Tài liệu Taking charge behavior at viettinbank

MASTER OF BUSINESS ADMINISTRATION INTERNATIONAL PROGRAM  RESEARCH PROJECT (BMBR5103) TAKING CHARGE BEHAVIOR AT VIETINBANK STUDENT’S FULL NAME : TRINH NGOC DOANH STUDENT ID : CGS00019382 INTAKE : MARCH 2015 ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA) ADVISOR’S ASSESSMENT ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ADVISOR’S SIGNATURE NGUYEN THE KHAI (DBA) ACKNOWLEDGMENTS I would like to express my sincere gratitude to my lecturer Dr. Nguyen The Khai whose expertise, patience - for the support of my thesis, His guidance helped me in all the time of research and writing of this thesis. I am grateful for the support from Vietinbank for permission the employees answer the survey and support information related to my research. I would like to thank my colleagues from Vietinbank for their wonderful collaboration. You supported me greatly and were always willing to help me. I would also like to thank my family for the support they provided me through my entire life and in particular, I must acknowledge my wife, without whose love, encouragement and assistance, I would not have finished this thesis. Once again, I thank very much to all. Trinh Ngoc Doanh CONTENTS ABSTRACT ........................................................................................................................ 1 PART ONE: INTRODUCTION ....................................................................................... 2 Introduction of the company ................................................................................................... 2 Organization Chart ...................................................................................................................... 5 Share capital/ Shareholders’ structure ............................................................................... 6 Research problem statement .................................................................................................. 6 Research objectives .................................................................................................................... 7 Research scope ............................................................................................................................. 8 Significance of research ............................................................................................................. 8 PART TWO: LITERATURE REVIEW .......................................................................... 9 Argument for selecting the constructs ................................................................................. 9 Maslow’s theory ................................................................................................................ 9 Alderfer’s ERG theory ..................................................................................................... 10 McClelland’s theory ........................................................................................................ 12 Discussion ........................................................................................................................ 13 Definition of Constructs.......................................................................................................... 13 Taking Charge .................................................................................................................. 13 Organizational Commitment............................................................................................ 13 Supervisory Support ........................................................................................................ 14 Performance Appraisal System Knowledge .................................................................... 15 Perceived Ability – Job Fit .............................................................................................. 16 PART THREE: HYPOTHESES AND METHODS...................................................... 17 Hypotheses .................................................................................................................................. 17 Research model ......................................................................................................................... 17 Data collection – Designing template scale ..................................................................... 18 Taking Charge (TC – Dependence variable) ................................................................... 18 Organizational Commitment (OC – Independence variable) .......................................... 19 Supervisory Support (SS – Independence variable) ........................................................ 20 Performance Appraisal System Knowledge (PA – Independence variable) ................... 22 Perceived Ability – Job Fit (AJ - Independence variable) ............................................... 23 Data collection progress ................................................................................................... 24 Data analysis .................................................................................................................... 25 PART FOUR: RESULTS ................................................................................................ 26 Cronbach’s Alpha ...................................................................................................................... 26 Cronbach’s Alpha standard applied ................................................................................. 26 Cronbach’s Alpha of constructs ....................................................................................... 26 Statistics information .............................................................................................................. 28 Descriptive statistics ........................................................................................................ 28 Correlation statistics ........................................................................................................ 28 Hypotheses testing ................................................................................................................... 29 Hypothesis proposed (H1) ............................................................................................... 29 Hypothesis proposed (H2) ............................................................................................... 30 Hypothesis proposed (H3) ............................................................................................... 31 Hypothesis proposed (H4) ............................................................................................... 32 PART FIVE: CONCLUSIONS ........................................................................................ 34 Discussion ................................................................................................................................... 34 Limitation of research ............................................................................................................. 34 Forecast recommendation .................................................................................................... 34 REFENRENCES .............................................................................................................. 36 APPENDIX ...................................................................................................................... 38 Appendix 1: Survey .................................................................................................................. 38 Appendix 2: Presentation ...................................................................................................... 45 FIGURES AND TABLES FIGURES Figure 1 Maslow's hierarchy of needs 09 Figure 2 Alderfer’s ERG theory 10 Figure 3 McClelland’s theory 12 Figure 4 Research Model 17 TABLES Table 1 Taking Charge scale 18 Table 2 Organizational Commitment scale 20 Table 3 Supervisory Support scale 21 Table 4 Performance Appraisal System Knowledge scale 22 Table 5 Perceived Ability – Job Fit scale 23 Table 6 Time table 24 Table 7 Cronbach’s Alpha - Internal Consistency 25 Table 8 Cronbach’s Alpha of Taking Charge 26 Table 9 Cronbach’s Alpha of Organization Commitment 26 Table 10 Cronbach’s Alpha of Supervisory Support 26 Table 11 Cronbach’s Alpha of Performance Appraisal 26 Table 12 Cronbach’s Alpha of Perceived Ability – Job Fit 27 Table 13 Descriptive statistics 28 Table 14 Correlation statistics 28 Table 15 Model summary of H1 30 Table 16 Coefficients of H1 30 Table 17 Model summary of H2 30 Table 18 Coefficients of H2 31 Table 19 Model summary of H3 31 Table 20 Coefficients of H3 31 Table 21 Model summary of H4 32 Table 22 Coefficients of H4 32 Business Research Methods Page 1/ 57 ABSTRACT This purpose of this research is to find the factors influence to the Taking charge behavior of Vietinbank staff. I will use Business Research Methods to determine Taking Charge behavior and the factors that it influence Taking Charge. And this research also was conducted by quantitative method with source data is surveys that it issued by offline to 450 employees of Vietinbank to collect the ideas and comments of employees about Taking Charge behavior. The result of these surveys shall be statistically analyzed by SPSS version 20. Hypotheses used this research includes five constructs: one dependent construct (Taking Charge) and four independent constructs (Organizational Commitment, Supervisory Support, Performance Appraisal System Knowledge, Perceived AbilityJob Fit) I hope results of this research could help the CEO; managers of Vietinbank have some reference to improve and increase quality resource based on Taking Charge behavior of employees as well as the clear perception that Taking Charge behavior of employees will impact to working effective, ability of competitiveness of the firm. Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 2/ 57 PART ONE: INTRODUCTION Introduction of the company Vietinbank was established in 1988 after being separated from State Bank of Vietnam with its head office locate at 108 Tran Hung Dao St., Hoan Kiem Dist., Hà Nội city, Việt Nam. - Vietinbank is one of the four largest State-owned commercial banks of Vietnam, Vietinbank’s total assets account for over 20 percent of the market share of the whole Vietnamese banking system. Vietinbank’s capital resources keep on increasing over the years and have been substantially rising since 1996 with the annual average growth of 20 percent, especially up 35 percent a year against that of last year. - Vietinbank has developed an operations network comprising of 01 Transaction Centers, 150 branches, over 1000 transaction offices/ savings offices. Has established correspondent relationship with 900 banks, financial institutions of 90 countries and territories all over the world. - Being diversified with 07 independent accounting subsidiaries: Vietinbank Leasing Company, Vietinbank Securities Company, Vietinbank Asset Management Company, Vietinbank Insurance Company, Vietinbank Fund Management Company, Vietinbank Gold and Jewelry Company, Vietinbank Global Money Transfer Company and 03 non-profit making units: Vietinbank Information Technology Center, Vietinbank Card Center and Vietinbank Training Center. - Being the founder of the following Financial Credit Institutions:  Saigon Bank for Commerce and Industry  Indovina Bank (the first joint-venture bank in Vietnam)  Vietnam International Leasing Company – VILC (the first financial leasing company in Vietnam)  Vietinbank Insurance Company Ltd. - Being the official member of: Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 3/ 57  Vietnam’s Banker Association  Asian Banker’s Association  Society for Worldwide Interbank Financial Telecommunications (SWIFT)  Visa International Services Association Scope business Vietinbank’s services include Fund Mobilization in the form of Tem Deposits for Retail and Corporate clients, Foreign Exchange, Guarantees, International Settlements, Letter of Credit, Capital Markets, Money Markets, Bonds, Equity Investment, Correspondent Banking, Internet Banking and other innovative financial and investment services and solutions licensed by the State Bank of Vietnam Vision: To become one of the most modern and effective financial and banking group in and outside the country. Mission: To become the leading financial and banking corporation in Vietnam that operates in diverse areas, as well as provides products and services that conforms to international standards, aiming to improve the values of life. Core values:  Customer-oriented operations;  Dynamic, innovative, professional, devoted, transparent, modern;  Workers have the right to make their best effort and contribution – they have the right to receive rightful compensation – they have the right to pay homage to outstanding individuals and workers. Business Philosophy:  Safe, effective, sustainable, and in compliance with international standards;  United, ready to cooperate, share, and be socially responsible; Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 4/ 57  Your prosperity is our success. Slogan: Improving the values of life. Market capitalization: 51,382.98 billion VND (as of December 2014) Number of employees: 19.787 (as of December 2014) Stock exchange: HOSE (Ho ChiMinh Stock Exchange, Vietnam) Stock code: CTG Contact: Legal name: Headquarters: 108 Tran Hung Dao St., Hoan Kiem Dist., Hà Nội city, Việt Nam. Phone: 1900 558 868/ 04 3941 8868 Fax: +84 4 39748888 Email: [email protected] Website: www.vietinbank.vn Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Organization Chart Student: Trinh Ngoc Doanh (ID: CGS00019382) Page 5/ 57 Business Research Methods Page 6/ 57 Share capital/ Shareholders’ structure Research problem statement Along with the development and deeper integration of the economy in general and the banking and financial sector in particular, staffing issues has become a determining factor in the existence and development of the bank. Thus, development of human resources with high experience, good in information technology and foreign languages; communication skills, good communication skill, synthetic analytical skills, teamwork skills ... to keep pace with the constant fluctuations of an open economy is considered the key to the success of banks in the future. Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 7/ 57 With the motto “Strong human resources is a core value of the Bank” VietinBank create a professional work environment, modern, maximizing the right to work, dedication, development, honoring workers’ and the harmonious combination of business interests with the interests of officials and employees. Vietinbank always pay attention to training of human resource development, concern and care for cultural and spiritual life of employees, encourage solidarity with multiplayer modes and social activities such as insurance, resort every year, the right to buy the project preferential shares with preferential price, timely visits to encourage employees and their dependents when they are ill, help families meet officials in difficult circumstances... Currently, in the context of the business environment have changed banking competition fierce, some banks eased loan conditions, or break rules causing bad consequences, seriously affecting the image of the banking system in general and create psychological apprehension in some banking staff. As an industry operating in sensitive sectors of the economy, so how to retain talent as well as, how to limit the afraid, ready to help staff cope with the challenges of thereby contributing to a developing Vietinbank grown into a leading bank in the region and the world as “Vietinbank Vision” was raised. In the current context Taking Charge is also an important factor, and the factors that may affect “Taking Charge it are Organizational Commitment, Supervisory Support, Performance Appraisal System Knowledge, Perceived Ability-Job Fit Research objectives This purpose of this research is way to find the factors influence to the Taking Charge behavior of employees working at Vietinbank. The research will focus 3 main factors:  Search related information and try to define what meaning Taking Charge is of employees at Vietinbank  Design research model and test related factors to check influence between factors to access strong / weak level of each factor in influence progress. Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 8/ 57  Discussing and proposing recommendation to improve the effectiveness and forecast the human resources management at Vietinbank in the next time. Research scope The scope of research is for the most employees at Vietinbank, includes: Director, Vice Directors, managers, subordinate and employees working at Vietinbank; it does not include: Chairman, Board of Directors, Shareholder, Supervisory Board, and employees are under probation period or in maturity leave. The survey scope is within the territory of Vietnam, which includes 450 employees of Vietinbank. Contents of this research are only including factors influencing to Taking Charge behavior at Vietinbank; it does not have intention of re-structuring, changing and replacing the employees. This survey was conducted from 01 Jun to 07 Jul 2016. Significance of research This research help CEO, Directors; Managers understand and are more aware of the importance of Taking-Charge behavior and some factors that influence the TakingCharge. That is the important factor can influence the succeed of Vietinbank and show the effectiveness of the policy, the organization operating concept in human matters. Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 9/ 57 PART TWO: LITERATURE REVIEW Argument for selecting the constructs Maslow’s theory Maslow’s hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper “A Theory of Human Motivation” in Psychological Review”. Maslow subsequently extended the idea to include his observations of humans’ innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms “Physiological”; “Safety”, “Love and Belongingness”; “Esteem”, “Self-actualization and Self-transcendence” to describe the pattern that human motivations generally move through. Figure 1: Maslow’s hierarchy of needs, represented as a pyramid with the more basic needs at the bottom Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 10/ 57 Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that “the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy”. Maslow studied the healthiest 1% of the college student population. Maslow’s theory was fully expressed in his 1954 book Motivation and Personality. The hierarchy remains a very popular framework in sociology research, management training and secondary and higher psychology instruction. Previous research - Tang, T. L.; Ibrahim, A. H.; West, W. B. (2002). “Effects of war-related stress on the satisfaction of human needs: The United States and the Middle East”. International Journal of Management Theory and Practices 3 (1): 35-53. - Cianci, R.; et al (2003). “Maslow’s hierarchy of needs: Does it apply in a collectivist culture”. Journal of Applied Management and Entrepreneurship 8 (2): 143-161. - Kenrick, D. T.; Griskevicius, V.; Neuberg, S. L.; Schaller, M. (2010). “Renovating the pyramid of needs: Contemporary extensions built upon ancient foundations”. Perspectives on Psychological Science 5 (3): 157-163. Alderfer’s ERG theory Clayton Paul Alderfer (born on September 1, 1940 in Sellersville, Pennsylvania) is an American psychologist who further developed Maslow’s hierarchy of needs by categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth). The existence group is concerned with providing the basic material existence requirements of humans. They include the items that Maslow considered to be physiological and safety needs. The second group of needs is those of relatedness – the desire people have for maintaining important interpersonal relationships. These social Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 11/ 57 and status desires require interaction with others if they are to be satisfied, and they align with Maslow’s social need and the external component of Maslow’s esteem classification. Finally, Alderfer isolates growth needs: an intrinsic desire for personal development. These include the intrinsic component from Maslow’s esteem category and the characteristics included under self-actualization. Alderfer categorized the lower order needs (Physiological and Safety) into the Existence category. He fit Maslow’s interpersonal love and esteems needs into the Relatedness category. The Growth category contained the self-actualization and selfesteem needs. Alderfer also proposed a regression theory to go along with the ERG theory. He said that when needs in a higher category are not met then individuals redouble the efforts invested in a lower category need. For example if selfactualization or self-esteem is not met then individuals will invest more effort in the relatedness category in the hopes of achieving the higher need. Figure 2: Alderfer’s ERG theory Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 12/ 57 Previous research C.A. Arnolds and C. Boshoff (2002). “Compensation, esteem valence and job performance: an empirical assessment of Alderfer’s ERG theory”. The International Journal of Human Resource Management. McClelland’s theory Written by psychologist David McClelland is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. This model was developed in the 1960s soon after Maslow’s hierarchy of needs in the 1940s. McClelland stated that we all have these three types of motivation regardless of age, sex, race, or culture. The type of motivation that each individual is driven by is changed by life experiences and the opinions of their culture. Figure 3: McClelland’s theory Previous research Harrell, Adrian M.; Stahl, Michael J. (1981). “A behavioral decision theory approach for measuring McClelland’s trichotomy of needs”. Journal of Applied Psychology, Vol 66 (2), 242-247 Student: Trinh Ngoc Doanh (ID: CGS00019382) Business Research Methods Page 13/ 57 Discussion In my perspective, I think Maslow’s theory is affecting to Taking Charge, Organizational Commitment, Supervisory Support, Performance Appraisal System Knowledge and Perceived Ability – Job Fit, because it deeply researched into the nature of human beings in all aspects of psychology and physiology. Alderfer’s ERG theory has greater scientific support than Maslow’s theory but both theories remind managers of the types of reinforces or rewards that can be used to motivate people. Personally, I think McClelland’s theory has shown that when a manager needs to work with others culture, he will need to adjust to see that the Taking Charge behavior is different from one person to another. Definition of Constructs Taking Charge Taking charge entails voluntary efforts to bring about functional change in an organization. These may include changes in how work is performed. Taking charge correlated positively with top management openness, general selfefficacy, felt responsibility, expert power, and organization level. Exploratory factor analysis showed that taking charge was empirically distinct from in-role behavior, civic virtues and altruism It is discretionary behavior that is inherently change oriented, aimed at improvement in the organization. Organizational Commitment Organizational commitment may be viewed as an organizational member’s psychological attachment to the organization. Student: Trinh Ngoc Doanh (ID: CGS00019382)