Gắn kết tổ chức trong các doanh nghiệp may tại tỉnh Đồng Nai, Việt Nm: Tiếp cận theo mô hình cấu trúc tuyến tính

JOURNAL OF SCIENCE
OF LAC HONG UNIVERSITY
JSLHU 
 Tp chí Khoa hc Lc Hng      
Tp chí Khoa hc Lc Hng 23
GN KT T CHC TRONG CÁC DOANH NGHIP MAY TI TNH 
NG NAI, VIT NAM: TIP CN THEO MÔ HÌNH CU TRÚC 
TUYN TÍNH 
Organizational commitment in garment enterprises in Dong Nai province, 
Viet Nam: A structural equation modeling approach 
inh Th Thúy Vân1,*, Nguyn Hng Phng2 
1,2Faculty of Business Administration - International Economics, Lac Hong University, Dong Nai, Vietnam 
ABSTRACT. This study aims to present the results of the factors influencing organizational commitment in garment 
enterprises in Dong Nai, Vietnam. Based on a primary data sample collected from 203 employees in the garment enterprises, 
the results show that organizational commitment is significantly dependent on Perceived job satisfaction, Perceived 
leadership styles and Perceived emotional by employees. Human resource management system of each organization must be 
aware of predictors affecting organizational commitment of employees in their respective organization and from there, come 
up with appropriate policies. 
KEYWORDS: Job satisfaction; Leadership style; Emotion; Organizational commitment; SEM 
TÓM TT. Nghiên cu này nhm mc ích trình bày kt qu ca các yu t nh hng n gn kt t chc trong các doanh 
nghip may mc  ng Nai, Vit Nam. Da trên mt mu d liu chính thu thp c t 203 ngi lao ng trong các 
doanh nghip may mc, kt qu cho thy gn kt t chc ph thuc áng k vào s hài lòng công vic, phong cách lãnh o 
và cm xúc ca ngi lao ng. H thng qun lý ngun nhân lc ca mi t chc phi nhn thc c các yu t d báo 
nh hng n gn kt t chc ca ngi lao ng trong t chc ca mình và t ó, a ra các chính sách phù hp. 
T KHÓA: Hài lòng công vic; Phong cách lãnh o; Cm xúc; Gn kt t chc; SEM 
1. INTRODUCTION 
For all professional and nonprofessional organizations, 
organizational commitment is an important research topic of 
human resource management, having both practical and 
theoretical implications. Organizational commitment 
behavior plays an important role in supporting and 
promoting employment outcomes of human resources in the 
organizations. The Industrial Revolution 4.0 is associated 
with technological breakthroughs, internet, digital, virtual 
reality will completely change in the field of human resource 
management, and studies in organizational behavior 
contributed to the understanding of the subjective dimension 
of work and its impact in performance and commitment. 
Therefore, the identification and assessment of factors 
affecting the degree of attachment of employees in garment 
enterprises are very important to ensure the stability of 
human resources. 
Organizational commitment has been the subject of 
several studies, have received a great attention from 
administrators, researchers, and many conceptualizations 
and measures have been proposed and tested in the 
prediction of employees’ commitment in organizations 
(Becker, 1960; Mowday, Steers & Porter, 1979; O'Reilly & 
Chatman, 1986; Meyer & Allen, 1991). The current reality 
shows that organizations in the garment industry are facing 
the departure of good employees who are not committed to 
the organization and empirical research on the commitment 
of employees in organizations has not been focused. 
Therefore, factors that influence organizational commitment 
behavior of employees in garment enterprises need to have 
empirical research to identify. 
This study aims to analyze the factors that influence 
organizational commitment behavior of employees in 
garment enterprises in Vietnam based on the structural 
equation model approach. The structure of the article 
consists of five parts: (i) introduction, (ii) review of 
literature, (iii) research methodology, (iv) results and 
discussion, and (v) conclusions. 
2. REVIEW OF LITERATURE 
Organizational commitment 
Organizational commitment reflected in efforts to 
complete the task, is proud to be a member of the 
organization and loyalty to the organization. When the 
persons’ extraneous interest exists in consistency line, it 
becomes a commitment (Becker, 1960). Organizational 
commitment is a degree of attachment to the organization is 
called commitment (O'Reilly & Chatman, 1986). It has three 
major components: (i) a strong belief in the organization and 
acceptance of the organizations’ goals, (ii) a willingness to 
expert considerable effort on behalf of the organization, and 
(iii) a definite desire to maintain organizational membership 
(Mowday, Steers & Porter, 1979). 
Major three dimensions of commitments are complaining, 
identification and moral (O'Reilly & Chatman, 1986). 
Organizational commitment is a psychological contract that 
describes the employees’ relationship to the organization and 
is meaningful for decision ... aranteed by average living standards. 0.770 
IE2: My current income is commensurate with your ability 0.726 
IE3: I think that the business I work for is fairly paid. 0.712 
IE4: I am satisfied with the pay system of the business. 0.672 
Empowerment (Cronbach's Alpha = 0.806; pc = 0.800; pvc = 0.512) 
EP1: Superior ability to believe in my decision. 0.668 
EP2: Superiors encouraged me to participate in important decisions. 0.638 
Tp chí Khoa hc Lc Hng26
Gn kt t chc ca ngi lao ng trong các doanh nghip may: Tip cn theo mô hình cu trúc tuyn tính 
EP3: Superiors consult my decision when there are problems related to my work. 0.749 
EP4: Superiors believe in the evaluation of the results of my work. 0.767 
Emotion (Cronbach's Alpha = 0.775; pc = 0.666; pvc = 0.564) 
EM1: I feel happy when working in the business. 0.627 
EM2: I feel confident when working in the business. 0.574 
EM3: I feel dynamic when working in the business. 0.697 
EM4: I feel enthusiastic when working in the business. 0.806 
Working environment (Cronbach's Alpha = 0.857; PC = 0.750; PVC = 0.590) 
WE1: My workplace is very comfortable. 0.723 
WE2: The atmosphere of my workplace is very friendly. 0.795 
WE4: The current working environment helps me to achieve high efficiency in the work process. 0.720 
Organizational Commitment (Cronbach's Alpha = 0.813; pc = 0.750; pvc = 0.593) 
OC1: I intend to make a long-term commitment to the organization. 0.828 
OC2: I feel proud to be working in the organization. 0.685 
OC3: I am willing to cooperate with my colleagues to grow stronger business. 0.797 
Table 3. Correlation 
 CA RE LS IE EP EM WE OC 
CA 1 
RE 0.437 1 
LS 0.502 0.457 1 
IE 0.485 0.437 0.427 1 
EP 0.487 0.497 0.490 0.443 1 
EM 0.379 0.412 0.407 0.387 0.387 1 
WE 0.447 0.435 0.443 0.574 0.554 0.397 1 
OC 0.789 0.665 0.729 0.730 0.693 0.742 0.761 1 
The estimation results show that theoretical models are quite 
consistent with market data, appropriate theoretical models: 
Chi-square = 382.142; df = 278; Chi-square/df = 1.375 
(Kettinger, Lee, & Lee, 1995); GFI = 0.881, TLI = 0.947, 
CFI = 0.955 (Chin & Todd, 1995; Segars & Grover, 1993) 
and RMSEA = 0.043 (Taylor, Sharland, Cronin, & Bullard, 
1993) and can be used to test the relationship has raised 
expectation and assumptions in the model. 
Figure 1. Structural equation modeling of organizational commitment in garment 
enterprises in Dong Nai province, Vietnam
Critical ration (C.R.) and P value were used to test the 
significance of hypotheses. C.R should be greater than 1.960 
based on the significance level of 0.05. Table 4 shows the 
path coefficients along with their bootstrap values, and C.R. 
Tp chí Khoa hc Lc Hng 27
Dinh Thi Thuy Van, Nguyen Hong Phuong 
Table 4. Showing path coefficients along with their bootstrap values, C.R 
Path 
Origina
l 
Estimat
e 
Sample 
Mean 
S.E C.R. P Result 
H1a 
Income and Equity 
àOrganizational 
Commitment 
0.098 0.161 0.041 2.407 0.016 Supported 
H1b 
Career Advancement 
àOrganizational 
Commitment 
0.211 0.318 0.042 5.024 0.000 Supported 
H1c 
Recognition 
àOrganizational 
Commitment 
0.063 0.124 0.036 1.748 0.080 Unsupported 
H1d 
Empowerment 
àOrganizational 
Commitment 
0.159 0.236 0.047 3.379 0.000 Supported 
H1e 
Working Environment 
àOrganizational 
Commitment 
0.123 0.191 0.043 2.836 0.005 Supported 
H2 
Leadership Styles 
àOrganizational 
Commitment 
0.132 0.200 0.042 3.152 0.002 Supported 
H3 
Emotion 
àOrganizational 
Commitment 
0.156 0.252 0.038 4.109 0.000 Supported 
In this study, 500 times analyzed by the Bootstrap method 
was conducted in order to test the stability of the estimates 
for the parameters. The results show that the difference from 
the initial estimate method does not have a significant 
difference compared to the estimates by bootstrap methods. 
All the difference in the estimates is not significant 
statistically. So the model estimates of reliability are 
guaranteed for the verification of model assumptions in this 
research. As Table 4, Perceived income and equity has a 
significant effect on Organization Commitment with a path 
coefficient of 0.098. Perceived Career Advancement has a 
significant effect on Organizational commitment with a path 
coefficient of 0.211. Perceived Recognition has a significant 
effect on Organizational Commitment with a path coefficient 
of 0.063. Perceived Empowerment has a significant effect on 
Organizational Commitment with a path coefficient of 0.159. 
The Perceived Working Environment has a significant effect 
on Organizational Commitment with a path coefficient of 
0.123. The Perceived Leadership Styles has a significant 
effect on Organizational Commitment with a path coefficient 
of 0.132. Finally, Perceived emotion of employees has a 
significant effect on Organizational Commitment with a path 
coefficient of 0.156. Six hypotheses among seven 
hypotheses were supported in this study (Except Recognition 
has P > 0.05). In addition, the authors perform a multi-group 
structural analysis, among different organization to find 
differences between organizations. The results of a multi-
group structural analysis shows that, the model of factors 
affecting organizational commitment of the employees is not 
significantly different at the 5% level. Consequently, the 
invariant structural model of the factors that influence the 
organizational commitment of employees can be shared 
among all groups. 
Results show that Perceived leadership styles, Perceived 
Emotion, and Perceived job satisfaction have a positive 
effect organizational commitment of employees in garment 
enterprises in Dong Nai province, Viet Nam. The results in 
this article are appropriate to the previous finding and 
conform with the theoretical models. 
5. CONCLUSION 
Organizational commitment is extremely important for 
any organization. However, experimental studies on 
organizational commitment of employees in garment 
enterprises in Vietnam have not received much attention. 
Especially in the context of the fourth industrial revolution, 
studies of organizational commitment of employees in 
garment enterprises are necessary. The study was done in the 
context of the organizational commitment of employees in 
garment enterprises in Dong Nai province, Vietnam. The 
research results show that there are six factors affecting on 
organizational commitment of employees: Perceived Income 
and Equity, Perceived career advancement, Perceived 
empowerment, Perceived working environment, Perceived 
Leadership Styles, and Perceived emotional of employees in 
garment enterprises. Human resource management system of 
each organization must be aware of predictors that affect 
organizational commitment of employees in their respective 
organization and from there, come up with appropriate 
policies. 
6. REFERENCES 
[1] Akinboye, J. Executive behavior battery; Ibadan: Stirling-
Horden Publishers, 2001. 
[2] Anderson, J. C., & Gerbing, D. W. Structural Equation 
Modeling in Practice: A review and Recommended Two-Step 
Approach. Psychological Bulletin, 1988, 103(3), 411-422. 
[3] Ashforth, B.E., Humphrey, R.H. Emotional labour in service 
roles: The influence of identity. Academy of Management 
Review, 1993, 18 (1), 88–115. 
[4] Bass, B. M. Does the Transactional–Transformational 
leadership Paradigm Transcend Organizational and National 
boundaries? American Psychologist, 1997, 52(2), 130-139. 
[5] Becker, H. S. Notes on the concept of commitment. American 
journal of Sociology, 1960, 66(1), 32-40. 
[6] Bentler, P. M., & Chou, C.-P. Practical issues in structural 
modeling. Sociological Methods & Research, 1987, 16(1), 78-
117. 
[7] Bethel, S. M. Servant-leadership and Corporate Risk Taking: 
When Risk Taking Makes a Difference; In L. C. Spears (Ed.), 
Tp chí Khoa hc Lc Hng28
Gn kt t chc ca ngi lao ng trong các doanh nghip may: Tip cn theo mô hình cu trúc tuyn tính 
Reflections on Leadership, New York, John Wiley and Sons, 
Inc., 1995, 135-148, 
[8] Weiss et al. Manual for the Minnesota Satisfaction 
Questionnaire; The University of Minnesota Press, 1967. 
[9] Buchanan, B. Building Organizational Commitment: The 
Socialization of Managers in Work Organizations. 
Administrative Science Quarterly, 1974, 19(4), 533-546. 
[10] Chin, W. W., & Todd, P. A. On the use, usefulness, and ease 
of use of structural equation modeling in MIS research: A note 
of caution. MIS Quarterly, 1974, 237-246. 
[11] Currivan, D. B. The causal order of job satisfaction and 
organizational commitment in models of employee turnover. 
Human Resource Management Review, 1999, 9(4), 495-524. 
[12] Enache, M., M. Sallán, J., Simo, P., & Fernandez, V. 
Organizational commitment within a contemporary career 
context. International Journal of Manpower, 2013, 34(8), 880-
898. 
[13] Firth, L., Mellor, D. J., Moore, K. A., & Loquet, C. How can 
managers reduce employee's intention to quit?. Journal of 
managerial psychology, 2004, 19(2), 170-187. 
[14] Fornell, C., & Larcker, D. F. Evaluating structural equation 
models with unobservable variables and measurement error. 
Journal of marketing research, 1981, 18(1), 39-50. 
[15] Smith, P.C., Kendall, L. M. and Hulin, C. L. The measurement 
of satisfaction in work and retirement. Chicago: Rand 
McNally, 1969. 
[16] Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. 
Multivariate data analysis (7th Ed. Vol. 5); Upper Saddle 
River, NJ: Pearson Prentice Hall, 2010. 
[17] Hellriegel, D., & Slocum, J. W. Management des 
organizations; De Boeck Supérieur, 2006. 
[18] Herzberg, F. M., & Mausner, B. & Snyderman, B., The 
motivation to work. Harper, New York, 1959. 
[19] Irving, P. G., Coleman, D. F., & Cooper, C. L. Further 
assessments of a three-component model of occupational 
commitment: Generalizability and differences across 
occupations. Journal of Applied Psychology, 1997, 82(3), 444-
452. 
[20] Kettinger, W. J., Lee, C. C., & Lee, S. Global measures of 
information service quality: a crossnational study. Decision 
sciences, 1995, 26(5), 569-588. 
[21] Lee, J., & Miller, D. People matter: Commitment to 
employees, strategy and performance in Korean firms. 
Strategic management journal, 1999, 579-593. 
[22] Lo, M.-C., Ramayah, T., & Min, H. W. Leadership styles and 
organizational commitment: A test in Malaysia manufacturing 
industry. African Journal of Marketing Management, 1(6), 
133-139, 2009. 
[23] Schjoedt, Leon. Examining the causes of job satisfaction for 
small business executives: A test of the situational, 
dispositional, and interactional job satisfaction models, 
College of Business, Illinois State University, 2005. 
[24] López-Domínguez, M., Enache, M., Sallan, J. M., & Simo, P. 
Transformational leadership as an antecedent of change-
oriented organizational citizenship behavior. Journal of 
Business Research, 66(10), 2147-2152, 2013. 
[25] MacCallum, R. C., Browne, M. W., & Sugawara, H. M. Power 
analysis and determination of sample size for covariance 
structure modeling. Psychological methods, 1(2), 130-149, 
1996. 
[26] Maslow, A. H. A Theory of Human Motivation Psychological 
Review. Psychological Review, 50(4), 370-396, 1943. 
[27] Meyer, J. P., & Allen, N. J. A three-component concept of 
organizational commitment. Human Resource Management 
Review, 1991, 1(1), 61-89. 
[28] Morris, A.J., Feldman, D.C. Managing emotions in the 
workplac. Journal of Managerial Issues, 1997, 9 (3), 257–274. 
[29] Moser, K. Commitment in organizations. Zeitschrift fu r 
Arbeits-und Organisationspsychologie, 1997, 41(4), 160-170. 
[30] Mowday, R., Porter, W.L., Steers, M.R. 
Employeeorganization linkage-the psychology of commitment 
absenteeism and turnover; Academic Press, New York, 1982. 
[31] Mowday, R. T., Steers, R. M., & Porter, L. W. The 
Measurement of Organizational commitment. Journal of 
Vocational Behavior, 1979, 14, 224-227. 
[32] Nunnally, J. C., & Bernstein, I. H. Psychological Theory, New 
York, NY: MacGraw-Hill, 1994. 
[33] O’Reilly III, C., & Chatman, J. Organizational Commitment 
and Psychological Attachment: The Effects of Compliance, 
Identification, and Internalization on Prosocial Behavior, 
Journal of Applied Psychology, 1986, 71(3),492-499. 
[34] Purvanova, R. K., Bono, J. E., & Dzieweczynski, J. 
Transformational leadership, job characteristics, and 
organizational citizenship performance. Human Performance, 
2006, 19(1), 1-22. 
[35] Saha, R. Factors influencing organizational commitment-
research and lessons. Management Research and Practice, 
2016, 8(3), 36-48. 
[36] Schweizer, L., & Patzelt, H. Employee commitment in the 
post-acquisition integration process: The effect of integration 
speed and leadership. Scandinavian Journal of Management, 
2012, 28(4), 298-310. 
[37] Segars, A. H., & Grover, V. Re-examining perceived ease of 
use and usefulness: A confirmatory factor analysis. MIS 
quarterly, 1993, 17(4), 517-525. 
[38] Sheldon, M. E. Investments and Involvements as Mechanisms 
Producing Commitment to the Organization, Administrative 
Science Quarterly, 1971, 16(2), 143-150. 
[39] Stajkovic, A. D., & Luthans, F. Self-efficacy and work-related 
performance: A meta-analysis. Psychological bulletin, 1998, 
124(2), 40-261. 
[40] Swanepoel, B., Erasmus, B., Van Wyk, M., & Schenk, H., 
South African human resource management: Theory and 
practice. Kelwyn: Juta & Co. Ltd, 2000. 
[41] Tabachnick, B. G., & Fidell, L. S. Using multivariate statistics, 
Allyn & Bacon/Pearson Education, USA, 2007. 
[42] Taylor, S. A., Sharland, A., Cronin, J. J., & Bullard, W. 
Recreational service quality in the international setting, 
International Journal of Service Industry Management, 1993, 
4(4), 68-86. 
[43] Tella, A., Ayeni, C., & Popoola, S. Work motivation, job 
satisfaction, and organizational commitment of library 
personnel in academic and research libraries in Oyo State, 
Nigeria, Library Philosophy and Practice (E-Journal), 2007, 
118. 
[44] Tichy, N. M., & Devanna, M. A. The transformational leader. 
Training & Development Journal, 1986, 40(7), 27-32. 
[45] Watson, D., Clark, L., & Tellegen, A. Development and 
validation of brief measures of positive and negative affect: 
The PANAS scales. Journal of Personality and Social 
Psychology, 1988, 54(6): 1063–1070. 
[46] Wharton, A. The affective consequences of service work: 
managing emotions on the job. Work and Occupations, 1993, 
20 (2), 205–232. 
[47] Zhang, G., Lee, G., & Zou, X. The Mediating Role of 
Procedural Justice between Participation in Decision-Making 
and Organizational Citizenship Behavior: An Empirical Study 
about Skeleton Government Civilian in China”, Psychology, 
2010, 01(04), 300-304.