Factors influencing job stress of agribank employees in da lat

LUONG HUYNH NGOC TIEN 7 ABBREVIATIONS APRACA Asia Pacific Rural and Agricultural Credit Association VBA Vietnam Bank for Agriculture WB World Bank ADB Asia Development Bank AFD French De

Trang 2

Advisor’s signature

Nguyen The Khai, DBA

Trang 3

LUONG HUYNH NGOC TIEN 2

Contents

List of tables ……… 4

List of figures ……… 5

Abbreviations ……… 6

Acknowledgement ……… 7

Abstract ……… 8

CHAPTER I: INTRODUCTION ……….9

I INTRODUCTION OF AGRIBANK ………9

1 Overview of the company ……… …… 9

2 Agribank's milestones in development ……… ……11

3 Sustainable development and growth ……… … 12

4 Agribank network ………14

5 Agribank's core cultural values ……… 14

6 Agribank’s subsidiaries ……… 16

7 Organization Structure ………17

8 Agribank network ………17

9 Business Objectives ……… 18

II RESEARCH INTRODUCTION ……… ……19

1 Problem statement………19

2 Research objective………19

3 Research questions……… ……19

4 Demographic Characteristics of the respondents……….19

CHARPTER II: LITERATURE REVIEW ……… 22

I STRESS IN THE WORKPLACE……… 22

II DEFINING JOB STRESS……… 22

III CAUSES OF JOB STRESS……….22

1 Work-life balance ……….….23

2 Work Control……….…23

Trang 4

3 Job Overload……… 23

IV SOURCES OF JOB STRESS ……….…24

CHARPTER III: RESEARCH MODEL AND HYPOTHESES ……… …25

I RESEARCH MODEL……… 25

1 Dependent Variables……… …25

2 Independent Variables……… ….25

II CONSTRUCTS ……….…26

III RESEARCH HYPOTHESES ………26

CHARPTER IV: RESEARCH METHODS AND DATA ANALYSIS………….29

I RESEARCH DESIGN……… 29

II RESEARCH METHODS……… 29

1 Data collection method……… 29

2 Measures……… … 29

2.1 Work-Family Conflict ……… ….30

2.2 Work Tension ……… 31

2.3 Work Control ……… 32

2.4 Job Overload ……… … 35

2.5 Job Stress ……… …36

3 Research Participants ……….37

4 Data analysis and report ……….…38

4.1.Reliability Analysis ……… 39

4.2.Descriptive Analysis ……… 40

4.3.Correlation among available ……… 41

4.4.Hypothesis Testing ……… … 42

CHARPTER V: DISCUSSION AND CONCLUSIONS ……… … 44

SUMARY OF RESULT……… 44

DISCUSSION AND RECOMMENTDATION……… … 44

III.LIMITATION OF THE STUDY ………47

Trang 5

IV.CONCLUSIONS ……… ….48

REFERENCES ……… 49

APPENDIX 1- QUESTIONNAIRE ……… 52

APPENDIX 2 - PRESENTATION POWERPOINT ……….56

Trang 6

LIST OF TABLE

Table 1: Reliability Statistic of Cronbach’s Alpha……… 40

Table 2: Descriptive Statistics……….40

Table 3: The Pearson’s Correlation……….41

Table 4: Model Summary………42

Table 5: Coefficients……… 43

Trang 7

LIST OF FIGURES

Figure 1: Mr Trinh Ngoc Khanh, chairman of Agribank……… 10

Figure 1: Mr Trinh Ngoc Khanh, chairman of Agribank.……….18

Figure 3: A summary of demographic characteristics of the respondents ……… 22

Figure 4: Suggested Research Model of Agribank Employees’ Job Stress …… 26

Trang 8

ABBREVIATIONS

APRACA Asia Pacific Rural and Agricultural Credit Association

VBA Vietnam Bank for Agriculture

WB World Bank

ADB Asia Development Bank

AFD French Development Agency

EIB European Investment Bank

ABC Agricultural Bank of China

CCB China Construction Bank

ICBC Industrial and Commercial Bank of China

ALC 1 Financial Leasing Company No 1

AJC Viet Nam Agribank Gold Corporation Jsc

ALC 2 Financial Leasing Company No 2

Agriseco Securities Joint stock Company

VJC Silver and Gemstone Company

ABIC Agribank Insurance Joint stock Corporation

Trang 9

ACKNOWLEDGEMENT

Dear Dr Khai Nguyen and all my beloved

I would like to express my most grateful and sincere thanks to my lecturer, Dr Khai Nguyen I am so appreciative for numerous hours that Dr Khai Nguyen dedicated

to me and my study He was always available to offer his encouragement and added inspiration to my research and strengthened my passion for the field of business research and through his lessons

This research won’t be completed without the help of my beloved classmates I was very fortunate to have such terrific mates who gave me useful and constructive advices, great help as well as encouragement

I also send my sincere thanks to many other friends and my family who supported and helped me a lot in collecting survey and during my study

My best regards

Ngoc Tien

Trang 10

ABSTRACT

Stress is a universal element and everybody has to face with stress not only in every walk of life but also in their job Work stress is nowadays becoming a serious problem in the workplace Employees in general and bank officers in specific often get troubles, crises and conflicts in their current working environment that requires them to handle fast, flexibly and accurately This research is aimed at catching out factors affecting Job stress to employees who work in Agribank Data was collected with the help of questionnaire and correlation and regression were used to analyze the data Finding showed different factors that influenced on job stress of employees and also ways to reduce their job stress This paper was conducted to analyze the relationship between job overload and job stress; role overload and job stress; perceived injustice and job stress; work-family conflict and job stress The study was done on 296 employees working in Agribank branches around Da Lat city to assess the elements affecting the Job stress in the organization As a result, organizations can reduce the overall impact of work stress by developing and implementing preventive measures and interventions to help employees manage and cope with job stress

Key words: job stress, work-family conflict, work tension, work control, job

overload

Trang 11

CHAPTER I: INTRODUCTION

I would like to introduce a research about “Factors Influencing Job Stress of Agribank

Employees in Da Lat”

I INTRODUCTION OF AGRIBANK

1 Overview of the company

Agribank - the leading commercial bank in Vietnam

Since its establishment in 1988, Vietnam’s Agribank has continuously played

a key role in contributing to the development and significant achievements of the country’s valuable agricultural industry.

Figure 1: Mr Trinh Ngoc Khanh, chairman of Agribank

(Source: Agribank website)

Agribank is the largest bank in Viet Nam in terms of capital, assets, workforce, operating network and customer base As of October 2012, the leading role of Agribank has been confirmed by:

 Total asset: VND 560,000 billion

 Total fund resource: VND 513,000 billion

 Equity: VND 29,605 billion

 Total outstanding loans: VND 469,000 billion

Trang 12

 Operating network: 2,400 branches and transaction offices nationwide

 Personnel: 42,000 staffs

Agribank has always focused on the innovation and application of banking technology in favor of business administration and the development of an advanced banking services network Agribank is the first bank to accomplish the Project

"Intra Payment and Customer Accounting System" (IPCAS) funded by the World Bank The finalized IPCAS has enabled Agribank to provide local and foreign customers with modern banking products and services with extensive safety and accuracy At present, Agribank is serving millions of households and enterprises Agribank is one of the banks in Viet Nam who have the largest number of correspondent banks with 1,033 correspondent banks in 92 countries and territories Agribank is currently taking the Chairmanship of Asia Pacific Rural and Agricultural Credit Association (APRACA) in term of 2008-2010, and also a member of International Agricultural Credit Confederation (CICA) and Asian Bankers Association (ABA) Agribank has hosted a number of big international conferences, i.e., FAO Conference in 1991, APRACA Meeting in 1996 and 2004, CICA International conference on agricultural credit in 2001, APRACA Meeting on fishery in 2002

Agribank is the leading bank in Viet Nam in receipt and implementation of foreign projects In the context of economic volatility, Agribank has received 136 projects from the World Bank (WB), Asian Development Bank (ADB), French Development Agency (AFD), European Investment Bank (EIB), etc with the total fund of over USD 5.1 billion Apart from this, Agribank has continuously got accessed to and attracted new projects: Financing Agreement with European Investment Bank (EIB) phase II; Rural Finance Project III funded by World Bank, Biogas Project funded by ADB; JBIC Project by Japan; Small rubber farming project funded by AFD With the position of a leading commercial bank in Viet Nam, Agribank has shown its great efforts, reaching encouraging achievements, and

Trang 13

contributing greatly to the nation's industrialization and modernization as well as economic development

2 Agribank's milestones in development:

 1988: Establish on 26 March 1988 under the name of Agricultural Development Bank of Vietnam

 1990: Renamed Vietnam Bank for Agriculture (VBA)

 1991: Implemented loans for the household economic sector under Directive 202/CT dated 28 June 1991 by the Chairman of the Council of Ministers

 1995: Proposed establishment of the Bank for the Poor (now called the Vietnam Bank for Social Policies) – A separate entity from the Vietnam Bank of Agriculture

 1996: Renamed Vietnam Bank for Agriculture and Rural Development

 2003: Awarded the title of “Labor Hero of the Doi Moi Era” by the Party and State

- Deployed Intrabank Payment and Customer Accounting System (IPCAS) at Agribank branches nationwide

 2005: Open first representative office abroad - Representitive Office in Cambodia

 2006: Obtained Vietnam Gold Star Award

 2007: Ranked by UNDP as the largest emterprise in Vietnam

 2008: Awarded the “Second-Class Independence Medal” by the party and the State

- Took up Chairmanship of the Asia – Pacific Rural and Agricultural Credit Association (APRACA) Top 10 Vietnam Gold Star Award

 2009: Recognized as the first bank to be awarded the “Top 10 Vietnam Gold Star” Award twice

Officially kicked off the IPCAS II, connecting online all 2,300 branches and transaction offices

Trang 14

 2010: named in top 10 of 500 largest enterprises in Vietnam – VNR500

Opened first branch abroad – Branch in Cambodia

 2011: Converted into a State – Owned one member limited liability company

 2012: the only bank in the top 10 ranking of 500 largest enterprises in Vietnam – VNR500

 2013: 25th anniversary of the establishment, honorably received the Third- Class Labor Medal from the Government

 2014: Implemented Restructuring Plan with the aim of continuing to play a key role in the system of credit institutions in Vietnam, directly responsible for implementing the policy of the Party and State on development assistance and the provision of financial services for agriculture, rural areas and farmers The only bank in the top 10 ranking of 500 largest enterprises in Vietnam – VNR500

3 Sustainable development and growth:

Agribank is the biggest bank in Viet Nam in terms of fund resources, assets, number of staff, operating network and customer base As of December 2013, Agribank had the total assets of VND 705,365 billion, total equity of VND 29,605 billion, total fund resource of VND 626,390 billion, total outstanding loans of VND 530,600 billion, total staff of 40,000 people; 2,300 branches and transaction offices; 1,000 correspondent banks in 100 countries and territories and a customer base of over millions customers Agribank is a leading bank in Viet Nam in terms of receipt and implementation of foreign projects, especially from the World Bank (WB), Asia Development Bank (ADB), French Development Agency (AFD), and European Investment Bank (EIB) Agribank is currently taking the chairmanship of Asia Pacific Rural and Agricultural Credit Association (APRACA) in term of 2008

- 2010 Recently, Agribank has been known as a leading bank which provides modern services

Trang 15

For the coming years, Agribank is to promote the role of the leading bank in the national economic development and the dominant role in agricultural and rural financial market, serving agriculture, farmers and rural areas Agribank will make great efforts in fund mobilisation from both local and foreign sources, maintain the credit growth at a reasonable level Agribank will give priority in investment in agriculture, farmers and rural areas especially to farm households with agricultural, forestry, fishery, and salt production and to SMEs which has met the demand for transition to agricultural and rural production As a result 70% of the total outstanding loans will be in agriculture and rural areas For maintaining the leading bank providing the modern and high quality products and services, meeting the demand of customers and increasing the noncredit income, Agribank is focusing on renovate and develop banking technology in a modernisation manner Agribank expects to reach the goals for 2014 as follows: the fund resource increases by 11%-13%, outstanding loand rised by 10%-12%; the rate of loans to agricultural and rural areas is 70%, NPLs below 4%, to meet the safe rates required by SBV

To reach those ends, Agribank will put forth a number of solutions such as: Speeding up the fund mobilisation from different sources for serving agriculture, farmers and rural areas; Enhancing the cooperation and connection with big organisations and enterprises; Set up the progress on implementing the Agribank re-structure project; Effectively management ; Develop strategy on international cooperation and foreign funded projects Agribank has completely changed into Ltd Company with 100% capital of State; Pushing up the modernised banking technology to develop the new products and services with high quality to better serve the customers in agriculture, farmer and rural areas, enhance competitive advantage and increase noncredit income; Set up the strategy on high quality human resource; Agribank plans to carry out the project on bussiness development strategy

in coming years; develop the promotion strategy for Agribank trade mark etc…continuously affirmed the status and prestige of the largest commercial bank- financial institution in Vietnam

Trang 16

4 Agribank network:

2,300 branches and transaction offices across the S shape of Vietnam

Agribank is the biggest commercial bank in Vietnam with an operating network of 2,300 branches and transaction offices nationwide which have been connected online In 2010, Agribank has extended the network by opening its first branch in the Kingdom of Cambodia

With the leading role in rural and agricultural financial market, Agribank has paid attention to expand its operating network to districts and communes in order to facilitate the customers around the country to get access to bank loans easily and safely The customer base of Agribank now includes over 10 million farm households and 30,000 enterprises The nationwide network has created Agribank advantage in improving the competitiveness in the challenging integration process

To meet the demand for import-export payment of local and foreign customers, Agribank has focused on expanding the correspodent relations with other banks So far, Agribank has 1,034 correspondent banks in 95 countries and territories Agribank signed agreements with Phongsavanh Bank - Laos, Acleda Bank - Cambodia, Agricultural Bank of China (ABC), Bank of China (BOC), China Construction Bank (CCB), Industrial and Commercial Bank of China (ICBC) on cross border payment from which customers and all parties benefit

Apart from 2,300 branches and transaction offices, as a leading commercial bank in Viet Nam, Agribank has 9 subsidiaries: Financial Leasing Company No 1 (ALC 1), Financial Leasing Company No 2 (ALC 2), Viet Nam Agribank Gold Corporation Jsc (AJC), Printing, Trading and Banking Service Company, Securities Joint stock Company (Agriseco), Tourism and Trading Company (Agribank Tours), Ho Chi Minh City Gold, Silver and Gemstone Company (VJC), Agribank Insurance Joint stock Corporation (ABIC), Agribank Food Trading & Development Investment Company

5 Agribank's core cultural values:

Trang 17

Agribank's core cultural values are Honesty, Discipline, Creativity, Quality, and Efficiency

5.1 Honesty: is interpreted as per someone's thought, something has existed

and happened or integrity, truthfulness (an honest person or a person with honesty)

5.2 Discipline: is interpreted as "code of ethics that governs the society, the

organization, family to consolidate the relationship within a lifestyle that complies with the moral rules Customs and regulations form the social order Discipline must be followed"

5.3 Creativity: is interpreted as "Creating something new or study for

improvement without compulsion

5.4 Quality: is interpreted as value of benefits (towards quantity)

 Product quality (in economic terms): Product characteristics defined by

parameters which are measurable and comparable, in line with current technical conditions to meet the social and personal demand in an identified production and consumption condition Product quality reflects comprehensively the level of technology and is an important technical and economic standard to improve production efficiency and play an essential role in economics (expand production scale and market especially international market)

 Job quality means the guarantee of the production, technical and

organization process, resulting in qualified products and product quality improvement Job quality also includes the quality of the business decision and onsite compliance which is measured by job productivity, job efficiency, product quality and economic efficiency of various divisions and positions Job quality plays a decisive role to product quality and a guarantee to product quality The former and the latter are different but have close relations Efficiency is construed as "an achievement in a job or in an activity"

Trang 18

5.5 Efficiency: means the expected outcome or something that produces the

result that people expect and aim at, and may vary through different fields (economic efficiency, socio-economic efficiency, labour efficiency, efficiency and efficiency rate)

In production, efficiency means performance and productivity In business, efficiency means interest rate and profits In work performance, efficiency means labor productivity assessed by a period of time to produce a product

or number of products produced within a period of time

6 Agribank’s subsidiaries:

The bank’s subsidiaries include:

 Agribank Securities Company ( Agriseco)

 Agriculture Bank Insurance Joint Stock Corporation (ABIC)

 Agribank Gold Joint Stock Corporation (AJC)

 Agribank Gold, Silver and Gemstone Company, Ho Chi Minh City (VJC)

 Agribank Printing, Trade and Service Company

 Agribank Trading an TourismCompany (Agribank Tours)

 Agribank Leasing Company No.1 (ALC1)

Trang 19

7 Organization Structure

Figure 2: Agribank management organization

8 Agribank network:

 2,300 branches and transaction offices across the S shape of Vietnam

 Agribank is the biggest commercial bank in VietNam with an operating network of 2,300 branches and transaction offices nationwide which have been connected online In 2010, Agribank has extended the network by opening its first branch in the Kingdom of Cambodia

 The customer base of Agribank now includes over 10 million farm households and 30,000 enterprises The nationwide network has created

Trang 20

Agribank advantage in improving the competitiveness in the challenging integration process

 Agribank has 1,034 correspondent banks in 95 countries and territories Agribank signed agreements with Phongsavanh Bank - Laos, Acleda Bank - Cambodia, Agricultural Bank of China (ABC), Bank of China (BOC), China Construction Bank (CCB), Industrial and Commercial Bank of China (ICBC)

on cross border payment from which customers and all parties benefit

9 Business Objectives

9.1 Vision

AGRIBANK aims to become Vietnam’s leading Rural Bank in areas with budding tourism and progressing farming industry; a household name for the Vietnamese family as a reliable source of quality financing services

9.2 Mission

To promote agriculture and its related activities through affordable and sustainable financial solutions towards socio-economic development in

Vietnam

9.3 Agribank commitments to employees and human resource manager

Agribank focuses on developing and holding people across all the businesses they run

Developing People

Agribank knows that the greatest asset of any business are people and training and development programs can help the business have further growth of their capability and contribution As a result, regular development workshops were carried out for mid-level managers in various parts such as finance, operation and marketing in order to introduce a thorough knowledge base for a basic understanding of each aspect for each Group in the business

Trang 21

II RESEARCH INTRODUCTION

1 Problem statement

Most of organizations, especially successful ones nowadays focus not only on monitoring workplace stress but also implementing vehicles to reduce stress for all employees According to the company management, good working environment, good treatment from the company, a stable income can make the staff feel comfortable and contribute their best to the company In reality, those individuals who usually get stress due to family conflict, work tension, work control, job overload, role overload, etc can be affected negatively the work efficiency and the stages involved in the process In order to create high performance organizations, Agribank needs to understand how stress affects people’s emotional, intellectual, and interpersonal functions and reduce these effects effectively

Concerning this issue, the study was conducted to survey the factors influencing Job stress of Angribank employees in Dalat

2 Research objective

This study mainly tries to find the following objectives:

a To find out the factors that may impacts on Job stress

b To identify the factors that may impact on Job Stress

c To suggest some solutions based on research findings in order to reduce the Job Stress

3 Research questions

In order to accomplish the objective of this study, the research questions have been formulated based on the discussion above

a How is the impact Work-Family Conflict on Job Stress?

b How is the impact Work Tension on Job Stress?

c How is the impact Work Control on Job Stress?

d How is the impact Job Overload on Job Stress?

4 Demographic Characteristics of the respondents

Trang 22

Agribank employees involved in the study survey are in various background and different in terms of age, gender, working seniority and educational background The following are the summary of demographic characteristics of the respondents

47% of respondents are male employees meanwhile the rest of over 53% are female employees The distribution of employees’ gender also reflects the characteristics of the banking industry are quite equal

In term of age, the respondents are also various with the minority of the employees in the group of under 24 years old (19%), age from 25 to 36 years old (29.2%), 30.6% of respondents from 37 to 45 years old, the rest respondents over 45 years old got 21%

Education background: Respondents with a college degree accounts for 29%;

a Bachelor’s degree accounts for 39.24%; a Master’s degree accounts for 30% whereas only 1.76% has a PhD’s degree

Seniority: The majority of respondents have served for Argribank Da Lat less than 1 year was 6.1%; for 1 to 3 years with the percentage of 12.6%; for 3 to

5 years with the percentage of 37.2% The rest of 44 % was respondents who work for the organization for more than 5 years

Trang 23

Figure 3: A summary of demographic characteristics of the respondents

Trang 24

CHARPTER II: LITERATURE REVIEW

I STRESS IN THE WORKPLACE

Stress is an unexpected reaction tool place when people hare under severe pressures or other kinds of demands placed upon them Job Stress is not a new concept for employees in general but banking officers in specific The word stress was used by Selye (1956) for the first time He defines stress as physical or psychological reaction to a particular condition Later

on, there are various opinions and literature points of basic factors such as work environment, job family role strain; work related depression, anxiety, and irritation In the view of Cybernetic theory of Cummings and Cooper (1998), stress is depending upon context and situation A particular situation causes stress some time for a person while in other situation it

is considered as distress for the same person According to Control theory of Spector (1998), stress is caused by number of factors Sometime mismanagement of a person on its emotional and cognitive process becomes reasons for developing job stress (Lazarus, 1993) Cannon (1927) argues in his theory of Cannon-bard theory of emotion that psychological stress is caused by physiological problem Bonoma and Zaltsman (1981) find out that Stress is the outcome of the environmental interaction and personal factors Stress affects the performance

of the employees by affecting them psychologically, physically, behaviorally

II DEFINING JOB STRESS

Job stress is defined by The NIOSH as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker It can lead to illness and injury (American Psychology Association)

III CAUSES OF JOB STRESS

In 2001, a three-year nationwide study on occupational stress in UK Higher Education Institutions (HEIs) was conducted by the Higher Education Funding Council of England (HEFCE) with the aim of providing stress benchmarks for Higher Education, to enable comparisons with other professions and intra-sector comparisons with cognate HEIs (i.e old

Trang 25

versus new universities) (Tytherleigh, Webb, Cooper and Ricketts 2005) The main causes of stress identified in all HEI's were:

 excessive travel time

 work interfering with home/personal life

2 Work Control

The experience of pressure is strongly linked to perceptions of control Lack of influence and consultation in the way in which work is organized and performed can be a potential source

of pressure, for example:

 lack of control over aspects of the job

 lack of involvement in decision making

 account not taken of staff ideas/suggestions about the job

 lack of influence over performance targets

Trang 26

IV SOURCES OF JOB STRESS

When defining the term of job stress, we have to understand how important it really is in our overall stress management The word means “the point at which something springs into being

or from which it derives or is obtained…the point of origin and…that causes, creates, or initiates” (The American Heritage® Dictionary of the English Language, 2009)

In other way of saying, we conduct what the causes we are experiencing coming from are and where the stress, anxiety, worry and tension means

Stress can be from various sources in persons’ lives Understanding where our stress is coming from can help us in handling, reducing our stress and even relieving stress There are six main sources of stress:

1 Environmental stress includes strain and hassle in our life such as living next to a

noisy, busy street causing stress symptoms and stress effect

2 Social stress includes interacting, socializing and communicating with other human

beings

3 Organizational stress involves the demands and pressures placed upon us by the

organization, business or group for which we work

4 Physiological stress includes work stress and job stress involving on how our

physiology, body reacts and responds to stressful situations

5 Psychological stress involves the power of our own mind in how ou think, rationalize

and make meaning of our stress, hassles and worries

6 Significant events stress includes critical incidents and significant events in your life

Trang 27

CHARPTER III: RESEARCH MODEL AND HYPOTHESES

The primary aim of this study is to examine the effects of work family conflict, work tension, work control and job over load to Agribank employee job stress in Da Lat The methodology specifically described the research model, the research instrument, the research hypothesis, data collection process, and the procedure for the data analysis

Trang 28

 Job Overload (JO)

III RESEARCH HYPOTHESES

1 Work-Family Conflict

Work–family conflict happens when there are incompatible demands between the work and family roles of an individual that makes membership in both roles tougher The conflict accordingly takes place at the work–life interface Struggle between work and family is significant for organizations and persons because it is related to negative values For example, conflict between work and family is linked with increased organizational commitment and job performance, occupational breakdown and job stress, and declined health Work–family conflict is a specific type of role conflict in which work-role demands interfere with family-role demands (Greenhaus & Beutell, 1985) Role theory proposes that as employees do more and more for their companies, they are likely to have less time and energy to devote to their spousal and family responsibilities (Hochschild, 1997)

Hypothesis 1: Work-Family Conflict is positively related to Job Stress

2 Work Tension

Work tension correlated positively with work role ambiguity, work role conflict, work role stress, family role stress, work-family conflict, family distress, turnover intentions, and poor physical health (Grandey & Cropanzano, 1998; Netemcyer ct al., 1990; Sanchez & Brock, 1996) Job tension correlated negatively with organizational commitment, job satisfaction, age, and self-esteem (Grandey Cropanzano, 1998; Netemeyer ct al., 1990;

Trang 29

Sanchez & Brock, 1996) This measure, developed by Caplan, Cobb, French, Van Harrison, and Pinneau (1980), uses 11 items to describe an employee's job overload This focuses on the employee's perceptions of quantitative job overload (rather than mental strain or psychological pressure) It asks for description of the perceived pace and amount of work Job overload correlated positively with ours worked, competitiveness, firm size, and absenteeism and correlated negatively with work satisfaction, job satisfaction, and professional commitment (Dwyer & Ganster, 1991; Phelan et al., 1993; Sargent & Terry, 998; Wallace, 1997)

Hypothesis 2: Work Tension is positively related to Job Stress.

3 Work control

Control over aspects of a job correlated positively with sick days taken, job workload, and work satisfaction In multivariate analysis, control moderated the relationship of workload with work satisfaction (Dwyer & Ganster, 1991) This measure, developed by Dwyer and Ganster (1991), describes the extent to which workers perceive they have control over numerous aspects of their work environment These aspects include control over the variety of tasks performed, the order of task performance, the pace of tasks, task scheduling, task procedures, and arrangement of the physical layout/environment

Hypothesis 3: Work Control is positively related to Job Stress

4 Job Overload

Job overload has been researched and found in relation with work-family conflict (Bolino & Turnley, 2005; Coverman, 1989; Razak, Yunus, & Nasurdin, 2011) Similarly, job overload also results in role conflit (Coverman, 1989; Home, 1998) Most of the research on JO has been conducted by psychologists and social scientests has linked JO with job stress According to published studies JO increases level of stress in an employee and results in turnover (Bakker, Demerouti, & Verbeke, 2004; Coverman, 1989; Madu, Okoro, & Onuibe, 2014; Maslach, 2003) Furthermore, some studies also associated JO

Trang 30

with justice (Andrews, Wilmington, & Kacmar, 2014; Lambert, Hogan, & Griffin, 2007) Moreover, it has also been negatively associated with employees’ performance and ultimately with organization performance (Choi, Cheong, & Feinberg, 2012; Jamal, 2011; Karatepe., 2013)

Job overload has been positively related with working hours, absenteeism and competitiveness, size of the firm, turnover etc and has been negatively associated with satisfaction and commitment (Dwyer & Ganster, 1991) It has negative effect on employees attitude and satisfaction (Sargent & Terry, 1998)

Hypothesis 4: Job Overload is positively related with Job Stress

Trang 31

CHARPTER IV: RESEARCH METHODS AND DATA

ANALYSIS

I RESEARCH DESIGN

 Type of research: causal research (the aim of this research is to determine the cause and effect relationship between variables)

 Type of design: questionnaires

 Unit of analysis: individuals (an employee)

II RESEARCH METHODS

1 Data collection method

In this study, data was collected using a structured questionnaire which consisted of

32 items The permission from head of department was set before distributing the questionnaires Questionnaires were translated into Vietnamese to achieve the accurate information Data was collected by questionnaires survey with non- managerial employees and managerial employees in all over 5 Agribank branches in

Da Lat 350 questionnaires with clear instruction and guidelines were delivered to respondents 120 of 350 surveys were sent by email and the rest of 230 were sent directly to individuals Only 296 were returned in total

All data of 296 returned questionnaires were input into SPSS software as the original source for further analysis All of 296 samples were valid The SPSS

software was utilized to analyze the data

2 Measures

To ensure the research is conducted effectively, the detail of the procedures of obtaining information is needed in conducting the study in order to solve the problem The sampling survey method was primarily used to obtain the information need for the purpose of the study The questionnaire was divided to study the

Định dạng
Số trang	63
Dung lượng	1,54 MB