Luận án Mối quan hệ giữa thương hiệu nhà tuyển dụng với sự gắn kết và hiệu quả làm việc của nhân viên
From the macro perspective, human resource is one important factor that
determines the success or the failure of an organization. Human resource is both
development motivation and goal in each organization and the economy - society.
Firstly, human factor is the driving force for the socio-economic development
because the employees use the input factors of enterprises (machinery, equipment,
raw materials, finance and so on) to create products for the business. Although the
inputs are good whereas the capacity of the human resources is poor, it cannot
create value for the organization. Therefore, if any organization possesses high
quality human resources, this organization will take advantage of its competitive
advantage so as to develop in the market. In addition, human resources research and
create new and creative products for the organization, whether tangible product
(product) or intangible (service). This shows that organizations, especially
businesses aiming to survive, must have these creative products; in other words, so
as to depend on the creative capacity of their human resources. Consequently, a
society can develop in a sustainable way thanks to an important development force:
human capacity. Secondly, human resource is also the development goal for each
organization and society because human needs are the targets of all producing and
business activities. The rich and diverse human resource needs both physical and
mental for opportunities for companies, businesses and organizations to developtheir production and business activities in continuous development. The number and
the types of products are also dependent upon that being developed and grown
continuously. To help the socio-economic development, employment increases,
unemployment rate decreases and the positive impact on the economic growth of
the countries in the world is born. Thirdly, when the industrial revolution 4.0 is
taking place in a strong way around the world, a profound shift from the economy,
mainly based on resources and low cost labor to the economy-based knowledge and
dependent on human resources requiring higher skills and technology, has been
available. Therefore, that high-quality human resources at organizations become
increasingly scarce leads to the battle called ‘war of talent’ to attract and retain
potential employees. In short, because of the enormous role of the human factor in
the macro aspect above, most organizations from enterprises to state management
agencies, social organizations and so on have considered human resources as the
most valuable asset of every organization. Therefore, the research direction
focusing on solutions to attract and retain talented human resource is an important
goal towards all organizations.
614 trang
20/08/2022
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MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY OPEN UNIVERSITY NGUYEN VINH LUAN THE RELATIONSHIP AMONG EMPLOYER BRANDING, EMPLOYEE ENGAGEMENT AND EMPLOYEE PERFORMANCE BUSINESS ADMINISTRATION DOCTORAL DISSERTATION Ho Chi Minh City, 2021 MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY OPEN UNIVERSITY NGUYEN VINH LUAN THE RELATIONSHIP AMONG EMPLOYER BRANDING, EMPLOYEE ENGAGEMENT AND EMPLOYEE PERFORMANCE Major: Business Administration Code: 62 34 01 02 DOCTORAL DISSERTATION Supervisor: Professor, Nguyen Minh Ha, Ph.D Ho Chi Minh City Open University Ho Chi Minh City, 2021 STATEMENT OF AUTHORSHIP The thesis titled “The relationship among employer branding, employee engagement and employee performance” has been submitted for the degree of Doctor of Business Administration. Except for the references cited in this dissertation, I hereby declare that the whole or parts of this dissertation have not been published or used to obtain the degree elsewhere. No other person's work/research may be used in this thesis that is not properly cited. This thesis has never been submitted for any degree at any other university or training institution. Ho Chi Minh City, // 2021 Nguyen Vinh Luan ACKNOWLEDGEMENTS "The relationship among employer branding, employee engagement and employee performance" Doctoral Thesis has been completed at Ho Chi Minh City Open University. To complete this thesis, I have received guidance, enthusiastic support and encouragement from teachers, family, colleagues, relatives and friends as follows: I would like to express my deep gratitude to Graduate Lecturers at Ho Chi Minh City Open University with their background knowledge provision for my study activities. In particular, my most sincere thank is dedicated to my scientific supervisor, Prof. Nguyen Minh Ha, Ph.D for his completely enthusiastic guidance towards my completion. I do appreciate my beloved Father, Mother and Family members for their lifetime support and encouragement. Concurrently, I would like to thank Board of Directors and employees of DOMESCO Medical Import-Export Joint Stock Company and those of IMEXPHARM Pharmaceutical Joint Stock Company in creating favorable conditions towards my study period as well as my brothers and sisters at companies and organizations with their enthusiastic assistance during my research data collection process. Last but not least, I would like to thank my classmates at PhD training courses at Ho Chi Minh City Open University for their accompanying with this thesis completion. Ho Chi Minh City, .//2021 ABSTRACT The dissertation research on the relationship between employer branding (comprising 10 factors: Corporate social responsibility, Promotion, Work- Life Balance Satisfaction, Education, Behavior-based family interference with work, Travel opportunities, Time-based work interference with family, Teamwork, Supporting, Strain-based family interference with work), employer attractiveness (including 5 factors: social value, developmental value, application value, safety value and economic value), employee engagement (consisting of 3 factors: dedication, vigor and absorption) and employee performance (made up of 3 factors: Teamwork, Innovator and Job). The dissertation uses a combination of qualitative and quantitative research methods (mixed method) in implementation process. Qualitative research method is used in developing interview questionnaires through direct exchanges to get expert opinions and group discussion related to built scale content, supplementing the scales is complete and appropriate to Vietnamese context. Quantitative research methods are used in the data analysis process. Quantitative analysis steps are composed of analyzing scale reliability by Cronbach's alpha coefficient, exploratory factor analysis (EFA), SEM structural model analysis. This dissertation uses convenient sampling method (non-probability) with the participants as employees working in enterprises and organizations in Vietnam, in which the official sample size is 937 samples. The results of testing the hypotheses in the detailed research model are as follows: a) Employer branding has a positive impact on employer attractiveness; b) Employer branding has a positive impact on employee engagement; c) Employer branding has no impact on employee performance; d) Employer attractiveness has a positive impact on employee engagement; e) Employer attractiveness has a positive impact on employee performance; f) Employee engagement has no impact on employee performance. Based on hypothesis testing outcomes in the research model, the dissertation discusses the results and proposes managerial implications to provide managers with measures towards the improved quality of employer branding besides employer attractiveness development so as to better employee engagement and employee performance. Page i CONTENT CONTENT .................................................................................................................. i LIST OF TABLES .................................................................................................... v LIST OF FIGURES ................................................................................................. ix CHAPTER 1: INTRODUCTION ............................................................................ 1 1.1 PROBLEM STATEMENTS .......................................................................... 1 1.1.1 Practical reasons ......................................................................................... 1 1.1.2 Literature review ........................................................................................ 4 1.1.3 From previous studies ................................................................................ 6 1.1.4 Problem statements .................................................................................... 9 1.2 RESEARCH OBJECTIVE AND RESEARCH QUESTIONS ................. 13 1.3 RESEARCH SCOPE AND RESEARCH PARTICIPANT ...................... 14 1.3.1 Research Scope ........................................................................................ 14 1.3.2 Research Participant ................................................................................. 14 1.3.3 Time of survey ......................................................................................... 14 1.4 NEW FINDINGS ........................................................................................... 14 1.5 STUDY SIGNIFICANCE ............................................................................. 15 1.6 THESIS STRUCTURE ................................................................................. 17 CHAPTER 2: LITERATURE REVIEW .............................................................. 19 2.1 CONCEPTS ................................................................................................... 19 2.1.1 Employer Branding .................................................................................. 19 2.1.2 Employer Attractiveness .......................................................................... 22 2.1.3 Employee Engagement ............................................................................ 24 2.1.4 Employee Performance ............................................................................ 25 2.2 MAIN THEORIES ........................................................................................ 27 2.2.1 Social exchange theory ............................................................................ 28 Page ii 2.2.2 Person – Organization Fit Theory ............................................................ 36 2.2.3 Theory of Employer Branding ................................................................. 46 2.2.4 Theory of Employee Engagement ............................................................ 50 2.2.5 Theory of planned behavior and social cognitive theory ......................... 53 2.2.6 Reviewing previous studies ..................................................................... 58 2.2.7 The research gap .................................................................................... 119 2.3 RESEARCH HYPOTHESIS AND STUDY MODEL ............................. 120 2.3.1 Impact of employer branding on employer attractiveness ..................... 120 2.3.2 Impact of employer branding on employee engagement ....................... 129 2.3.3 Impact of employer branding on employee performance ...................... 133 2.3.4 Impact of employer attractiveness on employee engagement ............... 136 2.3.5 Impact of employer attractiveness on employee performance .............. 150 2.3.6 Impact of employee engagement on employee performance ................ 163 2.4 PROPOSED RESEARCH MODEL .......................................................... 166 SUMMARY OF CHAPTER 2 ............................................................................. 166 CHAPTER 3: METHODOLOGY ....................................................................... 169 3.1 RESEARCH DESIGN ................................................................................ 169 3.2 SAMPLING AND DATA COLLECTION ............................................... 171 3.2.1 Sampling ................................................................................................ 171 3.2.2 Data collection ....................................................................................... 172 3.3 SCALE MEASUREMENTS ...................................................................... 175 3.3.1 From literature ........................................................................................ 180 3.3.2 Opinions of the expert interviews and groups discussions .................... 180 3.3.3 The complete scale ................................................................................. 186 3.3.4 Scale measurements ............................................................................... 189 3.4 DATA ANALYSIS TECHNIQUE ............................................................. 207 3.4.1 Descriptive statistics............................................................................... 209 3.4.2 Internal consistency reliability ............................................................... 209 3.4.3 Convergent validity ................................................................................ 210 Page iii 3.4.4 Discriminant Validity ...................................................................... 211 3.4.5 Multi-collinear assessment ..................................................................... 211 3.4.6 Path coefficients of the structure model ........................................................ 211 3.4.7 Determination coefficient (R² value) ... ... the opportunities that come from experience in a professional workplace. 1 2 3 4 5 DEV2 2 Feeling good about yourself as a result of working for a particular organization. 1 2 3 4 5 DEV3 3 Feeling more self-confident as a result of working for a particular organization. 1 2 3 4 5 Appendix K Page A-202 DEV4 4 A springboard for future employment. 1 2 3 4 5 DEV5 5 Gaining career-enhancing experience. 1 2 3 4 5 DEV6 6 My organization always implements decentralized employee. 1 2 3 4 5 III. 3. Application value (4 items) This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply what they learn to teach others in an environment that is customer-oriented and humanitarian. APP1 1 Opportunity to teach others what you have learned. 1 2 3 4 5 APP2 2 Opportunity to apply what was learned at a tertiary institution. 1 2 3 4 5 APP3 3 You have the opportunity to share your real experiences with everyone in the organization. 1 2 3 4 5 APP4 4 Acceptance and belonging. 1 2 3 4 5 IV. 4. Safety Value: SAF (3 items) This factor reflects the extent to which an individual is attracted to job security. SAF1 1 The organization I work with always ensures occupational safety during work activities. 1 2 3 4 5 SAF2 2 Job security within the organization. 1 2 3 4 5 SAF3 3 The organization I work with is always safe in the work environment (without pressure, sexual harassment, etc.). 1 2 3 4 5 V. 5. Economic value (3 items) Appendix K Page A-203 This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary, compensation package ECO1 1 An above average basic salary. 1 2 3 4 5 ECO2 2 An attractive overall compensation package. 1 2 3 4 5 ECO3 3 My organization has good allowances for employees. 1 2 3 4 5 C. EMPLOYEE ENGAGEMENT Thể hiện thái độ tích cực, có ý nghĩa và động lực làm việc của người lao động. Theo bạn tự đánh giá, bạn đang ở mức độ nào đối với các yếu tố liên quan đến sự gắn kết của bạn đối với tổ chức bạn đang làm việc. Cụ thể theo các yếu tố sau đây: Code I. Dedication: DED (7 items) This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002). DED1 1 For me, the job is interested. 1 2 3 4 5 DED2 2 To me, I am enthusiastic about my job. 1 2 3 4 5 DED3 3 To me, I am proud on the work that I do. 1 2 3 4 5 DED4 4 To me, my job inspires me. 1 2 3 4 5 DED5 5 To me, I find the work that I do full of meaning and purpose. 1 2 3 4 5 DED6 6 I feel happy when I am working intensely. 1 2 3 4 5 DED7 7 When I get up in the morning, I feel like going to 1 2 3 4 5 Appendix K Page A-204 work. II. Vigor: VIG (6 items) This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be persistent even when facing difficulties. VIG1 1 At my job, I am mentally. 1 2 3 4 5 VIG2 2 I am ready to face challenges at work. 1 2 3 4 5 VIG3 3 At my work I always persevere, even when things do not go well. 1 2 3 4 5 VIG4 4 I can continue working for very long periods at a time. 1 2 3 4 5 VIG5 5 At my job, I am very resilient. 1 2 3 4 5 VIG6 6 At my job I feel strong and vigorous. 1 2 3 4 5 III. Absorption: ABS (5 items) This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly and easily to overcome difficulties when encountering (Schaufeli et al, 2002). ABS1 1 When I am working, I forget everything else around me. 1 2 3 4 5 ABS2 2 It is difficult to detach myself from my job. 1 2 3 4 5 ABS3 3 Time flies when I am working. 1 2 3 4 5 ABS4 4 I am immersed in my work. 1 2 3 4 5 ABS5 5 I get carried away when I am working. 1 2 3 4 5 Appendix K Page A-205 PRIVATE INFORMATION Could you please introduce yourself? 1 Gender: Male Female 4 Your monthly average income: Less than 5 million VND/ month From 5 to less than 10 million VND / month From 10 to less than 20 million VND / month Over 20 million VND/month 5 Your Qualification Unskilled Intermediate Colleges University Graduate 6 Your age: 7 Your home town: The Mekong River Delta The Southeast The Central Highlands The Northern 8 Your Job Production/Technical/RD Business Back Office Appendix K Page A-206 9 Your married status Single Married 10 Type of your company: Private enterprise One member limited liability companies (100% government) One member limited liability companies (100% private) Joint venture company Multinational company A limited liability company Shareholding companies Education Healthcare Others Appendix K Page A-207 PART 2: SECTION FOR MANAGERS D. EMPLOYEE PERFORMANCE As a direct manager, you evaluate the employee's performance (answered the survey factors in part 1: A, B and C above) through factors such as work, What is your career, creativity, team spirit, and working for the organization? The form responds by rounding off a number on each line. These numbers indicate the degree to which you agree or disagree with the following convention statements: 1 2 3 4 5 Strongly disagree Disagree Neutral Agree Strongly agree Code I. Teamwork: TEA (8 items) Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm. TEA1 1 Working for the overall good of the company. 1 2 3 4 5 TEA2 2 Doing things to promote the company. 1 2 3 4 5 TEA3 3 Making sure his/ber work group succeeds. 1 2 3 4 5 TEA4 4 Helping so that the company is a good place to be. 1 2 3 4 5 TEA5 5 Seeking information from others in his/ber work group. 1 2 3 4 5 TEA6 6 Doing things that help others when it's not part of his/ber job. 1 2 3 4 5 TEA7 7 Working as part of a team or work group. 1 2 3 4 5 Appendix K Page A-208 TEA8 8 Responding to the needs of others in his/her work group. 1 2 3 4 5 II. Innovator: INO (6 items) Creativity and innovation in one's job and the organization as a whole. INO1 1 Working to implement new ideas 1 2 3 4 5 INO2 2 Finding improved ways to do things. 1 2 3 4 5 INO3 3 Creating better processes and routines. 1 2 3 4 5 INO4 4 Coming up with new ideas. 1 2 3 4 5 INO5 5 Seeking out career opportunities 1 2 3 4 5 INO6 6 Developing skills needed for his/her future career. 1 2 3 4 5 III. Job: JOB (3 items) Doing things specifically related to one's job description. JOB1 1 Quantity of work output. 1 2 3 4 5 JOB2 2 Quality of work output 1 2 3 4 5 JOB3 3 Accuracy of work. 1 2 3 4 5 Thank you for your supporting! Appendix L Page A-209 APPENDIX L: THE SURVEYED COMPANY LIST No. Name Industry Address 1 IMEXPHARM Pharmaceutical No.4, 30/4 Street, Ward 1, Cao Lanh City, Dong Thap Province. 2 DOMESCO Pharmaceutical 66 Highway 30, My Phu Ward, Cao Lanh City, Dong Thap Province. 3 DƯỢC HẬU GIANG (DHG) Pharmaceutical 288 Bis, Nguyen Van Cu Street, An Hoa Ward, Ninh Kieu District, Can Tho City. 4 TRAPHARCO Pharmaceutical 75 Yen Ninh, Ba Dinh District, Hanoi 5 SHINE Pharmaceutical 7th Floor Nguyen Duc Linh Tower, 781/C1 Le Hong Phong Street, Ward 12, District 10. 6 VIETCOMBANK Banks 13th Floor - Vietcombank Tower - 198 Tran Quang Khai Street, Hoan Kiem District, Hanoi. 7 SACOMBANK Banks 266 - 268 Nam Ky Khoi Nghia Street, Ward 8, District 3, Ho Chi Minh City. 8 BIDV Banks No. 38, Hang Voi Street, Ly Thai To Ward, Hoan Kiem District, Ha Noi. Appendix L Page A-210 9 AGRIBANK Banks No. 2, Lang Ha Street, Ba Dinh District, Ha Noi. 10 VIETINBANK Banks No. 108, Tran Hung Dao Street, Hoan Kiem District, Ha Noi. 11 PETIMEX Oil and Gas No. 140, Highway 30, My Phu Ward, Cao Lanh City, Dong Thap Province. 12 PVOIL Oil and Gas Floor 14-18 PetroVietnam Tower | 1 - 5 Le Duan, Ben Nghe Ward, Distrist 1, Ho Chi Minh City. 13 VINH HOAN Seafood National Road 30, Ward 11, Cao Lanh City, Dong Thap Province. 14 PHAT TIEN Seafood No.7, Nguyen Quy Canh Road, An Phu Ward, District 2, Ho Chi Minh City. 15 CO MAY Seafood No.186, National Road 80, Thanh Phu Hamlet, Tan Binh Commune, Chau Thanh District, Dong Thap Province. 16 PILMICO Seafood Kiwalan Cove, Dalipuga, Iligan City 9200 Philippines. Appendix L Page A-211 17 BIA SAGOTA Food No. 08 Nam Ky Khoi Nghia Street, Nguyen Thai Binh Ward, District 1, Ho Chi Minh City. 18 VINASOY Food No. 2, Nguyen Chi Thanh Street, Quang Ngai City, Quang Ngai Province. 19 BICH CHI Food 45x1, Nguyen Sinh Sac Street, Ward 2, Sa Dec City, Dong Thap Province. 20 PEPSICO Food No.88, Dong Khoi Street, District 1, Ho Chi Minh City. 21 VINAMILK Food No. 10, Tan Trao Street, Tan Phu Ward, District 7, Ho Chi Minh City. 22 INSEE Construction Floor 12th, E-Town Central Tower, No.11, Doan Van Bo Street, Ward 12, District 4, Ho Chi Minh City. 23 BUILDING MATERIALS AND CONSTRUCTION Construction No. 03, Ton Duc Thang Street, May Chai Ward, District 1, Cao Lanh city, Dong Thap. 24 UNILEVER Cosmetic No.156, Nguyen Luong Bang Street, Tan Phu Appendix L Page A-212 Ward, District 7, Ho Chi Minh City. 25 VIET – PHAP SUCCESSFUL Cosmetic No. 110, Dien Bien Phu Street, My Phu Ward, Cao Lanh City, Dong Thap Province. 26 KIEM BEN Cosmetic No. 172, Nguyen Dinh Chieu Street, Ward 1, Cao Lanh City, Dong Thap Province. 27 VIETTEL Telecommunication No.01, Tran Huu Duc Street, Nam Tu Liem District, Ha Noi. 28 VINAFONE Telecommunication No.57, Huynh Thuc Khang Street, Dong Da District, Ha Noi. 29 MOBIFONE Telecommunication No.5/82 Duy Tan Street, Cau Giay District, Ha Noi. 30 TAM TRI HOSPITAL Healthcare 171/3, Truong Chinh Street, Tan Thoi Nhat Ward, District 12, Ho Chi Minh City. 31 THAI HOA HOSPITAL Healthcare No.01, Le Thi Rieng Street, Ward 5, Cao Lanh City, Dong Thap Province. 32 COMMUNITY COLLEGE Education No.259, Thien Ho Duong Street, Hoa Thuan Ward, Cao Lanh City, Dong Thap Province. Appendix L Page A-213 33 DONG THAP UNIVERSITY Education No.783, Pham Huu Lau Street, Ward 6, Cao Lanh City, Dong Thap Province. 34 UNIVERSITY OF POLYTECHNIC AT HO CHI MINH CITY Education No. 268, Ly Thuong Kiet Street, District 10, Ho Chi Minh City. 35 UNIVERSITY OF MEDICINE – PHARMACY AT HO CHI MINH CITY Education No. 217, Hong Bang Street, District 5, Ho Chi Minh City. 36 DONG THAP CONTRUCTION LOTTERY Contruction Lottery No. 86/10, Sa Dec Bus Station, Ward 2, Sa Dec City, Dong Thap Province. 37 BEN TRE CONTRUCTION LOTTERY Contruction Lottery No.303A4, Doang Hoang Minh, Phu Tan Ward, Ben Tre Province.
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