Nghien cuU siTanh hu'dng cua dac diem cong viec t6i dong lu'c lam viec cua nhan vien tai cac NHTMCP Viet Nam * • LE THO HANH' Tom t^t Xudt phdt tdmdi quan he giUa hgc thuyet ddc diem cong viec vd dgng luc ldm viee, bdi bdo ndy dd Cfng dung md hinh dac diem cong viic cda Hackman & Oldham (1976), iddd chi sudnh hudng cda cdc yeu to mo hinh vdi dong lUc ldm viec vd ket qud thuc hien cong viec cda nhdn vien cdc ngdn hdng thuang mgi cophan (NHTMCP) Nghiin cdu ndy dd chi rang, co khia cgnh cot loi cua ddc diem cong viec tdc dgng thudn chieu den dong luc ldm viec cua nhdn vien cdc NHTMCP: cong viec phdt huy da dgng ky ndng, cong viee cd ;^ nghia, sU tu chU cong viec, suphan hoi edng viec, dong thdi, dgng lifi: ldm viec edng tdc dgng thudn chieu den ket qud thUc hiin cong viec TH khoa: dgng lUc, ngdn hdng thuang mgi co phdn, ddc diem cong viec Summary Derived from the relationship between job characteristics theory and work motivation, this paper applies job characteristics model developed by Hackman & Oldham (1976) so as to clarify the influence of factors in the model on work motivation and work performance of employees in joint stock commercial banks The outcome points out core aspects of the equity characteristics that positively impact their work motivation, which are skill variety, task significance, autonomy, feedback At the same time, work motivation creates a positive effect on work performance Keywords: motivation, joint-stock commercial banks, job characteristics GlOl THIEU Ddng Iffc la ngudn Iffc thdi thuc cd nhdn hffc hien hanh vi Dpng Iffc lao ddng gdp )han quan trpng vao viec ndng cao ndng ;ud't lao dpng, ndng cao sff hai long cho igffdi lao ddng - nhii^ig muc tieu quan dm bang dau ctia ca cdc nha quan ly cdc :ap Chinh vi vdy, viec nghien cda sff anh Iffdng cua dac diem cdng vide tdi ddng Iffc am viec cua nhan vien tai cdc NHTMCP /idt Nam cd y nghTa quan trpng, la cO sd ;ho vide de xud't cac giai phdp vide hie't ke' lai cdng vide nham ndng cao dpng ffc lam viec cho nhan vidn cdc ngdn hang C a s d L Y THUYET VA PHU'ONG »HAP NGHIEN CU'U Cd sd ly thuyet Ra ddi cdch day hdn bdn thap nien, no hinh ddc diem cdng vide (JCM) cua Hackman & Oldham (1976) vdn ddng gdp va cd anh hffdng Idn dd'n cd sd ly thuye't ve thie't kd' cdng vide Md hinh JCM cua Hackman & Oldham (1976) giai thich ddc did'm cua cdng vide vide tang cffdng ddng Iffc lam viec ndi tai, ngti y rdng: " Ngffdi lao ddng ed' gang hodn td't cdng viec ddn gian vi hp thd'y tdm trang td't dffde thffc hidn va cam thd'y khdng td't khdng thffc hien cdng vide do, hdn la bdi Idi hffa v l cdc phan thffdng se hoac tnen vpng nhdn dffdc Mdt vai nghidn cffu cho ke't qua cd sff tdc ddng ye'u cua bie'n kiem sodt "nhu cau phat trien" la cdc nghien cffu cua: Fried & Ferris (1987); Johns va cdng sff (1992); O'brien, G E (1982); Tiegie et al (1992) Do do, md hinh JCM thffdng dffdc thti" nghiem theo kinh nghidm va dffdc coi Id hdp le ma khdng bao gdm kiem sodt cua "nhu cau phat trien " Nhff vdy, md hinh JCM va cdc thdnh phan cua nd da dffdc kiem dinh manh me bdi nhieu nghidn cffu, ngoai trff kiem sodt "nhu cau phdt trie'n", dd md hinh tie'p tuc dffdc silf dung rdng rai rd't nhieu tai lidu nghidn cffu Tac gia dffa trdn tdc pham gd'c cua Hackman & Oldham (1976), dp dung cac dac diem cdng vide cd't loi, vao NCS., Hoc vien INgan hang 20: Ngdy duyet ddng: 14/03/2020 45 kd't qua cdng viec cua JCM vdo bd'i canh danh gid ddng Iffc ndi tai Dffa vdo hpc thuye't ddc diem cdng vide cua Hackman & Oldham (1976), tac gid de xua't md hinh nghien cffu nhff Hinh Cac gia thuye't dffde dffa nhff sau: Old thuye't 1: Cdng viec phdt huy da dang ky nang cd tdc ddng tich cffc dd'n ddng Iffc lam viec cua nhdn vidn cdc NHTMCP Gia thuyd't 2: Nhiem vu xac dinb cd ldc ddng tich cffc de'n dpng Iffc lam vide eua nhdn vidn cdc NHTMCP Gia thuyet 3: Cdng vide cd y nghia cd tac ddng tich cffc dd'n dpng lu'c lam viec cua nhdn vien cac NHTMCP Gia thuyd't 4: Sff tff chu cdng vide cd tdc ddng tich cffc den ddng Iffe lam vide cua nhan vidn cdc NHTMCP Gia thuye't 5: Sff phan hdi cdng vide cd tac dpng tich c\Sc de'n ddng Iffc lam vide eua nhdn vien cdc NHTMCP Gia thuye't 6: Ddng Iffc lam vide cd tac ddng tich cffc de'n ke't qua thffc hien cdng vide eua nhan vidn cac NHTMCP Phuang phdp nghien cdu Nghidn cffu dffdc thffc hidn vdi dd'i tffdng khao sdt la 1.000 nhan vien dang lam viec tai 13 NHTMCP vdi mffc vd'n dieu le va sd'Iffdng nhan vien khdc vdo thang 04-08/2019 Ke't qua thu ve dffdc 845 phie'u dieu tra, dd cd 759 phie'u khao sat hdp Id, phii hdp vdi yeu cau ve kieh ed mdu de chay dff lieu (Bdi vii't sd dung cdch viet sd thdp phdn theo chudn qudc te) HiWH: MO HiNH NGHIEM CdU Dt XUAT KET QUA NGHIEN COU Cong viec phat liuy da danj; Kcl qua Nhicm vy xac dinh vicn ngan Cong vi?c CO y nghia TMCP 5(1 tvr chu irong cony vice Sit phan hoi cong vice -^ Cdc thang ehi bid'n dffdc tdc gia tham khao va dieu chinh tff eac nghien effli di trffdc, de dam bao tinh cbinh xac Cdc thang dffdc sff dung bao gdm: 11 thang eho bie'n dac diem cdng vide chia ldm nhdm, 13 thang cho bien ddng life lam viec va thang cho bid'n kd't qua thffc hidn cdng vide Cdc thang BAMG 1: CAC THAMG DO MGHIEM cUd BMn Cong viec phat SKILLl C6ng viec ciia toi doi hoi da dang ky nang huy da dang cac ky SKILL2 Toi cd cd h6i siJ dung nhiJng nang luc/kha nang ciia minh nanfflSKII.I.I SKILL3 Toi cd ccJ hoi thu'c hien nhiYne phin viec khdc nhan FEED I Toi difOc quan ly ghi nhan IhiTc hien i6t cong viec Su phan hoi FEED2, Toi cd kha nang danh gia viec thu'c hien cong viec cua toi tot hay khong cong viec (FEED) tot neav thu'c hien c6ne viec Nhiem vu xdc dinh ID T6i c6 cd hpi thu'c hiSn cong viec hoan chinh tCr dau den cuoi (ID) ID2 Toi cd cd hoi hoan c6nff viec minh bat diu Cong viec CO y MEANl Toi CO cam giac du'dc thu'c liien cdc c6ng viec cd y nghia nghia (MEANl INDl Toi cd cd hoi doc lap suy nght va hanh dong SLT tir chii IND2 Toi cd quyen tif viec quyg't dinh muon gi Irong cong viec cong viec (IND) IND3 Toi du'dc lu'a chon each thiJc thu'c hien c6no \i6c DL Toi cam [hay rSt thoa man thifc hien tSt cong viec DL2, Cam nhan cua toi ve ban than di xuong Eoi thifc hien cong viec khong tot DL3 TSitUhao thu'c hi^n cong vi^c tfi't nha't nbu'tfli cd the DL4 Toi thich nghi Iai vl nhiirng toi c6 cdm giac thu'c bifen cong viec td't Dong life lam viec DL5 Toi cam thay khong hanh phiic toi llm viec khong dat ket qua nhif thong thubng DL6 Toi thu'dng nghT cdch de thi/c hien c6ng viec hieu qua hdn cua nhan vien DL7 Toi thifdng co gang het sffc de hoan thinh cong viec ciia minh bat ke khd khan (DL) DL8 Toi n6 lu'c hS't siJc thu'c hien c6ng viec cua minh vi muc tieu cua ngan hdng DL9 T6i lu6n hdo hiJug vdi cong vifec dang lam DLIO Toi thu'dng cogdng han ch^sai sdt ldc Iam viec DI.l Toi sto sane bat (^u lam vi&r sdm hdn hoac lai muon hdn de hoan conp vipc KQL Toi thu'dng hoan chi ti€u cdng viec du'dc giao ve so lu'dng KQ2 T6i thudng hoan chi tieu cong viec du'dc giao ve chat lu'dng KQ3 Toi thudng hoan cdng viec diing tien d$ Ket qua thu'c hien KQ4 Toi hdp tac va h§ trd moi ngUdi thUc hien cong vi&c KQ5 Toi lap ke hoach va chd J- den moi chi liet thifc hien cong viec cong viec (KQ) KQ6 Tdi tu va'n cac van dl hen quan cho khdch hang KQ7 Tdi tuan thii cac quy dinh cua phdp ludt lien quan den cong viec K08 Toi tuan thu cac n6i quv qnv che ci'ia npan hans 46 Ap dung cd dieu chinh thang cua Hackman vii Lawler(1971) Ap dung c6 dieu chinh thang cija Lawler and Hall (1970), Hackman and Lawler (1971) Ap dung cd dieu chinh thang ciia Arvey, R D., & Mussio, S J (1973) dffdc kiem tra dp tin cay bang kiem BANG 2: HQI QdY cAC BIEM DOC LAP VCil DQMG LCTC L A M VIEC dinb Cronbach's Alpha (Bang 1) K i e m dinh R R binh phu'dng R b i n h phUdng Sai sd'tieii c h u a n M o hinh Kiem dfnh Cronbach 's Alpha dieu chinh cQa u'dc lifdng Durbin-Watson Sau de'n hdnh kiem dinh 627" ,.W3 389 40989 840 Cronbach's Alpha cho 759 quan sat, md a P r e d i c t o r s : ( C o n s t a n t ) I N D , S K I L L , I D F E E D , M E A N hinh nghidn c&u gom bie'n: Bid'n cdng b D e p e n d e n t V a r i a b l e D L vide phat huy da dang ky nang dffdc H e so H e so' Thong ke chUa tieu c h u l n tieu chuan M o hinli da cOng t u y e n Iffdng bdng bid'n thdnh phan, la: t Sig B D o l e c h chua'n Beta D u n g sai VIF SKILL 1, SKILL 2, SKILL3; Bien Sit ( C o n s t a n t ) 1.622 III 14 661 000 phan hoi edng vide dffdc tffdng SKILL 177 032 216 000 548 L 6 5.628 bdng bie'n phan Id FEEDl va -163 190 FEED 036 4.547 000 463 816 FEED2; Bie'n Nhiem vu xac dinh dffdc ID ,044 Iffdng bang bie'n thdnh phan IDI, -033 03.=) 1.333 -183 466 1.846 MEAN ID2; Bie'n Cdng vide cd y nghia dffdc ,211 000 166 033 5.008 ,453 9 IND Iffdng bang bien phan MEANl, 062 022 096 2,854 -004 710 MEAN2; Bie'n Sff tff chu cdng viec a Bie'n phu t h u o c : L dffdc Iffdng bang bie'n phan INb2, IND3; Bid'n Dpng lu'c lam vide BAMG 3: HOI QQY CAC BIEN DQC LAP VCil DOMG LffC LAM VIEC cua nhan vidn dffdc Iffdng bdng 11 Kiem dinh bid'n phan tff LI de'n LI 1; Bie'n Kd't M o hinh R R binh phifdng R binh phu'dng Sai so tieu chuan cda Udc lUdng D u r b i n - W a t s o n d i i u chinh qua thffc hien dffdc Iffdng bang bie'n 547" 300 45002 1.708 299 phan tff KQl dd'n KQ8 a Predictors: (Constant) D L Kiem dinh gid thuye't I, 2, 3, 4, b- D e p e n d e n t V a r i a b l e : K Q Ke't qua cho thd'y, giffa eac bid'n ddc H e so H e so Thdng ke da lap va phu thudc ed sff tffdng quan vdi ti€u c h u a n chUa tieu c h u a n cong tuyen M hinh t Sig mffc y nghTa Idn hdn 99%, du dieu kidn B D616ch chain Beta D u n g sai VIF de hoi quy kiem dinh gia thuyd't Dd' kie'm 730 126 13.708 000 (constant) dinh gid thuyd't 1, 2, 3, 4, 5, tdc gia tie'n DL 000 561 031 547 17.989 1.000 1.000 hanh hoi quy giffa cdc bie'n: Bie'n Cdng a B i e n phu thudc K Q vide phdt buy da dang ky nang; Bid'n Sff phan hoi edng vide; Bien Nhiem vii xac dinh; Bie'n Cdng viec cd y nghia; Bie'n Sff tff chij cdng viee vdi bid'n ddng Ke't qua d Bang cho thd'y, he so Sig cua bie'n Ddng Iffc lam vide cua nhdn vidn Tuy nhidn, ed life lam vide (L) nho hdn 0.05, chffng td bie'n cd tdc sff tffdng quan giffa cdc bid'n doc lap, ddng thd'ng ke de'n bid'n Kd't qua thffc hien cdng viec, gia can xem xet lai vai tro cua cac bie'n thuye't dffdc chd'p nhdn, hd sd' VIF bang < 2, chffng td ddc lap trdn md hinh hoi quy da bid'n bang khdng cd hien tffdng da edng tuyd'n md hinh each xem xet tdc ddng cua mdi bid'n ddc Mat khac, R binh phffdng cua md hinh bdng 0.30 lap tren bid'n phu thudc Tae gia cung chffng to bie'n Ddng Iffc lam viec giai thich dffdc 30% nghien cffu hien tffdng da cdng tuye'n, sff bie'n ddng cua Kd't qua thffc hidn cdng viec, day la ke't qua cho tha'y, khdng ed hidn tffdng da mdt so' thong ke vd ciing ed y nghia vi kd't qua thffc cdng tuye'n (tolerance va VIF thoa man) hidn cdng vide tdc dpng bdi nhieu yd'u td' rieng Nhin vao Bang cho tha'y, he so' Sig yd'u td'Dpng Iffc lam viec giai thich dffdc 30% Ket qua cua cdc bid'n: Sff phdn hoi cdng viec thffc hien cdng vide He sd' Beta bang 0.547 chung td (FEED), Cdng viec phdt huy da dang Dpng Iffc ldm vide tang I ddn vi, thi Kd't qua thffc hidn ky ndng (SKILL), Cdng vide cd y nghTa edng viec tang 0.547 ddn vi (MEAN), Sffttfchu cdng vide (IND) deu nhd hdn 0.05 Chffng to eac bie'n KET LUAN VA DE XUAT MOT SO GIAI PHAP CO tac ddng thdng ke de'n bie'n ddng Iffe lam vide, cdc gia thuyd't 1, 3, 4, dffdc Ke't qua nghidn cffu cho thd'y, cd khia canh cd't eha'p nhan, rieng bid'n nhiem via xdc dinh ldi eiia ddc diem cdng viec tac ddng thudn chieu dd'n (ID), cd Sig.=0.183>0.05 chffng td it cd sff ddng lu'c ldm vide cua nhdn vien cde NHTMCP: Cdng tdc dpng eua bid'n ndy dd'n bie'n Ddng Iffc viec phdt huy da dang ky ndng, Cdng viec cd y nghTa, lam vide, nen gia thuye't bi bdc bo Sff tff chu edng viec, Sff phan hdi cdng viec, ddng thdi, Ddng Iffc lam viee cua nhan vien cdc Kiem dinh gia thuyet De kiem dinh gia thuyd't 6, tac gia thyc NHTMCP eirng tac dpng thuan chieu dd'n Kd't qua hien hoi quy bid'n: Ddng lu'c lam viec va thffc hien cdng vide Trong dd, Cdng vide phdt huy da dang ky ndng ed tdc dpng Idn nhd't dd'n Dpng Iffc iam Kd't qua thifc hidn edng viec (Bang 3) 47 viec cua nhdn vidn cae NHTMCP; Sff tff chu edng viec ed tac ddng yd'u nhd't de'n Ddng Iffe lam vide cua nhdn vien cdc NHTMCP ^ Ddng Iffc lam viec vd Ke't qua thffc hien cdng viec cua nhdn vien cdc NHTMCP cd md'i tffdng quan thudn vdi Trong dd, Dong Iffc lam viec giai thich dffde 30% sff bien ddng eua Ke't qua thffc hien cdng viec Di^u cd y ngbia vd cung quan trpng vi de' nang cao ky nang, trang thie't bi vdt cha't, cdc ye'u to' d^u vdo khdc d^u dot hdi mot sff dau tff rd't Idn ve vd'n, thdi gian va khdng dong bd giffa cac bd phdn khde nhau, vide tao ddng Iffc lai khac, cd thd' xdy dffng cdc giai phdp ddng bd ddi hoi it dau tff vd'n nhu^g lai cho ke't qua nhanh, rpng vdi nhieu dd'i tffdng nhdn vien ngdn hang Nhff vay, de' tang cffdng ke't qua thffc hidn cdng viec, tdng cffdng ddng Iffc lam vide la mdt giai phdp cd vai trd vd cung quan De nang eao ddng Iffe lam viec eho nhdn vidn cdc NHTMCP thdng qua thie't ke' cdng viec, cae nha quan ly c^n ndng cao tinh da dang ky ndng can thie't thffc hien cdng viec thdng qua ludn chuyd'n cdng viec, viec loan chuye'n cdng viec tff bo phdn ndy sang bd phdn khac giff nguyen vi tri, hoac tff vi tri sang vi tri khac cung bd phan cung nhff tff vi tri sang vi tri khac nhffng khdc bd phdn se yeu c^u nhdn vidn phai cd nhieu ky ndng da dang khdc nhau, gdp phan ndng cao ddng Iffc cho ngffdi lao ddng Ben canh do, viec nang cao nhan thffc cua nhdn vien ve y nghia cdng viec, sff ddng gdp cua minh viec mang cac dich vu ngdn hang ^^ vdi khdch hang, giup khach hang tiep can dffdc nguon vd'n cung nhff sff d^^g cac dieh vu toan bao hteni gop phan ndng eao cha't Iffdng cuoc sdng cua khach hdng, khdng ddn thu^n la ban san phd'm thdng thffdng Ngoai ra, ngdn hang cung can xay dffng he thd'ng phan hdi tot hdn de nhan vidn cd the bie't ve ket qua thffc bi?n cdng vide cung nhff chd't lffdng cdng vipc cua minh qua trinh thffc hien cdng viec, qua tao dpng iffc cho ngffdi lao ddng hoan thien edng viec cung nhff nd Iffc hdn tiep xiic vdi khdch hang Sff phan hoi ed the' dffdc cung cap triTc tid'p tff khdch hang, ngffdi quan ly trite tie'p cung nhff dong nghiep^ thdng qua van hod khuyd'n khich trao ddi, chia se thdng tin giffa ngffdi lao ddng ngdn hang; he thdng phan hoi dinh ky qua tffng khau, cdng doan thffc Men cdng viec Hdn nffa, ngdn hdng cung can nang cao mffc dp uy quyen, tao dieu kien cho nhdn vidn ddc lap hdn viee quyd't dinh cdch thffc thffc hien cdng viec, quye't dinh khudn khd chinh sdch va quy che'cua ngdn bang.Q TAI LIELLTHAM KHAO Arvey, R D., & Mussio, S J (1973) A test of expectancy theory in a field setting using female clerical employees Journal of Vocational Behavior, 3(4), 421-432 Dodd, N.G and Ganster, D.C (1996).The interacdve effects of task variety, autonomy, and feedback on atdtudes and performance, Joumal of Organizational Behavior, 17, 329-47 Fried, Y., & Ferris, G R (1987) The validity of the job characteristics model: A review and meta-analysis Personnel Psychology 40, 287-322 Hackman, J R., & Oldham, G R (1976) Modvation through the design of work: Test of a theory Organizational Behavior and Human Performance 16, 250-279 Hackman, J R., & Lawler, E E (1971) Employee reactions to job characteristics Journal of Applied Psychology, 55(3), 259-286 Humphrey, S E., Nahrgang, J D., & Morgeson, F P (2007) Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature Journal of Applied Psychology, 92, 1332-1356 Johns, G., Xie, J L., & Fang, Y (1992) Mediating and moderadng e ects in job design Journal of Management, 18, 657-676 Lawler, E E & Hall, D T (1970) Relationship of job characteristics to job involvement, satisfaction, and intrinsic motivation Journal of Applied Psychology, 54(4), 305-312 O'brien, G E (1982) Evaluation of the job characteristics theory of work attitudes and performance, Australian Journal of Psychology, 34, 383-401 10 Parker, S K., Wall, T D., & Cordery, J L (2001) Future work design research and practice: Towards an elaborated model of work design Journal of Occupational and Organizational Psychology 14, 4U-44Q 11 Tiegs R B Tetrick, L E., & Yitzhak, F (1992) Growth need strength and context satisfaedons as moderators of the relations of the job characteristics model Journal of Management, 18,575-93 48