The job satisfaction of employees at foreign companies a study in vietnam

ABSTRACT This study provided a paradigm for examining the role of contextual factor i.e., supervisor’s developmental feedback on the relationships between personal traits i.e., core self

VIETNAM NATIONAL UNIVERSITY, HANOI

VIETNAM JAPAN UNIVERSITY

VU NGUYEN VAN ANH

THE JOB SATISFACTION OF EMPLOYEES

AT THE FOREIGN COMPANIES

THE CASE OF VIETNAM

MASTER’S THESIS

VIETNAM NATIONAL UNIVERSITY, HANOI

VIETNAM JAPAN UNIVERSITY

VU NGUYEN VAN ANH

THE JOB SATISFACTION OF EMPLOYEES

AT THE FOREIGN COMPANIES

THE CASE OF VIETNAM

MAJOR: BUSINESS ADMINISTRATION

COMMITMENT

I, Vu Nguyen Van Anh, hereby declare that the present study, titled "The Job Satisfaction of Employees at Foreign Companies: The Case of Vietnam," is an original research endeavor conducted under the guidance of Prof Hiroshi MORITA and Assoc Prof Phan Chi Anh I assure that this study utilizes reliable data and ensures that the quantitative analysis and findings presented in this thesis are entirely original and have not been previously published in any other research work Proper citation and acknowledgment have been duly provided in this MBA thesis

I assume full responsibility for the accuracy, authenticity, and originality of this research project I am fully aware of the consequences that may arise from any breach

of academic integrity or ethical standards Therefore, I express my unwavering commitment and preparedness to be held accountable for this research project and its associated outcomes

Hanoi, 30 May 2023

Master student

Vu Nguyen Van Anh

ACKNOWLEDGMENT

I would like to express my sincere gratitude to Prof Hiroshi MORITA and Assoc Prof Phan Chi Anh, who personally mentored, counseled, and encouraged me during my master's thesis research

I would like to thank Vietnam Japan University, Yokohama National University, and JICA for providing us with favorable learning conditions

Besides, I would like to convey my gratitude to Ms Huong, the coordinator of the Master of Business and Administration program at Vietnam Japan University, for her invaluable assistance from I apply study this program and to the completion of this thesis

I am also grateful to all of the MBA-06 class members, which many colors and memories with them in my two years at Vietnam Japan University

Lastly, I am extremely appreciative to my family, especially my children for their unwavering love, care, support, and inspiration throughout my life

Sincerely,

Vu Nguyen Van Anh

Hanoi, May 2023

ABSTRACT

This study provided a paradigm for examining the role of contextual factor (i.e., supervisor’s developmental feedback) on the relationships between personal traits (i.e., core self-evaluations and work engagement) and work outcome (i.e., job satisfaction) among employees in FDI companies in Vietnam

Using data from 237 respondents who are working in FDI companies in Vietnam, SPSS and the Process tool were used to evaluate the data and describe the measurement and structure of the proposed models

By empirical evidence of this study in the high-context cultures such as Vietnam among employees working in FDI companies, the findings result suggested that (a) core self-evaluations positively effect on job satisfaction; (b) negatively significant role of work engagement such as a mediator on relationships between core self-evaluations and job satisfaction; (c) significant role of supervisor developmental feedback such as a moderator on the relationships between personal traits (i.e., core self-evaluations and work engagement) and job satisfaction

This present study has substantial implications for FDI companies in Vietnam can use

as a tool to enhance employee job satisfaction, that can lead to improved organizational outcomes (e.g., lower turnover rates, increased productivity, and improved performance) Organizations should recognize the importance of providing employees with high levels of developmental feedback from their supervisor to foster

a positive feedback environment and promote job satisfaction among highly engaged employees

Keywords: Job Satisfaction, Core Self-evaluations, Work engagement, Supervisor’s developmental feedback, FDI company

TABLE OF CONTENTS

COMMITMENT ii

ACKNOWLEDGMENT iii

ABSTRACT iv

LIST OF FIGURES viii

LIST OF ABBREVIATION ix

CHAPTER 1: INTRODUCTION 2

1.1 Background of research 2

1.2 Research Gap 3

1.2.1 Theoretical necessity 3

1.2.2 Practical necessity 4

1.2.3 Research significance 5

1.3 Study Objective, Questions 5

1.4 Research scope 5

1.5 Research Methodology 6

1.5.1 Data collection method 6

1.5.2 Data analysis method 6

1.6 Thesis structure 6

CHAPTER 2 LITERATURE REVIEW 8

2.1 Job satisfaction (JS) 8

2.2 Core self-evaluations (CSE) 9

2.3 Work engagement (WEG) 10

2.4 Supervisor’s developmental feedback (SDF) 10

2.5 Hypotheses development 11

2.5.1 Core self-evaluations satisfaction positively related to job satisfaction 11

2.5.2 Work engagement positively mediates the relationship between core self-evaluations and job satisfaction 15

2.5.3 Potential the role of Supervisor’s developmental feedback as a mediator variable 16

2.6 Conceptual model 17

CHAPTER 3 RESEARCH METHODOLOGY 19

3.1 Research process 19

3.2 Measurements 20

3.3 Questionnaire design 20

3.4 Sample 21

3.5 Data analysis approach 22

CHAPTER 4 DATA ANALYSIS 23

4.1 Sample profile 23

4.2 Data analysis 24

4.2.1 Descriptive Analysis 24

4.2.3 Pearson’s correlation analysis 29

CHAPTER 5 DISCUSSION AND CONCLUSION 34

Discussion and conclusion 34

Implication 36

For Organization 36

For participants 36

For researcher 37

Limitations and Perspectives for Future Research 37

REFERENCES 39

APPENDIX A: QUESTIONNAIRES 44

APPENDIX A.1 44

APPENDIX A.2 52

APPENDIX A.3 53

APPENDIX B: ANALYSIS RESULT 56

APPENDIX B.1 56

APPENDIX B.2 58

APPENDIX B.3 61

APPENDIX B.4 65

APPENDIX B.5 66

LIST OF TABLES

Table 2.1 Summary of link between of Core self-evaluations and Job satisfaction 11

Table 2.3 Variables description and supporting literature 18

Table 3.1 Source of Questionnaire 20

Table 4.1 The scale items' descriptive statistics for the independent, mediator, moderator, and dependent variable 24

Table 4.2 Result of Cronbach’s alpha value after rejection removing items 26

Table 4.3 Exploratory factor analysis (EFA) results of variables 27

Table 4 4 Pearson’s correlation matrix analysis result 29

Table 4.5 Results of Regression Analysis Examining the relationship between CSE and WEG 31

Table 4.6 Results of Regression Analysis Examining the of the Effect on JS 31

Table 4.7 Result of the hypothesis testing from the structural models 32

LIST OF FIGURES

Figure 2.1 Present study's proposed conceptual model 17

Figure 3.1 Research development process 19

Figure 4.1 A statistical diagram of proposed model 30

Figure 4.2 Final structural model 33

LIST OF ABBREVIATION

CSE Core Self-evaluations

SDF Supervisor developmental feedback

According to Global Investment Report (2021) by UNCTAD FDI in Vietnam attractiveness rating has significantly risedronate from almost nil in 1987, in 216 nations in terms of FDI attractiveness in 2000 Vietnam ranked 45th The FDI has had a crucial impact in Vietnam's economic growth in 2022, contributing to nearly 20% of the country's GDP and generating over 42% of the entire corporate sector's profit (Foreign Investment Agency, Ministry of Planning and Investment) However, due to the intense labor market rivalry, the Vietnamese workforce has also seen an increase in turnover (Barbour-Lacey and Hoang, 2014)

Job satisfaction has been hypothesized to influence other factors, including an employee's desire the to leave the organization (Porter et al., 1974) In any company, a high level of personal satisfaction is substantially related to a low level of staff leave the organization

Thus, it is crucial to gather empirical evidence to enhance employees' satisfaction with their jobs and encourage their long-term commitment, as this is vital for the success and sustainability of the company such as FDI company in Vietnam

Recently, research on the factors effect on employee job satisfaction in FDI companies

in Vietnam have include Tri, H T., (2020), Nguyen et al., (2019) have been approached in the direction of indicators of employee satisfaction such as salary, relationship in the company However, there has not been any research approaching

concept of core self-evaluations (CSE) The concept of core self-evaluations (CSE) which refers to an individual's fundamental, bottom-line evaluation Judge, Locke, et al., 1998 identified four personality traits that met the criteria for core self-evaluations (CSE): self-esteem, generalized self-efficacy, internal locus of control, and emotional stability These traits are broad in scope and carry a fundamental evaluation or judgment about oneself, making them fundamental to defining a person traits Empirical research has validated the core self-evaluation (CSE) idea and connected it

to job satisfaction (Judge, Locke, et al., 1998)

Furthermore, according to Anwar (2015), employee work engagement is crucial for any company, because any company should prioritize employee work engagement since it increases job satisfaction Orgambídez-Ramos, A., & de Almeida, H (2017) discovered on individual level significant relationship between work engagement and job satisfaction

Eva et al., (2019) shown that supervisor developmental feedback can significantly increasing proactive behavior, job engagement, and creativity can foster an environment that is conducive to continuous learning and growth Accordingly, it may

be expected that contextual factors such as supervisor developmental feedback would contribute to the organizational environment and would increase job satisfaction Thus, the role of Core self-evaluations (CSE) and job satisfaction (JS), work engagement (WEG) and supervisor developmental feedback (SDF) has important implications for FDI companies in Vietnam Understanding the roles and links of those factors can inform human practices to help FDI companies in Vietnam increase employee loyalty and create a positive work environment

1.2 Research Gap

1.2.1 Theoretical necessity

Limited research has been conducted on the link between core self-evaluations (CSE) and job satisfaction (JS) in non-Western cultures such as Vietnam Although core self-evaluations (CSE) had been proven to be a trustworthy indicator of job satisfaction (JS) (Judge, T A 1997; Gurbuz et al., 2018; Nguyen, N., and Borteyrou X., 2016)

Hofstede (2001) characterizes Vietnamese culture as high context, exhibiting high collectivism, high power distance, and medium uncertainty avoidance While, in low-context cultures, particularly Western culture, there is a strong emphasis on individualism Individuals in such cultures place value on personal initiative and self-assertion as means to achieve personal success

Hence, the study aims to explore the theoretical necessity of understanding the relationship between core self-evaluations (CSE) and job satisfaction (JS) in foreign direct investment (FDI) companies in Vietnam, where cross-culture, different leadership style

Additionally, the role of work engagement (WEG) and supervisor developmental feedback (SDF) to the link between core self-evaluations (CSE) and job satisfaction (JS) remains largely unexplored While past studies have identified these factors as having an influence on employee job satisfaction, their interaction with CSE in this context requires further investigation To address this gap, it is necessary to understand relationships between CSE, work engagement, supervisor developmental feedback, and job satisfaction among foreign direct investment (FDI) employees in Vietnam

1.2.2 Practical necessity

FDI has been crucial to Vietnam's economic growth, contributing to nearly 20% of country’s GDP and generating over 42% of the entire corporate sector's profit (Foreign Investment Agency, Ministry of Planning and Investment)

However, The Vietnamese labor force has undergone a rise in turnover due to intense labor competitiveness FDI companies in Vietnam also face several challenges, including high staff turnover rates

Hence, the link between core self-evaluations (CSE) and job satisfaction (JS) has significant consequences for FDI companies in Vietnam Individuals with high core self-evaluations (CSE) may be more likely to feel content in their job despite these challenges Understanding the relationship between CSE and job satisfaction can inform hiring practices and help FDI companies in Vietnam in retaining staff and fostering a productive workplace

1.3 Study Objective, Questions

In order to better understand how personal traits (i.e., core self-evaluations and work engagement) and contextual factors (i.e., supervisor developmental feedback) affect employee job satisfaction among employee in FDI companies in Vietnam, this research will look at all of these variables This study's theoretical contribution stems from its comprehensive methodology, which includes both personal and environmental elements

The aim of this study will be presented as follow:

1 To identify the personal traits (such as core self-evaluations and work engagement) and contextual factors (i.e., supervisor developmental feedback) that affect employees job satisfaction among employees in FDI companies in Vietnam

2 To identify relationships between those identified factors with employee job satisfaction among employees in FDI companies in Vietnam

Base on the objectives two research questions were developed as follow:

1 Does core self-evaluations (CSE) significantly on job satisfaction among employees in FDI companies in Vietnam?

2 Do the significantly of work engagement on core self-evaluations (CSE) and employee job satisfaction and differ depending through supervisor developmental feedback among employees in FDI companies in Vietnam?

1.4 Research scope

The research The Job Satisfaction of Employees at Foreign Companies - the Case of Vietnam has been limited

Place scope: The data was collected from foreign direct investment (FDI) companies

in two locations in Vietnam's northern and southern

Time scope: Data collection occurred more than two weeks of April 2023 by mailing and social media with the selection of participants from a diverse range of foreign direct investment (FDI) companies in Vietnam to guarantee data veracity and dependability

1.5 Research Methodology

Using the qualitative methodology

An online survey will conduce among employees in FDI companies in Vietnam Snowball sampling will employ to augment the population size by leveraging three primary networks in the FDI sector in Vietnam

1.5.1 Data collection method

The survey will be conducted online to acquire the essential information and statistics The survey's evaluation of these questions on 5-point Likert The secondary data collected from reports and so on will contribute to the development of background knowledge

1.5.2 Data analysis method

Data is coded, screened, and analyzed on the statistical software as below steps:

 Cronbach’s Alpha coefficient analysis

This chapter briefly introduces the background, objectives, scope, methodology, and structure of the research

• Chapter 2: Literature Review

This chapter presents a summary of the theoretical relevance in previous researches and to develop the hypotheses and proposed conceptual model for further testing Chapter 3 Research methodology

The research methodology, survey design, and proposed conceptual model are all included

Chapter 4 Research finding

This chapter presents the sample profile and analytical results

Chapter 5 Discussion and conclusion

This chapter presents the finding research is discussed, to respond to the research question, conclusions are published This chapter also contains conclusions and suggestions for additional study

CHAPTER 2 LITERATURE REVIEW

Base on both theoretical and empirical studies in the field of developmental, psychology, the researcher developed the reasoning behind this study on this part The chapter explains why the study chose the specific variables in this propose model, definitions of the major concepts, and the empirical basis for the research

While, Spector (1997) extent to which people have either positive or negative feelings regarding their employment and various elements is what is meant by job satisfaction

It reflects the degree of how much people enjoy (satisfaction) or detest (dissatisfaction) their employment Job satisfaction is usually considered to refer to a person's feelings

of contentment at work, which function as a motivator to work (Price, 2004; Brief and Weiss, 2002)

Furthermore, Chen, Sparrow and Cooper (2016) provided a broad definition of job satisfaction as a term that represents an individual's overall thinking, feelings, and attitudes towards their work They pointed out that a number of variables, such as the employee's experience, the nature of the work, other people's communications, and the individual's expectations of the role, affect job satisfaction

As a measure of job satisfaction, JS is based on situational, dispositional, or their interactions (Judge, Weiss, Kammeyer-Mueller, & Hulin, 2017)

In summary, employee job satisfaction refers to overall feelings and attitudes of a person towards their work, which are influenced by various factors such as personal

experiences, job nature, communication, and expectations

2.2 Core self-evaluations (CSE)

Following Judge, T A (1997), other personality traits, such as dispositional optimism and positive and negative affectivity, could be seen as signs of core self-evaluations Several studies have indicated that dispositional optimism and negative affectivity are connected to the core self-evaluations construct, but further research is necessary to include these extra traits with core self-evaluations Although it is possible to include other traits in the core self-evaluations construct, current research primarily

emphasizes self-esteem, locus of control, neuroticism, and generalized self-efficacy Self-esteem is the degree to which an individual values themselves and believes that they are capable of achieving their goals Locus of control relates to how much a person feels they have control over their life's occurrences Neuroticism is the extent to

which a person experiences negative emotions such as anxiety, depression, and

moodiness Generalized self-efficacy is the conviction that a person has in their ability

to succeed in a particular task or situation

According to research by Judge and Heller (2002), there is some indication that dispositional optimism and negative affectivity may serve as markers regarding the core self-evaluation concept

Kammeyer-Mueller et al., (2009) hypothesized the core self-evaluations (CSE) construct can serve as a helpful framework to comprehend the coping mechanisms of individuals with diverse personalities

People with more positive core self-evaluations (CSE) have a tendency to find the emotional demands of their work to be less demanding, making them less prone to emotional dissonance and, consequently, depersonalization (Pujol-Cols et al., 2023)

In summary, supervisor development feedback is type of feedback from supervisors provides employees with valuable behavioral information that can assist them in improving their skills and abilities

2.3 Work engagement (WEG)

Kahn, W A (1990) proposed the idea of "employee work engagement", defined work engagement described as the process of tying people to their jobs He makes the point

by citing instances in which workers consider themselves while going about their everyday tasks

As per Schaufeli and Bakker (2004) and Schaufeli et al., (2002), employee work engagement is described by high levels of dedication, vigor, and absorption - a

positive emotional state related to work Vigor pertains to abundant energy and perseverance, even in the presence of job-related hardships and challenges Dedication

is linked to profound job involvement, expressed through sentiments of significance,

eagerness, satisfaction, and inspiration Lastly, absorption takes shape when

individuals are wholly immersed in their work, losing track of time and experiencing difficulty in disengaging from their job

Bakker, Arnold (2008) provided a definition of work engagement as a favorable and contented state of wellbeing at work that is affectively and motivationally driven, with

a focus on the positive aspects of employee mental health This definition is consistent with the views of Seligman and Csikszentmihalyi (2000) and Seligman et al., (2005) People's involvement in or connection to organizations are referred to as employee work engagement (Ali, 2020) Following Ali, B J., & Anwar, G (2021) work engagement is a useful reaction of level of employees' loyalty to their workplace overall and organization

2.4 Supervisor’s developmental feedback (SDF)

According to a prior definition of feedback “a special case of the general communication process in which a sender conveys a message to a recipient that comprises information about the recipient’s behavior and/or performance” (Ilgen et al., 1979)

While Zhou, J (2003), supervisor’s developmental feedback as the level to which supervisors give their staff members useful or insightful knowledge that helps them to

grow professionally and learn on the job is referred to as supervisor developmental feedback

Supervisor’s developmental feedback refer the more feedback employees receive, the more equipped they are to assimilate expert supervisor knowledge about performance into their actions, potentially improving employee performance (Zheng et al., 2015)

In summary, supervisor development feedback is type of feedback from supervisors provides employees with valuable behavioral information that can assist them in improving their skills and abilities

2.5 Hypotheses development

2.5.1 Core self-evaluations satisfaction positively related to job satisfaction

Based on research conducted by Judge, T A (1997), core self-evaluations may have a direct or indirect impact on work satisfaction Furthermore, Judge, Locke, et al., (1998) split situation that the four traits, considered as a unified latent construct, were significantly associated with job satisfaction across three separate samples Similarly, researchers had conducted link of Core self-evaluations and Job satisfaction as below result

Table 2.1 Summary of link between of Core self-evaluations and Job satisfaction

Author

Core evaluation

self-Sample and data

Factor analysis

Significant on job

satisfaction/ job

satisfaction/jo

b performance

self-Factor analysis Job satisfaction (five items taken from the Brayfield and Rothe (1951)

Significant on job

satisfaction/ life

satisfaction/ happiness Judge et

al 2005

Core evaluations (i.e., positive self-regard)

self-(a)N= 183 university students (b)N= 251 employees

Factor analysis Job Satisfaction Scale (Brayfield and Rothe (1951))

related to job satisfaction/lif

self-evaluations (measured by

10 items) Job satisfaction (measured by

20 items)

Significance of genetic factors

in enhancing our

comprehensio

n of the associations between Core self-

evaluations, work attitudes, and health consequences

self-environment

analysis CSE was measured with the 12-item scale developed by Judge et al

(2003)

JS measure scale developed by Fouquereau

& Rioux (2002)

Significant relationship person-environment fit and job satisfaction was partially mediated by core self-evaluations

Gurbuz et

al., (2018)

Core evaluations

self-student (N = 216) field samples (N= 321)

Factor analysis Core Self-Evaluations (CSE) using

a 12-item scale developed by Judge et al

(2003)

job satisfaction using four items adapted from

Brayfield and Rothe

Significantly effect to job satisfaction, life

satisfaction, and affective commitment

analysis CSE (12-item scale of J E

Bono and T

A Judge (2003))

Job Satisfaction scale (The short version of Minnesota Weiss, Dawis

& England, 1967)

Significantly effect to job satisfaction

The literature reviewed was conducted in the West Cultural setting and background are major determinants of behavior In communication, for example, there is a contrast between so-called high-context and low-context cultures (Mujtaba and Balboa, 2009) There is less vocally detailed communication and less written/formal information in high-context cultures such as China, Vietnam, Thailand or Japan

On the Vietnam cultural context, especially in FDI company where have the cross- cultural, whether the relationship between CSE and JS is significant on how employees working in here? Thus, the study proposes that:

H1 Core self-evaluations (CSE) significantly job satisfaction (JS) among employees in

2.5.2 Work engagement positively mediates the relationship between core evaluations and job satisfaction

Why is there a work engagement positively mediates on the link between core evaluations and job satisfaction? Following Anwar and Surarchith (2015), high levels

self-of employee work engagement result in higher levels self-of job satisfaction (Anwar, 2016), hence it is crucial for any company to have engaged employees Furthermore,

individual level between job satisfaction and engagement at work

Based on research conducted of several researcher (Harter et al., 2002; Park and Gursoy, 2012) split situation that positive relate link between work engagement and desirable work- associated effects (e.g., job satisfaction, job performance, and lower intentions to quit)

Furthermore, previous studies (Crawford et al., 2010) have established a connection between work engagement and job-related attitudes (e.g., employee loyalty and job satisfaction)

Bakker and Demerouti (2007) have classified the factors influencing work engagement into two categories: situational and individual factors Individual factors refer to constructs, techniques, and circumstances that are directly applied to or by individual employees and fostering employee work engagement (Wollard & Shuck, 2011)

Regarding Anwa (2021) have classified the relationship between work engagement and job satisfaction by looking at (equal opportunities, personal influence, nature of career, development opportunity, employee recognition, work challenge, supervisor behavior, ethics and integrity, and job empowerment)

To understanding the effect of the differences on employees in Vietnam’s FDI companies, the present study proposes that:

H2 Work engagement positively mediates the relationship between core evaluations and job satisfaction among employees in FDI companies in Vietnam

self-2.5.3 Potential the role of Supervisor’s developmental feedback as a mediator variable

Job satisfaction is impacted by a number of factors such as social interactions, job analysis, employee training, needs and desires, recruitment and selection, orientation, work force, management development environment (Anwar and Qadir, 2017)

The feedback environment has been recognized as a critical aspect of organizational processes for a long time (Kluger and DeNisi, 1996) It is an essential contextual factor that organizations need to consider, as it can impact affective organizational commitment (Norris-Watts & Levy, 2004)

Following the idea of job characteristics proposed by Hackman and Oldham (1976), feedback and supportive relationships within the workplace can enhance employees' sense of impact by enabling them to comprehend the significance of their work and how they can shape their work conditions Gagné et al., (1997) found that supportive feedback is linked to autonomy-promoting behaviors and perceptions of impact at work

Furthermore, the model developed by Whitaker, Dahling, and Levy (2007) indicates that subordinates who perceive an environment supportive of feedback exhibit a greater inclination to seek feedback, experience greater clarity in their roles, and receive higher performance ratings

Levy and Williams (2004) have demonstrated that the feedback environment within an organization is a proximal variable, and an essential aspect of the wider performance management process

Recent studies have shown traditional supervisor feedback often offers evaluations on previous performance and accomplishments of employees (Ilgen et al., 1979), which may not fully meet their needs (Guo, Y et al., 2014) However, Zhou (2003) hypothesized supervisor developmental feedback (SDF) can effects positive or negative, and it is informative in nature, as more feedback employees receive, the more they can incorporate the information provided by their supervisor into their

feedback (SDF) refers to the degree to which managers provide their staff with constructive and practical knowledge that promotes learning, development, and job improvement

Eva et al., (2019) have hypothesized supervisor developmental feedback can significantly increasing job engagement, proactive behavior, and creativity can foster

an environment

In high-context cultures such as Vietnam, how do employees react to development feedback from their supervisors?

Thus, the study proposes that:

H3 Supervisor’s developmental feedback will moderate the relationship between Core self-evaluations and Job Satisfaction among employees in FDI companies in Vietnam

H4 Supervisor’s developmental feedback will moderate the relationship between Work Engagement and Job Satisfaction among employees in FDI companies in Vietnam

2.6 Conceptual model

Based on hypotheses development and the concept of each variable, the study proposed conceptual model is illustrated below

Figure 2.1 Present study's proposed conceptual model

Sources: Conceptual model developed by author

Table 2.2 Variables description and supporting literature

Job

satisfaction

Job satisfaction is the positive or negative emotions

of employees that affect employees’ behavior and beliefs

Judge, T A (1997)

Employee

engagement

Employee engagement is connecting of individual with their work, and it can be observed through specific instances where employees reflect on themselves while performing their daily tasks

Kahn, W.A (1990)

Zhou, J (2003)

CHAPTER 3 RESEARCH METHODOLOGY

3.1 Research process

Here is how this present study was conducted:

Figure 3.1 Research development process

Sources: Process developed by author

3.2 Measurements

There are 4 constructs in this research: Job satisfaction, Core Self-Evaluations, Work

Engagement, and Supervisor’s developmental feedback The major of scales were modified from relevant literature

Appendix A.3 has a presentation of code of items for survey

Table 3.1 Source of Questionnaire

3.3 Questionnaire design

Because the respondents' target audience is Vietnamese who working in FDI companies in Vietnam, the surveys are Vietnamese translations were made from original English version Before officially survey distributed, author was conducted a pilot test to obtain qualitative comments from 15 respondents and verify the comprehensibility of the translated questionnaire The questionnaire is organized into four major sections, with items mixed together and not grouped into variables to prevent respondents from inferring the study's purpose, thereby minimizing potential bias

3.4 Sample

The right number of samples, according to Hair et al (2010), is determined by multiplying the number of questions by five For this research, which employs four variables and 33 questions, a minimum of 165 samples was required Data collection occurred more than two weeks of April 2023 by mailing and social media with the selection of participants from a diverse range of foreign direct investment (FDI) companies in Vietnam to guarantee data veracity and dependability

To prevent a single-informant bias, the study carefully gathered respondents from various FDI companies in Vietnam The initial stage of data collection involved collecting samples of responders, with all responders being employees of FDI companies in Vietnam, ensuring that the results are applicable to all jobs and employees in organizations Reminder message was provided if participants didn't respond to the questionnaires two days after receiving them because of their workload Additionally, snowball sampling was employed to augment the population size by leveraging three primary networks First, using personal relationships and referrals from those FDI companies to other FDI companies in the survey area The second step was to request their help in sending the link survey to their colleagues or employees Finally, some appropriate social media groups were the last source of data, with the survey link being posted and the study being introduced Additional personal information (i.e., gender, age, and working time with an organization) were collected

to better understand the characteristics and attributes of the respondents

3.5 Data analysis approach

Collected data used statistical software called SPSS version 29.0 (free trial) and the

“PROCESS” version v4.2_beta tool for the SPSS program, as recommended by Hayes (IBM, New York, US), to analyze the moderating effect of work engagement on the link between core self-evaluations and job satisfaction Furthermore, the study employs this method to investigate the mediating impact of supervisor developmental feedback on the relationship between core self-evaluations and job satisfaction This method is preferred due to its ability to estimate complex models with multiple factors and it can deal with non-normal distribution data

The data analysis process comprises four steps as follows:

The conducting of measurement tests to check the reliability and validity of survey instruments; The testing for moderating effects using the “PROCESS” tool to assess work engagement on the link between core self-evaluations and job satisfaction The next to examining the role supervisors developmental feedback such as mediating effect on the link between core self-evaluations, work engagement and job satisfaction The final step is analyzing the data analysis results

CHAPTER 4 DATA ANALYSIS

4.1 Sample profile

The data was collected via mailing and social media over the course of more than two weeks in April 2023 To ensure data reliability and validity, this study carefully selected respondents and invited participants from a diverse range of FDI in Vietnam Because a single-informant bias can lead to serious problems, this study went to great lengths to avoid having a biased database by gathering the right respondents from various FDI companies in Vietnam

After more than two weeks of data collecting, the study received 282 responses, listwise deletion, and missing data reduced the final sample size to 237

The number of appropriate samples, according to (Hair et al., 2010), is determined by multiplying the number of questions by five To conduct this survey, the study employed 33 questions and four variables As a result, at least 33 x 5 = 165 samples are required

Following Appendix B.1 of the data file contains survey characteristics In particular,

men made up 67.2% of those polled, while women made up just approximately 31.9% This is consistent with sectors of the survey in which the field of participants, the most popular is the manufacturing field accounting for 35.2%, next is the electricity, gas, heat, and water supply industry with 28.4%

Age: The most significant of age group is between 26 - 30 years old (30.7%, or 73

replies) in 237 respondents Meanwhile, the second age group is between 31 -35 years old, who received 26.5% of the replies (63 responses) The next is 18 - 25 years old and received 25.2% of replies (60 responses), while above 41 years old just below 5%

of replies (11 responses)

Job status: The 237 respondents were the most significant general employee (76.1%

or 181 responses) Meanwhile, middle managers (e.g., Head of department) make up the second-largest group, with 29 responses (or 12.2%) The First-line manager (e.g., team leader) responses with 25 responses (or 10.5%)

Education: The 237 respondents the most significant College/ Technical School (51%

or 121 responses) The second-largest group is Undergraduate with 41.7% (or 99 responses) The next group is Master with 4.2% (or 10 responses) The following group is High School or less (2.1%, or 5 replies) and Graduate/PhD (0.8%, or 02 replies)

4.2 Data analysis

4.2.1 Descriptive Analysis

4.2.1.1 Descriptive analysis

Table 4.1 The scale items' descriptive statistics for the independent, mediator,

moderator, and dependent variable

In various research studies, the reliability of the measuring instruments is crucial in ensuring accurate results The test of Cronbach’s Alpha was used conducted to check the reliability of all variables to evaluate the reliability of the scale and eliminate any measuring items that are not reliable in this study

According to Nunnally, J (1994), if a measurement variable has a total correlation coefficient of 0.3, then it fits the conditions

Besides, Cronbach's Alpha coefficient value such as following levels:

- 0.8 x 01: Excellent

- 0.7 x <0.8: Good

- 0.6 x < 0.7: Qualifying

Following Appendix B2 Cronbach’s alpha summary, 01 observed item in the CSE

variable scale, namely C-LS3, and 01 observed item namely JS3 of JS variable required the rejection because the Corrected Item-Total Correlation coefficient is less than 0.3 Furthermore, Cronbach's Alpha if Item is Deleted indicates that removing these factors will result in a result greater than Cronbach's Alpha coefficient

Table 4.2 Result of Cronbach’s alpha value after rejection removing items

Variables Code Number of

observed items

Cronbach’s Alpha Value

Before rejection removing

After rejection removing

The Kaiser-Meyer-Olkin (KMO) coefficient test, Bartlett's test, Eigenvalue, and Total Variance are all examples of statistical tests Other significant conclusions that must be examined in addition to the results of factor loading coefficients are explained

Following Hair et al (2010), with a sample size of 156 is acceptable when the factor loading is more than 0.5 as the condition of exploratory factor analysis (EFA)

After reviewing the reliability test and confirming the validity in EFA with the

result summary in bellow Table 6 all KMO Measure of sampling Adequacy’s

value of observer variables in condition between 0.5 to 1 Besides, the Sig value

is 000 <.05 Additionally, the measuring items were able to account above the 50% of total variance described in the data

Table 4.3 Exploratory factor analysis (EFA) results of variables

4.2.3 Pearson’s correlation analysis

Bivariate correlation using Pearson’s correlation coefficients was conducted to explain the linear link between paths Specifically, this analysis’s purpose was to test the close linear correlation between Core Self-Evaluations (CSE), Work Engagement (WEG), Supervisor Developmental Feedback (SDF), and Job Satisfaction (JS)

Table 4 4 Pearson’s correlation matrix analysis result