Introduction
Bank employees are a vital asset to financial institutions, yet they face increasing job stress amid rapid growth in the banking sector Job stress, defined as environmental factors threatening individual well-being (Caplan, Cobb & French, 1975), has intensified due to globalization and fierce competition (Malik, 2011) Consequently, many studies reveal that bank employees report high stress levels and low job satisfaction (Devi & Sharma, 2013; Bajpai & ).
Research indicates a negative correlation between job stress and job satisfaction in the banking industry, as highlighted by studies from Srivastava (2004) and Karatepe & Aga (2013) Malik and Waheed (2010) further confirm this trend, noting that bank employees face challenges such as low wages, high turnover rates, and job insecurity, which contribute to diminished job satisfaction (Springer, 2011; Belias et al.).
Research indicates a consistent relationship between job stress and job satisfaction across various industries (Behrman, 1984; Grefson & Wendell, 1994; Chiu et al., 2005; Khattak et al., 2013) For instance, Chen and Silverthorne (2008) explored job stress within accounting firms, while Siegal (2000) analyzed three dimensions of job stress in the software sector Additionally, Balogun's research contributes to this understanding.
Job satisfaction plays a crucial role in influencing turnover intentions among bank employees, as highlighted by Olowodunoye (2012) Consequently, managing the relationship between job stress and job satisfaction is essential for effective human resources management.
In recent years, the Vietnamese banking industry has experienced significant growth, with the National Financial Supervisory Commission reporting 35 local commercial banks and 55 foreign bank branches, a stark contrast to just four commercial banks in 1986 Following Vietnam's accession to the World Trade Organization (WTO) in 2007, competition in the banking sector intensified, compelling employees to strive for high performance and exceptional customer service under tight deadlines However, Ngoc (2016) highlights that bank employees face numerous challenges, including high targets, job instability, changing work conditions, excessive workloads, and reduced wages, leading to increased intentions to quit The implementation of Project 254, aimed at restructuring the credit institutions system, has further exacerbated these issues, resulting in significant policy changes and heightened voluntary turnover rates Lan (2015) notes that the average turnover rate in Vietnam's banking sector has reached 15%, the highest among various industries, indicating that employees are grappling with high pressure, stress, and low job satisfaction Consequently, this research seeks to explore the relationship between job stress dimensions—role ambiguity, role conflict, and work overload—and job satisfaction in Vietnam.
Research indicates that the relationship between job stress and job satisfaction may be influenced by individual personality traits, particularly locus of control (Chen & Silverthorne, 2008; Martin et al., 2005) Locus of control refers to an individual's beliefs about the factors that influence their life rewards (Rotter, 1966), and it is categorized into internal and external types While the concept is relatively new in Vietnam, it has been widely studied globally (Rahim, 1996; Judge et al., 2003; Chiu et al., 2005; Lee, 2013) Perrewe (1986) found that employees with an external locus of control experience higher job stress and lower job satisfaction These findings suggest that locus of control may act as a moderator in the job stress-job satisfaction relationship Recently, some banks in Vietnam have begun exploring the moderating role of locus of control to enhance human resource management.
The Vietnamese banking industry has seen significant development and transformation in recent years, leading to increased stress and decreased job satisfaction among bank employees Research has indicated that locus of control may influence the relationship between job stress and job satisfaction This study aims to explore the role of locus of control as a moderator in the job stress-job satisfaction dynamic within the Vietnamese banking sector.
This study aims to investigate how role ambiguity, role conflict, workload, and locus of control influence job satisfaction Furthermore, it seeks to compare the effects of locus of control in private versus state-owned banks.
Literature review and hypothesis development
Foundational theory
Person–environment fit and person-organization fit theory
This research applies person-environment (P-E) fit and person-organization (P-O) fit theory in analysing relationship between job stress and job satisfaction (Yang,
Levine, Smith, Ispas & Rossi, 2008) P-O fit concerns the antecedents and consequences of suitability between people and the organizations where they work (Kristof, 1996).
Person-job fit is a crucial aspect of person-environment (P-E) fit that significantly influences job attitudes When an individual's personality aligns with their work environment, they tend to experience greater happiness and success Conversely, a low level of person-organization (P-O) fit can result in job dissatisfaction, increased intention to leave, and heightened stress levels Therefore, achieving a better alignment between personal attributes and both the organization and job can enhance overall job satisfaction and reduce stress in the workplace.
This study utilizes Rotter's (1954) social learning theory to examine locus of control, which he defines as individuals' beliefs about what influences their reinforcement in life (Rotter, 1966) Based on these beliefs and daily behaviors, individuals can be categorized as having either an internal or external locus of control Those with an internal locus believe in their ability to influence their surroundings, while those with a high external locus feel that outcomes are largely determined by external factors (Rotter, 1990) The varying responses of individuals with different loci of control to their environments will be explored in the following sections.
Related review and hypothesis
Job stress and job satisfaction
Job stress occurs when the demands of a job exceed an individual's capabilities, leading to a dynamic condition where one faces opportunities, constraints, or demands that are perceived as uncertain and significant (Darmody & Smyth, 2016; Robbins, as cited by George & K.A., 2015) It encompasses various characteristics of the work environment that may threaten the individual (Caplan, Cobb & French, 1975) Unlike general stress, job stress is specifically related to organizational factors.
(Montgomery, Blodgett, & Barnes, 1996) The factors causing stress in a person are called stressors.
Many studies have focused on two key role stressors: role conflict and role ambiguity (Coverman, 1989; O’Driscoll & Beehr, 2000; Siegall, 2000; Behrman,
Organizational factors influencing job satisfaction include role ambiguity and role conflict, as noted by Van Sell, Brief, and Schuler (1981), along with Fisher and Gitelson (1983) and Siegall (2000) Furthermore, Rahim (1996) identifies four dimensions of job stress: role conflict, role ambiguity, role overload, and role responsibility.
11 insufficiency Most studies have included the dimension “role overload” along with role conflict and role ambiguity (Abraham, 1997; Hang-yue, Foley& Loi, 2005; Chiu,
The current study, building on previous research, investigates three primary job stressors: role conflict, role ambiguity, and role overload Role conflict, defined by Rizzo, House, and Lirtzman (1970), refers to the incompatibility of demands within a single role or across multiple roles, leading to conflicting expectations for employees Role ambiguity indicates uncertainty regarding the actions required to meet these expectations Additionally, Elloy and Smith (2003) describe role overload as a situation where employees lack sufficient time to complete tasks, resulting from multiple demands that exceed available resources, which can be either qualitative (tasks that are too difficult) or quantitative (an overwhelming number of tasks).
Job satisfaction, as defined by Spector (1997), reflects individuals' feelings and attitudes toward their jobs and various job-related aspects It encompasses the positive emotions and pleasurable experiences derived from evaluating one's job and overall work experiences (Levy, as cited by Morrison, 2008).
Research indicates that higher job satisfaction correlates with greater happiness among employees (Gustainiene & Aukse, 2009) Shaikh, Bhutto, and Maitlo (2012) emphasize that employees experience job satisfaction when they find enjoyment in their work and feel positively about their performance evaluations Conversely, low job satisfaction is often associated with negative behaviors, including feelings of unfair treatment in the workplace.
Person-environment (P-E) fit and person-organization (P-O) fit theories highlight the negative correlation between job stress and job satisfaction, as employees experience stress when their abilities do not align with job demands (Yang et al., 2008) Numerous studies confirm that increased role ambiguity and role conflict lead to decreased job satisfaction (Behrman, 1984; Gregson & Wendell, 1994) Additionally, role overload negatively impacts both job satisfaction and performance (Coverman, 1989) In the context of Vietnam, research indicates that bank employees face significant sales pressure and work overload, resulting in exhaustion and late working hours (Lan, 2015) Job stress is associated with low motivation and performance, further diminishing job satisfaction (Nam, 2008) Current research posits that role conflict, role ambiguity, and work overload adversely affect job satisfaction, leading to the development of specific hypotheses.
H1a: There is a negative relationship between role ambiguity and job satisfaction of bank employees in Ho Chi Minh city, Vietnam
H1b: There is a negative relationship between role conflict and job satisfaction of bank employees in Ho Chi Minh city, Vietnam
H1c: There is a negative relationship between work overload and job satisfaction of bank employees in Ho Chi Minh city, Vietnam
Locus of control (LOC), job stress and job satisfaction
The relationship between job stress and job satisfaction is influenced by individual characteristics, notably locus of control According to Rotter's social learning theory, locus of control can be categorized as internal or external Individuals with an internal locus of control believe they can influence events in their lives and are more likely to manage their emotions and efforts to achieve success In contrast, those with an external locus of control attribute outcomes to chance or external forces, often blaming their environment for failures Consequently, individuals with an external locus of control tend to experience higher stress levels and lower job satisfaction Research by Srivastava and Sager indicates that locus of control affects the coping strategies individuals employ to handle stress and everyday challenges, with numerous studies confirming its link to job stress.
Fogarty, 2005), job satisfaction (Patten, 2005), and job performance separately
(Judge et al., 2003) Some studies discover the impact of locus of control on the relationship between job stress and job satisfaction (Fairbrother & Warn, 2003; Chen
Silverthorne, 2008) Chiu, Chien, Lin, and Hsiao (2005) indicate that influences of perceived job stress on organizational commitment and job satisfaction are stronger for external locus of control than internals.
Most studies have focused on the separate relationships between locus of control and job stress or job satisfaction According to Reilly, Dhingra, and Boduszek (2014), job satisfaction is influenced not only by self-efficacy beliefs, self-esteem, and job stress but should also be examined in relation to locus of control Research conducted in the banking industry by George and colleagues supports this notion.
K.A (2015) compare the level of job stress and job satisfaction between different bank sectors, but they do not examine the job stress - job satisfaction relationship In addition, most studies about locus of control, job stress and job satisfaction focus on developed countries such as the United States, Taiwan, Greek, etc or other industries such as accounting, auditing, education, medical, etc Little attention has been paid to banking industry as well as to Vietnam - a developing country To fill current deficiencies, this study aims to examine the impact of locus of control on the relationship between job stress and job satisfaction.
Locus of control, a concept gaining traction in global research (Reed, Kratchman, & Strawser, 1994; Patten, 2005; Lee, 2013), remains relatively new in Vietnam In recent years, various organizations in Vietnam have begun to explore locus of control to develop effective strategies for helping staff manage stress and improve job satisfaction (Le, 2008) The literature indicates that employees with an external locus of control tend to experience lower job satisfaction levels Therefore, the following hypothesis is proposed:
H2: There is a negative relationship between locus of control and job satisfaction of bank employees in Ho Chi Minh city, Vietnam.
Locus of control, a concept derived from Rotter's social learning theory (1954), significantly impacts job satisfaction and moderates the relationship between job stress and job satisfaction Research indicates that employees with an external locus of control experience a stronger negative correlation between job stress and job satisfaction compared to those with an internal locus of control (Perrewe, 1986; Chiu et al.).
2005) Chen and Silverthorne (2008) also indicate that locus of control strengthens the job stress - job satisfaction relationship Based on above review of literature, the following hypotheses are formulated:
H3a: The negative relationship between role ambiguity and job satisfaction is stronger for employees with external locus of control than internals.
H3b: The negative relationship between role conflict and job satisfaction is stronger for employees with external locus of control than internals.
H3c: The negative relationship between work overload and job satisfaction is stronger for employees with external locus of control than internals.
Impact of locus of control between private and state-owned banks
The banking sector in Vietnam has experienced significant growth in recent years, comprising two main categories: state-owned banks and private banks State-owned banks are defined as those where over 50% of the charter capital is held by the State Bank of Vietnam, with notable examples including Agribank, Vietinbank, Vietcombank, BIDV, Ocean Bank, and Construction Bank In contrast, private banks are characterized by having less than 50% of their shares owned by the State Bank Research by Duc (2016) indicates that many private banks struggle to access affordable and large-scale capital from state-owned institutions.
Due to challenges in lending to large firms, many banks have shifted their focus to small and medium enterprises In contrast, state-owned banks readily access large-scale capital and attract significant businesses, while private banks must set higher targets and manage increased workloads to enhance their performance in a competitive market.
Previous studies also indicate that employees in private banks are suffering from higher level of job stress than those in public banks (Malik, 2011; George & K.A., 2015).
To find out whether two banking sectors have different impact of locus of control on the job stress - job satisfaction relationship, another hypotheses is formulated:
H4a: There is higher moderating effect of locus of control on the role ambiguity
- job satisfaction relationship in private bank than in state-owned bank.
H4b: There is higher moderating effect of locus of control on the role conflict - job satisfaction relationship in private bank than in state-owned bank.
H4c: There is higher moderating effect of locus of control on the work overload
- job satisfaction relationship in private bank than in state-owned bank.
Details of some previous researches reviewed could be seen in the table 1. Figure 1 represents these relationships and hypotheses.
Workplace environment, supervision, cooperation from peers, work discrimination, employee acceptance, work allocation, job security, remuneration
380 bank employees Indian -universal banks
The most important factor effecting employee satisfaction with their job is their immediate supervisor
Job satisfaction, Job- related tension, job- related stress
A study involving 337 employees from private sector, public sector, and new generation banks in Kerala, India, reveals notable differences in job-related stress levels between public sector banks and their private sector and new generation counterparts However, the research indicates that there is no significant difference in job-related stress between private sector banks and new generation banks.
A study by Tlaiss (2013) examined factors influencing job satisfaction among women managers in Lebanon, focusing on variables such as age, education, marital status, management position, years of experience, bank size, and monthly salary The findings revealed that age was the only statistically significant factor affecting job satisfaction and opportunities for promotion in the Arab Middle Eastern region.
Job Motivation, Satisfaction, and Performance
Bank Employees in US; Compare private and public banks negative relationship between stress and job performance (not significant)
(2008) locus of control; job stress’ dimensions: ambiguity, conflict, workload, inadequate resources; job performance and job satisfaction
Certificated Public Accountant firms (CPA) in
Taiwan who had an internal LOC perceived lower levels of job stress, reported higher levels of job satisfaction and job performance
Siegall (2000) Role stressors: role conflict, role ambiguity, work related outcomes
105 employees of an electronics/software firm role conflict (both measures) is not associated with intent to leave, but role ambiguity (both measures) is
Yousef (2002) Job satisfaction, role stressors and organizational commitment
361 employees in a number of organizations in the United Arab Emirates
Role conflict and role ambiguity directly and negatively influence job satisfaction
Malik (2011) occupational stress private and public banks employees in Quetta City
Occupational stress is found higher among private bank employees compared to public bank employees.
Research method
Procedure and sample
The study was carried out in Ho Chi Minh City, Vietnam's economic, cultural, tourist, scientific, and educational hub, where the majority of bank branches and transaction offices are situated This research consisted of two phases: qualitative and quantitative The qualitative phase involved in-depth interviews with six employees, who provided valuable insights to enhance the questionnaires Their feedback and suggestions were integrated into the final survey, ensuring its effectiveness.
The main survey's quantitative stage was conducted from September to October 2016, utilizing a questionnaire divided into two sections: one focused on research items and the other on demographic information such as gender, age, education level, and the type of organization (state-owned or private bank) The questionnaire was distributed via social media platforms, including Google Docs and email, as well as through hard copies sent directly to bank employees.
A study was conducted to address the language barrier in Vietnamese banks, as not all employees fully understand English To facilitate this, the survey was translated into Vietnamese, with the translated version available in Appendix 3.
Moderated hierarchical regression analysis was conducted on the data, adhering to the multiple regression model guidelines established by Tabachnick & Fidell (1996), which suggest a minimum sample size of n > 50 + 8m, resulting in a requirement of 82 participants based on the number of free parameters To achieve this, a convenience sample survey was distributed to approximately 400 bank employees, with 200 surveys delivered to a state-owned bank group and 200 to a private bank group Ultimately, 155 questionnaires were deemed unusable due to missing values, leaving a final sample size of 245 respondents.
107 state-owned bank and 138 private bank employees Table 2 provides descriptive statistics on the characteristics of samples.
1 In Vietnam, State-owned banks comprise of Agribank, Vietinbank, Vietcombank, BIDV, Ocean bank, and Construction bank Other banks are private banks, whose less than 50% charter capital held by the State bank of Vietnam.
Measurements
The present study investigated four key constructs: role conflict (RC), role ambiguity (RA), work overload (WO), and job satisfaction (JS), alongside the locus of control (LOC), which was assessed using a 10-item scale developed by McCormick and Barnett.
(2008) Although this scale had much fewer items than original scale of Rotter
The study utilized a measurement instrument developed in 1966, comprising three dimensions: internal locus of control (LOC) with three items, external chance with four items, and external powerful others with three items A higher score in the internal LOC scale indicated a stronger internal locus of control, while elevated scores in external chance and powerful others reflected an external locus of control Participants rated their responses using a six-point Likert scale from 1 (strongly disagree) to 6 (strongly agree) Role conflict (RC) and role ambiguity (RA) were assessed using an eight-item and a six-item scale, respectively, both employing a seven-point Likert scale from 1 (never) to 7 (always), where higher scores indicated greater conflict and ambiguity Work overload (WO) was measured with a four-item scale, while job satisfaction (JS) was evaluated using six items, both on a five-point Likert scale from 1 (strongly disagree) to 5 (strongly agree), with higher scores denoting increased levels of WO and JS Items marked with “R” in the questionnaire were reverse scored, and further details are available in Appendix 1.
Data analysis and results
Measurement validation
This study employed Cronbach's alpha and exploratory factor analysis (EFA) to assess the reliability and convergent validity of the scale, while controlling for demographic variables such as gender, age, education level, and years of experience.
Based on reliability testing, one item each from role ambiguity (RA), role conflict (RC), work overload (WO), and job satisfaction (JS), along with three items from locus of control (LOC), were removed due to low item-total correlations The remaining items demonstrated satisfactory item-total correlations (≥ 0.30) and Cronbach alpha values exceeding 0.60, as recommended by Nunnally & Bernstein (1994) The Cronbach alpha values for RC, RA, WO, JS, and LOC were found to be 0.831, 0.744, 0.750, 0.856, and 0.858, respectively Additionally, the reliability of the measurement and construct validity were assessed using exploratory factor analysis (EFA), which revealed that only job satisfaction was extracted through principal components analysis and Varimax rotation.
28 rotation, other factors extracted by principal axis factoring and Promax rotation Some
A total of 29 items were removed from the analysis due to factor loadings below 0.5, as shown in Table 3 The Kaiser-Meyer-Olkin (KMO) measure for independent variables was 0.813, indicating a 56.0% total variance explained For the dependent variable, Job Satisfaction (JS), the KMO value was 0.758, with a total variance explained of 65.6%.
Table 3 : Means, Cronbach alpha, and EFA loadings of items after deleting items
Constructs Mean Cronbach alpha Factor loading
1 I have to do things that should be done 4.18 0.518 differently.
2 I receive an assignment without the manpower delete delete to complete it.
3 I have to buck a rule or policy in order to carry 3.11 0.674 out an assignment.
4 I work with two or more groups who operate 3.65 0.723 quite differently.
5 I receive incompatible requests from two or 3.95 0.810 more people.
6 I do things that are apt to be accepted by one delete delete person and not accepted by others.
7 I receive an assignment without adequate 3.87 0.504 resources and materials to execute it.
9 I feel certain about how much authority I have 3.39 0.586
10 Clear, planned goals and objectives exist for 3.28 0.686 my job (R)
11 I know that I have divided my time properly 3.58 0.570
12 I know what my responsibilities are (R) 2.60 0.678
13 I know exactly what is expected of me delete delete
14 Explanation is clear of what is to be done (R) 3.50 0.609
15 I have enough time to get everything done in 3.98 0.597 my job (R)
16 My workload is not heavy on my job (R) delete delete
17 I have to work very hard in my job 3.99 0.738
18 I have to work very fast in my job 4.06 0.951
19 I can pretty much determine what will happen in my life delete delete delete delete
20 When I get what I want, it is usually because I delete delete worked hard for it
21 My life is determined by my own actions
22 To a great extent my life is controlled by accidental happenings 3.98 0.701
23 Often there is no chance of protecting my personal interest from bad luck happenings 3.49 0.746
24 When I get what I want, it is usually because
25 It is not always wise for me to plan too far ahead because many things turn out to be a matter of good or bad fortune
26 I feel like what happens in my life is mostly determined by powerful people 4.33 0.869
27 Although I might have good ability, I will not be give leadership responsibility without appealing to those in positions of power 4.26 0.795
28 People like myself have very little chance of protecting our personal interests when they conflict with those of strong pressure groups
29 I am fairly well satisfied with my job 3.37 0.809
30 most days, I am enthusiastic about my job delete delete
31 I like working here better than most other 3.02 0.540 people I know who work for this employer
32 I do not find enjoyment in my job (R) 3.24 0.871
33 I am often bored with my job (R) 3.53 0.900
34 I would consider taking another kind of job (R) 3.19 0.876
LOC as moderator of job stress - job satisfaction relationship
We conducted a moderated hierarchical regression to explore the moderating effects of Locus of Control (LOC) on the relationships between role conflict, role ambiguity, work overload, and job satisfaction The analysis began with control variables such as gender, age, education, years of experience, and job type in the first step In the second step, we introduced the independent variables: role ambiguity, role conflict, and work overload The moderating variable, LOC, was added in the third step, followed by the interaction terms derived from multiplying LOC with the independent variables in the final step The significance of each step was assessed by examining the changes in F and R² values, while the p-values of the regression coefficients were used to evaluate the significance of both the main effects and interactions.
This study examines how the locus of control (LOC) moderates the relationship between job stress and job satisfaction in two distinct groups: state-owned banks and private banks A moderated hierarchical regression analysis was performed separately for each group, with state-owned banks coded as (1) and private banks as (2).
Common method variance
Common method variance (CMV) refers to the systematic error variance that is shared among variables measured using the same method or source, which can lead to erroneous conclusions in research (Richardson et al., as cited by Tho, 2013) To address these potential biases, the current study implemented strategies suggested by Tho (2013), including the use of reverse-scored questions and varying the scales for different constructs For instance, the locus of control (LOC) was evaluated using a six-point Likert-type scale, while role conflict and role ambiguity were assessed with a seven-point Likert-type scale An example of a respondent's feelings regarding work overload illustrates these measurements.
“I have enough time to get everything done in my job”; or about role ambiguity:
The instructions provided were clear regarding the tasks to be completed To minimize agreement tendency bias, the items in the questionnaire were randomly assigned Additionally, the research emphasized to respondents that there were no definitive "right" answers.
“wrong” answer to reduce the respondents’ apprehension over their responses As a result, the common method variance was not a common problem in this study.
Hypothesis testing
Table 4 presents the means, standard deviations, correlations, and internal consistency reliabilities for measures including role conflict, role ambiguity, work overload, locus of control, and job satisfaction The study found a significant negative correlation between gender and job satisfaction (r = -0.21, p < 0.01), while age, education, experience, and type did not show significant correlations Additionally, role conflict (r = -0.50, p < 0.01) and work overload (r = -0.35, p < 0.01) were both significantly negatively correlated with job satisfaction, whereas role ambiguity did not demonstrate a significant correlation Locus of control also showed a significant negative correlation with job satisfaction (r = -0.42, p < 0.01), indicating that employees with an external locus of control tend to have lower job satisfaction, particularly after the deletion of three items from the internal locus of control measure These findings provide preliminary support for hypotheses H1b, H1c, and H2.
Notes: n = 245; **p < 0.01; *p < 0.05 (two-tailed); reliability estimates appear in parentheses along the diagonal
Gender: 1 = male, 2 = female; education: 1 = senior high school, 2 = vocational/college, 3 = university, 4 = master or above age: 1 = < 30, 2 = 30-40, 3 = 41-50, 4 = > 50; experience: 1 = < 1 year, 2 = 1- less than 5 year, 3 = 5- less than 10 year, 4 = ≥ 10 year type: 1 = state-owned bank, 2 = private bank
Means, standard deviations, correlations and internal consistency reliabilities
Table 5 displays the findings from the moderated regression analyses conducted on the entire sample The analysis revealed that role ambiguity does not significantly relate to job satisfaction (p > 0.05), leading to the rejection of H1a Conversely, both role conflict and work overload exhibited a significant negative impact on job satisfaction, with coefficients of β = -0.49 (p < 0.001) and β = -0.16 (p < 0.01) respectively, thus supporting H1b and H1c Additionally, locus of control (LOC) also negatively affected job satisfaction (β = -0.23, p < 0.001), supporting H2 However, the R square value only marginally increased from 0.403 to 0.407 (p = 0.704), and the interaction terms in Step 3 showed no significant effect on job satisfaction (p > 0.05), indicating that locus of control does not moderate the relationship between role conflict, role ambiguity, and work overload with job satisfaction, resulting in the rejection of H3a, H3b, and H3c.
In addition, control variables including gender and age had significantly effect on job satisfaction Specifically, gender had negative effect (-0.22, p < 0.001) and age had positive effect (0.14, p < 0.05) on job satisfaction.
Table 5 : Results of hierarchical regression testing moderating hypotheses for whole sample
Control variables gender -0.22*** -0.24*** 0.24*** age 0.14* 0.11 0.10 education -0.12 -0.04 -0.05 experience 0.00 0.02 0.00 type -0.04 -0.07 -0.07
Table 6 presents the results of the moderated regression analyses for two groups.
In state-owned bank, gender, age and education had significantly positive effect on job satisfaction LOC also had significantly negative impact on job satisfaction (β = -0.25, p Job satisfaction not supported not supported not supported
H1b: Role conflict -> Job satisfaction not supported -0.42*** -0.49***
H1c: Work overload -> job satisfaction not supported not supported -0.16**
H3a: Moderating effect of LOC on Role ambiguity - Job satisfaction not supported 0.21* not supported
H3b: Moderating effect of LOC on Role conflict - Job satisfaction not supported not supported not supported
H3c: Moderating effect of LOC on Work overload - Job satisfaction not supported not supported not supported
Discussion
This study examines the impact of role conflict, role ambiguity, and work overload on job satisfaction, grounded in Person–environment fit theory and social learning theory The findings align with previous research conducted by Reilly, Dhingra, and others, highlighting the significance of these factors in influencing employee satisfaction in the workplace.
Research by Boduszek (2014), Coverman (1989), and Behrman (1984) reveals a significant link between job stress and job satisfaction in the banking sector Employees experiencing high levels of role conflict and work overload report lower job satisfaction (Bernardi, 1997), supporting the person-environment fit theory.
The current study reveals that locus of control (LOC) does not moderate the relationship between job stress dimensions and job satisfaction Instead, it establishes a direct negative correlation between external LOC and job satisfaction, indicating that employees with an external locus of control experience lower job satisfaction This finding aligns with previous research conducted by Campbell (2000) and Judge et al (2003).
Role conflict significantly reduces job satisfaction in private banks, unlike in state-owned banks, aligning with previous research (George & K.A., 2015; Michael, 2013) Additionally, studies indicate that employees in private banks experience higher stress levels due to increased competition and pressure from ambitious targets The rise of private banks in recent years has intensified this competitive landscape, contributing to the elevated stress experienced by their employees compared to those in state-owned institutions.
Current study results show that LOC strengthens the job stress - job satisfaction relationship, which is mentioned in prior studies (Chen & Silverthorne, 2008).
Recent studies have revealed a positive relationship between role ambiguity and job satisfaction, a finding that contrasts with earlier research Investigations within church environments (Kemery, 2006; Faucett, Corwyn, & Poling, 2013) indicate that employees experience role ambiguity due to inconsistent policies and unclear job descriptions Despite this ambiguity, employees often report higher job satisfaction, attributing it to a sense of freedom from restrictive policies (Kemery, 2006).
Furthermore, role ambiguity provides an opportunity for employees to creatively complete their task, so they feel more satisfactory.
Conclusions
Implications for theory and research
Research indicates that job stress negatively impacts job satisfaction, as supported by P-E fit and P-O fit theory (Yang et al., 2008) Utilizing regression analysis, the study identifies the distinct effects of three role stressors—role ambiguity, role conflict, and work overload—on job satisfaction The findings reveal that both role conflict and work overload contribute to a decrease in job satisfaction, aligning with existing theories and previous research (Reilly et al., 2014; Coverman, 1989; Behrman).
Recent research highlights that role ambiguity significantly enhances job satisfaction in private banks, particularly in Vietnam, where this concept is still emerging The study incorporates social learning theory to examine the locus of control (LOC) as a moderator in the relationship between job stress and job satisfaction It further compares these dynamics between state-owned and private banks, revealing that in private banks, employees with an external LOC experience a stronger positive effect of role ambiguity on job satisfaction than those with an internal LOC Overall, this research sheds light on the underexplored connection between LOC and role stressors, emphasizing their critical roles in enhancing job satisfaction and informing human resource management strategies.
Implications for managers
To enhance job satisfaction, bank managers must address role stressors by implementing effective solutions Organizing seminars that foster communication among staff from various departments can promote understanding and collaboration, thereby reducing role conflict Additionally, providing employees with opportunities for periodic position rotation will help them grasp different procedures and roles, further alleviating conflicts Managers should also introduce benefits such as stress consultancy and after-work activities like yoga and dance to mitigate job stress Furthermore, allowing staff to exercise flexibility in task management, alongside strict policies, can empower employees and improve their locus of control, which significantly influences job satisfaction Lastly, conducting surveys to determine whether employees possess an internal or external locus of control can aid in hiring the right candidates.
Conclusions
In conclusion, recent literature on the relationship between locus of control, role stressors, and job satisfaction highlights the growing need for practical applications in the workplace As the global banking sector undergoes rapid and significant changes, bank employees are increasingly facing stress Despite the importance of these issues, research in this area has received insufficient attention.
Vietnam and the current study makes an attempt to bridge this gap.
This study enhances previous research by exploring the relationship between job stress and job satisfaction within Vietnam's banking industry It specifically examines how three role stressors—role ambiguity, role conflict, and work overload—differently impact job satisfaction among employees in this developing country.
This research indicates that role ambiguity can enhance job satisfaction within the Vietnamese context Additionally, it shows that bank employees in private banks experience higher stress levels compared to those in state-owned banks These findings highlight cultural differences and the Asian perspective on job stress and locus of control, which are crucial for improving job satisfaction Therefore, managers should implement strategies to reduce job stress to retain talented employees.
Limitations and directions for future research
This research acknowledges several limitations Firstly, it assumes that employees within the same bank type experience uniform levels of job stress and satisfaction, regardless of their position (clerk, officer, supervisor, manager), indicating the need for future studies to explore the impact of job level on these factors for more tailored solutions Secondly, the banking sector was categorized into only two groups: state-owned and private banks; future research should include foreign banks to facilitate comparative analysis with international findings Lastly, this study was limited to a specific geographic area, suggesting the necessity for broader research to enhance the understanding of job stress and satisfaction across diverse banking environments.
Ho Chi Minh, economic centre of Vietnam Bank employees in other provinces may
44 suffer different level of job stress and locus of control may have moderating effect on
The relationship between job stress and job satisfaction warrants further exploration, particularly through a nationwide survey to enhance generalizability Notably, the finding that locus of control enhances the positive link between role ambiguity and job satisfaction diverges from prior studies As role ambiguity remains a relatively novel concept, future research should focus on this area with larger sample sizes to gain deeper insights.
Scale items
Original version: The following items which are marked “R” beside are reversed coded.
1 I have to do things that should be done differently.
2 I receive an assignment without the manpower to complete it.
3 I have to buck a rule or policy in order to carry out an assignment.
4 I work with two or more groups who operate quite differently.
5 I receive incompatible requests from two or more people.
6 I do things that are apt to be accepted by one person and not accepted by others.
7 I receive an assignment without adequate resources and materials to execute it.
9 I feel certain about how much authority I have (R)
10 Clear, planned goals and objectives exist for my job (R)
11 I know that I have divided my time properly (R)
12 I know what my responsibilities are (R)
13 I know exactly what is expected of me.
14 Explanation is clear of what is to be done (R)
Work overload (WO) Kim, Price, Mueller, and Watson
15 I have enough time to get everything done in my job
16 My workload is not heavy on my job (R)
17 I have to work very hard in my job
18 I have to work very fast in my job
Locus of control McCormick and Barnett (2008)
19 I can pretty much determine what will happen in my life
20 When I get what I want, it is usually because I worked hard for it
21 My life is determined by my own actions
22 To a great extent my life is controlled by accidental happenings
23 Often there is no chance of protecting my personal interest from bad luck happenings
24 When I get what I want, it is usually because I’m lucky
25 It is not always wise for me to plan too far ahead because many things turn out to be a matter of good or bad fortune
26 I feel like what happens in my life is mostly determined by powerful people
27 Although I might have good ability, I will not be give leadership responsibility without appealing to those in positions of power
28 People like myself have very little chance of protecting our personal interests when they conflict with those of strong pressure groups
29 I am fairly well satisfied with my job
30 Most days, I am enthusiastic about my job
31 I like working here better than most other people I know who work for this employer
32 I do not find enjoyment in my job (R)
33 I am often bored with my job (R)
34 I would consider taking another kind of job (R)
I have enough time to get everything done in my job.
I have to work very hard in my job.
I am often bored with my job.
I am fairly well satisfied with my job.
Most days, I am enthusiastic about my job.
I like working here better than most other people I know who work for this employer.
I have to work very fast in my job
I do not find enjoyment in my job.
My workload is not heavy on my job.
I would consider taking another kind of job.
Questionnaire English version
My name is Hong Phuong Nhi, studying Master at ISB - University of Economics
I am currently conducting a survey in Ho Chi Minh City to explore how locus of control affects job stress and job satisfaction among bank employees in Vietnam This research aims to identify solutions to enhance human resource policies within the Vietnamese banking sector Your participation is invaluable, and all information will be kept confidential and used solely for research purposes.
In this survey, there is no right or wrong answer, you only need to choose the answer that best fit to you.
Sincerely thanks for your support.
1 Are you currently working at a bank?
Yes (Please answer next question)
No (Please stop the questionnaire here, thank you)
PART 1: STRESS AND SATISFACTION QUESTIONS
Please only choose one option for each question below to indicate your agreement level (1: completely disagree; 5: completely agree)
Please only choose one option for each question below as instruction (1= never; 2 mostly never giờ; 3 = rarely; 4 = sometimes, 5 = often; 6 = usually; 7: always) mostly never some- times
Never Rarely Often Usually Always
I have to do things that should be done differently.
I know exactly what is expected of me.
I receive an assignment without the manpower to complete it.
I work with two or more groups who operate quite differently.
I receive incompatible requests from two or more people.
I know that I have divided my time properly.
I do things that are apt to be accepted by one person and not accepted by others.
Explanation is clear of what is to be done.
I receive an assignment without adequate resources and materials to execute it.
I feel certain about how much authority I have.
I have to buck a rule or policy in order to carry out an assignment.
Clear, planned goals and objectives exist for my job.
I know what my responsibilities are.
Please only choose one option for each question below to indicate your agreement level (1: completely disagree; 6: completely agree)
I can pretty much determine what will happen in my life.
When I get what I want, it is usually because I worked hard for it.
My life is determined by my own actions.
It is not always wise for me to plan too far ahead because many things turnout to be a matter of good or bad fortune.
People like myself have very little chance of protecting our personal interests when they conflict with those of strong pressure groups.
To a great extent my life is controlled by accidental happenings.
Often there is no chance of protecting my personal interest from bad luck happenings.
When I get what I want, it is usually because I worked hard for it.
I feel like what happens in my life is mostly determined by powerful people.
Although I might have good ability, I will not be give leadership responsibility without appealing to those in positions of power.
High school Vocational, College University Post-graduate
4 Your time in banking job?
5 Which bank type are you working for?
State-owned bank (Agribank, Vietinbank, Vietcombank, BIDV, Ocean bank, Construction bank)
6 Which department are you working in?
Thank you for your support
Questionnaire Vietnamese version (B ả ng câu h ỏ i kh ả o sát)
Tôi là Hồng Phượng Nhi, học viên Cao học tại Đại học Kinh tế Tp.HCM, hiện đang thực hiện khảo sát về tác động của khả năng kiểm soát cảm xúc đến mức độ stress và sự hài lòng của nhân viên ngân hàng tại Việt Nam Nghiên cứu này nhằm tìm kiếm giải pháp cải thiện các chính sách nhân sự trong ngành ngân hàng Rất mong Anh/Chị dành chút thời gian để trả lời một số câu hỏi, mọi thông tin sẽ được bảo mật và chỉ sử dụng cho mục đích nghiên cứu.
Trong khảo sát này, không có câu trả lời nào là đúng hay sai Anh/Chị chỉ cần chọn câu trả lời phù hợp nhất với mình.
Chân thành cảm ơn sự giúp đỡ của Anh/Chị.
1 Bạn hiện tại có đang làm việc tại Ngân hàng?
Có (mời bạn trả lời những câu tiếp theo)
Không (xin chân thành cám ơn, bạn có thể dừng khảo sát)
PHẦN 1: CÂU HỎI VỀ STRESS VÀ MỨC ĐỘ HÀI LÒNG Đối với mỗi phát biểu, vui lòng đánh giá mức độ đồng ý của bạn bằng cách chọn một con số từ 1 đến 5, trong đó 1 là "Hoàn toàn không đồng ý" và 5 là "Hoàn toàn đồng ý".
Tôi có đủ thời gian để hoàn tất tất cả công việc.
Tôi phải làm việc rất cật lực trong công việc.
Tôi thuờng chán công việc của mình.
Tôi khá hài lòng với công việc của mình
Hầu hết các ngày, tôi nhiệt tình với công việc của mình.
Tôi thích làm việc ở đây hơn đa số những đồng nghiệp khác mà tôi biết.
Tôi phải làm việc với tốc độ rất nhanh.
Tôi không tìm thấy niềm vui trong công việc.
Khối lượng công việc của tôi không quá nặng nề.
Tôi đang cân nhắc việc chuyển sang một loại công việc khác Để đánh giá mức độ đồng ý, xin vui lòng chọn một câu trả lời phù hợp với quy ước sau: 1 = không bao giờ; 2 = hầu như không bao giờ; 3 = hiếm khi; 4 = đôi khi; 5 = khá thường xuyên; 6 = rất thường xuyên; 7 = luôn luôn.
Không Hầu như Hiếm khiĐôi khi Khá thường xuyên Rất thường xuyên bao giờ không bao giờ
Tôi phải làm những việc mà lẽ ra việc đó nên được làm theo cách khác.
Tôi biết chính xác người ta trông đợi điều gì ở tôi.
Tôi được phân công công việc quá sức đối với mình
Tôi phải làm những động tác thừa trong công việc.
Tôi làm việc với hai nhóm trở lên mà họ hoạt động rất khác nhau.
Tôi nhận được những yêu cầu từ hai người trở lên mà chúng không tương thích với nhau.
Tôi biết rằng tôi đã sắp xếp thời gian một cách phù hợp.
Tôi làm những việc có xu hướng số lượng người chấp nhận ít hơn những người không chấp nhận.
Những việc cần làm đều được giải thích rõ ràng.
Tôi nhận được phân công mà không có đủ nguồn lực và tư liệu để tiến hành việc đó.
Tôi cảm thấy chắc chắn về thẩm quyền của mình.
Tôi phải làm trái quy định hoặc chính sách để thực hiện một công việc được phân công.
Công việc của tôi có mục đích và mục tiêu rõ ràng, được dự tính trước.
Tôi biết rõ trách nhiệm của mình là gì.
Tôi có thể xác định rất rõ những gì sẽ xảy ra trong cuộc đời mình.
Khi tôi đạt dược điều tôi muốn, thông thường bởi vì tôi đã làm việc vất vả cho điều đó
Cuộc đời của tôi do chính tôi định hình qua hành động của mình Tôi nhận thấy rằng việc lập kế hoạch quá xa không phải lúc nào cũng khôn ngoan, vì nhiều điều tốt xấu trong cuộc sống đều phụ thuộc vào yếu tố may rủi.
Những người như tôi thường gặp khó khăn trong việc bảo vệ sở thích cá nhân khi phải đối mặt với áp lực từ các nhóm mạnh mẽ Cuộc sống của tôi cũng bị ảnh hưởng bởi nhiều sự kiện ngẫu nhiên.
Tôi thường không có cơ hội bảo vệ sở thích cá nhân của tôi khi gặp những sự việc không may.
Khi tôi đạt được điều tôi muốn, thông thường bởi vì tôi may mắn
Tôi cảm thấy hầu như những gì xảy ra trong cuộc đời tôi được quyết định bởi những người có quyền thế.
Mặc dù tôi có khả năng tốt, nhưng tôi cần thỉnh cầu sự hỗ trợ từ những người có quyền lực để đạt được nguyện vọng lãnh đạo Đối với mỗi phát biểu, xin vui lòng khoanh tròn một con số từ 1 đến 6 để thể hiện mức độ đồng ý của bạn, trong đó 1 là hoàn toàn không đồng ý và 6 là hoàn toàn đồng ý.
PHẦN 2: THÔNG TIN CÁ NHÂN:
1 Giới tính của Anh/Chị:
2 Vui lòng cho biết tuổi của Anh/Chị thuộc nhóm nào ?
Dưới 30 Từ 30 đến 40 Từ 41 đến 50 Trên 50
3 Bằng cấp chuyên môn của Anh/Chị?
PTTH Trung cấp, Cao đẳng Đại học Trên Đại học
4 Thời gian Anh/Chị làm việc tại ngân hàng?
5 Anh/Chị đang công tác tại Ngân hàng thuộc phân khúc nào?
Ngân hàng quốc doanh (Agribank, Vietinbank, Vietcombank, BIDV, Ngân hàng Đại dương, Ngân hàng Xây dựng)
Ngân hàng thương mại khác
6 Anh/chị thuộc phòng ban nào ?
Phòng dịch vụ khách hàng
Phòng quan hệ khách hàng
Xin chân thành cảm ơn Anh/ Chị
Appendix 3 EFA result for RC, RA, WO and LOC.
The analysis of role conflict reveals significant correlations, with role_conflict5 (0.818) and role_conflict4 (0.707) showing the highest values, indicating a strong impact on workplace dynamics Role ambiguity also plays a crucial role, particularly with role_ambiguity2 (0.414) and role_ambiguity4 (0.686) Additionally, work overload is highlighted, with work_overload4 (0.948) being the most prominent factor These findings underscore the importance of addressing role conflict, ambiguity, and workload to enhance organizational effectiveness.
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