Research about career commitment of hung vuong corporation

ABSTRACT The thesis "Research about career commitment in Hung Vuong Corporation" analyzes the factors influencing the perceived value factor, and the impact of this factor on employee en

RESEARCH PROJECT

(BMBR5103)

RESEARCH ABOUT CAREER COMMITMENT IN HUNG VUONG CORPORATION

ADVISOR’S ASSESSMENT

DBA NGUYEN THE KHAI

PROTESTATION

I assure you my thesis “research about career commitment in Hung Vuong corporation” on the true, if something goes wrong I would be responsible fully All of datas and results of the thesis are true without published in another thesis

All sources of data used in this thesis are cited and originated

This thesis has never been submitted to receive any degree at other universities

or training institutions

Ho Chi Minh city, 01st Mar 2017

Student

Le Giang Hoang Vu

RESPECTATION

After studying and researching, I have completed the topic of "feeling the value and bonding staff of auditing companies in Ho Chi Minh City" During the implementation, I have received the guidance and enthusiastic support from

teachers, friends, relatives I sincerely thank you deeply to:

- The teachers of the Open University of Ho Chi Minh City have conveyed to

me the basic knowledge for this thesis

- Thank you to my scientific instructor - Dr Nguyen The Khai has guided me

to complete the thesis

- Thank you to my friends and colleagues in the auditing companies who helped me in the data collection process for this dissertation

- I thank my family, friends and friends for giving me sincere advice and supporting

me in the process of doing my research

Ho Chi Minh city, 1st Mar 2017

Student

Le Giang Hoang Vu

ABSTRACT

The thesis "Research about career commitment in Hung Vuong Corporation" analyzes the factors influencing the perceived value factor, and the impact of this factor on employee engagement From results we will have recommendations were made to improve the level of career commitment at Hung Vuong Corporation The research was conducted in two phases: preliminary research and formal research Preliminary research is done through qualitative method Group discussion techniques used in this study to help identify issues related to the research topic are important bases for the research model The official study was conducted by quantitative method: interviews with staff working at Hung Vuong Company - a convenient sampling site with a valid sample size of 257, Cross-sectional analysis

of descriptive statistics and multivariate linear regression analysis The research has contributed to the introduction, incorporation of measurement, analysis and verification of factors affecting the value of the employee's commitment to careers, and the coherence of employees under the conditions of Hung Vuong Value sensing scale is 5 components with 40 variables of observation Research has also tested the statistically significant and influential effects of the five factors: (1) Developmental Experiences, (2) Procedural Justice In Performance Appraisal, (3) Perceived Person-Organization Fit, (4) Value Attainment and evaluation of work performance to feel the value of Career Commitment staff The study also found differences in cohesion between groups: company type, employee rank, seniority, age, employee income

Research has also made a measurement of the impact of value perception on employee engagement Based on the results of the survey, research has made specific recommendations for increasing the perceived value of employees and promoting employee engagement

Contents

ADVISOR’S ASSESSMENT i

PROTESTATION ii

RESPECTATION iii

ABSTRACT iv

LIST OF CHART AND PICTURE AND TABLE vii

CHAPTER I: OVERVIEW 1

1.1) REASON OF RESEARCH 1

1.2) PURPOSE TO MAKING RESEARCH 3

1.3) TARGET OF RESEARCH 3

1.4) METHOD OF RESEARCH 3

1.5) BENEFITS OF RESEARCH 4

1.6) STRUCTURE OF THESIS 4

CHAPTER II: RATIONALE 5

2.1) CAREER COMMITMENT 5

2.1.1) Concept 5

2.1.2) Another research outside of Vietnam 6

2.1.3) Research in Vietnam 7

CHAPTER III: MODEL AND PROCESS OF METHODOLOGY 9

3.1) Recommend model 9

3.1.1) Developmental Experiences (Wayne, Shore, and Liden 1997) 9

3.1.2) Procedural Justice in Performance Appraisal 11

3.1.3) Perceived Person – Organization Fit 12

3.1.4) Value Attainment 13

3.1.5) Career Commitment 15

3.2) Research process 17

3.3) Build research method 19

3.4) Analasys method 19

3.4.1) Reliability analysis ( Cronbach 's Alpha coefficient) 19

3.4.2) Descriptive statistics analysis 21

3.4.3) Analysis of linear regression equations 21

CHAPTER IV: INFORMATION PROCESSING 23

4.1 FIRM ANALYSIS 23

4.1.1) Introduction 23

4.1.2) Organization Structure 24

4.2.1) Result research 26

4.2.2) Hypothesis testing 33

PART V: CONCLUSION 35

5.1) Target of research 35

5.2) Elaluation 36

5.3) Limited problem 36

REFENRENCES 37

APPENDIX 39

LIST OF CHART AND PICTURE AND TABLE

Pic 1: Level of staff commitment follow geography

Pic 2: Recommend model

Pic 3: table Expected hypothesis of Independent Variables

Pic 4: Diagram process research

Pic 5: Member companies structure

Pic 6: Market chart of Hung Vuong group

Pic 7: Excutive board of management

Pic 8: Cronbach’s Alpha of Developmental Experiences

Pic 9: Item- Total Statistics of Devolopmental Experiences

Pic 10: Cronbach’s Alpha of Procedural Justice In Performance Appraisal

Pic 11: Item-Total Statistics of Procedural Justice In Performance Appraisal

Pic 12: Cronbach’s Alpha of Perceived Person – Organinzation Fit

Pic 13: Item –total Statistics of Perceived Person – Organinzation Fit

Pic 14: Cronbach’s Alpha of Value Attainment

Pic 15: Item- Total Statitis of Value Attainments

Pic 16: Cronbach Alpha of Career Commitment

Pic 17: Item- Total Statistics of Career Commitment

Pic 18: table of Descriptive

Pic 19: Table of Correlation

Pic 20: Table of Anova analysis

Pic 21: Table of Model Summary

Pic 22: Coefficients of Model

CHAPTER I: OVERVIEW

The contents of this chapter will give an overview of the research reason, research objectives, research questions, subjects, scope of research, research methods and practical implications of research topics

1.1) REASON OF RESEARCH

There is a strong relationship between career commitment and employee performance The Correlation between them has significantly important for the outcome of any organization with great positive response and performance of employees committed by its organization To achieve better commitment, the organizations will have to devise career opportunities for the good behaviour of employee professional performance Commitment in a simple word, a promise of a person to a progression of related job either it is career oriented or job oriented, but

we give priority to career commitment because our mission to engage with an organization begins from watching career strategies

Today, where we are in the era of 21st century all organizations are in the competitive queue and victorious organizations always touch the peak level

of success in which employees' performance committed to the organization's objective and works as an effective team member [1] The organization that provides career commitment procedures and strategy to its employees, basically

it wants an output or better performance; actually these are requirements and needs

of that organization As a result employee commitment is arrived with greater responses

In a simple language, commitment means "sense of being bound intellectually to some portion of the action" [5], which includes relationship of one person to other ones In the working environment we always see this bond between employees and its related organization where their affection measured in terms of employee performance and organizational offered policies and procedures The organization provides job career with the legal or sometimes its own build up

strategies and regulations that is committed to the hired employees, and the employees should follow

Before the deep dive into the employee behaviour we focus on the actual career commitment that is providing an intrinsic and extrinsic materialistic environment in an organization and keep hold of their employees A career commitment is based on employees' performances receiving and appreciating enticement to match contribution that’s may be also rewarded corresponding with the venture One factor is employee's physiological or emotional attachment that is responsible for the positive responses from organization through loyalty, warmth, belongings and pleasure etc All in all, career commitment supports the goal of the organization For proving this statement many analytical reviews, models, theories have been circulated, but we emphasize and highlight Meyer and Allen conceptualization model Organizational career commitment is largely planned and strategic procedures under control of one wave and imply on entire management Behavioural characteristics are mainly considered in the recital work done in environment to continue improvement in current job and job mobility attentiveness Many dramatic changes occurred in the last few decades

in a new retail format which could see in large organizations It is important [8] for the retailers to understand the reason for employee performance by their motivation, job satisfaction and organizational commitment

The training and development of human resources for the company takes a long time and requires careful investment; While the existing human resources are volatile as employees can leave their company at any time, they can even be

"stolen" if they fail to develop a policy fit It is thought that "keeping up" employees with good management regimes and methods and professional environment are important factors for employees to associate with the organization and to work, dedicate and have peace of mind Improve your skills and skills

Numerous researchs have been conducted to identify the factors that affect employee engagement However, in the aqualculture, there are not much research

about employee engagement and companies has not paid enough attention to human resource management The topic of "research about career commitment at Hung Vuong Corporation” was selected for research Research results will help managers understand better the factors that influence engagement and propose recommendations to improve employee engagement

1.2) PURPOSE TO MAKING RESEARCH

Evaluate the impact of value-proposition on employee career commitment at Hung Vuong Corporation

Analyze and evaluate the impact of the value proposition, Analyze the actual situation of Hung Vuong Corporation

Proposing some suggestions to increase the perception of value and fostering the cohesiveness of the auditing firms

Introduce a theoretical basis for influencing factors

Comment, evaluate and propose some solutions and recommendations

1.3) TARGET OF RESEARCH

Research Objectives: Factors impact career Commitment

Scope of research: Hung Vuong Corporation – seafood company

Time of research: from 09/2016 to 03/2017

1.4) METHOD OF RESEARCH

To make analyzes, comments, and assessments, the thesis used several research methods:

- Collect secondary information from company documents, books and articles

on the company's official website: http://hungvuongpanga.com

- Primary data collection using qualitative and quantitative research methods Inside:

- Qualitative research is a form of exploratory research in which information is collected qualitatively through discussion techniques that refine the variables into the research model and examine the scales used The purpose of qualitative research is to explore, adjust, and supplement observational variables used to measure research variables

- Quantitative research aimed at collecting, analyzing survey data, re-testing research hypotheses, and scales in the model This is a detailed analysis of the data collected through questionnaires from customers, which gives specific results on the research topic

- The expert and combined consultation method is based on previous studies to improve the scale of this study

- Analytical methods, statistical methods, comparative, deductive and inductive methods

1.5) BENEFITS OF RESEARCH

Research helps managers to see the relationships of the factors that impact employee commitment while understanding the expectations of employees with the organization Direction for improving the working environment, finding solutions to enhance the level of commitment between employees and the organization, and create a competitive advantage in human resources Businesses in the fierce and volatile competitive environment as today

1.6) STRUCTURE OF THESIS

Structure with five main chapters:

Chapter 1: Overview of research topic

Chapter 2: Rationale

Chapter 3: Model and process of Methodology

Chapter 4: Information Processing

Chapter 5: Conclusion

CHAPTER II: RATIONALE

2.1) CAREER COMMITMENT

2.1.1) Concept

The term “career” is more broadly applied and is commonly considered to be the lifelong sequence of role-related experiences of individuals (Hall, 2002) In general, career commitment involves the development of personal career goals and

an identification with and involvement in those goals (Collarelli & Bishop, 1990) Career success is defined as the accumulated positive work and psychological outcomes arising from one’s work experiences (Seibert & Kraimer, 2001) Subjective career success refers to individuals' evaluation of their career progress, accomplishments and anticipated outcomes, relative to their own goals and aspirations (Seibert, Kraimer, & Crant, 2001) Jen-Ruei Fu (2010) defined career satisfaction as the level of overall happiness experienced through one's choice of career This study aims to study the effect of career commitment on subjective career success with the mediating effect of career satisfaction

Career is more broadly applied and is commonly considered to be the lifelong sequence of role-related experiences of individuals (Hall, 2002) Researches have defined ‘career’ term from different point of view in the literature Greenhaus (1987) described a career as a series of jobs held during an individual’s lifetime Hall (1976) described a career as an identification with and involvement in one’s profession Career commitment is defined as “the strength of one’s motivation

to work in a chosen career role” (Hall, 1971) Blau (1988) described a career commitment as ‘one’s attitude towards one’s profession or vocation’ Career commitment involves the development of personal career goals and an identification with and involvement in those goals (Collarelli & Bishop, 1990) Career commitment refers to identification with and involvement in one's occupation (Mueller, Wallace, & Price, 1992) Carson and Bedeian (1994) defined career commitment as “one’s motivation to work in a chosen vocation” To sum up,

career commitment involves the development of personal career goals and an identification with and involvement in those goals (Collarelli & Bishop, 1990)

Career commitment is characterized by the development of personal career goals and the individual’s attachment to, identification with and involvement in those goals (Colarelli & Bishop, 1990) Individuals being unable to depend on a single organization to sustain an entire career (Bremner, Robello, Schiller, & Weber, 1991; Nussbaum, 1991) Career commitment involves self-generated goals and commitment to one’s own career, which may lead to employment in several organizations (Randall, 1987) Work environments and the pace of careers in organizations have led employees to exhibit more commitment to their careers and perhaps less or conditional commitment to their organizations (Noordin, Williams,

& Zimmer, 2002) Career commitment has become a significant source of occupational meaning and continuity as organizations become flatter and less Able

to provide secure jobs or careers (Colarelli & Bishop, 1990; Aryee, Yue, & Chew, 1994)

2.1.2) Another research outside of Vietnam

Abstract: Research about job and career influences on the careed commitment of health care excutives: the mediating effect of job satisfaction

DESIGN/METHODOLOGY/APPROACH: In total, 2,799 questionnaires were mailed out to members of the American College of Healthcare Executives (ACHE) The responses received were 643 (22.9 percent) and after eliminating retirees or students, a sample of 456 respondents currently employed in the health care industry was obtained Path analysis was conducted to test the hypothetical relationships between work situation, career experiences and career commitment FINDINGS: It was found that job satisfaction mediated the influences of job tenure and career pattern on career commitment Job satisfaction partially mediated the

influences of perceived job security and one's satisfaction with career on career commitment Both of these measures had a direct influence on career commitment Career experience such as sector change was also positively associated with career commitment

ORIGINALITY/VALUE: This study clarifies the influence of job satisfaction on the career commitment of health care managers during a very dynamic period

In 2008, Kingston University and Ipsos to conduct a UK-wide survey of employee engagement The report shows that the factors that affect attachment are emotional coherence, cognitive coherence, and ethical coherence And more than a third of the employees in this survey have an active attachment to the job

2.1.3) Research in Vietnam

%

Pic 1: Level of staff commitment follow geography

( source: from Dale Carnegie, 2013)

This study also identifies the correlation between engagement with education level, gender, job position, seniority, size, industry, and salary

- Male employees have a higher degree of attachment than females, with men accounting for 43%, females 37%

- The higher position staff, the more their level of commitment Because high staffs understand the company's vision, mission, core values, and direction, ordinary employees feel that they do not understand and have no enough contribution to the orientation of the organization like higher

The results of the survey provide businesses with a holistic view of employee engagement and provide the foundation for effective retention strategies

Research on "The Impact of Work-Life Quality on Organizational Engagement" by Thai Kim Phong (2011) applies Walton's quality of life scale (1974) Member of Towers Perrin (2003) in terms of Vietnam The results show that Walton's quality of life scale (1974) and the employee engagement scale are consistent with this study The quality scale consists of seven components: adequate compensation, safe working conditions, personal capacity utilization, career development opportunities, In organization and rules within the organization), job life balance and social relevance of job performance with 30 valid observation variables

CHAPTER III: MODEL AND PROCESS OF

METHODOLOGY

This chapter will be displayed of the research model, build research proceduce, research method used to determine

3.1) Recommend model

Pic 2: Recommend model

The study aimed to determine the relationship between value-added components and employee engagement at Hung Vuong Company With the research model, the hypotheses presented in the study are as follows:

3.1.1) Developmental Experiences (Wayne, Shore, and Liden 1997)

Description: This measure, developed by Wayne, Shore, and Liden (1997),

describes the formal and informal developmental experiences a job affords employees The measure focuses on the extent to which an organization makes

discretionary investments in formal and informal training and development of an employee

Reliability:In a factor analysis of the items used to measure developmental

experiences, perceived organizational support, leader-member exchange (LMX), affective commitment, intentions to quit, and employee favor-doing, the four items measuring development experiences loaded on a single factor by themselves Development experiences were correlated positively with the number of promotions an employee has received, perceived organizational support, affective commitment to the organization, and organizational citizenship behavior (Wayne, Shore, & Liden, 1997)

Source: Wayne S J., Shore, L M., & Liden R C (1997) Perceived

organizational support and leader-member exchange: A social exchange

perspective Academy of Management Journal, 40( 1), 82-111 © 1997 by

Academy of Management Items were taken from text, p 93 Reproduced with permission of Academy of Management in the format textbook via Copyright Clearance Center

Items: Responses for items 1 and 2 are obtained on a 7-point Likert-type subscale

where I = strongly disagree and 7 = strongly agree Responses for items 3 and 4 are obtained on a 7-point subscale where 1 = not at all and 7 = a very large extent

1 In the positions that I have held at [company name], I have often been given additional challenging assignments

2 In the positions that I have held at [company name], I have often been assigned projects that have enabled me to develop and strengthen new skills

3 Besides formal training and development opportunities, to what extent have your managers helped to develop your skills by providing you with challenging job assignments?

4 Regardless of [company’s name] is policy on training and development, to what extent have your managers made a substantial investment in you by providing formal training and development opportunities?

Short name in research: Developmental Experiences – DE

3.1.2) Procedural Justice in Performance Appraisal

Description: This measure, developed by Dulebohn and Ferris (1999), uses six items to assess the fairness of the procedures and process used for performance evaluation The measure focuses on the extent to which employees believe their supervisor used important and accurate information in appraising employee performance

Reliability: In Dulebohn and Ferris (1999), coefficient alpha was 86

Validity: Procedural justice evaluations correlated positively with decision control, quality of supervisor relationship, voice opportunity, employee performance ratings, and supervisor-influence tactics such as praising employees for accomplishments Procedural justice evaluations correlated negatively with job- focused influence tactics, such as working harder (Dulebohn & Ferris, 1999) Confirmatory factor analysis showed that the six items loaded on the procedural justice factor as anticipated and that procedural justice evaluations were empirically distinct from assessments of the quality of the employee’s supervisory relationship, opportunities for employees to question the basis for performance ratings (employee voice), and degree of control over performance rating decisions (Dulebohn & Ferris, 1999)

Source: Dulebohn, i H., & Ferris, G R ( 1999) The role of influence tactics in perceptions of performance evaluations’ fairness Academy of Management Journal, 42(3), 288-303 © 1999 by Academy of Management Items were taken from Table 3, p 295 Reproduced with permission of Academy of Management in the format textbook via Copyright Clearance Center

Items: Responses are obtained using a 4-point Likert-type scale where 1 = strongly disagree and 4 - strongly agree

1 The supervisor considered the important aspects of your work when rating you

2 The supervisor rated you on how well you did your job, not on his/ her personal opinion of you

3 The supervisor treated you with consideration when giving you your performance appraisal results

4 The supervisor that evaluated you showed concern for your rights as an employee

Responses to the following items are obtained with separate 4-point response scales where I = not at all and 4 = very much

5 Overall, how hard did the supervisor who rated your performance try to be fair to you?

6 Overall, how fairly were you treated by the supervisor who rated your performance?

3.1.3) Perceived Person – Organization Fit

Description: This measure, developed by Cable and Judge (1996), uses three items

to directly assess an employee’s perception of his or her fit with an organization

Reliability: Cable and Judge (1996) found that coefficient alpha was 87

Validity: Perceived person-organization fit correlated positively with employee

per-ceptions of their person-job fit, job satisfaction, organizational commitment, Willingness to recommend the organization to others, and employee rating of the

importance of person-job fit (Cable & Judge, 1996)

Source: Cable, D M., & Judge, T A (1996) Person-organization fit, job choice

decisions, and organizational entry Organizational Behavior and Human Decision

Processes, 67(3), 294-311 Items were taken from text, p 299 Copyright© 1996 by

Academic Press Reproduced with permission

Items: Responses are obtained on a 5-point Likert-type subscale where 1 = not at all

and 5 = completely

1 To what degree do feel your values “match” or fit this organization and the

current employees in this organization?

2 My values match those of the current employees in this organization

3 Do you think the values and “personality” of this organization reflect your own values and personality?

3.1.4) Value Attainment

Description:This measure was originally developed by Rokeach (1973) The

original measure was designed U) assess the importance ranking that a person assigned to 18 terminal values and 18 instrumental values Terminal values describe desirable end states such as a comfortable life and can be categorized as self-centered ‘or society centered Instrumental values refer to modes of behavior and can be categorized as moral focused or competence focused Moral-focused instrumental values include such modes of behavior as honesty or responsibility Competence-focused instrumental values refer to modes of behavior such as logical

or self-controlled Studies of organizations have tended to use terminal values to assess the extent to which an employee's job or work situation has helped the employee attain desired end states (George & Jones, 1996; Hochwarter, Perrewé, Ferris, & Brymer, 1999) Agle, Mitchell, and Sonnenfeld (1999) used an eight-item subset of the terminal values to describe the extent to which CEOs were self-focused or other focused Although originally developed as a rank-ordering (ipsative) measure, the response options have also been changed to a Likert- type subscale in some applications in the 1990s (Agle et a!., 1999; George & Jones, ! 996; Hochwarter, Perrewe, Ferris, & Brymer, 1999)

Reliability: Coefficient alpha values for terminal values using a Likert-type

response subscale ranged from 85 to 93 (George & Jones, 1996; Hochwarter, Perrewd, Ferris & Brymer, 1999)

Validity: Attainment of terminal values correlated positively with job satisfaction,

job performance, and employee positive affectivity Attainment of terminal values correlated negatively with turnover intentions and employee negative affectivity

(George Jones, 1996; Hochwarter, Perrewe, Ferris, & Brymer, 1999)

Source: Rokeach, M (1973) The nature of human values New York: Free Press

Items were taken from Table 2.1, p, 28, or Appendix A, pp 359-361 Reprinted and adapted with the permission of The Free Press, a Division of Simon & Schuster, Inc Copyright © 1973 by The Free Press

Items: For the Likert-type measure of attainment of terminal values, responses are

obtained on a 7-point Likert-type subscale where 1 = least important and 7 = most

important Responses may also be obtained by requesting respondents to rank the

values in order of importance (Brief, Dukerich, & Doran, 1991)

Terminal values items:

1 comfortable life (a prosperous life)

2 An exciting life (a stimulating, active life)

3 A sense of accomplishment (lasting contribution)

4 A world at peace (free of wand and conflict)

5 A world of beauty (beauty of nature and the arts)

6 Equality (brotherhood, equal opportunity for al!)

7 Family security (taking care of loved ones)

8 Freedom (independence, free choice)

9 Happiness (contentedness)

10 Inner harmony (freedom from inner conflict)

11 Mature love (sexual and spiritual intimacy)

12 National security (protection from attack)

13 Pleasure (an enjoyable, leisurely life)

14 Saved (eternal life)

15 Self-respect (self-esteem)

16 Social recognition (respect, admiration)

17 True friendship (close companionship)

18 Wisdom (a mature understanding of life)

Instrumental values items:

19 Ambitious (hard-working, aspiring)

20 Broadminded (open-minded)

21 Capable (competent, effective)

22 Cheerful (lighthearted, joyful)

23 Clean (neat, tidy)

24 Courageous (standing up for your beliefs)

25 Forgiving (Willing to pardon others)

26 Helpful (working for the welfare of others)

27 Honest (sincere, truthful)

28 Imaginative (daring, creative)

29 Independent (self-reliant, self-sufficient)

30 Intellectual (intelligent, reflective)

31 Logical (consistent, rational)

32 Loving (affectionate, tender)

33 Obedient (dutiful, respectful)

34 Polite (courteous, well-mannered)

35 Responsible (dependable, reliable)

36 Sell-controlled (restrained, self-disciplined)

3.1.5) Career Commitment

Description: This measure, developed by Blau (1989), has been widely used to

examine individuals’ commitment toward their occupations, profession, and careers Reilly and Orsak (1991) modified the items to fit the nursing profession The measure could be similarly adapted to fit other specific professions

Reliability: Coefficient alpha values ranged from 76 to 88 (Cohen, 1995, 1996,

1999; Reilly & Orsak, 1991; Somers & Birnbaum, 1998)

Validity: Career commitment correlated negatively with work stress, emotional

exhaustion, low accomplishment, and the low alternatives dimension of

continuance commitment Career commitment correlated positively with perceived performance and life satisfaction, and the personal sacrifices dimension of continuance commitment (Cohen, 1999; Reilly & Orsak, 1991)

Factor analysis showed that career commitment was empirically distinct from affective organizational commitment, continuance commitment, and normative commitment (Cohen, 1996) Career commitment was also shown to be empirically distinct from job involvement and a measure of the Protestant work ethic (Cohen, 1999)

Source: Blau, G (1989) Testing generalizability of a career commitment measure

and its impact on employee turnover Journal of Vocational Behavior, 35, 88-103

Items were taken from text, p 92 Copyright © 1989 by Academic Press Reproduced with permission

Items: Response are obtained using a 5-point Likert-type subscale where I =

strongly agree, 3 = unsure, and 5 = strongly disagree

1 I like this career too well to give it up

2 If I could go into a different profession which paid the same, I would probably take it (R)

3 If I could do it all over again, I would not choose to work in this profession (R)

4 I definitely want a career for myself in this profession

5 If I had all the money I needed without working, 1 would probably still

continue to work in this profession

6 I am disappointed that I ever entered this profession (R)

7 This is the ideal profession for a life’s work

Items denoted with (R) are reverse scored

Follow the recommend model, we have hypothesis below:

Developmental

Experiences

Independent Variable (IV1)

6 + Procedural Justice In Performance

Appraisal positively impacts Career

Commitment

Perceived

Person-Organization Fit

Independent Variable (IV3)

3 + Perceived Person-Organization Fit

positively impacts Career

Commitment

Value Attainment Independent

Variable (IV4)

20 + Value Attainment positively

impacts Career Commitment

Career

Commitment

Dependent Variable (DV)

7

Pic 3: table Expected hypothesis of Independent Variables

3.2) Research process

Research process have 8 steps below:

Step 1: Define research objectives through a review of the situation in Hung Vuong

Corporation

Step 2: Find basis theoretical suitable with the topic and combine with reference to

previous research At the same time, collect secondary information, overview

information related to the topic

Step 3: Set up a draft scale, qualitative research, and well-defined scales (including

5 observation variables that measure the four factors that affect employee

commitment) Eventually, a preliminary survey is begun

Step 4: Preliminary quantification with the sample number n = 40 to test the

reliability of the scale and complete the questionnaire

Step 5: Set up the official scale and conduct a formal research by survey to staffs Step 6: Perform quantitative analysis through data processing, scale analysis,

regression modeling, and hypothesis testing with SPSS 22.0 software

Step 7: Comment and analysis through primary and secondary information

collected

Step 8: Provide a solution to solve the problem

Research Process we can understand follow the diagram below:

Pic 4: Diagram process research

Study basis theoreticals and collect information

Defind

research

object

Set up draft scale tools

Preliminary quantification with the sample

Set up

offical

scale tools Perform quantitative analysis through data

processing, scale analysis, regression modeling, and

hypothesis testing with SPSS 22.0

Comment, analysis

3.3) Build research method

Secondary information collect information available in the company's available literature and information, seeking information describing the situation and specifying the size of the business in general and about the current The statue needs

to study in particular

Secondary data inside: looking for secondary data from internal organizations sources to obtain rich information, accurate and not costly Therefore, secondary information will be the basis for this research program

Secondary data outside: search secondary data outside the business over the Internet and articles

Collect information and qualitative research

Design preliminary questionnaire, quantitative research

Qualitative research is aimed at exploring the variables included in the proposed model to modify and add to the development of an interview for quantitative research I conducted qualitative research through a preliminary survey with:

Direct observation and interview method Sample size: 257 employees Location: Hung Vuong Company

Sample method: Non-probability method because of limited time and resources

Interview mode: Direct interview and mail interview Sample size: 257 employees Place of interview: at Hung Vuong Company and via the Internet

Design the official questionnaire

3.4) Analasys method

3.4.1) Reliability analysis ( Cronbach 's Alpha coefficient)

Reliability of the scale is evaluated consistently through the Cronbach's Alpha coefficient Using the Cronbach's Alpha coefficient of confidence method before exploring the Exploratory Factor Analysis (EFA) factor to exclude inappropriate variables because these variables can create dummy factors (Nguyen Dinh Tho and Nguyen Thi Mai Trang, 2009)

Cronbach's Alpha reliability index only indicates whether the measurements are linked or not, but does not indicate which observation variables to discard and which observations should be retained Then, the calculation of the correlation coefficient between total variables will help to exclude those variables that do not contribute much to the description of the concept to be measured (Hoang Trong and Chu Nguyen Mong Ngoc, 2005)

Criteria used when performing a scale reliability assessment:

- Variable variables with variable correlation coefficient - small sum (less than 0.3); Criteria for scale selection when Alpha reliability is greater than 0.6 (the greater the Alpha, the higher the internal consistency is) (Nunally & Burnstein, 1994, cited by Nguyen Dinh Tho and Nguyen Thi Mai Trang, 2009)

- Alpha values: greater than 0.8 are good measures; 0.7 to 0.8 is usable; 0.6 or more can be used in the case of new or novel research concepts (Nunally, 1978; Peterson, 1994; Slater, 1995, cited by Hoang Trong and Chu Nguyen Mong Ngoc, 2005)

- Observed variables with a small total (less than 0.4) are considered to be disposed of and the scale accepted when the Alpha reliability coefficient is greater than 0.7

- Based on the information above, the report evaluates the scale

- The type of observation variable whose total correlation coefficient is less than 0.3 (these variables do not contribute much to the description of the concept under investigation and many previous studies have used this criterion)

- Choose Alpha reliability scale greater than 0.7

- We will follow George and Mallery (2003)

3.4.2) Descriptive statistics analysis

Descriptive statistics are used to describe the basic characteristics of the data collected from empirical research in a variety of ways Report using descriptive statistics over Percentage and Mean values The Mean value scale is constructed as follows:

Mean = 1: Strongly disagree

Mean = 2: Disagree

Mean = 3: No comments

Mean = 4: Agree

Mean = 5 : Strongly Agree

3.4.3) Analysis of linear regression equations

After concluding the variables with linear relationship, it is possible to model the causal relationship of these two variables by linear regression (Hoang Trong & Chu Nguyen Mong Ngoc, 2005)

Study on the multivariate regression with the Enter method: all variables were included once and the related statistical results were considered

The theoretical model test will be performed by linear regression to test all hypotheses in the model Hypotheses about Significant Significance Relationships with Sig <0.05

Test hypotheses:

- Assess the suitability of the multivariable regression model

- Test the hypothesis of model fit

- Test the hypothesis of multi-collinearity (correlation between independent variables) through the value of tolerance or Variance inflation factor: VIF>

10 Comment can be multi-collinear phenomenon (Hoang Trong & Chu Nguyen Mong Ngoc, 2005)

- Determining the impact of factors affecting worker commitment: The larger the coefficient factor the more it has a higher impact than other factors (In the research model)

We have another method The EFA exploratory factor analysis was used to test the conceptual value of the scale (Le Ngoc Duc, 2008) Scales that meet the

reliability requirement will be using factor analysis, reducing a set of observable variables to a smaller set of variables (called factors), these reduced factors will have More meaningful but still contain most of the information content of the initial observation set (Hair, Anderson, Tatham and Black, 1998)

The steps for analyzing the EFA discovery factor include the following steps: (1) Barlett Test Test: the observed variables are correlated in the overall

(2) Considering the KMO value: 0.5 ≤ KMO ≤ 1, factor analysis is appropriate

to the data, whereas KMO ≤ 0.5, factor analysis is unlikely to be appropriate for the data Chu Nguyen Mong Ngoc, 2005)

(3) To analyze the EFA exploratory factor of practical value: conduct the type

of observation variables with factor load factor <0.5

(4) Review the Eigenvalues parameter (representing the divisible part explained

by each factor) with a value of> 1

(5) Consider the value of the total deviation error (≥ 50%): the extracted factors explain the% variance of the observed variables

CHAPTER IV: INFORMATION

processing plant of pangasius for export Later the company enlarged its scope and

officially changed its name into Hung Vuong Corporation in 2007 At the

moment, Hung Vuong Corporation runs a closed system of producing breed, aquaculture, processing , cold storage, and exporting

- The company’s name: Hung Vuong Corporation

- Abbreviated name: HV Corp

+ Aquaculture, processing, exporting aquatic;

+ Production of feed for fish, cattle and poultry;

+ Cold storage business;

- EU codes : DL 308, DL 386, DL 21, DL 27, DL 36, DL 460, DL 60, DL

518, DL 07, DL 08, DL09, DL 360, DL 333, DL 86, DL 401, DL292, DL

132 and DL 199

- The number of employees : over 17,000

- Certificates of quality standard: GLOBAL GAP, HACCP, BRC, IFS, GMP, ISO 9001:2008, ISO22000:2005, HALAL, ISO/IEC17025:2005, ASC, BAP and VietGAP