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VIET NAM NATIONAL UNIVERSITY HO CHI MINH CITY INTERNATIONAL UNIVERSITY (IU) LY DAN THANH 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.

iii 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 ACKNOWLEDGEMENTS .ccccceccesssessssesesseseseeeeseseeceseseesesesceseeeeseseeeeaeeeseseeeeaeeeeeeseeeeaeees iii THE DECLARATION OF ACADEMIC HONESTY. Vil LIST OF ABBREVIATIONS .cccccccccscccsscesecsseceseeseceseeeseeeseeeseesseeseeeseeesesecessesseeeseesees bội! LIST OF TABLES 1110157.5 SCOPE OF STUDY.

HH HH HH 0000000000056 29 1. HT 00005009 29 PHASE ONE — QUALITATIVE APPROACH. 5-5 5S +ssvsseexessss 29 Samples ANd Procedures. 30 The author performs under the discussion guide as the ƒollowings:.

30 PHASE TWO — QUANTITATIVE RESEARCH. 55-5 Ss+s<cssssexeses 30 For the whole dissertation, the author approaches the following methodological 2/25221107ẼẼ——. 31 Samples ANd ProCedur es .ccccccccsscccseneceeeneceeesneeeeesaeeeeeeeeensneeesesaeeessaeeesessesesaeesessaeseseseeessseeeenages 31 MEASUTCMENE ou. DISSERTATION SIGNIFICANCE/CONTRIBUTION .8 STRUCTURE OF THE DISSERTTA TIONN.

5-5 <5 sesssesessesesersee 34 CHAPTER 2: UNDERLYING FACTORS OF MEETING EFFECTIVENESS.1 Meeting effectiveness and its determinant .1 Meeting @ƒƒ©CÍÏV€TI©SS. SG vn ST TH vn HH kg 38 PP. 5 kh HH HH Hệ 42 QDS A QC an he e.2 Method and ]€suÏÌ(s .1 Data COÏÏ@CÍÏOTH. So 001911 TT Hệ 44 2.2 Data Analysis ANd R@SUItS .Gv HH kg kg rên 44 2.90 009004 0009099096 50 CHAPTER 3: THE IMPACT OF JOB SATISFACTION AS A MEDIATOR OF THE EFFECTS OF MEETING EFFECTIVENESS ON ORGANIZATIONAL COMMITMENT 033.1 Meeting effectiveness, Leadership, Job satisfaction and Organizational COMMULMEHNL.4 Organizational COIHIHIÍIT€HIÍ.

Method and Results .2 Data analysis ANd ©SHÏÍS. Gv HH HH Hư 57 3.001 01030006001 0005000 50 64 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 COMMItTMENL .1 Organizational COIHHIÍEM©HHE.2 Organizational ldent[TCdfiOH.3 Internal and External MofiVdfiOH.4 Perceived Organizational SHDDĐOFf.cẶẶScSSssseerees 70 ADS — VOÏCG.Ă SH HH HH HH ru 71 4.2 Methods and TÑ€SUIÌfS.1 Data COÏÏ€CẨÏORN. SG 011930 E111 19011 KH HH HH 72 4.2 Data analysis ANd Ñ€SHÏHS.

ác cv vn kg kg key 72 4.4 The research of the impact of leadership, internal communication, internal motivation and external motivation on organizational commitmenf.3 Internal COIHHHUHHICŒÍÏOHN.4 Intrinsic and Extrinsic MĨofÏVdfiOH.5 Method and Resullts .1 Data COÏÏ€CHHOHH.2 Data Analysis And ReSUItS .00 004040040000606050000 8 89 CHAPTER 5: CONCLUSION AND RECOMMENDA TIONS. 106 Appendix 1 — List of PlÏCAfÏOAS.90090008809450 106 Appendix 2 - Determinants to gain more effective meetings in the context of VietMaMese 0TØAIIÏZAfÏOII. TH T0 0 0000060 106 TVÏ€{TAIM. 000000400600 00004000400008008009009001004000000000480 106 Appendix 4 - Building organizational commitment: the analysis of indicators.

106 Appendix 5 - Factors affecting organizational commÏ(Imenn.--s5- s55 «<< «ees 106 Appendix 6 - Qu€sfÏOIITIAÏTF€S. 107 APPENDIX 1: LIST OF PUBLICA TIONS. LH he 107 APPENDIX 2 - DETERMINANTS TO GAIN MORE EFFECTIVE MEETINGS IN THE CONTEXT OF VIETNAMESE ORGANIZA TION.-<-<<<c<c<<e<<ese 177 APPENDIX 3 —- CRITICAL FACTORS FOR ORGANIZATIONAL COMMITMENT: AN EMPIRICAL STUDY IN VIETNAM.«-s5<5<5 190 APPENDIX 4 - BUILDING ORGANIZATIONAL COMMITMENT: THE ANALYSIS OF INDICATORS. HH 00100500888 232 APPENDIX 5 - FACTORS AFFECTING ORGANIZATIONAL COMMITMENT253 1X APPENDIX 6 — SUPPLEMENT APPENDIX 7 - QUESTIONNAIRES .ccsccsssssssscssssssscssscsscsscssesessessesssssssessesseseseesee THE END.

eee ects 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 OI Organizational Identification XI LIST OF TABLES Table 1. cty 45 Table 2 - KMO and Bartlett’s Test (MET) .ccescecssessseesecesscesseeseeeeeesseeseeseeeeeeseeseseenseeaees 46 Table 3 — EFA Result (MET).eccesceeceeceesceseeseeeeeeseeseeaeceeeeseeseeseeceesecaecseeeaeeaeeaeseeseneeaeeatents 47 Table 4 — KMO and Bartlett’s Test (MET). 47 Table 5 — Component Analysis (MIETT).- G1 1 3H TT ng TH nh rệt 48 Table 6 — Standardized Regression Weights (MET) .- --- 5 SG SH HH rệt 49 Table 7 — Descriptive Statistics (JOB).- óc LH HH TH HT TH HH TH HH nh nghệ 57 Table 8 — KMO and Barlett’s Test (JOIB). 1Ekrrree 59 Table 9 — EFA Result- Rotated Component Matrix (JOB).- c- 525 + svssesrrsersres 59 Table 10 — KMO and Bartett’s Test (JOB).

HH TH ng ng rưy 60 Table 11 — Regression Weights (JOB),.- Án HT HH TT HH TH HH triệt 61 Table 12 — Mediating with Regression Analysis (JOB) .ccceesceccssesseceeeeeeeeeeeeeeeneeseeneenee 62 Table 13 — Descriptive Statistics (OGC1). 0 LH HH ky 72 Table 14 — KMO and Bartlett’s Test (OCG1) .ececeeecceeeeceseeseeseeeseeseeseeeeeeseeaeeaeeeeeseeaeensenes 74 Table 15 — EFA Resutl-Rotated Component Matrix (OCG1) .-- 55555 *++s+eexsserss 75 Table 16 — KMO and Bartlett’s Test (OCG Ï) .- - 5- 2 22+ S22 EEsggnrriệc 76 Table 17 — Regression )/. 77 Table 18 — Descriptive Statistics (OCG2) oo. eee cesccsscesceseeesecesceeseeeseceseeeeeseeeeeeeeeeeaeeeaeenaees 83 Table 19 — KMO and Bartlett’s Test (OCG2).

22121 E21 1 ket 85 Table 20 — EFA Resutl — Rotated Component Matrix (OCG2).- 55555 + ++s++sexss 86 Table 21 — KMO and Bartlett’s Test (OCG2) .-- - 5c 3 222 +13 2E rrrrrrrrrrree 87 Table 22 — Regression Weights (OCG2). G0 1H ng Hy 87 XIV LIST OF FIGURES Figure I-Results of SEM of research model (standardized) (MEÏT).--- «<< <<++scss 48 Figure 2 - Results of SEM of research model (standardized) (JOPB).-- --«+s«<<s<2 61 Figure 3 — Results of SEM of research model (standardized) (OCGI).-- --««+-s 76 Figure 4 - Results of SEM of research model (standardized) (OCG2).-- --«--«++«<2 87 XVI 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 1 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 18 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, 19 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. Nobody can deny that employees are an organization’s assets and activities that involved in human must be taken into account.

One of the adaptive drivers is meeting effectiveness.