INTRODUCTION
Company introduction
Vietnam is recognized globally as a rapidly developing nation, largely due to the significant contributions of Vingroup As a prominent private economic corporation, Vingroup has enhanced Vietnam's international reputation through its involvement in tourism and premium real estate, operating under two key brands: Vinpearl and Vincom.
Since its inception in 2002, Vincom has established itself as Vietnam's leading upmarket real estate brand, developing a range of shopping malls, office spaces, apartment complexes, and large-scale mixed-use townships The company has pioneered the trend of high-end ecological urban zones in Vietnam Despite the current economic downturn, Vingroup's projects continue to shine in the market, thanks to the Group's unwavering commitment to quality and progress, which has solidified its strong brand and excellent reputation.
To support rapid growth, human resource management has played a crucial role in Vingroup's success With a workforce exceeding 500,000 employees, Vingroup emphasizes the importance of effectively managing and understanding employee behavior, which allows the company to implement strategies that foster dedication and commitment among its staff.
This study examines the impact of performance appraisal system knowledge, organizational commitment, overall job satisfaction, and job overload on the on-the-job behavior of employees at Vingroup Additionally, it outlines the study's motivation, significance, purpose, research questions, and key terms.
After joining the market in 2001, Vingroup has recently begun operating top quality healthcare, and fitness and beauty care facilities under two new strategic brands,
Vinmec and Vincharm The first Vinmec International Hospital in Hanoi, featuring
In January 2012, Vingroup inaugurated a state-of-the-art facility featuring 600 single in-patient rooms and clinics As a leader in the industry, Vingroup consistently sets trends and elevates consumer expectations by delivering top-quality products that meet five-star international standards across all its business sectors.
In January 2012, Vinpearl JSC merged with Vincom JSC, leading to the establishment of Vingroup Joint Stock Company, which has since become one of the leading firms on Vietnam’s stock market by market capitalization.
Vingroup is recognized internationally as the first Vietnamese enterprise to successfully issue convertible bonds listed on the Singapore Exchange (SGX), raising a total of $400 million by 2012 With four strategic brand names—Vincom, Vinpearl, Vinmec, and Vincharm—Vingroup manages numerous high-end real estate and tourism projects, establishing itself as a leading private economic group in Vietnam The company is known for its dynamic and sustainable growth, demonstrating significant potential for integration into the Asian and global markets.
CORPORATION’S PROFILE Corporate’s English name Vingroup Joint Stock Company
Head office No.7, Bang Lang Street, Viet Hung Ward,
Phone – Website +84 4 39749999 – www.vingroup.net Business Registration Certificate No 0103001016
Stock exchange HOSE ( Ho Chi Minh Stock Exchange,
Vinpearl Joint Stock Company has successfully merged into Vincom, boosting the total charter capital to around VND 5,500 billion The company has also approved a comprehensive development strategy centered on four key brand names: Vincom for real estate, Vinpearl for tourism and recreation, Vincharm for fitness and beauty care, and Vinmec for high-quality healthcare services, all operating under the new legal entity, Vingroup Joint Stock Company.
January 7, 2012: Inaugurated Vinmec International Hospital, one of the most modern and luxurious hospitals in Vietnam
March 2012: Successfully issued, for the 2nd time, USD185 million of international convertible bonds listed on the Singapore Exchange Securities Trading Limited
June 2012: Additionally issued USD115 million of international convertible bonds, bringing the total international convertible bonds issued in 2012 to USD300 million
October 2012: Inaugurated Vincom Center A Ho Chi Minh City – Vietnam’s luxury complex of shopping, recreation and gastronomy
December 2012: The issuance of USD300 million of international convertible bonds was honored as “Best Vietnam Deal 2012” by Finance Asia, the most prestigious banking and finance magazine in Asia
January 2013: Vingroup became a founding member of the World Economics Forum
April 2013: Officially joined Vietnam’s education market with Vinschool brand, a full continual system from kindergarten through high school
May 2013: Attracted an investment of USD200 million from Warburg Pincus, a leading global private equity firm, into Vincom Retail JSC., a subsidiary of Vingroup
July 2013: Inaugurated Vincom Mega Mall Royal City, Asia’s largest underground Retail and Entertainment Complex
October 2013: Launched VinKC brand (Kids World), a chain of shopping centers, educational consultancies and health care services, exclusively dedicated to children, Vingroup officially enter retail market
November 2013: Vingroup successfully debuted in the international debt capital markets after pricing US$200 million of notes and became the first Vietnamese corporate to successfully issue USD – denominated bonds
In November 2013, Vinhomes was launched, representing a significant strategic milestone in the planning and development of premium serviced residential properties, while also establishing Vingroup's unique high-class service standards.
As at 31 December 2010, Vingroup had 1,782 employees, representing a year on year increase of 27.28% This number is expected to increase in the coming years in accordance with the Company’s development plans
The quality of Vingroup’s human resources, especially its Vietnamese workers, has gradually improved to meet the stringent international standards for management and services for leading recreational
The Company adheres to the Vietnamese Labor Code regarding working hours, ensuring compliance with legal standards In situations where deadlines are stringent, employees may be asked to work overtime, and the Company commits to providing appropriate compensation for their extra efforts.
All employees are entitled to holiday leave for Tet and public holidays as outlined in the Labor Code Those who have been with the Company for a year or more receive 12 vacation days annually Additionally, employees earn an extra day off for every five years of service at the Company.
Sick leave and maternity leave: Employees on sick leave and maternity leave are entitled to an allowance covered by the Social Insurance Fund in accordance with the Labor Code
The Company prioritizes a productive work environment for white-collar employees by offering modern and comfortable office spaces, while also ensuring that blue-collar workers have access to essential safety and sanitation equipment Strict adherence to labor safety regulations and fire prevention principles underscores the Company's commitment to maintaining a safe workplace for all employees.
Recruitment, Training, and Policy for Attracting Talented Workers
Vingroup prioritizes the establishment of an effective remuneration policy and comprehensive training programs for employee development, alongside fostering a strong corporate culture that encourages a professional and welcoming work environment.
Vingroup actively seeks to meet the increasing demand for skilled human resources by regularly recruiting talent and participating in job fairs The company's primary goal is to attract qualified individuals by offering appealing benefits and a commitment to employee satisfaction.
In addition to salary and remuneration policies that attract talented people, the Company offers other benefits including accommodations, meals, travel expenses, and other necessary services
Vingroup implements on-the-job training, where managers actively train employees based on their needs The company enhances skills through various methods, including on-site overseas training and field trips to both domestic and international hotels and resorts These training programs and associated activities are designed to cultivate Vinpearl’s corporate culture, emphasizing professionalism, etiquette, and a strong work ethic within Vingroup’s workforce.
Remuneration, bonuses, and benefits policies
Research introduction
Human resource management is essential for establishing a sustainable organizational structure, even if it doesn't directly generate profit Vingroup recognizes the importance of its employees' well-being and actively participates in community development and environmental protection initiatives The company is dedicated to creating a modern and professional work environment that fosters career growth, prioritizes employee interests, and upholds their rights and benefits Consequently, Vingroup consistently prioritizes research into the factors influencing employee behavior.
This study aims to gather insights from both managerial and non-managerial employees at Vingroup Corporation to eliminate self-report bias It will assess employee perceptions regarding the influence of performance appraisal system knowledge, job overload, organizational commitment, and overall job satisfaction on their job satisfaction within the organization The findings will provide valuable feedback on the effectiveness of Vingroup Corporation's HRM policies.
This study aims to explore how knowledge of the performance appraisal system, job overload, organizational commitment, and overall job satisfaction influence the on-the-job behavior of employees at Vingroup.
This study addresses some points follow:
- How are the impact performance appraisal system knowledge on Vingroup’s employee on-the-job behavior
- How are the impact of job overload on Vingroup’s employee on-the-job behavior
- How are the impact of organizational commitment on Vingroup’s employee on- the-job behavior
- How are the impact of related overall job satisfaction on Vingroup’s employee on- the-job behavior
LITTERATURE REVIEW
Performance Appraisal System Knowledge
A performance appraisal system involves structured interactions between supervisors and subordinates, typically conducted through annual or semiannual interviews to assess employee performance This process aims to identify strengths, weaknesses, and opportunities for skill development In many organizations, appraisal results play a crucial role in determining rewards such as monetary increases, promotions, and bonuses, highlighting high-performing employees When executed effectively, performance evaluations can enhance productivity, boost morale, and serve as a vital management planning tool, while also providing essential feedback to employees.
Performance evaluations in organizations serve multiple purposes, such as informing managerial decisions like promotions and providing critical feedback for improvement These appraisals are crucial human resource structures, significantly influencing workforce dynamics and outcomes (Judge & Ferris, 1993) Given their importance, performance appraisals are extensively studied within organizational and industrial psychology (Murphy & Cleveland, 1995).
Job overload
Job overload refers to the psychological and physiological responses to perceived threats in the workplace It is characterized as a hypothetical condition shaped by environmental factors, manifesting in various reactions across physiological, psychological, and social dimensions.
Research indicates that psychological outcomes such as anxiety, depression, and helplessness are prevalent in stressful environments (Thompson, 2002) Job overload, a key indicator of stress, occurs when there is a mismatch between employee expectations and actual demands This overload can lead to increased anxiety, decreased work performance, and ultimately lower job satisfaction and profits (Altaf, 2011).
Research by Thompson (2002) indicates that employees experiencing high stress levels may suffer from decreased life satisfaction and self-esteem Robinson et al (2011) found that stress in the workplace is often linked to heavy workloads and a lack of relaxation, leading to increased job stress Studies reveal that individual responses to stress vary, with some individuals more susceptible to situational pressures (Chiu and Greenhaus, 2002), and stressors can differ between male and female employees (Fu and Shaffer, 2001) Long working hours and high stress levels negatively affect both genders (Lo, 2003) Job performance relies on employee satisfaction and enthusiasm; without these, organizations may face adverse outcomes such as reduced job performance, higher turnover, and strained relationships (Halbesleben and Buckley, 2004) Job stressors, including work conflicts and overload, contribute to rising work-life conflicts (Fu and Shaffer, 2001), while quantifiable work overload has been linked to stress stemming from job difficulty and time pressure (Mazloum et al., 2008).
Organizational commitment
The concept of organizational commitment has attracted considerable attention over recent years and has become a central objective of human resource management.1
According to Guest (1987), HRM policies aim to enhance organizational integration, employee commitment, flexibility, and work quality Our focus here is on "commitment," which reflects attachment and loyalty that individuals can exhibit towards their job, profession, department, boss, or organization Consequently, commitment can vary and be distributed among these different levels Specifically, organizational commitment has been defined in various ways.
According to Mowdray (1992), organizational commitment comprises three key components: identification with the organization's goals and values, a desire to belong, and a willingness to exert effort on its behalf This essay will analyze the concept of organizational commitment, examining its strengths and weaknesses in understanding why managers seek it within their workforce Furthermore, it will explore cost-effective strategies for fostering commitment among employees.
Commitment can be understood as a psychological bond between employees and their organization, as described by O’Reilly et al., which manifests in three forms: compliance, identification, and internalization Meyer & Allen further elaborate on this concept with a three-component model that includes affective commitment (the desire to stay), continuance commitment (the necessity to stay), and normative commitment (the obligation to stay) Each type of commitment influences organizational performance differently, and individuals may exhibit elements of all three types.
Overall Job satisfaction
Supervisors play a crucial role in organizational management, as highlighted by training directors, human resource managers, and corporate executives (Bittel & Ramsey, 1983; Walker & Gutteridge, 1979) Effective supervision is essential for maximizing productivity gains from participative management programs (Glaser, 1980) Additionally, supervisors significantly influence subordinate career planning and development, which is vital for the success of organizational career initiatives (Walker & Gutteridge, 1979) A positive relationship between supervisors and subordinates is also fundamental for fostering effective union-management relations (Elkouri & Elkouri, 1983; Stepp, Baker, & Barrett, 1982) Behavioral research indicates that dissatisfaction with supervisors, alongside pay and job security, is a leading factor contributing to unionization (Getman, Goldberg, & Herman, 1976; Lelouarn, 1980; Schriesheim, 1978; Warner, Chisholm, & Munzenrider).
A study by Hammer and Smith (1978) involving approximately 88,000 clerical, sales, and technical employees at Sears and Roebuck revealed that dissatisfaction with immediate supervision was the most significant factor influencing attempts to unionize.
The relationship between Performance Appraisal System Knowledge and
2.6 The relationship between Performance Appraisal System Knowledge and On-the-job behavior
Less attention has been focused on qualitative criteria such as subordinates' reactions to appraisals and the factors contributing to these reactions (Cardy &
Research on reaction criteria in appraisal systems has been relatively sparse compared to psychometric and accuracy criteria Murphy and Cleveland highlighted this disparity, categorizing reaction criteria as "neglected criteria" that are essential for assessing the effectiveness of appraisal systems.
Subordinates' reactions to appraisal systems significantly influence the success and effectiveness of these systems, highlighting the importance of considering their perspectives alongside the technical aspects Bernardin and Beatty emphasize this relationship, suggesting that employee feedback is crucial for optimizing appraisal processes.
Subordinates' reactions are often more reliable indicators of an appraisal system's effectiveness than traditional psychometric measures like leniency or halo effects Even the most technically advanced appraisal systems will fall short if they lack acceptance and support from employees, highlighting the importance of employee buy-in for overall effectiveness.
In their 1995 study, Hedge and Borman highlighted the evolving nature of performance appraisals, emphasizing that employee attitudes towards these evaluations are becoming increasingly significant as appraisal systems and procedures advance.
Subordinate reactions to performance appraisals play a crucial role in determining the overall success and effectiveness of the appraisal process Researchers have explored various types of reactions from subordinates, often measuring these responses in diverse ways Notably, the most commonly evaluated reaction is the impact of performance appraisals on on-the-job behavior.
The relationship between Job overload and On-‐the-‐job behavior
Research in psychology highlights that job-related issues significantly impact employee behavior, leading to negative attitudes (Maslach, 2003) Changes in behavior often stem from differing expectations, where excessive workload and demands result in fatigue and exhaustion, ultimately altering on-the-job behavior A study by Lee and Ashforth (1996) found a negative correlation between job overload and employee behavior.
The relationship between Organizational commitment and On-‐the-‐job behavior
Brett et al (1995) explored how economic dependency on work influences the relationship between organizational commitment and performance Their findings indicate that individuals with low financial needs exhibit a stronger connection between organizational commitment and performance compared to those with high financial demands.
(1990) also concluded that there is a linkage between these two variables Meyer et at
Research has explored the relationship between job performance and organizational commitment, revealing varied results Affective commitment, characterized by emotional attachment to the organization, shows a positive correlation with job performance, while continuance commitment, based on the costs of leaving, correlates negatively Mayer and Schoorman (1992) found that performance is more closely linked to value commitment, which drives productivity Kalleberg and Marsden (1995) noted a modest relationship between organizational commitment and job performance, whereas Leong et al (1994) identified a weak correlation Contrarily, Wright (1997) reported a negative correlation between organizational commitment and job performance.
The relationship between Overall Job satisfaction and On-‐the-‐job behavior
The relationship between job satisfaction and on-the-job behavior has been critically evaluated across various organizational contexts, yielding mixed results Cummings (1970) identified three perspectives: satisfaction leading to performance, performance leading to satisfaction, and rewards influencing both Research by Mirvis and Lawer (1977) found that satisfied bank tellers experienced fewer cash shortages and were less likely to leave their jobs Kornhanuser and Sharp (1976) conducted over thirty studies in the industrial sector, revealing a positive correlation between job satisfaction and performance However, Katzell, Barret, and Porker (1952) found no association between job satisfaction and turnover or production quality A review by Smith and Cranny (1968) concluded that satisfaction correlates with performance, effort, commitment, and intention Additionally, the Western Electric studies (1966) demonstrated that increased employee productivity was linked to higher job satisfaction.
HYPOTHESES AND METHODS
Research Model
Name : On-the-job behavior (OTJB)
Performance appraisal system knowledge Job overload
Organizational commitment Overall job satisfaction
Performance appraisal system knowledge (PASK)
Caplan, Cobb, French, Van Harrison and Pinneau
- Key construct: On-the-job behavior (OTJB)
- Other constructs: § Performance appraisal system knowledge (PASK) § Job Overload (JO) § Organizational commitment (OC)) § Overall Job satisfaction (OJS)
Instruments
The questionnaire total consists of 40 questions Sections will be designed to collect information about performance appraisal system knowledge, job overload, organizational commitment and overall job satisfaction of Vingroup’s employees
The measure created by Williams and Levy (1992) assesses employees' understanding of key elements of the performance appraisal system relevant to their roles Research indicates that knowledge of the performance appraisal system significantly influences the alignment between employee and supervisor evaluations of work performance.
Reliability Coefficient alpha values ranged from 85 to 89 (Kacmar & Ferris, 1991; Levy & Williams, 1998)
Validity In Levy and Williams (1998), performance appraisal system knowledge correlated positively with job satisfaction, organizational commitment, and perceptions of fairness
Source Williams, J R., & Levy, P E (1992) The effects of perceived system knowledge on the agreement between self-ratings and supervisor ratings Personnel Psychology, 45, 835-847 Items were taken from Table 1, p 841 Copyright ©
Items Responses are obtained using a 7-point Likert-type scale where 1 = strongly disagree and 7 = strongly agree
1 I understand the performance appraisal system being used in my agency
2 My supervisor and I concur on the meaning of the criteria used in the performance appraisal system
3 I understand the objectives of the present performance appraisal system
4 I have a real understanding of how the performance appraisal system works
5 I do not understand how my last performance appraisal rating was determined (R)
6 I know the criteria used by my employer to evaluate my performance
7 I understand the standards of performance my employer expects
8 My employer clearly communicates to me the objectives of the performance appraisal system
9 I would benefit from additional training in the process of the appraisal system (R)
10 Procedures regarding the performance appraisal system are not generally understood by the employees (R)
11 An attempt should be made to increase employees' understanding of the performance appraisal system (R)
This measure, developed by Caplan, Cobb, French, Van Harrison, and Pinneau
In 1980, a study identified 11 key indicators to assess an employee's experience of job overload, emphasizing their perceptions of quantitative workload rather than mental strain or psychological pressure The research seeks to capture how employees perceive the pace and volume of their work, providing valuable insights into their workload management.
Reliability Coefficient alpha values ranged from 72 to 81 (Dwyer & Ganster, 1991; Phelan, Bromet, Schwartz, Dew, & Curtis, 1993; Sargent & Terry, 1998; Wallace, 1997)
Job overload is positively associated with factors such as hours worked, competitiveness, firm size, and absenteeism, while it negatively impacts work satisfaction, job satisfaction, and professional commitment, as evidenced by various studies (Dwyer & Ganster, 1991; Phelan et al., 1993; Sargent & Terry, 1998; Wallace, 1997).
Source Caplan, R D., Cobb, S., French, J R P., Van Harrison, R., & Pinneau, S R
(1980) Job demands and worker health Ann Arbor: University of Michigan, Institute for Social Research Items were taken from Appendix E, pp 238-239 Copyright © 1980 Reproduced with permission
Items Responses for items 1 to 4 are obtained on a 5-point Likert-type scale where
1 = rarely, 2 - occasionally, 3 = sometimes, 4 -fairly often, and 5 = very often
1 How often does your job require you to work very fast?
2 How often does your job require you to work very hard?
3 How often does your job leave you with little time to get things done?
4 How often is there a great deal to be done?
Responses for items 5 to 11 are obtained on a 5-point Likert-type scale where 1 hardly any, 2 = a little, 3 = some, 4 = a lot, and 5 = a great deal
5 How much slowdown in the workload do you experience?
6 How much time do you have to think and contemplate?
7 How much workload do you have?
8 What quantity of work do others expect you to do?
9 How much time do you have to do all your work?
10 How many projects, assignments, or tasks do you have?
11 How many lulls between heavy workload periods do you have?
The Organizational Commitment Scale (OCS), developed by Balfour and
Wechsler (1996) identifies three key dimensions of organizational commitment through nine items: pride in the organization, identification with its values, and a satisfactory exchange that fosters individual appreciation This framework has been effectively utilized to assess the organizational commitment of public sector employees, as noted by Balfour and Wechsler.
Reliability Coefficient alpha values were 81 for affiliation commitment, 72 for identification commitment, and 83 for exchange commitment (Balfour &
Kacmar et al (1999) conducted a confirmatory factor analysis that demonstrated the superiority of a three-dimensional model of the Organizational Commitment Scale (OCS) over a one-dimensional version Their findings indicated that the OCS and the 15-item Organizational Commitment Questionnaire are empirically distinct Additionally, the subscales for identification, affiliation, and exchange dimensions exhibited varying relationships with the antecedents and consequences of organizational commitment in a multivariate path model Notably, affiliation was negatively correlated with age, while identification and exchange commitments were not Furthermore, identification and exchange commitments showed a negative relationship with job involvement, contrasting with the positive relationship observed between affiliation commitment and job involvement (Kacmar et al., 1999).
Balfour and Wechsler (1996) explore the concept of organizational commitment within public organizations, focusing on its antecedents and outcomes Their research highlights the factors that influence employees' dedication to their organizations and the subsequent effects on productivity and management efficiency The findings emphasize the importance of understanding organizational commitment to enhance public sector performance.
Scale items Responses are obtained on a 7-point Likert-type scale where 1 strongly disagree and 7 = strongly agree
1 I am quite proud to be able to tell people who it is that I work for
2 What this organization stands for is important to me
3 I work for an organization that is incompetent and unable to accomplish its mission (R)
4 I feel a strong sense of belonging to this organization
5 I feel like "part of the family" at this organization
6 The people I work for do not care about what happens to me (R)
7 This organization appreciates my accomplishments on the job
8 This organization does all that it can to recognize employees for good performance
9 My efforts on the job are largely ignored or overlooked by this organization (R)
Developed by Brayfield and Rothe in 1951, the overall job satisfaction measure consists of 18 items, forming a one-dimensional assessment of job satisfaction A six-item version has also been utilized, demonstrating reliability coefficients ranging from 88 to 91 for the full measure and 83 to 90 for the shorter version Furthermore, overall job satisfaction shows a positive correlation with various job facets, including autonomy, distributive justice, supervisory support, task significance, and employee perceptions of performance.
Overall job satisfaction correlated negatively with family-work conflict, work routinization, role ambiguity, and role conflict (Agho et al., 1993; Aryee et al.,
In a study by Brooke, Russell, and Price (1988), confirmatory factor analysis revealed that job satisfaction is empirically distinct from organizational commitment and job involvement Judge et al (1998) further explored this by having employees' significant others report on their perceptions of job satisfaction, resulting in a notable correlation of 68 between self-reported and significant other perceptions Original measures of job satisfaction were compiled by Cook et al (1981) in "The Experience of Work," while a six-item version was validated by Agho, Price, and Mueller (1992) in the Journal of Occupational and Organizational Psychology, confirming the discriminant validity of these measures.
Items Original measure: Responses are obtained using a 5-point Likert-type scale where 5 = strongly agree, 4 = agree, 3 = undecided, 2 — disagree, and 1 = strongly disagree
1 My job is like a hobby to me
2 My job is usually interesting enough to keep me from getting bored
3 It seems that my friends are more interested in their jobs (R)
4 I consider my job rather unpleasant (R)
5 I enjoy my work more than my leisure time
6 I am often bored with my job (R) (Used in six-item version)
7 I feel fairly well satisfied with my present job (Used in six-item version)
8 Most of the time I have to force myself to go to work (R)
9 I am satisfied with my job for the time being (Used in six-item version)
10 I feel that my job is no more interesting than others I could get (R)
12 I feel that I am happier in my work than most other people
13 Most days I am enthusiastic about my work (Used in six-item version)
14 Each day of work seems like it will never end (R)
15 I like my job better than the average worker does (Used in six-item version)
16 My job is pretty uninteresting (R)
17 I find real enjoyment in my work (Used in six-item version)
18 I am disappointed that I ever took this job (R)
Items denoted with (R) are reverse scored
Responses are obtained using a 5-point Likert-type scale where 5 = strongly agree, 4 = agree, 3 = undecided, 2 = disagree, and 1 = strongly disagree
1 I am often bored with my job (R)
2 I feel fairly well satisfied with my present job
3 I am satisfied with my job for the time being
4 Most days I am enthusiastic about my work
5 I like my job better than the average worker does
6 I find real enjoyment in my work
Developed by Lehman and Simpson (1992), this measure assesses on-the-job behaviors through 22 items categorized into four distinct types: positive work behaviors, psychological withdrawal behaviors, physical withdrawal behaviors, and antagonistic work behaviors Positive work behaviors, encompassing five items, include actions like volunteering for extra tasks and striving for job improvement Psychological withdrawal behaviors, with eight items, involve daydreaming and contemplating absence, while physical withdrawal behaviors consist of leaving early and taking extended breaks Antagonistic work behaviors involve conflicts such as arguing with colleagues and disobeying supervisors The reliability coefficients for these behaviors range from 58 to 84, indicating varying levels of consistency Notably, positive work behaviors are linked to higher job satisfaction and organizational commitment, whereas antagonistic behaviors correlate with increased psychological withdrawal and burnout Furthermore, psychological withdrawal behaviors negatively affect perceived organizational support and job satisfaction, highlighting their detrimental impact on workplace dynamics (Cropanzano et al., 1997).
D D (1992) Employee substance use and on-the-job behaviors Journal of Applied Psychology, 77, 309-321 Items were taken from Table 1, p 313 Copyright © 1992 by the American Psychological Association Reprinted with permission
Items Responses are obtained using a 7-point Likert-type scale where 1 = never and
7 = very often Items are introduced with the statement "In the past twelve months, how often have you ? "
1 Done more work than required
3 Made attempts to change work conditions
4 Negotiated with supervisors to improve job
5 Tried to think of ways to do the job better
Hypotheses development
A prediction about the relationship between 2 constructs ỉ Hypothesis 1
A positive correlation exists between knowledge of performance appraisal systems and on-the-job behavior, as performance assessments often rely on subjective measures from appraisers such as supervisors or coworkers These subjective evaluations, typically utilizing rating scales, yield more accurate appraisals when the assessed behaviors and outcomes are clearly defined, employees comprehend the evaluation criteria, and the measures are perceived as fair Additionally, concise measurement that focuses on essential behaviors helps minimize frustration and potential errors in responses Consequently, understanding performance appraisal systems is believed to enhance employee motivation and improve job performance.
Job overload negatively impacts on-the-job behavior, leading to increased working hours, absenteeism, and turnover while fostering competitiveness and firm size This overload is linked to decreased employee satisfaction and commitment, adversely affecting attitudes and overall job performance Consequently, it also detrimentally influences organizational performance.
Organizational commitment positively influences on-the-job behavior, as it reflects an individual's psychological attachment to their workplace When employees feel a strong connection to their organization, their job satisfaction increases, leading to enhanced commitment Consequently, engaged employees are more likely to exhibit optimal behavior at work.
Job satisfaction is positively linked to on-the-job behavior and is crucial for both employee well-being and organizational productivity It influences factors such as efficiency, employee relations, absenteeism, and turnover As a complex variable, job satisfaction is shaped by situational job factors and individual characteristics, and can be understood as either a global or multifaceted construct Vroom's (1964) research supports the idea that satisfying employee needs enhances performance, establishing a tradition of studying the relationship between job satisfaction and job performance in industrial-organizational psychology Organizations that prioritize employee happiness are believed to foster higher productivity, reinforcing the notion that a happy worker is a productive worker.
Procedure for Data Collection and Analyze
To ensure accurate information, questionnaires were translated into Vietnamese and distributed to both non-managerial and managerial employees across 15 member companies of Vingroup Corporation A total of 250 questionnaires were personally sent out, with 230 responses received.
This study employed a comprehensive questionnaire with numerous items, utilizing factor analysis to eliminate ineffective discriminators and categorize items into distinct groups To assess the reliability of measurement scales, Cronbach’s alpha was applied, ensuring inter-item consistency Descriptive statistics were used to calculate the means and standard deviations of all independent and dependent variables Bivariate correlation analysis provided the Pearson’s correlation coefficient, revealing relationships between variables Finally, multiple regression analysis was conducted to evaluate the effects of work-related expectancies, job stress, procedural justice, and supervisory support on job satisfaction within FPT Corporation.
The SPSS software was utilized to analyze the data.
RESULTS AND FINDINGS
Demographic Characteristics of the respondents
Descriptive Statistics with 230 valid responses were achieved from 250 questionnaires distributed
The study survey conducted among Vingroup employees reveals a diverse demographic profile Of the respondents, 62% are male and 38% are female, reflecting the male-dominated nature of the service industry Age distribution shows that 47% of employees are between 25 and 36 years old, while 29% fall within the 37 to 45 age range; only 6% are over 45, and 18% are under 24 In terms of education, 62% hold a Bachelor's degree, 12% have a college degree, 11% possess a Master's degree, and 15% have completed high school Regarding seniority, 48% of respondents have been with Vingroup for 1 to 3 years, followed by 30% with less than a year, and 17% with 3 to 5 years, while 13% have more than 5 years of service The survey participants represent various departments and positions, with 37% being direct employees, 31% office staff, 19% in middle management, and 13% in senior management roles.
The below figure gives us the summary of demographic characteristics of the respondents
Figure 6: A summary of demographic characteristics of the respondents
Master Degree Bachelors Degree College High School
The data obtained from the questionnaires can be verified for accuracy, and the questions have been coded to facilitate analysis using Statistical Packages for the Social Sciences (SPSS).
The demographic profile of respondents is analyzed and presented using Descriptive Statistics, which, as noted by Zikmund (2000), involves transforming raw data into a more comprehensible and interpretable format.
According to Nunally (1970), Cronbach’s alpha values below 0.7 are deemed unacceptable, while values ranging from 0.7 to 0.8 are acceptable but require improvement Additionally, values exceeding 0.8 are not recommended for use.
To assess the significant relationships between the independent and dependent variables, a Pearson Correlation Coefficient analysis will be conducted This analysis will utilize the scale model proposed by Davies (1971) to illustrate the connections between these variables.
1/0.7 and above – very strong relationship,
Multiple Regression Analysis was performed to identify the most significant independent variable among the three dimensions—On-the-job behaviors, Taking Charge, and Perceived Ability-Job Fit—in explaining the relationship with Organizational Commitment and Work-Related Expectancies among employees.
The reliability test assesses the stability and consistency of measurements to evaluate the quality of a measure, specifically addressing how consistently it captures a particular concept The analysis revealed that the Cronbach’s alpha indicates a positive correlation among all items, demonstrating internal consistency Consequently, Cronbach’s alpha serves as a key metric for measuring reliability across variables, with results for each factor presented in the subsequent tables.
Cronbach's Alpha N of Items Consider Performance appraisal system knowledge PASK 797 8 Acceptable
Overall Job satisfaction OJS 845 7 Good
On-the-job behavior PPE 794 8 Acceptable
Table 1: Summary of Cronbach’s Alpha of the variables
According to Nunally (1970), Cronbach's alpha values below 0.7 are considered unacceptable, while values between 0.7 and 0.8 are acceptable but require improvement Values above 0.8 are deemed unsuitable for use The analysis results show that all items are positively correlated and exhibit internal consistency, with reliability scores ranging from 0.786 to 0.902, comfortably exceeding the 0.8 threshold Thus, the instrument used to measure each variable in this study is reliable.
Descriptive statistic
Table 2 and 3 presents the means, standard deviations, correlations, and coefficient α of all the studied constructs As shown in Table 2, all hypothesized pairs of relationships were statistically significant
The descriptive statistics reveal that the mean score for performance appraisal system knowledge is 3.72 (SD = 0.644), while job overload has a mean of 3.57 (SD = 0.539) Organizational commitment averages at 3.73 (SD = 0.539), and overall job satisfaction is notably higher at 4.07 (SD = 0.406) Additionally, on-the-job behavior has a mean of 3.72 (SD = 0.448) All mean values for these variables exceed the moderate level, indicating a generally positive assessment across the board.
Correlations Matrix
1 Using Bivariate Correlation Analysis Method to find the Pearson’s correlation coefficient r of all independent and dependent variables in this study, The Pearson’s correlation coefficient r reflects the correlation between independent variables and dependent variables
2 Table 3 The Pearson’s Correlation Coefficient r of all Independent and
PASK JO OC OJS OTJB
** Correlation is significant at the 0.01 level (2-tailed)
Table 3: Summary of Correlations of all variables
Correlations matrix of all variables included in the analysis is presented in figure above which is calculated based on data of 230 staff members in Vingroup questionnaires distributed
Using SPSS software for correlations and regression analysis, significant relationships between variables were identified The analysis categorized these relationships based on correlation strength, with high correlations defined as greater than 0.5 and low correlations as less than 0.5.
From the above table, it is depicted that:
- H1: PASK and OTJB are highly associated with correlation 0.845
- H2: JO and OTJB are low relationship with correlation 0.102
- H3: OC and OTJB are low relationship with correlation 0.431
- H4: OJS and OTJB are low relationship with correlation 0.408
Hypothesis Testing
The correlation test evaluates the strength of the association between variables, utilizing Pearson’s Product Moment to calculate inter-correlation coefficients (R) According to Cohen (1988), an R value between 0.10 and 0.29 indicates a low degree of correlation, 0.30 to 0.49 suggests a moderate degree, and 0.50 to 1.00 reflects a high degree of correlation Pearson Correlation is employed to explore the interrelations among the variables.
This study employed multiple regression analysis to evaluate its hypotheses, utilizing four distinct regression models Each model regressed the dependent variables against the independent variables, allowing for a comprehensive examination of the relationships within the data.
Following are the summary of the multiples regression test of the independent variables and se dependent variables, with N#0
Model Summary Model R R Square Adjusted R Square Std Error of the Estimate
1 872 a 761 496 37061 a Predictors: (Constant), PASK, JO, OC,OJS
Table 4: Model Summary of all hypotheses
Table 5: Coefficients of all hypotheses The result indicates that:
Hypothesis 1, which examined performance appraisal system knowledge, showed a Beta value of 0.808 and a significance level of 0.000, indicating strong support for the hypothesis This suggests that performance appraisal system knowledge positively influences on-the-job behavior.
Hypothesis 2- Job overload had Coefficient β = -0.132, the significant was 0.000 (0), the significant was 0.001 (0) And the significant was 0.015 (