INTRODUCTION
Problem
The trend of global integration has intensified competition across various sectors, making human resources a crucial asset for both Vietnamese and foreign enterprises Unlike capital and technology, which are becoming limited, the intellectual capital of employees is essential for organizational success Effectively attracting and utilizing human resources is vital for improving workforce quality, enhancing service delivery, and boosting overall business performance Organizations must prioritize strategic human resource management to maintain a competitive edge in the market Leaders should focus on sourcing external talent to fulfill organizational needs while implementing policies to retain and develop existing skilled employees through training and coaching.
In today's competitive landscape, investing in human resources is crucial for organizations seeking to enhance employee commitment To foster this commitment, it is essential for employees to understand their roles and values within the organization while also feeling satisfied with the benefits provided by their employer.
In light of the challenges posed by the COVID-19 pandemic, businesses are increasingly compelled to adopt flexible work models as employees transition to remote operations For many, this shift to teleworking marks their first experience of working from home, raising significant human resources concerns among leaders The abrupt change has often resulted in inefficiencies in skill utilization and resource management, leading to potential communication breakdowns that could adversely affect organizational performance.
The shift to remote work has led to numerous challenges for staff, including increased workloads and distractions, which can result in missed tasks and difficulty separating work from personal life This new environment has heightened stress levels and introduced psychosocial risks, such as feelings of isolation Additionally, team cohesion has suffered, with leadership being diminished and employees forced to adapt to a less efficient workspace compared to their traditional office settings.
Many businesses have deprioritized employees' psychological needs to reduce financial losses from the lockdown, negatively impacting engagement and wellness To achieve the agility and resilience necessary for corporate health during a pandemic, it is essential for workers to be skilled and resilient, with their active participation being crucial Companies are actively seeking solutions to address human resource challenges and combat financial pressure through enhanced staff engagement This focus on self-engagement, self-discipline, work motivation, and effective communication is vital for maintaining high performance levels while working remotely amidst the unprecedented changes brought by COVID-19.
This study investigates the essential factors influencing employee engagement amid the unprecedented challenges posed by the COVID-19 pandemic across various industries By focusing on office staff, it aims to identify the key determinants that impact employee engagement in the current health environment, highlighting the significance of fostering a motivated workforce during these trying times.
The article "19 PANDEMIC" establishes a theoretical framework for analysis, identifying significant challenges and proposing viable solutions for businesses It offers a summary of options that organizations can discuss and implement with their employees, aiming to address immediate difficulties effectively.
Previous research
In their 2020 study, Tanveer Ahmed, Muhammad Shahid Khan, Duangkamol Thitivesa, Yanada Siraphatthada, and Tawat Phumdar examined the impact of employee engagement on organizational performance, focusing on the mediating role of knowledge sharing among higher education institutions during the COVID-19 pandemic Utilizing Structured Equation Modeling (SEM) to validate their conceptual framework, the findings reveal that employee engagement significantly enhances organizational performance, while knowledge sharing also positively influences outcomes Additionally, the COVID-19 pandemic presents unique opportunities for organizations, prompting human resource managers to effectively manage employees to capitalize on these circumstances.
Salima Hamouche (2020) explored the effects of COVID-19 on human resource management, highlighting key challenges and opportunities that emerged from the pandemic The article offers valuable insights for HR managers and professionals, suggesting potential future organizational structures in response to these changes.
Meenakshi Kaushil & Neha Guleria (2020) used analytical and descriptive and secondary data was collected from various research papers, journals, and publications
The research emphasizes the importance of employee relations and engagement during the COVID-19 pandemic To foster a positive relationship with employees, organizations must prioritize effective communication and interaction, which are essential for supporting their technical needs and enhancing engagement and retention throughout this challenging period.
In 2020, Vanessa De Leon conducted a qualitative analysis involving human resource management experts from Sacramento County The study focused on the unique experiences of local public sector HR practitioners during the global pandemic, highlighting an emerging topic in the field.
In their 2020 study, Phan Thi Thanh Huyen and Le Thi Ngoc Tu employed a qualitative research method to identify the challenges faced by HR professionals during the COVID-19 pandemic They proposed strategic HR solutions aimed at helping businesses and employees adapt to the evolving work environment.
In a study by To Minh Chuyen (2020), theoretical models were established and tested to examine the factors influencing employee motivation at work The findings provide valuable management insights for executives at Southern Helicopter Company, highlighting ways to enhance employee engagement By addressing these factors, the leadership can effectively boost employee enthusiasm Additionally, the paper outlines policy implications for improving motivation and acknowledges limitations while suggesting areas for future research.
Objective of the study
This study aims to explore the factors influencing employee attachment during their initial experience of working from home, as well as the impact of these factors on their commitment to remain with the organization Based on the findings, the research offers managerial recommendations to enhance employee engagement, ultimately supporting the retention of a stable workforce during and post-COVID-19.
This study aims to highlight the importance of strategic human resource management in fostering employee engagement during the COVID-19 pandemic The research focuses on three key objectives that underscore the critical role of HR strategies in navigating the challenges posed by the pandemic and enhancing workforce commitment.
Firstly, the research has identified factors affecting the employee engagement of office staff in Ho Chi Minh City
Secondly, the study needs to determine which factor is the most effective element and which one is the least affecting the backroom staff
To enhance employee engagement and work performance among office staff in Ho Chi Minh City during the COVID-19 pandemic, it is essential to propose management strategies that improve productivity while teleworking This research aims to fill the gap in existing literature on this topic, providing valuable insights for future human resource management practices By focusing on effective telework strategies, organizations can foster a more engaged and productive workforce in challenging environments.
This study is crucial as the pandemic persists, bringing ongoing health challenges It highlights both problematic HRM practices and successful strategies, offering insights that can be addressed or replicated Additionally, the research emphasizes that the HRM issues encountered during this pandemic differ significantly from those experienced in previous emergencies and crises.
Research Question
The following research questions were determined for this study
RQ1: What factors affect the employee engagement of office staff in Ho Chi Minh City during the COVID 19 outbreak?
RQ2: How do these factors affect office staffs engagement in the pandemic condition, especially in Ho Chi Minh city?
RQ3: What policy implications should be implemented to increase office staffs engagement for the pandemic period?
Research subject and scope
This study aims to identify the factors influencing employee engagement among office workers in Saigon who are experiencing remote work for the first time during the COVID-19 pandemic lockdown.
• Scope of space: The sample of the research was conducted within Ho Chi Minh
City and focused on the backroom staff within the city
• Scope of time: The thesis researches in the most recent 2.5 months period, from the end of September 2021 to November 2021
The research focuses on the factors influencing employee engagement among backroom workers in Ho Chi Minh City, narrowing down the broad topic to specific elements Key factors under consideration include leadership, training programs, compensation, organizational communication, career development, health and safety, and organizational commitment.
The Research Methodology
This thesis is carried out by combining qualitative research methods and quantitative research methods The research process is conducted in two stages: preliminary research and formal research
This qualitative research study utilizes a comprehensive review of materials from both domestic and international sources, including magazines, books, and online resources, focusing on keywords related to coronavirus, COVID-19, human resource management (HRM), and pandemic impacts on HRM functions The data was gathered from reputable databases such as Google Scholar, Ebsco, and Semantic Scholar, covering publications from December 2019 to July 2021, while excluding epidemiological papers The analyzed articles are listed in the references section Additionally, the research incorporates group discussions with experienced experts to identify and refine factors influencing employee engagement, which will be integrated into the research model Following this, a survey questionnaire will be developed and administered to office workers in Ho Chi Minh City The qualitative method aims to validate the theoretical model in the specific research context and to adjust the measurement scale as necessary.
Quantitative research was employed to evaluate the factors influencing employee engagement among office workers in Ho Chi Minh City Utilizing primary data collected through a survey administered via Google Forms, the study implemented convenient and stratified sampling methods for participant selection Data analysis was conducted using Excel software, which facilitated effective data filtering and interpretation.
The study employs an 18-level Likert scale to assess various variables, with data processed using SPSS 20 Reliability is measured through Cronbach's Alpha coefficient, allowing for the removal of unsuitable variables The scale is deemed acceptable when the Cronbach Alpha coefficient meets satisfactory levels Exploratory Factor Analysis (EFA) is conducted to evaluate the convergent and discriminant validity of the scale Subsequently, the author tests the model through regression analysis and hypothesis testing Finally, T-Test and ANOVA are utilized to compare factors influencing employee engagement during COVID-19, including gender, age, working time, and position/rank.
Research Significance
This thesis reinforces the theory of employee engagement within organizations and highlights the critical role of human resource management for current and future success In light of the heightened uncertainty in the HRM sector due to COVID-19, the findings will offer innovative strategies and alternatives to navigate the "new normal." Ultimately, the results aim to enhance the existing conditions in the field.
Research findings indicate that the scales measuring office workers' engagement in Ho Chi Minh City significantly impact employee cohesion This study provides valuable insights for both theoretical frameworks and practical applications, presenting solutions to enhance employee commitment and sustain job performance It highlights that operational efficiency remains unaffected by human resource shortages, ensuring a stable workforce in both traditional and work-from-home models during the ongoing COVID-19 pandemic.
Thesis structure
The dissertation is organized into five chapters, which are as follows:
This article explores the significance of selecting a relevant research topic, highlighting the rationale behind this choice It reviews previous studies to establish a foundation for the current research, identifying gaps and areas for further exploration The primary research objectives are clearly defined, alongside specific research questions that guide the inquiry The subjects and scope of the research are outlined, ensuring a focused approach Additionally, the research methods employed are detailed, emphasizing their appropriateness for the study Ultimately, this research aims to contribute valuable insights to the field, enhancing understanding and informing future studies.
LITERATURE REVIEW
Basic concept
Employee engagement is a multifaceted concept that has been defined in various ways by researchers and organizations Despite numerous definitions, there is no universally accepted or recognized standard for what constitutes employee engagement within an organization.
In this study, some common concepts will be introduced, and job satisfaction will be used for this research
Work motivation has been extensively studied by renowned researchers such as Herzberg, Maslow, Deci, Marrier, and Lawer, as well as Vietnamese scholars like Bui Anh Tuan and Nguyen Van Luat These studies generally converge on the idea that work motivation stems from individual needs, driving personal goals Ultimately, work motivation can be defined as the intrinsic urge to engage in behaviors that align personal objectives with organizational goals.
Kahn (1990) offers a significant qualitative assessment of employee engagement, defining it as the active involvement and expression of employees in their roles within an organization This engagement encompasses three key aspects: the perceived beliefs employees hold about the organization, leadership, and working conditions; the emotional feelings they experience towards these elements; and the physical energy they invest in fulfilling their responsibilities Overall, Kahn's model illustrates that employee engagement is a multifaceted concept, deeply rooted in the psychological conditions of attachment.
"the psychological as well as the physical performance of holding and performing an organizational role"
Work motivation, as defined by Pinder (1998), encompasses a combination of internal and external factors that shape and sustain an individual's work-related behavior This motivation is influenced by external elements like salaries and company bonuses, as well as intrinsic pressures such as personal wants and needs, which collectively drive the intensity and direction of a person's efforts in the workplace.
Employee engagement is defined as a positive attitude towards the organization and its values, fostering collaboration among colleagues to enhance overall performance It is crucial for organizations to cultivate this two-way relationship between management and staff Perceived organizational support plays a significant role, as it reflects the company's commitment to employee well-being, recognition of their contributions, and fair treatment.
Employee engagement is vital for both individual and organizational success, requiring a cultural commitment rather than a one-time initiative Key factors that enhance engagement include career development opportunities, incentives, effective communication, recognition, flexible work arrangements, equitable compensation, transparency, and involvement in decision-making processes To foster engagement, organizations must focus on the six C's: clarity, confidence, conveyance, connection, credibility, and career growth Engaged employees are invested in their roles and the company's success, believing their contributions matter This engagement translates into higher productivity, increased customer satisfaction, and improved sales and profits Effective communication and confidence between employees and management are crucial, as unity fosters better performance for both parties.
Employee engagement is based on belief, reliability, dedication, and communication between an organization and its members Organizations can boost engagement by improving employee decision-making, senior management
Employee engagement is characterized by the enthusiasm and commitment individuals feel towards their roles, with critical job aspects being perceived as necessary, helpful, and desirable significantly influencing this engagement Various forms of support, including organizational, supervisory, collective, and familial, have been linked to increased levels of employee engagement, highlighting the importance of a supportive environment in fostering commitment and enthusiasm among employees.
Employee engagement, according to Shuck and Vollard (2010), is "the emotional, cognitive, and behavioral condition of the employee, with an emphasis on the intended organizational goal”
2.1.2 The meaning of employee engagement to the organization
A 2008 Watson Wyatt Survey revealed that 60 percent of highly engaged employees exceed performance expectations, highlighting the importance of maintaining engagement levels to foster resilience amid organizational changes Engaged employees demonstrate a strong commitment to their organization, striving for quality output and continuous improvement, which ultimately reduces turnover rates and enhances business performance They view work positively and contribute to a favorable brand image for their company To maintain a stable and high-quality workforce while minimizing recruitment costs, organizations should prioritize strategies that enhance employee engagement across all levels.
Employee engagement practices during the COVID 19 lockdown
In response to the COVID-19 pandemic, countries worldwide have implemented measures to curb its spread, leading to widespread shutdowns of businesses, schools, and social gatherings This unprecedented health crisis has posed significant challenges for organizations, particularly in human resource management, as uncertainty among workers has escalated Many companies swiftly transitioned to remote work, adopting work-from-home (WFH) policies to adapt to the situation Consequently, employees have found themselves confined to their homes, highlighting the profound impact of lockdown measures on the workforce.
Vietnam has experienced a significant number of COVID-19 cases, similar to many other countries, prompting the government to take stringent measures to control the virus's spread To achieve the goal of minimizing fatalities, the government has enforced strict quarantine and lockdown protocols nationwide and in specific cities during critical periods Notably, in 2020, Vietnam underwent two one-month lockdowns, mandating that citizens remain at home and work remotely.
As of October 20, 2021, Vietnam has reported a total of 687,063 confirmed COVID-19 cases, with nearly 457,505 recoveries and 17,090 deaths Significant community transmission has been observed in Ho Chi Minh City, Hanoi, and Binh Duong, particularly within industrial parks, leading to production delays The vaccination campaign began in March 2021, prioritizing front-line healthcare workers, and Vietnam is also in the process of developing its own vaccines, anticipated for use by the end of 2021.
With the strict lockdown imposed by the government, apart from work, people have been able to keep safe during these difficult times
2.2.2 Employee engagement is important during tough times
During the COVID 19 pandemic, the current business condition of each business has its challenges, but they also have one common feature; employee engagement has
The COVID-19 pandemic has made employee well-being a top priority for human resource managers, significantly impacting their success While remote work has allowed organizations to maintain operations, it has also introduced considerable uncertainty for employees regarding job security and pay Many remote workers struggle with the absence of a structured organizational environment at home, leading to distractions from family members and a blurred line between professional and personal life.
Globally, a significant number of employees experience stress, which hampers their ability to concentrate on work To address this issue, organizations must implement transparent policies and targeted strategies that foster employee engagement, helping to alleviate job-related stress and enhance overall productivity.
The American Management Association suggests that organizations can boost employee engagement even in challenging times by making informed decisions HR managers are vital in navigating the COVID-19 crisis by creating and implementing strategic initiatives to effectively manage employees and resources To maintain engagement among remote workers during the pandemic, organizations are adopting various practices that foster commitment and motivation, ensuring employees feel connected and supported throughout this difficult period.
Literature Review
The literature on employee engagement found different engagement factors at different corporate and in different nations
A study by Maria-Carmen De-la-Calle-Duarán and Juse’-Luis Rodriguez-Sánchez (2021) explored the various factors impacting employee participation during the COVID-19 lockdown The key factors identified were conciliation, cultivation, confidence, compensation, and communication The research utilized the Web of Science bibliographic database to gather relevant data.
The Method of Information Retrieval (WoS) is a crucial database in social sciences, particularly in business and economics To conduct a systematic review, a keyword search was performed, focusing on peer-reviewed articles and journals within the WoS database This approach minimized researcher subjectivity in data collection The selected search terms were "employee engagement" and "wellbeing," and the review examined articles published within a specified timeframe.
This article, based on a literature search conducted on March 6, 2021, contributes to the field by offering a framework aimed at enhancing employee engagement and presenting a roadmap for managers However, the primary limitation of this work lies in its theoretical nature To address this gap, future research could focus on empirically testing the proposed model.
Figure 2.1: Structural representation of 5C model (2021)
The thesis of Puneet Kumar (2021) investigated the influence of COVID 19 on employee engagement in the United States The lockdown has led to a new digital
The Employee Engagement V5 Model identifies five essential components of employee engagement: values, voices, diversity, virtues, and vision While values and voices focus on employee perspectives, diversity, virtues, and vision are framed within the organizational context This model serves as a valuable benchmark for HR professionals aiming to enhance engagement by leveraging these critical elements, which were established through research (Harter et al., 2002; Kahn, 1990) By emphasizing these five aspects, organizations can rejuvenate their employee engagement strategies, leading to improved engagement levels even during challenging times like the COVID-19 pandemic However, the model does not adequately address employee well-being, which is vital for boosting engagement, as employees are more likely to feel engaged when they trust that their health is prioritized.
Figure 2.2: Structural representation of 5V model (2021)
Binita Tiwari and Usha Lenka (2019) developed a conceptual framework for employee engagement in downsized organizations, exploring its relationship with employer branding through structural equation modeling Their study identified key factors such as internal corporate communication, knowledge sharing, continuous learning, intrapreneurship, and perceived communication that influence employee engagement The research aims to assist practitioners in enhancing their engagement practices to strengthen employer branding A total of 300 questionnaires were distributed, yielding 220 responses and a 73.3% response rate Findings indicate that IT/ITES companies foster internal values, encourage employees to act as brand ambassadors, and build positive stakeholder relationships Effective employer branding is crucial for rehabilitating corporate image post-downsizing, aiding in employee retention and attracting new talent The study also highlights several antecedents of employee engagement specific to downsized organizations, although it primarily focused on middle managers in the IT sector, leaving out lower management levels from the analysis.
Figure 2.3: Structural representation Binita Tiwari and Usha Lenka (2019)
The exploration of Vijesh Chaudhary, Smrutirekha Mohanty, M.Z.M Nomani et al
A 2021 study identifies key factors influencing employee engagement among remote workers in various Indian states, highlighting the roles of organizational leaders, virtual tools, mental health checkups, and virtual training Utilizing qualitative research methods alongside quantitative analysis through the Utrecht Work Engagement Scale (UWES-14), the research examines the impact of these variables on employee engagement The sample consisted of 208 out of 300 employees, with a gender distribution of 41% female and 59% male However, the study's limitation lies in its relatively small sample size, which may not adequately represent the diverse workforce across India's numerous states.
Qualitative research methods often overlook 29 key benefits or promotional factors, which are crucial for developing theoretical frameworks These frameworks serve as a foundation for database-driven quantitative research methods, enabling effective statistical analysis and multivariate regression.
Figure 2.4: Structural representation of Vijesh Chaudhary, Smrutirekha
Based on the above 4 models and the author of the study selected to suit the context of
Ho Chi Minh City, results can be affected by factors (1) Leadership, (2) Training
Programs, (3) Compensation, (4) Organizational Communication, (5) Career
Development, (6)Health & Safety , ( 7) Organizational Commitment This study expects that factors of leadership, development opportunities career, Health & Safety, and Compensationwill affect employee engagement of office staff in Ho Chi Minh
Summary Table and research Model
Based on the research and research models mentioned above, the summary of research results is presented as follows:
Table 2.1: Summary Table (selecting hypotheses from previous literature)
Author Year Factors affecting employee engagement
Selecting to apply in this research
Maria-carmen De- la-Calle-duarán and Juse’-Luis
Factors affecting employee engagement of office staff in
Source: Maria-carmen De-la-Calle-duarán and Juse’-Luis Rodriguez-Sánchez (2021), Puneet
Kumar (2021), Binita Tiwari and Usha Lenka (2019), Vijesh Chaudhary, Smrutirekha
METHODOLOGIES
Research process
3.1.1 Steps of the research process
This research follows a comprehensive 12-step process aimed at identifying the key problem, object, scope, and timeframe related to factors influencing employee engagement, while also addressing the specific research objectives.
Building research assumptions gives research hypotheses for each independent variable and establishing a research model based on those hypotheses, presented in detail in Chapter 2
Data collection for the research model involves gathering direct opinions from full-time lecturers and instructors through a structured interview questionnaire Incomplete questionnaires will be discarded, and the finalized version will be distributed to office staff to ensure comprehensive data collection Only valid responses will be included in the analysis.
In Chapter 4, we provide a detailed analysis, evaluation, and implementation of tests and regression tests using Eview software version 14.0, focusing on the research results and comparing them with findings from previous studies.
Chapter 5 presents research-based recommendations aimed at enhancing employee engagement within organizations during the pandemic, addressing the implications and solutions related to each key element.
Diagram 3.1:Research process model 3.1.2 Research methodology and data
This research topic is run on the basis of subjective examination strategies and quantitative exploration techniques
This qualitative preliminary research focuses on developing a theoretical framework for employee engagement among office staff in Ho Chi Minh City, grounded in employee engagement theory and previous studies The study identifies relevant observed variables and constructs a preliminary interview questionnaire to measure these concepts Following this, expert consultations are conducted to refine the model by eliminating unnecessary elements and incorporating any additional factors that may influence employee engagement.
Determine the research objective Step 02: Review relevant theory and model of previous studies and gaps of previous studies
Step 12: Evaluation of research results, Proposal of solutions and research limitations
Step 11: Identify variables that are statistically significant / insignificant
Step 10: Perform multiple regression, verify the suitability of the overall model
Step 03: Identify the proposed research mode
Step 08: Clean data, filter out unsatisfactory questionnaires Step 07: Conduct sample survey
Step 06: Complete Questionnaire Survey Step 05: Conduct Questionnaire Survey
Step 04: Building research hypotheses and establishing research model
In the initial phase of the research model, known as draft scale 1, a formal group discussion method is employed to evaluate and standardize the theoretical framework This process aims to identify new factors and make necessary adjustments to the scale Consequently, an official questionnaire is developed for direct surveys targeting office workers in Ho Chi Minh City.
The research utilized a direct survey method, gathering data from willing participants, and included only those questionnaires with adequate and relevant information for analysis Key analytical techniques employed in this study encompassed descriptive statistics to assess employee characteristics, evaluation of research model factors, mark tests, and correlation assessments among independent variables Subsequently, regression analysis was conducted to determine the overall model's significance and the individual significance levels of each factor within the research framework.
The descriptive statistical analysis and multivariate regression analysis are examples of quantitative analysis approaches
Descriptive statistical analysis involves examining key characteristics of collected data, including demographics like gender and age, as well as professional factors such as years of experience, job satisfaction, and motivation It also explores the impact of interactive working conditions during the COVID-19 pandemic, the amount of time dedicated to work, and individuals' feelings of importance or dissatisfaction in their current employment.
Regression using many variables: The dependent variable is employee engagement, while the independent variables are the factors that influence the involvement of employees
This study employs primary data sources interviewed directly from backroom staff in HCM in order for the research outcomes to reflect the elements impacting employee involvement accurately
Hair et al (1998) suggests that the sample size is consistent with the EFA analysis method; the number of observations must be at least 45 times for one observed variable (N ≥ 5 * M)
Furthermore, Tabachnick and Fidell (1996) suggested that the formula should ensure the sample size:
N ≥ 8M +50 (N: sample size, M are several independent variables of the model)
According to Nguyen Thuan (2015), the minimum sample size for multivariate regression analysis is calculated using the formula: n> = 50 + 8 * m;
Meanwhile: n: is the selected number of elements (sample size); m: is the number of independent variables
In this study, where the number of independent variables in the model is 7, the minimum study sample size is n = 50 + 8 * 7 = 106 (item)
The author selected a sample of 181 observations for research, having distributed 200 questionnaires to office staff in Ho Chi Minh City Additionally, interviews were conducted with specialists to gather insights on relevant topics.
Table 3.1: Number of participants in the survey
The number of survey /interview
Asking for expert’s opinions about 7 factors impact on employee engagement in model and questionnaire
Saigon 50 Letting members answer questions in the survey Members of HR Talks 50
Formal research
This study's primary purpose is to acquire data in order to evaluate the creator's suggested model's hypotheses The research took place in HCMC from October to November of 2021.
Survey questionnaire
The review poll aims to gather insights on various factors affecting students' academic performance It involves conducting in-depth interviews with ten individuals to refine the survey questions for better comprehension by respondents in Vietnam Data is collected on seven key factors influencing study outcomes, utilizing a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree) to assess respondents' levels of agreement with specific statements related to the observed variables in the study.
The overview poll is the main section of the survey, designed to assess members' attitudes toward factors influencing their examination outcomes It focuses on seven key aspects: Leadership, Training Programs, Compensation, Organizational Communication, Career Development, Health & Safety, and Organizational Commitment The data collection tool comprises 37 elements to effectively capture insights on these critical issues.
The study survey is available in both Vietnamese and English, ensuring that all participants can easily comprehend the terminology used Importantly, it does not ask for sensitive personal information such as full names, phone numbers, work locations, or student IDs, thereby safeguarding individual privacy.
Data Collection
Data collection methods are a crucial component of study design, offering various options, each with unique advantages and disadvantages (Sekaran and Bougie, 2010) The choice of data collection method is vital to the research process (Sugiyono, 2013) This study employs field research and utilizes questionnaires, which are highly effective tools for gathering data Questionnaires can be distributed in person, mailed, or delivered online (Sekaran and Bougie, 2010) According to Babbie (2010), quantitative strategies focus on estimating targets and analyzing the factual or numerical data collected through surveys and polls, or by processing existing statistical information using computational methods This quantitative approach allows for data collection from a large number of respondents, making it suitable for this research proposal.
A survey was conducted to gather information from white-collar employees in Ho Chi Minh City, utilizing online questionnaires and survey forms Due to the large population of employees in the city, the author was unable to distribute the questionnaire to all potential respondents within the limited time and budget Consequently, a representative sample of 300 participants was selected for the study.
Modified the scale of factors influencing employee engagement during the
While previous studies have explored the factors affecting employee engagement, the existing frameworks may not accurately reflect the current conditions in Ho Chi Minh City during the 2021 pandemic Therefore, this pilot research aims to adapt the elements influencing employee engagement outcomes to better suit the context of COVID-19.
3.5.1 The scale of Leadership group
Refers to bosses' support and care for workers' work and lives At the same time, supervisors have a role in listening to and appreciating workers' thoughts, as well as
Providing constructive feedback is essential for enhancing job performance Table 3.2 outlines and categorizes the observed variables related to the Leadership factor (symbol LD), which evaluates the dynamics between leaders.
Table 3.2: Encode the Leadership group
LD1 My superiors always provide employees with information and support employees to do their jobs well
LD2 I feel comfortable communicating with my superiors
LD3 In difficult times, my superiors are willing to listen to my problems
LD4 Listening to team members with radical ideas is valuable to a leader
LD5 When individuals are unsure about how an organization will evolve, they trust the leader to help them through
LD6 In difficult times, superiors treat all employees fairly
Source: Tran Kim Dung (2005), Do Phu Dat (2016), Wang (2016)
3.5.2 The scale of Training Programs group
Training programs significantly influence employees' perceptions of their organization's commitment to professional development These programs aim to address job-specific needs and enhance essential soft skills, such as emotional balance, time management for remote work, and effective communication during the COVID-19 pandemic By investing in employee training, organizations demonstrate their value for workers and support their growth toward higher-level positions Additionally, the scale reflects employees' views on the fairness of training opportunities and the relevance of these courses for their current roles and future career paths A summary of the scale's variables is provided in Table 3.3.
Table 3.3: Encode Training Programs group
Factor Code Training Programs group
TP1 The company provides helpful training courses for the job
TP2 The company provides valuable training courses for soft skills in COVID time
TP3 Employees have equal opportunities to participate in training to develop their abilities
The company equips the necessary equipment and trains the use of technology applications to complete work from home
TP5 The time devoted during the training was relevant and valuable
Source: Kraimer et al (2011), S Markos, M.S Sridevi (2010)
3.5.3 The scale of Compensation Group
Employees' attitudes towards their salaries reflect their perceptions of fairness and satisfaction with compensation The organization's policies play a vital role in providing the necessary conditions for employees to perform effectively, particularly when challenges arise In the wake of the COVID-19 pandemic, non-monetary benefits have emerged as critical factors influencing employee well-being and satisfaction It is essential for companies to recognize and prioritize the individual needs of their workers beyond monetary compensation, demonstrating genuine concern for their overall lives A summary of the relevant variables is presented in Table 3.4.
C1 My income is in line with the market income
C2 The company always has a clear policy on salary and allowances
C3 My salary is paid sufficiently and fairly during this challenging time
C4 Salary and benefits to satisfy the living needs of employees in the context of the pandemic
C5 Employees receive support from the organization when they are infected with COVID 19
The company shares and gives gifts to employees (e- vouchers, gift wrapping, ) to help during the COVID 19 epidemic
Source:Saks (2006),Schreurs et al (2015), Pham Thi Dieu Linh (2013), Do Phu Dat
3.5.4 The scale of Organizational Communication group
Employee engagement is crucial for fostering pride among workers in their organization It encompasses their ability to express ideas and opinions related to their roles, as well as their capacity for autonomous decision-making Strong relationships and collaboration among colleagues are essential for achieving shared operational goals Given the challenges posed by social distance, management must innovate strategies to enhance employee engagement The relevant data and variables are summarized in Table 3.5.
Table 3.5: Encode Organizational Communication group Factor Code Organizational Communication group
OC1 Employees have autonomy in their work (know what they are doing and what they need to do)
Even though I work from home, I still feel like working in a safe, healthy, and comfortable environment
The company organizes employee engagement creative activities during the period of working from home
OC4 The company organizes emulation activities to motivate employees to work from home
OC5 My colleagues share information and help a lot to maximize work performance during WFH time
Source: Hewitt (2014), Brid (2015), Do Phu Dat (2016)
3.5.5 The scale of the Career Development group
A promotion represents a significant advancement within a company, facilitating employee growth and development An individual's aspirations for growth, shaped by personal qualities, job experience, talents, and family responsibilities, significantly impact their decision to stay with or leave an organization Higher levels of self-assertion and progress correlate with increased loyalty to the firm Relevant variables related to this topic are summarized in Table 3.6.
Table 3.6: Encode Career Development group
Factor Code Career Development group
CD1 You have many opportunities for advancement in the company
My organization has programs and policies that help employees to advance in their functional specialization
My firm has rules and processes in place to assist employees in rising through the ranks of management
CD4 You are satisfied with the promotion opportunity
Source: Kraimer (2011), Ho Van Dan (2015), Do Phu Dat (2016)
3.5.6 The scale of the Health & Safety group
Enhancing employee engagement begins with fostering a sense of care through health benefits By prioritizing mental health, especially in the context of remote work where stress and anxiety can arise, companies can effectively break down barriers to involvement Implementing supportive measures not only improves employee well-being but also boosts overall company engagement.
Table 3.7: Encode Health & Safety group Factor Code Health & Safety group
HS1 The company cares about employees' health and safety
HS2 The company pays social insurance for employees
The company always updates and shares health information promptly so that employees can take steps to prevent the COVID 19 epidemic
HS4 The company supports "Employee health care during the COVID 19 season"
HS5 The company has policies to care for and support the health of people infected with COVID
HS6 The company supports all employees to vaccinate against COVID 19
3.5.7 The scale of Organizational Commitment group
To foster employee trust and commitment, enterprises must establish stable and long-term working conditions that instill confidence in a brighter future By consistently delivering on promises and demonstrating genuine dedication to their workforce, businesses can significantly enhance trust among employees.
51 long-term employee loyalty to the company The observed that variables of the scale are summarized and coded in table 3.8
Table 3.8: Encode Organizational Commitment group
Factor Code Organizational Commitment group
OCO1 My present employer will not reduce the number of hours I work every week
OCO2 If my current organization was facing economic problems, my job would be the first to go
OCO3 I am confident that I can work as much as I want in my organization
OCO4 If my job were eliminated, I would be offered another job in my current organization
OCO5 Regardless of economic conditions, I will continue to work at my existing company
Source: Đo Phu Tran Tinh et al (2012), Nguyen Thanh Long (2016)
3.5.8 The scale of Employee Engagement group
Employee engagement is crucial for a company's success, as it directly influences work happiness and employee morale Engaged employees are not only more productive but also consistently achieve higher performance levels Additionally, they show a greater commitment to the company's values and objectives The relevant variables related to this engagement are summarized and coded in Table 3.9.
Table 3.9: Encode Employee Engagement group
Factor Code Employee Engagement group
Even if it were advantageous to me, I do not believe it is appropriate for me to quit my organization at this time
EG2 My department does not give me a strong sense of
EG3 I would feel guilty if I left my organization now
EG4 Would not leave my organization right now because I have a sense of obligation to the people in it
Source: Đo Phu Tran Tinh et al (2012), Nguyen Thanh Long (2016)
Statistic process
All surveys are coded and entered into SPSS version 20 for data analysis To ensure the accuracy of the information, frequencies generated by SPSS are examined for invalid data, which includes missing responses, instances where a participant selects multiple answers for a single question, and any irrelevant data.
The data is statistically based on the research sample's characteristics, such as gender, age, income, seniority, and work position, using descriptive statistics (Descriptive Statistics).
Cronbach’s Alpha Reliability Coefficient
This method enables an analysis to identify which items should be retained and which should be excluded from the evaluation process, as outlined by Hoang Trong and Chu Nguyen Mong Ngoc (2008) Specifically, the Cronbach's Alpha coefficients are utilized to assess the internal consistency of each factor, aiding in the removal of inappropriate variables and observations from the scales.
These are the value levels of Cronbach's Alpha:
A Cronbach's Alpha value between 0.6 and 0.7 indicates that the scale is acceptable for use, particularly when it is new or unfamiliar to the respondents within the research context (Hoang Trong and Chu Nguyen Mong Ngoc, 2008).
If Cronbach's Alpha lies between 0.7 to 0.8, which is reliable, it means the scale is quite good and promised (Peterson, 1994)
From 0.8 - 0.9 - high confidence, over 0.9 - very reliable high, it means the scale is highly excellent
The creator retains the scale if the all-out factor correlation is below 0.4 and the Cronbach's Alpha is 0.7 or higher Observed variables with a corrected item-total correlation of less than 0.3 will be disqualified A scale is deemed acceptable when the Cronbach's Alpha coefficient exceeds 0.6, as noted by Nunnally & Bernstein (1994) and Slater (1994) Generally, a higher Cronbach's Alpha indicates greater reliability of the scale.
EFA factor analysis
Following the elimination of unreliable variables using Cronbach's Alpha analysis, exploratory factor analysis (EFA) is employed to assess convergent and discriminant validity This method allows for the identification of distinct variable clusters among the examined variables and determines whether factors can be grouped to create fewer fundamental components that define essential variable sets EFA is instrumental in research for uncovering relationships between variables.
To determine the appropriateness when using EFA, people often use Bartlett's test and KMO:
Bartlett's test is a statistical method used to assess the hypothesis regarding the correlation among variables (Trong and Ngoc, 2008) A result is considered statistically significant when the significance level (Sig.) is less than 0.05, indicating that the observed variables are correlated within the population This signifies a statistically significant relationship between the independent and dependent variables.
The KMO test is an essential index for evaluating the strength of correlation among measured variables by comparing their correlation coefficients to their partial correlation coefficients (Nguyen Dinh Tho, 2013) A higher KMO coefficient indicates a stronger shared variance among the variables, making it a crucial factor for conducting Exploratory Factor Analysis (EFA) For EFA to be valid, the KMO coefficient must be 0.5 or higher (KMO >= 0.5).
The method of factor extraction Principal components with Varimax rotation stops when extracting factors with Eigenvalue (representing the variable part explained by
The factor extraction strategy is essential for separating coefficients, and a scale is considered valid when the absolute fluctuation deviation is equal to or greater than 0.5.
Regression analysis and ANOVA test
The difference between the variables is evaluated using ANOVA; ANOVA analysis reveals that the F value has Sig significance
If Sig