Introduction
Employees are among the most valuable assets a company can have As the banking market continues to grow rapidly, bank employees are increasingly exposed to job stress, which refers to any work environment factors that threaten an individual's well-being (Caplan, Cobb & French, 1975) According to Malik (2011), the global banking sector has undergone significant and rapid changes driven by globalization and intense competition, which contribute to heightened workplace stress for bank employees.
Besides, a wide range of prior studies show that bank employees have experienced a high level of stress and low job satisfaction (Devi & Sharma, 2013; Bajpai &
Research by Srivastava (2004), Karatepe & Aga (2013), and Malik & Waheed (2010) highlights a negative relationship between job stress and job satisfaction in the banking industry Additionally, studies by Springer (2011) and Belias et al (2011) indicate that bank employees often face low wages, high turnover rates, and job insecurity, which can significantly diminish their job satisfaction levels.
2015) Similar findings on the relationship between job stress and job satisfaction could be seen in other industries (Behrman, 1984; Grefson & Wendell, 1994; Chiu,
Chien, Lin & Hsiao, 2005; Khattak, Ul-Ain & Iqbal, 2013) For example, Chen and
Silverthorne (2008) examine job stress in accountant firms Siegal (2000) investigates three dimensions of job stress in software companies Moreover, Balogun and
Olowodunoye (2012) confirms that job satisfaction significantly influences turnover intention among bank employees Effectively managing the relationship between job stress and job satisfaction is a crucial aspect of human resources management Addressing this relationship can help reduce employee turnover and improve overall organizational performance.
In recent years, Vietnam’s banking industry has experienced significant growth, expanding from just four commercial banks in 1986 to 35 local banks and 55 foreign bank branches today (Ninh, 2016) Since Vietnam joined the World Trade Organization (WTO) in 2007, the banking market has become increasingly competitive As a result, bank employees are now required to deliver excellent customer service, meet high performance targets, and efficiently handle various tasks within tight deadlines.
Ngoc (2016) highlights that bank employees have been experiencing job dissatisfaction due to high targets, changes in work conditions, workload overload, and reductions in wages and benefits, leading many to consider quitting This trend is further influenced by the 2012 government approval of Project 254, aimed at restructuring credit institutions between 2011-2015 to reduce weak banks and enhance banking system stability, which resulted in significant policy and operational changes Additionally, Lan (2015) reports an increasing average turnover rate within the banking sector, reflecting the impact of these reforms and work environment challenges on employee retention.
Vietnam's banking industry has experienced the highest level of job stress, reaching 15%, indicating significant pressure on bank employees This high stress level has contributed to increased job dissatisfaction and reduced employee well-being in recent years The current research aims to explore the relationship between key dimensions of job stress—role ambiguity, role conflict, and work overload—and employees’ job satisfaction, providing insights into how these factors impact overall employee morale.
Some researchers suggest that the relationship between job stress and job satisfaction may be influenced by individual personality traits Understanding these personal characteristics is crucial in assessing how employees experience work-related stress and satisfaction, highlighting the importance of considering personality factors in workplace well-being.
8 locus of control (Chen & Silverthorne, 2008; Martin, Thomas, Charles, Epitropaki &
Locus of control refers to an individual's beliefs about what determines their success and rewards in life (Rotter, 1966) This concept is classified into external and internal loci, indicating whether people attribute outcomes to external circumstances or their own actions Although locus of control is a relatively new concept in Vietnam, it has been extensively studied and explored in numerous research efforts worldwide.
(Rahim, 1996; Judge, Erez, Bono & Thoresen, 2003; Chiu, Chien, Lin & Hsiao, 2005;
Research by Lee (2013) and Perrewe (1986) indicates that employees with an external locus of control experience higher job stress and lower job satisfaction These studies suggest that locus of control may act as a moderator in the relationship between job stress and job satisfaction Recently, several banks in Vietnam have begun examining the moderating effect of locus of control to optimize human resource management and improve employee well-being.
The Vietnamese banking industry has experienced significant development and numerous changes in recent years, leading to increased stress and decreased job satisfaction among bank employees Research indicates that locus of control may influence the relationship between job stress and job satisfaction, serving as a potential moderating factor This study aims to explore how locus of control impacts this relationship within the Vietnamese banking sector.
This study aims to investigate the impact of role ambiguity, role conflict, workload, and locus of control on job satisfaction Additionally, it explores how the effect of locus of control differs between employees in private and state-owned banks The research provides valuable insights into factors influencing employee satisfaction and highlights potential differences based on organizational ownership.
Literature review and hypothesis development
Foundational theory
Person–environment fit and person-organization fit theory
This research applies person-environment (P-E) fit and person-organization (P-O) fit theory in analysing relationship between job stress and job satisfaction (Yang, Levine,
Smith, Ispas & Rossi, 2008) P-O fit concerns the antecedents and consequences of suitability between people and the organizations where they work (Kristof, 1996)
Person–job fit is a crucial aspect of P-E fit in the workplace, significantly influencing job attitudes and overall satisfaction When employees' personalities align with job features, they tend to be happier and more successful in their roles Conversely, low person–organization fit can lead to job dissatisfaction, increased stress, and higher turnover intentions Ensuring a strong fit between personal traits and both the organization and job roles enhances job satisfaction and reduces workplace stress, fostering a more productive and positive work environment.
This study applies Rotter's (1954) social learning theory to explore the concept of locus of control, emphasizing that personality results from the interaction between the individual and their environment Julian Rotter's theory suggests that a person's behavior and characteristics are shaped by this dynamic relationship, highlighting the importance of environmental influences in understanding personality development and control perceptions.
Rotter (1966) defines locus of control as individuals’ beliefs about what determines their reinforcement in life Employees can be classified as having either an internal or external locus of control based on their daily behaviors and beliefs Those with an internal locus of control believe in their own ability to influence and control their environment, which impacts their motivation and performance.
Individuals with a high external locus of control believe that personal outcomes are influenced primarily by external factors and environmental circumstances (Rotter, 1990) These individuals tend to perceive their success or failure as outside their personal control, leading to different responses to their environment compared to those with an internal locus of control The way people react to their surroundings varies significantly based on their locus of control type, a topic that will be explored further in the following sections.
Related review and hypothesis
Job stress and job satisfaction
Occupational or job stress occurs when job demands surpass an individual's abilities, leading to heightened stress levels (Darmody & Smyth, 2016) It is characterized as a dynamic condition where individuals face opportunities, constraints, or demands linked to their desires, with outcomes perceived as both uncertain and significant (Robbins, as cited by George & K.A., 2015) Job stress also includes environmental characteristics that threaten the individual’s well-being (Caplan, Cobb & French, 1975) Unlike general stress, job stress is specifically related to organizational factors and workplace conditions (Montgomery, Blodgett, &).
Barnes, 1996) The factors causing stress in a person are called stressors
Many studies have focused on two key role stressors: role conflict and role ambiguity (Coverman, 1989; O’Driscoll & Beehr, 2000; Siegall, 2000; Behrman,
1984) It is similar to the argument that organizational based antecedents of job satisfaction are role ambiguity and role conflict (Van Sell, Brief &Schuler, 1981;
Research by Fisher & Gitelson (1983) and Siegall (2000) highlights key aspects of job stress, while Rahim (1996) identifies four dimensions of job stress: role conflict, role ambiguity, role overload, and role insufficiency Most studies emphasize the significance of role overload alongside role conflict and role ambiguity, indicating these dimensions are critical to understanding job stress (Abraham, 1997; Hang-yue, Foley & Loi, 2005; Chiu).
Based on existing research by Yeh and Huang (2015), this study focuses on three key job stressors: role conflict, role ambiguity, and role overload Rizzo, House, and Lirtzman (1970) are widely recognized for their concepts of role conflict and role ambiguity They define role conflict as the presence of discrepancies or incompatibilities in role requirements, while role ambiguity refers to employees’ uncertainty regarding the actions needed to fulfill their expected roles.
Role conflict, as defined by Cooper and Marshall (1976), occurs when conflicting demands arise within a single role or between multiple roles, leading to potential stress and confusion Role ambiguity involves a lack of clear information about role expectations, creating uncertainty for individuals about what is required of them Elloy and Smith (2003) highlight that role overload happens when individuals do not have enough time to complete their tasks, especially when multiple demands surpass available resources They further explain that overload can be qualitative, involving tasks that are too difficult, or quantitative, where the workload exceeds capacity, impacting job performance and well-being Incorporating these concepts into workplace management can improve role clarity and reduce stress among employees, enhancing overall productivity.
(i.e too many tasks need to be done)
Job satisfaction, as defined by Spector (1997), pertains to employees' feelings and attitudes toward their jobs and various job aspects It reflects a pleasurable and positive outlook resulting from the evaluation of one’s job and experiences, impacting overall work fulfillment.
Research by Gustainiene and Aukse (2009) suggests that higher happiness at work leads to greater job satisfaction Shaikh, Bhutto, and Maitlo (2012) further explain that employees experience job satisfaction when they enjoy their work or feel positive emotions following their performance and appraisal Overall, these studies highlight that positive emotional experiences and job enjoyment are key contributors to employee satisfaction.
12 linked low satisfaction with negative behaviours including unjust treatment (Donovan,
Person-environment (P-E) fit and person-organization (P-O) fit theories explain the negative impact of job stress on employee job satisfaction When employees' abilities do not match job demands, this misalignment leads to increased stress, resulting in decreased job satisfaction Numerous studies have confirmed the negative correlation between job stress and job satisfaction, emphasizing the importance of a good fit between employees and their work environment.
Research indicates that increased role ambiguity and role conflict are associated with decreased job satisfaction (Yousef, 2002; Reilly, Dhingra & Boduszek, 2014; Behrman, 1984; Gregson & Wendell, 1994) Additionally, Coverman (1989) highlights that role overload can negatively impact both job satisfaction and job performance, emphasizing the importance of clear role definitions and manageable workloads for employee well-being and productivity.
In Vietnam, a study by Lan (2015) reveals that bank employees frequently experience sales pressure and work overload, leading to exhaustion and late returns home Similarly, Nam (2008) highlights that job stress can cause fatigue, reduced motivation, diminished performance, and lower job satisfaction Consistent with previous research, current findings suggest that the three dimensions of job stress—role conflict, role ambiguity, and work overload—negatively impact job satisfaction Based on these insights, the following hypotheses are proposed.
Research indicates a significant negative correlation between role ambiguity and job satisfaction among bank employees in Ho Chi Minh City, Vietnam Increased role ambiguity typically leads to decreased job satisfaction, affecting employee morale and productivity in the banking sector Addressing clarity in job roles can enhance overall employee satisfaction and improve organizational performance in this rapidly growing financial hub.
H1b: There is a negative relationship between role conflict and job satisfaction of bank employees in Ho Chi Minh city, Vietnam
H1c: There is a negative relationship between work overload and job satisfaction of bank employees in Ho Chi Minh city, Vietnam
Locus of control (LOC), job stress and job satisfaction
The relationship between job stress and job satisfaction is influenced by individual characteristics, notably locus of control According to Rotter's (1954) social learning theory, locus of control is categorized into internal and external types Individuals with an internal locus of control believe they have control over the events in their lives, enabling them to manage their emotions and actively strive for success.
Individuals with an external locus of control believe that events occur because of chance, luck, or the influence of powerful others They tend to blame their environment for failures, which reflects their perception that they lack personal control over outcomes (Rotter, 1966).
External-locus-of-control individuals tend to experience higher levels of stress and lower job satisfaction compared to those with an internal locus of control According to Srivastava and Sager (1999), locus of control significantly influences the coping strategies individuals adopt to manage everyday stressors Numerous studies, including research by Rahim (1996) and Kalbers & Fogarty, have highlighted the strong connection between locus of control and job-related stress, emphasizing its importance in workplace well-being and stress management strategies.
2005), job satisfaction (Patten, 2005), and job performance separately (Judge et al.,
Research indicates that locus of control significantly influences the relationship between job stress and job satisfaction Studies by Fairbrother and Warn (2003), as well as Chen, highlight that employees with an internal locus of control tend to experience higher job satisfaction even when facing job stress, whereas those with an external locus of control are more negatively affected Understanding the role of locus of control can help organizations develop targeted stress management strategies to improve employee well-being and job satisfaction.
Silverthorne, 2008) Chiu, Chien, Lin, and Hsiao (2005) indicate that influences of perceived job stress on organizational commitment and job satisfaction are stronger for external locus of control than internals
Most studies have examined the relationship between locus of control and either job stress or job satisfaction separately Reilly, Dhingra, and Boduszek (2014) highlight that job satisfaction is influenced not only by self-efficacy beliefs, self-esteem, and job stress but also by its association with locus of control For instance, in a banking industry study, George and colleagues emphasized the importance of considering locus of control when evaluating factors affecting job satisfaction.
Research method
Procedure and sample
This research was conducted in Ho Chi Minh City, the economic, cultural, tourist, scientific, and educational hub of Vietnam, where most bank branches and transaction offices are located The study involved two stages: qualitative and quantitative, beginning with in-depth interviews with six employees to refine the survey questionnaire Their insights and suggestions were incorporated to improve the wording and accuracy of the final survey, ensuring comprehensive and reliable results.
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The quantitative stage of the main survey was conducted from September to October 2016, utilizing a questionnaire divided into two parts: one focusing on research items and the other on demographic information such as gender, age, education level, and organization type (state-owned or private bank) The survey was distributed via social media platforms like Google Docs and email, as well as through direct hard copies sent to bank employees The original questionnaire was developed in English and subsequently translated into Vietnamese to ensure clarity and cultural relevance for respondents.
English is not well understood by all employees in Vietnamese banks Vietnamese version of the survey can be seen in appendix 3
This study employed moderated hierarchical regression analysis to examine the data, with the recommended minimum sample size for the model being 82 participants, based on Tabachnick and Fidell’s (1996) guidelines A convenience sample of approximately 400 bank employees was surveyed, with 200 questionnaires distributed to employees in the state-owned bank group and another 200 to those in private Bank Group 1 After collecting responses, 155 questionnaires were excluded due to missing data, resulting in a final sample size of 245 participants, ensuring sufficient statistical power for the analysis. -Streamline your banking survey analysis with Wren AI’s conversational GenBI and AI-powered spreadsheets—effortless insights guaranteed [Learn more](https://pollinations.ai/redirect/397623)
107 state-owned bank and 138 private bank employees Table 2 provides descriptive statistics on the characteristics of samples
1 In Vietnam, State-owned banks comprise of Agribank, Vietinbank, Vietcombank, BIDV, Ocean bank, and
Construction bank Other banks are private banks, whose less than 50% charter capital held by the State bank of
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Measurements
This study investigated the impact of four key constructs—role conflict (RC), role ambiguity (RA), work overload (WO), and job satisfaction (JS)—on organizational outcomes Additionally, it examined the moderating role of locus of control (LOC), measured through a reliable 10-item scale adapted from McCormick and Barnett's previous research Understanding these relationships is crucial for improving employee well-being and enhancing workplace effectiveness.
The study utilized a concise version of Rotter's (1966) Locus of Control scale, focusing on three key dimensions: internal locus of control, external chance, and external powerful others, with a total of ten items Higher scores on the internal LOC scale indicated a stronger internal locus of control, while elevated scores on external chance and external powerful others scales denoted a more external locus of control Participants responded to these items using a six-point Likert scale, ranging from "strongly disagree" (1) to "strongly agree" (6) Additionally, the research measured role conflict and role ambiguity based on the widely accepted framework by Siegall (2000), employing an eight-item scale to assess role conflict.
The study measured role ambiguity (RA) using a six-item scale, with both RA and role conflict (RC) assessed on a seven-point Likert scale ranging from 1 (never) to 7 (always), where higher scores indicate greater ambiguity and conflict Work overload (WO) was evaluated with a four-item scale based on Kim, Price, Mueller, and Watson (1996), while job satisfaction (JS) was measured using a six-item scale from Price (2001); both WO and JS utilized a five-point Likert scale from 1 (strongly disagree) to 5 (strongly agree), with higher scores reflecting increased workload and job satisfaction Items marked with “R” in the questionnaire were reverse scored; further details of the questionnaire are available in Appendix 1.
Data analysis and results
Measurement validation
This study assessed the reliability and convergent validity of the scale using Cronbach's alpha and explanatory factor analysis (EFA) Demographic variables such as gender, age, education level, and years of experience were included as control variables to ensure comprehensive analysis.
Based on reliability testing, one item each was removed from RA (role ambiguity 5), RC (role conflict 6), WO (work overload 2), JS (job satisfaction 2), and three items from LOC (LOC_1, LOC_2, LOC_3) due to low item-total correlations After item removal, the remaining scale items demonstrated satisfactory item-total correlations (≥ 0.30) and internal consistency, with Cronbach's alpha values exceeding 0.60, ensuring the reliability of the measurement instruments (Nunnally & Bernstein, 1994).
Cronbach alpha of RC, RA, WO, JS, and LOC were 0.831, 0.744, 0.750, 0.856 and
The reliability and construct validity of the measurement were assessed using Exploratory Factor Analysis (EFA) Principal Components Analysis with Varimax rotation identified Job Satisfaction (JS) as the only factor extracted, while other factors were derived through Principal Axis Factoring with Promax rotation This rigorous analysis ensures the validity and reliability of the measurement instruments used in the study.
Twenty-four items were removed from the analysis due to factor loadings below 0.5, as shown in Table 3 The Kaiser-Meyer-Olkin (KMO) measure for the independent variables was 0.813, indicating sampling adequacy, with these variables explaining 56.0% of the total variance For the dependent variable, Job Satisfaction (JS), the KMO value was 0.758, and the model explained 65.6% of the total variance, demonstrating robust validity and explanatory power. -Elevate your research papers with precision and clarity—turn complex data into compelling, SEO-friendly content effortlessly!
Table 3 : Means, Cronbach alpha, and EFA loadings of items after deleting items
Constructs Mean Cronbach alpha Factor loading
1 I have to do things that should be done differently
2 I receive an assignment without the manpower to complete it
3 I have to buck a rule or policy in order to carry out an assignment
4 I work with two or more groups who operate quite differently
5 I receive incompatible requests from two or more people
6 I do things that are apt to be accepted by one person and not accepted by others
7 I receive an assignment without adequate resources and materials to execute it
9 I feel certain about how much authority I have
10 Clear, planned goals and objectives exist for my job (R)
11 I know that I have divided my time properly
12 I know what my responsibilities are (R)
13 I know exactly what is expected of me
14 Explanation is clear of what is to be done (R)
15 I have enough time to get everything done in my job (R)
16 My workload is not heavy on my job (R)
17 I have to work very hard in my job
18 I have to work very fast in my job
19 I can pretty much determine what will happen in my life delete delete delete delete 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
20 When I get what I want, it is usually because I worked hard for it
21 My life is determined by my own actions
22 To a great extent my life is controlled by accidental happenings
23 Often there is no chance of protecting my personal interest from bad luck happenings
24 When I get what I want, it is usually because
25 It is not always wise for me to plan too far ahead because many things turn out to be a matter of good or bad fortune
26 I feel like what happens in my life is mostly determined by powerful people
27 Although I might have good ability, I will not be give leadership responsibility without appealing to those in positions of power
28 People like myself have very little chance of protecting our personal interests when they conflict with those of strong pressure groups delete delete 3.98 3.49 delete
29 I am fairly well satisfied with my job
30 most days, I am enthusiastic about my job
31 I like working here better than most other people I know who work for this employer
32 I do not find enjoyment in my job (R)
33 I am often bored with my job (R)
34 I would consider taking another kind of job (R)
LOC as moderator of job stress - job satisfaction relationship
This study employed a moderated hierarchical regression analysis to explore how locus of control (LOC) influences the relationship between role conflict, role ambiguity, work overload, and job satisfaction Initially, control variables such as gender, age, education, years of experience, and employment type were entered into the model The findings provide insights into whether LOC moderates the impact of these work-related factors on employees' overall job satisfaction, emphasizing the importance of individual differences in organizational research.
Then, the independent variable (role ambiguity, role conflict and work overload) was added in the second step The moderating variable LOC was entered in the third step
In the final step of our analysis, interaction terms were created by multiplying the moderator variable LOC with the independent variables to examine moderation effects We assessed the significance of each step by analyzing the changes in F and R² values, which indicated the incremental contribution of the interaction terms This approach helps determine whether the moderator variable significantly influences the relationship between the independent variables and the outcome.
26 of βs of the variables were used to evaluate the significance of the main effects and interaction
This study examined how the locus of control (LOC) moderates the relationship between job stress and job satisfaction in different organizational contexts Using moderated hierarchical regression analysis, the research compared results between state-owned and private banks, coded as 1 and 2, respectively Findings suggest that the moderating effect of LOC varies significantly between these two types of organizations, highlighting the importance of organizational context in understanding employee well-being and satisfaction.
Common method variance
Common method variance (CMV) is a systematic error that occurs when measurement methods or sources introduce shared variability among variables, potentially leading to biased research conclusions (Richardson et al., cited by Tho, 2013) To mitigate the effects of CMV, this study implemented strategies such as using questions with reverse scoring and employing different scales for varying constructs For instance, LOC was measured on a six-point Likert scale, while role conflict and role ambiguity were assessed with seven-point scales Additionally, respondents expressed their feelings about work overload, helping to enhance measurement validity and reduce common method bias in the research findings.
“I have enough time to get everything done in my job”; or about role ambiguity:
The study ensured clarity in instructions to participants, making it clear what actions were expected To minimize agreement tendency bias, questionnaire items were randomly assigned within the survey Additionally, respondents were informed that there were no “right” or “wrong” answers, which helped reduce their apprehension and encourage honest responses As a result, common method variance was effectively mitigated, contributing to the reliability of the research findings.
Hypothesis testing
Table 4 presents the means, standard deviations, correlations, and internal consistency reliabilities for the study's measures, including role conflict, role ambiguity, work overload, locus of control, and job satisfaction Notably, among personal characteristics, gender was significantly and negatively correlated with job satisfaction, indicating that differences in gender may influence employees' overall job satisfaction levels This comprehensive analysis highlights the relationships among key variables and their reliability within the study context.
The study found that role conflict and work overload are significantly and negatively correlated with job satisfaction (r = -0.50, p < 0.01; r = -0.35, p < 0.01), indicating that higher levels of these stressors decrease employee satisfaction Conversely, age, education, experience, and job type showed no significant relationship with job satisfaction, suggesting these factors do not directly influence employee contentment Role ambiguity was also not significantly associated with job satisfaction, highlighting that unclear role expectations may not impact how satisfied employees feel Additionally, locus of control was negatively correlated with job satisfaction (r = -0.42, p < 0.01), implying that employees with an external locus of control tend to experience lower job satisfaction The deletion of three internal locus of control items clarified this negative relationship, supporting hypotheses H1b, H1c, and H2.
Means, standard deviations, correlations and internal consistency reliabilities
Notes: n = 245; **p < 0.01; *p < 0.05 (two-tailed); reliability estimates appear in parentheses along the diagonal
This study categorizes participants based on gender (male or female), education level (high school, vocational/college, university, or master's and above), age groups (under 30, 30-40, 41-50, over 50), and professional experience (less than 1 year, 1-5 years, 5-10 years, or over 10 years) Additionally, the research distinguishes between different types of banks, including state-owned and private institutions These demographic variables are essential for understanding the diverse backgrounds of the study participants and analyzing their impact on banking behaviors and preferences Accurate classification of these factors enhances the reliability of the research findings and ensures alignment with SEO standards by incorporating relevant keywords related to banking, demographics, and professional experience.
Table 5 presents the results of the moderated regression analyses, indicating that role ambiguity has no significant impact on job satisfaction (p > 0.05), thereby not supporting H1a Conversely, both role conflict and work overload significantly negatively affect job satisfaction, with role conflict (β = -0.49, p < 0.001) and work overload (β = -0.16, p < 0.01) demonstrating strong adverse effects.
LOC also had significantly negative effect on job satisfaction (β = -0.23, p < 0.001)
The study supported hypotheses H1b, H1c, and H2, indicating significant relationships between the variables As shown in Table 5, the R-squared value only slightly increased from 0.403 to 0.407, with a p-value of 0.704, suggesting that the model's explanatory power remained steady Additionally, step 3 results revealed that interaction terms did not have a significant effect on job satisfaction (p > 0.05) This implies that locus of control does not moderate the relationship between the three dimensions of job stress—role conflict, role ambiguity, and work overload—and job satisfaction Consequently, hypotheses H3a, H3b, and H3c were not supported, indicating no moderating effect of locus of control in this context.
Control variables such as gender and age significantly influence job satisfaction; specifically, gender has a negative effect (β = -0.22, p < 0.001), indicating that one gender reports lower satisfaction levels, while age has a positive effect (β = 0.14, p < 0.05), suggesting that older individuals tend to be more satisfied with their jobs.
Table 5 : Results of hierarchical regression testing moderating hypotheses for whole sample
Control variables gender -0.22*** -0.24*** 0.24*** age 0.14* 0.11 0.10 education -0.12 -0.04 -0.05 experience 0.00 0.02 0.00 type -0.04 -0.07 -0.07
Table 6 presents the results of the moderated regression analyses for two groups
In state-owned bank, gender, age and education had significantly positive effect on job satisfaction LOC also had significantly negative impact on job satisfaction (β = -0.25, p