Organizational commitment at saigontourist travel service company

With the research aim, this research has three main objectives as follows: 1 to research the main theories related to organizational commitment of employees, 2 to analyze whether factors

Ho Chi Minh City, July 2016

MASTER OF BUSINESS ADMINISTRATION

INTERNATIONAL PROGRAM



RESEARCH PROJECT (BMBR5103)

ORGANIZATIONAL COMMITMENT

AT SAIGON TOURIST TRAVEL SERVICE COMPANY

ABSTRACT 1

CHAPTER ONE: INTRODUCTION 2

1.1 Introduction of Saigontourist Travel Service Company in Vietnam 2

1.2 Problem statement 6

1.3 Research objectives 7

1.4 Research scope 8

1.5 Research questions 8

1.6 Significance of research 9

CHAPTER TWO: LITERATURE REVIEW 10

2.1 Definition of constructs 10

2.1.1 Organizational commitment 10

2.1.2 Job cognition 12

2.1.3 Work-related expectancies 12

2.1.4 Empowerment at work scale 13

2.1.5 Goal and process clarity 13

2.1.6 Perceived person-organization fit 14

2.2 Arguments for the relation amongst the constructs 15

2.2.1 The relation amongst job cognition and organizational commitment 15

2.2.2 The relation amongst work-related expectancies and organizational commitment15 2.2.3 The relation amongst empowerment at work scale and organizational commitment 16

2.2.4 The relation amongst goal and process clarity and organizational commitment 16 2.2.5 The relation amongst perceived person-organization fit and organizational commitment 17

2.3 Hypotheses 18

2.4 Research model 19

CHAPTER THREE: METHODS 20

3.1 Data collection 20

3.1.1 Designing template scale 20

3.1.1.3 Work-related expectancies 22

3.1.1.4 Empowerment at work scale 23

3.1.1.5 Goal and process clarity 23

3.1.1.6 Perceived person-organization fit 25

3.1.2 Progress of data collection 25

3.2 Data analysis 26

CHAPTER FOUR: RESULTS 28

4.1 Demographic information 28

4.2 Reliability test 29

4.2.1 Conditions of reliability test 29

4.2.2 Cronbach’s Alpha of constructs 30

4.2.2.1 Organizational commitment (OC – Main construct) 30

4.2.2.2 Job cognition 30

4.2.2.3 Work-related expectancies 31

4.2.2.4 Empowerment at work scale 31

4.2.2.5 Goal and process clarity 31

4.2.2.6 Perceived person-organization fit 32

4.3 Statistics information 32

4.3.1 Descriptive statistics 32

4.3.2 Correlation analysis 33

4.4 Hypothesis testing 35

4.4.1 Testing of hypothesis 1 35

4.4.2 Testing of hypothesis 2 36

4.4.3 Testing of hypothesis 3 37

4.4.4 Testing of hypothesis 4 38

4.4.5 Testing of hypothesis 5 39

CHAPTER FIVE: CONCLUSIONS 42

5.1 Discussion 42

5.2 Study conclusions 43

REFERENCES 48 APPENDIX 1: QUESTIONNAIRE 54 APPENDIX 2: PRESENTATION 59

Table 1: Organizational commitment 20

Table 2: Job cognition 21

Table 3: Work-related expectancies 22

Table 4: Empowerment at work scale 23

Table 5: Goal and process clarity 24

Table 6: Perceived person-organization fit 25

Table 7: Timetable for the progress of data collection 26

Table 8: Demographic information of surveyed employees 28

Table 9: Conditions of examining the reliability of items 29

Table 10: Cronbach’s Alpha of Organizational commitment 30

Table 11: Cronbach’s Alpha of Job cognition 30

Table 12: Cronbach’s Alpha of Work-related expectancies 31

Table 13: Cronbach’s Alpha of Empowerment at work scale 31

Table 14: Cronbach’s Alpha of Goal and process clarity 31

Table 15: Cronbach’s Alpha of Perceived person-organization fit 32

Table 16: Descriptive statistics of variables 33

Table 17: Correlation analysis of variables 34

Table 18: Model Summary of Hypothesis 1 35

Table 19: Coefficients of Hypothesis 1 36

Table 20: Model Summary of Hypothesis 2 36

Table 21: Coefficients of Hypothesis 2 37

Table 22: Model Summary of Hypothesis 3 37

Table 23: Coefficients of Hypothesis 3 38

Table 24: Model Summary of Hypothesis 4 38

Table 25: Coefficients of Hypothesis 4 39

Table 26: Model Summary of Hypothesis 5 39

Table 27: Coefficients of Hypothesis 5 40

TABLE

Student: Doan Thi Anh To (ID19370)

ABSTRACT

The aim of this study is to analyze factors affecting organizational commitment of employees

of STSC in Vietnam With the research aim, this research has three main objectives as follows: (1) to research the main theories related to organizational commitment of employees, (2) to analyze whether factors like job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit and work-related expectancies will have effects on organizational commitment of employees of STSC in Vietnam and (3) to suggest recommendations for managers of STSC in Vietnam to increase its employees’ organizational commitment in the future This research is performed by the quantitative study method and the offline surveys of 500 employees of STSC in Vietnam The valid information of 270 questionnaires is used to gain the study objectives This research used the SPSS software of version 16 to analyze the collected data Hypotheses used in this study consist of six constructs: A dependent construct (organizational commitment) and five independent constructs (job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit and work-related expectancies) After examining all the five hypotheses through correlation analysis and regression analysis, this research concludes that H1, H2, H3, and H4 are supported while H5 is not supported In other words, job cognition, empowerment at work scale, goal and process clarity, and work-related expectancies have positive effects on organizational commitment of employees in STSC in Vietnam while perceived person-organization fit does not have any effect on organizational commitment of employees in STSC in Vietnam

Key words: Job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit, work-related expectancies and organizational commitment

Student: Doan Thi Anh To (ID19370)

CHAPTER ONE: INTRODUCTION

1.1 Introduction of Saigontourist Travel Service Company in Vietnam

Core business

Saigontourist Travel Service Company (STSC) in Vietnam is a tourism company that has the headquarters in Vietnam Tourism services of this company include business travel service, travel services combined with conference, meeting, workshop, social program, and event, cruise travel, etc The tourism services of this company have satisfied many customers in Vietnam and international customers This company was established in 1975 This company has had strong relationships with more than 400 tourism companies, and agents from many nations such as Japan, France, Spain, the United States, Germany, China, South of Korea, the United Kingdom, etc and is official member of international tourism associations (JATA, PATA, USTOA and ASTA), Ho Chi Minh City Travel Association and Vietnam Tourism Association (Saigontourist Travel Service Company, 2016a)

According to Saigontourist Travel Service Company (2016b), STSC in Vietnam concentrates

on various business activities to serve all needs and expectations of its customers and core business activities of this company are as follows:

- Inbound travel: Tourism services serve international customers to visit regions, cities and communities of Vietnam

- Outbound travel: Tourism services serve international customers and domestic customers to visit regions, cities and communities of nations outside Vietnam like Hong Kong, China, France, Italia, Canada, Belgium, Japan, Australia, Germany, the United States, New Zealand, South Korea, Spain, etc

Student: Doan Thi Anh To (ID19370)

- Domestic travel: Tourism services serve domestic customers to visit regions, cities and communities of Vietnam

Development timeline

According to Saigontourist Travel Service Company (2016a), there are three main business development period of STSC in Vietnam as follows:

From 1975 to 2000

STSC in Vietnam gained many rewards from the Vietnamese government from 1975 to 2000

In 2000, this company was the first tourism company serving more than 100,000 inbound cruise tourists to Vietnam Its customers considered this company as the place for them to gain excellent tourism services

From 2001 to 2010

STSC in Vietnam gained the brand reputation through applying the tourism service differentiation strategy from 2001 to 2010 In 2010, this company had more than 50,000 cruise travelers participating trans-Viet tours and received many awards from the Vietnamese government such as High Quality Tourism Service and Innovation Tourism Service

From 2011 to now

STSC in Vietnam has opened new offices in many cities to serve many customers in domestic market and international markets from 2011 to now This company has received many awards from the Vietnamese government such as Vietnam Golden Star Award and High Quality Tourism Service

Student: Doan Thi Anh To (ID19370)

Organizational structure

Source: Adapted from Saigontourist Travel Service Company (2016a)

STSC’s vision

According to Saigontourist Travel Service Company (2016a), the vision of STSC in Vietnam

is to become one of the leading tourism companies in the Vietnamese tourism industry in terms of sustainable business development level, and high profits In order to achieve this vision, this company focuses much on five competitive advantages, that is, (1) technological innovation, (2) positive organizational culture and governance system, (3) community-oriented brand, (4) innovative tourism services and (5) strongly integrated value chain

 Technological innovation: STSC in Vietnam is willing to buying modern equipment and using advanced tourism technologies to create convenience for its customers and

to increase satisfaction level of its customers Indeed, this company is one of the tourism companies in Vietnam of pioneering application of innovative tourism

Student: Doan Thi Anh To (ID19370)

technologies Due to advanced tourism technologies, this company’s tourism services always have the high quality and satisfy standards of international tourism quality

 Positive organizational culture and governance system: STSC in Vietnam has created the governance system that focuses much on financial reporting transparency and clear information communication The corporate culture of this company is to focus much

on encouraging innovation of employees, offering rewards for employees who have innovation ideas in developing tourism services, ensuring organizational justice, and welcoming organizational changes

 Community-oriented brand: STSC in Vietnam has high supports for activities of communities where it is operating This company expects that it can share its wealth with its communities and always offers the highest values for its customers and its stakeholders In particular, in 2015, this company participated in charity activities of communities in Vietnam so that it can improve living standards of poor people in Vietnam and encouraged its employees to participate voluntarily in social activities of communities in Vietnam to enhance the growth of the whole society of Vietnam

 Innovative tourism services: STSC in Vietnam considers innovation in tourism services as the way to increase the competition position in the Vietnamese tourism industry and then, this company focuses much on research and development (R&D) activities to create a range of innovative tourism services This company has had a range of innovative tourism services that meet needs and expectations of its customers and this is the way for this company to retain its current customers and to attract attention of its potential customers

 Strongly integrated value chain: STSC in Vietnam focuses much both primary activities and support activities so that this company creates a strong integrated value chain Indeed, all its organizational members have strongly mutual supports to gain the

Student: Doan Thi Anh To (ID19370)

common organizational goals Through the integrated value chain, the high-quality tourism services of this company are offered to its customers With strongly integrated value chain, STSC in Vietnam ensures the innovation in controlling expenses during the process of offering tourism services to gain the cost effectiveness Currently, STSC in Vietnam is conducting the cost-leadership strategy as its competition strategy

STSC’s mission

According to Saigontourist Travel Service Company (2016a), the mission of STSC in Vietnam is to offer tourism services with the international quality level, and suitable price levels to its customers to satisfy needs and expectations of its customers, to contribute the growth of economy, society, and communities of Vietnam, to offer fair treatment to its employees, and to balance benefits of all its stakeholders

1.2 Problem statement

In terms of human resource management (HRM), it is an important function in companies that

is planned to increase work efficacy of employees (Arustei, 2013) HRM is about management of members in companies, concentrating on systems and policies (Bhatnagar, 2007) by conducting a range of activities like staff recruitment, work efficacy evaluation, training program, rewards, etc (Borghei et al., 2010) In the recent global context, the majority of companies conduct their HRM practices through retaining and developing the capabilities of their employees This means that companies concentrate on reducing staff turnover rate In fact, high staff turnover rate will increase corporate expenses since hiring new employees increases employment expenses and increases a risk – new employees cannot replace employees who worked in those positions before

Student: Doan Thi Anh To (ID19370)

In recent years, STSC in Vietnam has concentrated on its plan of HRM like training and development, systems of reward and salary, recruitment policy, etc to recruit talented employees, to increase organizational commitment of its employees and to enhance work efficacy of its employees In the tourism industry, human resources become very important for tourism companies including STSC in Vietnam and then, tourism companies with the talented human resources will gain high business efficacy However, it is not easy for STSC

in Vietnam to increase its employees’ organizational commitment because its HRM practices like effective recruitment, effective training and development, effective reward, etc require a huge expense (Saigontourist Travel Service Company, 2016a) With the above situation, it is important for STSC in Vietnam to analyze factors affecting organizational commitment of its employees in the current period

1.3 Research objectives

The aim of this study is to analyze factors affecting organizational commitment of employees

of STSC in Vietnam With the research aim, this research has three main objectives as follows:

- To research the main theories related to organizational commitment of employees

- To analyze whether factors like job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit and work-related expectancies will have effects on organizational commitment of employees of STSC in Vietnam

- To suggest recommendations for managers of STSC in Vietnam to increase its employees’ organizational commitment in the future

Student: Doan Thi Anh To (ID19370)

1.4 Research scope

This research conducts an investigation of 270 employees of STSC in Vietnam It conducts the investigation of employees and direct supervisors in various functional department of this company like information technology, sales and marketing, finance and accounting, business development and customer service The questionnaire is sent to each targeted employee with clear guidelines and introductions for fulfillment of this questionnaire This survey was performed within 25 days

1.5 Research questions

This research will concentrate on analyzing the relationships of factors of internal management and organizational commitment of staff in the case of STSC in Vietnam Hence, the following research questions will be answered by this research:

- How does job cognition affect organizational commitment of employees in STSC in Vietnam?

- How does empowerment at work scale affect organizational commitment of employees in STSC in Vietnam?

- How does goal and process clarity organizational commitment of employees in STSC

Student: Doan Thi Anh To (ID19370)

1.6 Significance of research

This study will help the top management of STSC in Vietnam understand the importance of organizational commitment of employees This is the most critical element to indicate the efficiency of the policy related to human matters In addition, this research will also help improve employee loyalty to STSC in Vietnam to increase their contributions to the business sustainability of this company in the future

Student: Doan Thi Anh To (ID19370)

CHAPTER TWO: LITERATURE REVIEW

2.1 Definition of constructs

2.1.1 Organizational commitment

Organizational commitment is considered as the responsibility feeling which employees have toward their organization’s mission In organizational psychology, organizational commitment is psychology attachment of employees to their company and it predicts work efficacy, organizational citizenship behavior and turnover of employees (Ambad and Bahron, 2012)

Many researchers have created different scales to evaluate organizational commitment In particular, three-factor commitment model of Meyer and Allen indicates three various factors related to organization commitment of employees The first factor is affective commitment and it is positively emotional attachment of employees to their company and they desire to be parts of their company because they want to do this thing (Mowday et al., 2006; Bhatnagar, 2007) The second factor is continuance commitment and it is the employee commitment to their company because they perceive great expenses of leaving their company When an employee perceives that he or she will gain more benefits from another company, he or she will leave his or her company (Boglera and Somech, 2004) The third factor is normative commitment and it is the obligation feeling of employees to have continuous work commitment Employees who have the great degree of normative commitment feel that they should stay with their company so that they can have high contributions to their company to

“repay their company’s debt” Indeed, they have received many benefits such as training and other benefits and then they express their great gratitude to their company through high organizational commitment (Meyer and Allen, 1991; Meyer and Allen, 2007)

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There have been conceptual criticisms of psychologists to the three-factor commitment model

of Meyer and Allen The psychologists argue that organizational commitment is the psychology bond that makes employees attach to their company and the bond nature consists

of three forms, internalization, identification and compliance (O’Reilly and Chatman, 1986) Internalization happens when the effect is accepted since the included beliefs and attitudes are congruent with values of the employee Identification happens when an employee accepts the effect to create and retain a relation, that is, the employee can respect values of their work group Compliance happens when employees have the right behaviors and attitudes in the workplace because they want to gain particular rewards rather than they have shared beliefs (O’Reilly and Chatman, 1986; Caldwell et al., 1990; O’Reilly et al., 1991) Other researchers including Wong and Sohal (2002), Raub and Robert (2012), Zahedi et al (2009) and Poorkyani et al (2015) argue that the three-factor commitment model of Meyer and Allen is the leading organizational commitment model because this model covers three main factors of earlier organizational commitment studies Based on the model of Meyer and Allen (1991) and and the model of Mowday et al (1979), the organizational commitment is evaluated through 10 items, that is, (1) be willing to have the high effort to help the company be successful, (2) talking up the company to friends as a good company to work for, (3) accepting almost kinds of assignment of job to keep working for the company, (4) perception about the similarity of values of employees and values of the company, (5) being proud to tell other people that they are parts of the company, (6) the ability to inspire the best in employees

in the approach of job performance, (7) the happiness of employees to choose the company to work for, (8) caring about the fate of the company, and (10) the perception about the best things of the company

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2.1.2 Job cognition

Organ and Konovsky (1989) indicate that job cognition is regarded as the awareness of employees about all positive and negative aspects related to their jobs When these employees have positive awareness about their jobs, they will try to conduct their jobs in the most efficient approaches On the other hand, when these employees have negative awareness about their jobs, they will have negative behaviors and attitudes towards their jobs Williams and Anderson (1991) define job cognition as the perception of employees about their job characteristics and their job nature and the researchers develop a scale of measuring job cognition consisting of two variables, that is, intrinsic job features and extrinsic job features The intrinsic job cognition relates to internal desires of employees about usage of their abilities and competencies to conduct their jobs while the influence of managers, type of work, career development, interpersonal relationships, and recognition are extrinsic job cognition Based on the model of Williams and Anderson (1991), the job cognition is measured through 10 items as follows: (1) chance for working alone, (2) chance for performing various things, (3) employee understandings of manager, (4) competent decisions

of manager, (5) stable employment, (6) chance for using abilities to conduct jobs, (7) clearly informing about corporate policy, (8) suitability between payment and the amount of work, (9) chance for career development and (10) good work conditions

2.1.3 Work-related expectancies

Work-related expectancies are defined as the expectations of employees related to their jobs like reward expectation, payment expectation, career development expectation, recognition expectation and manager-decision influence expectation (Eisenberger et al., 1990; Luthans, 2005) Based on the research results of Eisenberger et al (1990), the work-related expectancies are measured through eight items as follows: (1) payment increase in the case of

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high work performance, (2) fair treatment of supervisor, (3) recognition of supervisor in the case of high work performance, (4) the attention of supervisor to opinions of the best employees, (5) the influence of employees on decision-making of manager, (6) job security, (7) work delegation of supervisor and (8) career development in the case of high work performance

2.1.4 Empowerment at work scale

Spreitzer (1995) defines empowerment at work scale as the way that managers empower their employees to handle some aspects of jobs without gaining their approval and indicates that employee empowerment is measured through main items consisting of (1) the importance of job to employee, (2) the meaningfulness of job to employee, (3) the confidence about the ability to conduct job, (4) job autonomy, (5) chance for freedom and independence in how to conduct job, (6) the influence of employee on what occurs in the work department, and (7) the control over what occurs in the work department According to Thomas and Velthouse (1990), it is important for managers to conduct employee empowerment because this is the way for their employees to handle work-associated problems and customer-associated problems in the quickest approaches

2.1.5 Goal and process clarity

According to Sawyer (1992) and Luthans (2005), goal and process clarity is regarded as clearly informing about common goals of the company and business process of the company The clarity of process and goals will create good conditions for employees to conduct their jobs with the highest results and will follow the common process of the whole company Based on the model of Sawyer (1992), goal and process clarity is measured through ten items

as follows: (1) the clarity of responsibilities and duties of employee, (2) the clarity of

Student: Doan Thi Anh To (ID19370)

objectives and goals of job of employee, (3) the clarity of the relation between the common objectives of work unit and work performance of employee, (4) the clarity of expectations of work results of employee, (5) the aspects of employee work of leading to positive evaluations, (6) the way to divide the time amongst tasks required by job, (7) the way to determine the suitable procedures for each job-related task, (8) the correction of procedures of job, (9) the way to schedule daily work of employee and (10) the capability to know the best way to conduct the job-related tasks

2.1.6 Perceived person-organization fit

According to O’Reilly et al (1991), perceived person-organization fit is defined as the suitability between an employee and his or her organization When an employee feels that his

or her organization’s attributes are suitable with his or her individual attributes (Edwards, 1996) For organizational members, these attributes can be personal features, values, beliefs and interests For the organization, these attributes can be organizational culture, goals, values, climate and norms When a company satisfied personal expectations and needs of its organizational members, its organizational members will meet its demands and expectations (Kristof, 1996; Chughtai and Zafar, 2006) Based on the model of Bretz and Judge (1994), perceived person-organization fit is measured through three items, that is, (1) the level of the fit between values of employee and values of the organization, (2) the level of the fit between values of an employee and other employees in the organization and (3) the organization satisfies needs and expectations of its organizational members

Student: Doan Thi Anh To (ID19370)

2.2 Arguments for the relation amongst the constructs

2.2.1 The relation amongst job cognition and organizational commitment

In the workplace, job cognition has a positive impact on organizational commitment Employees who have positive job cognition will have positive attitudes and behaviors towards their jobs (Yuksel, 2007) Williams and Anderson (1991) indicate that the important of work cognition in organizational commitment is very high and the researchers indicate that two main factors of job cognition, intrinsic job cognition and extrinsic job cognition have strong relationships with organizational citizenship behavior and organizational commitment Moorman et al (1993) and Lee and Allen (2002) also agree that when employees perceive that their organization offers them enough knowledge and skills through training programs, they will try to use competencies to complete their jobs and to gain the common goals of their organization Moreover, when these employees have interpersonal relationships within the workplace, their supervisors are trusted and excellent, the amount of work is suitable, the type

of work is challenging, the opportunities for career development are high, and the recognition

is effective, they will have high organizational commitment

2.2.2 The relation amongst work-related expectancies and organizational commitment

Employees expect that the greater degree of job performance will gain higher rewards, higher payment, career development, fair treatment, and work security Employees also expect that greater degree of job performance will lead to increased influence on decision-making process

of their supervisors, recognition of their supervisors, the attention of their supervisors to their innovative opinions and work delegation of their supervisors (Eisenberger et al., 1990) When employees feel that their work-related expectancies are satisfied by their company, they will have the high organizational commitment and will be willing to conduct difficult jobs to help their company be highly successful (Luthans, 2005; Perry et al., 2006) On the other hand,

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when employees’ expectations related to their jobs are not satisfied by their company, they want to find other jobs in other companies rather than stay with their company Therefore, work-related expectancies have a positive relation job commitment of employees (Rehman et al., 2013)

2.2.3 The relation amongst empowerment at work scale and organizational commitment

According to Thomas and Velthouse (1990), employee empowerment is very crucial for manages to increase their organizational commitment In particular, when employees feel that their managers believe their capabilities and competencies and empower them, the employees will try to conduct their job-associated tasks with the highest effects to increase trust of their managers in them and they will have high organizational commitment According to Kraimer

et al (1999), employee empowerment is the way for companies to increase job responsibility

of their employees, to increase job innovation of their employees and to increase organizational commitment of their employees because employees will try to conduct their job effectively so that the trust and the beliefs of their managers are high Therefore, employee empowerment has a positive relation with organizational commitment of the employees

2.2.4 The relation amongst goal and process clarity and organizational commitment

In the workplace, developing agree-based goals and clear business-related processes is very important for companies to increase organizational commitment of employees Indeed, employees expect that they can know their responsibilities and duties in their organization, how to conduct their jobs, how to plan the time of their jobs, and what job objectives are Wise managers always find the way to clearly inform about common goals of their company and particular objectives of work units and employees because these managers can increase

Student: Doan Thi Anh To (ID19370)

work performance of employees, can ensure the smoothness of the business process and the high organizational commitment of employees (Sawyer, 1992) The relation between the clarity of goal and process and organizational commitment of employees has been recognized

by many other researchers such as Kirkman and Rosen (1999) and Fields (2002) because these researchers recognize that ensuring the clarity of goals and processes will increase the deep understandings of the employees about their responsibilities and how to complete the responsibilities

2.2.5 The relation amongst perceived person-organization fit and organizational commitment

The suitability of an organization and its organizational members can happen when its organizational members match with each other in a work environment, when its organizational members’ features supplement something to the work environment that is missing, when the organization satisfies personal demands and expectations of its organizational members (Kristof, 1996) According to Chatman (1989), value fit is a crucial form of person-organization fit since organizational values are basic element of organizational culture which influences staff behaviors and attitudes According to Vancouver and Schmitt (1991), when employees feel that there is a strong fit between them and their organization, they will have the high organizational commitment and will try to retain that fit To make employees feel that they have the fit with their company, the company needs to meet needs and expectations of its employees On the other hand, when employees feel that there is not a fit between them and their organization, they will find other jobs in other companies rather than stay with their current company Therefore, it is important for companies to make employees to feel there is a strong employee-organization fit (Bretz and Judge, 1994)

Student: Doan Thi Anh To (ID19370)

Student: Doan Thi Anh To (ID19370)

2.4 Research model

H1 (+) H2 (+)

H3 (+)

H4 (+)

H5 (+)

Organizational commitment

Student: Doan Thi Anh To (ID19370)

CHAPTER THREE: METHODS

1 Your are willing to have the high effort to

help the company be successful

2 Your talk up the company to friends as a good

company to work for

3 You accept almost kinds of assignment of job

to keep working for the company

4 You find that values of the company and your

value are very similar

5 You feel proud to tell other people that you

are a part of the company

6 The company has the high ability to inspire

the best in you in the job conduction approach

7 You are very glad that you select the

company to work for over other companies

you were considering at the time you

participated in

8 You care about the fate of the company

9 For you, the company is the best place for you

to work

Table 1: Organizational commitment

Student: Doan Thi Anh To (ID19370)

3.1.1.2 Job cognition

It was developed by Williams and Anderson (1991), included 10 items and used the five-point Likert-type This survey’s contents are the measurement of evaluating job cognition of employees and these contents are as follows:

disagree

agree

1 You have the chance for working alone

2 You have the chance for performing various

things

3 Your manager understands employees

4 Your manager makes competent decision

5 Your job is stable job

6 You have chance for using abilities to conduct

your job

7 Your company clearly informs about

corporate policy

8 There is a suitability between payment and

the amount of work

9 You have chance for career development

10 Your company has good work conditions

Table 2: Job cognition

Student: Doan Thi Anh To (ID19370)

3.1.1.3 Work-related expectancies

It was developed by Eisenberger et al (1990), included 8 items and used the five-point type This survey’s contents are the measurement of evaluating work-related expectancies of employees and these contents are as follows:

2 You receive fair treatment of your supervisor

3 You gain recognition of your supervisors in

the case of high work performance

4 Your supervisor pays attention to opinions of

the best employees

5 You have the influence on decision-making of

8 You gain career development in the case of

high work performance

Table 3: Work-related expectancies

Student: Doan Thi Anh To (ID19370)

3.1.1.4 Empowerment at work scale

It was developed by Spreitzer (1995), included 7 items and used the five-point Likert-type This survey’s contents are the measurement of evaluating employee empowerment at work scale and these contents are as follows:

disagree

agree

1 There is the importance of your job to you

2 There is the meaningfulness of your job to

you

3 You have the confidence about the ability to

conduct job

4 You have job autonomy

5 You have chance for freedom and

independence in how to conduct job

6 You have the influence of employee on what

occurs in the work department

7 You have the control over what occurs in the

work department

Table 4: Empowerment at work scale

3.1.1.5 Goal and process clarity

It was developed by Sawyer (1992), included 10 items and used the five-point Likert-type This survey’s contents are the measurement of evaluating the clarity of goal and process and these contents are as follows:

Student: Doan Thi Anh To (ID19370)

3 There is the clarity of the relation between the

common objectives of work unit and your

work performance

4 There is the clarity of expectations of the

company for your work results

5 The aspects of your work of leading to

positive evaluations are clear

6 The way to divide the time amongst tasks

required by your job is clear

7 The way to determine the suitable procedures

for each task of your job is clear

8 There is the correction of procedures of your

job

9 The way to schedule your daily work is clear

10 You have the capability to know the best way

to conduct your job-related tasks

Table 5: Goal and process clarity

Student: Doan Thi Anh To (ID19370)

3.1.1.6 Perceived person-organization fit

It was developed by Bretz and Judge (1994), included 3 items and used the five-point type This survey’s contents are the measurement of evaluating perceived person-organization fit and these contents are as follows:

disagree

agree

1 There is the fit between your values and

values of the organization

2 There is the fit between your values and other

employees in the company

3 The company satisfies your needs and

expectations

Table 6: Perceived person-organization fit

3.1.2 Progress of data collection

The survey for this research is designed and sent to the employees of STSC in Vietnam by hand and the quantity for the survey is 500 The employees of STSC in Vietnam include general director, managers, vice general directors, and employees who are working in STSC

in Vietnam The timetable for sending, gaining and checking the survey as follows:

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15 May 2016 – 20 May 2016 Preparing and designing the survey questionnaire

and having receiver list

21 May 2016 – 26 May 2016 Sending the 500 questionnaires to relevant

employees of STSC in Vietnam

27 May 2016 – 5 June 2016 Guiding and supporting surveyed employees of

STSC in Vietnam about how to input their answers

6 June 2016 – 12 June 2016 Receiving the feedback of survey

13 June 2016 – 17 June 2016 Checking all received questionnaires

Result of survey:

- Sending 500 questionnaires and receiving 370 questionnaires

- There are 100 invalid and devalue questionnaires and there are 270 valid and value questionnaires

Table 7: Timetable for the progress of data collection

3.2 Data analysis

This research will analyze outcomes of these surveys through the SPSS software of version

16 (copyright of IBM) to examine the relationships of five elements (including job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit and work-related expectancies) and organizational commitment of employees in STSC in Vietnam There are five steps for the process of data analysis, that is, (1) descriptive analysis

of demographics information of surveyed people, (2) descriptive analysis of six factors including job cognition, empowerment at work scale, goal and process clarity, perceived

Student: Doan Thi Anh To (ID19370)

person-organization fit, work-related expectancies and organizational commitment, (3) reliability test of these six factors, (4) correlation analysis of five elements (including job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit and work-related expectancies) and organizational commitment of employees

in STSC in Vietnam and (5) linear regression analysis of the relationships of these five elements and organizational commitment of employees in STSC in Vietnam

Student: Doan Thi Anh To (ID19370)

CHAPTER FOUR: RESULTS

4.1 Demographic information

After sending 500 questionnaires to 500 employees of STSC in Vietnam, there were 370 questionnaires that were gained by the author After checking the 370 questionnaires, there were 270 questionnaires that were totally completed by employees of STSC in Vietnam Thus, this research decides to use the information from 270 questionnaires to evaluate the relationships of five elements (including job cognition, empowerment at work scale, goal and process clarity, perceived person-organization fit and work-related expectancies) and organizational commitment of employees in STSC in Vietnam This research uses the descriptive analysis to describe the demographic information of 270 surveyed employees of STSC in Vietnam The demographic information of these survey employees is indicated as follows: