INTRODUCTION
Background of research
Foreign direct investment (FDI) plays a vital role in driving economic growth by offering additional domestic capital, modern technologies, and facilitating technology transfer to the host country Research indicates that redirected FDI not only enhances the economic growth of the recipient nation but also yields mutual benefits for both investors and the host country.
According to the Global Investment Report (2021) by UNCTAD, Vietnam's attractiveness for Foreign Direct Investment (FDI) has significantly improved, rising from almost negligible levels in 1987 to 45th place among 216 nations in 2000 In 2022, FDI played a crucial role in Vietnam's economic growth, contributing nearly 20% to the country's GDP and accounting for over 42% of the profits in the corporate sector (Foreign Investment Agency, Ministry of Planning and Investment) However, the competitive labor market has led to increased turnover within the Vietnamese workforce (Barbour-Lacey and Hoang, 2014).
Job satisfaction plays a crucial role in influencing an employee's intention to remain with an organization, as suggested by Porter et al (1974) A high level of personal satisfaction within a company is significantly associated with a lower rate of employee turnover.
Gathering empirical evidence is essential for improving employee job satisfaction and fostering long-term commitment, which are critical for the success and sustainability of companies like FDI in Vietnam.
Recent studies on employee job satisfaction in FDI companies in Vietnam, such as those by Tri (2020) and Nguyen et al (2019), have primarily focused on factors like salary and workplace relationships However, the concept of core self-evaluations (CSE) has not yet been explored in this context CSE refers to an individual's fundamental evaluation of themselves, encompassing four key personality traits identified by Judge, Locke, et al (1998): self-esteem, generalized self-efficacy, internal locus of control, and emotional stability These traits provide a comprehensive assessment of an individual's self-perception and are crucial for understanding personal characteristics Empirical research has established a link between core self-evaluations and job satisfaction, reinforcing the importance of CSE in the workplace.
Employee work engagement is essential for companies, as it significantly enhances job satisfaction Research by Orgambídez-Ramos and de Almeida (2017) highlights a strong individual-level connection between work engagement and job satisfaction, reinforcing the importance of prioritizing employee engagement in the workplace.
According to Eva et al (2019), supervisor developmental feedback plays a crucial role in enhancing proactive behavior, job engagement, and creativity, thereby creating an environment that promotes continuous learning and growth Consequently, it is anticipated that such contextual factors, including supervisor feedback, will positively influence the organizational climate and boost overall job satisfaction.
Core self-evaluations (CSE), job satisfaction (JS), work engagement (WEG), and supervisor developmental feedback (SDF) play a crucial role in enhancing employee loyalty and fostering a positive work environment for foreign direct investment (FDI) companies in Vietnam By understanding the connections between these factors, FDI companies can implement effective human resource practices that promote employee well-being and organizational success.
Research Gap
Research on the relationship between core self-evaluations (CSE) and job satisfaction (JS) in non-Western cultures, particularly in Vietnam, remains limited However, previous studies have established CSE as a reliable predictor of job satisfaction, highlighting its significance in understanding employee well-being across diverse cultural contexts.
Hofstede (2001) describes Vietnamese culture as high context, characterized by strong collectivism, significant power distance, and moderate uncertainty avoidance In contrast, low-context cultures, especially in the West, prioritize individualism, where personal initiative and self-assertion are highly valued for achieving success.
This study investigates the essential link between core self-evaluations (CSE) and job satisfaction (JS) within foreign direct investment (FDI) companies in Vietnam, emphasizing the impact of cross-cultural dynamics and varying leadership styles.
The interplay between core self-evaluations (CSE), work engagement (WEG), and supervisor developmental feedback (SDF) in relation to job satisfaction (JS) has not been thoroughly examined Although previous research highlights the impact of these factors on employee job satisfaction, their combined effects with CSE warrant deeper exploration To fill this research gap, it is essential to investigate the relationships among CSE, work engagement, supervisor developmental feedback, and job satisfaction specifically among foreign direct investment (FDI) employees in Vietnam.
Foreign Direct Investment (FDI) plays a vital role in Vietnam's economic development, accounting for nearly 20% of the nation's GDP and generating more than 42% of profits within the corporate sector, according to the Foreign Investment Agency under the Ministry of Planning and Investment.
However, The Vietnamese labor force has undergone a rise in turnover due to intense labor competitiveness FDI companies in Vietnam also face several challenges, including high staff turnover rates
The relationship between core self-evaluations (CSE) and job satisfaction (JS) is crucial for foreign direct investment (FDI) companies in Vietnam Employees with high CSE are more likely to experience job contentment, even when faced with challenges By understanding this connection, FDI companies can enhance their hiring strategies, improve staff retention, and create a more productive work environment.
Based on both the theoretical necessity and the practical necessity, the study makes an effort to close the research gap on both necessary problems
To address this gap, it is necessary to examining the links between CSE, work engagement, supervisor developmental feedback, and job satisfaction among foreign direct investment (FDI) employees in Vietnam.
Study Objective, Questions
This research aims to explore the impact of personal traits, such as core self-evaluations and work engagement, alongside contextual factors like supervisor developmental feedback, on employee job satisfaction in FDI companies in Vietnam The study's theoretical contribution lies in its comprehensive approach, integrating both individual and environmental variables to provide a deeper understanding of employee satisfaction.
The aim of this study will be presented as follow:
1 To identify the personal traits (such as core self-evaluations and work engagement) and contextual factors (i.e., supervisor developmental feedback) that affect employees job satisfaction among employees in FDI companies in Vietnam
2 To identify relationships between those identified factors with employee job satisfaction among employees in FDI companies in Vietnam
Base on the objectives two research questions were developed as follow:
1 Does core self-evaluations (CSE) significantly on job satisfaction among employees in FDI companies in Vietnam?
2 Do the significantly of work engagement on core self-evaluations (CSE) and employee job satisfaction and differ depending through supervisor developmental feedback among employees in FDI companies in Vietnam?
Research scope
The research The Job Satisfaction of Employees at Foreign Companies - the Case of Vietnam has been limited
Place scope: The data was collected from foreign direct investment (FDI) companies in two locations in Vietnam's northern and southern
Data collection took place over a two-week period in April 2023, utilizing mail and social media to select participants from a diverse array of foreign direct investment (FDI) companies in Vietnam, ensuring the accuracy and reliability of the data gathered.
Research Methodology
An online survey will conduce among employees in FDI companies in Vietnam
Snowball sampling will employ to augment the population size by leveraging three primary networks in the FDI sector in Vietnam
An online survey will be conducted to gather essential information and statistics, utilizing a 5-point Likert scale for evaluation Additionally, secondary data collected from various reports will enhance the background knowledge necessary for this research.
Data is coded, screened, and analyzed on the statistical software as below steps:
Thesis structure
This thesis is structured into five chapters such as bellow h
This chapter briefly introduces the background, objectives, scope, methodology, and structure of the research
This chapter presents a summary of the theoretical relevance in previous researches and to develop the hypotheses and proposed conceptual model for further testing Chapter 3 Research methodology
The research methodology, survey design, and proposed conceptual model are all included
This chapter presents the sample profile and analytical results
This chapter presents the finding research is discussed, to respond to the research question, conclusions are published This chapter also contains conclusions and suggestions for additional study h
LITERATURE REVIEW
Job satisfaction (JS)
Employee job satisfaction (JS) gained prominence in the 1930s and has been defined in various ways Locke (1976) describes job satisfaction as a positive emotional state resulting from an individual's appreciation of their work.
Numerous studies have explored the concept of job satisfaction, defined by Graham (1982) as the overall evaluation of an individual's thoughts and emotions regarding their work Essentially, job satisfaction encompasses an employee's feelings towards various facets of their job.
While, Spector (1997) extent to which people have either positive or negative feelings regarding their employment and various elements is what is meant by job satisfaction
Job satisfaction measures the extent to which individuals feel content or dissatisfied with their employment It encompasses a person's emotional response to their work environment and serves as a key motivator for productivity and engagement (Price, 2004; Brief and Weiss, 2002).
Chen, Sparrow, and Cooper (2016) define job satisfaction as an individual's comprehensive feelings, thoughts, and attitudes regarding their work They emphasize that various factors, including employee experience, the nature of the job, interpersonal communication, and personal role expectations, significantly influence job satisfaction.
As a measure of job satisfaction, JS is based on situational, dispositional, or their interactions (Judge, Weiss, Kammeyer-Mueller, & Hulin, 2017) h
Employee job satisfaction encompasses an individual's overall feelings and attitudes towards their work, shaped by various factors including personal experiences, the nature of the job, communication dynamics, and individual expectations.
Core self-evaluations (CSE)
According to Judge (1997), traits like dispositional optimism and positive and negative affectivity may reflect core self-evaluations While several studies have linked dispositional optimism and negative affectivity to this construct, additional research is needed to integrate these traits more fully Presently, the focus remains on self-esteem, locus of control, neuroticism, and generalized self-efficacy within the core self-evaluations framework.
Self-esteem reflects an individual's self-worth and belief in their ability to reach their goals Locus of control pertains to the degree of perceived control one has over life events Neuroticism measures the frequency of negative emotions, including anxiety and depression Generalized self-efficacy is the confidence in one’s capability to succeed in specific tasks or situations.
According to research by Judge and Heller (2002), there is some indication that dispositional optimism and negative affectivity may serve as markers regarding the core self-evaluation concept
Kammeyer-Mueller et al., (2009) hypothesized the core self-evaluations (CSE) construct can serve as a helpful framework to comprehend the coping mechanisms of individuals with diverse personalities
Individuals with higher positive core self-evaluations (CSE) perceive the emotional demands of their jobs as less challenging, which reduces their susceptibility to emotional dissonance and depersonalization (Pujol-Cols et al., 2023).
In summary, supervisor development feedback is type of feedback from supervisors provides employees with valuable behavioral information that can assist them in improving their skills and abilities h
Work engagement (WEG)
In 1990, W A Kahn introduced the concept of "employee work engagement," defining it as the process of connecting individuals to their jobs He emphasizes this idea by providing examples of how employees perceive themselves while performing their daily tasks.
Employee work engagement, as defined by Schaufeli and Bakker (2004) and Schaufeli et al (2002), encompasses high levels of dedication, vigor, and absorption, representing a positive emotional state towards work Vigor reflects abundant energy and perseverance in the face of job-related challenges Dedication signifies deep job involvement, characterized by feelings of significance, eagerness, satisfaction, and inspiration Absorption occurs when individuals are fully immersed in their tasks, losing track of time and finding it difficult to disengage from their work.
According to Bakker (2008), work engagement is defined as a positive and fulfilling state of wellbeing at work, driven by affective and motivational factors, emphasizing the importance of employee mental health This perspective aligns with the views of Seligman and Csikszentmihalyi (2000) as well as Seligman et al (2005), highlighting the significance of focusing on the positive aspects of employee engagement and wellbeing in the workplace.
Employee work engagement refers to individuals' connection to their organizations, highlighting their loyalty and commitment to the workplace (Ali, 2020) According to Ali and Anwar (2021), work engagement serves as an important indicator of employees' overall loyalty to their organizations.
Supervisor’s developmental feedback (SDF)
Feedback is a specific type of communication process where a sender delivers a message containing information regarding the recipient's behavior and performance.
Supervisor developmental feedback, as defined by Zhou (2003), refers to the extent to which supervisors provide their employees with valuable insights and knowledge that facilitate professional growth and on-the-job learning.
Supervisor developmental feedback enhances employee performance by equipping them with essential insights and expertise from their supervisors The more feedback employees receive, the better they can integrate this knowledge into their actions, leading to significant improvements in their overall performance (Zheng et al., 2015).
In summary, supervisor development feedback is type of feedback from supervisors provides employees with valuable behavioral information that can assist them in improving their skills and abilities.
Hypotheses development
2.5.1 Core self-evaluations satisfaction positively related to job satisfaction
Based on research conducted by Judge, T A (1997), core self-evaluations may have a direct or indirect impact on work satisfaction Furthermore, Judge, Locke, et al.,
In 1998, a study revealed that four traits, viewed as a unified latent construct, significantly correlated with job satisfaction across three distinct samples Additionally, researchers have established a connection between core self-evaluations and job satisfaction, further underscoring the importance of these traits in the workplace.
Table 2.1 Summary of link between of Core self-evaluations and Job satisfaction
4 traits of Core self- evaluations
Significant on job satisfaction/ job performance
Review Review Related on job satisfaction/jo b performance h
Factor analysis Job satisfaction (five items taken from the Brayfield and Rothe
Significant on job satisfaction/ life satisfaction/ happiness Judge et al 2005
Core self- evaluations (i.e., positive self-regard)
Factor analysis Job Satisfaction Scale (Brayfield and Rothe (1951)) related to job satisfaction/lif e satisfaction
Genetic factors, CSE, work attitudes, and health outcomes, Job satisfaction
NY4 Core self- evaluations (measured by
10 items) Job satisfaction (measured by
Significance of genetic factors in enhancing our comprehensio n of the associations between Core self- evaluations, work attitudes, and health consequences h
Core self- evaluations, person– environment
N7 Factor analysis CSE was measured with the 12- item scale developed by Judge et al
JS measure scale developed by Fouquereau
Significant relationship person- environment fit and job satisfaction was partially mediated by core self- evaluations
Core self- evaluations student (N = 216) field samples (N= 321)
Factor analysis Core Self- Evaluations (CSE) using a 12-item scale developed by Judge et al
(2003) job satisfaction using four items adapted from
Significantly effect to job satisfaction, life satisfaction, and affective commitment h
N5 Factor analysis CSE (12-item scale of J E
Job Satisfaction scale (The short version of Minnesota Weiss, Dawis
Significantly effect to job satisfaction
The literature reviewed primarily focuses on Western contexts, highlighting how cultural settings and backgrounds significantly influence behavior A key distinction in communication styles is observed between high-context and low-context cultures, as noted by Mujtaba and Balboa (2009) In high-context cultures, such as China, Vietnam, Thailand, and Japan, communication tends to be less detailed verbally and relies more on implicit understanding rather than extensive written or formal information.
In the context of Vietnam's culture, particularly within foreign direct investment (FDI) companies that experience cross-cultural interactions, the relationship between corporate social engagement (CSE) and job satisfaction (JS) plays a crucial role in influencing employee performance This study aims to explore the significance of this relationship and its impact on employees working in such environments.
H1 Core self-evaluations (CSE) significantly job satisfaction (JS) among employees in h
2.5.2 Work engagement positively mediates the relationship between core self- evaluations and job satisfaction
Work engagement plays a significant role in mediating the relationship between core self-evaluations and job satisfaction According to Anwar and Surarchith (2015), employees with high levels of engagement experience greater job satisfaction (Anwar, 2016), making it essential for companies to foster an engaged workforce Additionally, Orgambídez-Ramos and de Almeida (2017) found a strong connection between job satisfaction and work engagement at the individual level.
Research by Harter et al (2002) and Park and Gursoy (2012) indicates a positive relationship between work engagement and favorable work-related outcomes, including increased job satisfaction, enhanced job performance, and reduced intentions to leave the job.
Furthermore, previous studies (Crawford et al., 2010) have established a connection between work engagement and job-related attitudes (e.g., employee loyalty and job satisfaction)
Bakker and Demerouti (2007) categorize the factors affecting work engagement into situational and individual factors Individual factors encompass constructs, techniques, and circumstances that directly influence employees, thereby enhancing their work engagement (Wollard & Shuck).
Anwa (2021) classified the relationship between work engagement and job satisfaction by examining key factors such as equal opportunities, personal influence, career nature, development opportunities, employee recognition, work challenges, supervisor behavior, ethics and integrity, and job empowerment.
To understanding the effect of the differences on employees in Vietnam’s FDI companies, the present study proposes that:
H2 Work engagement positively mediates the relationship between core self- evaluations and job satisfaction among employees in FDI companies in Vietnam h
2.5.3 Potential the role of Supervisor’s developmental feedback as a mediator variable
Job satisfaction is influenced by various elements, including social interactions, thorough job analysis, effective employee training, individual needs and desires, strategic recruitment and selection, comprehensive orientation, workforce dynamics, and management development environments.
The feedback environment is a vital element of organizational processes, significantly influencing affective organizational commitment Recognized since the work of Kluger and DeNisi in 1996, it remains a crucial contextual factor that organizations must prioritize to enhance employee engagement and loyalty, as highlighted by Norris-Watts and Levy in 2004.
According to Hackman and Oldham's job characteristics model, feedback and supportive relationships in the workplace significantly enhance employees' sense of impact by helping them understand the importance of their work and their ability to influence their work environment Research by Gagné et al (1997) indicates that supportive feedback fosters autonomy-promoting behaviors and positively influences employees' perceptions of their impact at work.
According to the model by Whitaker, Dahling, and Levy (2007), subordinates in a feedback-friendly environment are more likely to seek feedback, gain clarity in their roles, and achieve higher performance ratings.
Levy and Williams (2004) have demonstrated that the feedback environment within an organization is a proximal variable, and an essential aspect of the wider performance management process
Recent studies indicate that traditional supervisor feedback primarily focuses on evaluating past employee performance and accomplishments, which may not adequately address their developmental needs Zhou (2003) proposed that supervisor developmental feedback (SDF) can have both positive and negative effects, emphasizing its informative nature The more feedback employees receive, the better they can integrate this information into their work SDF specifically refers to the extent to which managers offer constructive and practical insights that foster learning, development, and job enhancement.
Eva et al., (2019) have hypothesized supervisor developmental feedback can significantly increasing job engagement, proactive behavior, and creativity can foster an environment
In high-context cultures such as Vietnam, how do employees react to development feedback from their supervisors?
Thus, the study proposes that:
H3 Supervisor’s developmental feedback will moderate the relationship between Core self-evaluations and Job Satisfaction among employees in FDI companies in Vietnam
H4 Supervisor’s developmental feedback will moderate the relationship between Work Engagement and Job Satisfaction among employees in FDI companies in Vietnam.
Conceptual model
Based on hypotheses development and the concept of each variable, the study proposed conceptual model is illustrated below
Figure 2.1 Present study's proposed conceptual model
Sources: Conceptual model developed by author h
Table 2.2 Variables description and supporting literature
Job satisfaction is the positive or negative emotions of employees that affect employees’ behavior and beliefs
Core self-evaluations mention to an individual's fundamental self-evaluation, which can range from positive to negative
Employee engagement is connecting of individual with their work, and it can be observed through specific instances where employees reflect on themselves while performing their daily tasks
Supervisor development feedback is type of feedback from supervisors provides employees with valuable behavioral information that can assist them in improving their skills and abilities
RESEARCH METHODOLOGY
Research process
Here is how this present study was conducted:
Sources: Process developed by author h
Measurements
There are 4 constructs in this research: Job satisfaction, Core Self-Evaluations, Work Engagement, and Supervisor’s developmental feedback The major of scales were modified from relevant literature
Appendix A.3 has a presentation of code of items for survey
Questionnaire design
The survey targeted Vietnamese individuals employed in FDI companies in Vietnam, utilizing Vietnamese translations of the original English questionnaire Prior to distribution, a pilot test was conducted with 15 respondents to gather qualitative feedback and ensure the translated questionnaire's clarity The questionnaire consists of four main sections, with items intermingled rather than grouped by variables, to prevent respondents from deducing the study's purpose and to minimize potential bias.
Sample
According to Hair et al (2010), the optimal sample size is calculated by multiplying the number of questions by five In this study, which includes four variables and 33 questions, a minimum of 165 samples was necessary Data collection took place over two weeks in April 2023, utilizing mail and social media to select participants from a diverse array of foreign direct investment (FDI) companies in Vietnam, ensuring the accuracy and reliability of the data.
To minimize single-informant bias, the study employed a diverse pool of respondents from various Foreign Direct Investment (FDI) companies in Vietnam, ensuring the findings are generalizable across different jobs and employees within organizations A comprehensive data collection process was implemented, targeting employees of FDI companies in Vietnam as respondents To boost response rates, reminder messages were sent to participants who had not responded to the questionnaires within two days, taking into account their potentially heavy workloads.
To enhance the population size for the study, snowball sampling was utilized by leveraging three key networks Initially, personal relationships and referrals from FDI companies facilitated connections to other relevant companies in the survey area Subsequently, assistance was sought from these companies to distribute the survey link to their colleagues and employees Lastly, the survey link was shared in targeted social media groups to broaden outreach Additionally, demographic information such as gender, age, and tenure with the organization was collected to gain insights into the respondents' characteristics and attributes.
Data analysis approach
Collected data used statistical software called SPSS version 29.0 (free trial) and the
The "PROCESS" version v4.2_beta tool for SPSS, recommended by Hayes (IBM, New York, US), is utilized to analyze the moderating effect of work engagement on the relationship between core self-evaluations and job satisfaction Additionally, the study examines the mediating role of supervisor developmental feedback in this relationship This method is favored for its capability to estimate complex models involving multiple factors and its effectiveness in handling non-normal distribution data.
The data analysis process comprises four steps as follows:
This article focuses on conducting measurement tests to evaluate the reliability and validity of survey instruments It utilizes the “PROCESS” tool to examine the moderating effects of work engagement on the relationship between core self-evaluations and job satisfaction Additionally, it investigates how supervisors' developmental feedback serves as a mediating factor in the connection between core self-evaluations, work engagement, and job satisfaction The final step involves analyzing the results of the data analysis.
DATA ANALYSIS
Sample profile
In April 2023, data was collected through mailing and social media over a two-week period, focusing on ensuring reliability and validity The study meticulously selected participants from a diverse array of Foreign Direct Investment (FDI) companies in Vietnam to mitigate single-informant bias By engaging a broad spectrum of respondents, the research aimed to create a comprehensive and unbiased database.
After more than two weeks of data collecting, the study received 282 responses, listwise deletion, and missing data reduced the final sample size to 237
According to Hair et al (2010), the required sample size for a survey is calculated by multiplying the number of questions by five In this study, which utilized 33 questions across four variables, a minimum of 165 samples is necessary to ensure robust results.
According to Appendix B.1 of the data file, the survey revealed that men constituted 67.2% of respondents, while women represented approximately 31.9% The findings also indicated that the manufacturing sector was the most prominent among participants, accounting for 35.2%, followed by the electricity, gas, heat, and water supply industry at 28.4%.
The age group with the highest response rate is between 26 and 30 years old, accounting for 30.7% of the total replies, with 73 responses from 237 participants The second most represented group is ages 31 to 35, which received 26.5% of the replies, totaling 63 responses Following closely is the 18 to 25 age group, contributing 25.2% of the responses with 60 replies Notably, individuals over 41 years old comprised just under 5% of the responses, totaling 11 replies.
In a recent survey of 237 respondents, the majority identified as general employees, accounting for 76.1% (181 responses) Middle managers, such as department heads, represented the second-largest group with 12.2% (29 responses), while first-line managers, including team leaders, contributed 10.5% with 25 responses.
In a survey of 237 respondents, the majority, comprising 51% (121 responses), held a College or Technical School education The second largest group was Undergraduate students, accounting for 41.7% (99 responses) Additionally, 4.2% (10 responses) had a Master's degree, while 2.1% (5 replies) had completed High School or less Only 0.8% (2 replies) of respondents reported holding a Graduate or PhD degree.
Data analysis
Table 4.1 The scale items' descriptive statistics for the independent, mediator, moderator, and dependent variable
Size Min Max Mean SD
In numerous research studies, the reliability of measurement instruments is essential for obtaining accurate results To assess the reliability of all variables, Cronbach’s Alpha was utilized to evaluate the scale's consistency and eliminate any unreliable measurement items in this study.
According to Nunnally, J (1994), if a measurement variable has a total correlation coefficient of 0.3, then it fits the conditions
Besides, Cronbach's Alpha coefficient value such as following levels:
In accordance with Appendix B2's Cronbach’s alpha summary, the observed items C-LS3 from the CSE variable scale and JS3 from the JS variable must be rejected due to their Corrected Item-Total Correlation coefficients falling below 0.3 Additionally, the analysis reveals that deleting these items would lead to an increase in the overall Cronbach's Alpha coefficient.
Table 4.2 Result of Cronbach’s alpha value after rejection removing items
Variables Code Number of observed items
Core self- evaluations CSE 11 (After C-LS3’s rejection) 0.801 0.804
Job satisfaction JS 04 (After JS3’s rejection) 0.669 0.838
Following scale analysis, exploratory factor analysis (EFA) is performed Observed items are loaded with numerous variables in exploratory factor analyses, or they are factored out right away
The Kaiser-Meyer-Olkin (KMO) coefficient test, Bartlett's test, Eigenvalue, and Total Variance are essential statistical tests used in data analysis In addition to factor loading coefficients, it is crucial to consider other significant findings to gain a comprehensive understanding of the results.
Following Hair et al (2010), with a sample size of 156 is acceptable when the factor loading is more than 0.5 as the condition of exploratory factor analysis (EFA)
The reliability test and exploratory factor analysis (EFA) confirmed the validity of the observed variables, with all KMO Measure of Sampling Adequacy values ranging from 0.5 to 1 Furthermore, the significance value was 000, indicating strong statistical relevance (p < 05) Notably, the measuring items accounted for over 50% of the total variance in the data.
Table 4.3 Exploratory factor analysis (EFA) results of variables
Test JS CSE WEG SDF h
A bivariate correlation analysis using Pearson’s correlation coefficients was performed to examine the linear relationships among Core Self-Evaluations (CSE), Work Engagement (WEG), Supervisor Developmental Feedback (SDF), and Job Satisfaction (JS) The primary goal of this analysis was to assess the strength of the linear correlations between these key variables.
Table 4 4 Pearson’s correlation matrix analysis result
Variables Mean SD JS CSE WEG SDF
Table 4.4 presents the Pearson Correlation Index for each variable, indicating positive values All Pearson correlation results fall within the range of 0 to 1, signifying a significant relationship among the variables.
SPSS 29.0 software (free trial version) is used to assist, empirical analysis employing the analytical approach regression was used to access the relationship and assess this effect dimension of the variables This add-in is beneficial in testing causal effects using linear models
To investigate how work engagement moderates the relationship between core self-evaluations and job satisfaction, the author utilized Hayes' (2017) methodology with the "PROCESS" version 4v.2_beta tool in SPSS software version 29.0 (IBM, New York, US).
Figure 4.1 A statistical diagram of the proposed model
Figure 2.1 The proposed conceptual model translates into to the statistical diagram in Figure 4.1 This diagram represent two equations, one the for mediator variable -
WEG and one for Job satisfaction (JS) as below:
WEG = i’weg + α’ 1 CSE+α’ 2 SDF+ α’ 3 WEG*SDF + ε’weg
JS = i’js + c’CSE + c’ 1 CSE*SDF+c’ 2 SDF + c’ 3 WEG*SDF + β’WEG + ε’js h
After running data in Process tool, the outcome mediation of the Effect of WEG by CSE is presented as below
Table 4.5 Results of Regression Analysis Examining the relationship between CSE and WEG
Source: Data processing results from PROCESS Bootstrapping by author
The model summary for the outcome variable (WEG) is presented
CSE has a significant impact on WEG (b=.6323, t=9.7577, p