Enhacing the employee engagement at JW Marriott Hanoi Hotel NATIONAL ECONOMIC UNIVERSITY BUSINESS SCHOOL E BBA PROGRAM ENHANCING EMPLOYEE ENGAGEMENT AT JW MARRIOTT HANOI HOTEL Bachelor of Business Adm[.]
NATIONAL ECONOMIC UNIVERSITY BUSINESS SCHOOL E-BBA PROGRAM ENHANCING EMPLOYEE ENGAGEMENT AT JW MARRIOTT HANOI HOTEL Bachelor of Business Administration in English (E-BBA) Thesis Supervisor : Asof.Prof Le Thi My Linh Student : Tran Thi Dang Ngoc Class : E-BBA 7A HANOI, 2019 ACKNOWLEDGEMENTS This thesis was conducted as the very last graduation requirement of the Bachelor of Business Administration in English (E-BBA) program, Business School, National Economics University First and foremost, I would like to thank all members of Management Board of National Economics University and Business School, E-BBA program, who have been organizing one of the most amazing and interesting programs Moreover, I would like to express my sincere thanks to all lectures of E-BBA program, who have taught me a lot more than just fact and figures but also shown me their professional personal experiences and helpful feedbacks It means a lot to me and my future career development Of equally important, I would like to take this opportunity to express my greatest gratitude and appreciation to my instructor – Asof.Prof Le Thi My Linh I am deeply indebted for her guidance, support and specialize insightful guidance on conducting and finishing this thesis Besides, I am grateful and would like to say thank to all the colleagues, supervisors and managers at JW Marriott Hanoi Hotel for their support, guidance and collaboration to help me finish this thesis Without their encouragement, I could hardly ever complete my internship with considerable advantageous and professional condition for future growth and development Also, their feedbacks on my work as well as their response to my survey are appreciated as they are necessary for me to complete my thesis I also appreciate all the participants who willing to spend their precious spare time and efforts to fulfill the survey, providing such valuable information for me to conduct the survey results in the most timely, effectivity and productivity manner Last but not least, I would love to express my appreciation for my beloved family and friends who always beside me and support me to complete this thesis Once again, I truly grateful having all you guys in my life and honestly thank you all Hanoi, January 2019 Tran Thi Dang Ngoc Contents ACKNOWLEDGEMENTS .2 ABBREVIATIONS .6 LIST OF TABLES LIST OF FIGURES EXECUTIVE SUMMARY 10 CHAPTER 1: INTRODUCTION 12 1.1 Rationale 12 1.2 Research Objectives 13 1.3 Research question .14 1.4 Research scope .14 1.5 Research methodologies .15 1.5.1 Research process 15 1.5.2 Data collection 15 1.5.3 Questionnaire design 16 1.5.4 Data analysis 17 CHAPTER 2: THEORICAL BACKGROUND ON EMPLOYEE ENGAGEMENT .19 2.1 Definition of employee engagement 19 2.2 Role of employee engagement .21 2.4 Key dimensions to analyze employee engagement 24 2.5 Factors affecting employee engagement .26 2.6 Diagram of research model 30 2.6.1 Explanation of each independent variable 31 2.6.2 Measurement of each independent variable .34 CHAPTER 3: CURRENT SITUATION OF EMPLOYEE ENGAGEMENT AT JW MARRIOTT HANOI HOTEL 36 3.1 Overview about JW Marriott Hanoi Hotel 36 3.1.1 About Marriott International, Inc.: 36 3.1.2 About JW Marriott Hanoi Hotel: .37 3.1.3 Services at JW Marriott Hanoi Hotel 37 3.1.4 Organizational structure at JW Marriott Hanoi Hotel 38 3.1.5 Business performance of JW Marriott Hanoi Hotel from 2015 to 2018 .43 3.2 Current situation of employee engagement at JW Marriott Hanoi Hotel 45 3.2.1 Characteristics of survey sample .45 3.2.2 Evaluation the “Total rewards” factor (RW) affecting employee engagement level at JW Marriott Hanoi Hotel 52 3.2.3 Evaluation the “Management” factor (MA) affecting employee engagement level at JW Marriott Hanoi Hotel 53 3.2.4 Evaluation the “Job characteristics” factor (JC) affecting employee engagement level at JW Marriott Hanoi Hotel 54 3.2.5 Evaluation the “Working environment” factor (EN) affecting employee engagement level at JW Marriott Hanoi Hotel 55 3.2.6 Comparing differences on employee engagement by characteristics .56 3.3 Measurement assessment .67 3.3.1 Reliability analysis .67 3.3.2 Exploratory factor analysis – EFA .72 3.3.3 Correlation analysis and Hypothesis testing 77 3.3.4 Regression analysis with independent variables 78 3.4 Findings summary 81 CHAPTER 4: RECOMMENDATION TO ENHANCE THE EMPLOYEE ENGAGEMENT AT JW MARRIOTT HANOI HOTEL 83 4.1 Improving working environment .83 4.2 Improving the job characteristics .85 4.3 Enhancing the management system and process 86 4.4 Increasing the total rewards 87 CONCLUSION 88 LIST OF REFERENCES 89 APPENDICES 91 Appendix Questionnaire 91 Appendix SPSS Analysis results 93 Appendix 2.1 Description analysis .93 Appendix 2.2 Reliability test by Cronbach Alpha 94 Appendix 2.3 Exploratory factor analysis – EFA .97 Appendix 2.4 Regression analysis 101 Appendix 2.5 ANOVA test .102 Appendix 2.6 Correlation 107 Appendix 2.7 Descriptive statistic 108 ABBREVIATIONS EFA KMO VIF SPSS Sig RW MA JC EN Exploratory Factor Analysis Kaiser – Meyer – Olkin Variance inflation factor Statistical Package for the Social Sciences Significance Reward Management Job characteristics Working environment LIST OF TABLES Table 1.1: Five-point Likert scale Table 2.1: Findings on factors affecting the employee engagement of different research Table 2.2: Questionaire design for the study of employee engagement at JW Marriott Hanoi Hotel Table 3.1: Detail information about JW Marriott Hanoi Hotel’s employees Table 3.2: Gender distribution of survey sample Table 3.3: Age of the respondents Table 3.4: Working department of respondents Table 3.5: Working level of respondents Table 3.6: Average monthly income of respondents Table 3.7: Working experience measured by working years of respondents Table 3.8: Descriptive Statistics regarding “Total Rewards” factor Table 3.9: Descriptive Statistics regarding “Management” factor Table 3.10: Descriptive Statistics regarding “Job characteristics” factor Table 3.11: Descriptive Statistics regarding “Working environment” factor Table 3.12: Descriptive Statistics regarding “Employee engagement” factor Table 3.13: Summary of testing of homogeneity of variances & ANOVA Gender Table 3.14: Employee engagement different by gender Table 3.15: Summary of testing of homogeneity of variances & ANOVA – Age group Table 3.16: Employee engagement different by age group Table 3.17: Summary of testing of homogeneity of variances & ANOVA – Working department Table 3.18: Employee engagement different by working department Table 3.19: Summary of testing of homogeneity of variances & ANOVA – Working level Table 3.20: Employee engagement different by working level Table: 3.21: Summary of testing of homogeneity of variances & ANOVA – Average monthly income Table 3.22: Employee engagement different by average monthly income Table 3.23: Summary of testing of homogeneity of variances & ANOVA – Year of working experiences Table 3.24: Employee engagement different by year of working experiences Table 3.25: SPSS - Reliability test for the “Total rewards” factor Table 3.26: SPSS - Reliability test for the “Management” factor Table 3.27: SPSS - Reliability test for the “Job characteristics” factor Table 3.28: SPSS - Reliability test for the “Working environment” factor Table 3.29: SPSS - Reliability test for the “Employee engagement” factor Table 3.30: KMO and Bartlett's Test – Independent variables Table 3.31: Rotated Component Matrixa Table 3.32: Total Variance Explained Table 3.33: KMO and Bartlett's Test – Dependent variable Table 3.34: Total Variance Explained Table 3.35: Correlation analysis Table 3.36: Model Summary Table 3.37: ANOVAa Table 3.38: Coefficientsa LIST OF FIGURES Figure 1.1: Research process Figure 2.1: Research model of Employee Engagement at JW Marriott Hanoi Hotel Figure 3.1: Organizational structure of JW Marriott Hanoi Hotel Figure 3.2: Income distribution (%) of JW Marriott Hanoi Hotel from 2015 up to date Figure 3.3: Hotel occupancy of JW Marriott Hanoi Hotel over the year Figure 3.4: TripAdvisor Ranking of JW Marriott Hanoi Hotel and its food and beverage outlets Figure 3.5: Gender distribution of the survey sample (%) Figure 3.6: Age of the respondents (%) Figure 3.7: Working department of respondents (%) Figure 3.8: Working level of respondents (%) Figure 3.9: Average monthly income of respondents (%) Figure 3.10: Working experience measured by working years of respondents (%) EXECUTIVE SUMMARY In this globalization and modernization world, employees could, more or less, being considered as one of the most important parts that have the strong impact on the overall success of the firm Employees should be valued and respected as one of the priceless assets of any organization, and the employers, therefore, should manage to maintain all the good people with the company, for the sake of the stable development of it in the year ahead There are various studies, both locally and globally regarding this issue in order to evaluate the factors affecting the employee engagement and the significance of these factors on the level of employee engagement However, these conducted studies have been lacking of knowledge as regards to the different context of different industries, different companies and so forth Plus, there is no research regarding the employee engagement at JW Marriott Hanoi Hotel previously, hence, the author proposed to study more about this issue to investigate the current situation of the employee engagement at JW Marriott Hanoi Hotel and furthermore, suggest some feasible solutions to improve it in the near future By using the quantitative research method with questionnaire survey, the research aims to have a deep insight view about the employees currently working at JW Marriott Hanoi Hotel and their perception of engagement to the hotel By analysing and reviewing from previous researches of different researchers around the world, the author proposed to use the model comprise of four independent variables that strongly affect the level of employee engagement at JW Marriott Hanoi Hotel, given carefully consideration about the hotel namely: (1) Total rewards (including intrinsic and extrinsic rewards), (2) Management, (3) Job characteristics, (4) Working environment The questionnaires designed consist of two parts, with 33 questions using the five-point Likert scale The survey forms were distributed to the employees randomly at the cafeteria for associate of the hotel during lunch break time under their permissions The total acceptable responses after eliminating all the inappropriate answers and not suitable form of responses is 159 All the collected data were then coded and used for further analysis using the Statistical Package for the Social Sciences version 20 (SPSS) Below is the summary of the research findings: About the current situation of employee engagement at JW Marriott Hanoi Hotel: Generally, the employees at JW Marriot Hanoi Hotel are relatively loyal and have the high level of engagement to the hotel in the few years 10 ... current situation of employee engagement at JW Marriott Hanoi Hotel: Generally, the employees at JW Marriot Hanoi Hotel are relatively loyal and have the high level of engagement to the hotel in... Organizational structure at JW Marriott Hanoi Hotel 38 3.1.5 Business performance of JW Marriott Hanoi Hotel from 2015 to 2018 .43 3.2 Current situation of employee engagement at JW. .. affecting employee engagement level at JW Marriott Hanoi Hotel 54 3.2.5 Evaluation the “Working environment” factor (EN) affecting employee engagement level at JW Marriott Hanoi Hotel