INTRODUCTION
Research background
In the context of intense competition, with the goal of growth and development business, most of organizations already recognize the importance of human resources
Especially in the economic sectors like banking and finance, the workforce has professional characteristics They also trained and practice in certain standard processes
A bank's workforce is crucial for effectively utilizing technical tools and driving long-term success Most banks acknowledge that employee commitment significantly contributes to creating value Engaged employees are enthusiastic about their work and actively support the organization’s goals This level of engagement not only enhances talent retention but also encourages employees to remain with the bank, even when other job opportunities arise.
In response to the recent global financial crisis and the significant decline in Vietnam's banking and finance sector, many banks have revised their HR policies and undergone personnel restructuring due to mounting pressure on capital costs This has led to a reduction in workforce and tightened compensation benefits, resulting in an increased turnover rate across various banks While this poses challenges for bankers in terms of rising recruitment and training costs, it also creates instability for employees who lack assurance of long-term career prospects Employee turnover highlights a broader systemic issue related to ineffective retention strategies, prompting companies to explore the factors that foster employee productivity and loyalty Understanding the causes of turnover and enhancing long-term employee commitment are crucial for organizational success The author aims to investigate the impact of HR practices on employee commitment within the banking industry in Ho Chi Minh City, offering suggestions to help organizations retain their valuable human resources.
Research problems
A KPMG survey conducted at the end of 2012 revealed that 46% of banks indicated they would not increase their workforce in 2013 Financial statements from major local banks also reflected a halt in employee growth Asia Commercial Bank (ACB) was notably impacted by the recession, as it ceased hiring over 100 new employees by the end of 2012 In the first half of 2013, ACB experienced over 600 employee departures, with the total number of exits surpassing 1,000 by the end of 2013.
In 2013, significant layoffs affected several local banks in Vietnam, with VietinBank reducing its workforce by 79 employees in the first quarter and 110 in the second quarter Additionally, the Bank for Investment and Development of Vietnam (BIDV) saw a decrease of 285 employees in the first four months of the year, while Vietnam Export Import Bank (Eximbank) cut 29 positions in the first quarter.
In the second quarter of 2013, Eximbank reported a reduction of 36 positions and a 6.5% decrease in employee salaries and allowances compared to the previous year, totaling nearly 319 billion Vietnam dong Despite this, Military Bank (MBBank) maintained the highest average income in the banking sector, although it also laid off approximately 225 staff in the first quarter of 2013.
Bank announced that they expected to reduce wage bill compared to 2012, number down to 731 billions Vietnam dong, corresponding to cut more 679 people, as 13.9% total staff
Local banks are currently facing a dual challenge of staff redundancy and a shortage of high-quality employees In light of this, dismissals are justified for underperforming staff, especially during these tough times when banks prioritize quality over quantity As a result, many Vietnamese banks are actively reducing their workforce of poor performers while seeking qualified talent, leading to significant movement within the banking sector The demand for experienced professionals has prompted many banking staff to switch institutions or be targeted by foreign banks Consequently, local banks are increasingly focused on recruiting skilled and experienced candidates, often specifically seeking individuals with relevant backgrounds in similar roles.
Currently, banks prefer recruiting personnel from other banks to leverage their experience, minimize training time and costs, and capitalize on established relationships with clients This trend is particularly evident for managerial, senior, and junior-level positions.
Despite personnel restructuring and layoffs, employee wages and benefits remain the largest portion of operating expenses for most Vietnamese banks According to KPMG's analysis of 33 banks, salary expenses constituted over half of total operating costs in 2012 Similarly, a VnExpress.net report revealed that in the first half of 2013, both state-owned and commercial banks continued to allocate around 50% of their operating expenses to salaries, despite efforts to reduce this figure For instance, Vietcombank, BIDV, and MB Bank reported that salaries and bonuses accounted for 54% of their operating expenses, while Vietinbank and Sacombank spent 49% on employee compensation.
Statistic from the financial statements of 33 banks made by KPMG in 2012
According to KPMG, global banks are increasingly reducing their workforce, with human resources expenses comprising 40% of operating costs In contrast, the Vietnamese banking sector is expanding its staff, diverging from this global trend While banks worldwide prioritize the development of products and services through technologies like Internet Banking and Mobile Banking, they are not focused on increasing their employee numbers.
Figure 1.1 Components of Operating Costs of Vietnamese Banks in 2012
To enhance competitive advantage and retain core talent, it is crucial to develop effective business strategies while adjusting HR policies amidst limited funding This approach will address the challenges posed by taxes, fees, and property management activities, ensuring a focus on customer deposit insurance and provisions for long-term value reduction across the branch network.
Research objectives and questions
This research, grounded in established theories, seeks to identify the key factors influencing employee commitment The author analyzes these factors and offers actionable recommendations for banking managers to effectively retain and nurture their valuable human resources The study focuses on specific research questions aimed at enhancing employee engagement within the banking sector.
- What are the main factors in HRM that affect to employee commitment in banking industry in Ho Chi Minh city?
- What should bankers do to maintain their employees?
Research scope
This study focuses on bank employees in Ho Chi Minh City, a major economic hub in Vietnam The research encompasses all four types of banks in the city, categorized by ownership: State-Owned Banks, Joint-Stock Commercial Banks, Joint-Venture Banks, and Wholly Foreign-Owned Banks/Foreign Bank Branches A random survey will be conducted without specifying a set number of participants from each bank group.
Research methodology
The study is carried out within two steps relating to two different methods:
Qualitative research: using group discussion method to amend the translated questionnaire suitable with the purposes of the author adjust the observed variables
This quantitative research utilizes data gathered from questionnaires to assess the reliability of the scale and validate the theoretical model The analysis will be conducted using SPSS version 21, starting with a reliability test via Cronbach's Alpha, followed by exploratory factor analysis (EFA) Subsequently, the refined scale will undergo linear regression to evaluate the proposed model and test the associated hypotheses.
The research only approaches into the mentioned factors, it means other factors (if have) will be out of the topic of this research.
Structure of the Thesis
The structure of this study consists five chapters:
This chapter presents research background of the study, as well as, research problems, research objectives, research methodology and scopes.
LITERATURE REVIEW AND HYPOTHESIS
Previous researches and conceptualization
This research will implement a testing scale to verify the theoretical model, utilizing SPSS version 21 as the data analysis tool Initially, the preliminary scale's reliability will be assessed using Cronbach's Alpha, followed by exploratory factor analysis (EFA) Subsequently, the refined scale will undergo linear regression analysis to evaluate the proposed model and test the hypotheses.
The research only approaches into the mentioned factors, it means other factors (if have) will be out of the topic of this research
The structure of this study consists five chapters:
This chapter presents research background of the study, as well as, research problems, research objectives, research methodology and scopes
Chapter 2: Literature Review and Hypotheses
Some relative concept and definition of the study will be explained in this chapter as well as review of previous study Proposal research hypotheses also will be introduced
This chapter outlines the research design and methodology, detailing the processes involved in conducting the study, in line with the established research objectives and scope, as well as the literature review and empirical model discussed in earlier chapters.
This chapter outlines the characteristics of the research samples and analyzes the data collected The findings will enable the author to conduct an in-depth analysis of the various factors influencing employee commitment.
This is the result of the study distribution of study for theory and applied, the limitation of the study and suggest to later study also presented
CHAPTER 2: LITERATURE REVIEW AND HYPOTHESES
This chapter reviews reliable research on employee commitment and organizational retention across various fields worldwide It outlines foundational theories relevant to this study, provides definitions of key concepts, and presents hypotheses along with proposed measurement scales.
Employee satisfaction and retention are crucial concerns for administrators and researchers, driven by encouragement and preferential treatment F W Taylor's classical motivation theory (1915) emphasizes the importance of effectively training employees and using financial incentives like salaries and bonuses to boost motivation Similarly, Abraham Maslow (1943) highlighted that understanding and addressing employees' needs is essential for effective motivation.
Maslow proposed that individuals are driven by distinct motivation systems that operate independently of rewards or unconscious desires He emphasized that people are motivated to satisfy specific needs sequentially; once one need is met, they naturally pursue the next, creating a continuous cycle of motivation and fulfillment.
Maslow's hierarchy of needs, first introduced in 1943 and revised in 1954, is a foundational psychological theory that outlines five essential motivational needs, represented as levels within a pyramid structure This five-stage model illustrates the progression of human motivation from basic physiological requirements to higher-level psychological and self-fulfillment needs.
- Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep
- Safety needs - protection from elements, security, order, law, limits, stability, freedom from fear
- Social Needs - belongingness, affection and love, - from work group, family, friends, romantic relationships
- Esteem needs - achievement, mastery, independence, status, dominance, prestige, self-respect, respect from others
- Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences
Figure 2.1 Maslow’s original hierarchy of needs five-stage pyramid
Douglas McGregor's theory of human nature, introduced in 1956, categorizes employees into two distinct types: Theory X and Theory Y Theory X individuals are characterized by a dislike for work and a tendency toward laziness, suggesting that managers need to implement motivational strategies focused on physical stimulation In contrast, Theory Y individuals are self-motivated and eager to work, indicating that a different approach is necessary to foster their engagement and productivity Understanding these two natures is crucial for effective management and motivation in the workplace.
Y nature, administrators should let them take decisions on their jobs, respect their initiatives, and create conditions for their proven ability rather than supervise them
Herzberg's two-factor theory, established in 1976, differs from the theories of Maslow and McGregor by relying on direct surveys and interviews with employees This theory identifies two distinct categories of workplace factors: hygiene factors, which prevent dissatisfaction but do not necessarily lead to job satisfaction, and motivational factors, which actively promote job satisfaction and encourage employees to work energetically While hygiene factors address basic needs and ensure a minimum level of satisfaction, motivational factors inspire employees to perform at their best, highlighting the importance of both sets of factors in the workplace.
These factors motivate for satisfaction demand and called motivators
Hygiene factors, such as job security, salary, status, fringe benefits, and working conditions, are essential elements that do not inherently provide positive satisfaction; however, their absence can lead to significant dissatisfaction These factors are extrinsic to the actual work performed and encompass various aspects, including company policies, supervisory practices, and compensation structures.
- Motivators (e.g challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth
To enhance job attitudes and productivity, it is essential for administrators to address both hygiene factors and motivators, as simply increasing satisfaction does not necessarily reduce dissatisfaction This theory serves as a foundational framework for understanding key elements in Human Resource Management (HRM) and introduces innovative methods for studying human behavior within this field Future research will focus on specific elements in targeted areas of HRM.
In the past decade, research on employee commitment has evolved significantly across various disciplines, yielding valuable insights into its conceptualization and the human resource practices aimed at enhancing it Current studies emphasize that commitment should not be viewed as a one-dimensional construct that can be easily improved through specific policies, such as flexible work arrangements or additional training, as no single solution can address the diverse needs of all employees The success of an organization heavily relies on employee commitment, which is increasingly vital in a competitive landscape where qualified and dependable personnel are essential Moreover, while financial incentives alone are insufficient to boost productivity, high levels of employee commitment can lead to improved performance and effectiveness, whereas low commitment typically results in poor organizational outcomes.
Commitment is defined as a stabilizing force that maintains behavioral direction even when expectations are unmet (Meyer & Allen, 2001) It compels individuals to honor their commitments despite changing attitudes (Brown, 1996) This concept reflects the strength of an individual’s identification with and involvement in an organization (Mowday et al., 1979) Salancik (1977) describes commitment as a state where an individual is bound by their actions to beliefs that support their activities and involvement Furthermore, Allen & Meyer (1990) characterize commitment as a psychological state that connects individuals to their organization.
Employee commitment refers to the psychological bond between an employee and an organization, characterized by the individual's identification with and involvement in the workplace According to Poter (1974), this commitment is influenced by three key factors: a strong desire to remain with the organization, a deep belief in and acceptance of its values and goals, and a willingness to put forth significant effort for the organization’s success The strength of this bond is determined by the levels of employee involvement, loyalty, and alignment with organizational values.
Core employees are permanent staff members who possess essential skills crucial for an organization's survival and growth They form the foundational group that ensures critical job functions are maintained, supported by contingent or peripheral employees Typically, core employees work full-time, averaging at least 40 hours per week, and are integral to the business's operations In contrast, contingent workers are usually temporary and may not have the same level of commitment or duration of service, often working for the organization for less than six months Core employees are characterized by their ability to handle multiple roles and their significant impact on their colleagues and the overall workforce.
RESEARCH METHODOLOGY
Research design
This study aimed to explore the factors influencing employee commitment within the banking sector in Ho Chi Minh City, focusing on employees from various departments across different types of banks, including state-owned banks, joint-stock commercial banks, joint-venture banks, wholly foreign-owned banks, and foreign bank branches The research was conducted in two phases: the first phase involved qualitative research to gather insights and data.
Based on prior research, I developed a model consisting of five components that positively influence employee commitment The measurement scale questions were adapted from Janet (2004) and are detailed in Appendix 1 – Group Discussion Outline The qualitative research employed group discussions and role-playing methods to refine the translated questionnaire, ensuring it aligns with the author's objectives and adjusts the observed variables for formal research.
I conducted an in-depth discussion with ten banking employees in Ho Chi Minh City to assess their understanding of a translated questionnaire The participants included an HR manager from Asia Commercial Bank (ACB), a branch manager from Orient Commercial Joint Stock Bank (OCB), and eight employees from various banks, including Eximbank, Vietcombank, Agribank, Sacombank, Standard Chartered Bank Vietnam, and Shinhan Bank Vietnam As a banking employee myself, I aimed to evaluate the appropriateness of the research scale for this context.
Besides, I expected to receive some suggestions from the interviewees to make the improvement for the scale
Finally, the group discussion gave the useful feedback Therefore, the respondents agreed that five given factors concerning with their commitment in banking career
The initial HRM factors were deemed adequate, but feedback indicated that some scale items were unclear, duplicated, or unnecessary Following qualitative research, the wording of the item scale was revised for clarity and conciseness For instance, in the Training and Career Development factor, two lengthy and redundant items were simplified to "chương trình phát triển nghề nghiệp cho nhân viên." Additionally, an item regarding employees' ability to perform well in different environments led to misunderstandings about its intent; it aimed to assess whether the current bank provided an optimal environment for employee performance Consequently, this item was removed from the formal questionnaire.
The measurement scale for employee commitment was refined from 9 items to 5, while the scales for five research components were condensed from 24 items to 19 Additionally, some statements were rephrased for improved clarity The preliminary scale is detailed in Appendix 1 – Group Discussion Outline, and it was created in English, based on Janet (2004), and translated into Vietnamese Ultimately, the adjusted measurement scale was utilized for the formal research questionnaire, and I encoded the scale items for data entry and processing.
Table 3.1 Adjusted measurement scale and scale encoding
Measurement of employee commitment (COM)
Com1 I feel a strong sense of belonging to this bank
Com2 This bank really inspires me best to my job performance
Com3 My values and this bank's values are very similar
Com4 I will stick with this bank indefinitely
Com5 I am proud that I am a member of this bank
Measurement of training and career development (TRA)
Tra1 I am properly orientated and trained upon joining this bank
Tra2 This bank has career development activities for employees
Led1 Leadership practices help me to become a high performing employee
Led2 Leadership practices enhance my job satisfaction
Led3 Leadership practices make a positive contribution to the overall effectiveness
Led4 Employees are well informed on matters important to them
Led5 This bank has sufficient effort to determine the thought and responses of employees
Led6 Organisational structure encourages horizontal & vertical communication
Measurement of working environment (ENV)
Env1 My working life balances with my family life
Env2 Overall this bank is a harmonious place to work
Env3 The physical working conditions are pleasant
Measurement of remuneration and reward (REM)
Rem1 Employees are given positive recognition when they have high performance
Rem2 This bank pays well
Rem3 This bank offers a good benefits package compared to other organizations
Rem4 This bank offers good opportunities for promotion
Measurement of company policies (POL)
Pol1 Policies and procedures are helpful, well understood and up to date
Pol2 Progress towards meeting planned objectives is periodically reviewed
Pol3 The organizational structure facilitates the way we do things
Pol4 This bank has a defined vision/mission to meet its goals
Questionnaire was designed in English, after that the author translated it into Vietnamese for researching purposes And then, the result was translated back to English
The questionnaire was specifically crafted to gather essential information for testing the proposed model, with questions tailored for this study It is organized into two sections, which can be found in Appendix 2 - Questionnaire.
The article includes eight questions focused on the interviewer's demographic profile, providing valuable insights into the interviewees and enhancing the research objectives This demographic data is crucial for conducting SPSS regression analysis, allowing the author to explore various factors influencing employees, including age, gender, education, salary, job position, organization, and length of experience.
Part B of the main survey focused on the attitudes and actions of banking employees regarding various aspects of their workplace, including training, leadership, working environment, remuneration, and policies Utilizing a 5-point Likert scale, where 1 represents "strongly disagree" and 5 signifies "strongly agree," the survey employed an adjusted measurement scale derived from previous preliminary research to ensure accuracy and relevance.
The study utilized convenience sampling due to its low cost and quick response time Interviewees consisted of banking employees in Ho Chi Minh City, with specific criteria for participation; those who were company owners, part-time workers, employed for less than six months, or unsupportive of the organizational culture and vision were excluded from the recordings This approach ensured that the data collected aligned with the study's objectives.
Samples were selected using a convenience sampling method According to Bollen (1989), the minimum sample size required is five samples for each estimated parameter Since the theoretical model in this study includes 34 parameters, the minimum sample size needed is 34 multiplied by 5, resulting in a total of 170 samples Thus, the estimated sample size was determined to be 170.
170 So the remaining 170 questionnaires were used for the study.
Data analysis method
Data was analyzed by the SPSS 21 (Statistical Package for the Social Sciences)
The primary tools utilized in SPSS for sample description include Descriptive Statistics and Graphs Subsequently, Cronbach's Alpha was employed to assess scale reliability, followed by Factor Analysis Finally, Regression analysis was conducted to examine the relationships between independent variables and the dependent variable.
Descriptive analysis was used to identify the characteristic of the sample of the study
Exploratory Factor Analysis (EFA) was employed to determine the factors influencing employee commitment within the banking industry in Ho Chi Minh City The reliability of the scale factors was evaluated using Cronbach's alpha coefficient, alongside EFA to explore the underlying relationships among the variables.
Regression was used to test the given hypotheses Whether all factors of the research model have impact on employee commitment and and all of them are positive correlations
To ensure the scale is appropriately calibrated for the Vietnamese banking industry, it is essential to adapt the studied scale, which has been tested in various fields and countries Initially, I employed Cronbach’s alpha coefficient to evaluate the convergence properties of the observed variables within the research context and eliminate any irrelevant data Variables exhibiting a total item correlation of less than 3 were disqualified, while the scale was deemed reliable if it achieved a Cronbach’s Alpha of 6 or higher, as suggested by Nunnally.
Cronbach's Alpha values exceeding 0.95 may indicate redundancy among observed variables, suggesting that these items are measuring similar constructs This phenomenon resembles collinearity, where excessive overlap in measurement can compromise the scale's effectiveness.
I conducted an exploratory factor analysis (EFA) to assess the scale's value, focusing on weighted variables with factor loadings below 5, which were subsequently removed The factor extraction method employed was Principal Axis Factoring with Promax rotations, and the analysis indicated that factors with eigenvalues of 1 or greater were retained A scale is deemed acceptable when the total variance extracted is at least 50% (Gerbing & Anderson, 1988) Additionally, the KMO coefficient was found to be ≥ 5, and the Bartlett test results were statistically significant (Sig < 05).
The final step in this study involves hypothesis testing through Multiple Regression Analysis, specifically utilizing stepwise regression This analysis aims to identify a set of independent variables that effectively predict the dependent variable, while eliminating those that do not enhance predictive power The study examines the relationship between five independent variables—working environment, remuneration and rewards, training and career development, leadership, and organizational culture and policies—and the dependent variable of employee commitment.
According to Hair & CTG (1998), factor loading is crucial for ensuring the practical significance of Exploratory Factor Analysis (EFA) A factor loading greater than 0.3 is the minimum requirement, while loadings above 0.4 are considered important, and those at or above 0.5 indicate practical significance It is recommended that with a sample size of 350, a factor loading of over 0.3 can be used; for a sample size around 100, a loading greater than 0.55 is advisable, and for a sample size of approximately 50, a factor loading of over 0.75 should be applied.
According to Gerbing & Anderson (1988), the Principal Axis Factoring Method with Promax rotation provides a more accurate representation of data for multi-scale navigation, while the Principal Components extraction method with Varimax rotation is suitable for uni-directional scales.
The KMO (Kaiser-Meyer-Olkin) measure is an essential indicator for assessing the suitability of Exploratory Factor Analysis (EFA), with values ranging from 0.5 to 1 indicating appropriateness for factor analysis Additionally, Bartlett's test of sphericity evaluates the overall correlation among observed variables; a statistically significant result (Sig < 05) suggests that these variables are indeed correlated (Hoang Trong & Chu Nguyen Mong Ngoc, 2008).
Significant is less than 05 to assure this correlation matrix is significant different from an identify matrix (Nancy et al., 2005)
In this study, correlation coefficients were calculated to explore the relationships between various independent variables—such as working environment, remuneration and rewards, training and career development, leadership, and organizational culture and policies—and the dependent variable of employee commitment Correlation analysis was employed to assess the size and direction of these relationships, following the guidelines of Tabachnick and Fidell (2001) Subsequently, regression analysis was conducted to further evaluate the interactions between the dependent and independent variables and to test the relevant hypotheses.
RESEARCH RESULT
Demographic Sampling
Marital status: Single staff accounted major force with 61%
Age group structure: Young employee accounted major force with 71%
Education structure: Employees with bachelor degree was major force with 85%
Some banks still have college staff now but it‟s the lowest Also quite many employees have master or upper degree, this is consistent with current trend in Viet Nam
Type of bank structure: Joint Stock Commercial Bank was majority in Viet Nam still now with 71%, accounted lowest rate is group staff over 40 years old
Figure 4.1.5 Type of Bank structure
Joint - Stock Commercial Bank Joint – Venture Bank Wholly Foreign - Owned Bank/
The analysis of the collected sample reveals that credit officers constitute the primary workforce in the Vietnamese banking sector, with a significant number of young employees having less than five years of experience In Ho Chi Minh City, the prevalent salary range for most banking positions is between 6 to 11 million Vietnam dong per month Detailed information regarding the collected sample can be found in Appendix 3 – Descriptive statistics.
Testing of reliability by Cronbach's alpha coefficient
All research items were accepted in the initial testing due to Corrected Item-Total Correlation indices exceeding 3 and Cronbach's Alpha values above 6 Consequently, all 24 items were utilized in the subsequent Exploratory Factor Analysis (EFA) The Employee Commitment scale demonstrated strong reliability with a Cronbach's Alpha of 775, based on five items that exhibited high total correlations (refer to Table 4.2.1).
Table 4.2.1 Cronbach's Alpha reliability coefficient of Employee Commitment
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
The reliability of the scales for five research factors was confirmed, leading to an Exploratory Factor Analysis (EFA) that included two items on Training and Career Development, six items on Leadership, three items on Working Environment, four items on Remuneration and Rewards, and four items on Organizational Culture and Policies (refer to Table 4.2.2).
Table 4.2.2 Cronbach's Alpha reliability coefficient of research fators
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Exploratory factor analysis (EFA)
The exploratory factor analysis (EFA) conducted on the employee commitment scale, as outlined in section 4.2, revealed a unidirectional scale using Principal components with varimax rotation A single factor was extracted with an eigenvalue of 2.665, accounting for over 50% of the total variance The analysis met the criteria with weighted variables (factor loading) of ≥ 4, a KMO coefficient of ≥ 5, and a statistically significant Bartlett test (Sig < 001) Consequently, the employee commitment scale comprised five items, all of which were deemed satisfactory for use as dependent variables in subsequent regression analysis The EFA results are summarized in Table 4.3.1, Table 4.3.2, and detailed further in Appendix 5.
Table 4.3.1 KMO and Bartlett's Test for employee commitment
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .790
Table 4.3.2 EFA result of employee commitment
All five research factors demonstrated reliability, as indicated by Cronbach's Alpha coefficient A total of 19 independent factors across these five variables were utilized to evaluate the dependent variable—employee commitment To analyze the 19 items from the employee commitment questionnaire, principal axis factoring with Varimax rotation was performed.
The exploratory factor analysis (EFA) yielded a favorable outcome, with an eigenvalue of 9.246 and a total variance extracted exceeding 50% The KMO coefficient was satisfactory at ≥ 5, and the Bartlett test indicated statistical significance (Sig < 001) In this initial EFA, items were grouped into three clusters with high factor loadings; however, the factor loadings for Rem1 (.493) and Rem2 (.482) were marginally acceptable given the sample size of 170 While most loadings were strong, five variables with 19 factors were inadequately represented across three columns A summary of the EFA results can be found in Table 4.3.3 and Table 4.3.4, with detailed findings available in Appendix 5.
The EFA results indicated that two factors were deemed unreliable in their relationship with employee commitment, leading to the identification of three reliable factors: Working Environment (ENV), Organizational Culture and Policies (POL), and Leadership (LED) Additionally, Remuneration and Rewards (REM) and Training and Career Development (TRA) emerged as acceptable independent variables, which were then utilized for the final regression analysis.
Table 4.3.3 KMO and Bartlett's Test for research factors
Kaiser-Meyer-Olkin Measure of Sampling Adequacy ,912
Table 4.3.4 EFA result of research factors
After conducting Exploratory Factor Analysis (EFA) with five initial factors, three distinct factors emerged Each group was identified by the variable with the highest factor loading, while the remaining items were combined with the corresponding representative factors.
- Group 1: Led1, Led2, Led3, Led4, Pol2, Pol3, Pol4, Tra2, Env1
Basing on factor loading indexes and the representative concepts, these items in this group were represented by the new interallied concept, it‟s Effectiveness of Leadership practices (coded ELEA)
- Group 2: Rem2, Rem3, Rem4, Led5, Led6, Pol1, Env2
These items in this group were represented by Employee‟s Utility (coded EUTI)
- Group 3: Tra1, Env3, Rem1 These items in this group were represented by Elements of Career Development (coded ECAR)
The initial survey included five specific concepts, leading to the discovery of three new interrelated concepts: Effectiveness of Leadership Practices (ELEA), Employee’s Utility (EUTI), and Elements of Career Development (ECAR) The research confirmed that all items and concepts were significant and valuable, with the hypotheses regarding their impact on Employee Commitment being accepted.
Recent regression analysis confirmed the hypotheses that higher wages and elevated levels of independent variables, as indicated by an increase on the Likert scale, positively influence the continuous retention of employees within their current organizations.
Regression analysis
As described in section 4.3.2, there were three independent variables in this analysis part, they were Effectiveness of Leadership practices (coded as ELEA),
Employee‟s Utility (coded as EUTI), Elements of Career Development (coded as ECAR)
The dependent variable was Employee Commitment The methodology for computing variables was statistical function group
- Independent variable as Effectiveness of Leadership practices (ELEA) was transformed from these items:
Led1: Leadership practices help me to become a high performing employee Led2: Leadership practices enhance my job satisfaction
Led3: Leadership practices make a positive contribution to the overall effectiveness Led4: Employees are well informed on matters important to them
Pol2: Progress towards meeting planned objectives is periodically reviewed Pol3: The organizational structure facilitates the way we do things
Pol4: This bank has a defined vision/mission to meet its goals Tra2: This bank has career development activities for employees Env1: My working life balances with my family life
- Independent variable as Employee’s Utility (EUTI) was transformed from:
Rem2: This bank pays well Rem3: This bank offers a good benefits package compared to other organizations Rem4: This bank offers good opportunities for promotion
Led5: This bank has sufficient effort to determine the thought & responses of employees Led6: Organisational structure encourages horizontal & vertical communication
Pol1: Policies and procedures are helpful, well understood and up to date Env2: Overall this bank is a harmonious place to work
- Independent variable as Elements of Career Development (ECAR) was transformed from:
Tra1: I am properly orientated and trained upon joining this bank Env3: The physical working conditions are pleasant
Rem1: Employees are given positive recognition when they have high performance
- Dependent variable as Employee Commitment (COM) was transformed from all its given items
Before conducting regression analysis, it is essential to perform a Pearson correlation test, as independent and dependent variables operate independently The results, presented in the table below, indicate that all Pearson correlation coefficients are below 0.7, suggesting that there are no high correlations among the independent variables (Julie, 2011).
Linear Regression with Enter method will be used to confirm these hypotheses
All three independent variables with one dependent variable were put in together at same time to select based on the selection criteria variables with a significance level of < 05
Result of regression analysis as follows
Total 169.000 169 a Dependent Variable: COM b Predictors: (Constant), ECAR, EUTI, ELEA
ANOVA analysis for the value of F = 139.047 (sig = 000) It meant that didn‟t exist multicollinearity among these variables (Hoang Trong & Chu Nguyen Mong Ngoc,
2005) The research issue was also explained by sig number in Anova test That indicated the combination of ELEA, EUTI, ECAR predicts variable is COM (sig ≤ 001)
Std Error of the Estimate
1 846 a 715 710 53834025 715 139.047 3 166 000 a Predictors: (Constant), ECAR, EUTI, ELEA
The analysis of the data revealed that all variables, including Effectiveness of Leadership Practices (ELEA), Employee's Utility (EUTI), and Elements of Career Development (ECAR), were incorporated into the multiple linear regression model The coefficient of determination, R², was found to be 715, indicating a strong relevance of the research model, as it exceeds the threshold of 0.5 Additionally, the adjusted R² was 710, suggesting that 71% of the variance in Employee Commitment (COM) can be predicted from the independent variables This confirms a significant linear relationship between the dependent variable and the independent variables, validating the constructed regression model for practical application.
The regression analysis revealed that all three variables—Effectiveness of Leadership Practices (ELEA), Employee's Utility (EUTI), and Elements of Career Development (ECAR)—exhibited a significant correlation, with a p-value of 000, indicating strong statistical significance This analysis confirms that these factors positively impact Employee Commitment.
The coefficients in the regression model assess the significance of independent variables on the dependent variable As illustrated in Table 4.3.6, the Beta coefficients reveal the relative importance of each factor influencing employee commitment.
- Employee‟s Utility had the strongest impact on employee commitment with Standardized Coefficients βREM = 664
- The second was Effectiveness of Leadership practices with Standardized Coefficients β LED = 472
The study identified that the Elements of Career Development had a standardized coefficient of β TRA = 229, indicating a positive correlation with employee commitment To enhance employee retention, banks should focus on providing competitive and generous welfare packages, as well as adopting effective leadership styles Notably, Employee Utility emerged as the most significant factor influencing this relationship, supporting the research hypotheses.
In this chapter, data from the survey was analyzed using SPSS, focusing on reliability testing, exploratory factor analysis (EFA), and regression analysis The findings indicated that all items were significant and categorized into three factors related to employee commitment: Effectiveness of Leadership Practices, Employee Utility, and Elements of Career Development Additionally, all researched hypotheses were confirmed, with Employee Utility demonstrating the strongest impact on employee commitment.
IMPLICATION AND CONCLUSION
Discussion of finding
This study examined five factors influencing employee commitment, originally identified as Training and Career Development, Leadership, Working Environment, Remuneration and Rewards, and Organizational Culture and Policies Data analysis revealed these factors could be grouped into three categories: Effectiveness of Leadership Practices, Employee’s Utility, and Elements of Career Development, all positively correlated with Employee Commitment The strongest determinant was Employee’s Utility (βEUTI = 664), followed by Effectiveness of Leadership Practices (βELEA = 472), and Elements of Career Development (βECAR = 229), leading to the acceptance of all hypotheses.
Employee utility significantly influences retention and commitment levels within an organization The findings indicate that organizations must offer competitive and comprehensive benefit packages to attract and retain employees, particularly in developing economies To enhance employee commitment and ensure long-term retention, it is crucial for employers to prioritize adequate welfare and benefits.
- Employees are given positive recognition when they have high performance
- This bank offers a good benefits package compared to other organizations
This bank provides excellent promotion opportunities, reflecting the growing economic development in Vietnamese society Since 2012, the banking industry has become increasingly competitive, making remuneration and rewards crucial for motivating employees Income and benefits are primary considerations for employees when evaluating job offers and deciding on long-term retention.
In developing economies, employee commitment is heavily influenced by earnings, often outweighing other factors Conversely, in developed economies, employees tend to prioritize additional elements such as the working environment, organizational culture, and company policies over mere financial compensation.
In the banking industry of Ho Chi Minh City, three key determinants significantly influence employee commitment: the effectiveness of leadership practices, employee utility, and elements of career development Notably, employee utility exhibits the strongest impact, followed by the effectiveness of leadership practices, and then elements of career development.
Practical implication
This study revealed that three key factors—Effectiveness of Leadership Practices, Employee Utility, and Elements of Career Development—positively influence Employee Commitment, although each factor affects commitment to varying degrees.
Employee commitment can be influenced by various economic factors and time periods, prompting banking owners to carefully consider multiple options when using these determinants as incentives to retain staff The effectiveness of employing one, two, or all three determinants varies by situation According to the data presented in Appendix 3 – Descriptive Statistics, the Employee Commitment scale reveals that while item Com5 (mean 3.76) indicates a strong sense of pride among the 170 surveyed banking employees regarding their current bank, items Com4 and Com1 (mean 3.3) reflect lower levels of commitment This suggests that although employees feel a sense of pride working for a large organization like a bank, they are still inclined to seek better opportunities, as evidenced by their lower commitment levels.
Table 5.2.1 Descriptive Statistics of COM
Employee utility can be developed as a strategic initiative, encompassing base salary, rewards, and allowances It is crucial for managers in various banks to prioritize employee income, as it represents a key benefit The benefits package, as indicated by item Rem3, is perceived as lower compared to other organizations Additionally, item Rem4, despite having the highest factor loading, did not achieve consensus, with a mean score of 3.48, as shown in Table 5.2.2.
To enhance the mean values of COM items, banking managers should focus on improving the benefits package and promotion opportunities, as indicated by the highest factor loading of Rem4 in the earlier exploratory factor analysis (EFA).
Table 5.2.2 Descriptive Statistics of EUTI
The effectiveness of leadership practices significantly influences employee commitment, as leadership shapes both the work environment and organizational policies A manager's ability to influence employee attitudes and behaviors plays a crucial role in fostering motivation or, conversely, discouragement among staff This impact is particularly pronounced on younger workers, highlighting the importance of leadership in shaping their work psychology and overall behavior.
In today's media-rich environment, managers have greater opportunities to engage with their employees When direct contact with staff is limited, utilizing articles, speeches, or other media to convey concern for employees is crucial Direct support from managers can significantly enhance employee satisfaction, particularly among younger staff who may feel overwhelmed by work pressure, demanding tasks, or a lack of experience This is a critical time for employees to receive encouragement from their superiors Effective leadership is essential for organizational success; however, recent data indicates a lack of consensus among employees regarding leadership effectiveness The ELEA scale results show that employees are uncertain about the support they receive, highlighting the need for banking managers to focus on improving leadership practices to align with overall organizational goals.
Table 5.2.3 Descriptive Statistics of ELEA
Career development elements significantly enhance employee commitment, serving as a crucial factor for retention within an organization While not the primary reason for choosing a company, the absence of a career development process can lead to a lack of direction and initiative among employees This can result in dissatisfaction and drive them to seek opportunities elsewhere, whether within the same industry or beyond.
Promotions serve as both rewards for strong performance and pivotal milestones in an employee's career, enhancing income while fostering pride and reputation Managers should view promotion opportunities as long-term incentives, ensuring fairness to motivate employees and improve retention Although the ECAR scale indicates high employee satisfaction regarding training, working conditions, and performance assessment systems, it shows minimal impact on commitment, with a standardized coefficient of just 229 While investing in these areas may not significantly boost commitment levels, neglecting them can greatly influence employees' decisions to remain with the organization.
Table 5.2.4 Descriptive Statistics of ECAR
Moreover, modern researchs in HRM strategy suggest more about commitment
The main given discussions are:
- Development of career ladders and emphasis on trainability and commitment as highly characteristic of employees at all levels in the organization
- A high level of functional flexibility with the abandonment of potentially rigid job descriptions
- The reduction of hierarchies and the ending of status differentials
- Heavy reliance on the team structure for dissemination of information (team building) structure work and problem solving
- Job design as something management consciously does in order to provide jobs which have a considerable level of intrinsic motivation
- A policy of no compulsory layoff or redundancies and use of permanent employee with possible use of temporary workers to cushion fluctuation in the demand for labour
- New forms of assessment and pay system and more specifically merit pay profit sharing
- A high involvement of employees in the management of quality
The Vietnamese banking industry is currently witnessing a trend where many banks actively recruit experienced staff from their competitors, often through generous salary offers and attractive positions Medium-sized banks, in particular, are targeting experienced employees from larger institutions, capitalizing on their training, practical experience, and extensive professional networks In an effort to reposition their brands, these banks are willing to invest significantly in recruitment, sometimes to an excessive degree, while also seeking to dismiss underperforming employees To navigate this competitive landscape, bankers must adopt a long-term strategic vision for retaining their talent, avoiding a reactive approach that could lead to instability within the workforce It is crucial for banking professionals to refrain from unethical practices that may arise from self-serving or hasty decisions.
Limitation and suggestion for further research
This study faced several limitations, primarily due to the survey being conducted solely in Ho Chi Minh City with a limited sample size of 170 banking employees, which may not accurately represent the broader Vietnamese banking system To enhance reliability, future research should encompass a larger geographic area and a more substantial participant pool Additionally, the brief timeframe and restricted number of participants, along with the research author's limited experience, may have impacted the study's overall quality Therefore, subsequent studies should aim to increase participant numbers and invest more time and resources to improve research quality.
This study identifies five key determinants influencing employee commitment, highlighting the need for further research to explore additional factors that could enhance both theoretical and practical insights Future investigations could focus on various segments of the Vietnamese banking industry in Ho Chi Minh City or nationwide, categorized by ownership type, region, and asset size Additionally, analyzing employee commitment across different demographics, such as age, gender, and job position, could improve organizational management The research primarily involved core official employees, yet the growing trend of employing temporary or short-term contract staff presents unique challenges and opportunities Understanding the needs and aspirations of these workers is crucial for banks to effectively attract and manage talent while minimizing disruptions in business operations.
In conclusion, this study significantly advanced its primary objective of identifying the factors influencing the commitment of banking employees in Ho Chi Minh City The findings are valuable for banking owners seeking to retain their workforce and serve as a reference for other researchers exploring similar topics.
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Group discussion outline
ĐÀO TẠO VÀ PHÁT TRIỂN (TRAINING AND CAREER DEVELOPMENT)
1 Tôi đã được định hướng và đào tạo khi gia nhập vào ngân hàng này
I was properly orientated and trained upon joining this bank
2 Ngân hàng này thường xuyên tạo cơ hội để tôi phát triển bản thân cũng như nghề nghiệp
This bank does provide regular opportunities for me to develop myself and my career
3 Ngân hàng này có những hoạt động phát triển để tôi hiểu hơn về khả năng, mục tiêu cũng như điểm mạnh, điểm yếu của mình
This bank has career development activities to help me identify or improve my abilities, goals, strengths and weaknesses
1 Các hoạt động lãnh đạo của ngân hàng giúp tôi thể hiện mình tốt nhất và đạt được hiệu suất công việc cao
The leadership practices in this bank help me to become a high performing employee
2 Các hoạt động lãnh đạo của ngân hàng làm tăng sự hài lòng của tôi với công việc
The leadership practices in this bank enhance my satisfaction with my job
3 Các hoạt động lãnh đạo của ngân hàng phù hợp với các quan điểm, giá trị cá nhân tôi
The leadership practices are consistent with my personal values
4 Các hoạt động lãnh đạo của ngân hàng có đóng góp tích cực đến hiệu quả chung
The leadership practices make a positive contribution to the overall effectiveness
5 Ngân hàng thông tin đầy đủ với nhân viên các vấn đề quan trọng liên quan đến họ
This bank keeps employees well-informed on matters important to them
6 Ngân hàng quan tâm, ghi nhận suy nghĩ và phản ứng của nhân viên
Sufficient effort is made to determine the thought and responses of employees
7 Hệ thống thông tin giữa nhân viên với nhau trong ngân hàng này khá tốt
Communications across all levels in this bank tend to be good
8 Cơ cấu tổ chức của ngân hàng giúp phát huy cả hệ thống thông tin dọc và ngang
Organizational structure encourages horizontal and vertical communication
MÔI TRƯỜNG LÀM VIỆC (WORKING ENVIRONMENT)
1 Công việc hiện nay hài hòa, cân đối với cuộc sống của tôi
My working life balances with my family life
2 Ngân hàng này là một nơi hài hoà để làm việc
Overall this bank is a harmonious place to work
3 Ngân hàng này đặt phúc lợi của nhân viên là ưu tiên hàng đầu
This bank regards welfare of its employees as its first priority
4 Điều kiện, công cụ làm việc được trang bị tốt, đầy đủ
The physical working conditions are very pleasant
LƯƠNG THƯỞNG (REMUNERATION AND REWARDS)
1 Nhân viên được ghi nhận và đánh giá tích cực khi đạt hiệu quả cao
Employees are given positive recognition when they have well performance
2 Ngân hàng có các chế độ đãi ngộ hợp lý
3 Ngân hàng có các chế độ đãi ngộ cạnh tranh
This bank offers a good benefit package compared to other organizations
4 Ngân hàng có chế độ đãi ngộ riêng đối với cá nhân xuất sắc
This bank has individual welfare with excellent staff
5 Ngân hàng tạo điều kiện tốt để nhân viên thăng tiến
This bank offers good opportunities for promotion
CHÍNH SÁCH (ORGANIZATIONAL CULTURE AND POLOCIES)
1 Các chính sách, quy trình của ngân hàng này hữu ích, dễ hiểu và tân tiến
Organizational policies and procedures are helpful, well understood and updated
2 Tiến độ thực hiện mục tiêu được xem xét định kỳ
Progress towards meeting planned objectives is periodically reviewed
3 Cơ cấu tổ chức của ngân hàng hỗ trợ tốt cho công việc
The organizational structure facilitates support for jobs
4 Ngân hàng có định hướng rõ ràng để hoàn thành mục tiêu đề ra
This bank has a defined vision and mission to meet its goals
SỰ GẮN KẾT VỚI TỔ CHỨC (EMPLOYEE COMMITMENT)
1 Tôi thấy đúng đắn khi mình thuộc về ngân hàng này
I feel a strong sense of belonging to this organization
2 Tôi vẫn có thể làm tốt vị trí công việc này ở một doanh nghiệp khác
I could work well at a different organization as similar job (negative)
3 Tôi khó có thể đồng tình với các chính sách, quy trình của ngân hàng này It’s difficult to agree with this bank's policies (negative)
4 Ngân hàng này tạo động lực tốt nhất để tôi hoàn thành công việc
This bank really inspires the best in me for well performance
5 Quan điểm, giá trị của ngân hàng phù hợp với quan điểm, giá trị cá nhân của tôi
My values and this bank's values are similar
6 Tôi khó mà gắn bó lâu dài với ngân hàng này
There is little to stick with this bank indefinitely (negative)
7 Tôi sẵn sàng nỗ lực hết mình để giúp ngân hàng thành công
I am willing work hard to help this bank be successful
8 Tôi tự hào khi mình là một thành viên của ngân hàng này
I am proud to tell others that I am a member of this bank
9 Tôi thật sự quan tâm đến tương lai của ngân hàng này
I really care about the future of this bank
Questionaire
Nguyen Thi Minh Thuyen, a student in the Master of Business Administration and Commerce program at the International School of Business, University of Economics in Ho Chi Minh City, is conducting research on the factors influencing organizational commitment among core employees in the Vietnamese banking industry Your insights and thoughts on the issues presented in the questionnaire will greatly contribute to the success of this research.
Please kindly provide some information about yourself by tick in the appropriate box:
1 Gender: Male 2 Marital status: Single
3 Age: Under 30 years old 4 Education: Colleges
Over 40 years old Under bachelor
5 Type of the ownership of your current bank:
State - Owned Bank Joint - Venture Bank
Joint - Stock Commercial Bank Wholly Foreign - Owned Bank/ Foreign Bank‟s Branch
7 Experience time at your current bank:
8 Your current average gross salary per month:
Please kindly rate your agreement with the following statements by tick in the appropriate box:
[1] Strongly disagree [2] Disagree [3] Neutral [4] Agree [5] Strongly agree
1 I am properly orientated and trained upon joining this bank 1 2 3 4 5
2 This bank has career development activities for employees 1 2 3 4 5
3 Leadership practices help me to become a high performing employee 1 2 3 4 5
4 Leadership practices enhance my job satisfaction 1 2 3 4 5
5 Leadership practices make a positive contribution to the overall effectiveness
6 Employees are well informed on matters important to them 1 2 3 4 5
7 This bank has sufficient effort to determine the thought and responses of employees
8 Organisational structure encourages horizontal & vertical communication 1 2 3 4 5
9 My working life balances with my family life 1 2 3 4 5
10 Overall this bank is a harmonious place to work 1 2 3 4 5
11 The physical working conditions are pleasant 1 2 3 4 5
12 Employees are given positive recognition when they have high performance
14 This bank offers a good benefits package compared to other organizations
15 This bank offers good opportunities for promotion 1 2 3 4 5
16 Policies and procedures are helpful, well understood and up to date 1 2 3 4 5
17 Progress towards meeting planned objectives is periodically reviewed 1 2 3 4 5
18 The organizational structure facilitates the way we do things 1 2 3 4 5
19 This bank has a defined vision/mission to meet its goals 1 2 3 4 5
20 I feel a strong sense of belonging to this bank 1 2 3 4 5
21 This bank really inspires me best to my job performance 1 2 3 4 5
22 My values and this bank's values are very similar 1 2 3 4 5
23 I will stick with this bank indefinitely 1 2 3 4 5
Nguyễn Thị Minh Thuyên, học viên Cao học ngành Quản Trị Kinh Doanh tại Viện Đào tạo Quốc tế - Trường Đại học Kinh tế TP Hồ Chí Minh, đang nghiên cứu các yếu tố ảnh hưởng đến sự gắn kết của nhân viên với tổ chức trong các Ngân hàng thương mại ở Việt Nam Rất mong nhận được sự hỗ trợ từ anh/chị qua việc thực hiện bảng khảo sát dưới đây, vì ý kiến của anh/chị sẽ góp phần quan trọng vào thành công của nghiên cứu.
Anh/Chị vui lòng cung cấp một số thông tin cá nhân bằng cách đánh dấu vào ô tương ứng:
1 Giới tính: Nam 2 Tình trạng hôn nhân: Độc thân
3 Độ tuổi: Dưới 30 4 Trình độ học vấn: Dưới Đại học
5 Loại hình Ngân hàng thương mại Anh/Chị đang làm việc (phân loại theo hình thức sở hữu):
Cổ phần 100% vốn nước ngoài/ Chi nhánh Ngân hàng nước ngoài
6 Công việc hiện tại của Anh/Chị tại Ngân hàng:
Giao dịch viên Nhân viên nghiệp vụ hỗ trợ
Nhân viên kinh doanh Cấp quản lý
7 Thời gian công tác của Anh/Chị ở Ngân hàng hiện tại:
8 Mức lương binh quân hiện nay của Anh/Chị:
B NỘI DUNG NGHIÊN CỨU CHÍNH
Anh/Chị vui lòng cho biết mức độ đồng ý về các phát biểu sau bằng việc đánh dấu vào ô tương ứng:
[1] Hoàn toàn không đồng ý [2] Không đồng ý [3] Trung hòa (không có ý kiến)
Tiêu chí đánh giá Mức độ đồng ý ĐÀO TẠO VÀ PHÁT TRIỂN
1 Tôi đã được định hướng và đào tạo khi gia nhập vào Ngân hàng này 1 2 3 4 5
2 Ngân hàng có các chương trình phát triển nghề nghiệp cho nhân viên 1 2 3 4 5
3 Lãnh đạo Ngân hàng giúp tôi thể hiện mình tốt nhất và đạt được hiệu suất công việc cao
4 Lãnh đạo Ngân hàng làm tăng sự hài lòng của tôi với công việc 1 2 3 4 5
5 Lãnh đạo Ngân hàng có đóng góp tích cực đến hiệu quả chung 1 2 3 4 5
6 Ngân hàng luôn thông tin đầy đủ với nhân viên các vấn đề quan trọng liên quan đến họ
7 Ngân hàng quan tâm, ghi nhận suy nghĩ và phản ứng của nhân viên 1 2 3 4 5
8 Cơ cấu tổ chức của Ngân hàng giúp phát huy cả hệ thống thông tin dọc và ngang
9 Công việc hiện nay hài hòa, cân đối với cuộc sống của tôi 1 2 3 4 5
10 Nhìn chung Ngân hàng này là một nơi hài hoà để làm việc 1 2 3 4 5
11 Điều kiện, công cụ làm việc được trang bị tốt, đầy đủ 1 2 3 4 5
12 Nhân viên được ghi nhận và đánh giá tích cực khi đạt hiệu quả cao 1 2 3 4 5
13 Ngân hàng này có các chế độ đãi ngộ hợp lý 1 2 3 4 5
14 Ngân hàng này có các chế độ đãi ngộ cạnh tranh 1 2 3 4 5
15 Ngân hàng tạo điều kiện tốt để nhân viên thăng tiến 1 2 3 4 5
16 Chính sách, quy trình của Ngân hàng hữu ích, dễ hiểu và tân tiến 1 2 3 4 5
17 Tiến độ thực hiện mục tiêu được xem xét định kỳ 1 2 3 4 5
18 Cơ cấu tổ chức của Ngân hàng hỗ trợ tốt cho công việc 1 2 3 4 5
19 Ngân hàng có định hướng rõ ràng để hoàn thành mục tiêu đề ra 1 2 3 4 5
SỰ GẮN KẾT VỚI TỔ CHỨC
20 Tôi thấy mình thuộc về tổ chức này 1 2 3 4 5
21 Ngân hàng này tạo động lực tốt nhất để tôi hoàn thành công việc 1 2 3 4 5
22 Các quan điểm, giá trị của Ngân hàng này phù hợp với tôi 1 2 3 4 5
23 Tôi sẽ gắn bó lâu dài với Ngân hàng này 1 2 3 4 5
Descriptive Statistics
Frequency Percent Valid Percent Cumulative
Frequency Percent Valid Percent Cumulative
Frequency Percent Valid Percent Cumulative Percent
Frequency Percent Valid Percent Cumulative
Frequency Percent Valid Percent Cumulative
Wholly Foreign - Owned Bank/ Foreign Bank‟s Branch
Frequency Percent Valid Percent Cumulative
Frequency Percent Valid Percent Cumulative
Frequency Percent Valid Percent Cumulative
N Minimum Maximum Mean Std Deviation
Statistic Statistic Statistic Statistic Std Error Statistic
N Minimum Maximum Mean Std Deviation
Statistic Statistic Statistic Statistic Std Error Statistic
N Minimum Maximum Mean Std Deviation
Statistic Statistic Statistic Statistic Std Error Statistic
N Minimum Maximum Mean Std Deviation
Statistic Statistic Statistic Statistic Std Error Statistic
Testing reliability by Cronbach’s Alpha
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
1st Training and cereer development
Exploratory Factor Analysis (EFA)
1 EFA result of commitment scale
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .790
Component Initial Eigenvalues Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Extraction Method: Principal Component Analysis a 1 components extracted
2 EFA result of research factors
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .912 Bartlett's Test of Sphericity
Component Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization a Rotation converged in 8 iterations.
Regression Analysis
Std Error of the Estimate
1 846 a 715 710 53834025 715 139.047 3 166 000 a Predictors: (Constant), ECAR, EUTI, ELEA
Model Sum of Squares df Mean Square F Sig
Total 169.000 169 a Dependent Variable: COM b Predictors: (Constant), ECAR, EUTI, ELEA