The moderating effect of emotional intelligence on the relationship between job satisfaction and affective commitment a study am

InternationalSchoolofBusiness PhạmNgọcAnhThơ THEMODERATINGEFFECTOFEMOTIONALINTELLIGENCEONTHERELA TIO NS HIP BETWEENJOBSATISFACTIONANDAFFECTIVEC O MM IT ME N T: ASTUDYAMONGEMPLOYEESINVI

InternationalSchoolofBusiness

PhạmNgọcAnhThơ

THEMODERATINGEFFECTOFEMOTIONALINTELLIGENCEONTHERELA TION S HIP BETWEENJOBSATISFACTIONANDAFFECTIVEC O M M I TM E N

T : ASTUDYAMONGEMPLOYEESINVIETNAMBANKINGI N D U S T R Y

MASTEROFBUSINESS(Honours) Supervisor:TrầnPhươngThảo

HoChiMinhCity–Year2017

InternationalSchoolofBusiness

PhạmNgọcAnhThơ

THEMODERATINGEFFECTOFEMOTIONALINTELLIGENCEONTHERELA TIO NS HIP BETWEENJOBSATISFACTIONANDAFFECTIVEC O MM IT ME N T: ASTUDYAMONGEMPLOYEESINVIETNAMBANKINGINDUSTRY

MASTEROFBUSINESS(Honours) Supervisor:TrầnPhươngThảo

HoChiMinhCity–Year2017

IwouldliketoexpressmydeepgratitudetomysupervisorTranPhuongThaoforh er p r

e c i o us g u i d a n ce , v a l u a b l e su g g e s t i o ns a n d a d v i ce a s we l l a s h e r i m m e n s e knowledgetosupportmethroughouttheprocess

Inaddition, Iwouldliketo thankmyfamily,myfriendsandm y colleagues f

or their constantencouragementandimmediate he l p s without w h i c h thestudywouldn o t h av e beenpossible

eo u t ofsevenfacetsofjobsatisfactionandaffectivecommitmentrelationship.Thed i sco v

e ry highlightstheimportanceofdocumentingjobsatisfactionandemotionalintelligenceinenhancingtheemployeecommitmenttowardsorganizationaswellascallsthemanagementattentiontotheirrecruiting,trainingandlongtermdevelopmentp o l i c i e s

TABLEOFCONTENTS ACKNOWLEDGEMENTABSTRAC

T

TABLEOFCONTENTS

1. Introduction 1

1.1 Backgroundofthestudy 1

1.2 Researchproblem 3

1.3 Researchobjectives 5

1.4 Scopeofthestudy 5

1.5 Significanceofthestudy 6

2 Literaturereview 7

2.1 Foundational theories 7

2.2 Affectivecommitment 8

2.3 Emotional intelligence 9

2.4 Jobsatisfaction 12

3 Hypothesisdevelopment 13

3.1 Jobsatisfaction andaffective commitment 13

3.2 Emotional intelligenceandaffectivecommitment 15

3.3 Emotional intelligenceasamoderator 16

4 Researchmethodology 19

4.1 Procedure andsample 19

4.2 Questionnairedesign 21

4.3 Measurementscale 21

4.4 Dataanalysis 22

5 Result 23

5.1 Sampleprofile 23

5.2 Measurementrefinement 24

5.3 Measurementmodels: 26

5.3.1 Correlationsanalysis 26

5.3.2 Hierarchicalregressionanalysis 27

5.4 Discussion 31

5.4.1 Theoreticalimplication 32

5.4.2 Managerialimplication 33

5.5 Directionforfurtherstudiesandlimitations 34

5.6 Conclusion 35

Appendix 37

Appendix1:Questionnairesurvey–Englishversion 37

Appendix2:Questionnairesurvey–Vietnameseversion 39

Appendix3:ScalereliabilityassessmentwithCronbach’salpha(N=313)-Affectivecommitmentscale 44

Appendix4:Scalereliabilityassessment withCronbach’salpha(N=313)–Emotionalintelligencescale 44

Appendix5:Scalereliabilityassessment with Cronbach’salpha(N=313)–Jobsatisfactionscale-Pay 45

Appendix6:ScalereliabilityassessmentwithCronbach’salpha(N=313) Promotion 46A p p e n d i x 7:ScalereliabilityassessmentwithCronbach’salpha(N=313) –Jobsatisfactionscale-Supervisors.46A p p e n d i x 8:ScalereliabilityassessmentwithCronbach’salpha(N=313)–Jobsatisfactionscale– Fringebenefits 47

Appendix9:ScalereliabilityassessmentwithCronbach’salpha(N=313)–Jobsatisfactionscale–Co-workers47A p p e n d i x 10:ScalereliabilityassessmentwithCronbach’salpha(N=313)–Jobsatisfactionscale– Natureofwork 48

Appendix11:ScalereliabilityassessmentwithCronbach’salpha(N=313)–Jobsatisfactionscale-Communication 49

Appendix12:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy 49

Appendix13:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy 50

Appendix14:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-P a y 51

Appendix15:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-Promotion 51

Appendix16:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-S upervisors 52

Appendix17:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-Fringebenefits 52

Appendix18:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets– O p e r a t i n g condition 53

Appendix19:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-Co-workers53 Appendix20:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-Natureofwork 54

Appendix21:ScalereliabilityassessmentwithCronbach’salpha(N=158)–pilotstudy-Jobsatisfactionfacets-Communication 54

Appendix22:Exploratoryfactoranalysis (EFA)-Affective commitment 55

Appendix23:Exploratoryfactoranalysis (EFA)-Emotionalintelligence 56

Appendix24:Exploratoryfactoranalysis(EFA)–Jobsatisfaction 57

Appendix25:Normaldistributionofresiduals 60

Appendix26:Homoscedasticitytest 61

Appendix27:Hierarchicalregressionanalysis withemotionalintelligenceisamoderating value 62

Figure1.Theconceptualmodel 19

Figure2.Moderatingeffectofemotionalintelligenceontherelationshipbetweennatureofworksanda f f e c t i v e c o m m i t m e n t ……….39

Table1:Demographicstatistics 22

Table2:Cronbach’sAlphaanalysis 26

Table3:Correlations 27

Table4:HierarchicalRegressionAnalysiswithEmotionalintelligenceasamoderatingvariable 30

Table5:ResultSummary……… … 39

AFFECTIVECOMMITMENTAMONGBANKSTAFFS 1

1 Introduction

Thefirstpartofthestudyisdevotedtoemphasizingthepracticalandtheoreticalimportanceo f s t u d y i n g a f f e c t i v e c o m m i t m e n t , j o b s a t i s f a c t i o n , e m o t i o n

a l i n t e l l i g e n c e a n d t h e relationships amongthem Besides,the studydesirestopresenttheinterestinthet o p i c inthecontextofVietnambanking.Thefinalsectionisthesummaryofobjectiveswhi ch isfollowedbythescopeofthestudy

Theconceptoforganizationalcommitmenthasbeenstudiedbymanyresearchersovert h e l a s t t h r e e d e c a d e s D i v e r s i t y off a c t o r s w e r e f o u n d t o h a v e s i g n i f i c a n t relationships withorganizationalcommitmentnamely:Jobsatisfaction,jobperformance,j o

b stress,workattitude,organizationaljustice,tenure,gendereducationallevel,turnoverintention,etc.(Mathieu&Zajac,1990;Meyer&Allen,1 99 9) Affectivecommitment-

t h e strongestcomponentamongthreecommitmentshasreceivedconsiderableattentionfromresearchersallovertheword.Beingconsideredasarepresentativeoforganizationalc o

m m i t m e n t , affectivecommitmenthasdemonstrateditssignificantroleinmostofthe

relationshipsrelatedtoemployee’sengagement(Carmeli,2000).Understandingtheassociationso f t h e s e f a c t o r s w i t h or ga niz at io nal c o m m i t m e n t , e s p e c i a l l y a f f e c t i v

e c o m m i t m e n t , isimportantforimprovingtheemployeeperformanceandenhancingemployeeproductivityaswell

newapproacheshaveb e e n undertakentocontributetoorganizationalcommitmentliterature.Lately,emotionalintelligencehascapturedtheconsiderableattentionfromresearchersofvariousfields.Itw a s e x p l o r e d t o h a v e a v i t a l r o l e i n e x p l a i n i n g v a r i e t y o f p o t e n t i

a l outcomess u c h a s academicachievement,humanphysicalandmentalhealth,socialsupport,overallwell-

b e i n g (Meisler,2013).Additionally,emotionalintelligencehasplayeditsspecialfunctionasamediatororamoderatorwhichhelpsawidearrayofstudiesobtaindeeperinsightsintomanyrelationships.ClarkeandMahadi(2011)observedthelinkagebetweenleader-

burnoutrelation(Görgens-Ekermans&Brand2012)

e t w e en affectivereactionsand specific behaviours(Jordenet al., 2002).Accordingly,p r ev io u s studiesonthejobsatisfaction–

organizationalcommitmentrelationhave

providedc r u c i a l c o n t r i b u t i o n t o t h e t h e o r e t i c a l f o u n d a t i o n b u t t h i s i s n o t s u

f f i c i e n t t o explaint h e v a r i a t i o n o f employeec o m m i t m e n t B a s e d ont h e r e s e

a r c h o f J o r d e n a n d o t h e r s, therecent st ud y aimst oinvestigate whether the interactionofemotionalintelligenceandjobsatisfactionpredictsaffectivecommitment,inotherwords,whethert h e associationbetweenjobsatisfactionandaffectivecommitmentisstrongerforindividualswhohaveh i g h s c o r e o f e m o t i o n a l i n t e l l i g e n c e a n d

w e a k e r f o r o n e s w h o possessesalowlevelofemotionalintelligence

1.2 Researchproblem

SincejoiningtheWTO(WorldTradeOrganization)in2007,Vietnamhasw i t n

e s s e d asignificanteconomicgrowthinthelatestdecadeduetotheimprovementofbusinessenvironmentandthehighvolumeofforeigninvestments.Alongwiththeachievementineconomy,Vietnambankingindustryhasalsoseenanoutstandingenlargementanddevelopmentintermsofscaleandservicequality( L e u n g , 2009),e s p e c i a l l y inHanoiandHoChiMinhCity

However,t h e i n c r e a s e s i n c o m p e t i t i o n a n d f i n a n c i a l i n n o v a t i o n l e d t o

a n ex tr e m e l y rapidex pa nsi on wh ich res ul te d inb a n k i n g sy s t e m pr ob le msi nt h

e pastf e w years.Eventually,theproject254called“Restructuringcreditinstitutionssystem2011-

2 0 1 5 ” w a s i m p l e m e n t e d byt h e P r i m e M i n i s t e r i n 2 0 1 2 A c c o r d i n g l y , theS

thegoalofmorethanhalvingthenumber oflenders.( L a n e , 2 0 1 6 ) In such an

hasex p e r i en c ed aconsiderablefluctuationwiththehighestaveragevoluntaryturnoverrate

(Thanh,2 01 5) R e s t r u c t u r i n g b a n k i n g s e c t o r n o t onlyc a u s e s t h e w o r k f

o r c e t r a n s i t i o n a m o n g b a n k s b u t alsobetween bankingandnon-bankingsectors,accordingly,keeping

theintellectualpropertyfororganizationsisacrucialstrategyformaintainingasustainable

d e v e l o p m e n t

Theliteraturehasshowedthatalargenumberofempiricalfindingsonemployee’sc o m m i

t m e n t , e m o t i o n a l i n t e l l i g e n c e a n d jobs a t i s f a c t i o n o r i g i n a t e d f r o m Westerncountries,t h i s s t u d y a t t e m p t s t o w i d e n t h e i m p l i c a t i o n t o a b r o a d e r s c o p e o u t s i

d e t h e traditionalsamplesbytestingtherelationshipsamongmentionedconstructsinthe

c o n t e x t o f Vietnam.Thec o n c e p t

o f affectivec o m m i t m e n t wasstudiedinV i e t n a m servicesindustry(Choi,Tran,&Park,2015),thefindingshowedapositiverelationshipb e t w e e n inclusiveleadershipandemployeeworkengagementwiththemediatingrolesofa f f e c t i v e commitment andemployeecreativity Besides, someempiricalstudies onjobsatisfactionwereconductedinVietnaminrecentyears:JobsatisfactionwastestedamongmarketersinHoChiMinhcitybyNguyenandNguyen(2011),alongwithjoba t t r a c t i v e n e s s , j o b s a t i s f a c t i o n w a s f o u n

d t o b e p o s i t i v e l y i n f l u e n c e d

byfirm-specificmarketingcapitalpool.Jobsatisfactionwasalsoexaminedintheassociationwithwork-f a m i l y conflictinthecontextofstate-

ownedandforeigninvestedenterprises(Nguyen,J i n , K i o n g & F a h , 2 0 1 6 ) Whilst

o r g a n i z a t i o n a l co m m i t m e n t a n d j o b s a t is f a c t i o n h a v e b e e n takenintoconside

rationinVietnamforseveralrecentyears,littleisknownaboutE m o t i o n a l intelligenceinthissmallSoutheastAsiacountry.Overall,gainingadeeper

understandingo f f a c t o r s a s s o c i a t e d w i t h o r g a n i z a t i o n a l c o m m i t m e n t, s p e c i f i c a l l y a f f e c t i v e commitment,whatdirectlyandindirectlyfacilitateorhamperthedegreeofthecommitment,willhelpbanks tosetappropriate humanresourcespoliciesto encourageemployee’smotivationaswellasenhancebank’sperformance.

1.3 Researchobjectives

Thestudyaimstoexaminetherelationshipbetweenaffectivecommitmentandjobsatisfaction’sfacetswithemotionalintelligenceintheroleofamixedmoderator.Threespecifiedobjectivesaregivenasfollow:

potentiallyinfluencetheresults.Obviously,allthenotionsstudiedinthisresearchrelatestoawiderangeofsectorsintheeconomy,thescopeofthestudyislimitedinbankingindustry

Moreover,datacollectionwasonlyconductedinHoChiMinhcity.Locatedinaconvenientposition,HoChiMinhcityisknownasthemostimportanteconomiccentre

whichp l a y s a v i t a l d r i v i n g i m p e t u s o f f i n a n c i a l , c o m m e r c i a l a n d s e r v i

c e h u b oft h e country.P a r t i c u l a r l y ,

t h e c i t y i s h o m e t o a l a r g e n e t w o r k o f b a n k i n g a n d f i n a n c i a l institutions.(Tuoitrenews,2015).Forthesereasons,HoChiMinhcitywasselectedforthestudy

1.5 Significanceofthestudy

Int h e c o n t e x t o f a t r a n s i t i o n a l economyinVietnam,t h e b a n k i n g s e

c t o r h a s sufferedfromnumerousofunfavourablesituationscamefromstockmarkets,realestatemarketsandmoneymarket(Vuong,2014);theturnoverinbankingsegmentcausedbys u c h i n c o n v e n i e n t c o n d i t i o n s h a s t h u s i n c r e a s e d Thus,t h e e m p l o y m e n t

s h i f t p r e v e n t s commercialbanksfromsustainablyandstablyoperatingaswellasdevelopinginthelongterm.Hence,thestudyisexpectedtoofferasignificantcontributiontoboththeoreticala n d empiricalperspective:

Fromthea ca d e m i c v i e w p o i n t , t h e s t u d y p r o v i d e s i n s i g h t s i n t o e m o t i

o n a l intelligenceintheworkplaceofVietnameseemployees,unfoldstheroleofe

satisfaction-affectivecommitmentr e l a t i o n anddiscoverswhichfacetsofthejobsatisfactionhaveconsiderableinfluencesonstaffs’commitmenttothebank

Fromt h e p r a c t i c a l v i e w p o i n t , t h e f i n d i n g s a t t r a c t a n interestofpolicy-

makersi n e m o t i o n a l i n t e l l i g e n c e r e l a t i n g tor e c r u i t i n g , t r a i n i

n g a n d retaining a c t i v i t i e s F o r employees,o n c e e m o t i o n a l i

n t e l l i g e n c e

i s w e l l u n d e r s t o o d a n d c o n c e r n e d , t h e a b i l i t y o f managinga n

d c o n t r o l l i n g

statedtobedirectlytiedtopsychologicalcontractinwhichtheemployees-p a r t i e s (Sarantinos,2007).A c c o r d i n g toDaanandSleebos(2006),jobsatisfactionandorganizational commitmenta r e s o c i a l e x c h a n g e o u t c o m e s b e c a u s e t h e t

w o c o n s t r u c t s r e f l e c t a p e r c e p t i o n o f t h e ex ch an ge qualityofwhichtheemployeeandtheorganizationarerequiredtofulfilltheiro blig at io ns toeachotherandestablishongoingreciprocity

TheEmotionalI n t e l l i g e n c e t h e o r y o f B a r

-O n w a s f i r s t i n t r o d u c e d i n 1 9 8 5 a n d f o l l o w e d byaseriesofothersubsequentdevelopedversionsbyBar-

On(2006),MayerandS al ov ey (1990)an dG ol ema n( 19 98 ) Ev en th ou gh t h e r e a

r eal ot of su ch di ff er en t p er sp ect iv es indoingresearchonemotionalintelligence,sincethisconstructwasc o n c ep t u a li z e d , IQalonehasnomoredominatedasameasureofsuccess

Emotionalintelligencewasfoundtoplayrolesinbothbuildingandmaintainingsuccessfulsocialrelationships,predictingspecificaspectsofsituationsinvolvingsoci

ale x c h a n g e (Reisetal.,2007).Whenanorganizationmakesitsemployeessatisfiedwith

2.2 Affectivecommitment

Organizationalcom mi tm en t is d e f i n e d t h e d e g r e e o f a t t ac h m e n t o r l o y a l t yemployeesf e e l t o w a r d s t h e o r g a n i s a t i o n ( A l l e n & M e y e r , 1 9 9 0 ; Meyere t

a l , 2 0 0 6 ; M o w d a y etal.,1979).Ithasreceivedconsiderableattentionasaresultofitsabilitytop r o d u c e desirableoutcomesfororganizations.Previousstudiessuggestedthato r g a n i z a t i o n a l commitmenthasthepotential linktomanyoutcomessuchasjobperformance(Mathieu&Zajac,1990),jobsatisfaction(Bailey,Albassami&Al-

i n a c a d e m i c c o m m u n i t y t h a n k s t o i t s w i d e s p r e a d a p p l i c a t i o n i n v a r i o u

s domains,accordingly,commitmentwasclassifiedbyt h r e e distinguishablemindsets

(Allen&Meyer,1 9 9 0 ) : A f f e c t i v e c o m m i t m e n t r e f e r s t o t h e e m o t i o n a l attachmenta n employeeh a s t o w a r d s t h e o r g a n i z a t i o n E m p l o y e e s w i t h s t r o n g a f

i s c a n bee x p l a i n e d byt h e a r g u m e n t t h a t w o r k e r s t e n d t o maket h e i r o w n decisiononw het he r theywantt o remainwithanorganization(affectivecommitment)rath er thantheydosoforobligation(normativecommitment)orfinancialissues(continuancec o m m i t m e n t ) O n c e e m p l o y e e ’ s emotionalb o n d t o theirw

o r k p l a c e n o longerexists,theytendtoleaveforanotherjobinsteadofstayingforanyotherpurposes( R h o a d e s etal.,2001).Forthisreason,thestudyconcentratesonaffectiveassessmenttointerprett h e jobs a t i s f a c t i o n -

EmotionalI n t e l l i g e n c e i s t h e ‘ a b i l i t y o f a n i n d i v i d u a l t o m o n i t o r h

i s o w n a n d others’feelingsandemotions,todiscriminateamongthemandtousethisinformationto

guideo t h e r i n d i v i d u a l ’ sthinkinga n d actions’( S a l o v e y & M a y e r , 1 9 9 0 )

E m o t i o n a l intelligenceh a s beenresearchedina numberofdifferentwaystoe x a m i n e t h e

On,1997)regards emotionalintelligenceasacombinationofcognitiveabilitiesandpersonalitytraits.The

competencymodel(Goleman,1998)considersemotionalintelligenceasbeingcapableofd e v e l o

p m e n t inoperatingwithinworkingenvironment

Thecurrentstudyoptedtheabilitymodeltoexaminetheinfluenceofemotionalintelligenceontherelationshipbetweenaffectivecommitmentandjobsatisfaction.Basedo n t h e t

h e o r y o f S a l o v e y a n d M a y e r ( 1 9 9 0 ) , W o n g a n d L a w ( 2 0 0 2 ) c o n c e p t

u a l i z e d emotionalintelligenceascomposedoffourdistinctdimensionscalledWLEIS(Wongan

dL a w E m o t i o n a l I n t e l l i g e n c e S c a l e ) : S e l f e m o t i o n a l a p p r a i s a l ( S E A) r e f e r s t o t h e individual’sabilitytou n d e r s t a n d t h e i r e m o t i o n s , o ther’se m o

t i o n a l a p praisal( O E A ) r e f e r s t o t h e i n d i v i d u a l ’ s a b i l i t y t o r e c o g n i z e a

n d u n d e r s t a n d o t h e r p e o p l e ’ s emotion,regulationo f e m o t i o n ( R O E ) r e f e r s t

o a b i l i t y o f p e o p l e w h o r e g u l a t e t h e i r e m o t i o n s w h i c h willenableamorerapidrecoveryfromdistressesanduseofemotion(UOE)referst o t h e a b i l i t y o f i n d i v i d u a l s t o

m a k e u s e o f t h e i r e m o t i o n s byd i r e c t i n g t h e m t o w a r d s constructiveactivitiesandenhancingperformance

AccordingtoMeislerandVigoda-Gadot(2014),comparedtoothertools,WLEISh as somepredominantfeatures:Firstly,it

andgend er g r o u p s byr e c e n t s t u d i e s A d d i t i o n a l l y , measureo f e m o t i o n a l i n t e l l

i g e n c e employingWLEISdoes not overlapwithmeasureofpersonalitytraits Last but notleast,WLEISwasdesignedtobeusedinorganizationsanditespeciallyplaysavitalroleinp r e d i c t i n g jobsatisfaction.Forallthesereasons,thisapproachofemotionalintelligenceisthebestchoicetoassessthisconstructinthecontextofthestudy

c k r a m a s i n g h e , 2010).Lackofjobsatisfactionresultsinapoorerperformance,moref r e q u e n t absenteeismfromw o r k , lowerworkproductivity,moreseriousdepression(Meyer&Allen,1999)

Jobs a t i s f a c t i o n i s o n e o f t h e mostb r o a d l y i n v e s t i g a t e d c o n c e

p t i n a c a d e m i c c o m m u n i t y i n g e n e r a l a n d i n o r g a n i z a t i o n a l b e h a v

i o u r i n p a r t i c u l a r S p e c t o r ( 1 9 9 7 ) p o i n t e d outthatjobsatisfactionconsistspay,promotion, supervisor,marginalbenefits,contingentrewards,areasofactivity,colleagues,nature ofwork,communication.Examiningjobsatisfactionwithdifferentfacets,TettandMayer(1993)arguedthatthisc o n s t r u c t shouldbeassessedbythree

components:Satisfactionwithcareeradvancement,satisfactionwithsupervisors,a n d s a t i s f a

c t i o n w i t h c o - w o r k e r s L i k e w i s e , G o e t z e t a l

( 2 0 1 2 ) c l a s s i f i e d j o b s a t i s f a c t i o n i n t o t w o d i m e n s i o n s : I n t e r n a l j o b s a t

i s f a c t i o n w h i c h r ef er s toanindividual’smotivationtowillinglyperformanassignedtaskfor

itselfandfort h e p l e a s u r e i t b r i n g s , and,e x t e r n a l j o b satisfactionw h i c h r e f e r s t

o e x t e r n a l b e n e f i t s p r o v i d e d bytheorganization

Event h o u g h g l o b a l a s s e s s m e n t o f j o b s a t i s f a c t i o n w i t h f i r s t

o r d e r c o n s t r u c t o r o n e

-i t e m scaleusagehavebeenemployed-inmanystud-ies,-it-isnotencouragedtobeusedfo rmeasur-ingtheconceptduetoitsinaccurateandoverestimatedassessment(Boleset.a l , 2 0 0 7 ) S

p e c i f i c a l l y , e v e r y f a c e t mayn o t h a v e t h e e q u a le f f e c t o n a n i n d i v i d u a l ’ ssatisfaction,onemaybehighlysatisfiedwithjobduetoahighsatisfactionwithsalary,promotion,supervisor ratherthanwiththeworkitself.Theglobaloroverallapproachisu n a b l e toanalysejobsatisfactioninmoredetailsbecausethesurveyquestionsprimarilye v a l u a t e one’sgeneralfeelingsorattitudetowardsthejob,thusitisdifficultforHumanr esou rces p

o l i c i e s t o b e s e t u p a p p r o p r i a t e l y A s a r g u e d a b o v e , t h e J o b S a t i s f

a c t i o n Survey o f S p e c t o r ( 1 9 9 7 ) includinge i g h t

-f a c e t assessmentw a s a d o p t e d t o c o l l e c t t h e r e s p o n d e n t ’ s detailed-feelingsaboutthejob

3 Hypothesisdevelopment 3.1 Jobsatisfactionandaffectivecommitment

Therelationshipbetweenjobsatisfactionandorganizationalcommitmentisnotanewtopicinacademiccommunity.Ithasbeenreportedinnumerousarticlesbyscholarsall o

Conflictingwiththeabove argument,therewasanotherschoolofthoughtsuggestingthatorganizationalcommitmentisanoutcomeofjobsatisfaction,andthatthesatisfactioncanbeexplainedbyvariousdegreesoforganizationalcommitment(Bailey,Albassami,& A l -

M e s h a l , 2 0 1 5 ; B a k e r & B a k e r , 1 9 9 9 ; L a s c h i n g e r e t a l , 2 0 0 1 ) I n t h e c o n t

e x t ofthisresearch,jobsatisfactionisidentifiedasadeterminanttoorganizationalc

o m m i t m e n t I n l i n e w i t h t h e formerp e r s p e c t i v e , t h e c u r r e n t r e s e a r c h

s u p p o s e s t h a t satisfiedemployeesa r e m o r e c o m m i t t e d tot h e i r j o b a s w e l l a stot h e b a n k w h e r e a s dissatisfied employeesmightwanttoleavetheorganizationiftheirattitudetothejobisnolongerpositive

Althoughthreecomponentsoforganizationalcommitmentsharethesimilarimpactonanemployee’sattachmenttotheorganization,thenatureofeachcommitmentmaydiffera n d h as t h e se p a r a t e m e a n i n g s Ina s t u d y conducted in2 0 0 2, M e ye r e t a l concludedthat affectivec o m m i t m e n t occupies a greater contributiontoemployee’sfavourableworkbehaviourscomparedwithnormativeandcontinuancecommitment.Asa result,whenitcomestoorganizationalcommitment,affectivecommitmentalonewascommonlyu s e d i n m a j o r i t y ofs t u d i e s i n s t e a d o f t h r e e typeso

f c o m m i t m e n t s ( J i a n g , 2 0 1 4 ; Lövblad,Hyder,&Lönnstedt,2012;Vandenberghe,&Bentein,2009).Thiscanbee x p l a i n e d bythefactthatsatisfiedemployeesarecommittedtotheor

orthecosttheymaypayifleaving.Inmoredetail,

whena f f e c t i v e c o m m i t m e n t w a s s e p a r a t e l y t e s t e d i n t h e r e s e a r c h o f B o l e s e t

a l

( 2 0 0 7 ) , t h e resultrevealedthatdifferentfacetsofjobsatisfactionhavevariousdegreesofeffecton

thedependentvariable.PatrickandSonia(2012)alsodiscoveredthesignificantroleofj o b satisfactioninexplaining67%thevariationofaffectivecommitment.

Consistentwithearlierresearch,thisstudyconsumesthateightdimensionsofjobsatisfaction:Pay,p r o m o t i o n , s u p e r v i s o r s , f r i n g e b e n e f i t s , o p e r a t i o n c o n d i t i o n , c o -

e morel i k e l y t o l e a v e t h e i r o r g a n i z a t i o n s d u e tol e s s c o m m i t t e d t o t h e i r

organizations.D r a w i n g f r o m a s t u d y o f A b r a h a m ( 2 0 0 0 ) , e m o t i o n a l i n t e l l i

g e n c e w a s f o u n d t o s i g n i f i c a n t l y a s s o c i a t e w i t h o r g a n i z a t i o n a l c o m m i t m

e n t f o r mostp a r t i c i p a n t s , t hi s associationwasevenstrongerthanthatbetweenjobsatisfactionandorganizationalcommitment.InlinewithAbraham’sfinding,Gu¨leryu¨zetal

(2008)alsopointedoutt h a t allthedirectpath coefficients fromdimensionsofemotionalintelligencetoo r g a n i z a t i o n a l c o m m i t m e n t w e r e s i g n i f i c a n t H o

w e v e r , t h e s e f i n d i n g s w e r e e x p l o r e d alongwiththediscoveriesinwhicheithermoderatorsormediatorswereincluded.Hence,althought h e d i r e c t p a t h s w e r e f o u n d s i g

n i f i c a n t , R2wasg r e a t e r w i t h t h e p r e s e n c e ofmoderatingandmediatingeffects

Aspreviouslydiscussed,amongthreetypesofcommitment,affectivecommitmentb e n e

f i t s t h e o r g a n i z a t i o n t o a h i g h e r d e g r e e d u e t o i t s s t r o n g e s t c o n t r i

b u t i o n t o theemployee’sfavourableworkbehaviours.Therefore,basedontheemotionalintelligence-

o r g a n i z a t i o n a l commitmentrelationshipwhichwasconcludedtobesignificant,

thestudyd e s i r e d toe x a m i n e w h e t h e r a n i n d i v i d u a l

w h o i s g o o d a t managinga n d r e g u l a t i n g emotionsismoreaffectivelyattachedtotheorganizationthanindividualwhohasproblemsincontrollingthefeelings?

i t y o f l e a d e r m e m b e r e x c h a n g e a n d a s e r i e s o f w o r k

-r e l a t e d o u t c o m e s

namelyo r g a n i z a t i o n a l

c i t i z e n s h i p b e h a v i o u r , t u r n o v e r i n t e n t i o n , j o b s a t i s f a c t i o n , organizational commitment,in-roleperformanceandpsychologicalwell-

being,theresultaft er u s i n g a h i e r a r c h i c a l m o d e r a t e d r e g r e s s i o n m o d e l r e v e a l e

d t h a t t h e h i g h e r r e l a t i v e scoresonemotionalintelligencefosteredthemagnitudeoftheeffectbetweeneachpairofc o n c e p t s Moreover,emotionalintelligencewasdiscoveredtomoderatetherelationshipsb e t w e e n e m o t i o n a l l a b o r a n d s t r a i n , e m o t i o n a l l a b o r e f f

o r t s a n d outcomes,e m o t i o n a l

dissonanceandwork-familyconflict,organizationalpoliticsandorganizationalc o m m itment,etc…(Cheung&Tang,2012;Gaoetal.,2013)

However,theseaboveresearchheavilyconnectedtotheWesternbackgroundandreceivedlittleattentioninAsiaworkplaceenvironment.CulturaldifferencesbetweentheE a s t a

n d t h e W e s t h a v e b e e n e m p i r i c a l l y p r o v e d t o impacte m o t i o n e x p e r i e

n c e a n d d i s p l a y (Matsumoto&Hwang,2012).Tobespecific,individualachievementandf e e l i n g s a r e v a l u e d i n Westernc o u n t r i e s w h e r e a s t h e i n t e r d e p e n d e n c

e o f t h e s e l f a n d communityismorev a l u e d inEas te rn countries ( Sc ot

t-Ha lse ll e t al 2 00 8) T h i s d i s t i n c t i o n willtosomeextentdetermineindividual’sthinkingandactionofeachculture.H en c e , s t u d y i n g e m o t i o n a l i n t e l l i g e n c e i n t h e c o n t e x

t o f a n A s i a n a t i o n l i k e V i e t n a m shouldbetakenintoaccountforadequateconsideration

Thestudysupposedthattheimpactofjobsatisfactiononaffectivecommitmentisstrongerwhenanindividualhasahigherlevelofemotionalintelligenceandviceversa.U p t o t h e

p r e s e n t , t h e moderatingr o l e o f e m o t i o n a l i n t e l l i g e n c e int h e r e l a t i o n o f j o b satisfactionandorganizationalcommitmenthasnotreceivedmuchattentionfrom

academicc o m m u n i t y I n o r d e r t o e n r i c h t h e o r g a n i z a t i o n a l b e h a v i

o u r l i t e r a t u r e , t h e c u r r e n t studyobservedthepotentialmixedmoderatingeffectofemotionalintelligencetop r o v i d e adeeperunderstandingforjobsatisfaction–

affectivecommitmentrelation.Ind oi n g s o , t h e i n t e r a c t i o n s o f j o b s a t i s f a c t

i o n ’sf a c e t s a n d e m o t i o n a l i n t e l l i g e n c e w e r e addedtotestthispotentialeffect.Thehypotheseswerethusdeveloped:

H3a:Emotionali n t e l l i g e n c e playsa mixedmoderatingr o l e i n t h e r e l a t i o n s

H3h:E m o t i o n a l i n t e l l i g e n c e playsa mixedmoderatingr o l e i n t h e r e l a t i o

Thequalitativepilotstudyinvolvedanin-depthinterviewwith4bankstaffs.Theinterviewwas implementedto assesstheclarityofwords,the contentofthe questions a n d theabilitytoanswerthequestionsoftheinterviewees.Generally,alltheitemswerew ell u n d e r s t o o d T h e quantitativepilotstudywast h e n usedtot e s t thereliabilityand

T h e purposeofthisstagewasnotonly toassuret h a t theinstruments employedinthiss t u d y wasappropriate forthecontextofVietnambutalsotowellprepare forthefinalm e a s u r e m e n t whichwassubsequentlyusedinthemainsurvey

Themainsurveywasconductedusingconveniencesampling.Asmentioneda b o v e , themethodimplementedinthemainsurveyw a s thequantitativeapproach,r esp o n ses obtainedfrombank staffswere c o l l e c t e d viatheirpersonal e-

mails.Surveys wer ecreatedbyGoogleForm,thefeedbacksthenwereusedtoassessthescaleandtestth e proposedhypothesesbymeansofCronbach’salphaandexploratoryfactoranalysis( E F A )

BasedontheruleoffiveobservationsperparameterestimatedofBollen(ascitedi n Nguyen,2013),thesamplesizeofminimum280participantsisneededforthesurveyt h a t consists56parameters.Therefore,350surveysweredistributedtoemployeesoftenb a n k s l o

4.2 Questionnairedesign

Aq u e s t i o n n a i r e o f thes u r v e y i n c l u d e d 5 6 mainq u e s t i o n s T h e q

u e s t i o n n a i r e sur vey usedLikertscalesevenlevels(Totallydisagree–

totallyagree)tomeasurebankstaffs’attitude.Theremainingpartcontainedquestionsrelatedtogender,age,position,e d u c a t i o n …

t o c o l l e c t b i odata.T h e q u e s t i o n n a i r e w a s o r i g i n a l l y c o m p o s e d i n E n g l i s h ,theywere thent r a n s l a t e d i nt o V i e t n a m e s e t o assu re tha t e v e r y question is w e l l u

byAllenandMeyer(1990)included8items.Aseven-pointLikertscalewasemployedfromstronglydisagree tostrongly agree I n t e r v i e

w e e s showedt he ir feelingsa b o u t theirbanksbyselectingoneappropriatechoice.Thehighertheaveragescoreofaspecificdimension,thegreaterthelevelofthattypeofaffectivecommitment

EmotionalIntelligencewasexaminedwithself-reportWongLawEmotionalIntelligenceS c a l e ( W L E I S , W o n g & L a w , 2 0 0 2 ) A p

p l y i n g t h e s e v e n

-p o i n t L i k e r t , thes c a l e c o n s i s t e d o f 1 6 q u e s t i o n s b e l o n g t o f o u r d i m e n

s i o n s t h a t w e r e c o n s i s t e n t w i t h

MayerandS alovey’s( 19 97 ) definition o f Emotional i nt el li ge nce Ho weve r, the s

e four d i m e n s i o n s w e r e c o m b i n e d i n t o a s i n g l e e m o t i o n a l i n t e l l i g e n c e measurer a t h e r t h a n a multidimensionalonebecausethecurrentstudy

wasinterestedintheoverallconstructtoexaminehowthemagnitudeoftheexaminedrelationshipchangeswithandwithoutthep r e s e n c e ofemotionalintelligence

JobsatisfactionwastestedwiththeJobSatisfactionSurvey(Spector,1997)including8dimensions:Pay,promotion,supervisor,fringebenefits,operatingconditions,c o -

second-t e d u s i n g C r o n b a c h ’ s A l p h a a n d E F A f r o m second-t h e p i l o second-t sampleo f 1 5 8 parsecond-ticipansecond-tstogainmoreappropriatemeasurements,theresultsafterbeingrefinedweret h en usedforthemainsurvey.Basedonthedatacollectedfrommainsurvey,Cronbacha l p h a andEFAwereonceagainemployedwith313respondentstoassesshowmuchthemeasurement modelfitstheresearchdata

Int h e n e x t s t a g e , t h r e e

-s t e p h i e r a r c h i c a l r e g r e -s -s i o n w a -s a p p l i e d t o analy-set h e r el a t io n -s h i p -s ofjob-satisfaction,emotionalintelligenceandaffectivecommitment.Atthef i r s t ste p, a l l f a ce t s o

f j o b sa tis fac ti on w e r e i n p u t t o t e s t i t s r e l a t i o n s h i p w i t h af fec ti ve commitmen