Empirical study of job satisfaction and employee loyalty: case of commercial banks in Ho Chi Minh city

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business - Phan Thi Tram Thy EMPIRICAL STUDY OF JOB SATISFACTION AND EMPLOYEE LOYALTY: CASE OF COMMERCIAL BANKS IN HO CHI MINH CITY ID: 21120005 MASTER OF BUSINESS (Honours) SUPERVISOR: Dr Cao Hao Thi Ho Chi Minh City, 2015 DECLARATION I hereby declare that this thesis titled “Empirical study of job satisfaction and employee loyalty: Case of commercial banks in Ho Chi Minh City” is definitely my own work and effort and it has not been submitted anywhere for any award Where other sources of information have been used in this thesis, they have seriously been cited Signature: Phan Thi Tram Thy Date: 28/02/2015 ii ACKNOWLEDGEMENT At the beginning of this master’s thesis, I would like to thank all those people who made this thesis possible and valuable experience for me Firstly, I would like to express my sincere gratitude to my supervisor, Dr Cao Hao Thi, for his patience, enthusiasm, and immense knowledge to support me in researching and writing this thesis Without his guidance, I definitely could not finish my master’s thesis successfully He is really a respectful adviser and mentor I have ever had Secondly, I would like to express my sincere gratitude to the ISB Research Committee for their encouragement, insightful comments, and useful support to help students in researching and writing theses through proposal defense, feedback on first draft, and final defense Thirdly, I would like to thank all the participants who took part in doing the survey in order that I could collect qualified data for my analysis I am thankful to my friends who helped me send the questionnaires to their colleagues and friends in commercial banks to collect data Finally, I would like to express my special thanks to my family for their great love and continuous support in both spiritually and materially to help me finish my master’s thesis iii Abstract Employees play an important role in providing services in banking industry and the quality of services provided for customers is a critical factor of a bank’s performance Job satisfaction of employees is directly related to their commitment, performances, contribution, turnover, and customers’ satisfaction Thus, this study aims to identify key determinants of job satisfaction in commercial banks, find out the relationship between job satisfaction and employee loyalty, make a comparative analysis of job satisfaction and employee loyalty in different genders and bank sectors such as domestic and foreign banks in Vietnam, as well as suggest some recommendations for managerial implications Both primary and secondary data were used in the study and the sample size of the study was 143 employees from 29 different banks located in Ho Chi Minh City The study found that motivation is the most contributing factor to job satisfaction Other determinants including payment and benefits, teamwork, nature of work, working conditions, and training and personal development also had significant influence on job satisfaction of employees Moreover, there was a strong positive relationship between job satisfaction and employee loyalty In addition, the results indicated that there was no difference in job satisfaction and employee loyalty between genders and bank sectors Key words: Job satisfaction, employee loyalty, motivation, commercial banks, Ho Chi Minh City iv TABLE OF CONTENT List of tables, figures, and abbreviations vii CHAPTER 1: INTRODUCTION .1 1.1 Background of the study 1.2 Problem statement .4 1.3 Research objectives 1.4 Research questions 1.5 Research scope 1.6 Research structure CHAPTER 2: LITERATURE REVIEW 2.1 Job satisfaction definition 2.2 Factors impact on job satisfaction .8 2.2.1 Determinants of job satisfaction 2.2.2 Demographic variables impact on job satisfaction 10 2.3 Studies about job satisfaction in general and in banking industry 11 2.4 Employee loyalty definition 12 2.5 Relationship between job satisfaction and employee loyalty 13 2.6 Hypotheses and research model .13 2.6.1 Participations and empowerment 13 2.6.2 Working conditions .14 2.6.3 Rewards and recognition .14 2.6.4 Teamwork 15 2.6.5 Training and personal development .15 2.6.6 Payment and benefits .16 2.6.7 Nature of work .16 2.6.8 Impact of job satisfaction on employee loyalty .17 2.6.9 Impact of gender on job satisfaction and employee loyalty 17 2.6.10 Impact of bank sector on job satisfaction and employee loyalty 18 CHAPTER 3: RESEARCH METHODOLOLY .21 3.1 Research process .21 3.2 Data collection methods 22 3.3 Data analysis methods .23 3.4 Measurement of constructs 24 CHAPTER 4: DATA ANLYSIS .28 4.1 Sample description 28 4.2 Reliability test for constructs 29 4.2.1 Participations and empowerment 29 4.2.2 Working conditions .31 4.2.3 Rewards and recognition .31 4.2.4 Teamwork 31 4.2.5 Training and personal development .32 4.2.6 Payment and benefits .32 4.2.7 Nature of work .32 v 4.2.8 Job satisfaction .32 4.2.9 Employee loyalty 33 4.3 Exploratory factor analysis 33 4.3.1 EFA for independent constructs 33 4.3.2 EFA for dependent constructs .36 4.3.2.1 EFA for dependent construct of job satisfaction 36 4.3.2.2 EFA for dependent construct of employee loyalty .37 4.4 Linear regression .40 4.4.1 Regression model 40 4.4.2 Regression model 42 4.5 Analysis of variance (ANOVA test) 42 4.5.1 Impact of gender on job satisfaction 43 4.5.2 Impact of gender on employee loyalty 43 4.5.3 Impact of bank sector on job satisfaction 44 4.5.4 Impact of bank sector on employee loyalty 44 4.6 Discussion for data analysis results 45 CHAPTER 5: CONCLUSIONS 50 5.1 Research findings 50 5.2 Managerial implications 50 5.3 Limitation and further researches 53 REFERENCES 54 APPENDIX 66 Appendix .66 Appendix .68 Appendix .71 Appendix .74 Appendix .77 vi LIST OF TABLES Table 2.1: Studies of factors influence job satisfaction in banking industry .15 Table 3.1: Measurement scale of constructs in the study 31 Table 4.1: Descriptive statistics of the study sample 34 Table 4.2: Cronbach’s Alpha reliability test results .34 Table 4.3: Cronbach’s Alpha reliability test results of deleted items 35 Table 4.4: KMO and Bartlett's Test for independent constructs 38 Table 4.5: Factor analysis result of determinants of job satisfaction 39 Table 4.6: Total variance explained by determinants of job satisfaction 40 Table 4.7: KMO and Bartlett's test for dependent construct of job satisfaction 41 Table 4.8: Factor analysis result of dependent construct of job satisfaction .41 Table 4.9: Total variance explained by dependent construct of job satisfaction 41 Table 4.10: KMO and Bartlett's test for dependent construct of employee loyalty .42 Table 4.11: Factor analysis result of dependent construct of employee loyalty 42 Table 4.12: Total variance explained by dependent construct of employee loyalty 41 Table 4.13: Regression analysis result of model .44 Table 4.14: Regression analysis result of model .45 Table 4.15: Descriptive statistics of gender 46 Table 4.16: ANOVA analysis – Impact of gender on job satisfaction 46 Table 4.17: ANOVA analysis – Impact of gender on employee loyalty .47 Table 4.18: Descriptive statistics of bank sector 47 Table 4.19: ANOVA analysis – Impact of bank sector on job satisfaction 48 Table 4.20: ANOVA analysis – Impact of bank sector on employee loyalty 48 Table 4.21: Testing results of 11 hypotheses in the research model 48 LIST OF FIGURES Figure 2.1: Theoretical framework .23 Figure 3.1: Research process of the study 25 Figure 4.1: Revised research model .43 LIST OF ABBREVIATIONS ANOVA: Analysis Of Variance EFA : Exploratory Factor Analysis KMO : Kaiser – Meyer – Olkin statistics vii CHAPTER 1: INTRODUCTION This chapter presents an overview of the study, including background of the study, problem statement, research objectives, research questions, and research scope Structures of the study is also presented in this chapter 1.1 Background of the study Human resources play an important role in establishment and development of organizations Fletcher and Williams (1996), Al-Aameri (2000), and Fang (2001) indicate that employees satisfy with their jobs tend to have more loyalty towards the organizations, and contribute more than those who dissatisfy Thus, satisfied employees can help to increase retention and decrease turnover rate as well as save recruiting and training costs Understanding that human resource is a valuable capital of an organization, there are many studies about job satisfaction all over the world Among them, there are two famous studies from that others are based on They are study of Locke in 1976 and study of Herzberg, Mausner, and Snyderman in 1959 Locke (1976) defines job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences He also points out nine dimensions of job, including nature of work, pay, promotion, recognition, benefits, working conditions, coworkers, and company and management In his causal models of job satisfaction, Locke finds strong positive relationships among these job dimensions with job satisfaction Another famous study of job satisfaction is Herzberg’s motivator – hygiene theory in 1959 Herzberg et al (1959) classify incidents involving the work itself, achievements, promotion, recognition, and responsibility are frequently mentioned as sources of satisfaction This group of factors is labeled Motivators While incidents classified as involving supervision, interpersonal relations, working conditions, company policies, and salary are frequently mentioned as causes of job dissatisfaction This group of categories is labeled Hygienes The two-factor theory of job satisfaction parallels the theory of man’s needs based on Maslow theory, in which the Hygiene factors operate to fulfill man’s physical needs, while the Motivators serve to fulfill man’s psychological needs Based on these studies, job satisfaction is researched in many different countries and all the researches get the results that prove the relationships among these factors and job satisfaction Lim (2008) examining the job satisfaction of library information technology workers in the United States finds that salary, a sense of belonging, job autonomy, and promotion opportunities are related to job satisfaction The conclusion drawn from the study of Sesil (1999) in High Technology Establishments of United Kingdom is that there is a strong and positive impact on job satisfaction associated with the use of employee involvement and group incentives Another study about job satisfaction compared between Canada and India shows that employees who exhibit job satisfaction and work experience behaviors are more likely to heighten their desires to be empowered, regardless of cultural context (Gill, Sharma, Mathur, & Bhutani, 2012) Besides American and Europe, Asia, Africa, and Middle East also have many studies about job satisfaction Koh, Ma, and Kuek (2012) studying about the relationships among job satisfaction, job performance, and job stress in the context of higher learning institutions in Malaysia find that job stress has negative impact on job satisfaction and then, job satisfaction affects job performance in a positive relationship According to Ashok and Lekh (2013), pay, promotion, work itself, supervision, and co-workers can contribute to increase the job satisfaction of managers in pharmaceutical industry in Himachal Pradesh of India Sadegh and Azadeh (2012) also indicate supervision, relationship with co-workers, nature of work, opportunities for promotion, and present pay all have important influence job satisfaction when they an empirical study at airline industry in Iran In Nigeria, Oyebamiji, Kareem, and Ayeni (2013) show that job satisfaction dimensions including pay, supervision, promotion, work itself, and work conditions have significant effect on job performance, which account for 33% variance of job performances The study conclude that small and medium enterprises managers should use these job satisfaction dimensions as policy instruments for retention to reduce employee turnover and enhance job performance Studies about job satisfaction are not only popular in many countries but also diversify in different fields and research objectives Job satisfaction are researched in technology (Sesil, 1999; Lim, 2008), banking industry (Islam, Mohajan & Datta, 2012; Mansor, Noor & Hassan, 2012; Muhammad and Kamal, 2009), governments (Krzysztof & Bartomicj, 2013; Turkyilmaz, Akman, Ozkan, & Pastuszak 2011), hotel industry (Hussain, 2012; Abdullah, Musa, Zahari, Rahman, & Khalid 2011), textile industry (Ami, Shiji, & Shamira, 2012), health care (Harmon et al., 2003), pharmaceutical industry (Ashok & Lekh, 2013), and many other industries Objectives of studies about job satisfaction vary according to authors’ purposes There are researches on determinants of job satisfaction, for instant Kumar and Singh (2011) investigate job satisfaction and its correlates, Seashore and Tabler (1975) research about job satisfaction indicators and their correlates There are many studies compare the differences in job satisfaction between genders and bank sectors, such as Sadegh and Azadeh (2012) an evaluation of employees’ job satisfaction and role of gender difference at airline industry in Iran, or comparative study about job satisfaction of public sector and private sector banks of Devi and Suneja (2013) Other authors research about the demographic attributes and job satisfaction, such as Santosh and Santoshi (2014) Some authors investigate the relationship between some of job dimensions and job satisfaction, for instant study about the impact of employee participation on job satisfaction, employee commitment, and employee productivity (Komal and Tahir, 2007), impact of salary differential on managerial job satisfaction (Okpara, 2004), relationship between job satisfaction and job commitment (Luqman, Bolaji, & Abubakar, 2012), job satisfaction and job performance relationship (Timothy, Carl, Joyce, & Gregory, 2001), work values and job satisfaction (Ju, Mohd, Datin, & Kong, 2006), etc In banking industry, low level of job satisfaction makes difficulties in increasing service quality, including long working hours, workload pressure, unfairness in promotion and salary, and uncomfortable working environment, etc Job satisfaction directly relates to employees’ performance, absenteeism, commitment, turnover, and citizenship behaviors Smith, P C., Kendall, L M., & Hulin, C L (1969) The measurement of satisfaction in work and retirement Chicago: Rand McNally Snipes, R L., Oswald, S L., Tourc, L M., & Armenakis, A A (2005) The effects of specific job satisfaction facets on customer perceptions of service quality: an employee-level analysis Journal of Business Research, 58, 1330-1339 Sokoya, S K (2000) Personal predictors of job satisfaction for the public sector manager: implications for management practice and development in a developing economy Journal of Business in Developing Nations, 4(1) Retrieved from http://www.ewp.rpi.edu/jbdn/jbdnv401.htm Soler, C H (1998) The relationship of organizational structure and job characteristics to teacher’s job satisfaction and commitment Dissertation Abstracts International, 60, 42-73 Sowmya, K R., & Panchanatham, N (2011) Factors influencing job satisfaction of banking sector employees in Chennai, India Journal of Law and Conflict Resolution, 3(5), 7679 Statistical Office in Ho Chi Minh City (2014) Economy – Society in June 2014 and the first months of 2014 in Ho Chi Minh City Retrieved from http://www.pso.hochiminhcity.gov.vn/c/document_library/get_file?uuid=b01e545cef33-4a8f-8bea-cc25b93c649f&groupId=18 Strong, E K (1943) Vocational interests of men and women Stanford University Press Sweeney, P D., McFarin, D B., & Inderrieden, E J (1990) Using relative deprivation theory to explain satisfaction with income and pay level Academy of Management Journal, 33, 423-436 Thuy, V (2013, December 12) 80 banking branches in Ho Chi Minh City got lost Security Investment Retrieved from http://tinnhanhchungkhoan.vn/tien-te/80-chi-nhanh-nganhang-tai-tp-hcm-thua-lo-8695.html 63 Timothy, J., Carl, T., Joyce, B., & Gregory, P (2001) The job satisfaction – job performance relationship: A qualitative and quantitative review Psychological Bulletin, 127(3), 376-407 Turkyilmaz, A., Akman, G., Ozkan, C., and Pastuszak, Z (2011) Empirical study of public sector employee loyalty and satisfaction Industrial Management & Data System, 111(5), 675-696 Vander, K., Blonk, K., Schene, A., & Van, D (2001) The benefits of interventions for work-related stress Public Health, 91, 270-276 Volkwein, J F., Malik, S M., & Napierski, P M (1998) Administrative satisfaction and the regulatory climate at public universities Research in Higher Education, 39(1), 4363 Volkwein, J F., & Zhouz, Y (2003) Testing a model of administrative job satisfaction Research in Higher Education, 44(2), 149-171 Wagner, A J (1994) Participation’s effects on performance and satisfaction: A reconsideration of research evidence Academy of Management Review, 19, 312-330 Ward, M., & Sloane, P (1998) Job satisfaction: The case of the Scottish academic profession, University of Aberdeen Warehousing Education and Research Council (1999) How to implement motivation and retention strategies in the warehouse Retrieved from http://www.werc.org/assets/1/workflow_staging/Publications/639.PDF Weaver, C (1974) Correlates of job satisfaction: Some evidence from the national surveys Academy of Management Journal, 17(2), 373-375 Weaver, C (1978) Sex differences in the determinants of job satisfaction Academy of Management Journal, 21(2), 265-274 Witt, L., & Nye, L (1992) Gender and the relationship between perceived fairness of pay or promotion and job satisfaction Journal of Applied Psychology, 77(6), 910-917 64 Yee, R., Yeung, A., & Cheng, E (2008) The impact of job satisfaction on quality and profitability in high-contact service industries Journal of Operations Management, 26, 651-668 Yussuf, A (2008) Export processing zone in Bangladesh: An attractive investment destination Executive chairman report Zohir, S C (2007) Role of Dhaka export processing zone: Employment and Empowerment Research Report, Bangladesh Institute of Development Studies, Dhaka 65 Appendix Appendix 1: Studies of factors influence job satisfaction Title of study Determinants of job satisfaction in banking industry Authors (Year) Organizational behaviors Salary, job characteristics, working conditions, management politics, and coworkers Luthan (1992) Job satisfaction and Work Values Working conditions, pay, relationships with coworkers and supervisors, organizational policies, and the nature of job Drummond and Stoddard (1991) Determinants of critical factors on job satisfaction A case study on Financial Institute Management and personnel relationship, relationship among employees, motivation, education, wage and salary, welfare facilities, employees' commitment, job promotion, performance, and organization systems and processes Kazemzadeh and Bashiri (2005) Job satisfaction of Health care staff employed at Health Centers in Turkey Work content, age, gender, educational level, working conditions, location (rural or urban), coworkers, salary, and working hours Bodur (2002) The Motivation - Hygiene concept and Problems of manpower (1964) - Hygiene factors: supervision, working conditions, coworkers, pay, policies/procedures, and job security - Motivation factors: achievement, recognition, work itself, responsibility, advancement, and growth Herzerg (1964 and 1968) Job satisfaction and its correlates - Work motivation: Personal growth, achievement, self-control, monetary gains, nonfinancial rewards, autonomy, social relations - Job expectation: Hygiene factors, motivation factors - Job characteristics: Skill variety, task variety, task significance, autonomy, feedback from job, feedback from self - Recognition, compensation, supervision Naresh and Singh (2011) Job satisfaction indicators and their correlates - Political and economic environment: unemployment rate - Occupation: prestige, power - Organization environment: climate, promotional opportunities - Job environment: pay, noise, variety - Demography: age, gender, education - Stable personality: values, needs, interaction style - Abilities: intelligence, skills Seashore and Tabler (1975) One more time: How you motivate employees? (1966) 66 - Situational personality: motivations, preferences - Perception, cognitions, expectation - Transient personality traits: anger, boredom - Individual responses: withdrawal, aggression, work performance, perceptual distortion, illness, etc - Organizational responses: quality, productivity, turnover, absence, sabotage - Societal responses: GNP, illness rate, adaptivity, political stability, quality of life, etc 67 Appendix 2: English questionnaire used in the study MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY INTERNATIONALSCHOOL OF BUSINESS Dear Sir/Madam, My name is Phan Thi Tram Thy, a student of International School of Business - University of Economics Ho Chi Minh City Currently, I am doing my Master thesis, which is named "Empirical study of job satisfaction and employee loyalty: Case of commercial banks in Ho Chi Minh City" This survey aims to collect and analyze information about job satisfaction and solutions to improve working environment of commercial banks in Ho Chi Minh City Please fill in this form with your opinions (The provided information will be kept strictly confidential We only present the studied results) The measurement scale used in this study is 5-point Likert scale as followed: Strongly disagree Disagree Neutral Agree Strongly agree I PARTICIPATION AND EMPOWERMENT You can participate in making decisions at your department You can participate in meetings at your department Your supervisors/ managers empower you to finish your work II WORKING CONDITIONS The workplace infrastructure is well equipped The working environment is safe and clean The working hour is appropriate III REWARDS AND RECOGNITION You receive recognition from your supervisors/ managers when you get the job done well You receive rewards from your supervisors/ managers when you get the job done well Your corporate policies are just and fair 10 Promotion at the bank where you are working is fair IV TEAMWORK 11 You can work efficiently with your colleagues 12 You have good conflict resolutions with your colleagues 13 You share your problems with your colleagues V TRAINING AND PERSONAL DEVELOPMENT 68 5 5 14 Training programs of professional knowledge and skills are important to you 15 Personal development of professional knowledge and skills is important to you VI PAYMENT AND BENEFITS 16 Your salary is suitable to the nature of work 17 Salary policy is just and fair 18 Your salary is affordable for your daily life 19 You satisfy with the bank’s benefit policy VII NATURE OF WORK 20 The work is suitable to your level of education and specialty 21 The work allows you to use your personal abilities well 22 Your work is under high pressure VIII JOB SATISFACTION 23 You are content with the type of work 24 You enjoy your job 25 You can learn and have potential growth 26 You feel this job is important to you IX EMPLOYEE LOYALTY 27 You desire to continue working for your current bank 28 You recommend the bank that you are working to others 29 Your gender:  Male  Female 30 Education:  High school  University  College  Technical school  Master  Doctorate  Other 31 Your age:  Below 21 69 5 5  From 21 to 30  From 31 to 40  From 41 to 50  From 51 to above 32 Your time of working at the current bank:  Below year  From year to less than years  From year to less than years  From years to less than years  From years to above 33 Your salary (per month):  Less than 3.000.000 VND  From 3.000.000 VND to less than 6.000.000 VND  From 6.000.000 VND to less than 9.000.000 VND  From 9.000.000 VND to less than 12.000.000 VND  From 12.000.000 VND to above 34 Your current position:  Employees  Supervisors, Managers  CEO, BOD 35 Name of the bank you are currently working for:  Agribank  Maritime Bank  Ocean Bank  Shinhan Bank Vietnam  MHB  Viet Capital Bank  Sai Gon Bank  Stardard Chatered Bank  Vietcombank  VPbank  PG Bank  Indovina Bank  Vietinbank  VIB  Kienlong Bank  VRB  Techcombank  Tien Phong  SCB  HSBC  Eximbank  Dong A Bank  LienvietPost Bank  ANZ  MB  OCB  BaoViet Bank  Citibank  ACB  OCB Bank  Western Bank  Hong Leong Bank  Sacombank  AnBinh Bank  Southern Bank  Others:………………… Thank you for your information 70 Appendix 3: Vietnamese questionnaire used in the study BỘ GIÁO DỤC VÀ ĐÀO TẠO TRƯỜNG ĐẠI HỌC KINH TẾ TP HỒ CHÍ MINH VIỆN ĐÀO TẠO QUỐC TẾ Kính chào anh/chị, tơi Phan Thị Trâm Thy, học viên Viện Đào tạo Quốc tế - Trường ĐH Kinh tế TP.HCM Tôi thực luận văn thạc sỹ với đề tài: "Nghiên cứu thực tiễn mức độ hài lịng với cơng việc lòng trung thành nhân viên ngân hàng thương mại TP Hồ Chí Minh” Nhằm thu thập ý kiến đóng góp phản hồi anh chị mức độ hài lịng với cơng việc đồng thời nâng cao chất lượng môi trường làm việc ngân hàng khu vực TP.HCM, anh chị vui lịng cho biết số thơng tin ý kiến sau (các câu trả lời cá nhân giữ kín, chúng tơi cơng bố kết tổng hợp) Anh/chị vui lòng đánh giá nội dung sau theo các mức độ sau: 1.Hoàn tồn khơng đồng ý Khơng đồng ý 3.Khơng ý kiến Đồng ý Hoàn toàn đồng ý I SỰ THAM GIA VÀ TRAO QUYỀN Anh/chị tham gia vào việc đưa định phận/phịng ban Anh/chị tham gia họp phận/phịng ban Anh/chị cấp trao quyền để tự hồn thành công việc giao II ĐIỀU KIỆN LÀM VIỆC Cơ sở vật chất nơi anh/chị làm việc trang bị đầy đủ Mơi trường làm việc an tồn Giờ giấc làm việc phù hợp III PHẦN THƯỞNG VÀ SỰ CÔNG NHẬN Anh/chị cấp ghi nhận thành tích hồn thành tốt công việc giao Anh/chị cấp khen thưởng hồn thành tốt cơng việc giao Chính sách ngân hàng anh/chị làm việc cơng hợp lý 10 Sự thăng tiến ngân hàng anh/chị làm việc công IV LÀM VIỆC NHÓM 11 Anh/chị hợp tác tốt với đồng nghiệp 12 Anh/chị giải tốt mâu thuẫn với đồng nghiệp 13 Anh/chị chia sẻ vấn đề với đồng nghiệp V ĐÀO TẠO VÀ PHÁT TRIỂN BẢN THÂN 71 5 5 14 15 Chương trình đào tạo kiến thức chun mơn kỹ nghiệp vụ có vai trị quan trọng anh/chị Sự phát triển kiến thức chuyên môn kỹ nghiệp vụ thân có vai trị quan trọng anh/chị VI TIỀN LƯƠNG VÀ PHÚC LỢI 16 Tiền lương phù hợp với tính chất cơng việc 17 Chính sách tiền lương cơng bằng, hợp lý 18 Tiền lương đủ để anh/chị chi trả sống hàng ngày 19 Anh/chị hài lịng với sách phúc lợi ngân hàng VII TÍNH CHẤT CƠNG VIỆC 20 Cơng việc phù hợp với trình độ học vấn chuyên môn anh/chị 21 Công việc cho phép sử dụng tốt lực cá nhân 22 Công việc anh/chị chịu áp lực cao VIII SỰ HÀI LÒNG VỚI CƠNG VIỆC 23 Anh/chị hài lịng với loại hình cơng việc 24 Anh/chị u thích cơng việc 25 Anh/chị học hỏi phát triển tiềm thân 26 Anh/chị cảm thấy công việc quan trọng IX SỰ TRUNG THÀNH VỚI CÔNG VIỆC 27 Anh/chị mong muốn tiếp tục làm việc ngân hàng 28 Anh/chị giới thiệu ngân hàng làm việc cho người khác 29 Giới tính anh/chị:  Nam  Nữ 30 Trình độ học vấn anh/chị:  Trung học phổ thông  Đại học  Cao đẳng  Trung cấp  Thạc sỹ  Tiến sỹ  Khác 31 Độ tuổi anh/chị: 72 5 5  Dưới 21 tuổi  Từ 21 tuổi đến 30 tuổi  Từ 31 tuổi đến 40 tuổi  Từ 41 tuổi đến 50 tuổi  Từ 51 tuổi trở lên 32 Thời gian anh/chị làm việc ngân hàng tại:  Dưới năm  Từ 1năm đến năm  Từ năm đến hơn5 năm  Từ năm đến hơn7 năm  Từ năm trở lên 33 Mức lương anh/chị (tính tháng)  Dưới 3.000.000 đồng  Từ 3.000.000 đồng đến 6.000.000 đồng  Từ 6.000.000 đồng đến 9.000.000 đồng  Từ 9.000.000 đồng đến 12.000.000 đồng  Từ 12.000.000 đồng trở lên 34 Vị trí công tác anh/chị:  Nhân viên  Quản lý (Kiểm sốt viên, Giám đốc/ Phó giám đốc chi nhánh/phịng giao dịch, trưởng/ phó phịng)  Điều hành (Tổng giám đốc, Giám đốc điều hành) 35 Ngân hàng anh/chị làm việc:  Agribank  Maritime Bank  Ocean Bank  Shinhan Bank Vietnam  MHB  Viet Capital Bank  Sai Gon Bank  Stardard Chatered Bank  Vietcombank  VPbank  PG Bank  Indovina Bank  Vietinbank  VIB  Kienlong Bank  VRB  Techcombank  Tien Phong  SCB  HSBC  Eximbank  Dong A Bank  LienvietPost Bank  ANZ  MB  OCB  BaoViet Bank  Citibank  ACB  HD Bank  Western Bank  Hong Leong Bank  Sacombank  AnBinh Bank  Southern Bank  Others:………………… Chân thành cám ơn đóng góp ý kiến nhiệt tình anh chị 73 Appendix 4: Detail of studies using the measurement scale for constructs Measurement scale Studies I Participation and empowerment Participation in decisions Turkyilmaz et al (2011) Phan (2011) Participation in meetings Turkyilmaz et al (2011) Employee empowerment – initiative Turkyilmaz et al (2011) Phan (2011) Devi & Suneja (2013) II Working conditions III Infrastructure Nguyen (2012) Phan (2011) Sowmya & Panchanatham (2011) Mohammed (2006) Hossain (2014) Working environment Nguyen (2012) Devi & Suneja (2013) Mohammed (2006) Hossain (2014) Working hour Nguyen (2012) Phan (2011) Devi & Suneja (2013) Mohammed (2006) Hossain (2014) Rewards and recognition Recognition Turkyilmaz et al (2011) Nguyen (2012) Devi & Suneja (2013) Mohammed (2006) Islam & Saha (2001) Rewards Turkyilmaz et al (2011) Devi & Suneja (2013) Just and fair corporate policy Turkyilmaz et al (2011) Nguyen (2012) Phan (2011) 10 Fair promotion Turkyilmaz et al (2011) Nguyen (2012) 74 Phan (2011) Sowmya & Panchanatham (2011) Mohammed (2006) Hossain (2014) IV Teamwork 11 Efficient teamwork Turkyilmaz et al (2011) Nguyen (2012) Phan (2011) Devi & Nagini (2013) Sowmya & Panchanatham (2011) Devi & Suneja (2013) Mohammed (2006) Islam & Saha (2001) 12 Conflict resolution Turkyilmaz et al (2011) 13 Sharing problems Turkyilmaz et al (2011) Nguyen (2012) V Training and personal development Importance of training Turkyilmaz et al (2011) Nguyen (2012) Phan (2011) Devi & Suneja (2013) 15 Importance of personal development Turkyilmaz et al (2011) Devi & Suneja (2013) Mohammed (2006) Islam & Saha (2001) VI Payment and benefits 14 Suitable salary Nguyen (2012) Sowmya & Panchanatham (2011) Devi & Suneja (2013) Mohammed (2006) Hossain (2014) Islam & Saha (2001) 17 Just and fair salary policy Nguyen (2012) Phan (2011) Devi & Suneja (2013) Hossain (2014) 18 Affordable salary Nguyen (2012) Sowmya & Panchanatham (2011) 19 Satisfy with benefit policy Hossain (2014) 16 75 Islam & Saha (2001) VII Nature of work 20 Suitable work Nguyen (2012) Sowmya & Panchanatham (2011) 21 Personal abilities Nguyen (2012) Devi & Suneja (2013) Mohammed (2006) Work stress Nguyen (2012) Phan (2011) Devi & Nagini (2013) Islam & Saha (2001) 22 VIII Job satisfaction 23 To be content with the type of work Turkyilmaz et al (2011) Devi & Suneja (2013) 24 Enjoying the job Turkyilmaz et al (2011) 25 Learning and potential growth Turkyilmaz et al (2011) Phan (2011) Devi & Nagini (2013) Sowmya & Panchanatham (2011) Devi & Suneja (2013) 26 Feeling important Turkyilmaz et al (2011) Phan (2011) Devi & Suneja (2013) IX Employee loyalty 27 Desire to continue working for current bank Turkyilmaz et al (2011) Islam & Saha (2001) 28 Recommending the bank to others Turkyilmaz et al (2011) 76 Appendix 5: Descriptive statistics of bank sector Bank sector Domestic bank Foreign bank Name of banks ACB Agribank BIDV Eximbank HD Bank Maritime Bank MB MHB OCB Ocean Bank Sacombank SCB Techcombank Tien Phong VIB Viet Capital Bank VietBank Vietcombank Vietinbank VPBank Standard Chartered Bank VRB Shinhan Bank Indovina Bank HSBC Citibank ANZ Total 77 Frequency Percentage (%) 2 20 10 8 11 4.9 1.4 4.2 2.8 1.4 1.4 14.0 5.6 1.4 0.7 2.1 0.7 7.0 4.9 0.7 5.6 2.1 5.6 7.7 1.4 9 1.4 4.9 6.3 2.8 2.1 6.3 0.7 143 100.0