(Luận văn) self management, psychological empowerment, self efficacy and job performance, a study on employees in the tourism and hospitality organizations in vietnam

t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY hi ep International School of Business w n lo ad ju y th yi Vo Hoang Bac pl n ua al n va ll fu SELF-MANAGEMENT, PSYCHOLOGICAL EMPOWERMENT, SELF-EFFICACY AND JOB PERFORMANCE A STUDY ON EMPLOYEES IN THE TOURISM AND HOSPITALITY ORGANIZATIONS IN VIETNAM oi m at nh z z k jm ht vb om l.c gm n a Lu MASTER OF BUSINESS (Honours) n va y te re th Ho Chi Minh City-Year 2015 t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY hi ep International School of Business w n lo ad ju y th yi pl n ua al Vo Hoang Bac va n SELF-MANAGEMENT, PSYCHOLOGICAL EMPOWERMENT, SELF-EFFICACY AND JOB PERFORMANCE A STUDY ON EMPLOYEES IN THE TOURISM AND HOSPITALITY ORGANIZATIONS IN VIETNAM ll fu oi m at nh z z k jm ht vb om l.c gm ID: 22130008 n a Lu n va MASTER OF BUSINESS (Honours) y te re SUPERVISOR: Dr Nguyen Thi Mai Trang th Ho Chi Minh City-Year 2015 t to ACKNOWLEDGEMENT ng Firstly, I would like to express my gratefulness to my supervisor Dr Nguyen Thi Mai hi ep Trang for her professional guidance, intensive support, valuable suggestions, instructions and w encouragement during the time of doing my research n lo ad I would like to express my deepest gratitude to Dr Tran Ha Minh Quan, Dr Nguyen ju y th Dinh Tho, Dr Nguyen TN Que, Dr Nguyen Dang Lam, and Dr Pham Phu Quoc for their yi valuable time as the members of the thesis examination committee Their comments and pl ua al meaningful suggestions were contributed significantly for my completion of this research n My sincere thanks are given to all of my teachers at International Business School – va n University of Economics of Ho Chi Minh City for their teaching and guidance during ll fu my master course oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to ABSTRACT ng In the context of managerial effectiveness, self-management is an important variable hi ep which helps employee fully accountable and responsible for making and keeping commitments w to improve individual performance, increased results and enhance levels of self confidence Both n lo ad public and private organizations need to more concern to the development of high effort ju y th performers within a strong performance culture in the value of high power distance culture such yi as Vietnam This opens many opportunities and challenges for tourism and hospitality pl ua al organizations to take advantages of well-performed employee to be competitive in the market In n an effort to help local tourism & hospitality companies to have an overview about employees’ va n behavior in working performance, this study examined the relationships of these factors: self- fu ll management, psychological empowerment, self-efficacy, and job performance of 336 employees oi m from 62 travel agencies and hotels in HCM city with an expectation of strengthening evidence in nh at Vietnam Employing the CFA & SEM analyses, the research findings indicated that there were z z the positive relationships among self-management, psychological empowerment, self-efficacy; ht vb and these antecedents had a significant impact on job performance of Vietnamese employees jm k The study also points out useful practical and managerial implications, which support gm Vietnamese organization managers not only to concentrate their positioning strategies on l.c om managers but also on subordinates; and encourage the organizations to use suitable human a Lu resource management (HRM) strategies to enhance both employee self-management & job n y performance, Vietnam tourism & hospitality organizations, HCM city te re Key words: Employee self-management, self-efficacy, psychological empowerment, job n va performance in tourism and hospitality industry th t to CONTENTS ng ACKNOWLEDGEMENT hi ep ABSTRACT ABBREVIATION w Chapter 1: INTRODUCTION n Background to the research and research problem lo 1.1 ad Research objectives 1.3 Research methodology and research scope 1.4 Research significance 1.5 Research structure ju y th 1.2 yi pl al ua Chapter 2: LITERATURE REVIEW Job performance 2.2 Psychological empowerment 2.3 Self-efficacy 10 2.4 Self-management 11 2.5 Self-management, psychological empowerment, self-efficacy, and job performance 13 2.6 Conceptual model 17 n 2.1 n va ll fu oi m at nh z z Chapter 3: METHODOLOGY 19 vb 3.1 Research design 19 ht Research process 19 3.1.2 Measurement scales 21 k gm 3.2 jm 3.1.1 Quantitative study 25 Sample 25 3.2.2 Data analysis procedures 26 om l.c 3.2.1 a Lu Chapter 4: DATA ANALYSIS 28 Respondents’ demographics 28 n 4.1 CFA for second-order constructs 33 4.2.3 CFA for the final measurement model 39 Structural equation modeling (SEM) 45 4.4 Bootstrap method 47 th 4.3 y 4.2.2 te re CFA for the first-order constructs 30 n va 4.2.1 t to 4.5 Discussion 47 ng Chapter 5: CONCLUSION, IMPLICATIONS, AND LIMITATION 51 hi 5.1 Managerial implications 52 ep 5.2 Limitations and future research 54 w REFERENCES 55 n lo APPENDICES 62 ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to LIST OF FIGURES ng Figure 2.1 Conceptual model 17 hi ep Figure 3.1 Research process 20 Figure 4.1 CFA model of Self-Efficacy 30 w n Figure 4.2 CFA model of Job Performance 32 lo Figure 4.3 CFA model of Self-Management 34 ad y th Figure 4.4 CFA model of Psychological Empowerment 37 ju Figure 4.5 Final measurement model 44 yi Figure 4.6 Structural results (standardized estimates) 46 pl ua al LIST OF TABLES n va Table 3.1 Source of data collection 25 n ll fu Table 4.1 Respondents’ characteristics 29 oi m Table 4.2 The first run of CFA (of Self-efficacy and Job performance) 31 nh Table 4.3 Summarized of CR, AVE and Cronbach’α (first order constructs) 32 at Table 4.4 Summarized of CR, AVE and Cronbach’α (self-management) 35 z Table 4.5 Correlations (of Self-Management) 36 z ht vb Table 4.6 Summarized of CR, AVE and Cronbach’α (Psychological Empowerment) 38 jm Table 4.7 Correlation (of Psychological Empowerment) 39 k Table 4.8 Summarized of CR, AVE and Cronbach’α (final model) 40 gm Table 4.9 CFA Summary of eliminated item 42 om l.c Table 4.10 Correlations (final measurement model) 42 Table 4.11 Unstandardized structural paths 45 n a Lu Table 4.12 Regression Weights (bootstrap standard errors) 47 n va y te re th t to LIST OF APPENDICES ng Appendix A List of in-depth interviews’ participants 62 hi ep Appendix B Qualitative in-depth interview 62 Appendix C Qualitative in-depth interview findings 66 w n Appendix D Questionnaire (English Version) 72 lo Appendix E Questionnaire (Vietnamese Version) 76 ad y th Appendix F Correlations among components of Self-management, Psychological…………… 80 ju Appendix G Final measurement scales 82 yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to ABBREVIATION ng Confirmatory Factor Analysis EFA Exploratory Factor Analysis EFL English as Foreign Language JobP Job Performance hi CFA ep w n lo ad Gross Domestic Product HR Human Resource ju y th GDP yi n Psychological Empowerment n va Composite reliability ll fu CR International Labor Organization ua PE al ILO Human Resource Management pl HRM Averaged variance extracted oi m AVE nh Structural equation modeling SE Self-Efficacy SM Self-Management SPSS Statistical Package for the Social Sciences at SEM z z k jm ht vb om l.c gm n a Lu n va y te re th t to Chapter 1: INTRODUCTION ng 1.1 Background to the research and research problem hi ep In the trend of transitioning and developing Vietnam’s economy, the service sector, w consisting of tourism and hospitality industry, has always played an important role According to n lo ad The World Travel & Tourism Council (2014), the direct contribution of Travel & Tourism to ju y th GDP is “calculated to be consistent with the output, as expressed in National Accounting, of yi tourism-characteristic sectors such as hotels, airlines, airports, travel agents and leisure and pl ua al recreation services that deal directly with tourists” (p 2) The total contribution of Travel & n Tourism to GDP of Vietnam was VND311,117.0bn (9.6% of GDP) in 2013 and directly va n supported 1,899,000 jobs (3.7% of total employment) It is forecasted to grow by 6.3% per fu ll annum to VND299,846.0bn (4.7% of GDP) by 2024 and visitor exports are a key component of oi m the direct contribution of Travel & Tourism (World Travel & Tourism Council, 2014) However, nh at a survey recently launched by one EU-funded tourism development program revealed that a z z mere 6% of the questioned international tourists choose to return to Vietnam due to poor tourism ht vb services, inconvenient transport and inadequate investment ( Management Board of the EU- jm k funded Environmentally and Socially Responsible Tourism Capacity Development Program, as gm cited in Tuoi Tre News, 2014) In the term of service evaluating criteria, this organization l.c om mentioned that the unprofessional workforce was one of the main reason causing services to be a Lu poor This survey fiercely challenges Vietnam’s tourism status quo and suffer its future n y Zeithaml et al (as cited in Tsaur et al., 2003) stated that delivering good quality of te re operational efficiency of the workforce in providing services n va objectives Therefore, the tourism and hospitality industry are strongly required to improve its th service is considered an essential strategy for success and survival in contemporary’s competitive t to understand this sentence happens in my ng department hi Pham Truong Duy – 33 ep years old, Tour guide Pham Thi Hue – 28 w n years old, Sale clerk The interviewee Modified: I have influences over what suggested adding the significant influences happens in my word “about hierarchical about hierarchical department structure & information” structure & to help the readers clearly information over what understand this sentence happens in my lo I have significant ad y th ju yi Self-efficacy department pl Le Ngoc Tu – 26 years I can always old, Hotel receptionist Excluded this item manage to solve stated that it is not clarified in due to it is not Ly Huynh Anh Thua – difficult problems meaning, as well as it is common in Vietnam 30 years old, Tour if I try hard enough difficult for Vietnamese n ua al With this item, respondents va n context and it is subordinates to measure This difficult for employees ll fu operator Nguyen Anh Phuc – 31 to measure this item oi m item is partly described clearer years old, Tour guide by other item in scale at nh Pham Thi Hue – 28 If someone The interviewees mentioned years old, Sale clerk opposes me, I can that it is not a very clear due to it is not easy for Nguyen Anh Phuc – 31 find the means and sentence in Vietnam The Vietnamese years old, Tour guide ways to get what I terms of “means and ways” Pham Truong Duy – 33 want are quite general for z z employees to define k jm ht vb Vietnamese employees to om l.c clarify gm years old, Tour guide Excluded this item I am confident that With this sentence, for more Modified: I am years old, Customer I could deal understandable, respondents confident about my care execute efficiently with suggested replacing the phrase abilities to deal with Pham Truong Duy – 33 unexpected events “that I could deal efficiently unexpected events n n va with” by “about my abilities to te re years old, Tour guide a Lu Nguyen Giang – 36 deal with” y Thanks to my With regard to this item, the Excluded this item years old, Customer resourcefulness, I interviewees mentioned that it due to it is not 69 th Nguyen Giang – 36 ng hi is not clarified in meaning and common in Vietnam Ly Huynh Anh Thua – handle unforeseen it is not popular in Vietnam context 30 years old, Tour situations context Le Ngoc Tu – 26 years I can solve most The phrase of “invest the Excluded this item old, Hotel receptionist problems if I necessary effort” is not due to it is not Pham Thi Hue – 28 invest the clarified in meaning, as well clarified in meaning necessary effort as it is difficult for and it is difficult for Vietnamese employees to employees to measure approach and measure It is this item ep know how to pl t to care execute operator Pham Truong Duy – 33 w n years old, Tour guide lo ad ju y th yi years old, Sale clerk ua al n also partly mentioned by other n va I can remain calm years old, Customer Excluded this item when facing due to it is not care execute difficulties because is quite vague It is also partly Ly Huynh Anh Thua – I can rely on my measured by other item in 30 years old, Tour coping abilities scale Nguyen Anh Phuc – 31 I can usually With regard to this item, the years old, Tour guide handle whatever interviewees mentioned that it Le Ngoc Tu – 26 years comes my way is not realistic It is nearly fu With regard to this sentence, ll Nguyen Giang – 36 item in scale oi m respondents mentioned that it clarified in meaning at nh z z vb operator subordinates to handle years old, Sale clerk whatever comes their ways om Pham Thi Hue – 28 l.c impossible for Vietnamese in Vietnam context gm old, Hotel receptionist due to it is not realistic k jm ht Excluded this item a Lu Nguyen Giang – 36 n years old, Customer va care execute n All respondents Additional time 30 years old, Tour recommended adding a range: Within six operator time range such as “with months ago y Ly Huynh Anh Thua – te re Job performance th 70 t to ng hi Pham Truong Duy – 33 six months ago” in this years old, Tour guide dimension to help the Le Ngoc Tu – 26 years readers easily to measure ep old, Hotel receptionist and evaluate Nguyen Giang – 36 w n years old, Customer lo ad care execute y th Nguyen Anh Phuc – 31 yi Pham Thi Hue – 28 ju years old, Tour guide pl Ly Huynh Anh Thua – I performed high- The interviewees Excluded this item 30 years old, Tour quality work mentioned this item is due to it is not clear in quite difficult to meaning and it is understand and it is not difficult to measure n ll fu easy for Vietnamese oi m Pham Thi Hue – 28 va years old, Tour guide n Nguyen Anh Phuc – 31 ua operator al years old, Sale clerk employees to measure nh at years old, Sale clerk Ly Huynh Anh Thua – Beside the classification 30 years old, Tour items, all respondents company that you are operator recommended adding this working for is: Pham Truong Duy – 33 item for statistical years old, Tour guide purpose z Additional item: The z k om l.c gm old, Hotel receptionist jm ht vb Le Ngoc Tu – 26 years Nguyen Giang – 36 a Lu years old, Customer n care execute va Nguyen Anh Phuc – 31 n te re years old, Tour guide Pham Thi Hue – 28 y th years old, Sale clerk 71 t to Appendix D Questionnaire (English Version) ng Dear Sir/Madam hi ep I am Vo Hoang Bac, a student of Master Program of University of Economics Ho Chi Minh w n City I am undertaking a research to investigate the relationships between employee’s self- lo ad management and job performance at your workplace For this purpose, I kindly request you to y th complete the following short questionnaire regarding your attitude about self-management, ju yi psychological empowerment, and self-efficacy and job performance It should take you no longer pl n ua al than 10 minutes to complete the questionnaire Although your response is significantly important to my research, your participation in this survey is voluntary Your personal information will not n va ll fu be disclosed without your permission If you have concerns or questions over this study, please oi m contact me via email address: bacvovietnam@gmail.com or phone number: +84 975010603 nh at I Section A z z jm ht vb This section helps you to be clearer about job performance at your workplace Job performance in this survey has been defined as “the overall expected value from employees’ k gm behaviors carried out over the course of a set period of time” In other words, job performance om l.c means your ability to perform effectively in your job requires that mentioned in job description for your position n a Lu How long have you been doing your current job? n va Over six months y te re Less than six months for your cooperation in completing this questionnaire 72 th If your answer for question is less than six months, you can stop your work here Thank you t to If your answer for question is over six months, please continue answering the questions in ng Section B and Section C hi ep II Section B w n lo This section explores your attitude and perceptions regarding job performance, psychological ad ju y th empowerment, self-efficacy, and self-management yi To what extent you agree with each of the following statements, Strongly disagree Disagree Somewhat disagree Neither agree nor disagree Somewhat agree Agree Strongly agree 7 7 7 7 n n = Disagree ua al = Strongly disagree k pl please indicate your answer using the following 5-point scale where: oi = Agree m = Somewhat agree ll fu = Neither agree nor disagree n va = Somewhat disagree nh = Strongly agree at z Question I am aware of level of my performance I know how my performance stands I judge how well I am performing I can define organization goals I can establish task goals I can set goals for personal performance My colleagues praise each other if we have done a job well My colleagues praise each other for good job I feel good about myself if I a good job 10 If my performance on a job is below par, I am critical of myself va 11 I am tough of myself if my performance is not up to standard 12 I am critical when I poorly 13 I think I can very well in my job 14 I expect high performance from myself z jm ht vb om l.c gm a Lu n y te re th 73 t to ng hi I expect a lot from myself 16 I always go over activity before I attempt it 17 I always practice new task before I it the first time I always think how to a job before I a job The work I very important to me Each of my job activities are personally meaningful to me ep 15 18 n 20 w 19 22 I am confident about my ability to my job 23 I am self-assured that I am well trained to perform my work activities 24 I have mastered the skills necessary for my job 25 I have significant autonomy in determining how I my job 26 I can decide my own how to go about doing my work 27 7 7 31 I have considerable opportunity for independence & freedom in how I my job My impact about hierarchical structure & information on what happens on my department is large I have a great deal of control about hierarchical structure & information over what happens in my department I have significant influences about hierarchical structure & information over what happens in my department It is easy for me to stick to my aims and accomplish my goals 32 I am confident about my abilities to deal with unexpected events 33 When I am confronted with a problem, I can usually find several 7 7 n va yi pl al n n va ll fu oi m at nh 30 ju 29 y th 28 ad In general, the work I is meaningful to me ua lo 21 z z 36 I completed tasks in an unsatisfactory manner (reverse-coded) 37 I feel happy with my quality of work 38 I did my job better than others 39 Overall, I satisfied with my job performance om I completed work in a timely and effective manner l.c 35 gm Within six months ago: k If I am in trouble, I can usually think of a solution jm 34 ht vb solutions a Lu n y te re th 74 t to III Section C – Background Information ng hi This section of the questionnaire refers to background or biographical information The ep information will allow me to classify and compare groups of respondents w n lo Gender ad Female ju y th Male yi pl Age group in years ua al 19 – 23 24 – 30 31 – 40 41- 50 > 50 n va n Income per month (1,000,000vnd/month) ll fu – 14 > 14 oi 6–9 m 3–6 at nh z z jm ht vb The company that you are working for is:………………………………………………… Thank you for your co-operation in completing this questionnaire! k om l.c gm n a Lu n va y te re th 75 t to Appendix E Questionnaire (Vietnamese Version) ng hi PHIẾU KHẢO SÁT ep Kính chào Anh/Chị, tơi tên Võ Hoàng Bắc, học viên cao học trường Đại học w n Kinh tế Tp.HCM Tôi nghiên cứu yếu tố tác động đến hiệu suất công việc nhân lo ad viên (cá nhân) quan nơi anh chị làm việc Rất mong Anh/Chị dành khoảng y th đến 10 phút để nói lên quan điểm Anh/Chị phát biểu đề cập Phiếu ju yi khảo sát Mặc dù câu trả lời Anh/ Chị quan trọng nghiên cứu tôi, pl n ua al nhiên việc tham gia khảo sát hồn tồn khơng bắt buộc Thông tin cá nhân Anh/ Chị giữ bí mật hồn tồn Trong q trình thực phiếu n va ll fu khảo sát này, Anh/Chị có thắc mắc nào, xin vui lòng liên lạc với thông qua địa oi m email: bacvovietnam@gmail.com, số điện thoại: 0975010603 at nh I Phần A z Phần giúp bạn rõ ràng hiệu suất công việc dựa tác động lực z jm ht vb quản lý thân, yếu tố tâm lý phân quyền, tự tin vào khả mình: k Hiệu suất công việc (công việc quan) khảo sát định nghĩa "tổng gm thể giá trị kỳ vọng từ hành vi người lao động xảy giai đoạn thời gian l.c om cụ thể" Nói cách khác, hiệu suất cơng việc có nghĩa khả bạn để thực có hiệu a Lu yêu cầu công việc đề cập bảng mơ tả cơng việc cho vị trí cơng việc n mà bạn nắm giữ n va y te re Anh/Chị làm công việc bao lâu? Trên sáu tháng 76 th Dưới sáu tháng t to Nếu câu số anh/chị trả lời sáu tháng, anh/chị dừng việc trả lời khảo sát ng Chân thành cám ơn giúp đỡ anh chị hi ep Nếu câu số anh/chị trả lời sáu tháng, xin anh/chị vui lòng trả lời tiếp câu hỏi w n phần B phần C lo ad y th II Phần B ju Phần thể thái độ cách nhìn nhận Anh/Chị yếu tố tác động đến hiệu suất công việc yi pl ua al Xin cho biết mức độ đồng ý Anh/ Chị Hoàn toàn đồng ý 7 z Đồng ý at Đồng ý phần nh Ô số 5: Đồng ý phần Trung dung/khơng có ý kiến oi m Ơ số 4: Trung dung/khơng có ý kiến ll Ơ số 3: Khơng đồng ý phần fu Ơ số 2: Không đồng ý Không đồng ý phần n va Ơ số 1: Hồn tồn khơng đồng ý Khơng đồng ý n tương ứng, với: Hồn tồn khơng đồng ý phát biểu sau cách đánh dấu ( X ) vào z Ơ số 6: Đồng ý Câu hỏi Tơi đánh giá hiệu suất cơng việc thực 4 7 Tơi nhận biết mục tiêu công ty Tơi xác lập mục tiêu nhiệm vụ giao Tơi đặt mục tiêu cho hiệu suất công việc cá nhân 7 Đồng nghiệp ca ngợi lẫn chúng tơi hồn thành tốt cơng việc Đồng nghiệp tơi ln khích lệ lẫn để hồn thành tốt cơng việc Tôi cảm thấy sung sướng làm tốt công việc 10 Nếu hiệu suất công việc không đạt, đánh giá lại 11 Tơi ln nghiêm khắc với thân hiệu suất công việc không đạt chuẩn om n n Tôi biết hiệu suất công việc tơi vị trí l.c gm Tôi nhận thức mức độ hiệu suất công việc tơi k jm ht vb Ơ số 7: Hoàn toàn đồng ý a Lu va te re y th 77 t to ng hi Tôi tự trách tơi thực cơng việc khơng tốt 13 Tôi nghĩ tơi làm tốt cơng việc tơi 14 Tôi kỳ vọng phải thực công việc với hiệu suất cao Tôi kỳ vọng thân phải làm tốt cơng việc Tôi kiểm tra hoạt động cơng việc trước thực hiên Trước thực công việc lần đầu tiên, tơi ln thực hành ep 12 15 n 17 w 16 lo Tôi suy nghĩ cách thực cơng việc trước thực 19 Công việc làm quan trọng với 20 Mọi việc công việc có ý nghĩa với cá nhân tơi 21 Nhìn chung, cơng việc có ý nghĩa với tơi 22 Tôi tự tin vào khả thực công việc 23 Tôi cam đoan rèn luyện tốt để thực công việc 24 Tôi làm chủ kỹ cần thiết cho nghề nghiệp 25 Tôi tự chủ việc xác định cách thực công việc 26 Tơi tự định cách thực công việc 27 Tôi tạo nhiều hội để làm việc theo cách muốn 28 Tơi có tác động lớn phương diện chức thông tin xảy phận nơi tơi làm việc Tơi có kiểm sốt lớn phương diện chức thông tin diễn phận nơi tơi làm việc Tơi có ảnh hưởng lớn phương diện chức thơng tin xảy phận nơi làm việc Tôi cảm thấy dễ dàng để tập trung vào mục tiêu hồn thành mục tiêu tơi Tơi tự tin vào khả tơi để đối phó hiệu với kiện bất 7 7 7 ju y th yi pl n ua al n va ll fu oi m at nh 29 ad 18 z 2 om 34 Khi đối diện với vấn đề, tơi thường tìm nhiều giải pháp để giải Nếu gặp vấn đề khó khăn, tơi ln nghĩ cách giải l.c 33 gm ngờ k jm ht 32 vb 31 z 30 36 Tôi hồn thành cơng việc với tâm trạng khơng hài lòng 37 Tơi cảm thấy hài lịng với chất lượng làm việc 38 Tôi làm công việc tốt so với người khác 39 Nói chung, tơi hài lịng với hiệu suất cơng việc 7 th y te re n va Tơi hồn thành cơng việc cách kịp thời hiệu 78 n 35 a Lu Trong sáu tháng vừa qua: t to III Phần C – thông tin cá nhân ng Phần liên quan đến thông tin cá nhân Xin Anh/ Chị cho biết số thông tin sau để hi ep phục vụ cho việc phân loại so sánh nhóm đối tượng khảo sát w n Giới tính lo ad ju yi Nhóm tuổi Nữ y th Nam pl al 24 – 30 31 – 40 41- 50 > 51 n ua 19 – 23 va Thu nhập/tháng (đvt: triệu đồng) n > 14 oi – 14 m 6–9 ll fu 3–6 at nh z z Hiện anh/chị làm cho công ty:………………………………………………… ht vb k jm CẢM ƠN ANH CHỊ ĐÃ THAM GIA KHẢO SÁT - om l.c gm n a Lu n va y te re th 79 t to Appendix F Correlations among components of Self-management, Psychological ng Empowerment, Self-efficacy, & Job Performance hi ep Correlation w n lo ad ju y th yi pl 1-r n ua n va ll fu m at nh z z t-value p-value (1-r) 6.84 0.000 6.57 0.000 10.14 0.000 8.94 0.000 9.05 0.000 18.37 0.000 15.81 0.000 17.72 0.000 17.38 0.000 13.03 0.000 12.49 0.000 7.11 0.000 10.14 0.000 8.74 0.000 9.01 0.000 16.92 0.000 14.77 0.000 17.16 0.000 16.55 0.000 12.36 0.000 12.97 0.000 8.95 0.000 8.23 0.000 7.68 0.000 15.81 0.000 14.67 0.000 16.00 0.000 15.33 0.000 12.42 0.000 12.45 0.000 6.64 0.000 6.64 0.000 16.78 0.000 14.69 0.000 16.46 0.000 16.80 0.000 12.05 0.000 10.64 0.000 6.46 0.000 16.77 0.000 14.63 0.000 16.28 0.000 (Continued) k jm ht om l.c gm n a Lu n va y te re th 80 0.25 0.23 0.47 0.39 0.39 1.01 0.86 0.97 0.95 0.67 0.64 0.26 0.47 0.37 0.39 0.92 0.79 0.94 0.90 0.63 0.67 0.39 0.34 0.30 0.86 0.78 0.87 0.83 0.63 0.63 0.23 0.23 0.92 0.79 0.90 0.92 0.61 0.51 0.22 0.91 0.78 0.89 vb 0.75(0.036) 0.77(0.035) 0.53(0.046) 0.61(0.043) 0.61(0.044) -0.01(0.055) 0.14(0.054) 0.03(0.055) 0.05(0.055) 0.33(0.052) 0.36(0.051) 0.74(0.037) 0.53(0.046) 0.63(0.043) 0.61(0.043) 0.08(0.055) 0.21(0.053) 0.06(0.055) 0.10(0.054) 0.37(0.051) 0.33(0.052) 0.61(0.043) 0.66(0.041) 0.70(0.039) 0.14(0.054) 0.22(0.053) 0.13(0.054) 0.17(0.054) 0.37(0.051) 0.37(0.051) 0.77(0.035) 0.77(0.035) 0.09(0.055) 0.22(0.053) 0.10(0.054) 0.08(0.055) 0.39(0.050) 0.49(0.048) 0.78(0.034) 0.09(0.055) 0.22(0.053) 0.12(0.054) oi SMGoal SMReinf SECritic SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SMReinf SECritic SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SECritic SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SEExpect SERehears PEMean PECom PESelfD PEImpa SelfE JobP SERehears PEMean PECom PESelfD al SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SECritic SECritic SECritic SECritic SECritic SECritic SECritic SECritic SEExpect SEExpect SEExpect SEExpect r(SE) t to ng Correlation hi ep w n lo ad ju y th yi pl 1-r n ua n va ll fu 0.12(0.054) 0.39(0.050) 0.42(0.050) 0.13(0.054) 0.25(0.053) 0.11(0.054) 0.14(0.054) 0.42(0.050) 0.49(0.048) 0.60(0.044) 0.54(0.046) 0.46(0.048) 0.21(0.054) 0.28(0.052) 0.57(0.045) 0.43(0.049) 0.26(0.053) 0.41(0.050) 0.45(0.049) 0.21(0.054) 0.23(0.053) 0.16(0.054) 0.21(0.053) 0.46(0.049) m oi at nh z t-value (1-r) 16.25 12.18 11.67 16.05 14.14 16.35 15.86 11.64 10.69 9.08 9.97 11.07 14.84 13.68 9.62 11.50 13.96 11.89 11.33 14.78 14.48 15.54 14.75 11.13 0.88 0.62 0.58 0.87 0.75 0.89 0.86 0.58 0.51 0.40 0.46 0.54 0.80 0.72 0.43 0.57 0.74 0.60 0.56 0.79 0.77 0.84 0.79 0.54 z PEImpa SelfE JobP PEMean PECom PESelfD PEImpa SelfE JobP PECom PESelfD PEImpa SelfE JobP PESelfD PEImpa SelfE JobP PEImpa SelfE JobP SelfE JobP JobP al SEExpect SEExpect SEExpect SERehears SERehears SERehears SERehears SERehears SERehears PEMean PEMean PEMean PEMean PEMean PECom PECom PECom PECom PESelfD PESelfD PESelfD PEImpa PEImpa SelfE r(SE) p-value 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 k jm ht vb om l.c gm n a Lu n va y te re th 81 t to Appendix G Final measurement scales ng Measure scale No of Name of items hi ep items 03 Self-observation SMObserv1: I am aware of level of my performance (Self-Management) w SMObserv2: I know how my performance stands n lo SMObserv3: I judge how well I am performing ad 03 Self-goal setting SMGoal1: I can define organization goals y th (Self-Management) ju SMGoal2: I can establish task goals yi SMGoal3: I can set goals for personal performance 03 SMReinf1: My colleagues praise each other if we have done a job well n ua al (Self-Management) pl Self-reinforcement va SMReinf2: My colleagues praise each other for good job n SMReinf3: I feel good about myself if I a good job oi myself m (Self-Management) SECritic1: If my performance on a job is below par, I am critical of ll 03 fu Self-criticism at nh SECritic2:I am tough of myself if my performance is not up to standard z z SECritic3:I am critical when I poorly SEExpect1: I think I can very well in my job jm ht 03 vb Self-expectation (Self-Management) SEExpect2: I expect high performance from myself k Self- rehearsal 03 gm SEExpect3: I expect a lot from myself SERehears1: I always go over activity before I attempt it l.c (Self-Management) om SERehears2: I always practice new task before I it the first time SERehears3: I always think how to a job before I a job 03 PEMean1: The work I very important to me n a Lu Meaning PEMean2: My job activities are personally meaningful to me PECom1: I am confident about my ability to my job work activities 82 th PECom2: I am self-assured that I am well trained to perform my y (Psy-Empowerment) 03 te re Competence n PEMean3: In general, the work I is meaningful to me va (Psy-Empowerment) t to PECom3: I have mastered the skills necessary for my job 03 ng Self-Determination PESelfD1: I have significant autonomy in determining how I my hi (Psy-Empowerment) ep job PESelfD2: I can decide my own how to go about doing my work w PESelfD3: I have considerable opportunity for independence and n lo freedom in how I my job ad Impact PEImpa1: My impact about hierarchical structure & information on y th (Psy-Empowerment) what happens on my department is large ju yi PEImpa2: I have a great deal of control about hierarchical structure pl & information over what happens in my department ua al PEImpa3: I have significant influences about hierarchical structure & n information over what happens in my department SelfE2: I am confident about my abilities to deal with unexpected n 03 va Self-efficacy ll fu events m oi SelfE3: When I am confronted with a problem, I can usually find at nh several solutions SelfE4: If I am in trouble, I can usually think of a solution JobP1: I completed work in a timely and effective manner z 04 z Job Performance vb ht JobP2: I completed tasks in an unsatisfactory manner (reverse-coded) k jm JobP3: I feel happy with my quality of work om l.c gm JobP5: Overall, I satisfied with my job performance n a Lu n va y te re th 83