THE RELATIONSHIP BETWEEN TRAINING PERCEPTION AND EMPLOYEE ENGAGEMENT: IMPACTS OF PERCEPTION OF REWARD AND SELF-EFFICACY. MASTER THESIS

VIETNAM NATIONAL UNIVERSITY VIETNAM JAPAN UNIVERSITY HOANG VU DUONG THE RELATIONSHIP BETWEEN TRAINING PERCEPTION AND EMPLOYEE ENGAGEMENT: IMPACTS OF PERCEPTION OF REWARD AND SELF-EFFICACY MASTER THESIS BUSINESS ADMINISTRATION Hanoi, 2019 VIETNAM NATIONAL UNIVERSITY VIETNAM JAPAN UNIVERSITY HOANG VU DUONG THE RELATIONSHIP BETWEEN TRAINING PERCEPTION AND EMPLOYEE ENGAGEMENT: IMPACTS OF PERCEPTION OF REWARD AND SELF-EFFICACY MAJOR: BUSINESS ADMINISTRATION CODE: 60340102 RESEARCH SUPERVISORS DR TRAN HUY PHUONG ASSOC PROF KODO YOKOZAWA Hanoi, 2019 ACKOWLEDGEMENT First of all, I would like to express my sincere gratitude to Dr Tran Huy Phuong and Assoc Prof Kodo Yokozawa, who are my supervisors, for their guidance, encouragement and useful comments on my master thesis These considerably help me in completing this research work I also would like to say thank to Vietnam Japan University and all lecturers here, especially in program of MBA, for giving me opportunity to study and experience in international and academic environment, which provides me valuable knowledge both theoretically and practically Furthermore, I want to thank all staffs of VJU, especially Ms Huong of from MBA program, for greatly supporting me during years studying Last but not least, I want to express my gratitude to all of my friends, especially Ms Nguyen Huyen Trang and Ms Nguyen Thi Ngoc Anh for their help and encouragement, which academically and mentally support me at any difficult time Sincerely, Hoang Vu Duong TABLE OF CONTENTS LIST OF FIGURES LIST OF TABLES LIST OF ABBREVIATION CHAPTER 1: INTRODUCTION .1 1.1 Research motivation 1.2 Research objectives .2 1.3 Research scope and objects 1.4 The structure of the paper CHAPTER 2: LITERATURE REVIEW 2.1 Employee engagement 2.2 Employee training 10 2.3 Self-efficacy .17 2.4 Reward 21 2.5 Research questions 25 CHAPTER 3: RESEARCH METHODOLOGY 26 3.1 Research design 26 3.2 Conceptual research model 27 Variables and measuring instruments .27 Training perception 27 Self-efficacy 28 Reward .28 Employee engagement 29 Conceptual research model .30 3.3 Population, sample and data collection .31 Questionnaire design and administration 31 Population 32 Sample and data collection process 32 3.4 Sample demographics 33 CHAPTER 4: DATA ANALYSIS 34 4.1 Data preparation 34 4.2 Descriptive statistics 34 4.3 Reliability and validity 36 4.3.1 Reliability 36 4.3.2 Validity 37 4.4 Pearson correlation 39 4.5 Regression analysis and hypotheses testing 39 CHAPTER 5: DISCUSSION AND IMPLICATION .46 5.1 Research findings 46 5.2 Contribution and implication .50 5.3 Limitation and future research .52 REFERENCES 54 APPENDIX .70 LIST OF FIGURES Figure 2.1 Summary of antecedents and consequences of employee engagement 10 Figure 2.2 Training components and employee engagement model .15 Figure 2.3 Sources of Self-efficacy 19 Figure 2.4 Engagement Diagnostic Tool: National Health Service 22 Figure 2.5 Total reward system 23 Figure 3.1 Conceptual research model .30 Figure 4.1 Statistical moderating model 43 LIST OF TABLES Table 3.1: Frequency of demographic information of respondents 33 Table 4.1: Coding of variables 34 Table 4.2: Descriptive statistics of all variables .35 Table 4.3: Overall Cronbach’s alpha for each variable and sub-variable 36 Table 4.4: Item-total statistics for Intrinsic reward variable .37 Table 4.5: Rotated component matrix .38 Table 4.6: Pearson correlation matrix .39 Table 4.7: Regression analysis (Dependent variable: Employee Engagement) 40 Table 4.8: Mediation analysis (Dependent variable: Employee engagement; Mediator: Self-efficacy) 42 Table 4.9: Moderation analysis 44 Table 5.1: Summary of the results of hypotheses testing 46 LIST OF ABBREVIATION HR human resources HRD human resources development HRM human resources management JTJSS Job Training and Job Satisfaction Survey SHRM Society of Human Resources Management UWES Utrecht work engagement scale CHAPTER 1: INTRODUCTION 1.1 Research motivation Employee engagement is increasingly becoming a vital concept which has been believed that it directly results in higher employee performance and organizational performance Mike Johnson (2004) wrote in his book named “The New Rules of Engagement” that “the ability to engage employees, to make them work with our business, is going to be one of the greatest organizational battles of the coming 10 years.”, which was a crucial prediction about the importance of employee engagement for the future of industries After that, several academic papers and practical reports have stressed employee engagement as an essential factor which may drive business outcomes In an article named as “Why Employee Engagement?” (2012) on Forbes by Kruse, there are 28 academic studies had been reviewed that they show the correlations between employee engagement and numerous other aspects of business administration: service; sale; quality; safety; retention; sale, profit and total shareholder returns Singh (2016) in his own study stated that “For past several years, employee engagement has been an important concern in the corporate world.” According to that paper, organizations cannot get and sustain their loyal customers by products and process only, but also need “highly-motivated, dedicated and involved employees”, or employees who has high engagement, in other word Thus, employee engagement in recent time has been widely and deeply investigated in by organizations and researchers, in order to get better understanding about it, hence can utilize it for better outcomes However, Gallup’s report showed that only 15% of employees are engaged at work in 2017 worldwide Such numbers indicate several chances for increasing level of engagement, thus generate higher outcomes Since employee is the most valuable asset to organizations, it is obviously critical for companies to improve employee performance through types of training activities It is a key factor in organizational management It is seemed that training is one of the ways for organizations to enhance level of engagement of employees Annual reports on employee satisfaction and engagement by Society of Human Resources Management showed many conditions for employee engagement, including training and development However, training and development took account for almost the lowest position in the recent years (SHRM, 2015, 2016, 2017), despite the fact that several studies mentioned significant impacts of training on engagement These indications suggest the need to have a deeper look at such relationship and become the significant motivations for conducting this study 1.2 Research objectives Basically, the objective of this research is to explore the link between employee training and employee engagement in current Vietnamese context According to a report about Employee Engagement & Retention in Vietnam (Towers Watson, 2010), in the period of years from 2007 to 2010, the percentage of employee engagement in Vietnam had remained stable at around 78%, which was just ahead of the Asia Pacific Region Whereby, the possible reasons for this high level are management systems, employee perceptions on company image, effective performance evaluation, empowerment and sophistication However, Brands Vietnam – an electronic portal with high reputation in Vietnam, showed that this indication has declined considerably by about 10%, stayed at 70% in 2017, and even lower in 2015 and 2016 Although it still accounted for a good level in comparison with the level of the world and Asia, this decrease has been a warning for organizations in Vietnam Together with the number which is indicated by Gallup mentioned above, it is suggested that the employee engagement should be improved, and there have been several opportunities for enhancing the business as well as talent management for companies in Vietnam Thus, based on the practical situation and previous academic studies, this paper aims to explain and explore the relationship of the two important Human Resources Management (HRM) aspects: employee training and employee engagement, in order to propose suggestions to improve the level of engagement for organizations in Vietnam, hence enrich the outcomes and performance for those companies 1.3 Research scope and objects Basically, the scope of the study will be employees who have working experience for a company in Vietnam and received training activities while working Besides, since the employee engagement is a psychological and behavioral term, it is understandable that other variables should be psychologically and behaviorally studied, from the view point of employee Particularly, this research has investigated in the perception and satisfaction of employees on the organizational training activities they received, their self-efficacy and perception on reward received from organization, in order to see the relationship between those factors on their perceived employee engagement It will be discussed further on the next Chapter 1.4 The structure of the paper The paper starts with a chapter which provide an introduction for the study After that, it continues with chapters of reviewing literature, method for study, data collection and analysis, and findings and conclusions Particularly: Chapter discusses about the introduction with research motivation, research objectives, scope and objects Chapter reviews and summarizes the previous papers which related to the variables in this study, as well as proposes research questions and hypotheses Chapter provides information about the approach method, research model and method of collecting data Chapter discusses the data analysis, and summarizes the results of the study Chapter concludes the work with the discussion about findings Besides, this chapter also states the limitation and suggestions for future studies CHAPTER 3: RESEARCH METHODOLOGY In this chapter, the conceptual research model and measuring instruments will be explained in detail Simultaneously, the author will introduce the research method used to conduct the study, including data collection method and procedure, questionnaire design and sampling design 3.1 Research design The quantitative research approach is specialized in “testing objective theories by examining the relationship among variables” (Creswell et al., 2018) These variables can be respectively statistically measured and analyzed in form of numbers, by using some kinds of instrument and statistical procedure The objective of this paper is explaining the relationship between variables: employee training perception and employee engagement, and through reviewing previous literatures, the author wants to explore more such relationship under impact of other factors, driving several assumptions and hypotheses which are proposed to be tested deductively Thus, based on the viewpoint of Creswell et al, the quantitative approach is suitable for conducting this study Quantitative methodology has been chosen for using in this paper, in terms of collecting and analyzing primary data Besides, background theories would be completed by secondary data, which were descriptive, explanatory and literature review Among several ways of research design, survey research is chosen for conducting this paper “Survey research provides a quantitative or numeric description of trends, attitudes, or opinions of a population by studying a sample of population.” (Creswell, 2018) In this study, the author has the intention to collect data about perception and opinion of employee on their training received, their self-efficacy, reward and level of engagement, in order to investigate the relationships among them Hence, survey research is considered as the most suitable approach A survey using questionnaire which including a number of close-ended questions, or items, would be distributed to the citizens who meet the requirement mentioned in “Scope of the study” part 26 Collected data would be analyzed using SPSS software The results and analyses will be discussed later in chapter 3.2 Conceptual research model Variables and measuring instruments In this study, the proposed conceptual research model was a moderated mediation model with variables: perception on training satisfaction, self-efficacy, reward and employee engagement The previous papers were reviewed to describe the variables and their theoretical characteristics, as well as their related issues This approach enables the authors to get and provide better understanding about them within the available evidences, as well as generate some assumptions in order to proposed the conceptual framework and hypotheses Training perception Various scales of measuring training satisfaction were developed by different researchers from the past In this study, the instrument used for measuring this variable is adopted from The Job Training and Job Satisfaction Survey (JTJSS) which developed and used in the works of Schmidt (2007) The JTJSS was originated from Job Satisfaction Survey (Spector, 1997) and was adjusted by Schmidt for his studies The scale used in this study consists of items which measure the overall satisfaction of employee about training activity they received on the job and the support of organization for such training activity, by using 5-point Likert scale The examples of item are “Overall, the training I receive on the job meets my needs.”, “Overall, I am satisfied with the amount of training I receive on the job.” or “In my department, learning is planned and purposeful rather than accidental.” Originally, the JTJSS uses 6-point Likert scale to measure items Results of studies which comparing the different range of Likert scale showed that according to the construct validity, it was considered not different in number of components between 6-point or 5-point Likert scale (Chomeya, 2010); or there is a similarity between those two ranges of scale in terms of statistical information such as mean, standard deviation, correlation, 27 reliability or validity (Leung, 2011) Besides, a forum hosted by Infosurv – a research service organization – found that the 5-point scale is more preferred, with the agreement of 71% of researchers who participated in They claimed that the 5-point scale has nice midpoint that indicates the neutral opinion, which is a “legitimate opinion that exists among respondents.” The lack of neutral point may lead to the biases of the respondents, since they are forced to choose either positive or negative side (Infosurv, 2006) For those reasons, the author of this paper decided to choose 5-point scale to use for measuring the training satisfaction Self-efficacy From the late of 20th century, researchers become keen on the term general selfefficacy (GSE), “a more trait-like generality dimension of self-efficacy” (Chen et al., 2001) Judge, Erez et al (1998) gave a definition of GSE that “individuals’ perception of their ability to perform across a variety of different situations” Among several scales developed to measure GSE, the works by Sherer et al (1982) seems to be the most widely used scale (Chen et al., 2001) Chen’s work developed a new GSE scale (NGSE) as well as compared his own tool to SGSE through studies and found that NGSE has higher advances in terms of both reliability and validity, although it is shorter Moreover, in the work for comparing of GSE scales including NGSE, the result indicated a considerable strength of NGSE related to the discrimination, information of item and relative efficiency (Charles et al., 2006) Hence, the author decided to use NGSE to measure self-efficacy The scale includes 5-point Likert scale items, such as “I will be able to achieve most of the goals that I set for myself.” or “When facing difficult tasks, I am certain that I will accomplish them.” Reward For measuring perception on reward, this study uses the scale which develop by works of Kuvaas et al (2006, 2009) and Dysvik et al (2013), and those scales was adopted by Kuvaas et al (2017) in order to investigate the difference in effects between intrinsic and extrinsic motivation to employee outcome The scale consists of 10 items which measuring different types of reward For intrinsic reward (IR) 28 there has items, and items for extrinsic reward (ER) All items are evaluated follow 5-point Likert scale The example items are “The tasks I at work are enjoyable.” or “My job is meaningful.” for intrinsic type and “It is important for me to have an external incentive to strive for in order to a good job.” for extrinsic type Employee engagement The ISA engagement scale, which is developed by Soane et al (2012), was adopted to use in this paper According to Soane and colleagues, there has three conditions for engagement: focus is provided, activation, and positive affect; simultaneously there has three dimensions of engagement: intellectual engagement (IE), affective engagement (AE) and social engagement (SE), as mentioned in the last chapter (Soane et al., 2012) Thus, Soane’s work developed the ISA engagement scale based on those proposals Originally, the scale has items with 7-point Likert scale, divided equally into above facets of engagement The examples items are “I focus hard on my work.”, “I share the same work values as my colleagues.” and “I feel positive about my work.” The validation process revealed that ISA engagement scale could be more beneficial than one of the most widely used instrument for measuring engagement – UWES – in terms of individual-level behavior prediction (Fletcher and Robinson, 2014) This study, however, adjusted from 7-point to 5-point scale to measure this variable A study indicated that the 5-point scale is highly recommended due to the decrease of the frustration level of respondents and increase response rate and response quality (Sachdev, S B., & Verma, H V., 2004) Besides, Dawes, J (2008) stated that with a 5-point scale, it is quite simple for the interviewer to read out the complete list of scale descriptors 29 Conceptual research model Reward (RE) Self-efficacy (SELF) - ER - IR Employee Training engagement (EE) perception (TR) - IE - SE - AE Figure 3.1 Conceptual research model Hypotheses: H1: Employee training positively influence employee engagement H2: Employee’s self-efficacy positively mediates the relationship between employee training and employee engagement H3: Reward moderates the impact of training perception on employee engagement, that this impact will be stronger when employees’ perception of reward becomes more positive 30 3.3 Population, sample and data collection Questionnaire design and administration After reviewing carefully previous literature, the author designed questionnaire and constructed the survey based on the studies in the past, which was proved in terms of reliability and validity of variables The questionnaire consists of sections: The first section including yes/no questions, which are used to aim at eliminating the unsuitable respondents who have not worked or received any training activity before December 2018 The second section including some demographic questions, which ask respondents to provide some individual information about age, gender, highest position at work, and average income The next sections were used to ask respondents to rate their agree or disagree level on various items about training perception, self-efficacy, perception on reward, and engagement to measure those variables The range of the scale is from to 5, in which point indicates “totally disagree” and point indicates “totally agree” Based on that, respondents will choose which point is the most suitable for each item, in their opinion The original version of items is in English, and it is translated to Vietnamese Translate back process was also applied for reconfirming that those translated items are understood right way compare to the original version The collected data was linked to an excel spreadsheet and be kept confidential as commitment of the author The begin of the questionnaire contains introduction to the research, including a declaration of statement of purpose and acknowledgement, thus make the respondents being clear about the objective of the survey as well as the research Each following section is also begun with introduction of its main purpose and the brief instruction for the respondents At the end of the survey, a thank-you statement was attached for expressing author’s gratitude to the respondents 31 The pilot test also applied for this questionnaire 10 respondents were asked for not only answering the questions but also commenting on the content and the difficulties they met while the answer Thank to that, some items were modified for more easily understanding Population The population of this research is employees who is currently working or used to work in the creative industry in organizations located in Vietnam, and received training activity while working There is one more condition that the received training activity happened before December 2018, since the author believe that employees need time to convert what they gained from training into valuable skills and knowledge Sample and data collection process The author uses nonprobability sampling method, “in which respondents are chosen based on their convenience and availability” (Creswell et al., 2018) Since the author decided to distribute questionnaire survey online, this method is the most suitable In this research, email and social network are selected to use for distributing survey to gather data from respondents The survey is designed in online form by using Google’s platform Particularly: Through email: the survey was delivered to emails of 220 representatives of organizations in Vietnam, with invitation letter and the short URL of the online survey, that kindly ask the individuals in charge of those emails respond carefully By this way, 15 valid responses were collected, with the response rate of 6.8% Through social network: The URL of the survey was posted on the different types of social network such as Facebook, LinkedIn… with a kind request of responding The main target for posting is the communities of people who are interested in creative industry (marketing, design…), business forums or recruiting groups There were 157 responses, but 20 among of them are invalid since the respondents have not experienced any training activity before December 2018 32 Thus, after three weeks, in total there has 152 valid responses were received, and the author used that data for the analysis of this paper 3.4 Sample demographics Table 3.1: Frequency of demographic information of respondents Number of respondents Percentage (%) Male 66 43.4 Female 87 56.6 Under 25 67 44.1 From 25 to 30 68 44.7 From 31 to 40 15 9.9 From 41 to 50 0 Over 50 1.3 Staff 113 74.3 Supervisor 25 16.4 Department manager 5.3 Top manager 3.9 Less than VND 5,000,000 24 15.8 VND 5,000,000 to 10,000,000 58 38.2 VND 10,000,000 to 20,000,000 53 34.9 Over VND 20,000,000 17 11.2 Total 152 100 Gender Age Highest position Average income 33 CHAPTER 4: DATA ANALYSIS The purpose of this chapter is introducing the process of analyzing data collected through survey questionnaire which described in the previous chapter, using a tool named SPSS 4.1 Data preparation As discussed in chapter 3, data from 153 valid response answers was gathered via online channel by tool of Google Docs, then was computed into an Excel spreadsheet file After that, the data was transfer to SPSS data file for processing and analyzing Table 4.1 indicate the coding of variables Table 4.1: Coding of variables Training perception TR Self-efficacy SELF Reward RE Employee engagement EE 4.2 Descriptive statistics Table 4.2 illustrates the descriptive statistics of all items which measure the four variables Particularly, the mean ranges from 3.34 to 4.26, indicating a high value of agreement to the items in the survey The minimum values correspond to items in both intrinsic and extrinsic reward, and the maximum value is at an item in extrinsic reward For the standard deviation, it varies between 0.701 and 1.191; and the value range is from 0.491 to 1.419 for variance 34 Table 4.2: Descriptive statistics of all variables Construct Variable Minimum Maximum Mean Std Variance Skewness Kurtosis Deviation Statistic Statistic Statistic Statistic Statistic Statistic Std Statistic Error Std Error TR1 3.87 974 949 -.907 197 649 391 TR2 3.72 1.093 1.195 -.603 197 -.381 391 TR3 3.86 924 853 -.780 197 601 391 TRAINGNING TR4 3.50 1.055 1.113 -.326 197 -.397 391 PERCEPTION TR5 3.87 827 685 -.602 197 416 391 TR6 3.66 870 756 -.497 197 205 391 TR7 3.45 912 832 -.339 197 330 391 TR8 3.93 795 631 -.764 197 992 391 SELF1 3.48 789 622 -.016 197 -.404 391 SELF2 3.70 877 769 -.382 197 093 391 SELF3 3.94 730 533 -.426 197 178 391 SELF- SELF4 4.14 869 756 -1.254 197 2.198 391 EFFICACY SELF5 3.54 813 661 058 197 -.111 391 SELF6 3.72 878 771 -.380 197 -.191 391 SELF7 3.69 848 718 -.285 197 -.131 391 SELF8 3.63 787 620 -.463 197 283 391 ER1 3.97 909 827 -.845 197 607 391 ER2 4.26 826 682 -1.154 197 1.428 391 ER3 4.11 855 731 -.849 197 579 391 REWARD ER4 3.34 1.191 1.419 -.286 197 -.849 391 - Extrinsic IR1 3.82 877 770 -.658 197 474 391 - Intrinsic IR2 3.67 852 726 -.613 197 746 391 IR3 4.08 768 590 -.580 197 090 391 IR4 3.60 863 745 -.498 197 461 391 IR5 3.34 935 873 -.325 197 -.107 391 IR6 3.52 996 993 -.543 197 011 391 IE1 4.14 701 491 -.549 197 373 391 IE2 3.66 815 664 -.038 197 -.160 391 EMPLOYEE IE3 3.91 718 516 -.307 197 -.010 391 ENGAGEMENT SE1 3.48 970 940 -.297 197 -.238 391 - Intellectual SE2 3.47 969 940 -.278 197 -.244 391 - Social SE3 3.51 935 874 -.408 197 250 391 - Affective AE1 3.76 761 579 -.576 197 764 391 AE2 3.46 788 621 -.280 197 -.033 391 AE3 3.89 839 704 -.821 197 1.089 391 35 4.3 Reliability and validity 4.3.1 Reliability At first, the reliability of data was examined, in order to check the correlation between items which measure one variable The level of reliability for items is represented by the Cronbach alpha co-efficient values Since the reward perception and employee engagement were divided into and sub-dimensions respectively, the Cronbach’s alpha was also tested for each sub-variable The test of reliability is processed using SPSS and the overall result is as below: Table 4.3: Overall Cronbach’s alpha for each variable and sub-variable Variable No of item Acceptable level Cronbach’s alpha TR 0.6 0.866 SELF 0.6 0.911 ER 0.6 0.812 IR 0.6 0.820 IE 0.6 0.811 SE 0.6 0.766 AE 0.6 0.848 Overall, the Cronbach’s alpha of items for each variable is higher than the acceptable level However, when testing the Corrected item – Total correlation value of item IR1 is 0.308, lower than 0.4, indicating that this item has low level of reliability in correlation with other items which measure Intrinsic reward Thus, the author decided to remove this item from the item list The detail is showed in table 4.4 36 Table 4.4: Item-total statistics for Intrinsic reward variable Scale Mean if Scale Variance Item Deleted if Item Deleted IR1 IR2 IR3 IR4 IR5 IR6 18.20 18.36 17.95 18.43 18.69 18.51 12.163 10.575 11.136 9.915 9.844 10.344 Corrected Item-Total Correlation 308 635 604 765 700 543 Cronbach's Alpha if Item Deleted 846 781 789 752 765 802 Hence, after processing reliability test, there was one item deleted, and the total number of items become 34 4.3.2 Validity Tải FULL (80 trang): https://bit.ly/3FkKGI7 Dự phòng: fb.com/TaiHo123doc.net For testing the validity of items, the author used Kaiser – Meyer – Olkin (KMO) and Bartlett’s test, with the principle components method of extraction and varimax rotation According to the result, the KMO measure of sampling adequacy is equal to 0.860 and sig value is 0.000, indicating the adequacy for further analysis Additionally, the rotated component matrix shows that items are suitable for measuring variables with the indicators greater than 0.5 37 Table 4.5: Rotated component matrix Component SELF8 SELF2 SELF6 SELF5 SELF7 SELF3 SELF4 SELF1 TR5 TR2 TR6 TR8 TR7 TR3 TR1 TR4 IR4 IR2 IR5 IR3 IR6 ER2 ER3 ER1 ER4 IE3 IE1 IE2 AE2 AE1 AE3 SE1 SE2 SE3 832 828 807 785 764 675 618 564 795 740 713 684 679 678 632 630 793 766 752 641 593 810 801 785 768 749 700 700 747 734 613 744 694 692 38 4.4 Pearson correlation Table 4.6: Pearson correlation matrix Tải FULL (80 trang): https://bit.ly/3FkKGI7 Dự phòng: fb.com/TaiHo123doc.net Training Pearson Correlation Training Self-efficacy Reward Engagement Self-efficacy Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Pearson Correlation Reward Engagement 347** 316** 405** 000 000 000 152 152 461** 000 152 152 578** 000 152 554** 000 152 152 347** 000 152 316** 000 152 405** 152 461** 000 152 578** Sig (2-tailed) 000 000 000 N 152 152 152 152 554** 152 ** Correlation is significant at the 0.01 level (2-tailed) The result of Pearson correlation analysis have been indicated in table 4.6 According to the result, the correlations between the dependent variable – employee engagement and other variables are significant with the considerable correlation coefficient of greater than 0.4 This illustrates it is statistically reasonable to select those variables for testing their impact on employee engagement Furthermore, all the variables has correlation with each other with the 2-tailed significance level at 0.01, indicating that the chosen variables for testing mediating and moderating effect are acceptable 4.5 Regression analysis and hypotheses testing H1: Employee training positively influence employee engagement Regression analysis was explored in order to examine the relationship between training perception, employee engagement under the impact of perception on selfefficacy and reward First, for testing hypothesis “H1: Employee training positively influence employee engagement.” the regression analysis would be applied for only 39 two variables: training perception and employee engagement Result of the analysis is indicated in the table below: Table 4.7: Regression analysis (Dependent variable: Employee Engagement) Model R R square Adjusted R Std Durbin- square Error of Watson Summary the of Model Estimate Model ANOVA 405 164 159 51823 2.162 Sum of df Mean F Sig 29.453 000 t Sig 10.231 000 5.427 000 Squares Square Regression 7.910 150 Residual 40.284 145 269 Total 48.194 151 Model Unstandardized Standardized Coefficients Coefficients B Std Error (Constant) 2.431 238 TRAINING 340 063 Beta 405 According to the result, the p-value of the variables are less than 0.05, indicating that the relationship has statistically meaning with the data collected for this study In other words, it is able to say that there has a linear correlation between the predicting variable: training perception and the dependent variable: employee engagement The data analysis result has supported hypothesis H1, meaning that at 5% significant level, training perception positively influence employee engagement with the unstandardized coefficient value is 0.340 and standardized beta coefficient value is 0.405 40 6794899 ... consists of engagement behavior Employee training and employee engagement There are few previous studies empirically investigated directly in the relationship between employee training and employee engagement. .. mediates the relationship between employee training and employee engagement 2.4 Reward Due to the diversity of classifications, this study follows the definition of reward which is the combination of. .. What is the relationship between employee training and employee engagement in Vietnamese workplace context?  Are there any impacts from self-efficacy and reward on the relationship between employee