Introduction
Bank employees are among the most valuable assets of financial institutions, yet they face increasing job stress as the banking market expands rapidly Job stress, defined as any aspect of the work environment that threatens an individual (Caplan, Cobb & French, 1975), has become prevalent due to globalization and intense competition in the banking sector (Malik, 2011) Numerous studies indicate that bank employees report high levels of stress coupled with low job satisfaction (Devi & Sharma, 2013; Bajpai & ).
Research indicates a negative correlation between job stress and job satisfaction in the banking industry (Srivastava, 2004; Karatepe & Aga, 2013; Malik & Waheed, 2010) Bank employees face challenges such as low wages, high turnover rates, and job insecurity, which contribute to decreased job satisfaction (Springer, 2011; Belias et al.).
Numerous studies have highlighted the correlation between job stress and job satisfaction across various industries Research by Behrman (1984), Grefson & Wendell (1994), and Chiu et al (2005) supports this relationship, while Khattak et al (2013) further contribute to the findings Specifically, Chen and Silverthorne (2008) focus on job stress within accounting firms, and Siegal (2000) explores three dimensions of job stress in software companies Balogun and others also add to the discourse on this critical issue.
Job satisfaction plays a crucial role in influencing turnover intentions among bank employees, as confirmed 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 Since Vietnam's accession to the World Trade Organization in 2007, the banking sector has become increasingly competitive, placing immense pressure on employees to meet high targets and deliver exceptional customer service within tight deadlines However, as noted by Ngoc (2016), many bank employees face challenges such as excessive workloads, changes in work conditions, and cuts to wages and benefits, leading to intentions to leave their jobs The government's Project 254, aimed at restructuring the banking system from 2011 to 2015, further exacerbated these issues by reducing the number of weak banks, resulting in significant policy changes and a high voluntary turnover rate, which Lan (2015) identified as reaching 15%—the highest among various industries Consequently, this research seeks to explore the relationship between job stress factors, including role ambiguity, role conflict, and work overload, and job satisfaction among bank employees 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 belief about what influences their life rewards, categorized into internal and external types (Rotter, 1966) While this 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 serve as a moderator in the job stress-job satisfaction relationship Recently, Vietnamese banks have begun investigating the moderating effect 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 levels and decreased job satisfaction among bank employees Research indicates 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 affect job satisfaction Additionally, it seeks to compare the impact of locus of control on job satisfaction 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 fit that significantly influences job attitudes Research indicates that individuals experience greater happiness and success in their work when their personalities align with their work environment Conversely, a poor person-organization fit can result in job dissatisfaction, increased intention to leave, and elevated stress levels Thus, fostering a strong alignment between personal attributes and both the organization and job roles can enhance job satisfaction and reduce workplace stress.
This study explores Rotter's (1954) social learning theory in relation to locus of control, which he defines as individuals' beliefs about the factors that influence their reinforcement in life (Rotter, 1966) According to this theory, people can be categorized as having either an internal or external locus of control, with those possessing an internal locus believing in their capacity to control their actions and impact their environment.
Individuals with a high external locus of control tend to believe that their personal outcomes are influenced by external factors in their environment, as noted by Rotter (1990) This belief leads to varying responses to environmental stimuli among people with different types of locus of control The implications of these differences will be explored in the following sections.
Related review and hypothesis
Job stress and job satisfaction
Occupational stress occurs when job demands surpass an individual's abilities, leading to a dynamic condition where one faces opportunities, constraints, or demands that are both uncertain and significant (Darmody & Smyth, 2016; Robbins, as cited by George & K.A., 2015) This form of stress is characterized by elements within the job environment that may pose threats to 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 significantly influence job satisfaction, particularly through role ambiguity and role conflict (Van Sell, Brief & Schuler, 1981; Fisher & Gitelson, 1983; Siegall, 2000) Furthermore, Rahim (1996) identifies four key dimensions of job stress: role conflict, role ambiguity, role overload, and role Understanding these elements is crucial for improving employee well-being and satisfaction in the workplace.
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 prior research by Yeh & Huang (2015), examines three key job stressors: role conflict, role ambiguity, and role overload Role conflict, defined by Rizzo et al (1970) as the incompatibility in role requirements, highlights conflicting demands within a single role or across multiple roles (Cooper & Marshall, 1976) Role ambiguity involves uncertainties about the actions necessary to meet role expectations, stemming from a lack of information (Rizzo et al., 1970) Additionally, role overload, as explored by Elloy and Smith (2003), arises when employees lack sufficient time to complete tasks, with demands surpassing available resources This overload can be either qualitative, involving tasks that are too difficult, or quantitative, where the number of tasks is excessive.
Job satisfaction, as defined by Spector (1997), encompasses individuals' feelings towards their jobs and various job aspects It reflects a positive emotional response stemming from the evaluation of one's job or work experiences, highlighting the importance of understanding employee attitudes for enhancing workplace morale and productivity.
Research indicates that job satisfaction is closely tied to the happiness employees feel in their roles Gustainiene and Aukse (2009) suggest that greater job satisfaction correlates with higher levels of happiness at work Additionally, Shaikh, Bhutto, and Maitlo (2012) emphasize that employees experience job satisfaction when they find joy in their work and receive positive feedback regarding their performance Conversely, low job satisfaction has been associated with negative behaviors, often stemming from feelings of unfair treatment.
Person-environment (P-E) fit and person-organization (P-O) fit theories elucidate the inverse relationship between job stress and job satisfaction, as employees experience stress when their abilities do not meet job demands (Yang et al., 2008) Numerous studies confirm this negative correlation, highlighting that increased role ambiguity and role conflict lead to diminished job satisfaction (Behrman, 1984; Yousef, 2002; Reilly et al., 2014) Additionally, role overload has been shown to adversely affect both job satisfaction and performance (Coverman, 1989) In the Vietnamese context, research indicates that bank employees frequently endure sales pressure and work overload, resulting in late hours and exhaustion (Lan, 2015) Job stress often correlates with low motivation and performance, further impacting job satisfaction (Nam, 2008) Therefore, this study posits that the dimensions of job stress—role conflict, role ambiguity, and work overload—negatively influence job satisfaction.
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 significantly influenced by individual characteristics, particularly locus of control According to Rotter's social learning theory, locus of control can be categorized into internal and external types Individuals with an internal locus of control believe they can influence events in their lives through their efforts and emotions, leading to a greater sense of achievement In contrast, those with an external locus of control attribute their experiences to chance or external forces, often resulting in a tendency to blame their environment for failures Consequently, individuals with an external locus of control typically experience higher stress levels and lower job satisfaction Research by Srivastava and Sager highlights that locus of control also affects the coping strategies individuals employ to handle stress and daily challenges, further emphasizing its impact on job stress (Rahim, 1996; Kalbers &).
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.
Many studies have focused on the individual relationships between locus of control and job stress or job satisfaction According to Reilly, Dhingra, and Boduszek (2014), job satisfaction is affected not only by self-efficacy beliefs, self-esteem, and job stress but also by locus of control Research conducted in the banking industry by George and colleagues further emphasizes the need to explore these interconnected factors.
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 has been extensively researched globally (Reed, Kratchman, & Strawser, 1994; Patten, 2005; Lee, 2013), yet it remains a relatively new concept in Vietnam In recent years, various organizations in Vietnam have begun to explore locus of control to identify 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 levels of job satisfaction, leading to the following hypothesis.
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), negatively impacts job satisfaction and also 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 types of commercial banks: state-owned banks and private banks State-owned banks, which have over 50% of their charter capital held by the State Bank of Vietnam, include six major institutions: 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 of Vietnam According to Duc (2016), many private banks face challenges in accessing affordable and large-scale capital from state-owned organizations.
As state-owned banks readily access large-scale capital to serve major firms, private banks are increasingly focusing on small and medium enterprises due to challenges in lending to larger companies To enhance their performance in a competitive market, private banks must set higher targets and manage increased workloads.
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 that public sector banks exhibit significantly higher levels of job-related stress compared to their private sector and new generation counterparts However, no notable differences in stress levels were found between private banks and new generation banks.
A study by Tlaiss (2013) examined factors influencing job satisfaction among women managers in Lebanon's banking sector, highlighting that age significantly impacts both job satisfaction and promotion opportunities Other elements such as education, marital status, management position, years of experience, bank size, and monthly salary were also considered, but age emerged as a critical factor in the context of 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 research, conducted in Ho Chi Minh City—Vietnam's economic, cultural, and educational hub—was carried out in two stages: qualitative and quantitative In the qualitative phase, in-depth interviews with six bank employees were conducted to enhance the survey questionnaires, incorporating their insights and recommendations to refine the final survey.
The quantitative phase of the main survey was conducted between September and October 2016, utilizing a questionnaire divided into two sections: the primary research items and demographic inquiries regarding gender, age, education level, and the type of organization (state-owned or private bank) The questionnaire was disseminated via social media platforms, Google Docs, email, and hard copies were directly sent to bank employees.
A recent study was conducted to address the language barrier in Vietnamese banks, as not all employees fully understand English To facilitate better comprehension, the survey was translated into Vietnamese, and the Vietnamese version can be found in Appendix 3.
Moderated hierarchical regression analysis was employed to evaluate the data, adhering to the multiple regression model guidelines established by Tabachnick and Fidell (1996) The minimum sample size required for testing the overall model was determined to be 82, calculated as n > 50 + 8m, where m represents the number of free parameters To achieve this, a convenience sample of approximately 400 bank employees was surveyed, with 200 questionnaires distributed to employees from a state-owned bank and 200 to those from a private bank Of the 400 questionnaires distributed, 155 were deemed unusable due to missing values, resulting in a final sample size of 245.
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 current study investigated four key constructs: role conflict (RC), role ambiguity (RA), work overload (WO), and job satisfaction (JS), while also assessing locus of control (LOC) using a 10-item scale developed by McCormick and Barnett.
(2008) Although this scale had much fewer items than original scale of Rotter
In 1966, the original instrument was aligned with three dimensions: internal locus of control (LOC), external chance, and external powerful others, with the first three items indicating internal LOC and the last six items representing external factors A higher score on the internal LOC scale reflects a stronger internal locus of control, while elevated scores in external chance and powerful others indicate a greater external locus of control Participants rated their responses using a six-point Likert scale from 1 (strongly disagree) to 6 (strongly agree) Additionally, role conflict was measured using an eight-item scale based on Siegall (2000), which is widely accepted in the field.
Role ambiguity (RA) was assessed using a six-item scale, while both role conflict (RC) and RA were measured on a seven-point Likert-type scale, ranging from 1 (never) to 7 (always), with higher scores indicating greater levels of ambiguity and conflict Work overload (WO) was evaluated through a four-item scale, as outlined by Kim et al (1996), and job satisfaction (JS) was measured using a six-item scale based on Price (2001) Both WO and JS utilized a five-point Likert-type scale, where 1 represents strong disagreement and 5 signifies strong agreement, with higher scores reflecting increased levels of work overload and job satisfaction Items labeled with “R” in the questionnaire were reverse scored For further details, please refer to 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 Additionally, demographic factors such as gender, age, education level, and years of experience were included as control variables in the analysis.
Based on reliability testing, several items were removed due to low item-total correlation, including one item each from role ambiguity (RA), role conflict (RC), work overload (WO), and job satisfaction (JS), as well as three items from locus of control (LOC) The remaining items demonstrated satisfactory item-total correlations (≥ 0.30) and Cronbach alpha values exceeding 0.60 The Cronbach alpha coefficients 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 measurement reliability and construct validity were assessed using exploratory factor analysis (EFA), which revealed that only job satisfaction (JS) was extracted through principal components analysis with Varimax rotation.
The analysis utilized a 24 rotation method, applying principal axis factoring and Promax rotation, leading to the removal of items with a factor loading below 0.5, as detailed in Table 3 The independent variables demonstrated a Kaiser-Meyer-Olkin (KMO) value of 0.813, explaining 56.0% of the total variance, while the dependent variables (Job Satisfaction, JS) showed a KMO of 0.758, accounting for 65.6% of the total variance explained.
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 investigated the moderating effects of Locus of Control (LOC) on the relationships between role conflict, role ambiguity, work overload, and job satisfaction through a moderated hierarchical regression analysis The analysis began with control variables such as gender, age, education, years of experience, and job type Next, we introduced the independent variables—role ambiguity, role conflict, and work overload—followed by the moderating variable, LOC Finally, we included interaction terms derived from the multiplication of LOC with the independent variables The significance of each regression step was assessed by examining changes in F and R² values, while p-values of the coefficients were used to determine the significance of both main effects and interactions.
This study examines how the level of 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 assigned a code of (1) and private banks coded as (2).
Common method variance
Common method variance (CMV) refers to the systematic error variance that arises when variables are measured using the same method or source, potentially leading to inaccurate research conclusions (Richardson et al., as cited by Tho, 2013) To address CMV, 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 measured with a seven-point Likert-type scale An example of this approach is a respondent's expression of feelings regarding work overload.
“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 questionnaires were randomly assigned Additionally, respondents were informed that there were no "right" answers in the current research.
“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 the measures used in this study, including role conflict, role ambiguity, work overload, locus of control, and job satisfaction Notably, gender showed a significant negative correlation with job satisfaction (r = -0.21, p < 0.01), while age, education, experience, and type did not exhibit significant correlations Role conflict and work overload were also significantly negatively correlated with job satisfaction (r = -0.50, p < 0.01; r = -0.35, p < 0.01) In contrast, role ambiguity did not show a significant correlation with job satisfaction Additionally, locus of control was significantly negatively correlated with job satisfaction (r = -0.42, p < 0.01), indicating that employees with an external locus of control tend to have lower job satisfaction, especially after the deletion of three internal LOC items The findings in Table 3 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
The moderated regression analyses results indicate that role ambiguity does not significantly impact job satisfaction (p > 0.05), leading to the non-support of hypothesis H1a However, role conflict and work overload both demonstrate a significant negative effect on job satisfaction (β = -0.49, p < 0.001; β = -0.16, p < 0.01), thus supporting hypotheses H1b and H1c Additionally, locus of control (LOC) negatively affects job satisfaction (β = -0.23, p < 0.001), supporting hypothesis H2 Despite these findings, the R square change from 0.403 to 0.407 (p = 0.704) and the lack of significant interaction effects in Step 3 (p > 0.05) suggest that LOC does not moderate the relationship between role conflict, role ambiguity, and work overload with job satisfaction, resulting in the non-support of hypotheses 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 explores 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 by Reilly, Dhingra, and others, highlighting the significance of these factors in influencing employee satisfaction levels.
Research by Boduszek (2014), Coverman (1989), and Behrman (1984) reveals that two key dimensions of job stress—role conflict and work overload—negatively impact job satisfaction among banking sector employees Higher levels of these stressors are linked to decreased job satisfaction, aligning with the principles of person-environment fit theory (Bernardi, 1997).
The current study reveals that locus of control (LOC) does not moderate the relationship between job stress dimensions and job satisfaction Instead, it shows a direct negative correlation, indicating that employees with an external locus of control experience lower job satisfaction This finding aligns with previous research by Campbell (2000) and Judge et al (2003).
Role conflict in private banks significantly decreases job satisfaction, 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 compared to their counterparts in state-owned banks The increasing number of private banks has intensified competition within the banking sector, leading these institutions to impose higher targets and greater pressure on their staff, contributing further to the elevated stress levels among private bank employees.
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 settings (Kemery, 2006; Faucett, Corwyn, & Poling, 2013) indicate that employees often experience role ambiguity due to inconsistent policies and unclear job descriptions Despite this ambiguity, many employees 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 based on P-E fit and P-O fit theory (Yang et al., 2008) indicates that job stress significantly reduces job satisfaction Utilizing regression analysis, the study reveals the varying impacts of three role stressors—role ambiguity, role conflict, and work overload—on job satisfaction The findings confirm that both role conflict and work overload lead to decreased job satisfaction, aligning with existing theories and previous studies (Reilly et al., 2014; Coverman, 1989; Behrman).
The study reveals that role ambiguity significantly enhances job satisfaction in private banks, a finding that warrants further investigation, particularly in the context of Vietnam where this concept is relatively new Additionally, applying social learning theory, it examines the role of locus of control (LOC) as a moderator in the relationship between job stress and job satisfaction The research highlights that in private banks, employees with an external LOC experience a stronger positive impact from role ambiguity on job satisfaction compared to those with an internal LOC Overall, this study aims to elucidate the connections between LOC, a largely overlooked concept, and the relationships among various role stressors and job satisfaction, demonstrating the crucial influence of both role stressors and LOC in enhancing job satisfaction and effective human resource management.
Implications for managers
To enhance job satisfaction, bank managers must actively address role stressors by implementing effective solutions Organizing seminars that facilitate communication among staff from different departments can foster a better understanding of each other's roles, promoting collaboration Additionally, private banks should consider offering employees opportunities for periodic position rotations to minimize role conflict and enhance procedural understanding Providing benefits such as stress consultancy and after-work activities—like yoga and dance—can further alleviate job stress Furthermore, managers should empower staff with the flexibility to make their own judgments in task handling, while also recognizing the significance of locus of control in job satisfaction 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 relationships between locus of control, role stressors, and job satisfaction highlights the growing need for practical applications in the workplace As bank employees face increasing stress due to rapid changes in the global banking sector, employers must recognize and address these challenges to enhance employee well-being and satisfaction.
36 significant changes However, research on these issues is paid less attention in
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 in Vietnam's banking sector, a developing country It specifically examines how three role stressors—role ambiguity, role conflict, and work overload—differently impact job satisfaction among employees.
This research highlights that role ambiguity can enhance job satisfaction in Vietnam, while also indicating that bank employees in private banks experience higher stress levels compared to their counterparts in state-owned banks These findings underscore cultural differences and an Asian perspective on job stress and locus of control, which are crucial for improving job satisfaction To retain talent, managers should implement strategies to mitigate job stress.
Limitations and directions for future research
This research has several limitations that should be addressed in future studies Firstly, it assumes that employees within the same type of bank experience uniform levels of job stress and satisfaction, irrespective of their job positions (clerk, officer, supervisor, manager); therefore, future research should consider the impact of job level on these factors to identify more effective solutions Secondly, the banking sector was categorized solely into state-owned and private banks, and future investigations should include foreign banks to allow for comparative analysis with findings from other countries Lastly, this study was limited to a specific geographic area, indicating a need for broader research.
Ho Chi Minh, economic centre of Vietnam Bank employees in other provinces may
A study indicates that 37 individuals experience varying degrees of job stress, with locus of control potentially moderating the relationship between job stress and job satisfaction Future research could enhance the generalizability of these findings through a nationwide survey Additionally, the results reveal that locus of control reinforces the positive link between role ambiguity and job satisfaction, contradicting previous studies As role ambiguity remains a relatively new concept, further investigation with larger sample sizes is recommended for future research.
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
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 the influence of locus of control on job stress and job satisfaction among bank employees in Vietnam This research aims to identify solutions for enhancing human resources policies within the Vietnamese banking sector Your participation is greatly appreciated, and all responses will remain 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 tiến hành nghiên cứu về tác động của khả năng kiểm soát cảm xúc đối với stress trong công việc và mức độ hài lòng của nhân viên ngân hàng tại Việt Nam Mục tiêu của nghiên cứu là tìm ra giải pháp nhằm cải thiện các chính sách nhân sự trong ngành ngân hàng tại Việt Nam Tôi rất mong Anh/Chị dành thời gian để trả lời một số câu hỏi dưới đây Tất cả 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 Vui lòng đánh giá mức độ đồng ý của bạn với từng phát biểu 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 xem xét khả năng chuyển sang một loại công việc khác Để đánh giá ý kiến của mình, xin vui lòng chọn một câu trả lời mà bạn đồng ý nhất theo thang điểm 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 nhưHiếm 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 tôi được hình thành bởi những quyết định và hành động của bản thân Tôi nhận ra rằng việc lập kế hoạch quá xa không phải lúc nào cũng là lựa chọn khôn ngoan, vì nhiều sự kiện tốt xấu trong cuộc sống thường 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 những sự kiện ngẫu nhiên diễn ra xung quanh.
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.
Dù có năng lực tốt, tôi nhận thức rằng việc được giao trách nhiệm lãnh đạo phụ thuộc vào việc thỉnh cầu những người có quyền lực để đạt được mục tiêu của mình Đối với mỗi phát biểu, xin vui lòng khoanh tròn một con số thể hiện mức độ đồng ý theo quy ước: (1: Hoàn toàn không đồng ý; 6: 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) showing the strongest association, followed by role_conflict4 (0.707) and role_conflict3 (0.669) Additionally, role ambiguity is highlighted, particularly role_ambiguity4 (0.686) and role_ambiguity1 (0.605), indicating notable impacts on workplace dynamics Work overload is also a critical factor, with work_overload4 (0.948) demonstrating the highest correlation, followed by work_overload3 (0.707) and work_overload1 (0.602) These findings emphasize the importance of addressing role conflict, ambiguity, and workload to enhance workplace effectiveness.
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