new job or always proactively "job hop" and less affected by the stability of the career.
2.5 Research model & hypotheses
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2.5.1 Definition of influencing factors
This research topic builds an initial linear regression model.
The dependent variable is loyalty, and the independent variables are the following:
2.5.1.1 Nature of work
The nature of the job plays a vital role in human resource management. Job analysis and job design are important tools in the process of ensuring that the nature of the individual matches the nature of the job. This process of ensuring a match helps in achieving the goals of the employee and the organization. Employees only want or intend to stay where they can best develop their abilities and find enjoyment in their work.
2.5.1.2 Salary and benefits
Income, also known as salary, includes: basic salary, allowances, subsidies, bonuses.
Compensation is always one of the most challenging tasks for managers in any business. Businesses often have different views and goals when arranging compensation systems, but in general, they aim at four basic goals: (a) attracting employees, (b) retaining good employees, (c) motivating employees, and (d) meeting legal requirements.
Because when it comes to work and work quality, people often use the income that the job brings to evaluate and measure, so income is often considered a measure of the work as well as the success of the employee. Indeed, high income makes people feel more satisfied in terms of material things.
quality, from there dedicate yourself, focus more on work and try to prove your worth more.
According to Tran Kim Dung (2005), benefits show the concern of the enterprise for the life of the employees, which has the effect of stimulating employees to be loyal and attached to the enterprise. Benefits of the enterprise include: Social insurance, health insurance, unemployment insurance, retirement, leave, holidays, lunches sponsored by the enterprise, subsidies from the enterprise for employees with many children or in difficult circumstances, gifts from the enterprise to employees on birthdays, weddings, longevity celebrations for employees' parents [1].
2.5.1.3 Working environment
The working environment includes working conditions and the colleagues working in that environment.
Working conditions are always of concern to employees because they create personal convenience, create a sense of security, and help employees complete their tasks well.
The working environment is largely determined by the people who work in it. Working in a friendly, competitive environment where people help and support each other will help employees feel more attached to the company.
2.5.1.4 Recognition and rewards
Fair rewards exist only when employees feel that they have been rewarded fairly for the work pressure and the role they fulfill (Netemeyer et al., 1997). Employees who are recognized and rewarded fairly will have a more positive attitude and are willing to act in a way that supports the organization.
2.5.1.5 Training and development
Training is a systematic process of fostering the acquisition of skills, rules, concepts or attitudes that result in a better match between employee characteristics and job requirements. Development is a long-term process of improving the ability and motivation of employees to make them valuable future members of the organization. Development includes not only training but also career and other experiences. (George & Jogn, p.375) [19]
There is growing economic evidence that investment in training is linked to long-term profitability. Training is used as a strategic tool to achieve organizational and employee goals. As a result, employees find it beneficial to stay with the company and grow with it.
2.5.1.6 Leadership/superior
Supervisory support behavior has been the focus of much research attention. Supervisory support is defined as the degree of consideration and support that employees receive from their supervisors (Netemeyer et al., 1997).
The leader's behavior is also a major factor in determining satisfaction. Employee satisfaction increases when their leader is knowledgeable, friendly, knows how to give compliments when employees do a good job, knows how to listen to employees' opinions, and knows how to care about employees' interests (Nguyen Huu Lam, 1998) [6].
A supportive leader must be competent and treat employees fairly, encourage two-way communication, and recognize the contributions of employees to the achievement of organizational goals.
2.5.2 General research model
The initial research model is as follows:
Independent variable
X1: Nature of work
H1
X2: Salary &
welfare
H2
X3: Working environment
H3
Y: Loyalty
wall
X4: Record &
reward
H4
H
5
Dependent variable
X5: Training &
develop
H6
X6: Leadership/
superior
Characteristic variable
(Gender, age,
Figure 2-3: Research model of factors affecting Loyalty
2.6.3 Research hypotheses
H1 (+): The nature of work has a significant impact on employee loyalty
H2 (+): Salary and benefits have a significant impact on employee loyalty
H3 (+): Working environment has a significant impact on employee loyalty
H4 (+): Good recognition and rewards have a significant impact on employee loyalty
H5 (+): Good training and development opportunities have a significant impact on employee loyalty
H6 (+): Good leadership/superior has a significant impact on employee loyalty.
CHAPTER 2 SUMMARY
Chapter 2 presents the theory of Employee Loyalty, perspectives on its measurement scale and its role in the organization. At the same time, after reviewing previous studies on Loyalty, the author selected variables for the research model, including: 6 independent variables: Nature of work, Salary & benefits, Working environment, Recognition & rewards, Training & development and Leadership/superior and 1 dependent variable: Loyalty.
CHAPTER 3: OVERVIEW OF ESQUEL GROUP AND ESQUEL VN
Having built a research model as in chapter 2, including 6 independent variables: nature of work, salary & benefits, working environment, recognition & rewards, training & development and leadership/superior and 1 dependent variable: loyalty, this chapter presents the history of formation and development of Esquel Group and introduces the human resource situation at Esquel Vietnam.
3.1 Introduction to Esquel Group and its factory in Vietnam
3.1.1 Introduction to Esquel Group
Head office name: ESQUEL ENTERPRISES LIMITED (EEL)
Address: Harbour Centre, 25 Harbour Road, Hong Kong
Esquel Group is one of the world's leading manufacturers of premium shirts and T-shirts and is also one of the largest and most advanced textile manufacturers in the world with manufacturing plants in China, Malaysia, Vietnam, Mauritius, Sri Lanka... and a network of branches serving key markets worldwide. (See Appendix 3 for a map of Esquel's factories and branch network).
Esquel was founded in 1978 by Mr. YL Yang and in 1995 handed over the chairmanship to his daughter. With a workforce of 54,000 people and an annual output of up to 96 million products, Esquel Group is a major partner of famous brands in the world such as in the US market including: Polo Raulph Lauren, Tommy Hilfiger, Nike, Banana Republic, JCrew, JCPenney, KOHL'S, ...; the European market including: M&S, Nautica, Esprit, Hugo Boss, Lacoste, ...; and the Asian market including: Muji, Giordano, LG, ... In addition, Esquel also owns a high-end fashion brand called PYE and a chain of retail stores selling this product called Shirtstop in Beijing, Urumqi and Shenyang.
Mission
To be the best supplier of shirts and t-shirts.
Vision
Happy people serve happy customers.
Commit
Providing comprehensive apparel solutions for customer business development.
Production and business data:
Profit in 2011 was 1.2 billion USD, divided by product category as follows:
Other*
18%
Elastic
33%
Shirt
49%
Figure 3-1: Esquel's operating profit by category in 2011
(Data source: EAV)
Products distributed by region in 2011 are shown in the following figure:
Other
11%
Japan 6%
China
10%
Europe 25%
America
48%
Figure 3-2: Esquel's regional product distribution in 2011
(Data source: EAV)
3.1.2 Introduction to Esquel Vietnam factory (Amata Industrial Park)
Company name: ASIA GARMENT MANUFACTURER (VN) CO., LTD,
abbreviated as EAV .
Address: Lot 102/6-1, Road No. 2, Amata Industrial Park, Long Binh Ward, Bien Hoa, Dong Nai.
Total area: 16,800 m2
EAV Company is the predecessor of Asia Company, founded by a Singaporean in 2004. However, Asia's production and business activities were not favorable because it was increasingly difficult to get direct orders from large customers and mainly did processing work, in which Asia used to process for Esquel Vietnam Factory in Binh Duong. In July 2010, Esquel acquired and officially started operating under the leadership of the group with the same name. From the number of 800 official employees and about 200 seasonal workers before transferring to the Group, now the total official employees are up to 1,500 people (employees account for about 12%) and the total expected maximum employees is 2,000 people. The company commits not to use seasonal workers in production and business activities.
Currently, EAV is operating in 2 shifts 1 and 2, without rotation, with 24 lines for Shift 1 and 4 lines for Shift 2, and is increasing recruitment to fill the lines of Shift 2 in order to maximize capacity. Current main customers are Tommy Hilfiger and Nike. EAV is using the annual full-package legal support consulting service of Betterwork Vietnam program and all HR practices are strictly controlled and guided by the customer's Third Party Inspection Committee, Internal Control Committee and Sustainable Development Committee (CSR) of the Group. Therefore, EAV is proud to be a unit that always strives to comply with and above Vietnamese labor laws as well as strictly comply with commitments to customers.