Nghiên cứu về tác động của yếu tố tổ chức đến hiệu suất nhân viên tại các công ty Việt Nam - ...

Nghiên cứu tác động của các yếu tố tổ chức đến hiệu suất làm việc của nhân viên trong các công ty Việt Nam, cung cấp cái nhìn sâu sắc và giải pháp cải thiện.

• Người hướng dẫn: Dr. Cao Hao Thi
• Trường học: University of Economics Ho Chi Minh City
• Chuyên ngành: Master of Business
• Đề tài: Tác Động Của Yếu Tố Tổ Chức Đến Hiệu Suất Nhân Viên
• 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. Background
• 1.2. Research questions and objectives
• 1.3. Research scope
• 1.4. Research contribution
• 1.5. Research structure
• 2. CHAPTER 2: LITERATURE REVIEW
• 2.1. Introduction
• 2.2. Theoretical review
• 2.2.1. Employees’ performance
• 2.2.2. Organizational factors
• 2.2.2.1. Organizational culture
• APPENDIX A: QUESTIONNAIRE IN VIETNAMESE
• APPENDIX B: DESCRIPTIVE STATISTICS
• APPENDIX C: SURVEY RESULTS
• APPENDIX D: SURVEY RESULTS
• APPENDIX E: SURVEY RESULTS

Tóm tắt

I. Tổng quan về tác động của yếu tố tổ chức đến hiệu suất nhân viên

Hiệu suất nhân viên là một yếu tố quan trọng trong sự thành công của bất kỳ tổ chức nào. Các yếu tố tổ chức như văn hóa, lãnh đạo, và môi trường làm việc có thể ảnh hưởng mạnh mẽ đến hiệu suất này. Nghiên cứu này sẽ phân tích các yếu tố tổ chức và cách chúng tác động đến hiệu suất nhân viên trong các công ty Việt Nam.

1.1. Định nghĩa hiệu suất nhân viên và yếu tố tổ chức

Hiệu suất nhân viên được định nghĩa là mức độ hoàn thành công việc và đạt được mục tiêu của tổ chức. Các yếu tố tổ chức như văn hóa, lãnh đạo, và môi trường làm việc đóng vai trò quan trọng trong việc hình thành hiệu suất này.

1.2. Tại sao yếu tố tổ chức quan trọng

Yếu tố tổ chức không chỉ ảnh hưởng đến hiệu suất mà còn đến sự hài lòng và động lực làm việc của nhân viên. Một môi trường làm việc tích cực có thể thúc đẩy nhân viên làm việc hiệu quả hơn.

II. Các thách thức trong việc cải thiện hiệu suất nhân viên

Mặc dù có nhiều yếu tố tổ chức có thể cải thiện hiệu suất nhân viên, nhưng vẫn tồn tại nhiều thách thức. Các vấn đề như thiếu giao tiếp, văn hóa tổ chức tiêu cực, và lãnh đạo kém có thể cản trở sự phát triển của nhân viên.

2.1. Thiếu giao tiếp trong tổ chức

Giao tiếp kém có thể dẫn đến hiểu lầm và thiếu sự phối hợp giữa các bộ phận. Điều này ảnh hưởng trực tiếp đến hiệu suất làm việc của nhân viên.

2.2. Văn hóa tổ chức tiêu cực

Một văn hóa tổ chức tiêu cực có thể làm giảm động lực làm việc của nhân viên, dẫn đến hiệu suất thấp. Cần có các biện pháp để cải thiện văn hóa tổ chức.

III. Phương pháp cải thiện hiệu suất nhân viên qua yếu tố tổ chức

Để cải thiện hiệu suất nhân viên, các tổ chức cần áp dụng những phương pháp hiệu quả. Việc xây dựng văn hóa tổ chức tích cực, cải thiện giao tiếp và lãnh đạo là những yếu tố quan trọng.

3.1. Xây dựng văn hóa tổ chức tích cực

Văn hóa tổ chức tích cực khuyến khích sự sáng tạo và hợp tác giữa các nhân viên. Điều này có thể được thực hiện thông qua các hoạt động nhóm và chương trình đào tạo.

3.2. Cải thiện giao tiếp trong tổ chức

Cải thiện giao tiếp có thể giúp nhân viên hiểu rõ hơn về mục tiêu và nhiệm vụ của tổ chức. Các cuộc họp định kỳ và các kênh giao tiếp hiệu quả là cần thiết.

IV. Ứng dụng thực tiễn và kết quả nghiên cứu

Nghiên cứu đã chỉ ra rằng các yếu tố tổ chức có tác động mạnh mẽ đến hiệu suất nhân viên. Các công ty Việt Nam cần chú trọng đến việc cải thiện các yếu tố này để nâng cao hiệu suất làm việc.

4.1. Kết quả từ nghiên cứu thực tiễn

Nghiên cứu cho thấy rằng các công ty có văn hóa tổ chức tích cực và lãnh đạo hiệu quả có hiệu suất nhân viên cao hơn. Điều này chứng tỏ tầm quan trọng của yếu tố tổ chức.

4.2. Các ứng dụng thực tiễn cho doanh nghiệp

Các doanh nghiệp có thể áp dụng các kết quả nghiên cứu để cải thiện môi trường làm việc và tăng cường sự hài lòng của nhân viên, từ đó nâng cao hiệu suất làm việc.

V. Kết luận và tương lai của nghiên cứu về yếu tố tổ chức

Nghiên cứu này đã chỉ ra rằng yếu tố tổ chức có ảnh hưởng lớn đến hiệu suất nhân viên. Tương lai của nghiên cứu này có thể mở rộng để khám phá thêm các yếu tố khác và cách chúng tương tác với nhau.

5.1. Tóm tắt các phát hiện chính

Các yếu tố như văn hóa tổ chức, lãnh đạo và môi trường làm việc đều có tác động đáng kể đến hiệu suất nhân viên. Cần có các nghiên cứu sâu hơn để hiểu rõ hơn về mối quan hệ này.

5.2. Hướng nghiên cứu trong tương lai

Nghiên cứu trong tương lai có thể tập trung vào việc phát triển các mô hình mới để đo lường hiệu suất nhân viên và các yếu tố tổ chức ảnh hưởng đến nó.

Trích đoạn nội dung tài liệu

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ NGO CONG TRUONG THE IMPACT OF ORGANIZATIONAL FACTORS ON EMPLOYEES’ PERFORMANCE IN VIETNAMESE COMPANIES MASTER OF BUSINESS (Honours) SUPERVISOR: CAO HAO THI Ho Chi Minh City – Year 2012 TIEU LUAN MOI download : [e-mail] ACKNOWLEDGEMENTS This thesis could not be accomplished without the help, advise, support, guidance and encouragement of many people. I wish to express my sincere gratitude to my advisor, Dr. Cao Hao Thi, for his clear and careful direction, guidance and correction to my thesis, especially for his enthusiasm in answering reminding, help and support. Secondly, I would like to thank my dear colleagues, friend and classmates for their invaluable advice, help, encouragement and support during the time I was doing this thesis. Last but not least, I would like to express my great thanks to my beloved wife and my family for their support, assistance and encouragement for my study and thesis fulfillment. i TIEU LUAN MOI download : [e-mail] ABSTRACT Vietnam is a developing country and has the emerging market, so the employees' performance in Vietnamese companies plays a significant role to increase the competitive advantages. However, so far the study for employees' performance in Vietnamese companies has not yet been thoroughly conducted. This research is carried out with the objectives to identify the measurement scale of employees’ performance, identify the organizational factors that impact on employees’ performance and measure the strength of relationship between organizational factors and employees’ performance in the Vietnamese companies. This research is done by a thorough literature review on concepts relating to employees' performance from which the initial research model and hypotheses are constructed. Research process has three steps including Generation of Items, used to assure the appropriateness of the initial research model and its components; Pilot Survey, used to verify the initial questionnaires and see if there should be any adjustment or modification needed; Survey and data analysis used to collect the answer for the survey on various employees in the South organizational factors Vietnam with the sample size of 175 for data analysis. Number of statistical analysis techniques are used to analyze the data collected via SPSS program. Factor analysis results in the identification of factors having significant impact to employees' performance, and the extraction of four factor groups named as Organizational Culture, Leadership, Communication and Working Environment. Regression analysis proved that these four groups have statistically significant influence to the employees' performance in Vietnamese companies, which Communication has the highest impact. The research results can be used as a reference for the team leaders, managers, supervisors in Vietnamese companies to enhance and better the employees' performance in the future. ii TIEU LUAN MOI download : [e-mail] TABLE OF CONTENTS ACKNOWLEDGEMENTS . ii TABLE OF CONTENTS . v LIST OF TABLES . vi LIST OF FIGURES . vii LIST OF EXHIBITS . viii LIST OF FORMULA . ix THE IMPACT OF ORGANIZATIONAL FACTORS ON EMPLOYEES' PERFORMANCE IN VIETNAMESE COMPANIES .2 Research questions and objectives .3 Relationship between organizational factors and employees' performance . 20 iii TIEU LUAN MOI download : skknchat@gmail.6 Data collection methods .1 Primary data collection .2 Secondary data collection.7 Data quality control .8 Data analysis method .4 Assessment and refinement of measurement scale .1 Refinement of measurement scale.2 Exploratory Factor Analysis (EFA) .3 Refined research model and hypotheses .3 Managerial implications and recommendations .4 Limitations and future research direction. 51 APPENDIX A: QUESTIONNAIRE IN VIETNAMESE . 51 APPENDIX B: DESCRIPTIVE STATISTICS . 57 APPENDIX C: SURVEY RESULTS . 59 APPENDIX D: SURVEY RESULTS . 62 APPENDIX E: SURVEY RESULTS . 64 iv TIEU LUAN MOI download : [e-mail] ABBREVIATION ORGF: Organizational Factors ORGC: Organizational Culture WENV: Working Environment LEAD: Leadership COM: Communication TEAM: Teamwork SPSS: Statistical Package Software for Social Science v TIEU LUAN MOI download : [e-mail] LIST OF TABLES Table 2.1: List of variables .1: Reliability analysis of pilot survey .3: Reliability analysis of official survey .4: KMO and Barlett’s Test.5: Refined rotated component matrix .6: Reliability analysis of refined model .7: KMO and Barlett;s test for employees’ performance .9: Variables in Leadership .10: Regression analysis of employees' performance . 37 vi TIEU LUAN MOI download : [e-mail] LIST OF FIGURES Figure 2.1: Refined research model .2: Result of refined research model . 38 vii TIEU LUAN MOI download : [e-mail] LIST OF EXHIBITS Exhibit 1.1: Vietnam competitiveness ranking, 2010-2011. 3 viii TIEU LUAN MOI download : [e-mail] LIST OF FORMULA Formula 3.1: Cronbach’s alpha coefficient . 23 ix TIEU LUAN MOI download : [e-mail] THE IMPACT OF ORGANIZATIONAL FACTORS ON EMPLOYEES’ PERFORMANCE IN VIETNAMESE COMPANIES CHAPTER 1 INTRODUCTION This chapter includes five sections. The first section introduces the background of the research, where and why this research takes place. The second and third sections introduce research questions and objectives of research respectively while the fourth and fifth sections introduce the scope of the research and the research structure.1 Background As Mohamad Salim Zahargier, Nimalathasan Balasundaram, (2011), employees are the most valuable asset in any organization. A successful and highly productive business can be achieved by engaging them in improving their performance. Not all employees are equal in their working and they have different modes of working in that some have the highest capability regardless of the incentive while others may have an occasional jump-start. If they are handled effectively, the result can be greater productivity and increased employee morale. Employees in a firm are required to generate a total commitment to desired standards of performance to achieve a competitive advantage and improved performance for sustaining that competitive advantage at least for a prolonged period of time, if not forever. According to Judge & Ferris (1993), perhaps there is no human resources system more important in companies other than performance evaluation and the ratings of employees’ performance represent critical decisions that highly influence a variety of subsequent human resources actions and outcomes. According to General Statistics Office of Vietnam (2007) (citation by McKinsey (2012)), Vietnam’s economy continues to grow strongly, with GDP in 2006 growing 8.2 percent (IMF, 2006) and in 2007 at 8. Both the industry and service sectors (which include trade, hospitality and tourism, banking, education, real estate, and consulting services) contributes 1 TIEU LUAN MOI download : [e-mail] 40 percent to the total country GDP while the portion for agricultural sector (where 57 percent of the total population is employed) was merely 20 percent. At the end of 2005, the population of Vietnam was 83. Seventy percent of this population is living in rural areas versus 30 percent living in urban areas. Overall, 95 percent of the country’s population is in the labor force. To facilitate a transition toward higher productivity operations, Vietnam needs to replace low wage costs with new sources of comparative advantage. Though Vietnam has clearly established itself as an attractive investment location for foreign investors, it lags behind many of its Asian peers in overall international competitiveness rankings. In the World Economic Forum global competitiveness ranking, 2010-2011, Vietnam’s ranked 50 out of 139 countries. Many of the areas showing the largest gaps when compared with other Asian economies are well recognized, and Vietnam has already started to address many of these shortcomings. It showed that the employees’ performance of Vietnamese companies have the low efficiency versus other Asian countries. That’s a big issue that Vietnamese companies need to solve in the near future in order to have the high competitive with others. The Vietnam competitiveness ranking is showed in the Exhibit 1. Employees’ performance is an essential part for the success of any organization, and it is affected by number of factors. The performance of employees is affected by many factors which come from both inside and outside such as leadership, earning, promotion opportunities, working environment, employee employer relationship, leadership commitment, organizational factors and etc.2 Research questions and objectives This research is to identify, measure factors affecting employees' performance and determine the relationship among them. The research questions are presented as: - Are there identifiable factors affecting employees' performance? - How is the relationship between these factors and employees' performance? Which will influence employees’ performance the most? The objectives of this research are to: - Identify the organizational factors that impact employees’ performance in Vietnamese companies - Determine the impact of each factor on employees' performance. 2 TIEU LUAN MOI download : skknchat@gmail.1: Vietnam competitiveness ranking, 2010-2011 Source: World Economic Forum Global Competitiveness Report 2010–11; McKinsey Global Institute analysis 1.3 Research scope Vietnamese companies are numerous and of different types. However due to the limitations of data availability, research funds and time, the scope of this research is therefore limited to all kinds of Vietnamese companies in the Southern Area of Vietnam Respondents of this research include department head, managers, team leaders and supervisors. The employees’ performance will be evaluated by the result at the end of 2011. The research duration is six months.4 Research contribution The contribution of this research is finding the way to improve the employees' performance in Vietnamese companies by focusing on improving the organizational factors defined in measurement scales. 3 TIEU LUAN MOI download : skknchat@gmail.5 Research structure This thesis comprises five chapters. Chapter 1 named as “Introduction” generally introduces the subject area interest with defined problems, research questions, research objectives, scope of the research and sources of information to be collected for the research. Chapter 2 named as “Literature Review” summarizes concepts and theories relating to employees’ performance in previous studies which are linked to this research. From such review, basic theories for studying will be synthesized to develop an initial research model and hypotheses used for the research. Chapter 3 named as “Research Methodology” introduces and reports the research process together with the analyzed results of pilot survey. Chapter 4 named as “Data Analysis” reports the analysis results of data collected from the survey. Chapter 5 named as “Conclusions” discusses the main finding in Chapter 4 the implications of the result, based on which conclusions and recommendations are provided. 4 TIEU LUAN MOI download : [e-mail] CHAPTER 2 LITERATURE REVIEW 2.1 Introduction In this chapter, theoretical background and review on previous studies are presented. This Chapter includes three sections. The first section is theoretical review relating to critical factors and employees’ performance. The second section presents the Research model. The last section describes the hypotheses development for this research.2 Theoretical review In this part, theoretical review of employees' performance and organizational factors on previous studies are presented. In addition, the relationship between employees' performance and organizational factors is also presented.1 Employees’ performance According to Armstrong and Baron (1998), performance management is a strategic and integrated approach to delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. It supports the rationale that people and not capital provide organizations with a competitive advantage (Reynolds & Ablett, 1998). The purpose of performance management is to transform the raw potential of human resource into performance by removing intermediate barriers as well as motivating and rejuvenating the human resource (Kandula, 2006). Competitive capacity of organization can be increased by building strong people and effectively managing and developing people (Cabrera & Banache, 1999) which is in essence performance management. According to Kandula (2006) the key to good performance is a strong culture. He further maintains that due to difference in organizational culture, same strategies do not yield same results for two organizations in the same industry and in the same location. A positive and strong culture can make an average individual perform and achieve brilliantly whereas a negative and weak culture may demotivate an outstanding employee to underperform and end up with no achievement. Therefore organizational culture has an active and direct role in performance management. Murphy and Cleveland (1995) believe that research on culture will contribute to the understanding of performance management. Magee (2002) contends that 5 TIEU LUAN MOI download : skknchat@gmail.