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Table 4.7 Standardized Regression Weights (bootstrap standard error) n =1000

Table 4.7 Standardized Regression Weights (bootstrap standard error) n =1000

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Results of testing hypotheses
H1: Quality of work life impacts positively on job performance among employees
in the Vietnamese banking sector.
H2: Organizational commitment impacts positively on job performance among
employees in the Vietnamese banking sector.
H3: Quality of work life impacts positively on organizational commitment among
employees in the Vietnamese banking sector
In summary, data analysis results of measurement scales, research model and
hypotheses were presented in this chapter. Reliability and validity results indicated that
almost measurement scales were significance to test model. From SEM results, there
were three hypotheses, which were supported and were discussed to give findings.


Recognizing the importance of job performance of banking employees, this study
investigated the role of quality of work life and organizational commitment in job
performance in Vietnamese banking sector. The results of this study showed that quality
of work life has positive impacts on both organizational commitment and job
performance of employees in banking sector.
The results of testing hypothesis 1 also were consistent with results of previous
studies (Korunka et al., 2008; Rego & Cunha, 2008;Nguyen and Nguyen, 2010).


Quality of work life also was found to be a factor which had a positively impact on
organizational commitment. The finding of hypothesis 3 was that quality of work life
impacts positively on organizational commitment among employees in the Vietnamese
banking sector. This result was in accordance withprior studies (Sirgy et al, 2001; Farid,
These findings confirmed the role of quality of work life in organization,
especially banks in the Vietnamese context. Organizations not only pay attention to
salary and benefit of employees but also create a working environment thatenhance
employees’ satisfaction with their needs, including survival needs,belonging needs and
knowledge needs, as found in this study.Improving quality of work life for banking
employees will also make their lives moremeaningful and thus may be a motive for
qualified employees tocontinue working for the organizations (Rego and Cunha 2008).
Hypothesis 2proposed organizational commitment impacts positively on job
performance among employees in the Vietnamese banking sector. The results reveal that
this hypothesis also received support from the data. This finding is consistent with the
study of Fu and Deshpande (2014) who found that evidence in Chinese insurance context.

Chapter summary

As mentioned in Chapter 2, there were three hypotheses were approved for the
research model. The scales were adjusted as below, there is only one item was eliminated
(NC2). The next chapter would discuss and conclude about this study, as well as its
implications and its limitation.


Based on the literature review, theoretical models and hypotheses, and analysis
results in previous chapters, chapter five displays the conclusion for whole process, the
implication of the results and the limitation for future researches.


Based on the research findings, this study provides several managerial
implications for managers in banking sector who want to improve their employees’ job
performance and organizational commitment.
The first hypothesis test showed that the more quality of work life results in the
higher job performance of the employees in the Vietnamese banking sector. When the
employees perceive that the banks provide the suitable conditions that satisfy their
belonging needs, survival needs, and knowledge needs the employees will performance
to get the higher outcome of job performance.
With specific to the employees in this research, between two factors quality of
work life and organizational commitment, organizational commitment has the stronger
impact to job performance. The second hypothesis test showed that there is a positive and
meaningful relationship between organizational commitment and job performance. The
results imply that employees have a better performance if they feel more committed to
their banks.
Besides, the third hypothesis showed that the level of quality of work life has a
strong impact to organizational commitment. Employees who have high quality of work


life will have better organizational commitment with others.Banking managers can make
employees commit to their bank by improving quality of work life.

5.2. Managerial implications
Among three components are investigated in this research, the level of the
survival needs has the strongest influence to quality of work life. And we know that
satisfaction of survival needs which content three main dimensions: the job can provide
good health benefits for employees, the employees satisfy with what they get paid for
their work, and the job does well for employees’ family.
When attain the result that survival needs is the component that has the highest
impact to quality of work life. The banking managers may have suitable policies of
human resources to enhance the survival needs of their employees such as: the banks
should practice a fair and effective polices of human resources that can encourage their
staff to work hard such as: more benefits and more awards for good employees…or the
banks should give an insurance package for employees and their family’s members.
As the same with the previous research, the result of this study showed that










commitment.Three dimensions of the affective commitment are: the employees feel
happy to spend the rest of my career with the organization, the employees feel as if the
organization’s problems are their own, the employees feel a strong sense of belonging to
their organization, the employees feel like “part of the family” at their organization, the
employees feel ‘‘emotionally attached’’ to the organization, the employees feel that the


organization has a great deal of personal meaning for them. Therefore, to keep the
employees commit to the organization, the managers should give the suitable policies for
their employees, such as: the bankers should improve the relationship between managers
and employees, and among employees in bank. And the banks should give right job for
right person.
5.3. Directions for future research
Some limitations, however, still exist in this research. Firstly, although Ho Chi
Minh City is one of the big cities of Vietnam was chosen to conduct the research, it may
not represent for all employees in Vietnamese banking sector. Therefore, further studies
should extend the research scope to other provinces in Vietnam.
The research will only investigate the employees in banking sector. It will be
more add more understanding if the model can be tested in other industries. In the other
words, a further study should be conducted in another industry on comparison between
two industries or different industries will be high appreciated.


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