perception of work environment affects employee performance in hotel settings the case of millennials in ho chi minh city

It is because the preponderance of employees in Vietnam’s workforce belongs to millennials so organizations must acknowledge the attributes of this group, and design an effective work en

INTRODUCTION

Research Background

The tourism and hospitality industry is expected to become a key contributor to the economy and overall growth of the world as well as the Vietnam market According to Vietnamnews, tourism revenue of Vietnam estimated at VND 620 trillion (nearly US$27 billion) in 2018, witnessing an increase of approximately VND 110 trillion in comparision to the previous year Statistics collected by The Vietnam National Administration of Tourism (VNAT) depicts that the year 2018 witnessed a gradual upsurge in the arrivals as well as receipts of international travellers To be more specific, the figures for tourism receipts increased a high of VND 637 trillion and total international tourists to the country gained over 18 million arrivals in 2019, which contributed around 5% of the GDP as VNAT and Statista state Currently, Vietnam prevails among tourist destinations, especially in Southeast Asia Therefore, forms of accommodation, in particular four-star and five-star hotels have been remaining in a sheer demand

Integrating into global trends, many travelling cities in Vietnam comprising Da Nang, Da Lat, Nha Trang are quickly turning into a newly-trended place, yet Ho Chi Minh city (HCMC) is regarded as the most outstanding destinations luring tourists' preference for coming In current time, the exclusive segment of hotel has experienced an remarkable upward change with regard to revenue The data collected from Statista describes that there is a marked increase in revenue amounts from US$1,373 million in

2018 to US$1,414 million in 2019, and this still has an upward tendency in the following years Additionally, there is a steady growth in the accommodation supply of hotels every year Especially, in terms of the upscale hotels, it is reported that the number of tourist accommodation establishments of four to five-star hotels has witnessed a stable increase over the years respectively It is demonstrated that the market of luxury hotels are still drawing enormous attention from international and local developers and investors

Table 1: Number of Tourist Accommodation Establishments 4-5 stars

Concerning the strategy for tourism development in the following years, a statistics is assuming that total revenue from tourists in 2050 will rise by approximately 4 times compared to the projected figures before for 2030 (Dmitrovic, Cvelbar, Kolar, Brencic, Ograjenšek, & Žabkar, 2009; Ranjbarian, & Pool, 2015) Also, Vietnam has become a global fascinating traveling destination and will consider tourism as a key economic market with high competitiveness In order to obtain these targets, besides attracting international tourists, human resources management, needless to say, should be prioritized Of employee-related studies, the perception of the work environment has been appreciated by many scholars since its importance in attracting and retaining talents as well as employee performance in organizations As the statistics of The Worldometers, the age groups of 25-54 and 15-24 account for 45.4% and 13.7% namely in the Population pyramid of Vietnam in 2020 In other words, millennials in this case range from 1981 to 1999 (Lancaster & Stillman, 2002), taking up the majority of the workforce in Vietnam nowadays That is why this employee group will be a targeted sample of this quantitative research to describe the correlations between their work-environment perception, behaviors, and performance

The 21st-century workplace is changing at a burgeoning rate One of the significant shift is that today's younger workforce belonging to the millennial group (Generation Y) represent significantly different attributes, and especially more frequent in job-hopping phenomenon than the other generations Therefore, this leads to certain challenges in potential millennials’ retention in the competitive workforce for organizations In this sense, the theory of human performance technology (HPT) realizes there is the influence of both individual and organizational factors and final job performance (Tiem, Moseley & Dessinger, 2004) Specifically, these factors are relating to the environmental support which has the potential power to sustain and bolster desireable performance and especially, it is necessary to consider perceptions of workers in the analysis of performance, selection and design of performance development (Bell, 2008).

Rationale of Research

Initially, the immensity of the study concerning what employees perceive affecting their behaviors as well as performance in the work setting has been widespread over the nations Bell (2008) invited 312 participants from companies in Chicago to gain a profound understanding of perception in terms of the American working environment among four prominent generations There is the article done by Richardson, Scott, Thomas, Nicholas in 2012, which investigates the students' perceptions of the job pursuit in the hospitality industry in this nation In another exploratory study implemented, the authors examined similar and different traits in work environment-related perceptions with the effect of nationally cultural factors (Ripley, Hudson, Turner, & Osman Gani, 2006) The population investigated is relatively huge, comprising developed Asia (South Korea and Singapore), American, and Europe (Australia, New Zealand) Although relationships have been demonstrated with various samples, the same investigation still not available in Vietnam Besides, it is unarguable that the hospitality is one of the most potentially fast-growing sectors in Vietnam Therefore, this study will be implemented to apply this topic into the context of Vietnam, especially HCMC - the most developed city of this country

In addition, according to there are substantial differences of perception of work environment among generations, ranging from Baby boomers, GenX, and GenY (Earle,

2003 & Bell, 2008) From the effect of perception, behaviors, as well as the performance of the millennial group, also differ those of other groups in the workplace Hence, the author wants to explore and comprehend more detailed insight of millennials in particular in the modern days It is because the preponderance of employees in Vietnam’s workforce belongs to millennials so organizations must acknowledge the attributes of this group, and design an effective work environment

On top of that, with the personal experience of the author, it is not easy to keep employees committed to a hospitality organization An array of renowned first-class hotels in HCMC are, for example, is estimated to be substantial with the list comprising The Myst Dong Khoi, Novotel Saigon Centre, Park Hyatt and so forth This immense appearance allows service providers to access a variety of employment opportunities when their present work is not in their favor Employees, in turn, eager to vacate the current position that is not easily replaced by other personnel, which leads to a high turnover rate of a certain organization among employees, especially millennials Therefore, the important role of understanding perception about the work environment needs to be recognized and highly appreciated by organizations, since it stimulates certain favorable behaviors directly affecting the employee performance, which will be deeply discussed in the literature review Also, the provision of ideally comfortable and positive work settings can considerably build up positive perception, and, thereby, it not only works in recruiting plan but also retains potential talents for organizations in this competitive industry.

Research Problem

Previous research papers recommended a limited deep understanding of the millennial employee group in hotel sectors In addition, it is acknowledged that human resources are a key factor in organizational performance, meanwhile, one of the most distinctive attributes, also a grave concern in hospitality organizations is the high turnover rate Due to the job insecurity, job instability, or high level of stress in the work setting, employees tend to easily feel dissatisfied and give up their jobs, especially millennials who are more often job-hoppers in modern times Therefore, the outcome of human performance suggested that it is substantially necessary for practitioners to take those factors of work environment into account of selecting and designing performance development.

Research Gap

Although there has been a number of studies finding out attributes of a particular millennial group, or examining the effect of factors relating work environment on behaviors as well as performance in the hospitality industry among many generational lines, it is undeniable that there have been researching papers having detailed exploration of millennials To simplify, Bell (2008) exams the perception of the work environment across generations, thereby illustrating the similarities and differences among them Other researches were put in implementation for the work impact in hospitality management on the different perception among various generations (Chen & Choi, 2008; Gursoy, Maier

& Chi, 2008) Apart from that, there is an array of research concerning attributes of Generation Y and its importance in the workforce of hospitality across many countries worldwide A survey was carried out to understand Gen Y's influential factors that participants concern in Thailand in 2013 (Dhevabanchachai, Natetra, Muangasame, & Kaewta) Despite a variety of research about Gen Y, however, it is noticed the limited number of pertained research in Vietnam.

Research Objectives

The objectives are to acquire knowledge of the workforce which millennials make up a chunk of numbers Thereby, it appears as a strategy to develop whole performance at individual and organizational levels in a hotel setting It includes:

- Understand the expected environmental factors by millennials within the workplace of HCMC

- Unearth the level of millennials’ perceptions of the work environment affecting their behavior and performance, then recommending practical advice on designing performance improvement in the hotel-setting workplace of HCMC.

Research Questions

- How do Generation Y employees’ work environment-pertained perception in the hotel sector affect their behavior and their performance?

- Do Generation Y employees’ influenced behaviors affect their performance?

- Which environmental variables would be prioritized in the development plan toward this employee group in hotel setting?

Significance of Research

The outcome of this study is pivotal for several justification One of the these is that human is the fundamental and decicive facilitators behind the organizational performance The rapid technological advance, burgeoning competition in the global marketplace requires a further significant demand for high-quality employees in overall organizational success, therefore, it is necessary for the organizations in this day and age to concentrate competent human capital (Karoly & Panis, 2004; Stolovitch & Keeps, 1999) It is acknowledged that employee perception about the work environment brings a huge impact on behavior and performance as well As a result, environmental variables should be included in the process of designing effective interventions as its significant influence on the work setting Secondly, although this dynamic workforce consists of individuals stemming from different ages or generations; however, Gen Y emerges as the major workforce in the world, in particular in the nation of Vietnam And this study will explore the perception of this group with diversified gender and education level Apart from different knowledge and skill levels compared to older generations, Gen Y witnesses varied social experiences, work values, and motivations, then leading to expectations and perceptions of the workplace Therefore, gaining more profound insights into Gen Y plays a pivotal role in talent retention for Vietnam's companies in the hospitality and tourism industry.

Scope and Limitations

The scope of the research will be employees, trainees or students who have had working experience of luxury hotels in HCMC They can take a variety of jobs in many departments, including back offices or front offices, however, the important criteria is that they need to belong to the millennial group based on this study’s definition.

As the research carried out by the very first time with less experience; therefore, it is fairly challenging for me to avoid unexpected limitations in the research Specifically, the survey is conducted in a short time and mainly via online platforms due to the inconvenience of Covid 19 outbreak As a result, it is significantly hard to take observation, useful guidance and clear explaination for the attendants so it might be not objective enough for the validity of the research Furthermore, the research could be more reliable with larger sample size rather than 300 responses, and data should be collected ranging an array of upscale hotels in Ho Chi Minh so that it can be regarded as the general outlook of this city.

Research Structure

This chapter describes the potential hospitality and tourism industry coupled with its positive indications in Vietnam, especially in hotel sector Besides that, certain statistics are demonstrating the dominance of the millennials group in regard to population and workforce in Vietnam Many relevant related to employees and the vital role of the work environment in any hospitality organizations are mentioned while in Vietnam, in particular, HCMC, the similar investigations are not popular despite the importance mentioned Also, eight sections have been constructed to illustrate this study.

LITERATURE REVIEW

Millennials in Work Environment

The human factor is the driving force in any organization’s success so that organizations should realize valuable offerings in the workplace, ranging from teaching them, learning from them to sharing with them (Micheals, HandﬁeldJones, & Axelrod, 2001) According to Worldometer, millennials account for the preponderance of the population in Vietnam, and it seems that it is the main workforce in the hospitality sector There have been tons of studies about the bond of this generation and work environment, however, the concern of this relationship in specific luxury hotels setting, especially in the Vietnam context is still limited Regarding millennials, also called Gen Y with a birth range from 1981 to 1999 (Lancaster & Stillman, 2002), it is acknowledged that millennials have the highest demand in terms of their work environment of all generations (Earle, 2003) Following this paper, hence, they eager to vacate their positions if feeling dissatisﬁed It can be the content of their work, career development opportunities, social networking or recognition for their effort and talent Additionally, they highly appreciate the recognition as a part of innovative organizations that tend to cultivate their potential, encourage and treasure their innovations Last but not the least, millennials are living in an energetic and creative world, they are more likely to adopt advanced technology, and oppose to rules or hierarchy in organizations, however, they look forward to mentoring or receiving feedbacks from their supervisors, working in a community, and valuing recognition and structure In other words, they like being engaged and valued as a member of a team Therefore, to attract and retain talented millennials, environmental support is one of the significant elements that should be on top of mind for companies.

Communication in the Work

This chapter reviews the whole procedure in collecting and applying methods to process data including research design, questionnaire design, data analysis and factor analysis Furthermore, it includes the reasons why the quantitative research method is chosen as an optimal data collecting solution and how it works in the whole researching process

Chapter IV: Data analysis and findings

The chapter mainly presents the information analyzed from the primary data along with the research standpoints The explanation of data would be illustrated into different following parts: Demographic statistics, Univariate descriptive analysis of variables, Reliability test, Exploratory factor analysis, Multiple regression, and Path diagram of the research

This is built up based on the findings of chapter IV with relevant implications for organizations in service industry in the future in enhancing and improving employee performance Also, due to some limitations, suggestions for future studies are mentioned

The human factor is the driving force in any organization’s success so that organizations should realize valuable offerings in the workplace, ranging from teaching them, learning from them to sharing with them (Micheals, HandﬁeldJones, & Axelrod, 2001) According to Worldometer, millennials account for the preponderance of the population in Vietnam, and it seems that it is the main workforce in the hospitality sector There have been tons of studies about the bond of this generation and work environment, however, the concern of this relationship in specific luxury hotels setting, especially in the Vietnam context is still limited Regarding millennials, also called Gen Y with a birth range from 1981 to 1999 (Lancaster & Stillman, 2002), it is acknowledged that millennials have the highest demand in terms of their work environment of all generations (Earle, 2003) Following this paper, hence, they eager to vacate their positions if feeling dissatisﬁed It can be the content of their work, career development opportunities, social networking or recognition for their effort and talent Additionally, they highly appreciate the recognition as a part of innovative organizations that tend to cultivate their potential, encourage and treasure their innovations Last but not the least, millennials are living in an energetic and creative world, they are more likely to adopt advanced technology, and oppose to rules or hierarchy in organizations, however, they look forward to mentoring or receiving feedbacks from their supervisors, working in a community, and valuing recognition and structure In other words, they like being engaged and valued as a member of a team Therefore, to attract and retain talented millennials, environmental support is one of the significant elements that should be on top of mind for companies

In this day and age, organizations across the world are operating in a dynamic and competitive market than ever before In other words, organizations have to compete with others who operate a similar sector and face a fierce global workforce to entice potential employees Although human capital acts as imperatives for most corporations, designing specific plans for a distinct generation remains certain challenges for them

In the paper written by Earle in 2003, Dr Linda Duxbury who is a professor of business Carleton University in Canada assumed that the keys that employees nowadays look for are life-work balance, learning, and development of the career, which are all related to work-environment factor Work setting appears as the place where people can spend most of their waking time beside their homes; thus, it undoubtedly plays an indispensable role in their lives That is why employees will tend to leave out if being in an unpleasant environment, even if this job is rewarding and fascinating Conversely, they eager to be loyal to the company if that organization can offer a comfortable and ideal work environment bringing the feeling of being valued for them Mentioning the specific case of Vietnam, Generation Y emerged as the driving workforce in organizations Admittedly, they have specific attributes as opposed to generations before, and so seemingly are demanding much more from their employers as well as organizations, not only in regard to physical rewards but also about the mental factors relating to work likes or organizational climate There are many companies have found that a dynamic and ﬂexible work environment has the capacity of drawing the attention of employees Robinson and Robinson (1996) claimed that the work environment consists of various external factors and variables which can cause a huge effect on work performance of employees Also, many researchers figured out variables of work performance include the information, tools, resources, human resources policies, and incentives that support work performance (Gilbert, 1996; Van Tiem, Moseley, & Dessinger, 2004) Furthermore, an array of elements including background and experiences and values from multi-generations affect employee perceptions of environmental support (Gibson, Ivancevich, Donnelly, & Konopaske, 2005) When it comes to methods of collecting information, individuals or employees, in this case, seem to be the most reliable and suitable subject to obtain the perception of the work environment According to Robinson & Robinson in 1996, this mechanism provides the best information quality about how environmental support works out

Although organizations have a deep understanding of work-environment importance, creating a positive workplace still appears as a frustrating task since it includes numerous variables Moreover, Earle in 2003 assumed that the context of each company is different, so adjustments made can work for one company, but often not work for another Therefore, the workplace as well as how it operates should ﬁt within the organization’s culture accompanied by support from managers and supervisors.

2.2.2 Variables of the work environment

Ripley (1998 & 2003) established the scale of performance environment perception (PEPS) to measure work environment-perception among employees The PEPS includes a total of 6 major variables regarding the work environment that also were covered again in the research of Bell (2008) From this scale, the study develops model itself with 6 separate factors, which allows HPT practitioners to collect information on how employees perceive their work environment, which is a factor to affect behavior and performance

Factor 1: Communication in the Work 2.2.2.1.

The communication in this case indicates how employees perceive their relationships with the supervisors and organization during working Communication appears as a key function in any organization which results in greater effectiveness (Bush

& Frohman, 1991) From one conception, communication is the act of exchanging information among people about their needs, thoughts, knowledge, or affective states Interpersonal communication (Velentzas & Broni, 2014) Communication seems to appear in everywhere, either private life or work setting In respect of working, there is a assumption that the nature of an organization’s culture as well as its capacity to effectively respond significant is mainly based on the managers’communication practices (Brownell, 1992) Especially, in modern 21 st workplace, communication among management team and their subordinates even matters in order to cooperatively enhance work performance This study will indicate some major factors relating to communication in the workplace affecting performance, including feedback and coaching

A managerial tool is coaching which has been appreciated by various scholars and professors as key to achieving higher performance levels (Ellinger & Bostrom, 1999; Richardson, 2009; Pousa, 2012) Coaching's appearance in organizations began in journals in the late 1930s Then, the year 2000 witnessed a substantial increase in the number of publications regarding coaching (Grant, 2011) Workplace coaching is defined as a approach of learning and development enabling the learner or employees in this case at the center of the learning experience, in other words, this utilises a collaborative relationship to support the professional outcomes (Smither, 2011; Bozer & Jones, 2018)

In other definitions, it is a evelopmental process offering new learning opportunities that help to gain a performance improvement (Ellinger & Keller, 2003) When it comes to outcomes of coaching, several researchers recognized the effects of coaching ranging from job satisfaction, employee commitment to their performance (Onyemah, 2009; Agarwal, Angst, & Magni, 2009; Pousa, 2012; Trépanier, 2010)

Feedback is another mechanism that various scholars have assumed to be vital to an employee’s motivation, satisfaction, and performance as well There are various definitions of the term feedbacks It could be stated as the comments provided by an agent to an aspect of person’s performance (Hattie & Timperley, 2017) In the light of an academic aspect, it is described as the kind of comments that are provided after such an action, encompassing advice and evaluation to demonstrate where and how we are once putting efforts to obtain a goal (Wiggins, 2012) Hackman and Oldham (1975) suggested that when an employee regularly gains feedback in the workplace, he or she will have the intention to perform the positive outcomes that have already mentioned Similarly, feedback is regarded as one of the most useful ways of providing insights stimulating positive performance (Ashford & Cummings, 1983) It is because feedback offers information about what behaviors are favorable or unfavorable for goal achievement; thus potentially enhancing performance

Factor 2: Participation in the Work 2.2.2.2.

The participation at workplace, in this case, mentions their perception towards the supervisors or the whole organization when performing the work There have been various conceptual definitions of participation According to a paper Work participation is described as the opportunity or capability of employees to participate in their work setting, which allows the fulfillment of one’s work role (Lagerveld, Bültmann, Franche, Van Dijk, Vlasveld, Feltz-Cornelis, & Nieuwenhuijsen, 2010) In other case, participation is defined as a process that allows hierarchically unequal individuals to share influence on each other (Wagner & J.A III, 1994) Specifically, participatory management practices can deteriorate the hierarchical structure between managers and their subordinates, leading to higher likelihood of participation level of subordinates, which was demonstrated to exert a positive impact on the work efficiency

There have been various ways of definitions of job involvement described by scholars According to Lodahl and Kejner (1965), job involvement is an extent to performance of an employee influences his or her self-esteem Over the years, there have been numerous researchers exploring the connection between job involvement organizational performance (Pfeffer, 1994) and employee motivation (Hackman & Lawler, 1971) Therefore, it is necessary for this study to re-exam the relationship between job involvement and behaviors as well as performance among millennials

Factor 3: Organization and Design of The Work 2.2.2.3.

METHODOLOGY

Research Hypothesis

After acknowleging the important role of employee performance as well as its definition relating to behaviors in the workplace, the question relating behaviors apprears:

‘What determines behavior in the workplace? One of the objectives of this study is to demonstrate that millennials’ perception about work environment can influence their behavior in the work settings Besides, based on performance environment perception Scale developed from Ripley (1998), there are totally 6 variables of work environment proposed to test the extent of relationship with the variable of behavior as follow:

Hypothesis 1 (H1.1):“Communication in Work has an impact on Employee Behavior

Hypothesis 2 (H1.2): Participation in Work has an impact on Employee Behavior Hypothesis 3 (H1.3): Organization and Design of Work has an impact on Employee Behavior

Hypothesis 4 (H1.4): Characteristics of the Work Setting has an impact on Employee Behavior

Hypothesis 5 (H1.5): Personal Fit of Employees, Work, and Work Setting has an impact on Employee Behavior

Hypothesis 6 (H1.6): Personal Fit of the Work Group, Work, and Work Setting has an impact on Employee Behavior.”

Performance involves behaviours and accomplishments and is defined as a compromise of individuals, the work environment and interaction between them according to Gilbert (1996) and Ilgen and Favero (1985) Therefore, individual’s behavior on the job already affected from the environmental factors is regarded as direct contributors to job performance (Carson, Cardy, & Dobbins, 1991) Then, the study proposes:

Hypothesis 7 (H2): Employee Behavior has an impact on Employee Performance

All things surrounding the workers when they do the job, in other words, the external factors and variables included in work environment can bring such effect on performance of individual employees (Rossett, 1987; Macky & Johnson, 2003, p 311) Specifically, environmental variables can impact performance in the work setting in two ways (Olson & Borman, 1989), through constrants and responses (Naylor, Pritchard, & Ilgen, 1980) That is why this assumption has been re-confirmed that environmental factors may constrain or stimulate performance (Peters & O'Connor, 1980) Then, the study proposes:

Hypothesis 8 (H3.1):“Communication in the Work directly impacts Employee Performance

Hypothesis 9 (H3.2): Participation in the Work directly impacts Employee Performance

Hypothesis 10 (H3.3): Organization and Design of Work directly impact Employee Performance

Hypothesis 11 (H3.4): Characteristics of the Work Setting directly impacts Employee Performance

Hypothesis 12 (H3.5): Personal Fit of Employees, the Work, and Work Setting directly impacts Employee Performance

Hypothesis 13 (H3.6): Personal Fit of the Work Group, Work, and Work Setting directly impacts Employee Performance

Hypothesis 14 (H4.1): Communication in the Work indirectly impacts Employee Performance

Hypothesis 15 (H4.2): Participation in the Work indirectly impacts Employee Performance

Hypothesis 16 (H4.3): Organization and Design the Work indirectly impacts Employee Performance

Hypothesis 17 (H4.4): Characteristics of the Work Setting indirectly impacts Employee Performance

Hypothesis 18 (H4.5): Personal Fit of Employees, the Work, and Work Setting indirectly impacts Employee Performance

Hypothesis 19 (H4.6): Personal Fit of the Work Group, Work, and Work Setting indirectly impacts Employee Performance.”

Research Method

This descriptive research will apply random information collection to demonstrate the connection between mentioned variables in hotel setting The application of this type of research is to present basic information, in particular demographic profiles, of participants, and then describe the issue under the population of a study (Nardi, 2015, p.11), therefore, it is inevitably suitable for this case A quantitative approach was employed to determine the impact level of environmental factors on employee behaviors and performance among the millennial generation According to Nardi (p 19, 2015), the quantitative method includes the form of written questions for surveys or in-depth interviews, then practicing quantifying responses and analyze statistically Applying in this study, the employee perception-based factor model of the work environment was developed by Ripley in 1998 and 2003 This study aims to use a quantitative method to exam these factors and variables under the context of Vietnam since one of the major booms of this is easily compare with other studies under the same questions Hence, it allows the author to accumulate wider-sample data to analyze the level of effects among the variables described in the research model Also, a common type in quantitative research is a self-administered questionnaire Questionnaires are typically suited for respondents for not only measuring their attitudes and opinions but also for accessing a very large number of participants; thereby, it is certainly convenient and time consuming as opposed to qualitative methods For these reasons, the primary data of participants would be accumulated through a structured questionnaire through both forms of online and offline surveys Apart from primary data in respect of personal information as well as their standpoints collected from this survey, the secondary data is utilized thanks to availably accessible papers and academic books on the Internet to display the background knowledge of this field, and to uncover the linkages of many stated variables.

Research Design

Research design indicates a strategy or a plan applied that a research should follow so as to guarantee the complete process for the research This research would adopt the entire similar flow in the process of completing the research from Kester and Preko in 2015

Questionaire based on choosen model

Sampling Method and Sample Size

The study will regard HCMC as the subject, since it is the central financial and cultural area in Vietnam and so assure the quality and quantity of sample size The city is generally viewed as the most developed city in Vietnam and the most outstanding tourist destination luring a large number of international tourists, and at this time it is rated as the country’s second most attractive travel destination by the world's largest travel site Therefore, the professional work environment in hotels located in HCMC is highly appreciated, which attracts a diversity of applicants, ranging from normal to well- qualified ones

Apart from that, millennials seem to be the powerful workforce in hotels in Vietnam, in particular HCMC, and also are employee groups that recruiters want to attract and retain the most due to its characteristics and talents Millennials’ birth year, in this case, will range from 1981 to 1999 and have had worked in hotels so they have a certain perception of their work environment (Lancaster & Stillman, 2002) Hence, the target respondents for this study will be the millennial generation who have had a chance to experience a hotel working environment or are currently working in hotels within the area

Also, among various operating fields in the hospitality industry, hotels setting appears to be the most professional and escalating compared to others including independent restaurants, bars or cruise ships This kind of business model is assessed by the star- ranked system by local authorities and received a huge amount of investment from international groups and organizations Hence, the hotel setting is regarded as an ideal work environment that employees can experience and forge a specific comprehensive perception Since the elements considered to exam the perception of the work environment among employees are justified and detailed, it requires these hotels setting to gain certain professional standards of four to five-star hotels

Both online and offline surveys were utilised Regarding offline forms, they are delivered randomly in many different hotels and universities in HCMC They are thosed who are working in these hotels, and to students in universities who have had internships or part-time jobs in hotels To guarantee the high rate of data reliability at least 300 respondents would be exposed since this number is consedered as good sample size to Comery and Lee (1992) In respect of the online survey, thanks to an advance of social networking and mails, the author can get access to from any places else provided that they have experienced or experienced working in upper-class hotels in HCMC Because HCMC is the developed city, which lures a large quantity of both employees and trainees living from different regions in Vietnam, and foreign nations The online survey can help collect information from this kind of target.

Questionnaire Design

It is necessary to design a set of questionnaires based on the measurement items collected from Ripley (1998 & 2003) that are involved six independent variables and independent variables as mentioned above Furthermore, at the initial part of the survey, some demographic profiles would be comprised of, such as gender, age and level of education

According to Gray, Williamson, Karp, and Dalphin (2007), there are two types of questions used: structured and unstructured in designing questionnaires Structure questions will offer a set of ﬁxed alternatives so that the participants must choose They are not only relatively easy to answer to respondents, but also these responses collected are easy to code and record as data to the author These benefits significantly occur provided that the researcher knows his/ her want in terms of the question and can anticipate the preponderance of all of the approaches in which respondents will have inclinations towards the answer In this case, the researcher has defined certain already existed items regarding work-settings-related perceptions from Ripley (1998 and 2003) and figured out the desired results of behavior and performance; therefore, structured questions are both efﬁcient and appropriate in the application of this survey To be more specific, each dimention will be rated on a 5-point scale (ranging from 1 to 5 indicating strongly disagree to strongly agree correspondingly) adapted from Davis, Smith, and

Marsden (2005) so that the respondent cannot merely choose the option of “agree” or

“disagree” with all statements without proving the gross inconsistency.

Last but not the least, the questionnaire survey should have an introduction that demonstrates what the study is about in a way that attracts the attention of potential respondents, and more importantly assure them that all personal pieces of information and opinions will be handled in a way that protects their identity (Gray et al., 2007)

The table below describes the measurement scale of all variables:

Variables Codes Description of Statement

CO1 My supervisors are willing to take ages to coach me when needed

CO2 My supervisors provide me a process of coaching to help improve performance

CO3 I often receive feedback about my work

CO4 My supervisors provide me useful feedback

PA1 I routinely participate in decisions about my jobs

PA2 I am expected to share ideas to help complete the task

Organizational structure empowers employees here to make important decisions without managerial approval

PA4 Employees here are encouraged to take ownership of the outcome of the task

PA5 Nobody notices when we perform good work PA6

We will gain rewards (bonus, recognition card, ) and compliment when showing great achievement

OD1 My jobs are designed in reasonable way

OD2 My jobs are designed in an interesting and challenging way

OD3 We have the necessary tools and equipment to do the tasks

OD4 Training is provided when conditions on the job change

OD5 My work schedule gives me flexibility

OD6 Work schedule is arranged in a reasonable way

WS1 This organization set high performance standards WS2 I take important responsibilities in this organization

WS3 I can share responsibility with my colleagues

WS4 Employees here all know each other and surrounding places

WS5 Most employees here are good performers to me

WS6 This organization expect high performance from employees

WS7 The work I do is important to the organization

PFE1 Getting used to this place was really taxing to me PFE2 I easily adapt new changes of current work PFE3 I have positive attitude toward working here

PFE4 I feel employees here have the positive attitude each other

PFE5 Most things of job is interesting to me

PFE6 We have an comfortable atmosphere here to work in

PW1 Coworkers interfere in my job that I am able to do

PW2 My colleages eager to support me in working

PW3 There are many small and isolated groups here that don't get along with each other

PW4 We usually have unnecessary conflict and a disorganized style of working

PW5 We trust each other and feel a close connection

PW6 Many of our employees are not suitable and not capable of the jobs that they are doing

PW7 This organization does not adequately fit my capacity

EB1 I go to work on time everyday

EB2 I highly concentrate on my work

EB3 I feel happy and excited when working

EB4 My commitment to this organization is strong

EB5 I want to retain working in this organization in long time

EP1 I can meet deadline assigned

EP2 I can gain right expectation of effectiveness

(Complete tasks to gain desired results)

EP3 I can gain right expectation of efficiency (Work well without wasting)

EP4 I can gain credibility to be assigned important works

EP5 I can complete work at minimum cost.

DATA ANALYSIS AND FINDINGS

Characteristics of Sample and Univariate Descriptive and Statistics

The total sample size is 288 responses accumulated from various sources and places, ranging from vocational/ college, university students, trainees to employees in upscale hotels The responses were check and removed if offering incomplete answers or randomly marked to enhance the accuracy of this test

Demographic characteristics of the sample 4.1.1

In the survey, three questions were constructed in order to interpret the attendants’ background: Gender and level of education Thanks to these background data, the research is able to make comparison among diversified millennial groups and and to reach a better conclusion

The profiles of 242 respondents were shown in the table below:

In general, among 288 samples, the preponderance of them are female university students who have a chance to perform internship, part-time or full-time jobs In detail, each characteristic will be analyzed and described detail by pie chart below:

Figure 3: The Percentage of Attendant’s Gender

It is apparently delineated that female respondents dominates male counterparts The volume of female is 221 people in this study, making up 76.7% whilst the figure for men is 23.3%

Figure 4: The Education Level of Respondents

There are a large percentage of respondents are from a university and have bachelor or higher degrees (81.12 percent of total 233 respondents) Other level of education are college level, vocational level, high school level or below high school level with the percentage of 10.30%, 3.86%, 2.58% and 2.15%, respectively

With regard to the level of education, university – educated respondents become the majority with approximately 82%, which is followed by the vocational/ college level with roughly 14% Apparently, the lowest percentage is postgraduate (4.2%) as our target population is millennial employees and students The number indicates that employee respondents working in hospitality, especially in hotel sector in this research almost get bachelor degree for their education level

Both independent variables and dependent variables are put into to check the values whether they are normally distributed or not With the same sample size of 288

CHART OF EDUCATION respondents, Table 4.2 is the descriptives of both 6 independent variables and 2 dependent variables

Table 4.2: Descriptive Statistics of Independent variables

Characteristics of the Work Setting

Employees, Work, and Work Setting

PFW: Personal Fit of the Work Group,

Table 4.3: Descriptive Statistics of Dependent Variables

Two above tables depict the average means of each independent variable and dependent variable WS experienced the highest mean with 4.0597, which indicated that employees understand and perceive well their working setting of their organization Following numbers are CO, PFE and WS with the means (4.0165, 3.9184 and 3.874 respectively) Those statistics implied that besides element of working setting, employees are aware of the role of communication, personal fit with their organization and the design of work.

Reliability Test of Independent Variables

To test the internal validity of the observed items for each variable, the reliability test is applied leaning on the criteria enumerated in Table 7 To improve overall results, any dimensions with item-total correlation smaller than 0.3 would be deleted This process is crucial to the subsequent data analysis and conducted with 6 independent variables

Table 4.4: Rules of Thumb for Evaluating Cronbach’s Alpha

From the results in Appendix, there were some indicators with low item-total correlation, including PA4, PA5, PA6, PFE1, PFE2, PFW2, PFW5 After dismissing these, we have the final results as follow:

Table 4.5: Corrected Item-Total Correlation and Cronbach’s Alpha”

Cronbach’s Alpha If Item Deleted

As the above table shown, the Cronbach’s alphas of the independent components were relatively good (0.744 to 0.835), which illustrates the high reliability for analysis of independent variables Communication had the highest Cronbach’s alpha (0.835), indicating the most consistent factor Following are PFE, PFW, OD and WS, with the numbers of 0.799, 0.786, 0.799 and 0.812 respectively The lowest number belonged to Participation with 0.744 which was also regarded as fairly good consistency of the variables Following is the table of factors loading these 6 independent variables.

Exploratory Factor Analysis

EFA was followingly employed to test all observed independent and dependent variables with the application of Varimax rotation and Principle component analysis

4.3.1 Factor analysis of Independent variables

Two multiple regressions were run to test hypotheses between 6 independent variables CO, PA, OD, WS, PFE and PFW and 2 dependent variables EB and EP In the subsequent step, path analysis and bootstrapping method were applied to explore and reexame the indirect impacts as well as total ones

It is assumed that KMO’s indexes should be greater than 0.5 and, sig should be less than 0.5 in the Bartlett’s test in order to suffice correlations among varibles (Joseph, Hair, William, Barry, Rolph, & Anderson, 2013; Williams, Brown & Onsman, 2012)

Table 4.6: KMO and Bartlett's Test of independent variables

Kaiser-Meyer-Olkin Measure of Sampling Adequacy .827

As the table illustrates, KMO of the independent variables was 827 (higher considerably higher than 5) which indicates the suitability of the data for principal component analysis Besides, Sig = 000 demonstrates the adequate correlation between variables for factor analysis

Table 4.7: Total Variance Explained of Independent Variables

Initial Eigenvalues Total % of Variance Cumulative %

Note: Extraction Method: Principal Component Analysis

To find out the number of components being extracted, it is based on the table 4.7 According to Kaiser, a component is useful and supposed to be appropriate to keep for later analysis when it has the eigenvalue at least equal to 1 In the second column of the table, all eigenvalue values were greater than 1, however, it was divided into 7 components while there were only 6 factors mentioned above Hence, Varimax rotation was applied to find out why this problem arising

Table 4.8: Table of Rotated Component Matrix of Independent Variables

Extraction Method: Principal Component Analysis

Based on the initial outcomes, indicators of OD3 and OD4 would be removed since their square of outer loadings were less than 5 The second test was run and presented that WS2 had factor loading lower 5 and WS5 was included in an another factor Hence, these indications were considered to eliminated to gain a better result and the Table 3.9 was the the final data:

Table 4.9: Final Test of Rotated Component Matrix of Independent Variables

CO4: My supervisors provide me useful feedback 0.767

CO3: I often receive feedback about my work 0.755

CO2: Supervisors provide me a process of coaching to help improve performance

CO1: Supervisors are willing to take ages to coach me when needed 0.725

PFW4: We usually have unnecessary conflict and a disorganized style of working

PFW3: There are many small and isolated groups here that don't get along with each other

PFW6: Many of our employees are not suitable and not capable of the jobs that they are doing

PFW7: This organization does not adequately fit my capacity 0.645

PFW1: Coworkers interfere in my job that I am able to do 0.619

PFE4: I feel employees here have the positive attitude each other 0.772

PFE3: I have a positive attitude toward working here 0.723

PFE6: We have an comfortable atmosphere that most people want to work in

PFE5: Most things about my job are interesting to me 0.591

OD5: My work schedule sends me flexibility when needed 0.788

OD1: My jobs are designed in reasonable way 0.753

OD6: Work schedule is arranged in a reasonable way 0.749

OD2: My jobs are designed in an interesting and challenging way 0.572

WS6: This organization expect high performance from employees 0.755

WS1: This organization sets high performance standards 0.646

WS7: The work I do is of importance to this organization 0.641

WS3: I can share responsibility with my colleagues 0.593

WS4: Employees here all know each other and surrounding place 0.562

PA2: I am expected to share ideas to help complete the task 0.769

PA3: Organizational structure empowers employees here to make important decisions without managerial approval

PA1: I routinely participate in decisions about my jobs 0.714

In accordance with above table, 6 components were extracted All the items of extracted component were considerably higher than 0.5 and no variables has relationship with each other This result proved the correlation between items and the extracted components

Table 4.10: Final Test of KMO and Bartlett's Test of Independent Variables

KMO of the independent variables in this time was 813 with Sig = 000 indicate the data suitability and abundant correlation between variables for factor analysis

Table 4.11: Total Variance Explained of Independent Variables

In the final test after removing necessary indications, the eigenvalue values were 6.982, 3.161, 1.963, 1.514, 1.319, 1.068 of six components 1, 2, 3, 4, 5, 6 respectively Figures all were greater than 1.00 so these components were appropriate Varimax rotation was also applied to these six factors contributing to 64.025% total the variance Then, it was re-run to present us the Rotated Component Matrix of 6 groups of factors including CO, PA, OD, WS, PFE, and PFW

4.3.2 Factor analysis of Dependent variable

The same methods (EFA and Reliability test) were conducted for dependant variable including Employee Behavior and Employee Performance

Table 4.12: KMO and Bartlett's Test of Dependent Variables

The value of KMO was 868 (significantly larger than 5) and Sig = 000 ( less than 05) indicates the appropriateness of the variable for further analysis

Table 4.13: Total Variance Explained of Dependent Variables

The component 1 and 2 are suitable since they have the eigenvalue of 4.810 and 1.407 namely In this case, the Varimax rotation method was reused to illustrate factors loading and Reliability of dependent variables Employee Behavior (EB) and Employee Performance (EP)

Table 4.14: Factor Loadings and Reliability of Dependent Variables

BE4: I have a strong commitment to my organization 0.874

BE3: I feel happy and excited when working 0.843

BE5: I want to retain working in this organization in long time 0.802

BE2: I highly concentrate on my work 0.683

BE1: I go to work on time everyday 0.614

PE3: I can gain right expectation of efficiency (Work well without wasting) 0.843

PE2: I can gain right expectation of effectiveness (Complete tasks to gain desired results)

PE4: I can gain credibility to be assigned important works 0.812

PE1: I can meet deadline assigned 0.778

PE5: I can complete work at minimum cost 0.734

Rotation Method: Varimax with Kaiser Normalization.a

It is explicitly enumerated that the values of Cronbach’s alpha of EB and EP were equal 0.822 and 0.858, indicating the high level of reliability of the dependent variable for the research Besides, all the items of extracted component were considerably higher than 0.5 and no variables had relationship with each other This result proved the correlation between items and the dependent variables.

Multiple Regression and Path Analysis

4.4.1 Independent Variables directly affect Employee Behavior

Table 4.15: Pearson Correlations between Independent Variables and EB

The table 4.15 elucidates that all the independent variables were aligned with EB (p < 05) except for PFW The highest effect was belonging to CO (r = 667), which clarified the closest relationship between element of Communication and Employee Behavior Also, PFE, WS and OD are relevant to EB but at less level as opposed to CO, with 619, 594 and 478 sequentially Meanwhile, PA would not have much effect on dependent variable (EB) (p < 05, r = 396) and PFW had no relationship with dependent variable (EB) (p > 05), implying that the extent of Personal Fit of Work Group, Work, and Work Setting do not affect the behavior tendency of the attendants

Table 4.16: Effect Coefficients between Independent Variables and EB

Dependent Variable: EB: Behavior Employee

The results of the analyses shown above draw the overview of the correaltions between six independent variables and EB Five of them yield the remarkable contribution are CO, PA, WS, OD, PA and PFE, however, the highest rate is pertaining to

CO (beta = 538), the next significant ones are PFE, WS, OD and PA with the numbers (beta = 339, beta = 331, beta = 267, beta = 173 correspondingly and sig = 000) As such, these variables did not make a unique significance to the dependent variable

The regression equation of EB is:

EB = -2.223E-016 + 538*CO + 339* PFE + 331* WS + 267*OD + 173* PA

 WS: Characteristics of the Work Setting

 OD: Organization and Design of Work

 PFE: Personal Fit of the Employee, Work, and Work Setting

Additionally, according to ANOVA table, the model was significant at 95% confidence level and Sig = 000 and the Model Summary table, R 2 = 615 and F 74.570, which means that five independent variables CO, PA, OD, WS and PFE contribute to describe 61.5% of the total variance in Employee Behavior (EB)

Std Error of the Estimate

Predictors: (Constant), PFW, WS, PA, OD, CO, PFE

Sum of Squares df Mean

Total 287.000 287 a Dependent Variable: BE b Predictors: (Constant), PFW, WS, PA, OD, CO, PFE

4.4.2 Independent Variables directly affect Employee Performance

Table 4.19: Pearson Correlations between Independent Variables and EP

It is obviously described that all the independent variables were in the alignment with EP (p < 05), apart from PFW The highest connection was between EB and EP with r = 553, which means there was a certain relationship between EB and EP in such a organiztion Nevertheless, the other independent variables such as CO, WS and PFE bear a moderate relationship with EP with r = 504, r = 536, and r=.421 respectively On the contrary, although p < 05, there were little effect between PA and OD on EP with r .364 and r = 302 namely Especially, PFW was not correlated to dependent variable (EP) due to p > 05, indicating that PFW did not affect the work performance of employees

Table 4.20: Effect Coefficients between Independent Variables and EP

Dependent Variable: EP: Employee Performance

Thanks to the Table 4.20, we get an overview of the linkages between seven variables with EP Six of them contribute the certain impacts are CO, PA, WS, PFE, PFW and EB Especially, the highest position is of WS (beta = 309, sig = 000 < 05), which was followed by EB (the beta = 229, sig = 002 < 05), CO (beta = 245, sig = 003 < 05), PFE (beta = 184, sig = 044 < 05), PFW (beta = 138, sig = 000 < 05) and PA (the beta = 095, sig = 000 < 05) Although each of variable has a somewhat significance to the the dependent variable EP (beta > 5 is considered as a indication of very strong correaltion by De Vaus in 2002), it was clear that employee performance was not much affected by these variables

The regression equation of EP is:

EP = -2.164E-016 + 309*WS + 229*EB + 245*CO + 184*PFE + 138*PFW + 095*PA

 PFW: Personal Fit of Work Group, Work, and Work Setting

Furthermore, according to ANOVA table, the model was significant at 95% confidence level and Sig = 000 and the Model Summary table, R 2 = 422 and F 29.191, which means that 4 independent variables CO, WS, PFW and EB can describe 42.2% of the total variance in Employee Performance (EP)

Std Error of the Estimate

Predictors: (Constant), PFW, WS, PA, OD, CO, PF, EB

Squares df Mean Square F Sig

Total 287.000 287 a Dependent Variable: EP b Predictors: (Constant), PFW, WS, PA, OD, CO, PF, EB

4.4.3 Path Diagram of Employee Performance

From above outcomes, independent variables were explored to bear a certain impact on both EB and EP, EB was also demonstrated to directly affect EP The Figure 9 is the summary of these correlations

4.4.4 Indirect Effects on Employee Performance

To estimate the indirect impact of an independent variable on a dependent one through the appearance of a mediating variable, the independent variables’ coefficient will be applied to the mediating variable and to the dependent variable in turn and then the results would be multiplied In this research, EB is the mediating variable, EP is dependent variable and CO, OD, PA, WS and PFE are the 5 independent variables that had a connection to EB As Preacher and Hayes (2008) assumed any factors have an impact on mediating variable (EB) may also indirectly influence dependent variable (EP), the indirect effects among them would be clarified as follows:

 OD: Organization and Design of Work

Fromt then, five explanatory factors CO, PFE, WS, OD and PA through the mediating factor (EB) could be regarded to bear an indirectly affect EP at (.1227), (.0776), (.0758), (.0611) and (.0396) correspondingly

4.4.5 Total Causal Effects on Employee Performance

To retest the indirect impact of independent variables on EP through EB, the bootstrapping method was employed to verify the level of significance It involves orderly steps including repeatedly sampling from the original data set and assessing the indirect impact in newly reshaped size If there is a zero (0) between the lower (LLCI) and upper (ULCI) boundary of the confidence intervals, the indirect impact does not exist (Preacher & Hayes, 2008) In order to perform this method, the Process macro invented by Andrew Hayes was utilised One such tool is the PROCESS macro developed by Andrew Hayes PROCESS is a logistic regression path analysis modeling tool, popularly used for estimating indirect effects in moderated mediation models Like statistical software SPSS, this tool can compute regression analyses that may contain various mediators and moderators and its edge is making conducting and interpreting complex analyses much easier compared to AMOS

Table 4.23: Direct, Indirect and Total Causal Effects on Employee Performance

It can be seen that values in two columns LLCI and ULCI of CO, PA, OD, WS and PFE are positive, which means no 0 (zero) lies between them; therefore, the indirect effects of those independent variables were confirmed at 95% confidence interval In this case, CO and WS had the strongest effect on EP with B = 3677 and B = 3844, which were a substantial effect according to De Vaus (2002) On the other hand, values of PFW in column LLCI are negative while that in column ULCI are positive Thus, according to Preacher and Hayes, 2008, because zero is in the 95% confidence interval, we can conclude that EB do not moderate the effect of PFW on EP These results were the same as the previous ones Total effect of the model was 1.3478 and the indirect effect was 3768, which accounted for approximately 28%

Variables Causal Effects LLCI ULCI

DISCUSSION AND CONCLUSION

Discussion of findings

Chapter 5 would discuss all outcomes and findings achieved from the earlier ones and investigate the questions to what extent to work environment perception affects employee behavior and these behavior tendency leads to their performance in high-class hotels setting Specifically, this study’s objective is to test the impacts of CO, PA, WS,

OD, PFE and PFW ENWA on EB and EP in order to unearth millennials’ perceptions of the work environment then recommend the design of performance improvement in the hotel-setting workplace of Vietnam

5.1.1 The relationship between Independent variables and Employee Behavior

H1.1: Communication in Work has an impact on Employee Behavior

H1.2: Participation in Work has an impact on Employee Behavior

H1.3: Organization and Design of Work has an impact on Employee Behavior

H1.4: Characteristics of the Work Setting has an impact on Employee Behavior

H1.5: Personal Fit of Employees, Work, and Work Setting has an impact on Employee Behavior

H1.6: Personal Fit of the Work Group, Work, and Work Setting has an impact on Employee Behavior

The group of those hypotheses in H1 was constructed to explore the question of

“To what extent Generation Y employees’ perception about work environment in the hotel sector affect their behavior?” The result is that five of the independent variables have specific correlations are CO, WS, PFE, OD and PA (sig equal 000) The highest contribution position belongs to CO (beta = 538), the followings are PFE, WS and OD share the figures with the beta of 339, 331, 267 respectively The lowest beta is 173 of

PA Thus, hypotheses in H1 were considered as supported with the impacts on EB but

CO, WS and PFE have a moderate and significant correlation to EB The more caring about communication, work setting and personal fit between employees and working factors of the organization, the more likely customers have the positive behaviors in workplace

5.1.2 The relationship between Employee Behavior and Employee Performance

H2: Employee Behavior has an impact on Employee Performance

To answer the next question “Do Generation Y employees’ influenced behaviors of the work environment in the hotel sector affect their performance?”, the multiple regression for EB and EP was built The relationship was positive as EB and EP have the the beta = 229, sig = 002, indicating that the H2 was supported If a individual has positive behaviors in workplace stemming from working environment factors, he/ she tends to perform their more favorable works in their organization

5.1.3 Direct and Indirect Relationship between six independent variables and Employee Performance

H3.1:“Communication in the Work directly impacts Employee Performance

H3.2: Participation in the Work directly impacts Employee Performance

H3.3: Organization and Design of Work directly impact Employee Performance

H3.4: Characteristics of the Work Setting directly impacts Employee Performance H3.5: Personal Fit of Employees, the Work, and Work Setting directly impacts Employee Performance

H3.6: Personal Fit of the Work Group, Work, and Work Setting directly impacts Employee Performance.”

To review these hypotheses, the multiple regression for the independent variables,

EB and EP were used In addition to EB having the moderare and direct influenceon EP (beta = 229), CO, PA, WS, PFE, PFW and EB could directly link to EP Especially, WS with the beta = 309 and sig = 000 had a significant contribution to EP, indicating that the higher rate of attention to Characteristics of Work setting, the higher level of positive performance of employees in hotel Therefore, H3.1, H3.2, H3.4, H3.5 and H3.6 are regarded as supported

H4.1:“Communication in the Work indirectly impacts Employee Performance

H4.2: Participation in the Work indirectly impacts Employee Performance

H4.3: Organization and Design the Work indirectly impacts Employee Performance H4.4: Characteristics of the Work Setting indirectly impacts Employee Performance H4.5: Personal Fit of Employees, the Work, and Work Setting indirectly impacts Employee Performance

H4.6: Personal Fit of the Work Group, Work, and Work Setting indirectly impacts Employee Performance

The path analysis, bootstrapping method and PROCESS macro tool were utilized to increase the confirmation of the indirect impacts of CO, PA, OD, WS and PFE through

EB to EP This means, the results supported the hypothesis H4.1, H4.2, H4.3, H4.4 and H4.5 The effects on EP were 1227, 0776, 0758, 0396 and 0.0611 for CO, PFE, WS,

PA and OD consecutively Among all independent variables, CO played the most pivotal role in forecasting employee behavior and employee performance through the element of behaviors, therefore, if the organization can provide an effective communication factor, it would be higher likelihood of desired behavior of employees in the workplace from which the performance is also improved.”

With regard to WS, it attained the most significant direct contribution to developing better performance Hence, if the organization can lead its employees have a positive perception of general practices and procedures and characteristics of overall work setting, such as shared responsibility or organization standard, they have more inclination toward organizational commitment and eager to perform their work well

Table 5: Summary of hypothesis testing

H1.1 Communication in Work has an impact on Employee

H1.2 Participation in Work has an impact on Employee

H1.3 Organization and Design of Work has an impact on

H1.4 Characteristics of the Work Setting has an impact on

H1.5 Personal Fit of Employees, Work, and Work Setting has an impact on Employee Behavior Supported

H1.6 Personal Fit of the Work Group, Work, and Work

Setting has an impact on Employee Behavior Not supported

H2 Employee Behavior has an impact on Employee

H3.1 Communication in the Work directly impacts

H3.2 Participation in the Work directly impacts Employee

H3.3 Organization and Design of Work directly impact

H3.4 Characteristics of the Work Setting directly impacts

H3.5 Personal Fit of Employees, the Work, and Work

Setting directly impacts Employee Performance Supported

H4.1 Communication in the Work indirectly impacts

H4.2 Participation in the Work indirectly impacts

H4.3 Organization and Design the Work indirectly impacts

H4.4 Characteristics of the Work Setting indirectly impacts

H4.5 Personal Fit of Employees, the Work, and Work

Setting indirectly impacts Employee Performance Supported

Setting indirectly impacts Employee Performance Not supported

Limitations

First, this research solely focuses on the millennial group while the workforce, in reality, comprises more group ages including Baby Boomer, Gen X or Gen Y so there is no comparison (similarity and difference) among these employee groups Second, this study accessed a population that was overwhelmed by women with university education

It leads to the question that what changes would be explored in a work environment including the preponderance of male counterparts with wide-ranging education levels in a modern diversified workplace? Third, the survey was mainly delivered by an online platform, which does not enable the researcher to know and evaluate certain objective and subjective problems of respondents This limitation may affect the accuracy of data but the researcher can not control Last but not least, the data on employee performance collected by employees or trainees might be not objective It is better for the research to explore the performance assessment from their supervisors or managers.

Recommendations and Implications

The next research is recommended to strengthen the sample size as well as its diversity from multigenerational workforce so that the more well-rounded insight of employee perception would be attained The research should range in diversified employee groups including Baby Boomer, Gen X and Gen Z and both genders Especially, with the rapid social progress and technological advances, Gen Z would be leading in the workforce and possess significant traits to be in harmony with generations before A larger sample size and diveristy would improve the power and effect size of findings so that researchers can gain more accurate interpretation and generalized conclusion Although the study was towards employees in the lodging field, it also would be of benefit to others in service industry, such as travel agency, restaurant or even other sectors to provide empirical evidence of whether these factors consistently influence the variable of employee performance are not

5.3.2 Implications in the Hospitality industry

Due to the escalating traveling rate in modern days, four to five-star hotels remain in relatively high demand and organizations’ human resource development programs are also growingly critical via the provision of an ideal working environment Employees nowadays look for are life-work balance, learning opportunities, which are all related to the environmental factor (Earle in 2003 From this study, there are several ways of attaining a favorable behavior and performance of employees from considering and improving the major six factors of the working environment

In accordance with tons of previous researches, behavior is demonstared to be influenced by employee’s perception about work environment and would culminate in a performance in the workplace (Osman-Gani, 2006, p 43) To have this relationship, organizations must discover, understand their employees' perception and apply into the development plan In this case, factors relating to communication, participation in the work, work setting, organization and design of work, and personal fit of employees and organization's characteristics bring a specific contribution to behavior tendency and performance in work There is a combination of many elements to improve employee performance so it is recommended for managers to pay concerntration on ones bearing the highest impacts Particularly, it is necessary for the organization to pay attention to improvement in communication and characteristics of work setting in order to enhance performance Besides communication among colleagues, managers or supervisors necessarily focus on effective communication via coaching, training, or feedback at work Specifically, effective response in working and relationships between employees and supervisors would be fortified by effective communication (Bell, 2008, Brownell, 1992) Hence, more frequent and detailed coaching during working need to be actively offered by the management team and they should know how to bring suitable feedback, to a certain extent, to their employees In this case, millennials are research target who still lack profound work experience as opposed to Baby Boomer or Gen X so effective communication can allow them to know how to reinforce the positive results and improve the undesired ones with more efficient remedies, thereby cooperatively enhance work performance rather than bringing negative emotions In terms of characteristics of work setting, it implies employee's perception of characteristics of both the work structure and work setting via organization expectation, the level of responsibility, and familiarity in work The higher organization standard and expectation on their employees, the more effort employees make to perform their work If an unprofessional organization undervalues these factors, their employees are inclined to do so Especially, in a professional and high scale working environment like luxury hotels, certain standards stated in organization policy and expectations from high-level managers should be apparent and fully conveyed to lower-level employees

Not only this, if their job responsibility or their work is more important, but they also tend to gain more motivation in working because they are aware of their significant role in that organization In this sense, direct supervisors should appreciate the work of each individual so that they would pay more attention to their work

Regarding variables that are not supported in the study, this is not due to the fact that these issues are invital and should not be focused on Other factor such as work group’s fit with the work and the surroundings was proved to be significant in studies with different group ages in other countries (Ripley et al., 2006 & Bell, 2008) Various results and findings can be attributed to demographic diversity and so different environments will have different ranges of concern about the work environment In addition, this result can be attributed to the questionnaires which do not cover all aspects and dimensions of that factor If it includes more justified and clear questions, its relationship with the latent variable might be better

This study merely discovers the perception of millennials in hotel settings in HCMC, which accounts for the majority of the workforce in lodging field in Vietnam context In fact, although organizations have a deep understanding of work-environment importance, creating a positive workplace still appears as a frustrating task since it includes numerous variables This research somewhat acts as a reference for them to design the improvement plan It is wise for each organization to sort out the priorities and the most suitable factors since the context of each company is different, so adjustments made can work for one company, but often not work for another (Earle, 2003) Therefore, the workplace as well as how it operates should ﬁt within the organization’s culture accompanied by support from managers and supervisors.

Conclusion

In conclusion, the research considerably explores and clarifies the impacts of working environment on employee performance through their behaviors in hotels setting in HCMC To answer questions about the significance level of perception to environmental factors affecting performance, six measured variables, including Communication in the Work, Participation in the Work, Design and Organization of the Work, Characteristics of Work Setting, Personal fit of Employees, the Work and Work setting, Personal fit of Group work, Work and Work Setting, were tested for both direct and indirect effect on employee performance

The research model has brought a certain contribution to both theoretical and practical implication for hotels setting, hospitality industry as a whole and a new premise for further research in Vietnam about the linkage between perception of work environment and employee performance Based on these findings, many related-human resources development plans and proposals could be done to enhance individual performance in such an organization, especially about elements of communication, policy and structure As a result, they can encourage their employees to devote to the organization and attain a desired overall performance

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1 Cronbach’s Alpha i) Communication in the Work

Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

CO4 11.99 4.543 706 774 ii) Participation in the Work

PA3 7.24 3.230 442 810 iii) Organization and Design of Work

PA6 16.59 9.970 148 625 iv) Characteristics of Work Setting

OD6 19.31 9.357 629 742 v) Personal fit of Employee, Work and Work Setting

PFE6 11.80 4.022 612 748 vi) Personal Fit of the Work Group, Work, and Work Setting

PERCEPTION OF WORK ENVIRONMENT AFFECTS EMPLOYEE PERFORMANCE IN HOTEL SETTINGS

I am Tran Thi Kim Ngan, a senior majoring in Hospitality Management at International University - Vietnam National University, Ho Chi Minh City I am working on a project to study the perspective of people who have experience working in a hotel setting Hence, this survey is implemented for research purposes for the university graduate project The survey lasts from 3 to 5 minutes, I hope you can take a few minutes to take the survey below

This is an anonymous study, the data will only be used for scientific research purposes and approved by International University Your answers will be extremely valuable information for my research Thank you for your time and support!

I Employee behavior and employee performance affected by environmental factors

To what extent do you agree with the below statements about your perception of work environment, your behavior tendency and work performance in your organizations?

Please circle only ONE appropriate number that best represents your agreement on a scale of 1-5

Strongly disagree 2 – Disagree 3 – Neutral 4 – Agree 5 – Strongly agree

My supervisors are willing to take the time to coach me when I need help 1 2 3 4 5

My supervisors provide me a process of coaching to help improve performance 1 2 3 4 5

I often receive feedback about my work 1 2 3 4 5

My supervisors provide me useful feedback 1 2 3 4 5

I routinely participate in decisions about my jobs 1 2 3 4 5

I am expected to share ideas to help complete the task 1 2 3 4 5

Organizational structure empowers employees here to make important decisions without managerial approval 1 2 3 4 5 Employees here are encouraged to take ownership of the outcome of the task 1 2 3 4 5

Nobody notices when we perform good work 1 2 3 4 5

We will gain rewards (bonus, recognition card, ) and compliment when showing great achievement 1 2 3 4 5

Organization and Design of the Work

My jobs are designed in reasonable way 1 2 3 4 5

My jobs are designed in an interesting and challenging way 1 2 3 4 5

We have the tools and equipment we need to get the job done 1 2 3 4 5

Training is provided when conditions on the job change 1 2 3 4 5

My work schedule gives me flexibility when I need it 1 2 3 4 5 Work schedule is arranged in a reasonable way 1 2 3 4 5

Characteristics of the Work Setting

We have high performance standards in this organization 1 2 3 4 5

I take important responsibilities in this organization 1 2 3 4 5

I can share responsibility with my colleagues 1 2 3 4 5

We all know each other and know our way around the place 1 2 3 4 5

Most people here are good performers 1 2 3 4 5

This organization expect high performance from employees 1 2 3 4 5

The work I do is important to the organization 1 2 3 4 5

Personal Fit of the Employees, Work, and Work Setting

Getting used to this place was really difficult 1 2 3 4 5

I easily adapt new changes of current work 1 2 3 4 5

My attitude about working here is very positive 1 2 3 4 5

I feel employees here have the positive attitude each other 1 2 3 4 5

I like most things about my job 1 2 3 4 5

We have an atmosphere that most people feel comfortable working in 1 2 3 4 5

Personal Fit of the Work Group, Work, and Work Setting

Coworkers interfere in my job that I am able to do 1 2 3 4 5

My coworkers eager to support me in working 1 2 3 4 5

There are many “cliques” here that don't get along with each other 1 2 3 4 5

We usually have unnecessary conflict and a disorganized style of working 1 2 3 4 5

We trust each other and feel a close connection 1 2 3 4 5

Many of our employees are not suitable and not capable of the jobs that they are doing 1 2 3 4 5 This organization does not adequately fit my capacity 1 2 3 4 5

I go to work on time everyday 1 2 3 4 5

I highly concentrate on my work 1 2 3 4 5

I feel happy and excited when working 1 2 3 4 5

I have a strong commitment to my organization 1 2 3 4 5

I want to retain working in this organization in long time 1 2 3 4 5

I can gain right expectation of effectiveness (Complete tasks to gain desired results) 1 2 3 4 5

I can gain right expectation of efficiency (Work well without wasting) 1 2 3 4 5

I can gain credibility to be assigned important works 1 2 3 4 5

I can complete work at minimum cost 1 2 3 4 5

2 Your highest level of education is:

Thank you for your time and cooperation We wish you good time!

KHẢO SÁT NHẬN THỨC VỀMÔI TRƯỜNG LÀM VIỆC ẢNH HƯỞNG ĐẾN

BIỂU HIỆN CỦA NHÂN VIEN TRONG MÔI TRƯỜNG KHÁCH SẠN

Em tên Trần ThịKim Ngân, sinh viên năm cuối khoa Quản trị Kinh Doanh, chuyên ngành Quản trị Nhà Hàng - Khách sạn tại Đại học Quốc Tế, Đại học Quốc Gia - thành phố Hồ Chí Minh Hiện tại, em đang thực hiện đề án tốt nghiệp nghiên cứu vềquan điểm của những người có kinh nghiệm làm việc trong môi trường khách sạn Do đó, khảo sát này được thực hiện cho mục đích nghiên cứu cho dự án tốt nghiệp đại học Em hy vọng anh/chị có thể mất vài phút để thực hiện khảo sát dưới đây Đây là nghiên cứu ẩn danh, dữ liệu sẽ chỉđược sử dụng cho mục đích nghiên cứu khoa học và được Đại học Quốc ế phê duyệt Câu trả lời của anh/chị sẽ là thông tin vô cùng quý giá cho nghiên cứu của em

Trân trọng cảm ơn thời gian và sựgiúp đỡ của Anh/Chị!

Anh/chị vui lòng đánh giá mức độ đồng ý của anh/chị với những câu sau về nhận thức môi trường làm việc, hành vi và biểu hiện công việc của anh/chị với với tổ chức này? Xin vui lòng đánh dấu vào một số phù hợp ở cột bên phải mô tảđúng sự khẳng định của anh/chị trên thang đo từ1 đến 5

1 = Hoàn toàn không đồng ý 2 = Không đồng ý 3 = Trung lập 4 = Đồng ý 5 = Hoàn toàn đồng ý

Về Giao tiếp trong công việc

Quản lí sẵn sàng dành thời gian để huấn luyện tôi khi tôi cần giúp đỡ 1 2 3 4 5

Quản lí huấnluyện tôi trong một quá trình dài để giúp cải thiện hiệu suất 1 2 3 4 5

Tôi thường nhận được phản hồi về công việc 1 2 3 4 5

Quản lí cung cấp cho tôi những thông tin phản hồi hữu ích 1 2 3 4 5

Về sự Tham Gia trong công việc

Tôi thường xuyên tham gia vào các quyết định trong công việc 1 2 3 4 5

Tôi được mong đợi chia sẻ những ý tưởng của mình để giúp hoàn thành công việc 1 2 3 4 5

Cơ cấu tổ chức trao quyền cho nhânviên ở đây để đưa ra quyết định quan trọng mà không cần sự phê duyệt của người quản lý.

1 2 3 4 5 Nhân viên ở đây có tinh thần trách nhiệm cao trong công việc cũng như kết quả 1 2 3 4 5

Biểu hiện tốt của tôi không được ai nhận thấy 1 2 3 4 5

Chúng tôi nhận được phần thưởng (tiền thưởng, thẻ công nhận, ) và lời khen khi thể hiện tốt 1 2 3 4 5

Về Tổ chức và Thiết kế công việc

Công việc của tôi được thiết kế một cách hợp lí 1 2 3 4 5

Công việc của tôi được thiết kế thú vị và thử thách 1 2 3 4 5

Chúng tôi có các công cụ và thiết bị cần thiết để hoàn thành công việc 1 2 3 4 5

Các khóa đào tạo được cung cấp khi điều kiện công việc thay đổi 1 2 3 4 5

Lịch làm việc của tôi cho tôi sự linh hoạt khi tôi cần 1 2 3 4 5 Lịch làm việc của tôi được sắp xếp một cách hợp lý 1 2 3 4 5

Về Đặc điểm của môi trường làm việc

Chúng tôi có các tiêu chuẩn cao về hiệu suất trong tổ chức này 1 2 3 4 5

Tôi mang trách nhiệm quan trọng trong tổ chức này 1 2 3 4 5

Tôi có thể chia sẻ trách nhiệm với đồng nghiệp 1 2 3 4 5 Chúng tôi đều biết nhauvà quen thuộc cách đi xung quanh nơi này 1 2 3 4 5

Hầu hết mọi người ở đây là những người có biểu hiện tốt 1 2 3 4 5

Tổ chức này mong đợi thành quả cao từ chúng tôi 1 2 3 4 5

Công việc tôi làm rất quan trọng đối với tổ chức 1 2 3 4 5

Về độ Phù hợp cá nhân của nhân viên, Công việc và

Làm quen với nơi này thực sự khó khăn với tôi 1 2 3 4 5

Tôi dễ dàng thích nghi với những thay đổi mới trong công việc 1 2 3 4 5

Tôi có thái độ tích cực khi làm việc ở đây 1 2 3 4 5

Tôi cảm thấy nhân viên ở đây có thái độ tích cực với nhau 1 2 3 4 5

Tôi thích hầu hết mọi thứ về công việc của tôi 1 2 3 4 5

Không khí làm việc ở đây khiến mọi người cảm thấy thoải mái 1 2 3 4 5

Về độ Phù hợp của nhóm làm việc, Công việc và Môi trường làm việc Đồng nghiệp can thiệp vào công việc của tôi mà tôi có thể làm 1 2 3 4 5 Đồng nghiệp của tôi mong muốn hỗ trợ tôi trong công việc 1 2 3 4 5

Có nhiều nhóm nhỏ thích dành thời gian cho nhau và không hòa thuận với những nhóm khác 1 2 3 4 5

Chúng tôi thường có xung đột không cần thiết và cách làm việc vô tổ chức 1 2 3 4 5

Chúng tôi tin tưởng lẫn nhau và cảm thấy kết nối chặt chẽ 1 2 3 4 5

Nhiều nhân viên của chúng tôi không phù hợp và không có khả năng với công việc mà họ đang làm 1 2 3 4 5

Tổ chức này không phù hợp với năng lực của tôi 1 2 3 4 5

Về Hành vi trong công việc

Tôi đi làm đúng giờ mỗi ngày 1 2 3 4 5

Tôi rất tập trung vào công việc của tôi 1 2 3 4 5 Tôi cảm thấy hạnh phúc và phấn khích khi làm việc 1 2 3 4 5 Tôi cảm thấy kết nối chặt chẽ với tổ chức của tôi 1 2 3 4 5 Tôi muốn làm việc trong tổ chức này trong thời gian dài 1 2 3 4 5

Về Biểu hiện trong công việc

Tôi có thể đáp ứng đúng thời hạn công việc được giao 1 2 3 4 5

Tôi có thể hoàn thành đúng nhiệm vụ để đạt được hiệu quả mong muốn 1 2 3 4 5

Tôi có thể đạt được đúng kỳ vọng về hiệu suất công việc mà không gây lãng phí tài nguyên 1 2 3 4 5

Tiêu đề	Perception of Work Environment Affects Employee Performance in Hotel Settings - The Case of Millennials in Ho Chi Minh City
Tác giả	Tran Thi Kim Ngan
Người hướng dẫn	Nguyen Duy Yen Linh, Vo Tuong Huan, Trinh Viet Dung
Trường học	International University
Chuyên ngành	Business Administration
Thể loại	Bachelor's Thesis
Năm xuất bản	2020
Thành phố	Ho Chi Minh City

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Số trang	117
Dung lượng	822,71 KB