Đánh giá thành tích và sự hài lòng của người lao động: Nghiên cứu trường hợp của công ty FPT Software
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUẢN TRỊ KINH DOANH SỐ 19 (2021)
ĐÁNH GIÁ THÀNH TÍCH VÀ SỰ HÀI LÒNG CỦA NGƯỜI LAO ĐỘNG:
NGHIÊN CỨU TRƯỜNG HỢP CỦA CÔNG TY FPT SOFTWARE
Hoàng Anh Duy1, Nguyễn Thảo Minh2
Tóm tắt
Đánh giá thành tích trong phát triển sự nghiệp của nhân viên là một nhân tố quan trọng nhằm nâng cao
sự hài lòng của người lao động, từ đó họ sẽ gắn bó và cống hiến nhiều hơn cho tổ chức. Nghiên cứu này
tìm hiểu mối quan hệ giữa đánh giá thành tích nhân viên và sự hài lòng của người lao động tại Công ty
Cổ phần FPT Software, một trong những doanh nghiệp công nghệ lớn của Việt Nam. Tham gia khảo sát
là 201 cán bộ nhân viên ở các cấp độ và phòng ban khác nhau của công ty. Nghiên cứu này sử dụng
phương pháp định lượng, các dữ liệu được phân tích hồi quy để tìm ra mối tương quan giữa các biến độc
lập thuộc đánh giá thành tích và biến phụ thuộc là sự hài lòng của người lao động. Kết quả nghiên cứu
đã cho thấy sự gắn kết với cơ hội thăng tiến, sự rõ ràng về vai trò và sự phản hồi trong đánh giá thành
tích có ảnh hưởng tích cực đến sự hài lòng của người lao động. Từ các kết quả nghiên cứu này, các nhà
quản trị nguồn nhân lực có thể hoàn thiện hoạt động đánh giá thành tích để qua đó nâng cao sự hài lòng
của nhân viên.
Từ khóa: đánh giá thành tích, sự hài lòng của người lao động, sự gắn kết với cơ hội thăng tiến, sự rõ
ràng về vai trò, sự phản hồi.
EMPLOYEE PERFORMANCE APPRAISAL AND JOB
SATISFACTION: A CASE OF FPT SOFTWARE
Abstract
Performance appraisal in employee career development is one of the important factors to enhance job
satisfaction of workers, which can make them more engaged and contribute to the growth of the
organization. This study conducted research on the relationship between employee performance appraisal
and job satisfaction at FPT Software Joint Stock Company, one of the most well-known information
technology firms in Vietnam. The research’s respondents were staff of FPT Software, with the sample size
of 201 employees at different levels and departments. The study was conducted with quantitative methods.
Regression analysis was used to find out the relationship between performance appraisal and employee
satisfaction. The results show that job satisfaction is positively impacted by promotion link, clarity of roles
and feedback activities in the appraisal system. Through these key findings, human resource managers
can strategically plan to innovate performance appraisal, thus improve employees’ job satisfaction
Keywords: performance appraisal, job satisfaction, promotion link, role clarity, feedback
JEL classification: M; M12; M14.
satisfaction (Colquitt, 2012). In the research of job
satisfaction, Kulkarni Sommer (2014)
1. Introduction
Investing human development as core
&
competencies to gain competitive advantage,
profitability and efficiency is valued by human
resources managers in organizations. Among that,
performance appraisal is an important factor
which encourage employees in various methods,
thus positively enhance job satisfaction.
Therefore, this study identifies the impacts of
performance appraisal on employees’ job
satisfaction. Specifically, the main research
methods used in the study are qualitative and
quantitative research with the aim to reveal
valuable findings.
demonstrated that providing constructive
feedback to employees is a positive way to impact
on job satisfaction. Additionally, employee
participation in the performance appraisal process
and the quality of received feedback is positively
related to their satisfaction with performance
appraisal system, perceived fairness, and
acceptance (Selvarajan & Cloninger, 2012).
Finally, according to Agyare et al. (2016),
performance appraisal directly influences job
satisfaction. A stratified random sampling,
questionnaires,
regression
analysis
and
Previous research also stated that employees’
evaluations about the justice and fairness of the
performance appraisal system are also important
characteristics (Cheng et al., 2014). This can be
explained by a positive relationship between
justice and fairness perceptions and job
correlations were used to sample 200 respondents
and analyze the data collected. The study revealed
that employees’ job satisfaction is positively
related to and impacted by the following variables
in performance appraisal system: (1) fairness, (2)
promotion link, (3) clarity of roles and (4)
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feedback about their performance. In another
research on Organizational Justice in Performance
Appraisal System and Work Performance of
Warokka et al. (2012), fairness has no significant
impact on satisfaction.
appraisal measures the performance while giving
feedback to employees, improving the
performance of both individuals and teams
(Armstrong, 2009). Martin (2000) stated that
performance appraisal is a method of employee
enhancement, training and development as it
provides information about the strength and
weakness in their performance, creating the
concern and work on improving performance of
workers. Furthermore, according to Waal &
Kourtit (2013), performance appraisal ensures
that employees have an awareness of how
organizations expect them to perform in relation
to organizational goals after their performances
are evaluated. Therefore, performance appraisal is
concerned with the clarification of employees’
work expectations, which is also helpful in
designing the corporate pay structure based on
performance (Waal, 2013). Gabris et al. (2000)
stated that the main aim of performance appraisal
is the provision of periodic and formal feedback
to staff members. Therefore, in this study the
definition of Amstrong (2009) was used because
it mentions the keys of performance appraisal
including measuring performance and giving
feedback to employees. Performance appraisal
plays an important role in management objectives
and directly affects both employees and
organizations in general within human resources
management. The goals of performance appraisal
can be attributed to two basic objectives,
regarding improving the quality of task
completion among workers and helping HR
managers make the right personnel decisions such
as training and development, remuneration and
promotion (Waal, 2013).
Regarding variables of performance appraisal,
as mentioned in the introduction, previous
researches used some similar ones; however,
more variables were included in the research of
Agyare et al. (2016) which are (1) fairness, (2)
promotion link, (3) clarity of roles and (4)
feedback about their performance. About fairness,
what they and other colleagues get in return from
the organization, are related to what they think
about how much each individual contribute,
which are deserved with what organization gives
in return or not. For instance, what the worker put
into his job (inputs) are effort, time, ability,
loyalty, integrity, sacrifice and so forth, would
lead to what they get from the job (outputs),
namely praise, development, pay, bonus,
reputation and recognition (Selvarajan et al.,
2018). For promotion link, workers have a
It can be seen that previous researches used
some similar variables to conduct the research on
performance appraisal and job satisfaction such as
fairness and feedback. However, those researches
were conducted in different contexts and had
different results. In addition, Colquitt (2012),
Warokka et al. (2012) and Cheng et al. (2014)
focused on justice and fairness while Selvarajan
& Cloninger (2012) studied more factors of
performance appraisal including feedback and
purposes. Only Agyare et al. (2016) used 4
dimensions of performance appraisal to examine
the impact of them on employee satisfaction, but
only one measurement was used for each
dimension. Therefore, it is possible to add more
measurements for these dimensions to study.
In Vietnam, Nguyen (2017) researched the
effects of performance appraisal on employee
retention, not job satisfaction and qualitative
methods were applied, not quantitative. Hoang et
al. (2019) studied factors affecting the job
satisfaction of officers who are working at the
Vietnam State Bank with different factors, not
specific examined performance appraisal.
Therefore, there is a shortage of specific
researches on the impact of performance appraisal
on job satisfaction in a technological enterprise
like FPT software that use qualitative methods
and multiple measurements for each variable. The
company is facing the issue of competitors
attracting their human resources, thus leading to
unstable workforce, which is an urgent loss,
especially with the cases of talented and
experienced executives leaving the organization.
As a result, the authors decided to conduct
research on the impact of employee performance
appraisal on job satisfaction at FPT Software, with
the view to find the variables of performance
appraisal system that affect job satisfaction, thus
suggest the solution to solve the current problem
and make employees feel satisfied and contribute
more effectively to the company.
2. Literature review
2.1. Performance appraisal
Performance appraisal is one essential form
in Human Resource Management which is also
known as different names such as employee
evaluation, merit rating, staff assessment, thus has
various definition. Generally, performance
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Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUẢN TRỊ KINH DOANH SỐ 19 (2021)
tendency to weigh the probability of attaining a
desired reward by performing different tasks and
strive for more success and positive attitudes, thus
increase job satisfaction and efforts (Montana &
Charnov, 2008). Regarding clarity of roles, it is
the perception towards worker’s clear
understanding about the content of requirements,
with the view to carry out the work processes for
which he or she is responsible for (Montgomery
et al., 2011). It has been proved by Diala &
Nemani (2011) that role clarity, the dimension
which is found in performance appraisal adds
positivity to job satisfaction and vice versa, job
satisfaction in turn produces positive effect
towards one’s roles and responsibilities.
Therefore, since those have a significant relation,
high role clarity which focuses on providing
workers with clear goals, priorities and
boundaries can enhance job satisfaction, which is
of paramount important in every organization.
About feedback, in performance appraisal, giving
and receiving feedback, regarding peers to peers,
superior to inferior and vice versa, creates job
satisfaction of employees. If it is not done
properly or without feedback, employees will be
unmotivated, lack of orientation at work and even
suffer a frustrating uncertainty, decreasing job
satisfaction (Agyare et al., 2016).
their jobs (Saari & Judge, 2004). Leaders bring
satisfaction to employees through the fairness
interest among subordinates, and also show the
clear vision and ability to manage and support
employees in their work; therefore, create the trust
from workers, which indirectly make they feel
satisfied in their job (Robbins et al., 2019).
2.3. Research hypotheses
After reviewing literature, the following
hypotheses were proposed to analyze the
relationship between performance appraisal and
job satisfaction.
Hypothesis 1 (H1): Fairness in the appraisal
system is positively related to the job satisfaction
of employees.
Hypothesis 2 (H2): Linking performance
appraisal with promotion is positively related to
the job satisfaction of employees.
Hypothesis 3 (H3): Clarity of roles is
positively related to the job satisfaction of
employees.
Hypothesis
4
(H4): Feedback after
appraisals is positively related to the job
satisfaction of employees.
3. Research methodology
3.1. Research Method
After preliminary study, the authors then
determine the research concept and select the
scale for each variable to create a questionnaire,
used in collecting respondents’ insights of
workers and applying the aforementioned model
to FPT Software to find the relationship between
performance appraisal and job satisfaction. In
order to conduct quantitative research, a
questionnaire has been developed by the authors
to do research on the targeted sample. The total
process to develop the questionnaire follows the
main steps: Step 1: Based on the theory and
precedent studies, determine the content of the
research concepts and select the scale for each.
Afterwards, build up the initial Draft
questionnaire; Step 2: Conduct in-depth
interviews with HR experts, managers at the
company, with the aim to adjust the scale to
become more suitable with the research context at
FPT Software, therefore build up a Preliminary
questionnaire version; Step 3: Test the survey
towards some people in the targeted sample to
check and make sure the preciseness of terms in
the scale, adjust or remove the inappropriate
content, standardize the wording to build up the
official questionnaire.
2.2. Job satisfaction
Job satisfaction has many different
definitions from researchers. Generally, job
satisfaction reflects how employees feels about
their job, including the feelings towards working
conditions, thus influences attitudes towards
work. This study provides some common
concepts of job satisfaction which is relevant to
the objectives of the study. Schwepker (2001)
defines job satisfaction as the pleasurable
emotional state resulting from the appraisal of
one’s job as achieving or facilitating job values.
In this study, following this definition, job
satisfaction will be examined to find how
employees feel about their job.
According to 2-factor theory, some job
factors that result in satisfaction while there are
other job factors lead to dissatisfaction at work.
These are motivators (pay and benefits,
recognition and achievement) and hygiene factors
(company policies and structure, job security),
which do not encourage employees to work harder
but they cause them to become unmotivated if
they are not present. In general, studies have
shown that job satisfaction will make workers
more loyal, find joy at work and less likely to quit
The content of the questionnaire includes the
following
sections:
Introduction:
Brief
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introduction about the purpose of the study and
related information to help respondents get a
general understanding of the research; Part 1: The
separate group dividend, also called strata. Then,
a probability random sample is drawn from each
group (stratum), which are various job titles in
each department. The result of questionnaire at
FPT Software shows the appropriate rate for
research is 75%, which means after spreading out
100 surveys, the authors get 75 qualified
responses, which are then accepted. The other 25
responses neither are on their internship nor
irrelevant data, which are rejected. Therefore, in
applying the 95% confidence interval, consisting
all values less than 1.96 standard errors away from
the sample value, then test against any population
value in this interval will lead to p > 0.05, and 6%
margin of error, according to the study of Dinh et
al. (2017), thus require the sample size needs to be
collected is:
collection
of
surveyors’
demographic
information; Part 2: Information collection about
the employees' perceptions of corporate
performance appraisal system including (1)
fairness: FAI1, FAI2, FAI 3, FAI4, (2) promotion
link: PRO1, PRO2, PRO3, PRO4, (3) clarity of
roles: CLA1, CLA2, CLA3, CLA4 and (4)
feedback: FEE1, FEE2, FEE3 with measurements
following Diala & Nemani (2011), Selvarajan &
Cloninger (2012), Agyare et al. (2016), Nguyen
(2017); Part 3: Design collects information related
to employees' satisfaction feelings towards the
organization: JOS1, JOS2, JOS3, JOS4 following
Saari
&
Judge (2004). The following
2
2
n = 푍 푞 (1−푞)
=
1.96 ∗0.75 (1−0.75) = 200.08 ≈ 201
questionnaire uses the 5-point likert scale on
surveying that ranges from one extreme attitude to
2
2
퐷
0.06
In this study, there are two data collection
methods to receive information, namely directly
send the questionnaire to a number of targeted
employees and indirectly conduct survey in
Google form and send to surveyors with the
support of Human Resource Management
Department.
another, including
specifically: 1- Totally disagree; 2- Disagree; 3-
Neutral; 4- Agree; 5- Extremely agree.
a
neutral midpoint,
3.2. Sampling and Data collection
Because the population method is not
favored since there is a large number of
employees in FPT Software, stratified random
sampling method was chosen, which refers to
Table 1: Demographic profile of respondents (n = 201)
Variables
Characteristics
Frequency
Percentage (%)
Male
Female
18-25
26-35
66-50
121
60.2
39.8
59.2
24.5
15.3
1
Gender
80
119
49
31
2
Age
over 50
Undergraduate
Intermediate College
Bachelor
Master/ PhD
Less than 3 years
3 - 5 years
More than 5 years
Total
6
3.2
9.1
71.4
16.3
36.8
45.9
17.3
100
18
144
33
74
92
35
201
Educational level
Seniority
Source: Conducted by authors, 2021
academic level such as Master and PhD was 33
(16.3%), mostly are managers or employees with
high salary. The other main degree among the
surveyors was Intermediate College (18 employees,
accounted for 9.1%), focusing on workers who had
specific IT technique which was trained and taught
effectively at FPT Intermediate College. Moreover,
the questionnaire result revealed that most
employees had the job experience from 3 to 5 years
(45.9%) and less than 3 years (36.8%) while the
minority have had a long time working for the
organization.
4. Data findings and analysis
4.1. Sampling description
As described in the sampling method, the sample
size of 201 employees at all position levels from all
departments at FPT Software were surveyed for the
research analysis. The sampling description is Table
1. Remarkably, only 2 person who were older than
50 conducted the survey, showing the tendency of
maintaining young employee age at the company.
The survey results also revealed that most of
workers had their Bachelor’s degree (71.4%).
Notably, the number of people who have high
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Table 2: Cronbach alpha coefficients
Variables
Encoded
Cronbach alpha
Fairness
FAI
0.84
Promotion
PRO
0.894
Clarity of roles
Feedback
CLA
FEE
0.9
0.888
Source: Conducted by authors, 2021
4.2. Reliability
Exploratory factor analysis (EFA)
As can be seen in Table 2, Cronbach’s Alpha
The KMO (Kaiser-Meyer-Olkin) measure of
sampling adequacy is 0.843, which is qualified to
do EFA analysis, stated by the research by Hair et
al. (2006) that 0.5 < KMO < 1. Furthermore, the
Bartlett's Test of Sphericity has a value of sig =
0.000 < 0.05, thus the authors concluded that the
observed variables are correlated with each other.
scale reliability statistics of 4 variables are greater
than 0.8. In addition, Corrected Item-Total
Correlations of all dimensions for each variable
are also greater than 0.3. Therefore, all
dimensions will be taken to the next EFA phase.
Table 3: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
0.843
Bartlett's Test of Sphericity
Approx. Chi-Square
1741.271
df
105
Sig.
0.000
Source: Conducted by authors, 2021
Table 4: Rotated Component Matrix
Component
1
2
3
4
CLA2
CLA3
CLA1
CLA4
PRO1
PRO3
PRO2
PRO4
FAI4
0.881
0.871
0.861
0.844
0.882
0.866
0.829
0.825
0.857
0.806
0.787
0.784
FAI3
FAI1
FAI2
FEE1
FEE3
FEE2
0.882
0.86
0.858
Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization
Source: Conducted by authors, 2021
After testing variance extract of factors
EFA analysis for the dependent variable
affecting job satisfaction, in the analytical table of
Job satisfaction is the endogenous variable,
results, the cumulative percentage of variance of
the total components number in line 4 is 75.883%,
which is greater than 50%, along with the total or
eigenvalue greater than 1, satisfy the standard of
variance acceptance stated by Anderson and
Gerbing (1988). Since the sample size of this
research is 201, it therefore requires the factor
loading of greater than 0.55. Therefore, in the next
step, when testing factor loading factors, the
results of EFA analysis for the independent
variables of the rotation matrix reveals that the
factor of observed variables satisfies the condition
when factor loading factor is greater than 0.55.
which four dimensions are conducted Exploratory
Factor Analysis separately and then merge with
Pattern Matrix in the second run. The KMO
(Kaiser-Meyer-Olkin) measure of sampling
adequacy is 0.811, which is qualified to do EFA
analysis, stated by the research by Hair et al.
(2006) that 0.5 < KMO < 1. Furthermore, the
Bartlett's Test of Sphericity has a value of sig =
0.000 < 0.05, thus the author concluded that the
observed variables are correlated with each other.
After testing variance extract of factors
affecting job satisfaction, in the analytical table of
results, the cumulative percentage of variance of the
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total components number is 70.54%, which is
greater than 50%, along with the total or eigenvalue
greater than 1, satisfy the standard of variance
acceptance stated by Anderson & Gerbing (1988).
Therefore, it can be concluded that the factors
extracted explain 70.54% change in variables.
Table 5: Total Variance Explanation
Component Initial Eigenvalues
Extraction Sums of Squared Loadings
Total
% of Variance
2.822
Cumulative %
70.54
Total
70.54
83.563
93.53
100
% of Variance
Cumulative %
70.54 70.54
1
2
3
4
2.822
0.521
0.399
0.259
13.023
9.967
6.47
Extraction Method: Principal Component Analysis
Source: Conducted by authors, 2021
Based on the data from the correlation
coefficient matrix in the above table, most values of
correlation coefficients between independent
variables and dependent variables work by
feedbacks at 98% (sig <0.05). The value r between
the variable depends on the job satisfaction with
independent variables running from 0.242 to 0.424.
Therefore, the appropriate independent variables
explain the variable depending on job satisfaction.
Research testing
Descriptive statistics
In quantitative research of this study, the
numbers were taken into the inspection model after
the phase of verifying scale reliability and value. In
testing, the Pearson's control system was used to test
the level of the computer's ability to hold dependent
and independent variables before forming the
modeling decision. The output showed the
correlation below.
Table 6: Correlation matrix
FAI
1
PRO
.167*
0.018
201
CLA
.293**
0
201
.143*
0.044
201
1
FEE
.196**
0.005
201
JOS
.242**
0.001
201
.424**
0
201
.264**
0
201
.396**
0
201
1
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
FAI
PRO
CLA
FEE
JOS
201
.167*
0.018
201
1
.435**
0
201
.143*
0.044
201
201
.293**
0
.216**
0.002
201
201
201
.216**
0.002
201
.196**
0.005
201
.435**
0.000
201
1
201
.396**
0
Pearson Correlation
Sig. (2-tailed)
N
.242**
0.001
201
.424**
0
.264**
0
201
201
201
201
*. Correlation is significant at the 0.05 level (2-tailed)
**. Correlation is significant at the 0.01 level (2-tailed)
Source: Conducted by authors, 2021
50.1% of the variation of job satisfaction
dependent variable can be explained by regression
model with 4 independent variables, and R2 is
greater than the standard of 0.5 so it is acceptable.
Adjusted R square
The predictors are variables, namely
(Constant), FEE, FAI, CLA and PRO. The
meaning of R2 = 0.501 (sig <0.001) means that
Table 7: Model summary on dependent variable
Change Statistics
Std. Error
R
Adjusted
R Square
Durbin-
Watson
Model
R
of the
Estimate
0.621
R Square
Change
0.501
F
Sig. F
Change
0
Square
df1
df2
196
Change
1
.708
0.501
0.473
18.503
4
2.162
Source: Conducted by authors, 2021
proving 99% reliability demonstrated theoretical
models that are relevant to reality. Therefore, the
independent variables are linearly correlated with
the dependent variable in the model.
ANOVA
In the ANOVA variance analysis, the
dependent variable is Job Satisfaction (JOS) and
predictors are (Constant), FAI, PRO, CLA and
FEE. The result revealed that Sig. = 0.000 ≤0.001,
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Table 8: ANOVA on dependent variable
Model
Sum of Squares
df
Mean Square
7.135
0.386
F
Sig.
.000
Regression
Residual
Total
28.541
75.584
104.126
4
18.503
1
196
200
Source: Conducted by authors, 2021
that there is no multinational phenomenon in
the model.
Multinational regression
In table 9, the values of Tolerance are >0.1
and VIF are all <10. It comes to the conclusion
Table 9: Coefficient on dependent variable (JOS)
Unstandardized
Standardized
Coefficients
Beta
Collinearity
Statistics
Coefficients
Std. Error
Model
(Constant)
t
Sig.
B
Tolerance
VIF
0.296
0.057
0.062
0.062
0.074
1.192
1.678
4.29
2.233
3.15
0.235
0.095
0
0.027
0.002
FAI
PRO
CLA
FEE
0.096
0.267
0.138
0.232
0.108
0.291
0.144
0.217
0.89
0.803
0.887
0.779
1.124
1.245
1.127
1.283
1
Source: Conducted by authors, 2021
Agyare et al. (2016). In fact, the company’s
promotion proves to be a positive factor in
enhancing job satisfaction of employees because
of the main reasons. The transparent promotion
process comes through phases of evaluation,
including rewards and recognition are judged
based on the quality of work, which is built
specifically and systematically, and receive
opinion of not only managers but also colleague
teams, after a specific time on board. In addition,
the clarity of roles for workers in FPT Software
are mostly description for workers’ tasks
orientation and the clear position for each
individual in every project. Therefore, it helps
present the need for training and development for
the employees taking on new roles and tasks,
leading to objectives formulation in order to
evaluate the performance. It also creates
4.3. Regression results
The results show that the four independent
variables in the model affect the job satisfaction
of employees at FPT Software and this effect is
statistically significant. Since the p-value (Sig.) of
(Constant) and FAI are greater than 0.05, those
two are unaccepted to the regression model, while
the others (PRO, CLA, FEE) are accepted. As the
result, based on the standardized coefficient β, the
relationship between the dependent variable job
satisfaction and independent variables is shown in
the following linear regression equation:
JOS = 0.291*PRO + 0.144*CLA + 0.217*FEE
The regression equation shows a linear
relationship between Job Satisfaction (JOS) with
independent variables Promotion link (PRO),
Clarity of roles (CLA) and Feedback (FEE). The
results of this estimation also shows that the
influence of each performance appraisal factor to
job satisfaction is different. Specifically,
Promotion link has the greatest impact on job
satisfaction (βStandardized =0.291), followed by
Feedback (βStandardized =0.217) and Clarity of roles
(βStandardized =0.144). The regression results show
that three factors in employee performance
appraisal including Promotion, Clarity of roles
and Feedback have positive impact on job
satisfaction, thus those three among four
hypotheses (H2, H3, H4) are accepted, except for
the Fairness factor (H1 is rejected). Among those,
the variables Promotion link has the highest
impact on job satisfaction.
employee
engagement
by
associated
responsibility and thereby brings about
accountability. That information significantly
reduces confusion of employees about the tasks
and projects they involve, ensuring the roles,
teams, and workflows (Montgomery et al., 2011).
Next, feedback is highly recommended in human
resources management strategies of FPT
Software. Providing effective feedback offers
great benefits for employee performance,
especially in
a
respectful, positive and
constructive way at FPT Software, which is the
key to individual and organizational success.
Consequently, by making employees aware of the
areas that need improvement in feedback
activities, it is more quickly for them to align with
the company business objectives and strategies.
4.4. Discussion
As mentioned above, Promotion link, Clarity
of roles and Feedback have positive impact on job
satisfaction. This is also in line with the results of
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Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUẢN TRỊ KINH DOANH SỐ 19 (2021)
Hence, it has the positive impact on job
satisfaction, resulting in the data above.
strategic managers can plan for further training
classes, make cross-functional responsibilities
within the organization to enhance employees job
satisfaction. In terms of developing clarity of role,
the authors suggest that there would be openness to
increase information flow within working
environment at FPT Software. For instance, clarity
of the appraisal purpose can be done by applying
the following criteria to every individual and
department in the company.
Besides, it is reported in the data that
Fairness in performance appraisal is not the factor
that has significant relationship with job
satisfaction at FPT Software. Although this result
is contradicted to studies of Colquitt (2012) and
Agyare et al. (2016), it was supported by Warokka
et al. (2012) and Nguyen (2017). Especially, in the
study of Vietnamese enterprises, Nguyen (2017)
pointed out that equality or inequality to everyone
is difficult to perceived by some employees. For
them, fairness does not affect their work and
leaving intention. In fact, employees’ comments
that their benefits package, regarding bonuses,
medical, insurance, paid vacations, company
holidays, free meals, pensions, stock options,
childcare, personal days, sick leave, other time off
from work or pension plan is marked unfair both
in their expectation and comparing with that of
others. According to Hostede (2014), Vietnamese
culture is more collectivism, so managers tend to
rate good results for all members even their
performance may be poor as it cannot affect their
financial benefits (Nguyen, 2017). Therefore, the
fairness is stated as ineffective according to
respondents who perceived the performance
appraisal system critically.
In conclusion, the research model of this study
based on the model of Agyare et al. (2016) and was
added some measurements for each variable to find
the impacts of performance appraisal on employees’
job satisfaction at FPT Software Joint Stock
Company. By using descriptive statistics analysis,
Cronbach's alpha reliability, exploratory factor
analysis (EFA), correlation and regression analysis
from 201 survey respondents, the study provides
practical evidence and suggestion to improve the
relationship between employee performance
appraisal and job satisfaction at the case of the
company. The research thus has achieved the
following results. After conducting research, it was
revealed that three among four variables including
Promotion link, Clarity of roles and Feedback have
positive influence on job satisfaction in the case of
this company. The factor Promotion link revealed to
show the most positive and powerful influence on
job satisfaction of employees with a standardized
beta coefficient of 0.291. The others are Feedback
and Clarity of roles also has a positive effect on job
satisfaction. From the research results, the study
provides strategy suggestions for human resources
managers of FPT Software to improve job
satisfaction of workers by enhancingthree aspects of
employee performance appraisal that positively
affect job satisfaction. Consequently, managers can
innovate the organization by making employees feel
valued and belonged to help the business develop
sustainably. However, the limitation of study is only
done within the case of FPT Software Joint Stock
Company, thus it does not generalize as the
representative of the whole industry or region in
showing the relation between performance
appraisals and job satisfaction; the survey was
conducted by the stratified sampling method, thus
the randomness might make it hard to give a general
conclusion. Therefore, in order to make the research
results more representative, further studies should
expand the scope on a larger sample size and
conducted not only on the organizations’
departments, but also on various enterprises as well
as different regions nationwide.
5. Recommendation and Conclusion
For recommendation, as promotion link has
the greatest effect on job satisfaction, the authors
suggest that the company use more method of
competitive model in promotion, namely Merit-
based promotion and Merit-cum-seniority, in
which workers have to prove their worth, taking
into account main factors such as knowledge,
performance, skill, productivity and experience in
order to be promoted to a higher rank (Pergamit &
Veum, 1999). Next, to improve feedback within
the
workplace,
the
important
strategy
recommended by the authors is encouraging the
involvement of employees’ coordination among
departments in evaluation procedures, using the
360 Degree Feedback. This method provides well-
rounded feedback from peers, colleagues and
supervisors other than only individuals. Secondly,
personal
and
organizational
performance
development is what the company can gain using
this improvement in feedback. This approach helps
team members learn to work and communicate
more effectively together so that multi-raters can
make each of their colleague’ evaluation more
accountable and valuable (Greguras & Robie,
1998). Therefore, FPT Software human resources
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Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUẢN TRỊ KINH DOANH SỐ 19 (2021)
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Ngày nhận bài: 02/6/2021
Thông tin tác giả:
Ngày nhận bản sửa: 03/8/2021
Ngày duyệt đăng: 30/12/2021
1. Hoàng Anh Duy
- Đơn vị công tác: Trường Đại học Ngoại Thương
2. Nguyễn Thảo Minh
- Đơn vị công tác: Trường Đại học Ngoại Thương
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