ĐẠI HỌC QUOC GIA HÀ NỘI TRUONG QUAN TRI VÀ KINH DOANH LAI THUY DƯƠNG DIMENSIONS OF EMPLOYER ATTRACTIVENESS IN RELATION TO ORGANIZATIONAL REPUTATION AND JOB PURSUIT INTENTION OF GENERATION Z IN HANOI, VIETNAM LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2024 ĐẠI HỌC QUOC GIA HÀ NỘI TRUONG QUAN TRI VÀ KINH DOANH LAI THUY DUONG DIMENSIONS OF EMPLOYER ATTRACTIVENESS IN RELATION TO ORGANIZATIONAL REPUTATION AND JOB PURSUIT INTENTION OF GENERATION Z IN HANOI, VIETNAM CONG VIEC CUA THE HE Z TAI THANH PHO HA NOI, VIET NAM Chuyén nganh: Quan tri kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DAN KHOA HỌC: PGS. NGUYÊN NGỌC THANG HÀ NỘI - 2024 ACKNOWLEDGEMENT First of all, | wish to express my gratefulness to the school board of Hanoi School of Business and Management (HSB), Vietnam National University, Hanoi. Thanks to the rector — Assoc. Hoang Dinh Phi’s support, I have had an opportunity to work, to study with and gain knowledge from learned professors and intellectual individuals under the roof of HSB, one of the most pretigious educational institution in Vietnam.
Second, I wish to deliver my most sincere thanks to my respected instructor — Assoc. Nguyen Ngoc Thang, the vice rector of HSB, — for his support and encouragement. This thesis has been a challenge for me in which I sometimes felt lost and unmotivated. However, with his guidance and clear direction from the very beginning, I am enlightened and inspired to explore and buckle down the obstacles.
I am fortunate to work with him and have learned a lot from his sharing. Third, I am deeply appreciated the help of an old friend, Xuan Khanh who spent his time assisting and advising me. Last but not least, I am truly thankful for my husband Xuan Son and my family who have shown huge encouragement and consistent support for me through peaks and valleys on my development path. I will continue to grow into a better version of my self.
DECLARATION The author asserts that the findings presented in the thesis are the product of independent effort during the study and research period, and they have not been previously published in other research or articles. All external research findings and supporting documents (such as extractions, tables, figures, formulas, and other materials) utilized in the thesis are appropriately referenced, and permission, if necessary, has been obtained. The author acknowledges responsibility to the Thesis Assessment Committee, Hanoi School of Business and Management, and legal authorities for the statements made in the aforementioned declaration. ii TABLES OF CONTENTS ACKNOWLEDGEMEÌNT.---- 5 1 1 vn TH TT i DECLARATION 011757.
ii TABLES OF CONTENTS 0. cececceccesceseeseceeseeeecesessesaecaeseeceeessessesaeeeeeaeens 1H LIST OF ABBREVIA TION.-- SH HH HH Hư, vi LIST OF TABLES 000. vii LIST OF FIGURES 111177. viii CHAPTER 1: INTRODUCTIƠN.- --- 5 + 2+ 1 11231 1 119 HH HT ng Hit 4 1.4 Research Obj€CfIV€S.-- LH TH TH HH ng 4 1.-- <1 TH TH ngư 4 1.-- 4c ST TT TH TH HH kệ 1.8 Research methodOÏOgØyV.- -- -- c1 TH HH ng 5 1.1 Data COÏÏ€CfIOHI.
- <6 1E 1T TH TH HH trệt 5 1.2 Data AnaÌySIS. TH HT TH HH ky 6 1.9 Structure of the StUdY .-- LH HH HH HH Hệ, 6 CHAPTER 2: LITERATURE REVIENW.2 Steps of employer branding .-- -- Gv nh ngư 11 2.1 Concepts of employer affraCtIV€T€SS.2 Constructs of employer attractiveness .3 Job Pursuit ÏntentION.5 Overview of GenZ Characteristics .6 Related studies on employer attractiveness, organizational reputation, and Job pursuit INtENtON oe 5C 52 1221221125123 1E 1 211 3 1 01 1g nh cư, 19 2.7 Some conceptual models of previous researches .8 Proposed model and hypothese .- -- s6 + s + ssvEsseesserek 24 CHAPTER 3: RESEARCH METHODOLOGY.- -ó + x t1 9 9199 ng nh nh rưy 26 3.-- óc cv vn ng như 26 3. - «s1 vn ng ngư 27 E000.1 Qualitative research method.2 Quantitative research method.3 Comparison between qualitative method and quantitative method 28 3. G11 vn HH ng ngư 30 3.-- LH HH HH TH TH HH Hư 34 ESe ru.5 Data analysis Process.
-- LG SH TH TH TH HH Hư 36 CHAPTER 4: DATA ANALYSIS AND RESEARCH FINDINGS. 123119113 119 11 1191 9H ng ket 37 ALL cố. ccc Án TH TH HH hư 38 ra 6 9n. ó1 LH HT HH HH TH ng HH Tư 40 4.1 Scale test on each variable .- --- «+ s« xxx seesererrrrsre 40 iv 4.2 Exploratory Factor Analysis.
sknnnnHnnnrưy 42 Sun nh .1 Results of measurement model .2 Results of structural mtOd€l.4 Research discussion on dimensions of employer attractiveness.5 Research discussion on employer attractiveness and organizational TOPUtAtION oo.6 Research discussion on organizational reputation and job pursuit ITI[ÊTI[IOHA.22 21191 121 912 101 01T TH HH TH TH ng TH HH ng 59 CHAPTER 5: CONCLUSION .1 Theoretical and practical impliCafOIS.1 Theoretical contrIbut[ON. n1 HH HH HH HH HH HH HH he, 62 5.3 Scope for future r€searCH.- «+ xxx vn TH ng Hư 62 REFERENCCE. ng HH HH HH HH ng 64 LIST OF ABBREVIATION Abbreviate Content ASV Average Shared Square Variance AV Application value AVE Average Variance Extracted CFA Confirmatory Factor Analysis CORP REP Organizational reputation CR Composite Reliability CSR Corporate Social Responsibility DV Development value EFA Exploratory Factor Analysis EmpAt scale Employer Attractiveness scale EV Economic value GenZ Generation Z HR Human Resource IV Interest value JPI Job Pursuit Intention MSV Maximum Shared Square Variance SEM Structural Equation Modeling SV Social value vi LIST OE TABLES Table3.1: Scale to measure Employer Attractiveness .2: Scale to measure Job Pursuit Intention .3: Scale to measure Organizational reputation.1: Summary of Cronbach’s Alpha Reliability Results.2: KMO and Bartlett’s Test .- -- 5+ 6 6 22 SE S21 E*EEkrerrrrree 43 Table 4.4: Total Variance Explained.5: Factor loading based on the size of a sample.6: Measurement model fit evaÏuatiOH.7: Covergent and discriminant validity Table 4.8: Measurement model fit evaÏuatiOH.----««-<««©+ 55 vii LIST OF FIGURES Figure 2.1: Employer branding as a three-stage procedure .2: three meta theories of applicant atfractIon.3: Two dimensions of employer attractiveness .5: Tanwar & Kumar (2019)’s model .- c- 5 5+ 5s s+xs+exsz 23 Figure 2. et al (2016)’s model .- --csc + x*+kseeseeesekrs 23 Figure 2.7: Proposed Research Model.
-- cv SH nh net 26 Figure 3. -- ¿6 2 S2 S111 HH như 29 Figure 4. G11 TH TH Hư 38 Figure 4.- c2 2 + 2n HH ngư 39 Figure 4.5: Measurement model in Confirmatory Factor Analysis. 49 viii CHAPTER 1: INTRODUCTION 1.1 Rationale Diverse generational perspectives are likely to shape Individuals' preferences regarding their work, desired workplace environment, and the methods organizations can employ to meet these preferences (Maier et al.
Over the past decades, Millennials have been hot academic topics in Vietnam and in the world. Yet Generation Zs, which consists of those born between 1997 and 2013, now surpass them to become the research center for scholars (Thang et al, 2022). By the year 2025, it is anticipated that Generation Z will comprise 25% of the overall workforce in Vietnam. Companies could be far more effective in attracting and keeping these young, creative, global professionals by better understanding this generation and creating a workplace environment that appeals to them.
In other words, employers must identify who the future workforce comprises and understand their priorities and concerns. Gen Z can be described as the first generation to grow up entirely immersed in a digital landscape; and very ethnically-diverse (Bresman and Rao 2017). This cohort also demonstrated an unprecedented level of social and environmental consciousness. Moreover, the enduring priorities of Generation Z include a strong emphasis on work-life balance, flexibility, flat organizational structures, a social and enjoyable work culture, and easy access to information.
Born into a digitally interconnected world, Gen Z is expected to be ready to revolutionize industries, challenge norms, and lead the way towards a brighter tomorrow. Due to economic factors and the outbursts of technological innovation that have sparked a "war for talent", it has become harder to find individuals who possess the superior skills recently (Michaels, Handfield-Jones, & Axelrod, 2001). In reality, the quantity of the qualified workforce is still insufficient to meet the needs of organizations. Those who are able to solve the case of attaining talent human resources can create a sustainable competitive edge in the environment.
In this context, branding and organizational reputation are considered to be an approach to the solution of attracting best employees. (Vivader-Cohen, 2007) These play an important role not only in the product market but also labour market nowadays. Employer branding is a growing field with several different concepts surrounding, such as reputation, attractiveness and it is believed that they are key criteria for job seekers when considering to choose a job (Sivertzen 2013). As aresults, strong employer branding also can be a powerful strategy that help organizations in conveying their distinctive image, bringing out their attractiveness and positioning them as an employer of choice in the minds of potential applicants.
To accommodate the needs of workers, specially GenZ, organizations should conceptualize and construct workplaces that are appealing to their talents (Sulivan, 2004). In fact, in order to highlight themselves as wonderful and reputable places to work, showing their attractiveness and subsequently draw more and better candidates from the labor market, organizations in Vietnam are participating more frequently in “best employer surveys” (Saini and Chaudhary, 2013), which is the survey and evaluation program of stakeholders and the human resource community through reputable intermediary recruitment agencies such as Navigos, CareerBuilder, Anphabe, Jobstreets. The results of these surveys work has shown that the impact of employer attractiveness on candidate's intention to pursue is related and important. Regarding organizational reputation, it is suggested that job seekers’ decisions to pursue jobs with organizations are based largely on their overall perceptions of organizational reputation.
In other words, organizations with high reputations attract more applicants, and those with better reputations could choose higher-quality candidates as well. (Turban & Cable, 2000; Sivertzen, 2013) Regarding employer attractiveness, it has been studied to have a significant influence on candidate's intention to apply (Collins & Stevens, 2002, Gomes and Neves 2011), so discovering and measuring how dimensions of employer brand attractiveness affect organizational reputation and the intention to apply for jobs also mean that businesses can build and control their employer brand image, thereby promoting the positive intention to apply behavior of potential candidates in the competitive context to attract qualified talent and match the requirements of the business. A considerable amount of literature notwithstanding, gap still exists. Little research on employer attractiveness, organizational reputation and job pursuit intention are conducted in Vietnam context with the target of Generation Z.
Because various generations value the attractiveness of employers differently, there is still a knowledge gap on the exact preferences each generation has for the traits that contribute to an employer's appeal. (Costanza, Badger, Fraser, Severt, & Gade 2012) As a result, in this research, we would examine the role of dimensions of employer attractiveness in influencing organizational reputation and job pursuit intention through the lens of future employees from GenZ in the Vietnamese context.2 Research purpose The research aim is to investigate perceptions of employers attractiveness from future employees; and to examine its relationship with future employees' perceptions of organizational reputation and job pursuit intention of Gen Z in Vietnam. Findings in the study will enable organizations to improve their employer brand, their reputation, as well as recruitment process.3 Research question Which are the dimensions of employer attractiveness in the perception of future GenZ employees in Vietnam ? In what way are future employees’ dimensions of employer attractiveness related to organizational reputation and job pursuit intention of GenZ in Vietnam? 1.