Comparing Research Results With Previous Studies

(3) Employees' bonuses must be commensurate with their contributions, (4) Management must always provide feedback on employees' performance.

The “Training and Development” factor includes the following details: (1) Organizing skills and professional training courses within the bank, (2) Orienting and supporting career development for employees, (3) Creating many opportunities for career development within the bank for employees, (4) Clearly communicating career progression and necessary standards for career advancement for employees.

According to the theory presented in chapter 2, the three factors (F1) "Organizational communication", (F5) "Risk acceptance due to creativity and innovation" and (F6) "Teamwork" have an impact on commitment, but the experimental test results show that the above three components do not have a significant impact on employees' commitment to the organization.

4.4.3. Testing the model hypotheses

The results of the regression analysis in Section 4.4.2 show that 3 components (F1) “Organizational communication”, (F5) “Risk taking due to creativity and innovation” and (F6) “Teamwork” were rejected and 4 components were statistically significant in their relationship with employee commitment to the organization, including: (F2) Training and development with a standardized coefficient Beta of 0.160, (F3) Rewards and recognition with a standardized coefficient Beta of 0.174, (F4) Effectiveness in decision making and orientation towards future plans with a standardized coefficient Beta of 0.204, and (F7) Fairness and consistency in management policies with a standardized coefficient Beta of 0.308.

Thus, the study accepts hypotheses H 2 , H 3 , H 4 , H 7 , and rejects hypotheses H 1 , H 5 , H 6 (according to table 4.11).

Table 4.11: Summary table of inspection results

Hypothesis

Hypothesis statement

Test results

H 1

Organizational communication has a positive impact on

employee commitment to the organization

Reject

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Hypothesis

Hypothesis statement	Test results
H 2	Training and development has a positive impact on employee commitment to the organization	Accept
H 3	Rewards and recognition have a positive impact to employee commitment to the organization	Accept
H 4	Effectiveness in decision making and orientation towards future planning have a positive influence on commitment. employee engagement	Accept
H 5	Risk taking due to creativity and innovation has a positive effect on organizational commitment. of staff	Reject
H 6	Teamwork has a positive effect on commitment. employee engagement	Reject
H 7	Fairness and consistency in policies Management has a positive impact on employee organizational commitment.	Accept

4.5. Comparison of research results with previous studies

Through the model testing process, it is shown that there are four components affecting the commitment of employees to the organization at Ho Chi Minh City Joint Stock Commercial Banks:

(1) Training and development, (2) Rewards and recognition, (3) Effectiveness in decision making and future planning orientation, (4) Fairness and consistency in management policies. The remaining three components are communication in the organization, risk taking due to creativity and innovation, and teamwork, which have not predicted the impact on commitment for the current sample data set. However, according to the research results of Truong Hoang Lam and Do Thi Thanh Vinh (2012) on the impact of corporate culture on the commitment of FPT employees, there are up to 7 components of corporate culture that have an impact.

The remaining component, orientation towards future plans, has no effect on the level of FPT employee engagement.

Thus, the results of the study show that there are up to three components that are eliminated with quite a high difference compared to one component eliminated in the previous study. This difference is due to the characteristics of the work of each specific industry. For example, when it comes to the component "Accepting risks due to creativity and innovation", its impact on the commitment of bank employees has not been predicted because most banks have built their own working process and procedures for work clearly according to ISO standards to limit certain risks that can affect the business operations of the bank. And all bank employees are required to strictly follow those processes and procedures. Therefore, being creative to improve the working process is not an easy task, and most bank employees do not intend to be creative because it can cause serious consequences leading to loss of money and can cause many negative effects on themselves. Or as for the communication component in the organization, this component has not yet predicted its influence on employee engagement. This can be explained by the fact that communication in the bank has become very familiar to most employees, and all announcements in the bank are very complete and clear. Therefore, this has become very normal for employees, and employees will not stop working in the bank because of this issue. Finally, the "teamwork" component, this component has also not yet predicted its influence on employee engagement. This can be seen because the positions in the bank all work independently, for example, for tellers, each of these employees works at a separate counter, manages their own cash drawer, and works independently so that all transactions with customers are carried out quickly and accurately. Or for credit officers, each officer must find their own customers, take care of customers to increase deposit sales, ensure credit balance to achieve annual work goals.

However, for the software industry, all three components of organizational communication, risk taking due to creativity and innovation, and teamwork all have an impact on employee engagement. The difference is that for a unit operating in the technology field, most employees always have a desire to learn, work long-term and develop their personal capacity through creativity to create good, useful software, and attract many audiences and accept the risk of failure, continue to learn and develop. A new software is created by the combination and creativity of not only an individual but all members of a group. Therefore, all three factors of organizational communication, risk taking due to creativity and innovation, and teamwork are indispensable factors to increase the level of employee engagement in this field.

4.6. Summary of Chapter 4

Chapter 4 presented the results of testing the measurement model and the research model. Through the steps of testing the measurement model, it shows that:

- The scale of Corporate Culture aspect includes 7 components: Organizational communication, Training and development, Rewards and recognition, Effectiveness in decision making and orientation towards future plans, Acceptance of risks due to creativity and innovation, Teamwork, Fairness and consistency in management policies.

- Organizational commitment is measured by one component and has four observed variables.

The chapter also tests the hypotheses using regression method and draws out four components: Training and development, Rewards and recognition, Effectiveness in decision making and orientation towards future plans, Fairness and consistency in management policies have the main impact on employee commitment to the organization.

Chapter 5 will present the conclusion, propose some implications for management and limitations of the study.

CHAPTER 5: IMPLICATIONS AND SOLUTIONS IN MANAGEMENT

5.1. Conclusion

There have been many studies on the influence of corporate culture on organizational commitment based on the model of Ricardo and Jolly. In each different research environment and different research groups, there will be different results. Likewise, for the group of employees working in the field of joint stock commercial banks, there are only four components:

(1) Training and development, (2) Rewards and recognition, (3) Effectiveness in decision making and guidance on future plans, (4) Fairness and consistency in management policies are the main factors influencing employee commitment to the organization. The remaining three components, namely, organizational communication, risk taking due to creativity and innovation, and teamwork, have not been found to predict the impact on commitment in the current sample data set.

(1). Training and development

(2). Rewards and recognition

(3). Effectiveness of decision making & Future planning and orientation

Attachment to the Organization

employee position

(4). Fairness and consistency in international relations

Figure 5.1: Model of the influence of corporate culture factors on employee commitment to the organization at Ho Chi Minh City Joint Stock Commercial Banks

Thus, the commitment to the organization of employees working at commercial banks in Ho Chi Minh City is influenced by four components of corporate culture:

(1) Training and development includes 4 observed variables: DT1, DT2, DT3, DT4

(2) Rewards and recognition include 4 variables: CN1, CN2, CN3, CN4

(3) Effectiveness in decision making and future planning orientation includes 7 variables: HQ2, HQ3, HQ4, DH1, DH2, DH3, DH4

(4) Fairness and consistency in governance policies include 4 variables: CB1, CB2, CB3, CB4

The Organizational Commitment scale includes four observed variables: CK1, CK2, CK3, and CK4.

In practice, the study has provided managers at commercial banks with a detailed view of the impact of Corporate Culture on employee commitment to the organization and identified key elements of Corporate Culture that need to be improved to increase employee commitment.

5.2. Implications and solutions in management

The study has shown that some aspects of corporate culture have an impact on employee commitment to the organization. This means that improving corporate culture will help improve employee commitment. From there, it suggests that leaders outline appropriate directions to develop corporate culture while promoting employee capacity, improving work efficiency and contributing to maintaining existing human resources, especially talented employees.

According to the research results of the article, it shows that there are four components of corporate culture that have an impact on employees' commitment to the organization. On that basis, the author proposes some implications in management to increase the level of employees' commitment to the organization as follows:

5.2.1. Fairness and consistency in governance policies

The factor “Balance and consistency in management policies” is the factor that has the strongest impact on organizational commitment. The study measures the level of employees’ perception of fairness and consistency in management policies of the workplace through the following variables:

(1) Always be treated fairly like other members

(2) Promotion, reward and discipline policies are fair.

(3) Salary received is commensurate with the level of contribution.

(4) Management is consistent in implementing policies related to employees.

Fairness and consistency in building governance policies are extremely important for any organization. Only when employees feel confident in the bank's policies will they be motivated to continue working. Accordingly, leaders at commercial banks in the Ho Chi Minh City area need to focus on developing corporate culture in this aspect as follows:

First of all, bank leaders need to focus on building policies related to employees such as promotion policies, reward policies, and discipline policies in a fair and consistent manner. All employees have the opportunity to compete fairly and must follow a common rule, regardless of kinship and in the direction of doing well - being rewarded, doing wrong - being disciplined. And of course, all rewards, discipline, and promotions for employees must be widely announced to set an example for employees, motivating employees to strive to do better.

Next, regarding the salary and bonus policy, bank leaders must focus on paying salaries and bonuses to employees commensurate with what employees contribute to the organization. To do this, bank leaders need to build the most accurate and fairest employee performance evaluation tool. This is easy to say but very difficult to evaluate, because in a bank there are many different job positions, so the measurement must fully reflect the nature of each employee's work. Therefore, bank leaders need to build a team of personnel specializing in researching and developing this measurement tool for each job position, and before putting it into use, it must be surveyed in practice with employees to receive the best feedback and make timely corrections to avoid errors when using it.

Indeed, fairness and consistency are essential when developing management policies. Because employees only feel confident in working, trying

Employees strive when they realize that their contributions and achievements of a year are meaningful, highly appreciated and worthy of what they have put in. From there, employees will try harder in the following years to reach higher and higher levels in their work. On the contrary, once employees feel that they are not treated fairly like other employees, they feel that what they put in is useless, then of course the inevitable consequence is that employees will feel bored, dissatisfied, distrustful of the organization and will be able to leave the organization at any time.

5.2.2. Effectiveness in decision making and future planning

According to the study, the factor “Effectiveness in decision making and orientation towards future planning” has a strong impact on employee commitment to the organization, second only to the factor “Fairness and consistency in management policies”. Accordingly, the factor of effectiveness in decision making and orientation towards future planning is measured through the following variables:

(1) Employees are allowed to perform their work to the best of their ability;

(2) The management always collects many sources of information and feedback before making important decisions at work;

(3) Wise decisions by employees bring the best benefits to the Bank in the long term;

(4) Employees are informed about the Bank's annual performance goals;

(5) The Bank's goals create excitement and motivation for employees;

(6) The bank has a clear future development strategy;

(7) Bank managers always plan ahead for changes that may impact business results.

Bank leaders need to pay attention when developing corporate culture in this aspect as follows:

First, the bank's operating goals and future development strategies must be shared regularly and clearly with all employees. The bank can