(Luận văn thạc sĩ) 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 Research object 5 Research scope Research methods 6.1 Preliminary research 6.2 Formal research Organization of the thesis CHAPTER 1: THEORETICAL FRAMEWORK ON ORGANIZATIONAL CULTURE AND INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT 1.1 Overview of organizational culture 1.1.1 Basic concepts 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 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted GIAOTIEP1 10.49 6.900 556 705 GIAOTIEP2 10.60 6.514 559 701 GIAOTIEP3 10.91 5.845 551 712 GIAOTIEP4 10.72 6.591 575 693 Reliability Statistics Cronbach's N of Alpha Items 820 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted DAOTAO1 10.17 5.574 633 777 DAOTAO2 10.43 5.273 642 775 DAOTAO3 10.16 5.567 648 770 DAOTAO4 10.35 5.790 649 771 Reliability Statistics Cronbach's N of Alpha Items 824 85 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted P.THUONG1 10.29 7.493 659 773 P.THUONG2 10.14 7.943 626 788 P.THUONG3 10.42 7.973 589 805 P.THUONG4 10.10 7.015 721 743 Reliability Statistics Cronbach's N of Alpha Items 804 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted Q.DINH1 10.42 5.250 637 748 Q.DINH2 10.35 4.816 617 755 Q.DINH3 10.11 5.093 576 775 Q.DINH4 10.49 4.869 649 739 Reliability Statistics Cronbach's N of Alpha Items 729 86 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted RUIRO1 10.28 5.701 472 695 RUIRO2 10.45 5.328 545 654 RUIRO3 10.54 4.815 562 644 RUIRO4 10.24 5.631 503 678 Reliability Statistics Cronbach's N of Alpha Items 805 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted KEHOACH1 10.92 4.292 621 755 KEHOACH2 10.99 4.220 593 768 KEHOACH3 11.11 4.265 620 755 KEHOACH4 11.06 4.096 644 743 Reliability Statistics Cronbach's N of Alpha Items 818 87 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted LV.NHOM1 10.15 5.752 623 779 LV.NHOM2 10.26 5.385 654 765 LV.NHOM3 10.17 5.672 654 765 LV.NHOM4 9.94 5.954 630 776 Reliability Statistics Cronbach's N of Alpha Items 784 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted CONGBANG1 10.54 3.255 580 736 CONGBANG2 10.58 3.082 598 728 CONGBANG3 10.70 3.385 613 723 CONGBANG4 10.60 3.225 576 739 Reliability Statistics Cronbach's N of Alpha Items 754 88 Item-Total Statistics Scale Mean Scale Corrected Cronbach's if Item Variance if Item-Total Alpha if Deleted Item Deleted Correlation Item Deleted GANBO1 17.12 4.535 536 708 GANBO2 17.10 4.555 479 722 GANBO3 17.24 4.414 460 729 GANBO4 17.12 4.493 507 715 GANBO5 17.16 4.667 414 739 GANBO6 17.23 4.261 573 696 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy Bartlett's Test of Sphericity Approx Chi-Square 641 2378.368 df 496 Sig .000 89 Total Variance Explained Component Initial Eigenvalues Extraction Sums of Squared Rotation Sums of Squared Loadings Loadings Total % of Cumulative Total % of Cumulative Total % of Cumulative Variance % Variance % Variance % 3.399 10.621 10.621 3.399 10.621 3.074 9.605 20.226 3.074 9.605 2.808 8.776 29.003 2.808 8.776 2.670 8.343 37.345 2.670 8.343 2.446 7.643 44.989 2.446 7.643 2.203 6.883 51.872 2.203 6.883 2.143 6.697 58.569 2.143 6.697 1.947 6.085 64.653 1.947 6.085 902 2.818 67.471 10 816 2.551 70.022 11 789 2.466 72.488 12 747 2.334 74.823 13 723 2.260 77.083 14 640 2.000 79.083 15 624 1.949 81.033 16 557 1.742 82.774 17 545 1.702 84.476 18 528 1.650 86.126 19 472 1.476 87.602 20 452 1.413 89.016 21 424 1.326 90.342 22 408 1.276 91.617 23 376 1.174 92.791 24 355 1.109 93.900 25 326 1.019 94.919 26 309 965 95.884 27 269 841 96.724 28 263 823 97.547 29 232 726 98.274 30 217 680 98.953 31 174 544 99.498 32 161 502 100.000 Extraction Method: Principal Component Analysis 90 10.621 20.226 29.003 37.345 44.989 51.872 58.569 64.653 2.885 2.682 2.678 2.626 2.597 2.513 2.422 2.287 9.015 8.380 8.370 8.205 8.117 7.852 7.569 7.145 9.015 17.395 25.764 33.970 42.087 49.939 57.508 64.653 856 788 785 732 Rotated Component Matrixa Component P.THUONG4 P.THUONG1 P.THUONG2 P.THUONG3 DAOTAO3 814 DAOTAO4 806 DAOTAO1 797 DAOTAO2 788 LV.NHOM2 809 LV.NHOM3 805 LV.NHOM1 796 LV.NHOM4 786 Q.DINH1 816 Q.DINH4 794 Q.DINH2 783 Q.DINH3 751 KEHOACH4 830 KEHOACH3 794 KEHOACH1 781 KEHOACH2 750 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 91 785 777 768 762 771 762 750 741 775 747 746 674 GIAOTIEP Pearson Correlation GIAOTIEP Sig (2-tailed) N Pearson Correlation DAOTAO Sig (2-tailed) N Pearson Correlation P.THUONG Sig (2-tailed) N Pearson Correlation Q.DINH Sig (2-tailed) N Pearson Correlation RUIRO Sig (2-tailed) N Pearson Correlation KEHOACH Sig (2-tailed) N Pearson Correlation LVNHOM Sig (2-tailed) N Correlations P.THUONG Q.DINH DAOTAO RUIRO KEHOACH LVNHOM CONGBANG GANBO 016 -.066 049 -.036 071 101 149* 410** 192 830 192 363 192 503 192 624 192 324 192 164 192 039 192 000 192 016 076 086 045 -.014 078 -.044 394** 830 192 192 295 192 238 192 540 192 848 192 284 192 541 192 000 192 -.066 076 146* 121 037 080 022 397** 363 192 295 192 192 043 192 095 192 608 192 269 192 764 192 000 192 049 086 146* 026 -.062 002 079 286** 503 192 238 192 043 192 192 720 192 390 192 979 192 273 192 000 192 -.036 045 121 026 -.064 006 -.049 196** 624 192 540 192 095 192 720 192 192 375 192 939 192 496 192 006 192 071 -.014 037 -.062 -.064 038 023 216** 324 192 848 192 608 192 390 192 375 192 192 599 192 749 192 003 192 101 078 080 002 006 038 021 381** 164 192 284 192 269 192 979 192 939 192 599 192 192 775 192 000 192 92 Pearson 149* -.044 CONGBAN Correlation G Sig (2-tailed) 039 541 N 192 192 Pearson 410** 394** Correlation GANBO Sig (2-tailed) 000 000 N 192 192 * Correlation is significant at the 0.05 level (2-tailed) ** Correlation is significant at the 0.01 level (2-tailed) 327** 775 192 192 000 192 216** 381** 327** 003 192 000 192 000 192 192 022 079 -.049 023 021 764 192 273 192 496 192 749 192 397** 286** 196** 000 192 000 192 006 192 Model Summaryb Model R R Square Adjusted R Std Error of Square the Estimate Change Statistics R Square F Change df1 Durbin- df2 Change 847a 717 705 228 717 Sig F Watson Change 57.944 183 000 a Predictors: (Constant), CONGBANG, LVNHOM, KEHOACH, RUIRO, DAOTAO, Q.DINH, GIAOTIEP, P.THUONG b Dependent Variable: GANBO 93 1.899 ANOVAa Model Sum of df Mean Square F Sig Squares Regression Residual Total 24.056 3.007 9.497 183 052 33.553 191 000b 57.944 a Dependent Variable: GANBO b Predictors: (Constant), CONGBANG, LVNHOM, KEHOACH, RUIRO, DAOTAO, Q.DINH, GIAOTIEP, P.THUONG Coefficientsa Model Unstandardized Standardized Coefficients B Std t Sig Collinearity Coefficients Statistics Beta Tolerance VIF Error - (Constant) -.657 207 GIAOTIEP 175 021 341 8.468 000 954 1.048 DAOTAO 184 022 334 8.404 000 979 1.021 P.THUONG 146 019 312 7.703 000 946 1.057 Q.DINH 105 023 181 4.495 000 959 1.043 RUIRO 099 023 175 4.401 000 977 1.024 KEHOACH 120 025 190 4.790 000 982 1.018 LVNHOM 153 022 282 7.078 000 976 1.024 CONGBANG 194 029 268 6.697 000 967 1.035 3.169 a Dependent Variable: GANBO 94 002 Group Statistics Giớitính GANBO N Nam Mean Std Std Error Deviation Mean 118 3.42 446 041 74 3.48 372 043 Nu Independent Samples Test Levene's t-test for Equality of Means Test for Equality of Variance s F Sig t df Sig Mean (2- Differenc tailed e ) Std 95% Error Confidence Differenc Interval of e the Difference Lowe Uppe r Equal variance 1.10 29 s GANB assumed O Equal variance s not assumed r 1.01 190 312 -.063 062 -.186 060 -.063 060 -.181 055 1.05 175.08 95 292 Descriptives GANBO N Mean Std Std 95% Confidence Deviation Error Interval for Mean Minimu Maxim m Lower Upper Bound Bound um 20 -30 48 3.44 409 059 3.32 3.56 30 -40 73 3.36 452 053 3.26 3.47 40 -50 44 3.52 421 063 3.39 3.65 Tren 50 27 3.53 303 058 3.41 3.65 192 3.44 419 030 3.38 3.50 Total Test of Homogeneity of Variances GANBO Levene df1 df2 Sig Statistic 252 188 860 ANOVA GANBO Sum of df Mean Squares Between Sig Square 956 319 Within Groups 32.598 188 173 Total 33.553 191 Groups F 96 1.837 142 Descriptives GANBO N < năm Std Std 95% Confidence Minim Maxim Deviation Error Interval for Mean Lower Upper Bound Bound um um 35 3.50 398 067 3.36 3.64 78 3.46 423 048 3.36 3.55 54 3.43 487 066 3.30 3.56 25 3.33 233 047 3.23 3.42 192 3.44 419 030 3.38 3.50 2-4 năm 4-6 năm Trên năm Total Mean Test of Homogeneity of Variances GANBO Levene df1 df2 Sig Statistic 1.005 188 392 ANOVA GANBO Sum of df Mean Squares Between Sig Square 483 161 Within Groups 33.070 188 176 Total 33.553 191 Groups F 97 915 435 Descriptives GANBO N Côngnhân- Lao Mean Std Std 95% Confidence Deviation Error Interval for Mean Lower Upper Bound Bound Minim Maxim um um 38 3.46 301 049 3.37 3.56 51 3.46 417 058 3.34 3.58 Đạihọc 93 3.43 475 049 3.33 3.53 Trênđạihọc 10 3.35 254 080 3.17 3.53 192 3.44 419 030 3.38 3.50 độngphổthông Cao đẳngTrungcấp Total Test of Homogeneity of Variances GANBO Levene df1 df2 Sig Statistic 874 188 455 ANOVA GANBO Sum of df Mean Square F Sig Squares Between 136 045 Within Groups 33.418 188 178 Total 33.553 191 Groups 98 254 858 Descriptives GANBO N Mean Std Std 95% Confidence Deviation Error Interval for Mean Minim Maxim um Lower Upper Bound Bound um Dưới triệu 54 3.46 398 054 3.35 3.57 - 10 triệu 101 3.43 466 046 3.34 3.52 37 3.45 306 050 3.35 3.55 192 3.44 419 030 3.38 3.50 Trên 10 triệu Total Test of Homogeneity of Variances GANBO Levene df1 df2 Sig Statistic 751 189 473 ANOVA GANBO Sum of df Mean Squares Between Sig Square 031 016 Within Groups 33.522 189 177 Total 33.553 191 Groups F 99 088 916 ... 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... Communication within the organization Communication within the organization is the sharing of information between management and employees in order to disseminate the organization's rules and regulations