MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM PART I: INTRODUCTION 1. Research Background The hotel industry is encountering a highly competitive environment worldwide. The formulations of a marketing strategy, strengthening of hotel operations, and upgrading the quality of service have become essential not only for profitability, but also for a hotel’s survival. According to the Vietnam Tourism, the hotel classification system consists of two groups which are the international tourist hotels and ordinary tourist hotels. The international hotels are four-star or five-star equivalent hotels, while ordinary tourist hotels are three-star equivalent hotels. The hotel industry has been recognized as a potential prospect in the growth of the service industry in Vietnam. However, the growth of hotel industry is impeded by the high turnover rates of employees who worked in the hotel industry. Hotels that provide higher salaries, strong reputation, and benefit-in-kind can easily retain their employees because the employee satisfaction is achieved. Employee satisfaction is the employees who enjoying their positions and feels rewarded for their efforts will ultimately be the most successful, as well as the most beneficial to their companies. Employee satisfaction is also used to describe the employees’ happiness, contented, fulfilling their desires and needs at work. Employee satisfaction is a factor in employee motivation, employee goal achievement, and employee morale in the workplace. A mediocre employee would like to stay in the organization if the employee satisfied with the workplace environment. Moreover, the longer an employee works for a company, the more valuable they are becoming, especially in the service industry. Heskett et al. (1997) as cited in Abdullah (2011) stated that, staff training programs can helps to create the employees satisfaction and loyalty. Besides, according to Sturgeon (2006) also agrees that training is one of the main drivers of employees’ satisfaction. From here, researchers also know that an industry which offers training programme to their employees may increase their employee satisfaction. The employee satisfaction will directly affects the employee loyalty in hotel industry. Employee loyalty can be described in terms of a process, where certain attitudes give rise to certain behaviors. Loyalty has two dimensions which is internal and external. Loyalty is a fundamentally of an emotional attachment. The internal dimension is the emotional components. It includes the feelings of caring, of affiliation and of commitment. Employer must understand their employees feeling and the employees who are facing any problem can consult with counselors that provide by the employer. This can increase the employees’ loyalty to the employer by reducing the Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM turnover rate. Next, external dimension has to with the way loyalty to manifests itself. This dimension is comprised of the behaviors that display the emotional component and is the part of loyalty that changes the most. According to Rider (1998) as cited in Mehta et al. (2010) found that trust, loyalty and related norms may have a crucial economic role to play and it does not follow that regulation should be used to foster their development. In addition, according to Cunha et al. (2002) state that the relationships of the interplay between culture, structure and leadership which are managed to build employee loyalty. These processes are effective because the employees reinforce with one another. The model chain of relationships between profits and growth are linked to the customer loyalty while customer loyalty is linked to customer satisfaction, in turn, customer satisfaction is linked to service value while service value is linked to employee productivity, whereas employee productivity is linked to employee loyalty, employee loyalty is in turn linked to employee satisfaction, and employee satisfaction is linked to internal quality of work life. Problem Statement The hotel industry has been recognized as a potential prospect in the growth of the service industry. However, the growth is impeded by the high turnover rates of employees in the hotel industry. Many organizations in the hotel industry face difficulties in retaining employees since the organization unable to identify the factors which contribute to employee satisfaction and the resultant loyalty. Retention experts said that hotels spend thousands dollar to train for each new employee to replace a seasoned worker who leaves every year. It is no longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their annual salary (CHA International, 2009). So, recruiting new staff is a time consuming and expensive exercise that directly affects the organization’s bottom line. The hotel industry has higher turnover rate issue from the loyalty of employees towards the company. This may linked with the employees’ job satisfaction that the company given. Therefore, organizations should be concerned about their employees’ level of job satisfaction because employees’ satisfaction increases employee retention. So I have chosen the thesis " Determinants Of Employee Loyalty In Mövenpick Hotel Saigon" Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM 2. Research Objective 2.1. General Objective The main objective of this research is to fill up the above mentioned gap in the problem statement. According to the research problem, the following objectives are identified in addition to the main objective to achieve through this research. In order to get more information to achieve the objective of this research, researchers have conduct literature review to understand the concept of each variable in this research. Specific Objective The specified objectives are as below: i. To find out the relationship between career development and employee loyalty. ii. To find out the relationship between compensation and rewards, and employee loyalty. iii. To find out the relationship between job security and employee loyalty. iv. To find out the relationship between working environment and employee loyalty. v. To ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry how can retaining employee. 2.2. Research Questions Based on the problems have been identified in problem statement lead to create the objectives of this research. In order to conduct this research, researchers have developed few questions such as: (1) What are the relationships between compensation and benefits and employee loyalty in Hotel Industry? (2) What are the relationships between career development and employee loyalty Hotel Industry? (3) What are the relationships between job security and employee loyalty Hotel Industry? (4) What are the relationships between working environment and employee loyalty Hotel Industry? (5) How ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry that can retaining employee ? 3. Objects and study range 3.1. Content and researched - Content of the main research topics related to matters of employee loyalty at the hotel. - People of the survey include: employees are working at Mövenpick Hotel Saigon. 3.2. Study range - Space: At Mövenpick Hotel Saigon. Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM - Time: Analysis and assessment of employees’ loyalty in the period 2012-2014 and proposing solutions in 2015- 2016. 4. Research Methodology 4.1. Data Collection Methods Collecting primary data: To this study, I surveyed the employees, working at Mövenpick Hotel Saigon by questionnaire surveys method and direct interviews to get the necessary information. Collecting secondary data: I rely on published or collected datas from Mövenpick Hotel Saigon to collect the necessary data for the subject. In addition, scientific research reports of the author have been published in magazines, books and newspapers are also used for getting reference information in the subject. 4.2. Data Analysis The data are collected from the questionnaires that given to 20 respondents were coded and analyzed by using the computerized SPSS16.0 (Statistical Software Package for Social Science software version 16 ). The data are used for description and inference regarding the factor that employee satisfaction and its effect toward loyalty in this hotel. 4.3. The analytical method - Descriptive statistic method of working experience, gender, age, educational level, position, working department, seniority. - EFA method analyzes factors affecting loyalty of employees to the Mövenpick Hotel Saigon. - Regression correlation methods were used to determine specifically importance of each factor affecting employees’ loyalty to the Mövenpick Hotel Saigon. - The statistical test methods were used to test differences according to the individual characteristics of the employees’ loyalty at Mövenpick Hotel Saigon. 4.4. Expert method During the research process, I used collection and consultation method of experts in hotel industry to give solutions for the topic. 4.5. The steps to study The study was implemented by two steps: qualitative research and quantitative research. Qualitative Research A qualitative research to explore, adjust and supplement the observed variables in order to measure the researched concepts. This study mainly focused on in-depth interviews with 160 Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM employees in different positions such as reception, restaurant, cook, room, engineering department to determine preliminary factors affecting the loyalty of the staff at Mövenpick Hotel Saigon. Preliminary research result as a basis for designing questionnaires to give to formal research. Quantitative Research Quantitative research was implemented following the proposed research model to analyze factors affecting employees’ loyalty at Mövenpick Hotel Saigon. Sample size: According to Hoang Ngoc Trong and Nguyen Mong Chu (2008), in the case choosing on purpose sample, if the sampling process is taken place in the following principles and reasonableness, the sampling can be considered randomly. This can be acceptable in researching. Investigated objects are the staff of the Mövenpick Hotel Saigon. Because of having difficulties, I can not get a list of overall employees’ hotel and approach them to investigate directly, the questionnaire is based on approaching the staff easily and following a certain principle to ensure accident. According to Hair & CTG (1998), in order to be able to analyze explored factors for colleting data with the sample size which is at least samples of observed variable. Basing on the total variable of official questionnaires will select a number of samples that are times as the total variables as the first sample to survey customers directly. With 21 observed variables in the questionnaire are the number of questionnaire to investigate would be 21 * = 105 questionnaires. In addition to avoiding some information questionnaires are incomplete or unusable, I investigated further 55 questionnaires. The total investigated questionnaires will have 160 questionnaires. In the topic, I use statistical economic method to conduct to gather, process and analyze data. After that I analyze the relationship between these factors and find solutions to the problem. During the research process, I use the collecting method and consultation of experts in hotel management industry, consulting working experience in the maintenance and development human resources in order to offer solutions for the topic. 4.6. Research Process Stage 1: Using qualitative research methods. Collecting information from this qualitative study aim to explore, supplement for the model, adjust the scale of factors affecting employees’ loyalty. Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Stage 2: Using quantitative research methods by interviewing technical employee working at Mövenpick Hotel Saigon through detailed questionnaire. The model uses scale Likert with points from choosing number meaning "strongly disagree" to selecting the number meaning "strongly agree". Collecting data is solved by SPSS. After codifying and filtering data which will go through the following analysis: Level of reliability rating: reliability of the scale is assessed by Cronbach alpha coefficient, after that unsuitable variables will be eliminated and the scale will be accepted as Cronbach alpha coefficient is satisfied. Next, Analyzing factors will be used to eliminate measurement variables which are satisfied. Testing model’s hypotheses and the suitability level of generality model. Multivariate regression analysis use to identify factors affecting employees’ loyalty and what factors influence the most. Finally, verifing T-test and analyzing ANOVA are to find difference with statistic meaning following several personal characteristics and employees’ loyalty. Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Objective of the study Studing theory basis of loyalty Basing on real situation of the company Stage Qualitative Research Face to face discussion Stage Quatitative Research Interviewing by questionnaire n = 145 Gathering information Solving and summarizing data SPSS software Result and discussion Concluding and proposal Figure : Research Process Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM 5. Meaning of theory and practicality in the topic Researching systematized scientifically and practically about employees’ loyalty at Mövenpick Hotel Saigon. Research result , proposals and solutions can help Leaders of Mövenpick Hotel Saigon having appropriate management policies to promote and use human resources well. This study is a scientific document which is valuable reference for related researches. Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM PART II II: LITERATURE REVIEW Chapter 1: Introduction 1.1. Review of the Literature 1.1.1 Employee loyalty An ongoing heated discussion about what characterizes a loyal employee has been taking place for many years (see e.g. McCusker & Wolfman, 1998; Meyer & Allen, 1997; Morgan & Hunt, 1994; Powers, 2000; Solomon, 1992; Stum, 1998). The common denominators for this discussion appear as follows: A loyal employee - is less likely to look for work elsewhere – expects to stay with the company both in the short- and long-term, - would recommend working for the company to others – proud to be working for the company, - is interested in doing her/his best, and make an extra effort when required – this relates to the individual employee’s performance and contribution to the company value, - develops strong relations to the company – temporary dissatisfaction with the job is accepted, - is interested in improving her/his own performance – offers suggestions for improvement, interested in participating in various training and educational activities, etc., - has an attitude and behaviour that match the company’s values, visions and goals. In short, a loyal employee is defined by her/his identification with involvement in and commitment to the company, and by being motivated to perform beyond expectations. 1.1.2. Review of Relevant Theoretical Models 1.1.2.1. Maslow's hierarchy of needs Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms Physiological, Safety, Belongingness and Love, Esteem, Self-Actualization and Self-Transcendence needs to describe the pattern that human motivations generally move through. Assignment Research Management Page MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Figure : Maslow's hierarchy of needs 1.1.2.2. Herzberg's motivation-hygiene theory The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by psychologist Frederick Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each other. Two-factor theory fundamentals: Attitudes and their connection with industrial mental health are related to Abraham Maslow's theory of motivation. Two-factor theory distinguishes between: Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,and Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. 1.1.2.3. Expectancy theory Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational Assignment Research Management Page 10 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM You take part in training program based on your working nature You have many promoting opportunities. Promotion policy is very fair -0,023 -0,077 0,064 -0,008 0,749 -0,263 0,173 -0,014 0,285 0,667 0,084 -0,015 0,027 0,149 0,820 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in iterations. Assignment Research Management Page 55 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM 2.2.3. Regression b Model Summary Model R 0.844 a Adjusted R Std. Error of the R Square Square Estimate Durbin-Watson 0.713 0.702 0.23262 1.835 a. Predictors: (Constant), REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis b. Dependent Variable: General assessment of the impact of these factors to your loyalty b ANOVA Model Sum of Squares df Mean Square F Sig. Regression 18.644 3.729 68.907 0.000 Residual 7.522 139 0.054 Total 26.166 144 a a. Predictors: (Constant), REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis b. Dependent Variable: General assessment of the impact of these factors to your loyalty Assignment Research Management Page 56 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Coefficients a Standardized Model (Constant) REGR factor score for analysis REGR factor score for analysis REGR factor score for analysis REGR factor score for analysis REGR factor score for analysis Unstandardized Coefficients Coefficients B Std. Error Beta 3.924 0.019 0.120 0.019 0.011 Collinearity Statistics t Sig. Tolerance VIF 203.132 0.000 0.281 6.177 0.000 1.000 1.000 0.019 0.025 .557 0.579 1.000 1.000 0.053 0.019 0.125 2.752 0.007 1.000 1.000 0.325 0.019 0.763 16.789 0.000 1.000 1.000 0.079 0.019 0.186 4.079 0.000 1.000 1.000 a. Dependent Variable: General assessment of the impact of these factors to your loyalty Assignment Research Management Page 57 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM b Model Summary Model R 0.844 a Adjusted R Std. Error of the R Square Square Estimate Durbin-Watson 0.712 0.704 0.23205 1.821 a. Predictors: (Constant), REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis b. Dependent Variable: General assessment of the impact of these factors to your loyalty b ANOVA Model Sum of Squares df Mean Square F Sig. Regression 18.627 4.657 86.482 0.000 Residual 7.538 140 0.054 Total 26.166 144 a a. Predictors: (Constant), REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis b. Dependent Variable: General assessment of the impact of these factors to your loyalty Collinearity Diagnostics a Variance Proportions REGR REGR factor factor score score Condition Model Dimension Eigenvalue Index for REGR factor REGR factor for analysis score for score for (Constant) analysis analysis analysis 1.000 1.000 0.50 0.48 0.01 0.01 .00 1.000 1.000 0.00 0.01 0.90 0.09 .00 1.000 1.000 0.00 0.00 0.00 0.00 1.00 1.000 1.000 0.00 0.03 0.08 0.89 .00 1.000 1.000 0.50 0.48 0.01 0.01 .00 a. Dependent Variable: General assessment of the impact of these factors to your loyalty Assignment Research Management Page 58 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM a Residuals Statistics Predicted Value Residual Std. Predicted Value Std. Residual Minimum Maximum Mean Std. Deviation N 2.7105 -0.60377 -3.374 -2.602 5.1497 0.70343 3.408 3.031 0.35966 0.22880 1.000 0.986 145 145 145 145 3.9241 0.00000 0.000 0.000 a. Dependent Variable: General assessment of the impact of these factors to your loyalty General assessment of REGR factor REGR factor REGR factor REGR factor REGR factor the impact of score for score for score for score for score for these factors analysis analysis analysis analysis analysis to your loyalty REGR factor score Pearson for analysis Correlation 0.000 0.000 .000 .281 1.000 1.000 1.000 1.000 .001 145 145 145 145 145 145 0.000 0.000 0.000 .000 .025 1.000 1.000 1.000 .762 Sig. (2tailed) N REGR factor score Pearson for analysis Correlation Sig. (2tailed) 1.000 N 145 145 145 145 145 145 0.000 0.000 0.000 .000 .125 Sig. (2tailed) 1.000 1.000 1.000 1.000 .134 N 145 145 145 145 145 145 0.000 0.000 0.000 .000 .763 Sig. (2tailed) 1.000 1.000 1.000 1.000 .000 N 145 145 145 145 145 145 0.000 0.000 00.000 0.000 .186 Sig. (2tailed) 1.000 1.000 1.000 1.000 N 145 145 145 145 Pearson Correlation 0.281 0.025 0.125 0.763 .186 Sig. (2tailed) 0.001 0.762 0.134 0.000 .025 N 145 145 145 145 145 REGR factor score Pearson for analysis Correlation REGR factor score Pearson for analysis Correlation REGR factor score Pearson for analysis Correlation General assessment of the impact of these factors to your loyalty ** 0.000 ** Assignment Research Management * .025 145 ** ** 145 * 145 Page 59 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM b Model Summary Model R 0.834 a Adjusted R Std. Error of the R Square Square Estimate Durbin-Watson 0.696 0.690 0.23743 1.803 a. Predictors: (Constant), REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis b. Dependent Variable: General assessment of the impact of these factors to your loyalty b ANOVA Model Sum of Squares df Mean Square F Sig. Regression 18.217 6.072 107.723 0.000 Residual 7.948 141 0.056 Total 26.166 144 a a. Predictors: (Constant), REGR factor score for analysis 1, REGR factor score for analysis 1, REGR factor score for analysis b. Dependent Variable: General assessment of the impact of these factors to your loyalty Coefficients a Unstandardized Standardized Collinearity Coefficients Coefficients Statistics Model B Std. Error Beta (Constant) 3.924 0.020 0.120 0.020 0.281 6.052 0.000 1.000 1.000 0.325 0.020 0.763 16.449 0.000 1.000 1.000 0.079 0.020 0.186 3.997 1.000 REGR factor score for analysis REGR factor score for analysis REGR factor score for analysis t Sig. Tolerance VIF 199.022 0.000 0.000 1.000 a. Dependent Variable: General assessment of the impact of these factors to your loyalty Assignment Research Management Page 60 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM a Residuals Statistics Minimum Maximum Mean Std. Deviation N Predicted Value 2.6702 5.0741 3.9241 0.35568 145 Residual -.70363 0.67710 0.00000 0.23494 145 Std. Predicted Value -3.525 3.233 0.000 1.000 145 Std. Residual -2.964 2.852 0.000 .990 145 a. Dependent Variable: General assessment of the impact of these factors to your loyalty 2.2.5. Conclusion descriptive statistics SALARY Statistics Your present salary is N Compared to that paid by equivalent to your working You are satisfied with you other hotels, you feel that efficiency. present salary your salary is high. Valid 145 145 145 Missing 3,9448 3,9241 3,9586 Mean Frequency Table Your present salary is equivalent to your working efficiency Cumulative Valid Frequency Percent Valid Percent Percent Neutral 13 9,0 9,0 9,0 Agree 127 87,6 87,6 96,6 3,4 3,4 100,0 145 100,0 100,0 Strongly agree Total You are satisfied with you present salary Cumulative Frequency Assignment Research Management Percent Valid Percent Percent Page 61 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Valid Neutral 19 13,1 13,1 13,1 Agree 118 81,4 81,4 94,5 5,5 5,5 100,0 145 100,0 100,0 Strongly agree Total Assignment Research Management Page 62 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Compared to that paid by other hotels, you feel that your salary is high Cumulative Valid Frequency Percent Valid Percent Percent Neutral 13 9,0 9,0 9,0 Agree 125 86,2 86,2 95,2 4,8 4,8 100,0 145 100,0 100,0 Strongly agree Total COLLEAGUES Statistics Colleagues are N Leaders always Leaders are always always there to Colleagues work listen to staff’s in a polite and help you together effectively opinions affable manner Valid 145 145 145 145 Missing 3,6621 3,5655 3,3862 3,9034 Mean Colleagues are always there to help you Cumulative Valid Frequency Percent Valid Percent Percent Disagree 0,7 0,7 0,7 Neutral 57 39,3 39,3 40,0 Agree 77 53,1 53,1 93,1 Strongly agree 10 6,9 6,9 100,0 Total 145 100,0 100,0 Assignment Research Management Page 63 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Colleagues work together effectively Cumulative Valid Frequency Percent Valid Percent Percent Disagree 2,1 2,1 2,1 Neutral 61 42,1 42,1 44,1 Agree 77 53,1 53,1 97,2 Strongly agree 2,8 2,8 100,0 Total 145 100,0 100,0 Leaders always listen to staff’s opinions Cumulative Valid Frequency Percent Valid Percent Percent Disagree 4,1 4,1 4,1 Neutral 79 54,5 54,5 58,6 Agree 58 40,0 40,0 98,6 Strongly agree 1,4 1,4 100,0 Total 145 100,0 100,0 Leaders are always in a polite and affable manner Cumulative Valid Frequency Percent Valid Percent Percent Disagree 0,7 0,7 0,7 Neutral 39 26,9 26,9 27,6 Agree 78 53,8 53,8 81,4 Strongly agree 27 18,6 18,6 100,0 Total 145 100,0 100,0 Assignment Research Management Page 64 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM REWARDS Statistics Your achievements N are always You are rewarded You are rewarded recognized and correspondingly to fairly when you have The hotel has clear and rewarded timely what you have done done a good job effective reward policy Valid 145 145 145 145 Missing 4,0828 3,6966 4,0000 3,9379 Mean Frequency Table Your achievements are always recognized and rewarded timely Cumulative Valid Frequency Percent Valid Percent Percent Disagree 1,4 1,4 1,4 Neutral 11 7,6 7,6 9,0 Agree 105 72,4 72,4 81,4 Strongly agree 27 18,6 18,6 100,0 Total 145 100,0 100,0 You are rewarded correspondingly to what you have done Cumulative Valid Frequency Percent Valid Percent Percent Disagree 4,8 4,8 4,8 Neutral 41 28,3 28,3 33,1 Agree 86 59,3 59,3 92,4 Strongly agree 11 7,6 7,6 100,0 Total 145 100,0 100,0 Assignment Research Management Page 65 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM You are rewarded fairly when you have done a good job Cumulative Valid Frequency Percent Valid Percent Percent Disagree 1,4 1,4 1,4 Neutral 10 6,9 6,9 8,3 Agree 119 82,1 82,1 90,3 Strongly agree 14 9,7 9,7 100,0 Total 145 100,0 100,0 The hotel has clear and effective reward policy Cumulative Valid Frequency Percent Valid Percent Percent Disagree 1,4 1,4 1,4 Neutral 13 9,0 9,0 10,3 Agree 122 84,1 84,1 94,5 Strongly agree 5,5 5,5 100,0 Total 145 100,0 100,0 Assignment Research Management Page 66 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM BENEFITS Statistics You are satisfied with The hotel’s accident the company The benenfit programs insurance and health allowance such as: of the company are social insurance and insurance bring you lunch allowance, very variable and medical insurance real benefit. birthday gifts. attractive Valid 145 145 145 145 Missing 4,0207 3,8552 4,0759 4,0828 The hotel has good N Mean Statistics phu nu duoc uu tien N Valid 145 Missing Mean 4,1103 Frequency Table The hotel has good social insurance and medical insurance Cumulative Valid Frequency Percent Valid Percent Percent Disagree 1,4 1,4 1,4 Neutral 10 6,9 6,9 8,3 Agree 116 80,0 80,0 88,3 Strongly agree 17 11,7 11,7 100,0 Total 145 100,0 100,0 The hotel’s accident insurance and health insurance bring you real benefit. Cumulative Valid khong dong y Frequency Percent Valid Percent Percent 0,7 0,7 0,7 Assignment Research Management Page 67 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM trung lap 29 20,0 20,0 20,7 dong y 105 72,4 72,4 93,1 rat dong y 10 6,9 6,9 100,0 Total 145 100,0 100,0 You are satisfied with the company allowance such as: lunch allowance, birthday gifts. Cumulative Valid Frequency Percent Valid Percent Percent Neutral 27 18,6 18,6 18,6 Agree 80 55,2 55,2 73,8 38 26,2 26,2 100,0 145 100,0 100,0 Strongly agree Total The benenfit programs of the company are very variable and attractive Cumulative Valid Frequency Percent Valid Percent Percent Disagree 0,7 0,7 0,7 Neutral 14 9,7 9,7 10,3 Agree 102 70,3 70,3 80,7 Strongly agree 28 19,3 19,3 100,0 Total 145 100,0 100,0 TRAINING AND PROMOTING OPPORTUNITES Statistics You take part in training You have many N Mean The hotel pays attention program based on your promoting Promotion policy is to staff training working nature opportunities very fair Valid 145 145 145 145 Missing 3,1448 3,7655 3,2207 3,7655 Assignment Research Management Page 68 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Frequency Table The hotel pays attention to staff training Cumulative Valid Frequency Percent Valid Percent Percent Disagree 26 17,9 17,9 17,9 Neutral 74 51,0 51,0 69,0 Agree 43 29,7 29,7 98,6 Strongly agree 1,4 1,4 100,0 Total 145 100,0 100,0 You take part in training program based on your working nature Cumulative Valid Frequency Percent Valid Percent Percent Disagree 0,7 0,7 0,7 Neutral 35 24,1 24,1 24,8 Agree 106 73,1 73,1 97,9 Strongly agree 2,1 2,1 100,0 Total 145 100,0 100,0 You have many promoting opportunities Cumulative Valid Frequency Percent Valid Percent Percent Disagree 5,5 5,5 5,5 Neutral 99 68,3 68,3 73,8 Agree 36 24,8 24,8 98,6 Strongly agree 1,4 1,4 100,0 Total 145 100,0 100,0 Promotion policy is very fair Assignment Research Management Page 69 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Cumulative Valid Frequency Percent Valid Percent Percent Disagree 0,7 0,7 0,7 Neutral 36 24,8 24,8 25,5 Agree 104 71,7 71,7 97,2 Strongly agree 2,8 2,8 100,0 Total 145 100,0 100,0 EMPLOYEE LOYALTY Statistics General assessment of the impact of these factors to your loyalty N Valid 145 Missing Mean 4,0828 General assessment of the impact of these factors to your loyalty Cumulative Valid Frequency Percent Valid Percent Percent Disagree 0,7 0,7 0,7 Neutral 14 9,7 9,7 10,3 Agree 102 70,3 70,3 80,7 Strongly agree 28 19,3 19,3 100,0 Total 145 100,0 100,0 Assignment Research Management Page 70 [...]... (+): Training and promoting opportunity makes the employees more loyal to the company Assignment Research Management Page 17 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Chapter 2: Analysis Factors Affecting The Employees Loyalty At Movenpick Hotel Saigon 2.1 Mövenpick Hotel Saigon Mövenpick Hotel Saigon 253 Nguyen Van Troi Street, |Ho Chi Minh,|Vietnam Modern design and comfort in Saigon. .. point of the bustling Phu Nhuan District, the Mövenpick Hotel Saigon is a 10minute drive from Tan Son Nhat International Airport The city centre can be reached in 20 minutes Combining five-star luxury with Vietnamese hospitality, Mövenpick Hotel Saigon make it our business to anticipate your every need Mövenpick Hotel Saigon provide conference rooms with state -of- the-art facilities and great dining... “social comparison” (3) Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds (“cognitive distortion”), by directly altering inputs and/or outputs, or by leaving the organization (Carrell and Dittrich, 1978) 1.2 Overview of employees’ loyalty researches Overview of employees’ loyalty researches... Full length windows Rainforest shower Deluxe Room - twin beds Deluxe rooms with 2 single beds are held in a contemporary design on an area of 34 sqm Key Features 34 sqm Full length windows Rainforest shower Deluxe Family Room - 1 king bed Deluxe rooms offer a king-size bed and sofa bedheld in a contemporary design on a total space of 40 sqm Key Features 40 sqm King and sofa bed for family Rainforest shower... Research Management Page 19 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM Grand Executive Suite - 1 king bed Situated on the top floor of the hotel, the Grand Executive Suite offers a separate bed and living room area Key Features Lounge access Living and dining area Flatscreen TV Restaurant and bar An array of eclectic dining options awaits you at Mövenpick Hotel Saigon that embody our passion... advantage of being elected to receive promoting opportunities + The 5th factor comprises four variables: "The hotel pays attention to staff training", "You take part in training program baesed on your working nature", "You have many promoting opportunities", "Promotion policy is very fair" This factor is Training and promoting opportunites OP1 OP2 OP3 OP4 The hotel pays attention to staff training You... screen TVs and offer a wide selection of international cable TV channels A minibar, individual safe, tea Assignment Research Management Page 18 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM and coffee service are standard amenities, and Wi-Fi connectivity is accessible throughout the hotel Deluxe Room - 1 king bed Deluxe rooms offer a king-size bed in a contemporary design on an area of 34 sqm... Hypothesis H4 is accepted Training and promoting opportunites are factors that affect the smallest to the loyalty of staff of the hotel, (as the smallest beta coefficient ) Positive sign of the beta coefficients show the relationship between Training and promoting opportunites factor and elements loyalty factor Assignment Research Management Page 34 MASTER OF BUSINESS ADMINISTRATIONINTERNATIONAL PROGRAM =... Southern Viet Nam Offices of VietNam Airline, my subject will focus on researching such factors: salary, colleague, award, benefit, training and developing opportunities and how they affect to employees’ loyalty Salary Salary is a cost, also a kind of properly The cost reflects through labor cost In services sector, labor cost occupies about 50% of total cost However, salary is also a kind of property because... be inhibited and be depressed, even leave the company Stimulating, encouraging staff: if employees find that companies’ policies and activities will not commensurate with their effort, hard working; they will stop trying, gradually, it will form inertia in all employees Meeting all law issues: basic law issues related to paying salary in company usually focus on the following issue: the regulations of . and employee loyalty Hotel Industry? (5) How ensure that the relationship of the factors in the employee satisfaction and employee loyalty in Hotel Industry that can retaining employee ? 3 their employees may increase their employee satisfaction. The employee satisfaction will directly affects the employee loyalty in hotel industry. Employee loyalty can be described in terms of. employees’ level of job satisfaction because employees’ satisfaction increases employee retention. So I have chosen the thesis " Determinants Of Employee Loyalty In Mövenpick Hotel Saigon& quot;