(Luận văn) psychological empowerment and job satisfaction, a comparison of manufacturing and services industry in vietnam

UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n Truong Ngoc Anh Thu lo ad ju y th yi pl ua al n PSYCHOLOGICAL EMPOWERMENT n va ll fu AND JOB SATISFACTION: A m oi COMPARISON OF MANUFACTURING at nh z AND SERVICES INDUSTRY IN z ht vb k jm VIETNAM om l.c gm MASTER OF BUSINESS (Honours) n a Lu n va y te re Ho Chi Minh City- Year 2015 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n Truong Ngoc Anh Thu lo ad y th ju ID: 22120075 yi pl ua al n PSYCHOLOGICAL EMPOWERMENT n va ll fu AND JOB SATISFACTION: A m oi COMPARISON OF MANUFACTURING at nh z AND SERVICES INDUSTRY IN z ht vb k jm VIETNAM om n a Lu SUPERVISOR: Dr Tran Phuong Thao l.c gm MASTER OF BUSINESS (Honours) n va y te re Ho Chi Minh City- Year 2015 ABSTRACT In this research, we can have a deep insight of overall findings for the relationship t to between four dimensions of psychological empowerment and the employee’s job ng satisfaction In particular, that relationship was put into the comparison in two hi ep industries service and manufacturing To examine the research model, the survey questionnaires were used to circulate to employees in service companies and w n manufacturing companies in Ho Chi Minh City through mail survey with the sample lo ad size of 200 respondents This study used the SPSS Statistic to analyze the data by y th using reliability analysis, exploratory factor analysis and multiple linear regression ju yi analysis pl ua al Some findings in this study indicated that the degree of job satisfaction may differ n from service to manufacturing but all the factors of psychological empowerment va impact on it And among these factors, the empowerment self-determination impacts n ll fu the most and the empowerment competence has less impact than the others, the oi m impact of four dimensions of psychological empowerment on the employees’ job nh satisfaction in service industry and manufacturing industry are not the same In at service industry, the empowerment meaning affects on employees’ job satisfaction z z stronger than in manufacturing industry The empowerment competence and vb ht empowerment impact in this case the stronger one belongs to service industry, and in jm manufacturing industry they impact slightly to employees’ job satisfaction k gm This study also points out some implications for management to improve om l.c employees’ capability, productivity in their work, which can contribute to development of the company a Lu n Keywords: psychological empowerment, empowerment meaning, empowerment self- determination, empowerment impact, job n empowerment va competence, te re satisfaction, service, manufacturing y i ACKNOWLEDGEMENTS This research could not finish if there are not help, encouragement and supports t to during long time from many people who are gratefully acknowledged here ng hi ep First of all, I would like to express my deepest gratitude to my supervisor, Dr Tran Phuong Thao, for her clear guidance, advices and correction for my thesis Her w support during the time of thesis motivated me, gave me valuable suggestions as well n lo as good criticism to complete my Master’s thesis ad y th Secondly, I would like to thank all the ISB Research Committee, the lecturers, and ju yi the staff at International School of Business during all process of my course pl ua al Thirdly, I would like to express my special thanks to my family and friends who n provided continuously support, encouragement in my life n va ll fu Finally, I would like to say thank you to those who participated in this study oi m Ho Chi Minh City, June 6, 2015 nh at TRUONG NGOC ANH THU z z ht vb k jm om l.c gm n a Lu n va y te re ii TABLE OF CONTENT t to ABSTRACT i ng ACKNOWLEDGEMENTS ii hi ep CHAPTER 1: INTRODUCTION 1.1 Background of the study w n 1.2 Research problem lo ad 1.3 Research objective and questions y th 1.4 Scope of the research ju 1.5 Significances of the research yi pl 1.6 Structure of the research ua al CHAPTER 2: LITERATURE REVIEW, HYPOTHESIS AND RESEARCH MODEL n 2.1 Theoretical foundations va n Models of Employee Involvement fu ll Models of Empowerment oi m Theory of Motivator – Hygiene at nh 2.2 Overview on psychological empowerment and job satisfaction 2.2.1 Psychological empowerment z z ht vb 2.2.2 Job satisfaction 11 jm 2.3 Hypothesis development 12 k 2.3.1 Empowerment meaning and job satisfaction 12 gm l.c 2.3.2 Empowerment competence and job satisfaction 12 2.3.3 Empowerment self-determination and job satisfaction 13 om 2.3.4 Empowerment impact and job satisfaction 14 a Lu 2.4 Research model 14 n n va 2.5 Chapter summary 15 3.1 Research process 16 y te re CHAPTER 3: RESEARCH METHODOLOGY 16 3.2 Research design 17 3.2.1 Questionnaire design 17 iii 3.2.2 Measurement scale 18 3.3 Pilot test 21 t to 3.4 Main survey 22 ng 3.5 Chapter summary 25 hi CHAPTER 4: EMPIRICAL RESULTS AND DISCUSSIONS 26 ep 4.1 Preliminaries of data analysis 26 w 4.2 Reliability analysis 27 n lo 4.3 Exploratory Factor Analysis 29 ad 4.4 Correlation analysis 31 y th ju 4.5 Multiple Linear Regression Analysis 32 yi 4.6 Chapter summary 43 pl n ua al CHAPTER 5: CONCLUSION, IMPLICATIONS AND DIRECTIONS FOR FURTHER STUDIES 44 va 5.1 Key findings of the thesis 44 n 5.2 Implications 48 fu ll 5.3 Limitation and directions for further studies 50 m oi REFERENCES 51 nh at APPENDIX A 58 z APPENDIX B 61 z ht vb APPENDIX C 64 k jm APPENDIX D 66 om l.c gm n a Lu n va y te re iv LIST OF FIGURES t to Figure 1: Conceptual framework of the study 14 ng Figure 3.1: Research process 17 hi Figure C 1: The Histogram 64 ep Figure C 2: The Normal P-P Plot of Regression Standardized Residual 64 w Figure C 3: Scatterplot 65 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 v LIST OF TABLES Table : Summary of employees’ profile 27 t to Table 2: Cronbach’s Alpha 28 ng Table 3: KMO and Barlett’s test 29 hi ep Table 4: Total Variance Explained 29 Table 5: Rotated Component Matrix 30 w n Table 6: Correlations 31 lo ad Table 7: Model Summary 33 y th Table 8: ANOVA 34 ju yi Table 9: Coefficients 34 pl Table 10: Model Summary 35 al n ua Table 11: Model Summary 36 va Table 12: ANOVA 36 n Table 13: Coefficients 36 fu ll Table 14: Model Summary 38 m oi Table 15: ANOVA 38 nh at Table 16: Coefficients 39 z Table 17: Model Summary 39 z ht vb Table 18: Coefficients 40 k jm om l.c gm n a Lu n va y te re vi CHAPTER 1: INTRODUCTION This research studies factors of psychological empowerment which impacts on job t to satisfaction of employees in two industries, namely service and manufacturing This ng hi chapter provides an overview of research including research background, research ep problem, research objectives, scope of study, and significance of the study In this w chapter, an overall structure of the research is also suggested n lo Background of the study ad 1.1 y th ju Nowadays, in an evolving environment, organizations are working under In order to survive in such a tough environment, yi highly competitive context pl ua al organizations try to seek out their competitive advantages The most critical challenges they have to face are the need to increase productivity, enhance n n va organizational capabilities, expand into global markets, develop and implement new ll fu technologies…, etc (Burke and Cooper, 2005) oi m Employee is regarded as a back bone of an organization that performs critical tasks for the survival of the organization With the needs of changing for the growing nh at nowadays, organizations have forced not only to develop the quality of product of z z service but also the organization capabilities, especially their employee through their vb performance However, the impact of human resources on operational systems has ht k jm often been overlooked (Boudreau et al 2003) An empowered and committed gm workforce is generally claimed to be essential for the effective functioning of l.c modern organizations (Bowen et al, 1992; Sparrowe, 1995; Kirkman et al, 1999) om In organizations, empowerment means delegating responsibilities to a Lu employees with complete confidence and trust so as to assume a more active and responsible role This strengthens their sense of effectiveness as well as by sharing n n va power, information and the responsibility to manage their own work as much as perspectives Some approach by individual to proactive work orientation by increasing employee’s performance and some can be viewed as managerial practices y There is a broad context of empowerment in many dimensions as well as te re possible to improve employee autonomy and responsibility Researchers such as Burke (1986) and Kanter (1977) have also defined empowerment in terms of job structure t to the transfer of power or authority or job support structures such as the sharing of ng resources and information (Blau and Alba, 1982; Hardy and Leiba O’Sullivan, hi 1998) In these studies, empowerment is viewed from the perspective of the leader’s ep role in empowering employees Many others studies view empowerment as w individual task motivation (Conger and Kanungo, 1988; Thomas and Velthouse, n lo 1990) or motivation from person and environment fit relationship (Zimmerman, ad y th 1990) while Randolph (1995) asserts that employee empowerment is a transfer of ju power from the employer to the employees yi Most of the literature which reviewed many perspective of empowerment pl ua al concludes that an empowered workforce will lead their organization to achieve a n competitive advantage Employee empowerment increases productivity by va increasing employee pride, self- respect and self- worth In recent studies, one of the n ll fu dominant classifications of employee empowerment accepted by many researchers is oi m given by Spreitzer (1995) The author defines psychological empowerment as “the nh intrinsic motivation manifested in meaning, competence, self-determination, and at impact, in which an employee feels able to shape his role in work and context” The z z concept is employed in a number of studies such as Avolio et al (2004), Corsun et ht vb al (1999), Carless (2004) and Jha et al (2008) k jm According to Hofstede and Bond (1984), “power distance is defined as the gm extent in which less powerful members of organization accept that power is l.c distributed unequally” In Vietnam, power distance is influenced by the om Confucianism, in which the ordering relationships are in the hierarchical fashion and a Lu the behaviors in society are based on these orders, Gudykunst (2000) Taking more n responsibility and authority always goes along with additional benefits in Vietnam va Vietnamese are quite indecisive in delegating power Being a social republic state n supervision, fear of disagreement with supervisors, lack of trust among co-workers, y distributed equally and regarded as the basic fact in society In organizations, close te re and high power distance, Vietnam is the country in which the power is not McCaig, B., & Pavcnik, N (2013) Moving out of agriculture: structural change in Vietnam (No w19616) National Bureau of Economic Research t to Menon, S T (1999) Psychological empowerment: Definition, measurement, and ng validation Canadian Journal of Behavioural Science/Revue canadienne des sciences du hi ep comportement, 31(3), 161 Retrieved from http://search.proquest.com/docview/ 220524373?accountid=63189 w n lo Misener, T R., Haddock, K S., Gleaton, J U., & Ajamieh, A R A (1996) Toward an ad international measure of job satisfaction Nursing Research, 45(2), 87-91 y th ju Mowday, R T (1991) Equity theory predictions of behavior in organizations.Motivation and yi work behavior, 5, 111-131 pl al n ua Newstrom, J.W & Davies, W.J.K (1993) Human behavior at work McGraw-Hill n va Pallant, J (2001) SPSS Survival Manual: A Step by Step Guide to Data Analysis Using SPSS for oi m University Press ll fu WIndows (versions 10 and 11): SPSS Student Version 11.0 for Windows Open at nh Parker, L E., & Price, R H (1994) Empowered managers and empowered workers: The effects of managerial support and managerial perceived control on workers' sense of control z z over decision making Human Relations, 47(8), 911-928 ht vb jm Randolph, W A (1995) Navigating the journey to empowerment Organizational k dynamics, 23(4), 19-32 gm l.c Ripley, R E., & Ripley, M J (1992) Empowerment, the cornerstone of quality: empowering om management in innovative organizations in the 1990s.Management Decision, 30(4) a Lu Robbins, S P., & Judge, T A (2007) Organizational Behavior, 12th ed Upper Saddle River, n NJ: Pearson Education Inc y te re Method Academy of Management Review, 1(3), 75-86 n va Sashkin, M (1976) Changing Toward Participative Management Approaches: A Model and Shaw, J D., Delery, J E., Jenkins, G D., & Gupta, N (1998) An organization-level analysis of voluntary and involuntary turnover Academy of Management Journal, 41(5), 511-525 55 Siddiqui, A., & Saba, I (2013) Determining the Job Satisfaction Level of the Academic Staff at Tertiary Academic Institutes of Pakistan Business and Management, 5(3) Retrieved from http://search.proquest.com/docview/1511381953?accountid=63189 t to ng Smith, P.C., Kendall, L.M & Hulin, C.L (1975) The Measurement of Satisfaction in Work and hi ep Retirement Rand McNally, Chicago w Sparrowe, R T (1995) The effects of organizational culture and Leader-Member Exchange on n employee empowerment in the hospitality industry Hospitality Research lo ad Journal, 18(3/1), 95-109 y th ju Spreitzer, G M (1995) Psychological empowerment in the workplace: Dimensions, yi measurement, and validation Academy of management Journal,38(5), 1442-1465 pl M (1996) ua G al Spreitzer, Social structural characteristics of psychological n empowerment Academy of management journal, 39(2), 483-504 n va fu Spreitzer, G M., Kizilos, M A., & Nason, S W (1997) A dimensional analysis of the ll relationship between psychological empowerment and effectiveness satisfaction, and m oi strain Journal of management, 23(5), 679-704 nh at Spreitzer, G M., De Janasz, S C., & Quinn, R E (1999) Empowered to lead: The role of z z psychological empowerment in leadership Journal of Organizational Behavior, 20(4), vb 511-526 ht jm k Susman, G I (1976) Autonomy at work: A sociotechnical analysis of participative gm management Praeger Publishers l.c Thang, L C., Rowley, C., Quang, T., & Warner, M (2007) To what extent can management om practices be transferred between countries? The case of human resource management in n a Lu Vietnam Journal of World Business, 42(1), 113-127 va Thomas, K W., & Tymon, W G (1994) Does empowerment always work: Understanding the n y 6: 39-54 te re role of intrinsic motivation and personal interpretation Journal of Management Systems, 56 Thomas, K W., & Velthouse, B A (1990) Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation Academy of management review, 15(4), 666-681 t to ng Tsui, A.S., Pearce, J.L., Porter, L.W & Tripoli, A.M (1997) Alternative approaches to the hi ep employee- organization relationship: does investment in employees pay off? Academy of Management Journal , 40(5), 1089-1121 w n Wagner, J A (1995) On beating dead horses, reconsidering reconsiderations, and ending lo ad disputes: Further thoughts about a recent study of research on participation The ju y th Academy of Management Review yi Wollack, S., Goodale, J G., Wijting, J P., & Smith, P C (1971) Development of the survey of pl ua al work values Journal of Applied Psychology, 55(4), 331 n Zimmerman, M A (1990) Taking aim on empowerment research: On the distinction between psychological American Journal of Community ll fu Psychology, 18(1), 169-177 conceptions n and va individual oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 57 APPENDIX A QUESTIONNAIRES t to Dear Respondents, ng hi My name is Truong Ngoc Anh Thu I am student of MBUS Master program at Business- ep International School of Business- University of Economics- HCMC I am on processing of my w n thesis with the topic “Psychological empowerment and job satisfaction: A comparison of lo ad manufacturing and services industry in Vietnam” I am looking forward to receiving your y th ju unprejudiced opinions through the following questionnaires There are not right or wrong answers yi pl Every answer is meaningful to me to complete this study You can feel secure that your information al n ua and answers will be kept secret and only collected for studying purpose If you have any question ll fu number: 0906 260 402 n va related to my thesis, please contact with me via email: thutruongngocanh@gmail.com or phone oi m Thank you for your contributions! at nh A Personal information z z Gender vb ht Male jm Female k 26 – 35 36 – 45 46 – 55 Over 55 om l.c 18 – 25 gm Age Education level Master PhD degree Others n va Bachelor n Lower education a Lu High school te re What are your average years at company? y – 0.5 years 0.5 - year - years - years - 10 years Over 10 years 58 Which organizational role you work as? t to ng Staff Professional Director Others Manager hi ep Which industry does your company belong to? Service w Manufacturing n lo ad y th B Multiple questions for studying the psychological empowerment and job satisfaction ju yi Please give your own opinion of the following statements by checking the pl appropriate number that is most fit to your level of agreement n ua al Strongly disagree va n Disagree fu ll Neutral oi m Agree at nh Strongly agree z z Neutral Agree Strongly agree Disagree Strongly disagree l.c gm k jm Item ht vb No om Empowerment meaning The work I is very important to me The work I is meaningful to me My job activities are not very meaningful to me n a Lu n va te re personally y I Empowerment competence I not have enough confidence in my ability to my job 59 agree Strongly Agree ng Neutral t to Disagree Item disagree Strongly No hi ep I am self- assured about my capabilities to w I have mastered the skills necessary for my job n perform my work activities lo ad II Empowerment Self- determination y th I not have enough autonomy in determining ju how I my job yi I can decide on my own how to go about doing pl I have considerable opportunity for n ua al my work va independence and freedom in how I my job n ll fu III Empowerment impact My impact on what happens in my department is I have a great deal of control over what happens at 11 nh large oi m 10 z I have a significant influence over what happens ht jm in my department k IV Job satisfaction I would recommend this company to a friend if I feel personal satisfaction when I my job I am proud to tell people that I am part of this va n company This is the best organization for me to work for y te re 16 n 15 a Lu well om l.c he/she were looking for a job 14 gm 13 vb 12 z in my department 60 APPENDIX B QUESTIONNAIRES Kính gửi Anh/Chị, t to ng Tơi tên Trương Ngọc Anh Thư, học viên chương trình Thạc Sỹ Kinh Tế MBUS Viện Đào Tạo hi ep Quốc Tế- Trường Đại Học Kinh Tế TP.HCM Tôi trình thực luận văn với đề tài “Sự trao quyền theo yếu tố tâm lý hài lịng cơng việc nhân viên: so sánh w n lo ngành sản xuất dịch vụ công ty Việt Nam” Rất mong nhận ý kiến đánh giá ad y th khách quan Anh/Chị thông qua bảng câu hỏi khảo sát Khơng có câu trả lời ju hay sai Mỗi câu trả lời Anh/Chị có ý nghĩa quan trọng với tơi việc hồn thành đề tài yi pl nghiên cứu Các Anh/Chị yên tâm thông tin Anh/Chị câu trả lời al n ua giữ bí mật tổng hợp phục vụ cho mục đích nghiên cứu Nếu anh/chị có n va câu hỏi liên quan đến đề tài tôi, xin vui lịng liên hệ với tơi qua địa email: ll fu thutruongngocanh@gmail.com số điện thoại: 0906 260 402 m oi Xin chân thành cám ơn đóng góp Anh/Chị at nh Phần A: Thơng tin cá nhân z z Giới tính vb ht Nam jm Nữ 36 – 45 46 – 55 Trên 55 om l.c 26 – 35 gm 18 – 25 k Độ tuổi Trình độ học vấn Thạc sĩ Tiến sĩ Khác n va Cử nhân n Trung Cấp/ Cao đẳng a Lu PTTH - 0.5 năm 0.5 - năm - năm - năm - 10 năm Trên 10 năm 61 y te re Khoảng thời gian anh/chị làm việc cơng ty bao lâu? Vị trí cơng việc anh/chị? Nhân viên Chuyên viên Giám đốc Khác Quản lý t to ng hi Ngành nghề công ty anh/chị làm việc? ep Dịch vụ Sản xuất w n lo Phần B: Các câu hỏi liên quan đến việc xác định trao quyền theo yếu tố tâm lý hài ad lòng cơng việc y th Anh/ Chị vui lịng cho biết ý kiến cá nhân phát biểu sau cách chọn số ju yi tương ứng với mức độ đồng ý Anh/ Chị: pl Hồn tồn khơng đồng ý al n ua Khơng đồng ý Khơng có ý kiến va n Đồng ý fu ll Hoàn toàn đồng ý Hoàn tồn khơng đồng ý Khơng đồng ý Trung lập Đồng ý Hoàn toàn đồng ý ht at z z Nội dung phát biểu Công việc làm có ý nghĩa tơi Các hoạt động cơng việc tơi chẳng có ý n nghĩa a Lu om Công việc làm quan trọng l.c gm công việc 62 y công việc te re Tôi không đủ tự tin khả việc thực n thân cơng việc va V Nhóm phát biểu liên quan đến mức độ lực k Nhóm phát biểu liên quan đến mức độ ý nghĩa jm nh vb oi m STT hi ep đồng ý Hoàn toàn Đồng ý ng Trung lập t to Không đồng ý Nội dung phát biểu khơng đồng ý Hồn tồn STT Tơi tự tin có khả thi hành hoạt động liên quan đến công việc w Tôi nắm vững kỹ cần thiết công việc n lo ad y th VI Nhóm phát biểu liên quan đến mức độ tự định/ tự ju chủ cơng việc Tơi khơng có đủ quyền tự ý chí để định yi pl Tơi tự định cơng việc thực Tơi có tự độc lập đáng kể cơng việc n ll fu va n ua al cơng việc m oi VII Nhóm phát biểu liên quan đến mức độ ảnh hưởng at Ảnh hưởng tơi hoạt động phận z 10 nh cơng việc z 12 Tơi có ảnh hưởng đáng kể hoạt động phát sinh Tơi thật càm thấy hài lịng làm tốt công việc n công ty 16 Đối với tôi, công ty tốt để làm việc 63 y Tơi tự hào nói với người tơi thành viên te re 15 va 14 n tìm việc làm a Lu Tơi giới thiệu cơng ty cho bạn tơi người om 13 l.c cơng việc Nhóm phát biểu liên quan đến mức độ hài lòng gm phận k Tơi kiểm sốt chặt chẽ hoạt động phận jm 11 ht vb lớn APPENDIX C t to ng hi ep w n lo ad ju y th yi pl n ua al va n Figure C 1: The Histogram ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Figure C 2: The Normal P-P Plot of Regression Standardized Residual 64 t to ng hi ep w n lo ad ju y th yi pl n ua al n va Figure C 3: Scatterplot ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 65 APPENDIX D Table 3.1: Summary of employees’ profile ng Items Scale Gender hi ep Age w n lo ad Education level ju y th yi pl Average Years at Percent Female 11 55.0 Male 45.0 18 – 25 11 55.0 26 – 35 40.0 36 – 45 5.0 Bachelor 15 75.0 Lower education 20.0 Master 5.0 10.0 15.0 - years 40.0 35.0 5.0 25.0 14 70.0 al - 0.5 years n company ua Frequency va t to No 0.5 - years n ll fu Manager at Professional nh Organizational role oi m - years z Manufacturing 45.0 11 55.0 ht Industries vb z Staff k jm Service om l.c gm n a Lu n va y te re 66 Table 3.2: Cronbach’s Alpha Item-Total Statistics t to ng hi ep Variable Scale Scale Mean if Variance Item if Item Deleted Deleted Reliability Statistics Corrected Cronbach's Item-Total Correlation Alpha if Cronbach's N of Item Alpha Items 804 861 819 858 Deleted w n Empowerment meaning lo 7.55 3.839 616 768 7.45 3.629 711 673 3.411 634 756 ju EM3 y th EM2 ad EM1 7.40 yi pl Empowerment competence EC3 8.60 787 2.345 789 781 698 841 3.305 n 8.35 780 va EC2 3.397 n 8.35 ua al EC1 ll fu Empowerment Self- determination 7.00 2.842 ESD3 6.90 2.937 782 697 726 679 746 at ESD2 643 nh 2.853 oi 7.30 m ESD1 z z Empowerment impact EI2 6.40 3.095 727 EI3 6.40 3.516 875 881 833 674 k 645 jm 4.432 ht 6.30 vb EI1 gm 698 JS2 10.80 11.011 364 892 JS3 11.00 7.789 761 738 JS4 11.70 8.326 723 759 830 n va 833 n 6.379 a Lu 11.80 om JS1 l.c Job satisfaction y te re 67 Table 3.3: KMO and Barlett’s test 672 Approx Chi-Square 125.246 t to Kaiser-Meyer-Olkin Measure of Sampling Adequacy ng hi Bartlett's Test of Sphericity Df 66 ep Sig .000 w n lo Table 3.4: Total Variance Explained ad Extraction Sums of Squared Rotation Sums of Squared Loadings Loadings % of Cumulativ Variance e% yi Total ju y th pl Total al Component Initial Eigenvalues 4.499 37.489 2.414 20.117 1.813 15.111 72.716 1.008 8.401 81.118 614 5.114 86.232 522 4.348 90.580 355 2.962 93.542 236 1.966 95.508 186 1.553 97.062 10 162 1.348 98.409 11 106 881 99.290 12 085 710 100.000 % of Cumulativ Variance e% Total % of Cumulativ Variance e% 4.499 37.489 37.489 2.653 22.105 22.105 57.605 2.414 20.117 57.605 2.467 20.562 42.667 1.813 15.111 72.716 2.382 19.848 62.515 8.401 81.118 2.232 18.603 81.118 n ua 37.489 n va fu 1.008 ll oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 68 Table 4.5: Rotated Component Matrix Component t to ng hi ep EM2 893 EM3 852 EM1 786 w n lo 863 EC1 860 EC3 824 ad EC2 y th 880 ju EI3 yi EI2 846 pl 705 ESD2 ua al EI1 881 n n 731 ll fu ESD1 868 va ESD3 oi m at nh z z vb Extraction Method: Principal Component Analysis ht Rotation Method: Varimax with Kaiser Normalization.a k jm a Rotation converged in iterations om l.c gm n a Lu n va y te re 69