H3g: As the level of satisfaction with the working environment increases or decreases, the level of employee commitment to maintain the organization also increases or decreases.
H3h: If the level of satisfaction with job pressure increases or decreases, the level of employee commitment to maintain the organization decreases or increases (the impact is in the opposite direction).
Hypothesis group H4: Test the relationship between the level of satisfaction with job components and the level of employee moral commitment to the organization.
H4a: As the level of job satisfaction increases or decreases, the level of employee moral commitment to the organization also increases or decreases.
H4b: As the level of satisfaction with leadership increases or decreases, the level of employee moral commitment to the organization also increases or decreases.
H4c: As the level of salary satisfaction increases or decreases, the level of employee moral commitment to the organization also increases or decreases.
H4d: As the level of satisfaction with training and promotion opportunities increases or decreases, the level of employee moral commitment to the organization also increases or decreases.
H4e: As the level of satisfaction with coworkers increases or decreases, the level of employee moral commitment to the organization also increases or decreases.
H4f: As brand satisfaction increases or decreases, employee moral commitment to the organization also increases or decreases.
H4g: As the level of satisfaction with the working environment increases or decreases, the level of employee moral commitment to the organization also increases or decreases.
H4h: If the level of satisfaction with job pressure increases or decreases, the level of employee moral commitment to the organization decreases or increases (the impact is in the opposite direction).
Summary
This chapter presents the theoretical basis of job satisfaction and employee commitment to the organization. The study used the JDI scale of Smith et al (1969) with the addition of three new components (brand, working environment and work pressure) and the Meyer & Allen scale (1991) to measure the impact of job satisfaction on employee commitment to the organization. At the same time, the study also built a proposed research model and developed research hypotheses.
In chapter 2, the study will briefly present the history, organizational structure and personnel of the Bank for Agriculture and Rural Development of Ben Tre.
CHAPTER 2
GENERAL INTRODUCTION OF BEN TRE BANK FOR AGRICULTURE AND RURAL DEVELOPMENT
2.1. General introduction to Ben Tre Bank for Agriculture and Rural Development
2.1.1. General introduction
On March 26, 1988, the Bank for Agriculture and Rural Development of Ben Tre province was established under Decision No. 39/NH-TCCB dated March 26, 1998 of the Governor of the State Bank of Vietnam.
Bank name: Ben Tre Bank for Agriculture and Rural Development
Bamboo.
Transaction name: Ben Tre Bank for Agriculture and Rural Development.
2.1.2. Organizational structure.
Since its establishment, the branch has a small network with 01 provincial headquarters, 07 district branches: Ba Tri, Binh Dai, Chau Thanh, Cho Lach, Giong Trom, Mo Cay and Thanh Phu. After 24 years of construction and development, up to now, NHNo & PTNT Ben Tre has developed according to the model of a modern multi-functional bank, with a wide network in all districts, cities and transaction locations in all communes in Ben Tre province.
Currently, NHNo & PTNT Ben Tre has 01 head office, 09 branches in districts, cities, Dong Khoi, 10 inter-commune branches and 12 transaction offices. As of December 31, 2012, there were 485 employees working at NHNo & PTNT Ben Tre with the following organizational structure: (see diagram 2.1)
Planning and Business Department
Capital Department
Marketing Department
Internal control department
Human resources department
Accounting-Treasury Department
Computer room
P. Branch Manager Level 1
Branch Manager Level 1
P. Branch Manager Level 1
Branch Manager Level 2
P. Branch Manager Level 2
P. Branch Manager Level 2
Accounting-Treasury Department
Credit department
Human Resources Department
Transaction offices in communes
Figure 2-1. Organizational structure chart of Ben Tre Bank for Agriculture and Rural Development
2.1.3. Business performance results
Unit: Billion VND, %
Year
Target
2007 | 2008 | 2009 | 2010 | 2011 | 2012 | |
1. Total revenue | 345.8 | 484.4 | 666.1 | 537.4 | 754.4 | 1283.5 |
- Interest on loans | 334.5 | 439.6 | 602.9 | 437.6 | 623.8 | 1078.2 |
- Service fee | 2.4 | 3.5 | 3 | 5.9 | 7.9 | 9.3 |
- Other income | 8.9 | 41.3 | 60.2 | 93.9 | 122.7 | 195.5 |
2. Total cost | 270.6 | 425.2 | 584.4 | 482.3 | 669.2 | 1058.2 |
- Deposit interest payment | 75.7 | 167.9 | 322.7 | 226.8 | 395 | 697.8 |
- Cost of using project and central capital | 111.7 | 152.4 | 155.2 | 153.4 | 162.4 | 195.8 |
- Management costs | 77.3 | 95.5 | 97 | 93 | 102 | 153 |
- Other expenses | 5.9 | 9.4 | 9.5 | 9.1 | 9.8 | 11.6 |
3. Difference between income and expenses ( Not yet ) wage ) | 75.2 | 59.2 | 81.7 | 93.1 | 125.9 | 225.3 |
4. Average input interest rate | 0.66 | 0.66 | 1.2 | 0.80 | 0.91 | 1.05 |
5. Average output interest rate | 1.19 | 1.18 | 1.50 | 0.97 | 1.18 | 1.36 |
6. Interest rate differential | 0.53 | 0.52 | 0.30 | 0.17 | 0.27 | 0.31 |
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(Source : Business performance report of NHNo&PTNT, Ben Tre province branch from 2007 to 2012 )
In 2007, the competition between commercial banks began to improve when commercial banks opened branches in Ben Tre province . However, the interest rate gap between branches still reached the highest level in the past 10 years, but the difference between revenue and expenditure decreased due to the higher growth of mobilized capital compared to outstanding credit . From the financial results in 2007, it can be seen that the financial situation of branches still achieved good results in the early stages of competition . In 2008 and 2009, due to fluctuations in the economic situation and the impact of prolonged inflation, commercial banks were forced to enter the race to increase interest rates . They began to narrow the interest rate gap between input and output to retain deposit customers and attract new customers to have enough capital for business. In 2008, the interest rate gap decreased to 0.30% (2009) ; 0.17% ( 2010 ) and 0.27% ( 2011 ), the lowest interest rate difference in many years. Faced with financial difficulties, the board of directors decided to save costs such as: spending, limiting the purchase of equipment, labor tools, fixed assets, so the difference between revenue and expenditure in 2009 and 2010 still ensured enough salary for the entire unit. The financial results in 2011 and 2012 were very good .
In general, from 2007 to 2012, Agribank Ben Tre branch's business activities achieved good results.
2.1.4. Vision and goals to 2015
2.1.4.1. Vision and mission Vision:
By 2015, Ben Tre Bank for Agriculture and Rural Development will develop in a modern direction, "growth - safety - efficiency - sustainability", affirming its leading role in credit investment for agricultural, rural and farmer development, with enough competitiveness and international economic integration.
Mission:
Agribank is the leading state-owned commercial bank in Vietnam, playing a key role in investing in the development of agriculture, farmers, and rural areas, and contributing to the socio-economic development in Vietnam.
2.1.4.2. Business philosophy
"AGRIBANK BRINGS PROSPERITY TO CUSTOMERS"
Agribank's business goal is to focus on customers. All Agribank officers and employees strive to innovate service methods, aiming to develop and improve the quality of convenient and modern banking products and services to bring the best benefits and highest satisfaction to customers and the Bank. Agribank is committed to accompanying customers towards the goal of success in production and business. Agribank determines that dedicated service and bringing prosperity to customers is also helping Agribank develop sustainably.
2.1.4.3. General objectives :
The goal by 2015 of Agribank Ben Tre branch is to become the leading and main force in the role of providing credit for rural agriculture and industry, in accordance with the policies and goals of the Party and State; to expand steadily, safely and sustainably, while applying modern information technology, providing convenient and open services and utilities to all types of businesses and residents in cities, towns and rural economic centers, improving and maintaining profitability, development
Develop and train human resources to be competitive and adapt quickly in the process of international economic integration .
2.1.4.4. Specific objectives:
Maintain and consolidate the leading and key position in the role of providing finance and credit to the agricultural and rural areas, focusing on investing in developing highly effective market segments in urban areas, industrial parks, universities and colleges.
Developing the brand and building the corporate culture of Agribank Ben Tre branch, Agribank Ben Tre branch becomes the "Number one choice" for customers in rural agricultural areas, production households, small and medium enterprises, farms, cooperatives and is a "bank that serves well, giving priority to large customers and new urban areas.
2.1.5. Policies affecting job satisfaction of employees of Ben Tre Bank for Agriculture and Rural Development
2.1.5.1. Current status of human resources Structure and qualifications of staff
Current status of organizational structure and management . Human resources
Currently, the total number of employees of the branch is 485 people classified as follows:
* By labor level :
- PhD : 0 people
- Master : 5 people
- University : 325 people
- College : 63 people
- Intermediate : 36 people
- Primary and other professional : 56 people
The branch's human resources have recently been increasing in quantity and quality to meet the human resource requirements in the period of competition and integration into the world economy. Every year, the branch recruits staff with specialized university degrees, focusing on employees with foreign language and computer skills, and at the same time encourages employees to study overtime to improve their professional qualifications. Currently, the branch also has a large number of
Young staff are fully equipped with knowledge and qualifications in banking, have relatively good knowledge of market economy, have good adaptability to the competition in the banking sector as it is today. However, they are still weak and less dynamic compared to commercial banks in the same area for the following reasons:
- There are still quite a few old employees left behind from 20 years ago. Of the 325 university-educated staff, nearly half are elderly.
- Through a survey of 20 newly recruited employees in 2012, it was found that 12 of them were children of employees working at NHNo & PTNT Ben Tre, the rest were also children and grandchildren of leaders of sectors and levels of the province. Although the number of young cadres also had to go through selection or examination, in reality it was just a formality, lacking objectivity.
- In addition, their foreign language skills are also limited, so they have difficulty using the direct transaction program (IPCAS), which the branch is currently using . Among the branch's staff, there are 70 people who are not able to use computers.
* Foreign language proficiency :
- Bachelor : 10 people
- Certificate C : 10 people
- Certificate B : 113 people
- Certificate A: 94 people
-The rest do not have a foreign language degree.
* Computer skills:
- Bachelor : 25 people
- College : 03 people
- Certificate B, intermediate : 117 people
- Certificate A : 260 people
- The rest do not have a degree in computer science.
- Besides, most employees are not enthusiastic in their work, work carelessly, leading to low productivity.
- The vast majority of leaders are elderly people who have lived long enough to become veterans, do not have high professional qualifications, most of them were separated from the state bank, some were transferred from administrative agencies so they do not have expertise in the field of finance and banking.
- The branch board and the directors of the dependent branches are mostly elderly people (about 51 years old or older), so their ability to run a business is very limited. Moreover, they also demonstrate the leadership style of dictators, not wanting to change suddenly. This is shown through: they do not have a specific business plan or goal, their knowledge of the market is limited, and their business strategy is not yet clear.