Chapter IV DATA ANALYSIS
4.4. Hypothesis testing
4.4.3 T-test and ANOVA
For testing the hypothesis 8 this study uses t-test and Anova test the differences between Socio-demographics (gender, age, education) and job satisfaction for the employees who work in who work in the Vietinbank, Vietnam and the differences between job behaviors (working experience and working position) and job satisfaction for the employees who work in the Vietinbank, Vietnam?
To apply or perform a one−way ANOVA, certain assumptions (or conditions) need to exist.
If any of the conditions are not satisfied, the results from the use of ANOVA techniques may be unreliable. The assumptions are:
- Each sample is an independent random sample
- The distribution of the response variable follows a normal distribution
- The population variances are equal across responses for the group levels. This can be evaluated by using the following rule of thumb: if the largest sample standard deviation divided by the smallest sample standard deviation is not greater than two, then assume that the population variances are equal.
Given that you are comparing independent groups, the null and alternative hypotheses are:
H0: 1 - 2 = 0 H1: 1 = 2 # 0
In other words, the null hypothesis is that at all of the groups' population means are equal.
The alternative is that they are not all equal; there are at two population means that are not equal to one another.
- The differences between Socio-demographics (gender, age, education) and job satisfaction for the employees who work in who work in the Vietinbank
+ The differences between gender and job satisfaction
To test the The differences between gender and job satisfaction, t-test is used. Using the alpha of 0.05, the independent t-test indicate the that the average level of satisfaction of male (M=
3.0303, SD=.96432) is not difference from female (M=2.9964, SD=.94215), t (1) = .246, p>0.05. It can be concluded that there is not significant difference between male and female in job satisfaction.
Table 4.7 Differences between gender and job satisfaction Group Statistics
+ The differnent of employee satisfaction among age group
To test the different of employee satisfaction with job among age group, the ANOVA at 0.05 sig. Level is taken ( table 4.11) age group include: 18 - 35 year old, 36 - 50year old, and >
50 year old. The result indicates that employeet in different age group do not have different level of job satisfaction (F= .026; P>0.05)
Table 4.8 The differnent of employee satisfaction among age group JS
Sum of Squares df Mean Square F Sig.
Between Groups .047 2 .024 .026 .975
Within Groups 171.916 188 .914
Total 171.963 190
+ The differnent of employee satisfaction among education level group
To test the different of employee satisfaction with job among education level group, the ANOVA with 0.05 sig. is taken ( table 4.12) education group include: Above bachelor, Bachelor and College. The result indicates that employee in different education level group do not have the different level of job satisfaction (F= 1.277; P=0.05)
Table 4.9 Differnent of employee satisfaction among education level group
- The differences among job behaviors (working experience and working position) and job satisfaction for the employees who work in the Vietinbank, Vietnam
+ The differences among working experience and job satisfaction
To test the different of employee satisfaction among working experience group, the ANOVA with 0.05 sig. is taken ( table 4.13) working experience group group include: 1-10 year, 11 - 20 year and >20 year. The result indicates that employee in different working experience have different level of job satisfaction (F= .709; P > 0.05)
Table 4.10 differences among working experience and job satisfaction JS
Sum of Squares df Mean Square F Sig.
Between Groups 1.287 2 .644 .709 .493
Within Groups 170.676 188 .908
Total 171.963 190
+ The differences between Position and job satisfaction
To test the The differences between Position and job satisfaction, t-test is used. Using the alpha of 0.05, the independent t-test indicate the that the average level of satisfaction of Staff (M= 3.0060, SD=.94596) is not significant difference from Leader (M= 3.0725, SD=.1.00983), t (1) = -.314, P>0.05.
Table 4.11 Differences between g Position and job satisfaction
Position N Mean Std. Deviation Std. Error Mean t Sig. (2-tailed) and job satisfaction for the employees who work in the Vietinbank, Vietnam. So hypothesis H8 is not accepted.
Chapter V
CONCLUSION AND RECOMMENDATION
5.1 Conclusion
Human resources is the key to success, that it's really true in the current period and become more important than ever while the door of international economic integration is opening.
Since the integration and open economy, more and more foreign banks flooded the financial market of Vietnam and the banks in the country, scrambling to expand their many branches. The issue of human resources for banking industry have become "hot"
than ever. The objective of this research is establishing assessment model of employee satisfaction in banking sector and Understanding the factors that affect employee satisfaction and assessing the situation on the satisfaction level of employees in recent years. Since then propose solutions to improve the efficiency of corporate governance for banks in the near future. This research result indicates that that employee satisfaction is impacted by 7 factors X1- Salary, X2- Work feature, X3- Leadership, X4- Colleague, X5- Training and promotion, X6- Working, X7- Welfare. This result consistent with the other result when study the employee satisfaction such as: Tran Kim Dung (2013), Khac Dat
Thus hypothesis H1 to H7 is accepted. For testing the H8 to find out the differences among Socio-demographics (gender, age, education) and job satisfaction for the employees who work in who work in the Vietinbank and job behaviors (working experience and working position) and job satisfaction for the employees who work in the Vietinbank, Vietnam.
However, From the t-test and anova result indicate that there are not differences among Socio-demographics (gender, age, education) and job satisfaction for the employees who work in who work in the Vietinbank and job behaviors (working experience and working position) and job satisfaction for the employees who work in the Vietinbank, Vietnam. So hypothesis H8 is not accepted.
5.2 Recommendations
From the result show that salary is strong impacted to job satisfied. Featuring jobs and current working conditions, most employees feel the basic salary is not commensurate. There are so new enhanced sense of responsibility for employees at work, encourage them to work effectively, positive, enthusiastic, in order to achieve the Bank's objectives and also satisfy the individual needs of staff. For those allowances are being applied, more than 85% of employees are unhappy about the allowances, the Bank needs to raise rates further allowances to ensure that the allowances which are given Bank value and carries a certain significance for each employee. As salaries and allowances, respondents satisfied with this factor. To increase the reward for the staff as the effort of a group both employees and management, however, the policy making material reward timely and deserve to motivate small not for staff efforts and strive to work. Therefore, banks need to improve methods and performance assessment criteria to create a fair and motivation to work for employees.
In addition to ensuring full coverage of the regime, the banks need to pay more attention to the welfare policies for workers. Survey results showed that the degree of satisfaction is not high on the policy. Banks need to add a number of other policy and practical implications.
As the result, the bank should adjust training policy and promotion, about 80% of people surveyed are not satisfied with the training policy of the bank, showed the need for the improvement of knowledge and improve the qualifications of staff in banks is high . Bank to pay special attention to encouraging banks academic staff qualifications, especially those key leadership positions, because the current level of education of banking personnel mainly university, only two master's degree holders.
Promotion policy: The survey showed that only 20% of people surveyed are satisfied with the policy advancement in the company. Equitable policies for promotion and attraction will be the driving force for employees not to effort and striving, closer and tried to contribute to the development of the bank.
Improving the quality of leadership
Over 60% of those surveyed are not satisfied with the leadership of the least recognized the contribution of staff to listen and show the operating methods of the bank's management is really good. In addition to attractive promotion policy and justice, as well as an improved method of quality management team of the bank helps banks accomplish development goals, create stronger confidence for employees on development prospects in the future.
Work feature
Vietinbank should have assigned and working arrangements to suit the characteristics of each job, each part helps people make better employees work in the position they undertake. Need finishing the job description, provides the means and tools to support employees can fulfill their work. In addition, the recruitment policy of the banks also need to complete to ensure recruit people with expertise and technical capability to perform the job well.
Improving the working environment
Colleagues and working conditions are the two factors that the level of satisfaction with the highest number is about 50% of those surveyed. To improve these factors, banks should invest more on infrastructure conditions at work. In fact, in areas dealing with new customers investment and equip the material factors, however, the work area of employees should also be focused to improve work efficiency. Through the union activities to create good relationships between employees with one another, especially those employees working in different departments or other transaction.
5.3 Research contribution
It can be said, at present, one of the elements of competition between firms that policies to attract talent. Bringing satisfaction to employees becoming more urgent than ever because it was so important purpose in the present context it is employee retention. And to examine the degree of employee satisfaction banking sector to enterprises and their work they are undertaking and makes banks have the facility to evaluate the personnel policy and its corporate image told labor market. Vietinbank- a bank is focused on exploiting the strengths of the human factor - customer satisfaction inside and outside is considered one of the key tasks in the context of fierce competition present.
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Appendix
Appendix: Questionnaire (English Version)
I am a Vietnamese graduate student of International Master of Business of Administration program I-Show University, Taiwan. My master thesis is about “ The Relationship between Employee Motivation, Employee Retention and Work Performance in CMI Stone Vietnam JSC.”
Please take about 10 to 15 minutes to answer all of the questions in my survey. The answers will only be used for academic purposes and will be strictly confidential. Thank you in advance for your time and help.
Part I . Motivation and Its effecting factors
Please read the following statements and tick the level agreed under your personal opinion 1 = Strongly Disagree
2= Disagree 3= Neutral 4= Agree
5= Strongly Agree level agreed
Basic salary in line with the nature of work 1 2 3 4 5
Peace of mind with current salary 1 2 3 4 5
Salary commensurate with the level of contributions; 1 2 3 4 5
The appropriate allowances; 1 2 3 4 5
Policy fair and satisfactory reward 1 2 3 4 5
The work represents social position; 1 2 3 4 5
The work allows good use of individual capacity; 1 2 3 4 5 Work suitable for academic and professional qualifications; 1 2 3 4 5 Work to create conditions to improve the skills and knowledge 1 2 3 4 5
The pressure of work; 1 2 3 4 5
The work is fun 1 2 3 4 5
Leadership is courtesy, gentleness; 1 2 3 4 5
Leadership by friendly communication; 1 2 3 4 5
Employees are treated fairly, regardless; 1 2 3 4 5
Leadership has always acknowledged the comments of staff; 1 2 3 4 5
Leadership is knowledgeable 1 2 3 4 5
The friendliness of colleagues; 1 2 3 4 5
The collaboration between staff and colleagues at work 1 2 3 4 5
The mutual support between colleagues; 1 2 3 4 5
Share and help each other in life, 1 2 3 4 5
sharing the knowledge among colleagues 1 2 3 4 5
welfare policy clear and full implementation; 1 2 3 4 5
The welfare of expression thoughtful attention to workers 1 2 3 4 5
Welfare Policy useful and attractive 1 2 3 4 5
Staff are trained for the job and career development; 1 2 3 4 5 Supported staff time and travel costs higher education qualifications; 1 2 3 4 5 The promotion of employees;
The promotion of the company's equity Reasonable working hours;
Facilities good for working;
The safety working environment, comfort and hygiene;
Convenient location works In general he / she likes this job; (
In general he / she satisfied with the company He / she will work in the long term the company
Part II Demographic Information
1. Gender: Male Female
2. Age: 18-35 -50 0 or over 3. Education: Under Bachelor (Associate Degree)
Bachelor degree
4. Your position
Leader Staff
5. Your work experience
Less than5 year 5 -10 years 10 years or more