(Luận văn) leadership style, role clarity and employee job satisfaction link, evidence in hochiminh city banking employees

t to ng MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF ECONOMICS hi ep w n TRỊNH MINH CHIÊU lo ad ju y th yi pl ua al n LEADERSHIP STYLE, ROLE CLARITY AND EMPLOYEE JOB SATISFACTION LINK: n va fu ll EVIDENCE IN HOCHIMINH CITY BANKING EMPLOYEES oi m at nh z z ht vb jm k ECONOMICS MASTER THESIS om l.c gm n a Lu n va y te re Ho Chi Minh City – 2011 t to ng MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF ECONOMICS hi ep w n TRỊNH MINH CHIÊU lo ad ju y th yi pl n ua al LEADERSHIP STYLE, ROLE CLARITY AND EMPLOYEE JOB SATISFACTION LINK: va n EVIDENCE IN HOCHIMINH CITY BANKING EMPLOYEES ll fu oi m at nh MAJOR : BUSINESS ADMINISTRATION CODE : 60.34.05 z z ht vb k jm om l.c gm ECONOMICS MASTER THESIS n a Lu INSTRUCTOR: Dr., Assoc Prof NGUYỄN ĐÌNH THỌ n va y te re Ho Chi Minh City – 2011 t to ACKNOWLEDGEMENT ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re t to ABSTRACT ng hi ep Due to the rapid growth in banking industry in Vietnam and the dynamic business environment, many banks and credit institutions are facing more and more continuous challenges To overcome the issues, banks employees play vital role Although some foreign researchers have done exploration on dimensions of employee’s satisfaction, Vietnam climate can vary w n lo ad ju y th This study investigates the relationship between leadership style, role clarity and employee job satisfaction The author explores the effect of leadership style on role clarity and employee job satisfaction as well as clarifies the impact of role clarity to employee job satisfaction using data collected from 177 responses in Ho Chi Minh City area A surprising finding is that directive leadership style does not support for employee role clarity The fundamental implication in this study is that democratic leadership styles are suitable management methods yi pl n ua al n va ll fu m oi Keywords: Leadership style; role clarity; job satisfaction; bank at nh z z ht vb k jm om l.c gm n a Lu n va y te re 1    t to ng hi CONTENTS ep CONTENTS w LIST OF TABLES n lo LIST OF FIGURES ad ju y th CHAPTER I: INTRODUCTION yi 1.1 Research problems pl 1.2 Research objectives 11 al n ua 1.3 Scope and limitations 11 n va 1.4 Research methodology 12 ll fu 1.5 Structure of the study 12 m oi CHAPTER II: LITERATURE REVIEW 14 nh at 2.1 Introduction 14 z 2.2 Leadership 14 z vb ht 2.2.1 Concept of leadership 15 jm 2.2.2 Directive Leadership 18 k gm 2.2.3 Participative Leadership 20 om l.c 2.2.4 Empowering Leadership 22 2.3 Role Clarity 23 a Lu 2.4 Job Satisfaction 29 n n va 2.5 Hypotheses 34 y CHAPTER III: METHODOLOGY 42 te re 2.6 Summary 40 2    t to 3.1 Introduction 42 ng hi 3.2 Research design 42 ep 3.2.1 Research process 42 w n 3.2.2 Preliminary research (qualitative research) 43 lo ad 3.2.3 Main research (quantitative research) 44 ju y th 3.2.3.1 Sampling 44 yi 3.2.3.2 Sample Size 46 pl ua al 3.2.3.3 Survey methods 46 n 3.2.3.4 Data analysis techniques 47 va n 3.3 Measurement scales development 50 fu ll 3.4 Summary 56 m oi CHAPTER IV: DATA ANALYSIS AND FINDINGS 57 nh at 4.1 Introduction 57 z z 4.2 Descriptive statistics of sample 57 vb ht 4.3 Assessment of measurement scale 60 jm k 4.3.1 Reliability with Cronbach’s alpha 60 gm 4.3.2 Validity with Exploratory Factor Analysis 63 om l.c 4.4 Hypothesis testing 67 a Lu 4.5 Summary 76 n CHAPTER V: FINDINGS, LIMITATIONS AND RECOMMENDATIONS 77 y te re 5.2 Findings and research contributions 77 n va 5.1 Introduction 77 3    t to 5.2.1 Leadership style and employee role clarity 77 ng hi 5.2.2 Leadership style and employee job satisfaction 78 ep 5.2.3 Employee role clarity and employee job satisfaction 78 w n 5.2.4 Research contributions 79 lo ad 5.3 Recommendations 80 ju y th 5.4 Limitations and future research 82 yi REFERENCES 83 pl ua al APPENDIX Interview Form – Vietnamese version 89 n APPENDIX Interview Form – English version 92 va n APPENDIX Results of reliability with Cronbach’s alpha 95 fu ll APPENDIX Results of validity with Exploratory Factor Analysis 100 oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 4    t to LIST OF TABLES ng hi   ep Table 3.1 Type and technique of research 42 w n Table 3.2 Measures used in the study 53 lo ad Table 3.3 Final questionnaire 54 y th ju Table 4.1 Demographic characteristics 57 yi pl Table 4.2 Descriptive statistic of measurement items 59 ua al n Table 4.3 Summary of Cronbach’s alpha 63 va n Table 4.4 Rotated Component Matrix 64 ll fu oi m Table 4.5 Final construct measurement scales 66 at nh Table 4.6 Linear Regression test of role clarity - organization with directive leadership z style 68 z ht vb Table 4.7 Linear Regression test of employee job satisfaction - organization with k jm directive leadership style 69 gm Table 4.8 Linear Regression test of role clarity - organization with participative om l.c leadership style 71 Table 4.9 Linear Regression test of employee job satisfaction - organization with a Lu participative leadership style 72 n n va Table 4.10 Linear Regression test of role clarity - organization with empowering y te re leadership style 73 5    t to Table 4.11 Linear Regression test of employee job satisfaction - organization with ng hi empowering leadership style 74 ep Table 4.12 Model test results 76 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 6    t to ng LIST OF FIGURES hi ep   Figure 1.1 Job satisfactions rating of Vietnamese employee w n lo Figure 1.2 Vietnam job changing reason pyramid ad ju y th Figure 2.1: Schematic diagram of the conceptual framework 40 yi Figure 3.1 Research process diagram 43 pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 87    t to Quỳnh, Trần Thị Ngọc (2008), Đánh giá mức độ hài lòng người lao động ng hi công việc doanh nghiệp dệt may đại bàn TP Hồ Chí Minh, Luận văn ep thạc sĩ kinh tế, Khoa Quản Trị Kinh doanh, Đại học Kinh tế TPHCM Remus, I and Timothy, A.Z (2004), An experience-sampling measure of job w n satisfaction and its relationships with affectivity, mood at work, job beliefs, and lo ad general job satisfaction, European Journal Of Work And Organizational ju y th Psychology, Vol 13(3), 367-389 yi Robert, W.T (2010), Validity and Reliability of Quantitative, Published in the Journal pl of Neurotherapy, 14, 122-152 al ua Ronald, A.C., Michael, D.H and Keith, C.J (2009), The Effects of Leadership Style n on Hotel Employees' Commitment to Service Quality, Cornell Hospitality va n Quarterly, Vol 50(2), 209-231 fu ll Rukmani, K., Ramesh, M and Jayarkrishnan, J (2010), Effect of Leadership Styles on m oi Organizational Effectiveness, European Journal of Social Science, Vol 15(3), at nh 365-370 z Thọ, Nguyễn Đình (2011), Phương pháp nghiên cứu khoa học kinh doanh, z vb TPHCM: NXB Lao động - Xã hội ht Trung, N.T (2009), Measuring customer-based brand equity of english training jm centers: evidence in Hochiminh city, Master Thesis, University of Economics k gm HoChiMinh City l.c Van, D.T.T (2011), Service quality and customer satisfaction in the retail banking om sector in Vietnam, at http://dinhthithanhvan.blogspot.com/ on 09/05/2011 a Lu Vincent, F.F (2009), Supervisor accessibility and subordinate role clarity, Journal of (2007), Concepts of Leadership, y te re http://www.nwlink.com/~donclark/leader/leadcon.html on 05/09/2011 at n B va Warren, n Applied Communication Research, Vol 10(2), 133-147 88    t to Wei, L., David, P.L., Riki, T and Henry, P.S.J (2003), Matching leadership styles with ng hi employment modes: strategic human resource management perspective, Human ep Resource Management Review, 13, 127-152 Whitaker, B and McKinney, J (2009), Role Clarity, Social Skills and the Feedback w n Seeking/Job Satisfaction Link, International Journal of Organisational lo ad Behaviour, Vol 14(1), 54-68 (2011), Leadership, at http://en.wikipedia.org/wiki/Leadership on ju y th Wikipedia yi 09/05/2011 pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 89    t to ng hi APPENDIX Interview Form – Vietnamese version ep Nghiên cứu mối liên hệ phong cách lãnh đạo, rõ ràng nội dung công w viêc hài lịng cơng việc n lo ad Nghiên cứu nhằm mục đích tìm hiểu đánh giá Anh/Chị mối liên hệ y th phong cách lãnh đạo, rõ ràng nội dung cơng việc hài lịng công ju yi việc Xin lưu ý khơng có trả lời hay sai Các trả lời Anh/Chị pl có giá trị nghiên cứu với n ua al n va Họ tên người trả lời: 21-30 Học Vấn: Trung Học 31-40 Cao Đẳng 5-7 năm 8-10 năm ht vb k jm l.c gm Chức vụ: 2-4 năm z Đơn vị công tác: Trên Đại Học z Trên 11 năm Đại Học Trên 50 at Số năm kinh nghiệm làm việc: Dưới năm 41-50 nh Dưới 20 oi Tuổi: m Nữ ll Nam fu Giới Tính: y te re Có khuynh hướng đồng ý n Trung hịa va Có khuynh hướng phản đối n Phản đối a Lu Hoàn toàn phản đối om Xin cho biết mức độ đồng ý Anh/Chị phát biểu theo qui ước: 90    t to Đồng ý ng hi Hoàn toàn đồng ý ep Lưu ý câu hỏi đây, người quản lý người quản lý trực tiếp w n Anh/Chị lo ad 1.Hoàn toàn phản đối -> 7.Hoàn toàn y th đồng ý ju Người quản lý ln nói rõ cho Anh/Chị biết họ mong muốn yi họ anh chị pl n ua đồng tổ chức al Người quản lý ln u cầu Anh/Chị sử dụng qui trình chung, 7 7 7 7 7 va Người quản lý cố áp đặt ý kiến họ xuống Anh/Chị n Người quản lý muốn Anh/Chị hiểu rõ quan điểm, thái độ ll fu họ m nh chức Anh/Chị hiểu rõ oi Người quản lý ln muốn vai trị họ tổ at Người quản lý định rõ tiêu chuẩn công việc cho Anh/Chị z ht 1 2 om 7 l.c lòng với định Người quản lý thường định với tham khảo í kiến gm Người quản lý khuyến khích Anh/Chị nói không hài k định quan trọng jm Người quản lý khuyến khích Anh/Chị tham gia vb nội quy tổ chức z Người quản lý yêu cầu Anh/Chị thực qui định, Anh/Chị y te re công việc n Người quản lý cho phép Anh/Chị tự việc thực va dự Anh/Chị n a Lu Người quản lý thường định quan trọng với tham 91    t to ng 7 7 7 7 7 vb Người quản lý cho phép Anh/Chị sử dụng ý kiến để 7 7 giải vấn đề hi ep Người quản lý khuyến khích sáng kiến Anh/Chị Người quản lý cho phép Anh/Chị làm việc theo cách mà w n Anh/Chị thấy tốt lo Người quản lý để Anh/Chị tự quản lý công việc giao công ad việc y th Người quản lý cho phép Anh/Chị sử dụng sáng kiến riêng ju yi mức độ cao pl Người quản lý tin tưởng định Anh/Chị al n ràng ua Nghĩa vụ trách nhiệm Anh/Chị công việc rõ va n Mục tiêu, mục đích cơng việc Anh/Chị rõ ràng ll fu Công việc Anh/Chị liên quan rõ ràng với mục tiêu chung oi m phận Anh/Chị làm việc nh Kết mong đợi công việc Anh/Chị rõ ràng at Phân bổ thời gian công việc giao Anh/Chị z Nếu định lại, Anh/Chị chọn công việc z hợp lí k jm Chính sách, chế độ đãi ngộ nơi Anh/Chị làm nói chung ht a Lu Công việc công việc lý tưởng Anh/Chị n đầu om l.c Công việc giống Anh/Chị mong muốn bắt Anh/Chị có hội thăng tiến công ty gm tốt n va y te re Xin chân thành cảm ơn giúp đỡ quý Anh/Chị! 92    t to ng APPENDIX Interview Form – English version hi ep Research on relationship among leadership styles, role clarity and employee job satisfaction w n lo ad This research aims to analyze your assessments on the relationship among leadership y th styles, role clarity and employee job satisfaction Please be noted that there are no right ju or wrong questions All your feedbacks are valid to this research yi pl ua al Name: Education: High School Above 50 Post Graduate 5-7 years Above 11 years at z z ht vb Position: 2-4 years nh Current Company: Graduate oi 8-10 years Colleges 41-50 m Under year 31-40 ll Working Experience: 21-30 fu Under 20 n Age: Nữ va Nam n Gender: jm k Consider each statement and mark the answer that indicates the extent to which you n va y te re Agree n Slightly Agree a Lu Neutral om Slightly Disagree l.c Disagree Strongly Disagree gm agree with the statement: 93    t to Strongly Agree ng hi ep Please be noted that manager in below questions implies your line manager 1.Strongly Disagree-> 7.Strongly Agree w n My manager lets employees know what his expectation is lo ad My manager encourages the use of uniform procedures y th My manager tries out his ideas on employees ju yi My manager makes his attitude clear to employees pl My manager makes sure that his role in the organization is ua al understood by employees n My manager maintain definite standards of performance va n My manager ask employees follow the standard rules and 7 7 7 7 7 7 ll fu regulations important decision oi m My manager encourages employees to participate in nh z disagree with a decision at My manager encourages employees to speak out when they z om gm My manager allows employees complete freedom in their k employees jm My manager make important decision with involving ht opinions vb My manager often make decisions with asking employees for 6 7 My manager permits employees to use their own judgment in l.c work y te re My manager assigns tasks, then let employees handle them n best va My manager lets employees their work the way they think n My manager encourages initiative in employees a Lu solving problems 94    t to ng hi ep My manager trusts employees to exercise good judgment My duties and responsibilities 7 7 7 General organization’s job policies is good I have opportunities for advancement with organization 7 My manager allows employees a high degree of initiative w The goal and objectives of my job n lo How my work relates to the overall objectives of my work ad unit y th The expected results of my work ju yi How to divide my time among the tasks required of my job pl n ua have now al If I had to decide all over again, I would still choose the job I n va ll fu oi m This job is my ideal job This is just like the job I wanted when I started this job at nh z z Thank you for your participation! ht vb k jm om l.c gm n a Lu n va y te re 95    t to ng APPENDIX Results of reliability with Cronbach’s alpha hi ep Directive leadership style – Original running w Cronbach's Alpha N of Items n lo 771 ad Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item y th Deleted yi Deleted 16.92 pl DL2 ju DL1 17.07 al 15.34 DL4 17.12 DL5 16.99 DL6 16.70 DL7 17.48 n ua DL3 Correlation Deleted n va 430 755 24.818 635 712 28.737 213 812 27.609 531 738 23.602 737 689 24.063 663 705 343 780 ll fu 28.232 m oi 29.081 at nh z Directive leadership style – Adjusted running z vb N of Items ht Cronbach's Alpha jm 832 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item Correlation Deleted l.c Deleted gm Deleted k Scale Mean if Item 10.53 17.398 506 DL2 10.68 15.161 659 DL4 10.73 17.060 600 DL5 10.60 14.742 700 778 DL6 10.31 14.443 701 778 om DL1 831 a Lu 791 809 n n va y te re 96    t to Participative leadership style – Original running ng hi ep Cronbach's Alpha N of Items 945 w n Scale Mean if Item ju yi Deleted Correlation Deleted 15.21 16.678 712 982 14.71 15.843 838 906 14.98 16.386 823 912 15.994 828 910 pl 14.73 n ua al PL4 y th PL3 ad PL2 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item Deleted lo PL1 n va Empowering leadership style – Original running fu N of Items ll Cronbach's Alpha m oi 877 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item at Deleted Correlation Deleted z Deleted nh Scale Mean if Item 32.06 30.547 EL3 31.78 30.559 EL4 32.05 EL5 741 847 802 840 jm EL2 ht 30.164 vb 31.97 z EL1 854 32.639 569 871 31.81 31.599 770 EL6 32.20 31.012 708 EL7 32.57 36.451 347 k 696 gm om l.c 846 852 n a Lu 895 n va y te re 97    t to Empowering leadership style – Adjusted running ng hi ep Cronbach's Alpha N of Items 895 w n Scale Mean if Item ju yi Deleted Correlation Deleted 27.14 24.993 748 871 27.23 25.153 831 859 26.94 25.656 676 883 27.226 576 894 26.403 769 869 25.653 725 875 pl 27.21 ua al EL4 y th EL3 ad EL2 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item Deleted lo EL1 26.97 EL6 27.36 n EL5 n va ll fu oi m Role clarity – Original running N of Items at nh Cronbach's Alpha z 756 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item vb Deleted Correlation Deleted ht Deleted z Scale Mean if Item 272 786 8.778 634 669 RC3 21.65 11.093 549 RC4 22.02 8.568 628 RC5 22.50 10.342 568 710 om l.c 21.92 RC2 gm 12.598 k 21.42 jm RC1 673 n a Lu 698 n va y te re 98    t to Role clarity – Adjusted running ng hi ep Cronbach's Alpha N of Items 786 w n Scale Mean if Item ju yi Deleted Correlation Deleted 15.97 7.010 595 736 15.69 9.122 500 780 16.07 6.336 684 686 7.897 635 717 pl 16.54 n ua al RC5 y th RC4 ad RC3 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item Deleted lo RC2 n va Employee job satisfaction – Original running fu N of Items ll Cronbach's Alpha m oi 814 Scale Variance if Item Corrected Item-Total Cronbach's Alpha if Item at Deleted Correlation Deleted z Deleted nh Scale Mean if Item 17.42 20.040 JS3 17.67 19.280 JS4 17.94 JS5 17.49 375 853 522 804 jm JS2 ht 21.294 vb 17.08 z JS1 731 18.456 709 745 19.751 720 k 785 gm om l.c 748 n a Lu n va y te re 99    t to Employee job satisfaction – Adjusted running ng hi ep Cronbach's Alpha N of Items 853 w n Scale Mean if Item lo yi Deleted Cronbach's Alpha if Item Correlation Deleted 12.60 12.956 547 882 12.85 12.785 772 786 13.12 11.564 763 783 12.67 12.949 735 799 pl n ua al JS5 ju JS4 Deleted y th JS3 ad JS2 Scale Variance if Item Corrected Item-Total n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 100    t to ng APPENDIX Results of validity with Exploratory Factor Analysis hi ep KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling w 626 n Adequacy lo Approx Chi-Square Sphericity df 253 Sig .000 ad Bartlett's Test of 4052.335 ju y th yi pl al n ua Total Variance Explained Rotation Sums of Squared Loadings Total % of Variance Cumulative % Total 17.812 17.812 51.471 3.734 16.235 34.047 2.030 8.825 60.296 3.308 14.383 48.430 1.667 7.249 67.544 2.916 12.680 61.109 1.432 6.227 73.771 2.912 12.662 73.771 935 4.067 77.838 748 3.251 81.089 643 2.798 83.887 588 2.558 86.445 10 528 2.295 88.740 11 476 2.068 90.808 12 412 1.791 92.599 13 338 1.470 94.069 14 329 1.432 95.501 z 17.646 z 4.059 % of Variance Cumulative % 4.097 at 33.824 nh 33.824 oi 7.780 m ll fu Component n va Initial Eigenvalues ht vb k jm om l.c gm n a Lu n va y te re 101    t to ng hi ep 301 1.307 96.809 16 207 899 97.707 17 135 585 98.293 122 531 98.824 115 499 99.323 077 334 99.657 045 194 99.851 028 124 99.975 025 100.000 15 18 w n 19 ju yi 006 pl 23 y th 22 ad 21 lo 20 n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re