The descriptive statistical results show that the respondents were relatively evenly
distributed at different working time periods for the company. In which, accounting for the
highest percentage of nearly 28% are those who have worked for the company for 5 to 10 years,
followed by those who have worked for more than 10 years with 27.4%, from 3 to 5 years with
26.4 % and less than 3 years with 18.2%.
The age group of respondents is relatively wide (under 18 years old to over 55 years
old), with the highest percentage of respondents from 18 to 30 years old with 49.9%, accounting
for half of the survey population. The age group with the second highest number of participants
is from 31 to 45 years old with 41.3%. The remaining three age groups are 6.8% for the 45- to
55-year-old group, 1.6% for the under 18 age group and 0.4% for the 55+ age group.
In this study, 65.6% of survey participants are women, and the proportion of men is
34.4% less. This is also consistent with the labor structure of garment companies, where the
proportion of female employees is higher than male workers (VITAS).
The educational level of the participants ranged from primary to vocational and high
school and other types (colleges, universities). In which, the highest proportion of participants
in the survey is high school qualification with 46.6%. Next are 2 groups with intermediate
vocational qualifications and the other (college, university) with the rate of each group is 19%.
The group with lower secondary education makes up about 14.7% and the group with primary
education makes up 0.8%. The respondents' education level is relatively high with 84.6%
having graduated from high school or higher.
The majority of respondents in the North with a rate of 48.1%. Followed by the South
with 31.3% and the Central with 20.5%.
In this study, participating companies are classified into two categories: domestic
companies and foreign-invested companies. The number of employees at the surveyed domestic
companies dominated with 82.4%, while the number of employees at foreign companies
participating in the survey was only 11.6
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s that can be achieved (Beck and Wilson, 2000). The strength and weakness of
continuance commitment or, in other words, the need to stay is determined by the
perceived costs of leaving the organization (Meyer and Allen, 1984). Therefore, to retain
employees with continuance commitment, the organization needs to pay more attention
to them and encourage focus on the factors that can strengthen the morale of these people
so that they can stick in a more affective way to their organization.
c. Normative commitment
Wiener and Vardi (1980) describe an ethical commitment as an individual's work
behavior driven by a sense of responsibility, obligation, and loyalty to their organization.
The degree of strength and weakness of the moral commitment is influenced by the
recognized laws of the cyclic obligations an organization has to its employees (Suliman
and Iles, 2000). This cyclic obligation is derived from the Social Exchange Theory,
which states that an individual who receives an interest feels obligated or an ethical rule
to return benefits. that in a way (McDonald and Makin, 2000). This explains why an
individual always feels an obligation to pay back an organization that invests a lot in
them eg providing them with many training and development opportunities.
2.1.2. Studies of HRM practices impact to employees’ organizational
commitment
HRM practices are also seen as effective tools to enhance organizational
commitment (Ulrich, 1997). Studies have been carried out in many countries in various
fields such as banking, academia, IT software industry, high technology industries and
manufacturing industries and the results show that HRM practices have a significant
positive effect on organizational commitment (Browning, 2006; Nasurdin et al, 2008;
Hemdi, 2009; Herrbach et al., 2009; Gellatly et al., 2009; Tremblay, 2010; Scheible and
Bastos, two thousand and thirteen).
2.1.3. Studies on the relationship of top management commitment, HRM
practices and employees’ organizational commitment
In general, literature review shows that organizations that create and maintain
good relationships between employees and their managers benefit more from the higher
level of work motivation, organizational commitment and employee satisfaction, which
in turn has a positive impact on performance (Becker et al., 1996; Benkhoff, 1997;
Leung et al., 2004). Through collaboration, implementing HRM practices, top
management needs to provide enough support to show that they value and respect their
employees as valuable assets, thereby leading lead employees to be committed and
satisfied with the organization and to be accountable for their job (Lee et al., 2017).
2.1.4. Conclusions from literature review
- Previous studies highlight the key role of top management commitment in many
activities in the organization, however, studies of the impact of top management
commitment on employee organizational commitment or on its dimensions such as
affective commitment is rather limited (Babakus et al 2003). In Vietnam, the top
management commitment may play an even more important role than in Western
countries because the Vietnamese culture has many characteristics of top-down
hierarchical governance. Employee often relies on senior managers for decision making
(Tiessen, 1995). This is an additional gap that the thesis has tried to focus to.
- Literature review also shown that most previous studies go into research of
specific effects of only some HRM practices on employee's organizational commitment.
Therefore, many scholars suggested that there should be studies on the simultaneous
effects of HRM pratices instead of focusing on individual activities (Eaton, 2003;
Benson, 2006 ; Sweins and Kalmi, 2008; Farndale et al., 2011) to study the direct effect
of these HRM practices on three dimensions of employees’ organizational commitment.
This is also a research gap that requires more attention.
- Previous studies have mostly focused on the direct impact of top management
commitment or HRM practices on employee's organizational commitment. Conducting
a study focus on HRM practices contingency impact on the relationship between top
management commitment and employees’ organizational commitment will provide
more concrete and realistic evidence for more insightful and useful measures. However,
a review of recent studies shows that there are very few studies conducted this "double"
relationship impact of HRM practices. This can be considered as a gap that has not been
fully researched and needs to be further explored.
2.2. Research model and hypothesis
2.2.1. Research model
2.2.2. Hypotheses
2.2.2.1. Top management commitment
H1: Top management commitment has a positive direct relationship with
affective commitment of employee.
H2: Top management commitment has a positive direct relationship with
continuance commitment of employee.
H3: Top management commitment has a positive direct relationship with
normative commitment of employee.
2.2.2.2. HRM practices
a. Recruitment and Selection
H4: Recruitment and selection has a positive direct relationship with affective
commitment of employee.
H5: Recruitment and selection has a positive direct relationship with continuance
commitment of employee.
H6: Recruitment and selection has a positive direct relationship with normative
commitment of employee.
b. Appraisal system
H7: Appraisal system has a positive direct relationship with affective
commitment of employee.
H8: Appraisal system has a positive direct relationship with continuance
commitment of employee.
H9: Appraisal system has a positive direct relationship with normative
commitment of employee.
c. Training and development
HRM practices
1. Recruitment and selection
2. Appraisal system
3. Training and development
4. Working environment
5. Employee compensation
Top management
commitment
Employees’
organizational
commitment
H10: Training and development has a positive direct relationship with affective
commitment of employee.
H11: Training and development has a positive direct relationship with
continuance commitment of employee.
H12: Training and development has a positive direct relationship with normative
commitment of employee.
d. Working environment
H13: Working environment has a positive direct relationship with affective
commitment of employee.
H14: Working environment has a positive direct relationship with continuance
commitment of employee.
H15: Working environment has a positive direct relationship with normative
commitment of employee.
e. Employee compensation
H16: Employee compensation has a positive direct relationship with affective
commitment of employee.
H17: Employee compensation has a positive direct relationship with continuance
commitment of employee.
H18: Employee compensation has a positive direct relationship with normative
commitment of employee.
2.2.2.3. Contingency impact of HRM practices on the relationship between top
management commitment and employees’ organizational commitment.
H16a: Recruitment and selection moderates the relationship between top
management commitment and affective commitment positively
H16b: Recruitment and selection moderates the relationship between top
management commitment and continuance commitment positively
H16c: Recruitment and selection moderates the relationship between top
management commitment and normative commitment positively
H17a: Appraisal system moderates the relationship between top management
commitment and affective commitment positively
H17b: Appraisal system moderates the relationship between top management
commitment and continuance commitment positively.
H17c: Appraisal system moderates the relationship between top management
commitment and normative commitment positively.
H18a: Training and development moderates the relationship between top
management commitment and affective commitment positively.
H18b: Training and development moderates the relationship between top
management commitment and continuance commitment positively.
H18c: Training and development moderates the relationship between top
management commitment and normative commitment positively.
H19a: Working environment moderates the relationship between top
management commitment and affective commitment positively.
H19b: Working environment moderates the relationship between top
management commitment and continuance commitment positively.
H19c: Working environment moderates the relationship between top
management commitment and normative commitment positively.
H20a: Employee compensation moderates the relationship between top
management commitment and affective commitment positively.
H20b: Employee compensation moderates the relationship between top
management commitment and continuance commitment positively.
H20c: Employee compensation moderates the relationship between top
management commitment and normative commitment positively.
CHAPTER 3
RESEARCH METHODOLOGY
3.1. Selection of method
Like all doctoral dissertations, this thesis is also limited in terms of time and other
resources, so according to Creswell (1994), the quantitative method is the most suitable
choice. Therefore, the thesis uses quantitative method for this study.
3.2. Data collection method
The thesis collects data according to the most commonly used method when
quantitative research is to use survey questionnaires. Today, online surveys are truly the
cheapest tool for data collection, but for respondents who are garment workers and limit
their understanding of technology and technical infrastructure in order to be able to
access online questionnaires. Thus, the author believes that the postal questionnaire is
the most suitable tool to survey in this case.
3.3. Sampling method
3.3.1. Sample
The thesis selected garment companies that are members of the largest association,
the Vietnam Textile and Apparel Association (VITAS) as a sample for this study. Basic
information about companies is obtained from official VITAS data.
3.3.2. Sample size
Samples are taken by random. According to Hair et al. (2009), the number of
samples needed is 5 times higher than the number of observed variables. With the
current model and questionnaire with all 63 observed variables, the minimum number
of samples needed is 315. To ensure the reliability of the survey and to prevent low
response rates and data risks lack of information when receiving questionnaires, the
thesis decided to send out 800 questionnaires. The result is 543 votes (67.88%). After
removing the missing data replies, there are 511 (94.11%) satisfactory replies being
included in the analysis model.
3.4. Survey object
In each garment company that agreed to participate in this survey, many workers
from different factories or production teams of the company were sent a survey
questionnaire to invite participation in this study to ensure the appearance of the sample.
3.5. Questionnaire design
3.5.1. Scale inheritance
The thesis chooses to inherit the scale of top management commitment from Jun
et al. (2006). For the employees’ organizational commitment, the thesis chooses to
inherit the scale of Allen and Meyer (1997). For human resource management activities,
the thesis inheriting the scales from Wright, Gardner and Moynihan (2003) was used
and adapted to suit the Vietnamese research context in Nguyen Ngoc Thang's research
(2015) with 5 factors: i) recruitment and selection; ii) Appraisal system; iii) training and
development; iv) work environment and v) employee compensation.
3.5.2. Linkert scale
3.5.3. Questionnaire language
3.6. Brief of survey questionnaire
3.7. Pilot study
3.8. Survey and data collection
3.9. Data analysis
3.9.1. Reliability and validity test
3.9.2. Pearson’s correlation
3.9.3. Regression analysis
CHAPTER 4: RESEARCH RESULT
4.1. Descriptive statistic
The descriptive statistical results show that the respondents were relatively evenly
distributed at different working time periods for the company. In which, accounting for the
highest percentage of nearly 28% are those who have worked for the company for 5 to 10 years,
followed by those who have worked for more than 10 years with 27.4%, from 3 to 5 years with
26.4 % and less than 3 years with 18.2%.
The age group of respondents is relatively wide (under 18 years old to over 55 years
old), with the highest percentage of respondents from 18 to 30 years old with 49.9%, accounting
for half of the survey population. The age group with the second highest number of participants
is from 31 to 45 years old with 41.3%. The remaining three age groups are 6.8% for the 45- to
55-year-old group, 1.6% for the under 18 age group and 0.4% for the 55+ age group.
In this study, 65.6% of survey participants are women, and the proportion of men is
34.4% less. This is also consistent with the labor structure of garment companies, where the
proportion of female employees is higher than male workers (VITAS).
The educational level of the participants ranged from primary to vocational and high
school and other types (colleges, universities). In which, the highest proportion of participants
in the survey is high school qualification with 46.6%. Next are 2 groups with intermediate
vocational qualifications and the other (college, university) with the rate of each group is 19%.
The group with lower secondary education makes up about 14.7% and the group with primary
education makes up 0.8%. The respondents' education level is relatively high with 84.6%
having graduated from high school or higher.
The majority of respondents in the North with a rate of 48.1%. Followed by the South
with 31.3% and the Central with 20.5%.
In this study, participating companies are classified into two categories: domestic
companies and foreign-invested companies. The number of employees at the surveyed domestic
companies dominated with 82.4%, while the number of employees at foreign companies
participating in the survey was only 11.6%.
4.2. Reliability and validity test
4.2.1. Reliability test using Cronbach’s Alpha
Cronbach's Alpha's test results for the variables resulted in the elimination of 6 variables
WE1, WE2, WE3, CC8 and NC8 for not meeting the required threshold.
4.2.2. Validity test using EFA
EFA analysis results do not exclude any additional variables. After testing the reliability
of the scale and analyzing the discovery factor, there are 6 observations which were rejected in
the process, namely WE1, WE2, WE3, CC8 and NC8.
4.2.3. Pearson’s correlation test
Pearson's analysis results showed that all sig. are less than 0.05, so the Pearson
correlation coefficients of the model are statistically meaningful and satisfied requirement.
4.3. Test results of research model and hypotheses
4.3.1. Test results of 3 models studying the relationship between top
management commitment with affective, continuance and normative
commitment of employees
Multiple regression analysis showed that Top Management Commitment explained
30.7% change of affective commitment, 18.0% change of normative commitment and 22.6%
change of continuance commitment. All tests of affective commitment are sig. <0.05 in both
the ANOVA table and the Coefficients table so the relationships were statistically significant
where affective commitment bears the most impact from top management commitment
(standardized beta of 0.556 ), then continuance commitment (0.477) and finally the normative
commitment (0.426).
4.3.2. Test results of 3 models studying the relationship between HRM practices
with affective, continuance and normative commitment of employees
Multiple regression analysis showed that 5 HRM practices explained 52.7% of the
change in affective commitment, 23.5% change of normative commitment and 28.9% change
of continuance commitment.
All tests of affective commitment have sig. <0.05 in both the ANOVA table and the
Coefficients table, therefore the relationships were statistically significant where the factor that
most influenced affective commitment was training and development (0.302), followed by
appraisal system (0.169), employee compensation (0.156), working environment (0.124) and
recruitment and selection (0.100).
Tests of normative commitment have sig <0.05 excluding sig of appraisal system (0.94)
and working environment (0.44) so these 2 variables are rejected. The variables with the
strongest influence on normative commitment are employee compensation (0.253) followed by
training and development (0.235) and recruitment and selection (0.14).
Tests of the continuance commitment have sig <0.05 excluding appraisal system (0.34)
and working environment (0.57) so these 2 variables are rejected. The variables with the
strongest influence on continuance commitment were employee compensation (0.271) followed
by training and development (0.239) and recruitment and selection (0.16).
4.3.3. Test results of contingency impact of HRM practices on the 3 models
studying the relationship between top management commitment with affective,
continuance and normative commitment
Multiple regression analysis showed that the moderation impact of 5 HRM practices on
the relationship between Top management commitment and affective commitment explained
47.2% change in it, 24.3% change in normative commitment and 30.3% change in continuance
commitment.
All tests of affetive commitment have sig. <0.05 except for the moderation relationship
of recruitment and selection (0.75), working environment (0.88) and employee compensation
(0.44) on the relationship between Top Management Commitment and affective commitment
therefore these 3 variables are disqualified. The remaining relationships are statistically
significant, in which the variable has a stronger moderation effect is training and development
(0.353), then Appraisal system (0.310).
Tests of normative commitments have sig <0.05 except for the moderation relationship
of appraisal system (0.098) and working environment (0.133) on the relationship between Top
management commitment and normative commitment hence these 2 variables are disqualified.
The remaining relationships were statistically significant, with the most influential variable on
normative commitment being training and development (0.332), followed by employee
compensation (0.252) and recruitment and selection (0.17).
The test of the continuance commitment have sig. <0.05 except for the moderation
relationship of appraisal system (0.31) and working environment (0.06) on the relationship
between Top management Commitment and continuance commitment. The relationship is
statistically significant in which the variable with the strongest moderation influence is training
and development (0.323), followed by employee compensation (0.281) and recruitment and
selection (0.185).
4.3.4. Hypotheses test results.
Table 4.25: Overview of all hypotheses related to affective commitment
Item Code Hypothesis Conclusion
Top management
commitment
H1
(0,556)
Top management commitment has a positive direct
relationship with affective commitment of employee Support
HRM practices
H4
(0,100)
Recruitment and selection has a positive direct relationship
with affective commitment of employee Support
H7
(0,300)
Appraisal system has a positive direct relationship with
affective commitment of employee Support
H10
(0,302)
Training and development has a positive direct relationship
with affective commitment of employee Support
H13
(0,124)
Working environment has a positive direct relationship with
affective commitment of employee Support
H16
(0,156)
Employee compensation has a positive direct relationship
with affective commitment of employee Support
Moderation impact
of HRM practices on
the relationship
between Top
management
commitment and
affective
commitment
H19a
Recruitment and selection moderates the relationship
between top management commitment and affective
commitment positively Reject
H20a
(0,310)
Appraisal system moderates the relationship between top
management commitment and affective commitment
positively Support
H21a
(0,353)
Training and development moderates the relationship
between top management commitment and affective
commitment positively Support
H22a
Working environment moderates the relationship between
top management commitment and affective commitment
positively Reject
H23a
Employee compensation moderates the relationship between
top management commitment and affective commitment
positively Reject
Bảng 4.26: Overview of all hypotheses related to normative commitment
Item Code Hypothesis Conclusion
Top management
commitment
H2
(0,426)
Top management commitment has a positive direct relationship
with normative commitment of employee Support
HRM practices
H5
(0,140)
Recruitment and selection has a positive direct relationship with
normative commitment of employee Support
H8
Appraisal system has a positive direct relationship with normative
commitment of employee Reject
H11
(0,235)
Training and development has a positive direct relationship with
normative commitment of employee Support
H14
Working environment has a positive direct relationship with
normative commitment of employee Reject
H17
(0,253)
Employee compensation has a positive direct relationship with
normative commitment of employee Support
Moderation impact
of HRM practices on
the relationship
between Top
management
commitment and
normative
commitment
H19b
(0,170)
Recruitment and selection moderates the relationship between
top management commitment and normative commitment
positively Support
H20b
Appraisal system moderates the relationship between top
management commitment and normative commitment
positively Reject
H21b
(0,332)
Training and development moderates the relationship between
top management commitment and normative commitment
positively Support
H22b
Working environment moderates the relationship between top
management commitment and normative commitment
positively Reject
H23b
(0,252)
Employee compensation moderates the relationship between
top management commitment and normative commitment
positively Support
Bảng 4.27: Overview of all hypotheses related to continuance commitment
Item Code Hypothesis Conclusion
Cam kết của nhà
quản trị cấp cao
H3
(0,477)
Top management commitment has a positive direct
relationship with continuance commitment of employee Support
Các hoạt động quản
trị nhân sự
H6
(0,164)
Recruitment and selection has a positive direct relationship
with continuance commitment of employee Support
H9
Appraisal system has a positive direct relationship with
continuance commitment of employee Reject
H12
(0,239)
Training and development has a positive direct relationship
with continuance commitment of employee Support
H15
Working environment has a positive direct relationship with
continuance commitment of employee Reject
H18
(0,271)
Employee compensation has a positive direct relationship
with continuance commitment of employee Support
Quan hệ điều tiết của
các biện pháp HRM
lên mối quan hệ giữa
Cam kết của nhà
quản trị cấp cao và
cam kết lợi ích
H19c
(0,185)
Recruitment and selection moderates the relationship
between top management commitment and continuance
commitment positively Support
H20c
Appraisal system moderates the relationship between top
management commitment and continuance commitment
positively Reject
H21c
(0,323)
Training and development moderates the relationship
between top management commitment and continuance
commitment positively Support
H22c
Working environment moderates the relationship between
top management commitment and continuance commitment
positively Reject
H23c
(0,281)
Employee compensation moderates the relationship between
top management commitment and continunace commitment
positively Support
CHAPTER 5
IMPLICATION AND RECOMMENDATION
5.1. Research result discussion and implications
5.1.1. Research results discussion
- On the impact of top management commitment and HR practices on
employees’ organizational commitment: Employees at garment companies appreciate
the influence of top management at both 3 dimensions of commitment. The factor most
strongly influenced by top management commitment is
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