Job Stress, Involvement, Satisfaction and Performance of Employees in Garment 10 Corporation in Vietnam

Abstract

Up to now, a great deal of literature has identified key factors influencing employee performance in developed countries -North America and Europe and to a lesser extent in other regions including a mix of developed and developing countries, such as Singapore, Taiwan, Malaysia, and Thailand. To put it another way, little research on factors influencing employee performance has been implemented in countries that are emerging as new potential markets with very high economic growth rates. Among these countries is Vietnam where its average economic growth rate (GDP) was over 7% during the 1990s and early 2000s, and especially more than 8% in 2006 -2008, which made it one of the highest growing economies in the World. Together with Vietnam's entry into the World Trade Organization dated on 7 November 2006, its companies are increasingly developing in accordance with the requirements set up by the World Trade Organization. These moves suggest that fierce competition among local and foreign companies in Vietnam, especially in the garment field. However, there are no comprehensive models or frameworks to explain the employee performance in garment field in Vietnam. This study has based on an extensive review of literature on employee satisfaction, employee commitment, job involvement, and job stress proposed a comprehensive model for employee performance in garment company 10. Furthermore, a set of model hypotheses presenting relationships among these factors have been set up. The model presented in this paper is unique as at present, there is no comprehensive theoretical and practical model for analyzing employee performance in the garment field in newly emerging countries such as Vietnam. None of the prior models have taken into account the linear and non-linear relationships among these factors to investigate employee performance in the garment field. We utilized the structural equation technique to test the hypotheses (linear and non-linear) and found that four of the seven hypothesized relationships were found to be statistically significant. Specifically, employee performance was most significantly influenced by job involvement (ɣ 2 = 0.365, p < 0.01), followed by job stress (ɣ 5 = -0.347, p < 0.01), and normative commitment (ɣ 4 = 0.226, p < 0.05). Also, the relationship between job satisfaction and employee performance was found to be significantly positive moderated by affective commitment (ɣ 6 = 0.158, p < 0.05). Our study provides comprehensive implications that can be benchmarked by many garment companies in Vietnam. The companies may implement management policies in general and marketing policies in particular to increase levels of job involvement, employee commitment, and reduce job stress. Specifically, the companies should provide opportunities and necessary resources for employees in order to escalate their performance.

Managing Work Family Conflict and Work Stress through Job Satisfaction and Its Impact on Employee Performance

“…Furthermore, the higher work stress of employees, increasing the performance achievable by the employees. Some previous studies also stated that with a higher level of work stress, incapacitates the job satisfaction and performance (Riyadi [13], Roboth [14], Noermijati and Primasari [19], Than et al [21], Asfahyadin et al [24], Khuong and Yen [27], Shahu and Gole [35]).…”

“…The studies conducted by Noermijati and Primasari [19] and Agrawal [20] stated that work stress does not have a significant influence on job satisfaction. Furthermore, Riyadi [13], Noermijati and Primasari [19], and Than et al [21] stated that work stress can significantly influence employee performance, while the research by Nart and Batur [16] and Rizwan et al [22] indicated that work stress has an insignificant influence on employee performance. The differences between some previous research findings show that there is still a gap which needs further studies.…”

Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

“…On the other hand, those which seek for more competitive attitudes of employees, such as commercial and service industries which are easier to construct payment scheme based on the employees' accomplishments, may be better to select South East. For reference, these assertions are consistent with considerations of Japanese experienced business consultants who operate in Vietnam and evaluate Vietnamese by more intuitive words such as "northern people are more suitable for manufacturing and southern people are more suitable for sales" (Sugiura, 2016; see also Hachiya, 2013;Life Style Researcher, 2015;Osato, 2015). Off course, applying the discussion above, these features may not be everlasting but would rather change as the country further develops economically over time.…”

Peran Komitmen Organisasional Dalam Memediasi Pengaruh Kepuasan Kerja Terhadap Kinerja Karyawan Krisna Oleh - Oleh

“…Hasil penelitian ini bertolak belakang dengan hasil penelitian Than et al (2016) yang menyatakan bahwa kepuasan kerja karyawan tidak berpengaruh signifikan terhadap kinerja karyawan. peningkatan kepuasan kerja akan mempengaruhi kualitas kerja karyawan, dimana akan memiliki pengaruh yang baik terhadap pencapain tujuan perusahaan.…”