Retention of professional bankers at commercial banks in ho chi minh city

1 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Doan Duc Minh RETENTION OF PROFESSIONAL BANKERS AT COMMERCIAL BANKS IN HO CHI MINH CITY ID: 60340102 MASTER OF BUSINESS (Honours) SUPERVISOR: Dr LE NGUYEN HAU Ho Chi Minh City – Year 2012 RETENTION OF PROFESSIONAL BANKERS i ACKNOWLEDGEMENTS Beginning of my thesis, I would like to express all my sincere thanks to those people who made this thesis possible and an unforgettable experience for me First of all, I would like to show my deepest sense to my supervisor Dr Le Nguyen Hau, who offered his continuous advice and encouragement throughout the course of this thesis Dr Hau has offered me the systematic guidance and great inspiration in putting into me toward the scientific field Then, I am thankful to all my colleagues and Board of Management in Shinhan Bank Vietnam, United Overseas Bank, Hong Leong Bank, Vietnam Commercial Bank, Asia Commercial Bank, Saigon Commercial Bank, Dong A Commercial Bank for the consultation, orientation and support during my research process Last but not least, this is a great time for a son of family, husband of wife to take this opportunity to express the profound gratitude from my deep heart to my beloved family for their love and continuous support both spiritually and materially RETENTION OF PROFESSIONAL BANKERS ii ABSTRACT Employees retaining is an important goal of every corporate organization, which drives company to hit the target This thesis explores the factors that can significantly impact employee retention in an organization, and specializes in field of commercial banks in Ho Chi Minh City It attempts to relate some of the factors discovered to major theories in employee retention The literature surveyed by this study mention employee motivation and job satisfaction as the main factors that influence employee retention rates This survey implies that still significant for managing employee retention in today’s rapidly expanding banking industry Human resources is definitely one of the most valuable assets in the organizations, however, high turnover is currently being mentioned recently There are a lot of researches around this topic because retaining employees were realized to be very costly to the organizations Therefore, retention of key personnel is a precedent issue for all banks and it seems not many research reports conducted in Vietnam banking industry In the labor market, competitors are always attracting key personnel who are valued core and not satisfied with their current job This research explores the current situation of job satisfaction of key personnel and figures out the antecedent factors, which impacts job satisfaction Finally, managerial implications are withdrawn for improving the level of satisfactions, retaining key personnel Employing a quantitative approach, in which, the data were collected from 160 professional bankers (“bankers”) in commercial banks in Ho Chi Minh City, multiple regression analysis has resulted in the determinants of job satisfaction, and a significant impact of job satisfaction on job satisfaction Pay and leadership support are found to be two most important factors, other factors include benefit, opportunities of training and promotion, work challenges The analysis results RETENTION OF PROFESSIONAL BANKERS iii also show that bankers in selected commercial banks are currently not completely satisfied with their jobs Based on the statistical results, managerial implications have been discussed and recommendations are provided to improve the retention rate of the banking industry in Ho Chi Minh City RETENTION OF PROFESSIONAL BANKERS TABLE ACKNOWLEDGEMENTS ABSTRACT TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES CHAPTER 1: INTRODUCTION…………………………………….………… 1.1Background…………………………………………………….….… …1 1.2 Problem statements……… 1.3 Research objectives……… 1.4 Scope of study…………… 1.5 Thesis structure…………… CHAPTER 2: LITERATUE REVIEW………………………………….….…… 2.1 Maslow’s hierarchy of need 2.2 Retention………………… 2.3 Job satisfaction and anteced 2.4 Moderating factors………… 2.5 Research model …………… 2.6 Summary of hypotheses…… CHAPTER 3: RESEARCH METHOD…………………………….……….……15 3.1 Research procedure……… 3.2 Measurement scales……… 3.3 Method of data collection… 3.4 Method of analysis………… 3.4.1 Assessment of measu 3.4.2 Multiple regression… CHAPTER 4: RESEARCH RESULT……………………………………… 4.1 Introduction……………… 4.2 Sample characteristics…… 4.3 Assessment of measuremen RETENTION OF PROFESSIONAL BANKERS 4.3.1 4.3.2 4.3.3 4.4 Assessment of theoretical 4.4.1 4.4.2 4.4.3 characteristics to impact o 4.4.4 4.5 Discussion……………… 4.6 Managerial implications… CHAPTER 5: CONCLUSION AND RECOMMENDATIONS……….……… 46 5.1 Conclusion……………… 5.2 Recommendations……… 5.3 Limitation and further res REFERENCES…………………………………………………….…… ……viii QUESTIONAIRRES………………………………………………….….………xii RETENTION OF PROFESSIONAL BANKERS vi LIST OF TABLES Table 2.1: Maslow‘s hierarchy of needs Table 3.1: Summary of scales for constructs in the model 17 Table 4.1: Sample characteristics 21 Table 4.2: EFA and reliability test result for scales 23 Table 4.3: EFA and reliability test result for three scales refined 25 Table 4.4: Result of joint factors analysis for scales 27 Table 4.5: Characteristics of scales for re-assessment of reliability 28 Table 4.6: Assessment for job satisfaction scale 28 Table 4.7: Multiple regression result of antecedent factors to job satisfaction 29 Table 4.8: R square value 29 Table 4.9: F and Sig value 30 Table 4.10: Regression result between job satisfaction and retention 30 Table 4.11: R square value 30 Table 4.12: F and Sig value 30 Table 4.13: Means values of different factors 31 Table 4.14: Differences of impact of antecedent factors by gender 32 Table 4.15: Differences of impact of antecedent factors by age 33 Table 4.16: Differences of impact of antecedent factors by ownership 33 Table 4.17: Differences of impact of antecedent factors by size 34 Table 4.18: Regression coefficients 35 RETENTION OF PROFESSIONAL BANKERS vii LIST OF FIGURES Figure 2.1: The research model 13 Figure 3.1: Research procedure 15 Figure 4.1: Regression coefficients model 38 RETENTION OF PROFESSIONAL BANKERS CHAPTER INTRODUCTION This chapter is an introduction and intended to provide background information on the nature of the present study and its objectives and purpose It is divided into four sections The first section presents background of the research, the second part presents the problem statement, the third part presents the objective, and the final section presents the scope of study 1.1 Background The retention of bankers has been shown to be significant to the development and the accomplishment of the organization’s goals and objectives In recent years, the system of financial institutions and banks in Vietnam has been developed in increasing quantity of credit institutions and quality in diversity of ownership and banking services Currently, the whole banking system has reached at number of 52 local commercial banks, 51 foreign bank branches, 31 of non-bank credit institutions As the "blood" of the economy, the banking sector has been grown remarkable and contributed to the stable development of Vietnam The local commercial banks in Ho Chi Minh City (the banks) were established along with the development process of Vietnam economy In the first years of development, the banks have developed gradually, with small and medium scale, and not really pay attention to human resource management (HRM) Due to the development of economy, the banks have boomed and developed remarkably Especially in years recently, the banks has set up with the wide network branches and the number of bankers in this industry increased by more than 20,000 bankers, growth of the average number of bankers more than 15% per year Along to the stable development, HRM requires improvement and upgrade to professional level However, HRM practices in the banks have not been focused and still applied the old-fashion method Board of management faced the serious issue that employee turnover increased about 9.5% per year within recent RETENTION OF PROFESSIONAL BANKERS three years (Asia Banker Forum, 2011) The banks has been conducting a campaign to reform human resources management system to improve the effectiveness of HRM, high labor productivity, raise incomes and policies to retain bankers The banks also understand that the professional bankers are the key factor in competition in the banking market and this may cause a threat to the success of long-term businesses For this reason, the banks rose up a query how to retain professional staff and satisfy their work-related needs would help 1.2 Problem statements Board of management of the banks are aware of the critical role of talent workforce and striving to attract and retain their bankers by various measures such as increasing salary and allowance, conducting intensive training courses, offering more opportunities for career promotion and incentive abroad trips for high performance bankers However, the high turnover rate still exceeds their expectations in spite of bank efforts Why is turnover still high after those efforts? What are bankers’ demands? How much percent are the bankers satisfied with their current job? Is there relationship between job satisfaction and employee retention? Literature on human resource management provides some general hints in coping with this managerial problem of employee retention (e.g Maslow, 1943, 1954; Bame, 1993; Becker & Gerhart, 1996; Hom & Griffieth, 1995) Nevertheless, the right solution under the current social-economic context, organization leaders need to understand in more details as higher salary, promotion opportunities, and related other factors as motivation, recognition, working environment, good relationships with the manager and colleagues, corporate culture What are the affected important factors? Due to answer these questions, management board not only has an insight into the issue of HRM in Vietnam, but also provides specific formation for managers in the fields to solve the problem of retaining their talent bankers RETENTION OF PROFESSIONAL BANKERS  Some of actions influence to retention of bankers: In order to manage bankers effectively, some of recommendation are advised for bank managers and commercial banks in Ho Chi Minh City as follows: Salary:  Adjusting salary policy and ensure the minimum is equal or greater than the average salary in the industry  Proposing incentive policies that are able to improve bankers’ income such as early fulfillment rewards, part-time compensations, target achievement bonus  Remuneration policies are applied clear and fair  Considering to increase salary periodically such as annually or semi- annually  Implementing stock policies preferred stock, stock, right to buy bank stock… Leadership support:  Listen and appropriate actions to the bankers  Discuss with bankers about general strategies and related decisions, the feedbacks of bankers will be recognized to improve bank strategies  Sympathize and support for the bankers’ difficulties  Formulate close relationship with staffs, eliminating unnecessary power hierarchy in banks  Update and upgrade the professional competencies frequently  Participate in management courses to improve the management skills frequently  Study and imitate efficient management model from other foreign banks  Respect and trust the staffs when assign the jobs Work challenges  Assign jobs with clear responsibility, time schedule, evaluated scales and reward for effective fulfillment  Hand over the banks’ issues the brain-storming solution, results will be considered as scale for their promotion  Diversify and enlarge the bank businesses RETENTION OF PROFESSIONAL BANKERS 45 Benefits  Implement insurance policies annually such as health insurance, social insurance, accident insurance, medical insurance  Implement retirement program (pension fund), paid for time not work (pregnancy leave, sick leave, marriage leave…)  Organize annually vacation outings for bankers and their families  Provide strong supports and advise to bankers in difficult situations Training and promotions  Providing and conduct internal training courses related to banking industry  Sponsor for key bankers in MBA courses, CEO courses, or other long term courses  Plan for personnel development, designate and rotation for staffs’ development  Organize appraisal criteria for evaluation and promotion physically Colleague relationship  Organize corporate culture and good relationship among different departments  Establish friendly working environment and team-work spirit Working condition  Office environment has to be clean and comfortable  Workplace has to be supplied enough supporting equipments  Work stress should be considered and reduce for bankers RETENTION OF PROFESSIONAL BANKERS CHAPTER CONCLUSION AND RECOMMENDATIONS 5.1 Conclusion The current study is aimed at identifying and testing the impact of various antecedent factors on job satisfaction and the relationship between job satisfactions and retention In order to achieve these objectives, this study adopted the process as follows Firstly, literature related to job satisfaction, retention was reviewed Based on this review, the theoretical model and hypotheses were developed Then, the methodology to test the model was formulated In this methodology, the quantitative approach with large sample survey was employed The data was collected from 160 professional bankers in selected commercial banks in Ho Chi Minh City The collected data was first used to assess and refine the measurement scales of all constructs under study This was done primarily by reliability analysis and the exploratory factor analyses The results are summarized around two key issues mentioned in the research objectives Firstly, the linear relation between job satisfaction and retention is figured out The higher the job satisfaction is, the greater the retention will be Secondly, results also show relative contributions of leadership support, payment, benefit, work challenges, opportunities of training and promotion to the overall satisfaction of bankers Afterward, managerial implications are withdrawn based on the empirical data and findings 5.2 Recommendation The solutions and recommendations which are aimed to increase the level of job satisfaction and professionals’ retention have been developed which are related to policies and administrative programs for commercial banks in Ho Chi Minh City In order to implement the suggestions, there are two basic challenges:  Change the standpoint and awareness about the roles and influences of bankers RETENTION OF PROFESSIONAL BANKERS  Improve knowledge and skills of management for managers in the commercial banks in Ho Chi Minh City Nowadays, interactive and competitive tendency, distinct regulation of financial and banking law force banks to pay more attention to talent bankers, who are really competitive advantages of banks Attraction of professional employees, increasing job satisfaction and engagement level of professionals become necessary demands There are viewpoints which should be applied to bank managers:  Viewpoint about talent staffs in the banking industry Talent staffs are valuable assets with long-term competitive advantages of banking businesses They are core employees who afford to contribute, build main products and images of banks Banks must understand how to concern, cultivate, keep and develop such human resources  Viewpoint about relationship between talent bankers and supervisors This is an organic relationship and ties interaction It should be built fairly and reciprocally Managers have to research and apply policies, which increase job satisfaction level and reinforce the commitment of both sides  Viewpoint of corporate culture Bank managers should build up a corporate culture for their banks They should formulate fresh and open working environment, in which personnel is able show their own thinking about works, and contribute to important decision of banks  Viewpoint about organization objectives Organizational objectives should optimize and combine between organizational and bankers benefits  Awareness of quality and effectiveness Quality and effectiveness are two important attributes for commercial banks in Ho Chi Minh City Encouraging and motivating bankers to involve in management of quality and effectiveness should be strategy steps of banks It creates work challenges and increasing bankers’ job satisfaction  Performance orientation Commercial banks in Ho Chi Minh City should be oriented and built the longterm strategies in order to ensure its works, stable working environment and RETENTION OF PROFESSIONAL BANKERS formulating future human strategies Long term strategies have to be clear, purposeful, having landmarks for fulfillment 5.3 Limitation and further research directions This study is aimed to quantitatively determine antecedent factors and their relative contributions to the overall satisfaction of bankers at the commercial banks in Ho Chi Minh City, to estimate the impact of job satisfaction on the retention (intent to stay) of professionals in the field However, the study has some limitations This study was only performed with commercial banks in Ho Chi Minh City Job satisfaction is analyzed based on factors related on work, other factors exist and are not mentioned in this study (social factors, work life balance, conflict between work and life ) Further researches should take additional factors into account, so that the results will have stronger explanatory power on professionals’ job satisfaction Regarding the relation of job satisfaction and retention, there are some factors influencing to retention which are not included in this research Finally, professional banker retention is an important issue which is the concern of many bank managers in commercial banks in Ho Chi Minh City Further researches for retention of bankers should be implemented Their results will be useful for whole commercial banks in Vietnam regarding interactive and competitive context nowadays viii RETENTION OF PROFESSIONAL BANKERS REFERENCES Agho, A., C Mueller, & J Price (1993) Determinants of employee job satisfaction: An empirical test of a casual model Human Relations, 46, 1007-1027 Alimo-Metcalfe, B & Alban-Metcalfe, R.J (2001) The development of a new transformational leadership questionnaire Journal of Occupational and Organizational Psychology, 74(1), 1-5 Anand, K.N (1997) Give success a chance Quality Progress, 63-64 BQF (1998) The X Factor-winning performance through business excellence British Quality Foundation, 5-7 Bryman,A (1992) Charisma and Leadership in Organizations Sage Publications, Newbury Bryant, S.E (2003) The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge Journal of Leadership & Organizational Studies Spring, 9, 32-46 Byars & Rue (2000) Human Resource Management (6 th ed.) McGraw-Hill Buffum, W.E & A.Konick (1982) Bankers’ job satisfaction, residents functioning, and treatment progress in psychiatric institutions Health and Social Work, 1, 320-327 Campion, M.A., Medsker, G.J & Higgs, A.C (1993) Relations, between work group characteristics and effectiveness: Implications for designing effective work groups Personnel Psychology, 46, 823-850 Clarke, K.F (2001) What businesses are doing to attract and retain employee becoming an employer of choice Employee Benefits Journal, 32, 34-37 Cohen, S.G & Bailey, D.E (1997) What makes team work: Group effectiveness research from the shop floor to the executive suite Journal of Management, 23 (3), 239-290 Cook, J & Wall, T (1980) New work attitude measures of trust, organizational commitment and personal need non-fulfillment Journal of Occupational Psychology, 53, 39-52 ix RETENTION OF PROFESSIONAL BANKERS Conway, J.M & Huffcuff, A.I (2003) A review and evaluation of Exploratory Factor Analysis Practices in organizational research Organizational research method, 6, 147-168 Crossman A & Bassem Abou-Zaki (2003) Job satisfaction and employee performance of Lebanese banking staff Journal of Managerial Psychology, 18(4), 368-376 Das, H (2002) The four faces of pay: an investigation into how Canadian managers view pay International Journal of Commerce and Management, 12(11), 18-41 Delery, J.E (1998) Issues of fit in strategic human resource management: Implications for research Human Resource Management Review, 8, 289309 Elby L.T., Freeman, D.M., Rush, M.C & Lance, C.E (1999) Motivational bases of affective organizational commitment: A partial test of an integrative theoretical model Journal of Occupational and Organizational Psychology, 72(4), 463-472 Fox, M L., Dwyer, D J., & Ganster, D C (1993) Effects of stressful job demands and control on physiological and attitudinal outcomes in a hospital setting Academy of Management Journal, 36, 289-318 Furnham, A (2002) Work in 2020 Prognostications about the world of work 20 years into the millennium Journal of Managerial Psychology, 15(3), 242-250 Goldstein, I (1991) Training in organizations Handbook of Industrial and Organizational Psychology, 2, 507-619 Hom, P W., & Griffeth, R W (1991) Structural equations modeling test of a turnover theory: Cross-sectional and longitudinal analyses Journal of Applied Psychology, 76, 350-366 Huselid, M A (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance Academy of Management Journal, 38, 635-672 Jardine, E & Amig, S (2001) Managing human capital Behavioral Health Management, 21(2), 25-31 x RETENTION OF PROFESSIONAL BANKERS Koslowsky, M (1991) Longitudinal analyses of job satisfaction: Commitment and intention to leave Applied Psychology: An International Review, 40, 405-415 Kristof, A.L (1996) Person-organization fit: An integrative review of its conceptualizations, measurement, and implications Personnel Psychology, 49, 1-49 Locke, E A (1976) Nature and causes of job satisfaction Handbook of industrial and organizational psychology, 1297-1349 Maguire, S (1995) Learning to change European Quality, 2(8), 23-28 Mark, C (2002) Determinants of job satisfaction of municipal government bankers Public Personnel Management 31(3), 343-358 McCallum, J S (1998) Involving business Ivey Business Quarterly Report, 62(4), 65-68 Mendehall (1995) Human management in banking industry Global management, 2, 586-589 Meyer, J.P & Allen, J.J (1997) Commitment in the workplace: Theory, Research, and Application, 99-105 Mitchell, T.R., & Mickel, A.E (1999) The meaning of money: An individual difference perspective Academy of Management Review, 24(3), 68-69 Mottaz, C (1985) The relative importance of intrinsic and extrinsic rewards as determinants of work satisfaction The Sociological Quarterly Report, 26, 365-385 Kristof, A (1996) Person-organization fit: An integrative review of its conceptualizations, measurement and implications Personal Psychology, 49, 1-49 O'Reilly, C.A., Chatman, J., & Caldwell, D.F (1991) People and organizational culture: A profile comparison approach to assessing person organization fit Academy of Management Journal, 34, 487-516 Phillips, R (1997) New measures for business Measuring Business Excellence, 1(1), 4-7 RETENTION OF PROFESSIONAL BANKERS xi Pillar, R., Schriesheim, C.A., & Williams, E.S (1999) Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study Journal of Management, 25, 897-933 Podsakoff, P.M., Mackenzie, S.B., & Bommer, W.H (1996) Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust and organizational citizenship behaviors Journal of Management, 22, 259-298 Porter, L W., Steers, R M., (1973) Organizational work and personal factors in employee turnover and absenteeism Psychological Bulletin, 8, 151-176 Risher, W., & Stopper, W.G (2002) Corporate Sponsor Forum Human Resource Planning, 25, 5-10 Rusbult, C.E., & Farrell, D (1983) A longitudinal test of the investment model: The impact on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments Journal of Applied Psychology, 68, 429-439 Steele, R P (2002) Turnover theory at the empirical interface: Problems of fit and function Academy of Management Review, 27, 346-360 Steyrer, J (1998) Charisma and the archetypes of leadership Organization Studies, 19(5), 807-828 Walker, J.W (2001) Perspectives’ Human Resource Planning, 24, 6-10 RETENTION OF PROFESSIONAL BANKERS xii BẢNG KHẢO SÁT Xin chào anh/chị, tên Đồn Đức Minh, học viên Chương trình Thạc sĩ - Viện Đào Tạo Quốc Tế Tp Hồ Chí Minh Hiện tại, Minh thực đề tài nghiên cứu mức độ hài lòng c nhân viên ảnh hưởng đến lòng trung thành t ại Ngân hàng Thương mại Thành phố Hồ Chí Minh Trong thời kỳ khủng hoảng kinh tế diễn ngày sâu s ắc tr ên toàn th ế giới, nguồn nhân lực ngành Ngân hàng xem tài s ản vô quý giá, giá trị cốt lõi c Ngân hàng Để cạnh tranh hiêu quả, Ngân hàng ln mong mu ốn có đội ngũ nhân viên sẵn sàng làm nhiều yêu cầu công việc, tuân thủ nguyên tắc quy định công ty, hỗ trợ đồng nghiệp, quan tâm đến hình ảnh phát triển Ngân hàng Trên th ực tế, có nhiều yếu tố tác động đến hành vi này, mục tiêu nghiên cứu xác định mối liên hệ mức độ hài lòng c nhân viên vi ệc cống hiến lâu dài cho Ngân hàng làm việc Do nghiên c ứu cần thông tin thực tế, Minh mong nhận ý k iến phản hồi dựa theo bảng câu hỏi bên Phần trả lời giữ bí mật, có thơng tin tổng hợp báo cáo công bố Nếu anh/chị quan tâm đến đề tài, báo cáo sau hoàn thành s ẽ gởi đến anh/chị nhằm mục đích góp ý xây dựng nguồn tài liệu tham khảo cho đề tài sau Một lần nữa, xin chân thành cảm ơn hỗ trợ, giúp đỡ phản hồi từ phía anh/chị I PHẦN NỘI DUNG CHÍNH Trên sở thực tế cơng tác tại, anh/chị vui lòng đánh giá mức độ hài lịng phát biểu Anh/chị đánh dấu vào ô mà anh/ch ị lựa chọn theo mức độ 1: Hồn tồn khơng đồng ý xiii RETENTION OF PROFESSIONAL BANKERS 2: Không đồng ý 3: Trung lập (không đồng ý không phản đối) 4: Đồng ý không 5: Hồn tồn đồng ý Tơi c ảm thấy cơng việc thú vị Cơng việc tơi có nhiều thử thách Công v iệc cho phép sử dụng tốt kỹ cá nhân Công việc tơi địi hỏi tinh thần trách nhiệm cao Cơng việc tơi mang tính chất đa dạng Tôi trả lương cao so với mức trung bình tạ i Ngân hàng khác Mức lương hàng tháng giúp tơi trang trải chi phí sống Mức lương tương xứng với khối lượng công việc Tôi ngh ĩ mức lương trả cơng Ngân hàng tơi cơng tác có chế độ phúc lợi tốt Ngân hàng đảm bảo việc đóng nảo hiểm y tế, bảo hiểm xã hội, bảo hiểm thất nghiệp đầy đủ cho nhân viên Ngân hàng có sách tr ợ cấp, hỗ trợ đặc biệt cho nhân viên có hồn cảnh khó khăn Cơng việc KHƠNG q áp lực tơi Cơng việc KHƠNG thường xun địi hỏi tơi phải làm thêm Nơi làm việc đánh giá an toàn, sẽ, thuận lợi cho công việc nhân viên Ngân hàng cung cấp đầy đủ trang thiết bị cần thiết đáp ứng tốt cho công việc nhân viên Tôi cảm thấy công việc ổn định không lo v ấn đề sa thải ệc tích cực v Đồng nghiệp tơi có thái độ làm vi tinh th ần thoải mái, dễ chịu Tất nhân viên phận hợp tác làm việc với tinh thần đồng đội cao Đồng nghiệp phận tơi hịa đồng thân thiện Ngân hàng khuyến khích nhân viên xây dựng nhóm làm việc Hoàn toàn đồn g ý Phát biểu sau có liên quan đến công việc anh/chị 1 xiv RETENTION OF PROFESSIONAL BANKERS Cấp hỏi ý kiến nhân viên vấn đề mà anh/ chị nhân viên phụ trách Cấp khuyến khích nhân viên đóng góp ý kiến định quan trọng phận Nhân viên biết rõ ph ạm vi cơng việc c mìnhđang phụ trách Nhân viên biết nhận xét đánh giá cấp mức độ hồn thành cơng việc Tơi nh ận hỗ trợ cấp gặp khó khăn cơng việc Nhân viên ln cấp tôn t rọng tin cậy cơng việc Lãnh đạo Ngân hàng tơi có tác phong lịch sự, hòa nhã nhân viên cấp Nhân viên cấp đối xử công bằng, không phân biệt công việc Nhân viên n ắm điều kiện tiêu chí để thăng tiến công việc Ngân hàng t ạo điều kiện cho nhân viên có hội thăng tiến Chính sách thăng tiến Ngân hàng công b ằng cho tất nhân viên Nhân viên bồi dưỡng, trang bị kỹ năng, kiến thức cần thiết cho công việc Ngân hàng t ạo điều kiện giúp nhân viên có định hướng phát triển thân Ngân hàng t ạo điều kiện giúp nhân viên phát tri ển nghiệp vụ chun mơn ĐÁNH GIÁ CHUNG: Tơi cảm thấy u mến Ngân hàng làm việc Tơi cảm thấy gắn bó với Ngân hàng làm việc? Tơi cảm thấy hài lịng v ới cơng việc tại? Tôi nghĩ Ngân hàng nơi làm việc thích hợp? Tơi KHƠNG có ý định rời bỏ công việc tại? Tôi mu ốn xây dựng uy tín cho Ngân hàng? Tơi nỗ lực làm tốt cơng việc II PHẦN THƠNG TIN CÁ NHÂN Kế hoạch công việc tới (chọn câu trả lời sau):  Chắc chắn gắn bó với Ngân hàng thời gian dài  Có ý định gắn bó với Ngân hàng thời gian tới  Chưa có ý định rõ ràng v ề vấn đề  Có ý định rời Ngân hàng thời gian tới  Chắc chắn rời Ngân hàng vòng n ăm tới Loại hình Ngân Hàng:  Quốc Doanh  Trách Nhiệm Hữu Hạn  Khác: _ RETENTION OF PROFESSIONAL BANKERS Số năm công tác c anh/chị Ngân hàng: Vị trí, chức vụ anh/chị: Số lượng nhân viên Ngân hàng anh/chị:  Từ 20 - 50 nhân viên  Từ 101 đến 200 nhân viên Giới tính:  Nam Tuổi anh/chị thuộc nhóm:  Dưới 30 tuổi  Từ 31 đến 40 tuổi  Từ 41 đến 50 tuổi  Trên 50 tuổi xv XIN CHÂN THÀNH CÁM ƠN SỰ ĐÓNG GÓP Ý KIẾN CỦA ANH CHỊ ... satisfactions, retaining key personnel Employing a quantitative approach, in which, the data were collected from 160 professional bankers (? ?bankers? ??) in commercial banks in Ho Chi Minh City, multiple... Method for data collection: - In- depth interview: to get qualitative data from bankers at commercial banks in Ho Chi Minh City The results were used as additional inputs into the process of questionnaire... explores the factors that can significantly impact employee retention in an organization, and specializes in field of commercial banks in Ho Chi Minh City It attempts to relate some of the factors discovered