Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others

Abstract

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment (OC) of 5,522 employees who work for 8 Japanese companies in Vietnam. Hierarchical regression analysis revealed that variables included to measure extrinsic, social and intrinsic rewards were strongly related to OC. Especially, intrinsic rewards had the strongest association with OC. These findings suggest that the antecedents of OC in Vietnam are different from those in the West and China. The comparison between university graduates and others showed that fatigue and autonomy had stronger influence on OC in university graduates than in others. Discussions and implications concerning human resource management in Vietnam are offered.

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

“…Recent research by Kokubun (2017a;2017c) confirmed significant correlations between OC and rewards which are composed of the same or similar questions in setting of Thailand and Vietnam, too. Accordingly, the researcher expects the similar association between the variables of reward and OC comprised of these questions because these countries and Malaysia share similarities in geographical and cultural spheres (e.g., collectivism, high-power distance, etc.…”

“…Although the researcher here supposes a negative relation between fatigue and OC following the results of former research (Kokubun, 2017a;2017c) which is based on the variable's physical features in line with 'physiological needs' (Maslow, 1943) or 'hygiene factors' (Herzberg, 1966), we could at the same time predict a positive relation because fatigue would become a scale to measure the degree of nontransferable investment to the organization that makes it too costly for one to leave and seek employment elsewhere. The latter idea is consistent with continuance commitment theory of Meyer & Allen (1997) that evolved from Becker's (1960) side-bet theory, which posits that employees maintain membership with their organization as a way to preserve accumulated side-bets.…”

Share or Not Share Knowledge: Posters Versus Lurkers in Organisational Online Knowledge Sharing and Internal Marketing

“…However, Vietnamese employees have not actively participated in organisational online knowledge sharing, which was evidenced by the very low ranking of Vietnam in the knowledge economy indices (KEI) (104 out of 145 countries in 2016) to measure employee knowledge confidence to share with colleagues (Knoema, 2016). Furthermore, Vietnamese employees are often characterised with both collectivism and individualism (Kokubun, 2017). With the characteristics of collectivism due to the heavy impact of the Communist regime and the Marxist-Leninist educational system in the past, Vietnamese employees often participate in organisational online knowledge sharing as a member of the organisation (Le & Lei, 2019).…”

“…However, Vietnamese employees are also characterised by individualism (Dong et al, 2010); thus, although being a member of online platforms, they often hoard or hide knowledge as a way to maintain power (Dong et al, 2010). They hesitate to teach their skills or share knowledge with others due to the belief that their skills and knowledge are the sources of their job security (Kokubun, 2017). Therefore, the infrastructure of Vietnamese companies is ready for online knowledge sharing, but Vietnamese employees seem not (Le & Lei, 2019); Vietnam is an interesting context to examine the driving force of organisational online knowledge sharing in this study.…”