Summary of Doctoral thesis: The impact of corporate culture on employee commitment in Vietnamese businesses

The research objective of the thesis is to assess the impact of elements of corporate culture on employee commitment in different types of businesses in Vietnam from which to make recommendations on improving oranges. employee engagement with the business through improving elements of the corporate culture.

1 INTRODUCTION average, companies with less attractive recruiting brands must pay 30% - 50% higher salaries to attract talent for the same position from reputable recruitment companies Background of research One of the top concerns of business leaders is how to maintain the enthusiastic participation and the desire for the dedication of staff for businesses These employees will help customers become more satisfied, creating loyal employees for enterprise, thereby maintaining sustainable business operations for enterprise In other words, this is the way to help enterprises increase their competitive advantage, contributing to the profitability of the organization In the world today, the problem of increasing the level of employee commitment in the enterprise has attracted many researchers and managers In which the research direction is based on analyzing the elements of corporate culture affecting the commitment of employees in the organization is an important approach In Vietnam, the researches related to the consideration of the impact of corporate culture on employee commitment in the organization are still very limited The research has only been done in the aspect of analyzing the elements of corporate culture affecting the satisfaction of employees in enterprises but not comprehensive research on the elements of corporate culture affecting all factors that are critical to employee commitment to an organization Due to the business environment of Vietnam, in-depth studies on corporate culture as well as the importance of employee commitment have not been given adequate attention Many business leaders also have short-term business thinking, so they have not focused on building and developing culture for their organizations Besides, with a short-term vision of business operations, leaders only focus on saving costs, finding measures to promote sales, but not properly investing to develop human resources of enterprise However, along with the trend of globalization in all aspects of social life, Vietnam's economy is not out of that inevitable trend Facing the increasingly competitive business environment, the problem of retaining talents, creating a loyal business team, willing to sacrifice for the organization, always focus on completing the assigned work, they think businesses are like a family Today, businesses that have such employees are more important than ever In previous years, an important reason for employees to stick in the organization is the salary and bonus regime In recent years, the expectations of workers on this group are decreasing year by year Specifically, according to the survey results of some companies on employment consulting services, the results showed that there is a movement trend in Vietnam, which is the company with good image of recruitment will collect effectively attracting talent more than 1.5 times, it has a commitment of 30% higher employee engagement than other companies On In other words, the current trend of employees in the selection process and long-term commitment to the organization is that they care about corporate reputation, a stable working environment and good welfare to ensure public work, not come to big business Besides, there are many researches that confirm that companies with a high proportion of committed employees always achieve higher business efficiency than other companies, namely: customer satisfaction is increase more than 10%, profit is higher than 22%, the performance is 21% higher At the same time the rate of other factors is lower such as: the rate of leave is reduced (25% compared to 65%), the employee vacation rate is 37% less (Gallup 2012) Therefore, the dissertation has focused on studying the impact of corporate culture factors on the commitment of employees in the organization, especially the influence of this relationship will affect the operational efficiency of businesses It is a meaningful contribution to the theoretical as well as practical aspects of Vietnamese enterprises today Objectives and research questions - Objectives of the study: The research objective of the dissertation is to assess the impact of the elements of corporate culture on the commitment of employees in different types of businesses in Vietnam, thereby making recommendations to improve commitment of employees to businesses through the improvement of elements of corporate culture - Research question: To find out the answers to the above research objectives, the dissertation aimed to find solutions for the following three main research questions: What model of corporate culture is used to assess the impact of corporate culture factors on employee commitment? How are the impacts of corporate cultural factors on the commitment of employees in different types of businesses in Vietnam? What suggestions can help Vietnamese businesses improve their employees' commitment to the organization through adjusting corporate cultural factors? Subjects, scope and research methods of the dissertation - Research subjects: The research object of the dissertation is the impact of corporate culture factors on employee commitment in Vietnamese enterprises 3 CHAPTER - Research scope + Research content: The elements of corporate culture have influenced the commitment of employees, in the scope of the study of this dissertation, the author focuses on studying the elements: Involvement, Consistency, Mission, Adaptability belong to the corporate culture (according to Denison's model) that affects the commitment of employees in Vietnamese businesses + Research location: Data collection to test the impact of corporate culture factors on the commitment of employees in Vietnamese enterprises was conducted to take random samples at enterprises in Hanoi City and Vinh City In particular, the author will study all types of businesses in these two cities + Study timetable: The study of the impact of corporate culture factors on employee commitment in Vietnamese enterprises through interviews and surveys has been carried out from June 2016 to the end of December 2016 - Research Methods: Research using methods: analytical method, synthesis method, quantitative method (survey by questionnaire), interview method (interviewing some experts to correct research model) Structure of the dissertation In order to achieve the objectives of the dissertation and answer the research questions, the layout of the dissertation in addition to the introduction and conclusion, it includes four chapters as follows: Chapter - Literature review of corporate culture and employee commitment in the organization Chapter - Design and research methods Chapter - Research results Chapter - Research results and recommendations LITERATURE REVIEW OF CORPORATE CULTURE AND EMPLOYEE COMMITMENT IN ORGANIZATION 1.1 Overview of foreign studies The corporate culture: The field of research on corporate culture has attracted a large number of scholars in the world since the 1980s with more and more complete and diverse studies, especially the Barney's research, 1986; Clark, 1972; Deal & Kennedy, 1982; Denison, 1990; Ouchi, 1981; Pettigrew, 1979; Schein, 1985, 1992 Although it has not been explicitly delineated, the research works clearly show two main research directions: The first is to focus on finding and discover cultural factors in corporate governance; representing this direction are the researchs of Deal & Kennedy, 1982; Boje et al., 1982 The second study focuses on the impact of cultural factors on businesses, especially for enterprises with an organized or multi-cultural operating environment; Representing this research direction are the works of Cameron & Quinn, 2006; Denison, 1980 The two directions of corporate culture all said that for a new-style organization, it is always towards sustainable development and it needs to build and develop culture to suit organization; Today, corporate culture is a new resource to help organizations create competitive advantages The field of research on employees' commitment to the organization has also received much attention from scholars around the world, focusing on the relationships formed between employees and their organizations, Allen & Meyer (1990; Hult (2005); Lok & Crawford (2004); Meyer, Allen & Smith (1993); Mowday (1998); Mowday, Steers & Porter (1979); Rashid et al (2003) The increase of related studies is due to demonstrating the manifestations of organizational commitment (extra - role behavior) such as denial, performance, absence It can be used to predict the results of work, Allen & Meyer (1990); Cohen (2007); Hogg & Terry (2001); Mathieu & Zajac (1990); Porter et al (1974); Rashid et al (2003); Wasti (2003); Yu & Egri (2005); Silverthorne (2004) stated that with the intention to stay with the organization, employee participation is also directly related to commitment to the organization Greenberg & Baron (2003) agreed with the results above and affirmed that an employee's behavior could be used to predict future commitment to the organization, and it was a useful forecast DI Akintayo (2010) found that personal factors of workers such as marital status and gender also influence the level of employee commitment to the organization The increase in research is an important factor that helps organizations have a better understanding of the commitment by this factor that directly affects their organizations, employees, and the whole society, Mowday, Porter & Steers (1982); Mathieu & Zajac (1990) Organizations want their employees to commit to the organization because it reduces the ability to replace employees and cause delays in work, Mathieu & Zajac (1990) Employees benefit because organizations often value those who demonstrate commitment to the organization with both material and spiritual rewards, Mathieu & Zajac (1990) Society is like a large organization so it also benefits from employee organizational commitment because job changes will decrease, and work productivity or quality will increase, Mathieu & Zajac (1990) Up to now, there has not been any formal study to mention the impact of corporate culture on the three levels of employee commitment in the organization The impact of corporate culture on the commitment of employees in the organization: Continuing the research direction of economists ahead, in recent years continue to have researches to confirm the close relationship between corporate culture and employee commitment in the organization A number of studies have confirmed that the factors affecting the employee's commitment to the organization include the working environment, remuneration regimes, corporate governance policies, Ooi keng Boon, 2009; Jack Henry Syauta et al, 2012; even employees from different cultures have different influences on the level of employee commitment in the same organization, which means that employees with different national cultures also there will be differences in awareness of the level of their commitment in the organization, Sultan Al-Rasheedi, 2012 In addition, there have been many studies that have used Denison's corporate culture theory framework to study the effects of corporate culture factors on employee commitment in the organization with factors based on Meyer & Allen's theoretical framework such as: Research by Ezekiel Saasongu Nongol & Darius Ngutor Ikyanyon, (2012), Maryam Khalili (2014), Ali Asghar Firuzjaeyan et al (2015), Yadollah Hamidi (2017) These authors have made important contributions: they have demonstrated a positive relationship between corporate cultural factors and the commitment of employees in the organization, but with different factors it will have different impacts and relationships for each element in organizational commitment 1.2 Literature review of domestic research About corporate culture: summarizing the studies in Vietnam, most of these studies have approached macro towards corporate culture, notably Duong Thi Lieu and Nguyen Hoang Anh (2004) Besides, there is an in-depth study of the characteristics of corporate culture, by Thang V Nguyen et al (2005) There is also a study of applications of corporate culture to be applied to businesses, research by Trinh Quoc Tri (2009), one of the tools to measure corporate culture in accordance with practical business environment in Vietnam Thus, Vietnamese researchers have now really had serious research projects with the aim of applying them to businesses to find new competitive advantages for businesses Research on the commitment of employees in the organization: the authors of Vietnam from the study of factors affecting the loyalty of employees with organization by Tran Kim Dung, 1999, study the the impact of employee commitment in the organization on the operational efficiency of enterprises by Do Huu Hai, 2016 Research on the relationship between corporate culture and employee commitment in the organization: Vietnamese authors have continued to expand the direction of studying the effects of corporate culture with organizations such as studying the impact of organizational culture on employee commitment, including researches: Do Thuy Lan Huong (2008), Truong Hoang Lam, Do Thi Thanh Vinh (2012), Phan Thi Truc Linh (two thousand and thirteen) By using Ricardo's and Jolly's theory of corporate culture to study to influence the commitment of employees in the company, the authors have contributed significantly to the discovery and advice for Corporate executives aim to promote cultural elements in the business, increasing the commitment of employees to their organizations In particular, the study of Nguyen Thi Hong Ha (2016) has used independent variables of corporate culture: leadership style, working environment, satisfaction with payment regime (salary/bonus) and the appropriateness between individuals and organizations to consider the impact on the dependent variable is "organizational commitment" and has affirmed that these four factors have different impacts on organizational commitment in the enterprise Besides, the study of Cao Viet Hieu (2019), this study also examined the impact of corporate culture on four elements of the Denison model on the commitment of employees in the enterprise The author has discovered that the four variables of corporate culture all have different effects on employee commitment in the enterprise 7 1.3 Research model and research hypotheses - H11: Adaptability factor has a positive relationship to Continuance Commitment 1.3.1 Research model of the dissertation - H12: Involvement factor has a positive relationship to Continuance Commitment type of business Mission Affective commitment 1.3.3 The scale of corporate culture and the commitment of employees in the organization Name of Scale Adaptability Normative commitment Corporate culture Factors Mission Code The content of the observed variable SM1 The decisions made by the managers are the most accurate SM2 Leaders and managers often work as they said SM3 "Our strategy has led other companies to change the way they compete in that industry." SM4 Our business has a clear mission, it helps our work to have meaning and direction SM5 “Mọi người hiểu cần làm để đạt thành cơng bền vững SM6 "The vision of the business has created excitement and motivation for employees." Consistency Continuance commitment Involvement Age, Position, Number of labor, Literacy Adaptability KNTU1 1.3.2 Research hypothesis - H1: Mission factor has a positive relationship to Affective Commitment KNTU2 Businesses have always opportunities to apply new ideas KNTU3 New ideas have always been supported in the enterprise KNTU4 Customers have always influenced the decisions of our business KNTU5 Our business has always considered failures to be lessons for improvement KNTU6 Our business has competed well with other businesses and other changes in the business environment - H2: Consistency factor has a positive relationship to Affective Commitment - H3: Adaptability factor has a positive relationship to Affective Commitment - H4: Participation factor has a positive relationship to Affective Commitment - H5: Mission factor has a positive relationship to Normative Commitment - H6: Involvement factor has a positive relationship to Normative Commitment - H7: Adaptability factor has a positive relationship to Normative Commitment - H8: Involvement factor has a positive relationship to Normative Commitment - H9: Mission factor has a positive relationship to Continuance Commitment - H10: Consistency factor has a positive relationship to Continuance Commitment All members of the organization are encouraged to be creative created Name of Scale Factors Code Consistency TNQ1 The content of the observed variable We have consensus and support each other even when dealing with the most difficult problems TNQ2 We have a clear agreement on how to work together TNQ3 The working method of the business is very consistent and planned TNQ4 The goals between management levels are adjusted to fit together TNQ5 Not paying adequate attention to the core values of the company will make you difficult Involvement STG1 The company always encourages a spirit of cooperation between various departments within the organization STG2 Commitment 10 The capacity of employees in the company is improved STG3 Employees believe that they have a positive impact on the organization STG4 The work in the organization is organized so that employees can see the relationship between their work and the organization's goals STG5 The employees work as a member of a group/team STG6 The business plan is planned and everyone is involved in this process at a certain level Affective CKTC1 commitment I was very happy to develop my career in my current organization CKTC2 I like to discuss my organization with outsiders CKTC3 I not feel that I "like a part of the family" in my organization Name of Scale Factors Code The content of the observed variable CKTC4 I not feel attached to my organization CKTC5 I don't see a strong feeling commenting on my organization CKTC6 I am proud of my work and position in the organization Continuance CKTT1 commitment It is difficult for me to leave the organization right now, even if that's what I want CKTT2 One of the main reasons I continue to work for my current organization is that I have made a significant sacrifice, another organization may not fit the common interests that I have here CKTT3 If I don't put too much of my own problems into this organization, I might consider working at another organization CKTT4 Too many problems in my life will be broken if I decide to leave my organization now CKTT5 I am not afraid of what might happen if I quit my job without some replacement staffs CKTT6 I believe that those who have been trained in my career have a responsibility to stay in that job Normative CKDD1 commitment I believe that at present, employees change companies are frequent CKDD2 One of the main reasons I continue to work for this organization is because I believe that loyalty is important and so I feel I have a moral sense and obligation to stay here CKDD3 If I get an offer for a better job at another organization, I won't feel right when I leave my organization when 11 Name of Scale Factors Code 12 CHAPTER The content of the observed variable DESIGN AND RESEARCH METHOD CKDD4 I not believe that a person must always be loyal to his organization CKDD5 I not feel any obligation to the leader when I leave the organization CKDD6 I really feel that the problem of the organization is also my problem 2.1 Research design 2.1.1 Research Methods To achieve the research goal, the author has used two research methods: (1) qualitative research and (2) quantitative research (1) Qualitative research used to examine, adjust and supplement independent variables, new factors that make sense to the proposed model, and also to check the appropriateness of survey questionnaires Qualitative research methods are conducted by in-depth interviews with experts who have research in the field of corporate culture and the commitment of employees, 18 people working in enterprises (including senior leaders and 15 any staff in selected enterprises for in-depth interviews) The study period was conducted from January 2016 to April 2016 (2) With the quantitative study, since it had the results of the qualitative research step and the review of studies related to organizational commitment, the author conducted research on a large scale, It allows to skip the preliminary quantitative research step The study period was conducted from May 5/2016 to December 2016 2.1.2 Sample selection for research: In order to complete the research objectives of the dissertation, with the limited resources and time, the author has chosen a convenient method with the limit of sampling objects including employees working full time at Vietnamese enterprises which are established and managed by Vietnamese people in two positions, these are Hanoi City and Vinh City, including State-owned enterprises and non-state enterprises, excluding enterprises with foreign elements, cooperatives, individual economic households To minimize the limitations of the convenient sampling method, the author has studied and reviewed studies related to the topic to develop research models and questionnaires to ensure high reliability that has been demonstrated from previous studies After that is the consultation from experts to ensure the second time about the content and reliability to be done Finally, in order to obtain data that met the standards, the author hired trained and skilled investigators to collect data Data collection was done by sending 1000 questionnaires in which 500 questionnaires were emailed with the desired response rate of 15 to 20%, 500 other questionnaires were broadcast live to respondents and achieved response rates ranged from 40% to 50% The results obtained 315 surveys, of which 289 valid votes for research 13 14 CHAPTER 2.2 Results of qualitative research: Through this research, the author has proposed to add control variables including: age, working position, education level and number of workers in the research model to consider the impact of the factors has just been proposed to factors of corporate culture and factors of organizational commitment At the same time, it has agreed on some of the concepts used in the survey process, keeping all elements in the proposed research model In particular, through qualitative research, it conducted questionnaires to respondents and clarified specific content 2.3 Official quantitative research: After collecting data, the author imports data into IBM SPSS 20 software (version for Windows) to conduct initial data analysis with analysis including descriptive analysis (to describe the properties of the survey sample groups such as: gender, age, educational level, work experience, place of work, ), analyze and assess the reliability of the scale (Cronbach Alpha ), factor analysis The results from SPSS analysis were used in the next analysis step with CFA method in analyzing linear structure model (SEM) using software: AMOS 20 The standards have been used in analyzing the reliability of scale, factor analysis and CFA analysis as follows: - Analyzing and evaluating the reliability of the scale: eliminating unreliable observed variables (with total variable correlation coefficient 50% will be retained; In factor analysis (EFA), Principal Axis Factoring method with Varimax rotation and stop point when extracting elements with Eigenvalue is 1, and it allows determining the weight of the observed variables (factor loading) to advance Compare removal or retention in research This step helps determine the number of factors in the scale of corporate culture and commitment to the organization This procedure also helps to form some new groups of factors based on combining and combining the observed variables of the factors included in the analysis - CFA analysis: Chi-Square index (Chi square-CMIN) has a value: P ≥ 0,05; Chi-Square index adjusted according to degrees of freedom (CMIN / df) ≤ (according to Carmines&Mciver -1981, in some cases CMIN/df ≤ can be accepted); GFI indicators (Goodness of Fit Index), TLI (Tucker&Lewis Index), CFI (Comparative Fit Index) ≥0,9; RMSEA index (Root Mean Square Error Approximation) ≤ 0.08, RMSEA ≤ 0,05 case according to Steiger is considered very good RESEARCH RESULTS 3.1 Sample descriptive statistics of the study - Gender: Statistics describing the sample show that there are 132 men, and 157 are women, who are participants in answering the survey questionnaire and are not excluded - Age: the age structure of the research sample includes under 20 years old: people, accounting for 2.1%, from 21 to 35: 201 people, accounting for 69.7%, from 36 to 45: 70 people, accounting for proportion 24.1%, over 46 years old: 12 people, accounting for 4.1% - Working position: 161 survey participants are employees, accounting for 55.8%; 43 survey participants are managers, accounting for 14.9%; There are 42 people who are heads of departments / branches participating in the survey, accounting for 14.5%; 43 people are the leaders of the companies participating in the survey, accounting for 14.9% - Education level of respondents: There are 68 survey participants graduated from high school or vocational secondary school, accounting for 23.7%; 35 people have graduated from College, accounting for 12%; 156 people who graduated from university participated in the survey, accounting for 53.9%; 14 people with postgraduate qualifications participated in the survey, accounting for 5%, there were 16 people with other education levels, accounting for 5.4% - Labor size of enterprises participated in the survey: There are 66 enterprises participating in the survey with a total of less than 10 employees, accounting for 22.8%; There are 37 enterprises participating in the survey with a total workforce of 10 to 200 people, accounting for 12.9%; There are 41 enterprises participating in the survey with a total workforce of 200 to 300 people, accounting for 14.1%; There are 145 enterprises participating in the survey with a total workforce of over 300 people, accounting for 50.2% 3.2 Assessing the reliability of scale: 3.2.1 Testing reliability of scale: For the Mission factor: The observed variables used to measure this factor have a correlation coefficient of the total variable>0.3 and the Cronbach Alpha coefficient of the Mission factor of 0.807, which is considered reliable For the Adaptability factor: The observed variables used to measure this factor have a correlation coefficient of the total variable>0.3 and the Cronbach Alpha coefficient of the Adaptability factor reaches 0.896, which is to achieve reliability 15 16 For Involvement factor: The observed variables used to measure this factor have a correlation coefficient of the total variable>0.3 and the Cronbach Alpha coefficient of the Involvement factor reaches 0.816, it is reliable organizational commitment value in types of enterprises reaches above average level and quite high, and there are also differences between different types of businesses Overall, Normative Commitment is the most appreciated of the three aspects of organizational commitment in four types of businesses, then to Affective Commitment and finally Continuance Commitment However, in each type of commitment, the value of each of these factors is different For the Consistency factor: The observed variables used to measure this factor have a correlation coefficient of the total variable>0.3 and the Cronbach Alpha coefficient of the Consistency factor reaches 0.881, it is reliable For the Affective Commitment factor The observed variables used to measure this factor have a correlation coefficient of total variables>0.3 and Cronbach Alpha coefficient of the Affective Commitment factor reaches 0.812, it is reliable For the Continuance Commitment factor: The observed variables used to measure this factor have a correlation coefficient of the total variable>0.3 and the Cronbach Alpha coefficient of the Continuance Commitment factor of 0.832, it is reliable For the Normative Commitment factor: The observed variables used to measure this factor have a correlation coefficient of the total variable>0.3 and the Cronbach Alpha coefficient of the Normative Commitment factor of 0.878, which is reliable 3.2.2 Result of factor analysis: Scale of corporate culture: The total index "Rotation Sums of Squared Loadings" reached a high value of 59.58% That said, using four factors representing 23 observed variables can explain 59.58% of data variation Thus, it is possible to use four factors to reflect the information provided from 23 observed variables Through EFA analysis results, variables have factor loading>0.5 so no variables are excluded from the corporate culture scale Thus, the scale of corporate culture includes 23 observed variables divided into factors including Mission, Adaptability, Consistency and Involvement - Testing the difference in the average value of age, education level, employees' position for corporate cultural aspects and organizational commitment The age of employees affects variables: Mission, Adaptability, Affective Commitment and Continuance Commitment; The current position of the employee affects variables: Mission, Adaptability, Consistency and Continuance Commitment; Employee qualification factors affect variables: Mission, Adaptability, Consistency, Continuance Commitment; - Testing the difference in the average value of labor factor for corporate culture and organizational commitment The number of employees in the enterprise (firm size) affects variables: Adaptability, Consistency, Involvement 4.2.3 Scale test by confirmatory factor analysis (CFA) CFA scale of corporate culture factors (Mission, Adaptability, Consistency, Involvement): Chi-square/df=1,826; GFI=0.896; TLI=0.942; CFI=0,950; RMSEA=0.059, demonstrating a scale model of satisfactory corporate culture elements and consistent with market data CFA scale of factors of commitment to organizations: Chi-square/df=2,171; GFI=0.908; TLI=0,937; CFI=0.948; RMSEA=0.070, showing that the scale model of organizational commitment factors is satisfactory and consistent with market data Commitment scale Measurement model: Chi-square/df=1,795; GFI=0,870; TLI=0,929; CFI=0.938; RMSEA=0.058, demonstrating that the scale model of corporate cultural factors is satisfactory and consistent with market data and it confirms the unidirectionality of the employee's Affective Commitment concept scale KMO and Bartlett's testing in factor analysis with 18 observable variables of the scale The commitment shows a high KMO index (0,833) with a zero significance level (sig = 0.000) Thus, KMO index greater than 0.5 indicates that the application of exploratory factor analysis for this scale is appropriate Verification of the official theoretical model: SEM result of theoretical model (Figure 1.5) is shown in Figure 3.6: Chi-square/df=1,593; GFI=0,838; TLI = 0,925; CFI=0,931; RMSEA=0.050, demonstrating that the theoretical model is satisfactory and suitable for market data Through EFA analysis, variables have factor loading>0.5 so no variables are excluded from the scale Thus scale the commitment of 18 observable variables is divided into factors including affective commitment, normative commitment and continuance commitment - Testing the difference in the average value of the research sample of the organization's commitment by type of enterprise, the results show that the 17 18 Results of testing the causal relationship between concepts in the formal theory model (standardization) CHAPTER Relationship Estimate S.E C.R P CONCLUSION AND RECOMMENDATIONS Label CKTC < - SM 0.318 0.061 11.12 *** 4.1 The conclusion CKDD < - SM 0.628 0.050 7.39 *** CKTT < - SM 0.675 0.048 6.81 *** CKTC < - KNTU 0.478 0.057 9.19 *** Through a survey of more than 1,000 employees from enterprises in two areas (Hanoi and Vinh City), the author has successfully verified the impact of the elements of the corporate culture model on the commitment of employees in their business CKDD < - KNTU 0.276 0.062 11.65 *** CKTT < - KNTU 0.572 0.053 8.07 *** CKTC < - TNQ 0.278 0.062 11.62 *** CKTC < - STG 0,133 0,053 1,962 0,050 CKDD < - STG 0,149 0,044 2,202 0,028 CKTT < - STG 0.454 0.058 9.47 *** CKDD < - TNQ 0.661 0.049 6.98 *** CKTT < - TNQ 0,165 0,059 2,105 0,035 The weights are positive (+) and statistically significant (p≤0.05), it shows factors: Mission (SM), Adaptability (KNTU), Consistency (TNQ), Involvement (STG) has a positive impact on Commitment (CK) and is statistically significant (P≤0.05), which proves that: - H1: Mission factor has a positive relationship to Affective Commitment - H2: Consistency factor has a positive relationship to Affective Commitment - H3: Adaptability factor has a positive relationship to Affective Commitment - H4: Participation factor has a positive relationship to Affective Commitment - H5: Mission factor has a positive relationship to Normative Commitment - H6: Involvement factor has a positive relationship to Normative Commitment - H7: Adaptability factor has a positive relationship to Normative Commitment - H8: Involvement factor has a positive relationship to Normative Commitment - H9: Mission factor has a positive relationship to Continuance Commitment - H10: Consistency factor has a positive relationship to Continuance Commitment - H11: Adaptability factor has a positive relationship to Continuance Commitment - H12: Involvement factor has a positive relationship to Continuance Commitment That means, hypotheses: H1, H2, H3, H4, H5, H6, H7, H8, H9, H10, H11, H12 are accepted The results of the study showed that: + The corporate culture variables include: Mission (SM), Adaptability (KNTU), Consistency (TNQ), Involvement (STG) all have the same impact on three aspects of organizational commitment (Affective commitment (CKTC), Continuance commitment (CKTT), Normative commitment (CKDD) + For Affective commitment, factors that influence from strong to weaker are: Adaptability (0.478) that influences the Affective commitment of employees; Mission (0.318) impacts the employee's Affective commitment; Consistency (0.278) affects the Affective commitment of employees; Involvement (0.133) affects Affective commitment + For the Continuity commitment variable, the factors that influence from strong to weaker are: Mission is the most powerful factor (0.675) to the employee's Continuity commitment, in other words, Mission is the most important factor (it is the highest value and position) creating a Continuance commitment for employees in Vietnamese businesses; Adaptability (0.572) affects the staff's commitment; Involvement (0.454) affects the employee's continuing commitment; Consistency (0.165) affects the employee's continuing commitment; + For the Normative investment variable, the factors that influence from stronger to weaker are: Consistency (0.661) affects the employee's Normative commitment; Mission (0.628) affects the employee's Normative commitment; Adaptability (0.276) affects the employee's Normative commitment; Involvement (0.149) affects the employee's Normative commitment + This study provides evidence that in Vietnamese enterprises, the Normative commitment factor is the most appreciated among the three aspects of commitment + The control variables of the research model have a certain impact, and have different influences on each factor of the independent and dependent variables of the model 19 4.2 Some suggestions and recommendations: Enhance employee Affective engagement levels for organizations and business managers need: Building Mission of the organization clearly with breakthrough strategies, more importantly, core values and goals of the organization need to be built in Mission must be shared with all employees in the enterprise The important task of leaders is to create these values, but equally important is the duty of managers, managers must find ways to fully implement the content in the Mission of the enterprise for all employees to understand An organization can make its employees understand that when the mission of the business is done, it is also the goal of the employee to complete Employees will stick with organizations more because they know that leaders really care about employees 'thoughts, care about employees' interests In fact, with the mentality of most individuals, it is that once we are sympathetic to any organization, every next job becomes easier, they will have more positive thoughts and the ability to work will be higher to complete the job Managers also need to be aware that the initial mission to be built will be extremely suitable for the organization and it has created the trust of employees with the enterprise, however, with the change of the environment business, the most sustainable factors in the business (mission ) also need to have a certain adaptation Trust and affection of employees in the organization are the same, the concern of the enterprise is to create trust, loyalty of employees through the system of values in the mission but to maintain that loyalty, prove to employees that they have placed faith, loyalty in the right place, and that is more difficult Therefore, leaders need to prove that businesses always have timely adaptation, always learning and moving forward In doing so, employees will try to devote to the business Businesses need to have a way of arranging work for employees so that they can participate in other activities in the organization appropriately This means that the organization needs to facilitate the development of skills, capabilities of employees, clearly define powers and responsibilities for positions in the business Enterprises should consider the appropriateness between the knowledge, experience and qualifications of employees with the job to maximize the ability of each employee When employees are working with their strengths, they will be more loyal and committed to the organization To enhance the level of the Continuity commitment and Normative commitment of business employees, business leaders/managers should focus on Mission, Adaptability, Involvement and Consistency in the corporate culture system To meet the needs of current business practices, Vietnamese enterprises have had a fundamental change in business thinking, businesses have shifted from short- 20 term business thinking to long-term business thinking with sustainable development goals Therefore, businesses with leadership teams can turn the mission, the objectives on the theory by specific plans, leading businesses with decisions and actions in practice, not just words say, those businesses will win the trust of employees At that time, if employees think they want to leave the organization, they have to make very difficult considerations, it is difficult for employees when they intend to find an organization with similar capabilities, and they feel that they are a part to fulfill that organization's mission, they feel deeply that this is truly an organization worthy of their loyalty - Suggestions for leader/business owners on measures to improve the level of commitment factors of employees in the organization through impacting on the personal factors of employees The results of the dissertation confirmed that the elements of: age, education level have different understandings about the elements of corporate culture and organizational commitment Test results have concluded that employees in different age groups have different understanding of Mission, Adaptability, level of Affective commitment and Continuance commitment According to the results of in-depth interviews with workers and leaders, it shows that the age factor is divided into employee life and the number of years working at the enterprise According to the findings, for newly recruited employees (with few years of working in the business), the group of 21-35 years of age is less interested in mission, Adaptability and commitment factors of enterprise Enterprises need to have training sessions for employees to understand the goals and systems of values that businesses are aiming at, so that businesses also give specific requirements on the commitment of employees in organized so that they have a future work orientation At the same time, businesses need to pay attention to the training, staff development in team work as well as independent work to achieve high results in any form of work Various forms of training are categorized according to different criteria, such as: training, task guidance for employees; training and skills training; technical and professional training; on-site mentoring; training at work or outside the workplace; new training; retraining; Most employees want to develop skills for future jobs When they solve these problems well, employees will increase the level of engagement with businesses, they will have to calculate carefully if there is a new job opportunity And of course, when businesses focus on investing in employees, while giving a clear and feasible future vision, employees have more reasons to stay with the organization The psychology of most employees will be worrying when I move to a new organization, they are afraid there will be no working conditions and the ability to develop well in the future as the current organization According to the survey results, employees with different levels of education have different perceptions of Mission, Consistency, Adaptation and the Continuance commitment When conducting in-depth interviews representing a number of 21 22 employees, the results show that with employees with a high level of education, they have a greater understanding of the above factors This is also a suggestion to help leaders in the recruitment process Many businesses (especially small and mediumsized private enterprises) often save wages when recruiting people with low education levels Leaders often take the view that, for current job requirements, it is not necessary to recruit employees with higher education than that job requirement, businesses need to focus on development orientation for the future of business This leads to businesses often saving a cost of wages, but in fact, the productivity of these employees is unlikely to increase as expected of businesses, in particular, they may be suitable consistent with the current situation, they will cause difficulties in human resource management if the business is oriented to increase sales in the future Besides, according to the results of the dissertation, it is shown that the employees with low education level, their awareness of factors such as mission, system of values, consensus and commitment to organization will also be low This will be a major obstacle if businesses want to create a high quality workforce as a core in the competitive advantage of the organization Therefore, the dissertation suggests to the leaders in recruitment issues: managers need to consider the elements of corporate culture, future development goals of the company associated with job requirements in order to recruit employees appropriately, it is preferable to recruit employees who are still capable of undertaking future tasks of the organization Consider carefully the cost of recruiting or retraining employees compared to saving salaries due to recruiting employees with lower education levels Especially, the training process needs to be taken into account to raise awareness about organizational culture and levels of employee commitment to the organization managers communicate about businesses is that they often say super things that they have little direct relationship to the specific benefits and responsibilities of each department - individual Often, individuals who pay more attention to specific costs than abstract benefits, immediate benefits rather than long-term benefits, to loss rather than growth potential Therefore, leaders need to pay attention to help them have a more balanced view - Suggestions to leader/managers about solutions to improve the level of commitment of employees in the organization through impacting on the characteristics of the business According to dissertation, it is said that for the position of work, the total number of employees in the enterprise also affects the level of awareness and access to issues of corporate culture and team commitment According to the results of the in-depth interviews, each employee's position in the enterprise has a different hierarchy of information that the employee has access to That is, the more employees are in positions that are closer to the leadership positions (junior, middle and senior managers), the level is updated and knowing the information is clearer This is an image often seen in the system of Vietnamese enterprises that dissertation has investigated Thus, there is a large force of workers who have no access to the information, so they have a very vague understanding of the mission of the organization they are working on, not know the objectives, the values that the organization is aiming for, they also have less emotional, loyalty, and trust relationships for the organization Leaders need to make employees realize their value at the position they are contributing to the organization In addition, managers and leaders need to communicate long-term benefits to all individuals One mistake when At the same time, managers need to show employees their future when commit to the organization through the establishment of clear directions and development strategies of businesses This represents the organization's long-term vision and it has positive implications for employees The business strategy must determine the priorities of the operations of the business, the capacity and resources to be developed, the target customers and the products and services the business will provide to that customer, from there, enterprises will create successful competitive advantages in the industry and realize the objectives Strategic thinking also shows that businesses must have a long-term commitment to strategies and businesses should not let short-term decisions affect long-term strategies Predicting the future of businesses plays an important role, especially in today's rapidly changing conditions The directions for the future are the foundation to help organizations realize their goals, businesses need specific and appropriate plans and it needs changes to link with the activities of the organization In order to ensure the ability to successfully implement strategies, each unit, as well as each member of the business must understand what they need to to contribute to the implementation of that strategy Sharing the strategies and objectives of the business helps employees better understand the organization's activities, they will feel they are part of the organization, from which each employee will be aware of the role and work what they are doing, they are contributing to the overall success as well as being ready to their best for the future of the organization 4.3 Macro recommendations: The authorities need to build and improve the environmental laws to facilitate the development of businesses, on that basis, it helps businesses develop culture in enterprises such as intellectual property law, trademark protection law Besides, the government needs to help businesses register for protection of domestic and foreign brands The government needs to improve and strictly manage the implementation of social insurance law, labor law to protect the rights of workers, the government encourages businesses to raise their sense of respect and protection dynamic When businesses create trust with employees by respecting and protecting the rights of workers, employees will commit to serve with businesses, and commitment to the organization will be strengthened The government needs to develop a stable, long-term, clear and transparent strategy to create conditions for businesses to operate; The government should consider reducing or exempting VAT for a number of domestic products to help businesses reduce selling prices, solve inventories, recover capital to reproduce, create 23 24 4.5 Proposing future research direction: more revenue; the government needs to have preferential capital and interest rates, policies to help businesses access capital for business development, from which it can create a stable working environment for workers and it can create More jobs for new workers This is a way to help workers stabilize their lives and work, thereby increasing their commitment to businesses First, to ensure greater generalization and reliability, future studies need to expand the sampling size and use more scientific sampling methods The government should encourage the formation and development of advisory associations and centers on corporate culture through measures such as: approving fast operation licenses, reducing income tax for certain years of centers and association of corporate culture Industry associations need to support enterprises to raise awareness about corporate culture and business culture through specific activities such as propaganda on the mass media, organizing seminars, training programs, study tours or propose projects on business culture and corporate culture In addition to the award for cultural entrepreneurial gold cup, the government needs more awards for cultural enterprises to encourage, corporate culture day it is to motivate and honor entrepreneurs and businesses invest in building a strong culture, making an example for other businesses to learn Thirdly, future research should conduct qualitative research in combination with quantitative research methods to better understand the factors in the research model to match the reality of the business environment in Vietnam 4.4 Limitations of dissertation First, the research sample: The convenient sampling of dissertation is still limited, it is only taking samples in two cities, Hanoi and Vinh City, although the author tried to collect data in different types of businesses face on the two cities above, it is still not possible to ensure high representativeness and generality The second limitation, the ability to standardize some concepts: Although it has been tried very hard but due to the complexity and nature of the foreign concept, it is difficult to find the equivalent concept in Vietnamese to fully convey the content of the original concept of English Therefore, the author still uses both Vietnamese and English concepts for readers to follow The third limitation, dissertation has not adequately explained the results in qualitative research This study has found the impact of factors in corporate culture on each factors of employee commitment in the organization that has not explained why; It does not explain why in each of the different types of businesses the degree of influence of each factor of corporate culture on the factors of employee commitment will be different; A new contribution of dissertation is that it has discovered control variables including age, educational level, working position, and number of employees that have different effects on corporate culture as well as their commitment to the organization, but it only stopped at the angle of discovery that had an influence that did not explain the cause of that influence Second, future research needs to carry out further research to explain the causes of differences between levels of employee commitment in different types of businesses; Future research should explain why control variables can affect different levels of both corporate culture (four factors) and employee commitment (including three factors)  ... mention the impact of corporate culture on the three levels of employee commitment in the organization The impact of corporate culture on the commitment of employees in the organization: Continuing... improve the level of commitment factors of employees in the organization through impacting on the personal factors of employees The results of the dissertation confirmed that the elements of: age,... organization: Vietnamese authors have continued to expand the direction of studying the effects of corporate culture with organizations such as studying the impact of organizational culture on employee