DECLARATION
ACKNOWLEDGEMENTS
PUBLICATIONS, GRANTS, AND AWARDS
TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
LIST OF ABBREVIATIONS
1. CHAPTER 1: INTRODUCTION
1.1. Research Aim and Objectives
1.2. Research Questions and Hypotheses
1.3. Delimitations of Scope
2. CHAPTER 2: LITERATURE REVIEW
2.1. The Vietnamese Higher Education Context
2.1.1. Contemporary Development History of Vietnamese Higher Education
2.2. Vietnamese University Academics’ Job Engagement
2.2.1. The Operational Definition of Job Engagement
2.2.2. Different Schools of Thought in Work Engagement
2.2.3. The Nature of Work Engagement
2.2.4. The Operational Definition of Job Engagement
2.3. Theories of Job Engagement
2.3.1. Kahn’s Engagement Theory
2.3.2. Social Exchange Theory
2.3.3. The Link between Theories of Job Engagement and Key Concepts
2.4. Proposed Conceptual Model
2.5. The Relationships between Demographics and Job Engagement
2.5.1. The Relationship between Gender and Job Engagement
2.5.2. The Relationship between Age and Job Engagement
2.5.3. The Relationship between Education and Job Engagement
2.5.4. The Relationships between Tenure and Job Engagement
2.6. The Relationship between Transformational Leadership and Job Engagement
2.7. The Relationships between High-Performance Human Resource Practices and Job Engagement
2.8. The Mediating Role of Climate for Engagement in the Relationship between Transformational Leadership and Job Engagement
2.9. The Mediating Role of Climate for Engagement in the Relationships between High-Performance Human Resource Practices and Job Engagement
2.10. The Relationship between Job Engagement and Job Performance
2.10.1. The Relationship between Job Engagement and Task Performance
2.10.2. The Relationship between Job Engagement and Organisational Citizenship Behaviour
2.10.3. The Relationship between Job Engagement and Innovative Work Behaviour
3. CHAPTER 3: RESEARCH DESIGN
3.1. Mixed Methods Research Design
3.2. Data Collection Method
3.3. Questionnaire Development Process
3.3.1. Operationalisation of Key Constructs
3.4. High-Performance Human Resource Practices
3.5. Climate for Engagement
3.6. Organisational Citizenship Behaviour
3.7. Innovative Work Behaviour
3.8. Common Method Variance
3.9. Translation of Questionnaire
3.10. Data Matching Process
3.11. Quantitative Data Analysis Process
3.11.1. Units of Analysis
3.11.2. Data Analysis Method
3.12. Qualitative Content Analysis Process
3.12.1. Nature of Content
3.12.2. Role of Theory
3.12.3. Units of Analysis
4. CHAPTER 4: QUANTITATIVE DATA EXAMINATION
4.1. Common Method Variance
5. CHAPTER 5: QUANTITATIVE DATA ANALYSIS - MEASUREMENT INSTRUMENT VALIDATION
5.1. Initial Internal Consistency Reliability
5.2. High-Peformance Human Resource Practices
5.3. Climate for Engagement
5.4. Organisational Citizenship Behaviour
5.5. Innovative Work Behaviour
5.6. Overall Measurement Model
5.7. Final Construct Reliability
6. CHAPTER 6: QUANTITATIVE DATA ANALYSIS - STRUCTURAL MODEL VALIDATION
6.1. Structural Model Validity
6.1.1. The Structural Model of Demographics, Transformational Leadership, High-Performance Human Resource Practices, Job Engagement, and Job Performance
6.1.2. The Multilevel Mediation Model of Transformational Leadership, Climate for Engagement, and Job Engagement
6.1.3. The Multilevel Mediation Models of High-Performance Human Resource Practices, Climate for Engagement, and Job Engagement
6.1.3.1. The Multilevel Mediation Model of Ability-Enhancing Human Resource Practices, Climate for Engagement, and Job Engagement
6.1.3.2. The Multilevel Mediation Model of Motivation-Enhancing Human Resource Practices, Climate for Engagement, and Job Engagement
6.1.3.3. The Multilevel Mediation Model of Opportunity-Enhancing Human Resource Practices, Climate for Engagement, and Job Engagement
7. CHAPTER 7: QUALITATIVE CONTENT ANALYSIS
7.1. Effective Leadership Behaviours
7.1.1. Idealised Influence Attributes
7.1.2. Idealised Influence Behaviours
7.1.3. Management-by-Exception Active
7.2. Effective Human Resource Practices
7.2.1. Ability-Enhancing Human Resource Practices
7.2.1.1. Training and Development
7.2.2. Motivation-Enhancing Human Resource Practices
7.2.3. Opportunity-Enhancing Human Resource Practices
8. CHAPTER 8: INTEGRATION OF QUANTITATIVE AND QUALITATIVE FINDINGS
8.1. The Relationship between Demographics and Job Engagement
8.1.1. The Relationship between Gender and Job Engagement
8.1.2. The Relationship between Age and Job Engagement
8.1.3. The Relationship between Education and Job Engagement
8.1.4. The Relationships between Tenure and Job Engagement
8.2. The Relationship between Transformational Leadership and Job Engagement
8.3. The Relationships between High-Performance Human Resource Practices and Job Engagement
8.4. The Mediating Role of Climate for Engagement in the Relationship between Transformational Leadership and Job Engagement
8.5. The Mediating Role of Climate for Engagement in the Relationship between High-Performance Human Resource Practices on Job Engagement
8.6. The Relationship between Job Engagement and Job Performance
8.6.1. The Relationship between Job Engagement and Task Performance
8.6.2. The Relationship between Job Engagement and Organisational Citizenship Behaviour
8.6.3. The Relationship between Job Engagement and Innovative Work Behaviour
8.7. Interpretation on Effective Leadership Behaviours
8.8. Interpretation on Effective Human Resource Practices
8.9. Final Research Model
8.10. Research Question 1: What Are the Relationships between Demographics (i. Gender, Age, Education, and Tenure) and Job Engagement of Vietnamese University Academics?
8.11. Research Question 2: What Is the Relationship between Transformational Leadership and Job Engagement of Vietnamese University Academics?
8.12. Research Question 3: What Are the Relationships between High- Performance Human Resource Practices (i. Ability-Enhancing, Motivation- Enhancing, and Opportunity-Enhancing Human Resource Practices) and Job Engagement of Vietnamese University Academics?
8.13. Research Question 4: Does Climate for Engagement Mediate the Relationship between Transformational Leadership and Job Engagement of Vietnamese University Academics?
8.14. Research Question 5: Does Climate for Engagement Mediate the Relationships between High-Performance Human Resource Practices (i. Ability-Enhancing, Motivation-Enhancing, and Opportunity-Enhancing Human Resource Practices) and Job Engagement of Vietnamese University Academics?
8.15. Research Question 6: What Is the Relationship between Job Engagement and Job Performance (i. Task Performance, Organisational Citizenship Behaviour, and Innovative Work Behaviour) of Vietnamese University Academics?
8.16. Research Question 7: What Are the Views of Vietnamese University Academics about Effective Leadership Behaviours That Will Enhance Their Job Engagement?
8.17. Research Question 8: What Are the Views of Vietnamese University Academics about Effective Human Resource Practices That Will Enhance Their Job Engagement?
8.18. Summary of Key Findings
8.19. Directions for Future Research
Appendix A: Ethics Approval
Appendix B: Participant Information Form for the Pilot Study
Appendix C: Questionnaire for the Pilot Study
Appendix D: Participant Information and Consent Forms for the Main Study
Appendix E: Questionnaires for the Main Study
Appendix F: Results of the Main Study
