Factors of job satisfaction affecting organizational commitment of employees in Dong Nai province, Vietnam
TẠP CHÍ KHOA HỌC - ĐẠI HỌC ĐỒNG NAI, SỐ 01 - 2016
ISSN 2354-1482
FACTORS OF JOB SATISFACTION AFFECTING
ORGANIZATIONAL COMMITMENT OF EMPLOYEES
IN DONG NAI PROVINCE, VIETNAM
TS. Nguyễn Văn Nam1
ABSTRACT
Job satisfaction plays an important role in businesses as it may influence
employees’ decision of staying in their workplace longer or leaving earlier. If a
company has more employees to quit their jobs, it will have a negative impact on the
company production, business operation as well as its profits. Therefore, this
research aims to investigate the critical factors of job satisfaction that affect
organizational commitment of employees. In this research, a quantitative research
methodology was mainly used with a survey instrument of 52 items to explore the
relationship between job satisfaction and organizational commitment. Besides, open
ended questions were employed to collect employees’ opinions to find out the
solutions to improve the loyalty to the businesses. The result showed that six of
eleven factors of job satisfaction were related to organizational commitment. Based
on the findings of the research, recommendations were produced to improve the
employees’ commitment to their businesses.
Key words: job satisfaction, organizational commitment, critical factors,
businesses.
1. Introduction
efficacy, as well as in its impact on
retention. People who are happy in their
position and feel a sense of worth and
accomplishment are less likely to seek
other opportunities as the more satisfied
employees are more likely to stay the
longest. The individual worker chooses
to accept a specific job with a particular
organization because he believes that
position and company will provide him
a higher level of fulfillment of his needs
and expectation than would other jobs
and other organizations.
Employees are the most valuable
asset in organizations. Therefore,
managing
them
effectively and
business
satisfying them in
a
organization so that they feel happy and
become loyal to their workplace are of
great importance and responsibility of
management. Job satisfaction of
employees plays an important role at
work in business organizations because
the company’s success in creating real
satisfaction, loyalty and ownership is a
model for all companies across the
industries . The importance of job
satisfaction is in its impact on both
employee satisfaction and employee
When the employing organization
satisfies the employees’ expectations
and needs, the employees will be more
productive and more satisfied with their
1Trường Đại học Đồng Nai
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commitment of
work, and will tend to stay with the
organization for a longer period of time.
Job satisfaction improves the retention
level of employees and reduces the cost
of hiring and training new employees.
Vietnam is the second most
organizational
employees?
1.2 . What possible solutions are
offered to improve the present job
satisfaction of employees?
2. Literature review
populous country in the fast- growing
ASEAN region with a young labor
force and it is an emerging market of
great opportunities, and is the dominant
factor of low wages that has attracted
many investors into the country since
1987. However, it is also a complex
labor market with variety of challenges.
Dong Nai, which is one of
Job satisfaction is defined as the
feeling an individual has about his or
her job. Job satisfaction is also defined
as “a pleasurable or positive emotional
state resulting from the appraisal of
one’s job or job experience” [1:1304].
Job satisfaction is an emotional
response to the extent to which people
like their jobs. Job satisfaction is
clarified as a way how people feel about
their job: what people like or dislike
about their job.
provinces of Vietnam, currently
possesses 30 centered industrial parks
that have attracted more than 8,000
enterprises with more than 600,000
employees in non-state and foreign
The literature review of job
satisfaction indicates that there are
various factors that have been analyzed
and studied in the relationship to job
satisfaction. Researchers indicates that
the common facets of job satisfaction
that affect employees are work, pay,
investment
enterprises.
However,
employers also have to face a problem
related to the high labor turnover that is
harmful to a company’s productivity.
The report at the conference of
employment held at Dong Nai
University in 2012 reported that there
were thousands of employees in Dong
Nai Province who terminated their
contracts with the companies or left
their companies for one reason or
another.
promotion,
recognition,
benefits,
working conditions, supervision, co-
workers and management. Apart from
these mentioned factors, work itself is
also found to be critical factor that
involves job satisfaction of employees.
Safety and security of the job are
For these reasons mentioned, this
research study aims to find out answers
to the following research questions:
also realized to be positively associated
to job satisfaction. Previous research
found that a perceived lack of security
has a negative influence on level of
employee satisfaction . In addition, the
1.1 . What factors of job
satisfactions are related to the
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reasons leading to dissatisfaction in
terms of insecurity include fears of job
loss, job changes in workplace and even
political and economic situation.
Previous research also stated “the effect
of job insecurity on the total scale of job
satisfaction is due to the extrinsic
dimension of job satisfaction…” [2:32],
while job security is one of the
significant criteria of job satisfaction
and has significant impact on the
organizational commitment.
level of job satisfaction. In addition,
other studies argue that job satisfaction
is reciprocally related to organizational
commitment.
3. Methodology
Research design and population
In this study, a quantitative
research design is mainly used with a
survey
instrument.
The
target
population in this study is mainly
composed of employees from foreign
investment enterprises and domestic
private manufacturing companies based
in Dong Nai Province. Dong Nai
Province is one of the three provinces
with the largest numbers of companies,
factories and enterprises in Vietnam. In
Dong Nai Province, there are 30
industrial parks located in 11 districts
with different kinds of business
industries. The districts that possess
more enterprises than the others are
Bien Hoa with 5,408 enterprises, Trang
Bom, (612), Long Thanh (432), and
Nhon Trach (420). Therefore, the
employees working in non-state and
foreign investment sectors located in
the mentioned districts are the key
target population for this investigation.
Sampling Design
Organizational commitment is
defined as “a state in which an
employee identifies with a particular
organization and its goals and wishes to
maintain
membership
in
the
organization” [3:74] and it is the view
that is “a psychological state that (a)
characterizes
the
employee’s
relationship with the organization, and
(b) implications of the decision to
continue
organization” [4: 67]. Considerable
research demonstrates that job
satisfaction has positive and
membership
in
the
a
significant influence on organizational
commitment. Some research argues that
job satisfaction affects organizational
commitment, which means that when
employees are satisfied with their jobs,
they will tend to stay in their
organization longer. However, some
research suggests that organizational
commitment is an antecedent of job
satisfaction. When employees, for
example, have a strong commitment to
their organization, it will increase the
Three criteria for selecting the
sample from the population in the
present research study are based on: (a)
the target population, who are
employees working in non-state
enterprises and foreign investment
companies in Dong Nai Province, (b)
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the location for conducting the survey,
which is divided in five areas at the
percentage of the target population
including Bien Hoa City, Trang Bom,
Nhon Trach, Long Thanh and other
districts in Dong Nai Province, and (c)
the number of companies in each
selected area that was not more than 5
and the number of surveys for each
company does not exceed over 50.
In the present research, cluster
sampling technique was chosen to
conduct the research survey. The
population was divided into five areas
belonging to 11 districts of Dong Nai
Province. The number of surveys was
distributed at the percentage rate of the
population. Table 1 illustrates the plan
and result of distributing questionnaires.
To get the information from the
As mentioned above, the target
population, the surveys were distributed
to participants in the five mentioned
areas in the indirect method that is a
questionnaire. The method of collecting
the data was employed in two
approaches: (a) mainly through the
human resources departments of the
companies and (b) in direct distribution
to the participants located in each area.
In particular, for the option (a), a letter
of intent was emailed to the department
of human resources in some selected
companies in each area. If the
permission from the companies was
obtained, a number of surveys were sent
to the HR department, who delivered
them to the respondents. Because the
present research study involves highly
sensitive issues, the letter of intent may
be refused by the companies. As the
number of surveys was not sufficient
for the sample size, option (b) was
applied. That means a number of
surveys were distributed directly to
participants who lived in the lodging
houses in each area.
population of the research was the
number of employees working in the
non-state and foreign investment
sectors. The whole target population
size, therefore, was approximately
600,000 employees including blue
collar workers, skilled workers, white
collar workers, supervisors or managers
and senior executives. The estimation of
sample size was determined by
applying the equation
for large
population size, and another equation
developed by was applied to
calculate the sample size and to
establish the table in which if the
population size is greater than 100,000,
the sample size is 400. Through the
combination of calculating the sample
size, it is estimated that the sample size
for the total population of the present
study was 452 respondents at a 95%
confidence interval with the precision
level of 0.05.
Methods of gathering data
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Table 1: The plan and result of distributing the questionnaires to
participants
Bien
Hoa
Long Nhon
Thanh Trach
Trang
Bom
Others Total
Number of existing
companies located in
Number of companies
planned for distribution
Number of surveys planned
for distribution
5,408
5
432
4
420
3
612
3
1,140 8,020
7
25
250
3
150
2
120
1
120
1
200
840
Number of companies
content with survey
distribution
1
10
Number of surveys
distributed to participants
Number of surveys
collected
150
142
100
74
50
46
50
35
50
41
400
338
Number of surveys
essentially complementary 83
to sample size
30
23
30
20
20
7
10
3
173
114
Number of surveys
collected for the survey
complement.
61
Total number of surveys
distributed
233
203
130
97
80
66
70
42
60
44
573
452
Total number of surveys
collected
Instrumentation
the feedback, and last, the revised
survey was implemented for the data
collection.
In the present study, it is
necessary to have the instruments for
two variables of job satisfaction, and
The present study contained 4
stages to develop the instruments for
the survey. First, based on the
literature review related to attitudes
and behavior of employees, the initial
survey was created by employing
instruments of existing researchers.
Second, the pilot test was used to test
the instruments with a small number
of individuals. Third, the survey was
modified by making changes based on
organizational
commitment.
The
survey designed for the purpose of the
present study is composed of 52 items
with a 5-point Likert scale including
44 items for variables of factors of job
satisfaction, and 8 for organizational
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commitment. The first instrument used
for the variables of job satisfactions
was employed from the existing
famous research by Spector. The
second instrument used to measure the
Cronbach’s Alpha coefficients of both
constructs were high at .89 each and of
the subscales at .61- .80. According to
Nunnally, coefficient alphas from .70 to
.90 are considered acceptable for the
reliability of most instruments, and the
coefficients α of .60 or greater are
adequate for researches.
variables
of
organizational
commitment was developed by Allen
and Meyer and employed by Hsu.
Apart
from
the
closed-ended
4. Results
questions, In addition, 12 open ended
question items were used to find out
the solutions to the research question
1.2. They were used to explore more
options from the participants.
Descriptive analysis
The results of the descriptive
statistical analysis of means in Table 2
indicate that the mean of each subscale
of job satisfaction for all the
respondents range from 2.72 to 3.34
and the standard deviation is not very
high between 0.72 and 0.96. It can be
shown that employees experience low
levels of satisfaction with pay,
promotion, supervision, benefits,
Reliability and Validity of the
instruments
In order to have the construction
of an instrument to be effective in the
study, the constructs were evaluated
for reliability and validity. In this
study, the reliability was evaluated
through three criteria: (a) using the
contingent
rewards,
operating
procedures and training opportunity
(M= approximately 2.72 – 2.98, SD=
0.73 – 0.96). Meanwhile, the levels of
job satisfaction with co-workers,
nature of work, communication and
job security are expressed high (M=
between 3.07 and 3.34, SD = between
0.72 and 0.82). This means that
employees display low job satisfaction
with the factors related to physical
perspectives such as pay, benefits and
rewards, while they represent the most
satisfied facets with psychological
perspectives such as co-workers (M=
3.33, SD= 0.82) and job security (M=
3.34, SD= 0.80). The mean score for
organizational commitment is not very
high (M= 2.87, SD= 0.76). This mean
score shows that employees reflect a
instruments
of
the
previous
researchers that have high, (b)
pretesting and pilot testing the
instruments before conducting the
survey for the sample of the
population, and (c) testing for internal
consistency with the coefficient alpha.
The reliability of Job Satisfaction and
Organizational Commitment was
found very high in previous research.
Accordingly, the Cronbach’s Alpha
coefficients were 0.91 and .73-.82
respectively.
The result of the pilot test of the
instruments indicated the Cronbach’s
Alpha coefficients were high except the
2 subscales below .50. The result of
testing coefficient α showed that all
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moderate level of commitment with their organization.
Table 2: Mean and Standard Deviation of eleven factors and organizational
commitment
ISSN 2354-1482
Subscales,
constructs
Pay
Promotion
Supervision
Benefits
No. of Sample Min Max Mean SD
Descriptive
Rating
items
size
452
452
452
452
4
4
4
4
1.00 5.00 2.72 0.81 Low Satisfied
1.00 5.00 2.92 0.80 Low Satisfied
1.00 5.00 2.81 0.96 Low Satisfied
1.00 5.00 2.96 0.79 Low Satisfied
Contingent
Rewards
Operating
Procedures
Co- workers
Nature of work
Communication 4
Job Security
Training
4
4
452
452
1.00 5.00 2.98 0.77 Low Satisfied
1.00 5.00 2.86 0.73 Low Satisfied
4
4
452
452
452
452
1.00 5.00 3.33 0.82 High satisfied
1.00 5.00 3.29 0.72 High satisfied
1.00 5.00 3.07 0.79 Satisfied
4
1.00 5.00 3.34 0.80 High satisfied
4
452
452
1.00 5.00 2.91 0.83 Low Satisfied
1.00 5.00 2.87 0.76 Low
Opportunity
Organizational
Commitment
8
Inferential analysis
communication (Beta = .129, t = 3.058),
job security (Beta = .107, t = 2.503),
nature of work (Beta = .146, t = 3.660),
supervision (Beta = .170, t = 3.779) and
training opportunity (Beta = .220, t =
4.792). The results of Pearson
correlation and regression coefficients
show job satisfaction with training
As seen in table 3, the results of
multiple linear regression analysis of
independent variables, factors of job
satisfaction, and dependent variable -
organizational commitment show that
the R value as .624 indicates the strong
relationship between factors of job
satisfaction
and
organizational
opportunity (r = .478, β = .220) and
supervision (r = .441, β = .170) are the
commitment. The value of R square
equal to .390 shows that 39 percent of
variance in organizational commitment
is due to the internal factors of job
satisfaction, while the remaining 61% is
unexplained variability. The t-values of
regression coefficients indicate that 6 of
11 factors of job satisfaction are
significant at P < .05. They include
benefits (Beta = .145, t = 3.236),
strongest
relationships
with
organizational commitment.
Discussion
The findings of the present
research reveal that six of eleven factors
of job satisfaction are related to
organizational
commitment
at
significant level P < .05. The factors
that affect organizational commitment
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include benefits, communication, job
security, nature of work, supervision,
and training opportunity. These results
are consistent with some past research.
The findings showed that job security
affected level of commitment. This
matches the previous research. Some
researchers explored that employees in
public sector organizations have higher
level of commitment than private sector
as “… private sector organizations are
unable to provide this kind of
psychological security to employees”
who “… always feel insecure about
their job status…” [5:16]. In the present
research, the target population focused
on private sector organizations, so the
factor of job security of employees was
found in the present study. Training was
found to be a critical factor of
commitment as training “generates a
feeling of belongingness among
employees.”
[6:11].
Supervision
and
(leadership),
communication
benefits were also found to influence
the commitment. It can be explained
that employees tend to be attached to
the organizations in which employees
have chances of getting worthy
compensation, clear communication and
friendliness and helpfulness from their
superiors.
Table 3: Multiple linear regression of job satisfaction (JS) and organizational
commitment (OC).
Model Summary
Model R
R Square
.390
Adjusted R Square
.375
Std. Error of the Estimate
.63518
1
.624a
ANOVA
Model
1
Sum of Squares df
Regression 113.425
Residual 177.519
Total 290.944
Mean Square F
Sig.
11 10.311
440 .403
451
25.558 .000a
a. Predictors: (Constant), TO, OP, CW, CR, NW, PA, CO, PR, JS, BE, SU
b. Dependent Variable: Organizational commitment
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Coefficientsa
Unstandardized
Collinearity
Statistics
Standardized Coefficients
Coefficients
Model
B
Std. Error Beta
t
Sig.
Tolerance VIF
BE_
CO_
CR_
.143 .044
.138 .045
.004 .041
.145
.129
.004
.065
.107
.146
-.056
.054
-.020
3.235 .001
3.058 .002
.694
.783
.886
.865
.763
.866
.931
.817
.816
1.441
1.278
1.128
1.156
1.310
1.154
1.074
1.224
1.225
.098
.922
CW_ .070 .043
JS_ .121 .049
NW_ .156 .043
1.622 .106
2.503 .013
3.660 .000
-1.453 .147
1.306 .192
-.484 .628
OP_
PA_
PR_
-.063 .044
.052 .039
-.020 .042
SU_
TO_
.157 .042
.205 .043
.170
.220
3.779 .000
4.792 .000
.683
.658
1.463
1.519
In summary, the results show that 6
of 11 factors of job satisfaction
positively influenced organizational
commitment with the significant level
allowances for housing, transportation,
seniority, responsibility, and
occupational hazard. They also wish to
have longer vacations, longer lunch
time, more time for sick leave, and
intensive care from their organizations.
Therefore, employers should pay close
attention to their need for employees’
existence by providing them with the
mentioned allowances. Management
should provide some additional
benefits, allowances and subsidy for
employees such as improving the
quality of lunches, promoting seniority
allowances, and offering bonuses for
regular attendance, high productivity
and National holidays. Moreover,
leaders of local Trade Unions should
take care of employees’ working life,
listen to their concerns, and present
their reasonable expectations to
of
0.05,
including
benefits,
communication, job security, nature of
work, supervision, and training
opportunity.
5. Recommendations
The following recommendations
aim at dealing with research question 2:
What are possible solutions to improve
the present job satisfaction of
employees in Dong Nai Province?
The following recommendations
are based on the answers to the open
ended
questions
distributed
to
employees.
Improving the factor of benefits:
(Q4: BE_k) Employees wish to receive
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employers so that they can settle down
their lives and work better for their
organizations.
Improving the factor of nature of
work: (Q8: NW_k) Employees wish to
do interesting jobs that are suited for
their ability, major and skills. They
would like to have creative and
independent jobs with self-awareness in
the hope of receiving management’s
appreciation and esteem for their jobs.
For this reason, employers should
assign an interesting and proper job to
employees, put them in a position
where they can perform their jobs well
and realize values of their jobs within
an organization.
Improving the factor of contingent
rewards: (Q5: CR_k) Employees want
to receive rewards for their hard and
regular work, good job performance,
and company’s high sales. They also
want to get regular pay raises for their
good jobs. Thus, employers should
establish some company policies that
are aimed at encouraging employees to
work hard and regularly, and to perform
their jobs well by providing them
suitable and well-deserved rewards for
their cooperative efforts to perform
their work well., a leader “who can
distribute rewards that others view as
valuable will have power over those
others” and the “rewards may be either
financial-such as controlling pay rates,
raises, and bonus; or nonfinancial-
Improving
the
factor
of
supervision: (Q3: SU_ka, SU_kb)
Employees state that they are treated
unfairly and with prejudice by their
superiors. Managers and supervisors are
unfriendly, unhelpful, uncared for, and
unsympathetic to their subordinates.
Superiors complain to, shout, and look
down at their employees. They are
reserved, abuse their power, and do as
they like. In order to improve the
supervision, superiors should treat
towards their subordinates well and
fairly, and work cooperatively with
them. They should be friendly with,
enthusiastic to, helpful to, eager to
respect, listen to their employees, and
take reasonable care of their lives.
Further, superiors should be patient and
keep calm when dealing with work-
related problems.
including
recognition,
promotion,
interesting work assignment, friendly
colleagues…” [7: 417-418].
Improving the factor of job
security: (Q 10: JS_k) Employees like
working for a company with prestige,
good reputation, and gradual growth
that pay stable benefits, share company
profits and ensure their stable and
permanent jobs. Thus, organizations
should create a trust in safety of an
organization for employees by signing
permanent contracts with employees,
providing necessary information about
company activities such as developing
plans, investment, growth and profits of
the company.
Improving
the
factor
of
communication: (Q9: CO_k) Ways of
communication and explanations from
superiors should be clear. Work
assignments should be fully explained.
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When necessary, job-involved people
should hold meetings to exchange and
update daily job-related information.
Company policies and plans should be
announced for employees to know. The
recognition and praise of employees’
performance are essential for job
satisfaction and this is expressed by
employees to get chances to work
together, support and cooperate with
one another. Further, management
should create a supportive working
environment to help workers have good
conditions to be close to one another in
order to share working experiences
through social and outdoor activities or
team building activities.
organizational
communication,
so
effective communication of praise
should be sincere in the presence of the
public. Organizations should make
formal communication networks more
effective to increase job satisfaction
among employees.
Improving the factor of promotion:
(Q2: PR_k) Promotion in an
organization directly affects pay rise of
employees. It is motivation for
employees to obtain job skill
development to work better and help
employees to gain reputation and social
Improving the factor of training
opportunities: (Q11: TO_ka, TO_kb)
Employees wish to have training
courses in professional skills. They also
would like to join courses in languages,
information technology, communication
and correspondence. For this reason,
organizations should create training
opportunities for employees to join by
providing them with training courses or
workshops on the development of
career skills, and communication skills
so that they can work better in their
working environment. Management
should encourage employees to take
part in some courses in languages and
computing by offering them some
course fees and rewarding any
employee who gets a certificate or a
degree.
positions.
Therefore,
management
should create fair opportunities for
employees to get higher positions in the
organization and pay attention to
internal promotion by selecting well-
qualified employees from within the
organization for open positions.
Improving the factor of coworkers:
6.Conclusion
(Q7: CW_k) Employees would like to
work with friendly, cheerful, helpful
and enthusiastic colleagues. They want
to receive mutual support, assistance,
and encouragement, cooperation in their
jobs, understanding, and sympathy.
They wish to learn, share and exchange
experiences with one another. Thus,
management should create an open and
friendly atmosphere at work for
The present research indicates six
factors that influence employees’
organizational commitment. In order to
keep employees staying longer in their
organizations the employers should
realize that it is the workforce that helps
them to survive. Thus, they should take
special care of employees by modifying
and specifying the company policies
and plans in terms of employee job
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satisfaction that aim at increasing the
level of job satisfaction and reducing
level of dissatisfaction with work
among employees. If this is done, it is
certain to reduce the level of employee
turnover. Therefore, companies need to
put kinds of benefits, allowances,
rewards, insurances and payment into
company policy for employees.
and insurance from their workplace.
Therefore, they need to be ensured to
have a stable life to satisfy their need
for existence, relatedness, and growth.
All of these come from their workplace.
However, they need to realize fully
their responsibility for work assigned.
They need to obey the regulations of
their
organization,
work
with
Moreover, some organizations do
responsibility and high productivity,
and be loyal to the organization. When
conflicts of rights and benefits come up,
it is necessary to discuss with the local
Trade Union leaders, and management
to find out the best solutions to the
problems involved.
not pay or increase salary or wages on
schedule or refuse to pay types of
insurance for employees. As a result,
employees have to leave their
companies. In addition, employees are
people who work hard for employers to
earn living by monthly pay, benefits
REFERENCES
1. Locke, E.A. (1976). The nature and causes of job satisfaction. In
M.D. Dunnette (Ed.), Handbook of Industrial organizational Psychology.
(1297-1349). Chicago: Rand-Mc Nally.
2. Buitendach, J. H. & De Witte, H. (2005). Job insecurity, extrinsic
and intrinsic job satisfaction and affective organizational commitment of
maintenance workers in a parastatal. South Affrican Journal of Business
Management, 36(2), 27-37.
3. Robbins, S. P. & Judge, T. A. (2007). Organizational behavior.
(12th ed.). New Jersey: Pearson Prentice Hall.
4. Meyer, J. P., & Allen, N. J. (1991). A three-component
conceptualization of organizational commitment. Human Resources
Management Review, 1, 61-89.
5.
Sharma, J. P., & Bajpai, N. (2010). Organizational commitment and its
impact on job satisfaction of employees: A comparative study in public and private
sector in India. International Bulletin of Business Administration, 9, 7-19.
6.
Sharma, J. P., & Bajpai, N. (2010). Organizational commitment and its
impact on job satisfaction of employees: A comparative study in public and
private sector in India. International Bulletin of Business Administration, 9, 7-19.
7. Robbins, S. P. & Judge, T. A. (2007). Organizational behavior.
(12th ed.). New Jersey: Pearson Prentice Hall.
57
TẠP CHÍ KHOA HỌC - ĐẠI HỌC ĐỒNG NAI, SỐ 01 - 2016
ISSN 2354-1482
NHỮNG YẾU TỐ CỦA SỰ THỎA MÃN CÔNG VIỆC TÁC ĐỘNG ĐẾN
SỰ GẮN KẾT CỦA NGƯỜI LAO ĐỘNG ĐỐI VỚI CÁC DOANH NGHIỆP
TRÊN ĐỊA BÀN TỈNH ĐỒNG NAI, VIỆT NAM
TÓM TẮT
Sự thỏa mãn công việc đóng một vai trò quan trọng trong các doanh nghiệp vì
nó ảnh hưởng đến quyết định ở lại lâu hơn hay ra đi sớm hơn của người lao động.
Nếu một công ty có nhiều lao động bỏ việc, nó sẽ có ảnh hưởng tiêu cực đến việc sản
xuất, hoạt động kinh doanh cũng như lợi nhuận của công ty. Vì vậy, nghiên cứu này
nhằm mục đích tìm kiếm những yếu tố quan trọng nào của sự thỏa mãn công việc
ảnh hưởng đến sự gắn kết của người lao động với các doanh nghiệp. Trong nghiên
cứu này, phương pháp nghiên cứu định lượng sử dụng phiếu điều tra gồm 52 câu hỏi
với 5 lựa chọn nhằm tìm ra mối quan hệ giữa hai biến: thỏa mãn công việc và gắn
kết với doanh nghiệp. Ngoài ra tác giả đã sử dụng 12 câu hỏi mở nhằm thu thập ý
kiến người lao động để tìm ra các giải pháp giúp doanh nghiệp giữ chân người lao
động. Kết quả nghiên cứu cho thấy có 6 yếu tố của biến thỏa mãn công việc được tìm
thấy có liên quan đến biến gắn kết với doanh nghiệp. Dựa trên những phát hiện
trong nghiên cứu, tác giả đã đưa ra một số khuyến nghị nhằm nâng cao sự gắn kết
của người lao động với các doanh nghiệp.
Từ khóa: Sự thỏa mãn công việc, sự gắn kết với tổ chức, yếu tố quan trọng,
doanh nghiệp.
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