RESEARCH PROJECT (BMBR5103) FACTORS AFFECTING TAKING CHARGE AT VINGROUP CORPORATION STUDENT’S FULL NAME STUDENT ID INTAKE ADVISOR’S NAME & TITLE : NGUYEN DINH NHU HA : CGS00018247 : MAY 2014 : NGUYEN THE KHAI (DBA) August, 2015 ADVISOR’S ASSESSMENT ADVISOR’S SIGNATURE NGUYEN THE KHAI (DBA) Research Project - Student: Nguyễn Đình Như Hà ACKNOWLEDGEMENTS Truthfully speaking, I would like to acknowledge the assistance of individuals who guide and help me for completing this research Firstly of all, I am very grateful to professor Dr Khai Nguyen I would like to send truthful thanks to Dr Khai Nguyen for the patience, time, comments and support me during the research Besides, I would like to thank to the board of managers and all employees of Vingroup Corporation for their precious comments and helps to collect data for this thesis I also wish to give my sincerest and deepest gratitude to my family and all of my sweet friends for their encouragement, and great support With best regards Ho Chi Minh City, August 2015 Research Project - Student: Nguyễn Đình Như Hà TABLE OF CONTENTS Abstract page Chapter 1: Introduction Company Brief introduction page Organizational Structure of Vingroup page 10 Corporate Culture of Vingroup page 11 Motivation of The Research page 12 Research Problem Statements page 13 Purpose of The Research page 13 Scope of The Research page 14 Significance of The Research page 14 Limitation of The Research page 14 Chapter II: Literature Review Job Demand and Decision Latitude page 15 Supervisory Support page 16 Distributive and Procedural Justice page 17 Organizational Commitment page 20 Taking Charge page 21 Chapter III: Research model and hypotheses Research Model page 23 Hypotheses page 24 2.1 Job characteristics page 24 Research Project - Student: Nguyễn Đình Như Hà 2.2 Organizational Commitment page 26 2.3 Organizational Justice page 28 2.4 Workplace Behaviors page 31 Research Participants page 34 Data Collection Procedure page 34 Chapter IV: Analysis and results Cronbach’s Alpha page 35 Descriptive Statistic page 36 Hypothesis Testing 3.1 Hypothesis Testing Results page 36 3.2 Hypothesis Testing Results page 37 3.3 Hypothesis Testing Results page 38 3.4 Hypothesis Testing Results page 39 Chapter V: Conclusion Summary of The Results page 40 Discussion and Recommendation page 40 Limitation page 42 References page 43 Appendix Appendix 1: Survey Questionnaire page 46 Appendix 2: Presentation Slides page 51 Research Project - Student: Nguyễn Đình Như Hà FIGURES AND TABLES Figures Figure 1: Vingroup’s Corporate Structure page 11 Figure 2: Hypothesized Research Model page 24 Tables Table 1: Vingroup’s Profile page Table 2: Data Collection Process page 35 Table 3: Cronbach’s Alpha – Internal Consistency page 36 Table 4: Cronbach’s Alpha of all Variables page 36 Table 5: Descriptive Statistics page 37 Table 6: Model Summary (H1) page 37 Table 7: Coefficients (H1) page 38 Table 8: Model Summary (H2) page 38 Table 9: Coefficients (H2) page 38 Table 10: Model Summary (H3) page 39 Table 11: Coefficients (H3) page 39 Table 12: Model Summary (H4) page 40 Table 13: Coefficients (H4) page 40 Table 14: Summary of Hypothesis Testing Results page 40 Research Project - Student: Nguyễn Đình Như Hà ABSTRACT Factors impacting on the willingness of employees’ taking charge are considered to be very important and vital for the improvement and success of any organizations In this study, I suppose that Job Demand and Decision Latitude, Supervisory Support, Distributive and Procedural Justice, and Organizational Commitment are significant factors that affect Vingroup’s employees’ Taking Charge The results based on the data collected from 250 employees at Vingroup largely supported the proposed theoretical framework The findings in this study are expected to assist Vingroup managers to have more sharpened and effective strategies for the process of developing the Group as well as improving the management of human resource Key words: Job Demand and Decision Latitude, Supervisory Support, Distributive and Procedural Justice, Organizational Commitment, Taking Charge Research Project - Student: Nguyễn Đình Như Hà CHAPTER I: INTRODUCTION Company Brief Introduction Vingroup Joint Stock Company (“Vingroup”) is a leading private economic corporation in Vietnam, engaging in the fields of tourism and high-end real estate with two strategic brands, Vinpearl and Vincom Joining in the market in 2002, Vincom spared no efforts to become Vietnam’s premier upmarket real estate brand with a number of shopping mall, office and apartment complexes, and large-scale modern mixed-use townships, spearheading the trend of high-end ecological urban zones in Vietnam In the current downturn economy, Vingroup’s projects still stand out from the market thanks to the Group’s commitment to progress and quality, which has established its strong brand and excellent reputation After joining the market in 2001, Vingroup’s hospitality brand, Vinpearl, soon became the flagship of the Vietnamese tourism sector, featuring five-star and five-star plus hotel and resorts, as well as beachfront villas, amusement parks and golf courses under the Vinpearl Resort, Vinpearl Luxury and Vinpearl Villas brands Vingroup also aims to develop ten hotel, resort and recreation complexes at the most popular tourist destinations in Vietnam over the next half-decade In addition to the two above-mentioned strengths, 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 600 single in-patient rooms and clinics, was officially inaugurated in January 2012 Vingroup has always played the role of the pioneer and driver of consumer trends in all its business sectors through offering top quality and five-star international standard products Research Project - Student: Nguyễn Đình Như Hà In January 2012, Vinpearl JSC was merged into Vincom JSC, marking the official operation of Vingroup Joint Stock Company, ranking among the top major companies on Vietnam’s stock market in terms of market capitalization The new structure ensures sustained development and allows Vingroup to focus on developing its strategic brands: • Vinhomes (Luxury serviced apartments and villas) • Vincom (Premium shopping malls) • Vinpearl (Hotels & Resorts) • Vinpearl Land (Entertainment) • Vinmec (Healthcare services) • Vinschool (Education) • VinEcom (E-commerce) • Vincom Office (Offices for lease) • Vinmart (Supermarket) • Vinfashion (Fashion) • Vincharm (Fitness and beauty care) • Almaz (The International Cuisine & Convention Center) • VinPro Vingroup is also known on the international capital market as the first Vietnamese enterprise to have successfully issued international convertible bonds listed on the Singapore Exchange (SGX) By 2012, the Group had raised a total of US $400 million Operating with four strategic brand names: Vincom, Vinpearl, Vinmec and Vincharm, owing and controlling interest in numerous high-end real estate and tourism projects, Vingroup has become one of the leading private economic groups in Vietnam, boasting Research Project - Student: Nguyễn Đình Như Hà dynamic and sustainable growth as well as significant potential for integration into Asia and the world CORPORATION’S PROFILE Corporate’s English name Vingroup Joint Stock Company No.7, Bang Lang Street, Viet Hung Ward, Long Head office Bien District, Hanoi Phone – Website +84 39749999 – www.vingroup.net Table 1: Vingroup’s profile Vision Guided by its pioneering aspirations as well as a sustainable investment - development strategy, Vingroup has been striving to become Vietnam’s and the regions’ leading multisectoral business group, which aims to become a Group of international stature and standards Vingroup aspires to establish its Vietnamese brand, demonstrating Vietnamese intellectual prominence and pride in the international arena Missions For the market: To provide premium products and services of international standards that are original, highly creative and embedded with local identities In addition to its outstanding quality, each product - service contains a cultural message with a view to best cater for customers’ legitimate needs For shareholders and partners: To enhance the collaborative spirit for mutual development; to strive to become “The Number companion” of partners and shareholders; to generate attractive and sustainable investment values for shareholders and partners Research Project - Student: Nguyễn Đình Như Hà REFERENCES Dail L Fields, 2002 Taking the Measure of Work A Guide to Validated Scales for Organizational Research and Diagnosis Sage Publications, Inc Khai Nguyen (2012) Examining the Impacts of Attitudinal and contextual Factors on Proactive Personality – Proactive Behaviors and Organization Commitment Relationships Maureen F Dollard, Heren R Winefield, Anthony H Winefield & Jan de Jongge, 2000 Psychosocial Job Strain and Productivity in Human Service Workers: A Test of the Demand-Control-Support Model Journal of Occupational and Organizational Psychology Robert H Friis, Ph.D., 2015 Occupational Health and Safety for the 21st Century Jones & Bartlett Publishers Aamir Ali Chughtai & Sohai Zafar, 2006 Antecedents and consequences of organizational commitment among Pakistani University teachers Applied H.R.M Research, 2006, Volume 11, Number 1, pages 39-64 Ali Abbaas Albdour and Ikhlas I Altarawneh, 2004 Employee Engagement and Organizational Commitment: Evidence from Jordan International Journal of Business, 19 (2), 2014 Lisa M Moynihan, Wendy R.Boswell & John W Boudreau (2000) The Influence of Job Satisfaction and Organizational Commitment on Executive Withdrawal and Performance Center for Advanced Human Resource Studies Negin Memari, Omid Mahdie & Ahmad Barati Marnani (2013) The Impact of Organizational Commitment on Employee Job Performance Interdisciplinary Journal of Contemporary Research in Business, Vol.5, No Allan P.O Williams, Sally Woodward & Paul Dobson (2002) Managing Change Successfully: Using Theory and Experience to Implement Change Cengage Learning EMEA Research Project - Student: Nguyễn Đình Như Hà 44 10 Natasja Van Veghel, Jan De Jonge & Paul A Landsbergis (2005) Occupational Stress in (inter)action: The Interplay between Job Demands and Job Resources Journal of Organizational Behavior 11 Theresa M Wellbourne (1994) The Role of Distributive and Procedural Justice in Predicting Gainsharing Satisfaction Center for Advanced Human Resource Studies 12 Riël Vermunt & Kjell Y Törnblom Introduction: Distributive and Procedural Justice 13 Brockner, J and Wiesenfeld, B (2005) “How, When and Why does Outcome Favorability Interact with Procedural Fairness?” in Handbook of Organizational Justice Greenberg, J and Colquitt, J (eds) (NJ: Lawrence Erlbaum), 525−553 14 Shumaila Latif & Amir Gulzar (2011) The Impact of Organizational and Supervisory Support on Survivors’ Organizational Commitment after Downsizing in Telecom Sector of Pakistan International Journal of Economics and Management Sciences Vol 1, No 5, 2011, pp 55-61 15 Ivan L Sucharski and Linda Rhoades (2002) Perceived Supervisor Support: Contributions to Perceived Organizational Support and Employee Retention Journal of Applied Psychology, Vol 87, No 3, 565–573 16 Vipra Arora & T J Kamalanabhan Linking Supervisor and Coworker Support to Employee Innovative Behavior at Work: Role of Psychological Conditions 17 Tonya M Westbrook & Josie Crolley-Simic Perceptions of Administrative and Supervisory Support in Public Child Welfare Advances in Social Work Vol 13 No (Fall 2012), 603-617 18 Elizabeth Wolfe Morrison & Corey C Phelps (1999) Taking Charge at Work: Extrarole Efforts to Initiate Workplace Change Academy of Management Journal 19 Seyed Rahim Benrazavi & Abu Daud Silong (2013) Employees’ Job Satisfaction and Its Influence on Willingness to Work in Teams Journal of Management Policy and Practice vol 14 Research Project - Student: Nguyễn Đình Như Hà 45 20 Faryal Siddiqui (2011) Impact of Employee’s Willingness on Organizational Change Journal of Economics and Sustainable Development, Vol.2, No.4 21 Kwasi Dartey – Baah (2014) Organizational Antecedents and Perceptions of Factors in Policy Implementation among Employees in Banking Sector of Ghana African Journal of Business Management, Vol.8, pp 816-831 22 Elizabeth Wolfe Morrison and Corey C Phelps (1999) Taking Charge at Work: Extrarole Efforts to Initiate Workplace Change The Academy of Management Journal Vol 42, No 4, pp 403-419 23 Elizabeth Wolfe Morrison and Corey c Phelps (1999) Taking Charge at Work: Extrarole Efforts to Initiate Workplace Change Academy of Management Journal, Vol 42, No 4, pp 403-419 24 Julia Adler-Milstein, Sara J Singer Michael and W Toffel (2011) Managerial practices that promote voice and taking charge among frontline workers Harvard Business School 25 Julie Pallant (2011) SPSS Survival Manual Open University Press, Buckingham 26 Do Thi Thanh Truc Guidance on SPSS Usage For Internal Use of Hutech 26 Tam Nhi (2015) Vingroup Ranked The Top 100 of The Best Working Environment In Vietnam Retrieved from: http://tinnhanhdiaoc.vn/tin-tuc/vingroup-nam-trong-top-100-noi-lam-viec-tot-nhat-vietnam 25 Vingroup Overview Vingroup History and Development, Vision, Mission, Core Values, Corporate Culture Retrieved from: http://www.vingroup.net/en-us/introduction/overview/vingroup-overview/vingroupjsc-2482.aspx Research Project - Student: Nguyễn Đình Như Hà 46 APPENDIX Appendix 1: Survey questionnaire Dear Mr / Mrs I am Nguyen Dinh Nhu Ha As part of the research thesis of Master Business Administration Collaboration Program between Open University Malaysia and HCM University of Technology I’m currently conducting a survey to investigate the factors affecting taking charge of employees at Vingroup This survey is designed to get some information from all employees Thanks to the findings, it’s expected to help the Board of Directors at Vingroup improve strategies and policies for the management and supporting human resources, and stable developing process Your answers are preciously meaningful to my research Please spend your precious time to choose the choices In case you have any questions about the below statements, please don’ hesitate to contact me at: Nguyen Dinh Nhu Ha Email: nguyenhahitc@gmail.com Phone number: 0932 786 156 I’m really thankful to your cooperation All personal information will be secretly kept Research Project - Student: Nguyễn Đình Như Hà 47 I Contents Part 1: Job demands and Decision Latitude Responses for items – 15 are obtained using a 5-point Likert-type scale where = never, = rarely, = sometimes, = often and = extremely often No Questions 5-point Likert-type scale Job demand items: 1 To what extent does your job require your working fast? 2 To what extent does your job require your working hard? 3 To what extent does your job require a great deal of work to be done? 4 To what extent is there not enough time for you to your job? 5 To what extent is there excessive work in your job? To what extent you feel there is not enough time for you to finish your work? To what extent are you faced with conflicting demands on your job? 6 Skill discretion items: To what extent is high skill level required? To what extent are you required to learn new things? 10 To what extent is your work non-repetitious? 11 To what extent does your job require creativity? To what extent you have the freedom to decide how to organize your work? To what extent you have control over what happens on your job? 5 To what extent does your job allow you to make a lot of your own decisions? To what extent are you assisted in making your own decisions? 5 Decision authority items: 12 13 14 15 Part 2: Supervisory support Responses for items 16 – 24 are obtained using a 5-point Likert-type scale where = strongly disagree, = disagree to some extent, = uncertain, = agree to some extent and = strongly agree Research Project - Student: Nguyễn Đình Như Hà 48 No Statements 16 My supervisor takes the time to learn about my career goals and aspirations 17 My supervisor care s about whether or not I achieve my goals 18 My supervisor keeps me informed about different career opportunities for me in the organization 19 My supervisor makes sure I get the credit when I accomplish something substantial on the job 20 My supervisor gives me helpful feedback about my performance 21 My supervisor gives me helpful advice about improving my performance when I need it 22 My supervisor supports my attempts to acquire additional training on education to further my career 23 My supervisor provides assignments that give me the opportunity to develop and strengthen new skills 24 My supervisor assigns me special projects that increase my visibility in the organization 5-point Likert-type scale Part 3: Distributive and procedural justice Responses for items 25 – 32 are obtained using a 5-point Likert-type scale where = strongly disagree, = disagree to some extent, = uncertain, = agree to some extent and = strongly agree No Statements 25 I’m not sure what determines how I can get a promotion in this organization 26 I am told promptly when there is a change in policy, rules, or regulations that affects me 27 It’s really not possible to change things around here Research Project 5-point Likert-type scale - Student: Nguyễn Đình Như Hà 49 28 There are adequate procedures to get my performance rating reconsidered if necessary 29 I understand the performance appraisal system being used in this organization 30 When changes are made in this organization, the employees usually lose out in the end 31 Affirmative action policies have helped advance the employment opportunities in this organization 32 In general, disciplinary actions taken in this organization are fair and justified Part 4: Organization commitment Responses for items 33 – 41 are obtained using a 5-point Likert-type scale where = strongly disagree, = disagree to some extent, = uncertain, = agree to some extent and = strongly agree No Statements 5-point Likert-type scale 33 I am quite proud to be able to tell people who it is that I work for 34 I never feel like leaving this employment for good 35 I am willing to put myself out just to help the organization Even if the firm were not doing too well financially, I would be reluctant to change to another employer I feel myself to be part of the organization 5 In my work I like to feel I am making some effort, not just for myself, but for the organization as well The offer of a bit more money with another employer would not seriously make me think of changing my job I would not recommend a close friend to join our staff 5 To know what my own work had made a contribution to the good of the organization would please me 36 37 38 39 40 41 Research Project - Student: Nguyễn Đình Như Hà 50 Part 5: Taking charge Responses are obtained using a 5-point Likert-type scale where = very infrequently and = very frequently No Statements 42 This person often tries to adopt improved procedures for doing his or her job 43 This person often tries to change how his or her job is executed in order to be more effective 44 This person tries to bring about improved procedures for the work unit or department 45 This person often tries to institute new work methods that are more effective for the company 46 This person tries to change organizational rules or policies that are non-productive or counterproductive This person often makes constructive suggestions for improving how things operate within the organization This person often tries to correct a faulty procedure or practice 5 this person often tries to implement solutions to pressing organizational problems This person often tries to introduce new structures, technologies, or approaches to improve efficiency This person tries to eliminate redundant or unnecessary procedures 5 47 48 49 50 51 II 5-point Likert-type scale General information Gender Male Female Working seniority Under years From to 10 years From 11 to 20 years Above 20 years Staff Manager High school College Master PhD Job position Education Others THANK YOU FOR YOUR SUPPORT AND COOPERATION! Research Project - Student: Nguyễn Đình Như Hà 51 Appendix 2: Presentation Slides Research Project - Student: Nguyễn Đình Như Hà 52 Research Project - Student: Nguyễn Đình Như Hà 53 Research Project - Student: Nguyễn Đình Như Hà 54 Research Project - Student: Nguyễn Đình Như Hà 55 Research Project - Student: Nguyễn Đình Như Hà 56 Research Project - Student: Nguyễn Đình Như Hà 57 Research Project - Student: Nguyễn Đình Như Hà 58 [...]... that that it is not mandatory and organisations do not formally require it When they take charge at work, employees tend to initiate or create new procedures that they consider appropriate, irrespective of existing rules It is similar to other forms of extra-role behaviors because it is a discretionary attempt (not formally required) to initiate and effect positive change (inherently change-orientated)... obligation to continue employment Employees with a high level of normative commitment feel that they ought to remain with the organization (Meyer & Allen, 1997) Others have argued that commitment reflects the psychological bond that ties the employee to the organization but that the nature of the bond can take three forms, labeled compliance, identification, and internationalization (O’Reilly & Chatman,... included an attitude or an orientation that links the identity of the person to the organization, a process by which the goals of the organization and those of the individual become congruent, an involvement with a particular organization, the perceived rewards associated with continued participation in an organization, the costs associated with leaving, and normative pressures to act in a way that meets... membership in an organization The various definitions reflect three broad themes: commitment reflecting an affective orientation toward the organization, recognition of costs associated with leaving the organization and moral obligation to remain with an organization (Meyer & Allen, 1997) An employee’s liking for an organization is termed affective commitment and includes identification with and involvement... multifaceted nature of organizational commitment, (Akintayo, 2006; Dunham et al., 1994; Meyer and Allen, 1991, 1993) posit that the construct has three main components: affective, continuance and normative, each with its own underpinning implications for an employee’s participation in an organization According to the authors, affective commitment refers to an employee’s emotional attachment to, identification... predictions of attitudes and behavior Research Project - Student: Nguyễn Đình Như Hà 20 4 Organization Commitment The concept of organizational commitment refers to a person's affective reactions to characteristics of his employing organization It is concerned with feelings of attachment to the goals and values of the organization, one's role in relation to this, and attachment to the organization for its... generally found that employees in jobs that etc may affect the relationship between job dimensions, the psychological states, and internal motivation (Spector, Jex, & Chen, 1995) The JCM has provided the framework from which to view the effects that job characteristics have on employee outcomes such as satisfaction, organizational commitment, and intention to remain with an organization (Hochwarter,... and Decision Latitude, Supervisory Support, Distributive and Procedural Justice, and Organizational Commitment related to the willingness of employees’ Taking Charge at work Research Project - Student: Nguyễn Đình Như Hà 14 With the findings from the study, it is expected to give empirical evidences in the aspects of how these factors impacting on the taking charge of employees and in what way the Board... organization based on positive feelings or emotions toward the organization Continuance commitment, on the other hand, is based on the high cost that an employee associates with leaving the organization Lastly, normative commitment has to do with an employee’s feeling of obligation to remain with an organization based on the fact that he / she has internalized the values and goals of the organization... organization Hence, an Research Project - Student: Nguyễn Đình Như Hà 22 employee with a high level of normative commitment feels that he/she ought to remain with the organization (Bentein et al., 2005; Jaros et al., 1993) 5 Taking Charge Taking charge occurs when frontline workers go one step further, informing managers of how they actually attempted to resolve problems (Morrison and Phelps 1999) Taking ... that Job Demand and Decision Latitude, Supervisory Support, Distributive and Procedural Justice, and Organizational Commitment are significant factors that affect Vingroup s employees’ Taking Charge. .. significant relations between Job Demands and Decision Latitude, Supervisory Support, Distributive and Procedural Justice, and Organizational Commitment and Taking Charge at Vingroup Corporation The... Justice is positively related to Taking Charge  Organizational Commitment is positively related to Taking Charge Discussion and Recommendation First of all, the positive relationship between Job