This career commitment of employees in viettel post joint stock company

PROGRAM RESEARCH PROJECT BMBR5103 THIS CAREER COMMITMENT OF EMPLOYEES IN VIETTEL POST JOINT STOCK COMPANY ADVISOR’S NAME & TITLE :DR... Keywords: career commitment, goal and process c

PROGRAM

RESEARCH PROJECT (BMBR5103)

THIS CAREER COMMITMENT OF EMPLOYEES IN VIETTEL POST JOINT STOCK COMPANY

ADVISOR’S NAME & TITLE :DR NGUYEN THE KHAI

Ho Chi Minh City, August 2015

ADVISOR’S ASSESSMENT

Advisor’s signature

Nguyen The Khai, DBA

ACKNOWLEDGEMENTS

In fact there is no success without associated with the upport, although more or less help, whether directly or indirectly by the other During the time from the start to join the science MBA of OUM to date, I have received a lot of attention, help Teachers, family and friends With deepest gratitude, I'm sending you to the teachers in the HUTECH International Training Institute has along with his enthusiasm and knowledge to convey precious knowledge for us during his time studying at the school And specifically, in this semester, the Institute has organized for us to have access to very useful courses and full of science That is the course

"Business research Methods" I sincerely thank DBA Nguyen The Khai has guided

us through each class on the class as well as the talk, discuss scientific research field If no specific instructions, taught by the master, then I think the assignment to

me very hard to complete Again, I sincerely thank maste The assignment is performed in approximately 3 weeks Initially go into practice, learn about the field

of scientific research, the knowledge to us are limited Therefore, the inevitable shortcomings is for sure, I'm looking forward to getting the valuable opinions of Teachers and classmates to my knowledge in this field are more perfectly

TABLE OF CONTENTS

LIST OF TABLE 6

ABSTRACT 7

CHAPTER I: INTRODUCTION 8

1.1 Profile company 8

1.2 Business lines 8

1.3 The process of formation and development 9

1.4 Organization model and Human 10

1.5 Board, supervisory board 10

1.6 Company’s board of directors 10

1.7 Departments 10

1.8 Functions 11

1.9 Mission 11

1.1 0 Problems 11

CHAPTER II: LITERATURE REVIEW 13

2.1 Career commitment 13

2.2 Supervisor support 14

2.3 Goal and process clarity 16

2.4 Work control 17

2.5 Value attainment 18

CHAPTER III: RESEARCH MODEL AND HYPOTHESES 21

3.1 Research model 21

3.2 Constructs 22

3.3.Research Hypotheses: 22

3.4 Instruments 23

3.5 Research Participants 24

CHAPTER IV: RESEARCH FINDINGS AND ANALYSIS 26

4.1 Reliability Statistics 26

TABLE 1: CRONBACH'S ALPHA- INTERNAL CONSISTENCY 26

4.2 Reliability Statistics 26

TABLE 2: CRONBACH'S ALPHA OF CONSTRUCT CAREER

COMMITMENT 27

TABLE 3: CRONBACH'S ALPHA OF CONSTRUCT SUPERVISOR

SUPPORT 27

TABLE 5: CRONBACH'S ALPHA OF CONSTRUCT WORK CONTROL 27

TABLE 6: CRONBACH'S ALPHA OF CONSTRUCT VALUE ATTAINMENT 28

4.3.Descriptive Statistics 28

TABLE 7: DESCRIPTIVE STATISTICS 28

4.4 Correlations Among Variables 29

TABLE 8: CORRELATIONS AMONG VARIABLES 30

TABLE 9: MULTIPLE REGRESSION OF HYPOTHESIS 31

CHAPTER V: DISCUSSION AND RECOMMENDATIONS 32

5.1 Discussion 32

5.2 Significance of research 32

5.3 Limitation of the study 32

5.4 Conclusions 33

REFERENCE 33

APPENDIX 1: SURVEY QUESTIONNAIRE 52

CAREER COMMMITMENT IN WORKPLACE QUESTIONNAIRE 52

1.CAREER COMMITMENT: 52

2.GOAL AND PROCESS CLARITY: 53

APPENDIX 2: PRESENTATION OF BUSINESS RESEARCH METHODS 59

LIST OF TABLE

TABLE 1: CRONBACH'S ALPHA- INTERNAL CONSISTENCY 26

TABLE 2: CRONBACH'S ALPHA OF CONSTRUCT CAREER

COMMITMENT 27

TABLE 3: CRONBACH'S ALPHA OF CONSTRUCT SUPERVISOR

SUPPORT 27

TABLE 5: CRONBACH'S ALPHA OF CONSTRUCT WORK CONTROL 27

TABLE 6: CRONBACH'S ALPHA OF CONSTRUCT VALUE ATTAINMENT 28

TABLE 7: DESCRIPTIVE STATISTICS 28

TABLE 8: CORRELATIONS AMONG VARIABLES 30

TABLE 9: MULTIPLE REGRESSION OF HYPOTHESIS 31

Keywords: career commitment, goal and process clarity, supervisor support, work

control, value attainment

CHAPTER I: INTRODUCTION

1.1 Profile company

Company Name: POSTAL CORPORATION VIETTEL

Business name: VIETTEL POST JOINTSTOKCOMPANY

The name is written off: VIETTEL POST., JSC

Transaction office: 58 Truc Khe - Lang Ha - Dong Da District – Hanoi

Phone: 04 62660306 Fax: 522 490 069

1.2 Business lines

Post corperation to participate in business

Courier services, business postcards, parcels of goods

Dealer business services press release

Commercial services on the postal network, e-commerce

Business Telecom Services: sale of telecommunications equipment last head., telecommunications cards, cell phones, Internet card

Office rental

Provide advertising services on the package courier company

Maintenance and repair of cars and other motor vehicles

Sale of spare parts and auxiliary parts on other motor vehicles

Insurance agents

Transportation services in international transport by road, waterway

Dealer business card types

Import and export trading company goods

Production of paper and cardboard products

Print, print-related services

Logistic services (includes: service unloading stock, warehousing and storing row, customs services, making loading and unloading plan, reception, storage and management of information related to transportation and storage cart throughout the Logistic chain; cargo handling activities were customer returns, inventory, stock

expired, error distribution and re-fad that; container hire and leasing activities and other support services related to transport) (follow the law logistic specialist)

Fiduciary services to import and export goods (follow legal specialization on import-export trade)

Cargo transportation by specialized and non automotive model professional under contract

Passenger transportation by taxi, by car within federal

Supporting services for road transport, inland waterways, coastal and ocean

Organize introduction and promotion

Purchasing agent, dealer, dealership commercials

Wholesale of computers, peripherals, software in the cac store specializing

Telecommunications equipment retail in stores specializing

Wholesale, retail sale books newspapers magazines, stationery store specializing

Record retail audio, images (including tape, blank disc) in stores specializing

On-demand retail ordering by mail or the internet

The postal service

Ad delivery services market research and exploration project reviews (does not include investigative services and state information is prohibited)

Repair of computers and peripheral equipment

Bark repair machinery, equipment (including company goods trading) to repair communications equipment

1.3 The process of formation and development

On 1 July 1997 the official postal center services PHBC here is truly a memorable milestone of the postal Center in telecommunication electronic company Army (now the postal company Viettel)

In May 2005 the postal center was developed into the postal company Viettel Telecom Corporation in the military-Defense Ministry decision No 2492/QD-TCTVTQĐ on 17/5/2005

As of January 2006 the postal company's independent accounting

On January 14, 2009 Ministry of defence decision No 123/QD-BQP approving conversion postal company Viettel Corporation to new models of postal company, Viettel

On 18/06/2009-State firms post members 1 Viettel shareholders established the postal company, Viettel

1.4 Organization model and Human

Organizational structure the postal company, Viettel are divided according to specific management level 4 as follows:

Level 1: Management Board

Management level 2: Board Of Directors

Management level 3: functional departments, branch company

Level 4: management of The Board, of the production team, postal 2 level directly under the functional departments, affiliated (directly under the management of level 3)

1.5 Board, supervisory board

Comrade: Duong Van Tinh-Chairman of the Board

Comrade: Luong Ngoc Hai-member of the Board

Comrade: Pho Duc Hung - member of the Board

Comrade: Luu Trung Thai - member of the Board

Comrade: Tran Van Phuc - member of the Board

1.6 Company’s board of directors

Comrade: Nguyen Duy Tuan General Director of the company

Comrade: Pho Đuc Hung Deputy General Director

Comrade: Hoang Quoc Anh Deputy General Director

Comrade: Nguyen Dac Luan Deputy General Director

1.7 Departments

The labor organization room

Finance and accounting

Business strategy Dept

Sales Office

Customer care unit

Planning and investing

Business training

News room

Corporate Office

Internal control room

Backbone Center consists of 4 parts: KV1 KV2 KV3 KV4,,,

The system branches, post offices spread all over 63 provinces and cities across the country and the branch 01 Combodia

1.8 Functions

Organize production and business activities, including mining, transceivers, connected BPBK, journalism, development of telecommunications services, the services of the company; manage output, revenues, public debt, service quality , Advised the Board Of Directors of the enterprise

1.9 Mission

Business organizations, the development of postal courier service parcel, press release, etc

Business Telecom services and other value-added services …

Management, customer care, the development of new customers

Sales Manager, public debt, costs

The proposal, building, staff development

Managing service quality

1.1 0 Problems

Viettel is the company has a large number of employees, in the process of building systems, construction of the standard kpi, to serve the rapidly growing needs and become the great company The need to consider the following elements to the process and goal clarity, supervisor support, work control, value attainment To meet this demand requires that the system needs, the model must change in a timely

manner, the necessary policy, one of the crucial part that is human To understand system status, policies, is appropriate and meets the reality doesn't We conducted the study perceived by workers against the company, thank you design career, professional design and orange teams with the profession, with the work in the Viettel post

In summary we study to the goal and process clarity, supervisor support, work control, value attainment to measure employee’s career commitment

CHAPTER II: LITERATURE REVIEW

2.1 Career commitment

Introduction

The career commitment could be considered of an attitude for career or vocation, where career commitment regarding the development of your personal career goals and an identification with and involvement in the goals, so that a person is willing

to exert the effort to assist in their career , congruent with the values (Blau 1985:278; Goulet and Singh 2002:75; Kalleberg and Berg 1987:159; Porter, Steers and Mowday Boulian, 1974:604) This article intends to provide a review of the literature and empirical studies that focus on career commitment to the line The paper will begin with a brief introduction to the area of literature, leading into a discussion focused more on career commitment and that the commitment to drive in Orange This study provided two important goals First of all, it provides a summary

of the modern research in the area, and secondly it identified a list of lines that can assist researchers and practitioners in the better management of the career commitment of workers

CareerCommitment

This category of commitment include: career commitment and professional commitment While each of these areas has a number of small differences most researchers consider them to be quite similar, and each of them can be used to coin the entire directory, and therefore are interchangeable (Mueller, Wallace et al 1992; Meyer, Allen et al 1993; Wallace 1993; Snape and Redman, 2003) There is, however, important arguments for the use of the career commitment of professional commitments in position (Aryee and Tan 1992; Mueller, Wallace et al 1992; Morrow, 1993; Wallace 1993; Blau and Lunz in 1998; Snape and Redman, 2003), for many reasons Latest at the right of that is a fact from professional can seem to exclude many types of work His career is so non-specific career In addition, Morrow (1993:47-48) explained that the pattern of job changes, and workers now is more focus on his career instead of a job or career She also found that research on

the industry vis-à-vis the profession is much more cohesive, reliable and valid (Blau and Lunz in 1998:264; Morrow 1993:48) Commitment of a career is an important value for many reasons (Colarelli and Bishop 1990:158-159) His career takes time

to develop; they are a separate but related position accumulate over time through their career progression Only through career development strategy is a staff can develop and hone professional skills and higher level The career commitment also provides the durability needed to foster professional relationships and business network The career commitment can also lead to a potential for greater income and high self-esteem (Kalbers and Fogarty 1995:68) Finally, the business world is no longer a discrete gathering and safe location Today the work climate is dynamic and permanently changed: "committed to a career in internal identified could become an important source of meaning and continuous career when became more fluid security organization and less likely to secure employment" (Colarelli and Bishop 1990:159) Different foci of commitment was discussed in this section The foci are not mutually exclusive People can have many committed (Meyer, Allen et

al 1993:546; Swailes 2002:156-157; Scarpello and Vandenberg 1994:544), for example for their careers and their organizations-as discussed above Other commitments, outside the Organization, can also be a priority The next section will review the career commitment line

2.2 Supervisor support

Supervisor support interest in employee career goals, give credit for the work well done, and help employees develop relevant job skills and competencies A monitor like this can make all the difference in the staff each day of work experience

Powerful monitoring support to improve the quality of jobs and is associated with the increase in satisfaction, perception of a better fi between the staff and the

Organization, and reduce turnover

A meaningful connection exists between the perception monitoring support staff (PSS) and the awareness of employees of support organizations (POS), General 2 control is the agent of the organization As such, they are responsible for monitoring

the performance of their subordinates, conduct periodic reviews of the work of their subordinates, and give feedback to improve their subordinate contribution and commitment to the organization So, it is natural for employees to explain their interactions with their supervisor as indicators of the Organization's judgment of their promise to work and career

Evidence suggests that supervisor support can reduce the level of work/family conflict that experienced staff and the consequences of such a conflct Studies show that employees who have high demands of work and family responsibilities and those also support supervision tend to experience greater job satisfaction, stronger work commitment, loyalty to the Organization, and a better balance between work and family life Active monitoring as well as effective intermediaries "main implementers of the work and family policies of different organizations." For highlights of the work/family issues among employees at the time today, has a supportive supervisor is a characteristic of the family friendly workplace efficienc

 In this framework, we present fidings about supervisor support was drawn from the data that we collect from the staff working in seven 8.784 countries: Brazil, China, India, Japan, Netherlands, United Kingdom and United States

We evaluate:

 Difference in perception of employee monitoring supports the main

 Sociodemographic indicators related to the variation in employee perceptions

 Support monitoring the relationship between the presence of a supervisor support and the level of satisfaction with work/family balance that staff report

 Consistent with previous studies, we find that there is a signifiant monitoring support, the positive impact on balance of work/family of employees

 However, the relationship between supervisor support and satisfaction with the work/family balance differ according to gender At every level of supervisor support (low, medium and high), men who reported high satisfaction (and relatively lower levels of dissatisfaction) with work/family balance than women did This gap

in the satisfaction of men and women with work/family balance is the most extensive among workers with a high level of awareness of monitoring support It would be interesting to investigate the reasons why men tend to be more satisfid than women with a balance between their work and family life, regardless of the level of support they feel from their supervisors, and the reason why the divergence

in satisfaction with the balance of work/family is the largest among men and women who feel a high level of supervisor supportive

 Although awareness of monitoring help increase the level of satisfaction with the balance of work/family beginnings staff reports, they do not seem to affect between career and end his career employees in a similar way (positive)

2.3 Goal and process clarity

To goal and process clarity we perform research and reviews as follows: this study was designed to evaluate three questions

The first question is, do the proces and goal clarity accounted for the two distinct but interrelated building? Well, the evidence strongly supports this concept An analysis of factors confirm that shows a two-factor solution fits the data significantly better than a solution a factor All the available evidence using measurement data type supports the validity of the two structures discriminant The only approach, and will provide the support more convincing of the two-factor model will be a multitrait-multimethod analysis Future measurement studies should try to confirm these measures with alternative methods to assess the equivalent structure These results support the contention (Jackson & Schuler, 1985; VanSell et al., 1981) that many of the structures of the ambiguous role should be investigated The second question related to a theoretical model of the target's Association and the building goal and process clarity constructs with antecedents and consequences Despite the strong confirmation for an explanation of causes can be obtained only through longitudinal methods or testing, the analysis confirmed that reasonable provision to a priori a theoretical model is at least suggestive of the causal interpretation A theoretical model was launched based on a substantial literature on

the role ambiguity and contradiction Process clarity said to be both directly related

to job satisfaction and indirectly related through its impact on clear objectives In this form of hospital staff semi-skilled, only indirectly linked to appear to hold Many of the tasks performed by the employee are routine, and much work is standardized by the policy In General, the subjects scored higher on the scope of processes clearly It-can the direct Association of process clarity with satisfaction can hold in the form of professional workers, which is not likely to be less sure of how to perform job duties

The third question addresses the possibility that the moderators of associations between the role of construction and their consequences Three moderators were investigated: employment tenure, need for clarity, and classification Each moderator is expected to affect the link between role ambiguity and satisfaction -Analysis shows no significant difference in the path links the process and goal clarity objectives to their consequences In addition, the path from the process and goals clarity lack a significant direct effect of the process is clear about the satisfaction is consistent on the subsamples The nurses don't subsample may be analyzed because of its small size and the result is the difficulty in estimating the measurement model With larger samples of professional-level staff, who coordinated the job level can effect

implies that the staff involved, and therefore have an effect on the decision of the upper level that affect their work (Frese et al., 1996; Spector, 1986)

Control at work To control at work, we use Frese et al (1996) the four-item scale Respondents were asked to indicate how much they usually experienced drivers at work We add two more fully capture the breadth of the control in the workplace The first of two entries ("you have flexibility in choosing when you perform your job respon-sibilities?") was added to match the scale of the control that influence taken during work activities (e.g., Dwyer & Ganster, 1991; Jackson et al., 1993) The second ("how much control you have in your selection/target responsibili-ties

at work?") was added to better capture the impact of employees on the job goals and accountability, which is consistent with the control measures in the workplace (e.g., Dwyer & Ganster , 1991)

2.5 Value attainment

When we think about our values, we think about what is important to us in our lives (for example, security, independence, success, wisdom, kindness, fun) Each of us has many values with different levels of importance A particular value can be very important to a person, but not important The consensus about the way most useful

to the concept of basic values has emerged gradually since the 1950s We can summarize the main features of the concept of fundamental values implicit in the writings of many theorists and researchers are as follows

 The value is the belief But their belief is inextricably tied to emotion, not the goal, the idea of conditioning

 Values is a construction of motivating They point to the desired targets people strive to achieve Values pass specific actions and situations They are abstract goals The abstract nature of values to distinguish them from the standard concept and attitude, which often refers to specific actions, objects or situations

 Values guide choices or reviews of actions, policies, people, and events That

is, a value that serves as the standard or standards

 Values are required by the importance relative to each other The artificial values into a system of priority feature them as individuals Ofvalues hierarchy this feature also distinguishes them from the norms and attitudes

The theory of value determine value as desired, trans situations aim, change in importance, which serve as guiding principles in the life of the people In the above characteristics are common to all values The important aspect is that the distinction between the values is kind of motivating the target they present To coordinate with others in pursuit of goals that are important to them, groups and individuals representing the required cognitively (language) as the specific values they communicate Ten distinct motivationally, broad and fundamental values are derived from the three universal human requirement: the needs of the individual as the biological organisms, requisites of coordinating social interactions, and survival needs and welfare of the groups

The ten basic value aims to include all core value recognized in cultures around the world The value of 10 includes the different types of content found in the theory of the previous value, the value in question from different cultures, and in the discussion of religion and philosophy of the value It can classify almost all items found in list of specific values from other cultures, into one of the basic values motivationally different ten

Schwartz [Schwartz, 1992, 2005a] details from France of ten basic values For example, a suitable value comes from the prerequisite of interaction and group survival For interaction to proceed smoothly and for the group to maintain themselves, individuals must restrain impulses and inhibiting the action can hurt other people A self driven value derived from organismic to master and needs from the requirements of autonomy and independence

Each of the ten basic values can be characterized by describing the goals motivating Center:

1 Self direction Independence of thought and action; choose, create, explore

2 The stimulation The excitement, novelty and challenge in life

3 Hedonism Fun and sensuous satisfaction for yourself

4 Achievement Personal success through the proven capacity of social standards

5 The power Social status and prestige, control or dominance over the people and resources

6 Security , In harmony, and the stability of society, relationships, and of ourselves

7 The fit Limitations of actions, and trends likely to upset or harm to others and violate social norms or expectations

8 Traditional Respect, commitment and acceptance of customs and the idea that cultural or religious traditions offer self

9 Benevolence Preserving and enhancing the welfare of the people with whom one

is regular personal contact (' people ')

10 Universalism The understanding, appreciation, tolerance, and protection for the well-being of all people and for nature Any set of values orientation in full including the motivating goals can not be tested explicitly However, some evidence

is consistent with that of the ten basic values Local researchers in 18 countries in the survey value of importance in their culture that they think may be missing They were assigned to the a priori value of existing basic goals motivating them was expected to receive The analysis includes all the items of value reveals that these items correlate as expected with the core, marked items from the basic values to which they were assigned They determined no additional basic value

CHAPTER III: RESEARCH MODEL AND HYPOTHESES

Research on the model with the main goal is to check the goal and process clarity, supervisor support, the control work, value attainment and career commitment of Viettel Post Research methods, research models, research data collection, research data processing, research analysis of data to help us better understand level career commitment of Viettel post

Hypothesis 1: goal and process clarity is positively related to career commitment

To employee love their job, we need to have gool and process clarity, employee know what do they do? With Viettel post have employees and industries, all manage dependent process clarity and with wolume revenue need goal clarity

Hypothesis 2: supervisor support is positively related to career commitment

The support of the people is very important to control the operation of the system with, especially systems of Viettel post Viettel post maximum modelled system happy state enterprises should focus on people power to command, so the commander must be dynamic and support employees in good operating system When workers who support the good of the people, it will help them complete tasks, creating large, help them love career more

Hypothesis 3: work control is positively related to career commintment

The working environment in the post is great and New competitive should Hill asked the employees to be very high job control, to control the good work the employees to be creative and proactive high, leading to you achieving your goals and complete the tasks Had Starhub 8 core values in veins that help workers love the company, love and career commitment

Hypothesis 4: value attainment is positively related career commitment

The value of achieving a clear disclosure policy and help create the motivation to compete and to strive high Had StarHub in the value network leave for workers that outside there for example the work environment hard to help promote professional workers, was credited with bringing value ethnic, humane task, created for the workers counted very high professional commitment

3.4 Instruments

The total number of questions is 47 and broad deployment all 3 regions of Viettel post The design was based on the question: 5 Career commitment, goal and process clarity, supervisor support, work control, value attainment

Career commitment: the total number of questionnaires to be used is 7, the

questionnaires are designed to measure computer professional commitment, measured attitude to work, computer love, career motivation, career development and professional commitment in the work Reposonse are obtained using a 5-piont likert-type scale where 1= strongly agree, 3=unsure, and 5=strongly disagree

Goal and process clarity: total questions used are 10, questions are divided in two

section design Goal clarity: the question is designed to measure the extent to which the objectives clearly Viettel post Process clarity: the question is designed to measure the level of a clear understanding of the process of work of the Viettel post launched Reposonse are obtained using a 6-piont likert-type scale where 1= very uncertain and 6=certain Respondents are asked to indicate the degree of certainty about each of following items

Supervisor support: t ng s c u h i c s d ng l 9, c u h i c thi t o

m c h tr c a c c v tr supervisor v nh gi m c nh h ng n ng i lao ng m c n o Reposonse are obtained using a 5-piont likert-type scale where 5= strongly disagree, 4=disagree to some extent, 3=uncertain, 2= agree to some extent, and 1=strongly agree

Work control: total questions used is 7, the question was assessing the ability to

control and understanding of the work of employees in Viettel post Instructions and items: below are listed number of statements which could be used to describe a job Please read each statement carefully and indicate the extent to wich each is an accurate or an inaccurate description of your job by writing a number in front of each statement The reposonse options are 1=very little, 2=little, 3=a moderate amount, 4= much, and 5=very much

Value attainment: the total number of questions used are 14, questions are divided

in two section design Terminal valuates: reviews of the level of the average completion that workers must reach, at the level of hard or medium level Instrumental valuates: reviews in the challenge levels at any rate, have the ability to achieve or illusions Evaluate the satisfaction of employees about the policy when the gain value For likert – type measure of attainment of terminal values, reposonse are obtained using a 7-piont likert-type scale where 1= least important Responses may also be obtained by requsting respondents to rank the values in order of importance (brief, Dukerich, & Doran, 1991)

3.5 Research Participants

Participants answered questions that included 3 regions of company Viettel post, deployment time within 1 month from 03/06/2015 to 30, 2015, the questionnaire was sent by e-mail and have setup feedback mode automatically from the workers The information collected is only used to analyze

3.6.Procedure for Data Collection and Analyze

Questions sent by e-mail to each person and get automatic feedback via e-mail is received, the number of outgoing e-mail 615 wage received feedback from 514

dynamic has viewed for e-mail, about 111 e-mail view or faulty e-mail not received and the number of questions be answered in full 309

In this study, questionnaire has a lot of questions (items) So, first of all use the factor analysis to delete bad items that aren't good discriminators, and separates the items into groups (elements)

 Cronbach's alpha was used to test the reliability of the measurement scale (hair et al., 1998)

 Cronbach's coefficient was used to get the inter entry consistency reliability (Walsh, 1995)

 By using the methods of descriptive statistics to find the means, standard deviations of all the independent and dependent variables

 Using Bivariate correlation analysis method to find the Pearson's r correlation coefficient and correlation of all the independent and dependent variables

 To test the hypothesis, multiple regression analysis is used to find out how the impact of the goal and process clarity, support supervisor, work control, value attainmnet, Viettel's commitment to career articles

The SPSS software was utilized to analyze the data

CHAPTER IV: RESEARCH FINDINGS AND ANALYSIS

4.1 Reliability Statistics

To assess reliability, the Cronbach alpha author's use Cronbach alpha reliability of all variables is 0.8 which shows that the scale has good reliability to conduct further research Statistical summary of the survey are presented in the table below Cronbach Alpha is a measure of internal consistency, that is, how closely related some items as a group It is considered a reliable measure of scale A value of

"high" for alpha does not imply that these measures are unidimensional If, in addition to measuring the internal consistency, you want to provide evidence that the scale in question is unidimensional, additional analysis may be performed Factor analysis is a method discovered check dimensions Technically, Cronbach alpha was not a statistical test - a reliability coefficient (best)

Table 1: Cronbach's Alpha- Internal consistency

Cronbach’s alpha Internal consistency

0.7 ≤ α < 0.8 Acceptable 0.6 ≤ α < 0.7 Questionable

Table 2: Cronbach's Alpha of Construct c areer commitment

From the analysis of table 2, using the alpha Cronbach's of career commitment reached 0.883 concluding this item have good reliability in research

Table 3: Cronbach's Alpha of Construct supervisor support.

From the analysis of table 3, use the alpha Cronbach's of supervisor support reached 0.887 concluding this item have good reliability in research

c.Construct-goal and process clarity

Reliability Statistics

Cronbach's

Alpha

N of Items

Table 4: Cronbach's Alpha of Construct goal and process clarity

From the analysis of table 4, the use of the variable alpha Cronbach's goal and process clarity reaches 0.899 concluding this item have good reliability in research

Table 5: Cronbach's Alpha of Construct work control.

From the analysis of table 5, using the alpha Cronbach's of work control reached 0.850 concluding this item have good reliability in research

Table 6: Cronbach's Alpha of Construct value attainment.

From the analysis of table 6, use the alpha Cronbach's of value attainment reached 0.866 concluding this item have good reliability in research

Table 7: Descriptive Statistics

CC: mean = 3.7 >3.0 Employees of Viettel post good career commitment

SS: mean = 3.59 > 3.0 Supervisor of Viettel post support good

GPC: mean = 3.78 > 3.0 Goal and process of Viettel post was clarity

WC: mean =3.68 > 3.0 Work control of workers reaching a good level of Viettel post

VA: mean = 3.64 > 3.0 Value attainment was good rating

4.4 Correlations Among Variables

To achieve the objective correlation and regression analysis of SPSS has been made, in order to determine whether there is a significant relationship between the variables The model proposed by Davies (1971) is used to describe the relationship between the variables, as shown below:

- 0.7 and above – high correlation

CC 1.000 751** 697** 734** 533**

SS 751** 1.000 738** 779** 555** GPC 697** 738** 1.000 830** 638**