Luận án tiến sĩ: Mối quan hệ giữa thương hiệu nhà tuyển dụng, gắn kết nhân viên và hiệu quả làm việc

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY OPEN UNIVERSITY NGUYEN VINH LUAN THE RELATIONSHIP AMONG EMPLOYER BRANDING, EMPLOYEE ENGAGEMENT AND EMPLOYEE PERFORMANCE BUSINESS ADMINISTRATION DOCTORAL DISSERTATION Ho Chi Minh City, 2021 luan an MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY OPEN UNIVERSITY NGUYEN VINH LUAN THE RELATIONSHIP AMONG EMPLOYER BRANDING, EMPLOYEE ENGAGEMENT AND EMPLOYEE PERFORMANCE Major: Business Administration Code: 62 34 01 02 DOCTORAL DISSERTATION Supervisor: Professor, Nguyen Minh Ha, Ph.D Ho Chi Minh City Open University Ho Chi Minh City, 2021 luan an STATEMENT OF AUTHORSHIP The thesis titled “The relationship among employer branding, employee engagement and employee performance” has been submitted for the degree of Doctor of Business Administration. Except for the references cited in this dissertation, I hereby declare that the whole or parts of this dissertation have not been published or used to obtain the degree elsewhere. No other person's work/research may be used in this thesis that is not properly cited. This thesis has never been submitted for any degree at any other university or training institution.

Ho Chi Minh City, …/…/ 2021 Nguyen Vinh Luan luan an ACKNOWLEDGEMENTS "The relationship among employer branding, employee engagement and employee performance" Doctoral Thesis has been completed at Ho Chi Minh City Open University. To complete this thesis, I have received guidance, enthusiastic support and encouragement from teachers, family, colleagues, relatives and friends as follows: I would like to express my deep gratitude to Graduate Lecturers at Ho Chi Minh City Open University with their background knowledge provision for my study activities. In particular, my most sincere thank is dedicated to my scientific supervisor, Prof. Nguyen Minh Ha, Ph.D for his completely enthusiastic guidance towards my completion.

I do appreciate my beloved Father, Mother and Family members for their lifetime support and encouragement. Concurrently, I would like to thank Board of Directors and employees of DOMESCO Medical Import-Export Joint Stock Company and those of IMEXPHARM Pharmaceutical Joint Stock Company in creating favorable conditions towards my study period as well as my brothers and sisters at companies and organizations with their enthusiastic assistance during my research data collection process. Last but not least, I would like to thank my classmates at PhD training courses at Ho Chi Minh City Open University for their accompanying with this thesis completion. Ho Chi Minh City, … ./…/2021 luan an ABSTRACT The dissertation research on the relationship between employer branding (comprising 10 factors: Corporate social responsibility, Promotion, Work- Life Balance Satisfaction, Education, Behavior-based family interference with work, Travel opportunities, Time-based work interference with family, Teamwork, Supporting, Strain-based family interference with work), employer attractiveness (including 5 factors: social value, developmental value, application value, safety value and economic value), employee engagement (consisting of 3 factors: dedication, vigor and absorption) and employee performance (made up of 3 factors: Teamwork, Innovator and Job).

The dissertation uses a combination of qualitative and quantitative research methods (mixed method) in implementation process. Qualitative research method is used in developing interview questionnaires through direct exchanges to get expert opinions and group discussion related to built scale content, supplementing the scales is complete and appropriate to Vietnamese context. Quantitative research methods are used in the data analysis process. Quantitative analysis steps are composed of analyzing scale reliability by Cronbach's alpha coefficient, exploratory factor analysis (EFA), SEM structural model analysis.

This dissertation uses convenient sampling method (non-probability) with the participants as employees working in enterprises and organizations in Vietnam, in which the official sample size is 937 samples. The results of testing the hypotheses in the detailed research model are as follows: a) Employer branding has a positive impact on employer attractiveness; b) Employer branding has a positive impact on employee engagement; c) Employer branding has no impact on employee performance; d) Employer attractiveness has a positive impact on employee engagement; e) luan an Employer attractiveness has a positive impact on employee performance; f) Employee engagement has no impact on employee performance. Based on hypothesis testing outcomes in the research model, the dissertation discusses the results and proposes managerial implications to provide managers with measures towards the improved quality of employer branding besides employer attractiveness development so as to better employee engagement and employee performance. luan an Page i CONTENT CONTENT .i LIST OF TABLES.

v LIST OF FIGURES .ix CHAPTER 1: INTRODUCTION .3 From previous studies .2 RESEARCH OBJECTIVE AND RESEARCH QUESTIONS .3 RESEARCH SCOPE AND RESEARCH PARTICIPANT .3 Time of survey. 17 CHAPTER 2: LITERATURE REVIEW .1 Social exchange theory. 28 luan an Page ii 2.2 Person – Organization Fit Theory .3 Theory of Employer Branding .4 Theory of Employee Engagement .5 Theory of planned behavior and social cognitive theory .6 Reviewing previous studies .7 The research gap .3 RESEARCH HYPOTHESIS AND STUDY MODEL .1 Impact of employer branding on employer attractiveness .2 Impact of employer branding on employee engagement .3 Impact of employer branding on employee performance .4 Impact of employer attractiveness on employee engagement .5 Impact of employer attractiveness on employee performance .6 Impact of employee engagement on employee performance .4 PROPOSED RESEARCH MODEL.166 SUMMARY OF CHAPTER 2 .2 SAMPLING AND DATA COLLECTION .2 Opinions of the expert interviews and groups discussions .3 The complete scale .4 DATA ANALYSIS TECHNIQUE .2 Internal consistency reliability .210 luan an Page iii 3.5 Multi-collinear assessment .6 Path coefficients of the structure model .9 Blindfolding and predict relevance Q² .213 SUMMARY OF CHAPTER 3 .214 CHAPTER 4: RESULTS ANALYSIS .2 SCALE VALIDITY ASSESSMENT .2 Explore Factor Analysis (EFA).3 MEASUREMENT MODEL VALIDITY ASSESSMENT .4 STRUCTURAL MODEL ASSESSMENT.1 Multi-collinear assessment .4 Blindfolding and predict relevance Q² .5 Path coefficients of the structure model & Hypothesis Testing .1 Discussion the results of the research Scale.2 Discussion research model and hypothesis .304 luan an Page iv SUMMARY CHAPTER 4 .321 CHAPTER 5: CONCLUSION & POLICY IMPLICATIONS .3 MANAGERIAL POLICY IMPLICATIONS .4 LIMITATION & FUTURE RESEARCH .335 LIST OF THE ARTICLES RELATED TO THE THESIS .386 APPENDIX A: THE EXPERTS AND GROUP LIST. A-1 APPENDIX B: THE INTERVIEW PROTOCOL SAMPLE.

A-4 APPENDIX C: THE ORGINAL SCALE. A-33 APPENDIX D: THE EXPERT 1 INTERVIEW RECORD. A-45 APPENDIX E: THE EXPERT 2 INTERVIEW RECORD. A-68 APPENDIX F: THE EXPERT 3 INTERVIEW RECORD.

A-89 APPENDIX G: THE EXPERT 4 INTERVIEW RECORD. A-111 APPENDIX H: THE GROUP 1 INTERVIEW RECORD. A-133 APPENDIX I: THE GROUP 2 INTERVIEW RECORD. A-155 APPENDIX J:THE SCALE AFTER QUANLITATVE RESEARCH.

A-178 APPENDIX K: THE SURVEY QUESTIONAIRE. A-193 APPENDIX L: THE SURVEYED COMPANY LIST. A-209 luan an Page v LIST OF TABLES Table 2.1 Summary of studies related to Employer Branding and Employer Attractiveness .2 Summary of studies related to Employer Branding and Employee Engagement .3 Summary of studies related to Employer Branding and Employee Performance .4 Summary of studies related to Employer Attractiveness and Employee Engagement .5 Summary of studies related to Employer Attractiveness and Employee Performance .6 Summary of studies related to Employee Engagement and Employee Performance .7 Summary of Hypothesis .1 Descriptive statistics Results .2 Summary of expert opinions and group discussion results.3 Summary of qualitative method results .1 Descriptive statistics Results .2 Cronbach Alpha of CSR .3 Scale validity result of CSR .4 Cronbach Alpha of WLSA .5 Scale validity result of WLSA .6 Cronbach Alpha of PRO .7 Scale validity result of PRO .8 Cronbach Alpha of PRO .9 Scale validity result of EDU .10 Cronbach Alpha of WLBE .11 Scale validity result of WLBE .12 Cronbach Alpha of TRA. 247 luan an Page vi Table 4.13 Scale validity result of TRA .14 Cronbach Alpha of WLTI .15 Scale validity result of WLTI .16 Cronbach Alpha of GRO .17 Scale validity result of GRO .18 Cronbach Alpha of SUP .19 Scale validity result of SUP .20 Cronbach Alpha of WLST .21 Scale validity result of WLST .22 Cronbach Alpha of SOC .23 Scale validity result of SOC .24 Cronbach Alpha of DEV .25 Scale validity result of DEV .26 Cronbach Alpha of APP .27 Scale validity result of APP .28 Cronbach Alpha of SAF .29 Scale validity result of SAF .30 Cronbach Alpha of ECO .31 Scale validity result of ECO .32 Cronbach Alpha of DED .33 Scale validity result of DED .34 Cronbach Alpha of VIG .35 Scale validity result of VIG .36 Cronbach Alpha of ABS .37 Scale validity result of ABS .38 Cronbach Alpha of TEA .39 Scale validity result of TEA .40 Cronbach Alpha of INO .41 Scale validity result of INO.

261 luan an Page vii Table 4.42 Cronbach Alpha of JOB .43 Scale validity result of JOB.44 KMO and Bartlett’s test of Employer Branding .45 Total variance explained of Employer Branding .46 Rotated component matrix of Employer Branding .47 KMO and Bartlett’s test of Employer Attractiveness .48 Total variance explained of Employer Attractiveness .49 Rotated component matrix of Employer attractiveness .50 KMO and Bartlett’s test of Employee Engagement .51 Total variance explained of Employee Engagement .52 Rotated component matrix of Employee Engagement .53 KMO and Bartlett’s test of Employee Performance .54 Total variance explained of Employee Performance .55 Rotated component matrix of Employee Performance .56 Outer loading and the internal consistency reliability of Employer Branding.57 HTMT of Employer Branding .58 HTMT Ratio of Employer Branding.59 Outer loading and the internal consistency reliability of Employer Attractiveness.60 HTMT of Employer Attractiveness .61 HTMT Ratio of Employer Attractiveness.62 Outer loading and the internal consistency reliability of Employee Engagement .63 HTMT of Employee Engagement .64 HTMT Ratio of Employee Engagement .65 Outer loading and the internal consistency reliability of Employee Performance .66 HTMT of Employee Performance. 286 luan an Page viii Table 4.67 HTMT Ratio of Employee Performance.68 VIF value in research model .69 Determination coefficient R2 adjusted .72 Hypothesis testing result .73 The Employer Branding scale .74 Items of the interesting value .75 The Employer Attractiveness scale .76 Employee Engagement scale .77 The Employee Performance scale. 303 luan an Page ix LIST OF FIGURES Figure 2.1 Various Conceptualizations of Person – Organization Fit .2 Theory of planned behavior .3 Relations among three factors in social cognitive theory .4 The theory framework of research model .5 Antecedents and consequences of EB and EA .6 Detailed Proposal research model .2 General research process .1 The PLS-SEM research model (Standardize). 292 luan an Page 1 CHAPTER 1: INTRODUCTION This chapter presents the most general content: research reasons, problem statement, research objectives and research questions.

This chapter also clarifies the research scope, the participants as well as the survey time. Moreover, this chapter shows the new findings, study significance and thesis structure. Last but not least, the overall research process is also presented for the overview of the research steps.1 Practical reasons From the macro perspective, human resource is one important factor that determines the success or the failure of an organization. Human resource is both development motivation and goal in each organization and the economy - society.

Firstly, human factor is the driving force for the socio-economic development because the employees use the input factors of enterprises (machinery, equipment, raw materials, finance and so on) to create products for the business. Although the inputs are good whereas the capacity of the human resources is poor, it cannot create value for the organization. Therefore, if any organization possesses high quality human resources, this organization will take advantage of its competitive advantage so as to develop in the market. In addition, human resources research and create new and creative products for the organization, whether tangible product (product) or intangible (service).

This shows that organizations, especially businesses aiming to survive, must have these creative products; in other words, so as to depend on the creative capacity of their human resources. Consequently, a society can develop in a sustainable way thanks to an important development force: human capacity. Secondly, human resource is also the development goal for each organization and society because human needs are the targets of all producing and business activities.