INTRODUCTION
Background of the study
In today's rapidly changing and highly competitive landscape, organizations must identify and leverage their competitive advantages to survive Key challenges include the necessity to boost productivity, strengthen organizational capabilities, penetrate global markets, and adopt innovative technologies (Burke and Cooper, 2005).
Employees are the backbone of an organization, performing critical tasks essential for its survival As organizations adapt to the demands of a rapidly changing environment, they must focus not only on improving product quality and service but also on enhancing employee performance and organizational capabilities Despite this, the significant impact of human resources on operational systems is often overlooked A committed and empowered workforce is vital for the effective functioning of modern organizations.
Empowerment in organizations involves delegating responsibilities to employees with trust and confidence, enabling them to take on more active and responsible roles This approach enhances their sense of effectiveness by sharing power, information, and the responsibility to manage their own work effectively.
Empowerment encompasses various dimensions and perspectives, with some focusing on individual proactive work orientation to enhance employee performance, while others emphasize managerial practices aimed at fostering employee autonomy and responsibility Researchers like Burke highlight these diverse approaches to understanding empowerment in the workplace.
Empowerment, as defined by Kanter (1977) and further explored by Blau and Alba (1982), involves the transfer of power and authority within job structures, alongside the sharing of resources and information Hardy and Leiba O’Sullivan (1986) also emphasize the importance of job support structures in facilitating empowerment in the workplace.
Empowerment is often examined through the lens of leadership, highlighting the leader's role in enabling employees (1998) Additionally, numerous studies, including those by Conger and Kanungo (1988) and Thomas and Velthouse, focus on empowerment as a form of individual task motivation.
1990) or motivation from person and environment fit relationship (Zimmerman,
1990) while Randolph (1995) asserts that employee empowerment is a transfer of power from the employer to the employees
Research consistently shows that an empowered workforce contributes to a competitive advantage for organizations Employee empowerment enhances productivity by fostering pride, self-respect, and self-worth among staff A prominent classification of employee empowerment is provided by Spreitzer (1995), who defines psychological empowerment as intrinsic motivation characterized by meaning, competence, self-determination, and impact, enabling employees to shape their roles within the workplace This concept has been explored in various studies, including those by Avolio et al (2004), Corsun et al (1999), Carless (2004), and Jha et al (2008).
Power distance, as defined by Hofstede and Bond (1984), refers to the extent to which less powerful members of an organization accept unequal power distribution In Vietnam, this concept is heavily influenced by Confucianism, which emphasizes hierarchical relationships and societal behaviors based on these structures (Gudykunst, 2000) In this context, taking on more responsibility and authority often comes with additional benefits However, Vietnamese individuals tend to be indecisive when it comes to delegating power As a social republic with a high power distance, Vietnam exemplifies a society where power is unequally distributed, leading to close supervision, fear of disagreement with supervisors, and a lack of trust among co-workers—characteristics more pronounced in high power distance cultures compared to low power distance ones.
Research problem
Since joining the World Trade Organization, Vietnam faces both opportunities and challenges in adapting to global trends To thrive in this environment, Vietnamese organizations must leverage new technologies while also enhancing their workforce through skill development, empowerment, and competency improvement.
Numerous studies on psychological empowerment highlight the importance of enhancing employee satisfaction within organizations, as it significantly encourages employees to improve their task performance By fostering a supportive work environment, companies can boost overall work performance, ultimately contributing to organizational growth.
(2011) and Bowen and Lawler (1992) found that there is association between psychological empowerment and job satisfaction So it is essential to take these factors into account
Vietnam is classified as a high power distance country, with a score of 70 according to the Hofstede Center (2010) This indicates that Vietnamese society values hierarchical structures, where the eldest individuals hold significant influence Hierarchy is evident in various aspects, including age, education, and job positions, permeating both the workplace and daily life In such cultures, those in power often seek to maintain or enhance their influence, while less powerful individuals typically accept the existing social order without challenging it.
2001) As such, understanding psychological empowerment and job satisfaction in the Vietnamese context is crucial for the organizational development
While numerous studies on psychological empowerment exist in Western countries, empirical research in Eastern nations, particularly Vietnam, remains scarce Notably, Thang et al (2007) have contributed to this field by examining employee empowerment within the Vietnamese context.
This research examines the relationship between psychological empowerment and job satisfaction in Vietnam's firms, focusing on the critical comparison between the service and manufacturing industries that are vital for national economic development According to Looney (2014), manufacturing output growth significantly contributes to Vietnam’s GDP, while the service sector continues to expand Furthermore, McCaig and Pavcnik (2013) note that over one-third of Vietnam’s economic growth results from labor transitioning from low productivity agriculture to more productive sectors like manufacturing and services Given the ongoing economic changes in Vietnam, investigating this relationship is essential for understanding workforce dynamics.
Research objective and questions
This thesis aims to explore the connection between psychological empowerment and job satisfaction, focusing on four key factors identified by Spreitzer (1995) and Thomas and Velthouse (1990): meaning, competence, self-determination, and impact.
More specifically, two research questions are given as follows:
Question 1: Do the empowerment meaning, empowerment competence, empowerment self- determination and empowerment impact affect the job satisfaction in Vietnam? If yes, to what extent do these above factors affect the job satisfaction in Vietnam?
Question 2: Is there any difference on the impacts of psychological empowerment on the job satisfaction between the service industry and manufacture industry in Vietnam?
Scope of the research
Empowerment in the literature is categorized into structural and psychological types (Laschinger, 2004; Thomas and Velthouse, 1990) This study focuses exclusively on the psychological aspects of empowerment, examining how four key factors—meaning, competence, self-determination, and impact—affect job satisfaction, while excluding structural empowerment from the analysis.
This research is specifically centered on employees within organizations in Vietnam, with a focus on data collected exclusively from Ho Chi Minh City The city was chosen due to its status as the most dynamic urban center in Vietnam, attracting a diverse range of companies and industries.
This study explores the influence of four dimensions of psychological empowerment on employee job satisfaction within the manufacturing and service sectors in Ho Chi Minh City These industries are critical to Vietnam's economic growth, especially as the country prepares for significant regulatory and economic reforms that will enhance opportunities for foreign providers and expand markets for local firms Consequently, there is a notable shift in the workforce from agriculture to manufacturing and services, highlighting their increasing significance in Vietnam's overall labor force.
Significances of the research
This research uniquely contributes to the existing literature by focusing on the impact of employee empowerment on job satisfaction and productivity within both the service and manufacturing industries in Vietnam, an area that has been underexplored in prior studies By examining the four dimensions of employee empowerment, this study aims to provide valuable insights into how these factors influence employee job satisfaction, which in turn enhances overall company performance by boosting productivity, creativity, innovation, service quality, and reducing turnover rates.
Structure of the research
This thesis is organized into five chapters The contents of the chapters are as follows:
Chapter 1 presents the overview of research background, research problem, research objectives, scope of study, significance of the study and research structure
Chapter 2 focuses on the literature review, including the definition of each concept, rationale for hypotheses as well as proposed the conceptual model for the research
Chapter 3 illustrates the detailed research methodology: research process, research design, measurement of the constructs, question design and data collection procedure.
Chapter 4 describes empirical results and discussions based on the data collected: characteristics of the sample, analyzing the reliability and validity, testing the assumption of regression and testing hypotheses
Chapter 5 summarizes the discussions on the research results, theoretical contributions, suggest for practical implications, limitations of the study are recognized for the future researches.
LITERATURE REVIEW, HYPOTHESIS AND RESEARCH MODEL
Theoretical foundations
Employee empowerment originates from the idea of "Employee Involvement," as defined by Lawler and Mohrman in 1989 This concept emphasizes the necessity for employees to have access to information, influence, and incentives Additionally, a Model of Employee Involvement was established by Lowin in 1968, followed by contributions from Saskin in 1976 and Locke.
Various models have been proposed to understand employee involvement and its effectiveness Lowin (1968) suggested that the success of involvement hinges on individual personalities, attitudes, the significance and quality of the participation process, and the visibility of the issues at hand Saskin (1976) introduced a psychological framework focusing on four key aspects of employee involvement: goal setting, decision making, problem solving, and change Additionally, Locke and Schweiger (1979) distinguished between cognitive and motivational effects within the participation process Leana (1987) further clarified the distinction between employee participation and delegation, highlighting the importance of granting employees greater autonomy and a more active role in decision making.
The concept of empowerment, initially introduced by Conger and Kanungo in 1988, emphasizes self-sufficiency and confidence through participative management and job enrichment Earlier models by Lowin (1968) and Saskin (1976) explored attitudes towards empowerment and commitment to change, respectively Building on these foundations, Ripley and Ripley (1992) defined empowerment as a multifaceted concept encompassing a philosophy, organizational program, and behavioral practices They emphasized granting authority and aligning individual and company goals with a shared vision Empowerment allows teams to self-manage and individuals to pursue personal assignments while enhancing their skills and knowledge within a supportive framework Organizations can leverage empowerment by adopting tailored definitions that align with their unique market conditions, challenges, and opportunities.
A unifying model is developing that integrates various approaches to organizational change, driven by external factors like competitiveness, globalization, and advanced technology This empowerment model fosters the creation of high-performance employees within organizations, ultimately enhancing efficiency and productivity.
Herzberg et al (1959) developed a theory identifying various factors in the workplace that influence job satisfaction and dissatisfaction Factors contributing to job satisfaction are essential for creating a positive work environment.
"motivators" and the factors which results in job dissatisfaction are known as
According to Herzberg et al (1959), motivators in the workplace include factors such as the nature of the work, recognition, achievement, responsibility, and opportunities for advancement In contrast, hygiene factors encompass salary, supervision, company policies, working conditions, and interpersonal relationships Padilla-Veles (1993) further elaborated on these concepts within the context of education, highlighting the significance of both motivators and hygiene factors in fostering a productive learning environment.
The Motivator-Hygiene Theory, proposed by Herzberg et al in 1959, is a key framework for understanding job satisfaction Complementing this theory are the Discrepancy Theory introduced by Locke in 1969 and the Equity Theory developed by Mowday in 1992, both of which contribute to the broader discussion of employee motivation and satisfaction in the workplace.
A review of these above theories of job satisfaction could be found in the studies by Siddiqui and Saba (2013).
Overview on psychological empowerment and job satisfaction
Empowerment is defined in various ways within the literature, with Newstrom and Davies (1998) describing it as a process that enhances autonomy through the sharing of relevant information and control over job performance factors Zimmerman (1990) emphasizes empowerment in relation to behavioral or performance outcomes Additionally, empowerment is seen as influenced by management and leadership actions (Bennis and Nanus, 1985; Block, 1987) as well as human resource practices (Conger and Kanungo, 1988; Lawler, 1986).
Empowerment in the workplace can be categorized into two types: structural empowerment and psychological empowerment Structural empowerment pertains to workplace conditions and is influenced by employees' perceptions of their empowering environment It involves management practices that delegate decision-making authority and provide employees with access to necessary information and resources, enabling them to work autonomously In contrast, psychological empowerment focuses on the individual employee's response to these structural conditions, leading to increased intrinsic motivation related to their work This form of empowerment encompasses four dimensions that reflect an individual's orientation toward their role in the workplace.
Psychological empowerment, as defined by Spreitzer (1995), refers to the intrinsic motivation that encompasses meaning, competence, self-determination, and impact, enabling employees to shape their roles within the workplace Recent research, including studies by Avolio et al (2004), Corsun et al (1999), Carless (2004), and Jha et al (2008), highlights the increasing importance of psychological empowerment among scholars This study adopts Spreitzer's definition, which includes four distinct types of empowerment.
- Meaning: involves a fit between requirements of a work role and beliefs values, and behaviour
- Competence: is an individual’s belief in his or her capability to perform a job well
- Self- determination: the feeling of having choice in initiating and regulating behaviour
- Impact: the belief that individual can influence over strategic, administrative or operational outcomes at work
The empowerment theory, rooted in the concept of "Employee Involvement" as defined by Lawler and Mohrman (1989), highlights the importance of information, influence, and incentives in enhancing employee engagement This foundational idea has been further developed through models proposed by researchers such as Lowin (1968) and Saskin (1976), as well as Locke, emphasizing the critical role of employee participation in organizational success.
In the late 20th century, scholars like Leana (1987) and others highlighted the importance of enhancing employee involvement, autonomy, and participation in decision-making processes Building on this foundation, researchers such as Conger and Kanungo (1988) and Ripley and Ripley (1992) further explored concepts of empowerment within their Model of Empowerment.
Job satisfaction has garnered increasing attention in literature, defined as the feelings employees have about their jobs (Smith et al., 1975) or their overall positive or negative attitudes towards work (Wollack et al., 1971) According to Robbins and Judge (2007), it reflects a positive feeling about one's job based on the evaluation of its characteristics George and Jones (2008) further describe job satisfaction as the emotional response a worker has towards their job Therefore, job satisfaction can be understood as the pleasure employees experience when they hold positive feelings about their work.
Job satisfaction encompasses various aspects, including pay, work conditions, supervision, professional opportunities, benefits, organizational practices, and relationships with coworkers (Misener et al 1996) Previous studies indicate a significant link between job dissatisfaction and employee turnover (Herzberg et al 1957) Research demonstrates that an individual's attitude towards their job affects their performance (Herzberg 1959) Additionally, there is a positive correlation between negative job feelings and increased turnover rates (Robbins).
A study by Rosse (1988) identified a significant positive correlation between initial lateness, subsequent absenteeism, and employee turnover Additionally, research by Keiningham et al demonstrated that both employee satisfaction and customer satisfaction play a crucial role in influencing sales fluctuations.
(2006) Job dissatisfaction leads to absenteeism, problems of grievances, low morale and high turnover (Gangadhraiah et al 1990, Martin 1990)
Research indicates that employee satisfaction significantly influences organizational commitment and loyalty, with a strong negative correlation to turnover and absenteeism.
Various theories provide insights into job satisfaction, including Locke's Theory of Discrepancy (1969), which focuses on the gap between expected and actual job experiences; Mowday's Theory of Equity (1992), which emphasizes fairness in the workplace; and Herzberg et al.'s Motivator-Hygiene Theory, which distinguishes between factors that lead to job satisfaction and those that prevent dissatisfaction.
(1959) A review of the theories could be found in the studies by Siddiqui and Saba
Hypothesis development
2.3.1 Empowerment meaning and job satisfaction
Research by Thomas and Velthouse (1990) highlights that the meaning of empowerment is tied to the value of a task or purpose, reflecting employees' ideas, beliefs, and standards Additionally, Spreitzer et al (1997) emphasized the importance of aligning employees' job needs with their personal values, beliefs, and behaviors Previous studies, including those by Hackman and Oldham (1980) and Spreitzer et al., have established a connection between the meaning of empowerment and job satisfaction.
Research indicates that employee empowerment is closely linked to the alignment between job role requirements and an individual's beliefs and values When employees lack enthusiasm for their work, they are unlikely to feel empowered, as their energy and motivation are directly connected to their engagement with their job (Thomas and Velthouse, 1990).
Research indicates a strong correlation between the sense of meaning in work and job satisfaction, as demonstrated by studies from Spreitzer, Kizilos, and Nason (1997), Hackman and Oldham (1980), and Bennis and Nanus (1985) When individuals find their work meaningful, they experience higher levels of job satisfaction, ultimately enhancing overall employee contentment Conversely, a lack of meaningful work is associated with decreased job satisfaction This leads us to propose the following hypothesis.
Hypothesis 1 (H1): Empowerment meaning is positively related to job satisfaction
2.3.2 Empowerment competence and job satisfaction
Empowerment competence, often referred to as self-efficacy, is defined by Thomas and Velthouse (1990) as an individual's belief in their ability to successfully perform specific tasks or activities When individuals feel more competent in their work, they experience greater job satisfaction.
Research indicates a positive correlation between empowerment competence and performance, with Spreitzer et al (1997) highlighting a link between competence and productivity Locke (1991) emphasized the significant influence of self-efficacy on task performance Furthermore, a review by Gist and Mitchell (1992) found that self-efficacy positively affects various work-related performance metrics, including sales and research productivity Consequently, it is anticipated that empowerment competence contributes positively to employee satisfaction.
Hypothesis 2 (H2): Empowerment competence is positively related to job satisfaction
2.3.3 Empowerment self-determination and job satisfaction
Empowerment self-determination, as defined by Hackman (1987) and Susman (1976), refers to the extent of freedom, independence, and discretion employees have within an organization Deci, Connell, and Ryan (1989) highlight that self-determination allows individuals to choose how they perform their tasks, fostering a sense of personal efficiency and intrinsic motivation (Conger and Kanungo, 1988) Furthermore, Spreitzer et al (1997) and Wagner (1995) emphasize that empowerment self-determination embodies the belief in one's autonomy and control over work tasks According to Thomas and Velthouse (1990), this sense of personal control and responsibility enhances job satisfaction, as individuals with greater autonomy tend to derive more intrinsic rewards from their work This leads to the hypothesis that increased self-determination correlates with higher employee satisfaction.
Hypothesis 3 (H3): Empowerment self-determination is positively related to job satisfaction
2.3.4 Empowerment impact and job satisfaction
Empowerment impact, as defined by Spreitzer et al (1997), refers to an individual's perception of their ability to influence strategic, administrative, or operational outcomes in the workplace, which is positively correlated with effectiveness Similarly, Ashfort (1989) describes empowerment impact as the extent to which one can make a difference in these outcomes This understanding leads to the formulation of the following hypothesis.
Hypothesis 4 (H4): Empowerment impact is positively related to job satisfaction.
Research model
Based on the above discussion, the research model presenting the relationship between the psychological empowerment factors on job satisfaction in service and manufacturing industry is suggested as follow:
Figure 2 1: Conceptual framework of the study
Accordingly, four hypotheses are suggested, including
Hypothesis 1: Empowerment meaning is positively related to job satisfaction
Hypothesis 2: Empowerment competence is positively related to job satisfaction
Hypothesis 3: Empowerment self-determination is positively related to job satisfaction
Hypothesis 4: Empowerment impact is positively related to job satisfaction.
Chapter summary
In summary, this chapter explores diverse definitions of psychological empowerment and job satisfaction as presented by various authors, highlighting four key factors that connect psychological empowerment to job satisfaction Based on the literature review, we propose four hypotheses and introduce a conceptual model to guide future research on this topic.
RESEARCH METHODOLOGY
Research process
This thesis explores the relationship between the four dimensions of psychological empowerment and employee job satisfaction in Vietnam, specifically examining the differences in this relationship between the service and manufacturing industries The research process includes several stages: a literature review to identify relevant models, the formulation of hypotheses and research questions, the design of a questionnaire and measurement scales, a pilot test, and a quantitative main survey for data collection and model testing.
Research design
The questionnaire consists of seven sections: personal information, the meaning of empowerment, empowerment competence, self-determination in empowerment, the impact of empowerment, employee satisfaction, and productivity It utilizes 5-point Likert scales, a common method for gauging respondents' perceptions and attitudes.
Questionnaire design Measurement scale Research design
Pilot test Main survey Development of hypothesis, Research questions
Descriptive Statistics Reliability analysis Exploratory Factor Analysis Correlation analysis Testing of Hypotheses (Multiple Linear
The study assesses employee attitudes towards the impact of four dimensions of empowerment on their satisfaction and productivity Participants evaluate their agreement using a five-point scale ranging from "strongly disagree" to "strongly agree." To accommodate all employees in Vietnam, the questionnaire was initially prepared in English and then translated into Vietnamese by a bilingual academic, ensuring clarity and comprehension for all respondents.
The questionnaire encompasses four key dimensions of psychological empowerment: meaning, competence, self-determination, and impact, all of which significantly influence job satisfaction To assess these components, Spreitzer's (1995) scales are utilized, providing a comprehensive measurement of empowerment in the workplace.
The meaning items were taken directly from Tymon (1988) To measure the empowerment meaning, the study adapt the measurement given by Dimitriades
(2005), Cyboran (2005), Menon (1999) who suggest two questions based on the Likert - type scale from 1 = "strongly disagree" to 5 = "strongly agree" scale The questions are as follows:
EM1 The work I do is very important to me
2 EM2 The work I do is meaningful to me
3 EM3 My job activities are very meaningful to me personally
The competence items were adapted from Jones's (1986) self-efficacy scale
To assess empowerment competence, the study utilizes a measurement framework adapted from Dimitriades (2005), Cyboran (2005), and Menon (1999) This framework consists of three questions employing a Likert-type scale ranging from 1 ("strongly disagree") to 5 ("strongly agree").
The self-determination items were adapted from Hackman and Oldham's
The study utilized a 1980 autonomy scale to assess empowerment and self-determination, adapting the measurement framework proposed by Dimitriades (2005), Cyboran (2005), and Menon (1999) This framework comprises three questions rated on a Likert-type scale ranging from 1 ("strongly disagree") to 5 ("strongly agree").
EC1 I have enough confidence in my ability to do my job
2 EC2 I am self- assured about my capabilities to perform my work activities
3 EC3 I have mastered the skills necessary for my job
The study utilized adapted items from Ashforth's (1989) helplessness scale to assess impact, while measuring empowerment using a framework established by Dimitriades (2005), Cyboran (2005), and Menon (1999) This measurement consists of three questions formatted on a Likert-type scale ranging from 1 ("strongly disagree") to 5 ("strongly agree").
EI1 My impact on what happens in my department is large
2 EI2 I have a great deal of control over what happens in my department
3 EI3 I have a significant influence over what happens in my department
To measure job satisfaction, this study use the four items Jun, Cai, and Shin
(2006) in Total Quality Management practices Four question are designed as below, also using Likert - scale from 1 = "strongly disagree" to 5 = "strongly agree" scale
ESD1 I have enough autonomy in determining how I do my job
2 ESD2 I can decide on my own how to go about doing my work
3 ESD3 I have considerable opportunity for independence and freedom in how I do my job
JS1 I would recommend this company to a friend if he/she were looking for a job
2 JS2 I feel personal satisfaction when I do my job well
3 JS3 I am proud to tell people that I am part of this company
4 JS4 This is the best organization for me to work for.
Pilot test
A pilot test involving 20 employees from both service and manufacturing companies was conducted to identify errors in the questionnaires Prior to the test, these employees were interviewed to gather insights and feedback.
- Interviewing some experts from two kinds of industries: twelve experts from service companies and eight experts in manufacturing companies to find out any mistakes in questionnaires.
- Revising questionnaire: after interviewing we have to revise three questions in three variables into negative questions to avoid bias The questions were revised as below:
EM3 My job activities are not very meaningful to me personally
EC1 I do not have enough confidence in my ability to do my job
ESD1 I do not have enough autonomy in determining how I do my job
The pilot test results indicate strong reliability and favorable outcomes, confirming that all variables are acceptable; therefore, no further changes to the research model are necessary For additional details, please refer to Appendix D.
Main survey
Our research framework is developed based on a comprehensive review of existing literature, leading us to design questionnaires that assess the relationship between empowerment dimensions and employee satisfaction, as well as the correlation between employee satisfaction and productivity To ensure reliable statistical analysis, the minimum sample size must be at least five times the number of independent variables or a minimum of 100 participants, expressed as n ≥ 100 and n ≥ 5k (where k is the number of items) Given our research includes 16 items, the minimum required sample size is calculated as n = 5 x 16 = 80 Additionally, for multiple regression analysis, the sample size should follow the formula n = 50 + 8m (where m represents the number of independent variables) In our study with four independent variables, the minimum sample size for multiple regression is determined to be n = 50 + 8 x 4.
This research requires a minimum of 82 samples, with an initial target size of 200 employees from the service and manufacturing industries in Ho Chi Minh City to enhance reliability and validity A total of 200 questionnaires will be distributed via mail surveys to employees in these sectors To ensure clarity and minimize varied interpretations of the questions, a pilot study was conducted The chosen methods of mail and online surveys are cost-effective, allow for a large number of respondents, provide flexibility in answering, and maintain respondent privacy (Mangione, 1995) Out of the distributed questionnaires, 185 participants responded, with 165 being suitable for analysis.
After completing data collection, we proceed with data analysis by reviewing all accepted questionnaires for validity and completeness It is essential to apply reverse scoring to negatively-keyed items prior to calculating individual total scores and conducting data analyses, ensuring that higher scores accurately reflect elevated levels of the measured attribute For this study, we utilized IBM SPSS Statistics version 20 for data analysis The data processing procedures employed in this research are summarized as follows.
Cronbach’s Alpha is a widely recognized statistical measure used to assess the reliability of a scale by examining the correlation among its items This analysis effectively identifies and eliminates inappropriate or irrelevant variables, thereby enhancing the study's overall reliability According to Pallant (2001), a scale is considered reliable when its Cronbach’s Alpha coefficient is 0.7 or higher Conversely, a low alpha value may indicate insufficient questions, weak interrelatedness among items, or the presence of heterogeneous constructs.
Exploratory Factor Analysis (EFA) was utilized to identify the number of factors influencing the relationship between independent variables, highlighting its role as a multivariate statistical technique that reveals the underlying structure among numerous variables (Hair et al., 1998) The primary objectives of factor analysis are to summarize extensive data and reduce it to a manageable number of factors (Hair et al., 1998) In this study, four key factors were identified as having an impact on employee job satisfaction, with factor analysis facilitating the creation of factors for each related measurement scale Additionally, this method enabled the researcher to identify which factors were most strongly correlated with employee job satisfaction According to Pallant (2001), factor analysis is suitable for data that meets specific criteria.
The Kaiser-Meyer-Olkin value (KMO) is 0.6 or greater
The Bartlett’s test of inadequate is statistically significant: p < 0.05
The transmission coefficient variables (factors loading) is less than 0.5 or the difference between the two factors less than 0.3 will be disqualified
Stops Eigenvalue (representing the variance explained by each factor) greater than 1 and the total variance extracted (Cumulative% Extraction Sum of Squared loadings) greater than 50%
Test for the relationship of variables
Pearson’s correlation coefficient is a statistical tool used to analyze the relationships between two or more research variables A correlation coefficient value of 1.0 indicates a perfect positive correlation, while a value of -1.0 signifies a perfect negative correlation If the coefficient equals zero, it suggests that there is no relationship between the variables.
Test of Hypothesis: Multiple regressions
To ensure valid results in multiple regression analysis, it is essential to test for regression assumptions Before proceeding, confirm that the data meets the necessary criteria for multiple regression If the data satisfies these assumptions, it is suitable for analysis, allowing for reliable outcomes.
Multiple regression analysis is a statistical method used to examine the relationship between multiple independent variables and a single dependent variable This technique can be applied to analyze data for an entire group as well as for two distinct subgroups, providing valuable insights into how different factors influence outcomes.
In this study, the Multiple Linear Regression method was employed to analyze the simultaneous effects of various independent variables on a dependent variable To test the research model and hypotheses, hierarchical multiple regression analyses were conducted for two distinct groups, examining the interaction effects of independent variables and a moderator across two industries According to Pallant (2001), specific conditions must be met to validate the results of these analyses.
The sample size is: n > 50 + 8m (where m is the number of independent variables)
We also use R-square value to express how much of the variance in the dependent variable was explained by the model.
Chapter summary
This chapter outlines the comprehensive research methodology employed to test the hypothesis presented in Chapter 2 It covers key components such as the research process, design, measurement of constructs, questionnaire design, and data collection procedures, along with data analysis methods Questionnaires were distributed to participants via email and in person Additionally, a pilot test was conducted, confirming the validity of all items for use in the main survey The methodologies discussed will be applied to the data gathered in the main survey, with results presented in Chapter 4.
EMPIRICAL RESULTS AND DISCUSSIONS
Preliminaries of data analysis
A comprehensive survey was carried out involving 200 questionnaires distributed via email to three service companies and three manufacturing companies in Ho Chi Minh City Out of these, 185 participants responded, and 165 completed questionnaires were utilized for analysis.
The survey participants represent a diverse demographic, encompassing various ages, genders, education levels, and organizational roles across service and manufacturing sectors Among the respondents, 53.9% are female and 46.1% are male, with the largest age group being 18-25 years (52.1%), followed by 26-35 years (40.6%) A significant portion of the employees hold bachelor's degrees (69.7%), while 13.9% possess master's degrees Most participants have been with their companies for 3 to 5 years (32.1%), and 29.1% have been employed for 1 to 2 years The majority of employees (61.8%) are in staff positions, with 27.3% identified as professional employees, while leaders or supervisors comprise a small minority at 4.2% Additionally, 53.9% of the employees work in the service industry, compared to 46.1% in manufacturing.
Table 4 1 : Summary of employees’ profile
No Items Scale Frequency Percent
4 Average Years at company 0 - 0.5 years 21 12.7
Reliability analysis
In this study, Cronbach’s alpha was utilized to assess the reliability of the measurement scales, with an alpha coefficient threshold set at 0.7 for acceptable reliability Items with a Cronbach’s Alpha coefficient below 0.7 and a corrected item-total correlation lower than 0.30 were excluded from the analysis The results indicated that all factors in this research met the reliability criteria, as their Cronbach’s Alpha coefficients ranged from 0.796 to 0.841.
Item-Total Statistics Reliability Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Exploratory Factor Analysis
This study's conceptual framework identifies four key factors and twelve observed variables that impact employee satisfaction The analysis reveals that the five components have a KMO value of 0.826 and a significance level of 0, with eigenvalues exceeding 1 and a cumulative percentage of 74.356% These findings indicate that the five components account for 74.356% of the variance in the data.
Table 4 3: KMO and Barlett’s test
Kaiser-Meyer-Olkin Measure of Sampling
Initial Eigenvalues Extraction Sums of Squared
Co m p o n en t Initial Eigenvalues Extraction Sums of Squared
Extraction Method: Principal Component Analysis
Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization
Factor analysis in this study revealed a five-factor solution, accounting for 74.356% of the data variance The Rotated Component Matrix indicated that 16 factors had loading values exceeding 0.5, meeting the necessary criteria.
The analysis revealed that 16 factors were effectively grouped into five distinct columns, demonstrating a strong outcome The reliability testing and Exploratory Factor Analysis (EFA) indicated that four independent variables—empowerment meaning, empowerment competence, empowerment self-determination, and empowerment impact—along with one dependent variable, are deemed acceptable and hold practical significance.
Correlation analysis
The Pearson correlation coefficients between employee satisfaction and the independent variables of empowerment meaning, competence, self-determination, and impact were all below 0.5, indicating a correlation while maintaining sufficient distinction among them Consequently, these independent variables are suitable for further analysis through multiple regression.
EM EC ESD EI JS
Multiple Linear Regression Analysis
We developed five composite variables for regression analysis by calculating mean values from specific items: (1) Empowerment Meaning (EM) derived from three items (EM1, EM2, EM3); (2) Empowerment Competence (EC) based on three items (EC1, EC2, EC3); (3) Empowerment Self-Determination (ESD) using three items (ESD1, ESD2, ESD3); (4) Empowerment Impact (EI) from three items (EI1, EI2, EI3); and (5) Job Satisfaction (JS) calculated from four items (JS1, JS2, JS3, JS4).
When opting to analyze data through multiple regression, it's essential to verify that the dataset meets the necessary assumptions for this method If the data satisfies these criteria, it can yield valid results, making it suitable for multiple regression analysis.
The study's sample size of 165 exceeded the minimum requirement of 80 for multiple regressions, ensuring robust analysis Additionally, the interval or ratio scale variables demonstrated a normal distribution, as indicated by a bell-shaped histogram with a mean close to 0, confirming the appropriateness of the data for the regression analysis.
The linearity test of the variables revealed a significant relationship, as demonstrated by the Normal P-P Plot in Appendix B, which displayed a relatively straight line extending from the bottom left to the top right This indicates a strong linear correlation between all independent variables and the dependent variable.
** Correlation is significant at the 0.01 level (2-tailed)
The scatterplot in Appendix B demonstrates that employee job satisfaction values are symmetrically distributed around the center point of zero, indicating the absence of heteroskedasticity This finding confirms the suitability of using multiple linear regression analysis on the sample data.
The "R" column in Table 4.7 displays the multiple correlation coefficient, R, which indicates the quality of the prediction for the dependent variable, job satisfaction With a value of 0.618, this suggests a strong predictive capability Additionally, the "R Square" column shows an R² value of 0.382, meaning that the independent variables account for 38.2% of the variance in job satisfaction However, for a more precise representation of the data, the adjusted R Square (adj R²) is recommended.
Std Error of the Estimate
Predictors: (Constant), EI, EM, EC, ESD
The F-ratio in the ANOVA table evaluates the overall fit of the regression model to the data The results indicate that the independent variables significantly predict the dependent variable, with an F-value of 24.705 and a p-value less than 0005, confirming that the regression model is a good fit for the data.
Predictors: (Constant), EI, EM, EC, ESD
The testing for multicollinearity among independent variables shows a Tolerance value of 0.1 and a Variance Inflation Factor (VIF) value of 2.0, with a VIF exceeding 10 indicating potential multicollinearity issues that could result in misleading outcomes Multicollinearity arises when predictor variables exhibit high inter-correlations, meaning they share similar information According to collinearity statistics in Table 4.9, the Tolerance values for EM, EC, ESD, and EI are all above 0.1, and their VIF values are below 2.0, suggesting no multicollinearity problem Additionally, a p-value of less than 0.05 indicates that the coefficients are statistically significantly different from zero, as shown by the t-value and corresponding p-value in the "t" and "Sig." columns of the table below.
B Std Error Beta Toler ance
The Durbin-Watson value ranges from 0 to 4, indicating the presence of correlation among residuals A value near 0 suggests a strong positive correlation, while a value close to 4 indicates a negative correlation A value around 2 signifies no serial correlation or autocorrelation among residuals In this case, the Durbin-Watson value is 2.146, which is close to 2, indicating that the residuals are not serially correlated Therefore, we can accept the model as valid.
Std Error of the Estimate
Regression analysis for entire group:
The ANOVA analysis yielded an F value of 24.705 with a significance level of 0.00 (Table 4.7) In evaluating the multiple linear regression model, the coefficient of determination, R², was found to be 0.382, indicating that the research model is relevant as it exceeds the threshold of 0.3 Additionally, the adjusted R² value of 0.366 suggests that 36.6% of the variance can be predicted from the independent variables, providing a more accurate assessment of the model's consistency without exaggeration.
Std Error of the Estimate
Predictors: (Constant), EI, EM, EC, ESD
Predictors: (Constant), EI, EM, EC, ESD
The Coefficients table 4.9 indicates that there is no multicollinearity present, as all variables have a Variance Inflation Factor (VIF) of less than 10 A VIF value exceeding 10 would suggest the presence of multicollinearity.
B Std Error Beta Tolerance VIF
Empowerment in the workplace encompasses four key factors: meaning, competence, self-determination, and impact, all of which significantly influence employee job satisfaction Among these, self-determination has the greatest effect, while competence plays a lesser role compared to the other factors.
No Hypothesis statement B p -value Testing result Both industries: service and manufacturing
H1 Empowerment meaning is positively related to job satisfaction .183 0.012 Supported
H2 Empowerment competence is positively related to job satisfaction .165 0.066 Not
H3 Empowerment self-determination is positively related to job satisfaction .447 0.000 Supported
H4 Empowerment impact is positively related to job satisfaction .179 0.037 Supported
Regression analysis for two groups of sample associated with the manufacturing and service industry:
To address the second question about the impact of psychological empowerment on job satisfaction in Vietnam's service and manufacturing industries, we performed separate regression analyses for each industry type.
Regression analysis for service industry:
The ANOVA analysis yielded an F value of 15.877 with a significance level of 0.00, indicating a strong model fit (Table 4.10) The coefficient of determination, R², was found to be 0.431, which exceeds the threshold of 0.3, confirming the model's relevance Additionally, the adjusted R² value of 0.403 suggests that 40.3% of the variance can be explained by the independent variables, providing a more accurate assessment of the model's consistency without overstating its effectiveness.
Std Error of the Estimate
Predictors: (Constant), EI, EM, EC, ESD
Unless noted otherwise, statistics are based only on cases for which Industries = Service
Model Sum of Squares Df Mean Square F Sig
Tolerance and VIF values in the Coefficients table 4.12 below show that do not exist multicollinearity because VIF of all variables are less than 10 There is no sign of multicollinearity
Selecting only cases for which Industries = Service
B Std Error Beta Tolerance VIF
Selecting only cases for which Industries = Service
Regression analysis for manufacturing industry:
The ANOVA analysis yielded an F value of 10.839 with a significance level of 0.00, indicating a strong model fit (Table 4.13) The coefficient of determination, R², was found to be 0.379, which exceeds the threshold of 0.3, confirming the model's appropriateness Additionally, the adjusted R² value of 0.344 suggests that 34.4% of the variance can be explained by the independent variables, providing a more accurate assessment of model relevance without overstating its consistency.
Std Error of the Estimate
Predictors: (Constant), EI, EM, ESD, EC
Unless noted otherwise, statistics are based only on cases for which Industries = Manufact
Model Sum of Squares Df Mean Square F Sig
Selecting only cases for which Industries = Manufact
Predictors: (Constant), EI, EM, ESD, EC
Tolerance and VIF values in the Coefficients table 4.15 below show that do not exist multicollinearity because VIF of all variables are less than 10 VIF does not exceeds
10 so there is no sign of multicollinearity
B Std Error Beta Tolerance VIF
Selecting only cases for which Industries = Manufact
The table below gives an overview with results of the hypothesis studied in this research The hypothesis with the p-value is higher than 0.05 is not supported
No Hypothesis statement B p -value Testing result Both industries: service and manufacturing
H1 Empowerment meaning is positively related to job satisfaction .183 0.012 Supported
H2 Empowerment competence is positively related to job satisfaction .165 0.066 Not
H3 Empowerment self-determination is positively related to job satisfaction .447 0.000 Supported
H4 Empowerment impact is positively related to job satisfaction .179 0.037 Supported
H1 Empowerment meaning is positively related to job satisfaction .263 004 Supported
H2 Empowerment competence is positively related to job satisfaction .053 695 Not
H3 Empowerment self-determination is positively related to job satisfaction .376 001 Supported
H4 Empowerment impact is positively related to job satisfaction .135 176 Not
H1 Empowerment meaning is positively related to job satisfaction .169 189 Not
H2 Empowerment competence is positively related to job satisfaction .214 100 Not
Supported H3 Empowerment self-determination is positively related to job satisfaction .578 001 Supported
No Hypothesis statement B p -value Testing result
H4 Empowerment impact is positively related to job satisfaction .214 172 Not
With both industries service and manufacturing industry, three of four hypotheses are supported, except from hypothesis H3
Hypothesis H1: Empowerment meaning is positively related to job satisfaction
Hypothesis H2: Empowerment competence is positively related to job satisfaction
Hypothesis H3: Empowerment self-determination is positively related to job satisfaction
Hypothesis H4: Empowerment impact is positively related to job satisfaction
Chapter summary
This chapter presents empirical results and discussions based on collected data, including sample characteristics analyzed through Descriptive Statistics, reliability assessed via Cronbach’s alpha, and validity evaluated through Exploratory Factor Analysis The study tested hypotheses and a theoretical model using hierarchical multiple regression, with samples drawn from both service and manufacturing industries Statistical analysis of questionnaire data revealed that 3 out of 4 hypotheses were supported The subsequent chapter will provide a detailed discussion of these findings, outlining their implications and suggesting directions for future research.
CONCLUSION, IMPLICATIONS AND DIRECTIONS FOR
Key findings of the thesis
This thesis aims to explore the relationship between psychological empowerment and job satisfaction, comparing the service and manufacturing industries It examines four key factors of psychological empowerment as defined by Spreitzer (1995): empowerment meaning, empowerment competence, empowerment self-determination, and empowerment impact The research reveals a significant influence of psychological empowerment on job satisfaction across these dimensions, with notable differences in the impact of certain dimensions between the service and manufacturing sectors Overall, the findings align with previous studies, highlighting the importance of psychological empowerment in enhancing employee motivation and job satisfaction.
This study aims to explore the relationship between dimensions of empowerment and employee job satisfaction through a comprehensive research framework grounded in existing literature The research methodology includes a pilot test and a main survey, encompassing several stages: literature review, research design, pilot testing, main survey execution, and data analysis The empirical findings are discussed in relation to sample characteristics, reliability and validity assessments, regression assumption testing, and hypothesis verification.
Question 1: Do the empowerment meaning, empowerment competence, empowerment self- determination, empowerment impact affect the job satisfaction in Vietnam? If yes, to what extent do these above factors affect the job satisfaction in Vietnam?
In various industries, including both service and manufacturing sectors, three out of four hypotheses regarding employee empowerment and job satisfaction are supported, with the exception of hypothesis H3 This indicates that empowerment in terms of meaning, self-determination, and impact significantly influences employee job satisfaction, while empowerment related to competence does not affect the other factors Notably, empowerment self-determination has the most substantial impact on job satisfaction among employees.
No Hypothesis statement B p -value Testing result
H1 Empowerment meaning is positively related to job satisfaction .183 0.012 Supported
H2 Empowerment competence is positively related to job satisfaction .165 0.066 Not
H3 Empowerment self-determination is positively related to job satisfaction .447 0.000 Supported
H4 Empowerment impact is positively related to job satisfaction .179 0.037 Supported
Research on the relationship between the four dimensions of psychological empowerment and job satisfaction has yielded varied results across different studies (Dickson and Lorenz, 2009; Carless, 2004; Liden, Wayne, and Sparrowe, 2000; Spreitzer et al., 1997) However, a consistent finding among all studies is the significant relationship between psychological empowerment and job satisfaction Additionally, the dimensions of competence and impact have shown inconsistent results.
Research has shown mixed results regarding the relationship between job satisfaction and various dimensions of competence While studies by Carless (1997) and Wayne and Sparrowe (2000) highlight a significant positive relationship between job satisfaction and self-determination, they also point to a negative correlation with competence Conversely, Dickson and Lorenz (2009) found no relationship between competence and job satisfaction, suggesting that the self-determination dimension plays a crucial role in enhancing job satisfaction, despite inconsistencies with earlier findings.
Research has produced mixed findings regarding the relationship between self-determination dimensions and job satisfaction While Dickson and Lorenz (2009) identified a negative relationship, Spreitzer et al (1997) found no significant correlation In terms of impact dimensions, Liden, Wayne, and Sparrowe (2000) reported no positive relationship with job satisfaction, whereas Dickson and Lorenz (2009) and Carless (2004) found a significant positive correlation Conversely, Spreitzer et al (1997) again indicated no relationship between these dimensions and job satisfaction.
This study examines job satisfaction among employees in the service and manufacturing industries across various departments While job satisfaction levels may vary between these sectors, all factors of psychological empowerment significantly influence it Notably, self-determination is the most impactful factor, whereas competence has a comparatively lesser effect.
Question 2: Is there any difference on the effect of psychological empowerment on the job satisfaction between the service industry and manufacture industry in Vietnam?
The findings from the previous chapter reveal that the influence of the four dimensions of psychological empowerment—meaning, competence, self-determination, and impact—on employee job satisfaction differs between the service and manufacturing industries Specifically, self-determination enhances job satisfaction in both sectors, with a more significant effect in manufacturing Conversely, in the service industry, the meaning of empowerment has a stronger impact on job satisfaction compared to manufacturing Additionally, both empowerment competence and impact are more pronounced in the service industry, while their effects in manufacturing are relatively minor.
Previous research comparing two industries is limited However, Hammuda and Dulaimi (1997) suggest that service companies may benefit more from empowerment than manufacturing firms They provide several reasons to support this assertion.
“(1) Empowerment in the service industry may be seen as a risky business both commercially and in terms of its reputation
(2) It is easier to see the pay-offs from empowerment in manufacturing than in service Productivity is simpler to measure than customer perceptions
The service industry has lagged behind the manufacturing sector in adopting empowerment strategies, primarily due to a prevailing perception among service companies that the risks associated with empowerment surpass its potential benefits.
(4) Most of the companies using quality circle participation groups, and self management working are manufacturing firms
(5) Manufacturing sector faces more intense global competition than the service sector, putting greater pressure on it to find new ways of doing things.”
Implications
This study enhances the scientific literature on psychological empowerment by developing a theoretical model that elucidates the factors influencing job satisfaction in both service and manufacturing sectors.
This study builds upon previous research conducted in a development environment, with the scale being adapted and tested in the Vietnamese context through data collection in Ho Chi Minh City The findings aim to contribute to the scale theory, ultimately enhancing academic and applied research to gain a deeper understanding of the Vietnamese workforce.
In Vietnam, management must cultivate an environment that empowers local employees, while employees are responsible for embracing these opportunities and showcasing their capabilities This approach fosters a positive workplace where employees enjoy a high degree of personal freedom and flexibility, ultimately leading to enhanced performance and success.
This study reveals that the dimensions of empowerment—meaning, self-determination, and impact—are positively correlated with employee performance, while empowerment competence shows no such relationship Each dimension influences job satisfaction to varying degrees, with notable differences between the service and manufacturing industries Managers should thoughtfully select which empowerment factors to employ as motivational tools to achieve desired outcomes Ultimately, fostering talented and empowered human capital is crucial for the success of companies in Vietnam.
The study suggests that empowerment programs should aim for optimal levels across individual dimensions to achieve balanced combinations that enhance job performance While all four dimensions of empowerment are crucial, achieving a balance is key to maximizing positive outcomes Notably, the meaning dimension is strongly linked to job satisfaction, aligning with previous research Therefore, programs that prioritize a high level of meaning are essential for boosting employee satisfaction However, it's important to note that at an average level of job meaning, excessive levels of choice, competence, and impact can negatively affect both employee performance and job satisfaction.
Management should encourage employees to identify problems and propose solutions, empowering them in the process This approach allows employees to make informed decisions that align with organizational goals and success metrics, fostering an environment conducive to proactive behavior Embracing the Western concept of empowerment means recognizing that decisions should reflect the skills and contributions of team members.
To enhance employee empowerment within organizations, management should implement additional academic and practical activities that raise awareness of the concept and its significance This can be achieved through increased research, targeted training, and strategic changes that foster an environment conducive to effective empowerment practices.
- Reallocate organizational resources to ensure balanced empowerment throughout organizational hierarchy
- Training and coaching employees to aware of efficiency from empowerment in working environment
- Ensuring that all employees from different departments being trained with full of knowledge, skills to complete works with high self- confidence
- Linking empowerment to leadership success and motivation to encourage empowerment practices daily
- Restructuring organizational culture and structure to create empowerment friendly environment
- Updating regulations, instructions to encourage empowerment practices with special and direct attention.
Limitation and directions for further studies
This study's conclusions must acknowledge several limitations Firstly, there is a scarcity of research on psychological empowerment in Vietnam, particularly within specific organizations or industries, which restricts the literature review Additionally, gathering data from a large group of respondents within a short timeframe proved challenging, resulting in a small sample size of 165 participants that may affect the findings The research was limited to Ho Chi Minh City and focused on only two industries, which does not represent the entire demographic of Vietnam; a broader study scope would enhance validity Furthermore, the focus on just the service and manufacturing sectors suggests that future research should incorporate additional industries to better analyze the impact of psychological empowerment on employee satisfaction and productivity This study examined only the effects of four dimensions of psychological empowerment on job satisfaction without exploring their interrelationships, indicating a need for further investigation Lastly, as the performance indicators of job satisfaction were self-reported, future studies should aim for more objective measurements to reduce bias The findings reveal that self-determination empowerment influences job satisfaction in both sectors, warranting further exploration in future research.
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My name is Truong Ngoc Anh Thu, and I am a student in the MBUS Master program at the International School of Business, University of Economics, HCMC Currently, I am working on my thesis titled “Psychological Empowerment and Job Satisfaction: A Comparison of the Manufacturing and Services Industry in Vietnam.” I invite you to share your unbiased opinions through the questionnaires provided, as there are no right or wrong answers.
Your responses are crucial for the success of my study, and I assure you that all information will be kept confidential and used solely for research purposes If you have any inquiries regarding my thesis, please feel free to reach out to me via email at thutruongngocanh@gmail.com or by phone at 0906 260 402.
Thank you for your contributions!
High school Lower education Bachelor
4 What are your average years at company?
5 Which organizational role do you work as?
6 Which industry does your company belong to?
B Multiple questions for studying the psychological empowerment and job satisfaction
Please give your own opinion of the following statements by checking the appropriate number that is most fit to your level of agreement
S tr o n g ly d is a g r e e D is a g r e e N e u tr a l A g r e e S tr o n g ly a g r e e
1 The work I do is very important to me
2 The work I do is meaningful to me
3 My job activities are not very meaningful to me personally
4 I do not have enough confidence in my ability to do my job
No Item S tr o n g ly d is a g r e e D is a g r e e N e u tr a l A g r e e S tr o n g ly a g r e e
5 I am self- assured about my capabilities to perform my work activities
6 I have mastered the skills necessary for my job
7 I do not have enough autonomy in determining how I do my job
8 I can decide on my own how to go about doing my work
9 I have considerable opportunity for independence and freedom in how I do my job
10 My impact on what happens in my department is large
11 I have a great deal of control over what happens in my department
12 I have a significant influence over what happens in my department
13 I would recommend this company to a friend if he/she were looking for a job
14 I feel personal satisfaction when I do my job well
15 I am proud to tell people that I am part of this company
16 This is the best organization for me to work for
Kính gửi các Anh/Chị,
Tôi là Trương Ngọc Anh Thư, học viên chương trình Thạc Sỹ Kinh Tế MBUS tại Viện Đào Tạo Quốc Tế - Trường Đại Học Kinh Tế TP.HCM Hiện tôi đang thực hiện luận văn với đề tài “Sự trao quyền theo yếu tố tâm lý và sự hài lòng trong công việc của nhân viên: so sánh ở ngành sản xuất và dịch vụ tại các công ty ở Việt Nam” Tôi rất mong nhận được ý kiến đánh giá từ các Anh/Chị thông qua bảng câu hỏi khảo sát dưới đây Mỗi câu trả lời của Anh/Chị đều có ý nghĩa quan trọng đối với nghiên cứu của tôi, và xin cam kết rằng thông tin sẽ được giữ bí mật Nếu có bất kỳ câu hỏi nào liên quan, xin vui lòng liên hệ qua email thutruongngocanh@gmail.com hoặc số điện thoại 0906 260 402.
Xin chân thành cám ơn sự đóng góp của các Anh/Chị
Phần A: Thông tin cá nhân
PTTH Trung Cấp/ Cao đẳng Cử nhân
Thạc sĩ Tiến sĩ Khác
4 Khoảng thời gian anh/chị làm việc tại công ty là bao lâu?
5 Vị trí công việc của anh/chị?
Nhân viên Chuyên viên Quản lý
6 Ngành nghề của công ty anh/chị đang làm việc?
Phần B: Các câu hỏi liên quan đến việc xác định sự trao quyền theo yếu tố tâm lý và sự hài lòng trong công việc
Anh/Chị vui lòng chia sẻ ý kiến cá nhân về từng phát biểu dưới đây bằng cách chọn số tương ứng với mức độ đồng ý của mình:
STT Nội dung phát biểu
H o à n to à n kh ôn g đồ n g ý K hô ng đ ồn g ý Tr u n g l ập Đ ồn g ý H o à n to à n đồ n g ý
Nhóm phát biểu liên quan đến mức độ ý nghĩa trong công việc
1 Công việc tôi đang làm rất quan trọng đối với tôi
2 Công việc tôi đang làm rất có ý nghĩa đối với tôi
3 Các hoạt động trong công việc của tôi chẳng có mấy ý nghĩa đối với tôi
V Nhóm phát biểu liên quan đến mức độ năng lực bản thân trong công việc
4 Tôi không đủ tự tin về khả năng của mình trong việc thực hiện công việc
STT Nội dung phát biểu
H o à n to à n kh ôn g đồ n g ý K hô ng đ ồn g ý Tr u n g l ập Đ ồn g ý H o à n to à n đồ n g ý
5 Tôi tự tin mình có khả năng thi hành các hoạt động liên quan đến công việc
6 Tôi nắm vững mọi kỹ năng cần thiết trong công việc của mình
VI Nhóm phát biểu liên quan đến mức độ tự quyết định/ tự chủ trong công việc
7 Tôi không có đủ quyền tự do ý chí để quyết định trong công việc của mình
8 Tôi có thể tự quyết định công việc của mình được thực hiện như thế nào
9 Tôi có sự tự do và độc lập đáng kể trong công việc của mình
VII Nhóm phát biểu liên quan đến mức độ ảnh hưởng trong công việc
10 Ảnh hưởng của tôi trên các hoạt động của bộ phận mình là rất lớn
11 Tôi kiểm soát chặt chẽ mọi hoạt động của bộ phận mình
12 Tôi có ảnh hưởng đáng kể trên mọi hoạt động phát sinh trong bộ phận
Nhóm phát biểu liên quan đến mức độ hài lòng trong công việc
13 Tôi sẽ giới thiệu công ty này cho bạn tôi nếu người đó đang tìm việc làm
14 Tôi thật sự càm thấy hài lòng khi làm tốt công việc của mình
15 Tôi tự hào nói với mọi người rằng tôi là thành viên của công ty
16 Đối với tôi, đây là công ty tốt nhất để làm việc
Figure C 2: The Normal P-P Plot of Regression Standardized Residual
Table 3.1: Summary of employees’ profile
No Items Scale Frequency Percent
4 Average Years at company 0 - 0.5 years 2 10.0
Item-Total Statistics Reliability Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Table 3.3: KMO and Barlett’s test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .672
Initial Eigenvalues Extraction Sums of Squared
