Research Design 3.3.1.Survey Subjects

accepted when the total extracted variance is equal to or greater than 50%.

3.2.3 Regression analysis and relationship testing:

Linear regression analysis to know the impact intensity of independent variables on dependent variables. From there, the suitability of the model will be checked, multiple regression models will be built, and hypotheses will be tested. Acceptance and interpretation of regression results cannot be separated from research hypotheses. Therefore, in regression analysis, the author has tested the research hypotheses of the regression function. If those hypotheses are violated, the estimated results of the parameters in the regression function will not reach reliable values.

To test the relationship between employee satisfaction and organizational commitment in the research model, the correlation method with Pearson's correlation coefficient, denoted by the letter "r", is used, the value is in the range of -1 < r < +1. If r > 0, it represents a positive correlation, otherwise, r < 0 represents a negative correlation.

A value of r = 0 indicates that the two variables do not have a linear relationship.

| r | -> 1: the stronger the relationship between the two variables

| r | -> 0: the relationship between two variables is weaker

The significance level “sig” of the correlation coefficient is as follows:

< 5 % : fairly close correlation < 1 % : very close correlation

>5% : no correlation

Next, use multiple linear regression to determine the significance level and linear correlation of the variables in the model.

3.3. Research sample design 3.3.1. Survey subjects

In order to ensure a theoretical basis for the survey, and at the same time ensure that it is consistent with the actual situation, in the preliminary research phase, the subjects selected for group discussions and expert interviews were a number of employees at commercial banks in Ho Chi Minh City.

Next, in the official research phase, the survey subjects were middle-level employees at 10 large commercial banks in Ho Chi Minh City.

3.3.2.Size and method of sampling

The sample size depends on the analysis method, in this study, exploratory factor analysis (EFA) is used, according to Gorsuch (1983) cited by MacClall (1999) that the number of samples should be 5 times the number of observed variables or more; according to Hoang Trong and Chu Nguyen Mong Ngoc (2005) also said that the ratio is 4 or 5 times. According to Leedy and Ormrod (2005), the larger the sample size, the better, to ensure representativeness and to reserve for those who do not respond or do not respond completely. With 38 observed variables, this study needs at least 190 survey samples.

In addition, according to Tabachnick & Fidell (1991), for regression analysis to achieve the best results, the sample size must satisfy the formula (cited in Ho Minh Sanh, 2010):

n ≥ 8k + 50

In which, n is the sample size, k is the number of independent variables of the model. In this way, with 8 independent variables, the study needs at least 114 survey samples.

Thus, the minimum sample size for this study is 190 survey samples.

The sampling method used in the study is convenience sampling, the survey subjects are employees at commercial banks in Ho Chi Minh City.

3.4. Building a scale

3.4.1. Scale construction process

The construction of the scale used in this study was carried out through the following steps:

- Select the type of research scale: choose Meyer and Allen's scale to assess the level of commitment to the organization.

- Group discussion on the components of job satisfaction according to the JDI job description index scale and additional components.

- Pilot survey to assess the suitability of the factors in the scale and readjust the scale before putting it into official research

3.4.2. Job satisfaction scale

The job satisfaction scale is built on the famous JDI scale (Job Description Index) with 5 aspects to measure the level of employee satisfaction with work, and 3 more components are added based on qualitative research to suit the conditions of Vietnam. The factors affecting job satisfaction according to the JDI scale used in the study include 5 components: (1) nature of work, (2) leadership, (3) salary, (4) training and promotion opportunities, (5) colleagues; the study recommends adding 3 more components: (6) brand, (7) innovation, (8) work pressure.

A 5-point Likert scale was used for the study, with the larger number indicating greater agreement: (1) Strongly disagree, (2) Disagree, (3) Neutral, (4) Agree,

(5) Strongly agree;

3.4.2.1 Scale of employee perception of the nature of work

Employee perceptions of the nature of work, denoted CV, includes five observed variables denoted from CV1 to CV5.

Table 3.1 Scale of work nature

Variable symbol

Observation variable
CV1	The job allows you to make good use of your personal abilities.
CV2	You are encouraged to be creative in your work.
CV3	When you do a good job, you will be well evaluated.
CV4	Your job is challenging.
CV5	I like the job I do.

Maybe you are interested!

Source: JDI scale (1969) revised

3.4.2.2 Scale of employee perception of leadership factors

Employees' perceptions of leadership influence, denoted LD, includes 9 observed variables denoted from LD1 to LD9.

Table 3.2 Leadership Factor Scale

Variable symbol

Observation variable
LD1	Your organization's promotion and reward policies are fair.
LD2	Employee evaluation is fair and accurate
LD3	Leaders always pay attention to employee development assessment.
LD4	Leaders care about understanding employees' opinions and thoughts.
LD5	Comfortable environment for employees to express their opinions
LD6	Employees are respected and trusted in their work
LD7	Leaders have polite and gentle manners.
LD8	In general, employees are treated fairly, without discrimination.
LD9	The organization gives you the flexibility and authority you need to do the job with the desired results

Source: JDI scale (1969)

3.4.2.3 Scale of employee perception of salary factor

Employee perception of salary factor, denoted TL, includes 4 observed variables denoted from TL1 to TL4

Table 3.3 Salary Factor Scale

Variable symbol

Observation variable
TL1	Employees can live entirely on bank income.
TL2	The salary you receive is commensurate with your work results. mine
TL3	You are paid a high salary compared to the general salary level of the market.
TL4	Salary payment among employees in the organization is fair/reasonable

Source: JDI scale (1969)

3.4.2.4 Scale of employee perception of training and promotion factors

Employees' perceptions of training and advancement factors, denoted DT, include 7 observed variables denoted from DT1 to DT7.

Table 3.4 Scale of training and promotion factors

Variable symbol

Observation variable
DT1	You have the skills needed to do the job well.
DT2	You can participate in training programs as required. of work
DT3	You have many opportunities for promotion at your current bank.
DT4	Overall, training in the organization is effective.
DT5	You are informed of the requirements for promotion.
DT6	The assessment process helps you to have a clear plan for training, personal career development
DT7	The review has really helped me improve my quality. do the job

Source: JDI scale (1969) revised

3.4.2.5 Scale of employee perception of colleague factor

Employees' perceptions of co-workers, denoted DN, include three observed variables denoted from DN1 to DN4.

Table 3.5 Scale of co-worker factors

Variable symbol

Observation variable
DN1	People work together to get things done
DN2	Bank staff have a working style that is urgent and punctual.
DN3	The staff are friendly and accommodating.

Source: JDI scale (1969) revised

3.4.2.6 Scale of employee perception of brand factors

Employee perception of brand factor, denoted TH, includes 4 observed variables denoted from DN1 to DN4.

Table 3.6 Brand factor scale

Variable symbol

Observation variable
TH1	I believe there is a bright future working for the bank.
TH2	You are proud of your bank brand
TH3	The bank always creates high quality products/services.
TH4	Customers are satisfied and appreciate the bank's products and services.

Source: Crossman and Bassem (2003)

3.4.2.7 Scale of employee perception of innovation factor

Employee perceptions of brand elements, denoted DM, include three observed variables denoted DM1 to DM3.

Table 3.7 Scale of innovation factors

Variable symbol

Observation variable
DM1	Your bank has a flexible and fast way of working.
DM2	Your bank regularly improves its working processes.
DM3	Your bank encourages efforts to make a difference, improve

Source: Crossman and Bassem (2003)

3.4.2.8 Scale of employee perception of work pressure factor

Employee perception of brand factor, denoted AL, includes 3 observed variables denoted from AL1 to AL3,

Table 3.8 Scale of work pressure factors

Variable symbol

Observation variable
AL1	Colleagues in the department often have to work overtime. or bring work home to keep up with progress
AL2	Due to work pressure, you have little time for yourself and your family.
AL3	Your colleagues are often under high work pressure.

Source: Crossman and Bassem (2003)

3.4.3. Scale of employee commitment to the organization

As presented in chapter 1, the study builds and uses the organizational commitment scale based on the Meyer & Allen scale, because the Meyer and Allen scale predicts and explains employee commitment in the organization better. The components used to measure organizational commitment used in the study include 3 components: (1) affective commitment, (2) maintenance commitment, (3) moral commitment. The organizational commitment scale includes components with the following observed variables:

Component 1: Emotional commitment to the organization(symbol: TCAM) includes 7 observable variables denoted from TCAM1 to TCAM7

Table 3.9 Scale of affective organizational commitment

Variable symbol

Stated
TCAM 1	In some ways, you see the organization as your second home. me
TCAM 2	I am proud to work in the organization.
TCAM 3	I am glad that I chose the organization to work for.
TCAM 4	The organization is very important to you.
TCAM 5	Do you feel like a member of the organization's family?
TCAM 6	Do you feel that the organization's problems are also our problems? your problem
TCAM 7	Do you feel like you belong to the organization?

Source: Allen and Meyer (1991)

Component 2: Commitment to the organization to maintain(symbol: DTRI) includes 6 observed variables denoted from DTRI1 to DTRI6

Table 3.10 Scale of organizational commitment to retention

Variable symbol

Stated
DTRI 1	Staying with the organization now is essential for you.
DTRI 2	Even though you want to, you feel it is difficult to leave the organization at this time. towel for you
DTRI 3	Your life will be greatly affected if you leave the organization at this time.
DTRI 4	If you leave the organization now, you won't have much. other options
DTRI 5	If you don't invest a lot in the organization, then perhaps he/she has left
DTRI 6	If you leave the organization, it will be difficult for you to find another job like here.

Source: Allen and Meyer (1991)

Component 3: Organizational commitment for ethics(symbol: DDUC) includes 6 observed variables denoted from DDUC1 to DDUC6

Table 3.11 Scale of Ethical Organizational Commitment

Variable symbol

Stated
DDUC 1	Do you feel a responsibility to stay with the organization?
DDUC 2	Even though there is a better job elsewhere, you feel that your job is not worth it. leaving the organization is not advisable
DDUC 3	You would feel guilty if you left the organization at this time.
DDUC 4	An organization worthy of your loyalty
DDUC 5	You cannot leave the organization at this time because of your sense of responsibility. your responsibilities to everyone in the organization
DDUC 6	The organization has brought you many things, you feel you

Source: Allen and Meyer (1991)

CONCLUSION OF CHAPTER 3

This chapter presents the research method implemented in the topic to build and evaluate the scales and theoretical models. The number of samples included in the official study is 361 samples. Employee job satisfaction is measured by 8 components including 38 observed variables. Organizational commitment is also measured by 3 components including 19 observed variables. The collected data will be processed by SPSS 16.0 statistical data analysis program to provide research results.

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