Manh Tien Pham; Hoa Thi Hanh Ha
A icle
Fac o s a ec ing employee pe o mance in he business
eco e y p ocess a lis ed banks in Vie nam
Global Business & Finance Re iew (GBFR)
P o ided in Coope a ion wi h:
People & Global Business Associa ion (P&GBA), Seoul
Sugges ed Ci a ion: Manh Tien Pham; Hoa Thi Hanh Ha (2024) : Fac o s a ec ing employee
pe o mance in he business eco e y p ocess a lis ed banks in Vie nam, Global Business & Finance
Re iew (GBFR), ISSN 2384-1648, People & Global Business Associa ion (P&GBA), Seoul, Vol. 29, Iss. 4,
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† Co esponding au ho : Manh Tien Pham
E-mail: manhpham@h nh.edu. n
I. In oduc ion
In any si ua ion, human esou ces always play an
impo an ole in helping an o ganiza ion achie e
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024), 80-95
pISSN 1088-6931 / eISSN 2384-1648 H ps://doi.o g/10.17549/gb .2024.29.4.∣80
ⓒ2024 People and Global Business Associa ion
GLOBAL BUSINESS & FINANCE REVIEW
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o inancial sus ainabili y and people-cen e ed global business1)
Fac o s A ec ing Employee Pe o mance in he Business Reco e
y
P ocess a Lis ed Banks in Vie nam
Manh Tien Pham
a†
, Hoa Thi Hanh Ha
b
aFacul y o Finance, Banking Academy o Vie nam, Hanoi, Vie nam
bF14B, In e na ional School o Banking Academy, Banking Academy o Vie nam, Hanoi, Vie nam
A
B S T R A C T
Pu pose: In ecen yea s, many dis up ions ha e occu ed in he Vie namese economy, which has caused lis ed
banks o su e many consequences, so lis ed banks mus ecognize he ac o s ha p omo e eco e y. Al hough
s udies on his issue ha e been conduc ed, he amoun is qui e limi ed and he e is li le ocus on human esou ce
ac o s. This empi ical s udy was conduc ed o demons a e he ac o s ha a ec employee pe o mance and i s
impac on he eco e y o business ope a ions o lis ed banks.
Design/me hodology/app oach: In his s udy, he au ho used ques ionnai es o collec da a om 850 lis ed bank
employees be ween 15
h
Augus 2023 and 26
h
Decembe 2023. This s udy de eloped a ques ionnai e ha used
measu es om many p e ious empi ical s udies o build a model o measu e he impac o human esou ces on
a company's abili y o eco e pe o mance, using a i e-poin Like -s yle scale ( om 1 le el equals o o ally
disag ee; o 5 le el equals o o ally ag ee). A e collec ing da a, his s udy used he SPL Sma applica ion, o
ind he ela ionship be ween he ole o human esou ces and he abili y o eco e business pe o mance. F om
ha analysis, he au ho will p o ide an objec i e pe spec i e on he ole o human esou ces in p omo ing he
eco e y pe o mance o lis ed banks in Vie nam.
Findings: Resea ch esul s show ha pe o mance app aisal a iables posi i ely impac employee pe o mance. On he
o he hand, ca ee de elopmen and aining and de elopmen do no a ec employee pe o mance. Finally, he analysis
shows ha he e is a posi i e ela ionship be ween employee pe o mance and business eco e y a lis ed banks.
Resea ch limi a ions/implica ions: This s udy shows ha human esou ces play a e y impo an ole in he eco -
e y p ocess o Vie namese lis ed banks. Lea ning abou he ac o s ha in luence employee pe o mance will help
banks align hei HR s a egies wi h o ganiza ional goals, ensu ing ha he wo k o ce has he igh skills and com-
pe encies necessa y o ce. This p ocess will help lis ed banks in Vie nam inc ease hei abili y o eco e om
dis up ions and enhance hei compe i i eness. Howe e , his s udy s ill has limi a ions including sample size and
numbe o independen a iables no la ge enough o show he impo ance o human esou ces in he eco e y
p ocess o lis ed banks in Vie nam.
O iginali y/ alue: This s udy con ibu es o emphasizing ha human esou ces play an impo an key in he eco -
e y p ocess o Vie namese lis ed banks. F om an objec i e pe spec i e, i p o ides insigh s in o he ole o human
esou ces and ac o s o imp o e employee pe o mance in lis ed banks.
Keywo ds: Lis ed Banks, Human Resou ces, Employee pe o mance, Business eco e y, Vie nam
Copy igh : The Au ho (s). This is an Open Access jou nal dis ibu ed unde he e ms o he C ea i e Commons A ibu ion
ⓒ
N
on-Comme cial License (h ps://c ea i ecommons.o g/licenses/by-nc/4.0/) which pe mi s un es ic ed non-comme cial use, dis ibu ion
,
and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed.
Manh Tien Pham, Hoa Thi Hanh Ha
81
i s goals. Cu en ly, when en e ing a new pe iod o
s abili y, human esou ces a e always he ocus o
businesses, especially in business eco e y. Fo
businesses o be able o de elop sus ainably,
in es men in human esou ce de elopmen becomes
necessa y o he success o he business (A o a e
al., 2020). O he esea ch by Da idescu e al (2020)
shows ha he labo ma ke is always e ol ing, and
he ole o wo ke s is c ucial. Employees play an
impo an ole in he cons uc ion and g ow h o an
o ganiza ion's human and social esou ces, as well
as he p ima y sou ce o expe ise and suppo o
company eco e y. Sus ainable HR p ac ices a e
hea ily in luenced by le els o pe o mance and wo k
sa is ac ion; hus, in-dep h knowledge o hese
elemen s is c ucial in he success o any i m. In
addi ion, esea ch in he Jo danian Banking Sec o
sugges s ha employee-o ganiza ional ela ionships
a e key o ganiza ional equi emen s as o ganiza ions
ace globaliza ion, compe i ion, and inno a i e
indi iduals and o he s, pa icula ly eco e ing om
he wo ldwide economic down u n o achie e
compe i i e ad an age o e o he s (Mahmoud e al,
2018). Besides, Widakdo (2022) sugges s ha he
su i al, main enance, and de elopmen o businesses
a e all a ec ed by he ole o human esou ces.
Addi ionally, employee pe o mance also plays an
impo an ole in he p og ess o eg ession o
companies' ope a ions.
Cu en ly, Vie nam has 40 inancial and banking
aining ins i u ions, including 24 uni e si ies (Nguyen
e al, 2021). Reali y demons a es ha bank pe sonnel
can mee he c i e ia o he banking business wi h
basic aining, bu he quali y o ained human
esou ces emains low, and many s uden s a e
g adua ion s ill ha e a "gap" in bo h echnical and
so skills. Banks equi e ime o ain new s a o
sa is y employmen c i e ia. In some specialis
indus ies, ec ui ing demand is high; o example,
nume ous comme cial banks a e cu en ly spending
a lo o money o seek o eign p o essionals o senio
managemen oles, ne wo k g ow h s a egies, and
isk managemen . Gi en he ac ha Vie nam's
economy is on he way o eco e ing om he
pandemic, i is, e en mo e, emphasized ha o eco e
businesses, i is necessa y o ha e a deep
unde s anding o pe sonnel aining p ac ices as well
as he ole o esou ce de elopmen (Do, 2020).
The e o e, his s udy was conduc ed o ind ou he
ac o s a ec ing employee pe o mance and he ole
o human esou ces in he eco e y p ocess o lis ed
banks.
II. Theo e ical Backg ound and
Hypo heses
A. Pe o mance App aisal
Pe o mance app aisals, he assessmen o a
wo ke 's job pe o mance o e he p e ious pe iod
by one's supe iso , a e common p ac ices in almos
e e y i m (Cappelli e al, 2017). Typically, mo i a ion-
ela ed esea ch and heo y ha e concen a ed on how
pe o mance assessmen in luences he app aisee's
ollowing wo k beha io ; i ocuses on wha mo i a es
he pe o mance app aisal ac i i ies (Landy e al,
2017). Pe o mance e alua ion beha io s a e essen ially
a subse o he whole ange o ole beha io s ha
o ganiza ional membe s engage in. O ganiza ions a e
inc easingly ecognizing he po en ial cen al ole
o pe o mance app aisal in a la ge in eg a ed human
esou ce managemen sys em (Heywood e al, 2017).
Besides, Cappelli e al (2017) also ha e he same
iew on pe o mance assessmen , hey a e an essen ial
pa o an e o o sol e agency p oblems, mo i a e
employees o ac o he bene i o employe s, and
he e o e, a e a cen al p ac ice in he ield o
managemen . In addi ion, esea ching and checking
o imp o e employee quali y igh om he beginning
will also help businesses ec ui quali y employees,
which will limi p oblems ha will occu du ing he
p ocess wo k (Kim e al., 2023).
Acco ding o Takemu a e al (2018), o analyze
and imp o e pe o mance ha helps he company
each i s goals, pe o mance app aisal is a p ocess
ha in ol es e alua ing an indi idual's o ano he
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024), 80-95
82
le el o pe o mance. In addi ion, Weinzimme e
al (1999) also belie e ha businesses managing and
e alua ing he quali y o employees will ha e a
posi i e impac on pe o mance. The cu en s udy,
which in luence o pe o mance app aisal on employee
mo i a ion and p oduc i i y in Tu kish, disco e ed
ha pe o mance app aisal has a signi ican e ec
on employee mo i a ion and p oduc i i y (Aydın,
2018). Besides, Dangol (2021) poin s ou ha
pe o mance app aisal can be conside ed a me hod
o help imp o e wo k pe o mance and mo i a e
employees. Employees can be mo i a ed i hei
e alua ion is based on an accu a e and up- o-da e
job desc ip ion. This is consis en wi h he opinions
o many o he au ho s who belie e ha in eg a ed
human esou ce and pe o mance managemen
s a egies ha e a subs an ial in luence on employee
engagemen and a i udes (Galla do-Galla do e al,
2020; Pandi a e al, 2018). The ollowing is
hypo hesized:
H1:
Pe o mance app aisal has an impac on
employee pe o mance
B. Ca ee De elopmen
Ca ee de elopmen combines u u e aining
demands wi h human esou ce planning (Sugia i,
2022). F om he employee's pe spec i e, ca ee
de elopmen p o ides an o e iew o p ospec i e
ca ee op ions inside he o ganiza ion and
demons a es he o ganiza ion's long- e m alue o
i s pe sonnel. Besides, a human's p o essional
de elopmen , acco ding o Sima e al (2020), is a
li e ime p ocess ha encompasses ma u i y and
change in childhood, o mal oca ional educa ion in
school, and ma u i y in adul hood and e i emen .
In oday's employmen ma ke , adap abili y is becoming
inc easingly impo an o ca ee de elopmen and
success. The concep o ca ee adap abili y, which
e e s o he abili y o adjus o changing job- ela ed
si ua ions and p edic ad ancemen in ca ee
de elopmen , appea s o p o ide a use ul scien i ic
ounda ion o e ec i e ca ee in e en ion (Boccia di
e al, 2017). Addi ionally, Hidaya e al (2019) ound
ha ca ee ma u i y is no some hing ha happens
na u ally o e e yone; a he , i is accomplished
h ough a sequence o ac ions ha mus be comple ed
by an indi idual in an o ganized p og am. Ca ee
de elopmen p og ams can help indi iduals each
ca ee ma u i y, pa icula ly a he college le el.
Acco ding o Bagdadli e al (2019), he ca ee
g ow h o a business is de e mined by i s goals, s a
equi emen s, p o i ma gins, and ca ee se ice
esou ces. Al hough he indings o Napi upulu e
al (2017) show ha ca ee de elopmen has a
bene icial di ec impac on pe cei ed o ganiza ional
suppo , mo i a ion, and a ec i e commi men , bu
ca ee de elopmen has no di ec impac on
pe o mance. On he con a y, he esul s e ealed
ha ca ee de elopmen and he employee wo k
en i onmen had a signi ican impac on job
mo i a ion and pe o mance. In addi ion, ca ee
g ow h and wo k en i onmen ha e a di ec impac
on pe o mance (Yusu Iis e al, 2022). Addi ionally,
Kakui and Hazel (2016) ound ha ca ee de elopmen
assis s o ganiza ions and hei wo ke s in de eloping
heal hy connec ions, imp o ing hei knowledge,
skills, and compe encies, and demons a ing imp o ed
abili ies and compe encies when doing du ies.
McG aw (2014) disco e ed ha he success ul
implemen a ion o employee ca ee de elopmen
p og ams may conside ably boos employee alen s
and pe o mance. Examine how ca ee de elopmen
migh imp o e employee pe o mance h ough
counseling and assis ance, assis ing hem in
de eloping s a egies and esol ing p oblems
(Ka ha ina e al, 2020). P e ious con ibu ions led
o he second heo y, which is as ollows:
H2:
Ca ee de elopmen in luences employee
pe o mance
C. T aining & De elopmen
Acco ding o Nwali and Moses (2021) o h i e
in oday's compe i i e business en i onmen , i ms
mus in es ex ensi ely in human esou ces aining
Manh Tien Pham, Hoa Thi Hanh Ha
83
and de elopmen o s ay cu en on he la es indus y
business p ac ices om ac oss he wo ld. Mo eo e ,
aining and de elopmen a e one way o imp o e
and expand an employee's a ailable skill se s,
knowledge, and capaci ies o mee all o he c i ical
needs o he o ganiza ion's clien s (Nwali e al, 2021).
Lee (2018) belie es ha building common alues
and s anda ds o encou age employees o lea n and
imp o e hei skills will be an impo an basis o
imp o ing he quali y and se ices o he o ganiza ion.
Besides, he quali y o human esou ces is an
ad an age o any i m, so aining has become an
issue ha mus be add essed by all o ganiza ions
(Laing, 2021). The majo i y o employees belie ed
ha aining and de elopmen we e help ul s a egies
o achie ing pe sonal and o ganiza ional success.
In addi ion, esea ch by Hoeckes eld e al (2020)
sugges s ha when aced wi h an agg essi e economic
scena io, businesses use T aining and De elopmen
(T&D) echniques o imp o e people's pe o mance,
de elop skills, and pick up new knowledge, inc ease
human capi al sa is ac ion and p epa e hem o ace
he challenges and changes ha migh come hei
way in he social and wo k en i onmen .
Gi en he global sa u a ion o se ices, i ms mus
keep hei employees' knowledge and compe encies
up o da e. As economies become mo e se ice-
o ien ed, compe i ion inc eases and s eng hens by
leaps and bounds. The e o e, i is c i ical o de elop
s a egic and app op ia e T&D p og ams (Im an e
al, 2015). Se e al au ho s con end ha imp o ing
employee pe o mance and o ganiza ional g ow h
equi es aining and de elopmen (Majid e al, 2018;
Ma diyah e al, 2019; Zembu uka e al, 2020).
Besides, esea ch by Mohammed (2016) shows ha
employees who ha e been well- ained and de eloped
a e ega ded as he co ne s ones o success. These
esul s showed ha aining and de elopmen we e
a o ably connec ed and had a s a is ically signi ican
associa ion wi h employee pe o mance and
p oduc i i y (Mohammed, 2016). Acco ding o
Ismael e al (2021) eel ha aining and de elopmen
migh enhance an employee's knowledge and skills,
ul ima ely esul ing in enhanced highe e iciency.
Ka im, Wasib and Choudhu y (2019a); Yimam
(2022b) conside employee de elopmen and aining o
be essen ial o enhancing o ganiza ional pe o mance
and indus y a ac i eness. I is assumed, based on
he p eceding discussion, he ollowing hypo hesis
is p oposed.
H3:
T aining and de elopmen ha e an impac
on employee pe o mance
D. Employee Pe o mance and Business
Reco e y
Employee pe o mance is de ined in e ms o
quan i y, quali y, imeliness, wo k p esence o
pa icipa ion, he e iciency o inished wo k, and
he e iciency o he comple ed job (Go a e al,
2022). Acco ding o Bul o e al (2017), an indi idual's
en i e e alua ion and app aisal o he wo k
en i onmen make up hei pe o mance as an
employee. Besides, Mas angelo, E ik, and S e en
(2014) unde line ha o ganiza ional pe o mance
inco po a es indi idual employees' pe o mance. In
his pape , he ollowing s a pe o mance assessmen
indica o s we e in es iga ed: ask e iciency, wo k
planning, o iginali y and in en ion, and e o
(Mas angelo e al, 2014). (Kim, 2023) also belie es
ha building high-quali y human esou ces is an
e ec i e way o businesses o imp o e business
e iciency. Mo eo e , o ge he mos ou o employee
pe o mance, he company mus c ea e a sui able
wo king en i onmen ha mee s he demands o bo h
indi idual employees and an o ganiza ion's manage s
(Hagos e al, 2018).
Acco ding o Denye (2017), he an icipa ion,
planning, esponse, and adap a ion o an o ganiza ion
o un o eseen changes in he en i onmen is called
business esilience. I is di ided in o wo main d i e s:
de ensi e and p og essi e, wi h ou app oaches:
p e en i e con ol, conscious ac ion, pe o mance
op imiza ion, and adap i e inno a ion. I has no
de ined o mula, bu i is up o leade s o s ike a
balance be ween a ious me hods (Denye , 2017).
Acco ding o Niemimaa e al (2019), o ganiza ions'
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024), 80-95
84
business models nea ly comple ely o e look business
eco e y solu ions, he e o e when aced wi h
in e up ions, hese businesses a e on he e ge o
being se iously impac ed, i no bank up . This s udy
s a es ha , o de elop sus ainably, each business mus
ha e i s business eco e y plans ailo ed o i s indus y
o posi ion. Mo eo e , ollowing he dis up ion, many
i ms may cease o exis since hey a e no longe
able o su i e in he new ime; ne e heless, business
eco e y s a egies will be able o adap he way
en e p ises ope a ed be o e he pause (Caballe o-
Mo ales, 2021). As a esul , o ganiza ions no only
eco e om in e up ions, bu also make signi ican
adjus men s o hei ope a ional echniques, goods,
o se ices o adap o ma ke de elopmen s. This
comp ehensi e ans o ma ion has he po en ial o
help many i ms expand and succeed in hei
espec i e indus ies.
Wo ke s a e he o ganiza ion's mos aluable asse ,
and he o ganiza ion's g ow h, ad ancemen , and
success a e all dependen on hei pe o mance.
Employee pe o mance, acco ding o P adhan e al
(2017), encompasses measu es such as wo k quali y,
quan i y, wo king knowledge, coope a ion, depend-
abili y, ini ia i e, and compe ence. Using sui able
human esou ce de elopmen app oaches o imp o e
employee pe o mance, acco ding o Domsch (2017),
can inc ease emo ional commi men o o ganiza ional
e ec i eness. Inc easing an indi idual's knowledge,
skills, and compe encies o enhance pe o mance,
acco ding o We dhias u ie e al (2020); K ekel, Wa d
and De Ne e (2019), necessi a es an e ec i e aining
and de elopmen p og am ha may also aise
o ganiza ional e ec i eness. Besides, AlHamad e
al (2022) ound ha he applica ion o knowledge,
skills, and abili ies connec ed o pe sonnel is
necessa y o many i ms o un e icien ly. Human
esou ce de elopmen echnology may inc ease
employee pe o mance and o e all o ganiza ional
e iciency (Mish a, 2017). Human esou ce de elopmen
encou ages he acquisi ion o new skills, abili ies,
and a i udes ha impac employee pe o mance o
ul ill o ganiza ional objec i es (Akde e e al, 2020).
Addi ionally, Human esou ces de elopmen ini ia i es
such as aining and de elopmen , acco ding o Tan
and Nasu din (2011), p omo e o ganiza ional
e ec i eness by p o iding employees wi h essen ial
in o ma ion, skills, and compe encies. The ou h
assump ion is based on hese con ibu ions:
H4:
Employee pe o mance in luences business
eco e y
The p oposed model in Figu e 1 illus a es he
objec i es and hypo heses in he gi en amewo k
III. Resea ch Me hodology
A. Measu es
This esea ch de eloped a ques ionnai e which uses
measu es om a ious p e ious empi ical esea ch
o cons uc he model measu ing he impac o human
Figu e 1. Resea ch model
Manh Tien Pham, Hoa Thi Hanh Ha
85
esou ces on i m pe o mance eco e y, using a
i e-poin Like -s yle scale ( om 1 le el equals o
o ally disag ee; o 5 le el equals o o ally ag ee).
The ques ionnai e was designed in English and
e e ences can be ound in Table 1, and hen ansla ed
in o Vie namese, he na i e language o esponden s.
In he nex s ep, he ques ionnai e was p e-answe ed
by 20 banke s and asked o p o ide eedback. These
esponses we e used o e ise he ques ionnai e
s uc u e, he i ems o which a e p esen ed in Table 1.
Cons uc s I em Re e ence
Pe o mance
App aisal
1You company p o ides a w i en and ope a ional pe o mance app aisal
sys em
Meh ez e al (2020), Lin
e al (2019), and
Cappelli e al (2017)
2 Pe o mance is measu ed based on objec i e and quan i iable esul s
3 Employees a e p o ided pe o mance-based eedback and counselling
4Pe o mance e iew discussions a e conduc ed wi h he highes quali y
and ca e
Ca ee
De elopmen
1 You company p o ides coaching o enhance you ca ee
Yu e al (2019),
Alb ech e al (2018),
Kim e al (2018)
2 You company suppo ed you de elopmen s a egy
3 You company p o ided unp ejudiced ca ee guidance whene e equi ed
4 Managemen eam assigns asks which imp o e you skills
T aining &
De elopmen
1The skills and knowledge ela ed esou ces ha we e used in he aining
p og am a e a ailable o use on he job
Hodzic e al (2018), and
Rahayu e al (2019)
2The ac i i ies o he aining p og am p o ided mee he needs o he
employees
3Employees a e sponso ed by aining p og ams based on ele an aining
needs
4Adequa e and ele an knowledge and skills a e acqui ed h ough he
aining p og am
Employee
Pe o mance
1You job pe o mance has inc eased as a esul o imp o emen in you
lea ning skills
Diaman idis e al (2018),
Na ayanamu hy e al
(2021),
A ha e al (2022), and
Sudia dhi a e al (2018)
2Human Resou ce De elopmen boos s you lea ning skills which in u n
enhance you pe o mance
3 You a e capable o handling you asks wi hou much supe ision
4 You use o comple e you asks on ime
5You know you can handle mul iple asks o achie ing you company's
goals
6 Job o a ion in you company acili a es you pe o mance de elopmen
7You belie e you pe o m well in you job si ua ion ollowing he
es uc u ing
Business
Reco e y
1 The e is a clea mission ha gi es meaning and di ec ion o you wo k
Denye (2017), and
Ansong (2017)
2You company has abili y o adap he changing business en i onmen
and esponding o ex e nal en i onmen al ac o s
3 You company has abili y o main ain s abili y
4You company de elops human esou ces acco ding o o ganiza ional
changes
5 You company always ies o op imize he esou ces
Table 1. Ques ionnai e i ems
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 4 (MAY 2024), 80-95
86
B. Sample and Da a Collec ion
To ind ou he ela ionship be ween he oles o
human esou ces and i m pe o mance eco e y, his
esea ch acqui ed da a om esponden s who we e
wo king in lis ed banks in Vie nam. Acco ding o
Hai e al (2013), when applying he s uc u al
equa ion model (SEM), he sample size should be
g ea e han 300 o ha e mo e in o ma ion and s able
esul s. The au ho used Google Fo m o send
ques ionnai es and collec da a om 15 h Augus
2023 and 26 h Decembe 2023 ela ed o 850
employees o lis ed banks in Vie nam, including 800
people om Big ci ies such as Hanoi, Ho Chi Minh,
Hai Phong and Quang Ninh (94.1%), and 50 people
om o he s (5.9%) as shown in Table 2.
IV. Da a Analysis and Resul s
A. Pa icipan Cha ac e is ics
In his s udy, 391 male pa icipan s esponded o
he ques ionnai e, accoun ing o 46% o he o al
850 pa icipan s. Nex we e 383 emale employees
who esponded o he ques ionnai e, making o abou
45% o bank employees conduc ing he su ey.
Finally, he e a e abou 9% wi h 76 employees o
a di e en gende .
Besides, Table 2 shows he de ails o his esea ch
a icle collec s in o ma ion om 850 bank employees
o di e en ages. The age g oup wi h he la ges
numbe o pa icipan s is 36-45 yea s old, accoun ing
o abou 41%. Nex a e wo age g oups o e 45
yea s old and 25-35 yea s old wi h 196 and 187
employees, making up 24% and 22% espec i ely.
Finally, he g oup o people unde 25 yea s old had
he leas numbe o pa icipa ing banke s wi h 119
people.
The demog aphic ques ion included he bank
employees' yea s o wo k expe ience. The g oup o
employees wi h less han 1 yea and mo e han 10
yea s o expe ience had he la ges numbe o
pa icipan s, 255 and 243 people answe ing he
ques ion, espec i ely. Followed by he g oup wi h
1-5 yea s o expe ience wi h 225 people, accoun ing
o abou 26.5%. Finally, he numbe o pa icipan s
was a leas 127 people in he 6-10 yea s expe ience
g oup.
Demog aphic Cha ac e is ics F equency %
Ci ies Big Ci ies (Hanoi, Ho Chi Minh Ci y, Hai Phong, Quang Ninh) 800 94.1
O he s 50 5.9
Gende s
Males 391 46%
Females 383 45%
O he s 76 9%
Age
<25 yea s 119 14%
25-35 yea s 187 22%
36-45 yea s 348 41%
>45 yea s 196 23%
Wo king
Expe ience
< 1 yea 255 30%
1-5 yea s 225 26.5%
6-10 yea s 127 15%
>10 yea s 243 28.5%
Job i le Employee 744 87.5%
Manage 106 12.5%
Table 2. Responden s' demog aphic cha ac e is ics
(
n = 850
)
Manh Tien Pham, Hoa Thi Hanh Ha
87
In his su ey, mo e han 87.5% o pa icipan s
held employee posi ions a lis ed banks in Vie nam.
In addi ion, he emaining 12.5% o pa icipan s a e
manage s a hese banks. The e o e, he esul s
ob ained will become objec i e when including he
opinions o manage s and employees.
B. Reliabili y and Validi y o he Measu emen
Da a was collec ed using he PLS-SEM me hod
and Sma PLS so wa e e sion 4.0.9.6, which
included he PLS algo i hm and boo s apping
app oach. The model o measu emen was e alua ed
by calcula ing he in e nal consis ency, con e gen ,
and disc iminan alidi y o he ins umen i ems.
Con e gen alidi y was assessed using ac o
loadings, C onbach's , Composi e Reliabili y (CR),
α
and A e age Va iance Ex ac ed (AVE) (Hai , 2013)
as shown in Table 3.
The da a show ha he cons uc s o Pe o mance
App aisal, Ca ee De elopmen , T aining &
De elopmen , Employee Pe o mance, and Business
Reco e y ha e ou e ac o loading alues g ea e
han 0,6, which exceeds he 0,5 c i e ion o accep able
esul s (Daskalakis e al, 2008). C onbach's alues
α
anged om 0,656 o 0,892, while composi e
eliabili y anged om 0,811 o 0.926, indica ing
accep able le els mo e han 0.70 (Hai , 2013). Las ly,
he a e age a iance ex ac ed (AVE) alues
luc ua ed be ween 0.462 o 0.762, exceeding he
lowes accep able AVE h eshold o 0.5 (Hai , 2013).
I em Ou e Loading C onbach's Alpha CR AVE
Pe o mance App aisal
PA1 0.764
0,656 0,795 0,494
PA2 0.770
PA3 0.679
PA4 0.583
Ca ee De elopmen
CD1 0.642
0,850 0,902 0,700
CD2 0.904
CD3 0.898
CD4 0.875
T aining & De elopmen
TD1 0.952
0,892 0,926 0,762
TD2 0.965
TD3 0.881
TD4 0.659
Employee Pe o mance
EP1 0.473
0,865 0,904 0,655
EP2 0.447
EP3 0.811
EP4 0.694
EP5 0.742
EP6 0.874
EP7 0.906
Business Reco e y
BR1 0.667
0,716 0,811 0,462
BR2 0.716
BR3 0.688
BR4 0.702
BR5 0.621
Table 3. Reliabili y and con e gen alidi y
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