Limitations of the Study and Future Research Directions

- Enhance the spirit of cooperation between teams through collective emulation movements. When evaluating work results, there should be a part to evaluate the spirit of support and cooperation within the team. Members of a team need to work together to build and integrate with the values, beliefs and culture of the organization because a sustainable organization is a group of individuals who are committed to performing tasks and working towards common goals.

- Organize collective Teambuilding programs, competition programs with rewards for the collective to encourage team spirit, ... enhance the team spirit of members. Through the Teambuilding program, members will participate in indoor or outdoor activities designed to ensure members have the opportunity to experience, develop their own capacity while increasing sharing and cooperation with other members to achieve common goals based on established values. Teambuilding creates a training environment, thematic training, helps measure results before and after training, and also applies modern team development techniques and working groups in the training process.

5.2.4 Employee training and development

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Developing retail services is an inevitable trend of commercial banks in the world and Vietnam in recent times. This trend not only arises from the fierce competitive pressure between banks (domestic and foreign) but is also supported by the remarkable development of technical infrastructure in the late 20th and early 21st centuries. Accordingly, with the support of new technology, banks have the conditions to diversify services and utilities to meet the increasingly diverse needs of customers. New technology allows connecting the entire system, processing transactions almost instantly, minimizing costs and maximizing profits even with the most modest mobilization and lending funds. In addition, the strong trend of individualization, privatization, and equitization of the economy combined with the wealth of a large part of the population in urban areas has opened up many opportunities for banks to target markets.

Targeting these groups rather than focusing solely on corporations, businesses and large financial institutions. After all, the most solid customer base is still the residential and business customer market segment (especially small and medium enterprises). Developing the retail market requires certain conditions: a widespread network, large fixed costs (renting locations, investing in technology infrastructure), and a professional workforce suitable for the nature of retail. Of the three main conditions mentioned above, the first two can be quickly established if there are sufficient material resources. However, the third condition is not easy to create because it is related to the human factor - the most important factor for the reform and development process. Good human resources not only master the network and technology but are also the decisive factor in improving the network, technology, processes, etc. and more importantly, creating and maintaining sustainable relationships with customers. A commercial bank can only develop sustainably if it has a sustainable customer base. Machines, technology, and equipment cannot replace people in this field. Therefore, correctly recognizing the importance of training human resources for the retail service development strategy is essential [7]

- For each different job position, employees are required to have different skills. For training to be effective and avoid wasting costs, it is necessary to first determine the training benefits from the training needs of the trainees, because the bank's training subjects are adults and only acquire new knowledge, suitable for the job and related to their future development. They associate their training goals with personal interests and then with business interests. Therefore, when building a bank training plan, it is necessary to provide situations for the expected trainees to express their desire for training.

- Diversify training forms such as flexible training through job rotation, organizing experience sharing sessions, requiring staff to self-study and self-update, online training, distance training to meet the diverse needs of learners in terms of knowledge, space and time, and training forms.

On-the-job training, etc. In particular, on-the-job training is often applied in foreign banks to take advantage of highly qualified human resources. "Employees learn new work skills through observing colleagues or superiors. This form of training is suitable for training new employees, supplementing new skills for new employees who have just changed jobs or are expected to be appointed to higher positions." They take advantage of the forms of "mentoring", "sponsorship", "advisory" so that experienced people can share their experiences to help others develop long-term career goals.

- Develop courses that are suitable for job needs and personal career development orientation in addition to professional skills such as: teamwork skills, staff management skills, negotiation skills, presentation skills, customer care skills, effective time management skills, problem solving skills, communication skills... creating the premise for implementing plans for reform, innovation and acceptance of change at the executive and implementation levels.

- Develop and update the content of professional standards for each title and job position as a basis for standardizing staff according to different training levels.

- Create favorable conditions and opportunities for employees to rotate positions internally instead of recruiting new personnel. This helps employees understand the field more broadly, have general knowledge, creating the premise for personal career advancement opportunities. The bank also has a reserve team of successors with extensive knowledge and dynamism.

- The standards and conditions for reviewing and evaluating promotions need to be specified and made public to all employees, not only to create a fair playing field but also to be a goal for all members to respond to and strive for.

5.3 Limitations of the study and future research directions

5.3.1 Limitations of the study

Besides the above mentioned challenges, this study also has certain limitations as follows:

Firstly, the level of employee commitment is influenced by many factors, but in this study, we only focus on four elements of organizational culture: information exchange, training and development, rewards and recognition, and teamwork.

Second, the survey subjects were limited to joint stock commercial banks in Ho Chi Minh City area. It is possible that there will be different results for different types of banks and other provinces and regions in the country.

Third, this study only addressed one outcome influenced by organizational culture, which is employee engagement, while several other outcomes have not been considered.

5.3.2 Future research directions

From the above limitations, the author has some suggestions for further research as follows:

In order to increase the reliability and representativeness of the results, it is necessary to conduct research with a larger sample size of about 500-600 samples and survey subjects in different regions across the country. The study is repeated for the regions and the results are compared between regions because each locality has a different culture. Therefore, surveying subjects on a large scale will show more clearly the influence of organizational culture on employee engagement in different regions.

This study only focuses on four elements of organizational culture: communication, training and development, rewards and recognition, and teamwork. However, there are other cultural aspects that should be considered and included in future research.

Furthermore, this study only selected one outcome, employee commitment to the organization, while many other work-related outcomes may also be affected.

Organizational culture factors need to be studied further in the future such as: career satisfaction, job satisfaction, labor productivity, and job completion level.

5.4 Conclusion

A foreign bank when entering the Vietnamese market has adopted the motto "Understanding local culture" to penetrate and build its image, competing with domestic banks. It can be seen that culture is a very important factor in planning business policies and strategic vision that enterprises in general and banks in particular must pay attention to building. Along with the race in science, technology, banking services... culture is a valuable asset for each bank to complete and enhance its brand.

Culture can only exist and develop sustainably in each bank branch when each bank employee understands its nature, and the bank manager specifically sets standards, and at the same time has measures to educate, train and encourage everyone to implement it seriously and voluntarily. Culture is a fundamental factor ensuring the sustainable development of each bank, linking members in implementing the common goals of the entire system. Although culture cannot replace other resources of the bank such as capital, technology, techniques, human resources, etc., it can create an environment and ways to maximize the effectiveness of these resources .

Research topic: " THE IMPACT OF ORGANIZATIONAL CULTURE FACTORS ON EMPLOYEE COMMITMENT AT COMMERCIAL BANKS"

" HO CHI MINH CITY JOINT STOCK COMMERCIAL BANK " was conducted to clarify the relationship between organizational culture and employee engagement. Through that, propose appropriate solutions to enhance employee engagement with the hope that the research results will help leaders of joint stock commercial banks have measurement tools and can orient the construction and adjustment to suit the actual situation.

CHAPTER 5 SUMMARY

Chapter 5 summarizes the results of the study and then presents some recommendations based on the results of chapter 4 to improve employee commitment to the organization. At the same time, chapter 5 also presents some limitations of the study as well as future research directions.

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Internet

[1] http://www.tapchitaichinh.vn/Developing human capital in the banking and finance sector

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