In addition, the group of employees with 10 years or more of seniority also has an impact on the commitment of employees to the organization. However, this is an objective factor, so the author would like to not give an opinion on this factor.
About training and promotion
With the impact on Organizational Commitment of 0.283 for affective commitment, 0.269 for maintenance commitment and 0.300 for ethical commitment, this is the factor with the greatest impact and needs to be given top priority.
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The average score of employees' perception of the bank's training and promotion system is 3.233 with an average standard deviation of 0.523. This level is still at the average/no opinion level. Therefore, the bank needs to be more serious in proposing and implementing solutions to improve employees' perception of this issue. This is especially important when this is the leading factor in terms of impact coefficient on employees' commitment to the organization.
Training does not necessarily mean attending courses, training and being certified. Training is sometimes just mentoring and instructing new employees by managers and experienced employees. Training does not only focus on training professional knowledge but also includes training in management skills, communication, negotiation, problem solving, time management, etc. It not only helps and creates promotion opportunities for competent people but also increases their commitment to the organization.
- The bank needs to have a policy to encourage self-training in units. Because when participating in training and being trained, employees not only gain and learn more experiences they have not had, but they can also develop their hidden qualities that they have not yet realized. From there, they have changes such as changing their work position to better suit the job (complementing the job characteristics). Or being promoted to higher positions. The bank needs to have specific regulations for units or managers on training standards.
Personal training goals, weekly, monthly, quarterly must have internal training and talks within the unit.
- Accelerate the completion of the bank's training center. Expand training or cooperate with reputable centers to provide centralized training for employees. Periodically organize annual professional exams for employees to review the knowledge, policies, procedures, and regulations of the bank, thereby providing good support for the work process.
- Promote support for employees who wish to study at higher levels. Most employees want to be promoted or at least improve their working capacity after a certain period of time. Depending on the financial and human resources situation of the unit, the bank needs to realize training policies by organizing short-term training courses for a group of employees, or can also support partial or full tuition fees for employees who choose to study knowledge training courses for their work. The bank should also have binding contracts for employees when sending them to study paid courses.
- Finally, the bank must demonstrate to all employees that those who are capable and dedicated to their work will be given the opportunity to advance. When there are vacant or new management positions in the units, priority should be given to considering those who have made efforts to contribute to the business before deciding to recruit new managers from outside. This needs to be done regularly, so that when employees see it regularly, they will feel the attention and recognition of their superiors for their contributions, thereby becoming more attached to the organization.
About workers' income
The impact of Income on Organizational Commitment is respectively
0.175 for emotional attachment, 0.173 for maintenance attachment and 0.158 for moral attachment. This is the second factor in terms of impact coefficient.
The average employee perception of income is: 3.155 with an average standard deviation of: 0.589. This means that the majority of MB employees in Ho Chi Minh City still do not appreciate the income that MB brings to them. Or they do not see this income as commensurate with the effort they have put in. Therefore, the bank needs to be more serious when reviewing this issue.
Banks need to develop appropriate salary policies. Paying too low a salary compared to the employee's contribution will reduce employee commitment to the organization and thereby increase employee turnover intentions. Salary increases are sometimes a burden on the organization, so there is a need for specialized salary policies for different groups of employees.
In general, according to comparative information from the press in recent years, MB has always had an average salary in the top of the Vietnamese banking system. However, press statistics also forget that labor productivity, or more precisely, the average profit rate per employee at MB in recent times has always been at the top of the system. Statistics show that MB's staff always work under high pressure and always strive to exceed the set targets. Therefore, the bank needs to make many adjustments so that employees feel that they are being rewarded appropriately for their contributions:
- There needs to be a clear distinction between the salaries of departments that are under high pressure and have high contributions to bringing profits to the bank. Although all positions and departments work together and contribute to the overall development. However, there still needs to be a difference, specifically increasing the difference for employees in the business department.
- MB's business salary is applied based on the evaluation results of the previous 6-month period, then combined with the business coefficient of the entire branch in the previous month. Thus, a contradiction arises: employees/departments with higher 6-month evaluation results have received higher rewards than other employees/departments. But they still receive a higher monthly rate even though the results are
The work results are lower. And the employees/departments that are trying hard in the present have to wait until the end of the 6-month period to have this result recorded and enjoy the results from then on. Another contradiction is that employees/departments in the same branch are subject to the same general rate from the branch's operating results. Thus, if in the previous month, an employee/department unfortunately caused a major risk that severely affected the branch, all other employees/departments will suffer the same fate even though they did much better that month. Similarly, in the following month, if the results are very good, the rate of excellent employees/departments will also be enjoyed as the employees/departments that did not do well. The proposed solution is to shorten the evaluation period to quarterly or monthly, and apply the business salary calculation in the following month. Or in the best case, the bonus rate is given right when evaluating the results at the end of the month. This way, new employees feel that their efforts are rewarded.
- A major issue that cannot be ignored is the seniority salary of long-time employees. At MB, there are currently too many employees holding ordinary positions, working with low productivity but receiving salaries that are sometimes even higher than their managers. This causes dissatisfaction among younger employees. Sometimes it creates an unnecessary tension, or worse, jealousy, which greatly reduces labor productivity, greatly affecting the overall results of the unit. The proposed solution is to gradually reduce the annual increase rate of seniority salary, and increase the performance bonus, in order to motivate those employees, as well as somewhat reduce the feeling of injustice among younger employees.
- Allowances such as business travel expenses, lunch, telephone, etc. are always maintained at absolute value for 4-5 years. At the time of change, the value of the allowances was quite impressive. However, after 2-3 years, with the inflation rate in Vietnam, that number is no longer really attractive. Need to reduce the time of change
change these allowances to 2 years. Or best to lock them into a percentage of the employee's salary.
- Competition programs, rewards for completing work or business targets, business orientation at system, region, area levels need to take place more frequently. This is also an opportunity for employees to always strive to increase their income. Thereby, motivating and encouraging employees to complete the proposed business targets well, at the same time helping them to be more attached to the bank.
About superiors
The impact levels of the Superior factor on organizational commitment are specifically shown: 0.131 for emotional commitment and 0.170 for maintenance commitment.
The average perception index of superiors of employees is: 3.17 with an average standard deviation of: 0.566. This is not a high level. It shows that employees still do not appreciate or feel the relationship with superiors. Therefore, the bank needs to implement solutions to improve employees' perception of this factor. The bank needs to enhance the role of leaders, support and encourage them:
- Share and provide information regularly to employees in the unit. When employees receive information support from their superiors, they will feel that they are sharing the difficulties of the unit, feel respected and that will bring higher work efficiency. When there are new policies, regulations, and rules, managers need to inform all employees to know and understand the content of the changes. Organize meetings to get employees' opinions when there are changes in policies, work, work...
- Management needs to acknowledge employees' contributions and reasonable suggestions that can be used to advise senior leaders of the bank. With this sharing method, employees will have the opportunity to contribute their opinions and share their difficulties.
- Treat employees fairly: fairness through evaluating employee capacity, rewarding and paying accordingly. Management needs to properly evaluate employee capacity and create conditions for them to complete their tasks with high efficiency. Evaluating work performance is an important thing to do, when correctly evaluating employee capacity will help increase productivity. When employees are properly evaluated for their capacity, they will be satisfied because they are recognized and from there work more enthusiastically and more effectively. Thereby, they also feel more attached to their workplace.
About welfare
The Welfare factor has a certain impact on organizational commitment through specific data: 0.128 for emotional commitment and 0.137 for moral commitment.
The average employee welfare perception index is: 3.76 with an average standard deviation of: 0.622. It is at the satisfaction level on the 05-level scale. This also shows that MB employees in Ho Chi Minh City have a good assessment of the bank's welfare regime. However, the bank still needs to consider improving employee satisfaction in case there is a need to adjust welfare to suit the business situation of each unit.
5.2. LIMITATIONS OF THE TOPIC AND FURTHER RESEARCH DIRECTIONS
5.2.1. Limitations of the study
This study also brings certain results and contributions, partly helping MB Bank understand the factors affecting employee commitment to the organization. However, like all other studies, this study still has certain limitations as follows:
Firstly, due to limitations in research conditions such as time, cost... the research only focuses on implementation within the Ho Chi Minh City area. Therefore, conducting a survey only in this area will not accurately reflect the entire
MB staff in the entire system. If the survey scope is expanded to the entire system, the research results will be more general.
Second, the research method used in this study is convenience sampling, with small sample sizes and uneven distribution among bank branches in the region. If a larger sample size could be sampled and the probability sampling method combined with the proportional sampling method could be used, the research results would be more profound.
Third, this study only focuses on examining 07 factors affecting organizational commitment (including 03 main components). However, there are other factors affecting organizational commitment that the author has not studied with limited experience and knowledge.
Finally, the author conducted interviews with MB Bank employees in Ho Chi Minh City for the quantitative research component. Despite many efforts, it is inevitable that interviewees will not answer honestly and objectively because they may be afraid that if others know the information they answer, it will cause difficulties for them in their work and they will have a different way of evaluating and viewing them, which may affect their career and their salary and bonus.
5.2.2. Future research directions
From the research results of this topic as well as its limitations, the author would like to propose some further research directions as follows:
Research in a wider scope, such as the southeast region, the south region, the north region, or if possible, the entire MB Bank system. Then the survey data and research results will be more general.
Research with a larger audience, for example the banking system in Ho Chi Minh City area, Hanoi area, or the whole country. Or the financial system, not just banks.
Re-study with larger sample size and probability sampling method combined with proportional sampling method will give more meaningful survey data and survey results.