Luận án tiến sĩ: The impact of job satisfaction as a mediator of the effects of meeting effectiveness on organizational commitment

VIET NAM NATIONAL UNIVERSITY HO CHI MINH CITY INTERNATIONAL UNIVERSITY (IU) LY DAN THANH BRIEFING VERSION THE IMPACT OF JOB SATISFACTION AS A MEDIATOR OF THE EFFECT OF MEETING EFFECTIVENESS ON ORGANIZATIONAL COMMITMENT Ho Chi Minh City — April 2023 ACKNOWLEDGEMENTS First of all, I would like to express my special thanks of gratitude to the Faculty of Business Administration of International University and my advisors Dr. Bui Quang Thong and Dr. Le Van Chon for their wonderful guidance and enthusiastic support in completing my dissertation. Their assistance kept me going to do the research about “The impact of job satisfaction as a mediator of the effects of meeting effectiveness on organizational commitment”.

Besides that, I am really thankful to Assoc. Nguyen Nhu Ty — my gentle co-author, who works with me as a corresponding author for publishing papers on International journals during the PhD’s process. Next, I would also like to thank my beloved family including my parents, husband, two sons and friends who have been good sources of encouragement in furthering my interest in this dissertation. Last but not least, I also want to extend my appreciation to all my beloved lecturers from the School of Business Administration who have provided me with specialized knowledge and scientific research competence during my PhD’s course at International University (IU) ), Office of Graduate Affairs of IU, the Board of Management of Hochiminh City University of Economics and Finance (UEF) who have created the best working conditions for me and also to those who could not be mentioned here but have significant played their role to inspire me during this journey.

11 THE DECLARATION OF ACADEMIC HONESTY I declare that what is written in this work has been written exclusively by me and that, excluding quotations, no content has been copied from scientific publications or research works. In the case of contents taken from scientific publications, the internet or any other document, I have expressly and directly indicated the source in the citations. TABLE OF CONTENTS Contents ACKNOWLEDGEMENÏTS. LH HH TH TH HH TH HH Hết 11 THE DECLARATION OF ACADEMIC HONESTTY.- 5c ScScSseetrrerersresee V TABLE OF CONTIENTS.- HH HH TH HH Hi vii LIST OF ABBREVIATIONS.

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55k sskkssessees 28 Samples and Procedures. 29 The author performs under the discussion guide as the ƒollowWings:. 29 PHASE TWO — QUANTITATIVE RESEARCH .- 255k ssesseess 29 For the whole dissertation, the author approaches the following methodological 521100. 30 Samples ANd DFOC€ÌLLF€S.

HH HH HH Hệ 30 PATTICIPONES 0000n0n0n8Ầ. Ỏ G00 0101001 k 0v họ nọ nọ nọ Họ và 30 1. DISSERTATION SIGNIEFICANCE/CONTRIBUTION.8 STRUCTURE OF THE DISSERTTA TION. 5-5-5555 ssesesesessesese 33 CHAPTER 2: UNDERLYING FACTORS OF MEETING EFFECTIVENESS .1 Meeting effectiveness and its determinant .1 Meeting @[ƒ©CÍÏV€II€SS.

LH HH TH TH TH HH kh 37 DI. 5c ng giờ 41 PP VY.2 Method and Resullts .1 Data COÏÏ€CÍÏOfH. S0 E10 931119 vn HH nh Hệ 43 2.2 Data Analysis ANd ReSUItS. SH HH kg, 43 2.0100060 100000900180 49 CHAPTER 3: THE IMPACT OF JOB SATISFACTION AS A MEDIATOR OF THE EFFECTS OF MEETING EFFECTIVENESS ON ORGANIZATIONAL COMMITMENT 000.1 Meeting effectiveness, Leadership, Job satisfaction and Organizational (COoImmÏÍITICTIÍ.4 Organizational COIHHHÍÍHN€PIÍ.

cv HH ng ngư, 55 3. Method and Results .1 Data COÏÏ@CÍÏOfH. SG 019001 Hi nhện 56 3.2 Data analysis ANd K€SHÏfS. ác tk vn vn ky 56 3.0 60080096 63 CHAPTER 4: FACTORS AFFECTING ORGANIZATIONAL COMMITMENT.

The research of the impact of internal motivation, external motivation, employee voice, organizational identification and perceived organizational support on Organizational COMMILMENL. «cv KH ng ru 66 4.2 Organizational ldent[iCdfiol.3 Internal and External MofiVAfiOH.4 Perceived Organizational SHDpĐOFf.ccSĂ Sex 69 ADS WOlCG.ĂĂ HH HH HH HH 70 4.2 Methods and ]€SuIÏ(S.2 Data analysis ANd ReSUItS .4 The research of the impact of leadership, internal communication, internal motivation and external motivation on organizational commiftment.1 Organizational COIHHIÍEN©HHE. cv tk kg kế 78 xZ/.3 Internal COIHHUHHÏCGŒGÍÏOHN.4 Intrimsic and Extrinsic MĨOfVAfiOH.5 Method and Resullts .1 Data COÏÏ€CÍẨÏORH. 001193090190 90v TH TH ng ng rhh 52 4.2 Data Analysis And Results.

TK tk HH kg key 52 4.0 0008060006 88 CHAPTER 5: CONCLUSION AND RECOMMENDA TIONS.l OC) 100 US (0) | ae 90 5. 99 LIST OF APPENDICES .--- Án ng HT HH HH TH iưệt 105 Appendix 1 — List of PbÌÏC¿aÏOIAS.9899889998996 105 Appendix 2 - Determinants to gain more effective meetings in the context of VietmaMese 0FØIIÏZfÏOI. 0094800 105 Appendix 3 - Critical factors for organizational commitment: An empirical study in TVÏ€ÍTI2ATHN.0 000000 0000009609100 105 Appendix 4 - Building organizational commitment: the analysis of indicators. 105 Appendix 5 - Factors affecting organizational commifmenn.

«<< «5< «se 105 Appendix 6 - (Qu€SfÏOIITIAÏTF€S.00000000060091 006 105 1X LIST OF ABBREVIATIONS Abbreviations Meaning AGEN Agenda LDS Leadership IC Internal Communication MET Meeting Effectiveness JOB Job Satisfaction OGC Organizational Commitment EV Employee Voice IM Internal Motivation EM External Motivation POS Perceived Organizational Support Ol Organizational Identification LIST OF TABLES Table 1. ch ng ng tư 44 Table 2 - KMO and Bartlett’s Test (IMMIEÏT). c1 v11 1g vn ng rưy 45 Table 3 50. 46 Table 4— KMO and Bartlett’s Test (MET).

123112311911 9 111 119 119v vn ng cư, 46 Table 5 — Component Analysis (MMIEÏT]).-- 5 5 3 E019 911gr 47 Table 6 — Standardized Regression Weights (MET) .-- Gà vn ng rưy 48 Table 7 — Descriptive Statistics (JOB). ng HH kry 56 Table 8 — KMO and Barlett’s Test (JO). - -- G1123 11121111111 1111 11 111 11 81 1g ng rry 58 Table 9 — EFA Result- Rotated Component Matrix (JOB).:ccececsccesseeseeeseeeeseeeeeeeeenseeeaees 58 Table 10 — KMO and Bartett’s Test (JO B). 11 1g ng nh ng ky 59 Table 11 — Regression Weights (JOIB).

G5 n1 HH ng Hy 60 Table 12 — Mediating with Regression Analysis (JOB) .- óc Sư, 61 Table 13 — Descriptive Statistics (OGC1). 0 G1 vn Hư 71 Table 14 — KMO and Bartlett’s Test (OCG1) oo. eeeeceeceeeeseeseeeeeeeeesecseeeeeceeaeeaeseeseaeeeeateees 73 Table 15 — EFA Resutl-Rotated Component Matrix (OCG1) .-- 255551 *++ssveeeeerss 74 Table 16 — KMO and Bartlett’s Test (OCGL1). 121111 1131111151111 1111111 re 75 Table 17 — Regression Weights (ÓC Ï).

ng HH rưy 76 Table 18 — Descriptive Statistics (OCG2). LH HH ng cưy 82 Table 19 — KMO and Bartlett’s Test (OCG2) .- --- 5c SE 2c 2311111911211 1 11111 1111k giết 84 Table 20 — EFA Resutl — Rotated Component Matrix (OCG2).-- 55555 + s+sesssxss 85 Table 21 — KMO and Bartlett’s Test (OCG2) .- c1 21112119 113111111511 111 11111111 re 86 Table 22 — Regression 0/2/20 0/99/22. 86 XI LIST OF FIGURES Figure 1-Results of SEM of research model (standardized) (MET).- --- 5< << «<+<+<+2 47 Figure 2 - Results of SEM of research model (standardized) (JOB).-- --«--s«<+ss 60 Figure 3 — Results of SEM of research model (standardized) (OCG Ï).----- --«<+ss 75 Figure 4 - Results of SEM of research model (standardized) (OCG2).-------« «<< <+++ 86 XV ABSTRACT The dissertation “The impact of job satisfaction as a mediator of the effect of meeting effectiveness on organizational commitment” examines the relationships among the concepts including job satisfaction, leadership, meeting effectiveness, organizational commitment and the antecedents of meeting effectiveness and organizational commitment consisting of agenda, internal communication, internal motivation, external motivation, employee voice, organizational identification and perceived organizational support. They have become the attractive subjects for mostly researched-papers due mainly to their vital roles to the development of an organization.

Four studies have been done to demonstrate the interactions and relationships among those factors. Initially, the author begin with meeting effectiveness. Apparently, much time and effort are devoted to meetings aiming at information sharing, decision making, and problem solving because they are the primary communicative practice in every organization in order to fulfill the vital consensus, make changes and exchange ideas. From those benefits, it encourages the author to find out how internal communication, agenda and leadership power affect meeting effectiveness, especially in Vietnamese organizations.

The first findings reveal that leadership and substantive conflict affect meeting effectiveness (see Figure | in Chapter 2). After the process of this study, the author next explores the impact of the mediating role of job satisfaction on the relationship between meeting effectiveness and organizational commitment, which enable to increase more employees’ commitment to an organization. This research aims to show the findings of whether leadership has a positive effect on meeting effectiveness, how meeting effectiveness affects organizational commitment and to which extent job satisfaction impacts the relationship between meeting effectiveness and organizational commitment. The findings show that leadership positively affects meeting effectiveness and job satisfaction has a positive influence on the relationship between meeting effectiveness and organizational commitment (see Figure 2 in Chapter 3).

Last but not least, the author continues investigating how to boost organizational commitment and what antecedents that strongly affect organizational commitment. Two 17 studies have been conducted for this highly-expected purpose. While the former is about the six main concepts including internal motivation, external motivation, employee voice, organizational identification and perceived organization support, the latter is about internal communication, leadership, internal motivation, external motivation and organizational commitment. From the analyzed results of these two studies, they demonstrate that leadership, organizational identification, perceived organizational support, internal communication, internal motivation and external motivation positively influence organizational commitment (see Figures 3 and 4 in Chapter 4).

The data sample is collected by the survey of two hundred and forty-nine fulltime Vietnamese employees who are working at about 34 Vietnamese organizations from a variety of sectors such as tax, banking, health service, airlines, education and business with Five-point Likert scale. The findings show that three main antecedents affecting meeting effectiveness are leadership, agenda and internal communication. Moreover, there is the impact of job satisfaction as a mediator of the effects of meeting effectiveness on organization commitment. Besides that, six prominent factors positively affecting organizational commitment are internal motivation, external motivation, organizational identification, perceived organizational support, leadership and internal communication.

The dissertation’s findings suggest that meeting organizers or leaders should strengthen the quality of meetings more effectively and efficiently by improving their leadership styles and ensuring a fair fit with their organizational culture. Furthermore, two considerations of agenda and internal communication should be clear, effective and in harmony. This would facilitate an inspire engagement between subordinates and organizations. Furthermore, job satisfaction needs to be accorded priority.

Most problems or conflicts occurring during work exchanges should be comprehensively and sufficiently resolved, especially in face-to-face meetings. It is obvious that whenever subordinates feel satisfied with their jobs, they express a strong desire to maintain membership in and commitment to their organizations. Finally, to increase more commitment from loyal organizational members, besides leadership and internal communication as mentioned above, internal motivation, external motivation, 18 organizational identification and perceived organizational support also need to be highly concerned. From the perspective of human resource management, when recruiting and developing personnel, leadership teams should be carefully considered and designated as they will be the ones in charge of employee development and closely direct their subordinates in every act and strategy that they implement at work.

The findings can also be useful for managers and organizational analysts as reference in seeking ways to increase employee retention, performance, commitment and the optimal purpose of achieving better profitable benefits, based on these internal resources.1 RESEARCH BACKGROUND Over the past few years, the advent of the fourth industrial revolution in information and communication technologies has been increasing competition with business. This significant change in business ecosystems will profoundly influence several internal facets in an organization or company such as operational regulations, management strategies and so forth for adapting and integrating with new challenges. Effectively integrated strategies surely facilitate an organization for a sustainable development in the current and future circumstances. Especially, the main focus is a pillar related to human resource management.