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MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY OPEN UNIVERSITY NGO THANH TRUNG PSYCHOLOGICAL CAPITAL, JOB ATTITUDES AND JOB PERFORMANCE OF EMPLOYEE Major: Business Administration Major code: 62 34 01 02 SUMMARY OF BUSINESS ADMINISTRATION DOCTORAL DISSERTATION Ho Chi Minh City, 2020 The study is completed at: HO CHI MINH CITY OPEN UNIVERSITY Scientific Instructor: Assoc Prof Dr Nguyen Minh Ha Reviewer 1: Reviewer 2: Reviewer 3: The dissertation will be reviewed in front of the Dissertation Evaluation Council at Ho Chi Minh City Open University In The dissertation can be found at i TABLE OF CONTENT CHAPTER – INTRODUCTION 1.1 Research matters 1.2 Research questions 1.3 Research objective 1.4 Research object and research scope 1.5 Research Methodology 1.6 The contribution of research 1.7 The structure of dissertation CHAPTER – LITERATURE REVIEW 2.1 Concepts 2.1.1 Psychological capital 2.1.2 Employee’s job performance 2.1.3 Employee’s job attitudes 10 2.2 Theoretical framework 12 2.2.1 The theory of psychological capital 12 2.2.2 Theory of job performance 12 2.2.3 Theory of job attitudes 13 2.3 The relationships between psychological capital, job attitudes and job performance 13 2.3.1 The relationship between psychological capital and job performance 13 2.3.2 The relationships between psychological capital, job satisfaction and job performance 14 2.3.3 The relationships between psychological capital, organizational commitment and job performance 15 2.3.4 The relationships between psychological capital, job stress and job performance 16 ii 2.3.5 The relationships between psychological capital, turnover intention, and job performance 18 2.4 Overview of the previous research 19 2.4.1 Previous research on the relationships between psychological capital and job satisfaction, organizational commitment, job stress, turnover intention 19 2.4.2 Previous research on the relationships between job attitudes and job performance 19 CHAPTER – RESEARCH DESIGN 21 3.1 Research Process 21 3.2 Research methodology 21 3.2.1 Qualitative research method 21 3.2.2 Quantitative research method 22 3.3 The research model and proposed hypotheses 22 3.3.1 The research model 22 3.3.2 The proposed hypotheses 24 3.4 Development scales 24 3.4.1 Psychological capital scale 24 3.4.2 Job performance scale 24 3.4.3 Job satisfaction scale 25 3.4.4 Organizational commitment scale 25 3.4.5 Job stress scale 25 3.4.6 Turnover intention scale 25 3.4.7 Other scales 26 3.4.8 Pre-test activity 26 3.5 Research data 26 CHAPTER – RESEARCH RESULTS 28 4.1 The descriptive statistic results 28 4.1.1 The results of qualitative variables 28 iii 4.1.2 The results of quantitative variables 29 4.2 Reliability analysis of scales 29 4.3 Exploratory factor analysis (EFA) 30 4.4 Confirmatory factor analysis of high-order contructs 30 4.5 Assess the relationships between psychological capital, job attitudes and job performance 30 4.5.1 Assess the relationships between psychological capital, job satisfaction and job performance 30 4.5.2 Assess the relationships between psychological capital, organizational commitment and job performance 32 4.5.3 Assess the relationships between psychological capital, job stress and job performance 33 4.5.4 Assess the relationships between psychological capital, turnover intention and job performance 35 4.5.5 Assess the relationships between psychological capital, job attitudes and job performance 36 CHAPTER 5: CONCLUSION AND MANAGERIAL IMPLICATIONS 39 5.1 Conclusion 39 5.2 New contributions of the study 40 5.3 Managerial implications 41 5.4 Limitations and agenda for future research 43 5.4.1 Limitations 43 5.4.2 Agenda for future research 43 CHAPTER – INTRODUCTION 1.1 Research matters In recent years, Vietnam has carried out the renovation policies and strongly participated in the international economic integration, that openmany development opportunities for Vietnamese enterprises Yet, a plenty of arising challenges that they are facing drive them to change in many aspects Labor productivity is a popular indicator used to measure the number of final goods/ services or the amount of added value per employee Nguyễn and Nguyễn (2015); Nguyễn and Kenichi (2018); and General Statistics Office of Vietnam (2019) confirmed that there is a large gap in labor productivity between Vietnam and other countries in ASEAN and Asia Labor productivity, in both personal aspects and social aspects, is considered as a factor that indicates employee’s capacity, an organization’s or an economy’s nature and progressive level It is an important factor affecting the competitive capacity of an organization (Nguyễn and Nguyễn, 2015) Thus, Vietnamese enterprises’ competitive capacity is in low-level (Dan, 2017) In the context of international economic integration today, Vietnamese enterprises must cope with the fierce competition pressure from foreign enterprises by actively innovating mindsets, improving productivity and optimizing available resources (Dan, 2017) They have to change themselves in many aspects such as business process, organizational structure and personal efficiency (Nguyen and Nguyen, 2015) In order to adapt to the rapid and realistic change of the world, enterprises must aim to change not only in terms of productivity but also the requirements for implementation and generally recognized as job performance (Ilgen and Pulakos, 1999) An employee with high job performance can help their organization achieve its goals and gain a competitive advantage (Sonnentag, 2003) According to Campbell (1990), employee’s job performance is considered as one of the most important factors affecting the success or failure as well as the output of an enterprise Therefore, research on employee’s job performance to find outsolutions for the better job performanceis highly prioritized in Vietnam Although there are many different definitions on job performance, most of researchers agree with the fact that it can be the behavior of employees in the context in relation to the goals of their organization Employee’s job performance is a set of behaviors related to the goals of organizations wherehe unders (Murphy Kroeker, 1988); it is also observable behaviors that the employer performs in his or her work involving inthe objectives/goals of the organization (Campbell, 1990); it is also appraisable behaviors and results related to the organization’s goal (Viswesvaran, 1993) In recent years, positive psychology has been introduced as a new trend in psychology Positive psychology aims to divert psychological research into two neglected tasks, i.e.making people healthier, happier, more productive and actualization of their potentials (Luthans et al, 2015) Seligman and Csikszentmihalyi (2000) suggest that positive psychology emphasizes on how to build human strengths such as characteristics, good qualities, and talents in order to make their lives more valuable, and more efficient In addition, researchers studying on behavior and organizational theory have realized the untapped potentialiality of a positive, sciencebased approach and the results generated are two parallel and complementary main trends comprisingpositive organizational wisdomand positive organizational behavior (Luthans et al, 2015) Based on ideas stemming from the above three positive trends, psychophysical capital developed by Luthans and associates has brought the understanding of the individual’s psychological capacity (Newman et al., 2014) and it can be measured, developed and exploited for the purpose of improving his job performance (Luthans Youssef, 2004) Investment and development of psychological capital brings many benefits such as increasing job performance and establishing competitive advantage (Luthans et al., 2005) Many previous studies on the relationship between overall psychological capital and employee’s job performance (Nolzen (2018); Newman et al (2014); Rus and Băban (2013); Avey et al (2011), etc.) recommend that psychological capital has a positive impact on employee’s job performance Research about self-efficacy, hope, optimism, and resilience (Snyder et al (1991); Bandura (1997); Seligman (1998); Peterson (2000), ) also agreed that they have positive effects on employee’s job performance The theory of psychological capital of Luthans et al (2007b) also expresses a consensus view of the positive impact of both overall psychological capital and the basiccomponents of psychological capital on job performance In the theory of psychology, attitude leads behavior is a prominent topic Researchers on clinical psychology and organizational psychology suggest that attitudes and behaviors are closely related In the working context, attitude aims to an employee’s attitude towards his job Job attitudes are the evaluation of an individual about his job, by which his feelings, beliefs, and commitment to that job are exposed (Judge and Kammeyer-Mueller, 2012) Job attitude has some complex structures, which have the combination meaning of more specific and low-level attitudes (Harrison et al., 2006) such as job satisfaction, organizational commitment, job stress, turnover intention, etc There are many studies on the impacts of employee’s job satisfaction or organizational commitment on job performance However, the obtained results are not consistent The majority of researchers agree that there is theoretical and intuitive existence on the positive effect of job satisfaction on job performance However, the obtained experimental research results show a very low or no statistically significant correlation Therefore, there is still controversy and inconsistency in many studies on the relationship between job satisfaction and job performance (Saari and Judge, 2004) The obtained research results on the impact of organizational commitment on employee’s job performance are also inconsistent (Wright and Bonett, 2002) Many previous theoretical studies such as research of Beehr and Newman (1978), Parker and DeCotiis (1983), agreed that there are the effects of job stress and turnover intention on the employee’s job performance But the number of empirical research on the impact of job stress or turnover intention on the employee’s job performance is still small On the contrary, the studies on the impact of psychological capital on employee’s job attitudes have gotten more clear results Psychological capital has a positive influence on job satisfaction of employees (Larson and Luthans (2006); Luthans et al (2007a); Luthans et al (2008a); Abbas et al (2014); Badran and Youssef-Morgan (2015)), and organizational commitment (Luthans and Jensen (2005); Larson and Luthans (2006); Newman et al (2014); Aminikhah et al (2016)) The psychological capital, job stress, and turnover intention are in mutual relation and the focus on the employee’s psychological capacity is considered as a suggestion to cope with job stress and reduce turnover intention (Yim et al., 2017) Psychological capital is considered as a positive capital to combat the stress and employee’s resignation (Avey et al., 2009) Studies on the hope byFarran et al (1995); Peterson and Luthans (2003); Larson and Luthans (2006); Bandura (1997); on the confidence by Badran and Youssef-Morgan (2015); Kwok et al (2015); Bandura (2008); Siu et al (2015); Harris and Cameron (2005); on the optimism by Seligman (1998); Al-Mashaan (2003); Badran and Youssef-Morgan (2015); on the resiliency by Youssef and Luthans (2007); Larson and Luthans (2006); Matos et al (2010); Siu et al (2005); helps to make the point that the components of psychological capital have similar effects on the employee’s job attitudes including organizational commitment, job stress, turnover intention as well as job satisfaction From the mentioned practical matters in combination with the studied theoretical contents and overview of related previous, this research is conducted to explore the relationships between the psychological capital, job attitudes, job performance of employees in Vietnam In this study, employee’s psychological capital is considered as a high-ordered overall construct comprised of four separate components Besides, four selected specific job attitudes of employees are job satisfaction and organizational commitment (within the group of desirable attitudes), job stress, and turnover intention (within the group of undesirable attitudes) There are two main reasons for this selection First, each employee always have both desirable attitudes and undesirable attitudes at the same time; so simultaneous research on two groups is comprehensive and realistic Secondly, this study wants to explore more about the effects of job satisfaction, organizational commitment, job stress, turnover intention on job performance, which currently has no consistent results Specially, these relationships are explored in a wide range including psychological capital Specifically, this research explores four main contents as follows: (i) The relationship between psychological capital and employee’s job performance (ii) The relationships between psychological capital and job satisfaction, organizational commitment, job stress, and turnover intention (iii) The relationships between job satisfaction, organizational commitment, job stress, turnover intention, and employee’s job performance (iv) The relationships between psychological capital and employee’s job performance through mediator variables such as job satisfaction, organizational commitment, job stress, and turnover intention 1.2 Research questions The study focuses on investigating the relationships between employee’s psychological capital and employee’s job performance through mediator variables such as: job satisfaction, organizational commitment, job stress and turnover intention of employee Specific research questions are proposed as follows: (i) How is the effect of psychological capital on employee’s job performance? (ii) How is the effect of psychological capital on specific job attitudes such as job satisfaction, organizational commitment, job stress, and turnover intention? 29 Per current working location - Ho Chi Minh City - Dong Thap - Long An - Tien Giang - Binh Dinh - 39 other cities/provinces Per working experience - Under 01 yr - From 01 yr to under yrs - From 03 yrs to under yrs - yrs & above Per current organizational characteristics - Public sector - Private sector without FDI - Private sector with FDI 237 133 104 48 32 294 27.95 15.68 12.26 5.66 3.77 34.67 23 218 168 439 2.7 25.7 19.8 51.8 368 265 215 43.4 31.2 25.4 Source: Author’s consolidation 4.1.2 The results of quantitative variables In all observation variables, interviewees are responded with a minimum value of and a maximum value of They have level psychological capital, job satisfaction as well as organizational commitment which are above average Most of the respondents not intend to quit their jobs and they also encountered less job stress 4.2 Reliability analysis of scales The reliability analysis of scales is conducted by Cronbach’s Alpha coefficient Because psychological capital and organizational commitment are highlevel constructs, the analysis of these two constructs is conducted for each component scale After eliminating substandard variables, the number of variables on each scale of psychological capital, job satisfaction, organizational commitment, job stress, and turnover intention is 22, 4, 14, 10, and 7, respectively Particularly, the job performance scale still has variables because there are not any variables removed 30 4.3 Exploratory factor analysis (EFA) The study conducts Exploratory Factor Analysis to each concept by using the Principal Axis Factoring extraction method and the Promax rotation method Results of exploratory factor analysis are obtained as follows: (i) There are two variables removed, and four factors extracted in psychological capital scale; (ii) there is one factor extracted in each scale of job satisfaction, job stress, turnover intention; (iii) there are three factors extracted in organizational commitment scale 4.4 Confirmatory factor analysis of high-order contructs Psychological capital and organizational commitment are second-order structures Therefore, the analysis of the confirmatory factor is implemented The results of the analysis are obtained: the psychological capital measurement model consists of four lower-order latent variables such as optimism, self-efficacy, resiliency, and hope while the organizational commitment comprising of lowerorder latent variables that are affective commitment, normative commitment, and continuance commitment So, the above results are consistent with the research data collected 4.5 Assess the relationships between psychological capital, job attitudes and job performance 4.5.1 Assess the relationships between psychological capital, job satisfaction and job performance 4.5.1.1 Exploratory factor analysis of the overall scale Using the Principal Axis Factoring method and the Promax rotation method, the obtained final results following: one more observation variable of psychological capital is excluded, factors are extracted 4.5.1.2 Confirmatory factor analysis of the overall scale The study performs confirmatory factor analysis for the model of three main structures: psychological capital, job satisfaction, and job performance The 31 analytical results help to conclude that the model is consistent with the research data collected, and achieves reliability and validity Next, the common method variance test is implemented by using common latent factor technique The obtained result shows that the research results are not misleading by the common method bias 4.5.1.3 Structural equation modeling analysis The structure equation modeling analysis is used to establish the relationship between the structures due to the builted measurement model Figure 4.4 – The results of the path model R2 = 355 868*** SA 135*** R2 = 660 PsyCap 680*** JP Resource: Author’s consolidation 4.5.1.4 Discussion the result Psychological capital has a statistically significant positive relationship with employee’s job performance Psychological capital has also a high positive impact on job satisfaction The third direct impact of job satisfaction on employee’s job performance is positive All three impacts are statistically significant at the 1% significance level So, hypotheses H1, H2, H3 are supported This study does not only investigate the direct relationships between constructs but also explore the indirect effect of psychological capital on employee’s job performance through his job satisfaction The magnitude of this impact is 0.11718 Therefore, the total effect of psychological on job performance is 0.79718, and that is stronger than the direct effect of them The appearance of job satisfaction 32 as the mediator helps increase the impact of psychological capital on job performance 4.5.2 Assess the relationships between psychological capital, job satisfaction and job performance 4.5.2.1 Exploratory factor analysis of the overall scale Using the Principal Axis Factoring method and the Promax rotation method, the obtained final results following: one more observation variable of organizational commitment is excluded, factors are extracted 4.5.2.2 Confirmatory factor analysis of the overall scale The study performs CFA for the model of three main structures: psychological capital (PsyCap), organizational commitment (OC), and job performance (JP) In the measurement model of psychological capital, low-latent constructs include optimism (OP), self-efficacy (SE), resilience (RE) and hope (HO), high-latent construct is psychological capital (PsyCap) In the measurement model of psychological capital, low-latent constructs include affective commitment (OC_1), normative commitment (OC_2), continuance commitment (OC_3), high-latent construct is organizational commitment (OC) The analytical results help to conclude that the model is consistent with the research data collected, and achieves reliability and validity Next, the common method variance test is implemented by using common latent factor technique The obtained result shows that the research results are not misleading by the common method bias 4.5.2.3 Structural equation modeling analysis The structure equation modeling analysis is used to establish the relationship between the structures due to the builted measurement model 33 Figure 4.6 – The results of the path model R2 = 282 OC 692*** 061** R2 = 644 739*** PsyCap JP Source: Author’s consolidation 4.5.2.4 Discussion the result Psychological capital has also a high positive (0.739) impact on job performance This impact is statistically significant at the 1% significance level Psychological capital also has a statistically significant positive relationship with employee’s organizational commitment at the 1% significance level The magnitude of this impact is 0.692 Besides, the third direct effect of organizational commitment on job performance is positive This impact is very weak – only 0.061 and it is a statistical significance at the 5% significance level So, hypotheses H1, H4, H5 are supported This study also explore the indirect effect of psychological capital on employee’s job performance through his organizational commitment The magnitude of this impact is 0.0422 Therefore, the total effect of psychological on job performance is 0.74322, and that is stronger than the direct effect of them The appearance of organizational commitment as the mediator variable helps increase the impact of psychological capital on job performance 4.5.3 Assess the relationships between psychological capital, job stress and job performance 4.5.3.1 Exploratory factor analysis of the overall scale Using the Principal Axis Factoring method and the Promax rotation method, the obtained result is factors extracted This result is appropriate since factors 34 represent components of psychological capital, the other factors are job performance and job stress of employees 4.5.3.2 Confirmatory factor analysis of the overall scale The study performs CFA for the model of three main structures: psychological capital (PsyCap), job stress (JS), and job performance (JP) In the measurement model of psychological capital, low-latent constructs include optimism (OP), self-efficacy (SE), resilience (RE) and hope (HO), high-latent construct is psychological capital (PsyCap) The analytical results help to conclude that the model is consistent with the research data collected, and achieves reliability and validity Next, the common method variance test is implemented by using common latent factor technique The obtained result shows that the research results are not misleading by the common method bias 4.5.3.3 Structural equation modeling analysis The structure equation modeling analysis is used to establish the relationship between the structures due to the builted measurement model Figure 4.8 – The results of the path model R2 = 233 JS -.287*** -.202*** R2 = 636 796*** PsyCap JP Source: Author’s consolidation 4.5.3.4 Discussion the result Psychological capital has also a high positive (0.796) impact on job performance This impact is statistically significant at the 1% significance level Psychological capital also has a statistically significant negative relationship with 35 employee’s job stress at the 1% significance level The magnitude of this impact is 0.287 Besides, the third direct effect of job stress on job performance is negative The magnitude of this impact is -0.202 and it is a statistical significance at the 1% significance level So, hypotheses H1, H6, H7 are supported This study also explore the indirect effect of psychological capital on employee’s job performance through job stress The magnitude of this impact is 0.0579 Therefore, the total effect of psychological on job performance is 0.8539, and that is stronger than the direct effect of them The appearance of job stress as the mediator variable helps increase the impact of psychological capital on job performance 4.5.4 Assess the relationships between psychological capital, turnover intention and job performance 4.5.4.1 Exploratory factor analysis of the overall scale Using the Principal Axis Factoring method and the Promax rotation method, the obtained result is factors extracted This result is appropriate since factors represent components of psychological capital, the other factors are job performance and turnover intention of employees 4.5.4.2 Confirmatory factor analysis of the overall scale The study performs CFA for the model of three main structures: psychological capital (PsyCap), turnover intention (TI), and job performance (JP) In the measurement model of psychological capital, low-latent constructs include optimism (OP), self-efficacy (SE), resilience (RE) and hope (HO), high-latent construct is psychological capital (PsyCap) The analytical results help to conclude that the model is consistent with the research data collected, and achieves reliability and validity Next, the common method variance test is implemented by using common latent factor technique The obtained result shows that the research results are not misleading by the common method bias 36 4.5.4.3 Structural equation modeling analysis The structure equation modeling analysis is used to establish the relationship between the structures due to the builted measurement model Figure 4.10 – The results of the path model R2 = 210 -.230*** TI -.204*** 780*** PsyCap R2 = 639 JP Source: Author’s consolidation 4.5.4.4 Discussion the result Psychological capital has also a high positive (0.780) impact on job performance This impact is statistically significant at the 1% significance level Psychological capital also has a statistically significant negative relationship with employee’s turnover intention at the 1% significance level The magnitude of this impact is -0.230 Besides, the third direct effect of turnover intention on job performance is negative The magnitude of this impact is -0.204 and it is a statistical significance at the 1% significance level So, hypotheses H 1, H8, H9 are supported This study also explore the indirect effect of psychological capital on employee’s job performance through turnover intention The magnitude of this impact is 0.0469 Therefore, the total effect of psychological on job performance is 0.8269, and that is stronger than the direct effect of them The appearance of turnover intention as the mediator variable helps increase the impact of psychological capital on job performance 4.5.5 Assess the relationships between psychological capital, job attitudes and job performance 4.5.5.1 Exploratory factor analysis of the overall scale Using the Principal Axis Factoring method and the Promax rotation method, the obtained result is 11 factors extracted This result is appropriate since factors 37 represent components of psychological capital, factors are components of organizational commitment, the remaining factors are job performance, job satisfaction, job stress and turnover intention of employees 4.5.5.2 Confirmatory factor analysis of the overall scale Based on the obtained results of exploratory factor analysis of the overall scale, the study performs CFA for the model of six main structures: psychological capital (PsyCap), job satisfaction (JS), organizational commitment (OC), job stress (JS), turnover intention (TI), and job performance (JP) In the measurement model of psychological capital, low-latent constructs include optimism (OP), self-efficacy (SE), resilience (RE) and hope (HO), high-latent construct is psychological capital (PsyCap) In the measurement model of psychological capital, low-latent constructs include affective commitment (OC_1), normative commitment (OC_2), continuance commitment (OC_3), high-latent construct is organizational commitment (OC) The analytical results help to conclude that the model is consistent with the research data collected, and achieves reliability and validity Next, the common method variance test is implemented by using common latent factor technique The obtained result shows that the research results are not misleading by the common method bias 4.5.5.3 Structural equation modeling analysis The structure equation modeling analysis is used to establish the relationship between the structures due to the builted measurement model 38 Figure 4.12 – The results of the path model SA 0.970*** 0.063 OC 0.829*** -0.052 0.767*** PsyCap -0.461*** JP JS 0.023 -0.487*** 0.059*** TI Source: Author’s consolidation 4.5.5.4 Discussion the result Psychological capital has impacts on the five remaining constructs of the structural model These impacts are statistically significant at the 1% significance level Specifically, the effects of psychological capital on job performance, job satisfaction, and organizational commitment are positive On the contrary, the effects of psychological capital on job stress, and turnover intention are negative So, proposed hypotheses such as H1, H2, H4, H6, H8 are accepted Yet, the obtained results on the effects of job attitudes on job performance are not the same Turnover intention is the only employee’s job attitude that has a statistically significant relationship with employee’s job performance Although the impact’s magnitude is very weak (0.059), it is enough to conclude that this effect is positive Thus, the remaining proposed hypotheses include H 3, H5, H7, and H9 are not supported Finally, in the overall model, turnover intention is the only employee’s job attitude that demonstrates the role of a mediator variable in the relationship between psychological capital and employee’s job performance organizational commitment, and job stress not show this role Job satisfaction, 39 CHAPTER 5: CONCLUSION AND MANAGERIAL IMPLICATIONS 5.1 Conclusion This study is conducted to explore the relationships between psychological capital, specific employee’s job attitudes (job satisfaction, organizational commitment, job stress, turnover intention), and employee’s job performance An overall research model and four specific research models on the relationships between the above constructs.as well as hypotheses are proposed Both qualitative research method and quantitative research method are mixed in this study This is the primary research data collected via surveys in November 2018 Respondents are employees from various companies across industries in Vietnam After removing duplicate or inaccurate records, the official sample size is 848 The obtained results of proposed specific research models as follows: Firstly, psychological capital has statistically significant positive relationships with employee’s job performance, job satisfaction, and organizational commitment at the 1% significance level Secondly, psychological capital has statistically significant negative relationships with employee’s job stress, and turnover intention at the 1% significance level Thirdly, employee’s job satisfaction has a statistically significant positive relationship with employee’s job performance at the 1% significance level whilst organizational commitment has a similar impact at the 5% significance level Next, job stress and turnover intention have statistically significant negative relationships with employee’s job performance at the 1% significance level Finally, all proposed hypotheses are supported, and all specific employee’s job attitudes show the mediating role in the relationship between psychological capital and job performance 40 The obtained results of proposed overall research model as follows: Firstly, psychological capital has statistically significant positive relationships with employee’s job performance, job satisfaction, and organizational commitment at the 1% significance level Secondly, psychological capital has statistically significant negative relationships with employee’s job stress, and turnover intention at the 1% significance level Thirdly, employee’s job satisfaction, organizational commitment, and job stress not have statistically significant relationships with employee’s job performance at the 5% significance level whilst turnover intention is the only job attitudes that has a statistically significant positive relationship with employee’s job performance at the 1% significance level Next, five proposed hypotheses such as H1, H2, H4, H6, H8 are supported, and four remaining hypotheses are not supported Finally, turnover intention is the only employee’s job attitude that demonstrates the role of a mediator variable in the relationship between psychological capital and employee’s job performance 5.2 New contributions of the study The dissertation has made new contributions in both academic and empirical aspects as follows: Firstly, The study provides the theoretical addition on the impact of employee’s psychological capital on their job performance through some new mediator variables such as employee’s job stress, employee’s turnover intention, employee’s job satisfaction, employee’s organizational commitment According to the obtained results, when analyzing the mediating effect of each attitude, all four specific job attitudes show a mediating role in the relationship between psychological capital and employee’s job performance However, when the mediating effects of all four job attitudes to be analyzed at the same time, only employee’s turnover intention demonstrates this role 41 Secondly, there are some new empirical contributions in the study when Vietnam is selected as the research context The research in the Vietnam reality context will provide a better understanding of the matters related to psychological capital, job performance, and employee’s job attitudes in Vietnam Therefore, appropriate solutions will be come up to increase the capacity of psychological capital, change the attitude towards the work as well as increase the job performance of employees in Vietnam Besides, this study’s results show the confirmation regarding the structural relationship between psychological capital and employee’s job performance in Vietnam, of which there is an existence of mediator variables that are employee’s specific job attitudes (job stress, turnover intention, job satisfaction, organizational commitment) 5.3 Managerial implications (i) To increase the capacity of psychological capital First, it is necessary for managers to take consideration into psychological capital as an important factor that helps improve job satisfaction, organizational commitment, job performance as well as decreasing job stress and turnover intention of employees More suggestions for managers are to develop a questionnaire to measure psychological capital according to the organization’s characteristics of employees, business industries…and periodically evaluate and organize short-term psychological training courses for employees In addition, based on the obtained evaluation results on employee’s psychological capital capacity, managers convince micro-intervention activities in terms of group workshops with 2-3 hours Finally, the study suggests that enterprises should have psychologist to take care of the mental and psychological health of their employees (ii) To improve job satisfaction and organizational commitment of employees It is advised to create friendly working environment with many engagement activities, employee development program for employee’s organizational 42 commitment Apart from those, for the effort of enhancing employee’s job performance, 2-ways internal communication activities should be promoted within the organization to incorporate employee’s personal working goals and needs with their assigned works Besides, flexible working hours, convenient office location, good working facilities are next suggestions to improve employee’s job satisfaction and organizational commitment In addition, salaries and benefits, that are built in terms of the real labor market and highly competitive with enterprises in the same industries, are also important suggestions for managers Last but not least, establishing a system to evaluate employee’s performance accurately and objectively, creating development opportunities for employees, having trust in and empowering employees more are essential actions (iii) To limit employee’s job stress First, listening, sharing, and assisting in solving working difficulties from managers will help employees deal with job stress more easily Next, it is essential to help employees understand the goals and requirements of each job as well as the importance of the work at the beginning of the work cycle As a result, employees focus more on the tasks and appropriately allocate working time to limit the ability to be stress Last, improving employee’s psychological capital capacity and joining in soft skill training courses on time management, problem solving as well as stress coping also are some suggestions To limit employee’s turnover intention The above suggestions such as increasing psychological capital capacity, creating the friendly working environment, providing good working facilities, establishing competitive salary regime, designing appropriate workflow process, etc are also suggestions to limit employee’s turnover intention 43 5.4 Limitations and agenda for future research 5.4.1 Limitations Firstly, only employee’s four specific job attitudes include job satisfaction, organizational commitment, job stress, turnover intention are studied in this research There are other specific job attitudes that exist in the real working context So, it is necessary to study different specific job attitude Secondly, studies on the relationships between these constructs in either specific sectors or industry are not implemented Besides, studies on the moderating role of age, working experience, education, etc on the relationships between psychological capital, job attitudes, and job performance are not conducted Thirdly, the effects of specific job attitudes together on the overall relationship with psychological capital and job performance of employees 5.4.2 Agenda for future research According to limitations shown, studies on the relationships between psychological capital, job performance, and other job attitudes as well as the moderator on the impact of psychological capital on job performance are potential research in the future ... attitudes and behaviors are closely related In the working context, attitude aims to an employee’s attitude towards his job Job attitudes are the evaluation of an individual about his job, by which... job attitudes of employees are job satisfaction and organizational commitment (within the group of desirable attitudes), job stress, and turnover intention (within the group of undesirable attitudes)... the Vietnam reality context will provide a better understanding of the matters related to psychological capital, job performance, and employee’s job attitudes in Vietnam Therefore, appropriate
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