Các yếu tố ảnh hưởng tới sự gắn bó của nhân viên với tổ chức tại ngân hàng TMCP đầu tư và phát triển

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN VĂN PHÚ FACTORS INFLUENCING ORGANIZATIONAL COMMITMENT AT COMMERCIAL JOINT STOCK BANK FOR INVESMENT AND DEVELOPMENT OF VIETNAM – SO GIAO DICH BRANCH CÁC YẾU TỐ ẢNH HƢỞNG TỚI SỰ GẮN BÓ CỦA NHÂN VIÊN VỚI TỔ CHỨC TẠI NGÂN HÀNG TMCP ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN VĂN PHÚ FACTORS INFLUENCING ORGANIZATIONAL COMMITMENT AT COMMERCIAL JOINT STOCK BANK FOR INVESMENT AND DEVELOPMENT OF VIETNAM – SO GIAO DICH BRANCH CÁC YẾU TỐ ẢNH HƢỞNG TỚI SỰ GẮN BÓ CỦA NHÂN VIÊN VỚI TỔ CHỨC TẠI NGÂN HÀNG TMCP ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƢỜI HƢỚNG DẪN KHOA HỌC: TS TRẦN HUY PHƢƠNG 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 the laws for above-mentioned declaration Hanoi, date of …… / …… /…… Nguyen Van Phu ACKNOWLEDGEMENT I hereby certify that I am the sole author of this thesis and no part of this thesis has been published or submitted for publication I certify that, my thesis does not violate anyone‟s copyright Additionally, all ideas, quotations, or material from the work of other people included in my thesis, published or otherwise, are fully acknowledged with the standard of references I declare that this is a true copy of my thesis The content of this thesis has been approved by the committee of Vietnam National University, Hanoi – Hanoi School of Business (HSB) This thesis has not been submitted for a higher degree to any other University or Institution In order to finish this project successfully, I have received many helps, supports and guidance from many people who I would like to thank sincerely First of all, I would like to thank all the professors of MBA program, especially TS Tran Huy Phuong – my supervisor Then I would like to thank deeply the respondents who allowed me to gather enough data for this research Finally, I would like to express my thanks to my family, my colleges and my fellow friends who created convenient conditions and give me encouragement and understanding for me to complete this degree I sincerely thank you! Hanoi, date of …… / …… /…… Nguyen Van Phu CONTENTS ABBREVIATION i LIST OF FIGURES ii LIST OF TABLES iii INTRODUCTION 1 Rationale Aims of research Objects of research Scope of research Research methodology Thesis structure CHAPTER I THEORETICAL BACKGROUND ON ORGANIZATIONAL COMMITMENT 1.1 Definition and role of Organizational commitment 1.1.1 Definition 1.1.2 Role of organizational commitment 1.2 Overview of organizational commitment models 11 1.3 Framework for research theory 15 1.3.1 Research model 18 1.3.2 Leadership style 20 1.3.3 Training and Development 22 1.3.4 Salary 23 1.3.5 Working environment and colleagues 25 1.3.6 Job Features 26 CHAPTER II ASSESSING THE SITUATION OF ORGANIZATIONAL COMMITMENT IN COMMERCIAL JOINT STOCK BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH I BRANCH 28 2.1 Introduction of the Commercial Joint Stock Bank for Investment and Development of Vietnam, Sogiaodich branch 28 2.1.1 Introduction of the Commercial Joint Stock Bank for Investment and Development of Vietnam 28 2.1.2 Introduction about Sogiaodich Branch 30 2.1.3 Organizational Structure 31 2.1.3.1 Structure 31 2.1.3.2 Situation of Workforce in BIDV SGD1 32 2.2 Survey results 35 2.2.1 Research sample description 35 2.2.2 Survey results of demographic characteristics 35 2.2.2.1 Gender 35 2.2.2.2 Ages 35 2.2.2.3 Working experience 36 2.2.2.4 Working position 37 2.2.2.5 Educational background 37 2.2.3 Descriptive Statistics 38 2.2.3.1 Descriptive Statistics of independent variables 38 2.2.3.2 Descriptive Statistics of dependent variables 39 2.2.4 Reliability and validity of the scales 40 2.2.4.1 Reliability of the scales 40 2.2.4.2 Validity of the scales 46 2.2.5 Regression analysis 48 2.2.5.1 Results of Regression analysis on Affective Commitment 50 2.2.5.2 Results of Regression analysis on Continuance Commitment 52 2.2.5.3 Results of Regression analysis on Normative Commiment 55 2.2.5.4 Results of Regression analysis on Organizational Commitment 58 CHAPTER III PROPOSAL ON SOLUTIONS TO ENHANCE ORGANIZATIONAL COMMITMENT OF THE STAFF AT COMMERCIAL JOINT STOCK BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH I BRANCH 62 3.1 Summary and discussion of research results 62 3.2 Solutions proposal 69 3.2.1 Solutions on Salary 70 3.2.2 Solutions on Working environment 71 3.2.3 Solutions on other factors 72 CONCLUSION, LIMITATION AND IMPLICATION 74 Conclusions 74 Limitations 74 Implications 74 REFERENCE 75 APPENDIX 82 APPENDIX QUESTIONAIRE IN ENGLISH 82 APPENDIX QUESTIONAIRE IN VIETNAMESE 85 ABBREVIATION BIDV SGD1 Joint Stock Commercial Bank for Investment and Development of Vietnam, Sogiaodich1 Branch EFA Exploratory Factor Analysis i LIST OF FIGURES Figure I.1: Research model of Mowday et al (1982); Iverson & Buttigieg (1999); Buchanan (1974) and Steers (1977) _ 12 Figure I.2: Angle & Perry Research Model 1981; Glisson & Durick 1988: Morris & Sherman 1981; Morrow & McElroy 1987; Mottaz 1988; Steers 1977 12 Figure I.3: Research model of (Poon, 2004, Koh, Goh, 1995); (Hackman & Oldman 1980); Vroom 1964; Sarminah, 2006) _ 13 Figure I.4: Model study by Poon (2004), Koh, Goh (1995); Hackman & Oldman (1980); Vroom (1964); Sarminah (2006) and Mowday et al (1982), Iverson & Buttigieg (1999), Buchanan (1974) and Steers (1977) 14 Figure I.5: Model of research by Colbert et al (2000) 14 Figure I.6: Research model _ 18 ii LIST OF TABLES Table II.1: Gender survey result 35 Table II.2: Ages survey result _ 36 Table II.3: Working experience survey result _ 36 Table II.4: Working position survey result _ 37 Table II.5: Educational background survey result 37 Table II.6: Mean and standard deviation of independent variables _ 38 Table II.7: Mean and standard deviation of dependent variables 39 Table II.8: Cronbach‟s Alpha of Leadership style 41 Table II.9: Cronbach‟s Alpha of Training and development 41 Table II.10: Cronbach‟s Alpha of Salary _ 42 Table II.11: Cronbach‟s Alpha of Working environment and Colleagues _ 43 Table II.12: Cronbach‟s Alpha of Job Features 43 Table II.13: Cronbach‟s Alpha of Affective Commitment _ 44 Table II.14: Cronbach‟s Alpha of Continuance Commitment _ 44 Table II.15: Cronbach‟s Alpha of Normative Commitment 45 Table II.16: Cronbach‟s Alpha of Organizational Commitment _ 45 Table II.17: KMO and Bartlett's Test of independent variables _ 46 Table II.18: Rotated Component Matrix of independent variables _ 47 Table II.19: KMO and Bartlett's Test of dependent variables _ 48 Table II.20: Rotated Component Matrix of dependent variables _ 48 Table II.21: Correlation matrix of independent variables and AC _ 50 Table II.22: Regression analysis of AC 51 Table II.23: Correlation matrix of independent variables and CC 53 Table II.24: Regression analysis of CC 54 Table II.25: Correlation matrix of independent variables and NC _ 56 Table II.26: Regression analysis of NC 57 Table II.27: Correlation matrix of independent variables and OC _ 59 Table II.28: Regression analysis of OC 60 iii CONCLUSION, LIMITATION AND IMPLICATION Conclusions In general, research results indicate that three factors affecting Organizational Commitment are Salary, Working environment and Colleagues and Job Features This result show how important each factor is, which is conducive to the implemence of appropriate and timely HR policiesto maintain good staff This research, up to some point, is applied for other branchs BIDV or other banks to Hanoi, thanks to the similarity in bank structure and business environment Limitations The first limitation of the research is about sample selection and sample size The main survey was conducted in just one branch of BIDV and the sample size is small, which might not represent the overall BIDV‟s branch It is only applied for employees in BIDV SGD1 so there is no evidence to conclude that the results can be applied for other banks in Hanoi Organizational Commitment is affected by many different factors In this research, because the author only proposes five factors, the results might not reflect all aspects of Organizational Commitment According to research results, both Leadership Style and Training and Development have no impact on Organizational Commitment despite the fact that they considerably affect Organizational Commitment Small sample size might be the main reason of it Implications This research was conducted only within BIDV SGD1 Further research should expand on subject and scope of research such as examining organizational commitment of bankers in Hanoi Further studies should also investigate and analyse a wider range of factors affecting organizational commitment, not just those in this study In addition, other authors who intend to research on this topic can examine the influences of organizational commitment on the business performance of the bank 74 REFERENCE A.Senthamil Raja, Dr P Palanichamy (2014), 'Leadership styles and its impact onOrganizational Commitment', The Journal of Commerce Vol 3, No Aaron Cohen (2007), evaluationreconceptualization 'Commitment of before organizational and after: commitment' An Human ResourcesManagement, Vol 17, Issue 3 Adams, J.S., (1963), 'Towards an understanding of inequity', Journal of Abnormaland Social Psychology, 67: 422-436 Ahmad, A & Omar,Z (2010), 'Perceived family-supportive work culture, affective commitment, and turnover intention of employees', Journal of American Sciences, Vol (12) Pp.839-846 Alexander JA, Bloom J R & Nichols B A (1994), 'Nursing Turnover & Hospital efficiency: an Organizational level analysis', Industrial Relations, Vol 33 Pp 505-520 Amy L Kristof, (1996), 'Person-Organization fit: An intergrative review of its conceptualizations, measurement and implications', Personnel Psychology Volume 49, Issue 1, pages 1–49 Angle, H.L., and J.L Perry, (1981), 'An empirical assessment of organizational commitment and organizational effectiveness', Administrative Science Quarterly 26: 1-13 Azman Ismail cộng sự, (2011), 'Fan empirical study of the relationship between assignment practices in training programs and training motivation', Studies in Business and Economics, Vol 12, 45-56 Azman Ismail cộng sự, (2015), 'The relationship between stress and job satisfaction: An evidence from Malaysian peacekeeping Mediterranean Journal of Social Sciences, Vol 6, p 647-655 75 mission', 10 Balzer et all, (1997), User’s manual for the Job Descriptive Index (JDI; 1997 Revision) and the Job in General (JIG) Scales Bowling Green State University United States 11 Bandura, (1986), 'Social foundations of thought and action: A social cognitive theory' Prentice-Hall series in social learning theory xiii 617 pp 12 Bass B M (1985), Leadership and performance beyond expectations, New York: Free Press 13 Becker, H S (1960), 'Notes on the Concept of Commitment' American Journal of Sociology, Vol 66 (32) 14 Bryant, (2007), 'The power stroke of myosin VI and the basis of reverse directionary', Proc Nati.Acad.Sci.USA Vol 104 (2007), Pp 772-777 15 Buchanan, B (1974), 'Building organizational commitment: the socialization of managers in work organizations', Administrative Science Quaterly, Vol (19) Pp 533-546 16 Burns J M (1978), Leadership, New York: Harper & Row, New York 17 Cable Judge, (1996), 'Person–Organization Fit, Job Choice Decisions and Organizational Entry', Organizational behavior and human decision processes, Vol 67, No (3), pp 294–311 18 Campion, Michael A, (1991), 'Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research', Journal of Applied Psychology, Vol 76(2), p199-212 19 Caplan, (1987), 'Person-environment fit theory and organizations', Journal of Vocational Behavior, Vol 31, Issue 3, December 1987, Pages 248-267 20 Christian Vandenberghe, Michel Tremblay, (2008), 'The Role of Pay Satisfaction and Organizational Commitment in Turnover J Intentions: A Two-Sample Study' J Bus Psychol , Vol 22:275-286 21 Dabke, S., Salem, O., Genaidy, A., and Daraiseh, N, (2008), 'Job Satisfaction of Women in Construction Trades', J Constr Eng Management., 205-216 76 22 Dess GD and Shaw JD, (2001), 'Voluntary Turnover - social capital and organizational performance', Academy of Management Review Vol 26 (3) Pp 446-456 23 Duane Akroyd cộng năm, (2008), 'Factors that Impact Clinical Laboratory Scientists Commitment to Their Work Organizations', Journal of Clinical Laboratory Sciences, V21, 167-174 24 Edwards, J R, (1991), The measurement of Type-A behavior pattern: An assessment of criterion-oriented validity, content validity, and construct validity New York: Wiley, New York 25 Eisenberger, R and Cameron, J., (1996), 'Detrimental effects of reward: reality of myth'? American Psychologist, Vol.51, pp 1153-1166 26 Glazer, S., Daniel, S C., & Short, K M, (2004), 'A study of the relationship between organizational commitment and human values in four countries', Human Relations, Vol 57 Pp 323-345 27 Hackman, J R., & Oldham, G R., (1980), Work redesign Reading, Mass: Addison-Wesley Schein, E A (1987) Process Consultation (vol II) Reading, Mass: Addison-Wesley 28 Hair, J., Anderson, R., Tatham, R., & Black, W., (1998), Multivariate Data Analysis with Readings (5th Ed.) Prentice- Hall International, Inc United States 29 Heneman, H G III, & Schwab, D P., (1985), 'Pay satisfaction: Its multidimensional nature and measurement', International Journal of Psychology, 20, 129-142 30 Herzberg, (1959), 'Herzberg's theory of motivation and maslow's hierarchy of needs', Practical Assessment, Research & Evaluation, 5(11) Pp 217-236 31 Iverson, R.D, and Buttigieg, D M, (1999), 'Affective, normative, and continuance commitment: can the "right kind" of commitment be managed'? Journal of Management Studies Vol 36 (3) 77 32 Janet Cheng Lian Chew, (2004), 'The influence of human resource management practices on the retention of core employees of Australian organisations: an empirical study' PhD thesis, Murdoch University 33 Joplin.R.W., & Daus, C., (1997), 'Challenges of Leading a Diverse Workforce', 34 Katz, Maccoby, & Morse, (1950), 'Productivity, supervision, and morale in an office situation', Institute for Social Research, vii pp 84 35 Koh, H.C., & Goh, C.T., (1995), 'An analysis of the factors affecting the turnover intention of non-managerial clerical staff: A Singapore study', International Journal of Human Resource Management,6, 103–25 36 Koopman, (1991), 'Between Control and Commitment: Management and Change as the Art of Balancing, Leadership & Organization Development Journal, Vol 12 Iss: 5, pp.3 - 37 Kovach, K.A., (1987), 'What motivates employees? Workers and supervisors give different answers', Business Horizons, vol 30 Pp 58-65 38 Leckie, Betcherman & Newton, (1981), 'The determinants of voluntary separation rates', Industrial Relations Journal, Volume 12, Issue 2, pages 72–76 39 Likert, (1967), The Human Organization: Its Management and Value, Mc GrawHill, New York, NY 40 Likert, R (1961), New Pattern of Management, McGraw-Hil, New York, NY 41 Maertz & Campion, (1998), 'Longitudinal assessment of applicant reactions to employment testing and test outcome feedback', Journal of Applied Psychology, Vol 83(6), 892-903 42 Mc Gregor, (1960), Theory X and Y, truy cập ngày 12 tháng năm 2014, từ sở liệu từ trang http://www.shkaminski.com/Classes/Handouts/McGregor.htm 43 Meichenbaum, (1977), 'Cognitive Behaviour Modification', Scandinavian Journal of Behaviour Therapy, Volume 6, Issue 78 44 Meyer, J P.; Allen, N J., (1991), 'A three-component conceptualization of organizational commitment', Human Resource Management Review, 1: 61 45 Meyer, J.P, and Allen, N.J, (1993), 'Commitment to organization and occupations: Extension of a three-component model', Journal of Applied Psychology, 78 (4), 538-551 46 Meyer, J.P, and Allen, N.J, (1997), Commitment in the workplace Thousand Oaks, CA: Sage Publications 47 Milkovich and Newman, (2008), 'Achieving task and extra-task-related behaviors: A case of gender and position differences in the perceived role of rewards in the hotel industry', International Journal of Hospitality Management, Volume 27, Issue 4, Pages 491–503 48 Mobley et all, (1979), 'Review and conceptual analysis of the employee turnover process', Psychological Bulletin, Vol 86(3), 493-522 49 Morris, J.H and J.D Sherman, (1981), 'Generalizability of an Organizational Commitment Model', Academy of Management Journal, 24: 512-526 50 Morrow & McElroy, (1987), 'Work Commitment and Job Satisfaction over Three Career Stages', Journal of Vocational Behavior, v30 n3 p330-46 51 Mowday, R., Steers, R., & porter, L., (1979), 'The measurement of organizational commitment', Journal of Vocational Behavior, 14:224-247 52 Mowday, Richard T; Porter, Lyman W; Steers, Richard M, (1982), Employeeorganization linkages: The psychology of commitment, absenteeism, and turnover,New York: Academic Press 53 O'Reilly, C.A and D.F Caldwell, (1981), 'The Commitment and Job Tenure of New Employees: Some Evidence of Postdecisional Justification', Administrative Science Quarterly 26: 597-616 54 Osterman, (1987), 'Choice of Employment Systems in Internal Labor Markets Industrial Relations', A Journal of Economy and Society,Volume 26, Issue 1, pages 46–67 55 Podsakoff, P M., MacKenzie, S B., Moorman, R H., & Fetter, R (1990), 'Transformational leader behaviors and their effects on followers‟ trust in 79 leader, satisfaction, and organizational citizenship behaviors', Leadership Quarterly, 1: 107–142 56 Podsakoff, P.M , MacKenzie, S.B, Lee, Y & Podasakoff, N.P, (2003), 'Commen method biases in behavioral research: A critical review of the literature and recommended remedies', Journal of Applied Psychology, 88, 879-903 57 Ranya Nehmeh., (2009), What is organizational commitment, why should managers want it in their workforce and is there any cost effective way to secure it? Swiss Management Center REFERENCE IN VIETNAMESE Đỗ Phú Trần Tình nhóm nghiên cứu, (2012), 'Phân tích yếu tố ảnh hưởngtới cam kết lâu dài nhân viên trẻ với doanh nghiệp', Tạp chí Phát triển Hội nhập, Số (17) - Tháng 11-12/2012 Đỗ Thụy Lan Hương, (2008) Ảnh hưởng văn hóa cơng ty đến cam kết gắn bó với tổ chức nhân viên làm việc doanh nghiệp thành phố Hồ Chí Minh, Luận văn Thạc sỹ, Trường Đại học Kinh tế Thành phố Hồ Chí Minh Hồng Trọng, Chu Nguyễn Mộng Ngọc, (2008), Phân tích liệu với SPSS, Nhà xuất Hồng Đức Lê Thị Mỹ Linh, (2009), Phát triển nguồn nhân lực Doanh nghiệp nhỏ vừa Việt Nam trình hội nhập kinh tế, Luận án tiến sỹ, Trường Đại học Kinh tế Quốc dân Nguyễn Đình Thọ, Nguyễn Thị Mai Trang, (2007), Nghiên cứu khoa học Marketing - Ứng dụng mơ hình cấu trúc tuyến tính SEM, Nhà xuất Đại học quốc gia TP Hồ Chí Minh Nguyễn Hồng Sơn, Nguyễn Mạnh Hùng, (2010), Phát triển Ngành dịch vụ, Xu hướng & Kinh nghiệm quốc tế, Nhà xuất Đại học Quốc gia Hà Nội Nguyễn Thị Hải Ninh (2012), Doanh nghiệp vừa nhỏ Việt nam bối cảnh khủng hoảng kinh tế toàn cầu, Luận văn Thạc sỹ, Đại học Quốc gia Hà Nội 80 Nguyễn Văn Thắng, (2003), 'Managing change in Vietnamese state-owned enterprises: What is the best strategy?' Human Resource Management Review 13, pp 423-438 Nguyễn Văn Thắng, (2015), Một số lý thuyết đương đại Quản trị Kinh doanh (ứng dụng nghiên cứu Nhà xuất Đại học Kinh tế Quốc dân 10 Trần Kim Dung, Nguyễn Ngọc Lan Vy, (2011), 'Thang đo động viên nhân viên', Tạp chí Phát triển Kinh tế số 244 11 Võ Quốc Hưng Cao Hào Thi, (2010), 'Các yếu tố ảnh hưởng tới dự định nghỉ việc công chức – viên chức nhà nước', Tạp chí Phát triển KH&CN, Tập 13, Số Q1 81 APPENDIX APPENDIX QUESTIONAIRE IN ENGLISH Dear Sirs/Madams! Sincerely invite you to participate in the survey on“FACTORS INFLUENCING ORGANIZATIONAL COMMITMENT AT COMMERCIAL JOINT STOCK BANK FOR INVESMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH BRANCH” For research purpose, all answers and all information you provide will be kept strictly confidential and will not be allowed to use for any other purposes.Therefore, I hope you take the time to respond fully and accurately to this interview Please circle the selection box for each of the following statements with the following point scale convention: 1: Strong disagree; 2: Disagree;3: Neutral; 4: Agree; 5: Strong agree PART I: FACTORS AFFECTING ORGANIZATIONAL COMMITMENT Leadership style Scale My direct manager is always looking for new opportunities for our department My direct manager leads others by action, not words My direct manager develops the spirit and attitude of teamwork for her/his staff My direct manager behaves in a way that thoughtfully understands my personal needs 5 5 Training and development I am supported on time and costs to improve my skills Scale I am oriented and trained in the right skills for my job Organization always creates promotion opportunities 82 and personal development Salary Scale My efforts paid off I can live totally on the salary from this organization 5 10 I know well salary policy, welfare and allowance 11 I get bonuses and raise my salary when I fulfill my assignment Working environment and colleagues 12 At work, I have necessary facilities to work smoothly 13 At work My organization provides a clean and independent working environment 14 Colleagues are always happy and friendly with me 15 My colleagues always coordinate well together to complete the work assigned Scale 5 5 Job features Scale 16 The work suites for my capacity and qualifications 17 I feel that my work is very interesting 18 Working time is reasonable Affective commitment Scale 19 I really find that I belong to this organization 20 I have a liking for this organization 21 This organization has a lot of meaning for me Continuance commitment 22 23 24 If I decide to leave the organization at this moment, my life will be turbulent I find that I have too few options to consider leaving this organization I have put too much effort into this organization to leave 83 Scale 5 Normative commitment 25 26 Scale I find myself obligated to maintain a job with my current organization Although leaving the organization is good for me, I find it wrong to leave 27 This organization deserves my loyalty 5 Organizational Scale 28 I‟m proud of working in this organization 29 I intend to stay with this organization for a long time 5 30 I will stay at this organization although there are other places willing to pay higher salary PART II PERSONAL INFORMATION Please provide some personal information as follow: Gender: Male Female Age: < 30 From 30 to less than 40 From 40 to less than 50 50 and above Working experience: < 01 year From to less than years From3to less than 5years 5 years and above Working place: Customer relationship department Transaction department Risk-control department Internal department External department Educational background: High shool Intermadiate College Bacherlor of art Master Sincerely thank you and wish you health, success! 84 APPENDIX QUESTIONAIRE IN VIETNAMESE Kính chào anh/chị! Trân trọng kính mời anh/chị tham gia vào khảo sát “Các yếu tố ảnh hưởng tới gắn bó nhân viên với tổ chức Ngân hàng TMCP Đầu tư Phát triển Việt Nam – Chi nhánh Sở giao dịch 1” trongkhuôn khổ luận văn thạc sĩ chuyên ngành Quản trị kinh doanh Khoa Quản trị kinh doanh - Đại học Quốc gia Hà Nội Với mục đích nghiên cứu tất câu trả lời thơng tin anh/chịcung cấp giữ bí mật tuyệt đối, khơng sử dụng vào mục đích khácngồi mục đích nghiên cứu khoa học Vì vậy, mong anh/chị giành thời gianđể trả lời cách đầy đủ xác vào vấn Anh/chị trả lời cách khoanh trịn vào lựa chọn phát biểusau với quy ước điểm thang đo sau: 1: Hoàn toàn không đồng ý; 2: Không đồng ý;3: Không ý kiến; 4: Đồng ý; 5: Hoàn toàn đồng ý PHẦN I: CÁC YẾU TỐ ẢNH HƢỞNG ĐẾN SỰ GẮN BÓ CỦA NHÂN VIÊN Phong cách lãnh đạo Mức độ đồng ý Cán quản lý trực tiếp tơi ln tìm kiếm hội cho phịng ban/ tổ chức Cán quản lý trực tiếp dẫn dắt người khác hành động khơng phải lời nói Cán quản lý trực tiếp phát triển tinh thần thái độ làm việc nhóm cho nhân viên Cán quản lý trực tiếp cư xử theo cách suy nghĩ thấu đáo nhu cầu cá nhân 5 5 Đào tạo phát triển Tôi hỗ trợ thời gian chi phí học nâng cao trình độ tay nghề 85 Mức độ đồng ý Tôi định hướng huấn luyện kỹ phù hợp với công việc đảm nhận Tổ chức tạo nhiều hội thăng tiến thuận lợi, phát triển cá nhân cho 5 Lƣơng 10 11 Mức độ đồng ý Tơi trả lương xứng đáng với cơng sức bỏ Tơi sống hồn tồn dựa vào mức lương từ tổ chức Tôi biết rõ sách lương thưởng, phúc lợi, trợ cấp Tơi nhận tiền thưởng tăng lương hoàn thành tốt công việc giao 5 5 Môi trƣờng làm việc đồng nghiệp 12 13 Tại nơi làm việc, tơi có thiết bị công cụ cần thiết để làm việc thuận lợi Tại nơi làm việc, tổ chức cung cấp Môi trường làm việc độc lập lành 14 Các đồng nghiệp vui vẻ, thân thiện với 15 Đồng nghiệp phối hợp tốt với để hồn thành cơng việc giao Mức độ đồng ý 5 5 Đặc điểm công việc 16 Mức độ đồng ý Công việc phù hợp với lực trình độ chuyên 17 Tơi cảm thấy cơng việc làm thú vị 18 Thời gian làm việc hợp lý môn Cam kết dựa cảm xúc Mức độ đồng ý 19 Tôi thực thấy thuộc tổ chức 20 Tơi có tình cảm với tổ chức 86 21 Tổ chức có nhiều ý nghĩa cá nhân Cam kết dựa tính tốn 22 23 24 26 Nếu định rời khỏi tổ chức vào thời điểm sống tơi gặp nhiều xáo trộn Tơi thấy có q lựa chọn để cân nhắc rời khỏi tổ chức Bởi nỗ lực nhiều cho tổ chức nên lại 5 5 Tơi thấy có nghĩa vụ để trì công việc với tổ chức Mặc dù việc rời bỏ tổ chức có lợi cho tôi thấy việc rời lúc sai 5 Cam kết tổ chức Mức độ đồng ý Tơi u thích tự hào làm việc tổ chức 29 Tơi có ý định lại lâu dài tổ chức 30 Mức độ đồng ý 27 Tổ chức xứng đáng với lịng trung thành tơi 28 Mức độ đồng ý Cam kết dựa chuẩn mực 25 Tôi lại làm việc tổ chức có nơi khác sẵn sàng trả mức lương cao 5 PHẦN II THÔNG TIN CÁ NHÂN Xin anh/chị vui lịng cho biết thơng tin cá nhân sau (đánh dấu “x” vào ô anh/chị muốn lựa chọn): Giới tính: Nam Nữ Tuổi: < 30 tuổi Từ 30 đến 40 tuổi Từ 40 đến 50 tuổi Từ 50 tuổi trở lên 87 Thời gian công tác: < 01 năm Từ đến năm Từ đến năm Từ năm trở lên Bộ phận làm việc: Khối quản lý Khách hàng Khối quản lý rủi ro Khối tác nghiệp Khối quản lý nội Khối trực thuộc Trình độ học vấn: THPT Trung cấp Cao đẳng Đại học Sau đại học Xin chân thành cảm ơn, chúc anh/chị nhiều sức khỏe, hạnh phúc thành đạt! 88 ... DEVELOPMENT OF VIETNAM – SO GIAO DICH BRANCH CÁC YẾU TỐ ẢNH HƢỞNG TỚI SỰ GẮN BÓ CỦA NHÂN VIÊN VỚI TỔ CHỨC TẠI NGÂN HÀNG TMCP ĐẦU TƢ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH Chuyên ngành:... TRỊ VÀ KINH DOANH - NGUYỄN VĂN PHÚ FACTORS INFLUENCING ORGANIZATIONAL COMMITMENT AT COMMERCIAL JOINT STOCK BANK FOR INVESMENT AND DEVELOPMENT OF VIETNAM – SO GIAO DICH BRANCH CÁC YẾU TỐ