Factors influencing employee commitment through the mediator job satisfaction - A study of office staffs in Ho Chi Minh city

This paper examines the relationship between employee-Related factors and employee commitment through the mediator job satisfaction of office employees in Ho Chi Minh City. The conceptual model is adapted from previous research and Herzberg’s two-factor theory. The theory emphasized the certain elements belonging to two categories intrinsic and extrinsic value that lead to people’s satisfaction. Four factors include Training, Pay, Working Environment, and Leadership. The data is collected through questionnaires from 422 office staffs in Ho Chi Minh; then only 395 qualified responses are analyzed. SPSS and AMOS tools are used to analyze the data through Reliability test, Model fit test, SEM method. The final result reveals that all factors are significantly related to Job Satisfaction meaning these variables also have indirect positive relationship with Employee Commitment through the mediator. This research is useful for organizations which aim to build the commitment strategy for keeping best talents in the company

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Factors influencing employee commitment through the mediator job satisfaction - A study of office staffs in Ho Chi Minh city
hrough the mediating variable 
Job Satisfaction. 
5.2. The limitation of the study 
Firstly, this study just collected 395 
samples of office staffs in Ho Chi Minh. It 
cannot cover all the Vietnamese companies. 
Secondly, because of the time limitation, data 
is collected by the open-ended questionnaire 
and the statements already listed for people to 
answer based on Likert Scale. The 
participants cannot provide their own opinions 
and evaluations. Finally, there are also many 
factors that affect the performance but not 
included in this study such as Job-itself, work-
life balance etc. derived from Herzberg's 
theory. 
5.3. Recommendation 
Leadership explains 35.8% to a variance 
of Job satisfaction. The organizations are not 
going to be successful if there is no 
contribution from each employee. Hence,. the 
management team should consult employees 
when making decisions that are relevant to 
their interests so that employees notice their 
necessary role within the company, and their 
dedication is valuable. Each leader continues 
learning, cultivating his or her leadership 
skills, timely modifies policies that cause 
employee dissatisfaction, designs feedback 
boxes that help employees freely contribute 
their ideas to leaders, thereby helping each 
other to increase work efficiency. Good 
worker does not always become a wise leader 
 Bui N. B. Khue & Ho N. Quang. Journal of Science Ho Chi Minh City Open University, 7(4), 112-128 125 
(Syptak, 1999). The supervisors have to 
cultivate leadership skills, treat people fairly 
and limit the negative comments. 
Working Environment has a positive 
relationship to Job satisfaction and increases 
commitment so the companies should 
facilitate for employees to work in a new 
environment if possible. For example, one or 
two days a week, they can sit next to their 
favorite colleagues or work outside the office. 
Company shall remodel the workspace to 
promote cooperation and creativity but still 
keep enough private space for each employee. 
It cannot be denied that salary and 
compensation are the most concern when 
entering the new company. Management team 
should always review the reward strategy in 
association with other factors that influence 
Job satisfaction such as companies’ 
recognition of employee’s good performance 
by giving monetary reward or HR 
departments’ regular review of base pay rate 
and flexible contingent pay. Key Performance 
Indicator is used not simply giving workers 
benefit but also promoting people in their 
career path which is an essential concern by 
employees. 
 Furthermore, the improvement of the 
training program is also the method to retain 
key office employees. The training program 
ought to be designed as short, concise and 
with helpful content to reduce lassitude of 
employees. Moreover, Cross-Training should 
be applied since it decreases training cost for 
organization and increases the working 
process and peer relationship, Cross-Training 
is when organization create an opportunity for 
employees to enhance the proficiency levels 
beyond their ordinary responsibility and 
capture the workflow of other positions 
(Vasanthi, 2017). As long as the members of 
the group can understand other’s job, they are 
more willing to support when someone needs, 
thereby each worker can realize their latent 
strength
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