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UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad Huynh Thi Kim Hanh ju y th yi pl al n ua THE EFFECTS OF EMPOWERMENT AND n va JOB ENRICHMENT ON EMPLOYEE LOYALTY IN A fu ll DOWNSIZING AND REDUCING SALARY m oi ENVIRONMENT nh at EMPIRICAL EVIDENCE FROM THE BANKING INDUSTRY IN z z VIETNAM k jm ht vb om l.c gm MASTER OF BUSINESS (Honours) an Lu n va ey t re Ho Chi Minh City – Year 2014 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad Huynh Thi Kim Hanh ju y th yi pl ua al n THE EFFECTS OF EMPOWERMENT AND va n JOB ENRICHMENT ON EMPLOYEE LOYALTY IN A fu ll DOWNSIZING AND REDUCING SALARY oi m at nh ENVIRONMENT z EMPIRICAL EVIDENCE FROM THE BANKING INDUSTRY IN z k jm ht vb VIETNAM om l.c gm ID: 21120003 n va SUPERVISOR: Dr VO XUAN VINH an Lu MASTER OF BUSINESS (Honours) ey t re Ho Chi Minh City – Year 2014 Running head: EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY i ACKNOWLEDGEMENTS t to Firstly, I would like to express my sincere gratitude to my research advisor, Dr Vo ng hi Xuan Vinh, who made me believe in myself and gave me the possibility to ep complete this thesis He has supported me a lot with the thesis preparation and w n motivated me throughout the journey of the thesis His guidance helped me in all lo ad the time of research and writing this thesis I am sure that this thesis would not have y th been possible without his support ju yi I also thank Dr Nguyen Thi Mai Trang I am extremely grateful and indebted to her pl n extended to me ua al for her expert, valuable guidance, insightful comments, and encouragement va n I would like to express my grateful thanks to my friends and colleagues in my bank fu ll and others who participated in filling the questionnaires and provided the valuable oi m information for this study nh at I would like to extend deep senses of gratitude to lecturers who have taught and z z transferred me valuable knowledge and experience during the period of Master of vb jm ht Business course at International School of Business Besides, I would like to k express my gratitude to all ISB staffs that supported necessary materials and helped l.c gm summit my papers om Personally, I would like to give my special thanks my family for supporting me an Lu spiritually throughout my life n va ey t re Huynh Thi Kim Hanh Ho Chi Minh City, December 8th, 2014 EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY ii ABSTRACT t to Maintaining and increasing the loyalty of the survivors in a downsizing and ng hi reducing salary background is a complex problem for management trainees The ep study tests the affection of the empowerment and job enrichment policies to w n employees in the downsizing and post-retrenchment context using a case of the lo ad banking industrial sector in Vietnam It focuses on the impact of lossing job and y th ju reducing salary on the survivors (those who remain in the organization after yi pl downsizing), and organization This study was designed with the primary objective ua al of determining the relationship between empowerment behaviors of management, n va n awareness of job enrichment, and loyalty behaviors of the staffs, who had survived fu ll in a downsizing and reducing salary environment on the specific case to employees oi m at nh of the Vietnam’s Banks A sample of population will be selected using random sampling technique So, the purpose of the current research thesis is to investigate z z ht vb the direct and indirect relationship between empowering managerial practices and k jm employee loyalty as mediated by job enrichment, particularly, review in a l.c gm downsizing and reducing salary environment of the Vietnam’s banking sector The results show that loyalty is affected more by empowering loyalty through indirect om discussion of limitations and suggestions for future research an Lu effects by job enrichment, rather than a direct relationship The study ends with a n va ey t re Keywords: Employee Loyalty, Empowerment, Job Enrichment EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY iii TABLE OF CONTENTS t to ACKNOWLEDGEMENTS i ng hi ABSTRACT ii ep TABLE OF CONTENTS iii w n LIST OF FIGURES v lo ad LIST OF TABLES v y th ju CHAPTER I: INTRODUCTION yi Background of the Study 1.2 The Research Problem 1.3 Research Objectives and Research Questions 1.4 Research methodology 1.5 Scope of the study 1.6 Thesis structure pl 1.1 n ua al n va ll fu oi m at nh z z Empowerment, Job Enrichment and Employment Loyalty k jm 2.1 ht vb CHAPTER 2: REVIEW OF LITERATURE Employee Empowerment 2.1.2 Job enrichment 13 2.1.3 Employee loyalty 16 om l.c an Lu 2.2 gm 2.1.1 Literature review and Empirical studies 19 2.2.2 The relationships between empowerment, job enrichment and loyalty 20 2.2.3 The relationships in a downsizing and reducing salary environment 21 ey t re The relationships between empowerment and loyalty 19 n va 2.2.1 EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 2.3 iv The Research Model and Hypotheses 25 t to CHAPTER 3: METHODOLOGY 28 ng hi ep 3.1 Research process 28 3.2 Measurement scales 32 w n 3.3 Pilot Study Design – Qualitative Research 35 lo ad 3.4 Main Study Design – Quanlitative Research 37 Sampling methods 37 3.4.2 Data analysis methods 39 yi ju y th 3.4.1 pl ua al CHAPTER 4: RESULTS AND DISCUSSION 42 n va Decriptive analysis 42 4.2 Measurement Assessment 44 n 4.1 ll fu oi m Scale validation 44 4.2.2 Model fitness 51 4.2.3 Hypotheses Testing 53 at nh 4.2.1 z z ht vb Disscussions of the findings 55 k jm 4.3 l.c gm CHAPTER 5: SUMMARY AND CONCLUSIONS 58 Findings of the Study 58 5.2 Managerial implications 62 5.3 Limitations and directions for future research 63 om 5.1 an Lu n va REFERENCES 66 APPENDIX A: Questionnaire (English Version) 79 ey t re APPENDICES 79 EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY v APPENDIX B: Questionnaire (Vietnamese Version) 83 t to APPENDIX C: Pilot Study 86 ng hi APPENDIX D: List some of result tables and figures 89 ep LIST OF FIGURES w n Figure 2.1: Proposed Research Model 26 lo ad Figure 3.1: The research process 31 y th ju Figure 4.1: Saturated model of the first CFA 94 yi pl Figure 4.2: Saturated model of main survey 49 ua al Figure 4.3: SEM result of research model 52 n va n Figure 4.4: SEM result of research model (Standardized) 95 fu ll LIST OF TABLES oi m at nh Table 3.1: The Empowerment Measurement Scale 32 Table 3.2: The Job Enrichment Measurement Scale 33 z z ht vb Table 3.3: The Employee Loyalty Measurement Scale 34 k jm Table 4.1: Descriptive statistics of the data Sample size = 336 observations 43 l.c gm Table 4.2: Standardized Regression Weights (The first CFA factor loading of items) 46 Table 4.3: Confirmatory factor analysis of measurement model 50 om an Lu Table 4.4-1: Standardized Regression Weights: (Group number - Default model) 90 Table 4.4-2: Regression Weights: (Group number - Default model) 91 n va Table 4.5: Relationship between constructs of research 92 Table 4.7: Result of hypotheses testing 55 ey t re Table 4.6: Relationship between constructs in research model (standardized) 53 EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY CHAPTER I: INTRODUCTION t to This chapter is starting point of this study In this chapter, the research ng hi background of thesis is first introduced Subsequently, the research problem is ep discussed Research objectives as well as research questions are presented in the w n next section Then, methodology and scope of this research is introduced lo ad summarily Final, structure of this study is presented This chapter aims at y th ju specifying the purpose of this research and the research content yi Background of the Study pl 1.1 ua al Due to the continued economic downturn, many organizations have n va n difficulties to maintain a large workforce The organization had to restructure their fu ll operations apparatus, cutting the excess staffing and poor morale in a difficult oi m at nh position, which is one of the measures used by the organization during the past Due to economic constraints, most organizations are required to make difficult decisions z z ht vb about the distribution of human capital as they try to control costs and competition k jm One of cost-cutting program is usually used by companies including reducing the cut bonuses (Datta, Guthrie, Basuil, & Pandey, 2010) om l.c gm number of employees, reduce salaries and decrease the budget, reduce hiring and an Lu For the bank financial system, the crisis can occur in cycles or irregular, causing major damage to a bank, or even lead to bankruptcy or cripple the system n va Specifically, customers can withdraw mass money from a bank because of bad rumor which Asia Commercial Bank’s director general had fled caused a confusion ey t re information, then the bank fall into the inability to pay For example, in 2003, the EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY and panic psychological for customers who had deposits at Asia Commercial Bank t to In all the causes of bankruptcy of a bank, the liquidity can cause the fastest crash ng hi The crisis occurs in practice is certainly a very bad thing, because there are no ep banks to withstand the crisis and went bankrupt, insolvent But with the banks to w n overcome difficulties and to restore the crisis as an opportunity to test their stamina lo ad practical difficulties, as well as the lessons learned in order to pass the next crisis y th ju One of the core issues to overcome crisis is reorganized, in which, only maintain yi pl sufficient workforce, reducing operation costs, streamlined operational procedures, ua al emphasizing the importance of work efficiency n va n In the context of near the end of 2012, many banks in Vietnam falls into the fu ll difficult situation, in order to survive it must restructure and cut operating costs oi m at nh One immediate solution is often used by organizations such as salary cuts and layoffs Many weaknesses are eliminated first, this makes the job productivity per z z ht vb capita increased, leading to downward pressure on the rest Additionally wage cuts, k jm leading to the willpower, motivation decreases This is the time when the rate l.c gm jumped employee's banking sector is quite high, suggesting that the loyalty of employees in the organization dropped at an alarming rate Surviving employees om an Lu perceive that the organization is not loyal to its own employees, reducing the survivors' motivation to remain loyal to the organization and dealing a crushing n va blow to employee citizenship and other support behaviors (Chambel & Alcover, significantly to the recruitment and training of staff and management need to be ey t re 2011; Xuan & Park, 2012) Given that the employer has invested time and money EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY considered in developing strategies to protect protection of their investment t to (Leghari, Suleman, Leghari, & Aslam, 2014; Yamamoto, 2013) ng hi In general, the problem to maintain the loyalty of employees is a matter of ep survival of an organization, especially in difficult contexts, when an organization w n has undergone a process of restructuring the organization Maintaining and lo ad promoting the loyalty of a workforce survived the filtering and sizing is a difficult y th ju issue for many businesses Therefore, the task of these organizations is how to yi pl promote the loyalty of the individual remaining after the process of restructuring the n ua al corporate structure va The Research Problem n 1.2 fu ll In the last year, when the economic sector in general and the banking sector oi m at nh in particular are faced with many difficulties, such as bad debt, credit growth is difficult, higher operating costs, while profits decline even losses Not only cut z z ht vb dividends, which previously sluggish credit situation, shrunken profits, banks have k jm aggressively cut wage costs and staff layoffs to reduce costs Previously, many l.c gm commercial banks aggressive expansion and network operation, including major banks now forced to cut staff at most Specifically related to Tran Duc Kien om an Lu arrested, this has directly affected the operation of the banking sector in Vietnam, not only Asia Commercial Bank Asia Commercial Bank is severely one of the first n va banks affected most, the leaders of this bank has aggressively cut jobs Thus, in percent compared to 2012, this is a significant concern for those who are doing ey t re 2013, the bank's employees have been laid off 1271 people, accounting for 11.1 EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 81 Job Enrichment t to Strongly disagree ▼ ng hi ep ad ju y th yi pl n ua al n va ll fu oi m at nh z z 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5 6 6 6 6 7 7 7 7 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 6 6 6 7 7 7 1 2 3 4 5 7 1 2 3 4 5 6 7 5 6 7 5 7 k jm ht vb 19 20 lo 17 18 n 10 11 12 13 14 15 16 The opportunity to things other than work description There will be no repetition of your current job There is more abundant in the present work There are similarities with your daily work Your current job diversity Themselves decide the entire work of their own responsibility Can you complete the work initiated Opportunity to receive the work from beginning to end more (ie, the opportunity to a work in its entirety) Currently you have been involved in management of the work from start to finish Assess your ability to work with others Interaction at work with other colleagues in your workflow You get feedback from other colleagues through your supervisor You're free to the work the way you see fit Your job can work independently of others Opportunity to think and work independently You can handle the job within the charge independently with your supervisor Freedom to plan for everything Get information about the evaluation of superior ability to handle your job Opportunity know myself how to a good job? You receive feedback effectively work faster w Strongly agree ▼ gm 2 3 4 1 2 3 4 n va ey t re 1 an Lu You tried to find fellow advocates are criticizing certain banks You emphasize the positive aspects of working with others (outside the organization) You have to defend the others (outside the organization) criticized the bank Are you proud to be representing the bank in a public place You never publicly complained about the changes in the organization om l.c Employee loyalty: Please indicate your level of agreement with the following statement EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 82 t to ng hi PART C: INDIVIDUAL INFORMATION What is your gender? a Male b Female What is your age? a Under 26 years old b 26 – 30 years old c 30 – 35 years old d Over 35 years old What is your education background? a High-school b College student c Bachelor’s level d Master’s level e PhD level f Other How many years you work in the banking industry? a Under years b - years c – years d – 10 years e Over 10 years ep w n lo 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 an Lu n va ey t re EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 83 APPENDIX B: Questionnaire (Vietnamese Version) t to ng hi ep nh ch o Anh/Ch , T i l Hu nh Th im H nh, h c vi n c a Vi n o t o qu c t ISB - Đ i h c inh t TP HCM Hi n t i, H nh ang nghi n cứu ề t i "TÁC ĐỘNG CỦA VIỆC TRAO QUYỀN QUẢN LÝ TỚI LÒNG TRUNG THÀNH CỦA NHÂN VIÊN TẠI CÁC NGÂN HÀNG VIỆT NAM TRONG BỐI CẢNH GIẢM LƯƠNG VÀ NHÂN SỰ" Bằng cách trả lời bảng câu hỏi vấn n y, Anh/Ch giúp H nh nghi n cứu lợi ch c a vi c trao quyền quản lý n lòng trung th nh c a nhân vi n b i cảnh b giảm lương v nhân hi n Trong trình thực hi n khảo sát n u Anh/Ch có thắc mắc, góp ý câu hỏi n o n Anh/Ch chưa rõ nghĩa, xin vui lòng li n h với H nh qua a email: hanh.huynh88@gmail.com s i n tho i: 0908 642 447 Xin chân th nh cám ơn hỗ trợ nhi t tình c a Anh/Ch ! nh chúc Anh/Ch lu n khỏe, may mắn v th nh c ng Thân, Hu nh Th im H nh w n lo ad ju y th yi pl n ua al va n A - THƠNG TIN SƠ BỘ Bạn vui lịng khoanh trịn vào thích hợp bên dưới: B n ang l m t i ngân h ng: …………………………………… B n ã l m vi c ây bao lâu? a Dưới năm b Từ n năm c Từ n năm d Tr n năm V tr hi n t i c a b n: a Nhân vi n b Chuy n vi n c Trưởng phịng/ cấp kiểm sốt d Giám c v tr tương ương e hác Trong giai o n bi n ộng nhân c a ng nh ngân h ng năm 2012 – 2013, b n có nhảy vi c? a Có t lần chuyển ổi nơi c ng tác (sang c ng ty/ngân h ng khác) b h ng thay ổi Vẫn l m vi c ngân h ng hi n t i Đ i với trường hợp a (b n ã thay ổi nơi l m vi c): Nguy n nhân ch y u l : (N u áp án câu l "b", b n vui lòng bỏ qua câu hỏi n y.) a Lý cá nhân: tự nguy n, lương thấp, c ng vi c trở n n nhiều mức, b B buộc th i vi c vấn ề tinh giảm bi n ch theo nh hướng ch nh sách c ng ty c hác ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 84 t to ng hi ep B - BẢNG CÂU HỎI Anh/chị vui lòng cho biết mức độ đồng ý với câu phát biểu bên (1 Ho n to n kh ng ồng ý h ng ồng ý Hơi kh ng ồng ý h ng Hơi ồng ý Đồng ý Ho n to n ồng ý) Về trao quyền Bạn vui lòng cho biết "SẾP" bạn: Ho n to n Ho n to n kh ng ồng ý ồng ý ▼ ▼ w Có truyền cảm hứng v t o ộng lực cho b n ể khuy n kh ch b n l m nhiều Có giúp b n ặt mục ti u phấn ấu c ng vi c Có khuy n kh ch b n với cách ti p cận d i h n, ki n nhẫn l cách n lo ad ju y th yi ti p cận chớp nhống Có dùng từ ngữ chuyển tải quyền sở hữu nói chuy n với b n như: “ hách h ng c a chúng ta”, “ngân sách c a chúng ta”, “ngân h ng c a chúng ta”… Có khuy n kh ch b n tin v o ch nh Có giúp b n lo i bỏ r o cản, trở ng i c ng vi c 7 Có khuy n kh ch b n tập trung v o b n l m, kh ng phải l b n ã lu n lu n l m ược Có khuy n kh ch b n cải thi n dần l n th ng qua ho t ộng v trình l m vi c c a b n Có sẵn s ng cho b n thời gian c a h b n cần Có mu n b n tham gia v o xử lý s tình hu ng li n quan m kh ng cần & kh ng phải chờ ợi có bảo v ược phép c a cấp tr n 1 Có mang l i cho b n tự v linh ho t ể b n trãi nghi m c ng vi c Có khuy n kh ch b n c ng khai b y tỏ cảm nghĩ v m i quan tâm c a Có t o cho người khác thấy b n l người tin tưởng v uy t n c ng vi c Có tr ng phát triển m i quan h tin tưởng lẫn cách chia sẻ nhiều th ng tin với b n 5 Thấy ược ti n c a tập thể có giá tr c ng vi c pl n ua al n va ll fu oi m at nh z z k jm ht vb l.c gm om an Lu va n ey t re t ược k t EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY t to ng hi ep Đánh giá c ng vi c Bạn nghĩ trao quyền tác động đến công việc bạn Ho n to n kh ng ồng ý ▼ Cơ hội ể l m vi c khác ngo i bảng m tả c ng vi c Vẫn có lặp l i c ng vi c hi n t i c a b n Có phong phú c ng vi c hi n t i Có tương ồng với c ng vi c h ng ng y c a b n C ng vi c hi n t i c a b n có a d ng Tự quy t nh to n c ng vi c c a ri ng phụ trách Có thể ho n th nh c ng vi c b n ề xướng Cơ hội ể b n ti p nhận c ng vi c từ ầu n cu i nhiều (tức l , hội ể l m c ng vi c cách tr n vẹn) Hi n t i b n có ược tham gia xử lý c ng vi c từ lúc bắt ầu n k t thúc Đánh giá khả l m vi c c a b n với người khác Có tương tác c ng vi c với ồng nghi p khác ti n trình c ng vi c c a b n B n nhận ược phản hồi từ ồng nghi p khác th ng qua người giám sát c a b n B n tự thực hi n c ng vi c theo cách b n thấy phù hợp C ng vi c c a b n có ộc lập với c ng vi c c a người khác Cơ hội ể suy nghĩ v l m vi c ộc lập B n xử lý c ng vi c ph m vi phụ trách cách ộc lập với người giám sát c a b n Tự l n k ho ch cho m i vi c Nhận th ng tin ánh giá từ cấp tr n khả xử lý c ng vi c c a b n Cơ hội bi t ược thân l m t t c ng vi c th n o? B n nhận ược phản hổi hi u l m vi c nhanh 85 w n lo ad ju y th 4 4 4 4 3 4 5 6 7 3 3 4 4 5 5 7 7 3 4 5 6 3 4 5 7 yi 3 3 3 3 Ho n to n ồng ý ▼ 7 7 7 7 pl n ua al 10 11 n va ll fu 12 oi m at nh 13 14 15 16 z k jm ht vb 7 l.c gm 19 20 z 17 18 7 n 7 ey 6 t re va an Lu om Lòng trung th nh với tổ chức Bạn vui lòng cho biết mức độ đồng ý bạn phát biểu sau: B n sức b nh vực thấy ồng nghi p n o ó ang tr ch ngân h ng B n nhấn m nh kh a c nh t ch cực c a c ng vi c với người khác (b n ngo i tổ chức) B n l n ti ng b nh vực có người khác (b n ngo i tổ chức) tr ch ngân h ng B n tự h o l người i di n cho ngân h ng nơi c ng cộng B n kh ng c ng khai ph n n n thay ổi tổ chức EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 86 t to ng hi ep C - THÔNG TIN CÁ NHÂN Với câu hỏi, bạn vui lòng lựa chọn phương án trả lời phù hợp đánh dấu chọn vào bên trái phương án Giới t nh c Đ i h c a Nam d Tr n i h c b Nữ e hác Tuổi inh nghi m l m vi c ng nh a Dưới 26 ngân h ng c a b n: b 26 – 30 a Dưới năm c 30 – 35 b Từ n năm d Tr n 35 c Từ n năm Trình ộ h c vấn d Từ n 10 năm a Trung cấp e Tr n 10 năm b Cao ẳng w n lo 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 an Lu n va ey t re EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 87 APPENDIX C: Pilot Study t to PILOT STUDY EVALUATION FORM ng hi Were the questions understandable and clearly stated? ep _ w If not, please giving comment on what changes are needed in the questionnaires? n lo _ ad _ y th ju _ yi _ pl ua al Were the scales understandable and appropriate? _ n n va If not, please describe your concerns with the scales ll fu _ oi m _ nh _ at _ z z Do you have any suggestion to improve the questionnaire? vb _ ht k jm _ gm _ l.c _ om _ an Lu I may have some questions regarding what you have written If you would not mind, may I contact you to get clarification? Please, provide your name and e-mail Thank you for participating in the pilot study! ey E-mail t re Your name n va address EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 88 GROUP INTERVIEW QUESTIONS t to General questions ng hi Could you tell me how long have you been working in your workplace? ep Could you tell me what manager’s empowerment behavior means to you? Do you perceive leadership empowerment in your organization? w n Could you tell me what job satisfaction means to you? lo ad Empowerment ju y th Let’s talk about leadership empowerment behaviors I will explain four categories yi of empowerment behaviors After reviewing these behaviors, could you provide me pl some examples of your managers’ behaviors exhibit related to these categories? al n ua - How does your manager emphasize the purpose and meaning of work so that va employees identify themselves as an important person? n - How does your manager help employees in problem solving or in the decision ll fu making process? m oi - How does your manager show confidence in employee’ ability to a good job? nh z for effective organization performance? at - How does your manager enhance employee skills and provide resources needed z ht vb - How does your manager allow employees to their job in their way and om - How you feel about your current job? l.c Let’s talk about job enrichment gm Job enrichment k - When you feel empowered? jm minimize regulations so that employees can perform their jobs in the manner? organization or job in terms of loyalty We will discuss five types of loyalty ey Let’s talk about employee loyalty I would like you think how you perceive your t re Employee loyalty n - How much can you be enriched your job? va - What things are you not done with your job? an Lu - What things are you done with your job? EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 89 categories Could you provide me your perceptions below categories and some t to examples, which are based on your experiences? ng - Discuss your willingness to take any job assignment if necessary hi ep - Describe your feeling of pride in your organization - What you tell your friends about your job? w n - Describe your feeling toward your organization lo y th not? ad - Do you think you have a loyalty toward a current workplace or job, why or why ju Relationships yi pl What relationship you think there is between manager’s empowerment ua al behaviors and employees’ job enrichment? n What relationship you think there is between job enrichment and employee n va loyalty? fu ll 10 What factors may impact the relationship between job enrichment and employee oi m loyalty? at nh 11 Do you think that manager’s empowerment behavior influences employee loyalty toward organizations? If so, how and why? z z 12 Could you tell me your opinion if there is relationship among empowerment, job jm ht vb enrichment, and employee loyalty, why or why not? 13 One of the demographic categories (e.g., age, length of work, gender, or job k and employee loyalty? om Thank you for your participation! l.c gm classification), what categories are strongly impact empowerment, job enrichment, an Lu n va ey t re EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 90 APPENDIX D: List some of result tables and figures t to Table 4.4-1: Standardized Regression Weights: (Group number - Default ng hi model) ep Estimate w n lo ad ju y th yi pl n ua al n va ll fu oi m at z z ht vb 0.667 0.687 0.65 0.785 0.745 0.792 0.9 0.748 0.701 0.912 0.712 0.726 0.883 0.674 0.701 0.809 0.709 0.67 0.818 0.633 0.671 0.799 0.649 0.605 0.812 0.762 0.646 0.689 0.805 0.737 0.783 0.612 k jm om l.c gm an Lu n va ey t re AUT AUT AUT AUT AUT IDE IDE IDE COM COM COM SIG SIG SIG IMP IMP IMP FEE FEE FEE MEAN MEAN MEAN SKI SKI SKI LOY LOY LOY SELF SELF SELF nh Autonomy1 Autonomy2 Autonomy3 Autonomy4 Autonomy5 Task.Identity1 Task.Identity2 Task.Identity3 Competence1 Competence2 Competence3 Task.Significance1 Task.Significance2 Task.Significance3 Impact1 Impact2 Impact3 Feedback1 Feedback2 Feedback3 Meaningfulness1 Meaningfulness2 Meaningfulness4 Skill.Variety3 Skill.Variety1 Skill.Variety4 Employee.Loyalty1 Employee.Loyalty3 Employee.Loyalty4 Self.Determination2 Self.Determination3 Self.Determination4 EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 91 Table 4.4-2: Regression Weights: (Group number - Default model) t to Estimate ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at z P-value 0.095 0.09 0.1 0.092 10.545 10.075 11.614 11.222 *** *** *** *** 0.061 0.045 15.28 14.045 *** *** 0.108 0.083 12.212 11.804 *** *** 0.096 0.084 11.705 11.177 *** *** 0.098 0.091 10.74 10.537 *** *** 0.129 0.099 9.511 9.192 *** *** 9.586 9.263 *** *** z C.R vb 0.116 0.106 k jm ht 9.598 9.144 om l.c *** *** ey t re 0.106 0.084 *** *** n 9.688 10.179 *** *** va 0.084 0.121 9.983 9.875 an Lu 0.138 0.148 gm 0.999 0.911 1.157 1.029 0.936 0.633 1.314 0.975 1.121 0.938 1.047 0.963 1.23 0.908 1.111 0.984 1.383 1.466 0.811 1.233 1.016 0.77 nh Autonomy1 AUT Autonomy2 AUT Autonomy3 AUT Autonomy4 AUT Autonomy5 AUT Task.Identity1 IDE Task.Identity2 IDE Task.Identity3 IDE Competence1 COM Competence2 COM Competence3 COM Task.Significance1 SIG Task.Significance2 SIG Task.Significance3 SIG Impact1 IMP Impact2 IMP Impact3 IMP Feedback1 FEE Feedback2 FEE Feedback3 FEE Meaningfulness1 MEAN Meaningfulness2 MEAN Meaningfulness4 MEAN Skill.Variety3 SKI Skill.Variety1 SKI Skill.Variety4 SKI Employee.Loyalty1 LOY Employee.Loyalty3 LOY Employee.Loyalty4 LOY Self.Determination2 SELF Self.Determination3 SELF Self.Determination4 SELF S.E EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 92 Table 4.5: Relationship between constructs of research t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll oi m at nh z z 1-r 0.900 0.963 0.981 0.906 0.860 0.999 0.820 0.837 0.954 0.962 0.918 0.769 0.980 0.924 0.819 0.832 0.947 0.985 0.871 0.850 0.725 0.814 0.724 0.838 0.867 0.843 0.967 0.931 0.753 0.957 0.988 0.898 0.722 C.R p-value 6.974 0.00 6.944 0.00 6.940 0.00 6.970 0.00 7.008 0.00 6.939 0.00 7.054 0.00 7.033 0.00 6.947 0.00 6.944 0.00 6.963 0.00 7.132 0.00 6.941 0.00 6.959 0.00 7.056 0.00 7.039 0.00 6.949 0.00 6.940 0.00 6.998 0.00 7.019 0.00 7.217 0.00 7.062 0.00 7.22 0.00 7.032 0.00 7.001 0.00 7.026 0.00 6.943 0.00 6.956 0.00 7.161 0.00 6.946 0.00 6.940 0.00 6.976 0.00 7.224 0.00 k jm ht om l.c gm an Lu n va ey t re S.E 0.049 0.049 0.049 0.049 0.048 0.049 0.048 0.048 0.049 0.049 0.049 0.048 0.049 0.049 0.048 0.048 0.049 0.049 0.048 0.048 0.047 0.048 0.047 0.048 0.048 0.048 0.049 0.049 0.047 0.049 0.049 0.049 0.047 vb r 0.100 0.037 0.019 0.094 0.140 0.001 0.180 0.163 0.046 0.038 0.082 0.231 0.020 0.076 0.181 0.168 0.053 0.015 0.129 0.150 0.275 0.186 0.276 0.162 0.133 0.157 0.033 0.069 0.247 0.043 0.012 0.102 0.278 fu Relationship AUT IDE AUT COM AUT SIG AUT IMP AUT FEE AUT MEAN AUT SKI AUT LOY AUT SELF IDE COM IDE SIG IDE IMP IDE FEE IDE MEAN IDE SKI IDE LOY IDE SELF COM SIG COM IMP COM FEE COM MEAN COM SKI COM LOY COM SELF SIG IMP SIG FEE SIG MEAN SIG SKI SIG LOY SIG SELF IMP FEE IMP MEAN IMP SKI EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY t to ng hi ep w n lo IMP IMP FEE FEE FEE FEE MEAN MEAN MEAN SKI SKI LOY ad 0.206 0.039 0.119 0.266 0.341 0.129 0.357 0.305 0.137 0.492 0.066 0.136 ju y th LOY SELF MEAN SKI LOY SELF SKI LOY SELF LOY SELF SELF yi pl 0.048 0.049 0.049 0.047 0.046 0.048 0.046 0.047 0.048 0.043 0.049 0.048 0.794 0.961 0.881 0.734 0.659 0.871 0.643 0.695 0.863 0.508 0.934 0.864 7.091 6.944 6.989 7.198 7.382 6.998 7.429 7.286 7.005 7.971 6.954 7.004 93 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 94 Figure 4.1: Saturated model of the first CFA t to 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 k jm ht vb om l.c gm an Lu n va ey t re EFFECTS OF EMPOWERMENT AND JOB ENRICHMENT ON EMPLOYEE LOYALTY 95 Figure 4.4: SEM result of research model (Standardized) t to 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 k jm ht vb om l.c gm an Lu n va ey t re
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