The impact of corporate culture on sticking of employees at gtel mobile JSC

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ CẢNH DUY THE IMPACT OF CORPORATE CULTURE ON STICKING OF EMPLOYEES AT GTEL MOBILE JSC ẢNH HƯỞNG CỦA VĂN HÓA DOANH NGHIỆP ĐẾN SỰ CAM KẾT GẮN BĨ CỦA NHÂN VIÊN TẠI CƠNG TY CỔ PHẦN VIỄN THƠNG DI ĐỘNG TỒN CẦU (GTEL MOBILE) LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ CẢNH DUY THE IMPACT OF CORPORATE CULTURE ON STICKING OF EMPLOYEES AT GTEL MOBILE JSC ẢNH HƯỞNG CỦA VĂN HÓA DOANH NGHIỆP ĐẾN SỰ CAM KẾT GẮN BĨ CỦA NHÂN VIÊN TẠI CƠNG TY CỔ PHẦN VIỄN THƠNG DI ĐỘNG TỒN CẦU (GTEL MOBILE) Chun ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRẦN KIM HÀO Hà Nội - 2018 DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article The other‟s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Date …./01/2018 TABLE OF CONTENTS LIST OF TABLES i LIST OF FIGURES AND CHARTS ii INTRODUCTION 1 Rationale Research overview Research objectives 3.1 General objective 3.2 Specific objectives .5 Research object .5 Research scope Research methods 6.1 Preliminary research 6.2 Formal research .6 Organization of the thesis CHAPTER 1: THEORETICAL FRAMEWORK ON ORGANIZATIONAL CULTURE AND INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT .8 1.1 Overview of organizational culture .8 1.1.1 Basic concepts .8 1.1.2 Levels of organizational culture 10 1.2 Concepts of organizational commitment 14 1.3Relationship between organizational culture and employee commitment 16 1.4 Previous studies on relationship between organizational culture and employee commitment and research model of the thesis 17 1.4.1 Some previous studies 17 1.4.2 Research model of the study 22 CHAPTER 2: RELAITY OF INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT AT GTEL MOBILE 27 2.1 Overview of Gtel Mobile 27 2.1.1 History of foundation and development 27 2.1.2 Organizational structure 29 2.1.3 Business operations at Gtel Mobile 31 2.1.4 Factors affecting organizational culture atGtel Mobile .33 2.2 Results of influence of organizational culture on employee commitment 39 2.2.1 Characteristics of respondents 40 2.2.2 Analysis of respondents’ assessments 42 2.2.3 Testing survey data 53 2.2.4 Exploratory factor analysis (EFA) 55 2.2.5 Regression analysis 57 2.2.6 Difference between personal characteristics and employee commitment58 2.2.7 Testing research hypotheses 61 2.3 Assessment of research results 63 2.3.1 Achievements 63 2.3.2 Limitations and causes 63 CHAPTER 3: SOLUTIONS TO IMPROVE ORGANIZATIONAL CULTURE AT GTEL MOBILE TO ENHANCE EMPLOYEE COMMITMENT 65 3.1 Development orientation of GtelMobile 65 3.1.1 Opportunities and challenges for Gtel Mobile: 65 3.1.2 Development objectives of Gtel Mobile 66 3.1.3 Orientation and development goals for organizational culture at the company 67 3.2 Solutions to improve organizational culture to enhance employee commitment to Gtel 68 3.2.1 Solution for communication within the organization 68 3.2.2 Solutions for training and development 68 3.2.3 Solutions for reward and recognition 69 3.2.4 Solution for efficiency in decision making 70 3.2.5 Solution for innovation and risk acceptance 70 3.2.6 Solution for future plan orientation 71 3.2.7 Solution for teamwork 71 3.2.8 Solutions for fairness and consistency in management policies 72 3.3 Limitations and further research orientation 72 CONCLUSION 74 REFERENCES 75 APPENDIX 77 LIST OF TABLES Table 2.1: Business Activity result of Gtel Mobile 31 Table 2.2 Annual rituals, festivals 35 Table 2.3 Characteristics of respondents 41 Table 2.4 Communication within the organization 43 Table 2.5 Training and development 44 Table 2.6 Reward and recognition 45 Table 2.7 Efficiency in decision making 46 Table 2.8 Innovation and risk acceptance 48 Table 2.9 Future plan orientation 49 Table 2.10 Teamwork 50 Table 2.11 Fairness and consistency in management policies 51 Table 2.12 Employee commitment to the organization 52 Table 2.13 Reliability of the scale 53 Table 2.14 Results of EFA with variables in the model 55 Table 2.15 Results of regression analysis 57 Table 2.16 Difference in terms of gender 58 Table 2.17 Difference in terms of age 59 Table2.18 Difference in terms of education level 60 Table2.19 Difference in terms of income 60 Table2.20 Difference in terms of working experience 61 Table2.21 Results of testing researchhypotheses 62 i LIST OF FIGURES AND CHARTS Figure 1.1: Levels of organizational culture 11 Figure 1.2: Iceberg of organizational culture 12 Figure 1.3: Structure of organizational culture 13 Figure 1.4: Model of ZeinabInanlou&Ji-Young Ahn (2016) 18 Figure 1.5: Research model of ZahariahMohdZain et al (2009) 19 Figure 1.6: Research model of Nguyen ThiThuy Duong et al (2015) 20 Figure 1.7: Researh model of Vu Dang QuocAnh (2013) 22 Figure 1.8: Proposed research model in the study 24 Figure 2.1: Organizational structure of Gtel Mobile 30 Figure2.2: Research procedure 40 ii INTRODUCTION Rationale Organizational culture is the content is becoming more and more important to the business community in Vietnam in general, and start-up businesses community, in particular This factor has gradually become an indispensable content of the development strategies of all businesses In most enterprises (except for some of family companies), the working environment is often quite complex and varied due to the differences in culture, education, awareness, social relations, social status of employees In addition, among the trend of globalization and international integration, enterprises are required to continuously innovation and creativeness to increase competitiveness and building a strong brand in the market One of the important factors to increase the competitiveness for enterprises that is building a professional and stability labor force So how to make the working environment in enterprises become more efficient, capable of promoting the creativity of employees to achieve the strategic objectives? Moreover, maintaining a stable workforce, limited the situation of talent staffs leave company is also an important task else This is consistent with the trend of the modern world in the “knowledge economy” nowadays Market power is not only based on financial strength, technology, natural resources, but also depends on the quality of human resources The world is now in the era of knowledge economy (after the technology era), so, human resources and intellectual strength are particularly important factors for any enterprises today In this trend, the modern management theory has also gradually changed Human resource no longer regarded as "factors of production" that now turn into "an invaluable asset of the enterprise" As the results, enterprises also change their strategy from "save labor costs to reduce production costs," into strategy of "to invest in high-quality human resources" to take the competitive advantage On this perspective, enterprises need to maintain the organizational culture really suitable to promote the value of knowledge, creativity and increase the loyalty of employees On market today, in general, most of enterprises and the start-up enterprises in the field of information technology have its own strategy in attracting talent staffs There are some solutions for success in attracting talent strategies include: promoting personal capacity, improve the working environment, create effective teams, increasing investment in human resources, public mechanisms encourage and motivate employees These elements are all focused on to the overall subject that is to create a friendly and effectively working environment, help for staff creativity, cohesion and contribute their best for the organization These positive factors that help improve the relationship between employees within the enterprise, becoming the positive cultural values However, the temptation and the enticement of competitors makes the maintenance of professional staff is becoming increasingly more difficult Therefore, the authors selected the theme "Influence of organizational culture on employee commitment to start-up IT enterprises" to help these enterprises get more information and propose more effective solutions in maintaining highqualified staff, thereby helping enterprises stability and development soon Research overview Organizational culture, employees‟ commitment and employees‟ loyalty become interesting topic to many researchers and corporate managers in few past decades Organizational culture is considered a modern management philosophy to improve the efficiency of work done, improve the image and brand of the enterprises The previous studies have confirmed that the organizational culture to help reduce conflicts, connect employees to make the business sustainable Several case studies in this field include: Wanda Roos (2005) studied on "The relationship between employee motivation, job satisfaction and organizational culture" in South Africa In this study, the author demonstrates the relationship between employee motivation, job satisfaction and organizational culture This study reflects the 3-ways interaction of the central issues However, limitations of this study in the survey sample The author observed 118 samples that were carried out in only one enterprise, so the results should not have highly representative Total Variance Explained Component 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Extraction Method: Principal Component Analysis 90 Rotated Component Matrix P.THUONG4 P.THUONG1 P.THUONG2 P.THUONG3 DAOTAO3 DAOTAO4 DAOTAO1 DAOTAO2 LV.NHOM2 LV.NHOM3 LV.NHOM1 LV.NHOM4 Q.DINH1 Q.DINH4 Q.DINH2 Q.DINH3 KEHOACH4 KEHOACH3 KEHOACH1 KEHOACH2 CONGBANG2 CONGBANG3 CONGBANG1 CONGBANG4 GIAOTIEP4 GIAOTIEP1 GIAOTIEP2 GIAOTIEP3 RUIRO2 RUIRO3 RUIRO4 RUIRO1 Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a Rotation converged in iterations 91 a Correlations GIAOTIEP DAOTAO P.THUONG Pearson Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Pearson Q.DINH RUIRO KEHOACH LVNHOM Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N 92 Pearson Correlation Sig (2-tailed) N CONGBAN G Pearson Correlation GANBO Sig (2-tailed) N * Correlation is significant at the 0.05 level (2-tailed) ** Correlation is significant at the 0.01 level (2-tailed) Model Summary Model R 847 b R Square a a Predictors: (Constant), CONGBANG, LVNHOM, KEHOACH, RUIRO, DAOTAO, Q.DINH, GIAOTIEP, P.THUONG b Dependent Variable: GANBO 717 93 ANOVA a Model Regression Residual Total a Dependent Variable: GANBO b Predictors: (Constant), CONGBANG, LVNHOM, KEHOACH, RUIRO, DAOTAO, Q.DINH, GIAOTIEP, P.THUONG Coefficients Model (Constant) GIAOTIEP DAOTAO P.THUONG Q.DINH RUIRO KEHOACH LVNHOM CONGBANG a Dependent Variable: GANBO a Group Statistics Giớitính Nam GANBO Nu Independent Samples Test Equal variance s GANB assumed O Equal variance s not assumed Descriptives GANBO 20 -30 30 -40 40 -50 Tren 50 Total Test of Homogeneity of Variances GANBO Levene df1 df2 Sig Statistic ANOVA GANBO Between Groups Within Groups Total Descriptives GANBO < năm 2-4 năm 4-6 năm Trên năm Total Test of Homogeneity of Variances GANBO Levene Statistic 1.005 GANBO Between Groups Within Groups Total Descriptives GANBO Côngnhân- Lao độngphổthông Cao đẳngTrungcấp Đạihọc Trênđạihọc Total Test of Homogeneity of Variances GANBO Levene df1 df2 Sig Statistic ANOVA GANBO Between Groups Within Groups Total 98 Descriptives GANBO Dưới triệu - 10 triệu Trên 10 triệu Total Test of Homogeneity of Variances GANBO Levene Statistic GANBO Between Groups Within Groups Total 99 ... addition to literature and art, the way of life, the method of living, the system of values, the traditions and the faith With the view that culture is the spiritual foundation of society, the concept... organizational culture and organizational commitment affect the performance of an organization Brewer (1993) conducted a study on the influence of culture on the organization .The research showed that... differences in culture, education, awareness, social relations, social status of employees In addition, among the trend of globalization and international integration, enterprises are required to continuously