FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS *** GRADUATION THESIS Major Logistics and Supply Chain Management FACTORS AFFECTING WORKPLACE ENGAGEMENT OF YOUTH GENERATION IN HO CHI MINH CITY Studen[.]
FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS *** GRADUATION THESIS Major: Logistics and Supply Chain Management FACTORS AFFECTING WORKPLACE ENGAGEMENT OF YOUTH GENERATION IN HO CHI MINH CITY Student: Trương Quỳnh Nga Student ID: 1915535328 Class: K58 CLC6 - LSCMC1 Intake: 58 Supervisor: Ms Hà Hiền Minh Ho Chi Minh City, March 2023 TABLE OF CONTENT TABLE OF CONTENT CHAPTER INTRODUCTION 1.1 Rationale of research .5 1.2 Research background 1.3 Aims & Objectives 1.4 Scope of research 1.5 Research question 10 1.6 Research methodology 10 1.7 Contribution and significance of the research 10 1.8 The structure of the thesis 11 SUMMARY OF CHAPTER 12 CHAPTER LITERATURE REVIEW .13 2.1 Overview of Workplace Engagement 13 2.2 Overview about Workplace Engagement of Youth Generation .15 2.3 Some research and theories related to Workplace Engagement of Youth Generation 18 2.4 The suggested research model and hypothesis 19 2.4.1 Research Model: “ Factors affecting employee engagement in higher education institution - An empirical study in NCR” .19 SUMMARY OF CHAPTER 20 CHAPTER RESEARCH METHODOLOGY 21 3.1 Research process 21 3.2 Research Design 22 3.3 Official research methodology 24 SUMMARY OF CHAPTER 30 CHAPTER RESEARCH RESULT 31 4.1 Descriptive statistics of research sample 31 4.2 Cronbach’s Alpha Reliability Analysis .31 4.3 Exploratory Factor Analysis (EFA) 31 4.4 Pearson’s Correlation Coefficient Analysis 31 4.5 Multiple linear regression Analysis 31 4.6 Result of measurement scale analysis on factors affecting workplace engagement of youth generation in Ho Chi Minh city 31 4.7 Analysis of the impact of demographic variables .31 SUMMARY OF CHAPTER 31 CHAPTER RESEARCH CONCLUSION AND RECOMMENDATION 32 5.1 Conclusion 32 5.2 Recommendations for company in Ho Chi Minh City in terms of workplace engagement 32 5.3 Limitation and further research orientation 32 REFERENCE 33 APPENDIX 34 CHAPTER INTRODUCTION 1.1 Rationale of research In recent years, the youth generation has become an integral component of the workforce in Ho Chi Minh City As such, it is essential to understand the factors affecting their workplace engagement Despite the efforts made by organizations to enhance their employees' engagement levels, the youth generation in Ho Chi Minh City still experiences low levels of engagement, which may result in high turnover rates and negative impacts on organizational performance Therefore, workplace engagement as a concept has gained a lot of attention from the corporate sectors in Vietnam In simple terms, it is a practice done by the organization to improve the level of engagement, the higher the engagement the higher the productivity Employee engagement can be defined as the cognitive, emotional, and behavioral energy an employee directs toward organizational outcomes (Shuck & Wollard, 2010) Engaged employees are more likely to be productive (Saks, 2006), remain with their employer (Harter et al., 2002; Saks, 2006; Shuck et al., 2011), and contribute to overall revenue generation (Harter et al., 2010; Xanthopoulou et al., 2009) Increasing knowledge of the multitude of factors that can impact engagement is crucial for individual and collective success In Vietnam, workplace engagement is not a significant topic for corporates in the previous period due to the characteristics at workplace of the generation This term has been mentioned more than ever since the youth generation has joined the workforce and caused a tremendous behavior shifting According to the General Statistics Office, the number of youth generation in working age (from 15 to 29 years old) in 2019 is about 20 million people By 2025, youth generation is expected to contribute to more than a third of the working-age force in Vietnam and will have a great influence on the domestic labor market Coming along with the growing of youth employees in the workforce, it leads to inevitable hindrance and complexity in merging the youth to the former generation The youth generation, who was raised with tremendous exposure to digital, is remarkably different to the earlier generation in the mindset, the characteristics and perception in work Because of the difference, when encounter with the former generation at work, youth generation has been seen to experience struggles at workplace According to a 2022 Gallup Poll, 54% of youth employees, slightly higher than any other generation, are ambivalent or not engaged at work The challenges that the youth generation faces in the workplace can be attributed to several factors Firstly, this generation has grown up with unparalleled exposure to digital technology, which has resulted in a different approach to work They are more likely to seek flexibility in work hours, use technology to communicate, and value work-life balance Secondly, their expectations of work are different from the previous generation They prioritize autonomy, creativity, and diversity in their workplace experience Finally, the youth generation tends to value purpose-driven organizations and meaningful work, which can be difficult to find in traditional workplaces From business and management viewpoint, managing and engaging a youth employee is also having some emerging problems coming from the characteristics of the generation For example, gen X and millennials shares quite common purpose and behavior in work which is easier to manage and keep the engagement, but emerging youth generation holds not only incompatible but also varied behaviors and purpose leads to multiple way of expectation for engagement Keeping engagement for youth employees are an enormous challenge for employers now because youth generation holds different expectation, the factors affecting their engagement could be idea of growth, inspiring leadership, or good benefit package It requires the constant learning and adapting process from the employers to adapt to learn the engagement to youth better With the absolute correlation between the workplace engagement and business performance, this is a noticeable sign for corporates to focus on engaging youth generation in corporate environments as they would be the main contributors in upcoming years Together with the growth of corporates focusing in Ho Chi Minh City, youth generation is pivoting to this young and full opportunities land with more than xx% youth workforce are currently based in Ho Chi Minh City Hence, the author decided to write the thesis on “FACTORS AFFECTING WORKPLACE ENGAGEMENT OF YOUTH GENERATION IN HO CHI MINH CITY” This study aims to fill this gap by examining the factors influencing workplace engagement among the youth generation in Ho Chi Minh City The study will use a qualitative approach involving interviews with the youth generation and management representatives to obtain their views and experiences on the topic The study's findings will provide insights into the factors affecting youth engagement, including factors such as leadership, organizational culture, job satisfaction, and career development opportunities It would assist business to accelerate a successful workforce that harmoniously works together benefits from a passionate, motivated, and engaged workforce from all generations This thesis intents to assist corporates in Ho Chi Minh City to understand the context of current youth workforce and inevitable adaptability to new workforce must be made as the youth generation now would be the main contributor to define and develop not only business but also Vietnam economy 1.2 Research background 1.2.1 Foreign Research Employee engagement refers to the level of commitment and involvement an employee has towards their job and their organization It is a critical factor for business success, as engaged employees are more productive, are more likely to stay with the company, and are more likely to go the extra mile to meet organizational goals However, many companies struggle with employee engagement, and it is essential to study the factors that influence it to ensure that companies can create a work environment that fosters engagement According to Gallup's State of the Global Workplace: 2022 Report, employees who are not engaged or actively disengaged can cost the world a staggering $7.8 trillion in lost productivity, which is equivalent to 11% of global GDP This alarming statistic highlights the significance of employee engagement and the need for businesses to prioritize and invest in their employees' engagement levels The global landscape of employee engagement is evolving at a rapid pace, and organizations must be prepared to adapt to new trends and expectations To effectively invigorate talent, attention, recognition, and support must be provided to employees Inclusivity in the workplace is essential, and specific employee sentiment data must be explored to ensure a consistent experience for all members of the team Talent management must be bold, human-centric, and laser-focused on the employee experience, with clear priorities and support for changes in roles and responsibilities A successful organizational