The impact of employee perception on job performance with mediating role of extra role behaviors in vietnam motorbike market

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business VO LE TRUNG HAU THE IMPACT OF EMPLOYEE PERCEPTION ON JOB PERFORMANCE WITH MEDIATING ROLE OF EXTRA-ROLE BEHAVIORS IN VIETNAM MOTORBIKE MARKET MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAM NGOC THUY ID: 22150021 Ho Chi Minh City – Year 2018 Acknowledgement Apart from the efforts of me, the on time completion of the thesis largely on the encouragement and guidelines of many others I take this opportunity to express my gratitude to the people who have been instrumental in the successful completion of this thesis I would like to express my appreciation to Dr Pham Ngoc Thuy – my instructor She provided me with tremendous support, help and motivations Without her instructions and guidance, I would not finish this thesis The guidance and supports received from ISB, classmates, friends and family are also very important to me I am grateful for their constant support and help The impact of employee perception on job performance with mediating role of extra-role behaviors in Vietnam motorbike market Abstract This study examines the impact of employee perception of conscientiousness, organizational justice and organizational identification on job performance of frontline employee in the context of Vietnam motorbike retail market It also investigates the mediation effect of customer-directed and employee-directed extrarole behavior on above relationships By using structural equation modeling, these impacts were empirically tested with a sample of 252 frontline employees working at motorbike retail dealers in Vietnam The result reveals conscientiousness, organizational justice and organizational identification as positive predictors of job performance Furthermore, the relationships are indicated to mediate by extra – role behaviors Overall, the mediating effect of customer – directed extra – role behaviors are stronger than employee – directed extra – role The impact of conscientiousness and organizational justice to job performance was mediated by both extra – role behaviors In the other hand, while this study shows the mediation effect of customerdirected extra-role behavior on the relationship of organizational identification and job performance, the mediation effect of employee-directed extra-role behaviors on the relationship is not support Key words: conscientiousness, organizational justice, organizational identification, extra-role behaviors, job performance, Vietnam motorbike retail Table of content Introduction Theoretical background and hypotheses 2.1 Employee perception and job performance model 2.2 Extra-role behaviors 10 2.3 Conscientiousness as employee perception 11 2.4 The Perception of Organizational justice and organizational identification 12 2.5 The mediating role of extra-role behaviors 13 Research method 16 3.1 Research procedure 16 3.2 Data collection and sample 17 3.3 Measurement scale 19 Analysis and results 21 4.1 Scale validation 21 4.2 Structural Equation Modeling 23 Theoretical Implication 27 Managerial implication 31 Limitation and future research 33 Conclusion 34 Appendix A: Sources of questionnaire item 35 Appendix B: Pilot research guidelines and revised questionnaires (English version) 37 Appendix C: Survey form and questionnaires (Vietnamese version) 40 Appendix D: List of motorbike retail store taking place in quantitative research 42 Appendix E: CFA result of measurement scale (standardized) 44 Appendix F: SEM result of direct model 45 Appendix G: SEM weights and standardized result of structural model 46 Appendix H: Standardized result of structural model 47 Reference 48 List of table and figure Figure 1: Proposed model 10 Table 1: Demographic information of sample 19 Table 2: Cronbach’s Alpha of factors 21 Table 3: Composite reliable, average variance extracted and correlation 23 Figure 2: standardized path coefficient of the direct relationship 24 Figure 3: structural model of mediation mechanism 25 Table 4: Direct effect and indirect effect of hypothesis relationship 27 Introduction With the rapid growing and urbanization, Vietnam motorbike market has developed significantly in both production and consume over the past decade As a developing country, Vietnamese people still use motorbike as main transportation vehicle which every household have at least one motorbike, usually more than one As a result, Vietnam motorbike market becomes an intriguing location for investors which the competition is intense between foreign motorbike makers as well as between domestic motorbike retailers Most notably, there was a fierce competition between Chinese manufacturers and Japanese manufacturer early 2000s which Chinese motorbike makers changed the context of motorbike industry with their low price strategy (Nguyen, 2007) Under such circumstance, the current leading Japanese suppliers had to respond to the challenge by developing sustainable competitive advantages through their internal resources (Nguyen, 2007) Recently, the context of Vietnam motorbike industry continues to develop a significant ground of competition between foreign suppliers which contains of major brand names such as Honda, Yamaha, Suzuki, SYM and Piaggio According to the report of Vietnam Association of Motorcycles Manufactures (2018), the total sales volume of major manufactures in 2017 was over 3.2 million motorbikes (1) Due to the dynamic of the competition, Vietnam motorbike retailers understand that they have to keep evolving and improving to adapt to the changing market and retain their market share Considering the important of human capital as a sustainable competitive advantage, it is vital for Vietnam motorbike retailers in to enhance their knowledge about frontline employee in order to optimize their decision – making process regarding recruitment, training and evaluation The role of frontline employee is widely agreed as critical factors to the success of organizations in various contexts such as retail, banking or service (Lindblom, Kajalo & Mitronen, 2016; Handa & Gulati, 2014; Wallace, de Chernatony & Buil, 2011) Bagdare (2015) indicates that frontline employee is the most significant determinants of retail customer mood and shopping emotional experience According to Steffen and Atorough (2015), frontline employee is the key driver of the customer loyalty and satisfaction which were inevitable to train a proficient and sociable frontline employee to avoid negative behaviors from customers However, most previous studies only examine companies in developed country, neither or limited studies investigate Vietnam market or Vietnamese organizations Various researchers and practitioners insist to apply these framework models in other cultural locations and settings which might generalize difference results and improve our understanding of profound knowledge (Reychav & Sharkie, 2010; Usmani & Jamal, 2013; Maxham, Netemeyer & Lichtenstein., 2008) This paper’s goal is to further the exposure of literature by examining both employee perception and extra-role behaviors as the antecedents of frontline employee job performance in the context of motorbike retail in Vietnam It is a well-known fact that employee perception influence employee attitude and behaviors during their day-to-day performance (Lindblom et al., 2016; Reychav & Sharkie, 2010) If the employees have a positive perception of the organization, they are more likely to perform discretionary behaviors which eventually improve individual performance (Elorza et al., 2016) Punia (2011) indicates that high performers would be more likely to have a good perception of their work and organization In the literature of retail, there are possible constructs of employee perception that impact job performance, such as conscientiousness, organizational justice and organizational identification Particularly, the personality trait of conscientiousness is considered as the employee perception of their wellbeing and responsibility toward their job (Handa & Gulati, 2014) Otherwise, organizational justice and organizational identification are included as perspective and feeling of frontline employee toward their supervisor and organization which motivated them for higher performance (Usmani & Jamal, 2013; Lichtenstein, Netemeyer & Maxham 2010) Arguably, employee perceptions are important determinants of employee positive behavior as well as job performance Extra – role behaviors are another important asset which significantly enhance the result of frontline employee in retail context Generally, there are two distinct categories in the study of employee job performance, including in-role behaviors and extra-role behaviors While in-role behaviors refer to task performance directly related to job description, extra-role behavior is a set of behaviors that go beyond their obligations to contribute to their organization (Wallace et al., 2011) Other researches has focused on extra-role behaviors as discretionary behavior to measure the outcome of employee (Elorza, Harris, Aritzeta and Balluerka, 2016; Wallace et al., 2011; Maxham et al., 2008) The definition of extra-role behaviors is extended to which employees go beyond their role to help customers as well as their co-workers (Reychav & Sharkie, 2010) Despite the important of extra – role behaviors toward job performance, the understanding of extra – role behaviors, especially in motorbike retail in Vietnam, is quite vague With the high demand of motorbike in Vietnam, many motorbike retail store tend to focus only on the profit rather than strategy to develop their human capital From the observation of author, frontline employees at retail store in Vietnam have the tendency to nothing or provide minimum supportive to their customers Some employees only come to work to finish their daily task while don’t show any dedication to the overall success of their organization Although the performance of employees and retail store still keep an acceptable sales result at the moment, it’s necessary for motorbike retailers to understand and focus on different components of their employee performance for long-term and sustaining success Therefore, this study includes extra-role behaviors in the performance model to explore their impact to frontline employee in Vietnam motorbike industry Both customer-directed and employee-directed extra – role behaviors are accounted as the determinants of frontline employee’s job performance To summary, the present study aims to investigate how employee perception of conscientiousness, organizational justice and organizational identification influence behaviors and job performance of frontline employees in motorbike retail stores The objective is to examine a number of possible employee perceptions that could improve frontline employee’s job performance Moreover, this study will also investigate extra-role behaviors toward employee and customer as mediator in the relationship of employee perceptions and job performance These finding will help to optimize human capital resources of motorbike retail store tin Vietnam through better recruitment, HR decision, training and evaluation Theoretical background and hypotheses 2.1 Employee perception and job performance model Employee Perception is widely argued as the antecedent of higher performance level as well as the behaviors and motivation of employee (Lichtenstein et al., 2010; Punia, 2011; Haumann, Ahearne & Wieseke, 2015) The study of Lindblom et al (2016) focuses the relationship between employee perception and employee job performance by examining the perception of charismatic leadership Similarly, perception of trust is indicated to be a significant factor of employee discretionary behavior (Reychav & Sharkie, 2010) Extending research has stated the strong influence of employee perception to employee job satisfaction which has positive effect to employee job performance (Usmani & Jamal, 2013) After reviewing the retail literature of employee perception, this study adapted three categories of employee perceptions from the model of Maxham et al (2008) that can positive impact employee behavior and job performance in their investigation of retail value chain There are three constructs of employee perceptions including in this study which are the perception of (1) conscientiousness, (2) organization justice and (3) organization identification Thus, the present study proposes a model to support above relationship in Figure The model also hypothesizes that extra-role behaviors which included employeedirected and customer-directed extra – role behaviors will have a mediating role in the relationship of employee perception and job performance I am an excellent salesperson I am one of the best salesperson in my store I get along better with most of my customer I know more about services delivered to customers than others I know what my customers expect from my product Appendix C Survey form and questionnaires - Vietnamese version PHIẾU KHẢO SÁT Kính chào Anh/Chị, Tơi tên Võ Lê Tung Hậu học viên lớp Cao Học QTKD - Viện Đào Tạo Quốc Tế – Đại học Kinh tế TP HCM nghiên cứu nhận thức hiệu công việc nhân viên bán hàng cửa hàng Head Honda Việt Nam Rất mong Anh/Chị dành thời gian trả lời Phiếu khảo sát Lưu ý khơng có câu trả lời hay sai, tất có giá trị cho nghiên cứu PHẦN 1: THÔNG TIN TỔNG QUÁT Tên cửa hàng Anh/Chị làm việc là: ……………………………………………… Gọi X cửa Anh/Chị vừa đề cập để trả lời câu hỏi Thời gian Anh/Chị làm việc X là: □ < năm □ 1-3 năm □ 4-10 năm □ > 10 năm Vị trí công việc Anh/Chị X: □ (A) Quản lý □ (B) Nhân viên □ (C) Cả Nếu chọn (A) (C): xin dừng vấn Xin cảm ơn Anh/Chị tham gia khảo sát Nếu chọn (B): xin tiếp tục trả lời câu hỏi sau Hồn tồn khơng đồng ý Khơng đồng ý Tung dung Đồng ý Hoàn toàn đồng ý PHẦN 2: NỘI DUNG KHẢO SÁT 01 … tơi ln hồn thành cơng việc cách triệt để 02 … nhân viên đáng tin cậy 03 … làm việc có hiệu Xin Anh/Chị cho biết mức độ đồng ý phát biểu sau X cách đánh dấu (√) vào tương ứng, với: Ơ số 1: Hồn tồn khơng đồng ý Ơ số 5: Hồn tồn đồng ý Cịn mức độ khác đánh vào ô số 2, tương ứng Tự mô tả thân công việc, thấy: 40 04 … tơi kiên trì làm việc công việc kết thúc Làm việc X, tơi thấy: 05 … bố trí lịch làm việc hợp lý 06 … mức lương mà nhận đạt mức kỳ vọng 07 … thoải mái với khối lượng công việc mà phải làm 08 … thỏa mãn với phần thưởng mà nhân Tại X, định liên quan đến nhân viên cửa hàng trưởng 10 … thực với thái độ thành tâm 11 … đảm bảo nhân viên có liên quan biết trước đưa định 12 … thu thập thơng tin đầy đủ xác trước định 13 … giải thích rõ cung cấp thêm thơng tin nhân viên yêu cầu Tại X, đưa định liên quan đến công việc tôi, cửa hàng trưởng 14 … thể thái độ chân thành tôn trọng 15 … quan tâm đến nhu cầu cá nhân 16 … cho thấy có quan tâm đến quyền lợi lao động nhân viên 17 … thảo luận với cách Tung thực 19 Khi có người trích X, tơi cảm thấy họ xúc phạm cá nhân 20 Tơi quan tâm đến người khác nghĩ X 21 Khi nói X, tơi thường dùng từ “chúng tơi” thay “họ” 22 Tơi nghĩ thành cơng X thành cơng 23 Khi khen ngợi X, tơi cảm lời khen cho cá nhân 24 Nếu giới truyền thơng trích X, tơi cảm thấy xấu hổ 25 Tại X, giúp đỡ đồng nghiệp cửa hàng 26 Tôi sẵn sàng giúp đỡ đồng nghiệp gặp khó khăn cơng việc Tơi hỗ trợ cho nhân viên họ không yêu cầu cửa hàng trưởng 5 28 Tôi sẵn sàng làm nhiều trách nhiệm để phục vụ khách hàng 29 Tôi sẵn sàng làm nhiều để khách hàng hài lòng 30 Tôi giúp khách hàng giải khó khăn vượt mong đợi họ 31 Tôi người bán hàng giỏi 32 Tôi thuộc nhóm nhân viên bán hàng giỏi X 33 Tơi có quan hệ với khách hàng tốt đồng nghiệp khác 27 41 34 Tôi hiểu rõ dịch vụ cung cấp cho khách hàng 35 Tôi biết rõ khách hàng mong muốn sản phảm cửa hàng PHẦN 3: THÔNG TIN CÁ NHÂN Xin Anh/Chị vui lịng cho biết số thơng tin khác để tổng hợp liệu thống kê Giới tính: Nhóm tuổi: □ Nữ □ 18-22 tuổi □ Nam □ 23-30 tuổi Mức thu nhập bình quân/tháng: □ Dưới triệu □30-45 tuổi □ 5-9 triệu □ Đại học, Cao đẳng □ Trên 45 tuổi □ Trên triệu Trình độ học vấn: □ Cấp □ Khác:…… Tình trạng nhân: □ Có gia đình, có □ Có gia đình, khơng □ Độc thân Xin chân thành cảm ơn hợp tác Anh/Chị Appendix D: List of motorbike retail store taking place in quantitative research # Store Name Truong An Location Bac Giang 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Phu Lien #1 Dong Ngan Truong An #2 Phu Lien #2 Tung Viet Viet Nhat Phu Lien #3 Toan Phuong Dong Nam Motor Viet Long #1 Viet Long #2 Ngoc Son Vinh Cat #1 Viet Long #3 Cao Son Thieu Hoa Vinh Cat #2 Long Tin Naintraco #2 Tien Ly #2 Tien Ly #3 Thanh Thuy Tien Ly #5 Tho Huyen Phat Tien #1 Phat Tien #3 Phat Tien #4 Phat Tien #5 Phat Tien #6 Bac Giang Bac Giang Bac Giang Bac Giang Bac Giang Bac Giang Bac Giang Bac Giang Bac Giang Bac Ninh Bac Ninh Bac Ninh Bac Ninh Bac Ninh Bac Ninh Bac Ninh Bac Ninh Bac Ninh Ha Nam Ha Nam Ha Nam Ha Nam Ha Nam Ha Nam HCMC HCMC HCMC HCMC HCMC # Store Name 53 Vu Hoang Le #2 54 Thuy Hoi 55 Tung Dung 56 Geleximco #1 57 Geleximco #2 58 Pham Tu 59 Nam Duong 60 Huong Giang #1 61 Vinamotor Quang Ninh 62 Vinamotor Dong Trieu 63 Huong Giang #2 64 Thuy Lam 65 Vu Thanh 66 Kim Lien 67 Ha Long 68 Kim Duc 69 Batimex 70 Vinamotor Thai Nguyen 71 Vinamotor Gia Bay 72 Vinamotor Gang Thep 73 Vinamotor Pho Yen 74 Apatit 75 Vinamotor Phu Luong 76 Tien Thanh 77 Chien Long 78 Tung Dien 79 Linh Luc #1 80 Linh Luc #2 81 Linh Luc #3 82 Hoa Binh - Yen Bai #1 Location Lang Son Lang Son Lang Son Lang Son Lang Son Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Quang Ninh Thai Nguyen Thai Nguyen Thai Nguyen Thai Nguyen Thai Nguyen Thai Nguyen Thai Nguyen Tuyen Quang Tuyen Quang Tuyen Quang Tuyen Quang Tuyen Quang Tuyen Quang Yen Bai 42 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Binh Minh Binh Minh Binh Minh Son Minh Son Minh Son Minh Son Minh Ha Thanh Quang Khanh Ngoc Song Linh Phuoc Thanh Phuong Ha #2 Bao Hoang Hop Thanh #1 Tien Cuong Hop Thanh #2 Hoang Hien Tan Thu HCMC HCMC HCMC HCMC HCMC HCMC HCMC Hcm Hcm Hcm Hcm Hung Yen Hung Yen Hung Yen Hung Yen Hung Yen Hung Yen Hung Yen 49 Ngoc Hue Hung Yen 50 Kien Huong Hung Yen 51 Dai Doan Hung Yen 52 Van Coi Hung Yen 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 10 10 10 10 Hoa Binh - Yen Bai #2 Luc Yen Yen Thang Vina Hoa Binh Tien Tien #4 Kwaitexco # Phuc Thanh Duc Hieu Giang Nhan Hung Anh Van Sang (Duc Linh) Hung Dao Tien Tien #5 Tien Tien Huong Lua Duc Hieu #2 Huung Anh Con Son Yen Bai Yen Bai Yen Bai Yen Bai Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Hai Duong Tien Tien #1 Hai Duong Tien Tien #2 Hai Duong Tien Tien #3 Hai Duong 43 Appendix E CFA standardized result of measurement scale 44 Appendix F SEM result of direct model 45 Appendix G SEM weights and standardized result of structural model EE CE EE CE EE CE djus pjus ijus PER PER PER PER PER Iden1 Iden2 Per2 Per3 Per5 Con1 Con3 Djus1 Djus4 Pjus1 Ijus2 Iden3 Con4 Djus5 Ijus3 Pjus2 Pjus3 Iden4 Per1 Ijus4 Emp1 Emp2 Emp3 Cus3 Cus2 Cus1 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - OJ OJ CO CO OI OI OJ OJ OJ OI CO OJ EE CE OI OI PER PER PER CO CO djus djus pjus ijus OI CO djus ijus pjus pjus OI PER ijus EE EE EE CE CE CE Estimate 561 416 289 254 095 253 1.000 1.565 1.422 200 383 045 244 401 1.000 981 1.000 1.079 999 1.000 1.289 1.000 1.304 1.000 1.000 1.013 830 1.300 1.244 1.410 1.059 1.097 981 1.026 1.000 980 896 1.000 1.003 982 S.E .201 182 107 103 079 079 C.R 2.796 2.285 2.694 2.467 1.193 3.181 P 005 022 007 014 233 001 363 315 066 093 143 070 077 4.316 4.507 3.027 4.135 311 3.467 5.240 *** *** 002 *** 756 *** *** 108 9.072 *** 098 094 11.029 10.596 *** *** 157 8.215 *** 222 5.866 *** 115 102 219 127 173 139 111 095 111 8.796 8.104 5.948 9.823 8.158 7.609 9.858 10.334 9.271 *** *** *** *** *** *** *** *** *** 114 108 8.599 8.284 *** *** 103 111 9.751 8.841 *** *** Label Notes: PER: job performance; CO: conscientiousness; OJ: organization justice; OI: organization identification; EE: employee-directed extra-role behaviors; CE: customer-directed extra-role behaviors 46 Appendix H Standardized result of structural model EE CE EE CE EE CE djus pjus ijus PER PER PER PER PER Iden1 Iden2 Per2 Per3 Per5 Con1 Con3 Djus1 Djus4 Pjus1 Ijus2 Iden3 Con4 Djus5 Ijus3 Pjus2 Pjus3 Iden4 Per1 Ijus4 Emp1 Emp2 Emp3 Cus3 Cus2 Cus1 < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < < - OJ OJ CO CO OI OI OJ OJ OJ OI CO OJ EE CE OI OI PER PER PER CO CO djus djus pjus ijus OI CO djus ijus pjus pjus OI PER ijus EE EE EE CE CE CE Estimate 273 206 212 189 093 252 623 838 734 205 294 023 256 413 697 685 708 792 753 619 897 545 618 607 675 659 633 676 840 804 649 787 732 711 768 714 651 764 773 645 Notes: PER: job performance; CO: conscientiousness; OJ: organization justice; OI: organization identification; EE: employee-directed extra-role behaviors; CE: customer-directed extra-role behaviors 47 REFERENCES 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