RESEARCH PROJECT
(BMBR5103)

FACTORS AFFECTING TO THE JOB
SATISFACTION OF VIETCOMBANK’S
EMPLOYEES

STUDENT’S FULL NAME

: DINH THI QUYNH NHUNG

STUDENT ID

: CGS00018256

INTAKE

: MAY, 2014

ADVISOR’S NAME & TITLE

: DBA KHAI NGUYEN

HO CHI MINH CITY, AUGUST 2015


Advisor’s Assessment

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Advisor’s signature

1.2.3 Management system of Vietcombank ..................................................... 21
1.2.4 Corporate culture of Vietcombank .......................................................... 21

CHAPTER II: LITERATURE REVIEW................................................................. 24
2.1

Job satisfaction ................................................................................................... 24

2.2

Supervisory support ........................................................................................... 28

2.3

Perceived organizational support ....................................................................... 30

2.4

Performance appraisal system knowledge ......................................................... 32

2.5

Perceived ability - job fit .................................................................................... 35

2.6

Need hierarchy theory for job satisfaction ......................................................... 37

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C



Measures of constructs ........................................................................................ 45
3.5.1 Supervisory support ................................................................................ 45
3.5.2 Perceived organizational support ............................................................ 47
3.5.3 Performance appraisal system knowledge .............................................. 49
3.5.4 Perceived ability - job fit ......................................................................... 51
3.5.5 Job satisfaction ........................................................................................ 53

3.6

Research Participants ......................................................................................... 53

3.7

Sources of data ................................................................................................... 53
3.7.1 Primary data ............................................................................................ 53
3.7.2 Secondary data ........................................................................................ 54

3.8

Procedure for Data Collection............................................................................ 54

3.8.1 Data collection tools........................................................................................... 54
3.8.2 Data collection method ...................................................................................... 54
Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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CHAPTER IV: ANALYSIS AND RESULTS ......................................................... 56

CHAPTER V: CONCLUSION ................................................................................. 69
5.1

Summary of the results ...................................................................................... 69

5.2

Discussion and Recommendation ...................................................................... 70
5.2.1 Discussion ............................................................................................... 70
5.2.2 Recommendation .................................................................................... 73

5.3

Limitations of the research ................................................................................. 76

REFERENCES ............................................................................................................ 78
APPENDIX A .............................................................................................................. 82

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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ACKNOWLEDGEMENT

First and foremost, I would like to express my sincere gratitude to my advisor
DBA KHAI NGUYEN for his patience, motivation, enthusiasm, and immense
knowledge in the continuous support for my research. Without his guidance, I could
not have finished it as it is now. Besides, his lessons and guidance provide me with
necessary knowledge as well as life inspiration. He is whom I could never forget in the


Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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LIST OF TABLES

Table 1: The profile of Vietcombank ............................................................................ 15

Table 2: Vietcombank in highlight ............................................................................... 16

Table 3: Data collection process ................................................................................... 55

Table 4: Pearson Correlation Coefficient ( Davies, 1971) ............................................ 57
Table 5: Cronbach’s Alpha ........................................................................................... 61
Table 6: Reliability Statistics of Cronbach’s Alpha...................................................... 61

Table 7: Descriptive Statistics ....................................................................................... 62
Table 8: The Pearson’s Correlation Coefficient r of all Independent and Dependent

Variables........................................................................................................................ 63
Table 9: Coefficientsa of all Hypotheses ....................................................................... 67

Table 10: Model Summary of all hypotheses ............................................................... 67

Table 11: Summary of the results ................................................................................. 70

Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C


increase more satisfied at work.
Finally, in assisting and improving the four factors impact on job satisfaction
positively, recommendations are further suggested.
Multiple theoretical frameworks regarding job satisfaction are used as the
theoretical guide. SPSS software is utilized to analyse the data in the research.
Responses gathered by means of a questionnaire survey from 280 employees of one
headquarter and eight transaction offices of Vietcombank Sai Gon South Branch,
which were generated and analyzed using Cronbach’s Anpha analysis, descriptive
analysis, and correlation analysis.

Keywords: Job Satisfaction, Supervisory Support, Perceived Organizational Support,
Performance Appraisal System Knowledge, Perceived Ability-Job Fit.
Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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CHAPTER 1: INTRODUCTION
1.1

RESEARCH INTRODUCTION

1.1.1

Motivation of the research

Globalization is the inevitable trend of the world economy. Implementation of
integration policies can help countries approaching rapidly with scientific and technical
achievements, developing national economy.
Because of a part of the world, Vietnam is strongly influenced by globalization.

different types of conflicts. All organizations are trying to identity the areas where
satisfaction to be improved to get out of the above dangers.
All managers, business owners recognized that they had to pay a very high price
for the leave of good employees. The administrators are aware that in order to exploit
and retain loyal customers depends so much on loyal employees in business.
Bank is one kind of service company, organizational performance appears in
term of high quality service delivery and customer satisfaction. Because of the stress
on performance, researchers in human resource management emphasise on effective
human resource strategies such as job satisfaction.
In this connection, on behalf of Vietcombank a survey was conducted to identify
the level of satisfaction in terms of strongly agree to strongly disagree on various
related job factors such as employee’s satisfaction with Supervisory Support, Perceived
Organizational Support, Performance Appraisal System Knowledge, Perceived AbilityJob Fit.
1.1.2 The research problem statement
A survey of Towers Watson said that: “About 10% of workers change jobs in
2014, most of those in the pharmaceutical and financial sectors”. Explaining why
workers in Vietnam change jobs more than other countries, Ms. Huynh Thu Huong Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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CEO of Towers Watson Vietnam said that reason is not only because of salary and
remuneration policy. According to her, leave jobs because wages can be relatively
correct to senior personnel positions. Conversely, with the common position, the
changing workplace often also comes from specific causes of labor Vietnam. She
explained that “mostly they are young, inexperienced and want to try at multiple
locations with greater stability”. Besides, these problems of supply – demand of the
economy combined with the continuous small-scale enterprises, banks created new,
ect. also cause the labor market change.
Vietcombank is one of leading banks in Viet Nam with over 14,000 employees

 Last but not least, it is expected from the study will give suggestions for the
Board of Directors improving the policies in order that employees can
increasing more satisfied at work.
1.1.5 Scope of the research
There were all 280 employees of Vietcombank Saigon South Branch (includes
one headquarter and eight transaction offices) who participated in the research. A
questionnaire was sent to each employee to fill in. This survey was conducted from 1st
to 29th July 2015.
1.1.6 Questions of the study
This study addresses some points follow:
-

How are the impact of Supervisory Support on Vietcombank employee’s job
satisfaction?

-

How are the impact of Perceived Organizational Support on Vietcombank
employee’s job satisfaction?

-

How are the impact of Performance Appraisal System Knowledge on
Vietcombank’s employee job satisfaction?

-

How are the impact of Perceived Ability-Job Fit on Vietcombank’s employee
job satisfaction?


- Card services;
- Collection services;
- Foreign exchange trading services;
- Correspondent banking services;
Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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- Factoring services;
- Other services as indicated in VCB’s certificate of business registration.
Products such as Internet Banking, VCB Money, SMS Banking, VCB Cyber
Bill Payment have always attracted a great deal of customers by its convenience,
promptness, safety, efficiency, creating the habit of non-cash payments (via banks)
amongst customers.
After half a century operating in the market, Vietcombank currently has over
13.560 employees, about 400 branches/ transaction offices/ representative officeS/
affiliates both in Vietnam and abroad, including Head Office in Hanoi, 1 Operation
Center, 1 Training Center, 90 branches, over 400 transaction offices all over the
country, 3 subsidiaries in Vietnam, 2 subsidiaries in other countries, 1 representative
office in Singapore and 5 joint ventures. In addition, Vietcombank has also developed
an Auto bank system with 1,835 ATMs and 32,178 Points of Sale nationwide. Bank’s
operations are supported by a network of more than 1,300 correspondent banks in 100
countries and territories.
Vietcombank’s team of professional employees with excellent expertise in
banking and finance have a good sense for modern and integrated business
environment…Thanks to their contribution, Vietcombank remains the primary choice
for large corporations, domestic and foreign enterprises as well as millions individual
customers.
VCB provides a full range of commercial banking services, investment banking

13.560 employees

 Stock exchange

HOSE (Ho ChiMinh Stock Exchange, Vietnam)
Table 1: The profile of Vietcombank

 Vietcombank Market Position

Figure 1: Vietcombank Market Position
Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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 Vietcombank History and Regconitions

 Vietcombank in highlight

Table 2: Vietcombank in highlight
Student: Dinh Thi Quynh Nhung – MBAOUM0514 K14C

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 Strategy management of Vietcombank
Spread over 50 years of construction and development, Vietcombank’s brand
has become familiar and a symbol of faith for the general public as well as all customer
classes. Therefore, the Vietcombank’s brand is continuing to be developed based on
several factors: inheritance, convergence and promote the values have been