The influence of organizational culture on employee commitment in german companies in ho chi minh city

THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT IN GERMAN COMPANIES IN HO CHI MINH CITY In Partial Fulfillment of the Requirements of the Degree of MASTER OF BUSINESS ADMINISTRATION In International Business By Ms Pham Ngoc Diem ID: MBA04005 International University - Vietnam National University HCMC September 2013 THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT IN GERMAN COMPANIES IN HO CHI MINH CITY In Partial Fulfillment of the Requirements of the Degree of MASTER OF BUSINESS ADMINISTRATION In International Business by Ms Pham Ngoc Diem ID: MBA04005 International University - Vietnam National University HCMC September 2013 Under the guidance and approval of the committee, and approved by all its members, this thesis has been accepted in partial fulfillment of the requirements for the degree Approved: -Chairperson Committee member -Committee member Committee member -Committee member Committee member September 2013 Acknowledge This study would not have been completed without the valuable guidance and the support of my supervisor, my family and friends It is my big pleasure to sincerely thank all those who made this thesis possible First of all, I would like to express my sincere gratitude and appreciation to my supervisor Dr Phan Trieu Anh for his patient guidance, advices and recommendations for this research Thank you for your kind support and encouragement every time when I have problems ort troubles You are really a nice and kind advisor that I am honored to be advised by you Secondly, I would like to express my great appreciation to all the teachers of the Master‘s program in the International University, who imparted their knowledge and experience to me during the past two years To all my family, my friends, and colleagues who supported me in my research, I would like to give you all my big thanks and appreciation for your time and advices for me Thank you Last but not least, I would like to thank the Examination Committee members very much for your time and valuable comments for my thesis‘ improvement -i- Plagiarism Statements I would like to declare that, apart from the acknowledged references, this thesis either does not use language, ideas, or other original material from anyone; or has not been previously submitted to any other educational and research programs or institutions I fully understand that any writings in this thesis contradicted to the above statement will automatically lead to the rejection from the MBA program at the International University – Vietnam National University Ho Chi Minh City - ii - Copyright Statement This copy of the thesis has been supplied on condition that anyone who consults it is understood to recognize that its copyright rests with its author and that no quotation from the thesis and no information derived from it may be published without the author‘s prior consent © Pham Ngoc Diem/MBA04005/2011-2013 - iii - Table of Contents List of Figure vii List of Table viii Abstract ix INTRODUCTION 1.1 Background of Research 1.2 Problem Statement 1.3 Main research question 1.4 Objective 1.5 Implications of the study 1.6 Organization of research CHAPTER II LITERATURE REVIEW 2.1 Organizational Culture and Employee Commitment 2.1.1 Organizational Culture 2.1.2 Employee’s commitment 10 2.1.3 Organization culture and employee’s commitment 13 2.2 German organizational culture 15 2.3 Results of Empirical Research 16 2.4 Conceptual Framework and Research Hypotheses 17 2.4.1 Teamwork 18 2.4.2 Innovation Orientation 19 2.4.3 Supportiveness 20 2.4.4 Management Style 20 2.4.5 Customer orientation 21 2.4.6 Reward and recognition 22 CHAPTER III 24 METHODOLOGY 24 3.1 Research approach 24 3.2 Sampling Method 25 3.3 Data collection method 26 3.3.1 Secondary Data 26 3.3.2 Primary Data 26 - iv - 3.4 Sample and Survey Procedures 27 3.5 Questionnaire constructs 28 3.6 Variable Measurements 29 3.6.1 Independent Variables: Corporate Culture Dimensions 29 3.6.2 Dependent Variable: Employees’ Organizational Commitment 30 3.7 Data Analysis Techniques 34 3.7.1 Descriptive Analysis 34 3.7.2 Reliability Analysis 34 3.7.3 Exploratory Factor Analysis (EFA) 34 3.7.4 Correlation 34 3.7.5 Multiple regressions 35 3.8 Limitation of the study 35 CHAPTER IV 36 DATA ANALYSIS AND RESULTS 36 4.1 Sample Description 36 4.2 Reliability Test 38 4.2.1 Organizational culture measurement 39 4.2.2 Employee’s commitment measurement 43 4.3 Validity Test: Exploratory Factor Analysis 45 4.3.1 Factor Analysis for independent variables 45 4.3.2 Factor Analysis for dependent variables 48 4.4 Revised conceptual framework 49 4.5 Testing the correlation between Independent Variables and Dependent Variable 51 4.6 Identifying factors influencing employee’s commitment 54 4.7 Further findings 58 4.7.1 Difference in Employee’s commitment between age groups 58 4.7.2 Difference in Employee’s commitment between male and female 58 4.7.3 Difference in Employee’s commitment between highest qualification 60 4.7.4 Difference in Employee’s commitment between monthly income 60 4.7.5 Difference in Employee’s commitment between working period 61 4.8 Summary 62 -v- CHAPTER V 64 CONCLUSION AND DISCUSSION 64 5.1 Conclusion 64 5.2 Contribution and Suggestion for Organization 65 5.3 Limitation of study and Suggestion for further research 67 5.3.1 Limitation of study 67 5.3.2 Suggestion for further researches 68 LIST OF REFERENCES 70 APPENDIX I 72 APPENDIX II 77 APPENDIX III 79 APPENDIX IV 84 APPENDIX V 94 - vi - List of Figure Figure 1: Seven primary characteristics of organizational culture Figure 2: Four dimensions of organizational culture Figure 3: The three pillar model of commitment 10 Figure 4: The three components model of employee’s commitment 12 Figure 5: The three factors of organizational commitment 12 Figure 6: Conceptual Framework 18 Figure 7: Research design 25 Figure 8: Summary of hypotheses for revised research model 51 Figure 9: Result of testing hypotheses for revised research model 57 - vii - List of Table Table 1: Dimensions of corporate culture Table Systematization of empirical OC and Employee’s commitment studies 16 Table 3: Summary the structure of questionnaires for official survey 29 Table 4: Variable Measurements 30 Table 5: Descriptive statistics for demographic variables 36 Table 6: Reliability with Cronbach alpha for Organizational Culture dimension 41 Table 7: Reliability with Cronbach alpha for Employee’s commitment 43 Table 8: Reliability with Cronbach alpha for Employee’s commitment - New 44 Table 9: Factor analysis – Independent indicators - KMO and Bartlett's Test 46 Table 10: Eigenvalues and Sums of Squared Loadings- Independent indicators 46 Table 11: Factor analysis – Independent indicators – final 47 Table 12: Factor analysis – Dependent indicators - KMO and Bartlett's Test 48 Table 13: Factor analysis – Dependent indicators - Total Variance Explained 48 Table 14: Variables after the validity test 49 Table 15: Correlations 53 Table 16: Adjusted R Square – Hypotheses testing 55 Table 17: ANOVAb – Hypotheses testing 55 Table 18: Coefficientsa - Hypotheses testing 56 Table 19: Summary hypotheses testing 57 Table 20: Test of demographic variable - Age 58 Table 21: Test of demographic variable - Gender 59 Table 22: Test of demographic variable - highest qualification 60 Table 23: Test of demographic variable – Monthly income 60 Table 24: Test of demographic variable – Working period 61 - viii - CO25 - Clients are considered as part 14.37 10.139 740 876 14.73 10.408 741 875 of the organization CO26 - People can easily identify and target their clients Reliability Statistics N of Cronbach's Alpha Items 913 Item-Total Statistics Scale Scale Mean if Variance Corrected Item if Item Item-Total Cronbach's Alpha if Deleted Deleted Correlation Item Deleted 12.60 11.349 797 890 12.58 11.218 801 889 12.69 10.943 789 891 12.48 11.453 780 893 12.82 11.611 725 904 RO27 - Contributions are recognized and rewarded consistently RO28 - Connection between performance and benefits of employee RO29 - Reward in special cases RO30 - Specific promotion for considerable contribution RO31 - Satisfied with the reward policy Cronbach alpha for Employee’s commitment Reliability Statistics Cronbach's Alpha N of Items 556 Item-Total Statistics Corrected Item- Cronbach's Scale Mean if Scale Variance Total Alpha if Item Item Deleted if Item Deleted Correlation Deleted 17.74 8.532 412 463 EC32 - Satisfied with current position 82 EC33 - Consider if current 18.47 10.578 062 595 18.21 9.887 145 571 17.94 8.378 497 432 18.26 9.870 176 556 17.94 8.676 415 464 18.06 9.169 306 507 position is suitable EC34 - Often visit some websites of job seeking EC35 - Happy when spending the rest of carreer with company EC36 - Discuss with friends about new jobs EC37 - Company deserves employees loyalty EC38 - Not quit current job even getting new offer from other company Reliability Statistics Cronbach's Alpha N of Items 828 Item-Total Statistics Cronbach's Scale Mean if Scale Variance if Corrected Item- Alpha if Item Item Deleted Item Deleted Total Correlation Deleted 9.37 5.326 652 784 9.57 5.325 726 751 9.57 5.155 752 738 9.70 5.978 502 849 EC32 - Satisfied with current position EC35 - Happy when spending the rest of carreer with company EC37 - Company deserves employees loyalty EC38 - Not quit current job even getting new offer from other company 83 APPENDIX IV Factor Analysis for Independent Variables  1st testing Rotated Component Matrix a Component RO29 - Reward in special cases RO28 - Connection between performance and benefits of employee RO27 - Contributions are recognized and rewarded consistently 786 750 731 RO30 - Specific promotion for considerable contribution 717 RO31 - Satisfied with the reward policy 634 S12- Support from others' department 519 428 459 S13 - Feedback from others the organization 468 462 453 MS18 - Managers motivate staffs well 738 MS17 - Managers set good samples at work 665 437 MS20 - Managers is highly respected by staff MS21 - Managers try hard to develop trust 468 591 581 MS19 - Managers recognize the staff's achievements 503 514 S11 - Tools and resources support from company 432 477 S14 - Support from supervisors MS16 - Managers has right decisions when crisis 446 409 426 430 406 CO22 - Employees try to deliver to clients on time 725 CO26 - People can easily identify and target their clients 717 CO25 - Clients are considered as part of the organization 710 CO23 - Proactive in forecast the future needs of clients 675 CO24 - Clients' problem are recognized and dealt with promptly 625 IO8 - Managers accept mistakes of using initiative 702 IO10 - Not losing job when taking risks in initiative applying 601 IO7 - Employees get compliments when taking initiative 577 IO9 - Innovation culture is clear from top to down 576 IO6 - Employees feel encouraged when have new ideas to 525 S15 - Supervisors care about employee’s personal needs 477 478 TO3 - Share experience to help each other in work 772 TO1 - Members well cooperate with others 741 TO2 - Members well listen to others' idea 733 TO5 - Share new ideas with others in team 685 TO4 - Want to learn from other colleagues at work 629 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization 84 Rotated Component Matrix a Component RO29 - Reward in special cases 786 RO28 - Connection between performance and benefits of employee RO27 - Contributions are recognized and rewarded consistently 750 731 RO30 - Specific promotion for considerable contribution 717 RO31 - Satisfied with the reward policy 634 S12- Support from others' department 519 428 459 S13 - Feedback from others the organization 468 462 453 MS18 - Managers motivate staffs well 738 MS17 - Managers set good samples at work 665 437 MS20 - Managers is highly respected by staff 468 591 MS21 - Managers try hard to develop trust 581 MS19 - Managers recognize the staff's achievements 503 514 S11 - Tools and resources support from company 432 477 S14 - Support from supervisors MS16 - Managers has right decisions when crisis 446 409 426 430 406 CO22 - Employees try to deliver to clients on time 725 CO26 - People can easily identify and target their clients 717 CO25 - Clients are considered as part of the organization 710 CO23 - Proactive in forecast the future needs of clients 675 CO24 - Clients' problem are recognized and dealt with promptly 625 IO8 - Managers accept mistakes of using initiative 702 IO10 - Not losing job when taking risks in initiative applying 601 IO7 - Employees get compliments when taking initiative 577 IO9 - Innovation culture is clear from top to down 576 IO6 - Employees feel encouraged when have new ideas to 525 S15 - Supervisors care about employee’s personal needs 477 478 TO3 - Share experience to help each other in work 772 TO1 - Members well cooperate with others 741 TO2 - Members well listen to others' idea 733 TO5 - Share new ideas with others in team 685 TO4 - Want to learn from other colleagues at work 629 a Rotation converged in iterations  2nd testing Rotated Component Matrix a Component 85 RO29 - Reward in special cases 787 RO28 - Connection between performance and benefits of employee 753 RO27 - Contributions are recognized and rewarded consistently 733 RO30 - Specific promotion for considerable contribution 716 RO31 - Satisfied with the reward policy 638 S12- Support from others' department 523 455 420 S13 - Feedback from others the organization 471 448 454 CO22 - Employees try to deliver to clients on time 726 CO26 - People can easily identify and target their clients 718 CO25 - Clients are considered as part of the organization 712 CO23 - Proactive in forecast the future needs of clients 676 CO24 - Clients' problem are recognized and dealt with promptly 626 IO8 - Managers accept mistakes of using initiative 706 IO10 - Not losing job when taking risks in initiative applying 608 IO7 - Employees get compliments when taking initiative 579 IO9 - Innovation culture is clear from top to down 573 IO6 - Employees feel encouraged when have new ideas to 538 S15 - Supervisors care about employees’ personal needs 476 472 MS18 - Managers motivate staffs well 744 MS17 - Managers set good samples at work 437 MS20 - Managers is highly respected by staff 667 471 588 MS21 - Managers try hard to develop trust 576 MS19 - Managers recognize the staff's achievements 505 519 S11 - Tools and resources support from company 437 468 S14 - Support from supervisors 407 442 TO3 - Share experience to help each other in work 767 TO1 - Members well cooperate with others 741 TO2 - Members well listen to others' idea 735 TO5 - Share new ideas with others in team 685 TO4 - Want to learn from other colleagues at work 637  3rd Testing Rotated Component Matrix a Component RO29 - Reward in special cases 791 RO28 - Connection between performance and benefits of employee 756 RO27 - Contributions are recognized and rewarded consistently 737 RO30 - Specific promotion for considerable contribution 719 RO31 - Satisfied with the reward policy 636 86 S12- Support from others' department 530 452 412 S13 - Feedback from others the organization 488 432 429 S11 - Tools and resources support from company 451 448 CO22 - Employees try to deliver to clients on time 730 CO26 - People can easily identify and target their clients 717 CO25 - Clients are considered as part of the organization 714 CO23 - Proactive in forecast the future needs of clients 673 CO24 - Clients' problem are recognized and dealt with promptly 627 TO3 - Share experience to help each other in work 767 TO1 - Members well cooperate with others 744 TO2 - Members well listen to others' idea 738 TO5 - Share new ideas with others in team 686 TO4 - Want to learn from other colleagues at work 637 IO8 - Managers accept mistakes of using initiative 716 IO10 - Not losing job when taking risks in initiative applying 613 IO9 - Innovation culture is clear from top to down 587 IO7 - Employees get compliments when taking initiative 558 IO6 - Employees feel encouraged when have new ideas to 517 S15 - Supervisors care about employee’s personal needs 460 446 MS18 - Managers motivate staffs well 737 MS17 - Managers set good samples at work 442 MS20 - Managers is highly respected by staff 662 473 589 MS21 - Managers try hard to develop trust 588 MS19 - Managers recognize the staff's achievements 506 521 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations  4th Testing Rotated Component Matrix a Component RO29 - Reward in special cases 790 RO28 - Connection between performance and benefits of employee 757 RO27 - Contributions are recognized and rewarded consistently 736 RO30 - Specific promotion for considerable contribution 720 RO31 - Satisfied with the reward policy 633 S13 - Feedback from others the organization 479 422 428 S11 - Tools and resources support from company 445 442 CO22 - Employees try to deliver to clients on time 733 CO26 - People can easily identify and target their clients 724 CO25 - Clients are considered as part of the organization 708 87 CO23 - Proactive in forecast the future needs of clients 684 CO24 - Clients' problem are recognized and dealt with prombtly 632 TO3 - Share experience to help each other in work 768 TO1 - Members well cooperate with others 744 TO2 - Members well listen to others' idea 738 TO5 - Share new ideas with others in team 686 TO4 - Want to learn from other colleagues at work 637 IO8 - Managers accept mistakes of using initiative 716 IO10 - Not losing job when taking risks in initiative applying 614 IO9 - Innovation culture is clear from top to down 591 IO7 - Employees get compliments when taking initiative 576 IO6 - Employees feel encouraged when have new ideas to 542 S15 - Supervisors care about employees’ personal needs 462 453 MS18 - Managers motivate staffs well 743 MS17 - Managers set good samples at work 426 MS20 - Managers is highly respected by staff 672 470 598 MS21 - Managers try hard to develop trust 590 MS19 - Managers recognize the staff's achievements 503 525 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations  5th Testing Rotated Component Matrix a Component RO29 - Reward in special cases 790 RO28 - Connection between performance and benefits of employee 758 RO27 - Contributions are recognized and rewarded consistently 738 RO30 - Specific promotion for considerable contribution 719 RO31 - Satisfied with the reward policy 632 S11 - Tools and resources support from company 445 435 CO22 - Employees try to deliver to clients on time 735 CO26 - People can easily identify and target their clients 725 CO25 - Clients are considered as part of the organization 708 CO23 - Proactive in forecast the future needs of clients 684 CO24 - Clients' problem are recognized and dealt with promptly 634 TO3 - Share experience to help each other in work 769 TO1 - Members well cooperate with others 744 TO2 - Members well listen to others' idea 738 TO5 - Share new ideas with others in team 687 TO4 - Want to learn from other colleagues at work 638 88 IO8 - Managers accept mistakes of using initiative 716 IO10 - Not losing job when taking risks in initiative applying 607 IO9 - Innovation culture is clear from top to down 596 IO7 - Employees get compliments when taking initiative 585 IO6 - Employees feel encouraged when have new ideas to 549 S15 - Supervisors care about employees’ personal needs 461 451 MS18 - Managers motivate staffs well 745 MS17 - Managers set good samples at work 425 MS20 - Managers is highly respected by staff 673 471 598 MS21 - Managers try hard to develop trust 595 MS19 - Managers recognize the staff's achievements  504 524 6th Testing Rotated Component Matrix a Component RO29 - Reward in special cases 792 RO28 - Connection between performance and benefits of employee 753 RO27 - Contributions are recognized and rewarded consistently 738 RO30 - Specific promotion for considerable contribution 722 RO31 - Satisfied with the reward policy 630 CO22 - Employees try to deliver to clients on time 736 CO26 - People can easily identify and target their clients 726 CO25 - Clients are considered as part of the organization 711 CO23 - Proactive in forecast the future needs of clients 687 CO24 - Clients' problem are recognized and dealt with promptly 637 TO3 - Share experience to help each other in work 763 TO1 - Members well cooperate with others 749 TO2 - Members well listen to others' idea 744 TO5 - Share new ideas with others in team 687 TO4 - Want to learn from other colleagues at work 635 IO8 - Managers accept mistakes of using initiative 719 IO10 - Not losing job when taking risks in initiative applying 609 IO9 - Innovation culture is clear from top to down 602 IO7 - Employees get compliments when taking initiative 580 IO6 - Employees feel encouraged when have new ideas to 545 S15 - Supervisors care about employees’ personal needs 471 433 MS18 - Managers motivate staffs well MS17 - Managers set good samples at work 749 427 685 89 MS20 - Managers is highly respected by staff 472 598 MS21 - Managers try hard to develop trust 593 MS19 - Managers recognize the staff's achievements  504 525 7th Testing Rotated Component Matrix a Component RO29 - Reward in special cases 799 RO28 - Connection between performance and benefits of employee 752 RO27 - Contributions are recognized and rewarded consistently 743 RO30 - Specific promotion for considerable contribution 731 RO31 - Satisfied with the reward policy 628 CO22 - Employees try to deliver to clients on time 738 CO26 - People can easily identify and target their clients 726 CO25 - Clients are considered as part of the organization 714 CO23 - Proactive in forecast the future needs of clients 686 CO24 - Clients' problem are recognized and dealt with promptly 644 TO3 - Share experience to help each other in work 762 TO1 - Members well cooperate with others 752 TO2 - Members well listen to others' idea 752 TO5 - Share new ideas with others in team 684 TO4 - Want to learn from other colleagues at work 636 IO8 - Managers accept mistakes of using initiative 735 IO10 - Not losing job when taking risks in initiative applying 636 IO9 - Innovation culture is clear from top to down 599 IO7 - Employees get compliments when taking initiative 539 IO6 - Employees feel encouraged when have new ideas to 478 MS18 - Managers motivate staffs well 739 MS17 - Managers set good samples at work 441 MS20 - Managers is highly respected by staff 672 468 609 MS21 - Managers try hard to develop trust 605 MS19 - Managers recognize the staff's achievements 504 526 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations  8th testing Rotated Component Matrix a Component 90 RO29 - Reward in special cases 806 RO28 - Connection between performance and benefits of employee 755 RO27 - Contributions are recognized and rewarded consistently 749 RO30 - Specific promotion for considerable contribution 740 RO31 - Satisfied with the reward policy 639 CO22 - Employees try to deliver to clients on time 743 CO26 - People can easily identify and target their clients 725 CO25 - Clients are considered as part of the organization 714 CO23 - Proactive in forecast the future needs of clients 688 CO24 - Clients' problem are recognized and dealt with promptly 650 TO3 - Share experience to help each other in work 763 TO1 - Members well cooperate with others 759 TO2 - Members well listen to others' idea 758 TO5 - Share new ideas with others in team 690 TO4 - Want to learn from other colleagues at work 632 MS18 - Managers motivate staffs well 745 MS17 - Managers set good samples at work 421 MS20 - Managers is highly respected by staff 710 474 609 MS21 - Managers try hard to develop trust 562 414 MS19 - Managers recognize the staff's achievements 550 IO8 - Managers accept mistakes of using initiative 734 IO10 - Not losing job when taking risks in initiative applying 632 IO9 - Innovation culture is clear from top to down 616 IO7 - Employees get compliments when taking initiative 424 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations  9th testing Rotated Component Matrix a Component RO29 - Reward in special cases 809 RO28 - Connection between performance and benefits of employee 760 RO27 - Contributions are recognized and rewarded consistently 751 RO30 - Specific promotion for considerable contribution 740 RO31 - Satisfied with the reward policy 648 CO22 - Employees try to deliver to clients on time 741 CO26 - People can easily identify and target their clients 732 CO25 - Clients are considered as part of the organization 716 CO23 - Proactive in forecast the future needs of clients 698 CO24 - Clients' problem are recognized and dealt with promptly 655 91 TO2 - Members well listen to others' idea 762 TO1 - Members well cooperate with others 762 TO3 - Share experience to help each other in work 761 TO5 - Share new ideas with others in team 691 TO4 - Want to learn from other colleagues at work 635 MS18 - Managers motivate staffs well 741 MS17 - Managers set good samples at work 725 MS20 - Managers is highly respected by staff 614 MS21 - Managers try hard to develop trust 559 MS19 - Managers recognize the staff's achievements 551 IO8 - Managers accept mistakes of using initiative 731 IO10 - Not losing job when taking risks in initiative applying 639 IO9 - Innovation culture is clear from top to down 607 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations Factor Analysis for Dependent Variables KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy Bartlett's Test of Sphericity 782 Approx Chi-Square 552.330 df Sig .000 Communalities Initial Extraction EC32 - Satisfied with current position 1.000 673 EC35 - Happy when spending the rest of career with company 1.000 748 EC37 - Company deserves employees loyalty 1.000 773 EC38 - Not quit current job even getting new offer from other company 1.000 469 Extraction Method: Principal Component Analysis Total Variance Explained Initial Eigenvalues Extraction Sums of Squared Loadings Component Total % of Variance Cumulative % Total % of Variance Cumulative % 2.662 66.560 66.560 2.662 66.560 66.560 679 16.966 83.526 341 8.525 92.051 318 7.949 100.000 Extraction Method: Principal Component Analysis 92 Component Matrix a Component EC37 - Company deserves employees loyalty 879 EC35 - Happy when spending the rest of carreer with company 865 EC32 - Satisfied with current position 820 EC38 - Not quit current job even getting new offer from other company 684 Extraction Method: Principal Component Analysis a components extracted 93 APPENDIX V  T – test for Age group Multiple Comparisons ECNEW Tukey HSD 95% Confidence Interval (I) Age Under 25 (J) Age Mean Difference (I-J) Std Error Sig Lower Bound Upper Bound From 25 to 30 00338 09428 1.000 -.2400 2468 From 31 to 45 -.05110 12778 978 -.3810 2788 Over 45 12390 19926 925 -.3906 6384 -.00338 09428 1.000 -.2468 2400 From 31 to 45 -.05448 11551 965 -.3527 2437 Over 45 12052 19162 923 -.3742 6153 05110 12778 978 -.2788 3810 From 25 to 30 05448 11551 965 -.2437 3527 Over 45 17500 21013 839 -.3675 7175 Under 25 -.12390 19926 925 -.6384 3906 From 25 to 30 -.12052 19162 923 -.6153 3742 From 31 to 45 -.17500 21013 839 -.7175 3675 From 25 to 30 Under 25 From 31 to 45 Under 25 Over 45  T – test for highest qualification Multiple Comparisons ECNEW Tukey HSD 95% Confidence Interval (I) Highest (J) Highest Mean Difference (I- Std education education J) Error Vocational school -.89800 University/college Master or higher High school Vocational school University/college Lower Upper Sig Bound Bound 53934 344 -2.2905 4945 -1.18279 51603 102 -2.5151 1495 -1.18121 52960 117 -2.5486 1861 High school 89800 53934 344 -.4945 2.2905 University/college -.28479 16819 329 -.7190 1495 Master or higher -.28321 20609 516 -.8153 2489 High school 1.18279 51603 102 -.1495 2.5151 Vocational school 28479 16819 329 -.1495 7190 94 Master or higher  Master or higher 00158 13368 1.000 -.3436 3467 High school 1.18121 52960 117 -.1861 2.5486 Vocational school 28321 20609 516 -.2489 8153 University/college -.00158 13368 1.000 -.3467 3436 T – test for monthly income Multiple Comparisons ECNEW Tukey HSD 95% Confidence Interval (I) Monthly income Below VND 10 million (J) Monthly income From 10 to less than 20 million VND From 20 to less than 30 million VND More than 30 million VND From 10 to less than 20 Below VND 10 million million VND From 20 to less than 30 million VND More than 30 million VND From 20 to less than 30 Below VND 10 million million VND From 10 to less than 20 million VND More than 30 million VND More than 30 million Below VND 10 million VND From 10 to less than 20 million VND From 20 to less than 30 million VND  Mean Difference Std Lower Upper (I-J) Error Sig Bound Bound -.01035 08887 999 -.2398 2191 04048 12369 988 -.2789 3598 22788 18500 607 -.2498 7055 01035 08887 999 -.2191 2398 05083 12075 975 -.2609 3626 23822 18305 563 -.2344 7108 -.04048 12369 988 -.3598 2789 -.05083 12075 975 -.3626 2609 18739 20226 791 -.3348 7096 -.22788 18500 607 -.7055 2498 -.23822 18305 563 -.7108 2344 -.18739 20226 791 -.7096 3348 T – test for working period 95 Multiple Comparisons ECNEW Tukey HSD 95% Confidence Interval Lower Upper Sig Bound Bound 24088 10198 087 -.0224 5042 15420 11916 567 -.1535 4619 over years 08727 12713 902 -.2410 4155 from to under under year -.24088 10198 087 -.5042 0224 -.08668 10781 853 -.3650 1917 over years -.15361 11656 552 -.4545 1473 from to under under year -.15420 11916 567 -.4619 1535 08668 10781 853 -.1917 3650 over years -.06693 13185 957 -.4074 2735 under year -.08727 12713 902 -.4155 2410 15361 11656 552 -.1473 4545 06693 13185 957 -.2735 4074 (I) Working period under year (J) Working period from to under years from to under years years from to under years years from to under years over years from to under years from to under years Mean Difference (I- Std J) Error 96 .. .THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT IN GERMAN COMPANIES IN HO CHI MINH CITY In Partial Fulfillment of the Requirements of the Degree of MASTER OF BUSINESS ADMINISTRATION... research the factors of organizational cultures which influence on the employees‘ commitment in German companies in Ho Chi Minh City 1.3 Main research question To achieve the above objectives, the. .. whether organizational culture factors in the foreign companies, especially in German companies, have anything affects the commitment of the employees Within the scope of this thesis, the author