Luận án tiến sĩ: HR Change Leadership, Employee Voice và Kết quả nhân viên

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH OPEN UNIVERSITY PHAM THI DIEM THE RELATIONSHIPS AMONG THE DEGREE OF ADOPTING HUMAN RESOURCE CHANGE LEADERSHIP ROLE, HUMAN RESOURCE PROFESSIONALISM, EMPLOYEE VOICE AND EMPLOYEE OUTCOMES IN SUSTAINABILITY-ORIENTED ENTERPRISES: IN MEDIATED ROLE OF HUMAN RESOURCE ATTRIBUTION DOCTORAL DISSERTATION IN BUSINESS MANAGEMENT MINISTRY OF EDUCATION AND TRAINING HO CHI MINH OPEN UNIVERSITY PHAM THI DIEM THE RELATIONSHIPS AMONG THE DEGREE OF ADOPTING HUMAN RESOURCE CHANGE LEADERSHIP ROLE, HUMAN RESOURCE PROFESSIONALISM, EMPLOYEE VOICE AND EMPLOYEE OUTCOMES IN SUSTAINABILITY-ORIENTED ENTERPRISES: IN MEDIATED ROLE OF HUMAN RESOURCE ATTRIBUTION Major : BUSINESS MANAGEMENT Code : 9340101 DOCTORAL DISSERTATION IN BUSINESS MANAGEMENT Scientific supervisor: Prof. NGUYEN MINH HA, PhD Ho Chi Minh City, 2024 [i] STATEMENT OF AUTHORSHIP I declare that the dissertation with the title of “The relationships among the degree of adopting HR change leadership role, HR professionalism, employee voice and employee outcomes in sustainability-oriented enterprises: in mediated role of HR attribution” is my own original research work. Except for the references cited in this dissertation, I declare that the whole or any part of this dissertation has not been published or used for the award of a degree elsewhere. No other person’s work/research has been used in this dissertation without proper citation.

This dissertation has never been submitted for any degree at any other university or training institution. Ho Chi Minh City, ……./……/ 2024 PHAM THI DIEM [ii] ACKNOWLEDGEMENTS The completion of this dissertation marks a memorable milestone in my academic journey, a milestone that would not have been possible without the guidance, encouragement and support of many wonderful individuals. First of all, I am deeply grateful to my supervisor, Prof. Nguyen Minh Ha, whose high expertise, insight and hard working have significantly contributed to the completion of this dissertation.

His guidances, directions, encouragement, and wholehearted support have motivated me to overcome the most difficult times on this journey. I would also like to express my sincere thanks to the members of my dissertation committee for their valuable feedback and specific comments that have helped to enrich the quality of this research. Their constructive comments have inspired me to refine my ideas and explore new perspectives. I would like to express my gratitude to Ho Chi Minh City Open University and the Graduate School for creating a good academic environment that helped me complete this research.

Also, I am extremely grateful to the lecturers, especially those who directly taught and guided me. I would like to express my gratitude to the Board of Directors of Hung Hau Holding, the Executive Board of Van Hien University and the Faculty of Economics and Management for providing me with the necessary opportunities and support to complete my studies. A special thanks to my family, especially my father, mother, two daughters, husband and younger brothers; whose love and trust in me has been my greatest strength. Your sacrifice and support have made this achievement possible.

To my colleagues and friends, thank for your support and companionship throughout my study journey. Finally, I would like to express my gratitude to all the individuals who took the time to participate in my survey. Your responses were instrumental in shaping the findings of this study. To all those who have contributed to this journey, thank you for being a part of this accomplishment.

This dissertation reflects your support and my efforts in this work. Ho Chi Minh City, ……./……/ 2024 [iii] ABSTRACT The dissertation is developed to explore and confirm the nature, characteristics and function of HR change leadership role and the required HR competencies for this role; as well as the relationships among HR change leadership role, HR professionalism and employee voice. Simultaneously, it investigates the role of HR attribution in the relationships among these factors and employee’s outcomes of organizational commitment and work engagement in sustainable enterprises. Grounded on the resource-based view of firm theory (Barney, 1991), attribution theory (Weiner, 1972), social exchange theory (Blau, 1964) and signaling theory (Spence, 1973), the study model with 14 hypothesis is built to test the directly and indirectly relationships among included variables.

The dissertation is employed the mix methods of qualitative and quantitative researches. Qualitative research is conducted through in-depth interviews with 05 experts to fully supplement scales’ content value and adjust them consistent with sustainable context in Vietnam. Another is hold to interview 10 employees working in sustainable enterprises to ensure the designed items clarify, simply, specifically and relevantly. Quantitative research was executed with three studies.

The firstly preliminary study with 51 experts is designed to test the items-content validity. The secondly preliminary one with 263 employees working in the sustainable enterprises is executed to evaluate scale’s reliability, convergent and discriminant validity. The finally official study with 1,058 employees working in 24 sustainable corporates is designed to test concept, hypothesis, measurement and structural models. The non- probability of purposeful sampling method is used in this study.

Cronbach’s Alpha is used to assess the scales’ reliability. EFA with Principal- Axis-Factoring extraction and Promax-rotation method is proceed to assess convergent, discriminant validity of scales. PLS-SEM method is used to analysis composite reliability coefficient, extracted variance, as well as test hypothesis and model. Confirmatory composite analysis (CCA) is conducted to test the convergent, discriminant and nomological validity of variables.

[iv] As results, all hypothesis are supported by testing emperical evidence. The findings highlighted that organizational commitment and work engagement not only depend on the adoption of HR change leadership role or HR professionalism or employee voice, but also how employees perceive and interpret the underneath management intent of sustainable HRM practices via the signal of various voice behaviors or HR professionalism or the adoption of HR change leadership role. Besides, employee’s voice behaviors vary according to the adoption of HR change leadership role and HR professionalism. The study contributes to confirm HRM institutional entrepreneurship role of Ren & Jackson (2019) and introduce new set of HR competencies embed in the sustainable context, as well as expansion of RBV theory (Barney, 1991), attribution theory (Weiner, 1985), social exchange theory (Blau, 1964), signaling theory (Spence, 1973).

Grounded on the findings, the study recommended the managerial implication to enhance employee’s outcomes, which contribute to overall sustainable performance of sustainable enterprises in Viet Nam. Research objectives and questions. Research subjects, participants and scope. Contributions to world literature.

Key concepts and definitions. Human resource change leadership role and the adoption of human resource change leadership role. Hunam resource professionalism. Human resource attribution (HR attribution).

Foundational theories related to the research paradigm. Resource based view theory. Social exchange theory. Research hypotheses and model.

The association of the adoption of human resource change leadership role, human resource professionalism and employee voice. The association of the adoption of human resource change leadership role, human resource professionalism, employee voice and employee outcomes of organizational commitment and work engagement. The mediating role of human resource attribution in the relationships among the adoption of human resource change leadership role, human resource professionalism, employee voice and employee outcomes. Measurement scale development.

Scale development process. Scale development in sustainable context in Viet Nam. Common Method Biases. Survey design, sample and data collection.

Analysized tools and methods. Data analysized methods. The measurement scales. The result of preliminary research.

The offical measurement scales. Post statistical analyses for common method variance and scale validity assessment. Post statistical analyses for common method variance. Exploratory Factor Analysis.

Measurement model validity assessment. HR change leadership role (CLR). HR attribution, organizational commitment and work engagement scales. Multi-collinear assessment.

Blindfolding and predict relevance Q². Path coefficients of the structure model & Hypothesis Testing. Specific indirect effect, total indirect effects and total effects. The research scales.

The research hypotheses. For sustainable corporates. For HR department and HR professionals of sustainable enterprises. Limitations and future research.

232 [viii] Appendix 1: Sustainability development and list of surveyed sustainable enterprises. lvi Appendix 2: Previous studies .lx Appendix 3: Orginal scales adjusted scales based on result of in-depth interview. cx Appendix 4: Results of testing scales’ content validity .clxvii Appendix 5: The questionnairs for the premilarity research. cxcvii Appendix 6: The results of preprimary research.

ccxxi Appendix 7: The questionnairs for the official research. The results of official research. cclxvii LIST OF CHARTS, PICTURES, FIGURES Figure 2. Attribution – Emotion – Behavioral Motivation.

Signaling timeline (Connelly et al. Parallel mediated model .133 LIST OF TABLES Table 2. The hypotheses and theories used to explain the relationships .1: In depth interview description. Experts’ opinions and reasons for supplementing more items.

Results of in-depth interview on generating and refining scales. Number of items of achieved content validity. The process of data collection. Characteristics of research samples.

Total Variance Explained with a single factor. Outer loading and the internal consistency reliability of HR changeleadership role. HTMT matrix of the correlations of HR change leadership role. HTMT ratio of HR change leadership role.

VIF of HR change leadership role. Outer weight of HR change leadership role. Outer loading and the internal consistency reliability of HR Professionalism. HTMT matrix of correlations of HR professionalism.

HTMT Ratio of HR professionalism. VIF of HR Professionalism. Outer weight of HR professionalism. Outer loading and the internal consistency reliability of Employee voice.

HTMT matrix of correlations of employee voice. HTMT Ratio of employee voice. Outer loading and the internal consistency reliability of Employee voice (EVpos and EVneg). Outer loading and the internal consistency reliability of HR attribution, organizational commitment and work engagement.

HTMT matrix of correlations of HR attribution, organizational commitment and work engagment. HTMT Ratio of HR attribution, organizational commitment and work engagement. VIF of path models. Determination coefficient of R2 and R2 adjusted.

The f2 effect size of exogenous variables. The results of testing Hypothesis. The results of specific indirect effect. The results of VAF of HRAwb and HRApf .191 [x] LIST OF ACRONYMS No Acronyms Name 1 AVE Average variance extracted 2 BCG Boston consulting group 3 VBCSD Business community for sustainable development in Viet Nam 4 CLR Change leadership role 5 OCB-S Citizenship beneficial to the supervisor 6 SET Social exchange theory 7 CMV Common Method Variance 8 CR Composite reliability 9 CCA Confirmatory composite analysis 10 CFA Confirmatory Factor Analysis 11 CR Consistency reliability 12 CSR Corporate's social responsibility 13 CB-SEM Covariance-Based Structural Equation Modeling 14 DBA Doctor of Business Administration 15 EO Employee outcomes 16 EV Employee voice 17 EL Entrepreneurial leadership 18 EFA Exploratory Factor Analysis 19 GHRM Green human resource management 20 HCHRM High commitment human resource management 21 HPWS High performance work system 22 HR Human resource 23 HRA Human resource attribution 24 HRD Human resource department 25 HRM Human resource management 26 HRP Human resource professionalism 27 ICR Internal consistency reliability 28 LMX Leader-member exchange 29 MBA Master of Business Administration 30 NGO Non-governmental organization 31 OLS Ordinary least squares 32 OCB Organizational citizenship behavior 33 OC Organizational commitment 34 PLS-SEM Partial Least Squares Structural Equation Modeling 35 POS Perceived organizational support 36 R&D Research and Development [xi] No Acronyms Name 37 RBV Resource based view of firm 38 SMEs Small and medium enterprises 39 SHRM Strategic human resource management 40 AMO The ability, motivation and opportunity 41 CSI The Corporate Sustainable Index 42 UK United Kingdom 43 VIF Variance inflation factor 44 VCCI Vietnam Chamber of Commerce and Industry 45 WE Work engagement [1] CHAPTER 1: INTRODUCTION In an attempt to help readers seeing an overall picture of the dissertation, this chapter presents the general information referring to problem statement; research objectives and questions; research subject, observed object and research scope; as well as dissertation’s structure.

Besides, it highlights dissertation’s new findings and its contributions in both academic and practical.