Nghiên cứu về năng lực nguồn nhân lực và sự hài lòng của nhân viên – nghiên cứu điển hình tại tập đoàn Sunshine
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
NGHIÊN CỨU VỀ NĂNG LỰC NGUỒN NHÂN LỰC VÀ SỰ HÀI LÒNG
CỦA NHÂN VIÊN – NGHIÊN CỨU ĐIỂN HÌNH TẠI TẬP ĐOÀN SUNSHINE
Hoàng Anh Duy1, Đỗ Xuân Hùng2
Tóm tắt
Sự hài lòng của nhân viên đã trở thành một trong những vấn đề chiến lược trong thiết lập tổ chức, góp
phần vào sự thành công của tổ chức. Do đó, nghiên cứu này sẽ làm sáng tỏ nhiều lý thuyết, khuôn khổ và
kỹ thuật thống kê khác nhau để xem xét tác động của năng lực nguồn nhân lực đối với sự hài lòng của
nhân viên. Năm giả thuyết được kiểm tra là: (1) Sự nhạy bén trong kinh doanh có tác động tích cực đến
sự hài lòng của nhân viên, (2) Cơ cấu tổ chức có tác động tích cực đến sự hài lòng của nhân viên, (3)
Giao tiếp giữa các cá nhân có tác động tích cực đến sự hài lòng của nhân viên, (4) Quản lý quan hệ có
tác động tích cực đến sự hài lòng của nhân viên, và (5) Quản lý niềm tin có tác động tích cực đến sự hài
lòng của nhân viên. Tác giả thực hiện nghiên cứu định lượng bằng cách sử dụng bảng câu hỏi làm công
cụ chính để phân tích dữ liệu nhận được dựa trên các quy trình Kiểm tra độ tin cậy, Phân tích nhân tố
khám phá, Hệ số tương quan và Mô hình hồi quy. Theo kết quả thống kê, sự nhạy bén trong kinh doanh,
giao tiếp giữa các cá nhân và quản lý mối quan hệ có tác động tích cực đến sự hài lòng của nhân viên.
Những phát hiện này đã dẫn đến một số khuyến nghị nhất định cho Ban Giám đốc Tập đoàn Sunshine
trong việc cải thiện sự hài lòng của nhân viên tại nơi làm việc.
Từ khóa: Năng lực nguồn nhân lực, Sự hài lòng của nhân viên, Nhân viên kinh doanh, Giao tiếp giữa
các cá nhân, Quản lý mối quan hệ
A STUDY ON HUMAN RESOURCE COMPETENCIES AND EMPLOYEES’
SATISFACTION – THE CASE OF SUNSHINE GROUP
Abstract
Employees’ satisfaction has become one of the strategic issues in organizational settings which
contributes to organizational success. Hence this research will shed light on a variety of theories,
frameworks and statistical techniques in order to examine the impacts of Human Resource competencies
on employees’ satisfaction. The five hypotheses tested are: (1) Business acumen has a positive impact on
employees’ satisfaction, (2) Organizational architecture has a positive impact on employees’ satisfaction,
(3) Interpersonal Communication has a positive impact on employees’ satisfaction, (4) Relation
management has a positive impact on employees’ satisfaction, and (5) Trust Management has a positive
impact on employees’ satisfaction. The authors conduct quantitative research using questionnaires as the
main instrument to analyze the data received based on the procedures of Reliability Test, Exploratory
Factor Analysis, Correlation Coefficient and Regression Model. According to the statistical findings,
business acumen, interpersonal communication and relation management have positive impacts on
employees’ satisfaction. These findings have led to certain recommendations for the Board of Directors
of Sunshine Group in terms of improving employees’ satisfaction in the workplace.
Keywords: Human Resource competencies, Employees’ satisfaction, Business Acumen, Interpersonal
communication, Relation Management
JEL classification: M, M12, M5, M2.
there is negative correlation between low
satisfaction at work and business reputation,
turnover and customer retention (Mayhew, 2017).
Therefore, improving employees’ satisfaction to
achieve a higher level of employee loyalty will
help improve operational efficiency in
enterprises, creating competitive advantages for
businesses in the current context.
There have been a variety of studies
conducted to evaluate the impacts of Human
Resource (HR) competencies on employees’
satisfaction because of the need to examine the
link between these two factors. For example,
Nikolajevaite and Sabaityte (2016) concluded that
1. Introduction
In an organization, it is irrefutable that
employees’ satisfaction is an important factor that
can possibly be correlated to the company’s
revenues, productivity, employee turnover and
customer satisfaction (Harter et al., 2002). Hence
satisfying staff internally can be a strategic step
for the enterprise to achieve organizational
success, which can be the accomplishment of
business goals aligned with HR strategies. On the
contrary, workers with low satisfaction will
possibly behave in an unpleasant and non-
professional manner, perhaps due to job stress and
lower productivity (McFarlin, 2019). Moreover,
34
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
there is a weakly positive correlation between
“external job satisfaction” and general
competencies; however, this conclusion seems
quite ambiguous, as the readers may raise a
question of which aspects of general
competencies can have strongly positive impact
on employees’ satisfaction and which other
aspects have weaker ones. Therefore, the authors
want to propose a research model containing
certain aspects of HR competencies so that
detailed conclusions regarding the impacts of each
aspect of HR competencies on employees’
satisfaction can be drawn.
basis and in need. These deputies are also in
charge of managing 13 main departments
consisting of: Finance and Accounting, Planning
and Technique, Supplies and Bidding, Sales,
International Investment and IPO, Administration
and HR, IT, Media, Customer Service, Design,
Project Management, Assistance and S-Service.
In each department, there are one Head of
Department, one or two Deputies of Department
depending on the amount of work or the
requirements of assistance from the Head, and a
certain number of employees including
specialists, executives and interns.
In research literature, attention paid to the
given topic is not a great deal (Khan, et al., 2015;
Nikolajevaite and Sabaityte, 2016), and there has
been no study on the real estate industry in
Vietnam before. Hence, the authors chose
Sunshine Group (SSG), one of the most
prosperous corporations in this industry, to
measure the impacts of HR competencies on
employees’ satisfaction. The objective of the
research is to determine the impact of HR
competencies on employees’ satisfaction. Based
on the findings from the case study of SSG, the
authors expect to make some recommendations,
which will be helpful in improving HR
competencies to increase employees’ satisfaction.
SSG was officially established on April 13,
2012. Formerly known as Sao Anh Duong Joint
Stock Company, SSG is composed of 5
companies, which invest in Sunshine Center,
Sunshine Riverside, Sunshine Garden and
Sunshine City. In the past, SSG launched many
projects in Hanoi such as Sunshine Palace,
Sunshine Garden, Sunshine Riverside with more
than 3,000 apartments and the total investment
was up to 8,000 billion VND. The volume of
transactions as well as the quality of services and
sales policies are highly appreciated by
customers, which has created a great attraction
and echo in the market. By the end of 2017, SSG
has handed over two projects, Sunshine Palace
and Sunshine Garden to customers. With strong
financial capability and the passion and
enthusiasm of leaders and all employees, SSG
continued launching a series of high-end projects,
owning luxurious positions in the capital Hanoi.
The main business activities of SSG consist of
investment, construction, commerce, services,
schools and media. There are 19 Deputies of
Manager under the direct supervision of the
General Manager, having the duties of reporting
tasks and business practices to him on a weekly
2. Literature review
2.1. Human Resource competencies
As the emergence of Human Resource
Management
has
replaced
personnel
management, with more attention shifted to the
idea that HR should be seen as a competitive
advantage of the organization (Alajmi and
Alenezi, 2016). Thus, building up a more high-
performing workforce has become senior leaders’
grave concerns in modern organizations
(Anderson and Caldwell, 2018). One of the
strategies to encourage high performance is
increasing HRs’ competencies with the
centerpiece of organizational-level competencies
(Lahti, 1999). According to Long and Ismail
(2008), HR competency is defined as “a cluster of
characteristics contributing to HR professionals’
effective performance that helps an organization
to implement successfully its business strategies
in a competitive market” (p. 65). These
characteristics include skills, knowledge, abilities
and personalities which are extremely helpful for
HR professionals to perform their capabilities.
According to Khan et al. (2015), HR
competencies can be divided into five main
factors: business acumen, organizational
architecture,
interpersonal
communication,
relation management and trust management.
According to Veliyath et al. (2012), business
acumen is a skill through which managers can
“acquire and leverage human, financial,
informational, physical, and technological
resources to accomplish the organization’s
strategic mission”, and it helps HR professionals
understand how strategic decisions can have
impact on organizational performance (p. 10).
Moreover, business acumen involves the ability to
manage people, execute strategy, generate
revenues, maximize assets and acquire capital to
successfully run a business (Kaplan, 2006). The
second factor of HR competencies is
35
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
organizational architecture, which is to “redesign
the process of stable or unstable business” (Khan
et al., 2015). The purpose of organization
architecture is to build the departmentalization in
every organization to avoid conflict as much as
possible and to enhance employees’ satisfaction
level so that employees are always willing to
proactively perform their tasks, and as a result,
employee relation is strengthened. Subsequently,
interpersonal communication is a popular topic in
many previous studies (Reich and Hershcovis,
2011; Popescu, 2013). Hartley (1993) thought
interpersonal communication involves in face-to-
face meetings between two people, which is also
known as two-way communication. In the HR
context, this skill can be in the form of negotiation
skills, which can probably be correlated with the
building of employee relations, for instance,
collective bargaining in industrial relations
(Olotuah and Olotuah, 2016). Interpersonal
communication can be enhanced by acquiring
strong verbal, written, presentation, persuasion,
negotiation and active listening skills (Beqiri,
2018). It can positively impact employees’
satisfaction (Wahyuni, 2016).
Another component of HR competencies is
relation management, which involves designing
a customer database for employees to understand
customers’ demographics and their needs (Khan
et al., 2015). This practice also helps employees
manage their relationships with customers as
employees can meet the needs of each cohort of
customers. Lexico (2019) defines relationship
management as “the supervision and
maintenance of relationships between a company
and its external partners, especially its clients”.
Moreover, Wong (1998) stated that the
relationship between customers and employees
are the foundation to realize the significance of
customers who share value and power in the
market. Trust has been identified as an important
component that makes mutual gains and
bargaining successful (Friedman, 1993), a
prerequisite for the implementation of a
successful organizational productivity method
(Savage, 1982), increasing group performance
(Klimoski and Karol, 1976) and reducing
employee turnover (Mishra and Morrissey,
1990) and employees’ satisfaction (Chaubey et
al., 2017). Trust can also be an effective tool to
make strategic decisions and in case of broken
trust, employees will never make any
commitments with their organizations (Galford
and Drapeau, 2003).
2.2. Employees’ satisfaction
Employee satisfaction is the happiness that
workers feel when they are satisfied with their job
and work conditions, used as one way of
measuring a company’s success (Cambridge
Dictionary, 2019). According to Kandhakumar
and Balasingh (2016, p.341), “more satisfied
employees stimulate a chain of positive actions
which end in an improved company
performance”. In another piece of research, it is
said that employees’ satisfaction influences
employee productivity, absenteeism and retention
(Allen and Wilburn, 2002). Moreover, Harter et
al. (2002) concluded about the positive correlation
between employees’ satisfaction and engagement
and the organizational performance. Gould-
Williams (2003) also suggested that when
employees are satisfied and have high
performance, the organizational performance
would be much better. According to the model of
Masood et al. (2014), there are five components
of employees’ satisfaction. They are working
conditions, pay and promotion, job safety and
security, job training and development, and
employee empowerment. Moreover, in the model
constructed by Vlosky and Aguilar (2009),
employee satisfaction may correlate with control/
autonomy/ influence, challenge, performance
measures, feedback, instrumentality, and
stability/security.
2.3. Relevant researches about the impacts of
HR competencies on employees’ satisfaction
Regarding the relationship between HR
competencies and job satisfaction, Khan et al.
(2015) did a research about the impacts of HR
competencies on employees’ satisfaction in the
telecom sector of Islamabad and Rawalpindi in
Pakistan. They used data collected from
employees of seven Pakistani telecom companies.
The researchers decided that there are five main
factors of HR competencies including business
acumen, organization architect, interpersonal
communication, relation management, and trust
management. The overall findings of the research
show significant relationship among HR
competencies above with employees’ satisfaction.
In particular, business acumen, organization
architect, trust management have positive impact
on employee’s satisfaction. By contrast,
interpersonal communication and relation
management do not affect employees’
satisfaction. Moreover, another result in terms of
social exchange relation indicates that social
exchange relation has a positive influence on
36
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
workers’ satisfaction (Khan et al., 2015). Besides,
Nikolajevaite and Sabaityte (2016) did the
research: “Relationship Between Employees’
Competencies and Job Satisfaction: British and
Lithuanian Employees”. The study conducted
include two groups of personalities which are
British and Lithuanian and 67 employees took
part in this research. The research showed that
there were no significant differences between
British and Lithuanian employees who evaluated
their own general competencies themselves and
correlation between general competencies and job
(external and internal) satisfaction. External job
satisfaction in the group of Lithuanians positively
correlates with general competencies. The
relationship is positive but very weak
(Nikolajevaite and Sabaityte, 2016). Renyut et al.
(2017) conducted a research about “The effect of
organizational commitment, competence on Job
satisfaction and employee performance in Maluku
Governor's Office”. Employees working in 14
local agencies in Maluku Governor’s Office are
research objects and there are only 244 samples.
Using quantitative methods, the research results
show that employee competence has a positive
and significant effect on job satisfaction. It means
that the better the competency of employees is, the
higher the level of job satisfaction is.
al. (2015) concluded that only three factors of HR
competencies out of five have positive impact on
employees’ satisfaction. However, they did not
figure out the rationale behind that result
regarding why the remaining factors do not
positively impact employees’ satisfaction.
Therefore, the authors want to do this research
using Khan et al.’s model to test five factors again
in the context of SSG. Secondly, Nikolajevaite
and Sabaityte (2016) even showed no correlation
between competencies and employee satisfaction,
and another general conclusion was also produced
by Renyut et al. (2017), saying that employees’
competence has a positive effect on employees’
satisfaction. It is evident that after sorting and
reading various sources of HR competencies and
employees’ satisfaction, the authors want to come
to
a
more specific conclusion on HR
competencies and employees’ satisfaction the
context of SSG in Vietnam to fulfill the main
purpose of this research. The authors have
reviewed relevant knowledge in terms of five
main factors of HR competencies including
business acumen, organizational architecture,
interpersonal
communication,
relation
management and trust management, and
employees’ satisfaction in order to provide some
backgrounds of the research model below.
3. Research Methodology
After reviewing all relevant knowledge in
terms of HR competencies and employees’
satisfaction, as well as mentioning some topic-
related researches conducted by many previous
researchers, the author came to realize some main
points as follows. Firstly, the research by Khan et
3.1. Research Hypotheses
As the aim of this study is to examine the
impacts of HR competencies on employees’
satisfaction, the following hypotheses are formed
based on the research model.
Table 1: Research Hypotheses
Hypothesis
Content
H1
H2
H3
H4
H5
Business acumen has a positive impact on employees’ satisfaction.
Organization architecture has a positive impact on employees’ satisfaction.
Interpersonal communication has a positive impact on employees’ satisfaction.
Relation management has a positive impact on employees’ satisfaction.
Trust management has a positive impact on employees’ satisfaction.
Source: Conducted by authors, 2019
Interpersonal
Communication
Organizational
Architecture
Relation
Management
Employees'
Satisfaction
Trust
Management
Business Acumen
Figure 1. Research Model
Source: Khan et al., 2019
37
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
as self-completion questionnaires (Bryman and
Bell, 2011). This type of instrument is convenient
for the participants as they can complete
whenever they are ready. The questionnaires of
this research encompass two main parts, namely
items of HR competencies and items measuring
employees’ satisfaction. All scales are measured
on a five-point Liker scale ranging from (1) totally
disagree to (5) totally agree.
* Data collection & Analysis: The data was
collected according to the two main methods of
directly sending the survey to employees and
through online channels such as email or
Facebook. The response rate is 100% as 140 out
of 140 questionnaires delivered to the participants
was returned with trustworthy and usable
responses. The response rate can be taken into
consideration to analyze the number of
trustworthy responses in the survey and a high
response rate is expected to ensure sufficient
answers for the data analysis. Data collected
through questionnaires will be processed by SPSS
version 20 software, encoded and cleaned, then
carried out to test and analyze with the help of
descriptive statistics, reliability test of Cronbach's
Alpha scale, EFA, Correlation Coefficient
analysis and multivariate regression.
3.2.Research Model
There are various studies about the impacts
of HR competencies on employees’ satisfaction.
However, the authors suggest a research model
based on the study conducted by Khan et al.
(2015). Although the conclusion is that only
business acumen, organization architecture, trust
management have positive impact on employee’s
satisfaction, the authors still utilize the original
version of the model containing five components
of HR competencies. This is because SSG is a
different context compared to Khan et al.’s (2015)
research, thus different conclusions may be
drawn. All the variables are illustrated as below:
3.3. Research Method
This research has adopted the quantitative
inquiry, which is “a research strategy that
emphasizes quantification in the collection and
analysis of data” (Bryman, 2012, p. 35).
According to Rasinger (2013), quantitative
method can test hypotheses commencing with
how many, how much and to what extent, and
measure variables in the social science.
* Sample: The population of this study is the
aggregate number of employees at SSG. The
authors decided to utilize the stratified sample
method for this research based on the company’s
organizational structure. This method requires a
sample rate so that the researchers can choose a
certain number of participants in each department,
thus helping the researchers have employees’
responses from all department. According to
Gorsuch (1983), the minimum sample size for
conducting Exploratory Factor Analysis (EFA)
must be 5 times the total number of observed
variables in the scales. The questionnaire of this
study includes 28 observed variables. There are 5
independent factors in this study, so the minimum
sample size is 90 units. This study uses both EFA
method and linear regression method, then the
sample size required is 140 units. The participants
should be full-time employees who have finished
the 2-month probation.
4. Research Results
4.1. Reliability
According to the Table 2 presenting the
reliability test’s results, it can be confirmed that
all 6 scales have internal consistency and are
reliable scales. Thus, no observed variables are
removed from the scale and the data is accepted
for the EFA. The analysis results show that KMO
coefficient = 0.810 (Table 9), which is > 0.5,
showing that the use of the EFA is consistent with
research data. Bartlett’s Test of Sphericity has
Sig. = 0,000 < 0.05, indicating that observed
variables are significantly correlated with
representative factors. Moreover, all the
communalities, as can be seen in the Table 9, are
quite high, ranging from 0.519 to 0.804, also
greater than 0.2, which indicates that the extracted
components represent the variables well.
* Instrument: Questionnaires are considered
as the most widely used in the quantitative
research (Rowley, 2014), and are often referred to
38
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
Table 2: Cronbach’s Alpha Coefficients
No.
Observed Variables
Encoded
Cronbach’s Alpha
1
Business acumen
BA
0.815
2
3
4
5
Organization architecture
Interpersonal communication
Relation management
Trust management
OA
IC
RM
TM
0.823
0.872
0.713
0.683
6
Employees’ satisfaction
ES
0.765
Table 3: KMO and Bartlett’s Test
.810
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
Approx. Chi-Square
1387.174
Bartlett’s Test of Sphericity
Df
Sig.
231
.000
Source: Conducted by authors, 2019
The results of analyzing Total Variance
Explained (“TVN”) show that according to
Eigenvalues > 1, there are 5 factors extracted and
these 5 factors will explain 67.632% of the data,
> 50%, satisfying the mentioned condition. In the
Rotated Component Matrix, there are 6
components, showing that some variables are not
reliable, as there are only five factors tested.
Looking at the variable IC3, it can be seen that
the difference between the largest and the second
largest value is 0.622 – 0.558 = 0.064 < 0.3.
Although the factor loadings of the variable IC3
are greater than 0.5, the difference between them
should be greater than 0.3. Therefore, the variable
IC3 is eliminated. The author removed IC3 from
the test, and conducted EFA again.
According to the results from SPSS in the
following tables, it is obvious that now KMO
coefficient is 0.808 > 0.5, Bartlett’s Test has Sig.
= 0.000 < 0.05, Communalities > 0.2, TVE =
63.604% > 50% and there are 5 components in
the Rotated Component Matrix. All the
conditions are satisfied, so these 21 variables will
be kept for further tests.
Table 4: Second Test (KMO and Bartlett’s Test)
.808
1277.848
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
Approx. Chi-Square
Bartlett's Test of Sphericity
Df
210
Sig.
.000
Source: Conducted by authors, 2019
correlated with the factor BA (r = 0.497) and least
correlated with the factor TM (r = 0.239). It is,
therefore, possible to conclude these independent
variables in the regression analysis model can
explain the change of the dependent variable and
test the hypotheses.
To assess the relationship between variables
in the suggested model, the correlation analysis
using Pearson correlation coefficient is carried
out. The analysis results in the Table 7 show that:
The independent variables including BA, OA, IC,
RM and TM are all correlated with the dependent
variable ES. This dependent factor is most
Table 5: Total Variance Explained (Short version)
Extraction Sums of Squared Loadings
Rotation Sums of Squared Loadings
Component
Total
6.259
2.518
1.864
1.501
1.215
% of Variance Cumulative %
Total % of Variance
Cumulative %
14.992
1
2
3
4
5
29.802
11.991
8.877
7.145
5.788
29.802
41.794
50.671
57.817
63.604
3.148
2.891
2.771
2.298
2.249
14.992
13.767
13.194
10.943
10.709
28.759
41.953
52.895
63.604
Source: Conducted by authors, 2019
39
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
Table 6: Rotated Component Matrix
Rotated Component Matrixa
Component
1
2
3
4
5
IC4
IC1
IC2
.817
.775
.756
.748
IC5
BA5
BA3
BA4
BA2
BA1
OA1
OA2
OA3
OA4
RM2
RM1
RM4
RM3
TM2
TM1
TM3
TM4
.751
.734
.686
.652
.590
.862
.798
.735
.581
.795
.706
.661
.619
.777
.767
.755
.564
Extraction Method: Principal Component Analysis; Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
Source: Conducted by authors, 2019
factor TM (r = 0.239). It is, therefore, possible to
conclude these independent variables in the
regression analysis model can explain the change
of the dependent variable and test the hypotheses
in the research model. The analytical results also
show that the independent variables in the model
are correlated with each other, so it is necessary to
check the phenomenon of multicollinearity when
analyzing regression.
4.2. Correlations
The independent variables including BA
(Business Acumen), OA (Organizational
Architect), IC (Interpersonal Communication),
RM (Relation Management) and TM (Trust
Management) are all correlated with the
dependent variable ES (Employee Satisfaction).
This dependent factor is most correlated with the
factor BA (r = 0.497) and least correlated with the
Table 7: Pearson Correlation Coefficient
BA
1
OA
.447**
.000
1
IC
.600**
.000
.454**
.000
1
RM
.378**
.000
.210**
.013
TM
.181*
.032
.149
.079
.067
.434
.292**
.000
1
ES
.497**
.000
.268**
.001
.472**
.000
.455**
.000
Pearson Correlation
Sig. (2-tailed)
Pearson Correlation
Sig. (2-tailed)
Pearson Correlation
Sig. (2-tailed)
BA
OA
IC
.447**
.000
.600**
.000
.378**
.000
.181*
.032
.454**
.000
.210*
.013
.149
.079
.280**
.001
Pearson Correlation
Sig. (2-tailed)
Pearson Correlation
Sig. (2-tailed)
Pearson Correlation
Sig. (2-tailed)
.280**
.001
.067
1
RM
TM
ES
.292**
.000
.239**
.005
.434
.497**
.000
.268**
.001
.472**
.000
.455**
.000
.239**
.005
1
**: Correlation is significant at the 0.01 level (2-tailed).
*: Correlation is significant at the 0.05 level (2-tailed).
Source: Conducted by authors, 2019
40
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
Table 8: Regression Model Summary
Model Summary
Adjusted R
Square
.356
Std. Error of the
Estimate
R Square
Durbin-Watson
Model
R
.616a
.379
.49638
1.768
1
Source: Conducted by authors, 2019
the Durbin-Watson Statistics, hence (4 – dU) and
(4 – dL) will be 2.307 and 2.443 respectively.
Therefore, the mentioned Durbin-Watson
coefficient is in the range of no autocorrelation.
In the Table 9, the F coefficient is valued at
16.352, and the significance level Sig. = 0,000 (<
0.05), indicating that the regression model is
consistent with the population. Thus, the
independent variables in the model are related to
the dependent variable ES.
The adjusted R Square = 0.356, showing that
the suitability of the model is 0.356. In other
words, 35.6% of the change of the dependent
variable ES is explained by five independent
variables BA, OA, IC, RM and TM. The
remaining 64.4% is due to external variables and
random errors. Moreover, the Durbin-Watson
coefficient is 1.768. With n = 140 and k’ (the
number of explanatory variables) = 5, dL and dU
will be 1.557 and 1.693 respectively according to
Table 9: Regression ANOVA
ANOVA
Model
Regression
Sum of Squares
20.144
df
5
Mean Square
4.029
F
Sig.
.000
16.352
Residual
Total
33.016
53.161
134
139
.246
1
Source: Conducted by authors, 2019
Table 10: Regression Analysis (Short version)
Unstandardized
Coefficients
Standardized
Coefficients
Beta
Model
t
Sig.
B
Std. Error
.309
VIF
(Constant)
BA
.880
.188
-.018
.196
.228
.096
2.853
2.534
-.338
2.965
3.528
1.459
.005
.012
.736
.004
.001
.147
.074
.231
-.027
.263
.269
.105
1.795
1.353
1.696
1.251
1.115
OA
IC
RM
TM
.055
1
.066
.065
.066
Source: Conducted by authors, 2019
ES = 0.231 * BA + 0.263 * IC + 0.269 * RM
Thus, the regression equation shows a linear
relationship between "Employee Satisfaction" with
independent variables "Business Acumen",
"Interpersonal Communication", and "Relation
Management". The beta coefficients of three
independent variables are greater than 0, indicating
that independent variables positively affect
employee satisfaction at 95% of confidence level.
Hypothesis (H1): Business Acumen has a
positive impact on employees’ satisfaction.
The analytical results are statistically
significant, Sig. = 0.012, with the standardized
beta coefficient of 0.231. This independent
variable has a positive impact on employees’
satisfaction at the company, so the hypothesis (H1)
is accepted.
4.3.Regression results
According to the Table 10, the regression
coefficients of five factors are presented as
follows: (1) Business Acumen (βStandardized = 0.231
and Sig. = 0.012 < 0.05); (2) Organizational
Architect (βStandardized = - 0.027 and Sig. = 0.736 >
0.05);
(3)
Interpersonal
Communication
(βStandardized = 0.263 and Sig. = 0.004 < 0.05); (4)
Relation Management (βStandardized = 0.269 and Sig.
= 0.001 < 0.05) and (5) Trust Management
(βStandardized = 0.105 and Sig. = 0.147 > 0.05).
Because two out of the five factors have Sig. >
0.05, they should be removed from the regression
equation. Only the remaining three factors have
positive impacts on employees’ satisfaction. The
analytical results also show that the VIF
coefficients of the independent variables are all
smaller than 2, so there is no multicollinearity
phenomenon between the independent variables.
The regression equation with standardized
factors after testing research hypotheses can be
written as follows:
Hypothesis (H2): Organizational Architect
has a positive impact on employees’ satisfaction.
However, the result is insignificant because
Sig. = 0.736, and the coefficient of standardized
beta is – 0.027. This means that this variable has
41
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
a negative impact on employees’ satisfaction.
Therefore, the hypothesis (H2) is rejected.
best when giving employees opportunities of
attending extra courses or workshops of
improving their specialization by paying the fees.
Although employees can improve their skills and
knowledge to some certain degree, training and
development should still have its own role in
teaching employees about SSG’s culture and it
will be a channel to transit any internal
information among departments and employees.
About interpersonal communication and relation
management, there is a clear gap between the
managers and the employees at SSG, possibly
affected by the overall corporate culture of
Vietnamese corporations. Therefore, employee
empowerment is still a minor concern at SSG.
However, the social relationships are more
tightened after work, the chances of bonding
within Departments are higher. Therefore, the
authors will propose some recommendations in
terms of these three aspects of HR competencies
so that SSG can enhance its employees’
satisfaction to a higher level.
Hypothesis
(H3):
Interpersonal
Communication has a positive impact on
employees’ satisfaction.
The result is significant, Sig. = 0.004, and
the coefficient of standardized beta is 0.263.
Hence this independent variable has a positive
impact on employees’ satisfaction and the
hypothesis (H3) is accepted.
Hypothesis (H4): Relation Management has
a positive impact on employees’ satisfaction.
The significance level is 0.001 and the
standardized beta coefficient is 0.269. Therefore,
the variable has a positive impact on employees’
satisfaction and the hypothesis (H4) is accepted.
This factor also has the biggest positive influence
on the employees’ satisfaction.
Hypothesis (H5): Trust Management has a
positive impact on employees’ satisfaction.
The statistical figure shown is insignificant, Sig.
= 0.147 and the standardized beta coefficient is 0.105.
Thus, the hypothesis is rejected although this variable
has a positive impact on employees’ satisfaction.
4.4. Discussion
The quantitative results accept three out of
five hypotheses including (H1), (H3), and (H4),
meaning that business acumen, interpersonal
communication and relation management have
positive impact on employees’ satisfaction.
Business acumen positively impact employees’
satisfaction is also in line with Khan et al. (2015);
Interpersonal communication has a positive
impact on employees’ satisfaction is also
supported by Wahyuni et al. (2016); Relation
management positively impact employees’
satisfaction is also mentioned in the research of
Chaubey et al. (2017). In fact, SSG is a good
working environment when it is located in the
Keangnam Landmark 72, which is one of the most
luxurious buildings in Hanoi. When entering into
the company’s office, the guests can have a look
at many models of the company’s real estate
projects, giving them an imagination of SSG’s
scale. The Board of Directors also imposed some
policies in terms of the provision of the most
modern facilities such as modern computers, LED
screen, and other stationaries or air-conditioning
to the staff. Regarding training and development,
it is relatively problematic by virtue of the fact
that the HR Department almost lacks training and
development provided for employees. This is
because HRM is not still one of the main focus of
the enterprise. However, SSG is also trying its
5. Recommendations
The research findings have suggested that
relation management be the first concern of the
management in order to enhance employees’
satisfaction. This issue is in relation with
managing relationships with customers, for
example, the “online brand communities” strategy
mentioned by Adjei, Noble and Noble (2012).
This strategy aims to promote brand loyalty
among customers by focusing on training
employees about information provided to
customers. The example of “online brand
communities” has led to training interventions
that are beneficial to employees’ improvement in
relation management skills.
Secondly, the Board of Directors should focus
on implementing strategies in terms of interpersonal
communication improvement. According to
Longest, Rakich and Darr (2000), various guidelines
for providing better communication were presented
such as the removal of power barrier associated with
the transmission of understandable messages. In this
sense, daily conversations among colleagues should
be practiced more regularly, especially in the
departmental
level.
Through
informal
communication, employees will be closer and
willing to share to each other. Moreover, Kneen
(2011) suggested that good listening from
information
communication
receivers
among
is
important
employees.
to
The
management should embed a culture of talking and
sharing inside the organization with the advent of
42
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
more periodic workshops and meetings, where
employees can voice their thoughts in a free manner.
Lastly, business acumen should also be the
centerpiece of the company’s developmental
strategies with the criteria of staying updated to
rapidly changing needs in business context (Prince,
2008). This is because global changes such as
economic slowdown or out-of-date traditional
assessments can be barriers to developing HR for
the organizations. Therefore, understanding the
outside world is also a skill of business acumen that
may result in leadership development, executive
selection and recruitment programs.
satisfaction. Especially, relation management has
the biggest positive influence on the employees’
satisfaction. Furthermore, the researchers also
propose some recommendations in terms of
improving employees’ satisfaction through
enhancing employees’ business acumen,
interpersonal communication and relation
management skills. Also, certain limitations of the
research can be identified, such as the limited
extent to which the research findings are
generalized in the whole real estate industry in
Vietnam due to the involvement of SSG
employees’
psychology
and
subjective
perceptions when they participated in the survey.
However, further research should be conducted on
a larger scale, with greater variability in
participants’ differences. This means that a higher
number of companies and employees in the real
estate sector can be involved in the research.
Other researchers may also make some attempts
to explore more HR competencies with validated
and reliable items so that a more holistic research
model can be formed.
6. Conclusion
This research has used the model by Khan et
al. (2015) to examine the impacts of HR
competencies on employees’ satisfaction at SSG.
Data was collected via the questionnaire given to
140 employees at SSG, and analyzed by various
statistical techniques. The findings show that
among the five components of HR competencies,
three components including business acumen,
interpersonal communication and relation
management have positive impact on employees’
REFERENCES
[1]. Adjei, M. T., Noble, C. H. and Noble, S. M. (2012). Enhancing Relationships with Customers through
Online Brand Communities. MIT Sloan Management Review, 53(4), pp.21 – 25.
[2]. Alajmi, S. A. and Alenezi, M. A. (2016). Human Resource Management Practices and Competitive
Advantage: The mediator role of person-organization fit. Global Journal of Human Resource
Management, 4(1), pp.65 – 82.
[3]. Allen, D.R. and Wilburn, M. (2002). Linking customer and employee satisfaction to the bottom line.
Milwaukee: ASQ quality press.
[4]. Anderson, V. and Caldwell, C. (2018). High performance organizations and human resource
management. In: Anderson V., Caldwell C. (eds) Strategic human resource management. Nova Science
Publishers, Inc., New York, pp.159 – 176.
[5]. Beqiri, G. (2018). Key Interpersonal Communication Skills you need to improve. Available at: <
[6]. Bryman, A. (2012). Social research methods. New York: Oxford University Press.
[7].
Cambridge
Dictionary.
(2019).
Employee
Satisfaction.
[online]
Available
at:
[8]. Chaubey, D.S., Dimri, R.P. and Mishra, N., (2017). Analysis of employee relationship management
and its impact on job satisfaction. International Refereed Research Journal, 8(2).
[9]. Friedman, R.A., (1993). Bringing mutual gains bargaining to labor negotiations: the role of trust,
understanding, and control. Human Resource Management, 32(4), pp.435 – 459.
[10]. Galford, R. M. and Drapeau, A. S., (2003). The Enemies of Trust. Available at: <
[11]. Gould-Williams, J., (2003). The importance of HR practices and workplace trust in achieving
superior performance: A study of public-sector organizations. The International Journal of Human
Resource Management, 14, pp.28 – 54.
[12]. Gorsuch, R.L., (1983). Factor Analysis. 2nd ed. London: Lawrence Erlbaum Associates, Publishers.
[13]. Harter, J. K., Schmidt, F. L. and Hayes, T. L. (2002). Business-unit level relationship between
employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of
Applied Psychology, 87, pp.268 – 279.
[14]. Hartley, P., (1993). Interpersonal Communication. London: Routledge.
43
Chuyên mục: Quản trị - Quản lý - TẠP CHÍ KINH TẾ & QUꢀN TRỊ KINH DOANH SỐ 18 (2021)
[15]. Kandhakumar, P. and Balasingh, J. I. (2016). Conceptual frameworks on employee morale and satisfaction
in workplace. International Conference on “Innovative Management Practices”, 1(1), pp.312 – 318.
[16]. Kaplan, A. S., (2006). Climbing the ladder to CEO part II: Leadership and business acumen.
Physician Executive, 32(2), pp.48 – 51.
[17]. Khan, I. U., Ahmed, K., Zulqarnain, W. and Jamil, S., (2015). Impact of HR Competencies on
Employee’s Job Satisfaction. Journal of Resources Development and Management, 5, pp. 15 – 27.
[18]. Klimoski, R.J. and Karol, B.L., (1976). The impact of trust on creative problem-solving group.
Journal of Applied Psychology, 61(5), pp.630 – 633.
[19]. Kneen, J. (2011). Essential skills: Essential speaking and listening skills. New York, NY: Oxford
University Press.
[20]. Lahti, R. (1999). Identifying and integrating Individual level and Organizational level core
Competencies. Journal of Business and Psychology, 14(1), pp.59 – 75.
[21].
Lexico,
(2019).
Relationship
Management.
Accessed
on
28
Dec
2019:
[22]. Long, C. S. and Ismail, W. K. W., (2008). Human resource competencies: A study of the HR
professionals in manufacturing firms in Malaysia. International Management Review, 4(2), pp.65.
[23]. Longest, B. B., Rakich, J. S. and Darr, K. (2000). Managing health services organizations. 4th ed.
Baltimore: Health Professions Press, Inc.
[24]. Masood, A., Ain, Q.U., Aslam, R. and Rizwan, M. (2014). Factors Affecting Employee Satisfaction
of the Public and Private Sector Organizations of Pakistan. International Journal of Human Resource
Studies, 4(2), pp.105.
[25]. Mayhew, R. (2017). The Impacts of Dissatisfied Employees. Accessed on 28 Dec 2019;
[26]. McFarlin, K. (2019). The Effects of Low Job Satisfaction. Available at:
[27]. Mishra, J. and Morrissey, M.A. (1990). Trust in employee/employer relationships: a survey of West
Michigan managers. Public Personnel Management, 19(4), pp.443 – 463.
[28]. Nikolajevaite, M. and Sabaityte, E. (2016). Relationship Between Employees’ Competencies and
Job Satisfaction: British and Lithuanian Employees. Psychology Research, 6(11), pp.684 – 692.
[29]. O’Brien, K. M., and Ferris, S. P. (2009). Business Acumen: What it means to logisticians. Air Force
Journal of Logistics, 33(2), pp.2 – 9.
[30]. Olotuah, D. E. and Olotuah, A. O. (2016). Collective Bargaining and Negotiation for Congenial
Industrial Relations in Nigeria. International Journal of Current Research, 8(9), pp.39512 – 39514.
[31]. Popescu, M. (2013). Interpersonal Communication Relevance to Professional Development, in Social
Systems. International Journal of Academic Research in Business and Social Sciences, 3(4), pp.370 – 375.
[32]. Prince, E. T. (2008). Business Acumen: a critical concern of modern leadership development. Human
Resource Management International Digest, 16(6), pp.6 – 9.
[33]. Rasinger, S.M. (2013). Quantitative research in linguistics: An introduction. 2nd ed. London and
New York: A & C Black.
[34]. Reich, T. and Hershcovis, S. (2011). Interpersonal Relationships at Work. Handbook of Industrial
and Organizational Psychology, 3, pp.223 – 248.
[35]. Renyut, B.C., Modding, H.B., Bima, J. and Sukmawati, St. (2017). The effect of organizational
commitment, competence on Job satisfaction and employees’ performance in Maluku Governor's Office.
Journal of Business and Management, 19(11), pp.18 – 29.
Ngày nhận bài: 02/6/2021
Ngày nhận bản sửa: 03/8/2021
Ngày duyệt đăng: 30/9/2021
Thông tin tác giả:
1. Hoàng Anh Duy
- Đơn vị công tác: Trường Đại học Ngoại Thương
2. Đỗ Xuân Hùng
- Đơn vị công tác: Trường Đại học Ngoại Thương
44
11 trang
18940
Free
Bạn đang xem tài liệu "Nghiên cứu về năng lực nguồn nhân lực và sự hài lòng của nhân viên – nghiên cứu điển hình tại tập đoàn Sunshine", để tải tài liệu gốc về máy hãy click vào nút Download ở trên
File đính kèm:
- nghien_cuu_ve_nang_luc_nguon_nhan_luc_va_su_hai_long_cua_nha.pdf
