INTRODUCTION
Executive abstract
In the current global economic landscape and with Vietnam's integration into the WTO, organizations face both opportunities and challenges that heighten the pressure on their competitiveness in products, services, brands, and human resources Notably, human resources are viewed as a crucial asset that enables organizations to enhance their competitiveness and overall performance, making it a key advantage for business development.
In Vietnam, while reciprocity responsibility norms are widely implemented in organizations, many have not adequately focused on enhancing human resource management systems, particularly regarding the relationship between perceived organizational support and job performance As a result, there are still significant gaps in understanding and alignment between employers and employees.
The shortcomings in HR Management have led to a lack of employee motivation, resulting in organizations failing to achieve their desired business outcomes.
According to previous studies such as studies of (Pfeffer J 1998); (Huselid, MA
Human resource practices significantly impact business performance Research indicates that perceived organizational support (POS) plays a crucial role in effective human resource management.
POS contributes to increase employees’ performance (POS) to help organizations reach their objectives The behavioral outcomes of POS mentioned herewith include increases, decrease in role and Job performance
Effective Human Resource (HR) management focuses on the relationship between perceived organizational support (POS) and job performance, which is crucial for achieving organizational targets This study provides managers with strategies to motivate employees in a competitive labor market, where evolving knowledge management practices and global technological convergence have transformed work dynamics Additionally, it addresses the challenges posed by limited talent resources in the manpower market.
Research indicates that Perceived Organizational Support significantly influences Job Performance, with various mediating factors playing a crucial role in this relationship, as highlighted by Kahn.
This study examines the mediation factors that influence the relationship between Perceived Organizational Support and Job Performance, highlighting how individuals engage and express themselves physically, cognitively, emotionally, and mentally during their role performances.
Research on the role of perceived organizational support and employee engagement as drivers of competitive advantage is limited, particularly in Vietnam There is a notable lack of studies examining how engagement serves as a link between employee characteristics, organizational factors, and job performance Consequently, organizations in Vietnam have not prioritized enhancing their human resource management systems in this critical area.
This thesis explores "The Impact of Perceived Organizational Support on Job Performance, with Job Engagement as a Mediator, in Commercial Banks in Vietnam." The study aims to identify solutions for enhancing manpower resource management in these banks, focusing on the factors influencing the relationship between Perceived Organizational Support and Job Performance, as well as the mediating role of Job Engagement Ultimately, the research seeks to provide insights for the banking community on effectively addressing human resource challenges to achieve improved staff performance and business outcomes through the interplay of Perceived Organizational Support and Job Engagement.
This research aims to examine how Perceived Organizational Support (POS) influences Job Performance (JB) in commercial banks in Vietnam, focusing on the mediating factors that affect the relationship between POS and JB.
- Relationship between perceived organizational support and job performance in banks in Viet Nam
- Investigating mediation factors that are affecting relationship between perceived organizational support and job performance in banks in Viet Nam
This article explores the positive factors influencing job performance in banks in Vietnam, specifically examining the relationship between perceived organizational support and job performance It aims to identify key elements that enhance employee performance and foster a supportive work environment within the banking sector.
To enhance job performance in Vietnamese banks, it is essential to implement strategies that improve perceived organizational support By doing so, banks can boost their overall business performance and strengthen their capacity to attract, motivate, and retain qualified employees Encouraging effective work practices among employees will lead to greater job satisfaction and commitment, ultimately benefiting the organization as a whole.
With the above mentioned background, there arise question required to be studied so as to have solution as follows:
1 What is the common relationship between perceived organizational support and job performance in commercial banks in Viet Nam?
2 Which factors can be applied to improve the impact of perceived organizational support and job performance in commercial banks in Viet Nam, which are key factors?
3 Can the improvement of relation of perceived organizational support and job performance promote and develop competitive advantage and performance outcome of commercial bank in Viet Nam?
Study subjects: staffs and managers of commercial banks in Vietnam
This research focuses on the scientific foundations that help managers comprehend the relationship between perceived organizational support and job performance, specifically within the banking sector By understanding these factors, managers can effectively implement strategies to enhance employee performance.
LITERATURE REVIEW
Perceived organizational support (POS)
As one of definition, POS is the degree to which employees believe that their organization values their contributions and cares about their well-being (Eisenberger, Huntington & Sowa, 1986; Rhoades & Eisenberger, 2002)
Perceived Organizational Support (POS) plays a crucial role in fostering a positive reciprocity dynamic between employees and the organization, as employees are motivated to enhance their performance in return for the support they receive (Rhoades & Eisenberger, 2002) Research indicates that when managers demonstrate concern for their employees' commitment, it encourages employees to reciprocate with loyalty to the organization The organization is a vital source of socioemotional resources, such as respect and care, along with tangible benefits like wages and medical coverage High regard from the organization fulfills employees' needs for approval, esteem, and affiliation, while also signaling that their increased efforts will be recognized and rewarded Consequently, employees are actively invested in how well they are supported by their employer.
Organizational support theory (OST) suggests that employees develop a perception of how much their organization values their contributions and cares for their well-being This perceived organizational support (POS) enhances employees' sense of obligation to assist the organization in achieving its goals, boosts their emotional commitment, and raises their expectations for rewards based on improved performance Consequently, POS leads to increased in-role and extra-role performance while reducing unexpected behaviors among employees.
Research on Perceived Organizational Support (POS) has significantly increased since the mid-1990s, with Rhoades and Eisenberger's (2002) meta-analysis encompassing around 70 studies conducted up to 1999 Since then, over 300 additional studies have been performed, revealing clear and consistent relationships between POS and its anticipated antecedents and consequences.
Recent research by David R Hekman and colleagues (2009) indicates that professional employees are more inclined to reciprocate perceived organizational support (POS) when they have a strong identification with their organization The study highlights that the combination of organizational and professional identification significantly impacts performance behaviors Notably, POS positively influences work performance among professional employees when their identification with the organization is strong, while their identification with the profession is weak.
Job engagement
Job engagement has seen dramatic growth in research interest over the past few years
Briefly, work engagement can be defined as a positive, fulfilling state of mind, most commonly characterized by vigour, dedication, and absorption (Jonathon R.B
Halbesleben and Anthony R.Wheeler, 2008) Job embeddedness is defined as ‘‘the combined forces that keep a person from leaving his or her job’’ (Yao, Lee, Mitchell, Burton, & Sablynski, 2004, p 159)
“Work engagement is defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (Schaufeli, Salanova, Gonza´lez – Roma and Bakker, 2002, p 74)
Kahn (1990) was the pioneer in defining "personal engagement" as the integration of an individual's self into their work roles, where employees actively utilize their physical, cognitive, emotional, and mental capacities during their performance He proposed that a distinct aspect of human agency operates in a holistic, consistent, and interconnected way.
Job engagement goes beyond mere cognitive attention, emotional expression, or completing tasks for their own sake It involves a holistic investment of cognitive, emotional, and physical energies, leading to active and complete involvement in one's role.
There are differing perspectives on the definition of work engagement, primarily represented by two schools of thought The first, proposed by Maslach and Leiter, views burnout and engagement as opposite ends of a spectrum In contrast, the second perspective, articulated by Bakker and Demerouti (2007), defines work engagement as a positive, fulfilling state of mind characterized by vigor, dedication, and absorption Vigor involves high energy levels and mental resilience, along with a willingness to invest effort and persist through challenges Dedication reflects strong involvement in work, accompanied by feelings of significance, enthusiasm, and pride Absorption is marked by complete concentration and enjoyment in work, often leading to a loss of track of time and difficulty in detaching from tasks.
A measure that was constructed and validated by Schaufeli, Salanova, Gonzalez-Roma and Bakker (2002), called the Utrecht Work Engagement scale, is often administered to assess engagement (Salanova, Agut,& Peiro, 2005)
The vigor subscale, consisting of five items, indicates high levels of energy, resilience, and persistence The dedication subscale, made up of six items, reflects a strong sense of purpose, enthusiasm, inspiration, pride, and challenge in the workplace Lastly, the absorption subscale measures how deeply individuals engage with their work.
Engagement measures derived from the work of Kahn
Rich, Lepine, and Crawford (2010) develop a measure of engagement that more explicitly assesses the three dimension of engagement that were defined by Kahn
(1990, 1992): the investment of physical, emotional, and cognitive energy into the task at work
Rich, Lepine, and Crawford (2010) adapted a measure of work intensity from Brown and Leigh (1996) to assess physical engagement, which included six items like "I work with intensity on my job." For emotional engagement, they derived items from Russell and Barrett's (1999) measure, focusing on positive feelings and a sense of energy, with examples such as "I am excited about my job." Lastly, cognitive engagement was evaluated using items from Rothbard (2001), measuring how focused and engrossed individuals felt in their work, including statements like "At work, I am absorbed by my job."
Engagement can be assessed through various measures, with some focusing on a single main factor For instance, Peterson, Park, and Seligman (2006) created a measure that emphasizes absorption as a key aspect of engagement, which they linked to happiness alongside meaning and pleasure In contrast, Harter, Schmidt, and Hayes (2002) developed a broader 12-item measure that defines engagement as the clarity of expectations, the significance of the job, the trustworthiness of colleagues, and the potential for personal development.
Engagement can be viewed as the opposite of burnout, as suggested by Maslach, Jackson, and Leiter (1996), leading to the use of the Maslach Burnout Inventory According to Maslach and Leiter (1997, 2008), engagement is characterized by low levels of exhaustion and cynicism, alongside high levels of efficacy Research supports the idea that vigor and exhaustion are two ends of the same spectrum, just as dedication and cynicism represent opposing extremes.
Lloret, 2006) The Oldenburg Burnout Inventory (Demerouti, Bakker, Nachreiner, &
Ebbinghaus, 2002) is sometimes preferred instead, because the scale includes both positively and negatively worded items, more applicable to engagement
This study aims to demonstrate the significant role of job engagement—encompassing cognitive, emotional, and physical aspects—as a mediator between perceived organizational support (POS) and job performance.
Job performance (JB)
According to Motowidlo, Borman, and Schmit (1997), performance is defined as behavior that includes an evaluative aspect, which can be assessed as either positive or negative in terms of individual or organizational effectiveness.
According to Conway, Motowidlo, and Schmit (1999), as well as Motowidlo et al (1997), job performance can be categorized into two specific types: task performance and contextual performance Task performance involves activities outlined in the formal job description that directly impact the organization's technical core In contrast, contextual performance, commonly known as organizational citizenship behaviors (OCB), encompasses actions that, while beneficial, do not directly contribute to the organization's core technical processes.
John P Campbell and his colleagues present a widely accepted theory of job performance, viewing it as an individual-level variable from a psychological perspective Campbell defines performance primarily as behavior, emphasizing that it encompasses actions performed by the employee He acknowledges exceptions to this definition, noting that performance can also include mental processes, such as decisions or answers, as long as these are within the individual's control.
Dennis Organ (1988) is recognized as the pioneer of Organizational Citizenship Behavior (OCB), which encompasses employee behaviors that are supportive, discretionary, and exceed standard job requirements He defines OCB as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization” (p 4) Organ highlights three key aspects of OCB: first, these behaviors are discretionary and arise from personal choice rather than job obligations; second, they surpass enforceable job requirements; and third, they enhance overall organizational effectiveness The term discretionary indicates that such behaviors are not mandated by formal job descriptions, and employees are not penalized for failing to exhibit them.
These examples illustrate behaviors that benefit the organization, although they do not constitute the essential elements of the job.
2.4 Related theories and antedent researches 2.4.1 Relationship of POS- Job performance and role of mediators
Perceived organizational support, a concept that reflects the type of support Kahn
Perceived organizational support, as discussed by Eisenberger et al (1986), is shaped by employee interactions with supervisors and reflects their beliefs about how much the organization values their contributions and cares for their well-being Employees who feel supported are more likely to have positive expectations regarding the organization's response to their efforts and mistakes, leading to reduced fear of negative consequences for their self-image and careers (Edmondson, 1999) Conversely, low perceived organizational support creates uncertainty and fear, prompting employees to withdraw from their roles to protect themselves (Kahn, 1990) This aligns with research indicating a positive relationship between perceptions of support and job engagement, echoing Kahn's findings (Bakker, Demerouti, & Schaufeli, 2005).
Research conducted by Eisenberger et al (2001) at the University of Delaware surveyed 413 postal employees to explore the role of reciprocation in perceived organizational support (POS) and its impact on employees' affective organizational commitment and job performance The findings revealed that POS positively influences employees' sense of obligation to support the organization and its goals This felt obligation was found to mediate the relationship between POS and both affective commitment and job performance Additionally, the connection between POS and felt obligation strengthened as employees embraced the reciprocity norm within the workplace These results align with organizational support theory, suggesting that POS enhances affective commitment and performance through a process of reciprocation.
2.4.2 Related theories to concepts of POS, JE, JP:
Early theories highlight a significant relationship between motivation, perceived organizational support (POS), job engagement (JE), and job performance (JP) Effectively utilizing job motivation tools can enhance POS, job engagement, and job performance Research by Bruce Louis Rich, Jeffrey A Lepine, and Eean R Crawford (2010) demonstrated that job engagement and job satisfaction mediate the relationship between POS and job performance.
Roles of motivation, satisfaction to POS, JE, JP can be seen in the following contents:
Motivation is a key focus in organizational behavior (OB) research, demonstrating its crucial role in enhancing employee engagement, retention, commitment, and job satisfaction Effective organizational support for employees significantly reduces turnover rates.
Motivation is the process that influences an individual's intensity, direction, and persistence in pursuing goals (T.R Michell, 1997) Three foundational theories from the 1950s continue to shape our understanding of employee motivation: Maslow's Hierarchy of Needs (1943), McGregor's Theory X and Theory Y, and Herzberg's Two-Factor Theory (1959) These theories remain highly relevant and widely recognized in the field of motivation today.
In addition to the early theories of motivation, several other theories have been established as foundational for research in human resource management These theories provide a theoretical framework to explore the relationships among key factors such as job performance, motivation, engagement, retention, commitment, job satisfaction, turnover, and organizational support for employees Notable among these are Alderfer's ERG Theory (1969) and McClelland’s Theory of Needs (1988).
Motivation is closely linked to satisfaction, influencing job satisfaction, job performance, and organizational citizenship behavior (OCB) (Stephen P Robbins and Timothy A Hudge, 2007).
Job satisfaction refers to the positive feelings an individual has towards their job, stemming from an assessment of its attributes Those who experience high job satisfaction tend to have favorable perceptions of their work, whereas individuals who are dissatisfied typically harbor negative feelings about their employment (Stephen P Robbins and Timothy A Hudge, 2007).
A review of 300 studies indicates a strong correlation between job satisfaction and job performance Organizations with more satisfied employees tend to be more effective compared to those with fewer satisfied employees (T A Judge, C J Thoresen, J E Bono, and G K Patton, 2011).
- Hierachy of need theory of Maslow (1943)
Abraham Maslow's Hierarchy of Needs is a prominent theory of motivation that outlines five essential human needs These needs are categorized as follows: Physiological needs encompass basic requirements such as hunger, thirst, shelter, and sex Safety needs involve the desire for security and protection from physical and emotional harm Social needs pertain to the human longing for affection, belongingness, acceptance, and friendship Esteem needs are divided into internal factors like self-respect and achievement, as well as external factors such as status and recognition Finally, self-actualization represents the drive to realize one's full potential, encompassing personal growth and self-fulfillment.
As each of these needs becomes substantially satisfied, the next becomes dominant
Hypothesis development
With reference to the above mentioned literature review, hypothesis for this study is developed as below:
2.5.1 Hypothesis for the relation of Perceived organizational support (POS) – Job engagement (JE)
According to Edmondson (1999), employees who perceive high organizational support tend to have positive expectations regarding the organization's response to their contributions and mistakes, leading to reduced fear of negative consequences for their self-image and careers This support encourages employees to fully invest in their work roles, resulting in greater engagement across physical, cognitive, and emotional dimensions Therefore, the hypothesis posits a strong relationship between perceived organizational support and employee engagement.
1 Hypothesis 1A: Perceived organizational support is positively related to Physical engagement
2 Hypothesis 1B: Perceived organizational support is positively related to cognitive engagement
3 Hypothesis 1C: Perceived organizational support is positively related to Emotional engagement
2.5.2 Hypothesis for the relation of Perceived organizational support (POS) - Job Performance (JP)
Following Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Rhoades &
Eisenberger highlights that employees develop a general perception of how much their organization values their contributions and cares for their well-being, which is essential for fulfilling socioemotional needs and evaluating the advantages of increased work effort.
Perceived Organizational Support (POS) leads to enhanced job performance, both in-role and extra-role, while reducing unexpected behaviors among employees This support fosters a sense of obligation among employees to contribute to the organization's goals Consequently, the relationship between POS and job performance is crucial, as it emphasizes the importance of employee engagement in achieving organizational success.
4 Hypothesis 1D: Perceived organizational support is positively related to Job Performance
2.5.3 Hypothesis for the relation of Job Engagement (JE) - Job Performance (JP)
According to Kahn (1990), "personal engagement" involves the integration of an individual's self into their work roles, characterized by a simultaneous investment of cognitive, emotional, and physical energies This comprehensive involvement leads to active participation and optimal performance in one's role Therefore, the hypothesis posits a strong relationship between job engagement and job performance.
5 Hypothesis 2A: Physical engagement is positively relate to Job Performance
6 Hypothesis 2B: Cognitive engagement is positively relate to Job Performance
7 Hypothesis 2C: Emotional engagement is positively relate to Job Performance
2.5.4 Hypothesis for the mediation role of Job engagement (JE)
Perceived Organizational Support (POS) enhances affective commitment and job performance through a process of reciprocation (Eisenberger et al., 2001) Building on Kahn's work (1990, 1992), engagement involves the investment of physical, emotional, and cognitive energy in work tasks Consequently, engagement serves as a mediator in the relationship between POS and job performance, supporting the hypothesis that increased engagement leads to improved performance outcomes.
8 Hypothesis 3A: Physical engagement positively meditates the relationship between Perceived organizational support and Job Performance
9 Hypothesis 3B: Cognitive engagement positively meditates the relationship between Perceived organizational support and Job Performance
10 Hypothesis 3C: Emotional engagement positively meditates the relationship between Perceived organizational support and Job Performance tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
All the above hypothesis are summarized in the following model
Picture 1 Research model and hypothesis
The Impact of Perceived Organizational Support on Job Performance, the Mediation of Job Engagement-
- A study of Commercial Banks in Viet Nam
This chapter outlines the theoretical framework for the research, including relevant theories, previous studies, hypothesis formulation, and the proposed research model To assess the validity of the hypotheses and the applicability of the research model within the context of Vietnam's commercial banking sector, the research methodology will be detailed in Chapter 3.
RESEARCH METHODOLOGY
Research design
3.1.1 The approach to research in this study is quantative research
Quantitative research focuses on identifying the relationship between an independent variable and a dependent variable within a population It employs two main designs: descriptive, where subjects are typically measured once, and experimental, where measurements occur before and after a treatment While descriptive studies only establish associations between variables, experimental studies are designed to determine causality.
To accurately estimate the relationship between variables, our descriptive study requires a sample of 200 subjects We utilize effect statistics, including correlations, relative frequencies, and differences between means, to express these relationships.
3.1.2 The quantative methology is a cross-sectional survey:
In quantitative research, the primary objective is to explore the relationship between an independent variable and a dependent variable within a specific population Research designs in this field are categorized as either descriptive, where subjects are typically measured once, or experimental, where measurements are taken before and after a treatment Descriptive studies identify associations between variables, while experimental studies are designed to establish causality.
Cross-sectional studies, also referred to as cross-sectional analyses or transversal studies, are research methods that observe an entire population or a representative subset at a specific point in time These descriptive studies are valuable for detailing various metrics, including the Odds ratio, absolute risks, and relative risks derived from prevalence, often termed the prevalence risk ratio (PRR).
Cross-sectional surveys are effective tools for collecting data on a population at a specific moment in time For instance, a survey conducted in March 1999 could assess parents' opinions on Internet filtering Additionally, such surveys can explore relationships between variables, such as the correlation between parental religiousness and their views on Internet filtering.
R Survey Research Methods Belmont, CA: Wadsworth Pub Co., 1973.)
This study employs a quantitative research methodology through a cross-sectional survey, which effectively gathers information on various variables across different contexts The survey assesses the relationships between these variables in a sample of subjects at a single point in time The research focuses on various commercial banks in Vietnam, spanning from the North to the South, and includes diverse groups of people to analyze how different factors vary across these regions.
After survey data is conducted, statistical test is conducted to find out correlation between variables This step is mentioned in the data analysis step.
Questionnaire development
Data collection relies on questions as vehicle for extracting the primary research data
(William B Werther, Jr., Ph.D and Keith Davis, 1996), thus, questionnaires in this study are developed with respect to the general rules for questionnaire designing as follows:
The questionnaire development is the key step to set up measuring scale for the study
In this study, questionnaire, scales development is designed based on antecedent researches of:
+ Bruce Louis Rich (California State University SanMarcos) and Jeffrey A Lepine, Eean R Crawford (University of California) (2010)
+ Robert Eisenberger, Stephen Armeli, Barbara Rexwinkel, Patrick D Lynch, and Linda Rhoadesm, (University of Delaware) (2001)
In this study, two mini group discussions were held, involving four banking experts, including two branch directors and two managers from Sacombank, Saigonbank, Agribank, and VinaSiam Bank The aim was to assess the clarity of the survey instrument and ensure that all questions were comprehensible and adequately addressed the research topic from a banking professional's perspective Amendments were made based on the feedback received from the bank managers.
A discussion involving four banking staff members from HR and management at commercial banks, including Sacombank, Saigonbank, Agribank, and VinaSiam Bank, was conducted This session aimed to gather insights from the staff's perspective, focusing on the current state of the banking sector in Vietnam and the local working environment and practices.
Based on participant feedback, certain questions were refined to ensure the terminology in the questionnaire was more specific and less negative The study focused on carefully chosen official questions, while eliminating any unnecessary ones.
Final questionnaire check was implemented with a group of HR staff working in banks
As mentioned in this study, the study model consists of 5 constructs including: The
Perceived organizational support, job engagement, and job performance are key constructs in understanding workplace dynamics The Perceived Organizational Support scale includes six items, one of which states, "The Bank takes pride in my accomplishments." This highlights the importance of recognition in fostering a supportive work environment.
The Bank genuinely prioritizes my well-being and takes my goals and values into serious consideration, demonstrating a strong commitment to my interests and concerns.
POS 6 The Bank is willing to help me if I need a special favor ii The Physical engagement scale consists of 5 items as follows
PE 1 I work with intensity of my job
PE 2 I exert my full effort to my job
PE 3 I devote a lot of my energy to my job
I strive to excel in my job and continuously seek to improve my performance.
PE 5 I try as hard as I can to competes my job iii The Emotional engagement scale consists of 6 items as follows EE.1 I am enthusiastic in my job
I am highly engaged and enthusiastic about my job, feeling a strong sense of pride and positivity in my work My interest and excitement drive me to focus my mind on my tasks, ensuring that I remain cognitively engaged throughout the day.
CE.2 At work, I focus a great deal of attention on my job
CE.3 At work, I am absorbed my job CE.4 At work, I concentrate on my job v The Job performance scale consists of 4 items as follows
JP 1 I meet formal performance requirements of the job
JP 2 I fulfill responsibilities specified in job description
JP 3 I perform tasks that are expected to me
JP 4 I adequately complete assigned duties.
Translation of the questionnaires
The initial draft of the questionnaire was created in English and subsequently translated into Vietnamese To enhance the reliability and consensus of the items, references to prior research on POS and job performance with mediators in the Vietnamese market were incorporated during the translation process.
The questionnaire has been translated into Vietnamese to ensure that all respondents, who are Vietnamese, fully understand its contents This translation guarantees that the information conveyed in the questionnaires is accurately communicated to the participants.
The final version of questionnaire was made in Vietnamese (Appendix 1) and then was translated back into English (Observed variables)
- Questionnaires reference from previous researches
- Self transudation from English to Vietnamese
- Getting translation check from the official translator
- Translation from Vietnamese to English for checking
- Final version of questionnaire made in Vietnamese
Variable control
Self-rating data necessitates careful control of potential biases, as highlighted by Bommer, Dierdoff, and Rubin (2007) Bias can significantly impact research by influencing subject selection, shaping the researcher's interpretation of data, and potentially leading to the exclusion of data that contradicts their hypothesis.
This study's variables were derived from prior research, expert consultations, and insights from HR and banking management professionals The final analysis focuses on quantitative variables categorized as independent, dependent, and mediation factors, specifically: 1 Perceived organizational support and 2 Job performance The relationships among these variables are assessed through three mediation variables, including 3 Physical engagement.
To ensure accurate estimates of the relationship between variables, it is essential to select a representative sample that minimizes bias A high participation rate from a randomly selected population enhances the reliability of the findings This study utilized appropriate measurement scales, specifically a pool of 35 candidate scale items, employing a seven-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree) to reflect the relationships under investigation.
In this study, as an indispensable tool for potential biasing control and for data analysis, reliability statistics by Cronbach’s Alpha (Hair et al, 1998, Segar, 1997) is applied to test
A pilot experiment, or pilot study, is a preliminary small-scale investigation aimed at assessing feasibility, time, cost, adverse events, and effect size This initial study helps researchers predict the necessary sample size and refine the study design before conducting a full-scale research project.
A pilot study is typically conducted with individuals from the relevant population, excluding those who will be included in the final sample This approach is essential to prevent any prior involvement in the research from affecting the behavior of the research subjects later on (Haralambos and Holborn 2000, p.998).
Pilot studies applied based on quantitative and qualitative methods, starting with
"qualitative data collection and analysis on a relatively unexplored topic, using the results to design a subsequent quantitative phase of the study" (Tashakkori & Teddlie
The initial phase of a pilot study includes conducting in-depth interviews or focus groups to identify key issues for a larger questionnaire survey Following this, the questionnaire is refined, focusing on aspects such as question wording, order, and answer options for multiple-choice questions Finally, a comprehensive pilot is carried out to evaluate the research process, including various methods for distributing and collecting the questionnaires.
The pilot study seeks to identify potential practical issues and enhance the internal validity of a questionnaire.
This study involves piloting a questionnaire with a small group of experts in HR Management and Banking Management, who closely resemble the target population The pilot study will engage HR Directors and Bank Managers, as their diverse perspectives will enrich the findings.
We are conducting a pilot study involving Vinasiam Bank, where I have worked for over 10 years, along with Sacombank, Saigonbank, and Agribank The study will focus on HR managers and senior HR staff from these banks Each bank will be assessed individually, and results will be compiled for final selection.
Target population
The target population is the population of individuals which we are interested in describing and making statistical inferences about (Johan Hedal, Susie Jentoft 2011)
The target population refers to the complete group of individuals or units that we aim to study and draw conclusions about In the context of a survey, it encompasses all units for which the collected data will be utilized to make inferences.
In survey research, the target population refers to the specific units for which the survey findings are intended to be generalized The initial step in designing a survey involves establishing clear study objectives, followed by the crucial task of defining the target population.
Details of target population of this study:
- Geographical area: Ha Noi Capital, Da Nang City, Dong Nai Province, Binh Duong Province Ho Chi Minh City
- Education: College / vocational degree, university degree and higher levels
- Position: staff, experts, senior staff, Deputy Directors, Managers, Deputy managers
Eligible participants include functional employees and managers currently employed at Sacombank, Saigonbank, Agribank, and Vinasiam Bank.
Sample size
This study investigates the influence of perceived organizational support on job performance, with a focus on the mediating role of job engagement within commercial banks in Vietnam Utilizing quantitative research methods, data was collected through a questionnaire survey that directly engaged participants from a defined sample size.
200 person who are working in commercial banks in Viet Nam
A quality sample must meet the criteria of both accuracy and precision, as highlighted by Donald & Pamela (2003) It should exhibit minimal systematic bias in variance while ensuring that the sampling error remains within acceptable limits for the objectives of the study.
Determining the appropriate sample size to accurately represent a population remains a debated topic in the literature While various formulas exist for calculating sample size, their application can be complex The required sample size is influenced by the desired level of precision and confidence in estimating population parameters, along with the inherent variability within the population (Canava et al., 2001).
The study aimed for a sample size of 200, based on previous research, such as Tho & Trang (2008) and Trong & Ngoc (2005) To achieve this, 300 self-administered questionnaires were distributed by bank employees, resulting in 250 returns Ultimately, 50 questionnaires were deemed usable, yielding an effective response rate of 47.2%.
Selecting the sample and collecting data
Sampling involves choosing a subset of elements from a population to make inferences about the whole group Key factors in determining the sampling scope and methodology include cost, result accuracy, data collection speed, and the accessibility of population elements (Donald & Pamela, 2003).
The first step in sampling is that the population should be correctly defined A population is the total collection of elements from which we wish to draw some conclusion
After identifying the target population, researchers select suitable sampling methods The two primary techniques used are probability sampling and non-probability sampling.
Steps of sample selection: Define target population > Construct sampling frame >
Determine how to select sample members > decide how to covert sample estimates into population estimates
This study focuses on staff employed in commercial banks in Vietnam Due to constraints in time, budget, and knowledge, it is challenging to identify all customers within the entire population or to create a comprehensive sampling frame Consequently, the research employs a non-probability sampling method, specifically convenience sampling.
This study employs a non-probability sampling method, which, while being the least reliable, is the most cost-effective and practical for our research The sample consists of 200 individuals, specifically HR managers and banking employees from the head offices and branches of Sacombank, VinaSiam Bank, and Agribank.
Interviewers can interview any staff who agrees to take part in the interview
Choosing a suitable and satisfactory sample is crucial for controlling variables and minimizing measurement errors that could distort study results It is essential to ensure that the sample is unbiased and representative of the target population A higher participation rate in a randomly selected sample reduces the likelihood of bias in estimating relationships To achieve an unbiased sample, this study adhered to specific selection principles.
- Selection bias: Avoiding this bias by ensuring that select samples can present for the population of the study
- Confounding: subjects of the study are separated into different group to ensure no confounding
- Information bias: Scale applied for different group must be utility
Data for this study was gathered through a survey technique, which is recognized for its ability to quickly, efficiently, and accurately assess information about a population, particularly when secondary data is unavailable (Zikmund, 1997).
After having decides sample, we apply both ways face- to- face interviews and sending questionnaires (mainly) to collect data.
Methods of data analysis
After collecting having data, data were screened, variables were encoded and input for further processing
With a sample size of N = 200, if Skewness and kurtosis of measured variables distributed in the interval (-2, +2) the data can be considered to meet the suggested cut- off for normal distribution
In statistics, reliability is the consistency of a measure A measure is said to have a high reliability if it produces consistent results under consistent conditions
+ Reliability Statistics by Cronbach’s Alpha (Hair et al, 1998, Segar, 1997)
Cronbach's (Alpha 1951) is a coefficient of reliability It is commonly used as a measure of the internal consistency or reliability of a psychometric test score for a sample of examinees
This study examines the influence of Perceived Organizational Support on Job Performance, with a focus on the mediating role of Job Engagement The research utilizes scales developed by Bruce Louis Rich (2010) and Robert Eisenberger et al (2001), incorporating feedback from bank experts and staff through group discussions to ensure relevance to the context of commercial banks in Vietnam and local cultural considerations.
3.9.4 Confirmatory factor analysis (CFA) & Structural equation modeling (SEM)
Confirmatory factor analysis (CFA) is performed using Amos 16 to validate the measurement instrument Once the measurement model is confirmed to adequately fit the sample data, confidence in the findings related to the assessment of the hypothesized structural model increases (Byrne, 2001).
Structural Equation Modeling (SEM) is a sophisticated and versatile method for analyzing causal relationships by integrating statistical data with qualitative causal assumptions This technique has found extensive application across various fields, particularly in management, as highlighted by Tharenou, Latimer, and Conroy (1994).
The necessity of applying Structural Equation Modeling (SEM) in research lies in its ability to integrate various techniques, including multivariable regression and reciprocal relationship analysis, to estimate complex relationships within a model SEM, also known as covariance structure analysis or causal modeling, combines factor analysis with multiple regressions In SEM, the variables consist of observed (manifest) indicators and latent variables The framework is divided into two components: the measurement model, which connects measured variables to latent variables, and the structural model, which establishes relationships among the latent variables.
Structural Equation Modeling (SEM) distinguishes itself from traditional statistical techniques by enabling the simultaneous estimation of relationships among all factors within a comprehensive model It facilitates the assessment of causal relationships among latent constructs through the application of goodness-of-fit (GOF) indices for both measurement and structural models Additionally, SEM is capable of measuring both recursive and non-recursive relationships, as well as direct and indirect relationships, including error and disturbance effects.
The Confirmatory Factor Analysis (CFA) technique within Structural Equation Modeling (SEM) allows for the flexible identification of the most suitable model from various proposals The robust and sophisticated features of SEM make it an ideal choice for our research, particularly when exploring intricate relationships among factors and mediators.
This study evaluates the model's relevance and fit by considering various goodness-of-fit (GOF) indices, including the P-value, to ensure accurate measurement and validation of the model.
The P value is linked to a test statistic and represents the probability of observing that statistic A smaller P value indicates a stronger rejection of the null hypothesis, with a P value of 0.05 or less signifying a significant relationship Additionally, the Chi-Squared (χ²) statistic is essential for assessing the differences between observed and estimated covariance matrices, functioning as a measure that considers both sample size and the disparity between the observed and model covariance matrices.
CMIN/ df (χ2/df): Chi-square adjusted following degree of freedom
The degree of freedom (df) indicates the amount of mathematical flexibility available for estimating model parameters The chi-squared statistic (χ²) is used to assess the overall model fit at a significance level of 0.05, as noted by Joserkog & Sorbom (1989) However, χ² is highly sensitive to large sample sizes and the strength of the test measure, which is why the ratio χ²/df is often preferred According to Hair et al (1998), a ratio of 1 < χ²/df < 3 is considered acceptable, while Segar and Grover (1993) suggest that χ² should be minimized, with Chin and colleagues recommending that χ²/df remain below 3:1.
In empirical studies, models are evaluated based on their fit, with a chi-square to degrees of freedom ratio (χ2/df) of less than 5 for sample sizes greater than 200, or less than 3 for sample sizes under 200, indicating a good fit (Kettinger and Lee, 1995) Additionally, the Comparative Fit Index (CFI) is utilized to assess model adequacy.
The Comparative Fit Index (CFI) is an enhanced version of the normed fit index (NPI) that evaluates model fit by comparing relevant indicators Its effectiveness largely hinges on the average size of correlations within the data; lower average correlations result in a lower CFI A CFI value of 0.90 or above is considered optimal for indicating a good fit Additionally, the Tucker-Lewis Index (TLI), also known as the Non-normed Fit Index (NNFI), is another important metric used in this context.
The TLI, which predates the CFI, shares a conceptual similarity by mathematically comparing a specified theoretical measurement model with a baseline null model A model that demonstrates a good fit utilizes the Goodness-of-Fit Index (GFI), designed to yield a fit statistic that is less sensitive to sample size GFI values range from 0 to 1, with higher values indicating a better fit.
Indices: CFI, TLI, CFI, having value> 0.9, is taken to indicate good fit If these values are at 1, we say the model is perfect (Segar,Grover, 1993) & (Chin & Todd,
1995) ã Root Mean Square Error of Approximation (RMSEA)
RMSEA aims to address the tendency of the χ2 goodness-of-fit (GOF) test to reject models when large samples or numerous observed variables are involved It evaluates how well a model represents a population rather than just the sample used for estimation By incorporating model complexity and sample size into its calculations, RMSEA provides a more accurate assessment of fit, with lower values indicating a better model fit.
The Root Mean Square Error of Approximation (RMSEA) is a crucial index for assessing the relevance of a model in relation to the population In Information Systems research journals, models are typically deemed a good fit when RMSEA and RMR values are below 0.05, while values under 0.08 may still be acceptable (Taylor, Sharland, Cronin, and Bullard, 1993) Additionally, Modification Indices (MI) play a significant role in model evaluation.
The CFA test results utilizing AMOS are conducted in accordance with principles that adjust relationships when the Modification Index (MI) exceeds 4, where MI serves as an adjustment coefficient for the change in chi-square (\(\chi^2\)) per degree of freedom.
MI suggests remedies to discrepancies between the proposed and estimated model