Organizational commitment w88 chuẩn nhất employees in enterprises in Dong Nai Province

ABSTRACT:

This study examines the factors influencing organizational commitment w88 chuẩn nhất employees working for enterprises in Dong Nai Province. By analyzing primary data sets which were collected from 203 employees, the study finds out that the organizational commitment is significantly affected by the perceivedjob satisfaction, the perceived leadership styles and the perceived emotional w88 chuẩn nhất employees. It is important for the human resource management system w88 chuẩn nhất each enterprise to be aware w88 chuẩn nhất predictors affecting the organizational commitment w88 chuẩn nhất their employees in order to have appropriate management policies.

Keywords:job satisfaction, leadership style, emotion, organizational commitment.

1. INTRODUCTION

For all professional and nonprofessional organizations, organizational commitment is an important research topic w88 chuẩn nhất human resource management, having both practical and theoretical implications. Organizational commitment behavior plays an important role in supporting and promoting employment outcomes w88 chuẩn nhất human resources in the organizations. The Industrial Revolution 4.0 is associated with technological breakthroughs, internet, digital, virtual reality will completely change in the field w88 chuẩn nhất human resource management, and studies in organizational behavior contributed to the understanding w88 chuẩn nhất the subjective dimension w88 chuẩn nhất work and its impact in performance and commitment. Therefore, the identification and assessment w88 chuẩn nhất factors affecting the degree w88 chuẩn nhất attachment w88 chuẩn nhất employees in enterprises are very important to ensure the stability w88 chuẩn nhất human resources.

Organizational commitment has been the subject w88 chuẩn nhất several studies, have received a great attention from administrators, researchers, and many conceptualizations and measures have been proposed and tested in the prediction w88 chuẩn nhất employees’ commitment in organizations (Becker, 1960; Mowday, Steers & Porter, 1979; O'Reilly & Chatman, 1986; Meyer & Allen, 1991). The current reality shows that organizations in industry are facing the departure w88 chuẩn nhất good employees who are not committed to the organization and empirical research on the commitment w88 chuẩn nhất employees in organizations has not been focused. Therefore, factors that influence organizational commitment behavior w88 chuẩn nhất employees in enterprises need to have empirical research to identify.

This study aims to analyze the factors that influence organizational commitment behavior w88 chuẩn nhất employees in enterprises in Vietnam based on the structural equation model approach. The structure w88 chuẩn nhất the article consists w88 chuẩn nhất five parts: (i) introduction, (ii) review w88 chuẩn nhất literature, (iii) research methodology, (iv) results and discussion, and (v) conclusions.

2. REVIEWw88 chuẩn nhất LITERATURE

2.1. Organizational commitment

Organizational commitment reflected in efforts to complete the task, is proud to be a member w88 chuẩn nhất the organization and loyalty to the organization. When the persons’ extraneous interest exists in consistency line, it becomes a commitment (Becker, 1960). Organizational commitment is a degree w88 chuẩn nhất attachment to the organization is called commitment (O'Reilly & Chatman, 1986). It has three major components: (i) a strong belief in the organization and acceptance w88 chuẩn nhất the organizations’ goals, (ii) a willingness to expert considerable effort on behalf w88 chuẩn nhất the organization, and (iii) a definite desire to maintain organizational membership (Mowday, Steers & Porter, 1979).

Major three dimensions w88 chuẩn nhất commitments are complaining, identification and moral (O'Reilly & Chatman, 1986). Organizational commitment is a psychological contract that describes the employees’ relationship to the organization and is meaningful for decisions to continue or stop being a membership w88 chuẩn nhất the organization, which focused on the three psychological states w88 chuẩn nhất commitment: (i) Affective commitment means that the employee wants to stay in the organization from their sincere feelings, (ii) Continuance commitment refers to the perception w88 chuẩn nhất the involved costs when leaving the organization, they realize that it has no chance w88 chuẩn nhất finding a better job, and (iii) Normative commitment w88 chuẩn nhất personal responsibility or the ethical standards they pursue to work in the organization (Meyer & Allen, 1991). Defining it as a positive evaluation w88 chuẩn nhất organization and purpose w88 chuẩn nhất work is toward the goal w88 chuẩn nhất the organization (Sheldon, 1971). Describing it as supporting, giving affection for the organizational goals and values, the role w88 chuẩn nhất theemployeeis to work for the pure goals and values related to the organization (Buchanan, 1974).

There have been many efforts from research to identify factors that explain the organizational commitment behavior w88 chuẩn nhất employees in the organizations. Various research has been done to understand factors that trigger employees to stay in the organization (Maslow, 1943; Herzberg & Mausner, 1959; Becker, 1960; Mowday, Steers, & Porter, 1979; O'Reilly & Chatman, 1986; Meyer & Allen, 1991).

2.2. Job satisfaction

A Theory w88 chuẩn nhất Human Motivation w88 chuẩn nhất Maslow (1943), Alderfer's Conception w88 chuẩn nhất Existence, Relatedness, and Growth (ERG) needs Theory (1972), Equity theory w88 chuẩn nhất Adam (1963) and Herzberg, Mausner and Snyderman (1959) emphasized the important work to meet the different needs w88 chuẩn nhất employees such as pay, career advancements, work, environment, recognition, empowerment which influence their behavior in the organization, satisfaction and commitment. Job satisfaction is a good feeling an individual perceives toward their job (Stajkovic & Luthans, 1998). Numerous studies have been done to see the positive link between job satisfaction and the level w88 chuẩn nhất organizational commitment (Weiss, 1967; Smith, Kendall, & Hulin, 1969; Mowday et al., 1982; Schjoedt, 2005; Moser, 1997; Irving, Coleman & Cooper, 1997; Currivan, 1999; Firth, Mellor, Moore & Loquet, 2004; Tella, Ayeni, & Popoola, 2007 ; Zhang, Lee & Zou, 2010; Enache, Sallán, Simo, & Fernandez, 2013; Saha, 2016). Job satisfaction and commitment finally leads to lower the employee turnover (Lee, 1999).

Hypothesis H1a: Perceived income and equity positively influence organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai province, Viet Nam.

Hypothesis H1b: Perceived career advancement positively influences organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai province, Viet Nam.

Hypothesis H1c: Perceived recognition positively influences organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai province, Viet Nam.

Hypothesis H1d: Perceived empowerment positively influences organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai province, Viet Nam.

Hypothesis H1e: Perceived working environment positively influences organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai province, Viet Nam.

2.3. Leadership styles

Bethel (1995) argued that leadership has a strong ability to affect employee. Leadership is divided into two types transactional and transformational leadership (Bass, 1997). Hellriegel and Slocum (2006) explained that transactional leadership based on three primary components; contingent reward, active management by exception and passive management by exception. Tichy and Devanna (1986) presented characteristics regarding the estimation w88 chuẩn nhất transformational leadership, including qualities, courage, openness, values, learning and ability w88 chuẩn nhất visionary. Leadership style is also reflected in the level w88 chuẩn nhất interest w88 chuẩn nhất an employee in a higher position for an employee in a lower position in an organization (Currivan, 1999). Leadership styles include the attitude, interest, words, gestures, actions that superiors or administrators are for their employees. When employees feel well treated, they receive the attention, support, sympathy and appreciation from their superiors, they will strive for the work and desire to contribute more to the organization (Currivan, 1999; Scheweizer & Petzelt, 2012). Purvanova, Bono, and Dzieweczynski (2006) explained that transformational leadership played a very important role in creating job commitment. Akinboye (2005), and Lo, Ramayah and Min (2009) explained that positive behavior w88 chuẩn nhất leaders helps in creating motivation and employee commitment. Swanepoel, Eramus, Van Wyk and Scheck (2000) describe the organizational commitment is encouraged with the leadership style for the successful implementation w88 chuẩn nhất business strategies to achieve the organizational goal.

Hypothesis H2:Perceived leadership styles positively influence organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai Province, Viet Nam.

2.4. Emotion w88 chuẩn nhất employees

Morris and Feldman (1997) provided direct empirical evidence that emotional dissonance is associated with higher emotional exhaustion and lower job satisfaction. Wharton’s (1993) examination w88 chuẩn nhất the emotional employees offered results that often directly contradict earlier studies, emotional employees are positively related to job satisfaction. Ashforth and Humphrey (1993) suggested that emotional employees actually might make interactions more predictable and help employees avoid embarrassing interpersonal problems. This should, in turn, help reduce stress and enhance satisfaction w88 chuẩn nhất employees in organization.

Hypothesis H3: Perceived emotion positively influences organizational commitment w88 chuẩn nhấtemployeesin enterprisesin Dong Nai Province, Viet Nam.

3. RESEARCH METHODOLOGY

Structural equation modeling (SEM) was used to estimate parameters. There are 32 items in measure the variables w88 chuẩn nhất the research model (see Table 2). All items are measured by 5-point Likert scales, which were 5 – strongly agree, 4 – agree, 3 – not sure, 2 – disagree and 1 – strongly disagree.

Hair, Black, Babin &Anderson (2010) indicated that the sample size must be at least 100 in order to use the Exploratory Factor Analysis (EFA). In addition, for Confirmatory Factor Analysis (CFA) and Structural Equotion Model (SEM), Anderson and Gerbing (1988) suggested a sample size at least 150 to obtain parameter estimates w88 chuẩn nhất practical use. Bentler & Chou (1987) proposed that the ratio w88 chuẩn nhất a sample size to the number w88 chuẩn nhất free parameters may be able 5:1 under normal theory, especially when there are many indicators w88 chuẩn nhất latent variables. In this study, the authors use a sample w88 chuẩn nhất 203 employees were selected by non-probability sampling methods (convenience sampling technique) at some large enterprises in Dong Nai province. Table 1 show the diversity w88 chuẩn nhất the sample.

Table 1. Differences in demographics

Source: Authors’Calculation

4. RESULTS AND DISCUSSION

4.1. Reliability and Validity

Maximum Likelihood Estimation (MLE) is used for determining goodness w88 chuẩn nhất fit w88 chuẩn nhất the model. The estimation results confirmed that the model is sufficiently compatible with the data refer to relative indicators: Chi-square = 492.935, df = 377, p = 0.000 (<0.05) was still acceptable due to the large sample size, Chi-square/df = 1.308 (Segars & Grover, 1993); GFI = 0.868, TLI = 0.949, CFI = 0.956 (Bentler & Chou, 1987; Segars & Grover, 1993; Chin & Todd, 1995), and RMSEA = 0.039 (Taylor, Sharland, Cronin, & Bullard, 1993; MacCallum, Browne, & Sugawara, 1996); Segars & Grover, 1993).

The reliability and validity w88 chuẩn nhất indicators in the model are tested by system w88 chuẩn nhất criteria. As can be seen from Table 2, the lowest Cronbach’s Alpha value is 0.775, exceeding the cut value w88 chuẩn nhất 0.70 recommended (Nunnally & Burnstein, 1994; Hair, Black, Babin & Anderson, 2010). The composite factor reliability coefficients w88 chuẩn nhất the constructs ranged from 0.775 to 0.857, which met the standard w88 chuẩn nhất 0.70 as suggested by Fornell and Larcker (1981).

Convergent validity was estimated by factor loading. The value w88 chuẩn nhất Kaiser-Mayer-Olkin (KMO) was 0.865 (between 0.5 and 1.0) which means that data is significant for conducting a factor analysis. All loadings w88 chuẩn nhất variables are higher than the 0.50 (see Table 2). According to Hair, Black, Babin, and Anderson (2010), loadings ± 0.50 or greater are considered practically significant.

Table 2. Results w88 chuẩn nhất factor analysis and reliability tests

Source: Authors’Calculation

The average variance extracted for each construct is at 0.572 or higher, exceeding the 0.5 benchmark, which refer to the discriminate validity is adequate (Fornell & Larcker, 1981). In addition, discriminate validity is confirmed if the diagonal elements are significantly higher than the off-diagonal values in the corresponding rows and columns. The diagonal elements are the square root w88 chuẩn nhất the AVE score for each construct.

Table 3. Correlation

Source: Authors’Calculation

4.2. Hypothesis Testing

The estimation results show that theoretical models are quite consistent with market data, appropriate theoretical models: Chi-square = 382.142; df = 278; Chi-square/df = 1.375 (Kettinger, Lee, & Lee, 1995); GFI = 0.881, TLI = 0.947, CFI = 0.955 (Chin & Todd, 1995; Segars & Grover, 1993) and RMSEA = 0.043 (Taylor, Sharland, Cronin, & Bullard, 1993) and can be used to test the relationship has raised expectation and assumptions in the model.

Figure 1. Structural equation modeling w88 chuẩn nhấtorganizational commitmentin enterprises in Dong Nai province, Viet Nam.

Critical ration (C.R.) and P value were used to test the significance w88 chuẩn nhất hypotheses. C.R should be greater than 1.960 based on the significance level w88 chuẩn nhất 0.05. Table 4 shows the path coefficients along with their bootstrap values, and C.R.

Table 4. Showing path coefficients along with their bootstrap values, C.R

Source: Authors’Calculation

In this study, 500 times analyzed by the Bootstrap method was conducted in order to test the stability w88 chuẩn nhất the estimates for the parameters. The results show that the difference from the initial estimate method does not have a significant difference compared to the estimates by bootstrap methods. All the difference in the estimates is not significant statistically. So the model estimates w88 chuẩn nhất reliability are guaranteed for the verification w88 chuẩn nhất model assumptions in this research.

As Table 4, Perceived income and equity has a significant effect on Organization Commitment with a path coefficient w88 chuẩn nhất 0.098. Perceived Career Advancement has a significant effect on Organizational commitment with a path coefficient w88 chuẩn nhất 0.211. Perceived Recognition has a significant effect on Organizational Commitment with a path coefficient w88 chuẩn nhất 0.063. Perceived Empowerment has a significant effect on Organizational Commitment with a path coefficient w88 chuẩn nhất 0.159. The Perceived Working Environment has a significant effect on Organizational Commitment with a path coefficient w88 chuẩn nhất 0.123. The Perceived Leadership Styles has a significant effect on Organizational Commitment with a path coefficient w88 chuẩn nhất 0.132. Finally, Perceived emotion w88 chuẩn nhất employees has a significant effect on Organizational Commitment with a path coefficient w88 chuẩn nhất 0.156. Six hypotheses among seven hypotheses were supported in this study (Except Recognition has P 0.05).

In addition, the authors perform a multi-group structural analysis, among different organization to find differences between organizations. The results w88 chuẩn nhất a multi-group structural analysis shows that, the model w88 chuẩn nhất factors affecting organizational commitment w88 chuẩn nhất the employees is not significantly different at the 5% level. Consequently, the invariant structural model w88 chuẩn nhất the factors that influence the organizational commitment w88 chuẩn nhất employees can be shared among all groups.

Results show that Perceivedleadership styles, Perceived Emotion, and Perceived job satisfaction have a positive effect organizational commitment w88 chuẩn nhất employees in enterprises in Dong Nai province, Viet Nam. The results in this article are appropriate to the previous finding and conform with the theoretical models.

5. CONCLUSION

Organizational commitment is extremely important for any organization. However, experimental studies on organizational commitment w88 chuẩn nhất employees in enterprises in Vietnam have not received much attention. Especially in the context w88 chuẩn nhất the fourth industrial revolution, studies w88 chuẩn nhất organizational commitment w88 chuẩn nhất employees in enterprises are necessary. The study was done in the context w88 chuẩn nhất the organizational commitment w88 chuẩn nhất employees in enterprises inDong Nai province, Vietnam. The research results show that there are six factors affecting on organizational commitment w88 chuẩn nhất employees: Perceived Income and Equity, Perceived career advancement, Perceived empowerment, Perceived working environment, Perceived Leadership Styles, and Perceived emotional w88 chuẩn nhất employees in enterprises. Human resource management system w88 chuẩn nhất each organization must be aware w88 chuẩn nhất predictors that affect organizational commitment w88 chuẩn nhất employees in their respective organization and from there, come up with appropriate policies.

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SỰ GẮN KẾT TỔ CHỨC CỦA NGƯỜI LAO ĐỘNG

TRONG CÁC DOANH NGHIỆP TẠI TỈNH ĐỒNG NAI

PHAN ĐẶNG NGỌC YẾN VÂN¹

LƯU NGỌC LIÊM¹

¹Khoa Quản trị - Kinh tế quốc tế, Trường Đại học Lạc Hồng

TÓM TẮT:

Nghiên cứu này nhằm đánh giá các yếu tố ảnh hưởng đến sự gắn kết tổ chức của người lao động trong các doanh nghiệp tại tỉnh Đồng Nai, Việt Nam. Thông qua việc phân tích dữ liệu sơ cấp được thu thập từ 203 người lao động tại các doanh nghiệp, kết quả nghiên cứu cho thấy sự gắn kết tổ chức phụ thuộc phần lớn vào sự hài lòng công việc, phong cách lãnh đạo và cảm xúc của người lao động. Hệ thống quản lý nguồn nhân lực của mỗi doanh nghiệp cần phải nhận thức được các yếu tố dự báo ảnh hưởng đến sự gắn kết tổ chức của người lao động trong tổ chức của mình và từ đó, đưa ra các chính sách quản lý phù hợp.

Từ khóa:hài lòng công việc; phong cách lãnh đạo, cảm xúc, gắn kết tổ chức.