Objectives, Scope, Questions and Research Subjects

Research: “The impact of organizational culture on employee commitment at 3-star hotels in Nha Trang, Khanh Hoa” by author Bui Hong Chuyen, master's thesis, Nha Trang University in 2014. The author chose the research model of Recardo and Jolly (1997) based on 8 aspects of organizational culture. The author chose 5 aspects: (1) Organizational communication, (2) rewards and recognition,

(3) teamwork, fairness and consistency in management policies, (4) participation and empowerment. In addition, the author added 2 new aspects in his own research: communication and working environment. The research results show that there are 6 aspects of organizational culture that directly affect decisions to commit to the organization: rewards and recognition, fairness and consistency in management policies, communication in the organization, teamwork, communication and working environment. According to the research results of the topic, the factors of participation and empowerment do not affect the commitment of employees to the organization.

Some scholars have a more extensive research direction when conducting research on factors that strongly influence employees' sense of commitment to the organization, specifically scholar Tran Kim Dung is considered to have many studies on organizational behavior and employee commitment to the organization. Research: "Evaluating the level of human resource management in tourism enterprises in Ho Chi Minh City

Minh” (Tran Kim Dung, 1999) shows that the general satisfaction level of employees in the enterprise is above average (3.52/5). With four main groups of factors affecting satisfaction: (1) Work: calculated on average as 3.76/5; (2) working environment (3.74/5); (3) training and promotion opportunities (3.53/5); and (4) income (3.48/5). However, the regression results show that the factor that has the greatest influence on employee satisfaction is the working environment in the enterprise. The factor that has the least influence on employee satisfaction is training and promotion opportunities. In addition, employees with higher education, positions and age often have higher satisfaction levels.

“The impact of corporate culture on employee commitment: The case of FPT Information System Company” conducted by Master Truong Hoang Lam and Doctor Do Thi Thanh Vinh (2012), Nha Trang University. The study was conducted based on the theoretical model of Ricardo and Jolly (1997) with 8 organizational culture variables affecting the level of employee commitment: communication within the company; Training and development; Rewards and recognition; Risk taking by creativity and innovation; Teamwork; Future orientation and planning; Fairness and consistency in management policies; Effectiveness of decision making.

The research results show that there are 7 factors affecting the commitment of employees in the company, all 7 factors have a positive impact and are closely related to the commitment of employees in the company, in which the factor "Teamwork" is the most important, if this factor develops strongly in a positive direction, the level of commitment and loyalty of employees in the company will increase. The research also shows that except for the factor "Future planning orientation", it does not affect the level of commitment to the company. However, this may happen because the data in the study is not enough to verify the linear correlation between the independent variable and the dependent variable, it needs to be considered for comparison in other studies with more observations.

1.5.2 Research in the world

Organizational culture, as expressed in a variety of human resource practices, is an important predictor of organizational success. There have been many studies

worldwide conducted and published on the role and value of organizational culture in organizations and its impact on various organizational outcomes over the past 50 years, especially for metrics such as sales; employee retention; productivity; customer satisfaction; and profits: Campbell, Dunnette, LawlerWeick, 1970; Forehand & Gilmer, 1974; Glick, 1985; Hellriegel & Slocum, 1974; Jame Jones, 1974; Joyce Slocum, 1979; Litwin & Stringer, 1968; Naylor, Pritchard & Ilegen, 1980; Payne & Pugh, 1976; Schneider & Reichers, 1983; Tagiuri Litwin, 1968; Woodman & King.

Abbas Ali Rastegar & Somaye Aghayan (2012) studied the influence of “Organizational culture on organizational commitment in Damghan Training and Education” - A city of Semnan province, Iran. The study showed a strong correlation between supportive culture and organizational commitment of employees. The results of the correlation showed that: (1) there is a positive correlation between organizational commitment and supportive, innovative culture; and (2) there is no significant correlation between bureaucratic culture and organizational commitment of employees. Besides, demographic variables have no significant impact on organizational commitment except gender. The results showed that men have greater organizational commitment than women. The high correlation between supportive and innovative culture and commitment suggests that working in a suitable environment where employees can demonstrate their abilities, talents, and have the right to have a role in decision making can increase their commitment to the organization. On the other hand, a bureaucratic culture with a hierarchical and compartmentalized environment can have a negative impact on employee commitment. This study confirms that organizational culture is an important antecedent of organizational commitment.

Ooi Keng Boon and Veeri Arumugam (2006) studied the influence of corporate culture factors on organizational commitment in semiconductor manufacturing companies in the three states of Perak, Penang and Melaka in Malaysia. The two authors only focused on exploiting four of the eight aspects of corporate culture of Ricardo & Jolly (1997), namely: Training and development, Rewards and recognition, Organizational communication, Teamwork, and how they affect employees' organizational commitment.

The results of factor analysis and Cronbach Alpha testing all met the requirements, specifically the reliability of the four corporate culture factors is shown as follows: organizational communication (0.77), training and development (0.79), rewards and recognition (0.85), and teamwork (0.78) and all four of these factors have statistical significance in influencing the decision to commit to the organization, although at different levels. From the regression model of the study, it has also been shown that Organizational Communication is considered a key corporate culture factor that strongly influences employees' commitment to the organization. This study is very consistent with previous research that has shown that organizational communication is a very important factor in enhancing employee commitment (Varona, 1996). The limitation of this study is that the authors only focused on four of the eight corporate culture factors that affect employees' commitment to the organization. Whether the remaining four corporate culture factors have an impact on employees' commitment to the organization, in a positive or negative direction, or have a greater impact than the four factors that the authors have studied, has not been mentioned.

The study “The Relationship Between Organizational Culture and Organizational Commitment” by O. Manetje and N. Martins, published in Southern African Business Review Volume 13 Number 1, 2009 is an investigation of the relationship between organizational culture and organizational commitment in an engine manufacturing organization in South Africa. The study was conducted on a sample of 371 participants. The survey was conducted using the Organizational Culture Questionnaire (OCQ) and Organizational Commitment Scale (OCS) as the data collection instruments in this study, which aimed to determine the relationship between organizational culture and organizational commitment, based on the organizational culture variables according to Harrison’s (1993) approach, as it classifies organizational culture into four dimensions of culture that can be correlated with organizational commitment: achievement culture, power culture, role culture, and support culture. The results showed that achievement culture was significantly related (p<0.01) to affective commitment (p = 0.0021); power culture was significantly related (p<0.01) to affective commitment (p = 0.0009) and duty commitment (p = 0.0025); role culture was significantly related (p<0.01) to affective commitment (p = 0.0009) and duty commitment (p = 0.0025).

significantly (p < 0.01) related to all dimensions of commitment: affective commitment (p = 0.0002), continuance commitment (p = 0.0087) and deontological commitment (p = 0.0005); supportive culture was significantly (p < 0.01) related to the affective commitment dimension (p = 0.0014). Another implication of this study is that organizations need to assess their culture and employees' organizational commitment before attempting to change or innovate their organizational culture. This will allow organizations to create a preferred organizational culture to support affective commitment. It also appears from the study that the strength culture factor will lead to deontological commitment and continuance commitment, which focuses on employees' commitment based on the costs and obligations of employees to stay with the organization. This suggests that organizations should create a corporate culture that ensures the development of affective commitment. If organizations fail to do so, it will affect the overall organizational commitment, as shown in the research literature. Another study by Nadaraj Naicker: “Organizational culture and employee commitment” (2008) was conducted at Nampak tissue mill in South Africa to study the current organizational culture, preferred organizational culture and current employee commitment. The study was conducted with a sample of 52 full-time employees at Nampak tissue, with a questionnaire consisting of 3 parts (i) biographical information, (ii) organizational culture and (iii) employee commitment. In which the organizational culture question was based on the organizational culture questions developed by Harrison (1992) and the commitment question included questions based on the three levels of commitment according to the model proposed by Meyer and Allen (1990). The three levels are: affective commitment, continuance commitment and duty commitment. The research results showed that the respondents in the study expressed different opinions on the existence of power culture, role culture, achievement culture and support culture. However, the existence of achievement culture was ranked highest and achievement culture was highly appreciated in the organization. Achievement culture had the highest mean value of 3.00 due to the fact that the researchers found that there was a strong presence of achievement culture in the organization. In addition, support culture was also highly appreciated. This finding inferred that the employees of this company believe in the

values, organizational beliefs and open communication. Analysis of the questionnaires assessing employee commitment, showed that employees do not have a strong emotional attachment; Nampak Tissue Paper Mill and they are uncertain about whether they will continue to work for the company. This is clear from the study which found that employees work for the company out of obligation and not out of desire. The commitment levels indicate a workforce that would leave the company if given an opportunity to work at another organization.

Research: "The influence of corporate culture on employee commitment to the organization at a semiconductor company in Malaysia" by author Veeri Arumugam (2006). was conducted according to the Ricardo & Jolly model (1997) surveying a sample of 190 observed variables at a semiconductor manufacturing company in Malaysia, however, the study only used 4 organizational culture variables: Communication; Teamwork; Training and development; Rewards and recognition. The research results showed that all 4 aspects of organizational culture have a significant positive influence on employee commitment. According to authors Ricardo & Jolly (1997) Meyer & Allen (1990) argued and verified in practice that: organizational culture affects organizational commitment. However, the study was conducted at a company with a small sample of observations, so it is not generalizable and representative.

1.6 Significance of the study

The topic has practical significance in studying the impact of corporate culture on employees' positive attitude and commitment to the hotel, which is shown through the following points:

The research results help managers see the correlation between hotel cultural aspects and the level of employee commitment to the organization. From there, managers can develop a positive cultural orientation with the aim of retaining employees, especially good employees, because they are assets, competitive advantages, and one of the important factors determining the existence and sustainable development of hotels in today's fiercely competitive and rapidly changing environment.