in aviation face significant challenges due to frequent interactions with diverse passengers from various countries, necessitating a high level of knowledge and professional service skills The pressure to meet work requirements and ensure customer satisfaction often leads to stress and depression among employees Negative encounters, particularly with verbally aggressive passengers, can severely impact the self-esteem of aviation staff Increasingly, customers resort to harsh criticism or insults, contributing to a toxic work environment characterized by distress and irritability Such incidents have been widely reported in the media, highlighting the urgent need for better support and training for aviation employees to handle difficult situations effectively.
7 askedhimtochecktheidentitycard.Manyarticlesappearedinthenewspapertoreportt h e assaulto fcustomertoemployees.Mr.LaiXuanThanh,DirectorofVietnamCivilAviationAuthorit ysaid,“Inthefirst6monthsof2015,thetransportofpassengersbya i r p l a n e s wasapproxi mately30millions.Alsoduringthisperiod,therewas41incidento f safety,aviationsecurity.Whi letechnicalproblemsreduced,theincidentsinvolvinghumansh a v e i n c r e a s e d sharply.
M o r e a n d morei n c i d e n t s h a p p e n e d b e c a u s e manyp a s s e n g e r s didnotreadthe regulations,ortheygrasptherulesoftheairlineindustrybutdeliberatelyignored.Manypassenge rswerecursing,assaulting,threateningstaffp r o c e d u r e s b e i n g p r o m p t f o r v i o l a t i n g r e g u l a t i o n s ” T h e p r e s s u r e s f r o m h i g h requiremento f t h e job, cou p le dwithp ress ur e from customers m a k e employeesfee lstress.Sincethen,theydec idetoleavetheorganizationandfindanotherjob,whichmakethemfeelbetter.
“Frontlineserviceemployees’customer- relatedsocialstressors,emotionalexhaustion,andservicerecovery performance:cust omerorientationasa moderator”( T a e g o o TerryKim,SoyonPaek,ChangHwanCho i,andGyeheeLee,2012)
Indeed,D o r m a n n a n d Z a p f ( 2 0 0 4 ) s t a t e d thatcustomera b u s i v e b e h a v i o r i s c o n s i d e r e d amajorsourceofstressforserviceworkers.However,onlyveryfewstudieshav eattemptedtoinvestigatethebufferingroleoforganizationalorpersonalresourcesa g a i n s t t h e n e g a t i v e i n f l u e n c e o f b e i n g s u b j e c t e d t o f r e q u e n t l y a b u s i v e a n d h o s
8 t i l e b eh av io r fromc u s t o m e r s A d d i t i o n a l l y , t h e s e s t u d i e s a r e f o c u s ont h e c a l l c e n t e r employees,h o t e l e m p l o y e e s org e n e r a l s e r v i c e e m p l o y e e s ( i n c l u d i n g a i r l i n e s employees).Thedomesticandoverseasresearchesaboutcustomerverbalaggre ssiontog r o u n d servicestaffsinaviationareraretofindout.Themajoritystudiesaboutaviationempl oyeesinVietnammentionaboutthefactorstoaffecttheturnoverratearefromo r g a n i z a t i o n , notfromcustomers.
Fromthesefacts,thestudyisconductedtoclarifytheeffectsofcustomerverbalaggressionto emotionalexhaustionandturnoverintentionofgroundservicestaffinV i e t n a m av ia ti on, a l o n gw i t h n e g a t i v e a f f e c t i v i t y ands t r e s s ap pr ai sal f ac t o r s S i n c e then,offeringthesolutionstoovercomeandminimizetheextentofthatinfluence.
ResearchObjectiveandResearchQuestionsãããããããããããããããããããããããããããããããããããããããããããããããã8
Toexaminetheimpactofcustomerverbalaggressiononemployeeemotionalexha ustionandturnoverintention,theresearchfocusesontheemployeeswhoworkinga s thegr ou n d servicei n TanS on Nh at International Ai rp or t, DaN a n g InternationalAirp ort,andNoiBaiInternationalAirport.
ResearchMethodologyandScopeããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã9
Theresearchmethodcombinesqualitativeandquantitativeresearch;ith elpsdeveloptheaccuracyandsufficiencyoftheresearch.Qualitativeresearchcollectst hei d e a s a n d o p i n i o n s a l l o w t h e a d j u s t m e n t o f t h e s t u d y i s m a d e Whi leq u a n t i t a t i v e r e s e a r c h guaranteesmanypeopletakethesurveyandallowtheautho rtocarryoutthed a t a analysisw i t h m o r e r e l i a b l e r e s u l t s S t a t i s t i c a l P a c k a g e f o r t h e S o c i a l S c i e n c e s o f t w a r e (SPSS)andAnalysisofMomentStructure(A MOS)aretheeffectivetoolstoanalyzethedata;theyareusedinthedataanalysischapt er.The stepsaretotestthereliability ofthescales(Cronbach’sAlpha),Explorator yFactorAnalysis.Finally,theCFA isusedtotestthevalidity,whileSEMisusedtoexaminethe hypothesizedmodel.
Thisstudyi s t o r e s e a r c h t h e i m p a c t o f customerv e r b a l aggressiont o t h e emotionalexhaustionandturnoverintentioninaviationindustry,especiallyinground services t a f f Thesurveyw i l l beconductedo n l y throughFacebookMessengera n d d i r e c t l y d e l i v e r toa v i a t i o n e m p l o y e e s i n V i e t n a m o n l y D u e t o l i m i t e d t i m e , t h e r e s e a r c h e r onlyf o c u s e s o n t w o maink i n d s o f s e r v i c e s t a f f a r e c h e c k - i n a g e n t a n d p assen ger serviceagent.Peoplewhomresponsethequestionnairemostlycomefro mHaN o i , DaNangandHoChiMinhCity.InHaNoiandDaNang,thequestionnairesurveywills entbyFacebookMessengerbecauseofthedistance.InHoChiMinhCity,thep ap e r s u r v e y willbed i r e c t l y deliveredt o e m p l o y e e s i n T a n S o n N h a t I n t e r n a t i o n a l Ai rp or t.
ResearchSignificanceãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã9
Accordingtothefindingsintheendofthisresearch,theauthorhopestoprovideageneraloutlo okaboutinfluenceofcustomeraggressiontoemotionalexhaustionand decisiontoquitjobofgroundserviceemployees.Basedonthose,theorganizationaswe l la s t h e managersh a s mored e t a i l v i s i o n a b o u t t h e p o p u l a r p r o b l e m n o w a d a y s A d d i t i o n a l l y , theycanunderstandfactorstorelatewithcustomerverbalaggressi onasnegativeaffectivityandstressappraisal.Sincethen,themanagerswillhavesolutionstor et a i n t h e i r e m p l o y e e s a n d r e d u c e t h e b u l l y i n g s i t u a t i o n o f p a s s e n g e r s toa v i a t i o n employees.
Ont h e o t h e r h a n d , t h i s r e s e a r c h i s a l s o v i t a l f o r appropriatep o l i c y i m p l e m e n t a t i o n asissuethepunishmentofcursing,assaulting,andthreateningaviationem ployees.Byh a v i n g a g o o d u n d e r s t a n d i n g a b o u t f a c t o r s t h a t h a v e i n f l u e n c e o f customerverbalaggressiononemotionalexhaustionandturnoverintent ion,thegovernmentcaneasilyhavepoliciestoprotecttheemployeesandreduceturnoverrate,w h i c h isincreasingsharply.
Structureof theresearchããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã10
Thisc h a p t e r p r e s e n t s l i t e r a t u r e r e v i e w s ofcustomerv e r b a l a g g r e s s i o n , employeeturnoverintention,stressappraisal,negativeaffectivity,andemployeee motionalexhaustion.Thehypothesesdevelopfromtheserelationships.
Researchp r o c e s s , m e a s u r e m e n t s c a l e s , q u e s t i o n n a i r e d e s i g n , d a t a c o l l e c t i o n method,samplingdesign,anddataanalysismethodarepresentedmoredetail sinthisc h a p t e r
Thisc h a p t e r e x p r e s s e s a l l r e s e a r c h r e s u l t s o f t h e study.T h i s ist h e mostimportantpartoftheresearchincludingSampleDescriptiveStatistic,Reliabilit yAnalysis,ExploratoryFactorsAnalysis,CFA,andSEM.Thediscussionisalsor e p r e s e n t e d inthischapterafterhavingtheresults.
Conclusionspresenta conclusionofth e findingsinthestudy, suggest ma nagerialimplementationsbasedontheresultofpreviouschapters,andgivelimitationsthat impactonthefindingaswellasfuturedirection.
Thisc h a p t e r m a i n l y i n t r o d u c e s t h e t h e o r i e s , w h i c h a r e p r o p o s e d bym a n y scholarsinacademicfieldandarerelatedtoalltheconceptsandresearchmode l.Atf i r s t , theauthorintroducesthedefinitionofcustomerverbalaggressionandt urnoverintention.Next,thepreviousresearchoftheseconceptsandtheirrelateddiscussionare mentioned.Finally,basedonthesetheoriesandtherelationofpreviousresearch,the hypothesesofrelationshipamongtheseconstructsandconceptualmodelareproposed.
Review previousstudyãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã12
Employeeturnoveristherotationofworkersaroundthelabormarket;betweenfirms,jobs, andoccupation; andbetween the statesofemploymentand unemployment( A b a s s i etal,2000).Theterm“turnover”isdefinedbyPrice(1977)astherationu mbero f memberswhohaveleftanorganizationduringtheperiodbeingconsidereddivide dbytheaveragenumberof pe op le inthatorganizationduringtheperiod Freq uently,managersrefertoturnoverastheentireprocessassociatedwithfillingavacancy.
(2001)suggestedthatemployeeturnoveristerrorandcostly,itreducesorganizationale f f e c t i v e n e s s andemployeeproductivitytoacertainextent,andmanagermustspend moreenergyandmaterialtodevelopanewtalenttoreplacetheemployeeswholeaveo u t H ence,employeeturnoverisworthmanagerstopayattentiontoinvisibleburden.A c c o r di n g toWrightandBonett(2007),theirresultsshowedthatemployeeturnovercould be dividedtoinvoluntaryorvoluntary.Themostreasonsforturnovercanbeeitherv o l u n t a r y orinvoluntar y.Voluntaryturnoveroccurs whenan employeewantstoleavea n d e v e n t u a l l y d e c i d e s t o l e a v e o r g a n i z a t i o n w i t h v a r i e t y c a u s e s I t i s l i k e l y t h e employeeacceptedaposition,whichhasabette rtreatmentwhetherphysical,orspiritualc a r e s anditwillbenegativeimpactontheorganization.Anot hersituation,anemployeea s k e d t o l e a v e t h e o r g a n i z a t i o n f o r a v a r i e t y o f r e a s o n s i n c l u d i n g l a y o f f s , p o o r j o b
Research indicates a strong correlation between employees' intent to stay and voluntary turnover, as highlighted by Wright and Bonett (2007) Price (1997) noted that much of the organizational research on turnover focuses on voluntary quits, primarily due to the challenges in collecting data from employees who leave voluntarily (Currivan, 2000; Price, 1997) Scholars agree that turnover intention serves as the best predictor of actual turnover and is a crucial element in studying employee behavior, marking the final step before an employee decides to leave (Lee and Bruvold, 2003) However, Van Dick et al (2004) argue that an employee's intention to leave does not equate to actual turnover Nonetheless, it is widely accepted that turnover intention is a strong predictor of actual turnover, suggesting that employees who intend to stay positively influence voluntary turnover rates (Griffeth et al., 2000) Ultimately, turnover intention has been robustly supported as a significant predictor of employee turnover by most scholars (Lee and Bruvold, as cited in Roberts et al., 1999).
Therefore,w h a t t h e d e f i n i t i o n a b o u t employeet u r n o v e r i n t e n t i o n i s S o m e r esear cher s definedthatemployeeturnoverintentionislikeatime- consumingprocessfr om thinkingofquitting, intentiontosearchanewjobandinte ntiontoquitorstay(JacquelineandMilton,2007).
InfanteandGorden(1989,1991)foundthatverbalaggressionintheworkplacei s associat edpositively withdissatisfactionwiththesourceofthemessageandthejobi n general.Eventhoughtheservice providershavetrainedtheiremployeesindeliveringservicewiththestandard,butitsstilldependsont hecustomerperceptionsofservicev a l u e Unfriendlyoraggressiondirectedtowardsemplo yeesinserviceorganizationsisa pervasiveandgrowingproblem(Grandeyetal.,2004).
14 words,tone,ormannersuchasswearing,yelling,andsarcasm(Dormann&Zapf,2004;Grandey,Dic kter,&Sin,2004).
- p r o v o k i n g e v e n t s clearly,increasethisneedsincetrueemotionswouldhave tobesuppressedinordertoc o m p l y withjobdemand(Grandey,2000).Onedominanttypeofanger- provokingeventr e p o r t e d byhumanserviceemployeesreferstocustomers’aggressivebeh aviorduringservicetransactions(Grandeyetal.2002).Verbalabusefromcustomersisnotar areo c c u r r e n c e F o r i n s t a n c e , t h e m a j o r i t y of a i r l i n e employeesr e p o r t e d t h a t theyexp eri enced verbalabuseatleastonceamonth(Boyd2002).
To understand the theories of emotional exhaustion, it is essential to first define emotion According to CrowLD and CrowA (1991), emotion is characterized as a state of turmoil within an individual that acts as an inner adjustment mechanism to the environment, ultimately aimed at achieving personal well-being and safety Emotions can manifest in various forms, including anger, sadness, fear, pleasure, love, surprise, annoyance, and embarrassment.
Emotionale x h a u s t i o n i s p a r t o f a t h r e e - d i m e n s i o n a l b u r n o u t : t h e e m o t i o n a l exhaustion,d e p e r s o n a l i z a t i o n , a n d l o w s e l f - e s t e e m ( M a s l a c h , 1 9 9 3 ) A c c o r d i n g t o Maslach( 1 9 9 3 ) , p e o p l e e x p e r i e n c i n g e m o t i o n a l e x h a u s t i o n i s c h a r a c t e r i z e d byt h e depletiono f e m o t i o n a l r e s o u r c e s , s u c h a s f e e l i n g s o f f r u s t r a t i o n , d e s p a i r , s a d n e s s , h el p l essn e ss , depression,apathytowardworkandfeelsshackledbytasksintheworksot h a t apersonfeelsunabletoprovidepsychologicalservices.Emotionalexhaustionarisesbecause someoneis workingtoointense,dedicatedandcommitted,workingtoomuchan dtoolongfirst,andlookin gattheirneedsanddesiresasthesecond.Thiscausesthemtofeelthepressuretogivemore.Thispressur ecancomefromwithinthemselves,froma v i a t i o n
15 e m p l o y e e s inneed.Giventhesepressures, itcancause asenseofguilt,whichi n turnencouragesthemtoaddmoreenergy.Whenrealitydoesnotsupportth eirideals,theystillstruggletoachievetheseidealsthemselvesuntiltheydrainedresources,th us
15 experiencingf a t i g u e o r f r u s t r a t i o n c a u s e d byo b s t r u c t i o n o f t h e achievemento f theexpectation(Farber,1991).
Emotional exhaustion, also known as emotional depletion or burnout, is a condition caused by excessive stress, leading individuals to feel as though their inner resources are drained This state can have psychological, physical, and social effects, but it typically does not require medical intervention unless more severe issues arise Recovery is often possible through rest, vacations, or stress elimination Symptoms may include irritability, anxiety, frustration, fatigue, and insomnia, and if left unaddressed, emotional depletion can escalate to serious conditions like depression and gastrointestinal problems.
Thereis n o t a n ac c u r a t e meanst o d e te r m i n e h o w m u c h s t r es s w i l l r e s u l t i n emotionalexhaustion.Stresstolerancecangreatlyvaryfromonepersontoanother.Itisbelieved ,h o w e v e r , t h a t i n d i v i d u a l s w i t h s t r o n g c o p i n g s k i l l s a r e morec a p a b l e o f enduringgreateramountsofstressandthereforelesslikelytosufferfrom emotionalexhaustion.
Theconstructofnegativeaffectivityarosefromtheemotionresearchliterature,and hasb eendescribedgenerallyas“astable,heritabletraittendencytoexperienceab r o a d r a n g e ofnegative feelingssuch asworry,anxiety, self-criticisms, anda negativeself- view”(Keogh&Reidy,2000,p.108).WatsonandClark(1984)definednegativea f f e c t i v i t y (NA)asahigher- orderpersonalityvariabledescribingtheextenttowhichanindividualexperiences,eitherintermsof
High levels of negative affectivity (NA), characterized by emotions such as anger, hostility, fear, and anxiety, can significantly impact individuals' emotional experiences Research by Watson and Clark (1984) indicates that those high in NA consistently experience negative moods across various situations, regardless of specific triggers These individuals tend to focus on negative aspects of themselves and others, leading to lower life satisfaction (Watson & Pennebaker, 1989) Furthermore, Watson and Clark's review found that high NA individuals are often more independent and individualistic than their low NA counterparts Consequently, they may be perceived as hostile, demanding, and emotionally distant due to their tendency to experience and express negative mood states.
Individuals with high negative affect (NA) tend to focus on the negative aspects of themselves, their jobs, and the world around them, leading them to interpret slightly negative or ambiguous social cues as threatening This heightened sensitivity to perceived threats often results in hostile actions directed towards the source of their discomfort, occurring more frequently than in those with low NA Consequently, high NA individuals are often perceived as less likable employees and tend to have poorer relationships with their supervisors.
LazarusandFolkman(1984)definedthatstressappraisalreferstotheprocessbywhi chindividualsevaluateandcopewithastressfulevent.Stressappraisaltheoryisco n cer n ed withi ndividuals’evaluationoftheevent,ratherthanwiththeessentialevent.Peopledifferinhowtheyc onstruewhatishappeningtothemandtheiropinionsforco pi ng Therearetwotypes ofappraisal: primaryand secondary.
Inprimaryappraisal,a personseeksanswersastothemeaningofthesituationwithregardtotheirwell- being.Ap e r s o n c a n a p p r a i s e i t a s i r r e l e v a n t , b e n i g n - p o s i t i v e ors t r e s s f u l I f p e r c e i v e d a s st r essf ul thenappraisaltakesanyofthreefor msi.e.harm- loss,threat,orchallenge.Thesecondaryappraisalincludesevaluationofone’sresourcesandwhe thersituationcanbeh a n d l e d ornot(Folkman,Lazarus,Dunkel-
Priort o u n d e r t a k i n g t h i s r e s e a r c h a b o u t t h e p o p u l a r c u s t o m e r b e h a v i o r toaviationemployees,itwasimportanttounderstandoutcomesfrompreviousstudies. Thecustomerverbalaggressionresearchusuallyconcentratesontheserviceemployeessucha s c a l l c e n t e r e m p l o y e e s , h o t e l e m p l o y e e s o r g e n e r a l s e r v i c e e m p l o y e e s ( i n c l u d i n g ai r lin es employees).Aboutthethesisinaviationindustry,theymainlyfocusontheflighta t t e n d a n c e s thataredirectlyfacewithcustomerseveryday.Itisdifficulttofindoutther e s e a r c h ab outgroundservicestaffs,andthethesisfocusontherelationshipbetweencustomersandgro undservice employees.However, theauthorstillrefers thepreviousstudiesaboutcustomerverbalaggression,emotionalexhaustion,andturnoverint entiontodevelopthemodelforthisresearch.
In“Thecustomerisnotalwaysright:customeraggressionandemotionregulatio nofserviceemployees”(AliciaA.Grandey,DavidN.Dickter,andHock-
PengS i n , 2004),theseauthorsarguedthatworkaggressionorangerhastypicallyfocusedonsuperv isorsandco- workersastheinstigatorsofaggression;however,aggressivecustomersarealsolikelyandm ayhaveuniqueconsequencesfortheemployees.Studyp a r t i c i p a n t s w e r e c u s t o m e r s e r v i c e a s s o c i a t e s w h o w o r k e d f u l l - t i m e a n d h a d l o n g tenureswiththeorganization.Theyspentalloftheirworkingtim eonthephonewithcustomers,whilefindingandrecordingaccountinformationataco mputerinasmalls p a c e surroundedbyotheremployees.Theauthorsexploretheaggr essivecustomers’p h e n o m e n o n witha sampleof 198 callcenteremployees. Theemployeesreportedthatcustomerverbalaggressionoccurred10timesaday,onaverage,thro ughthisvariedbyr a c e a n d n e g a t i v e a f f e c t i v i t y Byu s i n g L I S R E L method ,t h e i r d a t a i n d i c a t e d t h a t customerverbalaggressionandstressappraisalofcustomerverb alaggressionpositivelyr e l a t e d toemotionalexhaustion.
In“ I n f l u e n c e o f customerv e r b a l a g g r e s s i o n t o t u r n o v e r i n t e n t i o n ” (XiaoyanLiandErhuaZhou,2013),theauthorsdiscovernewexplanatoryvariablesf oremployeeturnoverincallcenters,thisstudyseekstoexaminetheimpactofcustomerv e r b a l aggressiononemployeeturnoverintention.AccordingtoXiaoyanandErhua
18 management.However,researchconcerningemployeeemotionsduringcustomerintera ctionsislacking.Thisstudyexaminedtheinfluenceofcustomerverbalaggressiono n theemoti onalexhaustionofcallcenteremployeesandresultantturnoverintentionstemmingf r o m t h e c o n v e r s a t i o n o f r e s o u r c e theory.T h e r e s u l t s e x t e n d t h e P r i c e –
In“ T h e mediatingr o l e oforganizationalcommitmentb e t w e e n emoti onalexhaustionandturnoverintentionamongcustomerservicerepresentativesinParkistan”(OmarRehman,FaisalKarim,MuhammadRafiq,andAdilMansoor,2011),t h i s studyscrutinizest herelationship ofemotional exhaustiontodependentvariableturnoverintention.Forthispurpose,datawasobtainedfrom133respondentstocheckt h e relationshipbetwe envariables.Theresultsoftheentirestudyshowthatthereisasi gn if icant relationshipb etweendependentvariableturnoverintentionandindependentv ar iab l es emotionalexhaustion.
HypothesesandResearchModelDevelopmentããããããããããããããããããããããããããããããããããããããããããããã18
Stress appraisal refers to an individual's perception of a stressor as threatening or overwhelming, often accompanied by negative emotions such as fear and anger, along with physiological arousal (Lazarus & Folkman, 1984) Richard Lazarus's extensive research over four decades established a connection between appraisals and stress, highlighting that appraisal involves evaluating the significance of interactions between a person and their environment concerning their well-being Given the discomfort humans feel when targeted by anger, and the implication that such behavior indicates unmet customer satisfaction goals, verbal aggression is likely to be highly stressful (Averill, 1983) The frequency of these aggressive events can lead to heightened arousal and apprehension, increasing the perception of stress Previous studies indicate that individuals who frequently experience aggression at work tend to feel more fear in their workplace environment.
19 k n o wl ed g ed t h at an alternatepossibilityi s t h a t higher frequenciesmayi n d u c e
19 habituationtothenegative stimuli.However, peopleseemtobehard- wiredto reacts t r o n g l y tosuchpotentiallythreateningevents.Therefore,weexpectedthat ahigher ofv e r b a l l y aggressivecustomerislikelytobeassociatedwithastrongerappraisalofthreatf r o m such anevent.
Negativeaffectivityischaracterizedbydissatisfaction,pessimismandat e n d e n c y tob ereactivetothenormalstressesofdailylifeandtodwellonthenegatives i d e oftheworld(Watsona ndClark,1984).Affectivepersonalitytypehasbeeni d e n t i f i e d asanimportantfactorforapprais ingstressandforadoptingstrategiesford e a l i n g withstress.Previousstudieshavefoundthathigh- negativeaffectivityindividualstendtorespondmorestronglytonegativeeventsatwork(Penney andS p e c t o r , 2005),andtoadoptlesseffectivecopingstrategieswhendealingwithstresssucha savoidance,disengagementanddenial(KlugerandDeNisi,1996).
Angry,frustrated,distraught,upsetpeoplehavelongbeenregardedasbei ngpronetoaggressivebehaviors.Grandeye t al.,
(2004)citedinBerkowitz(1989)p ro po sed thatallstatesofallnegativeaffect– insteadofonlyfrustration– deservetober eco gn ized ascausesofaggression Moreover, althoughnotallvarie tiesofnegative affecthavebeentestedforaggression– enhancingeffects,itisclearthatsomeofthema r e quitecapableofincreasingaggression.
Anindividual differencethat is likelyto contribute to increased frequencyands t r e s s appraisalofcustomeraggressionisthenegativeaffectivityoftheserviceprovider.S u r p r i s i n g l y , n e g a t i v e affectivity’sr o l e i n s e l f - reportedw o r k a g g r e s s i o n h a s b e e n o m i t t e d f r o m rec en t r e s e a r c h ( S c h a t
& O ’ C o n n e l l , 2 0 0 0 ; W a t s o n & C l a r k , 1 9 8 4 ; Watson,Clark,&Tellengen,1988).Thesetendenciesmaymeanhighnegative affectivitypersonsevokemore aggression from acu s t o m e r (Buss, 19 87 ) Simi larly, someonehighinnegativeaffectivityhasfewercopingresourcesandthusmayperceivet h e e v e n t a s moret h r e a t e n i n g ( S p e c t o r e t a l , 2 0 0 0 ) T h e r e f o r e , n e g a t i v e a f f e c t i v i t y c o r r e s p o n d s withboththereportedcustomerverbalaggressionandstressap praisalofcustomerverbalaggression.
H2b:Thereisapositiveimpactof Negative affectivity onStressappraisa lofCustomerverbalaggression
Emotional exhaustion is characterized by a significant depletion of energy and emotional resources due to excessive psychological demands (Boles et al., 2000) According to the conservation of resources theory, the loss of resources is more impactful than the gain (Hobfoll and Shirom, 2001) In the service industry, frontline employees often expend their limited emotional resources to meet customer demands, anticipating positive outcomes However, they frequently encounter customer aggression, which drains their emotional reserves and hinders their ability to engage in activities that restore energy and positivity Consequently, service employees are particularly vulnerable to emotional exhaustion, as they must exert additional effort to regulate their emotions in response to these stressors (Van Jaarsveld et al., 2010; Zohar et al., 2003).
Thei n t e r a c t i o n o f v e r b a l l y a g g r e s s i v e c u s t o m e r s w o u l d r e l a t e t o e m o t i o n a l exhaustion.Customerverbalaggressiongivesrisetoemotionalexhaustion(Grande yeta l , 2004),whichisthecoredimensionofburnoutandreferstothelackofenergy anddepletion ofemotionalresourcesduetoexcessivepsychologicaldemands.
Stress emotions significantly impact health and organizational outcomes, influencing the relationship between the frequency of work aggression and its effects (Schat & Kelloway, 2000; Lazarus et al., 1985) As customer aggression rises, employees experience heightened stress arousal, leading to burnout Grandey et al (2004) highlight that the stress appraisal of aggressive situations triggers intense emotional and physiological responses This model emphasizes how employees perceive threats from customer verbal aggression, resulting in emotional exhaustion, which manifests as both psychological and behavioral strain.
H3a:ThereisapositiveimpactofCustomerverbal aggressionon Emplo yeee m o t i o n a l exhaustion
Service workers face significant challenges in managing customer aggression, as engaging in arguments can lead to complaints, negative performance reviews, and management sanctions Consequently, they often resort to problem-solving, escape-avoidance, and support-seeking strategies Escape-avoidance, in particular, involves withdrawing from chaotic situations to protect themselves from further harm This response is common, as workers frequently seek to shield themselves from additional damage According to the conversation of resources theory, excessive demands or insufficient resources can lead to negative emotions and dysfunctional behaviors Furthermore, verbal abuse from customers triggers strong emotional reactions in service employees, resulting in quick physiological, cognitive, and behavioral responses.
1991).Thesestressesandstrainstypicallyresultinvariousnegativeoutcomes(Karatepee t a l , 2 0 0 9 ) F u r t h e r m o r e , Y a g i l ( 2 0 0 8 ) i n d i c a t e s t h a t j o b d i s s a t i s f a c t i o n , t u r n o v e r intention,andabsenteeismareamongtheattitudinalandbehavioralconsequencesofcusto mera g g r e s s i o n H o w e v e r , l i m i t e d e m p i r i c a l e v i d e n c e p r o v i d e s s u p p o r t f o r t h e r e l a t i o n s h i p betweencustomeraggressionandturnoverintention(Karatepeetal.,2009).T h e r e fo r e , thefollowinghypothesisisproposed:
( 2 0 0 9 ) , i n d i v i d u a l s w h o e x p e r i e n c e highemotionalexhaustion aremoreli kelytoseetheirindividualperformanceweaken anddecreasetheirresourcestoresp ondtojobdemands,therebyprovokinghigherlevelsofemotionalexhaustionandconsequentlyaffectingpe rformance.Employeesexperiencingemotionalexhaustionmayevokeaturnoverreactiontocopewi ththestatus(Yavasetal.,2008;Sawyerretal.,2009).Thus,employeesexperiencinghighlevelsofemo tionalexhaustions h o u l d bemorelikelytoleavetheirorganizations.Inaddition,researchesofHoonak kere t a l , ( 2 0 0 4 ) , K o r u n k a e t a l
Concernsonturnoverintentionastheoutcomeofstresshavereceivedcon siderablea t t e n t i o n i n t h e p a s t d e c a d e S t r e s s a f f e c t s organizationsbyi n c r e as i n g a b s e n t e e i s m , decreasingcommitmenttoworkandincreasingstaff- turnover(Leka&C o x , 2008).AccordingtoPrice(2004),workstresswasviewedastheext enttowhichj obdutiescannotbefulfilledandwashypothesizedtoimpactnegatively onintenttostaythroughs a t i s f a c t i o n a n d c o m m i t m e n t O b s e r v a t i o n o n p r e v i o u s s t u d i e s (Walsh,2 0 1 1 ) showedthatturnoverintentioncommonlyemployedasdependent variablewhileus i n g stressorsastheindependentvariables.
H4c:Thereisa positive impactofStress appraisalof customer verbalaggressiononTurnoverintention
Negative affectivity H1+ Employee emotional exhaustion Turnover intention H4b+
Stress appraisal of Customer verbal aggression H4c+
Conceptualmodelããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã23
Insummary,t h i s c h a p t e r p r e s e n t s l i t e r a t u r e r e v i e w r e l a t i n g t o c o n c e p t o f customerv e r b a l aggression,emotionalexhaustion,andturnoverintention.Basedon theseliteratures,aresearchmodelwitheighthypothesesisidentifiedtoillustratetheimpacto f customerverbal aggressionon employees’emotional exhaustion andturnoverintention.Theresearchmethodologyandfindingswillbediscussedinnextchapte rs.
Allproceduresinthischapter,includingqualitativeandquantitativeresearch,a re described The qualitative study involves in-depthinterview, is used tomodifyandr e f i n e themeasures.Inordertoevaluatethemodelandhypothesis,thestudywilla doptthequantitativeresearchmethodthatthedatawascollectedbyquestionnairesurvey.
Thischapterdescribesresearchprocess,researchdesign,samplingmethod,dataanalysis,measur ementscales,andtheresults.
Researchprocessãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã25
B a s e d onthepreviousresearch,thedraftquestionnaireconsistedoffivemeasurementscal es:negativeaffectivity,frequencycustomerverbalaggression,stressappraisalofcustomerve r ba la g g r es s i o n , em ot io nal exhaustion, an dt u r n o v e r i n t e n t i o n T h e d r a f t q uestionsweretranslatedfromEnglishintoVietnamese.Theresearchdesignincludedtwopha se:apilotresearchandamainsurvey.
Pilotrese ar ch : P i l o t t e s t i s a m i n o r s o r t o f a l a r g e r study,w h i c h i s p i l o t e d t o formulateforthestudyorresearch(Zikmund,2003).Apilotstudyimplicatesthatt h e pretestingo f a r e s e a r c h t o o l s u c h l i k e a newd a t a c o l l e c t i o n t e c h n i q u e Tot e s t thefeasibility,e q u i p m e n t , a n d m e t h o d s , r e s e a r c h e r s w i l l f r e q u e n t l y u s e a p i l o t study,a small- scalet r i a l o f t h e l a r g e r r e s e a r c h d e s i g n ( R o w a n , 2 0 1 1 ) M o r e o v e r , thee n t i r e researchiscarriedoutinthepilotstudybutitwillbecarryingoutwithfewerparticipantsthatwo uldbeusedforawide- rangingoftheresearch.Inthisresearch,p i l o t testwasdirectlyinterviewtofivepeoplew hoareworkinginaviationindustry.
Amainsurveyhastwomethodstocollect:face-to- faceandonlinequestionnairesurvey.Inface-to- facemethod,thesurveywashandledbymeanofhardcopiesofquestionnaire.Thesepapers weredistributedtoemployeeswhow o r k i n g inTanSonNhatInternationalAirport.
Research model and Hypotheses Literature review
Main measurement scale Qualitative research
Conclusion, Implications, Limitation Testing Structural equation modeling
SPSS20andAmos20wereusedtotestthemodel.Theprocedureanalyzingthedatacollect edincludedtestofreliabilitywithCronbach’sAlpha,Exploratory FactorAnaly sis( E F A ) , C o n f i r m a t o r y F a c t o r A n a l y s i s ( C F A ) a n d S t r u c t u r a l E q u a t i o n Modeling(SEM)test.
MeasurementScaleããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã26
(2009)measuredTurnoverintention;03itemsbasedonWilkandMoynihan’s(2005)mea suredEmotionalexhaustion;Stressa p p r a i s a l was measuredby04itemsbasedonCohen,S.,Kamarck,T.,&Mermelstein,
Tomeasurecustomerverbal aggression,theauthorusedascaleof08item sad o p t e d andmodifiedfromtheCSSscale(customer– relatedsocialstressors)developedbyDorman&Zapf(2004).Five- pointLikertscalefrom“1=notatalltrue”to“5solutelytrue”wasusedinthisconstruc t.
CVA8 Ifan erroroccurs,thecustomersoftenblameus-neverthemselves.
Thethree- itemscalefo r emotional ex ha ust io n was m o d i f i e d f ro m Wilkan dM o y n i h a n ’ s (2005)study.Inaddition,theauthorusedfive- pointLikertscalefrom“1=s t r o n g l y disagree”to“5=stronglyagree”tomeasure.
(2009)measurewasusedtomeasurethel e v e l ofemployeeleavingdecision.Thisscaleincludedf our-item,andfive- pointLikerts c a l e f r o m “1= s t r o n g l y d i s a g r e e ” t o “ 5 = s t r o n g l y a g r e e ” w a s u s e d t o a s s e s s t h e turnoverextent.
Fouritems,whichweremodifiedandadoptedfromthePSS(perceivedstresss c a l e ) developedbyCohen,S.,Kamarck,T.,&Mermelstein,R.
(1983),wereusedtomeasurestressappraisal.Five- pointLikertscalefrom“1=never”to“5=veryoften”w a s usedtomeasurethisconstruct.
Tomeasurenegativeaffectivity,theauthorusedPANNAS(positiveandn e g a t i v e affectschedule)scale,whichwasdevelopedbyWatson(1988);Watsonetal.,
Respondents are asked to rate their experiences of specific affects at work over a designated timeframe using a five-point Likert scale, where "1" represents "very slightly or not at all" and "5" indicates "very much." To align with the context of this research, the wording of the negative affectivity questions will be modified while maintaining the original scale.
Interested:wantingtogiveyourattentiontosomethinganddiscovermoreaboutit/ relatingtoaperson orgroupwhohasaconnectionwithaparticularsituation,e v e n t , business,etc.
Inspired:beingofsu ch surpassing excellenceasto suggestinspiration b ytheg o d s
Irritable:easilyirritatedorannoyed/abnormallysensitivetoastimulus/ capableo f respondingtostimuli
QuestionnaireDesignããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã29
Thiss t u d y em pl oye d a mixedmethod,i n t e g r a t i n g b o t h t h e q u a n t i t a t i v e a n d q u a l i t a t i v e methods.Accordingly,thequalitativedataaimedtoobtainmorei n-
30 depthi n f o r m a t i o n inordertomaketheresearchreliable.Accordingtoqualitativemethod,t heVietnameseversionofthesurveyquestionnairewaspre-testedusingin-depthinterviews
30 withfiveemployeeswhoareworkingasgroundservicestaffs.Thein- depthintervieww o u l d helptheauthorfinalizequestions,whichwereeasyforrespondentstounderstand; f urth er, itwouldbevaluableinmeasuringobservedvariablesbeforelaunchingthemainsurvey.Bas edonthefeedbackofrespondents,thesurveyquestionnaireswerecleareran d moreund erstandable.
Thesurveywasp r e p a r e d inEnglish andthen translatedintoVietnamesebyanacademicfluent inbothlanguages.Theminimumsamplesizeneededfordataanalysisis125.Therefore,forthesurvey ,papersweredistributedto200questionnairesdirectlyandindirectlyviaGoogles u r v e y torespond ents.Theauthordesignedthisquestionnaireintothreeparts.Thefirstsectioni n c l u d e d d e m o g r a p h i c s u c h a s g e n d e r , a g e , e d u c a t i o n l e v e l , e t c t o c l a s s i f y r e s p o n d e n t s Thesecondandthirdsectionhelpedtheauthortofindouttheideasandthinkingofre spondentsaboutcustomerverbalaggression,emotionalexhaustion,turnoverintention,negat iveaffectivity,andstressappraisalofcustomerverbalaggression.Themultiple- choiceanswerswerefollowedbyLikertscaletouseforitemsinthisresearch.
ThescalesofthisresearchadoptedfromtheauthorsinWesterncountries.Therew e r e somedi fferencesaboutculture,economicdevelopmentandtheway toselectther e s p o nd en t s Apilotstudywasusedtoconductthroughqualitativeres earchmethod.Thepurposeistogatherinformationandadjustvariablesinthesescales.The pilottestc o n d u c t e d inHoChiMinhCityatTanSonNhatAirport.Theresultsandf eedbacksfromthepilottestfacilitatetheresearchersforthebigscaleofresearchorstudy,whichi s conductafterthepilottest.Astheresults,commentsgivenfromin- depthintervieww a s usedforadjustmentofthemeasurementscales(Table3.1).
In thefirst,theauthordirectlyinterviewpeopletodoublecheckallthefactorsa n d d e s c r i b e theirmeaninginthewaythatmosteveryonecanunderstandexactly.Itis animportantsteptodecreasetheerrorforthesixhypothesesinthisresearch.Thepeoplew e r e c h o s e n t o i n t e r v i e w w h o a r e w o r k i n g i n a v i a t i o n i n d u s t r y a s g r o u n d s e r v i c e employees.Theyareinagefrom18to25;theagegrouphasthehighestturnoverratei n aviati onindustry(ReportofCivilAviationAuthorityofVietnam,2012).
Moreover,theemployersoftenconcentrateinrecruitingtheemployeesinthisagebeca usetheiryoungandabilitytostandthepressure fromwork.Therefore, theauthor decidedtoc h o o s e t h i s g r o u p t o c o n d u c t t h e i n - d e p t h i n t e r v i e w T h e a u t h o r h a d t o a d j u s t a n d r ed esi g n themeasurementscale s,whichborrowedfrompreviousresearcherstomakeitb esuitableforthetopicofthisstudy.
The author developed an initial questionnaire based on a preliminary scale to conduct in-depth interviews with individuals who regularly interact with customers Five participants were interviewed, and their feedback helped refine the final questionnaire, leading to changes in wording and the addition of more relevant questions The suggestions aligned well with the participants' job experiences and understanding, prompting a redesign of the questionnaire into three parts: demographic information (gender, age, education) and two main sections addressing customer verbal aggression, emotional exhaustion, negative affectivity, stress appraisal, and turnover intention Since the original scale was based on Western authors and written in English, the author translated the questionnaire into Vietnamese before distributing it to respondents in Vietnam.
Therespondents Draftmeasurements cales Comments Finalmeasurementsc ales Customerverbalaggression
However,thecusto mers“often”criticiz edthem,not“always
Thecustomersoftencriti cizeus– theynevers e e whatiswel ldone.
Theintervieweerecom mendedtheresearchersh ouldchangethesentence bymoredetailstomaketh isitem moreunderstandable
Ifeelfatiguedwhen Igetup inthemorningandhavet ofaceanotherdayon thejob.
Howoftenhavefeel“nerv ous”and“stressed”?
Alltherespondentssaidt h e y couldunderstandthi sitem.Nevertheless,thisq uestionlikestoa s k theem otion,thenegativeaffecti vityt h a n stress.Therefor e,they suggestedchange t h e meaningofsentencet othenewquestion.
Howoftenhaveyoube e n angeredbecauseo f thing sthatwereoutsideofyour control?
Interested,Irritable,Distr essed,Alert,Excited,Ash amed,Upset,Inspired,Str ong,Nervous,Guilty,Det ermined,Scared,Attentiv e,Hostile,Jittery,Enthusia st,Active,Proud,Afraid
Therespondentssuggest edthattheauthorshouldli stthemaincharacteristics influencetoaviationemp loyees,andtheyshouldbe easytotranslateintoViet namesesothat allo f respondentscouldu nderstand
InterestedDi stressedEnt husiasticIns piredIrritabl eUpset
Qualitativer e s e a r c h i s veryi m p o r t a n t f o r t h e b r a i n s t o r m i n g a n d s u m m a r i e s knowledgebutcarryingoutthestudywithmanypeoplemakestheviewmorege neralandsufficient.Thatwhytheresearchersneedquantitativeresearch.
After revising the draft questionnaire based on preliminary qualitative research results, the final version was created to focus on ground service employees at airports The main survey was conducted to gather data for analysis, targeting participants such as check-in agents and passenger service agents who frequently interact with passengers A total of 200 questionnaires were distributed both directly on paper and indirectly via Google Survey The paper questionnaires were delivered by a friend of the author working at Tan Son Nhat Airport to their colleagues in the relevant roles Additionally, an online survey link was shared through Facebook with friends in Da Nang and Hanoi, who work at Da Nang International Airport and Noi Bai International Airport, facilitating wider participation The author encouraged friends to share the survey link within their networks to enhance response rates.
Thea u t h o r d e l i v e r e d 2 0 0 q u e s t i o n n a i r e s t o r e s p o n d e n t s a n d collected1 9 2 answersfrombothpapersurveyandGooglesurveyafterdeleting13unsuitable items.
SamplesizeandSamplingmethodãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã34
(2009),minimumsamplesizeusedinstatisticalanalysisshouldbeequaltoorgreaterthanfivetimesofnu mberofindependentvariables,butnotl e s s thantog e n e r a te reliableresults ( n > = 1 0 0 an dn >= 5k ; w h e r e kis the numbero f v ar i ab l e s) Samplingsizefor
EFAisratioofnumberofquestionandsamplingisfrom5 / 1 to10/1.Therearefivefactors andtwenty- fiveitemsintheresearchsorequestedsamplingsizeshouldbe:25*55observations
ForExploratoryFactorAnalysis,ageneralruleisthatminimumsamplesizeist o haveatl eastfivetimesasmanyobservationsasthenumberofvariablestobeanalyzeda n d largerthan100(Hairetal.,2009).Thus,theminimumsamplesizerequiredbyEFAin t h i s r e s e a r c h i s : n = 5 * 2 5 = 1 2 5 o b s e r v a t i o n s T h e r e f o r e , t h i s r e s e a r c h n e e d e d 1 2 5 o bserv at ion s atleastforr unningEFA
Thereweres o m e considerations a f f e c t i n g samplesize i ns t r u c t u r a l equ a ti on modeling(SEM).First,“estimationtechnique”’,samplesizeshouldbebetween150to 400responsesifusingtheMaximumLikelihood(ML)method.Second,modelc o m p l e x i ty leadstotheneedforlargersamples.
Hair,Anderson,Tatham,andBlack(2014)suggestssamplesizesintherangeof1 00to150asfollow:
100:Modelscontainingfiveorfewerconstructs,eachw i t h morethanthreeitems(observedvariables)an dwithhighitemcommunalities(0.6o r higher)
150:Modelswithsevenconstructsorless,modestc o m m u n a l i t i e s (0.5),andnounder- identifiedconstructs(two-itemconstruct)
Thestudywasincludedfiveconstructsandnounder- identifiedconstructs.Allofconstructshadmorethanthreeitems.Thenitmighthavehighitemcom munalities(0.6o r h i g h e r ) T h e r e f o r e , t h e samples i z e o f 125w a s r e a s o n a b l e
A d d i t i o n a l l y , B o l l e n (1 9 8 9 ) hasalsoproposedanempiricalratioofatleastfiveob servationsperestimatesparameter.Thestudyhad25 parameters.Takingintoaccountall considerationsabove,thetargetedsamplesizewas125respondents.
Samplingmethodofthisresearchwasconveniencesampling.Thedataofthiss t u d y wasobtainedfromtheemployeeswhoworkinginairportasgroundservicefromthr ee cities: HaNoi,DaNang,andHoChiMinhCity.Therewasnobiaslimitationbecauseallre spondentswerefromdifferentprovincesandcitiesofVietnam.However,t h i s surveywasnotba sedonprobabilitysampling;itisratherbasedonconveniencesamplinginnon- probabilitysamplingmethod.
DataAnalysisMethodããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã35
TheSPSS(StatisticalPackageforSocialScience)version20.0andAmos20.0wereuse dinthisresearchforanalyzingprimarydata.TheauthorranAmos20forSEMw i t h purposeofenha ncingthevalueofthemodel.
Reliabilityanalysisisusedtoevaluatethereliabilityofthemeasurementscale,thi s anal ysisrequirescalculatingCronbach’sAlpha.Cronbach’sAlphashouldbeaboveo r atleastequal0.6toa daptinternalreliabilityandthecorrelationofeachspecificitemw i t h total ofthe other itemsin the scalewas quite high orhigher than 0.3(Nunnally&B u r n s t e i n , citedinNguyen,2011).
Afterevaluatingthescalereliability,theExploratory FactorAnalysis( EFA)methodisappliedtoidentifythenumberofunderlyingfactorsthatexplainthecorrela tionsa m o n g a s e t o f v a r i a b l e s a s w e l l a s tot e s t t h e c o n v e r g e n t v a l i d i t y a n d d i s c r i m i n a n t validity.Convergentvalidityshowsthedegreeinwhichtwomeasurementoft h e samec o n c e p t a r e c o r r e l a t e d ( H a i r eta l , a s c i t e d i n N g u y e n , 2 0 1 2 ) w h i l e discriminantv a l i d i t y s t a t e s t h a t t w o m e a s u r e m e n t s c a l e s a r e u s e d t o m e a s u r e t w o d i f f e r e n t conceptsneedtobedicriminantfromeachother.
The study employed Confirmatory Factor Analysis (CFA) to assess the reliability and validity of the measurement model The CFA results demonstrated a model fit, indicated by a Cmin/df ratio of less than 0.3 and a p-value exceeding 5% The Goodness of Fit Index (GFI) measured the alignment between the hypothesized model and the observed covariance matrix The Comparative Fit Index (CFI) evaluated model fit by examining discrepancies between the data and the hypothesized model, while accounting for sample size effects inherent in chi-squared tests A CFI value above 0.95 is considered good, above 0.9 is acceptable, and above 0.8 may be permissible The Root Mean Square Error of Approximation (RMSEA) assessed discrepancies between the hypothesized models and population covariance matrix, with values of 0.1 or less indicating acceptable model fit Additionally, Composite Reliability (CR) was used to evaluate the reliability of the measurement scale, while Average Variance Extracted (AVE) was employed to establish convergent validity, with item correlations used to determine discriminant validity.
Then,structuralequationmodeling(SEM)testedthehypothesizedmodelandest imatedpathcoefficientsforeachproposedrelationshipinthestructuralmodel.SEM isa c o m p r e h e n s i v e s t a t i s t i c a l a p p r o a c h t o t e s t i n g h y p o t h es es ab ou t r e la t i o n s a m o n g o b s e r v e d a n d l a t e n t v a r i a b l e s ( H o y l e , 1 9 9 5 ) R i g d o n ( 1 9 9 8 ) d e f i n e d t h a t S E M i s a m e t h o d o l o g y forrepresenting,estimating,andtestingatheoretica lnetworkof(mostly)linearrelationsbetweenvariables.
Insummaryofchapterthree,questionnairesurveywasdesignedbasedonp r e v i o u s mea surementscales.Specifically,scalesofcustomerverbalaggressionincludedeightitemsadoptedfr omDorman&Zapf(2004).Scaleofemotionalexhaustionincludedthreeitems,whichadoptedfro mWilkandMoynihan’s(2005).S c a l e ofturnoverintentionconsistedoffouritemsbasedonsc aleofJaramilloetal.
ModificationsfortheVietnameseversionandEnglishversionofquestionnairewereco n d u ct e d duetothenecessaryofaccuracyandclarity.Totally,measurementscalesincluded25itemsha dbeenusedtoformulatethequestionnairesurvey,whichhadb e e n deliveredto200respondents.
Chapter3presentedtheresearchmethodologyaswellasthewaytocollectand analyze data.Chapter4presentstheanalysisresults,whichincludedrespondents’d e m o g r a p h i c s , rel iabilityanalysiswithCronbach’sAlpha,Confirmatoryfactoranalysis(CFA),Structuralequationm odeling(SEM),andbootstrapmethod.Finally,r e s u l t s ofthetestinghypotheseswerediscuss edfurther.
DataCollectionãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã38
Thea u t h o r d e l i v e r e d 2 0 0 q u e s t i o n n a i r e s t o r e s p o n d e n t s a n d c o l l e c t e d 1 9 2 answersfrombothpapersurveyandGooglesurvey.Afterreceivinganswer, 13answersweresto pp ed beca use t h e r e s p o n de n t s j ust c h o o se o neo pt io n f o r a ll an swe rs o r th e a n sw e r s wereinsufficiency.Therefore,therewere179validresponsesandsat isfiedford a t a analysiswithminimumrequirementwas125.
Source Distributed Collected Responserate Eliminated Valid
Respondents’Demographicsãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã38
Int h e t a b l e 4 1 , t h e r e s u l t s o f d e s c r i p t i v e s h o w e d t h a t t h e m a j o r i t y o f t h e r espondentswerefemale(59.2%),therestoftherespondentswasmale(40. 8%).Mosto fthemwerebetweentheagefrom
18to25(62.6%).Resultsalsoshowedthatahighp e r c en t ag e ( 8 7 7 % ) o f t h e r e s p o n d e n t s h a s u p t o c o l l e g e / u n i v e r s i t y d e g r e e s t a t u s Summary,majorityofaviationemployeesingroundserv icewerefemaleagedfrom18
ReliabilityAnalysisãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã39
Oneofthecriteriaintestingreliabilityindataanalysiswastomakesurether e l i a b l e o f a l l m e a s u r e s c a l e s T h e r e f o r e , C r o n b a c h ’ s A l p h a w a s c o n d u c t e d a s a n instructororinternalconsistencyreliabilitytestwasusedforeachscaleinthisr esearchmodel.C r o n b a c h ’ s A l p h a s h o u l d b e a b o v e o r a t l e a s t e q u a l 0 6 t o a d a p t i n t e r n a l r e l i a b i l i t y andthecorrelationofeachspecificitemwithtotal oftheotheritemsinthescalewasquitehighorhigherthan0.3(Nunnally&Burnstein,citedinNg uyen,2011).T h e table4.2inAppendixsummarizedtheresultsofreliabilitytestf oreachconstructsinthemodel.ItemsNEG1hadvaluesofcorrecteditem- correlationtotallesst h a n 0.3.Therefore,thetableof negativeaffectivityhadtoruntotestagain.Inthefirst
NEG6 8.64 5.828 665 735 run,allofitemshadcorrecteditem- correlationtotalmorethan0.3,exceptNEG2.Afterd e l e t i n g NEG2,allvaluesweregreaterthan0. 3,whichguaranteedthestandard.
Asaresult,thesemeasurementswereusedinestablishingthemainsurveytot e s t theresearchhypotheses Forthenextstep,theauthorconductedtheexplorator yf a c t o r analysis(EFA)toclarifythevalidityofmeasurementscales
ExploratoryFactorAnalysisãããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããããã40
ThenextstepaftertestingCronbach’sAlphacoefficient,themeasurecontinuedtobeanalyze dbyEFAanalysismethod.EFA wasusedtotesttherelationshipsamonginternalvariables.Thisresearchfollowedastrictcriteri ontodeletefactorswhichtheirloadingswerelowerthan0.5andthecomponentswithEigenvalue higherthan1.0werer e t a i n e d ThepurposeofEFAistodefinesetofitems,whichhavecl oserelationshiptogetherintogroupsorareansweredcongruencybyrespondents.Accordin gtoHairetal
(1995),samplesizeshouldbe100orgreater.Hence,samplesizeofthisstudywhichh ad 179valido bservationsasshowndetailinchapter3,mettherequirementforEFAanalysis.
Theauthorbeganwith23itemsofallvariables.Fromtable4.4,KMOvaluew a s 0 84 1, w h i c h w as g r e a t e r thant h e s t a n d a r d 0 7 ( L e ec h e t a l , 2 0 0 5 ) K M O t e s t indicatesonewhetherornotenoughitemsarepredictedbyeachfactor.Additionally,Chis quaredofBarlletwas2262.657andSig.valuewas0.000,lessthanthestatisticallys i g n i f i c a n t a t p < 0 5 w h i c h m e a n s t h a t t h e v a r i a b l e s a r e c o r r e l a t e d h i g h l y en ou gh t o p r o v i d e asuitableforfactoranalysis(Hairetal.,1995).
Withr o t a t e d c o m p o n e n t matrix,t h e r e s u l t s s h o w e d t h a t f i v e f a c t o r s w e r e e x t r a c t e d from23itemsmeasuring.BydoingEFA,eigenvalueofeachfactorwas greatert h a n 1.00.TableD1(AppendixD)showedthefirstcomponentswitheigenvalues hadvalu es o f : 7 7 9 3 , 2 3 4 3 , 1 8 2 8 , 1 4 2 5 , a n d 1 2 9 0 T h e totale x t r a c t e d v a r i a n c e w a s 6 3 8 2 3 %
In thenext step,RotatedFactorMatrixdisplayedthe itemsandfactorloading.T h e v a l u e w a s g r e a t e r t h a n 5 t h a t a r e a c c e p t a b l e A p p e n d i x C s h o w e d t h e r o t a t e d componentmatrix.Astheresults,thefactorloadingval ueofEMO3hadthespaceandn o value;factorloadingofEMO2is-.579,lessthan.5.Theauthorh adtoremovethesevariabl es andruntheitemsagain.
Aftertestingagain,theKMOvaluewas.825,inrangesfrom.5to1.0.TheChisquaredofB arlletw a s 2 1 6 8 6 4 2 a n d S i g v a l u e w a s 0 0 0 , l e s s t h a n t h e statisticallys i g n i f i c a n t atp