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Self management, psychological empowerment, self efficacy and job performance, a study on employees in the tourism and hospitality organizations in vietnam

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vo Hoang Bac SELF-MANAGEMENT, PSYCHOLOGICAL EMPOWERMENT, SELF-EFFICACY AND JOB PERFORMANCE A STUDY ON EMPLOYEES IN THE TOURISM AND HOSPITALITY ORGANIZATIONS IN VIETNAM MASTER OF BUSINESS (Honours) Ho Chi Minh City-Year 2015 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vo Hoang Bac SELF-MANAGEMENT, PSYCHOLOGICAL EMPOWERMENT, SELF-EFFICACY AND JOB PERFORMANCE A STUDY ON EMPLOYEES IN THE TOURISM AND HOSPITALITY ORGANIZATIONS IN VIETNAM ID: 22130008 MASTER OF BUSINESS (Honours) SUPERVISOR: Dr Nguyen Thi Mai Trang Ho Chi Minh City-Year 2015 ACKNOWLEDGEMENT Firstly, I would like to express my gratefulness to my supervisor Dr Nguyen Thi Mai Trang for her professional guidance, intensive support, valuable suggestions, instructions and encouragement during the time of doing my research I would like to express my deepest gratitude to Dr Tran Ha Minh Quan, Dr Nguyen Dinh Tho, Dr Nguyen TN Que, Dr Nguyen Dang Lam, and Dr Pham Phu Quoc for their valuable time as the members of the thesis examination committee Their comments and meaningful suggestions were contributed significantly for my completion of this research My sincere thanks are given to all of my teachers at International Business School – University of Economics of Ho Chi Minh City for their teaching and guidance during my master course ABSTRACT In the context of managerial effectiveness, self-management is an important variable which helps employee fully accountable and responsible for making and keeping commitments to improve individual performance, increased results and enhance levels of self confidence Both public and private organizations need to more concern to the development of high effort performers within a strong performance culture in the value of high power distance culture such as Vietnam This opens many opportunities and challenges for tourism and hospitality organizations to take advantages of well-performed employee to be competitive in the market In an effort to help local tourism & hospitality companies to have an overview about employees’ behavior in working performance, this study examined the relationships of these factors: selfmanagement, psychological empowerment, self-efficacy, and job performance of 336 employees from 62 travel agencies and hotels in HCM city with an expectation of strengthening evidence in Vietnam Employing the CFA & SEM analyses, the research findings indicated that there were the positive relationships among self-management, psychological empowerment, self-efficacy; and these antecedents had a significant impact on job performance of Vietnamese employees The study also points out useful practical and managerial implications, which support Vietnamese organization managers not only to concentrate their positioning strategies on managers but also on subordinates; and encourage the organizations to use suitable human resource management (HRM) strategies to enhance both employee self-management & job performance in tourism and hospitality industry Key words: Employee self-management, self-efficacy, psychological empowerment, job performance, Vietnam tourism & hospitality organizations, HCM city CONTENT ACKNOWLEDGEMENT ABSTRACT ABBREVIATION Chapter 1: INTRODUCTION 1.1 Background to the research and research problem 1.2 Research objectives 1.3 Research methodology and research scope 1.4 Research significance 1.5 Research structure Chapter 2: LITERATURE REVIEW 2.1 Job performance 2.2 Psychological empowerment 2.3 Self-efficacy 2.4 Self-management 2.5 Self-management, psychological empowerment, self-efficacy, and jo 2.6 Conceptual model Chapter 3: METHODOLOGY 3.1 Research design 3.1.1 Research process 3.1.2 Measurement scales 3.2 Quantitative study 3.2.1 Sample 3.2.2 Data analysis procedures Chapter 4: DATA ANALYSIS 4.1 Respondents’ demographics 4.2.1 CFA for the first-order constructs 4.2.2 CFA for second-order constructs 4.2.3 CFA for the final measurement model 4.3 Structural equation modeling (SEM) 4.4 Bootstrap method 4.5 Discussion 47 Chapter 5: CONCLUSION, IMPLICATIONS, AND LIMITATION 51 5.1 Managerial implications 52 5.2 Limitations and future research 54 REFERENCES 55 APPENDICES .62 LIST OF FIGURES Figure 2.1 Conceptual model 17 Figure 3.1 Research process 20 Figure 4.1 CFA model of Self-Efficacy .30 Figure 4.2 CFA model of Job Performance 32 Figure 4.3 CFA model of Self-Management 34 Figure 4.4 CFA model of Psychological Empowerment .37 Figure 4.5 Final measurement model 44 Figure 4.6 Structural results (standardized estimates) 46 LIST OF TABLES Table 3.1 Source of data collection 25 Table 4.1 Respondents’ characteristics 29 Table 4.2 The first run of CFA (of Self-efficacy and Job performance) 31 Table 4.3 Summarized of CR, AVE and Cronbach’α (first order constructs) 32 Table 4.4 Summarized of CR, AVE and Cronbach’α (self-management) 35 Table 4.5 Correlations (of Self-Management) .36 Table 4.6 Summarized of CR, AVE and Cronbach’α (Psychological Empowerment) 38 Table 4.7 Correlation (of Psychological Empowerment) 39 Table 4.8 Summarized of CR, AVE and Cronbach’α (final model) 40 Table 4.9 CFA Summary of eliminated item 42 Table 4.10 Correlations (final measurement model) 42 Table 4.11 Unstandardized structural paths 45 Table 4.12 Regression Weights (bootstrap standard errors) 47 LIST OF APPENDICES Appendix A List of in-depth interviews’ participants 62 Appendix B Qualitative in-depth interview 62 Appendix C Qualitative in-depth interview findings 66 Appendix D Questionnaire (English Version) .72 Appendix E Questionnaire (Vietnamese Version) .76 Appendix F Correlations among components of Self-management, Psychological…………… 80 Appendix G Final measurement scales 82 ABBREVIATION CFA Confirmatory Factor Analysis EFA Exploratory Factor Analysis EFL English as Foreign Language JobP Job Performance GDP Gross Domestic Product HR Human Resource HRM Human Resource Management ILO International Labor Organization PE Psychological Empowerment CR Composite reliability AVE Averaged variance extracted SEM Structural equation modeling SE Self-Efficacy SM Self-Management SPSS Statistical Package for the Social Sciences Chapter 1: INTRODUCTION 1.1 Background to the research and research problem In the trend of transitioning and developing Vietnam’s economy, the service sector, consisting of tourism and hospitality industry, has always played an important role According to The World Travel & Tourism Council (2014), the direct contribution of Travel & Tourism to GDP is “calculated to be consistent with the output, as expressed in National Accounting, of tourism-characteristic sectors such as hotels, airlines, airports, travel agents and leisure and recreation services that deal directly with tourists” (p 2) The total contribution of Travel & Tourism to GDP of Vietnam was VND311,117.0bn (9.6% of GDP) in 2013 and directly supported 1,899,000 jobs (3.7% of total employment) It is forecasted to grow by 6.3% per annum to VND299,846.0bn (4.7% of GDP) by 2024 and visitor exports are a key component of the direct contribution of Travel & Tourism (World Travel & Tourism Council, 2014) However, a survey recently launched by one EU-funded tourism development program revealed that a mere 6% of the questioned international tourists choose to return to Vietnam due to poor tourism services, inconvenient transport and inadequate investment ( Management Board of the EUfunded Environmentally and Socially Responsible Tourism Capacity Development Program, as cited in Tuoi Tre News, 2014) In the term of service evaluating criteria, this organization mentioned that the unprofessional workforce was one of the main reason causing services to be poor This survey fiercely challenges Vietnam’s tourism status quo and suffer its future objectives Therefore, the tourism and hospitality industry are strongly required to improve its operational efficiency of the workforce in providing services Zeithaml et al (as cited in Tsaur et al., 2003) stated that delivering good quality of service is considered an essential strategy for success and survival in contemporary’s competitive businesses Additionally, the special feature of a service industry is “the contact and interaction between service providers (employees) and service acceptors (customers)” (Tsaur et al., 2003, p 435) The main products provided by tourism and hospitality organizations are services and the employees who play role as service providers will provide those services to customers Thus, employee in tourism and hospitality industry becomes a part of service products and their excellent performance help to form image of organizations (Bitner et al., as cited in Kusluvan, 2003) But then again International Labor Organization (2015) mentioned that Viet Nam’s labor productivity level is still near the bottom among ASEAN countries due to low-skill labor forces This organization also assumes that recent productivity growth rates are maintained, “Viet Nam will reach the Philippines only by 2038, Thailand by 2069 and take far more time to catch up with many other countries” (ILO, 2015, p 1) It is also said that Viet Nam's tourism workforce lacks experience, skills and professionalism for providing good quality services (Tran, as cited in Xuan Huong, 2013) That’s a big challenge in human resource management that Vietnamese tourism and hospitality organizations need to solve in the near future in order to have the high competitive position with others Furthermore, significant changes in the workplace are the result of new advanced technology at the first quarter of new century It is changing the nature of work so that tourism and hospitality workers can possibly work virtual offices and communicate with businesses across the globe Consequently, there are more expressions for individualism, freedom, responsibility, and autonomy which are emerging to be considered to take advantages from subordinates (Mahoney, as cited in Karoly, 1993; Bergen et al., 2002) The organization’s needs of competitive efficiency are expressed by means of cost reduction; employee self-management, and continuous improvement of work efficiency (Thoresen & Mahoney, as cited in Manz & Pham Truong Duy – 33 years old, Tour guide Le Ngoc Tu – 26 years old, Hotel receptionist Nguyen Giang – 36 years old, Customer care execute Nguyen Anh Phuc – 31 years old, Tour guide Pham Thi Hue – 28 years old, Sale clerk Ly Huynh Anh Thua – 30 years old, Tour operator Nguyen Anh Phuc – 31 years old, Tour guide Pham Thi Hue – 28 years old, Sale clerk Ly Huynh Anh Thua – 30 years old, Tour operator Pham Truong Duy – 33 years old, Tour guide Le Ngoc Tu – 26 years old, Hotel receptionist Nguyen Giang – 36 years old, Customer care execute Nguyen Anh Phuc – 31 years old, Tour guide Pham Thi Hue – 28 years old, Sale clerk 71 Appendix D Questionnaire (English Version) Dear Sir/Madam I am Vo Hoang Bac, a student of Master Program of University of Economics Ho Chi Minh City I am undertaking a research to investigate the relationships between employee’s selfmanagement and job performance at your workplace For this purpose, I kindly request you to complete the following short questionnaire regarding your attitude about self-management, psychological empowerment, and self-efficacy and job performance It should take you no longer than 10 minutes to complete the questionnaire Although your response is significantly important to my research, your participation in this survey is voluntary Your personal information will not be disclosed without your permission If you have concerns or questions over this study, please contact me via email address: bacvovietnam@gmail.com or phone number: +84 975010603 I Section A This section helps you to be clearer about job performance at your workplace Job performance in this survey has been defined as “the overall expected value from employees’ behaviors carried out over the course of a set period of time” In other words, job performance means your ability to perform effectively in your job requires that mentioned in job description for your position How long have you been doing your current job? Less than six months Over six months If your answer for question is less than six months, you can stop your work here Thank you for your cooperation in completing this questionnaire 72 If your answer for question is over six months, please continue answering the questions in Section B and Section C II Section B This section explores your attitude and perceptions regarding job performance, psychological empowerment, self-efficacy, and self-management To what extent you agree with each of the following statements, please indicate your answer using the following 5-point scale where: = Strongly disagree = Disagree = Somewhat disagree = Neither agree nor disagree = Somewhat agree = Agree = Strongly agree Question I am aware of level of my performance I know how my performance stands I judge how well I am performing I can define organization goals I can establish task goals I can set goals for personal performance My colleagues praise each other if we have done a job well My colleagues praise each other for good job I feel good about myself if I a good job 10 If my performance on a job is below par, I am critical of myself 11 I am tough of myself if my performance is not up to standard 12 I am critical when I poorly 13 I think I can very well in my job 14 I expect high performance from myself 73 15 I expect a lot from myself 16 I always go over activity before I attempt it 17 I always practice new task before I it the first time 18 I always think how to a job before I a job 19 The work I very important to me 20 Each of my job activities are personally meaningful to me 21 In general, the work I is meaningful to me 22 I am confident about my ability to my job 23 I am self-assured that I am well trained to perform my work activities 24 I have mastered the skills necessary for my job 25 I have significant autonomy in determining how I my job 26 I can decide my own how to go about doing my work 27 I have considerable opportunity for independence & freedom in how I my job 28 My impact about hierarchical structure & information on what happens on my department is large 29 I have a great deal of control about hierarchical structure & information over what happens in my department 30 I have significant influences about hierarchical structure & information over what happens in my department 31 It is easy for me to stick to my aims and accomplish my goals 32 I am confident about my abilities to deal with unexpected events 33 When I am confronted with a problem, I can usually find several solutions 34 If I am in trouble, I can usually think of a solution Within six months ago: 35 I completed work in a timely and effective manner 36 I completed tasks in an unsatisfactory manner (reverse-coded) 37 I feel happy with my quality of work 38 I did my job better than others 39 Overall, I satisfied with my job performance 74 III Section C – Background Information This section of the questionnaire refers to background or biographical information The information will allow me to classify and compare groups of respondents Gender Male Female Age group in years 19–23 24–30 31–40 41-50 Income per month (1,000,000vnd/month) 3– 9– 14 The company that you are working for is: ………………………………………………… Thank you for your co-operation in completing this questionnaire! 75 >50 Appendix E Questionnaire (Vietnamese Version) PHIẾU KHẢO SÁT Kính chào Anh/Chị, tơi tên Võ Hoàng Bắc, học viên cao học trường Đại học Kinh tế Tp.HCM Tôi nghiên cứu yếu tố tác động đến hiệu suất công việc nhân viên (cá nhân) quan nơi anh chị làm việc Rất mong Anh/Chị dành khoảng đến 10 phút để nói lên quan điểm Anh/Chị phát biểu đề cập Phiếu khảo sát Mặc dù câu trả lời Anh/ Chị quan trọng nghiên cứu tôi, nhiên việc tham gia khảo sát hồn tồn khơng bắt buộc Thơng tin cá nhân Anh/ Chị giữ bí mật hồn tồn Trong q trình thực phiếu khảo sát này, Anh/Chị có thắc mắc nào, xin vui lịng liên lạc với tơi thơng qua địa email: bacvovietnam@gmail.com, số điện thoại: 0975010603 I Phần A Phần giúp bạn rõ ràng hiệu suất công việc dựa tác động lực quản lý thân, yếu tố tâm lý phân quyền, tự tin vào khả mình: Hiệu suất cơng việc (cơng việc quan) khảo sát định nghĩa "tổng thể giá trị kỳ vọng từ hành vi người lao động xảy giai đoạn thời gian cụ thể" Nói cách khác, hiệu suất cơng việc có nghĩa khả bạn để thực có hiệu yêu cầu công việc đề cập bảng mô tả cơng việc cho vị trí cơng việc mà bạn nắm giữ Anh/Chị làm công việc bao lâu? Dưới sáu tháng Trên sáu tháng 76 Nếu câu số anh/chị trả lời sáu tháng, anh/chị dừng việc trả lời khảo sát Chân thành cám ơn giúp đỡ anh chị Nếu câu số anh/chị trả lời sáu tháng, xin anh/chị vui lòng trả lời tiếp câu hỏi phần B phần C II Phần B Phần thể thái độ cách nhìn nhận Anh/Chị yếu tố tác động đến hiệu suất công việc Xin cho biết mức độ đồng ý Anh/ Chị phát biểu sau cách đánh dấu ( X ) vào tương ứng, với: Ơ số 1: Hồn tồn khơng đồng ý Ơ số 2: Khơng đồng ý Ơ số 3: Khơng đồng ý phần Ơ số 4: Trung dung/khơng có ý kiến Ơ số 5: Đồng ý phần Ô số 6: Đồng ý Ô số 7: Hoàn toàn đồng ý Câu hỏi Tôi nhận thức mức độ hiệu suất công việc Tôi biết hiệu suất công việc tơi vị trí Tơi đánh giá hiệu suất công việc thực Tơi nhận biết mục tiêu cơng ty Tơi xác lập mục tiêu nhiệm vụ giao Tơi đặt mục tiêu cho hiệu suất công việc cá nhân Đồng nghiệp ln ca ngợi lẫn chúng tơi hồn thành tốt cơng việc Đồng nghiệp tơi ln khích lệ lẫn để hồn thành tốt cơng việc Tơi cảm thấy sung sướng làm tốt công việc 10 Nếu hiệu suất cơng việc tơi khơng đạt, tơi ln đánh giá lại 11 Tơi ln nghiêm khắc với thân hiệu suất công việc không đạt chuẩn 77 12 Tôi tự trách tơi thực cơng việc khơng tốt 13 Tơi nghĩ tơi làm tốt cơng việc 14 Tôi kỳ vọng phải thực công việc với hiệu suất cao 15 Tôi kỳ vọng thân phải làm tốt cơng việc 16 Tơi kiểm tra hoạt động công việc trước thực hiên 17 Trước thực cơng việc lần đầu tiên, tơi ln thực hành 18 Tôi suy nghĩ cách thực công việc trước thực 19 Cơng việc tơi làm quan trọng với 20 Mọi việc công việc có ý nghĩa với cá nhân tơi 21 Nhìn chung, cơng việc có ý nghĩa với 22 Tôi tự tin vào khả thực công việc 23 Tôi cam đoan rèn luyện tốt để thực công việc 24 Tôi làm chủ kỹ cần thiết cho nghề nghiệp 25 Tôi tự chủ việc xác định cách thực công việc tơi 26 Tơi tự định cách thực công việc 27 Tôi tạo nhiều hội để làm việc theo cách muốn 28 Tơi có tác động lớn phương diện chức thơng tin xảy phận nơi tơi làm việc 29 Tơi có kiểm soát lớn phương diện chức thơng tin diễn phận nơi tơi làm việc 30 Tơi có ảnh hưởng lớn phương diện chức thông tin xảy phận nơi làm việc 31 Tôi cảm thấy dễ dàng để tập trung vào mục tiêu hồn thành mục tiêu 32 Tôi tự tin vào khả tơi để đối phó hiệu với kiện bất ngờ 33 Khi đối diện với vấn đề, tơi thường tìm nhiều giải pháp để giải 34 Nếu gặp vấn đề khó khăn, tơi ln nghĩ cách giải Trong sáu tháng vừa qua: 35 Tôi hồn thành cơng việc cách kịp thời hiệu 36 Tơi hồn thành cơng việc với tâm trạng khơng hài lịng 37 Tơi cảm thấy hài lịng với chất lượng làm việc 38 Tôi làm công việc tốt so với người khác 39 Nói chung, tơi hài lịng với hiệu suất công việc 78 III Phần C – thông tin cá nhân Phần liên quan đến thông tin cá nhân Xin Anh/ Chị cho biết số thông tin sau để phục vụ cho việc phân loại so sánh nhóm đối tượng khảo sát Giới tính Nam Nữ Nhóm tuổi 19–23 24–30 31–40 41-50 Thu nhập/tháng (đvt: triệu đồng) 3– 9– 14 Hiện anh/chị làm cho công ty: ………………………………………………… CẢM ƠN ANH CHỊ ĐÃ THAM GIA KHẢO SÁT - 79 >51 Appendix F Correlations among components of Self-management, Psychological Empowerment, Self-efficacy, & Job Performance Correlation SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMObserv SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMGoal SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SMReinf SECritic SECritic SECritic SECritic SECritic SECritic SECritic SECritic SEExpect SEExpect SEExpect SEExpect Correlation SEExpect SEExpect SEExpect SERehears SERehears SERehears SERehears SERehears SERehears PEMean PEMean PEMean PEMean PEMean PECom PECom PECom PECom PESelfD PESelfD PESelfD PEImpa PEImpa SelfE 81 Appendix G Final measurement scales Measure scale Self-observation (Self-Management) Self-goal setting (Self-Management) Self-reinforcement (Self-Management) Self-criticism (Self-Management) Self-expectation (Self-Management) Self- rehearsal (Self-Management) Meaning (Psy-Empowerment) Competence (Psy-Empowerment) Self-Determination (Psy-Empowerment) Impact (Psy-Empowerment) Self-efficacy Job Performance 83 ... (2012) examine the public and private organizations? ?? selfmanagement in neoliberalism in Vietnam; the study of Tran and Hanh (2012) investigate factors influencing diabetes self- management among adults... suitable term for employees who are working in the tourism and hospitality industry and it is also more crucial and important in modern managerial styles than traditional hieratical managerial... were the positive relationships among self- management, psychological empowerment, self- efficacy; and these antecedents had a significant impact on job performance of Vietnamese employees The study

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