Luận văn thạc sĩ retention of professional bankers at commercial banks in ho chi minh city

Luận văn thạc sĩ phân tích retention of professional bankers at commercial banks in ho chi minh city, đánh giá thực trạng, chỉ ra hạn chế, đề xuất giải pháp khả thi cho thực tiễn.

• Tác giả: Doan Duc Minh
• Người hướng dẫn: Dr. Le Nguyen Hau
• Trường học: University of Economics Ho Chi Minh City
• Chuyên ngành: Master of Business
• Đề tài: Retention of Professional Bankers at Commercial Banks in Ho Chi Minh City
• Loại tài liệu: Thesis
• Năm xuất bản: 2012
• Địa điểm: Ho Chi Minh City

Mục lục chi tiết

• ACKNOWLEDGEMENTS
• ABSTRACT
• TABLE OF CONTENTS
• 1. CHAPTER 1: INTRODUCTION
• 1.1. Scope of study
• 2. CHAPTER 2: LITERATURE REVIEW
• 2.1. Maslow’s hierarchy of needs
• 2.2. Job satisfaction and antecedent factors
• 2.3. Summary of hypotheses
• 3. CHAPTER 3: RESEARCH METHOD
• 3.1. Method of data collection
• 3.2. Method of analysis
• 3.3. Assessment of measurement of scale
• 4. CHAPTER 4: RESEARCH RESULT
• 4.1. EFA for individual scales of antecedent factors
• 4.2. EFA for all scales together of antecedent factors
• 4.3. Assessment for job satisfaction
• 4.4. Assessment of theoretical model and hypotheses
• 4.5. Assessment level of overall job satisfaction
• 4.6. Assessment of influences of organization/ employee characteristics to impact of antecedent factors on job satisfaction
• 4.7. Test of hypotheses
• 5. CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
• 5.1. Limitation and further research directions
• LIST OF TABLES
• LIST OF FIGURES

Tóm tắt

I. Tổng quan về việc giữ chân nhân viên ngân hàng tại TP

Việc giữ chân nhân viên ngân hàng là một trong những thách thức lớn nhất mà các ngân hàng tại TP.HCM đang phải đối mặt. Trong bối cảnh cạnh tranh ngày càng gia tăng, việc duy trì đội ngũ nhân viên chất lượng cao trở nên quan trọng hơn bao giờ hết. Nghiên cứu này sẽ phân tích các yếu tố ảnh hưởng đến sự hài lòng và quyết định ở lại của nhân viên ngân hàng.

1.1. Tình hình hiện tại của nhân viên ngân hàng tại TP.HCM

Ngành ngân hàng tại TP.HCM đã chứng kiến sự phát triển mạnh mẽ trong những năm qua. Tuy nhiên, tỷ lệ nhân viên ngân hàng rời bỏ công việc vẫn ở mức cao, gây ra nhiều khó khăn cho các ngân hàng trong việc duy trì sự ổn định và phát triển.

1.2. Tầm quan trọng của việc giữ chân nhân viên

Việc giữ chân nhân viên không chỉ giúp ngân hàng tiết kiệm chi phí tuyển dụng mà còn đảm bảo sự liên tục trong dịch vụ khách hàng. Nhân viên có kinh nghiệm và hiểu biết sâu sắc về quy trình làm việc sẽ mang lại giá trị lớn cho tổ chức.

II. Những thách thức trong việc giữ chân nhân viên ngân hàng

Các ngân hàng tại TP.HCM đang phải đối mặt với nhiều thách thức trong việc giữ chân nhân viên. Từ áp lực công việc đến sự cạnh tranh từ các tổ chức khác, những yếu tố này đều ảnh hưởng đến quyết định ở lại của nhân viên.

2.1. Áp lực công việc và sự hài lòng

Áp lực công việc cao có thể dẫn đến sự không hài lòng trong công việc. Nghiên cứu cho thấy rằng nhân viên ngân hàng thường xuyên phải làm việc dưới áp lực lớn, điều này ảnh hưởng đến tâm lý và quyết định ở lại của họ.

2.2. Cạnh tranh từ các ngân hàng khác

Sự cạnh tranh giữa các ngân hàng trong việc thu hút nhân tài ngày càng gay gắt. Các ngân hàng khác có thể cung cấp mức lương cao hơn hoặc các phúc lợi tốt hơn, khiến nhân viên ngân hàng hiện tại cảm thấy không hài lòng.

III. Phương pháp giữ chân nhân viên ngân hàng hiệu quả

Để giữ chân nhân viên ngân hàng, các ngân hàng cần áp dụng những phương pháp hiệu quả nhằm nâng cao sự hài lòng và động lực làm việc của nhân viên. Dưới đây là một số giải pháp khả thi.

3.1. Cải thiện môi trường làm việc

Môi trường làm việc tích cực có thể tạo ra sự hài lòng cho nhân viên. Các ngân hàng nên chú trọng đến việc tạo ra không gian làm việc thoải mái và khuyến khích sự hợp tác giữa các nhân viên.

3.2. Đào tạo và phát triển nhân viên

Đào tạo và phát triển là yếu tố quan trọng giúp nhân viên cảm thấy được trân trọng và có cơ hội thăng tiến. Các ngân hàng nên đầu tư vào các chương trình đào tạo chuyên sâu và tạo cơ hội thăng tiến cho nhân viên.

IV. Ứng dụng thực tiễn và kết quả nghiên cứu

Nghiên cứu cho thấy rằng việc áp dụng các phương pháp giữ chân nhân viên có thể mang lại kết quả tích cực cho các ngân hàng tại TP.HCM. Các ngân hàng đã thực hiện các biện pháp cải thiện môi trường làm việc và tăng cường đào tạo nhân viên.

4.1. Kết quả từ các ngân hàng đã áp dụng

Nhiều ngân hàng đã ghi nhận sự gia tăng trong tỷ lệ giữ chân nhân viên sau khi thực hiện các biện pháp cải thiện môi trường làm việc và đào tạo. Điều này cho thấy rằng sự đầu tư vào nhân viên là cần thiết.

4.2. Phân tích dữ liệu từ khảo sát

Khảo sát cho thấy rằng nhân viên cảm thấy hài lòng hơn với công việc của họ khi được cung cấp các cơ hội phát triển và môi trường làm việc tích cực. Điều này khẳng định tầm quan trọng của việc giữ chân nhân viên.

V. Kết luận và tương lai của việc giữ chân nhân viên ngân hàng

Việc giữ chân nhân viên ngân hàng tại TP.HCM là một vấn đề quan trọng và cần được chú trọng. Các ngân hàng cần tiếp tục cải thiện các chính sách và phương pháp để đảm bảo sự hài lòng của nhân viên.

5.1. Tương lai của ngành ngân hàng

Ngành ngân hàng sẽ tiếp tục phát triển và cạnh tranh. Việc giữ chân nhân viên sẽ trở thành một yếu tố quyết định cho sự thành công của các ngân hàng trong tương lai.

5.2. Khuyến nghị cho các ngân hàng

Các ngân hàng nên xem xét việc áp dụng các chính sách linh hoạt hơn trong quản lý nhân sự, đồng thời chú trọng đến việc tạo ra môi trường làm việc tích cực và cơ hội phát triển cho nhân viên.

Trích đoạn nội dung tài liệu

1 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Doan Duc Minh RETENTION OF PROFESSIONAL BANKERS AT COMMERCIAL BANKS IN HO CHI MINH CITY ID: 60340102 MASTER OF BUSINESS (Honours) SUPERVISOR: Dr. LE NGUYEN HAU Ho Chi Minh City – Year 2012 TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS i ACKNOWLEDGEMENTS Beginning of my thesis, I would like to express all my sincere thanks to those people who made this thesis possible and an unforgettable experience for me. First of all, I would like to show my deepest sense to my supervisor Dr. Le Nguyen Hau, who offered his continuous advice and encouragement throughout the course of this thesis.

Hau has offered me the systematic guidance and great inspiration in putting into me toward the scientific field. Then, I am thankful to all my colleagues and Board of Management in Shinhan Bank Vietnam, United Overseas Bank, Hong Leong Bank, Vietnam Commercial Bank, Asia Commercial Bank, Saigon Commercial Bank, Dong A Commercial Bank for the consultation, orientation and support during my research process. Last but not least, this is a great time for a son of family, husband of wife to take this opportunity to express the profound gratitude from my deep heart to my beloved family for their love and continuous support both spiritually and materially. TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS ii ABSTRACT Employees retaining is an important goal of every corporate organization, which drives company to hit the target.

This thesis explores the factors that can significantly impact employee retention in an organization, and specializes in field of commercial banks in Ho Chi Minh City. It attempts to relate some of the factors discovered to major theories in employee retention. The literature surveyed by this study mention employee motivation and job satisfaction as the main factors that influence employee retention rates. This survey implies that still significant for managing employee retention in today’s rapidly expanding banking industry.

Human resources is definitely one of the most valuable assets in the organizations, however, high turnover is currently being mentioned recently. There are a lot of researches around this topic because retaining employees were realized to be very costly to the organizations. Therefore, retention of key personnel is a precedent issue for all banks and it seems not many research reports conducted in Vietnam banking industry. In the labor market, competitors are always attracting key personnel who are valued core and not satisfied with their current job.

This research explores the current situation of job satisfaction of key personnel and figures out the antecedent factors, which impacts job satisfaction. Finally, managerial implications are withdrawn for improving the level of satisfactions, retaining key personnel. Employing a quantitative approach, in which, the data were collected from 160 professional bankers (“bankers”) in commercial banks in Ho Chi Minh City, multiple regression analysis has resulted in the determinants of job satisfaction, and a significant impact of job satisfaction on job satisfaction. Pay and leadership support are found to be two most important factors, other factors include benefit, opportunities of training and promotion, work challenges.

The analysis results TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS iii also show that bankers in selected commercial banks are currently not completely satisfied with their jobs. Based on the statistical results, managerial implications have been discussed and recommendations are provided to improve the retention rate of the banking industry in Ho Chi Minh City. TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS iv TABLE OF CONTENTS ACKNOWLEDGEMENTS.ii TABLE OF CONTENTS.iv LIST OF TABLES.vi LIST OF FIGURES.vii CHAPTER 1: INTRODUCTION…………………………………….4 Scope of study…………………………………………………….……3 CHAPTER 2: LITERATUE REVIEW………………………………….1 Maslow’s hierarchy of needs…………………………………….3 Job satisfaction and antecedent factors………………………….6 Summary of hypotheses…………………….13 CHAPTER 3: RESEARCH METHOD…………………………….3 Method of data collection…………………………………………….4 Method of analysis…………………………………………….1 Assessment of measurement of scale……………………….…21 CHAPTER 4: RESEARCH RESULT……………………………………….3 Assessment of measurement of scales…………….23 TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS v 4.1 EFA for individual scales of antecedent factors…………….2 EFA for all scales together of antecedent factors……….3 Assessment for job satisfaction……………………………….4 Assessment of theoretical model and hypotheses……………….1 Assessment of theoretical model………………………….2 Assessment level of overall job satisfaction………………….3 Assessment of influences of organization/ employee characteristics to impact of antecedent factors on job satisfaction…….4 Test of hypotheses…………………………………………….40 CHAPTER 5: CONCLUSION AND RECOMMENDATIONS……….3 Limitation and further research directions………………………….………xii TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS vi LIST OF TABLES Table 2.1: Maslow‘s hierarchy of needs.1: Summary of scales for 8 constructs in the model .2: EFA and reliability test result for scales.3: EFA and reliability test result for three scales refined .4: Result of joint factors analysis for 7 scales.5: Characteristics of 7 scales for re-assessment of reliability.6: Assessment for job satisfaction scale .7: Multiple regression result of antecedent factors to job satisfaction.10: Regression result between job satisfaction and retention .13: Means values of different factors .14: Differences of impact of antecedent factors by gender .15: Differences of impact of antecedent factors by age .16: Differences of impact of antecedent factors by ownership .17: Differences of impact of antecedent factors by size. 35 TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS vii LIST OF FIGURES Figure 2.1: The research model .1: Regression coefficients model .38 TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS 1 CHAPTER 1 INTRODUCTION This chapter is an introduction and intended to provide background information on the nature of the present study and its objectives and purpose.

It is divided into four sections. The first section presents background of the research, the second part presents the problem statement, the third part presents the objective, and the final section presents the scope of study.1 Background The retention of bankers has been shown to be significant to the development and the accomplishment of the organization’s goals and objectives. In recent years, the system of financial institutions and banks in Vietnam has been developed in increasing quantity of credit institutions and quality in diversity of ownership and banking services. Currently, the whole banking system has reached at number of 52 local commercial banks, 51 foreign bank branches, 31 of non-bank credit institutions.

As the "blood" of the economy, the banking sector has been grown remarkable and contributed to the stable development of Vietnam. The local commercial banks in Ho Chi Minh City (the banks) were established along with the development process of Vietnam economy. In the first years of development, the banks have developed gradually, with small and medium scale, and not really pay attention to human resource management (HRM). Due to the development of economy, the banks have boomed and developed remarkably.

Especially in 5 years recently, the banks has set up with the wide network branches and the number of bankers in this industry increased by more than 20,000 bankers, growth of the average number of bankers more than 15% per year. Along to the stable development, HRM requires improvement and upgrade to professional level. However, HRM practices in the banks have not been focused and still applied the old-fashion method. Board of management faced the serious issue that employee turnover increased about 9.5% per year within recent TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS 2 three years (Asia Banker Forum, 2011).

The banks has been conducting a campaign to reform human resources management system to improve the effectiveness of HRM, high labor productivity, raise incomes and policies to retain bankers. The banks also do understand that the professional bankers are the key factor in competition in the banking market and this may cause a threat to the success of long-term businesses. For this reason, the banks rose up a query how to retain professional staff and satisfy their work-related needs would help.2 Problem statements Board of management of the banks are aware of the critical role of talent workforce and striving to attract and retain their bankers by various measures such as increasing salary and allowance, conducting intensive training courses, offering more opportunities for career promotion and incentive abroad trips for high performance bankers. However, the high turnover rate still exceeds their expectations in spite of bank efforts.

Why is turnover still high after those efforts? What are bankers’ demands? How much percent are the bankers satisfied with their current job? Is there relationship between job satisfaction and employee retention? Literature on human resource management provides some general hints in coping with this managerial problem of employee retention (e. Maslow, 1943, 1954; Bame, 1993; Becker & Gerhart, 1996; Hom & Griffieth, 1995). Nevertheless, the right solution under the current social-economic context, organization leaders need to understand in more details as higher salary, promotion opportunities, and related other factors as motivation, recognition, working environment, good relationships with the manager and colleagues, corporate culture. What are the affected important factors? Due to answer these questions, management board not only has an insight into the issue of HRM in Vietnam, but also provides specific formation for managers in the fields to solve the problem of retaining their talent bankers.

TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS 3 1.3 Research objectives In response to the above stated problems, this research is conducted with below aims:  Determine quantitatively antecedent factors and their relative contributions to the overall satisfaction of bankers in the local commercial banks.  Estimate the impact of job satisfaction on the retention (intent to stay) of bankers in the field.4 Scope of study  Given the limited resources and time, the empirical data for the research were collected from the commercial banks in Ho Chi Minh City.  Examinees on this study include senior-officers, supervisors and managers and who achieved bachelor, master degree and higher degree.  Only work – related factors will be investigated in this study.

Other possible factors (e. social or cultural factor) are beyond the scope of this study.5 Thesis structure This thesis is organized as follows:  Chapter 1 presents the research background, problem statements, research objectives, scope of study and thesis structure.  Chapter 2 introduces research model and its hypotheses as well as its literature review.  Chapter 3 illustrates the methodology conducted in this paper.

 Chapter 4 presents research results is based on data collected.  Chapter 5 summarizes the research results, provide the findings and recommendations. TIEU LUAN MOI download : [e-mail] RETENTION OF PROFESSIONAL BANKERS 4 CHAPTER 2 LITERATURE REVIEW The literature clearly indicated that there are seven keys to employee retention. They are work challenge, training and promotion opportunity, leadership support, colleague relationship, salary, benefits, working environment.

The model of job satisfaction and retention will be proposed for this specific study, which provides a basis for the development of hypotheses. Over the years, many studies relating to personnel in terms of human needs, job satisfaction, organizational commitments and retention have been conducted. In this literature review, Maslow hierarchy of needs, retention, job satisfaction and its antecedent factors will be presented. Then, the model of job satisfaction and retention will be proposed for this specific study, which provides a basis for the development of hypotheses.1 Maslow’s hierarchy of needs One of the earliest and best-known theories of individual motivation, which is applicable to the current study, is Maslow’s hierarchy of needs (Table 2.

Maslow advocates that within every human being lies a hierarchy of needs. These needs are:  Physiological needs: related to essential factors to survival, such as food, water, and shelter. In organization, these needs are mainly presented as monthly salary.  Safety needs: related to security, safety in workplace and life.

At this level, the individual strives to look for or form the safe environment from external dangers. In organization, these needs are presented via hygiene factors, long-term contribution, social and medical insurance policies…  Social needs: related to relationship with people, being member of teamwork, being loved. In organization, these needs are identified by colleague relationship, leader relationship…. TIEU LUAN MOI download : skknchat@gmail.