Factors influencing job performance in the public sector: Three approaches from Viet Nam

Factors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet NamFactors influencing job performance in the public sector: Three approaches from Viet Nam

INTRODUCTION

Study rationale

It is essential to consider that people's careers are influenced by their perceptions and feelings of career success and satisfaction, and are intimately connected to the organizations they work for (Coetzee & Stoltz, 2015) Research has emphasized the interdependency between individuals and organizations, suggesting that organizational success is tied to employees’ career satisfaction and aligning business needs with their career goals (Fleisher et al., 2014) Thus, achieving optimal job performance requires collaboration between organizations and employees This study introduces three approaches to improving job performance, which involve efforts from organizations, self-reflection by employees, or joint initiatives from both sides The first approach is based on organizational emotional engagement, fostered through relational contracts, senior management receptiveness, and upward employee communication, which emphasizes the interaction between employees and management The second approach focuses on employee engagement, which can be enhanced through the use of internal social media within the organization By promoting open, collaborative, and participative dialogue, social media as an organization’s internal practice helps create employees' sense of belongingness and identification The third approach emphasizes career adaptability, where individuals adjust to better align personal preferences and needs with the structure of their career pursuits The detailed rationale for each study is presented below

1.1.1 Organizational emotional engagement and job satisfaction

Human capital is a valuable asset of an organization in today's competitive market Retaining talented employees is one of the major business strategies for long- term growth, enabling firms to create and maintain competitive advantages (Chan &

Ao, 2019) Governmental and non-profit organizations also need professional labor forces to function efficiently However, public sector employees often express less job satisfaction than their private sector equivalents (Steel & Warner, 1990) This dissatisfaction can be attributed partly to the structural constraints within public organizations, characterized by bureaucracy and conflicts, which impede the fulfillment of employees' selfless or elevated needs (De Simone et al., 2016) Public servants often navigate contradictions and paradoxes in their roles within linear, traditional, and hierarchical environments (Franken et al., 2020) The public sector also faces other specific constraints, including democratic decision-making, the need for public support, lack of market pressure, and employment constraints like lower salaries (Ludviga & Kalvina, 2024) Disengaged employees are costly to public organizations and can adversely affect public service delivery (Mostafa & Abed El- Motalib, 2020) This situation is further intensified by the external impact of COVID-

19, a global crisis that has significantly affected job satisfaction and emotional well- being In public sector bureaucracies, traditional strategic planning has been effective in stable environments, but it now faces increasing challenges requiring rapid adaptation to environmental changes (Ludviga & Kalvina, 2024) The slow adaptability of these organizations may not effectively mitigate employees' worries, uncertainties, and fluctuating emotional states during this period

Engagement has emerged as a central concern within business psychology, garnering significant academic attention One key aspect of engagement is organizational emotional engagement, also known as work engagement, which pertains to employees' emotional commitment to their company Engaged employees exhibit positive sentiments and cognitions, find meaning in their work, and strongly identify with their organizational role (Bakker & Demerouti, 2008) This emotional investment drives them to utilize their capabilities and expertise effectively, eventually fulfilling their job responsibilities (Côté et al., 2021).Despite its importance, the link between work engagement and job satisfaction has not been extensively researched There is a scarcity of research exploring this association, particularly in the government sector and developing nations like Vietnam Therefore, this study seeks to augment the current literature on engagement in public institutions by examining the correlations between emotional engagement and job satisfaction

Additionally, it will explore understudied antecedents of organizational emotional engagement, including relational contracts and employee voice and link job satisfaction with job performance

1.1.2 Internal public relations and job performance

Amidst the lockdown, many organizations have implemented a work-from- home arrangement, which presents employee challenges Working from home can lead to a lack of concentration due to frequent interruptions from family members, resulting in a conflict between work and personal life Consequently, employee engagement becomes essential It is the organization's responsibility to prioritize the well-being of its employees and ensure they are properly engaged Leaders should deliver motivational speeches, uplift their team's spirits, and establish a secure and open environment where employees feel comfortable expressing their concerns Internal public relations can be the means to synergize these two parties effectively (Kennan & Hazleton, 2006), particularly through the utilization of internal social media to strengthen organizational transparency and identity, ultimately driving employee engagement Utilizing internal social media for communication and establishing transparent policies can help alleviate job-related stress and foster a positive work environment (Chanana & Sangeeta, 2021) However, empirical evidence regarding the effect of internal public relations on favorable employee outcomes, such as LS and JP, in developing countries, is scarce Hence, this research will explore internal public relations and investigate the sequential associations among ISM, EE, and JP It will also consider intervening variables such as POT, OI, and LS

The significance of employee engagement is particularly highlighted in the aviation industry, a labor-intensive sector in which human resources play a crucial role in shaping service quality and customer experience (Aslam et al., 2020; Pompurová et al., 2022) Additionally, in comparison to other service industries, the aviation industry experiences significant seasonality, leading to substantial and frequent fluctuations in personnel, which presents a significant challenge for airport and airline managers Notably, the Covid-19 pandemic has led to a weakening of the connection between employees and organizations, as many employees were compelled to put their jobs on hold, greatly impacting their satisfaction and engagement (Bui & Le, 2023) In addition to maintaining employee satisfaction and commitment, it is essential for them to ensure that employees remain engaged in their roles as service providers and align with the long-term direction of the business Therefore, besides the public sector, this study also considers the aviation industry when examining employee engagement

1.1.3 Career adaptability, job satisfaction and job performance

Career adaptability has recently gained prominence in both research and practice as the focus on career development has shifted towards an individual's ability to anticipate, develop, and make viable career choices that enhance personal meaningfulness (Al-Ghazali, 2020) This has become particularly relevant during the Covid-19 pandemic, where lockdowns and self-isolation have disrupted workplace models Moreover, organizations facing financial strain have resorted to layoffs and furloughs, creating significant uncertainty for employees regarding their job status, earnings, and career development Many organizations believe that enhancing employees' career adaptability through education and training can help them navigate these challenges (Rasheed et al., 2020) Career adaptability enables individuals to identify opportunities in unexpected changes, capitalize on these changes, and recover from unforeseen outcomes (Lee et al., 2021) It is a crucial competence that enables workers to handle the uncertainty and unpredictability of new tasks, demands, and constraints associated with career exploration, career choice, and work adjustment (Hartung & Cadaret, 2017) Despite this, research during the pandemic has primarily focused on the impact of career adaptability on turnover intentions within the hospitality industry (Lee et al., 2021; Rasheed et al., 2020; Rivera et al., 2021) It is believed that while career adaptability can be beneficial, it may also lead to higher voluntary turnover as adaptable employees seek new opportunities outside their current organizations, especially in a volatile job market (Lee et al., 2021) However, we propose that this contradiction can be resolved if career adaptability simultaneously captures employees' work and life aspects, ultimately enhancing job performance Prior research has often treated work and life outcomes separately, resulting in a limited understanding of how career adaptability influences positive work outcomes through well-being factors In today's interconnected work environment, it is essential to consider these aspects together as they are intrinsically linked Therefore, our study aims to investigate the influence of career adaptability on job performance, with a specific focus on potential mediating effects of life meaning, life satisfaction, and job satisfaction

In Vietnam, according to official statistics from the Ministry of Home Affairs, nearly 40,000 public employees, which accounts for 2 percent of the entire system’s payroll, resigned from their jobs between January 2020 and June 2022 Approximately 16,400 of these resignations were from the education sector, and 12,100 were from the health sector The mass exodus mainly occurred in areas with favorable socio-economic conditions, especially in locations with large industrial parks and export processing zones such as Ho Chi Minh City, Dong Nai, Hanoi, Binh Duong, Ba Ria-Vung Tau, Long An, and Can Tho In Ho Chi Minh City alone, almost 6,700 public employees, including 2,500 teachers and education administrators, and 2,000 health workers, resigned over the past two and a half years For example, in the education sector, the pandemic placed significant pressure on the entire system to swiftly transition from in-person to online teaching methods, demanding sustained efforts from teachers and education administrators to adapt and help students adjust to online learning Alongside the stressful tasks, low income also contributed to the resignations The public sector still faces challenges in terms of salary and incentive policies, with many employees' income being insufficient to meet the rising demands Additionally, the working environment in the public sector may not provide ample opportunities for employees to enhance their skills and capacity, thus some public employees may have the aspiration to change career path and seek new challenges in the private sector where brought better paid and working conditions Even though employee mobility is inevitable in the modern labor market, losing numerous civil service professionals can cause severe consequences of reduced performance and a shortage of skilled labor in the public sector; this can greatly influence the quality of service delivery to the public

Additionally, during the pandemic, the tourism and travel industry was severely impacted by social distancing measures and travel restrictions, experiencing the most significant downturn Vietnam's aviation market, in particular, faced substantial challenges as the demand for passenger transportation plummeted Consequently, numerous employees encountered job loss, furloughs, or reduced working hours For instance, Vietnam Airlines had to implement unpaid leave or part-time work for 50 percent of its workforce, along with salary reductions during the peak of the pandemic in April 2020 Despite these hardships, the company provided support to its employees by offering financial assistance and maintaining social welfare benefits Looking to the future, Vietnam Airlines is committed to reintegrating its employees as the market recovers, while keeping them informed about the company's operations, labor policies, and wage plans to instill confidence The airline aims to learn from the experiences of other carriers, like American Airlines, which faced flight cancellations due to labor shortages after significantly reducing personnel during the pandemic's peak Therefore, maintaining an engaged workforce is important for recovering from the pandemic

The "What Vietnamese Workers Want in the New Normal” survey, carried out by ManpowerGroup Vietnam in 2020, revealed that the participants anticipated COVID-19 as a catalyst for shaping a new future of work characterized by flexibility, diversity, and a focus on well-being Vietnamese workers are aligned in their priorities for the future, which include maintaining good health, acquiring new skills, safeguarding their jobs, and achieving a better balance between work and personal life As individuals realign their lives in accordance with their evolving priorities, a critical opportunity arises for organizations to engage with and harmonize their workforce Thus, the evolving workplace scenes caused by COVID-19 and the shifting behaviors of the Vietnamese labor market during the pandemic highlight their suitability as a context for our research endeavors, which investigate factors that motivate and support employees, intrinsically rather than extrinsically, in bolstering their work performance Even when the pandemic is over, the study findings remain relevant because this event has created a new normal that instills a greater awareness of mental health and heightens focus on resilience and adaptability in each individual, making engagement and career adaptability even more than necessary in the workplace.

Research questions

To address the above-mentioned research gap, the following questions will be answered:

Question 1: How does emotional engagement stimulate job satisfaction and performance under the interactional effects of relational contracts, management engagement and employee commitment?

Question 2: How do employee engagement and internal public relations practices affect job performance?

Question 3: How does career adaptability affect life satisfaction and job performance?

Research objectives

To answer the research questions, the following research objectives should be achieved:

Main goal: Investigate the collected elements influencing job performance in

First specific objective: Research the impact of organizational emotional engagement and its antecedents on job satisfaction and job performance

Second specific objective: Research the impact of employee engagement and its antecedents on life satisfaction and job performance

Third specific objective: Research the impact of career adaptability on life meaning, life satisfaction, job satisfaction and job performance

Fourth specific objective: Measure the impact of mixed and single relationships in the research model

Final objective: Highlight scholarly contributions, and offer managerial and policy implications for scholars and practitioners

Overall research methods

The research data were collected by distributing three different surveys to test hypotheses for three research models The respondents were asked to fill in their demographic information, business title, age, gender and educational level in the first section of the questionnaire In the second section, the respondent evaluated the main constructs in the research framework A 5-Likert scale, with 1 denotes “strongly disagree” and 5 signifying “strongly agree”, was adopted to evaluate the variables

To ensure the equivalent meaning of the original English questionnaire when translated into Vietnamese, the authors used the back-translation method, which required double-layer translation from English to Vietnamese and back The author also sought advice from experts with extensive working experience in the public sector to finalize the Vietnamese version of the questionnaire so that it was easy for respondents to understand and provide the most valid answers All measures were adapted with either major or minor changes from previous studies The author took several group discussions to modify each statement in the questionnaire

The author employed a convenient sampling method to select the survey locations and collect data The survey was conducted online using Google Forms over a 2-month period from April to May 2020, due to the Covid-19 pandemic The authors distributed the online forms and reached respondents through means of emails and social media (Zalo, a popular form of social in Vietnam) The study specifically targeted public servants in the public sector in Ho Chi Minh City and Long An Province, with support from local government agencies and Political Schools Additionally, data was collected from employees in the aviation industry in the South of Vietnam This choice was made because locations like Ho Chi Minh City and Long

An, which are home to large industrial parks and export processing zones, were experiencing high rates of public employee turnover intention during the COVID-19 pandemic Moreover, the Vietnamese aviation industry suffered greatly as the demand for passenger transportation declined, leading to job losses, furloughs, and reduced working hours for numerous employees Additionally, these areas were chosen to be surveyed as they can effectively represent the characteristics of Vietnam's city, province, and industry

All three studies utilized confirmatory factor analysis (CFA) to validate the measures Study 1 and Study 2 employed PLS-SEM to assess the research models, while Study 3 employed covariance-based structural equation modeling (CB-SEM) Study 1 and Study 2 utilized Smart PLS software version 3.0 for analysis, whereas Study 3 employed SPSS 23.0 and AMOS 23.0

PLS-SEM is a variance-based approach that assesses partial model structures by integrating principle components analysis with ordinary least squares regressions (Hair et al., 2020) PLS-SEM is well-suited to study 1 and 2 due to its ability to test theoretical frameworks from a predictive standpoint, support intricate structural models encompassing numerous constructs, indicators, dependent components, and model relationships, enhance comprehension when exploring theoretical extensions of established theories, and offer substantial statistical power without the need for large sample sizes Additionally, it effectively resolves issues such as missing values, absence of normality, and multicollinearity (Hair et al., 2019; Hair Jr et al., 2020; Henseler et al., 2016) For study 3, we use CB-SEM because it has a larger sample size, which aligns well with the requirements of this method Previous research on the outcomes of career adaptability also adopts CB-SEM (Chan et al., 2016; Chan & Mai, 2015; Haenggli & Hirschi, 2020; Lee et al., 2021).

Significance of the study

The study aims to expand our understanding of job performance by examining the effects of organizational emotional engagement, employee engagement, and career adaptability It also aims to uncover the potential mediating roles of life satisfaction and job satisfaction The study confirms that these factors have a positive impact on job performance and reveal some mediating effects: job satisfaction mediates the relationship between organizational emotional engagement and job performance, while life satisfaction plays a mediating role between employee engagement and job performance Additionally, both job satisfaction and life satisfaction act as mediators in the relationship between career adaptability and job performance

The study also investigates the factors driving organizational emotional engagement and employee engagement It looks at relational contracts, distinct from other psychological contracts, and explores the impact of the employee voice construct on organizational emotional engagement The research also introduces internal public relations components as new antecedents of employee engagement It also integrates job engagement and organizational engagement as first-order constructs of employee engagement

This study will also provide evidence for HR and public relations practitioners in the Vietnamese public sector and aviation industry on whether and why organizational emotional engagement, employee engagement and career adaptability matter for job performance and suggest some tactics to improve them

First, HR managers should foster organizational emotional engagement by forming relational contracts and encouraging their voices The results indicate that employee voice and relational contracts significantly influence emotional engagement with the organization, which correlates closely with performance and satisfaction Engaged employees tend to exhibit higher productivity levels and express satisfaction with their tasks

Furthermore, this paper also suggests leveraging internal social media platforms to foster employee engagement Organizations should encourage active participation in ISM from employees and management alike, such as fostering one-on-one mentorship and close interaction Over time, this approach cultivates a sense of ownership among employees and fosters devotion to their roles and the organization, leading to increased job satisfaction and personal fulfillment

Lastly, managers are encouraged to facilitate employees' career adaptability by offering occupational training, providing challenging tasks, and promoting organizational interactions that offer support and guidance Additionally, employee well-being can be enhanced through professional development opportunities, empowerment, and policies addressing work-life balance concerns By attending to both work-related and life-related concerns, managers can create an environment conducive to enhanced job performance and overall employee satisfaction.

Dissertation structure

The dissertation comprises six Chapters as follows:

Chapter 1 introduces the research rationale, objectives, questions, and overall research methods

Chapter 2 reviews the literature and presents the overall model of the thesis and the literature and model of each study

Chapter 3 investigates the methodology, results, discussion and conclusion of the study on emotional engagement through relational contracts, management receptiveness, and employee commitment as drivers of job satisfaction and job performance

Chapter 4 examines the methodology, results, discussion and conclusion of the study on employee engagement and the best practices of internal public relations for enhancing job performance in organizations

Chapter 5 explores the methodology, results, discussion and conclusion of the study on the influence of career adaptability on well-being indicators and job performance

Chapter 6 discusses the conclusion, theoretical implications, practical implications, limitations, and future directions.

LITERATURE REVIEW AND OVERALL MODEL

Research constructs

Past research has investigated employee engagement through various approaches Job/ work engagement and organizational engagement were typically assessed as separate unidimensional constructs in measurement models (Saks, 2006, 2019) However, certain studies have merged job/work and organizational engagement, treating them as employee engagement’s singular measurement (Men et al., 2020) To fill in this gap, the research aims to conceptualize employee engagement as a second-order variable, incorporating both job and organizational engagement as its hierarchical components Specifically, organizational engagement signifies personnel's connection to their organization and their willingness to contribute to its overall welfare (Juhdi et al., 2013).In addition, job performance refers to "the combined value to an organization of the set of behaviors that an employee, directly and indirectly, contributes toward achieving organizational goals" (Rich et al., 2010)

The term “organizational emotional engagement” or “work engagement” denotes the degree of emotional dedication and attachment an employee holds towards their company It refers to their full involvement in physical, cognition and emotion in their roles (Kahn, 1990) Work engagement encompasses a constructive mental condition featured by dedication, vigor, and absorption while on the job (Schaufeli et al., 2002).Dedication involves a strong perception of importance, eagerness, and challenge, while vigor entails robust levels of vitality and cognitive resilience Absorption refers to complete focus and contentment in given tasks, which brings the feelings of time flowing swiftly and difficulty in detaching from the work Essentially, engaged employees exhibit great enthusiasm and energetic attitudes toward their tasks (Bakker & Demerouti, 2008) Engagement is evident when employees exert maximum effort in their work and demonstrate concern for their employing organization

A psychological contract refers to the mutual obligations grounded in trust between an individual, such as an employee, and a party, like an employer (Rousseau, 1989; Rousseau & Tijoriwala, 1998) When an organization meets its previously negotiated obligations, organizational insiders may reciprocate by showing loyalty (Saks, 2006) In contrast to legal contracts, psychological contracts are subjective and implicit, relying solely on individual perceptions (Rousseau (2000) proposed four dimensions for psychological contracts: relational, balanced, transactional, and transitional, derived from differences in employment arrangements While transitional and transactional contracts negatively affect work engagement, while relational and balanced ones have a positive influence on it (Soares & Mosquera, 2019) This study specifically focuses on employees' relational contracts, characterized by long-term arrangements built on trust and loyalty, without specified contingent rewards According to Rousseau (2000),relational contracts comprise stability and loyalty, which significantly influence employees' long-term career advancement prospects, both within and outside the organization

2.1.4 Senior management receptiveness (SMR) and upward employee communication (UEC)

Senior management receptiveness refers to the willingness of managers to take account of fresh viewpoints from their subordinates Discouraging employees from sharing their ideas in projects can result in reduced employee engagement (Beugré, 2010) Conversely, if employees refrain from speaking up, they may feel disconnected from their organization A lack of genuine commitment to listening within an organization can cause irritation, disappointment, and detachment among employees (Price et al., 2001)

Upward communication enables staff and managers to exchange thoughts on current organizational issues (Wilkinson et al., 2004) Frontline, mid-level, and executive managers within a company are those who directly receive messages from employees Receiving feedback from employees is crucial for organizational development, problem-solving, and improvement (Tourish & Robson, 2006) Additionally, upward communication provides managers with a more objective understanding of each employee, facilitating conflict resolution through behavioral adjustments This fosters a conducive workplace where all individuals feel valued and empowered to voice their opinions

ISM encompasses two primary types: enterprise social media aimed at improving interactions within an organization and public-access social networking platforms These platforms facilitate the sharing of organizational messages by employees, effectively turning them into corporate ambassadors ISM contributes to the improvement of organizational reputation and employee recruitment It fosters the creation and reinforcement of social capital through communication, leading to the formation of new connections with organizational insiders (Weber & Shi, 2016) ISM also facilitates knowledge exchange, cooperation, and innovation, thereby boosting employee performance to be more effective and efficient Notably, internal public relations through ISM can significantly enhance employee engagement, which ultimately improves job performance (Leonardi et al., 2013)

2.1.6 Perceived organizational transparency (POT) and organizational identification (OI)

Perceived organizational transparency involves open discussions and employee engagement aimed at comprehending shared goals (Berggren & Bernshteyn, 2007)

A transparent organization proactively develops actionable plans, allowing staff to understand the current situation and potential scenarios related to decision-making processes, thus enabling their participation alongside leaders Similarly, organizational identification involves establishing connections between a company and its insiders based on shared principles and characteristics (Men et al., 2020) When employees understand the common goals they contribute to, they feel more connected to their organization, thereby enhancing their sense of self-esteem and empowerment (Ashforth et al., 2008) These results are integral elements of employee engagement, which fosters alignment with the company's values and boosts motivation for increased effort Consequently, employees can enhance their contributions to and influence the organization's success in a more significant way

Career Construction Theory (Savickas, 1997) expands its focus from solely work roles to encompass life roles, recognizing the significance of achieving life goals such as meaning and satisfaction, often equated with career success (Hartung

& Taber, 2008) This broader perspective enables career counselors to take into account holistic well-being indicators, including life satisfaction and meaning (Buyukgoze-Kavas et al., 2015; Ramos & Lopez, 2018) Successful career development, as observed from the perspective of career construction, is perceived as an ongoing process of adjustment, integrating personal needs with societal expectations regarding various work roles (Hirschi et al., 2015) The theory also examines individuals' responses to work-related responsibilities, changes, or distresses (Savickas, 2013) Individuals will develop control over their careers by acquiring psychological resources to manage these expectations and integrate their selves into their work day-by-day (Rudolph et al., 2019)

CA, a central construct of Career Construction Theory, underscores the importance of enhancing self-competencies to navigate evolving job roles and occupational challenges and achieve career success (Savickas, 1997) It is "a psychosocial construct indicating an individual's readiness and resources for managing current and forthcoming vocational development tasks, career transitions, and personal adversities" (Savickas, 2005) Employees' adaptive capacity, or career adaptability, is considered a vital asset for effectively handling the ever-changing requirements of a dynamic work environment (Maggiori et al., 2017) CA comprises of four psychosocial elements (Savickas & Porfeli, 2012) The first one is concern which involves deliberate consideration of upcoming career-related decisions Second, control encompasses efforts to contribute to one's career development, guided by a sense of responsibility and conscientiousness Third, curiosity entails exploration of oneself and the work environment Finally, confidence reflects a deep conviction in one's ability to overcome occupational obstacles

2.1.8 Life meaning (LM), life satisfaction (LS) and job satisfaction (JS)

Life meaning denotes a person's clear understanding of his life purpose (Steger et al., 2006), while life satisfaction refers to the cognitive perception regarding an individual's overall life quality based on the fulfillment of desires and contentment with life events (Diener et al., 1985) The quest for life meaning could influence life satisfaction among individuals already experiencing a sense of existential significance (Park et al., 2010)

Job satisfaction pertains to an employee’s positive job responses regarding cognition, emotion and behaviors (Locke, 1976) Essentially, it reflects the alignment between employees' job anticipations and their perceptions of what they actually receive, bridging the gap between desired and actual job outcomes (Castaneda & Scanlan, 2014) between their desired job outcomes with actual job outcomes It is widely recognized to significantly impact organizational productivity, as the benefits that employees derive from their organization influence their endeavor, expertise, and ingenuity (Wright & Davis, 2003)

Job performance, regarded as among the most pivotal job outputs, is defined as proficiently executed and quantifiable work behaviors that employees can control, which contributes to the organizational collective performance (Campbell et al., 1993) From prior studies, there are two dimensions of JP (Christian et al., 2011)

Task performance reflects the degree to which employees meet their job responsibilities while contextual performance denotes an employee's inclination to act consistently with his company’s psychological and social dynamics (Borman & Motowidlo, 1997)

Thus, job performance is the measurement of whether an employee achieves predefined goals in an organization in accordance with established criteria (e.g., precision, efficiency, velocity, expense) Job performance is recognized as the behavior associated with the outcomes of one's work It encompasses the employee’s actions that either positively or negatively impact the overall advancement, success and productivity of the company Thus, employee performance can significantly influence profitability and enhance the reputation of any type of organization

Research gap

2.2.1 Relational contract, employee voice, organizational emotional engagement and job satisfaction

Relational contracts, representing a category within psychological contracts (Rousseau, 2000), have received limited attention regarding their impact on employee engagement Notably, three studies have investigated the association between psychological contracts, particularly focusing on relational contracts, and engagement, revealing a positive correlation (Bal et al., 2013; Chang et al., 2013; Yeh, 2012) The latest study further verifies the favorable impact of relational contracts on long-term participation (Soares & Mosquera, 2019) Nevertheless, the specific link between this type of psychological contract and emotional engagement remains insufficiently explored

Similar to relational contracts, there has been limited research on employee voice, as indicated by Gruman & Saks (2014),a gap underscored in HRM (Marchington, 2015) Employee voice has been acknowledged as a factor influencing

EE through the conveyance of bottom-up feedback (Ruck & Welch, 2012) Its two dimensions, SMR and UEC, are positively linked to employee engagement, serving as its antecedents (Ruck et al., 2017) Moreover, prior research has established substantial connections between OEE and JP (Rich et al., 2010; Yongxing et al., 2017)

The correlation between work satisfaction and job performance has been extensively examined since understanding factors that enhance employee satisfaction and performance is crucial, particularly for managerial decision-making However, research on the purported association between work engagement and JS is relatively sparse, representing a novel area of investigation Overall, research on the correlation between organizational employee engagement and factors such as relational contract, receptiveness, communication, and job satisfaction within the governmental domain are scarce in numerous countries, including Vietnam

2.2.2 Internal public relations and favorable employee outcomes

In terms of internal public relations, while management is crucial from the employee perspective, employees themselves constitute the primary public While establishing a constructive relationship with external stakeholders is vital for achieving strategic organizational objectives such as attracting investors and customers Kennan & Hazleton (2006), fostering a positive relationship with internal employees is equally important However, there remains a scarcity of empirical evidence, especially in emerging markets, concerning the connections between IPR and favorable worker outcomes, such as LS and JP Therefore, this study seeks to explore employee engagement, focusing on JE and OE, and examine the sequential relationships among ISM, EE, and JP, considering intervening variables like POT, OI, and LS Through ISM, employees can perceive organizational transparency and identity, potentially leading to increased engagement with their work and the organization Ultimately, this can contribute to improved JP and LS among employees, benefiting the organization

2.2.3 Career adaptability and its dual outcomes on work and life

Research has found a relationship between career adaptability and broader positive job-related outcomes, such as better self-rated task performance (Ohme & Zacher, 2015), career success (Xie et al., 2016), lower turnover intentions (Rasheed et al., 2020) and job satisfaction (Chan et al., 2016; Guan et al., 2015; Maggiori et al., 2013; Zacher & Griffin, 2015) However, the interconnection between work and life aspects, as dual outcomes of career adaptability, has been overlooked in current research Despite the significance of CA, previous studies often paid attention to work and life-related outcomes separately, not work and life together However, in the current working environment, it is hard to separate these two aspects from each other; instead, they complement one another and share inseparable values Moreover, in the realm of our current study centralizing the role of CA as a critical asset for achieving success in one’s career (Haenggli & Hirschi, 2020), there is limited understanding of how career adaptability produces positive work outcomes and its underlying mechanism via well-being factors In light of the research gaps, this study seeks to investigate the association between CA and job performance, exploring potential mediating pathways involving quality of life measures, namely life meaning, life satisfaction, and job satisfaction First, it is essential to study how career adaptability affects employee job performance and well-being indicators and the degree of effects in the public sector The findings enrich our understanding of how being adaptable can lead to optimistic psychological outlooks in both the workplace and life Second, the relationships between the three well-being indicators and job performance are investigated, especially the potential mediation of these variables on the career adaptability–job performance relationship This helps provide a clear vision of how employee job performance can be enhanced through not only work but also life aspects Accordingly, based on the data-driven insights of the current study, managers can design appropriate practices that exploit studied mechanisms to improve employee performance at work in the public sector.

Study 1 Factors influencing job satisfaction and performance in the public

Employee engagement within organizations has increasingly become a concern

A report from the human resource (HR) consultancy Anphabe indicated that Vietnam’s employee turnover rate reached 24% in 2019 In recognition of the importance of job design, researchers have investigated the effects of age and job characteristics on job engagement, satisfaction, and performance (Truxillo et al., 2012)

A relational contract is one type of psychological contract (Rousseau, 2000) There have been few bodies of research on the effect on employee engagement of relational contracts Three outstanding studies have examined how psychological contracts relate to engagement, mainly focusing on relational contracts (Bal et al., 2013; Chang et al., 2013; Yeh, 2012), and found that relational contracts are positively connected to the participation of employees The most recent study also confirms the positive effect of relational contracts on long-term participation (Soares & Mosquera, 2019) However, the separate relationship between relational contract and emotional engagement has not been deeply investigated

Like relational contracts, employee voice (as measured through senior management receptiveness and upward employee communication) has received little research attention This gap has been pointed out by Gruman & Saks (2014) The voice of workers is a serious problem in HR management (Marchington, 2015) Employee voices have been recognized as a determinant of employee engagement in terms of raising upward feedback (Ruck & Welch, 2012) Employee engagement is positively associated with senior management receptiveness and upward employee communication, and both dimensions can be considered antecedents of engagement (Ruck et al., 2017) In addition, prior studies have confirmed essential associations between emotional organizational commitment and job performance (Rich et al., 2010; Yongxing et al., 2017)

Specifically, a few studies have been carried out on the alleged link between work engagement and job satisfaction As such, this subject represents a novel area of investigation A common subject in the research field has been the work satisfaction-job performance relationship since knowing more about the factors that can boost employee satisfaction and performance is important, especially for managers In general, studies on the influence of employee engagement through receptiveness, communication, job satisfaction, and job performance in the public sector are minimal in many countries, of which Vietnam is not an exception

This study aims to support previous research, fill the pointed gaps in the literature, and more closely examine relationships of emotional engagement with relational contracts, senior management receptiveness, upward employee communication, satisfaction with jobs, and job performance Based on the results of a questionnaire collected from 335 public employees who are working at 19 governmental organizations at the district level in HCMC, Vietnam We pursue with an overview of relevant previous studies to develop a conceptual framework regarding how emotional engagement stimulates job performance and satisfaction through relational contracts, management receptiveness, and employee commitment This study used the partial least squares structural equation model method to test six hypotheses in the conceptual framework

In the remainder of this paper, we conduct a literature review in line with hypothesis development in the second section In the third section, we present the research methodology Research results and discussions are presented in the fourth section Finally, the last section concludes our findings, provides limitations, and suggests for future studies

Increasingly, engagement has become a central concern and has drawn academic attention in the field of business psychology Organizational emotional engagement, or work engagement, refers to employees’ emotional commitment to their company Engagement is described as the harnessing of the self of organization members to their job roles; people employ and express themselves physically, cognitively, and emotionally in engagement during role performances (Kahn, 1990)

Furthermore, work engagement is described as a positive, fulfilling state of mind that is characterized by dedication, vigor, and absorption while at work (Schaufeli et al., 2002) Dedication means being strongly embraced in one’s work and feeling a sense of importance, passion, and challenge Vigor is described by high levels of energy and mental toughness as working Absorption is described as being completely focused and happily engaged in one’s work with time passing quickly and difficulty detaching oneself from it In short, engaged employees have a lot of enthusiasm and energy about their jobs (Bakker & Demerouti, 2008)

Employees are considered engaged to their organizations when they put all of their effort into their work and feel concern for the company where they are employed Welch (2011) restated Saks (2006)’s claim that employee engagement comprises both job and organizational engagement This study adapts the concept of engagement developed by Saks (2006)

A psychological contract is an obligation between an individual and an entity based on shared trust in the sense of business psychology (Rousseau, 1989) Rousseau

& Tijoriwala (1998) describe the belief of an individual in contractual responsibilities between that person and another party, such as an employer, is another concept When an organization fulfills all obligations agreed upon in the contract, employees may recompense the organization by expressing their loyalty to the company (Saks, 2006)

Legal and psychological contracts differ in that psychological contracts are subjective and not explicit, as they rely only on individual perceptions Based on variations in employment arrangements in psychological contracts, a typology of four dimensions was developed: relational, balanced, transactional, and transitional by Rousseau (2000) In a recent study, Soares & Mosquera (2019) have shown that transitional and transactional contracts have a negative effect on work engagement, meanwhile, relational and balanced contracts have a positive effect on work engagement

In this study, we focus only on employees’ relational contracts Relational contracts are a type of long-term arrangement based mainly on a relationship of trust and loyalty In such contracts, contingency rewards are not specified According to Rousseau (2000), relational contracts include two sub-components — stability and loyalty — which are associated with remaining in and supporting the company These two factors can contribute significantly to employees’ career advancement opportunities in the long term, whether within or outside the organization

To date, only three studies have concentrated on the relationship between styles of psychological contracts and employee participation (Bal et al., 2013; Chang et al., 2013; Yeh, 2012) Their results showed that relational contracts are positively linked with engagement This study continues to explore how relational contracts and organizational engagement affect one another As such, the following hypothesis is proposed:

H1: Relational contracts positively impact on organizational emotional engagement

3.3.2.3 Senior management receptiveness and upward employee communication

Senior management receptiveness can be understood as managers’ willingness to consider new opinions and ideas from employees In any projects when employees are not allowed to put forward their ideas, they may be discouraged from raising suggestions, which in turn will be likely to result in a decline in employee engagement

(Beugré, 2010) On the other hand, if employees refuse to speak out, they will no longer feel connected to their organization An organization’s lack of real commitment to listening could generate frustration, disillusionment, and disengagement among employees (Price et al., 2001)

Study 2 Employee engagement, internal public relations and job

Organizational success comes from the ideal relationship between management and employees Internal public relations explain how these two different groups can be combined in appropriate and effective ways to achieve organizational goals and objectives (Kennan & Hazleton, 2006) Previous studies explored how internal social media (ISM) can enhance employee engagement in qualitative approaches (Ewing et al., 2019) To enhance internal public relations at the workplace, Men et al (2020)introduced the usage of ISM in two primary forms First, organization- designed ISM enhances social interactions (i.e., information sharing and collaboration) Second, public social networking is frequently used, such as Facebook and Twitter Internal public relations recorded internal social media’s essential role in driving employee engagement by building organizational transparency and images

The role of employee engagement in creating a sustainable working environment has become an essential issue in human resource management Leiter & Bakker (2010)define employee engagement as the connection between employees and their employers and describe it as a driver of job performance at both the individual and corporate levels Social exchange theory was proposed to explain antecedents and outcomes of employee engagement that task performance and extra- role performance are fruitful benefits (Saks, 2006, 2019) The job demands-resource model has been used to describe the triangular relationship between work engagement, life satisfaction, and job performance (Demerouti & Cropanzano, 2010; Mache et al., 2014) Conservation of resources theory also bolsters a simple causal connection between work engagement and job performance (Halbesleben, 2010)

The most important public from the perspective of employees and public relations is management, but the essential public is employees Finally, developing and then explaining a productive relationship to the external public is critical to achieving objectives such as attracting investors, customers, and new workers (Kennan & Hazleton, 2006) However, empirical results of the relationships between internal public relations and other positive employee perspectives, such as life satisfaction and job performance in an emerging market, are still limited Therefore, this study aims to explore employee engagement with two main dimensions (e.g., job engagement and organizational engagement) and investigate the sequencing relationships among ISM, employee engagement, and job performance alongside other intervening variables (e.g., perceived organizational transparency (POT), organizational identification, and life satisfaction) Indeed, employees can perceive organizational transparency and images through ISM This process can generate an engaged state from employees toward their jobs and the organization Going beyond this, the organization can benefit from the job performance and life satisfaction of its employees

This study contributes to employee engagement research in two substantial ways It fulfills Saks (2019) research gap by exploring employee engagement with two abstract dimensions (e.g., job engagement and organization engagement) in a structural framework This study is the first to build the integrative model reflecting the mechanism of how internal public relations lead to life satisfaction and improve job performance among employees working in the aviation industry in Vietnam

Since the 1990s, “employee engagement” has gradually appeared in academia and business practice Schaufeli & Bakker, 2010) established two types of employee engagement and described their antecedents and consequences using social exchange theory Kahn (1990) described individual engagement as creating occupational roles among employees and how individuals perform their physical, cognitive, and emotional roles Rich et al (2010) mentioned three aspects of job engagement (e.g.,

“physical engagement,” “emotional engagement,” and “cognitive engagement”) and proved job performance as a consequence of job engagement Organizational engagement reflects employees’ desire to belong to their organization and indicates employees’ willingness to work for the general benefit of their organization (Juhdi et al., 2013)

Job performance is defined as “the aggregated value to an organization of the set of behaviors that an employee contributes both directly and indirectly to organizational goals” (Rich et al., 2010) Christian et al (2011) summarized two aspects of job performance from previous studies For the first dimension, task performance/ in-role performance represents how individuals perform their occupational positions (Borman & Motowidlo, 1997).The second dimension, contextual performance/extra-role performance, represents an employee’s propensity to behave consistently within their organization’s psychological and social context (Borman & Motowidlo, 1993)

Social exchange theory is a well-known paradigm for explaining organizational behavior in various disciplines (e.g., management, anthropology, social psychology) (Cropanzano et al., 2017) Social exchange theory explains the reciprocal process according to which employee rewards and incentives serve as critical motivators when eliciting fruitful employee outcomes (e.g., job performance, loyalty, trust, mutual commitment, engagement, and rules of exchange) For instance, employees believe it is their responsibility to demonstrate good job performance when receiving economic and socio-emotional resources (Cropanzano & Mitchell, 2005) Social exchange theory was used as underpinning theory to explore employee engagement in terms of antecedents and consequences and mediator roles intervening in different causal relationships (Saks, 2006)

Various studies used the job demands-resources model to explain the comprehensive relationships among individual and organizational resources, work engagement, and job performance In other words, different aspects of the working environment can generate high levels of job performance through work engagement (Demerouti et al., 2001; Demerouti & Cropanzano, 2010; Xanthopoulou et al., 2008, 2009)

Conservation of resources theory has been used to describe individual strategies for investing resources to achieve better pay-offs In other words, conservation of resources theory can explain causal relationships between employee engagement and its consequences, namely organizational commitment, performance, and turnover intention Halbesleben (2010) found that work engagement was a significant positive force in generating organizational commitment

Freberg (2019) emphasized the intimate relationship between social media and public relations with four novel opportunities: engagement, knowledge sharing, usage of strategic storytelling, and lifting the barriers between the organization and its vital public According to Kennan & Hazleton (2006), internal public relations deal with the mutual interaction between the organization and its employees Organizational success can be achieved when it remains the ability to link between management and employees Best management practices lie not in superior knowledge and planning/method Employees have been selected to cooperate in what they perceive to be a reasonable and justifiable managerial vision The organization seeks to convince its employees that cooperation is in their best interest Success at internal public relations lies in the effective management of group relationships to create a favorable environment, in which task accomplishment is encouraged

Men et al (2020) reviewed various studies to introduce the structural framework explaining internal public relations within the organization ISM was used to generate employee engagement through POT and organization identification In the late 2010s, enterprises enormously invested in ISM, which took two basic forms: enterprise social media to boost intra-organizational social interactions and social networking in public settings For instance, Starbucks has used Twitter to inspire employees and promote work-life balance (Ewing et al., 2019; Leonardi et al., 2013; Wang & Kobsa, 2009; Weber & Shi, 2016) Indeed, these platforms enable their employees to share organizational messages and act as corporate ambassadors Organizational reputation and employee recruitment can be improved by the process of ISM Social capital is created and strengthened in communications via ISM, and new ties are made among employees (Weber & Shi, 2016) Knowledge sharing, collaboration, and innovation occur on ISM, enabling firms to gain higher effectiveness and efficiency in employee performance Employee engagement and job performance are fruitful benefits of internal public relations (Leonardi et al., 2013)

Several studies explored three typologies of ISM use: consuming, conversing, and contributing (Men et al., 2020; Men & Tsai, 2013; Muntinga et al., 2011) Consuming means that employers consume the information available from posts on ISM; for example, they can view and have their thoughts about this information Conversing refers to employee engagement with organization-specific private groups on social media Contributing occurs when employees create content by sharing, commenting, and tagging in order to induce more interaction by exchanging ideas and raising other issues related to an initial topic

Berggren & Bernshteyn (2007) defined organizational transparency as open discussion and employee involvement to understand common goals and objectives Transparent organizations actively create action plans Employees can comprehend the current situation and the organization’s possible scenarios, especially concerning the decision-making processes; they can participate with leaders Therefore, individuals can make more contributions to and have a more significant effect on the success of an organization McCorkindale & DiStaso (2014)found that transparency was highly relevant to open and honest communication and mutual trust in sharing ISM enables people to connect and enact transparency in communication (Leonardi et al., 2013) Trust and credibility are generated through transparent organizational communication; organizational transparency potentially fosters employee engagement (Jiang & Men, 2017; Rawlins, 2008)

H1: ISM has a significantly positive impact on POT

H4: POT has a significantly positive impact on employee engagement

Organizational identification refers to the set of connections built by an organization and its employees over common values of understanding and attributes (Men et al., 2020) ISM facilitates employee connections and conversation participation, increasing opportunities for employees to learn about the organization and colleagues and potentially enhancing emotional attachment to the organization Additionally, internal social media promotes openness, as visible and accessible discussions encourage employee participation and interaction with leaders Openness can foster a sharing attitude among employees (Smidts et al., 2001) If they understand the common goals they help achieve, employees will feel more associated with their organization, thus enhancing their pride and ownership (Ashforth et al., 2008; Smidts et al., 2001) In fact, these outcomes are essential components of employee engagement Employee engagement helps employees feel associated with a company’s values and vision and increases their energy to expend extra effort Hence, organizational identification can enhance employee engagement (Ewing et al., 2019; Men et al., 2020)

H3: ISM has a significantly positive impact on organizational identification

H5: Organizational identification has a significantly positive impact on employee engagement

Study 3 Career adaptability, well-being indicators and job performance

Over recent decades, the world has seen dramatic advancements in economy, society, and technology, making the individual's ability to adapt to changing environments more significant This is true, especially in the work environment where constant new requirements, diverse settings, and teamwork are becoming commonplace and inevitable in the current working environment Thus, the labour force seems to fall short of the market’s expectations when individuals cannot adjust promptly to such increasingly demanding job requirements (Moore & Morton, 2017)

In this situation, employees must frequently reflect and reconsider their current status

Figure 2.3 Research model of Study 2 quo to make sound and timely adjustments to elevate their performance and make career developments Super & Knasel (1981) defined the term career adaptability as an adult’s “readiness to cope with changing work and working conditions” (p.195) Career adaptability is one of the primary elements of Career Construction Theory (Savickas, 1997), which proposed the need to improve self-competencies to address changing tasks constantly, and occupational hardships and achieve career success Then, as expanding the career construction theory, Savickas (2005) defined career adaptability as “a psychosocial construct that denotes an individual’s readiness and resources for coping with current and imminent vocational development tasks, occupational transitions, and personal traumas” (p.51) Employees’ competencies to adapt (or career adaptability) are believed to be a crucial resource to successfully cope with such a constantly demanding environment (Maggiori et al., 2017) Career adaptability is characterized by four psychosocial dimensions: concern, control, curiosity, and confidence (Savickas & Porfeli, 2012) Concern entails the purposeful consideration of upcoming career-related decision-making Control refers to attempts to contribute to one’s career development, framed by a sense of responsibility and conscientiousness Curiosity pertains to explorations of oneself and one’s work environment Confidence represents a strong belief in one’s ability to conquer occupational challenges

Although first introduced by Super & Knasel (1981), it was not until the establishment of the Career Adaptabilities Scale at a multinational level that career adaptability began to draw extensive research attention in both work and life contexts (Savickas & Porfeli, 2012) In work contexts, numerous empirical studies indicated that career adaptability is a positive determinant of work- or career-related outcomes, such as organizational commitment, job satisfaction (Maggiori et al., 2017; Zacher & Griffin, 2015); person-job fit (Guan et al., 2013; Yen et al., 2019); career satisfaction (Yen et al., 2019; Yu et al., 2020), and job performance (Ohme & Zacher, 2015; Yu et al., 2020; Zacher & Griffin, 2015) Another study has also shown a negative effect on work stress and career anxiety (Maggiori et al., 2013) Previous studies of career adaptability widely concentrated on environmental changes that stimulate individuals to reflect on themselves, re-orient themselves to new requirements, and prepare for upcoming opportunities (Guan et al., 2013), especially during a significant transition period from school to work (Akkermans et al., 2018; Hamzah et al., 2021; Işık et al., 2018) In life contexts, career adaptability is statistically shown to evoke various positive attitudes, including self-esteem, personality, and quality of life (van Vianen et al., 2012); life meaning (Buyukgoze-Kavas et al., 2015); work volition and life satisfaction (Ginevra et al., 2018); professional and general well-being (Maggiori et al., 2013; Ramos & Lopez, 2018)

Despite the significance of career adaptability, previous studies often paid attention to work and life-related outcomes separately, not work and life together However, in the current working environment, it is hard to separate these two aspects from each other; instead, they complement one another and share inseparable values

In the realm of our current study centralising the role of career adaptability as a critical resource for career success (Haenggli & Hirschi, 2020), there is limited understanding of how career adaptability produces positive work outcomes and its underlying mechanism via well-being factors In light of the research gaps, this study examines the reciprocal relationship between career adaptability and job performance and potential mediating effects through well-being indicators, namely life meaning, life satisfaction, and job satisfaction First, studying how career adaptability affects employee job performance and well-being, such as life meaning, life satisfaction, and job satisfaction, and the degree of effects in the public sector is essential The results enrich our understanding of how being adaptable can result in positive psychological outcomes in the workplace and in life Second, the relationships between the three well-being indicators and job performance are investigated, especially the potential mediating effects of these variables on the career adaptability–job performance relationship This helps provide a clear vision of how employee job performance can be enhanced through not only work but also life aspects Accordingly, based on the data-driven insights of the current study, managers can design appropriate practices that exploit studied mechanisms to improve employee performance at work in the public sector

2.5.2.1 Career adaptability, life meaning, life satisfaction, and job performance

Career Construction Theory (Savickas, 1997) broadens the primary focus from work roles to life roles that are of no less significance since many people perceive pursuing work goals and career success as equivalent to fulfilling life goals, such as the presence of life meaning and life satisfaction (Hartung & Taber, 2008) This expanded perspective allows career construction counselors to pay more attention to indicators of the general well-being of which life satisfaction and life meaning are established components (Buyukgoze-Kavas et al., 2015; Ramos & Lopez, 2018).Successful career development is viewed through the lens of career construction as a continuous process of adaptation that results from the successful integration of personal needs with social expectations such as norms for preparing for, entering into, participating in, or exiting various work roles (Hirschi et al., 2015; Savickas, 2005; Savickas et al., 2009) Remarkably, the career construction theory looks at how people deal with work-related responsibilities, changes, and traumas (Savickas, 2013) Within this theory, the model of adaptation proposes that people gain control over their professions through adapting a set of psychological resources that help in the management of these expectations (and, therefore, the integration of the self at work) over time (Rudolph et al., 2019) Empirical findings based on career construction theory propositions are significant because they provide a foundation for career development practice and inform professional career counselors on how to assist their clients in making vocational decisions and constructing successful and satisfying work lives such as academics (Zacher et al., 2019), and professional athletes (Taylor et al., 2018) However, other essential components and assertions of the career construction theory have not been adequately explored in subsequent works Thus, while this theory comprehensively accounts for the process of proactive and adaptive career growth through time, research has yet to fully untangle the subtleties that this richness enables (Rudolph et al., 2019) Motivated by this, we elaborated this theory to examine the reciprocal relationship between career adaptability and job performance and potential mediating effects through well-being indicators namely life meaning, life satisfaction and job satisfaction in the public sector Job performance – one of the most significant work-related outcomes – is defined as skillfully performed and measurable work behaviors over which employees can exert control and which add to the cohesive performance of the organization (Campbell et al., 1993)Previous studies indicated that career adaptability enhances the management of demanding occupational changes, which (Ohme & Zacher, 2015; Yu et al., 2020)(Ohme & Zacher, 2015; Yu et al., 2020)

Life meaning can be defined as an individual’s having a clear life purpose (Steger et al., 2006) Potential meaning in life can be developed thanks to improved career adaptability competencies, which help stimulate individuals to create room for self-development and meaning in life through work experiences (Hartung & Taber, 2008)

Moreover, such competencies can be self-regulated to integrate work into life meaningfully, rather than passively fitting into a job regardless of developmental, contextual, and motivational issues Buyukgoze-Kavas et al (2015) and Ramos & Lopez (2018) highlighted that employees with high adaptive career competencies are more likely to experience greater meaning in life Based on the above arguments, the first hypothesis is proposed:

H1: Career adaptability is positively associated with life meaning

Life satisfaction can be defined as how the quality of life is cognitively perceived when particular desires are fulfilled, or individuals feel satisfied with life occurrences in general (Diener et al., 1985) Life meaning has also been widely studied as a significant antecedent of life satisfaction; for example, Ramos & Lopez (2018) and Steger et al (2006) viewed adolescents and middle-aged adults in various contexts The search for meaning in life was a determinant of life satisfaction among those who already experience meaning in life (Park et al., 2010) They also proposed that the presence of life meaning facilitates a further searching process by modifying or expanding life purpose Meanwhile, without the presence of life meaning, individuals can find it disheartening to search for meaning because of the high requirement for a deep understanding of oneself and one’s environment and extensive life experiences Given that, the study focuses on the presence of meaning, suggesting a correlation between meaning and satisfaction in life

H2: Life meaning is positively associated with life satisfaction

Career adaptability competencies are crucial for individuals to understand better their self-identification regarding life purpose, orientation, and motivation The more clearly individuals perceive themselves, the better they can adapt to fit into their environment and the higher the level of satisfaction they experience (Hartung & Taber, 2008; Maggiori et al., 2013) Buyukgoze-Kavas et al (2015) proved that concern and control were important in increasing the level of life satisfaction, whereas the other two dimensions (curiosity and confidence) were not As such, the study engenders a motivation to investigate the underlying mechanisms of this relationship The scholars explained that once employees skillfully allocate their adaptability competencies to handle task requirements and fulfil work goals, they will experience a greater sense of life meaning and, thus, life satisfaction (Ramos & Lopez, 2018) Therefore, we propose the following hypothesis:

H3: Career adaptability is positively associated with life satisfaction

Life satisfaction is perceived as a potential stimulus contributing to organisational performance (Erdogan et al., 2012) According to their findings, happy individuals were more inclined to be approachable and resilient and to discover more occupational opportunities Moreover, their results showed a connection between positive energy and achievements Wright & Bonett (1997) indicated that life satisfaction was a better predictor of outcomes (e.g., in-role performance, organisational citizenship behaviour, and the construct of the two combined) than job satisfaction Life satisfaction significantly enhances employees’ in-role and extra-role performance as rated by supervisors (Chughtai, 2021; Erdogan et al., 2012; Talukder et al., 2018) Therefore, we propose the following hypothesis:

H4: Life satisfaction is positively associated with job performance

2.5.2.2 Career adaptability, job satisfaction, and job performance

Job satisfaction, which is frequently used as an indicator of professional well- being, is illustrated by both affective and cognitive assessments regarding one’s experiences in the context of work (Brief & Weiss, 2002).Previous evidence supports the relationship between career adaptability and job satisfaction as an indicator of professional well-being and career success (Maggiori et al., 2017; Ohme & Zacher, 2015; Yu et al., 2020; Zacher & Griffin, 2015) As suggested in career construction theory, an individual’s level of job satisfaction is anticipated to increase when career adaptability competencies help them achieve harmony between themselves and their environment Moreover, these competencies can be regulated and activated to enable the achievement of challenging job tasks and later, career goals Therefore, we propose the following hypothesis:

H5: Career adaptability has a positive influence on job satisfaction

Well-being, of which job satisfaction is a central element, has been proved to significantly enhance performance (Choi et al., 2017; Talukder et al., 2018) by serving psychological functions, including enriching knowledge, organising mental recollections, triggering strategic problem-solving approaches, and stimulating individual participation (Brown & Treviủo, 2006).Besides, individuals with favourable perspectives of their jobs (regarding pay, support from supervisors and co- workers, working conditions, and so on) are inclined to achieve satisfactory performance Therefore, the following hypothesis is suggested:

H6: Job satisfaction has a positive influence on job performance

Reciprocal associations between career adaptability and job performance and well-being indicators (e.g., life satisfaction and job satisfaction) have been of public interest for decades However, there is limited understanding of how career adaptability impacts job performance or its underlying mechanisms through well- being Such well-being indicators can be potential mediators in the following ways

A sense of satisfaction encourages adaptable employees to exert their adaptive competencies to achieve beyondexpectations performance diligently The authors propose that satisfied employees who transmit knowledge and experience to their colleagues and successfully undergo work challenges will indirectly enhance teamwork, thus contributing to organisational performance Similarly, the authors expect that satisfaction can encourage employees to exert their competencies and energy to cope with job tasks, fulfil goals, and enjoy their work and life, significantly contributing to their performance at work Therefore, this study explores the following proposed hypothesis:

H7: Career adaptability has a positive influence on job performance

Figure 1 illustrates the framework with the proposed hypotheses

Figure 2.4 Research model of Study 3

STUDY 1 FACTORS INFLUENCING JOB SATISFACTION

Methodology

Quantitative methods were applied in this study Our methodology included statistical techniques such as reliability assessment, convergent validity, and validity of discriminants

An attitude scale to give an index of job satisfaction was measured by five items created by Williams & Anderson (1991)

An attitude scale to give an index of job performance was measured with five items developed by Brayfield & Rothe (1951)

An attitude scale to give an index of organizational emotional engagement was measured with four items selected from the scale created by Saks (2006)

With seven items selected from the 40-item Psychological Contract Inventory created by (Rousseau, 2000; Rousseau, 2008), an attitude scale to give an index of the relational contract was assessed Four items measured loyalty, while the other three measured stability

An attitude scale to give an index of senior management receptiveness was assessed with three items from the scale developed based on the 2011 Workplace Employment Relations Study (van Wanrooy et al., 2011)

An attitude scale to give an index of upward communication was assessed with three items selected from the scale developed by Truxillo et al (2012) Table 0.1 in the Appendix provides all items used

Although covariance-based structural equation modeling (CB-SEM) has been the most common method for analyzing complex interrelationships between observed and latent variables for many years, it has various- extremely restrictive assumptions

(Hair et al., 2019), partial least squares-structural equation modeling (PLS-SEM) has recently become the common portfolio of multivariate analysis methods (Hair et al., 2017) PLS-SEM enables scholars to predict complex models with various constructs, variables, and structural paths without enforcing distributional assumptions on the data Many researchers propose that the advantage of choosing PLS-SEM in social studies without imposing distributional assumptions is the main reason (Hair et al., 2012) Therefore, we use PLS-SEM to test the research hypotheses due to nonnormal data

The research involved 19 governmental organizations at the HCMC district level, drawn from a two-stage cluster sampling procedure First, a sample of district people committees was established; 19 of 66 state organizations in HCMC were selected at random, with their probability for the list identified by the number of state employees In the second stage, with the valuable support from managers of the human resources management department of each organization, we asked them to distribute 20 employees selected randomly from each of the 19 organizations 380 questionnaires were distributed between April 1, 2020, and May 31, 2020

All participants were required to complete a questionnaire measuring six elements: job satisfaction, job performance, organizational employee engagement, relational contract, senior management receptiveness, and upward employee communication All items were scored on a five-point symmetrical rating scale ranging from 1 ('strongly disagree') to 5 ('strongly agree') Consequently, the final sample size of 335 usable responses (response rate 88.15%) has enough power and effect size to predict the proposed model This sample size is adequate to detect even small effects (Cohen, 1988)

Regarding demographic distribution, 161 participants were female (48.06%) and 174 participants were male (51.94%), and 40.30% were between 36 and 45 years old Regarding education, 255 had obtained a bachelor’s degree (76.12%), 60 held a master’s degree (17.91%), and 14 held a PhD (4.18%).

Results

Table 3.2 presents the demographic structure of the sample in terms of gender, age, and educational level in detail (numbers and percentages)

Table 3.1 Demographics of the Study 1 respondents

Table 3.2 displays factor loadings larger than 0.7, indicating the measure's reliability Reflective indicator loadings must be higher than or equal to 0.708, which suggests that the results explained greater than half of the variable’s variance and thus ensured reliability (Hair et al., 2019) Loading factors between 0.4 and 0.7 should be considered for elimination in case their elimination increases average variance extracted (AVE) and composite reliability (CR) (Hair et al., 2019) The item RC7 from the relational contract scale was removed to comply with the requirements based on its low factor loading Cronbach's alpha is also used to assess reliability and internal consistency based on similar thresholds Cronbach’s alpha and CR confirm convergent validity and reliability Thus, the results and scales show appropriate internal reliability Table 3.2 also displays that the AVE values — which varied from 0.640 to 0.857 — are acceptable, as they exceed the requirement of 0.5 (Hair et al., 2019) Equally important, the rho_A value is higher than 0.70, further supporting the convergent and consistent validity

Table 3.2 Convergent and reliability of Study 1

In addition, Table 3.4 shows that discriminant validity is achieved if the square root of the AVE exceeds the association between the suppressed variables of every pair (Fornell & Larcker, 1981) Table 3.5 illustrates that the Heterotrait–Monotrait ratios are less than 0.850 (Clark & Watson, 1995; Tabri & Elliott, 2012) Therefore, these two evaluation measures thus verify the model scale to confirm a distinguished value

Table 3.3 Discriminant validity of Study 1

JP JS OEE RC SMR UEC

Notes: the square root of AVE on the diagonal

Table 3.4 Discriminant validity (Heterotrait-Monotrait ratios) of Study 1

JP JS OEE RC SMR UEC

Table 3.6 shows that almost values of fitness indexes satisfy the criteria Particularly, SRMR (Standardized Root Mean Residual) is less than the threshold of 0.08; and NFI (Normed Fit Index) is approximately equal to the threshold of 0.9 Hence, the model is good enough for implementing PLS-SEM

Note: SRMR stands for Standardized Root Mean Residual; NFI stands for Normed Fit Index

PLS-SEM is more related to the prediction than to the evaluation of a model and can calculate equivalent statistics that are highly problematic Table 3.7 and Figure 3.2 demonstrate the estimated results As shown in Table 3.7, all six hypotheses are accepted, with p-values below 0.05 The results illustrate that of the measured variables, organizational emotional engagement most strongly influences job satisfaction, with an evaluated coefficient of 0.761 The relational contract also considerably impacts organizational emotional engagement, with a standard coefficient of 0.568 Organizational emotional engagement is also substantially associated with job performance (0.542)

Table 3.6 Estimated results of Study 1

H1 Relational contract will positively relate to organizational emotional engagement

H2 Senior management receptiveness will positively relate to organizational emotional engagement

H3 Upward employee communication will positively relate to organizational emotional engagement

H4 Organizational emotional engagement is positively associated with job performance

H5 Organizational emotional engagement is positively associated with job satisfaction

H6 Job satisfaction will positively relate to job performance

Figure 3.1 Results of Study 1 hypothesis testing

Discussion

The study's first contribution is that it offers clear evidence that relational contracts positively affect emotional participation in the public sector based on the example of Vietnam Previous studies have not separately concentrated on relational contracts Our findings resemble those by Pohl et al (2016) and Soares & Mosquera (2019), who determined that relational contracts contribute to employee engagement Therefore, to enhance engagement within organizations, managers should arrange work contracts based on loyalty to each individual

Second, our results support the effect of employee voice on organizational engagement seen in other research, indicating that employee participation is strongly linked to engagement (Robinson et al., 2004; Truxillo et al., 2012) Saks (2006) also notes the positive correlation between employees' voices and organizational engagement An organization that always considers and responds to an employee's or representative's opinions and practices decentralized decision-making eventually creates lasting positive feelings among employees Employees who encounter difficulties or criticisms are more likely to form a long-term connection with the organization if they receive support This, in turn, ensures greater emotional attachment and better work efficiency in the public sector

Third, this study supports a positive relationship between engagement and job performance, as indicated in prior studies (Bakker & Bal, 2010; Halbesleben & Wheeler, 2008; Yongxing et al., 2017) Positive emotions toward an organization catalyze employees to deliver their work with adequate outcomes They can complete their tasks, engage in work-oriented activities, provide constructive suggestions for overall performance and continuously look for ways to improve their work efficiency in the public sector

Fourth, individuals who are more happy with their jobs appear to contribute better to the organization’s work (Caprara et al., 2003; De Simone et al., 2016; Saks, 2006; Wilcock, 2001) There is substantial evidence that employees who are happy with their jobs tend to contribute more to improving their job performance Job satisfaction is a potential cause of job performance (Judge et al., 2001).

Conclusion

All conclusions are backed by data analysis The findings of this study can be applied in the context of HR management HR managers are encouraged to enhance job performance and satisfaction by engaging employees in their organizations through forming relational contracts and encouraging employees to raise their voices Our findings show that, together with the relational contract, employee voice is the dominant factor determining the level of emotional engagement with an organization; engagement is closely related to employee performance and satisfaction Engaged individuals are likely to express gratification and perform more efficiently and effectively Through a survey of employees in certain public organizations in Vietnam, this research fills the gap in the literature regarding the link between the communication elements of organizational engagement and job satisfaction and their relationship with the direction of job performance.

STUDY 2 EMPLOYEE ENGAGEMENT, INTERNAL PUBLIC

Methodology

The measurement scale was developed from previous studies Five items of ISM by Muntinga et al (2011) were used An example of one item is “Rating, joining, engaging, and commenting products and/or brand-related on social network sites such as blogs, fan pages, YouTube and so forth.” POT was measured by seven items adapted from Rawlins (2008), in which the sample item is: “Provides information that is accurate, easy to understand, complete, relevant, reliable, and so forth” Organizational identification was measured by six items adapted from Miller et al (2000).The sample item is “I talk up this organization to my friends as a great company to work for” Employee engagement, a second-order construct, was measured based on two latent constructs, including job engagement and organizational engagement, by using 16 items adopted from Saks (2006) and He et al (2014) The sample items are: “I devote a lot of energy to my job” and “Being a member of this organization is exhilarating for me.” Five items of life satisfaction by Talukder et al (2018) were used An example of one item is “I am satisfied with my life” Five items of job performance by Talukder et al (2018) were used One example of an item is “I adequately complete assigned duties.” A total of 44 items were used to measure the constructs and test the hypotheses visualized in Figure A1 The survey had two parts: demographic information about respondents and a questionnaire answered on a five-point Likert scale The main survey was conducted in the Vietnamese language, translated from the English version, and adjusted with the support of 12 experts working in the Vietnamese aviation industry

The mass survey was conducted in the second quarter of 2020 among employees working in the aviation industry in South Vietnam, specifically focusing on three companies (Vietnam Airlines Company, Vietjet Air, and Tan Son Nhat Airport)

Partial least squares structural equation modeling (PLS-SEM) was conducted by using the SmartPLS software version 3.0 to test the hypotheses shown in Figure 4.1 PLS-SEM is a form of distribution-free multivariate data analysis used for small sample sizes with high confidence and accuracy Bootstrapping techniques were used for resampling rather than distribution assumptions

The conceptual framework was built as a hierarchical component model Two first-order constructs, job engagement and organizational engagement, established the second-order construct of employee engagement The hierarchical component model was built using a reflective specification of higher-order constructs Higher- order constructs support the reduction of path model linkages, resulting in model parsimoniousness (Sarstedt et al., 2019)

The conceptual framework has three variables that may mediate three causal relationships The causal relationship between two variables can be further explored by studying mediating effects (Hair et al., 2017) The mediating effects are tested in terms of direct, indirect, and total effects The mediating results contribute implications for theory-building (Zhao et al., 2010).

Results

The survey was distributed to employees working in Vietnam's aviation industry

249 answer sheets were collected from respondents 193 valid responses were selected, and 56 were omitted due to missing data and low variation Table 4.1 summarizes the demographic information of the valid respondents

Table 4.1 Demographics of the Study 2 respondents

Construct reliability and convergent validity were assessed by using the thresholds proposed by Hair et al (2017) (Table 4.2) To satisfy all thresholds, some items were selected because their outer loadings were greater than 0.7 Table 4.2 shows that all construct thresholds were in the accepted range according to Cronbach’s alpha, rho-A, composite reliability (CR), and average variance extracted (AVE) values

Table 4.2 Reliability and convergent validity of the Study 2 latent constructs

Loading Alpha Rho_A CR AVE 𝑹 𝟐

Notes: * means second-order latent constructs, CR = Composite Reliability, AVE Average Variance Extracted

According to Wetzels et al (2009), R-squared values are classified into three ranges that reflect the quality of a structural model analyzed using the PLS approach, namely small, medium and larger effects (below 0.02, in the range of 0.13 to 0.26, and above 0.26, respectively) It shows that the structural model had a more significant effect with an R-squared value of 0.583 for job performance (Table 4.2), supporting the model’s predictive power

The Heterotrait-Monotrait (HTMT) ratio and the Fornell-Larcker criterion were used to assess discriminant validity Table 4.3 shows that HTMT ratios were below 0.9 for all pairs of constructs, meeting the benchmark proposed by Hair et al (2017)

Table 4.3 Discriminant validity (Heterotrait-Monotrait ratios)

Constructs Heterotrait-Monotrait Ratio (HTMT)

Table 4.4 demonstrates that the square root of AVE for each latent construct was higher than the off-diagonal correlation, thus achieving adequate discriminant validity (Hair et al., 2017) Hence, all latent constructs had good reliability and convergent validity

Table 4.4 Discriminant validity (Fornell-Larcker Criterion)

Table 4.5 and Figure 4.2 demonstrate that all hypotheses were supported, showing positive relationships (p ≤ 0.05) ISM significantly impacted POT, employee engagement, and organizational identification (β = 0.519; β = 0.184 and β = 0.631, respectively, i.e., H1, H2, and H3 were supported) POT and organizational identification significantly impacted employee engagement (β = 0.231 and β = 0.547, respectively; i.e., H4 and H5 were supported) Employee engagement significantly impacted life satisfaction and job performance (β = 0.659 and β = 0.606, respectively; i.e., H6 and H7 were supported) Life satisfaction significantly impacted job performance (β = 0.213; i.e., H8 was supported)

Figure 4.1 Results of Study 2 hypothesis testing

Note: ** means p-value ≤ 0.01, *** means p-value ≤ 0.001

Table 4.5 Results of Study 2 hypothesis testing

Note: ** means p-value ≤ 0.01, *** means p-value ≤ 0.001

Table 4.6 reveals the results of mediation testing with three potential mediators POT and organizational identification had a complementary mediation effect on the positive linkage between ISM and employee engagement, and life satisfaction had a complementary mediation effect on the positive linkage between employee engagement and job performance Zhao et al (2010) introduced different types of mediation, each of which had significant implications for theory building Complementary mediation implies an incomplete theoretical framework The identified mediator should be consistent with the hypothesized theoretical framework and could be eliminated to support a direct relationship

Table 4.6 Results of Study 2 mediating effects

Note: ** means p-value ≤ 0.01, *** means p-value ≤ 0.001.

Discussion

All five hypotheses generated regarding ISM, POT, organizational identification, and employee engagement in the conceptual framework are supported by significant evidence of positive impacts Two mediating effects among these four constructs were recorded as complimentary mediation

The structural model of Men et al (2020) was connected to job performance via employee engagement to generate the hybrid model in this study On the one hand, it aligns with the previous results on employee engagement as a positive driver of job performance (Anitha, 2014; Christian et al., 2011; Rich et al., 2010) On the other hand, this hybrid model can contribute new drivers (e.g., ISM, POT, organizational identification) to explore the antecedents of employee engagement and thus enhance job performance

The triangular relationship among employee engagement, life satisfaction, and job performance has not been explored thoroughly and has only been partially investigated in previous studies The significantly positive impacts of employee engagement on life satisfaction that were identified are consistent with the findings of Mache et al (2014) Specifically, the positive linkage between life satisfaction and job performance is in line with the results of Talukder et al (2018) Moreover, this study proved that life satisfaction generates complementary mediation intervening in the positive linkage between employee engagement and job performance.

Conclusion

It was the first study exploring the sequencing mechanisms to generate employee engagement and life satisfaction from ISM The new point from this study was the use of the hierarchical component model with a multidimensional construct (i.e., employee engagement was measured by job engagement and organizational engagement) The study provided empirical evidence supporting internal public relations to enhance life satisfaction and improve job performance The current study expands the general model, showing antecedents and consequences of employee engagement, significantly blocking concepts related to internal public relations as new antecedents of employee engagement The organization may encourage its employees to use ISM to understand organizational transparency and images Gradually, employees feel engaged with their job and the organization and make valuable devotion to their work Ultimately, the organization may benefit from its employees’ job performance and work-life balance Research replication and approaching multi-source respondents would expand this study Applying quasi- experiments to explore internal public relations would be a new direction for further research.

STUDY 3 THE INFLUENCE OF CAREER ADAPTABILITY ON WELL-BEING INDICATORS AND JOB PERFORMANCE

Methodology

The measurement of all variables was evaluated on a 5-point Likert scale, ranging from 1 (“strongly disagree”) to 5 (“strongly agree”) The authors used the back-translation method to ensure the equivalent meaning of the original English questionnaire when translated into Vietnamese After seeking advice from government officials with extensive working experience in the public sector, the authors recommended excluding reversed measurement items and making suitable adjustments to the Vietnamese context It is worth noting that most of the measured items have been modified from the original measures after conducting the back- translation method and a pilot test Career adaptability was measured using the 11 items of the career adaptability scale – a short form adopted from (Maggiori et al., 2017) as an updated and economical alternative to the 24-item Career Adaptability Scale by Savickas & Porfeli (2012), especially for integration into international applied contexts The short form illustrated the same factor structure and very similar psychometric properties to those of the full-length version, as verified by its applicability in not only European countries (Maggiori et al., 2017) but also in Asian countries such as Turley (Işık et al., 2018) and China (Yu et al., 2020) The same four- dimension structures construct the shortened scale as the original scale – Concern, Control, Curiosity, and Confidence The four items of the life meaning in the questionnaire with no reverse-coded item (Steger et al., 2006) were used to assess the presence of meaning the target respondents experience in life The scale for life satisfaction consisted of four items adapted from (Diener et al., 1985) Respondents were asked to indicate their satisfaction with several aspects of their life Job satisfaction was measured using the 5-item scale developed by Brayfield & Rothe (1951) Participants responded with their level of satisfaction in a professional context Respondents were asked to self-rate different aspects that are required for job performance using the In-role Behaviour Scale (Williams & Anderson, 1991) The finalized questionnaire is presented in Table 0.3 of the Appendix

We employed a non-probability convenient sampling method to collect data The participants in this study were public servants from 19 government agencies in Long An Province, Vietnam They attend intermediate political courses at the Provincial Political School of Long An, Vietnam It is worth noting that they were carefully recruited to participate in these courses before being promoted to higher positions in state organizations We get approval from managers and lecturers at this school to distribute the questionnaire to the participants from April to May 2020 Before distributing a primary survey, we conducted the pilot study with 40 samples to confirm that the wording of the items and the scale’s development were both adequate and understandable to the sampling frame for this study

The questionnaire consisted of two parts: 1 demographic information, including gender, age, educational attainment, and current occupation two survey questions, including 30 items representing five factors (career adaptability, life meaning, life satisfaction, job satisfaction, and job performance) The authors distributed 450 questionnaires to public servants working in the public sector and taking political courses at this politics-focused school Eventually, 301 valid samples were collected (response rate of 67%) from the target correspondents, satisfying the sample size requirement.

Results

Demographic characteristics are analyzed as follows Among the surveyed public servants and executives, the percentage of males and females was similar (49.2% and 50.8%, respectively), with more than 75% of the sample aged 25 and above Most respondents earned bachelor’s degrees or higher (>95%) 58.8% of respondents reported as government officials, while the remainder pursued teaching, research- related, or other occupations in public organizations

Table 5.1 Demographics of the Study 2 respondents

The analysis was conducted using SPSS 23.0 and AMOS 23.0 First, we performed a reliability test and exploratory factor analysis (EFA) As can be seen from Table 5.2, the values of Cronbach’s alpha varied between 0.854 and 0.910, indicating the high internal reliability of each studied construct in the model The composite reliability (CR) values were all above 0.858, satisfying the threshold of 0.7 and again confirming the internal consistency of the measurements For EFA factor loadings, values are recommended to be above 0.5; hence, measurement items with underqualified factor loadings would be eliminated to ensure the reliability of the measurement These eliminated items include CA7, CA10, CA11, and JP6 The remaining items ranged from 0.517 to 0.816, showing an adequate explanation of each variable’s variance Besides, The Kaiser-Meyer-Olkin (KMO) and Bartlett’s test results were 0.923 at 0.000 significance The cumulative variability explained by the total five factors (i.e., career adaptability, life meaning, life satisfaction, job satisfaction, and job performance) is 61.39% which is higher than the threshold of 50%, demonstrating that the data were satisfactory enough to explain the framework

Table 5.2 Reliability analysis of Study 3

Latent variables Items Factor loading

CA2 0.654 CA3 0.711 CA4 0.626 CA5 0.617 CA6 0.520 CA8 0.540 CA9 0.596

LM2 0.617 LM3 0.752 LM4 0.740 Life satisfaction (LS) LS1 0.770 0.865 0.877 0.642

LS2 0.791 LS3 0.702 LS4 0.521 Job satisfaction (JS) JS1 0.517 0.854 0.858 0.547

JS3 0.719 JS4 0.689 JS5 0.617 Job performance (JP) JP1 0.769 0.910 0.911 0.672

JP2 0.816 JP3 0.727 JP4 0.736 JP5 0.636 Composite reliability (CR); average variance extracted (AVE)

Next, we computed confirmatory factor analysis (CFA) with the maximum likelihood method to measure the structural validity and structural equation modeling (SEM) to test the proposed hypotheses Specifically, this research aims to test and confirm the existing theory; hence, the covariance-based structural equation modeling (CB-SEM) is appropriately selected We consider several goodness-of-fit indices that are χ2 per degree of freedom (χ2/df), the comparative fit index (CFI), the Tucker–Lewis index (TLI), incremental fit index (IFI), and the root mean square error of approximation (RMSEA) to ensure the proposed measurement structure has the optimal fit Regarding CFA and SEM model fit indices shown in Table 5.3, the proposed model indicated an acceptable fit with the analyzed data

The χ2/df values for both CFA and SEM were way below the cut-off value of 5 (2.349 and 2.699, respectively), while the RMSEA values ranked between the acceptable threshold of 0.05 and 0.08 In addition, the CFA computed CFI, GFI, and IFI values were between 0.909 and 0.920, satisfying the threshold of 0.9 The CFI, GFI, and IFI values of SEM were close to 0.9, which did not indicate a good fit yet acceptable (Baumgartner & Homburg, 1996) These results provide evidence for the fitness of the model

Table 5.3 CFA and SEM model fit indices of Study 3

Model fit indices χ2/df CFI TLI IFI RMSEA

Fuller et al., (2016) argued that if common method bias is strong enough to really bias results, Harman’s single factor test is sensitive enough to identify if an issue exists As a result, if one factor has been merged, it was explained by 40.58% of the variance, which is less than the threshold of 50% (Kim et al., 2019) In addition, we also used a common latent factor (CLF) to capture the common variance among all observed items in the model From the differences between the standardized regression weights of a model with the CLF and without the CLF, the findings showed that the largest value among the differences is 0.05, which is less than the threshold of 0.2 (Serrano Archimi et al., 2018) Thus, CMB is not a severe issue in this study

The data showed that the overall hypothesized model was adequately fit We continued to test all proposed hypotheses For a hypothesis to be accepted, p-values should be less than 0.05 Table 5.4 demonstrates statistically significant p-values of less than 0.01 for all coefficients with their respective estimates, indicating the acceptance of all proposed hypotheses Specifically, in line with our expectation, career adaptability was positively related to life meaning (β = 0.822, p < 0.001***) Hence, Hypothesis 1 was accepted Both life meaning (β = 0.462, p < 0.01**) and career adaptability (β = 0.379, p < 0.01**) had significant correlations to life satisfaction, providing statistical support for Hypothesis 2 and 3 Subsequently, life satisfaction was found to be a positive antecedent of job performance (β = 0.070, p < 0.01**); hence, Hypothesis 4 was supported Career adaptability was also significantly related to job satisfaction (β = 0.733, p < 0.001***), supporting Hypothesis 5 Finally, findings were evident to support the significant direct impacts of job satisfaction β = 0.157, p < 0.01**) and career adaptability (β = 0.407, p < 0.001***) on job performance, thereby supporting Hypothesis 6 and 7 It is essential to note that among the three direct stimulators of job performance (i.e., career adaptability, life satisfaction, job satisfaction), career adaptability was illustrated to have the most dominant direct impact on job performance

Table 5.4 Hypothesis testing of Study 3

H1 Career Adaptability → Life Meaning 0.822*** Accepted H2 Life Meaning → Life Satisfaction 0.462** Accepted H3 Career adaptability → Life Satisfaction 0.379** Accepted H4 Life Satisfaction → Job Performance 0.070** Accepted H5 Career adaptability → Job Satisfaction 0.733*** Accepted H6 Job Satisfaction → Job Performance 0.157** Accepted H7 Career adaptability → Job Performance 0.407*** Accepted

Next, we tested the potential mediating effects of how career adaptability enhances job performance using Baron and Kenny’s (1986) three-step approach, specifically through the effects on life satisfaction and job satisfaction (Table 5.5 shows the results) In step 1, it was statistically shown that career adaptability (independent variable-IV) was a significant predictor of job performance (dependent variable-DV) In step 2, career adaptability (IV) was subsequently linked to life satisfaction and job satisfaction (mediator-M) In step 3, satisfaction in life and work settings (M) correlated with job performance (DV) However, it was not sufficient to correlate the two types of satisfaction (M) on job performance as they were both the causal outcomes of career adaptability Hence, we continued to control career adaptability in establishing the effects of mediators on the outcome Statistics demonstrated that after the mediators (life satisfaction and job satisfaction) entered the reciprocal relationship between career adaptability and job performance, the effects of career adaptability on job performance significantly diminished When life satisfaction served as a mediator, standardized indirect effect = 0.027, p < 0.001*** When job satisfaction served as a mediator, standardised indirect effect = 0.115, p < 0.001*** Thus, the results supported the partial mediating effects of life satisfaction and job satisfaction on the career adaptability–job performance relationship

Table 5.5 Mediating effects testing of Study 3

IV M DV IV → DV IV → M M → DV IV → M → DV

IV: Independent Variable; M: Mediator; DV: Dependent Variable; CA (Career adaptability); LM (Life meaning); LS (Life satisfaction); JS (Job satisfaction); JP (Job performance).

Discussion

First, the findings highlight the prominent role of career adaptability in directly enhancing general and professional well-being, namely life meaning, life satisfaction, and job satisfaction (Buyukgoze-Kavas et al., 2015; Maggiori et al., 2017; Ramos & Lopez, 2018; Yu et al., 2020)

Our research has indicated that career adaptability is closely linked to an individual's overall well-being, including their sense of life meaning and satisfaction, especially during career transitions; moreover, life meaning is a relatively potent stimulator of life satisfaction (Ramos & Lopez, 2018) Pursuing a career is widely viewed as a key aspect of life that fosters a sense of purpose, and for many, it serves as a primary source of meaning Therefore, those who have high adaptability in their careers will likely experience greater satisfaction due to their enhanced sense of purpose in life Our findings provide an additional perspective on the research conducted by Buyukgoze-Kavas et al (2015),which reported no significant correlations between career adaptability components and life satisfaction Additionally, their study indicated that life meaning only mediated the relationship between two of the four career adaptability components – concern and control

Furthermore, our research highlights the beneficial impact of career adaptability on job satisfaction, consistent with prior studies (Zacher & Griffin, 2015) According to career construction theory, an individual's job satisfaction is expected to rise as their career adaptability competencies assist them in attaining harmony with their environment Overall, for the most part, the research results align with previous studies, confirming that career adaptability through concern, control, curiosity, and confidence is an effective tool for employees’ self-reflection and improvement This process facilitates pursuing their work goals and ambitions, eventually leading to both professional satisfaction (i.e., job satisfaction) and general satisfaction (i.e., life meaning and life satisfaction) since career achievements have become increasingly necessary and inseparable from happiness values in life

The result indicates that career adaptability directly impacts job performance (Ohme & Zacher, 2015; Yu et al., 2020; Zacher & Griffin, 2015) It also confirms the theoretical notion of career construction theory, which uses career adaptability as a critical agency in promoting life and professional well-being Subsequently, these well-being factors were significantly correlated with job performance, supporting the existing literature (Choi et al., 2017; Chughtai, 2021; Erdogan et al., 2012; Talukder et al., 2018)

While previous studies have considered life satisfaction a better predictor of performance than job satisfaction (Wright & Bonett, 1997), this study emphasizes the more substantial impact of job satisfaction The result may explain that job performance is enhanced by factors more proximally related to it (Salanova et al., 2009), such as satisfaction in the work setting Meanwhile, life satisfaction can also have a direct impact on job performance when individuals become thoughtful for future career orientations (concern), eager to explore (curiosity), self-believing in one’s ability to tackle tasks (confidence), and proficient in managing job demands (Control)

Finally, consistent with our expectations, statistics strongly support life satisfaction and job satisfaction as potential mediators in the relationship between career adaptability and job performance An explanation is that career adaptability enables public servants to manage their tasks successfully and encourages them to adapt to the changing working environment In this way, job satisfaction can be stimulated through fulfillment and social integration at work Individuals highly satisfied with their jobs tend to be more open to opportunities and tolerant of risk- taking activities, which ultimately encourage them to improve their performance The same attitudes may be observed among those with high life satisfaction, contributing to better job performance The findings of life satisfaction and job satisfaction as mediators reassure the inseparable values of work and life, which contribute to the existing literature that career adaptability can be promoted to improve job performance through practices for a higher sense of well-being in work and life contexts.

Conclusion

To conclude, this study provided an understanding of reciprocal relationships between career adaptability, life meaning, life satisfaction, job satisfaction, and job performance in the organizational environment In line with previous research, the results highlight career adaptability competencies that significantly boost employee job performance through the mediating effects of life satisfaction and job satisfaction Considering the significance of career adaptability as a direct and indirect antecedent of positive organizational outcomes, possible management practices are suggested involving academic and on-the-job training programs through which employees can improve on each dimension of career adaptability and commit to higher-quality job performance Besides, public organizations must take good care of employee well- being, directly determining performance quality Additional professional benefits, improved working environment, and empowerment are other possible approaches for higher job satisfaction Employee life-related concerns such as health and living quality should also be seriously considered.

CONCLUSION AND IMPLICATIONS

Conclusion

This dissertation examines prominent HRM global issues through the lens of local perspectives While there is increasing attention to corporate emotional interaction on social media, particularly in the private sector, its exploration within the public counterpart remains limited Furthermore, the interconnection between work and life aspects in achieving career success has been overlooked in recent research This dissertation includes a series of three studies, each addressing specific gaps in existing literature Study 1 examines the role of organizational emotional engagement in the public domain, focusing on RC, SMR, and UEC as drivers of job satisfaction and efficiency Study 2 extends this exploration by examining the impact of IPR on employees' LS and JP Study 3 investigates the direct influence of employees' CA on job performance and the indirect impact via the mediation of well- being indicators

Study 1 collected data from April 1, 2020, to May 31, 2020, from 335 civil servants across multiple governmental institutions in HCMC, Vietnam Study 2 gathered responses from 193 valid participants through a survey sent to employees within the aviation sector in the south of Vietnam PLS-SEM was adopted to evaluate the primary data from both studies Study 3 analyzed data gathered from 301 governmental employees in Long An Province, Vietnam, using the CB-SEM method

Study 1 demonstrates that RC significantly affects OEE Positive associations were identified between EE and EV and between EE and JP Moreover, the results indicate the influential role of SMR and UEC in fostering OEE This study addresses gaps in academic research regarding OEE in the public sector The findings underscore the critical role of EE in enhancing JS and JP through RC, SMR, and UEC

Study 2 presents that POT, ISM, and OI significantly and positively influence

EE It shows that EE significantly and positively affects both LS and JP Furthermore, it suggests that both OI and POT act as partial mediators in the robust relationship between EE and ISM Additionally, it suggests that LS serves as a partial mediator in the positive association between EE and JP

The findings from Study 3 demonstrate that CA plays a crucial role in promoting employees’ well-being Both CA and well-being factors significantly contribute to enhancing JP Additionally, the study highlights the mediating effects of LS and JS in the association between CA and JP

The results provide empirical evidence from Vietnamese public organizations to support previous studies, expand the literature in a variety of psychological and professional aspects, and provide HRM suggestions that centralize employees' roles and take care of their changing values and needs so that they can happily enjoy and commit to their work and life to the fullest Ultimately, employees’ quality performance and work-life balance may benefit the organization.

Theoretical implications

This dissertation contributes to the current literature on job performance by thoroughly examining its antecedents, such as organizational emotional engagement, employee engagement, and career adaptability, as well as the underlying mechanisms via well-being factors such as life satisfaction and job satisfaction Firstly, the study solidly confirms the influences of organizational employee engagement on job performance both directly and indirectly via job satisfaction Secondly, this research sheds light on previously inadequately explored aspects of the triangular relationship between employee engagement, life satisfaction, and job performance by confirming that employee engagement generates job performance as a consequence, with life satisfaction being the complementary mediator Thirdly, using Career Construction Theory (Savickas, 2005) as the theoretical framework, this study attempted to explain the importance of career adaptability in relation to job performance through life meaning, life satisfaction and job satisfaction To the best of our knowledge, previous scholars have only investigated the application of Career Construction Theory, which results in positive work or psychological outcomes in life This study is one of the few attempts to examine the role of career adaptability in relation to job performance via the mediating support of life satisfaction and job satisfaction

Additionally, this study examines the factors affecting organizational emotional engagement and employee engagement Firstly, this study concentrates on relational contracts, distinct from other psychological contracts, and provides compelling evidence of their positive impact on organizational emotional engagement Moreover, the study examines the employee voice construct, which has been underexplored in current research and offers empirical support for its effect on organizational emotional engagement Secondly, this study adopts internal social media, perceived organizational transparency, and organizational identification as antecedents of employee engagement, creating internal public relations components (Men et al., 2020) This integrative model offers a new explanation of employee engagement as an alternative to the models developed by Saks (2006, 2019) The study also provides an exceptional theoretical contribution in observing employee engagement as the second-order construct with two first-order constructs (job engagement and organizational engagement) in the hybrid model This significantly fills the research gap from Saks (2019) in distinguishing between job and organizational engagement.

Practical implications

The findings provide practical implications for HR managers in Vietnam's public sector It also benefits specialists in internal public relations and organizational effectiveness in the Vietnamese aviation industry Regarding the importance of organizational emotional engagement, employee engagement, and career adaptability in job performance, practitioners should provide initiatives to enhance those elements

Firstly, to ensure greater emotional attachment, managers should arrange work contracts based on loyalty to each individual Additionally, organizations should consider and respond to an employee's or representative's opinions and practice in decentralized decision-making, which eventually creates lasting positive feelings among employees Similarly, when employees encounter difficulties or criticisms, organizations should provide full support to help them overcome those hardships

Secondly, maximizing social media presence inside the company can improve organizational effectiveness and individual employees’ personal development and lives That said, ISM raises organizational transparency and image among employees

To accomplish this, an organization must be concerned with technological investments, interface design, and time resources needed for ISM After ISM is developed, the organization should ensure that almost all employees can use it properly by encouraging them to share their views, experiences, and expertise The organization should also engage management to interact with posts and have private chats with employees (i.e., one-on-one mentorship) It can enhance employees’ sense of organizational ownership and improve day-to-day attachment Over time, employees will develop an attitude of devotion to their jobs and the organization, increasing job performance in general They will ultimately achieve self-satisfaction in their professional and personal lives Thus, companies can use internal public relations to improve their business performance and organizational survival as intangible assets

Finally, regarding the importance of career adaptability in achieving career and organizational success, managers should facilitate the acquisition of employees’ abilities to adapt in terms of self-development and goal achievement Occupational training and professional qualifications equip employees with the necessary knowledge and skillsets Meanwhile, being entrusted and assigned to challenging tasks offers employees chances to put knowledge into practice and accelerate the up- skilling process Together with strengthening organizational interactions that provide needed support and guidance, these practices emphasize the development of the four dimensions of career adaptability: control, curiosity, concern, and confidence Second, well-being is essential in motivating employees to perform better at work Employees can experience greater job satisfaction when offered professional promotions, bonuses, or improved working conditions and facilities Empowerment can be a potential tactic for employees to have more control and confidence to prove themselves, make their own decisions, and pave their path to success Moreover, it is not only employee well-being in work contexts but also in life contexts that managers can take into consideration for enhanced performance Policies that provide improved welfare benefits, more annual leaves, or work-life balance are highly recommended to deal with top life-related concerns of employees when their overall quality of life and physical and mental health are taken care of.

Limitations and future directions

This research is without its limitations Firstly, the survey was restricted to public employees in specific regions of Vietnam such as HCMC and Long An Province, potentially limiting the applicability of the findings to other organizations within the nation Therefore, future datasets should encompass a wider range of employees across various public sectors and industries to provide sector-specific insights Secondly, the adoption of self-rated measurements may present common method variance While statistical tests were conducted to address this issue, future research should strive to enhance objectivity by incorporating alternative data sources, such as ratings from colleagues or supervisors, or by measuring actual competencies Thirdly, utilizing quasi-experimental methods to investigate internal public relations represents a novel direction for future research Fourthly, longitudinal studies are needed to better understand how career competencies evolve over time and their impact on organizational outcomes Fifthly, relationships between job satisfaction and life meaning, as well as job satisfaction and life satisfaction, were not explored in this study, warranting investigation in further studies Thus, future research should aim to enhance the comprehensive of dynamic interconnections and contributing elements Finally, although the career adaptability scale – short form is currently used, there is limited literature on its validation in different cultural contexts Subsequent studies should investigate additional antecedents and outcomes of career adaptability in various work and non-work-related contexts and diverse settings Overall, future studies should broaden their research scope for improved generalizability as well as extend the width and depth of the study subjects in response to the updated situations

Akkermans, J., Paradniké, K., Van der Heijden, B I J M., & De Vos, A (2018) The best of both worlds: The role of career adaptability and career competencies in students’ well-being and performance Frontiers in

Psychology, 9(SEP) https://doi.org/10.3389/fpsyg.2018.01678

Alarcon, G M., & Lyons, J B (2011) The relationship of engagement and job satisfaction in working samples Journal of Psychology: Interdisciplinary and

Al-Ghazali, B M (2020) Transformational leadership, career adaptability, job embeddedness and perceived career success: a serial mediation model

Leadership and Organization Development Journal, 41(8), 993–1013 https://doi.org/10.1108/LODJ-10-2019-0455

Anitha, J (2014) Determinants of employee engagement and their impact on employee performance International Journal of Productivity and Performance

Management, 63(3), 308–323 https://doi.org/10.1108/IJPPM-01-2013-0008

Ashforth, B E., Harrison, S H., & Corley, K G (2008) Identification in organizations: An examination of four fundamental questions In Journal of

Management (Vol 34, Issue 3, pp 325–374) https://doi.org/10.1177/0149206308316059

Aslam, M Z., Nor, M N M., Omar, S., & Bustaman, H A (2020) Predicting proactive service performance: The role of employee engagement and positive emotional labor among frontline hospitality employees Cogent Business and

Bakker, A B., & Bal, P M (2010) Weekly work engagement and performance: A study among starting teachers Journal of Occupational and Organizational

Bakker, A B., & Demerouti, E (2008) Towards a model of work engagement

Career Development International, 13(3), 209–223 https://doi.org/10.1108/13620430810870476

Bal, P M., Kooij, D T A M., & De Jong, S B (2013) How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies Journal of

Management Studies, 50(4), 545–572 https://doi.org/10.1111/joms.12028

Baumgartner, H., & Homburg, C (1996) Applications of structural equation modeling in marketing and consumer research: A review In International

Journal of Research in Marketing ELSEVIER Intern J of Research in

Berggren, E., & Bernshteyn, R (2007) Organizational transparency drives company performance In Journal of Management Development (Vol 26, Issue

Beugré, C D (2010) Organizational Conditions Fostering Employee Engagement: The Role of “Voice.” In S L Albrecht (Ed.), Handbook of Employee

Engagement: Perspectives, Issues, Research and Practice Edward Elgar

Borman, W C., & Motowidlo, S (1993) Expanding the criterion domain to include elements of contextual performance In N Schmitt & W C Borman (Eds.),

Personnel selection in organizations (pp 71–98) Jossey-Bass, San Francisco

Borman, W C., & Motowidlo, S J (1997) Task performance and contextual performance: The meaning for personnel selection research Human

Performance, 10(2), 99–109 https://doi.org/10.1207/s15327043hup1002_3

Brayfield, A H., & Rothe, H F (1951) An index of job satisfaction Journal of

Applied Psychology, 35(5), 307–311 https://doi.org/https://doi.org/10.1037/h0055617

Brief, A P., & Weiss, H M (2002) Organizational behavior: Affect in the workplace Annual Review of Psychology, 53, 279–307 https://doi.org/10.1146/annurev.psych.53.100901.135156

Brown, M E., & Treviủo, L K (2006) Ethical leadership: A review and future directions Leadership Quarterly, 17(6), 595–616 https://doi.org/10.1016/j.leaqua.2006.10.004

Bui, D H., & Le, A T T (2023) Improving employee engagement through organizational culture in the travel industry: Perspective from a developing country during Covid-19 pandemic Cogent Business and Management, 10(2) https://doi.org/10.1080/23311975.2023.2232589

Buyukgoze-Kavas, A., Duffy, R D., & Douglass, R P (2015) Exploring links between career adaptability, work volition, and well-being among Turkish students Journal of Vocational Behavior, 90, 122–131 https://doi.org/10.1016/j.jvb.2015.08.006

Campbell, J P., McCloy, R A., Oppler, S H., & Sager, C E (1993) A theory of performance In N Schmitt & W C Borman (Eds.), Personnel selection in organizations (pp 35–70) Jossey-Bass Publishers

Caprara, G V., Barbaranelli, C., Borgogni, L., & Steca, P (2003) Efficacy Beliefs as Determinants of Teachers’ Job Satisfaction Journal of Educational

Castaneda, G A., & Scanlan, J M (2014) Job Satisfaction in Nursing: A Concept Analysis Nursing Forum https://doi.org/https://doi.org/10.1111/nuf.12056

Chan, S H J., & Ao, C T D (2019) The Mediating Effects of Job Satisfaction and Organizational Commitment on Turnover Intention, in the Relationships

Between Pay Satisfaction and Work–Family Conflict of Casino Employees

Journal of Quality Assurance in Hospitality and Tourism, 20(2), 206–229 https://doi.org/10.1080/1528008X.2018.1512937

Chan, S H J., & Mai, X (2015) The relation of career adaptability to satisfaction and turnover intentions Journal of Vocational Behavior, 89, 130–139 https://doi.org/10.1016/j.jvb.2015.05.005

Chan, S H J., Mai, X., Kuok, O M K., & Kong, S H (2016) The influence of satisfaction and promotability on the relation between career adaptability and turnover intentions Journal of Vocational Behavior, 92, 167–175 https://doi.org/10.1016/j.jvb.2015.12.003

Chanana, N., & Sangeeta (2021) Employee engagement practices during COVID-

19 lockdown Journal of Public Affairs, 21(4) https://doi.org/10.1002/pa.2508

Chang, H T., Hsu, H M., Liou, J W., & Tsai, C T (2013) Psychological contracts and innovative behavior: A moderated path analysis of work engagement and job resources Journal of Applied Social Psychology, 43(10), 2120–2135 https://doi.org/10.1111/jasp.12165

Choi, S B., Tran, T B H., & Kang, S W (2017) Inclusive Leadership and

Employee Well-Being: The Mediating Role of Person-Job Fit Journal of

Happiness Studies, 18(6), 1877–1901 https://doi.org/10.1007/s10902-016-

Christian, M S., Garza, A S., & Slaughter, J E (2011) Work engagement: A quantitative review and test of its relations with task and contextual performance Personnel Psychology, 64(1), 89–136 https://doi.org/10.1111/j.1744-6570.2010.01203.x

Chughtai, A A (2021) A Closer Look at the Relationship between Life Satisfaction and Job Performance Applied Research in Quality of Life, 16(2), 805–825 https://doi.org/10.1007/s11482-019-09793-2

Clark, L A., & Watson, D (1995) Constructing Validity: Basic Issues in Objective Scale Development Psychological Assessment, 7(3), 309–319

Coetzee, M., & Stoltz, E (2015) Employees’ satisfaction with retention factors: Exploring the role of career adaptability Journal of Vocational Behavior, 89, 83–91 https://doi.org/10.1016/j.jvb.2015.04.012

Cohen, J (1988) Statistical power analysis for the behavioral sciences Hillsdale,

Côté, K., Lauzier, M., & Stinglhamber, F (2021) The relationship between presenteeism and job satisfaction: A mediated moderation model using work engagement and perceived organizational support European Management

Journal, 39(2), 270–278 https://doi.org/10.1016/j.emj.2020.09.001

Cropanzano, R., Anthony, E L., Daniels, S R., & Hall, A V (2017) Social exchange theory: A critical review with theoretical remedies In Academy of

Management Annals (Vol 11, Issue 1, pp 479–516) Routledge https://doi.org/10.5465/annals.2015.0099

Cropanzano, R., & Mitchell, M S (2005) Social exchange theory: An

Interdisciplinary review In Journal of Management (Vol 31, Issue 6, pp 874– 900) https://doi.org/10.1177/0149206305279602

De Simone, S., Cicotto, G., Pinna, R., & Giustiniano, L (2016) Engaging public servants: Public service motivation, work engagement and work-related stress

Management Decision, 54(7), 1569–1594 https://doi.org/10.1108/MD-02-

Demerouti, E., & Cropanzano, R (2010) From thought to action: Employee work engagement and job performance In A B Bakker & M P Leiter (Eds.), Work engagement: A handbook of essential theory and research (pp 147–163)

Demerouti, E., Nachreiner, F., Bakker, A B., & Schaufeli, W B (2001) The job demands-resources model of burnout Journal of Applied Psychology, 86(3), 499–512 https://doi.org/10.1037/0021-9010.86.3.499

Diener, E., Emmons, R A., Larsem, R J., & Griffin, S (1985) The Satisfaction With Life Scale Journal of Personality Assessment, 49(1), 71–75 https://doi.org/10.1207/s15327752jpa4901_13

Eagly, A H., & Chaiken, S (1993) The psychology of attitudes Harcourt Brace Jovanovich College Publishers

Erdogan, B., Bauer, T N., Truxillo, D M., & Mansfield, L R (2012) Whistle While You Work: A Review of the Life Satisfaction Literature In Journal of

Management (Vol 38, Issue 4, pp 1038–1083) https://doi.org/10.1177/0149206311429379

Ewing, M., Men, L R., & O’Neil, J (2019) Using Social Media to Engage

Employees: Insights from Internal Communication Managers International

Journal of Strategic Communication, 13(2), 110–132 https://doi.org/10.1080/1553118X.2019.1575830

Fleisher, C., Khapova, S N., & Jansen, P G W (2014) Effects of employees’ career ompetencies development on their organizations: Does satisfaction matter? Career Development International, 19(6), 700–717 https://doi.org/10.1108/CDI-12-2013-0150

Fornell, C., & Larcker, D F (1981) Evaluating Structural Equation Models with Unobservable Variables and Measurement Error Journal of Marketing

Research, 18(1), 39–50 https://doi.org/https://doi.org/10.1177/002224378101800104

Franken, E., Plimmer, G., & Malinen, S (2020) Paradoxical leadership in public sector organisations: Its role in fostering employee resilience Australian

Journal of Public Administration, 79(1), 93–110 https://doi.org/10.1111/1467-

Freberg, K (2019) Social Media and Emerging Media: Theoretical Foundations In

B R Brunner (Ed.), Public Relations Theory: Application and Understanding John Wiley & Sons

Fuller, C M., Simmering, M J., Atinc, G., Atinc, Y., & Babin, B J (2016)

Common methods variance detection in business research Journal of Business

Research, 69(8), 3192–3198 https://doi.org/10.1016/j.jbusres.2015.12.008

Ginevra, M C., Magnano, P., Lodi, E., Annovazzi, C., Camussi, E., Patrizi, P., & Nota, L (2018) The role of career adaptability and courage on life satisfaction in adolescence Journal of Adolescence, 62, 1–8 https://doi.org/10.1016/j.adolescence.2017.11.002

Gruman, J A., & Saks, A M (2014) Being psychologically present when speaking up: employee voice engagement In A Wilkinson, J Donaghey, T Dundon, &

R B Freeman (Eds.), Handbook of research on employee voice Edward Elger Publishing

Guan, Y., Deng, H., Sun, J., Wang, Y., Cai, Z., Ye, L., Fu, R., Wang, Y., Zhang, S., &

Li, Y (2013) Career adaptability, job search self-efficacy and outcomes: A three-wave investigation among Chinese university graduates Journal of

Vocational Behavior, 83(3), 561–570 https://doi.org/10.1016/j.jvb.2013.09.003

Guan, Y., Zhou, W., Ye, L., Jiang, P., & Zhou, Y (2015) Perceived organizational career management and career adaptability as predictors of success and turnover intention among Chinese employees Journal of Vocational Behavior,

Haenggli, M., & Hirschi, A (2020) Career adaptability and career success in the context of a broader career resources framework Journal of Vocational

Behavior, 119 https://doi.org/10.1016/j.jvb.2020.103414

Hair, J F., Hult, G T M., Ringle, C M., & Sarstedt, M (2017) A Primer on

Partial Least Squares Structural Equation Modeling (PLS-SEM) (2nd ed.)

Hair, J F., Risher, J J., Sarstedt, M., & Ringle, C M (2019) When to use and how to report the results of PLS-SEM European Business Review, 31(1), 2–24 https://doi.org/10.1108/EBR-11-2018-0203

Hair, J F., Sarstedt, M., Ringle, C M., & Gudergan, S S (2017) Advanced Issues in Partial Least Squares Structural Equation Modeling SAGE

Hair, J F., Sarstedt, M., Ringle, C M., & Mena, J A (2012) An assessment of the use of partial least squares structural equation modeling in marketing research

Journal of the Academy of Marketing Science, 40(3), 414–433 https://doi.org/10.1007/s11747-011-0261-6

Hair Jr., J F., Howard, M C., & Nitzl, C (2020) Assessing measurement model quality in PLS-SEM using confirmatory composite analysis Journal of

Business Research, 109, 101–110 https://doi.org/https://doi.org/10.1016/j.jbusres.2019.11.069

Hakanen, J J., Perhoniemi, R., & Toppinen-Tanner, S (2008) Positive gain spirals at work: From job resources to work engagement, personal initiative and work- unit innovativeness Journal of Vocational Behavior, 73(1), 78–91 https://doi.org/10.1016/j.jvb.2008.01.003

Halbesleben, J R B (2010) A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences In M P Leiter & A B Bakker (Eds.), Work Engagement: A Handbook of Essential Theory and

Halbesleben, J R B., & Wheeler, A R (2008) The relative roles of engagement and embeddedness in predicting job performance and intention to leave Work and Stress, 22(3), 242–256 https://doi.org/10.1080/02678370802383962

Hamzah, S R., Kai Le, K., & Musa, S N S (2021) The mediating role of career decision self-efficacy on the relationship of career emotional intelligence and self-esteem with career adaptability among university students International

Journal of Adolescence and Youth, 26(1), 83–93 https://doi.org/10.1080/02673843.2021.1886952

Hartung, P J., & Cadaret, M C (2017) Career adaptability: Changing self and situation for satisfaction and success In Psychology of Career Adaptability,

Employability and Resilience (pp 15–28) Springer International Publishing https://doi.org/10.1007/978-3-319-66954-0_2

Hartung, P J., & Taber, B J (2008) Career construction and subjective well-being

Journal of Career Assessment, 16(1), 75–85 https://doi.org/10.1177/1069072707305772

He, H., Zhu, W., & Zheng, X (2014) Procedural justice and employee engagement: Roles of organizational identification and Moral Identity Centrality Journal of

Business Ethics, 122(4), 681–695 https://doi.org/10.1007/s10551-013-1774-3

Henseler, J., Hubona, G., & Ray, P A (2016) Using PLS path modeling in new technology research: Updated guidelines Industrial Management and Data

Systems, 116(1), 2–20 https://doi.org/10.1108/IMDS-09-2015-0382

Hirschi, A., Herrmann, A., & Keller, A C (2015) Career adaptivity, adaptability, and adapting: A conceptual and empirical investigation Journal of Vocational

Behavior, 87, 1–10 https://doi.org/10.1016/j.jvb.2014.11.008

Işık, E., Yeğin, F., Koyuncu, S., Eser, A., ầửmlekciler, F., & Yıldırım, K (2018) Validation of the Career Adapt-Abilities Scale–Short Form across different age groups in the Turkish context International Journal for Educational and

Vocational Guidance, 18(3), 297–314 https://doi.org/10.1007/s10775-018-

Jiang, H., & Men, R L (2017) Creating an Engaged Workforce: The Impact of Authentic Leadership, Transparent Organizational Communication, and Work- Life Enrichment Communication Research, 44(2), 225–243 https://doi.org/10.1177/0093650215613137

Judge, T A., Thoresen, C J., Bono, J E., & Patton, G K (2001) The Job

Satisfaction-Job Performance Relationship: A Qualitative and Quantitative Review In Psychological Bulletin (Vol 127, Issue 3)

Juhdi, N., Pa’wan, F., & Hansaram, R M K (2013) HR practices and turnover intention: The mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia International

Journal of Human Resource Management, 24(15), 3002–3019 https://doi.org/10.1080/09585192.2013.763841

Kahn, W A (1990) Psychological Conditions of Personal Engagement and

Disengagement at Work In Source: The Academy of Management Journal (Vol 33, Issue 4)

Kennan, W R., & Hazleton, V (2006) Internal Public Relations, Social Capital, and the Role of Effective Organizational Communication In C H Botan & V Hazleton (Eds.), Public Relations Theory II (1st ed., pp 311–338) Routledge

Kim, Y J., Kim, W G., Choi, H M., & Phetvaroon, K (2019) The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance International Journal of Hospitality Management,

Lee, P C., Xu, S (Tracy), & Yang, W (2021) Is career adaptability a double-edged sword? The impact of work social support and career adaptability on turnover intentions during the COVID-19 pandemic International Journal of

Hospitality Management, 94 https://doi.org/10.1016/j.ijhm.2021.102875

Leiter, M P., & Bakker, A B (2010) Work engagement: Introduction In A B Bakker & M P Leiter (Eds.), Work Engagement: A Handbook of Essential

Theory and Research (pp 1–9) Psychology Press

Leonardi, P M., Huysman, M., & Steinfield, C (2013) Enterprise social media: Definition, history, and prospects for the study of social technologies in organizations Journal of Computer-Mediated Communication, 19(1), 1–19 https://doi.org/10.1111/jcc4.12029

Locke, E A (1976) The nature and causes of job satisfaction In M D Dunnette (Ed.), Handbook of industrial and organizational psychology (pp 1297–1349) Rand McNally

Ludviga, I., & Kalvina, A (2024) Organizational Agility During Crisis: Do

Employees’ Perceptions of Public Sector Organizations’ Strategic Agility

Foster Employees’ Work Engagement and Well-being? Employee

Responsibilities and Rights Journal, 36(2), 209–229 https://doi.org/10.1007/s10672-023-09442-9

Mache, S., Vitzthum, K., Klapp, B F., & Danzer, G (2014) Surgeons’ work engagement: Influencing factors and relations to job and life satisfaction

Surgeon, 12(4), 181–190 https://doi.org/10.1016/j.surge.2013.11.015

Maggiori, C., Johnston, C S., Krings, F., Massoudi, K., & Rossier, J Ô (2013) The role of career adaptability and work conditions on general and professional well-being Journal of Vocational Behavior, 83(3), 437–449 https://doi.org/10.1016/j.jvb.2013.07.001

Maggiori, C., Rossier, J., & Savickas, M L (2017) Career Adapt-Abilities Scale– Short Form (CAAS-SF): Construction and Validation Journal of Career

Marchington, M (2015) Analysing the forces shaping employee involvement and participation (EIP) at organisation level in liberal market economies (LMEs)

Human Resource Management Journal, 25(1), 1–18 https://doi.org/10.1111/1748-8583.12065

McCorkindale, T., & DiStaso, M (2014) The state of social media research: Where are we now, where we were, and what it means for public relations Research

Journal of the Institute for Public Relations, 1(1), 1–17

Men, L R., O’Neil, J., & Ewing, M (2020) Examining the effects of internal social media usage on employee engagement Public Relations Review, 46(2) https://doi.org/10.1016/j.pubrev.2020.101880

Men, L R., & Tsai, W H S (2013) Beyond liking or following: Understanding public engagement on social networking sites in China Public Relations

Review, 39(1), 13–22 https://doi.org/10.1016/j.pubrev.2012.09.013

Miller, V D., Allen, M., Casey, M K., & Johnson, J R (2000) Reconsidering the organizational identification questionnaire Management Communication

Moore, T., & Morton, J (2017) The myth of job readiness? Written communication, employability, and the ‘skills gap’ in higher education Studies in Higher Education, 42(3), 591–609 https://doi.org/10.1080/03075079.2015.1067602

Mostafa, A M S., & Abed El-Motalib, E A (2020) Ethical Leadership, Work Meaningfulness, and Work Engagement in the Public Sector Review of Public

Personnel Administration, 40(1), 112–131 https://doi.org/10.1177/0734371X18790628

Muntinga, D G., Moorman, M., & Smit, E G (2011) Introducing COBRAs

International Journal of Advertising, 30(1), 13–46 https://doi.org/10.2501/ija-

Ohme, M., & Zacher, H (2015) Job performance ratings: The relative importance of mental ability, conscientiousness, and career adaptability Journal of

Vocational Behavior, 87, 161–170 https://doi.org/10.1016/j.jvb.2015.01.003

Park, N., Park, M., & Peterson, C (2010) When is the search for meaning related to life satisfaction? Applied Psychology: Health and Well-Being, 2(1), 1–13 https://doi.org/10.1111/j.1758-0854.2009.01024.x

Parry, E., & Solidoro, A (2013) Social Media as a Mechanism for Engagement? In

Social Media in Human Resources Management (Vol 12, pp 121–141)

Pohl, S., Bertrand, F., & Ergen, C (2016) Psychological contracts and their implications for job outcomes: A social exchange view Military Psychology,

Pompurová, K., Sebova, Ľ., & Scholz, P (2022) Reimagining the tour operator industry in the post-pandemic period: Is the platform economy a cure or a poison? Cogent Business and Management, 9(1) https://doi.org/10.1080/23311975.2022.2034400

Price, K H., Hall, T W., Van den Bos, K., Hunton, J E., Lovett, S., & Tippett, M J (2001) Features of the Value Function for Voice and Their Consistency across Participants from Four Countries: Great Britain, Mexico, The Netherlands, and the United States Organizational Behavior and Human Decision Processes,

Purcell, J., & Hall, M (2012) Voice and participation in the modern workplace: Challenges and prospects In Acas future of workplace relations discussion paper series London: Acas

Ramos, K., & Lopez, F G (2018) Attachment security and career adaptability as predictors of subjective well-being among career transitioners Journal of

Vocational Behavior, 104, 72–85 https://doi.org/10.1016/j.jvb.2017.10.004

Rasheed, M I., Okumus, F., Weng, Q., Hameed, Z., & Nawaz, M S (2020) Career adaptability and employee turnover intentions: The role of perceived career opportunities and orientation to happiness in the hospitality industry Journal of

Hospitality and Tourism Management, 44, 98–107 https://doi.org/10.1016/j.jhtm.2020.05.006

Rawlins, B L (2008) Measuring the relationship between organizational transparency and employee trust Public Relations Journal, 2(2), 1–21 https://www.researchgate.net/publication/239919667

Rees, C., Alfes, K., & Gatenby, M (2013) Employee voice and engagement: Connections and consequences International Journal of Human Resource

Rich, B L., Lepine, J A., & Crawford, E R (2010) Job engagement: Antecedents and effects on job performance Academy of Management Journal, 53(3), 617–

Rivera, M., Shapoval, V., & Medeiros, M (2021) The relationship between career adaptability, hope, resilience, and life satisfaction for hospitality students in times of Covid-19 Journal of Hospitality, Leisure, Sport and Tourism

Education, 29 https://doi.org/10.1016/j.jhlste.2021.100344

Robinson, D., Perryman, S., & Hayday, S (2004) The Drivers of Employee

Engagement Institute for Employment Studies, UK

Rousseau, D M (1989) Psychological and implied contracts in organizations

Employee Responsibilities and Rights Journal, 2(2), 121–139 https://doi.org/10.1007/BF01384942

Rousseau, D M (2000) Psychological Contract Inventory Technical Report Carnegie Mellon University

Rousseau, D M., & Tijoriwala, S A (1998) Assessing psychological contracts: Issues, alternatives and measures Journal of Organizational Behavior,

19(SUPPL.), 679–695 https://doi.org/10.1002/(sici)1099-

Rousseau, J.-J (2008) The Social Contract and The First and Second Discourses Yale University Press

Ruck, K., & Welch, M (2012) Valuing internal communication; management and employee perspectives Public Relations Review, 38(2), 294–302 https://doi.org/10.1016/j.pubrev.2011.12.016

Ruck, K., Welch, M., & Menara, B (2017) Employee voice: An antecedent to organisational engagement? Public Relations Review, 43(5), 904–914 https://doi.org/10.1016/j.pubrev.2017.04.008

Rudolph, C W., Zacher, H., & Hirschi, A (2019) Empirical developments in career construction theory In Journal of Vocational Behavior (Vol 111, pp 1–6) Academic Press Inc https://doi.org/10.1016/j.jvb.2018.12.003

Saks, A M (2006) Antecedents and consequences of employee engagement

Journal of Managerial Psychology, 21(7), 600–619 https://doi.org/10.1108/02683940610690169

Saks, A M (2019) Antecedents and consequences of employee engagement revisited Journal of Organizational Effectiveness, 6(1), 19–38 https://doi.org/10.1108/JOEPP-06-2018-0034

Salanova, M., Agut, S., & Peiró, J M (2005) Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate In Journal of Applied Psychology (Vol 90, Issue

Salanova, M., Schaufeli, W., Martínez, I., & Bresó, E (2009) How obstacles and facilitators predict academic performance: The mediating role of study burnout and engagement Anxiety, Stress and Coping, 23(1), 53–70 https://doi.org/10.1080/10615800802609965

Sarstedt, M., Hair, J F., Cheah, J H., Becker, J M., & Ringle, C M (2019) How to specify, estimate, and validate higher-order constructs in PLS-SEM

Australasian Marketing Journal, 27(3), 197–211 https://doi.org/10.1016/j.ausmj.2019.05.003

Savickas, M L (1997) Career adaptability: An integrative construct for life-span, life-space theory Career Development Quarterly, 45(3), 247–259 https://doi.org/10.1002/j.2161-0045.1997.tb00469.x

Savickas, M L (2005) The theory and practice of career construction In R W L Steven & D Brown (Eds.), Career Development and Counseling: Putting

Theory and Research to Work (pp 42–70) John Wiley

Savickas, M L (2013) Career construction theory and practice In R W Lent & S

D Brown (Eds.), Career Development and Counseling: Putting Theory and

Research to Work John Wiley & Sons

Savickas, M L., Nota, L., Rossier, J., Dauwalder, J P., Duarte, M E., Guichard, J., Soresi, S., Van Esbroeck, R., & van Vianen, A E M (2009) Life designing: A paradigm for career construction in the 21st century Journal of Vocational

Behavior, 75(3), 239–250 https://doi.org/10.1016/j.jvb.2009.04.004

Savickas, M L., & Porfeli, E J (2012) Career Adapt-Abilities Scale: Construction, reliability, and measurement equivalence across 13 countries Journal of

Vocational Behavior, 80(3), 661–673 https://doi.org/10.1016/j.jvb.2012.01.011

Schaufeli, W B., & Bakker, A B (2010) Defining and measuring work engagement: Bringing clarity to the concept In A B Bakker & M P Leiter (Eds.), Work Engagement: A Handbook of Essential Theory and Research (pp 10–24) Psychology Press

Schaufeli, W B., Salanova, M., González-Romá, V., & Bakker, A B (2002) The measurement of engagement and burnout: a two sample confirmatory factor analytic approach Journal of Happiness Studies, 3(1), 71–92 https://doi.org/10.1023/A:1 015630930326

Serrano Archimi, C., Reynaud, E., Yasin, H M., & Bhatti, Z A (2018) How

Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust Journal of Business Ethics, 151(4), 907–921 https://doi.org/10.1007/s10551-018-3882-6

Smidts, A., Pruyn, A Th H., & Van Riel, C B M (2001) The Impact of Employee Communication and Perceived External Prestige On Organizational

Identification Academy of Management Journal, 44(5), 1051–1062 https://doi.org/10.5465/3069448

Soares, M E., & Mosquera, P (2019) Fostering work engagement: The role of the psychological contract Journal of Business Research, 101, 469–476 https://doi.org/10.1016/j.jbusres.2019.01.003

Steel, B S., & Warner, R L (1990) Job Satisfaction Among Early Labor Force Participants: Unexpected Outcomes in Public and Private Sector Comparisons

Review of Public Personnel Administration, 10(3), 4–22

Steger, M F., Frazier, P., Kaler, M., & Oishi, S (2006) The meaning in life questionnaire: Assessing the presence of and search for meaning in life

Journal of Counseling Psychology, 53(1), 80–93 https://doi.org/10.1037/0022-

Super, D E., & Knasel, E G (1981) Career development in adulthood: some theoretical problems and a possible solution British Journal of Guidance and

Tabri, N., & Elliott, C M (2012) Principles and Practice of Structural Equation Modeling Canadian Graduate Journal of Sociology and Criminology, 1(1), 59–60

Talukder, A K M., Vickers, M., & Khan, A (2018) Supervisor support and work- life balance: Impacts on job performance in the Australian financial sector

Personnel Review, 47(3), 727–744 https://doi.org/10.1108/PR-12-2016-0314

Taylor, E A., Siegele, J L., Smith, A B., & Hardin, R (2018) Applying career construction theory to female National Collegiate Athletic Association Division

I conference commissioners Journal of Sport Management, 32(4), 321–333 https://doi.org/10.1123/jsm.2017-0179

Tourish, D., & Robson, P (2006) Sensemaking and the Distortion of Critical

Upward Communication in Organizations Journal of Management Studies,

43(4), 711–730 https://doi.org/https://doi.org/10.1111/j.1467-

Truxillo, D M., Cadiz, D M., Rineer, J R., Zaniboni, S., & Fraccaroli, F (2012) A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance Organizational Psychology

Review, 2(4), 340–360 https://doi.org/10.1177/2041386612454043 van Vianen, A E M., Klehe, U C., Koen, J., & Dries, N (2012) Career adapt- abilities scale - Netherlands form: Psychometric properties and relationships to ability, personality, and regulatory focus Journal of Vocational Behavior,

80(3), 716–724 https://doi.org/10.1016/j.jvb.2012.01.002 van Wanrooy, B., Bewley, H., Bryson, A., Forth, J., Freeth, S., Stokes, L., & Wood,

S (2011) The 2011 Workplace Employment Relations Study https://www.researchgate.net/publication/235348662

Vigan, F A., & Giauque, D (2018) Job satisfaction in African public administrations: a systematic review International Review of Administrative

Wang, Y., & Kobsa, A (2009) Privacy in Online Social Networking at Workplace

2009 International Conference on Computational Science and Engineering,

Weber, M S., & Shi, W (2016) Enterprise Social Media In The International

Encyclopedia of Organizational Communication (pp 1–9) Wiley https://doi.org/10.1002/9781118955567.wbieoc072

Welch, M (2011) The evolution of the employee engagement concept:

Communication implications Corporate Communications, 16(4), 328–346 https://doi.org/10.1108/13563281111186968

Wetzels, M., Odekerken-Schrửder, G., & Van Oppen, C (2009) Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration MIS Quarterly: Management Information Systems, 33(1), 177–196 https://doi.org/10.2307/20650284

Wilcock, A A (2001) Occupational Science: The Key to Broadening Horizons

British Journal of Occupational Therapy, 64(8), 412–417 https://doi.org/https://doi.org/10.1177/030802260106400808

Wilkinson, A., Dundon, T., Marchington, M., & Ackers, P (2004) Changing

Patterns of Employee Voice: Case Studies from the UK and Republic of

Ireland Journal of Industrial Relations, 46(3), 298–322

Williams, L J., & Anderson, S E (1991) Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role

Behaviors Journal of Management, 17(3), 601–617 https://doi.org/https://doi.org/10.1177/014920639101700305

Wright, B E (2001) Public sector work motivation: review of current literature and a revised conceptual model Journal of Public Administration and Theory,

Wright, B E., & Davis, B S (2003) Job Satisfaction in the Public Sector: The Role of the Work Environment American Review of Public Administration, 33(1), 70–90 https://doi.org/10.1177/0275074002250254

Wright, T A., & Bonett, D G (1997) The Role of Pleasantness and Activation- Based Weil-Being in Performance Prediction In Journal of Occupational

Xanthopoulou, D., Baker, A B., Heuven, E., Demerouti, E., & Schaufeli, W B (2008) Working in the Sky: A Diary Study on Work Engagement Among Flight Attendants Journal of Occupational Health Psychology, 13(4), 345–356 https://doi.org/10.1037/1076-8998.13.4.345

Xanthopoulou, D., Bakker, A B., Demerouti, E., & Schaufeli, W B (2009) Work engagement and financial returns: A diary study on the role of job and personal resources Journal of Occupational and Organizational Psychology, 82(1), 183–200 https://doi.org/10.1348/096317908X285633

Xie, B., Xia, M., Xin, X., & Zhou, W (2016) Linking calling to work engagement and subjective career success: The perspective of career construction theory

Journal of Vocational Behavior, 94, 70–78 https://doi.org/10.1016/j.jvb.2016.02.011

Yeh, C W (2012) Relationships among service climate, psychological contract, work engagement and service performance Journal of Air Transport

Management, 25, 67–70 https://doi.org/10.1016/j.jairtraman.2012.08.011

Yen, H.-C., Cheng, J.-W., Hsu, C.-T., & Yen, K.-C (2019) How career adaptability can enhance career satisfaction: Exploring the mediating role of person–job fit

Journal of Management & Organization, 29(5), 912–929 https://doi.org/10.1017/jmo.2019.75

Yongxing, G., Hongfei, D., Baoguo, X., & Lei, M (2017) Work engagement and job performance: The moderating role of perceived organizational support

Anales de Psicologia, 33(3), 708–713 https://doi.org/10.6018/analesps.33.3.238571

Yu, H., Dai, Y., Guan, X., & Wang, W (2020) Career Adapt-Abilities Scale–Short Form (CAAS-SF): Validation Across Three Different Samples in the Chinese Context Journal of Career Assessment, 28(2), 219–240 https://doi.org/10.1177/1069072719850575

Zacher, H., & Griffin, B (2015) Older workers’ age as a moderator of the relationship between career adaptability and job satisfaction Work, Aging and

Retirement, 1(2), 227–236 https://doi.org/10.1093/workar/wau009

Zacher, H., Rudolph, C W., Todorovic, T., & Ammann, D (2019) Academic career development: A review and research agenda In Journal of Vocational Behavior (Vol 110, pp 357–373) Academic Press Inc https://doi.org/10.1016/j.jvb.2018.08.006

Zhao, X., Lynch, J G., & Chen, Q (2010) Reconsidering Baron and Kenny: Myths and truths about mediation analysis Journal of Consumer Research, 37(2), 197–206 https://doi.org/10.1086/651257

The process of adjusting scales

In study 1, the research encompassed 19 government organizations at the district level in HCMC, selected through a two-stage cluster sampling procedure Initially, a sample of district people committees was established; 19 out of 66 state organizations in HCMC were randomly chosen based on the number of state employees In the subsequent stage, with the assistance of each organization's human resources management department, we requested the distribution of 20 randomly selected employees from each of the 19 organizations

For study 2, the primary survey was conducted in Vietnamese, translated from the English version, and refined with the input of 12 experts from the Vietnamese aviation industry

In Study 3, the researchers utilized the back-translation technique to ensure the faithful translation of the original English questionnaire into Vietnamese A pilot study involving 40 participants was carried out to evaluate the appropriateness and comprehensibility of the item wording and scale development within the targeted sampling frame Following consultations with government officials possessing substantial experience in the public sector, the researchers proposed the exclusion of reversed measurement items and the incorporation of appropriate adjustments to suit the Vietnamese context It is noteworthy that a majority of the measured items underwent modification from their original forms subsequent to the back-translation process and pilot testing

Table 0.1 Measured items of Study 1

I complete the assigned tasks accordingly

I participate in events that can have a positive impact on my assessment of success

I may make positive recommendations for my working group's overall functioning

I inspire others to strive to do their work in different and more productive ways

I keep looking for new ways to boost the quality of my job

For me, my work is like a hobby

Brayfield & Rothe (1951) Typically, my work is exciting enough to keep me from being bored

I feel like I’m happier than the other people at work

Most days, I am enthusiastic about my work

In my job, I find real happiness

I really “throw” myself into my job

This work absords everything; I’m completely into it

I’m incredibly active in this work

It’s very captivating to be a part of this organization

(2008) Make this organization personal sacrifices

Take the complaints of this organization personally

Protect the image of this organization

Commit myself to this organization in person

Concern for my personal welfare

Finding the opinions of employees or employee members The 2011

Workplace Employment Relations Study Responding to feedback from employees or members of staff

Enabling employees or members of staff to influence final decisions

Opportunities to uplift my opinions

Truxillo et al (2012) For me, ways to pass on criticisms

For me, ways to express thoughts to senior leadership

Table 0.2 Measured items of Study 2

Rating, joining, engaging, and commenting on products and/or brand-related on social network sites such as blogs, fan pages, YouTube and so forth

I play branded online video games, download branded widgets and send branded virtual gifts/cards

I upload brand-related videos, audio, pictures or images

I write product reviews and brand-related articles

Provides information that is accurate, easy to understand, complete, relevant, reliable, and so forth

Is open to criticism by people like me

Takes the time with people like me to understand who we are and what we need

The organization wants to understand how its decisions affect people like me

The organization provides information that is useful to people like me for making informed decisions

The organization wants to be accountable to people like me for its actions

The organization wants people like me to know what it is doing and why it is doing it

I talk up my organization to my friends as a great company to work for

I have warm feelings toward my organization as a place to work

I feel that my organization cares about me

I find that my values and the values of my organization are very similar

I find it easy to identify myself with my organization

I really care about the fate of my organization

I work with intensity on my job

Saks (2006) and He et al (2014)

I exert my full effort to my job

I devote a lot of energy to my job

I try my hardest to perform well on my job

I am enthusiastic about my job

I feel energetic at my job

I am proud of my job

I am excited about my job

At work, my mind is focused on my job

At work, I am absorbed by my job

Being a member of this organization is very captivating

One of the most exciting things for me is getting involved with things happening in this organization

I am really not into the “goings-on” in this organization

Being a member of this organization make me come “alive.”

Being a member of this organization is exhilarating for me

I am highly engaged in this organization

In most ways, my life is close to my ideal

The conditions of my life are excellent

I am satisfied with my life

So far I have gotten the important things I want in life

If I could live my life over, I would change almost nothing

I meet the formal performance requirements of the job

I don’t neglect aspects of the job that I am obligated to perform

I fulfill the responsibilities specified in the job description

I engage in activities that can positively affect my performance evaluation

Table 0.3 Measured items of Study 3

Life meaning LM1 I understand the meaning of life

Modified from Steger et al

(2006) LM2 My life has a clear purpose

LM3 I know well what makes my life meaningful LM4 I have found a satisfactory life purpose

Life satisfaction LS1 My current living conditions are very good

LS2 I am satisfied with my life Diener et al (1985) LS3 I am achieving the important things I want in life LS4 If I could do it all over again,

I wouldn’t change anything Career adaptability

Concern CA1 I set out my thoughts about my future

Savickas & Porfeli (2012) CA2 I make a plan to achieve my goals CA3 I am aware that today’s academic and professional choices will shape the future Control CA4 I keep my enthusiasm and my faith CA5 I make and take responsibility for all my decisions Curiosity CA6 I look for opportunities to develop myself CA7 I consider different options before making the decision CA8 I research carefully to answer my own questions Confidence CA9 I solve problems (find ways to overcome difficulties and try to make the best of them) CA10 I do my best

Job satisfaction JS1 My current job likes my hobby

JS2 My current job is interesting, so I don’t get bored

& Rothe (1951) JS3 I’m happier at work than most people JS4 I like my job more than other ordinary employees JS5 I find joy in working

Job performance JP1 I fully completed the assigned tasks

Williams & Anderson (1991) JP2 I fulfill the responsibilities specified in the job description

JP3 I perform ad-hoc tasks as required by the leader JP4 I meet the formal performance requirements of the job

JP5 I participate in collective work activities JP6 I work hard

Table 0.4 Các câu hỏi đo lường của Nghiên cứu 1

Tôi hoàn thành tốt nhiệm vụ được giao Williams &

Anderson (1991) Tôi tham gia vào các sự kiện có thể có tác động tích cực đến đánh giá sự thành công của tôi

Tôi có thể đưa ra những khuyến nghị tích cực cho hoạt động chung của nhóm làm việc của tôi

Tôi truyền cảm hứng cho những người khác cố gắng thực hiện công việc của họ theo những cách khác hiệu quả hơn

Tôi tiếp tục tìm kiếm những cách mới để nâng cao chất lượng công việc của mình

Mức độ hài lòng với công việc Đối với tôi, công việc của tôi giống như một sở thích

(Saks, 2006) Thông thường, công việc của tôi đủ thú vị để khiến tôi không cảm thấy nhàm chán

Tôi cảm thấy mình hạnh phúc hơn những người khác ở nơi làm việc

Hầu hết các ngày, tôi đều nhiệt tình với công việc của mình

Trong công việc của mình, tôi tìm thấy niềm hạnh phúc thực sự

Sự gắn kết cảm xúc với tổ chức

Sự gắn kết với công việc

Saks (2006) Tôi thực sự “ném” mình vào công việc

Công việc này hấp thụ mọi thứ; Tôi hoàn toàn thích nó

Tôi cực kỳ tích cực trong công việc này

Sự gắn kết với tổ chức

Thật thú vị khi trở thành một phần của tổ chức này

Giao kèo tâm lý mức quan hệ

Hy sinh bản thân cho tổ chức này

Rousseau (2008) Nhận các khiếu nại của tổ chức này một cách cá nhân

Bảo vệ hình ảnh của tổ chức này

Cam kết cá nhân với tổ chức này

Quan tâm đến phúc lợi cá nhân của tôi

Sự ổn định Đảm bảo việc làm

Sự tiếp thu của quản lý cấp cao

Thăm dò ý kiến của nhân viên hoặc đội ngũ nhân viên The 2011

Workplace Employment Relations Study Trả lời phản hồi từ nhân viên hoặc đội ngũ nhân viên

Cho phép nhân viên hoặc đội ngũ nhân viên ảnh hưởng đến các quyết định cuối cùng

Giao tiếp nội bộ hướng lên

Là cơ hội để nâng cao ý kiến của tôi

Truxillo et al (2012) Đối với tôi, đó là những cách để truyền đạt những lời chỉ trích Đối với tôi, đó là cách bày tỏ suy nghĩ với lãnh đạo cấp cao

Table 0.5 Các câu hỏi đo lường của Nghiên cứu 2

Mạng xã hội nội bộ

Tôi xếp hạng, tham gia, tương tác và nhận xét về sản phẩm và/hoặc thương hiệu trên các trang mạng xã hội như blog, YouTube, v.v

Tôi chơi trò chơi điện tử trực tuyến, tải xuống các vật dụng và gửi quà/thẻ ảo của thương hiệu

Tôi tải lên video, âm thanh hoặc hình ảnh liên quan đến thương hiệu

Tôi viết đánh giá sản phẩm và các bài viết liên quan đến thương hiệu

Tôi thích chia sẻ thông tin và thông báo cho mọi người về thương hiệu, sản phẩm, sự kiện và hoạt động bán hàng

Nhận thức về tính minh bạch của tổ chức

Tổ chức cung cấp thông tin chính xác, dễ hiểu, đầy đủ, phù hợp, đáng tin cậy, v.v

Tổ chức sẵn sàng đón nhận những lời chỉ trích từ những người như tôi

Tổ chức dành thời gian với những người như tôi để hiểu chúng tôi là ai và chúng tôi cần gì

Tổ chức muốn hiểu các quyết định của họ ảnh hưởng như thế nào đến những người như tôi

Tổ chức cung cấp thông tin hữu ích cho những người như tôi để đưa ra những thông tin hữu ích các quyết định

Tổ chức muốn chịu trách nhiệm trước những người như tôi về hành động của họ

Tổ chức muốn những người như tôi biết họ đang làm gì và tại sao lại làm như vậy Định danh tổ chức

Tôi giới thiệu tổ chức của mình với bạn bè là một công ty tuyệt vời để làm việc

Tôi có tình cảm nồng nhiệt đối với tổ chức của mình trên phương diện là một nơi để làm việc

Tôi cảm thấy rằng tổ chức của tôi quan tâm đến tôi

Tôi thấy rằng những giá trị của tôi và của tổ chức rất giống nhau

Tôi thấy thật dễ dàng để đồng nhất bản thân với tổ chức của mình

Tôi thực sự quan tâm đến số phận của tổ chức của tôi

Sự gắn kết nhân viên

Tôi làm việc với cường độ cao trong công việc của mình

Saks (2006) and He et al (2014) Tôi nỗ lực hết mình cho công việc của mình

Tôi dành rất nhiều năng lượng cho công việc của mình

Tôi cố gắng hết sức để thực hiện tốt công việc của mình

Tôi nhiệt tình với công việc của mình

Tôi cảm thấy tràn đầy năng lượng trong công việc của mình

Tôi tự hào về công việc của mình

Tôi rất hào hứng với công việc của mình

Khi làm việc, tâm trí tôi tập trung vào công việc

Tại nơi làm việc, tôi bị cuốn hút bởi công việc của mình

Trở thành thành viên của tổ chức này là rất tuyệt vời

Một trong những điều thú vị nhất đối với tôi là được tham gia vào những hoạt động diễn ra trong tổ chức này

Tôi thực sự không quan tâm đến những “việc đang diễn ra” trong tổ chức này

Trở thành thành viên của tổ chức này khiến tôi trở nên “sống động”

Trở thành thành viên của tổ chức này là niềm vui đối với tôi

Tôi rất gắn kết với tổ chức này

Sự hài lòng trong cuộc sống Ở hầu hết các khía cạnh, cuộc sống của tôi gần với lý tưởng của tôi

Talukder et al (2018) Điều kiện sống của tôi rất tuyệt vời

Tôi hài lòng với cuộc sống của mình

Cho đến nay, tôi đã có được những điều quan trọng mà tôi mong muốn trong cuộc sống

Nếu tôi có thể sống lại cuộc đời mình, tôi sẽ gần như không thay đổi gì cả

Tôi hoàn thành tốt nhiệm vụ được giao

Talukder et al (2018) Tôi đáp ứng các yêu cầu hiệu suất chính thức của công việc

Tôi không bỏ qua các khía cạnh của công việc mà tôi có nghĩa vụ phải thực hiện

Tôi hoàn thành các trách nhiệm được nêu trong bản mô tả công việc

Tôi tham gia vào các hoạt động có thể ảnh hưởng tích cực đến việc đánh giá hiệu suất của tôi

Table 0.6 Các câu hỏi đo lường của Nghiên cứu 3

Variables Coding Items Sources Ý nghĩa cuộc sống LM1 Tôi hiểu ý nghĩa cuộc sống Được sửa đổi từ Steger et al (2006) LM2 Cuộc sống của tôi có mục đích rõ ràng

LM3 Tôi biết rõ điều gì khiến cuộc sống của tôi có ý nghĩa

LM4 Tôi đã tìm được mục đích sống thỏa đáng

Sự hài lòng về cuộc sống LS1 Điều kiện sống hiện tại của tôi rất tốt Được sửa đổi từ Diener et al (1985) LS2 Tôi hài lòng với cuộc sống của mình LS3 Tôi đang đạt được những điều quan trọng tôi muốn trong cuộc sống

LS4 Nếu có thể làm lại từ đầu, tôi sẽ không thay đổi bất cứ điều gì Khả năng thích ứng nghề nghiệp

Sự bận tâm CA1 Tôi đặt ra những hình dung của mình về tương lai Được sửa đổi từ Savickas & CA2 Tôi lập kế hoạch để đạt được mục tiêu của mình

CA3 Tôi biết rằng những lựa chọn học thuật và nghề nghiệp ngày nay sẽ định hình tương lai

CA4 Tôi giữ nhiệt huyết và niềm tin của mình CA5 Tôi đưa ra và chịu trách nhiệm về mọi quyết định của mình

Sự tò mò CA6 Tôi tìm kiếm cơ hội phát triển bản thân CA7 Tôi cân nhắc các lựa chọn khác nhau trước khi đưa ra quyết định

CA8 Tôi nghiên cứu kỹ để trả lời câu hỏi của riêng mình

Sự tự tin CA9 Tôi giải quyết vấn đề (tìm cách vượt qua khó khăn và cố gắng làm tốt nhất)

CA10 Tôi làm hết sức mình CA11 Tôi học những kỹ năng mới

Mức độ hài lòng với công việc

JS1 Công việc hiện tại của tôi phù hợp với sở thích của tôi Được sửa đổi từ Brayfield

& Roth (1951) JS2 Công việc hiện tại của tôi thú vị nên tôi không thấy chán JS3 Tôi cảm thấy hạnh phúc ở nơi làm việc hơn hầu hết mọi người