Rationale
Corporate social responsibility (CSR) is a concept that has been mentioned a lot in governance research and practice in developed countries in the past decades
This term is known in Vietnamese businesses in the last 10 years through international organizations, multinational companies, some joint-venture companies, directly or indirectly investing in Vietnam In recent years, due to the requirements of foreign partners, along with the awareness of society, the need for international integration and sustainable development, CSR has been increasingly concerned CSR is no longer a new concept for Vietnamese firms However, activities on CSR in most companies are merely interpreted as charitable contributions, community sharing, environment or voluntary social work of enterprises CSR has not received adequate attention in the strategy and operation of many firms
World Business Council (1998) define CSR "continuing commitment by business to contribute to economic development while improving the quality of life of the workforce and their families as well as of the community and society at large” Today CSR is not only a charity or a respect for environmental protection but also involves many aspects, which are specifically concretized in ISO26000 including: Organizational governance, human rights concern, labor practices, environmental protection, fair operation practices, consumer issues, community involvement and development (ISO26000, 2010)
Thus CSR not only expresses the external responsibility of the firms but also the elements that express the internal activities and internal responsibilities of the firms
As a firm in the field of telecommunications, information technology, R&D and manufacturing telecom equipment, VNPT Technology Joint Stock Company, from inception, has determined the core value of the company as human resource
Therefore, human resource management are particularly concerned by the leaders, that including the commitment of employees to the organization Many studies show the impact of employee commitment on business performance (Anthony Andrew, 2017) The commitment of employees directly affects the operation and implementation of the business strategy Employees committed to work will help increase the efficiency of employees, businesses achieve goals faster, create professionalism, building the culture and brand From the fact of the company, there are some limitations:
There is no clear content about CSR in the development strategy
The implementation of corporate social responsibility for employees who are following state regulations; paying attention to the training and person, however, the company has not paid attention to the employees' feelings about activities Many employees have not their commitment to organization, work inefficient The company still has high turnover rate, especially highly specialized staff
So how does the implementation of CSR at VNPT Technology Company and the perception of employees of internal CSR affect the employee's commitment? Up to now, there is a lack of researches to answer this question and to solve the above mentioned shortcomings for the Company
From the reality situation, the author chooses topic “ A study of employee perception of internal CSR and employee commitment in VNPT Technology Company ” as the master thesis The study desires to point out the impact, the relationship between employee perception of internal CSR factors and employee commitment at the company Thereby advising the Board of Directors of the Company to better implement CSR within the Company.
Literature review
Studies from Vietnam and foreign on CSR in general and employee's perception of CSR are seen on many different perspectives, fields and names
Several studies show that companies that carry out social responsibilities bring many benefits such as improving customer satisfaction (Luo & Bhattacharya,
2006), customer- organization fit (Sen& Bhattacharya, 2001), and customer trust (Vlachos, Tsamakos, Vrechopoulus, & Avramidis, 2009) (Herman Aguinis, Ante
Glavas, 2012) However, the effectiveness of CSR activities for internal stakeholders, such as company employees, has not been taken into consideration
(Arson, Flaherty, Zablah, Brown, & Wiener, 2008) Some studies address the relationship between CSR and employee commitment to the organization, some typical studies such as below
Brammer, Millington, & Rayton, (2007) studied the impact of three aspects of socially responsible behavior on organizational commitment: employee perceptions of external CSR and in particular CSR in the community, procedural justice in the organization and the provision of employee training The research was investigated within a model which discriminates by gender and draws on social identity theory
Al-bdour, A Ali., Ellisha Nasruddin., and Soh Keng Lin (2010) attempts to investigate the relationship between internal CSR practices and organizational commitment based on the social exchange theory (SET) in banking system in Jordan The research found the impact of five dimensions of internal CSR practices on organizational commitment: health and safety, human rights, training and education, work life balance and workplace diversity Results showed that all internal CSR dimensions are significantly and positively related to affective and normative commitment In addition, the findings of this study indicate that all internal CSR dimensions did not have a significant relationship with continuance commitment
Roudaki J and Arslan M (2017) studied the Impact of Perceived CSR on Organizational Commitment: A Perspective of Service Employees This study investigated the relationship between perceived CSR and Organizational Commitment (OC) in the service sector of Pakistan The four dimensions of CSR employed in the study include economic, legal, ethical and philanthropic Data were collected through survey method from employees of hotels of Pakistan The findings of the study reveal that perceived CSR has a significant and positive correlation with organizational commitment The economic and philanthropic aspects have more influence on organizational commitment of employees
The study from Nguyen Ngoc Thang and Yves Fassin (2017) investigates the impact of internal CSR on the organizational commitment evidence from Vietnam service firms The study addresses the internal factors of CSR such as labor relations, life balance, social dialogue, health and safety, training and development
The results show that there are factors of labor relations, health and safety, training and development that positively affect employee commitment, while factors that balance life, social dialogue not related to employee commitment
In Vietnam, there is little research on CSR available The study of Wang
(2005) explored the influence of the state trade union on CSR The study of Taiwanese transnational corporation management practices and workplace unions has provided insight into the way in which labor rights issues are addressed, seeking the factors constraining the formation of an independent workplace trade union The study also explored the influence of the newly developed „„codes of conducts‟‟ from Western buyers, which emphasize the rights to freedom of association and collective bargaining
Nguyen Phuong Mai (2012) researched and assessed the level of CSR implementation at DAGARCO- a garment company by assessing the implementation of CSR contents of two groups of managers and employees at the Company Since then the proposal improves the level of CSR Implementation of the Company
The above studies have researched many aspects of CSR But CSR is driven by different cultural expectations and complicates the environmental context for firms Even among developed economies, there are some differences (Nguyen Ngoc Thang, 2017) The existing CSR studies have some limitations Firstly, there are very few research on employee perception of internal CSR and employee commitment The researches related to this topic have not shown the impact of some internal CSR factors to organizational commitment The second, there are no general studies on CSR and employee commitment The third, the studies collected information from the specific sectors and limitations of sample size Finally, there still not have research about employee perception of internal CSR and employee commitment in Telecom, R&D and manufacturing telecom equipment sector, so it can not apply to VNPT Technology Company
Therefore, the topic of the thesis is a new research about employee perception of internal CSR and employee commitment in telecommunication and technology firms in Vietnam: case in VNPT Technology Company.
Research Subject
The research focuses on the perception of employees about internal CSR and commitment of employees at VNPT Technology Company.
Research Objectives
The research determines whether have a relation between perception of employee about internal CSR and commitment of employee at VNPT Technology Company This study develop and proposed a theoretical framework for analyzing the relationship between perception of employee of internal CSR and the organizational commitment in Figure 1 In this research, it is aimed to create a model that identifies the connection between perception of employee about internal CSR, and commitment of employee of company
The research also makes some proposals for VNPT Technology Company to have proper attention to internal CSR and enhance employee's commitment to the company
Perception of employee of Internal CSR:
Figure 1 A framework for Analyzing the Relationship between Perception of employee of Internal Corporate Social Responsibility (CSR) and Employee
Research Scope
The topic is limited to studying the relationship between employee perception of CSR and employee commitment to more than 1000 employees in VNPT Technology Company
Primary data: investigation, survey from April 2019 to May 2019.
Research methods
Data collection methods
Research was done through two stages: qualitative research and quantitative research Qualitative research: within this scope of research, qualitative research technique was interviewed with sample size of eight experts in the field of CSR or employees with knowledge and experience more than 3 years in implementing CSR We invited them to participate in the form to assess the scale of the measuring, adjust the scale, set up the questionnaire for the study
Quantitative research: The thesis used primary data from survey research method Data obtained through the use of a structured questionnaire The population was about 1000 employees of VNPT Technology Company The sample size was
291 (with a confidence level of 95% and a margin of error of 5%) (Research Advisor, 2006) The sampling method: random sampling.
Data analysis methods
Data from survey put into the SPSS 22 software then conduct correlation analysis and regression analysis Reliability analysis was conducted by computing the Cronbach‟s alpha The result showing that variables in the study had acceptable reliability with Cronbach‟s alpha ranged from 0.82 to 0.91 (Nguyen Ngoc Thang and Yves Fassin, 2017).
Research agenda
The thesis consists of 4 chapters:
Introduction: Rationale, literature review, research subject, research objects, research scope, research methods
1 Chapter 1: Theoretical background This chapter systemize of knowledge and researches about CSR, internal CSR factors, perception of employee of internal CSR, employee commitment, the linkage between CSR and organizational commitment measurement of perception of employee of internal CSR, measurement of employee commitment
2 Chapter 2: Research Methods This chapter descripts the detail sample, the framework for analyzing the Relationship between Perception of employee of Internal Corporate Social Responsibility (CSR) and Employee Commitment, data collection and analysis method
3 Chapter 3 Research finding and discussion This chapter provides the results obtained after analyzing data from the survey tables, thereby seeing the relationship of employee perception about internal CSR factors and their commitment to the organization
Conclusion, limitation, implication and recommendation
THEORETICAL BACKGROUND
Theoretical basis for Corporate Social Responsibility (CSR)
The term CSR was first formally shaped in 1953, when Howard R Bowen published this book entitled "Social Responsibilities of the Businessman" It was the first comprehensive discussion of business ethics and social responsibility It created a foundation by which business executives and academics could consider the subjects as part of strategic planning and managerial decision-making Most of the landmark concept from Carroll who suggested probably the most established and accepted model of CSR It is the “Four-Part Model of Corporate Social Responsibility” (Carroll, 1979), subsequently refined in later publications (Carroll, 1991; Carroll and Buchholtz, 2002) Carroll offer the following definition: “Corporate social responsibility encompasses the economic, legal, ethical, and philanthropic expectations placed on organizations by society at a given point in time.”
Figure 1.1 Carroll’s (1991) Four-Part Model of CSR
Carroll regards CSR as a multi-layered concept, which can be differentiated into four interrelated aspects – economic, legal, ethical and philanthropic responsibilities He presents these different responsibilities as consecutive layers within a pyramid, such that „true‟ social responsibility requires the meeting of all four levels consecutively
Economic responsibility Companies have shareholders who demand a reasonable return on their investments, they have employees who want safe and fairly paid jobs, they have customers who demand good quality products at a fair price etc a company‟s first responsibility is to be a properly functioning economic unit and to stay in business This first layer of CSR is the basis for all the subsequent responsibilities, which rest on this (ideally) solid basis According to Carroll (1991), the satisfaction of economic responsibilities is thus required of all corporations
Legal responsibility The legal responsibility of corporations demands that businesses abide by the law and „play by the rules of the game‟ Laws are understood as the codification of society‟s moral views, and therefore abiding by these standards is a necessary prerequisite for any further reasoning about social responsibilities As with economic responsibilities, Carroll (1991) suggests that the satisfaction of legal responsibilities is required of all corporations seeking to be socially responsible
Ethical responsibility These responsibilities oblige corporations to do what is right, just and fair even when they are not compelled to do so by the legal framework
Carroll (1991) argues that ethical responsibilities therefore consist of what is generally expected by society, over and above economic and legal expectations
Philanthropic responsibility Lastly, at the tip of the pyramid, the fourth level of CSR looks at the philanthropic responsibilities of corporations This aspect of CSR addresses a great variety of issues, including matters such as charitable donations, the building of recreation facilities for employees and their families, support for local schools, or sponsoring of art and sports events According to Carroll
(1991), philanthropic responsibilities are therefore merely desired of corporations without being expected or required, making them „less important than the other three categories‟
The advantage of the four-part pyramid model of CSR is that it structures the various social responsibilities into different dimensions, yet does not seek to explain social responsibility without acknowledging the very real demands placed on the firm to be profitable and legal In this sense, it is fairly pragmatic This model is comprehensive and highly feasible However, its main limitation is that it does not adequately address the problem of what should happen when two or more responsibilities are in conflict The expression of Carroll model seems to make us understand that if the firms want to strive to fulfill their responsibilities at a higher level, they must satisfy lower levels first and this model has a clear distinction between the ethical and the philanthropic, the economic and the legal responsibilities In fact, these factors are still intertwined and sometimes exist at the same time in the same thing just by looking at different angles of the problem
According to Matten and Moon (2004), CSR is a cluster concept that includes many other concepts such as business ethics, corporate philanthropy, corporate citizens, sustainability and environmental responsibility It is a dynamic concept and is always challenged in each particular economic, political and social context Thus, the nature of CSR is the viewpoint of the role of enterprises in each correlation with the role of the state to change the concept of CSR, always depending on not only the spatial scope but also the time of place of the debate about CSR takes place
CSR is a complex category that defined in many different ways However, although the expression of different words, but the internal reflection of CSR basically has something in common, besides the separate development benefits of each enterprise in accordance with the current legislation, it must be associated with the general development of the social community
In the framework of the thesis, the author uses the new definition of CSR of the European Commission in 2011 and ISO 26000: 2010 The European Commission puts forward a new definition of CSR as “the responsibility of enterprises for their impacts on society” Respect for applicable legislation, and for collective agreements between social partners, is a prerequisite for meeting that responsibility To fully meet their corporate social responsibility, enterprises should have in place a process to integrate social, environmental, ethical, human rights and consumer concerns into their business operations and core strategy in close collaboration with their stakeholders, with the aim of maximizing the creation of shared value for their owners/shareholders and for their other stakeholders and society at large; identifying, preventing and mitigating their possible adverse impacts
CSR involves many aspects, which are specifically concretized in ISO26000:2010 including: (i) Environmental protection; (ii) Community involvement and development; (iii) Fair operation practices; (iv) ensure consumer benefits; (v) Care about human rights; (vi) Labor practices; (vii) Organizational governance In which the first four factors show the external responsibility of the firms, the following three elements represent internal and internal responsibilities of the firms The division into external responsibility and internal responsibility is only relative and cannot say which responsibility is more important than what responsibility (Nguyen Ngoc Thang, 2015) The specific contents of social responsibility show us that the implementation of CSR does not only help the firms in sustainable development, but also contributes to the common development of the community and society
1.1.2 Theory related to corporate social responsibility
1.1.2.1 The stakeholder theory of the firm
The stakeholder theory of the firm is probably the most popular and influential theory to emerge in the CSR area (Stark, 1994) While the term
„stakeholder‟ was first recorded in the 1960s, the theoretical approach was in the main developed and presented by Edward Freeman (1984) in the 1980s Freeman's stakeholder theory stated that managers should tailor their policies to satisfy stakeholders such as workers, customers, suppliers, and community organizations, in addition to satisfying their shareholders Stakeholders are most often classified as primary or secondary, depending on their importance to the company Attention is increasingly being paid to the role of primary stakeholders and their impact on other organizationally relevant outcomes Employees are primary internal stakeholders who not only benefit from socially responsible practices, they can also greatly affect implementation and success of CSR programs
Figure 1.2(a) shows the traditional model of managerial capitalism, where the company is seen as only related to four groups Suppliers, employees and shareholders provide the basic resources for the corporation, which then uses these to provide products for consumers The shareholders are the „owners‟ of the firm and are consequently the dominant group, in whose interest the firm should be run
(a) Traditional managerial model of the firm
Figure 1.2 Stakeholder theory of the firm (Crane and Matten, 2004)
In Figure 1.2(b) we find the stakeholder view of the firm, where the shareholders are one group among several others The company has obligations not only to one group but also to a whole variety of other constituencies that are affected by its activities The corporation is thus situated at the central of a series of interdependent two-way relationships
1.1.2.2 Theory of sustainable core triple
Following the Rio Earth Summit of 1992, one concept in particular appears to have been widely promoted as the essential new conceptual frame for assessing not only CSR activities specifically, but also industrial and social development more generally That concept is sustainability
The triple bottom line (TBL) is a term coined by John Elkington in 1994
After that it has extended by adding environmental and social value in 1998 With its roots in environmental management and analysis, sustainability as a concept was for a long time largely synonymous with environmental sustainability More recently though, the concept of sustainability has been broadened to include not only environmental considerations, but also economic and social considerations (Elkington, 1998)
Employee Commitment
The area of organizational commitment has been of theoretical and empirical interest by management researchers and organizational behavior scientists (Allen and Meyer, 1996; Mowday et al., 1997; Porter et al., 1974)
Organizational commitment can be defined as a relationship of the employee to the organization where employee feel committed to the organization and involved emotionally in the affairs of the organization Commitment level of the employees can vary among the employees and the organizations (Mohammed S Alamri1 & Thamir
Organizational commitment is considered as psychological attachment of an employee to the organization Normally organizational commitment is used to determine if an employee will stay with the organization or not Organizational commitment is very popular topic in human resources now Organizations are very much concerned about knowing about the level of commitment of an employee toward the organization (Mathews and Jerry, 2002), defined organizational commitment as a belief interiorized by employees (Meyer et al., 2006) also defined organizational commitment as “a force that binds an individual to a target (social or non-social) and to a course of action of relevance to that target”
According to Meyer and Allen (1991), organizational commitment reflects at least three general themes: affective attachment to the organization, the perceived costs associated with leaving it and the obligation to remain with it These three approaches are referred to as affective, continuance and normative commitment
Common to these three approaches is the view that commitment is a psychological state that characteristic the employee‟s relationship with the organization and has implications for the decision to continue membership of it These psychological states also have different implications for work relevant behavior
Affective commitment refers to the employee‟s emotional attachment to, identification with, and involvement in the organization Employees with a strong affective commitment continue employment with the organization because they want to According to Mowday (1982), the antecedents of affective commitment generally fall into four categories: (1) personal characteristics, (2) structural characteristics (organizational), (3) job-related characteristics, and (4) work experiences Although various research studies have been conducted to link demographic characteristics such as age, tenure, gender and education to commitment, the relations were neither strong nor consistent, the reason being too many variables such as job status, work rewards and work values moderating the relationship Relatively few studies have examined the relationship between organizational characteristics and commitment However, research has proved that affective commitment is related to decentralization of decision making and formalization of policy and procedures In contrast to personal and organizational characteristics, a considerable amount of research has been conducted into the relationship between work experience variables and affective commitment Work experience variables that have been found to correlate with affective commitment include equity in reward distribution (Rhodes & Steers, 1981), role clarity and freedom from conflict (Glisson & Durick, 1988), supervisor consideration (Glisson
& Durick, 1988), fairness of performance-based rewards and job challenge (Meyer
& Allen, 1987), opportunity for advancement (O‟Reilly & Caldwell, 1980) and participation in decision making (Rhodes & Steers, 1981) Research to date suggests that work experiences play the largest role in employees‟ decisions to remain with an organization
Continuance commitment refers to an awareness of the costs associated with leaving the organization The potential costs of leaving an organization include the threat of wasting the time and effort spent acquiring nontransferable skills, losing attractive benefits, giving up seniority-based privileges, or having to uproot family and disrupt personal relationships Apart from the costs involved in leaving the organization, continuance commitment will also develop as a function of a lack of alternative employment opportunities Employees whose primary link to the organization is based on continuance commitment remain because they need to
Normative commitment reflects a feeling of obligation to continue employment Employees with a high level of normative commitment feel that they ought to remain with the organization Wiener (1982) suggests that the feeling of obligation to remain with an organization may result from the internalization of normative pressures exerted on an individual prior to entry into the organization (family or cultural orientation), or following entry (organizational orientation)
However, normative commitment may also develop when an organization provides the employee with “rewards in advance”, or incurs significant costs in providing employment Recognition of these investments causes employees to feel an obligation to reciprocate by committing themselves to the organization until the debt has been repaid (Scholl, 1981) (according to Coetzee M, 2005)
In this study, the author use commitment term that was defined by Allen and Mayer They suggested to measure employee commitment by model This model is one of the most commonly used model in the assessment of organizational commitment In thesis, the author changes some questions to match the Vietnamese context Change the reverse-coded item (the negative sentences) to the positive sentence.
The linkage between internal CSR and organizational commitment
Rettab, B., Brik, A, B., & Mellahi, K (2009) conducted a research to examine the link between CSR activities and three measures of organizational performance: financial performance, employee commitment, and corporate reputation in emerging economies, United Arab Emirates The results show that CSR has a positive relationship with employee commitment
Rego, A., Leal, S., Cunha M., P., & Faria J., (2008) conducted a research on corporate citizenship at the individual level of analysis They aimed to investigate the relationship between perceptions of corporate citizenship and three will establish components of OC on a sample of 249 employees The study found that the perceptions of corporate citizenship explain 35%, 18% and 5% of unique variance of, respectively, the affective, normative and continuance commitment
The best predictors are the perceptions of the responsibilities toward employees and of the legal/ethical and discretionary responsibilities The perceptions of economic responsibilities do not predict any dimension of commitment Commitment of the continuance type increases when employees perceive that the organization is legally/ethically responsible, but neglects the responsibilities toward them
Perception of training and development has a very significant impact on the minds of the employee working in an organization Ahmad and Baker (2003) suggest that if the employees have a positive perception of training they will have higher level of motivation for getting training They also found that if the organization spends money on training it will result in stronger commitment with the organization They also are more committed to the organization Motivation of the employees toward training is very important in learning process Training process depends upon the personal characteristics and the perception about how training will benefit the employee (Burke & Hutchins, 2007) Research has focused on employee mental attitude toward training process and its outcome (Mohammed S Alamri1 & Thamir I
Brammer, Millington, & Rayton, (2007) studied the impact of three aspects of socially responsible behavior on organizational commitment: employee perceptions of external CSR and in particular CSR in the community, procedural justice in the organization and the provision of employee training The research investigated within a model which discriminates by gender and draws on social identity theory
Yan Li (2018) explored the effects of employee work-life balance on organizational commitment in China‟s context Questionnaire was used to collect data in a state-owned enterprise and the sample size was 363 This study found that work-life balance was significantly and positively linked to organizational commitment in China‟s context
Collier, J., & Esteban, R (2007) studied the factors that may have an impact on employee motivation and commitment to CSR The finding indicated that there are two types of factors that may have an impact on employee motivation and commitment to CSR The first set of factors is the contextual factors: employee‟s attitudes and behaviors will be affected by organizational culture and climate, by whether CSR policies are expressed in terms of compliance or in terms of values, and by whether such policies are integrated into business processes or simply an 'add-on' that serves as window-dressing The second set of factors is the perceptual factors Motivation and commitment will be affected by the extent to which they can align personal identity and image with that of the organization, by their perceptions of justice and fairness both in general and in terms of how CSR performance is rewarded, and by their impressions concerning the attitude of top management to CSR issues and performance
Research Hypothesis and Research Model
As earlier described in this study, several studies indicated that CSR play important role to enhance organizational commitment
Al-bdour, A Ali., Ellisha Nasruddin., and Soh Keng Lin (2010) attempts to investigate the relationship between internal CSR practices and organizational commitment based on the social exchange theory (SET) in banking system in Jordan The research found the impact of five dimensions of internal CSR practices on organizational commitment: health and safety, human rights, training and education, work life balance and workplace diversity Results showed that all internal CSR dimensions are significantly and positively related to affective and normative commitment In addition, the findings of this study indicate that all internal CSR dimensions did not have a significant relationship with continuance commitment
Roudaki J and Arslan M (2017) studied the Impact of Perceived CSR on Organizational Commitment: A Perspective of Service Employees This study investigated the relationship between perceived CSR and Organizational Commitment (OC) in the service sector of Pakistan The four dimensions of CSR employed in the study include economic, legal, ethical and philanthropic Data were collected through survey method from employees of hotels of Pakistan The findings of the study reveal that perceived CSR has a significant and positive correlation with organizational commitment The economic and philanthropic aspects have more influence on organizational commitment of employees
The study from Nguyen Ngoc Thang and Yves Fassin (2017) investigates the impact of internal CSR on the organizational commitment evidence from Vietnam service firms The study addresses the internal factors of CSR such as labor relations, life balance, social dialogue, health and safety, training and development The results show that there are factors of labor relations, health and safety, training and development that positively affect employee commitment, while factors that balance life, social dialogue not related to employee commitment
Base on the research cited above, in this study, the factors of internal CSR factors of VNPT Technology is expressed by employee's perception of internal CSR factors Since then the research determines whether have a relation between perception of employees about internal CSR and commitment of employees at VNPT Technology Company
This study develops and proposes a theoretical framework for analyzing the relationship between perception of employee of internal CSR including labor relation, training and development, heath and safety, workplace diversity, work-life balance and organizational commitment including affective commitment, continuance commitment and normative commitment In this research, it is aimed to create a model that identifies the positively relation between perception of employees about internal CSR, and commitment of employees of company This study hypothesizes that:
H1.1: Perception of employees about labor relation will be positively related to affective commitment
H1.2: Perception of employees about labor relation will be positively related to continuance commitment
H1.3: Perception of employees about labor relation will be positively related to normative commitment
H2.1: Perception of employees about training and development will be positively related to affective commitment
H2.2: Perception of employees about training and development will be positively related to continuance commitment
H2.3: Perception of employees about training and development will be positively related to normative commitment
H3.1: Perception of employees about heathy and safety will be positively related to affective commitment
H3.2: Perception of employees about heathy and safety will be positively related to continuance commitment
H3.3: Perception of employees about heathy and safety will be positively related to normative commitment
H4.1: Perception of employees about workplace diversity will be positively related to affective commitment
H4.2: Perception of employees about workplace diversity will be positively related to continuance commitment
H4.3: Perception of employees about workplace diversity will be positively related to normative commitment
H5.1: Perception of employees about work-life balance will be positively related to affective commitment
H5.2: Perception of employees about work-life balance will be positively related to continuance commitment
H5.3: Perception of employees about work-life balance will be positively related to normative commitment
From the above hypotheses, the model proposed for research in this thesis is:
Independent variables: include variables perception of employees about labor relation, training and development, heathy and safety, workplace diversity, work-life balance
Dependent variables: affective commitment, continuance commitment, normative commitment
Independent variables Perception of employee of Internal CSR
RESEARCH METHODS
Overview of VNPT Technology Company
Name of company: Vietnam Post And Telecommunication Industry Technology Joint Stock Company (VNPT Technology)
Address: High Technology Industrial Zone I, Hoa Lac High Technology Area, Ha Bang, Thach That District, Hanoi, Viet Nam
VNPT Technology is a driving force of VNPT Group in the fields of Technology, Electronics and Telecommunications Manufacturing, Information Communications Technology and Digital content industry
Recently, VNPT Technology has provided to the market more than 7 million products including network equipment, end-user devices and outstanding software solutions Those have been exported to potential markets such as Laos, Myanmar, Malaysia, Bangladesh, Indonesia, etc
VNPT Technology includes affiliated departments and 3 member companies: ANSV, VIVAS and TELEQ, VNPT Technology has 2 high-tech electronics factories in Hanoi
VNPT Technology was established on 6th January, 2011 by VNPT Group and 2 strategic shareholders: VNPost and Pacifab and operated as a joint stock company with a charter capital of VND 500 billion
Shortly after its forming, VNPT Technology had bought Alcatel‟s capital shares in the ANSV joint venture together with Siemens' capital share in the TELEQ joint venture, which turns these two into VNPT Technology‟s member companies
Inheriting resources and experience accumulated after nearly 20 years between two joint ventures ANSV and TELEQ, VNPT Technology has gradually affirmed its pioneer position and role as a driving force of VNPT Group in research, develop and manufacture of Electronic equipment, Telecommunications and Information technology
1993: Established Alcatel Network Systems Vietnam (ANSV) This is a joint venture between Alcatel Group of France and Vietnam Post and Telecommunications Corporation (now Vietnam Posts and Telecommunications Group)
1995: Established Telecommunications Equipment Co., Ltd (TELEQ) (joint venture between VNPT Group and Siemens AG Group)
2011: Established VNPT Technology JSC VNPT Technology acquired the rights and obligations of Siemens in TELEQ joint venture together with Alcatel Lucent in ANSV joint venture which became the mother company of TELEQ and ANSV Addition in 2011, VNPT Technology established Vietnam Innovation Value-Added Services-VIVAS specialized in providing digital content and value added services
2016: Research, develop, manufacture and supply up to 5 million products to market The first information technology – electronics telecommunications firm has “High-Tech Enterprise Certificate” The only enterprise that has product in ICT field won “Vietnam Value Certificate”
2017 to now: Research, develop, manufacture and supply more than 7 million products to market, Establish new representative offices in Bangladesh and Indonesia, Business cooperation with international partners: Fiber@home, Bracnet, BDCom, Link3 (Bangladesh); Powertel, Moratelindo, Neuviz, Indosat (Indonesia);
TM (Malaysia); TelBru (Brunei)… Got international CE, SAR certificate for company‟s main products
Currently, the company and members human resource have about 1130 people, of which middle management is 125 people (manager and deputy of department, center, workshop manager), workers have 240 people and 765 staffs, engineers The company's resources focus on research, development, business and project implementation Due to the application of high technology and semi- automatic transmission lines, the number of workers accounted for only 21%
Research Design
As stated in the introduction, the study is conducted through 2 main stages: qualitative research and formal research (quantitative research)
Qualitative research: The objective of the qualitative research phase is to calibrate scales from previous research, build questionnaires that are suitable for Vietnamese conditions and languages Interview with experienced experts on CSR to develop a questionnaire for main research
Main research: After qualitative research, the survey questions will be surveyed extensively for quantitative research This research step is done by direct survey, email and survey through Google Form tool to collect survey data
Specific steps of the research process include:
Step 1- on the desk research: Overview of research to understand the situation of research on the impact of internal CSR on the organizational commitment of employees in the world and in Vietnam Since then, comparing analytical frameworks, assessing the impact of internal CSR awareness on the employee commitment and proposing an appropriate analytical and evaluation framework in the Vietnamese context
Step 2 - Small-scale survey: After a theoretical overview, forming a research model and preliminary survey, the author conducted in-depth interviews with experts and employees with experience working on CSR to adjust the research model as well as the questionnaire
Step 3- Extensive survey of VNPT Technology employees The information collected through the survey will be processed by the author using SPSS software
Step 4 - Analyze the data to produce research results and recommendations for the company management to produce the appropriate policies on CSR, develop the appropriate strategies in integration with HR management and CSR
Process of designing questionnaires in quantitative research
Step 1: Based on the objectives, the theoretical framework of the research and interviews with experts determine the necessary information: factors, variables and measures
Step 2: Determine the content of each question, how to use words and surveys translated into Vietnamese
Step 4: Send the instructor to guide the questionnaire for comments
Step 5: The instructor check, adjust and agree to deploy the survey
Step 6: Apply the survey to 30 employees in company
Step 7: Revise the survey questionnaire and distribute the survey on a large scale
2.2.2 Research objects and scope of research 2.2.2.1 Research objects
The research determines whether have a relation between perception of employee about internal CSR and commitment of employee at VNPT Technology Company The author focuses on the fact that employee are working at VNPT Technology Company At VNPT Technology, there are staff levels: board management, middle management (manager and deputy of department, center and foreman), staffs, engineers and factory workers Middle management is 125 people, workers have 240 people and 765 staffs, engineers The author wants to clarify the perception of internal CSR in different perspectives, feel at different job positions, different assessment levels, from which there is an objective view to the whole company set
The topic is limited to studying the relationship between employee perception of CSR and employee commitment to more than 1000 employees in VNPT Technology Company From there, it makes suggestions to improve the efficiency of labor practices at this company Therefore, this study used direct survey method by questionnaire, focusing on VNPT Technology staff and member companies in Hanoi and Ho Chi Minh cities Survey questionnaires were collected during the period from April 2019 to May 2019
In this thesis, the author found research information, focused on national and international articles that have high impact indexes, synthesized, evaluated and provided appropriate factors and scales Then the author used the in-depth interview method to consult experts and experienced people to make appropriate adjustments
After adjusting the research model (research variables) and the survey questionnaire and scales, the author conducted a large-scale survey to study subjects who are employees of VNPT Technology Company to check the hypothesis
The author sent 380 questionnaires to employees of VNPT Technology
The survey was conducted directly, emailed and surveyed via Google Form's tools The number of 380 questions sent is calculated with a response rate of about 80%, which is a high response rate, because the author is the employee of the company The number of samples to synthesize the study will be greater than 291, this is a reliable figure with a total number of 1130 employees with a confidence level of 95% and a margin of error of 5%) (Research Advisor, 2006)
A research questionnaire was designed to capture data to explore the employees‟ perception of CSR in the context of Vietnam The questionnaire was adapted from the literature and refined to fit the present study, including five dimensions of internal CSR: labor relation, training and development, heathy and safety, workplace diversity, work-life balance Three of the dimensions (work–life balance, health and safety at work, and training and development) in the questionnaire were adapted from Vives (2006), Nguyen Ngoc Thang (2017), the workplace diversity was adapted from Magoshi &Chang (2008) and the labor relations was developed and included in the questionnaire based on the Vietnamese context Each dimension consists of seven items The thesis used a 5- point Likert-type scale (1 = strongly disagree to 5 = strongly agree) to measure all constructs
The labor relations scale consists of seven items The first four items in the scale were adapted from Ngo, Lau, and Foley (2008) Another two items were included in the questionnaire based on the Vietnamese context adapted from Nguyen Ngoc Thang (2017) The item “I and my colleague teamwork very well, regularly support and share information at work” was added base on context in VNPT Technology Company
Table 2.1 Observed variables of perception of Labor relation Code of items
Perception of labor relation Author
LR1 I can fully utilize their knowledge and skills in my company
LR2 I have a sense of belonging and commitment to my company
LR3 I am able to discuss operational issues in an open, frank, and constructive manner
LR4 I can freely discuss job-related issues with their supervisor
LR5 My supervisor is understanding when I talk about task issues that affect my work
LR7 My organization provides the equal employment opportunity for all employees
LR6 I and my colleague teamwork very well, regularly support and share information at work
Training and education scale consists of seven items The first two items from the scale were adapted from Tsui, Pearce, Porter, and Tripoli (1997) Another one item was adapted from Lee and Bruvold (2003) Another two items were adapted from Nguyen Ngoc Thang (2017) To ensure an adequate number of items for this scale, the item “My Company encourages the teams to regularly train and discuss the technology topics to improve their skills and knowledge” was developed and included in the questionnaire based on the current situation of VNPT Technology Company
Table 2.2 Observed variables of perception of Training and development Code of items
Perception of Training and development Author
My organization trains employees on skills that prepare them for future jobs and career development
TD2 My organization provides career counseling and planning assistance to the employees
TD3 My organization allows employees to have the time to learn new skills that prepare them for future jobs
TD4 My organization provides orientation training to the new employees
TD5 My organization provides financial support for my training
TD6 My organization provides on the job training for the employees
My company encourages the teams to regularly train and discuss the technology topics to improve their skills and knowledge
In this study, the health and safety at work scale consists of seven items Three items in the scale were adapted from Sutherland and Cooper
(1990) To ensure an adequate number of items for this scale, another four items were developed and included in the questionnaire based on the ISO 26000 (International Organization for Standardization [ISO], 2010), labor law and regulations of Vietnam
Table 2.3 Observed variables of perception of Heath and safety Code of items Perception of Heathy and safety Author
HS1 My organization provides good healthcare in the workplace
HS2 My organization provides stress management for employees
HS3 My organization provides a periodic medical examination
HS4 My organization asks employees to follow health
HS5 My organization provides health profile management for employees
HS6 My organization provides medical insurance for employees
HS7 My organization provides health and safety training for employees
Workplace diversity scale consists of seven items The first two items from the scale were adapted from Emiko Magoshi & Eunmi Chang
(2008) Another two items were adapted from Ali & Hamad (2016) Another three items were adapted from Dave Ulrich (1997)
Table 2.4 Observed variables of perception of Workplace diversity Code of items Perception of Workplace diversity Author
My company pays compensation most according to performance of employees, regardless of gender, or the influence of seniority or education bacground of employees
The opportunity for growth and advancement in my company is equal to both men and women, young or old employees, or in different regions as long as they meet the capacity
The organizations training and development program is developed to meet the requirements of male and femal
WD4 My leader include all members at different ages, gender in problem solving and making decision
WD5 People are treated with respect in this company regardless of their level
WD6 I think performance on the job is evaluated fairly in my company
My supervisor works effectively with people who are different from him- or herself (e.g., in gender, age, education, etc.)
RESEARCH FINDING AND DISCUSSION
Summary of survey results
The author sent 380 questionnaires to employees of VNPT Technology The number of responses was 298 A final of 297 employees participated in this study
As the result from Figure 3.1, it can be seen that there was unbalance of gender among 297 participants who answered questionnaires
Figure 3.1 Gender distribution among 297 participants
There are 114 females and 183 males give their responses back which correspond to 38% and 62%, respectively This also corresponds to the difference in the ratio of male and female employees of the company because VNPT Technology is a technology company, the number of male engineer accounts for more than women
Figure 3.2 Age distribution among 297 participants
In survey sample, the participant group who belongs to between 25 to under
30 years old accounts for nearly half with 46.1% (137 employees) The second largest group is in age of 30-39 years old It accounts for 31.6% of total with 94 participants (Figure 2.2) The third group is in age under 25 years old It accounts for 13.5% of total with 40 participants The last group is in age over 40 years old which are 26 responses represented for 8.8% of total participants It can be seen that, most of participants are from 25 to 39 years old
Figure 3.3 Education distribution among 297 participants
Figure 2.3 shows the education distribution among 297 participants A great deal of participants is in the university level It accounts for 70.6% of total with 210 participants Participants who have graduate school are 48 that correspond 16.2%
The remainder corresponds to 10.8% of high school and 2.4% of college/intermediate graduates
Figure 3.4 Seniority distribution among 297 participants
The results can be relatively equal among the participant with less than 1 year experience, from 5 to under 10 years and from 10 years and over (Figure 2.4)
A great deal of participants is from 3 to under 5 years of seniority It accounts for 37.6% of total with 297 participants
Figure 3.5 Position distribution among 297 participants
As the chart shows, participants who are engineer account for 49.5% with 46.1% (147 employees) of total with 297 participants The office staff group accounts 23.9% The middle manager include manager and deputy of departments, centers accounts 13.8%
Under 1 year (nV) From 3 to under 5 years (n2)
From 5 to under 10 years (nf)
From 10 years and over (nc)
Descriptive statistics of variables
3.2.1 Descriptive statistics of Internal CSR variables
According to the statistical results table, the employees evaluated the factors from strongly disagree to strongly agree That is, with the same item, there are employees who strongly disagree, but also staff who strongly agree This is because the company has many different parts of the work, so the evaluation of the staff is also different
Table 3.1 Descriptive statistics of Perception of Internal CSR variables
Items Variables N Minimum Maximum Mean Std
Looking at the descriptive statistics table, we see that the mean value of the independent variables is quite high, from 3.52 to 4.34 This proves that there is a different assessment of the importance between the independent variables
3.2.2 Descriptive statistics of Employee commitment variables
According to the descriptive statistic table, the values of variables from 1 to
5 (strongly disagree to strongly agree) That mean the employees have different levels of commitment
Table 3.2 Descriptive statistics of Employee Commitment variables
Items Variables N Min Max Mean Std
The table show that the mean value of Employee commitment is quite high, from 3.24 to 4.03 This shows that the majority of employees want to work for a long time in the company.
Evaluate the reliability of the scale
Table 3.3 Result of Cronbach’s Alpha analysis
1 Perception of labor relation, Cronbach's Alpha value = 0.852
2 Perception of Training and development, Cronbach's Alpha value = 0.908
3 Perception of Heathy and safety, Cronbach's Alpha value = 0.856
4 Perception of Workplace diversity, Cronbach's Alpha value = 0.864
5 Perception of Work-life balance, Cronbach's Alpha value = 0.817
6 Affective Commitment, Cronbach's Alpha value = 0.890
7 Affective Commitment, Cronbach's Alpha value = 0.845
8 Affective Commitment, Cronbach's Alpha value = 0.905
After performing Cronbach‟s Alpha analysis, the results were quite good
Cronbach‟s Alpha values range from 0.817 to 0.908, it was greater than 0.7 All Corrected Item-Total Correlation greater than 0.3 The Cronbach's Alpha if Item Deleted values were smaller than Cronbach's Alpha value
Thus, after Cronbach‟s Alpha analysis, all variables had the result that appropriate the research requirement Therefore, the author will continue to use all this data to take the next step that is the EFA analysis
In this research topic, the author will analyze the EFA for the independent variables, and the dependent variables are separately analyzed into 03 times according to 03 components of commitment to the organization (AC, CC, NC)
3.2.2.1 Exploratory Factor Analysis for independent variables
Table 3.4 Result of EFA analysis for independent variables
The result show that: the number of factors extracted is 7 factors WB7 variable is removed during EFA analysis KMO coefficient reached 0.916 The Cumulative% is 61.79% that mean the above 7 factors explain 61.79% of data variation Through the results of factor analysis, all variables have the required factor loading factor (factor loading> 0.5) Bartlett test: Satisfactory (Sig = 0.000
3.2.2.2 Exploratory Factor Analysis for dependent variables
Result of EFA analysis for AC variables shows that KMO coefficient reached 0.883 The Cumulative% is 60.768% that mean this factor explain 60.768% of data variation Through the results of factor analysis, all variables have the required factor loading factor (factor loading> 0.5) Bartlett test: Satisfactory (Sig 0.000 0.5) Bartlett test: Satisfactory (Sig 0.000 0.5) Bartlett test: Satisfactory (Sig 0.000 0.05 means that these observed variables are removed from the research model In the above results, the variables:
HS (sig = 0.188) will be excluded from the research model Variables with sig coefficient ≤ 0.05 are equivalent to 95% reliability which is acceptable Regression results show 04 variables: LR (sig = 0.022); TD (sig = 0.006); WD (sig = 0); WB (sig = 0) has an impact on AC
The Regression Standardized Residual chart, P-P plot chart shows that scattered observation points are not too far from the expected straight line and the central area (in Appendix 7 for more detail)
Thus, with the results of the above regression analysis, we can see the impact of internal CSR perception of employee on Affective Commitment (AC) of employees in VNPT Technology Company
Figure 3.6 The result of the study model of employee perception of internal
CSR and employee affective commitment b Regression Analysis for perception of internal CSR and continuance commitment
The author uses the Enter method for regression analysis Under this method,
Conclusion
The research determine whether have a relation between perception of employees about internal CSR and commitment of employees at VNPT Technology Company This study develop and proposed a theoretical framework for analyzing the relationship between perception of employee of internal CSR including labor practices and the organizational commitment The author developed a research model with 15 hypotheses about the relationship between the internal CSR and employee commitment Internal CSR factors mentioned include: labor relations, training and development, heathy and safety, workplace diversity, work-life balance, perception of employee about internal CSR with a total of 36 observed variables Employee commitment includes affective engagement (AC), continuance commitment (CC) and normative commitment (NC)
After Cronbach‟s Alpha analysis, all variables had the result that appropriate the research requirement The data analyze the EFA for the independent variables
WB7 variable is removed during EFA analysis
The author uses regression analysis with 5 independent variables of perception of internal CSR (labor relations - LR, training and development - TD, heathy and safety - HS, workplace diversity - WD, work-life balance- WB) and 3 dependent variables AC, NC, CC The regression analysis results show that the perception of employee about labor relations have a positive significant effect on
AC and CC, but it has no significant effect on NC Perception of employee about heathy and safety have no significant association with the three forms of OC The work-life balance have a positive significant effect on AC and CC, but the work-life balance has an insignificant association with NC The training and education have a positive significant association with AC and NC but it lacks of a connection between training and education and CC
The author also analyze the influence of the difference personal characteristics by Independent-samples T-test and ANOVA test The factors that have significant difference on commitment (AC, CC, NC) include: the education background, the seniority, the position in AC; the seniority in CC; the age, the seniority, the position in CC (table 3.12).
Limitation and Future Research
The study has several limitations and makes recommendations for future research First, the study was based on data is collected at period of time, the relationships between internal CSR and OC can be interpreted only as associations rather than causal Second, potential limitation of this study is the sample size, from
297 survey questionnaire responds Although, the sample size in this study meets the requirement for regression analysis, the sample size may not be representative of the population Future research needs to collect data from a larger and more representative sample Third, this study focused on investigating the effect of internal CSR on OC in VNPT Technology Company The author recommend that future research examine the relationship between CSR and OC in other company and sectors in Vietnam Fourth, although the researcher pay great efforts to developed a questionnaire, pre-tested and revised, some respondents may have problems of misunderstand a question or because he or she fears a negative consequence of a truthful response Finally, this study found that heathy and safety have no significant association with three forms of OC More research needs to be done to gain better insight into the relationship between heathy and safety and OC.
Implication and recommendation
This study analyzes the relationship between perception of employee of internal CSR including labor practices and the organizational commitment The study provides specific impact indicators of internal factors of CSR and commitment This is very useful information for administrators to make appropriate
HR policies The weights of different factors will help administrators in prioritizing, combining the order of personnel policies, in order to improve employee retention, as well as enhance attraction outside personnel in the current difficult situation
Research shows that, at VNPT Technology, employees appreciate four factors of internal CSR including labor relations, training and development, workplace diversity, work-life balance will have higher commitment than the other factors In which, the workplace diversity has the highest index β among the factors, its shows that employees want to be respected, be treated fairly in issues: compensation, development and promotion opportunities, evaluate effectiveness of work Besides, employees also appreciate the factors of training and development, work-life balance, labor relations
These factors have a positive relationship with employee commitment
Recommendations to VNPT Technology Company
The author made some recommendations to the company as below
The company needs to be more serious about implementing CSR, recognizing the importance of CSR in the sustainable development The company needs to develop CSR strategy and stick with its development strategy and has clear CSR and internal CSR activities and policies The company further enhances internal CSR activities, labor practices to enhance employee commitment to work
The company needs to pay more attention to training and development This is the content in human resource management, but also in the corporate social responsibility for employees The company needs more oriented- training programs for new employees, regular professional training as well as other skills for employees
The company needs to pay more attention to the factors of labor relation, workplace diversity, fairness, equal employment opportunity
The company incorporates CSR with human resource management activities such as the HR department is responsible for developing internal code of conduct for employees in the implementation of CSR This rule table is not only an opportunity for firm to make corporate CSR commitments, but is also seen as an enterprise integrating CSR values into corporate culture
The company promotes internal communication, raising employees' awareness about the company and its policies and activities in internal CSR
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Xin chào các Anh/Chị!
Tôi là Trần Thế Hùng, làm việc tại Trung tâm Dịch vụ-Kỹ thuật tại VNPT Technology Hiện nay tôi đang thực hiện đề tài “Nghiên cứu về Cảm nhận của nhân viên về Trách nhiệm xã hội bên trong doanh nghiệp và Cam kết gắn bó của nhân viên tại Công ty VNPT Technology” tại khoa Quản trị Kinh doanh (HSB) – ĐH Quốc gia Hà Nội Tác giả rất mong nhận được ý kiến phản hồi của Anh/Chị Tất cả các ý kiến của Anh/Chị đều rất có giá trị đối với bài nghiên cứu này Do vậy, tôi mong các Anh/Chị sẽ dành thời gian từ 10-15 phút để trả lời một cách chân thành và trách nhiệm các câu hỏi khảo sát Xin lưu ý rằng không có ý kiến đúng hoặc sai cho phần khảo sát này
Tôi xin cam đoan, các ý kiến của các Anh/Chị sẽ được bảo mật hoàn toàn và chỉ phục vụ cho mục đích nghiên cứu Nếu Anh/chị cần kết quả nghiên cứu, vui lòng liên hệ với tôi khi nghiên cứu được hoàn thành
Phần 1 Anh/Chị vui lòng cho biết đôi nét về thông tin cá nhân:
2 Độ tuổi của Anh/Chị:
1 Dưới 25 tuổi 2 Từ 25 đến dưới 30 tuổi
3 Từ 30 đến dưới 40 tuổi 4 Từ 40 tuổi trở lên
1 Trung cấp/Cao đẳng 2 Đại học
3 Sau Đại học 4 Phổ thông
4 Thời gian công tác tại VNPT Technology và các đơn vị thành viên:
1 Dưới 3 năm 2 Từ 3 đến dưới 5 năm
3 Từ 5 đến dưới 10 năm 4 Từ 10 năm trở lên
5 Vị trí Anh/Chị công tác:
1 Chuyên viên văn phòng 2 Kỹ sư
3 Trưởng/phó Phòng, Ban, Trung tâm 4 Công nhân nhà máy
5 Ban lãnh đạo VNPT Technology và các công ty thành viên
6 Anh chị thuộc đơn vị nào trong VNPT Technology
Phần 2 Cảm nhận về các yếu tố Trách nhiệm xã hội bên trong doanh nghiệp
Hãy khoanh tròn vào ô tương ứng với mức độ đồng ý của anh/chị với các nhận định sau về các hoạt động tại công ty đang thực hiện Thang đánh giá 5 bậc cụ thể như sau: 1 = Hoàn toàn không đồng ý, 2 = Không đồng ý, 3 = Phân vân, 4 = Đồng ý, 5 = Hoàn toàn đồng ý
Mã Các phát biểu Mức độ đồng ý
1 Các yếu tố về quan hệ lao động
LR1 Tôi hoàn toàn có thể sử dụng kiến thức và kỹ năng của tôi trong công ty 1 2 3 4 5
LR2 Tôi có ý thức được việc mình thuộc về công ty và cam kết với công ty 1 2 3 4 5
LR3 Tôi có thể trao đổi, thảo luận các vấn đề phát sinh hàng ngày một cách cởi mở, thẳng thắn và mang tính xây dựng 1 2 3 4 5
LR4 Tôi có thể tự do thảo luận các vấn đề liên quan đến công việc với quản lý của tôi 1 2 3 4 5
LR5 Người quản lí của tối thấu hiểu khi tôi nói về các vấn đề ảnh hưởng tới công việc của tôi 1 2 3 4 5
LR6 Công ty tôi tạo cơ hội bình đẳng trong việc làm đối với tất cả nhân viên 1 2 3 4 5
LR7 Tôi và các đồng nghiệp teamwork rất tốt, thường xuyên hỗ trợ và chia sẻ thông tin trong công việc 1 2 3 4 5
2 Đào tạo và phát triển
Công ty của tôi đào tạo các kỹ năng cho nhân viên phục vụ cho công việc trong tương lai và phát triển nghề nghiệp
TD2 Công ty của tôi tư vấn nghề nghiệp và lập kế hoạch hỗ trợ cho nhân viên 1 2 3 4 5
TD3 Công ty tôi cho phép nhân viên có thời gian để học các kỹ năng mới để chuẩn bị cho các công việc trong tương lai 1 2 3 4 5
TD4 Công ty tôi tổ chức đào tạo định hướng cho nhân viên mới 1 2 3 4 5
TD5 Công ty tôi tài trợ kinh phí cho các khóa đào tạo của tôi 1 2 3 4 5 TD6 Công ty tôi bố trí việc training-on job (hướng dẫn trực tiếp 1 2 3 4 5 qua công việc) cho các nhân viên mới TD7
Công ty tôi khuyến khích các nhóm thường xuyên tự đào tạo, thảo luận về công nghệ để nâng cao kĩ năng, kiến thức
3 Sức khỏe và an toàn lao động
HS1 Công ty của tôi trang bị chăm sóc sức khỏe và an toàn lao động tại nơi làm việc 1 2 3 4 5
HS2 Công ty của tôi tổ chức các chương trình giải trí hoặc du lịch để giải tỏa căng thẳng cho nhân viên 1 2 3 4 5 HS3 Công ty tôi tổ chức kiểm tra sức khỏe định kỳ 1 2 3 4 5
HS4 Tổ chức của tôi yêu cầu nhân viên tuân thủ các quy tắc về sức khỏe và an toàn lao động 1 2 3 4 5
HS5 Công ty tôi quản lý hồ sơ sức khỏe của nhân viên 1 2 3 4 5 HS6 Công ty tôi cung cấp bảo hiểm y tế cho nhân viên 1 2 3 4 5
HS7 Công ty tôi có đào tạo sức khỏe và an toàn lao động cho nhân viên
4 Đa dạng nơi làm việc
Công ty tôi trả lương theo hiệu quả công việc, không phân biệt giới tính, hoặc ảnh hưởng nhiều bởi thâm niên hay trình độ học vấn của nhân viên khi ra trường
Cơ hội phát triển và thăng tiến trong công ty tôi bình đẳng với cả nam và nữa, nhân viên trẻ hay nhiều tuổi, hoặc ở các vùng miền khác nhau miễn là họ đáp ứng năng lực
WD3 Việc đào tạo phát triển của công ty được thực hiện không phân biệt nhân viên nam và nữ hay tuổi tác 1 2 3 4 5 WD4
Các quản lý trong công ty tôi bao gồm các thành viên nam và nữ, ở các độ tuổi khác nhau khi giải quyết vấn đề và ra quyết định
WD5 Mọi người được đối xử tôn trọng trong công ty này bất kể vị trí của họ 1 2 3 4 5
WD6 Tôi nghĩ rằng hiệu suất trong công việc được đánh giá công bằng trong công ty của tôi 1 2 3 4 5
Người quản lý của tôi vẫn làm việc hiệu quả với những người khác với anh/cô ấy về giới tính, tuổi tác, trình độ học vấn, …
5 Cân bằng công việc- cuộc sống