The effect of overtime working on burn out, engagement and intention to leave of manufacturing workers in vietnam

VIETNAM NATIONAL UNIVERSITY, HANOIVIETNAM JAPAN UNIVERSITY ---NGUYEN THI HAI YEN THE EFFECT OF OVERTIME WORKING ON BURN OUT, ENGAGEMENT AND INTENTION TO LEAVE OF MANUFACTURING WORKERS I

VIETNAM NATIONAL UNIVERSITY, HANOI

VIETNAM JAPAN UNIVERSITY

-NGUYEN THI HAI YEN

THE EFFECT OF OVERTIME WORKING

ON BURN OUT, ENGAGEMENT AND

INTENTION TO LEAVE OF MANUFACTURING WORKERS IN

VIETNAM

MASTER'S THESIS BUSINESS ADMINISTRATION

Hanoi, 2020

VIETNAM NATIONAL UNIVERSITY, HANOI

VIETNAM JAPAN UNIVERSITY

-NGUYEN THI HAI YEN

THE EFFECT OF OVERTIME WORKING

ON BURN OUT, ENGAGEMENT AND

INTENTION TO LEAVE OF MANUFACTURING WORKERS IN

I would like to express my deep gratitude to Dr Do Xuan Truong and Assoc.Pro Dr Kodo Yokozawa, my research supervisors, for their patient guidance,enthusiastic encouragement and useful advice of this research work

I would also like to thank VJU, YNU and JICA for giving me the opportunity tostudy, practice and research at YNU, where there are excellent lecturers andadequate facilities to study My grateful thanks are also extent to other lecturers inthe MBA faculty for listening and giving me critiques to complete the researchfurther

I am particularly grateful for the assistance given by Ms Huong - MBAprogram assistant, IPO office staff - YNU and volunteer support team in Japan toprepare and support us during all presentation and follow up research as well asstudy activities I would also like to extend my thanks to Mr Hao for sharing us hisexperience and also basic knowledge for doing a thesis

Finally, I wish to thank my parents for their support and encouragement throughout my study

Table of Contents

CHAPTER 1: INTRODUCTION 1

1.1 Rationale: 1

1.2 Research objective 3

1.3 Research scope 3

1.4 Research structure 3

CHAPTER 2: LITERATURE REVIEW 5

2.1 Working overtime hour 5

2.1.1 Definition 5

2.1.2 Related Research 6

2.2 Intention to leave 9

2.2.1 Definition 9

2.2.2 Related research 11

2.3 Job Demand Resource model 15

2.4 Research question: 18

2.5 Hypothesis development and conceptual model 18

2.5.1 Hypothesis development 18

2.5.2 Conceptual Model 20

CHAPTER 3: RESEARCH METHODOLOGY 22

3.1 Research process 22

3.2 Sample design 22

3.3 Measuring 23

CHAPTER 4: DATA ANALYSIS 27

4.1 Data description 27

4.2 Reliability analysis 28

4.2 Confirmatory Factor Analysis (CFA) 30

4.2.1 CFA analysis of Engagement 30

4.2.2 CFA analysis of Burn out 34

4.2.3 CFA analysis of ITL: 36

4.3 Creating a representative variable: 38

4.4 Pearson correlation analysis 38

4.5 Regression Analysis 40

4.5.1 Regression Analysis of the impact of Working overtime hour on Burn out 40

4.5.1 Regression Analysis of the impact of Working overtime hour on Engagement 41

4.5.3 Regression Analysis of the impact of Engagement on Burnout 43

4.5.4 Regression Analysis of the impact of Burnout on Engagement 44

4.5.5 Regression Analysis of the impact of Burn out on ITL 45

4.5.6 Regression Analysis of the impact of Engagement on ITL 46

4.6 Hypothesis tested results 48

CHAPTER 5: CONCLUSION AND DISCUSSION 49

5.1 Conclusion 49

5.2 Discussion 50

5.3 Implication 52

5.4 Limitation and future research direction 54 REFERENCE 55

APENDIX 61

LIST OF TABLES

Table 2.1: Definition of ITL 10

Table 3.1: The content of measuring items 24

Table 3.2: Likert scale of ITL 25

Table 3.3: Likert scale of Burn out and Engagement 26

Table 4.1: Data description 27

Table 4.2 Reliability analysis 29

Table 4.3: KMO and Bartlett's Test of Virgo 31

Table 4.4: Total Variance Explained of Virgo 31

Table 4.5: Component Matrix of Virgo (Rotated) 31

Table 4.6 : KMO and Bartlett's Test of Dedication 32

Table 4.7: Total Variance Explained of Dedication 32

Table 4.8 : Component Matrix of Dedication (Rotated) 32

Table 4.9: KMO and Bartlett's Test of Absorption 33

Table 4.10: Total Variance Explained of Absorption 33

Table 4.11: Component Matrix of Absorption (Rotated) 33

Table 4.12 : KMO and Bartlett's Test of Burn out 34

Table 4.14 : Component Matrix of Burn out (Rotated) 35

Table 4.15: Total Variance Explained of Burn out (after removing B9) 35

Table 4.16: Component Matrix of Virgo (Rotated, after remove B9) 36

Table 4.17: KMO and Bartlett's Test of ITL 36

Table 4.18 : Total Variance Explained of ITL 37

Table 4.19: Component Matrix of ITL (Rotated) 37Table 4.20: Pearson Correlation statistic 39

Table 4.21: Regression Analysis Summary of Working overtime hour and Burnout………… 40Table 4.22: Regression Analysis Summary of the impact of Working overtime

Table 4.25: Regression Analysis Summary of impact of Burn out on ITL 46

Table 4.26: Regression Analysis Summary of impact of engagement on ITL 47

Table 4.27: Hypothesis tested results 48

LIST OF FIGURES

Figure 2.1: Relationship between Human Resource Value, ESE and Employee

ITL (Tzafrir et al., 2015) 11

Figure 2.2: Turnover intention model (Muliawan, 2009) 12

Figure 2.3: Model of Personality and Turnover Intention (Jeswani & Dave, 2012) 13 Figure 2.4: Theoretical model of turnover and INL among psychiatric nursing personnel (Alexander, 1998) 14

Figure 2.5: JDR model (Bakker & Demerouti, 2007) 16

Figure 2.6: Conceptual model 20

Figure 3.1: Research Process 22

LIST OF GRAPH Graph 4.1: Linear graph of the impact of Working overtime on Burn out 41

Graph 4.2: Quadratic graph of the impact of Working overtime on Engagement 43

Statistical Package for the Social Sciences

CHAPTER 1: INTRODUCTION

1.1 Rationale:

During the current period of economic development, working hours of workersare a very serious social issue The situation that workers have to work overtimeexceeding policy is very common Therefore, in many factories in Vietnam, therehave been many strikes of workers to claim labor rights The last days of May 2018,due to forced overtime 74 hours per month and having to work in an unsecuredenvironment, 500 garment workers in Tam Dan industrial cluster (Phu Ninh district,Quang Nam) quit their jobs to claim benefits (Trung Kien, 2018) Many workersreported that, fin the period of time after Lunar new year, they were forced to workovertime from Monday to Friday, adding 3.5 hours a day, including Sundays Thismakes them extremely tired and exhausted By the end of March 2018, nearly 4,000workers of Yamani Dynasty Co., Ltd located in Nam Hong Industrial Cluster (NamTruc District, Nam Dinh) simultaneously quit their job, asking the company'sleaders to improve the working conditions, including non-overtime work over 300hours/year (Van Dong, 2018)

The leaving of workers greatly affect the business The interrupted factoriesand production lines cause production stagnation and significant damage Recruitingnew workers and retraining also cause a lot of loss of time and money

Besides, now government of Vietnam are arguing about making the rule aboutmaximum hour for working overtime Some of them think that: Currently, the totalnumber of overtime hours of Vietnamese businesses is limited to about 300 hours -much lower than that of competing countries such as Bangladesh 408 hours, China

432 hours, Indonesia 728 hours (Le, 2019) Lots of businesses also want to increaseovertime hour to be able to keep up with the work progress Moreover, in reality,many workers are willing to work overtime, and even look for jobs that give themopportunity to work overtime on the grounds that they want to earn extra income

According to the results of the salary, income, expenditure and life survey ofemployees in 2018 announced by the Vietnam General Confederation of Labor andthe Institute of Workers - Union, the basic monthly salary of employees (if theywork full time, full working days) received an average of 4.67 million dong/month.However, workers have to spend a lot of money to ensure their life, while withmany people the fixed salary is not enough to cover their own lives and theirfamilies so they need to work overtime and earn extra income In addition to basicwages (accounting for 84.4%), workers also receive overtime pay, attendancemoney and other allowances, supports from businesses With this additional amountand basic salary, the average income of workers (excluding meals) increases tonearly 5.53 million VND / month Many workers have given up unstable outsidejobs to apply for jobs in industrial parks and have worked with the company for along time because of stable salary, having conditions to increase their income if theywork hard On the other hand, they are regularly involved in activities to take care

of their spiritual life organized by unions In addition to income, some people alsofeel that having more overtime will reduce the time pressure to achieve the target.Thus, Increasing maximum overtime hour is desired by both workers andbusinesses

This fact would suggests that working long hours may be the reason for factoryworkers to leave However, how that effects workers‟ decision to leave is far fromclear Overtime working provide workers with additional income and usually athigher pay rates So why workers oppose overtime working and even leave? It can

be seen that may overtime is affecting the employee‟s intention to quit in bothnegative and positive ways simultaneously

So far, there have been a number of studies explaining separately thecorrelation between overtime and burnout (Rupert, Hartman & Miller, 2013; Yoder,2010; Leiter & Maslach, 1988; Maslach, Schaufeli & Leiter, 2001), employees‟health (Johnson & Lipscomb, 2006) or overtime and satisfaction, engagement withbusinesses (Watanabe & Yamauchi, 2018), that lead to leaving intention Most of

the above studies only looked at individual effects, either negative or positive onemployees intention to leave, but were not generalized when both had simultaneousimpacts on ITL.

This thesis investigates the effect of overtime working on Vietnameseworker‟s intention to leave through cause-effect relationship between workingovertime, burn out, engagement and intention to leave

Chapter 2: Literature review

This chapter introduces previous research, fundamental theory related to thetopic This part also explains research model based on research gap and hypothesisdevelopment

Chapter 3: Research methodology

This chapter describes method to conduct research in detail, including researchprocess, sample design, questionnaire design, and data collection method

Chapter 4: Data analysis

This chapter presents the data analysis steps, description of data collected, theindex results obtained when analyzing data by SPSS software This section will alsoshow which hypothesis is accepted

Chapter 5: Conclusion and discussion

This chapter draws conclusions, suggests some implications from findings ofthis research This part also discuss some limitations of this study and suggestfurther search of this topic

CHAPTER 2: LITERATURE REVIEW

2.1 Working overtime hour

2.1.1 Definition

Pursuant to the laws of Vietnam:

According to Article 104 of Law No.10/2012/QH13 - Ministry of Labor: Regulations on normal working hours as follows:

“ - Employers have the right to set working hours by day or week

- If it is calculated by day, the normal working time shall not exceed 8 hours per day and 48 hours per week

- If it is calculated by week, the average working time must not exceed 10 hours per day and not more than 48 hours in a week

- However, the government encourages employers to implement a 40-hour

working per week”

 In addition to normal working hours, it is counted as overtime

According to Article 4 of Decree No 45/2013/ ND-CP stipulating overtime:

“- Overtime hours must not exceed 50% of normal working hours in a day

- When applying the weekly working regulations, the total number of normalworking hours and overtime hours shall not exceed 12 hours/day, 30 hours/month or 200hours/year

- Except for some special cases prescribed by the Government, the extraworking hours shall not exceed 300 hours per year (Example: Producing and processingproducts for export of textile, garment, leather, shoes, agricultural

processing,forestry,fishery;Producing,supplyingelectricity,

telecommunications, oil refining; water supply and drainage, etc.”

2.1.2 Related Research

The problem of working time of workers occurs not only in Vietnam butalso in most economies This issue has been of interest for a long time so there hasbeen some research in the past about the effects of working hours on employees

Recently, Chiara Dall‟Ora (2016) studied about characteristics of shiftwork and their impact on employee performance and well being This research wasconducted between January and March 2015 in all sectors including health-care.The author wanted to identify how the features of shift work that affect employee'sperformance and well being Results show that many element of shift work impact

on compromised employee's performance and well being such as: Shifts of 12 hours

or longer can cause jeopardized outcomes, there is a relationship between workingmore than 40 hours per week and adverse events Not only focusing on workinghours, but the study also exploited deeply many aspects of shift work and points outeffects of each aspect including working rotating shifts, fixed night shifts, timelybreaks, quick returns Through this paper Chiara Dall‟Ora also studied the impact ofovertime and mentioned it as a small characteristic of shift work His researchconcludes that working overtime was related to decreased job performance

In 2014, Stephanie Steinmetz also written paper focusing on the influence

of working-time characteristics and wages on an employee‟s intention to stay Inthis study, the author has built 3 models In particular, the first and second modelsfocus on studying the individual effects of each working-time characteristics andwage-related aspects on the intention to stay, while the third model describes therelationship between the combination of two factors above and intention to stay.Sampling conducted through web site surveys resulted in a large number of samples(N = 5,323), and distribution in many countries Author conclude that intention tostay at a organization is negatively affected by working part-time hours, overtimeand a long commuting time with the same employer Besides confirming the effect

of overtime, the study suggest for employer paying attention to the commuting timefactor However, from this result, we can not claim that non-standard working hours

increase the intention to quit In Model 2, wage-related characteristics illustrate that

a low wage or low wage satisfaction decreases employee‟s intention to stay Whenapplying the combination of 2 factors above in Model 3, the impact of them stillworks Approved relationships in model 3 also demonstrate that consideration aboutworking and commuting times acts as a supplement to wage satisfaction to increaseemployees‟ intention to stay

Rubery et al (2005) explored together two issues including working timeand industrial relations His research exploited the flexibility aspect of workinghours The results of qualitative fieldwork in six major UK-based organizationsindicate that new working-time distribution blear the previously clear frontierbetween work and non-work time and influencing the salary negotiation Supportingthe findings of Rubery on the positive effects of the flexibility of working time,Kelliher and Anderson (2009) offered evidence proving that who can work withflexible time having higher levels of job satisfaction and organizational commitmentthan their other colleagues More specifically, analytical results of both theinterview and questionnaire illustrate that those who work flexibly in this studywere not only generally satisfied with both their jobs and their work-life balance butalso having committed tendencies to the organizations they are working for Remoteworkers confessed that being able to exercise autonomy about where they worked tomake them satisfied In addition to the impact on satisfaction, interviewees whoreduced hours reported lower levels of strain than those who did not work flexibly.This is explained that if working hours are not flexible and limited, they will beunder pressure from forcing themselves to complete the work in a short amount oftime

Unlike previous authors, Hetty van Emmerik and Sanders (2005) had adifferent approach to research on working time Here, the author used the mismatchbetween desired and actual number of hours and explores its impact on affectivecommitment Results from 266 respondents within a Dutch Ministry showed anegative relationship between a higher mismatch of working hours and affective

commitment This study also addresses the moderate role of gender and the type ofwork that adjusts the level of mentioned relationship above Specifically, for femaleemployees or part-time employees, the negative effect of mismatch will be shownmore strongly.

Different from above studies, Johnson and Lipscomb did not focus on theimpact of time-related issues on the organizational outcomes, but rather the impact

on workers themselves Their research in 2006 indicated that if employer extendworking time or arrange many irregular hours, laborer easily come to stress, fatigue,adverse health behavior and chronic outcomes such as cardiovascular andmusculoskeletal disorders

While the study of Johnson and Lipscomb provides general conclusionsabout the impact of working hours on the health and morale of employees Laterthen, there have been many studies on this relationship, but going into more detail.Lee and Lee (2016) proved that a reduction in working hours significantly decreasesthe risk of accidents and decreases the injury rate at the workplace Their research isquite favorable and highly reliable because the Korean government has changed thelaw on working time during that time The new law in which the standard weeklyhours were reduced from 44 to 40 has been gradually applied at different timesaccording to industry and facility size from 2004 to 2011 This change has helpedthem getting data and evidence to draw a conclusion that a one-hour cut down inactual working hours per week (equivalent to 14 minutes per day) lower the injuryrate significantly, by about 8% There have been more in-depth studies combiningboth economic and medical factors related to working hours Typically, a study byPradhan and Shrestha (2011) about the impact of working hours on backache fromgender perspective

The issue of working hours is a prominent issue in the health sector,especially for nurses Therefore, research on the influence of long-hour working onnurse related issues has been extensively studied Analysis of Rogers et al (2004)from 393 hospital staff nurses in American Nurses Association showed that

increasing work time, overtime, and number of hours working per week raise thenumber of errors If nurses work in shifts of 12.5 hours or more will triple the rate ofmaking mistakes compared to normal working hours.

Many previous studies have shown that long working hours orirrationalities in time arrangements will lead to negative impacts on both work andhealth of employees But most of these studies have not yet focused on exploringthe role of overtime hours and its both positive and negative effect on employees'intention to leave an organization

2.2 Intention to leave

2.2.1 Definition

Intention to leave (ITL) is a concept that has appeared and been studied for

a long time, because this problem emerged very early It is also known under anumber of other names such as: intention to quit, turnover intention This concept isclassified into two separate folds: Organization and Profession In this paper, weonly focus on ITL organization

The IL is different from the actual behavior of quitting an organization Severalresearchers supposed that ITL can be used as a valid proxy for actual labour quitting(Muliawan et al., 2009; Tett & Meyer, 1993) The theory of planned behaviour(Ajzen, 1991) claimed that behavioral intention is a reliable predictor of actualquitting behaviour Sustaining for above results, recently there are some studiesillustrated that turnover intention is a important indicator for actual turnoverbehaviour (Firth, et al.,2004) and turnover intention is believed to be the most validantecedent of actual action (Allen, Weeks & Moffitt, 2005) In addition, Boshoff etal., (2002) had the similar idea that quitting intention is a dependent variable andalso predictor of the likelihood that an employee will actually leave their company

in the near future It even has been empirically established in order to prove thatturnover intention is associated with actual behaviour (Byrne, 2005)

There are also many people who think that “intention to leave” and

“intention to stay” are two concepts that have opposite meanings, so these twoconcepts can be measured with the same scale This ambiguity led Nancarrow et al.(2014) to an interesting study of the nature, implications and measures of “intention

to stay” and “intention to leave” The results showed that they are not measuring thesame construct Although there are overlaps in measurement items, using thesestructures interchangeably will lead to errors and misunderstandings

Table below are herewith some definition of ITL:

Table 2.1: Definition of ITL

Author Definition

Fishbein and Ajzen‟s “An individual‟s behavioural intention or(1975) conation to leave the employ of the organisation.”

Tett and Meyer (1993) “ The conscious and deliberate wilfulness to

leave the organization.”

Vandenberg and Nelson “Individual‟s own estimated probability

(subjective) that they are permanently leaving the(1999)

organisation at some point in the near future.”

Boshoff, Van Wyk, “The strength of an individual‟s view that theyHoole and Owen (2002) do not want to stay with their employer.”

Lyer and “The extent to which an employee plans to leaveRudramuniyaiah (2008) the organization.”

“A conscious and deliberate desire to leave anCho, Johanson and organization within the near future and consideredGuchaitv (2009) the last part of a sequence in the withdrawal

cognition process.”

2.2.2 Related research

Retaining employees is a long-standing problem, but it still doesn't lose itsnecessity for today's companies Therefore, when the ITL is an important signal topredict the turnover behaviour of employees, there has been a lot of research aroundthis topic to provide useful implications for human resources management policies.Recently, Tzafrir et al (2015) conducted a study and approached this topic fromthe perspective of human resource management He conducted a study andapproached this topic from the perspective of human resource management.Specifically, he proposed a model to explore the role of Human Resource value andemployment social environment in relation to the intention to quit With Datacollected in 2011 from 567 employees and regression analysis, the results helpTzafrir claiming that Human Resource values is a major factor account foremployment social environment and employment social environment play adominated role on employee‟s ITL

Figure 2.1: Relationship between Human Resource Value, ESE and Employee ITL

(Tzafrir et al., 2015)

With this model, author tested the influence of three different components ofthe employment social environment, which might be considered hygienic factorsthat reduce dissatisfaction (Herzberg, 1966) and directly reduces employee‟s ITL aorganization But they did not explore other possible factors that are actually related

to employee‟s growth and development in order to improve their intention to stay

In addition, From the author's research perspective, this model can suggest someimplication to reduce employee's ITL, but this model will not be able to show thedirect determinants impacting on the intention to quit

Muliawan et al (2009) also presented a model that emphasizes the key role oforganizational commitment and job satisfaction to turnover intention In particular,the indirect factors affecting quitting intention are role conflict, satisfaction withpay, and fulfillment of growth needs However, his model does not mention anydirect factor that increases the employee's intention to quit

Figure 2.2: Turnover intention model (Muliawan, 2009)There are also a lot of studies going into exploring every corner of the businessand its impact on the employee's intention to quit Similarly, Du Plooy and Roodt

(2010) suggested that both work engagement and organizational citizenshipbehaviour have unfavorable association to turnover intention, while work alienationand burnout have positive impact Stone (2006) demonstrated that organizationalclimate factors were associated with nurse‟s turnover intention depending onworking conditions Djurkovic et al (2008) also asserted the mediating role ofperceived organizational support on the relationship between workplace bullyingand victims‟ ITL Elangovan (2001) tested many different models, tried to replacethe position of variables and direction of relationship The results shows that there issignificant cause-effect correlation between commitment and turnover intention(high commitment reduces intentions to quit) and the casual pattern of commitment

is satisfaction

Different from above authors, Jeswani and Dave (2012) focused on exploitinginfluence of personality to the turnover intention The study clarifies thatextroversion and agreeableness are two personalities, which negatively influencesturnover intention Studies of Salgado (2002) and Zimmerman (2008) also have thesimilar results

Figure 2.3: Model of Personality and Turnover Intention (Jeswani & Dave,2012)

Contributing for influence of factors come from personal resource, Jacobs(2005) discussed by different model of quitting intention, where contrastiveperceptions of organizational culture lead to disparate turnover intentions.

The problem of quitting is quite prominent in the nursing industry Therefore,

a series of studies on intention to quit have been conducted on this subject.Alexander et al (1998) also built up a model of the relationship between thecharacteristic of the individual, the features of the job affecting the ITL and theturnover behavior The model below describes general direction of theserelationships (Figure 2.4) Specifically, satisfaction with professional growthopportunities, autonomy, workload, and role clarity are strong indicators of ITL.This model is quite general and covers the relationships of many factors includingboth personal factors, factors derived from the organization However, the limitation

of this research is that this model also includes some specific characteristics of thenursing industry like relationship with patients Moreover, characteristics of work ismeasured in the view of attitude Meanwhile the standpoint of laborer to their joband the work-place can be affected by training activities, experience, and othergroup

Figure 2.4: Theoretical model of turnover and INL among psychiatric nursing

personnel (Alexander, 1998)

Bothma (2011) supposed that thinking of quitting a job may not just come fromwithin employees themselves The decision to withdraw from current company isalso influenced by external environment such as potential to be employed andlabour-market demand He argued that an turnover intention depends on perceivedopportunity and the ability of getting other jobs, the role of mobility cognition, aswell as dissimilarity of each person in searching behaviour.

Loi et al (2006) also claimed the role of employees‟ justice perceptions,perceived organizational support, organizational commitment toward ITL by testingregression relationship on 514 samples in Hong Kong Through this study, heconfirmed that “both procedural and distributive justice contributed to thedevelopment of perceived organizational support, and perceived organizationalsupport mediated their effects on organizational commitment and ITL”

In general, there are many studies conducted around ITL Many models havebeen launched but none have generalized both the negative and positive effects ofjob characteristics on ITL

2.3 Job Demand Resource model

There are many researchers studied the correlation of job characteristics andemployee well being Although these previous studies have provided vary possibledeterminants of employee‟s well-being, theoretical frameworks have been restricteduntil the introduction of ”Demand-control model” (DCM) (Karasek, 1979) and

“Effort-reward imbalance model” (ERI) (Siegrist, 1996) Since then, many authorstried a long list method to research employee well-being by relying on twocontrolling job stress models above The foremost presumption of both DCM andERI model indicate that job demands especially cause job strain and exhaustion, butjob resources are not mentioned Most researches on the DCM and the ERI modelare limited on independent variables These restricted variables can not rely variousfeatures for all job positions This raises the question whether the DCM and ERImodel can cover too many characteristics of countless job positions

The shortcomings in the above 2 models have made model of Baker andDemerouti (2006) become so prominent Two authors above built a general model

to study the interrelation between job characteristics and its impact onorganizational outcome called Job Demands-Resources model (JDR) Theframework of JDR model can shows both negative and positive impact of thecharacteristics affecting organizational outcomes through two mediators: burnoutand engagement The remarkable assumption of JDR model is: “Every occupationhas its own specific risk factors associated with job-related stress These factors can

be classified in two general categories: Job demands, Job resource” Through strain/burnout Job demand have negative impact on organizational outcome, mediated bymotivation/engagement Job resource have positive impact on organizationaloutcome Based on this model, researchers can apply to examine or explore the role

of many characteristics on outcomes In addition, applying JDR model cancompacts multifarious occupation, working environment, and explores bothnegative and positive aspects of organizational outcomes

Figure 2.5: JDR model (Bakker & Demerouti, 2007)Since its inception, JDR model has inspired lots of studies applying themodel to find out the role of job‟s elements as well as its relationship with specificorganizational outcomes For example: Findings of Bakker, Veldhoven andXanthopoulou (2010) supports for JDR Model, and concludes that job resourcepredict task enjoyment and organizational commitment when job demands are high

Jourdain and Chênevert (2010) also used JDR model in order to predict ITL thenursing profession Bakker et al (2011) proved that the JDR model is a conceptualmodel that can be fruitfully applied to the work–family interface Contributing forapplication of JDR model on organizational outcomes, Schreurs et al (2011)claimed that “job resources are associated negatively with early retirement intentionthrough work enjoyment”, Carlson et al (2017) considered technology as apredictor of turnover intentions through JDR model In 2018, Ahyoung Lee et al.used JDR model to conduct research about work engagement among child-careproviders There are many variables belong to job demand, job resource, andorganizational outcome, in turn, which are included in the model for research, butthe mediate effect of burnout and engagement is not changed.

Both job demand and job resource are belong to characteristic of anorganization Therefore, as soon as the JDR model was born, many people wereinterested in the role of characteristics come from within person in this model.Xanthopoulou (2007) extended the above model and added the impact of personalresources (including self-efficacy, organizational-based self-esteem and optimism)

on relationships in JDR model These studies clarified that personal resources didnot make up for the effect of job demands on burn out However, personal resourcesacts as a mediator on the correlation of job resources and engagement Additionally,

it also affect the cognizance of job resources Baker (2017) even develops thismodel further become JDR theory, adding the roles of self-undermining and jobcrafting JDR theory covers many factors and much more complicated, butorganizational outcomes of this framework are limited to job performance

However, this model still has some unsolved issue that make many peopledebate One of them is: For some job characteristics, it's hard to conclude whetherit's Job Demand or Job Resource This confusion make people difficult tounderstand how its impact on organizational outcome Typically, overtimesometimes is seen as a reason makes employees feel tired and burdened But forother cases, if employee work overtime at an appropriate level, they feel satisfied

and motivated to engage with the company because they can increase their incomeand reduce the time pressure of the work So what is the role of working overtimehour? None of previous study apply JDR model to research about the role ofovertime hour with ITL through burnout and engagement.

Relationship between working overtime and burnout

Leiter (1997) viewed burnout in terms of exhaustion, cynicism and reducedprofessional efficacy Similarly, Pines and Aronson (1988) defined burnout as “astate of physical, emotional, and mental exhaustion” Burnout measurement scale byPines (2005) also developed based on this definition

The fact that overtime workers lead to burnout is also highlighted in manyarticles So this relationship seems to be easy to predict Most previous studies have

pointed to the negative role of working overtime on employees' well being Luther

et al (2017) concluded that clinicians those working overtime are much moreburnout and facing to stronger work–life conflict than those not working overtime.Kok et al (2016) claimed that working around 45 hours per week or more can lead

to heavier burnout among military mental health providers Likewise, Rupert,Hartman and Miller (2013) pointed out a strong positive relationship between theaverage working hours per week and the emotional exhaustion (a dimension ofburnout) Supporting for above hypothesis, Yoder (2010) demonstrated thatworking overtime worked as a trigger for burnout, which is a reaction of chronicwork related stress (Leiter & Maslach, 1988; Maslach, Schaufeli

& Leiter, 2001) presented by emotional exhaustion, depersonalization Whenconsidering the opposite direction, Peterson et al (2008) found that exhausted employeesdescribed more frequency of overtime than workers who were non-burned-out anddisengaged Imai et al (2004) suggested a similar issue that working overtime hours isone of contributions to burnout

Surprisingly, there are also many studies proving the opposite Richter et al.(2014) asserted that decrease in working time in a hospital could not lead to arelated reduced risk of burnout Study of Shirom, Nirel, and Vinokur (2010) alsoindicates that work hours do not influence burnout directly Similarly, Schaufeli,Taris and van Rhenen (2008) also concluded that overtime did not cause burnout ofemployees However, with given the current situation in the context of workersworking at manufacturing companies in Vietnam, the hypothesis of relationshipbetween burnout and working overtime in this paper is still positive relationship

Relationship between working overtime and engagement.

Work engagement is defined as follows (Schaufeli, Salanova, González-Romá

& Bakker, 2001)

“Engagement is a positive, fulfilling, work-related state of mind that ischaracterized by vigor, dedication, and absorption Rather than a momentary and

specific state, engagement refers to a more persistent and pervasive

affective-cognitive state that is not focused on any particular”

The problem of workers who were forced to work overtime too much leading toexhaustion, protests and even turnover decision, is an indisputable practice Whileengagement is an important indicator for predicting well being, it may seems thatworking overtime has a negative impact on engagement Watanabe and Yamauchi(2018) argued that involuntary overtime work described a negative impact on mentalhealth and work engagement, whilst voluntary overtime work bring a positive effect

on well‐ being On the other hand, Beckers et al (2004) founded that bothcompulsive drive and engagement are positively associated with working overtime.But based on the reality from interviews with workers and even the government'scontroversy over the desire to increase maximum overtime hour , it can be seen that,from another perspective, the workers themselves may want to work overtime more.More overtime makes them more satisfied because they can increase their income orreduce the pressure on time to meet the productivity targets This evokes an idea thatnot only does working overtime have a negative effect on engagement, but, to someextent, can have a positive impact on engagement Therefore, this researchhypothesizes that working overtime has quadratic (inverted U-shape) relationshipwith engagement

2.5.2 Conceptual Model

Figure 2.6: Conceptual model

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H1: Working overtime hour has positive impact on burnout of employee.H2: Working overtime hour has inverted U-shape influential relationship with employee's engagement

H3: Employee's burnout has negative impact on employee's engagementH4: Employee's engagement has negative impact on employee's burn outH5: Employee's burnout has positive impact on employee's ITL organization.H6: Employee's engagement has negative impact on employee's ITL

organization

CHAPTER 3: RESEARCH METHODOLOGY

3.1 Research process

The research process includes steps shown as below:

Review the literature (related research and fundamental knowledge)

Identifying research objective, research scope, research question,

research methodology

Based on previous research and secondary data to raise conceptual

model, develope hypothesis

Designing questionnaire for survey,designing sample population

Collecting data

Analyzing data, identifying accepted hypothesis

Writing conclusion and discussion, completing report

Figure 3.1: Research Process

3.2 Sample design

Data collection instrument: Online questionnaire survey

Data collection method: Non-probability sampling, snow ball sampling.

Target respondent: The questionnaire targeted at the subjects of the study, who

are workers working at manufacturing company in Vietnam and receiving the overtime compensation in accordance with the law of Vietnam However, to

prevent the effects of demographic factors, this paper will narrow the study‟s subject based on age and gender Specifically, subjects that are female, under 30 years old will be selected for data analysis

Sample size: According to Hair et at (1998), the minimum number of samples

should be equal to the number of items measuring multiplying 5 The survey has all

4 variables measured by 25 questions Therefore, based on this theory, the

minimum number of valid samples in the survey should be 125

Questionnaire design: The questionnaire consists of 3 main parts The first part

is to introduce the purpose and summarize the content of the questionnaire so that respondents can easily understand the problem and implement the questionnaire The next section is the most important, including questions that measure variables.The last part is the demographic information of the respondent

Data analysis method: Statistic analysis by using SPSS software, including:

 Reliability analysis

 Confirmatory Factor analysis

 Pearson correlation analysis

 Linear and quadratic regression analysis

3.3 Measuring

The Working overtime hour variable will include 6 options, representing the actual amount of time averaged over weeks and months as below:

1 Less than 2.5 hours per week (Less than 10 hours per month)

2 From 2.5 - 5 hours per week (From 10 -20 hours per month)

3 From 5 - 7.5 hours per week (From 20 -30 hours per month)

4 From 7.5 - 10 hours per week (From 30 -40 hours per month)

5 From 10 - 12.5 hours per week (From 40 -50 hours per month)

6 Over 12.5 hours per week (Over 50 hours hours per month)

All 3 of variables Burn out, Engagement, ITL are measured by Likert scale (5level) The content of measuring items and scale details are described in the tablebelow:

Table 3.1: The content of measuring items

label Vigor

“At my work, I feel bursting with energy.” E1

“At my job, I feel strong and vigorous.” E2

“When I get up in the morning, I feel like going to

E3work.”

“I feel happy when I am working intensely.” E7

“I am immersed in my work.” E8

“I get carried away when I‟m working.” E9

B1 Malach-Pinesoften do you feel tired ?” (2005)

“When you think about your work overall, how

B3often do you feel hopeless ?”

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“When you think about your work overall, how

B4often do you feel trapped ?”

“When you think about your work overall, how

B5often do you feel helpless ?”

“When you think about your work overall, how

B6often do you feel depressed ?”

“When you think about your work overall, how

B7often do you feel physically weak/Sickly ?”

“When you think about your work overall, how

B8often do you feel worthless/like a failure ?”

“When you think about your work overall, how

B9often do you feel difficulties sleeping ?”

“When you think about your work overall, how

B10often do you feel “I‟ve had it ?”

I1 Wayne et al.

“I am actively looking for a job outside my

I2place of employment.”

“I am seriously thinking about quitting my job.” I3

“I often think of quitting my job at my

I4organization.”

“I think I‟ll still be working at my place of

I5employment 5 years from now.”

Table 3.2: Likert scale of ITLStrongly disagree ==========> Strongly Agree

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Table 3.3: Likert scale of Burn out and Engagement

Weakest Frequency ==========> Strongest Frequency

Rarely

Sometimes

Often (severalNever

times a week)times a month)

times a year)

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