Rationale
Corporate social responsibility (CSR) has gained prominence in governance research and practice in developed countries over the past few decades In Vietnam, awareness of CSR has grown significantly in the last ten years, largely due to the influence of international organizations and multinational companies investing in the country Recent demands from foreign partners, coupled with societal awareness and the push for international integration and sustainable development, have heightened interest in CSR among Vietnamese businesses However, many companies still view CSR primarily as charitable donations or community engagement, rather than integrating it into their overall strategy and operations As a result, CSR often lacks the attention it deserves within these firms.
The World Business Council (1998) defines Corporate Social Responsibility (CSR) as a continuous commitment by businesses to enhance economic development while improving the quality of life for employees, their families, and the broader community In contemporary contexts, CSR transcends mere charity and environmental respect, encompassing various dimensions outlined in ISO 26000, such as organizational governance, human rights, labor practices, environmental protection, fair operating practices, consumer issues, and community involvement and development (ISO 26000, 2010).
Thus CSR not only expresses the external responsibility of the firms but also the elements that express the internal activities and internal responsibilities of the firms
VNPT Technology Joint Stock Company, a leader in telecommunications and IT, prioritizes human resources as its core value The management emphasizes employee commitment, recognizing its significant impact on business performance, as highlighted by research (Anthony Andrew, 2017) Committed employees enhance operational efficiency, accelerate goal achievement, and foster professionalism, contributing to a strong company culture and brand identity However, the company faces certain limitations in this area.
There is no clear content about CSR in the development strategy
The implementation of corporate social responsibility (CSR) is crucial for aligning with state regulations and enhancing employee training; however, the company has overlooked the emotional engagement of its employees in CSR activities This lack of attention has resulted in diminished commitment among staff, leading to inefficiencies in their work Consequently, the organization faces a high turnover rate, particularly among highly specialized personnel.
The implementation of Corporate Social Responsibility (CSR) at VNPT Technology Company significantly influences employee commitment, yet there is a notable gap in research addressing how internal CSR perceptions affect this commitment This lack of studies presents an opportunity to explore and enhance the understanding of CSR's impact on employee engagement within the company.
The master's thesis titled "A Study of Employee Perception of Internal CSR and Employee Commitment in VNPT Technology Company" aims to explore the relationship between employees' perceptions of internal Corporate Social Responsibility (CSR) factors and their commitment to the organization The findings will provide valuable insights for the Board of Directors to enhance CSR practices within the company, ultimately fostering greater employee engagement and loyalty.
Literature review
Studies from Vietnam and foreign on CSR in general and employee's perception of CSR are seen on many different perspectives, fields and names
Several studies show that companies that carry out social responsibilities bring many benefits such as improving customer satisfaction (Luo & Bhattacharya,
2006), customer- organization fit (Sen& Bhattacharya, 2001), and customer trust (Vlachos, Tsamakos, Vrechopoulus, & Avramidis, 2009) (Herman Aguinis, Ante
While the impact of Corporate Social Responsibility (CSR) on external stakeholders is widely recognized, its effectiveness for internal stakeholders, particularly employees, remains underexplored (Glavas, 2012) Research indicates a significant relationship between CSR initiatives and employee commitment to the organization, highlighting the importance of considering how these activities influence internal perceptions and engagement (Arson, Flaherty, Zablah, Brown, & Wiener, 2008).
Brammer, Millington, and Rayton (2007) examined how three facets of socially responsible behavior influence organizational commitment, focusing on employee perceptions of external corporate social responsibility (CSR), particularly in the community, the fairness of organizational procedures, and the availability of employee training Their study utilized a model that differentiates by gender and is grounded in social identity theory.
Al-bdour, A Ali, Ellisha Nasruddin, and Soh Keng Lin (2010) explored the link between internal Corporate Social Responsibility (CSR) practices and organizational commitment in Jordan's banking sector through the lens of social exchange theory (SET) Their research identified five key dimensions of internal CSR—health and safety, human rights, training and education, work-life balance, and workplace diversity—that significantly and positively influenced affective and normative commitment However, the study revealed that these internal CSR dimensions did not have a notable impact on continuance commitment.
A study by Roudaki J and Arslan M (2017) explored the relationship between perceived Corporate Social Responsibility (CSR) and Organizational Commitment (OC) among service employees in Pakistan's hotel sector The research focused on four CSR dimensions: economic, legal, ethical, and philanthropic Data collected through surveys indicated a significant positive correlation between perceived CSR and organizational commitment, with the economic and philanthropic dimensions exerting a greater influence on employee commitment.
A study by Nguyen Ngoc Thang and Yves Fassin (2017) examines the influence of internal Corporate Social Responsibility (CSR) on organizational commitment within Vietnam's service sector It highlights key internal CSR factors, including labor relations, work-life balance, social dialogue, health and safety, and training and development The findings reveal that labor relations, health and safety, and training and development significantly enhance employee commitment, whereas work-life balance and social dialogue do not have a notable impact on this commitment.
In Vietnam, there is little research on CSR available The study of Wang
A 2005 study examined the impact of state trade unions on corporate social responsibility (CSR) within Taiwanese transnational corporations It highlighted the management practices and workplace unions, shedding light on labor rights issues and the challenges faced in establishing independent workplace trade unions Additionally, the research investigated the role of new codes of conduct from Western buyers, which prioritize the rights to freedom of association and collective bargaining.
In 2012, Nguyen Phuong Mai conducted a study evaluating the implementation of Corporate Social Responsibility (CSR) at DAGARCO, a garment company, by analyzing the perspectives of both management and employees The research led to recommendations aimed at enhancing the company's CSR practices.
Research on Corporate Social Responsibility (CSR) reveals that cultural expectations significantly influence its implementation, even within developed economies (Nguyen Ngoc Thang, 2017) However, existing studies face notable limitations, particularly a lack of focus on employee perceptions of internal CSR and its effect on organizational commitment There is a scarcity of comprehensive research linking CSR to employee commitment, and most studies draw from specific sectors with limited sample sizes Additionally, there is a gap in research regarding employee perceptions of internal CSR and commitment within the Telecom, R&D, and manufacturing sectors, which limits applicability to companies like VNPT Technology.
This thesis explores the relationship between employee perceptions of internal Corporate Social Responsibility (CSR) and their commitment within telecommunication and technology firms in Vietnam, specifically focusing on VNPT Technology Company.
Research Subject
The research focuses on the perception of employees about internal CSR and commitment of employees at VNPT Technology Company.
Research Objectives
This research explores the relationship between employees' perceptions of internal Corporate Social Responsibility (CSR) and their organizational commitment at VNPT Technology Company It proposes a theoretical framework to analyze this connection, aiming to develop a model that highlights how employees' views on internal CSR influence their commitment to the organization.
The research also makes some proposals for VNPT Technology Company to have proper attention to internal CSR and enhance employee's commitment to the company
Perception of employee of Internal CSR:
Figure 1 A framework for Analyzing the Relationship between Perception of employee of Internal Corporate Social Responsibility (CSR) and Employee
Research Scope
The topic is limited to studying the relationship between employee perception of CSR and employee commitment to more than 1000 employees in VNPT Technology Company
Primary data: investigation, survey from April 2019 to May 2019.
Research methods
Data collection methods
The research was conducted in two stages: qualitative and quantitative In the qualitative phase, interviews were held with a sample of eight experts in Corporate Social Responsibility (CSR), all of whom had over three years of experience in implementing CSR initiatives Their insights were used to evaluate and refine the measurement scale and to develop the questionnaire for the study.
The thesis employed quantitative research by utilizing primary data collected through a structured questionnaire The study focused on a population of approximately 1,000 employees at VNPT Technology Company, with a specific sample size determined for analysis.
291 (with a confidence level of 95% and a margin of error of 5%) (Research Advisor, 2006) The sampling method: random sampling.
Data analysis methods
The study utilized SPSS 22 software to perform correlation and regression analyses on survey data Reliability analysis was assessed using Cronbach's alpha, yielding results that indicated acceptable reliability, with values ranging from 0.82 to 0.91 (Nguyen Ngoc Thang and Yves Fassin, 2017).
Research agenda
The thesis consists of 4 chapters:
Introduction: Rationale, literature review, research subject, research objects, research scope, research methods
Chapter 1 provides a comprehensive overview of the theoretical framework surrounding Corporate Social Responsibility (CSR), focusing on internal CSR factors and how employees perceive these initiatives It explores the relationship between employee perceptions of internal CSR and their commitment to the organization, as well as the methodologies used to measure both internal CSR perceptions and employee commitment levels.
Chapter 2 outlines the research methods employed in this study, detailing the sample characteristics and the analytical framework used to examine the relationship between employees' perceptions of Internal Corporate Social Responsibility (CSR) and their commitment to the organization It also discusses the data collection and analysis techniques utilized in this research.
Chapter 3 presents the findings from the analysis of survey data, highlighting the connection between employee perceptions of internal CSR factors and their organizational commitment.
Conclusion, limitation, implication and recommendation
THEORETICAL BACKGROUND
Theoretical basis for Corporate Social Responsibility (CSR)
The concept of Corporate Social Responsibility (CSR) was formally introduced in 1953 by Howard R Bowen in his book "Social Responsibilities of the Businessman," which laid the groundwork for discussions on business ethics and social responsibility This foundational work allowed business leaders and academics to integrate these topics into strategic planning and decision-making A significant contribution to CSR is Carroll's "Four-Part Model of Corporate Social Responsibility," established in 1979 and refined in subsequent publications Carroll defines CSR as encompassing the economic, legal, ethical, and philanthropic expectations that society places on organizations at any given time.
Figure 1.1 Carroll’s (1991) Four-Part Model of CSR
Carroll defines Corporate Social Responsibility (CSR) as a multi-dimensional concept comprising four interconnected aspects: economic, legal, ethical, and philanthropic responsibilities He illustrates these responsibilities as successive layers in a pyramid, emphasizing that genuine social responsibility necessitates fulfilling all four levels in order.
Economic responsibility is fundamental for companies, as they must meet the expectations of shareholders seeking reasonable returns, provide safe and fairly compensated jobs for employees, and deliver quality products at fair prices for customers A company's primary obligation is to operate as a viable economic entity and maintain its business operations This foundational layer of corporate social responsibility (CSR) is essential for fulfilling subsequent responsibilities, as outlined by Carroll (1991), who asserts that all corporations are required to satisfy their economic responsibilities.
Corporate legal responsibility requires businesses to adhere to laws that reflect societal moral standards Compliance with these regulations is essential for any meaningful discussion on social responsibilities According to Carroll (1991), fulfilling legal obligations is a fundamental requirement for corporations aiming to be considered socially responsible.
Ethical responsibilities require corporations to act in a manner that is right, just, and fair, even in the absence of legal obligations According to Carroll (1991), these responsibilities extend beyond mere economic and legal expectations, reflecting the societal norms and values that the public anticipates from businesses.
Philanthropic responsibility represents the highest level of Corporate Social Responsibility (CSR), focusing on the voluntary contributions corporations make to society This includes charitable donations, the development of recreational facilities for employees and their families, support for local educational institutions, and sponsorship of arts and sports events According to Carroll, these initiatives reflect a company's commitment to enhancing community welfare and fostering positive social impact.
(1991), philanthropic responsibilities are therefore merely desired of corporations without being expected or required, making them „less important than the other three categories‟
The four-part pyramid model of Corporate Social Responsibility (CSR) effectively categorizes social responsibilities into distinct dimensions while acknowledging the essential need for firms to be profitable and operate within legal frameworks This pragmatic and comprehensive approach highlights the importance of fulfilling lower-level responsibilities before addressing higher ones, distinguishing between ethical, philanthropic, economic, and legal obligations However, it falls short in resolving conflicts that may arise between these responsibilities Additionally, CSR is a dynamic, multifaceted concept that encompasses business ethics, corporate philanthropy, corporate citizenship, sustainability, and environmental responsibility, as noted by Matten and Moon (2004) Its interpretation varies based on the specific economic, political, and social contexts, reflecting the evolving relationship between enterprises and the state over time and place.
Corporate Social Responsibility (CSR) is a multifaceted concept that can be defined in various ways Despite the different terminologies used, the core essence of CSR remains consistent, emphasizing that while each business may pursue its own developmental benefits in line with existing laws, it is essential to align these efforts with the broader advancement of the community as a whole.
In the thesis, the author adopts the European Commission's 2011 definition of Corporate Social Responsibility (CSR) and ISO 26000:2010, which describe CSR as the obligation of businesses to consider their societal impacts Compliance with relevant legislation and collective agreements is essential for fulfilling this responsibility To effectively implement CSR, companies must integrate social, environmental, ethical, human rights, and consumer issues into their core strategies and operations, collaborating closely with stakeholders This approach aims to enhance shared value for shareholders and society while proactively identifying, preventing, and mitigating potential negative impacts.
Corporate Social Responsibility (CSR) encompasses various aspects outlined in ISO 26000:2010, including environmental protection, community involvement and development, fair operating practices, consumer benefits, human rights, labor practices, and organizational governance The first four elements reflect the external responsibilities of firms, while the latter three pertain to internal responsibilities This distinction between external and internal responsibilities is relative, with no single aspect deemed more important than the others Ultimately, effective CSR implementation not only fosters sustainable development for businesses but also promotes the overall advancement of communities and society as a whole.
1.1.2 Theory related to corporate social responsibility
1.1.2.1 The stakeholder theory of the firm
The stakeholder theory of the firm is probably the most popular and influential theory to emerge in the CSR area (Stark, 1994) While the term
The term "stakeholder" emerged in the 1960s, with Edward Freeman further developing the concept in the 1980s His stakeholder theory emphasizes that managers should align their policies to meet the needs of various stakeholders, including employees, customers, suppliers, and community organizations, alongside shareholders Stakeholders are categorized as primary or secondary based on their significance to the organization, with a growing focus on the influence of primary stakeholders Employees, as key internal stakeholders, not only benefit from socially responsible practices but also play a crucial role in the effective implementation and success of Corporate Social Responsibility (CSR) initiatives.
The traditional model of managerial capitalism, depicted in Figure 1.2(a), illustrates that a company primarily interacts with four key groups: suppliers, employees, shareholders, and consumers In this framework, shareholders are regarded as the "owners" of the firm, making them the dominant group whose interests dictate the firm's operations The corporation utilizes resources from suppliers, employees, and shareholders to create products for consumers, emphasizing the central role of shareholders in guiding company decisions.
(a) Traditional managerial model of the firm
Figure 1.2 Stakeholder theory of the firm (Crane and Matten, 2004)
The stakeholder view of the firm, illustrated in Figure 1.2(b), emphasizes that shareholders are just one of many groups with which the company interacts Corporations have responsibilities not only to their shareholders but also to a diverse range of constituencies impacted by their operations This perspective highlights the company’s role at the center of interconnected, reciprocal relationships with various stakeholders.
1.1.2.2 Theory of sustainable core triple
Since the Rio Earth Summit in 1992, sustainability has emerged as a pivotal framework for evaluating corporate social responsibility (CSR) initiatives and broader industrial and social development efforts.
The triple bottom line (TBL), introduced by John Elkington in 1994 and expanded in 1998 to encompass environmental and social value, emphasizes a holistic approach to sustainability Initially focused on environmental management, the concept has evolved to integrate economic and social dimensions alongside environmental considerations, reflecting a comprehensive view of sustainability (Elkington, 1998).
Employee Commitment
Organizational commitment has garnered significant attention from management researchers and organizational behavior scientists, including notable works by Allen and Meyer (1996) and Mowday et al (1997) It is defined as the emotional connection and commitment an employee feels towards their organization This level of commitment can differ greatly among employees and across various organizations.
Organizational commitment refers to the psychological attachment an employee has to their organization, playing a crucial role in determining their likelihood of staying with the company This topic has gained significant attention in human resources, as organizations seek to understand the level of commitment among their employees According to Mathews and Jerry (2002), organizational commitment is a belief that employees internalize, while Meyer et al (2006) describe it as a force that connects individuals to a target and influences their actions related to that target.
Organizational commitment, as defined by Meyer and Allen (1991), encompasses three key themes: affective attachment, perceived costs of leaving, and the obligation to stay, known as affective, continuance, and normative commitment These themes collectively highlight that commitment represents a psychological state reflecting the employee's relationship with the organization, influencing their decision to remain a member Furthermore, these psychological states have distinct effects on work-related behaviors.
Affective commitment is the emotional bond employees feel towards their organization, leading them to stay because they want to Mowday (1982) identifies four main antecedents of affective commitment: personal characteristics, structural characteristics, job-related characteristics, and work experiences While demographic factors like age, tenure, gender, and education have been studied in relation to commitment, their impact is often inconsistent due to moderating variables such as job status and work rewards Limited research has focused on organizational characteristics; however, findings indicate that affective commitment is positively associated with decentralized decision-making and formalized policies Additionally, work experience factors such as equitable reward distribution, role clarity, and supportive supervision have shown strong correlations with affective commitment.
& Durick, 1988), fairness of performance-based rewards and job challenge (Meyer
Research indicates that work experiences significantly influence employees' decisions to stay with an organization, highlighting the importance of opportunities for advancement and participation in decision-making.
Continuance commitment is the awareness of the costs associated with leaving an organization, which can include the potential loss of nontransferable skills, attractive benefits, seniority-based privileges, and the disruption of personal relationships This type of commitment often arises from a lack of alternative employment opportunities, leading employees to remain with the organization out of necessity rather than desire.
Normative commitment is characterized by a sense of obligation to remain with an organization, often influenced by prior internalized pressures from family or cultural backgrounds, as well as organizational expectations Employees who experience high normative commitment feel compelled to stay, particularly when the organization has invested in them through upfront rewards or incurred significant costs for their employment This sense of indebtedness fosters a commitment to reciprocate by remaining loyal to the organization until they feel the obligation has been fulfilled.
In this study, the author utilizes the commitment framework defined by Allen and Meyer, which is widely recognized for assessing organizational commitment To adapt the model for the Vietnamese context, the author modifies several survey questions, converting reverse-coded items into positive statements.
The linkage between internal CSR and organizational commitment
A study by Rettab, Brik, and Mellahi (2009) explored the connection between corporate social responsibility (CSR) activities and organizational performance in emerging economies, specifically in the United Arab Emirates The findings indicate that CSR positively influences employee commitment, highlighting the importance of socially responsible practices in enhancing workforce engagement.
A study by Rego et al (2008) explored corporate citizenship at the individual level, focusing on its impact on organizational commitment among 249 employees The research revealed that perceptions of corporate citizenship accounted for 35%, 18%, and 5% of the unique variance in affective, normative, and continuance commitment, respectively Notably, perceptions of responsibilities toward employees, along with legal, ethical, and discretionary responsibilities, emerged as the strongest predictors of commitment Conversely, economic responsibilities did not influence any commitment dimension Additionally, continuance commitment increased when employees viewed their organization as legally and ethically responsible, despite a lack of attention to employee-related responsibilities.
The perception of training and development significantly influences employee motivation and commitment within an organization According to Ahmad and Baker (2003), employees who view training positively are more motivated to participate, leading to a stronger commitment to their organization Furthermore, investment in training enhances this commitment Employee motivation is crucial for effective learning, as it is shaped by personal characteristics and the perceived benefits of training (Burke & Hutchins, 2007) Research has increasingly focused on the mental attitudes of employees towards the training process and its outcomes (Mohammed S Alamri & Thamir I Al-Duhaim, 2017).
A study by Brammer, Millington, and Rayton (2007) examined how three key aspects of socially responsible behavior influence organizational commitment The research focused on employee perceptions of external corporate social responsibility (CSR), particularly in relation to community engagement, procedural justice within the organization, and the availability of employee training Utilizing a model that differentiates by gender, the study is grounded in social identity theory.
Yan Li (2018) investigated the impact of employee work-life balance on organizational commitment within the context of China Utilizing a questionnaire, data was gathered from a sample of 363 participants in a state-owned enterprise The findings revealed a significant and positive relationship between work-life balance and organizational commitment in this specific cultural setting.
Collier and Esteban (2007) identified two key factors influencing employee motivation and commitment to corporate social responsibility (CSR) The first, contextual factors, include the impact of organizational culture, the framing of CSR policies as either compliance or values-driven, and the integration of these policies into business operations versus treating them as mere window-dressing The second, perceptual factors, encompass employees' ability to align their personal identity with the organization, their perceptions of fairness in CSR performance rewards, and their views on top management's commitment to CSR issues.
Research Hypothesis and Research Model
As earlier described in this study, several studies indicated that CSR play important role to enhance organizational commitment
A study by Al-bdour, A Ali, Ellisha Nasruddin, and Soh Keng Lin (2010) explored the link between internal corporate social responsibility (CSR) practices and organizational commitment within the Jordanian banking sector, grounded in social exchange theory (SET) The research identified five key dimensions of internal CSR—health and safety, human rights, training and education, work-life balance, and workplace diversity—that positively and significantly influence both affective and normative commitment among employees However, the study revealed that these internal CSR dimensions do not significantly impact continuance commitment.
Roudaki J and Arslan M (2017) examined the relationship between perceived Corporate Social Responsibility (CSR) and Organizational Commitment (OC) among service employees in Pakistan's hotel sector The study focused on four CSR dimensions: economic, legal, ethical, and philanthropic Utilizing a survey method, data were gathered from hotel employees, revealing a significant positive correlation between perceived CSR and organizational commitment Notably, the economic and philanthropic dimensions were found to have the greatest impact on employees' commitment to their organizations.
A study by Nguyen Ngoc Thang and Yves Fassin (2017) examines the influence of internal Corporate Social Responsibility (CSR) on organizational commitment within Vietnamese service firms It highlights key internal CSR factors, including labor relations, work-life balance, social dialogue, health and safety, and training and development The findings indicate that labor relations, health and safety, and training and development significantly enhance employee commitment, while work-life balance and social dialogue do not have a notable impact on this commitment.
This study investigates the internal Corporate Social Responsibility (CSR) factors at VNPT Technology, focusing on employees' perceptions It aims to determine the relationship between these perceptions of internal CSR and employee commitment within the company.
This study presents a theoretical framework to analyze the relationship between employees' perceptions of internal Corporate Social Responsibility (CSR)—encompassing labor relations, training and development, health and safety, workplace diversity, and work-life balance—and their organizational commitment, which includes affective, continuance, and normative commitment The research aims to develop a model that highlights the positive correlation between employees' perceptions of internal CSR and their commitment to the organization The study posits several hypotheses to explore this relationship further.
H1.1: Perception of employees about labor relation will be positively related to affective commitment
H1.2: Perception of employees about labor relation will be positively related to continuance commitment
H1.3: Perception of employees about labor relation will be positively related to normative commitment
H2.1: Perception of employees about training and development will be positively related to affective commitment
H2.2: Perception of employees about training and development will be positively related to continuance commitment
H2.3: Perception of employees about training and development will be positively related to normative commitment
H3.1: Perception of employees about heathy and safety will be positively related to affective commitment
H3.2: Perception of employees about heathy and safety will be positively related to continuance commitment
H3.3: Perception of employees about heathy and safety will be positively related to normative commitment
H4.1: Perception of employees about workplace diversity will be positively related to affective commitment
H4.2: Perception of employees about workplace diversity will be positively related to continuance commitment
H4.3: Perception of employees about workplace diversity will be positively related to normative commitment
H5.1: Perception of employees about work-life balance will be positively related to affective commitment
H5.2: Perception of employees about work-life balance will be positively related to continuance commitment
H5.3: Perception of employees about work-life balance will be positively related to normative commitment
From the above hypotheses, the model proposed for research in this thesis is:
Independent variables: include variables perception of employees about labor relation, training and development, heathy and safety, workplace diversity, work-life balance
Dependent variables: affective commitment, continuance commitment, normative commitment
Independent variables Perception of employee of Internal CSR
RESEARCH METHODS
Overview of VNPT Technology Company
Name of company: Vietnam Post And Telecommunication Industry Technology Joint Stock Company (VNPT Technology)
Address: High Technology Industrial Zone I, Hoa Lac High Technology Area, Ha Bang, Thach That District, Hanoi, Viet Nam
VNPT Technology is a driving force of VNPT Group in the fields of Technology, Electronics and Telecommunications Manufacturing, Information Communications Technology and Digital content industry
VNPT Technology has recently launched over 7 million products, encompassing network equipment, end-user devices, and innovative software solutions These offerings have successfully penetrated promising markets, including Laos, Myanmar, Malaysia, Bangladesh, and Indonesia.
VNPT Technology includes affiliated departments and 3 member companies: ANSV, VIVAS and TELEQ, VNPT Technology has 2 high-tech electronics factories in Hanoi
VNPT Technology was established on 6th January, 2011 by VNPT Group and 2 strategic shareholders: VNPost and Pacifab and operated as a joint stock company with a charter capital of VND 500 billion
Shortly after its establishment, VNPT Technology acquired Alcatel's equity in the ANSV joint venture and Siemens' stake in the TELEQ joint venture, effectively transforming both into member companies of VNPT Technology.
With nearly 20 years of accumulated resources and experience from the joint ventures ANSV and TELEQ, VNPT Technology has established itself as a leader and driving force within VNPT Group, specializing in the research, development, and manufacturing of electronic equipment, telecommunications, and information technology.
1993: Established Alcatel Network Systems Vietnam (ANSV) This is a joint venture between Alcatel Group of France and Vietnam Post and Telecommunications Corporation (now Vietnam Posts and Telecommunications Group)
1995: Established Telecommunications Equipment Co., Ltd (TELEQ) (joint venture between VNPT Group and Siemens AG Group)
In 2011, VNPT Technology JSC was established, acquiring the rights and obligations of Siemens in the TELEQ joint venture and partnering with Alcatel Lucent in the ANSV joint venture, which became the parent company of both TELEQ and ANSV Additionally, VNPT Technology launched Vietnam Innovation Value-Added Services (VIVAS), focusing on delivering digital content and value-added services.
In 2016, a pioneering information technology and telecommunications firm achieved significant milestones by researching, developing, manufacturing, and supplying up to 5 million products to the market This company distinguished itself as the first to receive the "High-Tech Enterprise Certificate" and was the sole enterprise in the ICT sector to be awarded the prestigious "Vietnam Value Certificate."
Since 2017, we have researched, developed, manufactured, and supplied over 7 million products to the market We have also established new representative offices in Bangladesh and Indonesia, fostering business cooperation with international partners such as Fiber@home, Bracnet, BDCom, and Link3 in Bangladesh, as well as Powertel, Moratelindo, Neuviz, and Indosat in Indonesia.
TM (Malaysia); TelBru (Brunei)… Got international CE, SAR certificate for company‟s main products
The company currently employs approximately 1,130 individuals, including 125 in middle management roles such as managers and department heads, 240 workers, and 765 staff members and engineers Its resources are primarily dedicated to research, development, business operations, and project implementation With the integration of advanced technology and semi-automatic transmission lines, the workforce comprises only 21% of the total employee count, including shifts.
Research Design
As stated in the introduction, the study is conducted through 2 main stages: qualitative research and formal research (quantitative research)
The qualitative research phase aims to refine existing scales and create questionnaires tailored to the Vietnamese context and language This involves interviewing experienced experts in Corporate Social Responsibility (CSR) to inform the development of the main research questionnaire.
Following qualitative research, extensive survey questions will be developed for quantitative analysis This phase involves collecting data through direct surveys, emails, and the Google Form tool.
Specific steps of the research process include:
Step 1- on the desk research: Overview of research to understand the situation of research on the impact of internal CSR on the organizational commitment of employees in the world and in Vietnam Since then, comparing analytical frameworks, assessing the impact of internal CSR awareness on the employee commitment and proposing an appropriate analytical and evaluation framework in the Vietnamese context
Step 2 - Small-scale survey: After a theoretical overview, forming a research model and preliminary survey, the author conducted in-depth interviews with experts and employees with experience working on CSR to adjust the research model as well as the questionnaire
Step 3- Extensive survey of VNPT Technology employees The information collected through the survey will be processed by the author using SPSS software
Step 4 - Analyze the data to produce research results and recommendations for the company management to produce the appropriate policies on CSR, develop the appropriate strategies in integration with HR management and CSR
Process of designing questionnaires in quantitative research
Step 1: Based on the objectives, the theoretical framework of the research and interviews with experts determine the necessary information: factors, variables and measures
Step 2: Determine the content of each question, how to use words and surveys translated into Vietnamese
Step 4: Send the instructor to guide the questionnaire for comments
Step 5: The instructor check, adjust and agree to deploy the survey
Step 6: Apply the survey to 30 employees in company
Step 7: Revise the survey questionnaire and distribute the survey on a large scale
2.2.2 Research objects and scope of research 2.2.2.1 Research objects
This research investigates the relationship between employees' perceptions of internal Corporate Social Responsibility (CSR) and their commitment at VNPT Technology Company Focusing on the diverse workforce, which includes 125 middle management personnel, 240 workers, and 765 staff and engineers, the study aims to clarify how internal CSR is perceived across various job positions and assessment levels By examining these perspectives, the author seeks to provide an objective overview of the company's internal CSR dynamics and its impact on employee commitment.
This study explores the relationship between employee perceptions of Corporate Social Responsibility (CSR) and their commitment within VNPT Technology Company, involving over 1,000 employees By utilizing a direct survey method through questionnaires, the research specifically targets VNPT Technology staff and affiliated companies in Hanoi and Ho Chi Minh City Data collection occurred from April to May 2019, aiming to provide actionable insights for enhancing labor practices at the company.
In this thesis, the author conducted a thorough analysis of high-impact national and international articles, synthesizing and evaluating key factors and scales To refine the findings, the author employed in-depth interviews with experts and experienced professionals, ensuring the adjustments made were both relevant and effective.
Following the refinement of the research model and the survey questionnaire, the author executed a comprehensive survey targeting employees of VNPT Technology Company to validate the hypotheses.
The author distributed 380 questionnaires to employees of VNPT Technology through direct outreach, email, and Google Forms, achieving an impressive response rate of approximately 80% Given that the author is an employee of the company, this high response rate enhances the reliability of the findings With a total of 1,130 employees, the study synthesizes a sample size exceeding 291, ensuring a confidence level of 95% and a margin of error of 5% (Research Advisor, 2006).
A research questionnaire was developed to assess employees' perceptions of Corporate Social Responsibility (CSR) in Vietnam, focusing on five internal CSR dimensions: labor relations, training and development, health and safety, workplace diversity, and work-life balance The questionnaire was refined from existing literature, with three dimensions—work-life balance, health and safety, and training and development—adapted from Vives (2006) and Nguyen Ngoc Thang (2017) Workplace diversity was sourced from Magoshi & Chang (2008), while the labor relations dimension was specifically tailored to the Vietnamese context Each dimension comprises seven items, and a 5-point Likert scale (1 = strongly disagree to 5 = strongly agree) was employed to evaluate all constructs.
The labor relations scale comprises seven items, with the initial four adapted from the work of Ngo, Lau, and Foley (2008) Additionally, two items were incorporated to reflect the Vietnamese context, drawing from Nguyen Ngoc Thang (2017) Notably, the statement “I and my colleague teamwork very well, regularly support and share information at work” was specifically included to align with the environment at VNPT Technology Company.
Table 2.1 Observed variables of perception of Labor relation Code of items
Perception of labor relation Author
LR1 I can fully utilize their knowledge and skills in my company
LR2 I have a sense of belonging and commitment to my company
LR3 I am able to discuss operational issues in an open, frank, and constructive manner
LR4 I can freely discuss job-related issues with their supervisor
LR5 My supervisor is understanding when I talk about task issues that affect my work
LR7 My organization provides the equal employment opportunity for all employees
LR6 I and my colleague teamwork very well, regularly support and share information at work
The training and education scale comprises seven items, with the first two adapted from Tsui et al (1997), one from Lee and Bruvold (2003), and two from Nguyen Ngoc Thang (2017) To enhance the scale's comprehensiveness, an additional item was developed specifically for VNPT Technology Company, stating, “My Company encourages the teams to regularly train and discuss technology topics to improve their skills and knowledge.”
Table 2.2 Observed variables of perception of Training and development Code of items
Perception of Training and development Author
My organization trains employees on skills that prepare them for future jobs and career development
TD2 My organization provides career counseling and planning assistance to the employees
TD3 My organization allows employees to have the time to learn new skills that prepare them for future jobs
TD4 My organization provides orientation training to the new employees
TD5 My organization provides financial support for my training
TD6 My organization provides on the job training for the employees
My company encourages the teams to regularly train and discuss the technology topics to improve their skills and knowledge
In this study, the health and safety at work scale consists of seven items Three items in the scale were adapted from Sutherland and Cooper
In 1990, to enhance the scale's comprehensiveness, four additional items were created and incorporated into the questionnaire, aligning with ISO 26000 guidelines, as well as Vietnam's labor laws and regulations.
Table 2.3 Observed variables of perception of Heath and safety Code of items Perception of Heathy and safety Author
HS1 My organization provides good healthcare in the workplace
HS2 My organization provides stress management for employees
HS3 My organization provides a periodic medical examination
HS4 My organization asks employees to follow health
HS5 My organization provides health profile management for employees
HS6 My organization provides medical insurance for employees
HS7 My organization provides health and safety training for employees
Workplace diversity scale consists of seven items The first two items from the scale were adapted from Emiko Magoshi & Eunmi Chang
(2008) Another two items were adapted from Ali & Hamad (2016) Another three items were adapted from Dave Ulrich (1997)
Table 2.4 Observed variables of perception of Workplace diversity Code of items Perception of Workplace diversity Author
My company pays compensation most according to performance of employees, regardless of gender, or the influence of seniority or education bacground of employees
Our company offers equal opportunities for growth and advancement to all employees, regardless of gender, age, or geographic location, as long as they demonstrate the necessary capabilities.
The organizations training and development program is developed to meet the requirements of male and femal
WD4 My leader include all members at different ages, gender in problem solving and making decision
WD5 People are treated with respect in this company regardless of their level
WD6 I think performance on the job is evaluated fairly in my company
My supervisor works effectively with people who are different from him- or herself (e.g., in gender, age, education, etc.)
RESEARCH FINDING AND DISCUSSION
Summary of survey results
The author sent 380 questionnaires to employees of VNPT Technology The number of responses was 298 A final of 297 employees participated in this study
As the result from Figure 3.1, it can be seen that there was unbalance of gender among 297 participants who answered questionnaires
Figure 3.1 Gender distribution among 297 participants
In a recent survey conducted among employees at VNPT Technology, 114 females and 183 males responded, representing 38% and 62% of the total responses, respectively This gender distribution reflects the company's workforce composition, where male engineers significantly outnumber their female counterparts, highlighting the typical trend in technology companies.
Figure 3.2 Age distribution among 297 participants
In survey sample, the participant group who belongs to between 25 to under
The age distribution of participants reveals that individuals aged 30 years old make up the largest segment, comprising 46.1% with 137 employees Following closely is the 30-39 age group, representing 31.6% with 94 participants Those under 25 years old account for 13.5%, totaling 40 participants, while the over 40 age group consists of 26 responses, making up 8.8% of the total Overall, the majority of participants fall within the 25 to 39 age range.
Figure 3.3 Education distribution among 297 participants
Figure 2.3 illustrates the educational distribution of 297 participants, revealing that a significant majority, 70.6% (210 participants), hold university degrees Additionally, 16.2% (48 participants) have completed graduate school, while 10.8% have a high school education and 2.4% are college or intermediate graduates.
Figure 3.4 Seniority distribution among 297 participants
The results can be relatively equal among the participant with less than 1 year experience, from 5 to under 10 years and from 10 years and over (Figure 2.4)
A great deal of participants is from 3 to under 5 years of seniority It accounts for 37.6% of total with 297 participants
Figure 3.5 Position distribution among 297 participants
The chart indicates that engineers make up 49.5% of the total participants, with 147 employees representing 46.1% of the overall 297 participants Office staff constitute 23.9%, while middle management, which includes managers and deputy department heads, accounts for 13.8%.
Under 1 year (nV) From 3 to under 5 years (n2)
From 5 to under 10 years (nf)
From 10 years and over (nc)
Descriptive statistics of variables
3.2.1 Descriptive statistics of Internal CSR variables
The statistical results indicate a varied evaluation among employees, ranging from strong disagreement to strong agreement on the same factors This divergence in opinions arises from the diverse nature of the company's various departments, leading to differing assessments among staff members.
Table 3.1 Descriptive statistics of Perception of Internal CSR variables
Items Variables N Minimum Maximum Mean Std
The descriptive statistics indicate that the mean values of the independent variables range from 3.52 to 4.34, highlighting a significant variation in the perceived importance of these variables.
3.2.2 Descriptive statistics of Employee commitment variables
According to the descriptive statistic table, the values of variables from 1 to
5 (strongly disagree to strongly agree) That mean the employees have different levels of commitment
Table 3.2 Descriptive statistics of Employee Commitment variables
Items Variables N Min Max Mean Std
The data indicates a strong level of employee commitment, with mean values ranging from 3.24 to 4.03 This suggests that most employees are inclined to remain with the company for the long term.
Evaluate the reliability of the scale
Table 3.3 Result of Cronbach’s Alpha analysis
1 Perception of labor relation, Cronbach's Alpha value = 0.852
2 Perception of Training and development, Cronbach's Alpha value = 0.908
3 Perception of Heathy and safety, Cronbach's Alpha value = 0.856
4 Perception of Workplace diversity, Cronbach's Alpha value = 0.864
5 Perception of Work-life balance, Cronbach's Alpha value = 0.817
6 Affective Commitment, Cronbach's Alpha value = 0.890
7 Affective Commitment, Cronbach's Alpha value = 0.845
8 Affective Commitment, Cronbach's Alpha value = 0.905
The Cronbach's Alpha analysis yielded favorable results, with values ranging from 0.817 to 0.908, all exceeding the acceptable threshold of 0.7 Additionally, the Corrected Item-Total Correlation for all items was greater than 0.3, and the Cronbach's Alpha if Item Deleted values were lower than the overall Cronbach's Alpha, indicating strong internal consistency.
Following the Cronbach's Alpha analysis, all variables met the necessary research criteria Consequently, the author will proceed to utilize this data for the next phase, which involves conducting an Exploratory Factor Analysis (EFA).
This research focuses on analyzing the Exploratory Factor Analysis (EFA) for independent variables, while the dependent variables are examined in three distinct phases corresponding to the three components of organizational commitment: Affective Commitment (AC), Continuance Commitment (CC), and Normative Commitment (NC).
3.2.2.1 Exploratory Factor Analysis for independent variables
Table 3.4 Result of EFA analysis for independent variables
The exploratory factor analysis (EFA) identified seven significant factors, with the WB7 variable excluded from the analysis The Kaiser-Meyer-Olkin (KMO) coefficient was an impressive 0.916, indicating a high level of sampling adequacy The cumulative percentage of variance explained by these seven factors is 61.79%, demonstrating their substantial contribution to data variation Additionally, all variables met the necessary criteria for factor loading, with values exceeding 0.5, and the Bartlett test yielded satisfactory results (Sig = 0.000).
3.2.2.2 Exploratory Factor Analysis for dependent variables
The EFA analysis for AC variables yielded a KMO coefficient of 0.883, indicating good sampling adequacy The cumulative percentage of variance explained by the factors is 60.768%, demonstrating that these factors account for a significant portion of data variation Additionally, all variables met the required factor loading threshold, with values exceeding 0.5 The Bartlett test results were satisfactory, with a significance level of 0.000, confirming the appropriateness of the factor analysis.
Table 3.5 Result of EFA analysis for AC variables
The exploratory factor analysis (EFA) for the CC variables yielded a KMO coefficient of 0.898, indicating a high level of sampling adequacy The cumulative percentage of variance explained by the factors is 52.689%, demonstrating that these factors account for over half of the data variation Additionally, all variables met the necessary criterion for factor loading, with values exceeding 0.5 The Bartlett test results were satisfactory, with a significance level of 0.000, confirming the appropriateness of the factor analysis.
Table 3.6 Result of EFA analysis for CC variables
The EFA analysis for NC variables yielded a KMO coefficient of 0.898, indicating a strong measure of sampling adequacy The cumulative percentage of 64.309% signifies that this factor accounts for over 64% of the data variation All variables demonstrated acceptable factor loading, with values exceeding 0.5 Additionally, the Bartlett test results were satisfactory, with a significance level of 0.000, well below the 0.05 threshold.
Table 3.7 Result of EFA analysis for NC variables
The factor analysis results indicate that both independent and dependent variables in the model demonstrate convergent values and acceptable discriminant values, confirming the suitability of exploratory factor analysis (EFA) for the research data A total of seven factors were extracted, with no new factors identified during the analysis process.
The variables derived from each factor will be utilized in further analysis without altering the scale or research model established in Chapter 2 As the model remains unchanged, the author will proceed to test the initial hypothesis using regression analysis in the subsequent section.
3.3.3 Regression analysis and hypothesis testing 3.3.3.1 Correlation analysis
The analytical findings indicate that all independent variables exhibit a significant correlation with the three dependent variables—affective commitment (AC), continuance commitment (CC), and normative commitment (NC)—at the 1% significance level.
Deviation LR TD WD HS WB AC CC NC
** Correlation is significant at the 0.01 level (2-tailed)
AC variable is strongly correlated with the variables WD, LR, TD, and HS;
CC variable has a relatively weak correlation with the dependent variables, while
The study reveals a strong correlation between NC and WD, as well as TD variables, indicating that the independent variables are significantly interrelated Consequently, it is crucial for the research process to address the issue of multicollinearity, as it can adversely impact the validity of the research findings.
3.3.3.2 Regression analysis a Regression Analysis for perception of internal CSR and affective commitment
The author uses the Enter method for regression analysis Under this method,
The model incorporates five independent variables that shape the perception of internal Corporate Social Responsibility (CSR): labor relations (LR), training and development (TD), health and safety (HS), workplace diversity (WD), and work-life balance (WB) These factors are examined concurrently to assess their impact on the dependent variable, affective commitment (AC).
The result show that the values R 2 =0.575, adjusted R 2 =0.567, that mean with this data, the independent variables explain 56.7% of change of “affective commitment”
Table 3.9 Result of regression analysis for perception of internal CSR and affective commitment
The analysis reveals that the variables exhibit a high acceptability tolerance value ranging from 0.475 to 0.718, accompanied by low Variance Inflation Factor (VIF) scores between 1.343 and 2.104, all below the threshold of 10 Consequently, it can be concluded that the relationships among these independent variables are not significant, indicating that the regression model is free from multicollinearity issues.
Next, we look at variables with sig > 0.05 means that these observed variables are removed from the research model In the above results, the variables:
The variable HS, with a significance level of 0.188, will be excluded from the research model Only variables with a significance coefficient of 0.05 or lower are considered acceptable, indicating 95% reliability The regression analysis reveals that four variables—LR (sig = 0.022), TD (sig = 0.006), WD (sig = 0), and WB (sig = 0)—significantly impact AC.
The Regression Standardized Residual chart and P-P plot indicate that the scattered observation points closely align with the expected straight line, particularly in the central area (refer to Appendix 7 for further details).
Conclusion
This research investigates the relationship between employees' perceptions of internal Corporate Social Responsibility (CSR) and their commitment at VNPT Technology Company A theoretical framework is developed to analyze how various internal CSR factors, such as labor relations, training and development, health and safety, workplace diversity, and work-life balance, influence employee commitment The study proposes a research model comprising 15 hypotheses that link internal CSR to employee commitment, which is measured through affective engagement (AC), continuance commitment (CC), and normative commitment (NC), utilizing a total of 36 observed variables.
Following the Cronbach's Alpha analysis, all variables met the research requirements The exploratory factor analysis (EFA) was conducted on the independent variables, resulting in the removal of the WB7 variable.
The author conducts regression analysis incorporating five independent variables related to internal Corporate Social Responsibility (CSR)—labor relations (LR), training and development (TD), health and safety (HS), workplace diversity (WD), and work-life balance (WB)—and three dependent variables: employee affective commitment (AC), normative commitment (NC), and continuance commitment (CC) The findings indicate that employees' perceptions of labor relations significantly and positively influence their commitment levels.
The study reveals that while work-life balance positively influences both affective commitment (AC) and continuance commitment (CC), it shows no significant relationship with normative commitment (NC) Additionally, employee perceptions of health and safety do not significantly correlate with any form of organizational commitment Furthermore, training and education demonstrate a positive significant association with both AC and NC, yet there is no notable connection between these factors and CC.
The author examines how various personal characteristics impact commitment levels using Independent-samples T-test and ANOVA test Significant factors influencing commitment, such as Affective Commitment (AC), Continuance Commitment (CC), and Normative Commitment (NC), include education background, seniority, and position in AC; seniority in CC; and age, seniority, and position in CC, as detailed in Table 3.12.
Limitation and Future Research
The study acknowledges several limitations and suggests directions for future research Firstly, the findings are based on data collected over a specific timeframe, indicating that the relationships between internal Corporate Social Responsibility (CSR) and Organizational Commitment (OC) can only be viewed as associations rather than causal links Additionally, the study's sample size presents another potential limitation.
The study gathered responses from 297 survey participants, which, while sufficient for regression analysis, may not accurately represent the broader population Future research should aim for a larger and more diverse sample This investigation specifically examined the impact of internal Corporate Social Responsibility (CSR) on Organizational Commitment (OC) within VNPT Technology Company; however, it is recommended that subsequent studies explore the CSR-OC relationship across various companies and sectors in Vietnam Despite thorough development and pre-testing of the questionnaire, some respondents may have misunderstood questions or feared negative repercussions from honest answers Additionally, the findings indicated that health and safety do not significantly correlate with the three forms of OC, highlighting the need for further research to better understand this relationship.
Implication and recommendation
This study examines how employees' perceptions of internal corporate social responsibility (CSR), particularly regarding labor practices, influence their organizational commitment It identifies key indicators that link internal CSR factors to employee commitment, offering valuable insights for administrators to implement effective strategies.
Effective HR policies play a crucial role in prioritizing and organizing personnel strategies to boost employee retention and attract external talent, especially in challenging circumstances.
At VNPT Technology, research indicates that employees value four key aspects of internal Corporate Social Responsibility (CSR): labor relations, training and development, workplace diversity, and work-life balance, with workplace diversity showing the highest significance This highlights employees' desire for respect and fair treatment regarding compensation, development, promotion opportunities, and performance evaluations Additionally, training and development, work-life balance, and positive labor relations also contribute to enhanced employee commitment, demonstrating a strong correlation between these factors and overall job satisfaction.
Recommendations to VNPT Technology Company
The author made some recommendations to the company as below
The company must prioritize the implementation of Corporate Social Responsibility (CSR) to support sustainable development It is essential to create a comprehensive CSR strategy that aligns with the overall development goals, including well-defined CSR policies and internal activities Additionally, enhancing internal CSR initiatives and improving labor practices will foster greater employee commitment and engagement.
The company must prioritize training and development as essential components of human resource management and corporate social responsibility Implementing targeted training programs for new hires, along with ongoing professional development and skills enhancement for existing employees, is crucial for fostering a skilled and engaged workforce.
The company needs to pay more attention to the factors of labor relation, workplace diversity, fairness, equal employment opportunity
The company integrates Corporate Social Responsibility (CSR) into its human resource management by having the HR department develop an internal code of conduct for employees This code serves as a framework for the firm's CSR commitments and reflects the incorporation of CSR values into the corporate culture.
The company promotes internal communication, raising employees' awareness about the company and its policies and activities in internal CSR
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Xin chào các Anh/Chị!
Tôi là Trần Thế Hùng, nhân viên tại Trung tâm Dịch vụ-Kỹ thuật VNPT Technology, hiện đang nghiên cứu về cảm nhận của nhân viên về trách nhiệm xã hội trong doanh nghiệp và cam kết gắn bó tại VNPT Technology, thuộc khoa Quản trị Kinh doanh, ĐH Quốc gia Hà Nội Tôi rất mong nhận được ý kiến phản hồi từ quý vị, vì tất cả ý kiến đều rất quý giá cho nghiên cứu này Xin vui lòng dành 10-15 phút để trả lời các câu hỏi khảo sát một cách chân thành và có trách nhiệm Lưu ý rằng không có ý kiến đúng hay sai trong khảo sát này.
Tôi đảm bảo rằng mọi ý kiến của các Anh/Chị sẽ được giữ bí mật hoàn toàn và chỉ được sử dụng cho mục đích nghiên cứu Nếu Anh/Chị muốn nhận kết quả nghiên cứu, xin vui lòng liên hệ với tôi khi nghiên cứu đã hoàn tất.
Phần 1 Anh/Chị vui lòng cho biết đôi nét về thông tin cá nhân:
2 Độ tuổi của Anh/Chị:
1 Dưới 25 tuổi 2 Từ 25 đến dưới 30 tuổi
3 Từ 30 đến dưới 40 tuổi 4 Từ 40 tuổi trở lên
1 Trung cấp/Cao đẳng 2 Đại học
3 Sau Đại học 4 Phổ thông
4 Thời gian công tác tại VNPT Technology và các đơn vị thành viên:
1 Dưới 3 năm 2 Từ 3 đến dưới 5 năm
3 Từ 5 đến dưới 10 năm 4 Từ 10 năm trở lên
5 Vị trí Anh/Chị công tác:
1 Chuyên viên văn phòng 2 Kỹ sư
3 Trưởng/phó Phòng, Ban, Trung tâm 4 Công nhân nhà máy
5 Ban lãnh đạo VNPT Technology và các công ty thành viên
6 Anh chị thuộc đơn vị nào trong VNPT Technology
Phần 2 Cảm nhận về các yếu tố Trách nhiệm xã hội bên trong doanh nghiệp
Hãy khoanh tròn vào ô tương ứng với mức độ đồng ý của bạn về các nhận định liên quan đến hoạt động tại công ty Thang đánh giá bao gồm 5 mức độ: 1 = Hoàn toàn không đồng ý, 2 = Không đồng ý, 3 = Phân vân, 4 = Đồng ý, 5 = Hoàn toàn đồng ý.
Mã Các phát biểu Mức độ đồng ý
1 Các yếu tố về quan hệ lao động
LR1 Tôi hoàn toàn có thể sử dụng kiến thức và kỹ năng của tôi trong công ty 1 2 3 4 5
LR2 Tôi có ý thức được việc mình thuộc về công ty và cam kết với công ty 1 2 3 4 5
LR3 Tôi có thể trao đổi, thảo luận các vấn đề phát sinh hàng ngày một cách cởi mở, thẳng thắn và mang tính xây dựng 1 2 3 4 5
LR4 Tôi có thể tự do thảo luận các vấn đề liên quan đến công việc với quản lý của tôi 1 2 3 4 5
LR5 Người quản lí của tối thấu hiểu khi tôi nói về các vấn đề ảnh hưởng tới công việc của tôi 1 2 3 4 5
LR6 Công ty tôi tạo cơ hội bình đẳng trong việc làm đối với tất cả nhân viên 1 2 3 4 5
LR7 Tôi và các đồng nghiệp teamwork rất tốt, thường xuyên hỗ trợ và chia sẻ thông tin trong công việc 1 2 3 4 5
2 Đào tạo và phát triển
Công ty của tôi đào tạo các kỹ năng cho nhân viên phục vụ cho công việc trong tương lai và phát triển nghề nghiệp
TD2 Công ty của tôi tư vấn nghề nghiệp và lập kế hoạch hỗ trợ cho nhân viên 1 2 3 4 5
TD3 Công ty tôi cho phép nhân viên có thời gian để học các kỹ năng mới để chuẩn bị cho các công việc trong tương lai 1 2 3 4 5
TD4 Công ty tôi tổ chức đào tạo định hướng cho nhân viên mới 1 2 3 4 5
Công ty tôi tài trợ kinh phí cho các khóa đào tạo và bố trí việc training-on job cho các nhân viên mới, giúp họ tiếp cận kiến thức và kỹ năng cần thiết một cách hiệu quả.
Công ty tôi khuyến khích các nhóm thường xuyên tự đào tạo, thảo luận về công nghệ để nâng cao kĩ năng, kiến thức
3 Sức khỏe và an toàn lao động
HS1 Công ty của tôi trang bị chăm sóc sức khỏe và an toàn lao động tại nơi làm việc 1 2 3 4 5
Công ty HS2 của tôi tổ chức các chương trình giải trí và du lịch nhằm giúp nhân viên giảm bớt căng thẳng Bên cạnh đó, chúng tôi cũng thực hiện kiểm tra sức khỏe định kỳ để đảm bảo sức khỏe tốt nhất cho đội ngũ nhân viên.
HS4 Tổ chức của tôi yêu cầu nhân viên tuân thủ các quy tắc về sức khỏe và an toàn lao động 1 2 3 4 5
HS5 Công ty tôi quản lý hồ sơ sức khỏe của nhân viên 1 2 3 4 5 HS6 Công ty tôi cung cấp bảo hiểm y tế cho nhân viên 1 2 3 4 5
HS7 Công ty tôi có đào tạo sức khỏe và an toàn lao động cho nhân viên
4 Đa dạng nơi làm việc
Công ty tôi áp dụng chính sách trả lương dựa trên hiệu quả công việc, không phân biệt giới tính và không chịu ảnh hưởng nhiều từ thâm niên hay trình độ học vấn của nhân viên khi mới ra trường.
Cơ hội phát triển và thăng tiến trong công ty được đảm bảo bình đẳng cho tất cả nhân viên, không phân biệt giới tính, độ tuổi hay vùng miền, miễn là họ đáp ứng đủ năng lực công việc.
WD3 Việc đào tạo phát triển của công ty được thực hiện không phân biệt nhân viên nam và nữ hay tuổi tác 1 2 3 4 5 WD4
Các quản lý trong công ty tôi bao gồm các thành viên nam và nữ, ở các độ tuổi khác nhau khi giải quyết vấn đề và ra quyết định
WD5 Mọi người được đối xử tôn trọng trong công ty này bất kể vị trí của họ 1 2 3 4 5
WD6 Tôi nghĩ rằng hiệu suất trong công việc được đánh giá công bằng trong công ty của tôi 1 2 3 4 5
Người quản lý của tôi vẫn làm việc hiệu quả với những người khác với anh/cô ấy về giới tính, tuổi tác, trình độ học vấn, …
5 Cân bằng công việc- cuộc sống