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

In addition, the study confirmed both the positive and negative roles of over time hour: Working overtime hour has positive relationship with burn out which lead to negati[r]

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

ACKNOWLEDGMENT

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 to study, practice and research at YNU, where there are excellent lecturers and adequate facilities to study My grateful thanks are also extent to other lecturers in the MBA faculty for listening and giving me critiques to complete the research further

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

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

In the context of controversy surrounding the issue of increasing maximum overtime hour in Vietnam, the study was conducted to clarify the effects of overtime on workers' intention to leave their jobs This research aims to explain the relationship between overtime hour, burnout, engagement and intention to leave organization The study was conducted by online surveys targeting workers who are working in manufacturing companies in Vietnam There were 465 responses, but only 139 valid questionnaires were selected for data analysis Results obtained from linear and quadratic analysis have drawn conclusions about both positive and negative roles of working overtime hour All 6 hypotheses describing relationships between 4 variables including working overtime hour, burnout, engagement and intention to leave organization are accepted There are 4 hypotheses matching result from previous research in the Job demand resource model on the relationship between burn out, engagement and intention to leave In addition, the study confirmed both the positive and negative roles of over time hour: Working overtime hour has positive relationship with burn out which lead to negative impact on employee well-being such as intention to leave; working overtime hour have quadratic relationship with engagement which reduce intention to leave The findings may suggest managers to arrange and allocate overtime appropriately, as well as the government to introduce overtime laws and resolve existing disputes

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) 37

Table 4.20: Pearson Correlation statistic 39

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

on Engagement 42

Table 4.23: Regression Analysis Summary of impact of Engagement on Burn out……….… 44 Table 4.24: Regression Analysis Summary of impact of Burn out on

Engagement 45

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

LIST OF ABBREVATIONS

CFA Confirmatory Factor Analysis

DCM Demand-control model

ERI Effort-reward imbalance model

JDR Job Demand Resource Model

ITL Intention to leave

SPSS Statistical Package for the Social Sciences

CHAPTER 1: INTRODUCTION

1.1 Rationale:

During the current period of economic development, working hours of workers are a very serious social issue The situation that workers have to work overtime exceeding policy is very common Therefore, in many factories in Vietnam, there have 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 unsecured environment, 500 garment workers in Tam Dan industrial cluster (Phu Ninh district, Quang Nam) quit their jobs to claim benefits (Trung Kien, 2018) Many workers reported that, fin the period of time after Lunar new year, they were forced to work overtime from Monday to Friday, adding 3.5 hours a day, including Sundays This makes them extremely tired and exhausted By the end of March 2018, nearly 4,000 workers of Yamani Dynasty Co., Ltd located in Nam Hong Industrial Cluster (Nam Truc District, Nam Dinh) simultaneously quit their job, asking the company's leaders to improve the working conditions, including non-overtime work over 300 hours/year (Van Dong, 2018)

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

Besides, now government of Vietnam are arguing about making the rule about maximum hour for working overtime Some of them think that: Currently, the total number 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 increase overtime 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 them opportunity 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 of employees in 2018 announced by the Vietnam General Confederation of Labor and the Institute of Workers - Union, the basic monthly salary of employees (if they work 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 with many people the fixed salary is not enough to cover their own lives and their families so they need to work overtime and earn extra income In addition to basic wages (accounting for 84.4%), workers also receive overtime pay, attendance money and other allowances, supports from businesses With this additional amount and basic salary, the average income of workers (excluding meals) increases to nearly 5.53 million VND / month Many workers have given up unstable outside jobs to apply for jobs in industrial parks and have worked with the company for a long time because of stable salary, having conditions to increase their income if they work 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 also feel that having more overtime will reduce the time pressure to achieve the target Thus, Increasing maximum overtime hour is desired by both workers and businesses

This fact would suggests that working long hours may be the reason for factory workers to leave However, how that effects workers‟ decision to leave is far from clear Overtime working provide workers with additional income and usually at higher 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 both negative and positive ways simultaneously

So far, there have been a number of studies explaining separately the correlation 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 with businesses (Watanabe & Yamauchi, 2018), that lead to leaving intention Most of

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

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

1.3 Research scope

The study was conducted in Vietnam and focused on the human resources who are workers at manufacturing companies Currently, the issue of strikes and turnover of workers occurs mainly in manufacturing companies, the increase in overtime causing controversy for the government also revolves around this object

1.4 Research structure

Chapter 1: Introduction

This chapter introduces practical motivation, social problem that have inspired this research, research objective, research question and research scope

Chapter 2: Literature review

This chapter introduces previous research, fundamental theory related to the topic This part also explains research model based on research gap and hypothesis development

Chapter 3: Research methodology

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

Chapter 4: Data analysis

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

Chapter 5: Conclusion and discussion

This chapter draws conclusions, suggests some implications from findings of this research This part also discuss some limitations of this study and suggest further 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 normal working hours and overtime hours shall not exceed 12 hours/day, 30 hours/month or 200 hours/year

- Except for some special cases prescribed by the Government, the extra working hours shall not exceed 300 hours per year (Example: Producing and processing products for export of textile, garment, leather, shoes, agricultural processing, forestry, fishery; Producing, supplying electricity, 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 but also in most economies This issue has been of interest for a long time so there has been some research in the past about the effects of working hours on employees

Recently, Chiara Dall‟Ora (2016) studied about characteristics of shift work and their impact on employee performance and well being This research was conducted 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's performance 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 working more than 40 hours per week and adverse events Not only focusing on working hours, but the study also exploited deeply many aspects of shift work and points out effects of each aspect including working rotating shifts, fixed night shifts, timely breaks, quick returns Through this paper Chiara Dall‟Ora also studied the impact of overtime and mentioned it as a small characteristic of shift work His research concludes 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 In this study, the author has built 3 models In particular, the first and second models focus on studying the individual effects of each working-time characteristics and wage-related aspects on the intention to stay, while the third model describes the relationship 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 to stay at a organization is negatively affected by working part-time hours, overtime and a long commuting time with the same employer Besides confirming the effect

of overtime, the study suggest for employer paying attention to the commuting time factor 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 When applying the combination of 2 factors above in Model 3, the impact of them still works Approved relationships in model 3 also demonstrate that consideration about working and commuting times acts as a supplement to wage satisfaction to increase employees‟ intention to stay

Rubery et al (2005) explored together two issues including working time and industrial relations His research exploited the flexibility aspect of working hours The results of qualitative fieldwork in six major UK-based organizations indicate that new working-time distribution blear the previously clear frontier between work and non-work time and influencing the salary negotiation Supporting the findings of Rubery on the positive effects of the flexibility of working time, Kelliher and Anderson (2009) offered evidence proving that who can work with flexible time having higher levels of job satisfaction and organizational commitment than their other colleagues More specifically, analytical results of both the interview and questionnaire illustrate that those who work flexibly in this study were not only generally satisfied with both their jobs and their work-life balance but also having committed tendencies to the organizations they are working for Remote workers confessed that being able to exercise autonomy about where they worked to make them satisfied In addition to the impact on satisfaction, interviewees who reduced 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 be under pressure from forcing themselves to complete the work in a short amount of time

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

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

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

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

While the study of Johnson and Lipscomb provides general conclusions about the impact of working hours on the health and morale of employees Later then, 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 decreases the risk of accidents and decreases the injury rate at the workplace Their research is quite favorable and highly reliable because the Korean government has changed the law on working time during that time The new law in which the standard weekly hours were reduced from 44 to 40 has been gradually applied at different times according to industry and facility size from 2004 to 2011 This change has helped them getting data and evidence to draw a conclusion that a one-hour cut down in actual working hours per week (equivalent to 14 minutes per day) lower the injury rate significantly, by about 8% There have been more in-depth studies combining both economic and medical factors related to working hours Typically, a study by Pradhan and Shrestha (2011) about the impact of working hours on backache from gender 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 on nurse 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 the number of errors If nurses work in shifts of 12.5 hours or more will triple the rate

of making mistakes compared to normal working hours

Many previous studies have shown that long working hours or irrationalities in time arrangements will lead to negative impacts on both work and health of employees But most of these studies have not yet focused on exploring the 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 a number of other names such as: intention to quit, turnover intention This concept is classified into two separate folds: Organization and Profession In this paper, we only focus on ITL organization

The IL is different from the actual behavior of quitting an organization Several researchers 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 actual quitting behaviour Sustaining for above results, recently there are some studies illustrated that turnover intention is a important indicator for actual turnover behaviour (Firth, et al.,2004) and turnover intention is believed to be the most valid antecedent of actual action (Allen, Weeks & Moffitt, 2005) In addition, Boshoff et al., (2002) had the similar idea that quitting intention is a dependent variable and also 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 that turnover 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 two concepts 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 the same construct Although there are overlaps in measurement items, using these structures interchangeably will lead to errors and misunderstandings

Table below are herewith some definition of ITL:

Table 2.1: Definition of ITL

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

leave the organization.”

Vandenberg and Nelson

(1999)

“Individual‟s own estimated probability (subjective) that they are permanently leaving the organisation at some point in the near future.”

Boshoff, Van Wyk,

Hoole and Owen (2002)

“The strength of an individual‟s view that they

do not want to stay with their employer.”

2.2.2 Related research

Retaining employees is a long-standing problem, but it still doesn't lose its necessity for today's companies Therefore, when the ITL is an important signal to predict the turnover behaviour of employees, there has been a lot of research around this topic to provide useful implications for human resources management policies

Recently, Tzafrir et al (2015) conducted a study and approached this topic from the perspective of human resource management He conducted a study and approached this topic from the perspective of human resource management Specifically, he proposed a model to explore the role of Human Resource value and employment social environment in relation to the intention to quit With Data collected in 2011 from 567 employees and regression analysis, the results help Tzafrir claiming that Human Resource values is a major factor account for employment social environment and employment social environment play a dominated 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 of the employment social environment, which might be considered hygienic factors that reduce dissatisfaction (Herzberg, 1966) and directly reduces employee‟s ITL a organization 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 some implication to reduce employee's ITL, but this model will not be able to show the direct determinants impacting on the intention to quit

Muliawan et al (2009) also presented a model that emphasizes the key role

of organizational commitment and job satisfaction to turnover intention In particular, the indirect factors affecting quitting intention are role conflict, satisfaction with pay, and fulfillment of growth needs However, his model does not mention any direct 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 business and its impact on the employee's intention to quit Similarly, Du Plooy and Roodt

(2010) suggested that both work engagement and organizational citizenship behaviour have unfavorable association to turnover intention, while work alienation and burnout have positive impact Stone (2006) demonstrated that organizational climate factors were associated with nurse‟s turnover intention depending on working conditions Djurkovic et al (2008) also asserted the mediating role of perceived organizational support on the relationship between workplace bullying and victims‟ ITL Elangovan (2001) tested many different models, tried to replace the position of variables and direction of relationship The results shows that there is significant 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 exploiting influence of personality to the turnover intention The study clarifies that extroversion and agreeableness are two personalities, which negatively influences turnover intention Studies of Salgado (2002) and Zimmerman (2008) also have the similar 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 contrastive perceptions 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 the characteristic of the individual, the features of the job affecting the ITL and the turnover behavior The model below describes general direction of these relationships (Figure 2.4) Specifically, satisfaction with professional growth opportunities, autonomy, workload, and role clarity are strong indicators of ITL This model is quite general and covers the relationships of many factors including both personal factors, factors derived from the organization However, the limitation

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

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 from within employees themselves The decision to withdraw from current company is also influenced by external environment such as potential to be employed and labour-market demand He argued that an turnover intention depends on perceived opportunity and the ability of getting other jobs, the role of mobility cognition, as well 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 testing regression relationship on 514 samples in Hong Kong Through this study, he confirmed that “both procedural and distributive justice contributed to the development of perceived organizational support, and perceived organizational support mediated their effects on organizational commitment and ITL”

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

2.3 Job Demand Resource model

There are many researchers studied the correlation of job characteristics and employee well being Although these previous studies have provided vary possible determinants of employee‟s well-being, theoretical frameworks have been restricted until the introduction of ”Demand-control model” (DCM) (Karasek, 1979) and “Effort-reward imbalance model” (ERI) (Siegrist, 1996) Since then, many authors tried a long list method to research employee well-being by relying on two controlling job stress models above The foremost presumption of both DCM and ERI model indicate that job demands especially cause job strain and exhaustion, but job resources are not mentioned Most researches on the DCM and the ERI model are limited on independent variables These restricted variables can not rely various features for all job positions This raises the question whether the DCM and ERI model can cover too many characteristics of countless job positions

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

to study the interrelation between job characteristics and its impact on organizational outcome called Job Demands-Resources model (JDR) The framework of JDR model can shows both negative and positive impact of the characteristics affecting organizational outcomes through two mediators: burnout and engagement The remarkable assumption of JDR model is: “Every occupation has 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 by motivation/engagement Job resource have positive impact on organizational outcome Based on this model, researchers can apply to examine or explore the role of many characteristics on outcomes In addition, applying JDR model can compacts multifarious occupation, working environment, and explores both negative 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 the model to find out the role of job‟s elements as well as its relationship with specific organizational outcomes For example: Findings of Bakker, Veldhoven and Xanthopoulou (2010) supports for JDR Model, and concludes that job resource predict task enjoyment and organizational commitment when job demands are high

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

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

on relationships in JDR model These studies clarified that personal resources did not make up for the effect of job demands on burn out However, personal resources acts as a mediator on the correlation of job resources and engagement Additionally,

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

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

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

an old topic that has long been studied by Weisberg, and Sagie (1999), Leung and Lee(2006) But there have been no studies that applied the JDR model to clarify the role of working overtime on burnout, engagement and organizational outcome

Relationship between working overtime and burnout

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

The fact that overtime workers lead to burnout is also highlighted in many articles 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 more burnout 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 the average working hours per week and the emotional exhaustion (a dimension of burnout) Supporting for above hypothesis, Yoder (2010) demonstrated that working overtime worked as a trigger for burnout, which is a reaction of chronic work related stress (Leiter & Maslach, 1988; Maslach, Schaufeli

& Leiter, 2001) presented by emotional exhaustion, depersonalization When considering the opposite direction, Peterson et al (2008) found that exhausted employees described more frequency of overtime than workers who were non-burned-out and disengaged Imai et al (2004) suggested a similar issue that working overtime hours is one 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 a related reduced risk of burnout Study of Shirom, Nirel, and Vinokur (2010) also indicates that work hours do not influence burnout directly Similarly, Schaufeli, Taris and van Rhenen (2008) also concluded that overtime did not cause burnout of employees However, with given the current situation in the context of workers working at manufacturing companies in Vietnam, the hypothesis of relationship between 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 is characterized 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

to exhaustion, protests and even turnover decision, is an indisputable practice While engagement is an important indicator for predicting well being, it may seems that working overtime has a negative impact on engagement Watanabe and Yamauchi (2018) argued that involuntary overtime work described a negative impact on mental health and work engagement, whilst voluntary overtime work bring a positive effect on well‐ being On the other hand, Beckers et al (2004) founded that both compulsive drive and engagement are positively associated with working overtime But based on the reality from interviews with workers and even the government's controversy 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 or reduce the pressure on time to meet the productivity targets This evokes an idea that not only does working overtime have a negative effect on engagement, but, to some extent, can have a positive impact on engagement Therefore, this research hypothesizes that working overtime has quadratic (inverted U-shape) relationship with engagement

2.5.2 Conceptual Model

Figure 2.6: Conceptual model

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 engagement

H4: Employee's engagement has negative impact on employee's burn out

H5: 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:

Figure 3.1: Research Process

3.2 Sample design

Data collection instrument: Online questionnaire survey

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

Review the literature (related research and fundamental knowledge)

Based on previous research and secondary data to raise conceptual

model, develope hypothesis

Identifying research objective, research scope, research question,

research methodology

Designing questionnaire for survey, designing sample population

Collecting data

Analyzing data, identifying accepted hypothesis

Writing conclusion and discussion, completing report

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 (5 level) The content of measuring items and scale details are described in the table below:

Table 3.1: The content of measuring items

Engagement

Vigor

Wilmar Schaufeli & Arnold Bakker (2004)

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

Dedication

Absorption

Malach-Pines (2005)

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“When you think about your work overall, how

“I am actively looking for a job outside my

“I often think of quitting my job at my

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

Table 3.2: Likert scale of ITL

Strongly disagree ==========> Strongly Agree

Table 3.3: Likert scale of Burn out and Engagement

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

Never

Rarely (about several times a year)

Sometimes (about several times a month)

Often (several times a week) Always

CHAPTER 4: DATA ANALYSIS

4.1 Data description

Table 4.1: Data description