VIETNAM NATIONAL UNIVERSITY
HCMC UNIVERSITY OF TECHNOLOGY
SCHOOL OF INDUSTRIAL MANAGEMENT
BACHELOR THESIS
THE INFLUENCE OF EMPLOYER BRANDING
FACTORS ON THE INTENT TO PURSUE THE
ENTERPRISE OF SENIOR STUDENTS AT
UNIVERSITIES IN HO CHI MINH CITY
NGUYEN THI NGOC MY
No. 04 - CLC
HCM City, 06/2021
VIETNAM NATIONAL UNIVERSITY
HCMC UNIVERSITY OF TECHNOLOGY
SCHOOL OF INDUSTRIAL MANAGEMENT
BACHELOR THESIS
THE INFLUENCE OF EMPLOYER BRANDING
FACTORS ON THE INTENT TO PURSUE THE
ENTERPRISE OF SENIOR STUDENTS AT
UNIVERSITIES IN HO CHI MINH CITY
Student name
Student ID
Supervisor
Number
: Nguyen Thi Ngoc My
: 1652391
: MBA. Tran Thi Tuyet
: 04 - CLC
HCM City, 06/2021
Vietnam National University
HCMC UNIVERSITY OF TECHNOLOGY
SOCIALIST REPUBLIC OF VIETNAM
Independence – Freedom – Happiness
----------
----------
Ref No. : _____/BKĐT
SCHOOL OF INDUSTRIAL MANAGEMENT
DEPARTMENT: Management Information Systems
THESIS ASSIGNMENT
STUDENT NAME: NGUYEN THI NGOC MY
STUDENT ID: 1652391
MAJOR: Business Administration
CLASS: CC17QKD1
1. Tile:
The influence of employer branding factors on the intent to pursue the enterprise of senior students at
universities in Ho Chi Minh City
2. Thesis assignment (requirements for content and data):
This study identifies employer branding factors affecting the intent to pursue the enterprise of senior students
at universities in Ho Chi Minh City. Determining the impact of these factors on senior students’ intent to
pursue the enterprise. Also, proposing managerial implications for enhancing employer branding in the
recruitment process to find and recruit the right human resources.
3. Date of assignment: 01/03/2021
4. Date of completion: 27/06/2021
5. Supervisor’s full name:
1/ MBA. Tran Thi Tuyet
Advised on:
Final Thesis
The proposal is approved by the School/ Department
..…/….. / ………
HEAD OF DEPARTMENT
PRIMARY SUPERVISOR
(Sign and write full name)
(Sign and write full name)
FOR SCHOOL/ DEPARTMENT
Approved by (initially examined by):
Department:
Date of defense:
Total mark:
Stored at:
ACKNOWLEDGE
A completed study would not be done without any assistance. Besides my own efforts, there
is also the enthusiastic guidance of teachers as well as my family and my friends. Therefore,
the author gratefully gives acknowledgement to their supports and motivations during the
processes of conducting this bachelor thesis.
First, I would like to send sincere thanks to the lecturers in the School of Industrial
Management - HCMC University of Technology for providing, guiding, and transmitting
the solid foundational knowledge for me.
Particularly, in the process of accomplishing this bachelor thesis, I have received huge
valuable guidance and encouragement from MBA. Tran Thi Tuyet who has spent a lot of
time guiding me, even on Saturday or Sunday. Sincerely express my deepest thanks to my
supervisor because she has devotedly advised and helped me to complete the bachelor thesis
a lot.
My special thanks to Mercedes-Benz Vietnam Ltd. for giving me favorable conditions to
learn the reality during the internship and training me with a lot of useful knowledge.
Finally, I would like to express my sincere thanks to my family members, my friends and
my colleagues who have supported me a lot during the whole process of implementing the
bachelor thesis.
Thank you very much.
Ho Chi Minh City, June 27, 2021
i
ABSTRACT
Ho Chi Minh City is one of the most state-of-the-art cities with the large labor force in
Vietnam. Besides the fertile labor market, finding prospective candidates and talents is a
big challenge for employers and there are competitions amongst employers. Therefore,
employers in Ho Chi Minh City must set themselves apart from competitors to attract and
hire high quality graduates from the university. Since employer branding plays an important
role in talent acquisition activities. Job seekers decide to pursue the enterprise when they
determine it is more attractive than others. Thus, this study aims to identify employer
branding factors affecting the intent to pursue the enterprise of senior students at
universities in Ho Chi Minh City. Determining the impact of these factors on senior
students’ intent to pursue the enterprise as well. From the empirical research, this study also
proposes managerial implications for enhancing employer branding in the recruitment
process to find and recruit the right human resources successfully. The sampling method in
the study is used by a convenience sampling. 256 surveys are collected, in which there are
201 valid samples. The respondents of this study are senior students at any university in Ho
Chi Minh City for those who used to take an internship for more than 3 months at the list
of 25 companies. These 25 well-known companies are chosen from the top 100 Vietnam
best places to work 2020 list of Anphabe. Using the multiple regression analysis method,
the results show that employer branding factors have a significant impact on the intent to
pursue the enterprise of senior students at universities in Ho Chi Minh City. There are five
independent variables, namely company’s reputation, acceptance and belongingness, crosstraining opportunity, creativity development opportunity, ethics and corporate social
responsibility. In which, company’s reputation is the most influential factor.
Keywords: employer branding, intent to pursue, human resources, company’s reputation,
acceptance and belongingness, growth and development opportunity, work life balance,
cross-training opportunity, creativity development opportunity, ethics and corporate social
responsibility
ii
TABLE OF CONTENTS
Heading
Page
Thesis assignment
Acknowledge ............................................................................................................. i
Abstract..................................................................................................................... ii
Table of contents ..................................................................................................... iii
Table of firgure ....................................................................................................... vii
List of tables .......................................................................................................... viii
List of abbreviations ................................................................................................. x
CHAPTER 1 INTRODUCTION...................................................................................... 1
1.1 Rationale of the study ................................................................................................. 1
1.2 Objectives of the study ............................................................................................... 2
1.3 Scope of the study ...................................................................................................... 3
1.4 Meaning of the study .................................................................................................. 3
1.5 Tentative structure of the study. ................................................................................. 3
CHAPTER 2 LITERATURE REVIEW ......................................................................... 5
2.1 Employer branding (eb) .............................................................................................. 5
2.2 Intent to pursue (itp) ................................................................................................... 5
2.3 Previous studies .......................................................................................................... 6
2.3.1 Employer brand and its unexplored impact on intent to join (sharma, r., and
prasad, a. 2018) ............................................................................................................. 7
2.3.2 Employer branding strategies effects on job pursuit intention of business school
undergraduates. (devina. M., astrini, m. R., syaebani, m. I., 2016). ............................ 8
2.3.3 Employer branding analytics and retention strategies for sustainable growth of
organizations (ravindra sharma, s. P. Singh and geeta rana, 2019) .............................. 9
...................................................................................................................................... 9
2.4 Development of the hypotheses.................................................................................. 9
2.4.1 Growth and development opportunity ............................................................... 10
2.4.2 Company’s reputation ....................................................................................... 10
iii
2.4.3 Acceptance and belongingness .......................................................................... 11
2.4.4 Work life balance .............................................................................................. 12
2.4.5 Ethics and corporate social responsibility (csr) ................................................. 12
2.5 Proposal model ......................................................................................................... 13
CHAPTER 3 METHODOLOGY .................................................................................. 14
3.1 Research process ...................................................................................................... 14
3.2 Preliminary study...................................................................................................... 15
3.2.1 Original research measurement scale ................................................................ 15
3.2.2. Preliminary qualitative research ....................................................................... 17
3.2.3 Pilot study .......................................................................................................... 20
3.2.4 Official research measurement scales ............................................................... 20
3.3 Official study ............................................................................................................ 22
3.3.1 Sample design .................................................................................................... 23
3.3.2 Data collection ................................................................................................... 24
3.3.3 Questionnaire instrument................................................................................... 25
3.3.4 Construct measurement ..................................................................................... 26
3.3.5 Data processing ................................................................................................. 27
3.3.6 Data analysis technique ..................................................................................... 27
3.3.7 Descriptive statistics analysis ............................................................................ 28
3.3.8 Cronbach’s alpha reliability analysis ................................................................ 28
3.3.9 Exploratory factor analysis ................................................................................ 28
3.3.10 Correlation analysis ......................................................................................... 29
3.3.11 Multiple regression analysis ............................................................................ 30
CHAPTER 4 RESULTS ................................................................................................. 31
4.1 Descriptive analysis .................................................................................................. 31
4.1.1 Data description ................................................................................................. 31
4.1.2 Descriptive statistics for demographic variables ............................................... 31
4.1.3 Descriptive statistic for independent and dependent variables ......................... 41
4.2. Cronbach’s alpha reliability analysis....................................................................... 44
iv
4.2.1. Cronbach’s alpha reliability analysis of independent variables ....................... 44
4.2.2 Cronbach’s alpha reliability analysis of dependent variable ............................. 49
4.3. Exploratory factor analysis ..................................................................................... 50
4.3.1 Exploratory factor analysis for independent variables ...................................... 50
4.3.2 Exploratory factor analysis for dependent variable ........................................... 55
4.4. Linear regression analysis ....................................................................................... 58
4.4.1 Pearson correlation analysis .............................................................................. 58
4.4.2 Multiple linear regression analysis .................................................................... 60
CHAPTER 5 DISCUSSIONS, CONCLUSIONS, AND MANAGERIAL
IMPLICATIONS ............................................................................................................. 68
5.1. Summary of statistical analysis ............................................................................... 68
5.1.1 Summary of descriptive analysis ....................................................................... 68
5.1.2 Summary of Cronbach's Alpha reliability analysis ........................................... 69
5.1.3 Summary of exploratory factor analysis ........................................................... 70
5.1.4 Summary of Pearson correlation analysis ......................................................... 71
5.1.5 Summary of multiple linear regression ............................................................. 71
5.2. Discussions and managerial implications ................................................................ 71
5.2.1 Relationship between company’s reputation and intent to pursue the enterprise.
.................................................................................................................................... 72
5.2.2 Relationship between acceptance and belongingness and intent to pursue the
enterprise .................................................................................................................... 72
5.2.3 Relationship between cross-training opportunity and intent to pursue the
enterprise .................................................................................................................... 72
5.2.4 Relationship between ethic and csr and intent to pursue the enterprise. ........... 73
5.2.5 Relationship between creativity development opportunity and intent to pursue
the enterprise .............................................................................................................. 73
5.2.6 Comparison with previous researches ............................................................... 74
5.3 Managerial implications ........................................................................................... 74
5.4. Limitations and future research ............................................................................... 77
5.5 Conclusion ................................................................................................................ 78
References: ........................................................................................................................ 79
v
Appendix A: Original measurement scale ......................................................................... 84
Appendix B: Result of the preliminary qualitative research ............................................. 86
Appendix C: Questionnaire in English and Vietnamese ................................................... 93
Appendix D: Descriptive statistics for demographic variable......................................... 105
Appendix E: Descriptive statistic for variable measure as scale ..................................... 109
Appendix F: Cronbach’s Alpha reliability analysis ........................................................ 113
Appendix G: Exploratory factors analysis ...................................................................... 119
Appendix H: Multiple linear regression analysis ............................................................ 125
vi
TABLE OF FIRGURE
Figure 2.1 Proposed model in “Employer Brand and Its Unexplored Impact on Intent to
Join” research ....................................................................................................................... 7
Figure 2.2 Proposed model in “Employer Branding Strategies Effects on Job Pursuit
Intention of Business School Undergraduates” research ..................................................... 8
Figure 2.3 Proposed model in Employer Branding Analytics and Retention Strategies for
Sustainable Growth of Organizations research .................................................................... 9
Figure 2.4 Proposal Model ................................................................................................. 13
Figure 3.1 Research Process ............................................................................................... 14
Figure 4.1 Frequency statistics of company name ............................................................. 33
Figure 4.2 Frequency statistics results of Gender .............................................................. 34
Figure 4.3 Frequency statistics results of Internship Type ................................................. 35
Figure 4.4 Frequency statistics results of Internship Salary ............................................... 36
Figure 4.5 Frequency statistics results of Internship Duration ........................................... 37
Figure 4.6 Frequency statistics results of University ......................................................... 38
Figure 4.7 Frequency statistics results of Major ................................................................ 40
Figure 4.8 Residuals normal distribution – Histogram ...................................................... 63
Figure 4.9 Residuals normal distribution - Normal P-P Plot ............................................. 63
Figure 4.10 Residuals normal distribution - Scatter Plot ................................................... 64
Figure 4.11 Standardized estimates for the model ............................................................. 64
vii
LIST OF TABLES
Table 3.1 Summary of research design .............................................................................. 15
Table 3.2 List of interviewees ............................................................................................ 18
Table 3.3 Official Research Measurement Scales .............................................................. 20
Table 4.1 Frequency statistics of demographic variables ................................................... 31
Table 4.2 Frequency statistics of company name ............................................................... 32
Table 4.3 Frequency statistics of Gender ........................................................................... 33
Table 4.4 Frequency statistics of Internship Type ............................................................. 34
Table 4.5 Frequency statistics of Internship Salary ........................................................... 35
Table 4.6 Frequency statistics results of Internship Duration ............................................ 36
Table 4.7 Frequency statistics results of University........................................................... 37
Table 4.8 Frequency statistics results of Major .................................................................. 39
Table 4.9 Descriptive statistics results of independent variables ....................................... 41
Table 4.10 Descriptive Statistics results of Dependent Variable ....................................... 44
Table 4.11 Cronbach’s Alpha reliability results of Growth and Development Opportunity
............................................................................................................................................ 44
Table 4.12 Item-Total Statistics results of Growth and Development Opportunity .......... 45
Table 4.13 Cronbach’s Alpha reliability analysis results of Company’s Reputation ........ 46
Table 4.14 Item-Total Statistics results of Company’s Reputation ................................... 46
Table 4.15 Cronbach’s Alpha reliability analysis results of Acceptance and Belongingness
............................................................................................................................................ 47
Table 4.16 Item-Total Statistics results of Acceptance and Belongingness ...................... 47
Table 4.17 Cronbach’s Alpha reliability analysis results of Work Life Balance ............... 47
Table 4.18 Item-Total Statistics results of Work Life Balance .......................................... 48
Table 4.19 Cronbach’s Alpha reliability analysis results Ethics and CSR ........................ 48
Table 4.20 Item-Total Statistics results of Ethics and CSR ............................................... 48
Table 4.21 Cronbach’s Alpha reliability analysis results Intent to pursue ......................... 49
Table 4.22 Item-Total Statistics results of Intent to pursue ............................................... 49
Table 4.23 Summary of Cronbach's Alpha reliability analysis .......................................... 50
Table 4.24 KMO and Bartlett's test results of independent variables ................................ 50
Table 4.25 Total variance test results of independent variables......................................... 51
viii
Table 4.26 Rotated component matrix and loaded factor .................................................. 52
Table 4.27 Factor 1 – Company’s Reputation .................................................................... 53
Table 4.28 Factor 2 - Acceptance and Belongingness ....................................................... 54
Table 4.29 Factor 3 - Cross-Training Opportunities .......................................................... 54
Table 4.30 Factor 4 - Ethics and CSR ................................................................................ 55
Table 4.31 Factor 5 - Creativity Development Opportunities ............................................ 55
Table 4.32 KMO and Bartlett's Test result of Intent to Pursue .......................................... 56
Table 4.33 Total Variance Explained result of Intent to Pursue ........................................ 56
Table 4.34 Component Matrixa result of Intent to Pursue .................................................. 57
Table 4.35 Correlation analysis result ................................................................................ 58
Table 4.36 Linear regression analysis - Model summary .................................................. 60
Table 4.37 Linear regression analysis - ANOVA .............................................................. 61
Table 4.38 Linear regression analysis – Coefficients......................................................... 61
Table 4.39 Definition of cross-training opportunity and creativity development opportunity
factors ................................................................................................................................. 65
Table 4.40 Summary of hypothesis .................................................................................... 67
Table 5.1 Summary of statistical analysis .......................................................................... 71
ix
LIST OF ABBREVIATIONS
Human resources
HR
Corporate Social Responsibility
CSR
Employer branding
EB
Intent to Join
ITJ
Intent to pursue
ITP
Exploratory Factor Analysis
EFA
Statistical Package for the Social Sciences
SPSS
Kaiser-Meyer-Olkin
KMO
Analysis of Variance
ANOVA
Variance inflation factor
VIF
x
Chapter 1 Introduction
CHAPTER 1 INTRODUCTION
The purpose of this chapter is to provide present the rationale of the study as well as
objectives, scopes, meanings, and tentative structure of the study.
1.1 RATIONALE OF THE STUDY
Human resources (HR) are crucial for competitive advantage (Barney, J.B et al., 1998). In
order to be a resource for competitive advantage, the selection of human capital needs to
have a high level of competence and willingness to show productive behavior (Barney, J.B
et al., 1998). Therefore, to attract the right employees, employers have used several
branding rules in the HR field. Enterprises can use employer branding to attract talents and
ensure that both existing and prospective employees will identify with the company such
as its brand and mission, and deliver the desired results (Martin, 2008, p. 19). Also, Ambler
and Barrow defined the employer brand as the package of functional, economic, and
psychological benefits provided by employment and identified with the employer company.
The main purpose of the employer branding is to provide a coherent framework for
management (Ambler and Barrow, 1996). Employer branding has become a prominent
topic in the field of human resource management. The practice of employer branding is
found on the assumption that human capital brings value to the firm, also through skillful
investment in human capital firm performance can be enhanced (Backhaus, and Tikoo,
2004). Besides, companies with strong employer brands can potentially reduce the cost of
employee acquisition, improve employee relations, increase employee retention, and even
offer lower salaries for comparable staff to firms with weaker employer brands (Ritson,
2002). Organizations must differentiate themselves from their competitors and to be seen
as attractive employers for prospective applicants and current employees (Lievens and
Highhouse, 2003). It is important for organizations to understand what attracts the job
seekers to pursue an organization.
From Anphabe's Vietnam best places to work 2018 survey, 75% of candidates in Vietnam
research employers' brands carefully before they apply (Anphabe, 2018). According to
TalentNow report in 2018, when deciding on where to apply for a job, 84% of job seekers
say the reputation of a company as an employer is important (TalentNow, 2018). From
Harvard Business Review (2016), a bad reputation costs a company at least 10% more per
hire. From the 2017 Employer Branding Study, published by CareerArc which is a global
HR technology provider of social recruiting and outplacement services, 91% of companies
believe employer brand and reputation can impact revenue (CareerArc, 2017b). Therefore,
strong employer branding attracts more job candidates and enterprises that invest in their
employer branding also experience lower hiring costs.
Nowadays, understanding the importance of employer branding, the enterprises in Vietnam
have invested large amounts of costs in recruitment to attract and select talented people
with appropriate skills and working capacity. In addition to retaining existing employees,
they have also begun to develop strategies to attract potential candidates. One of the
1
Chapter 1 Introduction
strategies used by many Vietnamese businesses is to participate with reputable third-party
such as Navigos, CareerBuilder, Anphabe, Jobstreet, etc. Moreover, TopCV has just
released the annual report of the recruitment market 2020-2021 which is “Recruitment
market report 2020 and recruitment trend 2021”. The report is based on survey statistics
from 1500 enterprises and 3000 candidates combined with thorough analysis from 150000
job vacancies. According to this report, 67% of businesses have increased demand for HR
in 2021. 31% of businesses plan to increase strongly with recruitment demand of over 30%.
This is a good opportunity for the recruitment market in 2021 to be active with the
expectation that the employment rate of candidates will increase many times compared to
2020. By the end of 2020, nearly 42% of businesses said they faced a shortage of staff. In
which, the group of enterprises with the size of 300-500 employees has the highest rate of
shortage of personnel, up to 54.8%. (TopCV, 2020).
In fact, the recruitment priority of enterprises tends to shift to the group of candidates with
1 or 2 years of experience accounting for 75.85% and newly graduated candidates standing
at 39.4% in 2021, instead of candidates with many years of experience (TopCV, 2020).
Therefore, it is no surprise that almost every enterprise today invests in its employer brand
to attract young talents. When the author takes an internship as recruitment intern position
at Mercedes-Benz Vietnam Ltd., the author realizes that employer branding represents one
of the key components of the enterprise’s overall HR strategy because it will help the
recruiter hire potential employees, create a strong company culture, and even reduce
marketing costs. Moreover, the literature survey also indicated that the existing relationship
between employer brand and intent to pursue and states employer attraction, prestige and
intentions can play an important role in generating job pursuit behavior. (Highhouse et al.,
2003). Also, the effects of favorable organizational images bring not only better recruitment
outcomes, more differentiation, stronger emotional bonds but also financial returns. This
situation has compelled companies to try and compete effectively in the new war for talents
and leaders to focus on strengthening the employer brands of their enterprises.
Due to all reasons above, the author will analyze the impact of an employer branding on
the intent to pursue the enterprise of senior students by stating it as a major objective under
the study. The author decided to choose the research topic: “The influence of employer
branding factors on the intent to pursue the enterprise of senior students at universities in
Ho Chi Minh City”
1.2 OBJECTIVES OF THE STUDY
The objectives of the research are as follow:
-
To identify employer branding factors affecting the intent to pursue the enterprise
of senior students at universities in Ho Chi Minh City.
To determine the impact of these factors on senior students’ intent to pursue the
enterprise.
To propose managerial implications for enhancing employer branding in the
recruitment process to find and recruit the right human resources.
2
Chapter 1 Introduction
1.3 SCOPE OF THE STUDY
Research subjects: The influence of employer branding factors on the intent to
pursue the enterprise of senior students at universities in Ho Chi Minh City
Research respondents: Senior students of universities in Ho Chi Minh City, focusing
those who already took more than 3 months internships at the 25 companies in the ordered
list which are in top 100 best places to work organized by Anphabe
Time of study: This study is conducted during 4 months from March 1st, 2021 to
June 27th, 2021 including seeking for necessary materials or documents, collecting surveys,
conducting both pilot and official studies, summarizing and reporting results
-
Research location: Universities in Ho Chi Minh City
1.4 MEANING OF THE STUDY
-
Theoretical contributions:
The research contributes to the confirmation of employer branding factors affecting senior
students’ intent to pursue the enterprise.
-
Managerial contributions:
The research gives empirical evidence on employer branding to be an important antecedent
of intent to pursue the enterprise from the perspective of senior students at universities in
Ho Chi Minh City.
Employers can listen to what candidates are looking for to compare with their current
attraction and recruitment activities, continue to improve the missing or not doing well to
become more attractive in the eyes of potential candidates.
Helping the recruiters to attract fit, talented, and well-educated HR which are the most
important sources of competitive advantage.
-
For the author:
Conducting the research will create opportunities for the author to learn and adapt new
knowledge which has not been studied in the study program.
Identify the importance of human resources and the increasing demand for a competent
workforce. Furthermore, understanding the factors of employer branding and determining
the impact of these factors on senior students’ intent to pursue the enterprise.
1.5 TENTATIVE STRUCTURE OF THE STUDY.
The thesis is divided into 5 main parts
Chapter 1 – Introduction: This chapter presents the rationale of the study, objectives of the
study as well as illustrates the scopes, meanings, and structure of the study.
3
Chapter 1 Introduction
Chapter 2 - Literature Review: Illustrating the related concepts and previous researches to
build statistical hypotheses and form the appropriate research model.
Chapter 3 – Methodology: Presenting the methodology including research process, research
design, research instrument, construct measurement, sampling design, data collection, data
processing and data analysis technique.
Chapter 4 - Results: Analyzing and interpreting the results of the study by using Statistical
Package for Social Science (SPSS) 26 software which contains descriptive analysis,
Cronbach’s Alpha reliability analysis, EFA and multiple regression analysis.
Chapter 5 – Discussion, Conclusion and Managerial Implications: Summarizing the results’
study, making the conclusion and managerial implications, and presenting limitations, and
further research direction.
Summary of chapter 1: Chapter 1 presents the reasons for forming the research topic,
research objectives, research scopes and subjects, the significance of the research topic
and structure of the thesis
4
Chapter 2 Literature Review
CHAPTER 2 LITERATURE REVIEW
This chapter provides the theoretical basis in order to form a conceptual research
framework and the hypotheses expressing the relationship between research concepts. This
chapter includes the definitions of each factor, summaries of relevant previous studies and
develop the hypotheses. Finally, a conceptual research framework will be formed.
2.1 EMPLOYER BRANDING (EB)
In the 1990’s, the concept of employer branding appeared and originated from two separate
theories, which is recruitment communications and branding and work. The two theories
have later merged into what is today known as employer branding (Rosethorn, 2009). With
the goal of hiring proficient employees, many enterprises strive to become attractive
potential employers. EB has emerged as an outcome of the common application between
the marketing principles and human resource management like the definition of internal
marketing (Cable and Turban, 2001)). Also, EB has been described as the “sum of a
company’s efforts to communicate to existing and prospective staff that it is a desirable
place to work” (Lloyd 2002). Moreover, EB is grounded in the resource-based view and
HR theory. In which, EB focuses on developing the image of enterprises as potential
employers (Backhaus and Tikoo, 2004). Nowadays, the use of the internet facilitates the
advanced hiring process, both for the person seeking employment and for the enterprise
(Borstorff et al., 2005). Job seekers often consider a lot of enterprises when they are going
to apply for a job, and they may use corporate reputation as a source of information about
working conditions in different enterprises (Cable and Turban, 2003). Enterprises have
experienced that effective EB leads to certain competitive advantages, and this makes it
easier to attract and retain employees (Backhaus and Tikoo, 2004). Backhaus and Tikoo
(2004) illustrate two differences in the use of branding, depending on whether it is directed
at employees or at promoting enterprises and products or not. First of all, EB is specifically
directed towards employment and characterizes the enterprise’s identity as an employer.
Secondly, EB is directed towards both internal and external audiences, while being mainly
directed towards external audiences is corporate and product branding. EB is also defined
by four elements that work together. First is “the employment package” including those
things that are often “close the deal” for the prospective employees. For example, financial
compensation, work-life balance, the employee’s role in organization and professional
development. Second is “culture and environment” containing the physical working
environment, the size of the organization, and the organization’s approach to work. Third
is “brand image and reputation” that equals integrity. The last one is “management
performance” which is a vital part in the employer branding process (Ambler and Barrow,
1996).
2.2 INTENT TO PURSUE (ITP)
Employer branding efforts are taken to symbolize and communicate the functional,
economical, and psychological benefits of working with one specific organization.
5
Chapter 2 Literature Review
Therefore, effective employer branding may lead to the better employer’s image in front of
the prospective employees and generate organization pursuit behaviors in them (Highhouse
et al.,2003). In other words, job seekers must have a positive perspective and they are
attracted to the employer, therefore they tend to take any further action to apply to the
company. (Devina, M., at el, 2016).
From a different perspective, Beenen and Pichler (2014) define intent to pursue as the
intentions, behaviors, or decision of prospective employees to become a member of a
particular organization. (Beenen and Pichler,2014). Intent to pursue refers to thoughts
regarding a company that specifically imply further action, for instance intentions to move
beyond the passivity of company attractiveness to involve active pursuit of a job. According
to Jaidi et al. (2011), intent to pursue is an applicant’s intent to pursue a job opportunity
and join a job interview at a particular company. Aiman-Smith et al. (2001) defined intent
to pursue for the job as the willingness of job seekers to search more information related to
an organization, keep in touch with the firm which has a great place to work. (Aiman-Smith
et al., 2001).
2.3 PREVIOUS STUDIES
The problem has been identified as explained in the rationale of the study part. Therefore,
the author must learn more about the topic under exploration. In order to provide
foundational knowledge and have effective outcomes, the author needs to review the
literature and previous studies related to the research problems above. The literature review
also orients the author about the studies’ outcomes that have been generated in the past, the
method of these studies was conducted, and the conclusions in the problem area. Through
the review of literature steps, the information discovered helps the author understand the
magnitude of the problem completely, recognize the future changes of human resources
management, and identify related factors to develop reasonable and effective strategy in the
recruitment process for enterprises. In which, the author mainly focuses on employer
branding factors that affect the intent to pursue for the enterprise.
Variables are terms used in the study's purpose statement or the study description. There
are numerous definitions of these variables. Since these variables should be specifically
identified when they are applied into the research. In order to minimize confusions about
the meaning of the variables, the author will clarify their definitions in this chapter. The
concept of employer branding is the combination between the HR field and the Marketing
field. Thus, the influence of employer branding on senior students’ intent to pursue the
enterprise may also be defined and measured in many ways. In this context of the study,
the author decides to define employer branding extracting more narrowly by five main
factors, namely growth and development activities, company’s reputation, acceptance and
belonginess, work life balance and ethics and Corporate Social Responsibility (CSR) to
refer to the mentioned above variables. By defining the variables more narrowly, the scope
of this part is more manageable for the author, making it easier to collect the necessary data
for the study. This also makes the concepts of variables more understandable to the readers.
6
Chapter 2 Literature Review
2.3.1 Employer brand and its unexplored impact on intent to join (Sharma, R., and
Prasad, A. 2018)
This study was to identify and determine the many dimensions of employer brand in the
information technology sector of India and analyze their influence on the final candidates’
intent to join an enterprise. Five factors of the employer branding (EB) model including
growth and development opportunity, company’s reputation, acceptance and
belongingness, work life balance and ethics and CSR and three factors of intent to join (ITJ)
model containing intent to pursue, employer’s attractiveness and employer’s reputation,
which have been tested for reliability and validity through confirmatory factor analysis. To
get the perspective of Indian students, the study adopted the employer attractiveness scale
of Berthon et al. (2005) and the questionnaire survey was distributed to 480 students, among
402 completely filled-in questionnaires returned which led to a response rate of 83.75
percent. In the structural model, the EB factor is seen as an independent variable and ITJ
factor is seen as the dependent variable, as illustrated in the figure below. EB has been
found to be an effective contributor to ITJ. Thus, this study presented various aspects under
branding and clearly stated the important aspects of employer brand that influence the intent
of candidates to join an enterprise.
Growth and
Development
Opportunity
Intent to
Pursue
Company’s Reputation
Acceptance and
Belongingness
H1(+)
H1c (+)
Employer
branding
Intent
to
Join
H1g(+) Company’s
Reputation
Work Life Balance
Organizational
Attractiveness
Ethics and CSR
Figure 2.1 Proposed model in “Employer Brand and Its Unexplored Impact on Intent to
Join” research
(Source: Sharma, R., and Prasad, A., 2018)
7
Chapter 2 Literature Review
2.3.2 Employer branding strategies effects on job pursuit intention of business school
undergraduates. (Devina. M., Astrini, M. R., Syaebani, M. I., 2016).
The purpose of this research is to examine the impact of employer branding strategies and
perceived job attributes of employer image towards organizational prestige and intent to
pursue a job in Indonesia. This research empirically analyzes whether perceived job
attributes have different influences on application tendencies among state-owned
companies and multinational companies in the oil industry by using the structural equation
modeling method. The study’s respondents are 12500 undergraduate students of the Faculty
of Economics and Business in 20 reputable universities in Indonesia. Exception of career
opportunities, three of four employer image dimensions including working atmosphere,
payment attractiveness, and task attractiveness effect on organizational prestige, which in
turn influences job pursuit intent for both companies. The paper discusses the implication
of the results for academics and companies in the oil industry.
Employer Branding
Activities
Publicity
Perceived Job
Attributes of
Employer Image
H4a(+)
H1(+)
Working
Atmosphere
Prestige
H5(+)
Word-of-mouth
Payment
Attractiveness
Advertising
Task
Attractiveness
H3c(+)
Intent to
Pursue
Career
Opportunities
Figure 2.2 Proposed model in “Employer Branding Strategies Effects on Job Pursuit
Intention of Business School Undergraduates” research
(Source: Devina. M., Astrini, M. R., Syaebani, M. I., 2016)
8
Chapter 2 Literature Review
2.3.3 Employer branding analytics and retention strategies for sustainable growth of
organizations (Ravindra Sharma, S. P. Singh and Geeta Rana, 2019)
This research aims to empirically explore the influence of employer branding on
organizational attractiveness in Indian companies by using structural equation modeling
methods. Results illustrate that employer branding analytics positively and significantly
relates to companies’ attractiveness. In which, employer branding includes development
value, social value, interest value, economic value, and application value. Organizational
attractiveness is indicated as general attractiveness, intent to pursue, and prestige. 300
employees in various companies in India were surveyed. Its results show that branding
analytics positively and significantly relates to companies’ attractiveness.
General
Attractiveness
Value of Interest
Social Value
Employer
Branding
Intent to Pursue
Economic Value
H1(+)
Development Value
Organizational
Attractiveness
Prestige
Value of Cooperation
Figure 2.3 Proposed model in Employer Branding Analytics and Retention Strategies for
Sustainable Growth of Organizations research
(Source: Ravindra Sharma, S. P. Singh and Geeta Rana, 2019)
2.4 DEVELOPMENT OF THE HYPOTHESES
Through researching from the previous models above related to the factors of employer
branding and the intent to pursue the enterprises, the author would like to propose a
proposed research model based on the following grounds:
9
Chapter 2 Literature Review
The proposed research model is based on the original model “Employer brand and its
unexplored impact on intent to join” of the authors Ruchika Sharma, Asha Prasad, 2018.
The factors of employer branding which are growth and development opportunity,
company’s reputation, acceptance and belongingness, work life balance and ethics and
CSR.
2.4.1 Growth and development opportunity
The training and development of employees is increasingly recognized as an essential
aspect of best human resources management practices. Training and development are
commonly considered to be different forms of human capital investment for individual and
organizational improvements (Goldstein, 1991; Wetland, 2003). Nowadays, the young
generation of employees has higher and different expectations concerning job challenges
and successes. According to the report of Deloitte, to keep pace with the pace of
technological change, business leaders are also beginning to appreciate the need to foster a
culture of lifelong learning, equipping their workforce with the necessary skills for future
success of millennials and Gen Z. They have felt that training and development programs
are one of the best methods to start their career after graduating because these programs
provide specialized training and development opportunity and the prospect of a fast-tracked
career. Moreover, they tend to seek job promotions and growth more quickly in comparison
to baby boomers (Smola and Sutton, 2002). Both existing employees as well as prospective
candidates are more able to join an enterprise which provides swift growth and development
opportunities, and a positive learning environment (Barrow and Mosley, 2011).
Developmental value measures the extent to which every single person is attracted to an
employer that provides recognition, self-worth, and confidence, along with careerenhancing experience and a springboard for employment in the future. (Berthon at el.,
2005). Growth and development opportunity are assessed as the factor that has a strong
impact on candidates' intent to pursue. Therefore, potential candidates will be easily
attracted by businesses that can build development programs and promotion roadmaps in
accordance with the candidate's own orientation.
Therefore, the first hypothesis of this research would be:
H1: growth and development opportunity have a positive impact on the intent to
pursue the enterprise
2.4.2 Company’s reputation
Company’s reputation indicates a potential candidate's assessment of the company's overall
attractiveness compared to competitors. In other words, having a positive reputation or a
renowned company will facilitate the company attract more potential candidates with the
low cost, and parallel with the candidate's priority when participating in the application
according to needs and expectations (Cable at el ,2003). Furthermore, Awang and Jusoff
10
Chapter 2 Literature Review
(2009) identified three elements of a corporation's reputation including emotional appeal
towards the services, emotional appeal towards the firm, and corporate social responsibility
of the firm. Three components greatly contribute to the corporate’s reputation of the firm.
Collins and Stevens (2002) studied engineering students and their intentions to apply for a
job in an enterprise, and to what degree they were positive to specific enterprises. They
found that positive perceptions of the enterprises affected the students’ intentions to apply
and pursue a job in these enterprises. The company’s reputation was found to be one of the
most important parameters in attracting the candidates to the enterprise. For potential
candidates, according to the usual way of thinking, candidates will choose to apply for
businesses with large or familiar brands (Turban at el, 1998). Some studies determined that
a company's prestige has a positive effect on intent to pursue the enterprise (Highhouse,
Beadle, Gallo, and Miller, 1998; Turban et al., 1998; Turban and Greening, 1996). In which,
the degree to which organizations are perceived as being well regarded, for example a well
reputation as being an excellent employer or a reputable company with a prestigious place
to work. Employer reputation is posited to influence applicants’ attraction to an
organization (Devina, M., et al., 2016)
Therefore, the second hypothesis can be stated as follows:
H2: company’s reputation has a positive impact on the intent to pursue the enterprise
2.4.3 Acceptance and belongingness
The location, pay levels, promotion opportunities, benefits, company image, type of coworkers, security offered by the enterprise, also, quality of its supervisors and the type of
work offered by the enterprise would attract employees towards the enterprise. Moreover,
Cable and Judge (1996), also Alniacik and Alniacik (2012) stated that the social value of a
firm plays an essential role in attracting candidates. ‘Social value’ assesses the extent to
which an individual is attracted to an employer that provides a working environment that is
fun and happy. Due to that positive feeling, the employee will receive values and
qualifications themselves that they can contribute to the company development and
perceive the belongingness. Besides, it provides good collegial relationships and a team
atmosphere. (Berthon at el, 2005). The constituents of these values include feeling about a
good working environment, acceptance and belonging, and good relationship with
superiors and among others. Berthon, et al. (2005) have also stated that support from
superiors, support from subordinates, effective leadership and mentorship are important
factors in attracting prospective employees.
Hence the third hypothesis of this research would be:
H3: acceptance and belongingness have a positive impact on the intent to pursue the
enterprise
11
Chapter 2 Literature Review
2.4.4 Work life balance
Work life balance can be seen as the priority between personal and professional activities
in an individual's life and the presence of their work-related activities in the home. Jain
discussed that both job security and work life balance were given the high degree of
importance by prospective employees as well as the main determinants for attractiveness
of the EB (Jain et al., 2015). Companies that gain a reputation for encouraging a work life
balance not only become very attractive to workers but also draw a valuable pool of
candidates for new job openings. Many existing studies in literature suggest that the work
life balance acts as an important parameter for prospective employees when they are
selecting their employer. Backhaus (2004) also states that new graduates are becoming
increasingly concerned about work life balance. Therefore, flexible working hours are good
strategies that enterprises should follow to attract talented HR.
Thus, the fourth hypothesis of this research is:
H4: Work life balance has a positive impact on the intent to pursue the enterprise
2.4.5 Ethics and corporate social responsibility (CSR)
Since the 1960s, CSR has attracted attention from a range of businesses and stakeholders
(De George, R. T. ,2011). CSR practices have proven to be a worthwhile effort to
executives. In fact, CSR has been associated with numerous desirable firm outcomes
positively and have also yielded positive internal firm results. (Bruch and Walter, 2005).
Many studies have provided evidence that CSR impacts both the present and future
employees. Backhaus (2004) claims a strong argument on how EB can be understood by
concluding the presence of a numerous magnitudes of the construct such as CSR and
customer orientation. New job seekers, who are just fresh graduates, become increasingly
concerned about the values of companies and how socially responsible they are when
considering the place to work (Backhaus, et al., 2002). Also, the students think that
companies conducting CSR activities are better employers because of the respect and
reputation they achieve in the society (Albinger and Freeman, 2000). Engagement in CSR
practices results not only involves higher brand equity but also enhanced the intent to pursue
of job seekers (Zahari et al., 2020), Therefore, CSR initiatives also influence the employees’
commitment to the organization clearly.
Thus, it is hypothesized that:
H5: ethics and CSR will have a positive impact on the intent to pursue the enterprise
12
Chapter 2 Literature Review
2.5 PROPOSAL MODEL
After reviewing literature and developing the hypothesis, the author proposes the
conceptual research framework as figure below:
Growth and Development
Opportunity
Company’s Reputation
Acceptance and
Belongingness
Intent to
pursue
Work Life Balance
Ethics and CSR
Figure 2.4 Proposal Model
(Source: made by the author)
With all reasons above, the proposed hypotheses are as follows:
H1: Growth and development opportunity have a positive impact on the intent to pursue
the enterprise
H2: Company’s reputation has a positive impact on the intent to pursue the enterprise
H3: Acceptance and belongingness have a positive impact on the intent to pursue the
enterprise
H4: Work life balance has a positive impact on the intent to pursue the enterprise
H5: Ethics and CSR have a positive impact on the intent to pursue the enterprise
Summary of chapter 2: This chapter presents necessary definitions of factors to have fit
understanding with the study context as well as explains both theoretical background and
frameworks, shows some previous studies, recommends hypotheses and builds the
conceptual research framework
13
Chapter 3 Methodology
CHAPTER 3 METHODOLOGY
Chapter 3 continues to present the research methodology used to evaluate the scale of
research concepts and model testing. The main parts are divided into 3 parts including
research process, preliminary study, and official study.
3.1 RESEARCH PROCESS
Research Objectives
The Theoretical Basis and
Previous Researches
Proposal
Model
Official
Scale
The Preliminary
Qualitative
Research
Draft Scale
The Preliminary
Quantitative
Research
Scale
Modifying
Data collection
Data analysis
Conclusion and
Managerial Implications
Figure 3.1 Research Process
(Source: Nguyen Dinh Tho, 2011)
14
Chapter 3 Methodology
After defining the objectives of research, the author bases on the previous studies and
definitions of two concepts including employer branding and intent to pursue to build the
proposal model. The draft scale of this study is based on the study of Sharma, R., and
Prasad, A. (2018) which names “Employer Brand and Its Unexplored Impact on Intent to
Join”. A set of observed variables is built to measure the potential variables of the research
concept. However, due to the difference in research context, it is necessary to conduct
qualitative preliminary research to adjust the scale to suit the research context. The
preliminary qualitative research is conducted with the technique of a group interview and
individual interviews with 7 respondents to adjust the draft scale. After being adjusted, this
scale is used for preliminary quantitative research. The adjusted scale is assessed through
preliminary quantitative research of a sample with expected size from 80 samples. These
scales continue to be evaluated and tested with Cronbach’s Alpha reliability analysis and
exploratory factor analysis. Finally, after being tested with these two methods, these scales
will be the official scale in the questionnaire at the official research stage. The complete
official scale for official quantitative research will be tested again by Cronbach’s Alpha
reliability analysis, exploratory factor analysis, Person correlation and multiple regression
analysis in SPSS after collecting and cleaning 256 samples.
The research design is divided into 2 phases containing preliminary study and official study
Table 3.1 Summary of research design
Phases
1
2
Research design
Survey types
Sample design
Preliminary Qualitative
Group interview and
individual interviews (n=7)
Preliminary Quantitative
Pilot survey (n=80)
Quantitative
Quantitative survey (n=256)
Preliminary study
Official study
3.2 PRELIMINARY STUDY
3.2.1 Original research measurement scale
The original research measurement scale is from “Employer Brand and Its Unexplored
Impact on Intent to Join” study of Sharma, R., and Prasad, A. (2018).
No.
Original items from Sharma, R., and Prasad, A. (2018)
Growth and Development Opportunity
1
The company provides good promotion opportunities
2
The company provides training and development opportunity to its employees.
15
Chapter 3 Methodology
3
The organization provides career enhancement opportunities.
4
The organization provides opportunity for higher studies.
5
The company has positive culture
6
It gives an opportunity to their employees to teach others what they have learned.
7
It provides job security to its employees.
8
This organization gives more confidence and self-esteem
9
Company has positive learning environment.
10
It gives chance to have hands-on inter-departmental experience
11
The company provides foreign assignments
12
The organization values creativity amongst their employees
13
The Company provides a springboard for future employment
14
It provides additional perks and benefits (e.g., excursion trips).
Company’s Reputation
1
It provides an attractive overall compensation package
2
It is a renowned brand in the market.
3
The company has global presence.
4
The company holds good reputation in the market
5
The organization is customer-oriented.
6
It’s an Innovative employer – novel work practices/forward-thinking
7
The organization produces innovative products and services
8
It is known as a good employer brand.
Acceptance and Belongingness
1
Employees have good relationships with superiors in this organization.
16
Chapter 3 Methodology
2
Employees have good relationships with colleagues
3
It gives the feeling of acceptance and belongingness.
4
The leaders here are supportive and really encouraging
Work Life Balance
1
The company provides easy job locations to its employees
2
The company provides flexibility (e.g., flexible working hours)
3
It Focuses on the personal welfare of its employees.
4
The organization provides work life balance.
Ethics and CSR
1
It’s a humanitarian organization – believes in giving back to society
2
The organization focuses on CSR
3
It’s an ethical organization
4
The organization considers CSR as the part of its culture.
Intent to pursue
1
I would make this company one of my first choices as an employer
2
If this company invited me for a job interview, I would go
3
I specifically set out to get a position with this organization
4
I would go an extra mile to be the part of this organization
5
I really dream a job with this particular employer
6
I would accept a job offer with this company
3.2.2. Preliminary qualitative research
Preliminary research is done through the preliminary qualitative method and the
preliminary scale is formed based on the original scale of Sharma, R., and Prasad, A.
(2018), but adjusted to suit the context and research objectives.
17
Chapter 3 Methodology
After having the first draft scale, qualitative research in the preliminary qualitative research
will be performed with 04 final-year students who have experience taking an internship
more than 6 months at the company having the good and strong EB from top 100 bestplace-to-work-2020 list of Anphabe survey to discover, adjust the scale and supplement the
observed variables in the scale of the study, because they are more active than the attitudes
reflected in potential employer brandings. After having the first draft scale, the author
conducted individual interviews via one-to-one discussions with 3 experts in the HR and
Marketing field through open-ended questions based on the author's proposed model and
the first draft scale. The author asks the respondents one-by-one questions to understand
which one in the questionnaire survey is unclear or cannot be understood. In which the
questions focus on perceptions of each participant about the influence of the EB on their
intent to pursue for the organization and ask their recommendation to have a better
understandable translation version.
Table 3.2 List of interviewees
STUDENTS
N
o.
1
2
Full
name
Ms. Vo
Thi
Thanh
Nga
Facebook
accounts
https://www
.facebook.co
m/vothanhn
ga99
Major
University
Internship
period
Types of
interviews
Trade Law
University of
Economics
and Law Vietnam
National
University
HCMC
6-month
internship
at
Mercedes
-Benz
Vietnam
Face-toface
https://www
Ms.
.facebook.co
Pham
Law
m/profile.ph
Thi Nhu
Administration
p?id=10000
Ngoc
8483590764
18
Ho Chi Minh
City
University of
Law
6-month
internship
at Aeon
Mall Tan
Phu
6-month
internship
at
Mercedes
-Benz
Vietnam
Face-toface
Chapter 3 Methodology
3
Ms.
Nguyen
Hoang
My
https://www
.facebook.co
Business
m/hoangmy. Administration
polarbear
University of
Economics
Ho Chi Minh
City
6-month
Facebook
internship messenger
at Abbott (video call)
4
Mr. Vo
Tran
Dang
Khoa
https://www
.facebook.co
m/dangkhoa
.karl7498
Ho Chi Minh
City
University of
Technology
6-month
internship
at
Unicons
Civil
Engineering
Face-toface
EXPERTS
Full
name
Facebook
accounts
Job title
Types of interviews
5
Ms.
Phan
Nguyen
Duc
Nguyen
https://www
.facebook.co
m/mynames
kino
Training and Development
Coordinator at Mercedes-Benz
Vietnam
Face-to-face
6
Mrs.
Pham
Thu
Anh
https://www
.facebook.co
m/tran.t.tuye
t.1
Digital Marketing Executive at
KMS Technology Vietnam
Face-to-face
7
Mrs.
Doan
Thi Thu
Hang
https://www
.facebook.co
m/hang.doa
n.568
Assistant Manager of Human
Resources Department at
Mercedes-Benz Vietnam
Face-to-face
Preliminary qualitative research was conducted with 7 participants including 4 senior
students who have experience in taking the internship more than 6 months in one of the top
100 best place to work companies list and 3 experts in Human Resources and Marketing
field. This research was done through face-to-face interviews and Facebook messenger.
From these interviews, there was no other construct added or removed. All interviewees
gave their views that are included in the factors of the proposed research model. However,
there are some changes in the translated version to make the final questionnaire become
more understandable for respondents in the questionnaire survey. In Particular, the advice
of all participants for questions related to Ethics and CSR factor - “It’s an ethical
organization”, needs to be explained more clearly. To do that, the author gave some
examples for the participants to imagine exactly the meanings in the study context. To sum
19
Chapter 3 Methodology
up, after noting all their comments, the author adjusts the questionnaire clearly. The results
of preliminary qualitative research will be illustrated in APPENDIX B.
3.2.3 Pilot study
Before the official research, the author conducted a preliminary quantitative test which is a
strategy used to test the questionnaire using a smaller sample compared to the planned
sample size. The pilot study with a small sample size for 80 random senior students who
will be conducted after interviewing as the author demonstrates above. This step is
extremely important to utilize money, time and effort effectively but still must achieve
success in performing surveys, because this pilot survey will facilitate testing Cronbach's
Alpha reliability analysis and exploratory factor analysis before conducting for many
participants.
There were some enhancements from 80 samples of pilot surveys. After testing Cronbach’s
Alpha and EFA, all items of 6 factors are fine and there is no need to remove any factor
loadings. However, since the author just chose the top 15 best companies with excellent
employer branding, therefore, most results of 6 items of “intent to pursue” factor from 80
questionnaires received only a 4 or 5 score. Therefore, the author decided to add 10
companies, also in the top 100 best places to work list, but in order from bottom to top to
have the best result.
3.2.4 Official research measurement scales
From the pilot survey of 80 random senior students, official scale is built as the table below:
Table 3.3 Official Research Measurement Scales
Factors
Growth and
Development
Opportunity
(GROnDE)
(Sharma et al
2018)
Observed Variables
Code
The company X provides good promotion
opportunities
GROnDE1
The company X provides training and
development opportunity to its employees.
GROnDE2
The company X provides career enhancement
opportunities.
GROnDE3
The company X provides opportunity for higher
studies.
GROnDE4
The company X has positive culture
GROnDE5
The company X gives an opportunity to their
employees to teach others what they have
learned.
GROnDE6
20
Chapter 3 Methodology
Company’s
Reputation
(COMREP)
(Sharma et al
2018)
Acceptance
and
Belongingness
(ACCnBE)
The company X provides job security to its
employees.
GROnDE7
The company X gives more confidence and selfesteem
GROnDE8
The company X has positive learning
environment.
GROnDE9
The company X gives chance to have hands-on
inter-departmental experience
GROnDE10
The company X provides foreign assignments
GROnDE11
The company X values creativity amongst their
employees
GROnDE12
The company X provides a springboard for future
employment
GROnDE13
The company X provides additional perks and
benefits (e.g., excursion trips).
GROnDE14
The company X provides an attractive overall
compensation package
COMREP1
The company X is a renowned brand in the
market.
COMREP2
The company X has global presence.
COMREP3
The company X holds good reputation in the
market
COMREP4
The company X is customer-oriented.
COMREP5
The company X is an Innovative employer –
novel work practices/forward-thinking
COMREP6
The company X produces innovative products
and services
COMREP
The company X is known as a good employer
brand.
COMREP
Employees have good relationships with
superiors in this company X
ACCnBE1
Employees at the company X have good
relationships with colleagues
ACCnBE2
21
Chapter 3 Methodology
(Sharma et al
2018)
Work Life
Balance
(WLB)
(Sharma et al
2018)
Ethics and CSR
(EnCSR)
(Sharma et al
2018)
Intent to pursue
(ITP)
(Sharma et al
2018)
The company X gives the feeling of acceptance
and belongingness.
ACCnBE3
The leaders at the company X here are supportive
and really encouraging
ACCnBE4
The company X provides easy job locations to its
employees
WLB1
The company X provides flexibility (e.g., flexible
working hours)
WLB2
The company X focuses on the personal welfare
of its employees.
WLB3
The company X provides work life balance.
WLB4
The company X is a humanitarian organization –
believes in giving back to society
EnCSR1
The company X focuses on CSR
EnCSR2
The company X is an ethical organization
EnCSR3
The company X considers CSR as the part of its
culture
EnCSR4
I would make the company X one of my first
choices as an employer.
ITP1
If the company X invited me for a job interview,
I would go
ITP2
I specifically set out to get a position with this the
company X
ITP3
I would go an extra mile to be the part of this the
company X
ITP4
I really dream a job with this company X
ITP5
I would accept a job offer with this company X
ITP6
3.3 OFFICIAL STUDY
After completing the pilot survey with 80 respondents and test both Cronbach’s Alpha and
EFA, the official quantitative research will be conducted by distributing the questionnaire
to any senior students, for those who have experience taking an internship more 3 months
at 25 companies which obtained the Vietnam best places to work in 2020 award namely
22
Chapter 3 Methodology
Abbott, Aeon mall, Bosch Vietnam, CGV, CotecCons Group, Deloitte Vietnam, DHL, Duy
Tan Plastics Corp., FPT Corporation, INSEE Vietnam, LAZADA VIETNAM, Manulife,
Masan Group, Mercedes-Benz Vietnam, Mobile World Investment Corporation, Novaland
Group, PNJ, Schindler Vietnam, Schneider Electric Vietnam, Shopee Vietnam, Sony
Electronics Vietnam, Suntory PepsiCo Vietnam, TIKI, VinGroup and VNG. The study
focuses on the external aspects of employer branding thus the sample was centralized on
senior students because they are yet to witness the organizational world by official
employee position and their expectation is to pursue these companies having strong
employer branding.
3.3.1 Sample design
3.3.1.1 Target population
In any research, having the relevant population is the first and essential step in the sampling
process. The target population in this research is any senior students from several
universities at Ho Chi Minh City. However, these senior students need to take more than
the 3-months internship which can be seen as a compulsory course in the training program.
Thus, the researcher can gather suitable data from them for the research. The more
respondents the sample includes, the more confident the researcher can be that the results
can be generalized to the target population.
3.3.1.2 Sampling elements
Sampling elements is the segment of the population chosen by the sampling process, its
sampling unit may contain one or more population elements. Also, the sampling element
for this research is senior students of universities in Ho Chi Minh City who have experience
in taking more than 3-months internship at one of 25 companies conducting EB in the
ordered list. The author chooses this sampling element because the main purpose of study
aims to understand whether the intent to pursue the enterprise is affected by EB factors.
3.3.1.3 Sampling frame and sampling location
The sampling frame is a listing of the members from the target population, used to draw the
sample and the sampling location is an area which is selected for collecting the data.
However, the method that the author uses for sampling is convenience sampling, which is
a non-probability sampling. Therefore, there is no sampling frame for the research. Besides,
since the scope of the study is universities in Ho Chi Minh City, the sampling location is
universities in Ho Chi Minh City.
3.3.1.4 Sampling method
The sampling method in the study is used by a convenience sampling, one of the
nonprobability samples. Nonprobability sample is a sampling method in which the elements
do not have a predetermined probability of being selected as subjects. In the nonprobability
23
Chapter 3 Methodology
sample, the researcher can choose whomever I find. The advantage of this approach is that
it is normally one of the cheapest and easiest methods to conduct. Characteristics of
research respondents of this study are senior students for those who used to take an
internship for more 3 months at 25 companies in the top 100 Vietnam best working places
in 2020 list mentioned above.
3.3.1.5 Sample size
The sample size applied in the study is based on the EFA method. According to Nguyen
Dinh Tho (2011), Hair et al. (2006) stated that to use EFA, the minimum sample size should
be 50 and the observations / items are 5:1, which means that an item requires a minimum
of 5 observations. Based on the above conditions, with the number of observed variables of
the study being 40 items with 6 factors: growth and development opportunity, company’s
reputation, acceptance and belongingness, work life balance, ethics and CSR and intent to
pursue for the enterprise, the author choose the minimum sample size of 200 people (5x40)
with an observations / items of 5:1, then invalid samples will be removed
3.3.2 Data collection
3.3.2.1 Primary data
Sampling data is collected by:
-
-
-
In the stage of the preliminary qualitative research: seeking in the author’s
relationship to conduct interviews with 7 respondents via Messenger and direct
meeting. Selection of respondents according to the criteria of being willing to
participate in research including senior students who have experience taking more
than the 6-month internship at top 100 companies in the 100 best places to work list
and experts in HR and Employer Branding field.
In the stage of the preliminary quantitative research (80 samples): sending every
online survey directly to a suitable research target group with friends and
acquaintances via Messenger and Zalo. After receiving enough 80 samples in a
preliminary quantitative study.
In the stage of the official quantitative research (minimum 200 samples): The official
questionnaire is conducted through online survey by using Google doc. In order to
gain effective and subjective results, the 256 online survey links are posted online
in open Facebook groups and the author's Facebook wall and be sent directly to the
authors’ friend list from Universities in Ho Chi Minh City and current interns in
Mercedes-Benz Vietnam company via Messenger, Skype and Zalo. Therefore, the
completely filled-in questionnaires were received back as many people as possible.
3.3.2.2 Secondary data
Secondary data refers to the data analysis that was either gathered by some other person,
for instance from some researcher or institutions. Secondary data is divided into two
24
Chapter 3 Methodology
sources, which are electronic-based sources and paper-based sources. Generally, secondary
data is information collected by government departments, organizational records and data
that was originally collected for other research purposes. In this study, the author uses both
these sources, one is from the internet, the other is from the university library. Particularly,
the author uses Google Scholar to find relevant electronic articles and journals by input key
words. In this research, the author concentrated more on electronic-based sources to search
secondary data to save cost and time, however, the author also referred to several related
reference books in the university library. Finally, through all these steps above, the
researcher will have an in-depth understanding of the theoretical concept and broaden the
HRM knowledge, focusing on recruiting process or employer branding.
3.3.3 Questionnaire instrument
Questionnaire surveys are a technique for gathering statistical information about the
attributes, attitudes, or actions of a population by a structured set of questions. (Kitchin, R.,
and Thrift, N. (2009). In this study, the questionnaire will be prepared as the set of queries
utilized by researchers to record answers that are provided by respondents and they are
distributed to gather primary data from respondents. Furthermore, this technique is also
used to refine whether there is a significant relationship between the independent variables
and the dependent variable or not. 256 sets of questionnaires are distributed conveniently
to the social networking site with a collecting duration of 8 weeks.
3.3.3.1 Questionnaire design
In order to achieve effective data, the author focuses much on the process of designing a
questionnaire. The questionnaire generally is divided into two types containing open-ended
response questions and fixed-alternative questions (closed-ended questions). In this
research, fixed-alternative questions are used in the questionnaire in which respondents are
given specific, limited responses and they are asked to choose the closest answer compared
with their viewpoint. This useful questionnaire kind of obtains not only relevant
information but also saves a respondent’s time to answer the questions. Practically, fixedalternative questions are much easier than open-ended response questions, which require a
longer time to finish. However, some questions related to school name or major need to use
open-ended response questions since they must answer by using their own words. The
questionnaire for this study consists of 3 sections including general information,
questionnaire, and personal information as showed in details at APPENDIX C
3.3.3.2 Section A - General Information
In section A, the questionnaire contains two questions about the status of the individual
respondent who takes part in this research to clarify whether they are senior students or not.
The second question in this section are used to ask the respondents to select one company
from the list of 25 available companies which they have been taking or took an internship.
25
Chapter 3 Methodology
Currently, the most famous evaluation program about employer branding activities is
Anphabe's survey which names "100 best places to work in Vietnam" based on the
evaluation of Anphabe and international research agency Nielsen. This model is based on
target talents know about the employer, may consider to work for company in the future,
perceive company as ideal workplace, and are willing to pursue for relevant openings at
company. The results of these surveys show the positive relationship between employer
branding and intent to pursue of candidates. Therefore, the author chooses 15 companies
from top to bottom and 10 companies with reverse order in the 100 best-places-to-work2020 list of Anphabe survey.
These 25 companies are Abbott, Aeon mall, Bosch Vietnam, CGV, CotecCons Group,
Deloitte Vietnam, DHL, Duy Tan Plastics Corp., FPT Corporation, INSEE Vietnam,
LAZADA VIETNAM, Manulife, Masan Group, Mercedes-Benz Vietnam, Mobile World
Investment Corporation, Novaland Group, PNJ, Schindler Vietnam, Schneider Electric
Vietnam, Shopee Vietnam, Sony Electronics Vietnam, Suntory PepsiCo Vietnam, TIKI,
VinGroup and VNG.
3.3.3.3 Section B - Questionnaire
The section B includes 40 questions for surveying respondents on the factors affecting the
intent to pursue enterprise. There are 6 main factors in section B which are growth and
development opportunity, company’s reputation, acceptance and belongingness, work life
balance, ethics and CSR and intent to pursue for the enterprise. The author applied a 5-point
Likert scale for those questions. Respondents are required to mark their answer out of the
5 level of agreement as:
1.
2.
3.
4.
5.
Strongly disagree
Disagree
Neither agree or disagree
Agree
Strongly agree
3.3.3.4 Section C - Personal Information
Containing six questions about the demographic profile of each individual respondent. In
details, the questions in section C are used to ask about gender, major, university name,
kind of internship, internship salary and internship duration
3.3.4 Construct measurement
In an article titled “On the theory of scales of measurement” published in Science in 1946,
psychologist Stanley Smith Stevens (1946) defined four generic types of rating scales for
scientific measurements: nominal, ordinal, interval, and ratio scales. Using measurement,
the author can interpret and propose a conclusion since a measurement is a useful tool which
is generally applied to measure a question with a predetermined number of outcomes.
26
Chapter 3 Methodology
Therefore, based on the four generic types of scales discussed above, the author can create
specific rating scales for research areas. In this research, the author uses only nominal and
interval scales.
3.3.4.1 Nominal scale
A nominal scale shows a variable with categories that do not have ranking or a natural
order. In other words, a nominal scale is the simplest form of scale and it is used for
variables or indicators that have mutually exclusive attributes. Thus, the author decides to
use a nominal scale to measure company name, gender, major, university name, kind of
internship, internship salary and internship duration asked in section A and section C.
3.3.4.2 Interval scale
interval scale is defined as a numerical scale where the order of the variables is known as
well as the difference between these variables. The difference between the two variables is
meaningful and equal. It not merely indicates order but also measures the distance between
any two points on the scale. Hence, the author applied the interval scale. One of the most
associated with the interval scale question is arranged on a five-point Likert Scale question,
where each emotion is denoted with a number, and the variables range from strongly
disagree to strongly agree. These scales are used in the design of the questionnaire in section
B.
3.3.5 Data processing
The first step taken before data analysis is data encryption and data cleansing testing after
sufficient data has been collected. Data encryption is the process of converting responses
into a numeric format for input and processing.
After encrypting data and importing data into SPSS, the next thing is to clean the data, in
order to detect and handle errors that may occur such as empty cells or unreasonable
answers. Checking is also necessary to ensure whether participants have provided their
responses consistent with the given instructions or not. The important note in this step is
always kept private and confidential with the answer of any questionnaire surveys, and the
data are used only for the research.
3.3.6 Data analysis technique
SPSS 26 software is used to estimate and analyze the data collected from the questionnaire
surveys. Frequency, descriptive, Cronbach’s Alpha reliability analysis, Exploratory Factor
Analysis (EFA), Correlation and Multiple Regression Analysis are used in this study.
27
Chapter 3 Methodology
3.3.7 Descriptive statistics analysis
Using the statistical techniques described in SPSS, with the aim of analyzing the
demographic variables in the study such as gender, major, university name, kind of
internship, internship salary and internship. These variables all use the nominal scale. Also,
descriptive analysis is applied for independent variables and dependent variable.
3.3.8 Cronbach’s Alpha reliability analysis
The reliability of the scale is assessed through Cronbach's Alpha coefficient and the Itemto-Total correlation. Cronbach's Alpha coefficients must be greater than 0.6 and the Itemto-Total correlation is less than 0.3 are disqualified (Nunnally and Bernstein, 1994).
However, it should be noted that if Cronbach's Alpha is too high (> 0.95), then there is a
possibility of redundant items on the scale, it measures a concept that is almost identical to
the other measurement variable and should remove it, similar to the case of collinearity.
In addition, Cronbach's Alpha if Item Deleted coefficients were also considered. When
removing the variables, if Cronbach's Alpha coefficient increases, it should be discarded to
have a higher scale reliability (Nunnally, 1978).
According to Nunnally and Bernstein (1994), cited by Nguyen Dinh Tho (2011), a scale
has excellent reliability when it varies in the range [0.75-0.95]. If Cronbach alpha ≥ 0.6 is
an acceptable scale of reliability. (Nunnally and Brunstein, 1994).
To sum up, in Cronbach’s Alpha Reliability Analysis, the author will pay attention on:
-
Cronbach's Alpha coefficients ≥ 0.6
Corrected Item-to-Total correlation ≥ 0.3
3.3.9 Exploratory factor analysis
Using EFA to reduce a set of many variables (these variables must be related to each other)
into a set with a smaller number of variables but still does not change their meaning
compared to the original one. The reduction is done because the variables have a linear
relationship with each other (Nguyen Dinh Tho and Nguyen Thi Mai Trang, 2011).
EFA belongs to interdependence techniques. There are no dependent variable and
independent variables, it only relies on correlations between variables together
(interrelationships). EFA is used to shorten a set of k observed variables into a set F (F <k)
of more significant factors. The basis of this reduction is based on a linear relationship of
the factors with the original variables (observed variables). (Nguyen Dinh Tho, 2011)
Since EFA is used to group these observed variables into factors and identify factors
according to the individual extracted factors. The new factors may differ from the factors
in the theoretical model, so the theoretical research model with the hypotheses will be
adjusted according to the results through EFA analysis.
28
Chapter 3 Methodology
This study uses Principal Components Analysis extraction method and Varimax rotation
method. If the Factor loadings is less than 0.30, then it should be reconsidered if Factor
Analysis is the proper approach to be used for this study. That means there is no relationship
among the items, EFA should not be applied.
The criteria for the statistical parameters to perform the analysis include:
KMO index (Kaiser-Meyer-Olkin) is a criterion to consider the appropriateness of the EFA,
0.5 ≤ KMO ≤ 1, then factor analysis is appropriate (Kaiser,1974).
Bartllet test of sphericity is used to identify whether the correlation matrix is an identity
matrix or not. Bartllet test considers the Ho hypothesis: the correlation between the
observed variables is zero in the population. If this test is statistically significant (Sig.
<0.05), the observed variables are correlated with each other in the population (Hoang
Trong, Chu Nguyen Mong Ngoc, 2008).
Eigenvalue index represents the variation explained by factors since each individual
variable has an Eigenvalue of 1, only factors with an Eigenvalue greater than 1 are
considered significant and retained (Anderson, Gerbing, 1988).
Variance explained criteria represents the percentage of variation explained by factors.
Total variance explained of all factors must be greater than 50% (Anderson, Gerbing,
1988).
Factor loading: the correlation coefficient between each observed variable and the factor,
in which the variable in the higher number will have a highly representative significance
for the factor. According to Hair et al. (1998), factor loading is the criterion to ensure the
practical significance of EFA:
-
Factor loading ≥ 0.3 is considered minimum
Factor loading ≥ 0.4 is considered important
Factor loading ≥ 0.5 is considered practical
Thus, in order to apply the EFA, these requirements must be satisfied:
-
Factor loading ≥ 0.3
0.5 ≤ KMO ≤ 1
Bartlett test the statistical significance (Sig. <0.05)
Total initial Eigenvalue index ≥ 1
Cumulative percentage of Extraction Sums of Squared Loadings > 50%.
3.3.10 Correlation analysis
Correlation analysis measures the strength of association between two variables and the
direction of the relationship. In terms of the strength of relationship, the value of the
correlation coefficient varies between +1 and -1. Pearson r correlation is one of the most
famous correlation statistics to measure the degree of the relationship between linearly
related variables in the model. Hence, the correlation analysis used in this study was
29
Chapter 3 Methodology
Pearson correlation. The larger Pearson r, the higher correlation (Coakes, Steed, and Ong,
2009), which can lead to multicollinearity when examining the regression model.
3.3.11 Multiple regression analysis
Multivariate regression analysis aims to show the relationship between the independent
variables and the dependent variable. That means multivariate analysis result is a function
that represents the value of the dependent variable through independent variables.
-
Dependent Variable: This is the main factor that this study is trying to understand
intent to pursue of senior students to the enterprise.
Independent Variables: These are the factors that this study hypothesizes have an
impact on the dependent variable (growth and development opportunity, company’s
reputation, acceptance and belongingness, work life balance, ethics and CSR)
The regression model needs to be tested through the following types of tests:
Explanation level of the regression model expressed through the coefficient R Square (R2)
and adjusted R Square. Adjusted R Square reflects the influence of the independent
variables on the dependent variable. Well-regarded studies have the percentage of adjusted
R2 > 50%.
The relevance of the regression equation is tested to consider whether there is a linear
relationship between the independent variables and the dependent variable. The regression
model is considered appropriate when at least one other regression coefficient exists. Ftest is done through analysis of variance (ANOVA) to check whether this linear regression
model is generalizable and applicable to the population. Model after construction needs to
check the suitability. In this study, using the F test with the null hypothesis Ho: the
regression coefficients are all zero If the test is statistically significant (Sig. ≤ 0.05), this
hypothesis Ho is rejected and the regression model is considered consistent with 95%
confidence and can conclude that the association of the expression in the model can explain
the change of the dependent variable meaning the model is constructed accordingly with
the data set.
From Coefficients analysis, t-test of each independent variable has Sig. ≤ 0.05 means that
the variable is significant in the model, otherwise Sig. > 0.05, that independent variable
should be removed.
Pearson correlation coefficient and Variance inflation factor (VIF) magnification
coefficients used to test the phenomenon of multicollinearity of independent variables. If
the independent variables in the regression model have low correlation coefficients (<0.6)
and VIF<10, the regression model has no multicollinearity between the independent
variables. However, according to Nguyen Dinh Tho (2010), in practice, if VIF>2, we need
to be careful because multicollinearity can occur, causing biased regression estimates.
Summary of chapter 3: This chapter describes each step in the research process, research
instrument, construct measurement, sample design and how to collect and interpret data.
30
Chapter 4 Results
CHAPTER 4 RESULTS
Chapter 4 is to present research results based on data analysis processed by SPSS 26
software. The author interprets the results of descriptive analysis, reliability analysis
testing with Cronbach’s Alpha, EFA and finally, conducts multiple regression analysis
which is to test the relation between independent variables and dependent variable.
4.1 DESCRIPTIVE ANALYSIS
4.1.1 Data description
Descriptive analysis is a branch of analysis, which focuses on the summarization and
description of data that was collected from the survey (Weiers, 2008). Descriptive statistics
provide basic indicators of variables with sample data. Most quantitative studies need to
provide descriptive statistics to help the reader understand the data used. In descriptive
analysis with the aim of analyzing the demographic variables in the study such as gender,
major, university name, kind of internship, internship salary and internship to firstly present
general information of the sample.
The questionnaire survey was made on Google Form (256 samples collected) which was
delivered one by one online via Facebook Messenger, Skype, Zalo and posted publicly in
the Facebook group and the author’s Facebook wall. However, after screening and cleaning
data, 55 samples are eliminated because they are not valid. An example reason is that some
of them have internship duration less than 3 months or some of them belong to response
bias. That means the tendency of respondents to give the same answer to every single
question. Also, some of them are missing some questions. Thus, the author decides to keep
only 201 samples accounted 78.52%, the number of samples collected for the 201 samples
are preferable and it is still above the minimum requirement (200 samples)
Table 4.1 Frequency statistics of demographic variables
Statistics
Company
Name
N
Gender University Major
Internship Internship
Internship
Type
Salary
Duration
Valid
201
201
201
201
201
201
201
Missing
0
0
0
0
0
0
0
4.1.2 Descriptive statistics for demographic variables
This part describes the question about the company name in the section A and the questions
in the last section of questionnaire survey. All seven questions are used to ask about
company name, gender, major, university name, kind of internship, internship salary and
internship duration. There are no missing variables in descriptive statistics
31
Chapter 4 Results
4.1.2.1 Company name
Table 4.2 Frequency statistics of company name
Company Name
Valid
Frequency
%
Valid
%
Bosch Vietnam
22
10.9
10.9
10.9
Abbott
19
9.5
9.5
20.4
Mercedes-Benz Vietnam
15
7.5
7.5
27.9
DHL
14
7.0
7.0
34.8
FPT Corporation
14
7.0
7.0
41.8
Aeon mall
13
6.5
6.5
48.3
Duy Tan Plastics Corporation
11
5.5
5.5
53.7
CGV
10
5.0
5.0
58.7
Novaland Group
10
5.0
5.0
63.7
TIKI
9
4.5
4.5
68.2
VNG
9
4.5
4.5
72.6
INSEE Vietnam
7
3.5
3.5
76.1
PNJ
7
3.5
3.5
79.6
Shopee Vietnam
7
3.5
3.5
83.1
Suntory PepsiCo Vietnam
6
3.0
3.0
86.1
CotecCons Group
5
2.5
2.5
88.6
Mobile World Investment Corporation
5
2.5
2.5
91.0
VinGroup
5
2.5
2.5
93.5
LAZADA Vietnam
4
2.0
2.0
95.5
Schneider Electric Vietnam
4
2.0
2.0
97.5
Sony Electronics Vietnam
3
1.5
1.5
99.0
Deloitte Vietnam
1
.5
.5
99.5
Masan Group
1
.5
.5
100.0
Total
201
100.0
100.0
32
Cumulative
%
Chapter 4 Results
Frequency statistics of company name shows that the top 10 companies have the large
percentage are Bosch Vietnam (10.9 percent), Abbott (9.5 percent), Mercedes-Benz
Vietnam (7.5 percent), DHL (7.0 percent), FPT Corporation (7.0 percent), Aeon mall (6.5
percent), Duy Tan Plastics Corporation (5.5 percent), CGV (5.0 percent), Novaland Group
(5.0 percent) and TIKI (4.5 percent). VNG has the same percentage with TIKI. Three
companies have 3.5 percent including INSEE Vietnam, PNJ and Shopee Vietnam.
Following is Suntory PepsiCo Vietnam accounting for 3 percent. CotecCons Group, Mobile
World Investment Corporation and VinGroup also stand at 2.5 percent. Accounting 2
percent is LAZADA Vietnam, Schneider Electric Vietnam. Sony Electronics Vietnam has
1.5 percent. Finally, Deloitte Vietnam and Masan Group has 0.5 percent
Figure 4.1 Frequency statistics of company name
4.1.2.2 Gender
Table 4.3 Frequency statistics of Gender
Gender
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Male
124
61.7
61.7
61.7
Female
77
38.3
38.3
100.0
Total
201
100.0
100.0
33
Chapter 4 Results
With 201 samples, 61.7 percent are male, and 38.3 percent are female. These percentages
illustrate that there is a slight difference between male and female. The proportion of male
is more than female because almost all the author’s friends studying at Ho Chi Minh City
University of Technology are male friends.
Figure 4.2 Frequency statistics results of Gender
4.1.2.3 Internship type
Table 4.4 Frequency statistics of Internship Type
Internship Type
Frequency
Percent
Valid Percent
Cumulative Percent
Full-time
188
93.5
93.5
93.5
Part-time
11
5.5
5.5
99.0
Online
2
1.0
1.0
100.0
Total
201
100.0
100.0
Valid
For the internship type, most respondents took part in a full-time internship which
accounted for 93,5 percent. Following this type is a part-time internship coming with 5.5
percent and the last one is online with only 1 percent.
34
Chapter 4 Results
Figure 4.3 Frequency statistics results of Internship Type
4.1.2.4 Internship salary
Table 4.5 Frequency statistics of Internship Salary
Internship Salary
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Yes
195
97.1
97.1
97.1
No
6
2,99
2,99
100.0
Total
201
100.0
100.0
From the number of internship salary pie chart, 97,1 percent of respondents take the
internship with salary and only 2,99 percent without salary.
35
Chapter 4 Results
Figure 4.4 Frequency statistics results of Internship Salary
4.1.2.5 Internship duration
Table 4.6 Frequency statistics results of Internship Duration
Internship Duration
Valid
Frequency
Percent
Valid
Percent
Cumulative
Percent
3 months - 6 months
174
86.6
86.6
86.6
more than 6 months – 1 year
27
13.4
13.4
100.0
Total
201
100.0
100.0
Usually, the senior students tend to choose the internship duration between 3 and 6 months
which is 86.6 percent and 13.43 percent belong to more than 6 months to 1 year duration.
36
Chapter 4 Results
Figure 4.5 Frequency statistics results of Internship Duration
4.1.2.6 University
Table 4.7 Frequency statistics results of University
University
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
UEH
70
34.8
34.8
34.8
HCMUT
47
23.4
23.4
58.2
UEL
24
11.9
11.9
70.1
HUTECH
15
7.5
7.5
77.6
ULAW
10
5.0
5.0
82.6
UIT
8
4.0
4.0
86.6
HCMUTE
5
2.5
2.5
89.1
VGU
4
2.0
2.0
91.0
FPT
4
2.0
2.0
93.0
HUFLIT
3
1.5
1.5
94.5
IU
2
1.0
1.0
95.5
FTU
2
1.0
1.0
96.5
37
Chapter 4 Results
IUH
1
.5
.5
97.0
HUFI
1
.5
.5
97.5
HCMUP
1
.5
.5
98.0
BUH
1
.5
.5
98.5
OU
1
.5
.5
99.0
TDTU
1
.5
.5
99.5
HSU
1
.5
.5
100.0
Total
201
100.0
100.0
There are 19 universities in the whole 201 samples that the author collected, namely
University of Economics Ho Chi Minh City is 34.8 percent, Ho Chi Minh City University
of Technology (HCMUT) is 23.4 percent, University of Economics and Law is 11.9
percent, Ho Chi Minh City University of Technology (HUTECH) is 7.5 percent, Ho Chi
Minh City University of Law is 5 percent, University of Information Technology is 4
percent, Ho Chi Minh City University of Technology and Education is 2.5 percent,
Vietnamese-German University and FPT University is 2 percent, Ho Chi Minh City
University of Foreign Languages – Information Technology is 1,5 percent, International
University and Foreign Trade University is 1 percent and the remaining accounts for 0.5
percent.
Figure 4.6 Frequency statistics results of University
38
Chapter 4 Results
4.1.2.7 Major
Table 4.8 Frequency statistics results of Major
Major
Valid
Frequency
%
Valid
%
Cumulative
%
Business Administration
63
31.3
31.3
31.3
Industrial Management
24
11.9
11.9
43.3
Marketing
17
8.5
8.5
51.7
English Language
14
7.0
7.0
58.7
International Business
9
4.5
4.5
63.2
Civil Engineering
7
3.5
3.5
66.7
Administration – Law
7
3.5
3.5
70.1
Information Technology
6
3.0
3.0
73.1
Logistic & Supply Chain Management
6
3.0
3.0
76.1
Trade Law
6
3.0
3.0
79.1
Automotive Engineering
6
3.0
3.0
82.1
Information System
4
2.0
2.0
84.1
International Economics
4
2.0
2.0
86.1
International Trade Law
4
2.0
2.0
88.1
Mechatronic Engineering
3
1.5
1.5
89.6
Economics
3
1.5
1.5
91.0
Accounting and Auditing
2
1.0
1.0
92.0
Computer Engineering
2
1.0
1.0
93.0
Finance - Banking Law
2
1.0
1.0
94.0
Human Resources Management
2
1.0
1.0
95.0
Mechanical Engineering
1
.5
.5
95.5
Electrical and Electronic Engineering
1
.5
.5
96.0
Digital Art Design
1
.5
.5
96.5
Civil Law
1
.5
.5
97.0
Business Law
1
.5
.5
97.5
39
Chapter 4 Results
Chemical Engineering
1
.5
.5
98.0
Computer Science
1
.5
.5
98.5
National Relations
1
.5
.5
99.0
Environmental Management
1
.5
.5
99.5
E-Commerce
1
.5
.5
100.0
Total
201
100.0
100.0
There are 30 majors from the answers of respondents which were written by their own
words. From that, the diversity appears in this question. The proportion for every single
major was summaries in descriptive frequencies via SPSS. Business Administration is the
main major that the respondents choose, seeing 31.3 percent. Following that, Industrial
Management stands at 11.9 percent, Marketing is 8.5 percent, English Language is 7
percent, International Business is 4.5 percent, both Civil Engineering and Administration –
Law has 3.5 percent, all Information Technology, Logistic and Supply Chain Management,
Trade Law and Automotive Engineering also have 3.0 percent, Information System,
International Economics and International Trade Law accounts for 2 percent, Mechatronic
Engineering and Economics is 1.5 percent, Engineering. Four majors which are Accounting
and Auditing, Computer Engineering, Finance - Banking Law, Human Resources
Management have the same percentage of 1 percent. The rest majors account for 0,5
percent.
Figure 4.7 Frequency statistics results of Major
40
Chapter 4 Results
4.1.3 Descriptive statistic for independent and dependent variables
4.1.3.1 Descriptive statistics of independent variables
From the information of table 4.9, there are 201 samples and no place for missing any data
because the valid N (listwise) equals 201. The table 4.9 shows the output of descriptive
statistics for all the independent variables labeled as scale. The author used the output which
is extracted from SPSS to interpret statistics toward the intent to pursue the enterprise, and
to check for minimum, maximum, mean, standard deviation and skewness statistics.
Table 4.9 Descriptive statistics results of independent variables
Descriptive Statistics of Independent Variables
N
Min
Max
Mean
Growth and Development Opportunity
Statistic Statistic Statistic Statistic
Std.
Deviation
Skewness
Statistic
Statistic
Std.
Error
GROnDE1
201
1
5
3.632
0.924
-0.162
0.172
GROnDE2
201
2
5
3.826
0.803
-0.142
0.172
GROnDE3
201
2
5
3.826
0.821
-0.214
0.172
GROnDE4
201
1
5
3.234
1.077
0.007
0.172
GROnDE5
201
2
5
3.945
0.789
-0.397
0.172
GROnDE6
201
2
5
3.891
0.767
-0.214
0.172
GROnDE7
201
1
5
4.129
0.907
-0.868
0.172
GROnDE8
201
2
5
3.816
0.928
-0.156
0.172
GROnDE9
201
2
5
3.861
0.728
0.064
0.172
201
2
5
3.801
0.794
-0.113
0.172
201
2
5
3.512
0.985
-0.098
0.172
201
1
5
3.602
0.928
-0.302
0.172
GROnDE
10
GROnDE
11
GROnDE
12
41
Chapter 4 Results
2
5
4.000
0.900
-0.374
0.172
201
1
5
3.781
0.838
-0.290
0.172
201
1
5
3.945
0.826
-0.489
0.172
201
3
5
4.338
0.704
-0.584
0.172
201
1
5
3.876
1.095
-0.396
0.172
201
1
5
4.199
0.872
-0.902
0.172
201
3
5
4.279
0.687
-0.424
0.172
201
2
5
3.612
0.953
-0.132
0.172
201
2
5
3.532
0.944
-0.130
0.172
201
2
5
3.960
0.899
-0.338
0.172
Acceptance and
Belongingness
ACCnBE1
201
2
5
3.617
0.733
0.357
0.172
ACCnBE2
201
2
5
3.637
0.776
0.345
0.172
ACCnBE3
201
1
5
3.547
0.969
-0.185
0.172
ACCnBE4
201
2
5
3.726
0.700
0.258
0.172
WLB1
201
1
5
3.871
0.956
-0.467
0.172
WLB2
201
1
5
3.965
0.874
-0.795
0.172
WLB3
201
2
5
3.692
0.738
-0.042
0.172
WLB4
201
1
5
3.453
0.883
-0.053
0.172
EnCSR1
201
2
5
3.806
0.606
-0.154
0.172
EnCSR2
201
3
5
3.876
0.640
0.115
0.172
EnCSR3
201
3
5
4.010
0.616
-0.006
0.172
Company’s Reputation
201
Ethics and CSR Work Life Balance
GROnDE
13
GROnDE
14
COMREP
1
COMREP
2
COMREP
3
COMREP
4
COMREP
5
COMREP
6
COMREP
7
COMREP
8
42
Chapter 4 Results
EnCSR4
201
2
5
3.736
0.675
0.176
0.172
Valid N (listwise): 201
Focusing on mean statistic, this column brings a lot of meanings. Using the 5-point Likert
scale, the middle of this scale is 3 and all items have mean over 3 that means all respondents
agree with these statements of these questions. In which, the table 4.9 shows that the item
in Company’s Reputation scale which is labeled in COMREP2 “The company X is a
renowned brand in the market” gets the highest mean at 4.338. The number here show that
respondents strongly agree with the “The company X is a renowned brand in the market”
question. Meanwhile, item in growth and development opportunity scale - GROnDE4 “The
organization provides opportunity for higher studies.”. reach the lowest mean at 3.234.
In this statistic, the standard deviation is a measure of the amount of variation of a set of
values. All variables have low standard deviation which all below 1, exception of
GROnDE4 “The organization provides opportunity for higher studies.” and COMREP3 “The company has a global presence.” which is 1.077 and 1.095, respectively. The smaller
this value shows, the respondents answering the number of answers does not differ much.
A low standard deviation indicates that the values tend to be close to the mean (also called
the expected value) of the set, while a high standard deviation indicates that the values are
spread out over a wider range. However, these two variables containing COMREP3 and
GROnDE4 just have extremely slightly higher values than the others. Therefore, the survey
subjects have the same opinions about those variables. From the output shows that all these
variables have a Skewness value between -1 and 1. It is a normal distribution. Therefore,
with no data error, missing and having normal distribution, from now the author can do the
further analysis.
To sum up, the results showed that there is no data error and achieving the confirmation of
normal distribution. The results of the descriptive statistics on 34 independent variables
showed the average level of agreement among the factors in the questionnaire survey when
using the 5-point Likert scale. From that, the author concludes that each variable has a
significant contribution, indicating that a certain factor in the research model means
affecting the intent to pursue the enterprise of senior students at universities in Ho Chi Minh
City.
4.1.3.2 Descriptive statistics of dependent variable
The descriptive statistics of dependent variable in table 4.10 illustrates 6 variables
measuring intent to pursue the enterprise. These variables have the mean value from
3.602 to 4.025 from lowest to highest. That interprets the opinion of senior students who
take part in the survey are agree with the content of the question regarding intent to
pursue. In which, ITP2 – “If this company invited me for a job interview, I would go.”
had the highest mean (4.025) proving that the senior students tend to accept the interview
invitation and join this meeting when the enterprise has strong employer branding’s
43
Chapter 4 Results
activities before. The Skewness range of all these variables is between -1 and 1. It is a
normal distribution.
Table 4.10 Descriptive Statistics results of Dependent Variable
Intent to pursue
Descriptive Statistics of Dependent Variable
N
Min
Maxi
Mean
Std.
Deviation
Statistic
Statistic
Statistic
Statistic
Statistic
Statistic
Std.
Error
ITP1
201
1
5
3.617
1.108
-0.333
0.172
ITP2
201
2
5
4.025
0.897
-0.385
0.172
ITP3
201
1
5
3.632
1.142
-0.359
0.172
ITP4
201
1
5
3.602
1.141
-0.377
0.172
ITP5
201
1
5
3.607
1.077
-0.256
0.172
ITP6
201
1
5
3.925
1.024
-0.639
0.172
Skewness
Valid N (listwise): 201
4.2. CRONBACH’S ALPHA RELIABILITY ANALYSIS
4.2.1. Cronbach’s Alpha reliability analysis of independent variables
After completing descriptive statistics, the author computes Cronbach’s Alpha using SPSS
to consider the consistency and to eliminate the unsatisfactory item. Cronbach’s alpha is a
measure of internal consistency, which shows how closely related a set of items are as a
group. Also, it is a measure of scale reliability. These tables below show the result of
Cronbach’s Alpha for each independent variable scale.
4.2.1.1 Growth and development opportunity
Table 4.11 Cronbach’s Alpha reliability results of Growth and Development Opportunity
Reliability Statistics
Cronbach's Alpha
N of Items
.893
14
44
Chapter 4 Results
There are 14 observed variables included in the test (N of Items), the Cronbach Alpha value
of the scale is 0.893>0.6. Usually, this value is greater than 0.6, the scale is accepted.
Table 4.12 Item-Total Statistics results of Growth and Development Opportunity
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted Total Correlation if Item Deleted
GROnDE1
49.2239
53.695
.619
.884
GROnDE2
49.0299
53.609
.738
.879
GROnDE3
49.0299
54.349
.653
.883
GROnDE4
49.6219
52.206
.615
.885
GROnDE5
48.9104
55.882
.545
.887
GROnDE6
48.9652
56.514
.506
.889
GROnDE7
48.7264
56.720
.394
.894
GROnDE8
49.0398
53.488
.633
.883
GROnDE9
49.0000
55.910
.594
.886
GROnDE10
49.0547
56.472
.489
.889
GROnDE11
49.3383
53.565
.582
.886
GROnDE12
49.2537
54.290
.569
.886
GROnDE13
48.8557
53.064
.691
.881
GROnDE14
49.0746
56.179
.482
.890
Since the Cronbach’s Alpha coefficient value of 0.893 is higher than the value of
Cronbach’s Alpha of all variables if any item is deleted, exception of GROnDE7 (0.894).
However, the difference is too small and if the author removes GROnDE7, Cronbach's
Alpha coefficient will increase only 0,001. Thus, the author keeps GROnDE7. Furthermore,
all corrected item-total correlation value is also high, in which the lowest is 0.394 is also
above 0.3. Thus, all items are able to proceed with EFA analysis.
45
Chapter 4 Results
4.2.1.2 Company’s reputation
Table 4.13 Cronbach’s Alpha reliability analysis results of Company’s Reputation
Reliability Statistics
Cronbach's Alpha
N of Items
.868
8
There are 8 observed variables included in the company’s reputation factor. The Cronbach
Alpha value of the scale is 0.868 > 0.6 which is acceptable scale about reliability.
Table 4.14 Item-Total Statistics results of Company’s Reputation
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted
Total Correlation if Item Deleted
COMREP1
27.7960
20.483
.628
.851
COMREP2
27.4030
21.272
.631
.853
COMREP3
27.8657
18.617
.640
.852
COMREP4
27.5423
20.009
.653
.849
COMREP5
27.4627
22.040
.519
.863
COMREP6
28.1294
19.983
.583
.857
COMREP7
28.2090
19.856
.608
.854
COMREP8
27.7811
19.132
.753
.837
From the table 4.14, it is a good result when all corrected item-total correlation gets high
value, which is above 0.3 and there is no higher Cronbach's Alpha coefficient if any item
is deleted. The highest corrected item-total correlation is 0.753 and the lowest is 0.519. all
items have strong contributions of building the scale reliability and they can do the EFA
for the further process. Therefore, the author keeps all items in the scale of company’s
reputation
46
Chapter 4 Results
4.2.1.3 Acceptance and belongingness
Table 4.15 Cronbach’s Alpha reliability analysis results of Acceptance and
Belongingness
Reliability Statistics
Cronbach’s Alpha
N of Items
.878
4
The table 4.15 illustrates that in the acceptance and belongingness factor, there are 4 items
and Cronbach’s Alpha reliability analysis results of acceptance and belongingness gets
0.878 > 0.6 which is accepted.
Table 4.16 Item-Total Statistics results of Acceptance and Belongingness
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted
Total Correlation if Item Deleted
ACCnBE1
10.9104
4.552
.777
.831
ACCnBE2
10.8905
4.528
.724
.849
ACCnBE3
10.9801
3.770
.747
.852
ACCnBE4
10.8010
4.760
.744
.845
The results of these variables are good. In which, all corrected item-total correlation is much
more than 0.3 and the highest value is 0.777. Besides, there are no higher Cronbach's Alpha
coefficients if any item is deleted. Thus, the author keeps 4 items to conduct EFA
4.2.1.4 Work life balance
Table 4.17 Cronbach’s Alpha reliability analysis results of Work Life Balance
Reliability Statistics
Cronbach's Alpha
N of Items
.628
4
This factor with 4 items has a Cronbach's Alpha coefficient value of 0.628 which is quite
low in comparison with others but it is still more than 0.6. Therefore, it is acceptable in
reliability scale.
47
Chapter 4 Results
Table 4.18 Item-Total Statistics results of Work Life Balance
Item-Total Statistics
Scale Mean if Item Scale Variance if
Deleted
Item Deleted
Corrected Item- Cronbach's Alpha
Total Correlation
if Item Deleted
WLB1
11.1095
3.428
.375
.587
WLB2
11.0149
3.555
.410
.556
WLB3
11.2886
3.786
.466
.527
WLB4
11.5274
3.570
.396
.567
Each item’s corrected item-total correlation is also higher than 0.3 and if removing any
item, the results of Cronbach's Alpha coefficient will be reduced. Therefore, these 4 items
should be remained to conduct further process.
4.2.1.5 Ethics and CSR
Table 4.19 Cronbach’s Alpha reliability analysis results Ethics and CSR
Reliability Statistics
Cronbach's Alpha
N of Items
.794
4
From the table 4.19, Ethics and CSR factor with 4 items having 0.794 > 0.6 of Cronbach’s
Alpha reliability statistics. The result shows that this scale is acceptable.
Table 4.20 Item-Total Statistics results of Ethics and CSR
Item-Total Statistics
Scale Mean if Item Scale Variance if Corrected Item- Cronbach's Alpha
Deleted
Item Deleted
Total Correlation if Item Deleted
EnCSR1
11.6219
2.446
.619
.737
EnCSR2
11.5522
2.309
.652
.719
EnCSR3
11.4179
2.344
.668
.712
EnCSR4
11.6915
2.484
.492
.802
48
Chapter 4 Results
According to table 4.20, all the items are accepted because all corrected item-total
correlation is above 0.3 and three over four items have lower value of Cronbach's Alpha
coefficient if they are deleted. Exceptionally, EnCSR4 with Cronbach's Alpha coefficient
of 0.802 will have higher value if it is removed, but the difference is too small. So, the
author will keep all items.
4.2.2 Cronbach’s Alpha reliability analysis of dependent variable
Table 4.21 Cronbach’s Alpha reliability analysis results Intent to pursue
Reliability Statistics
Cronbach's Alpha
N of Items
.946
6
In this study, there is only one dependent variable which names intent to pursue. The
alpha coefficient for this scale is 0.946. The high Cronbach's Alpha coefficient suggests
that this scale has relatively high internal consistency.
Table 4.22 Item-Total Statistics results of Intent to pursue
Item-Total Statistics
Scale Mean if Item Scale Variance if
Deleted
Item Deleted
Corrected ItemTotal Correlation
Cronbach's Alpha
if Item Deleted
ITP1
18.7910
22.946
.775
.944
ITP2
18.3831
24.488
.801
.942
ITP3
18.7761
21.825
.869
.933
ITP4
18.8060
22.317
.815
.939
ITP5
18.8010
22.000
.915
.927
ITP6
18.4826
22.881
.865
.933
There is one dependent variable naming “intent to pursue”, in which 6 items are measured.
All corrected item-total correlation values of 6 items are much higher than 0.3 and the
smallest one is 0.775. No item needs to be removed to increase the Cronbach's Alpha
reliability statistics because if one of them is deleted, its Cronbach's Alpha is still below
0.946. Therefore, these 6 items should remain the same and able to be proceeded in EFA.
49
Chapter 4 Results
Table 4.23 Summary of Cronbach's Alpha reliability analysis
Construct
Cronbach’s Alpha Coefficient (𝜶)
Growth and Development Opportunity
0.893
Company’s Reputation
0.868
Acceptance and Belongingness
0. 878
Work Life Balance
0.628
Ethics and CSR
0.794
Intent to Pursue
0.946
Due to the results from table 4.23, all the constructs had the value for Cronbach’s alpha
Coefficient. In which, the highest Cronbach’s Alpha Coefficient is 0.946 and the lowest
Cronbach’s Alpha Coefficient is 0.628. Therefore, every single construct is acceptable for
using in this study.
4.3. EXPLORATORY FACTOR ANALYSIS
After completing with Cronbach’s Alpha to test the reliability of 6 scales, the author
conducts EFA which is one of a family of multivariate statistical methods that attempts to
identify the smallest number of hypothetical constructs. Through EFA, the author can
shortcut the set of variables into smaller and more meaningful groups. In correlation matrix
is performed by applying KMO and Bartlett’s test of sphericity. The extraction is conducted
with the principal component method and the rotation is performed by applying Varimax
method. Finally, KMO and Bartlett’s test, eigenvalue, total variance explained and factor
loading will be discussed in this section.
4.3.1 Exploratory factor analysis for independent variables
4.3.1.1 KMO and Bartlett's test results of independent variables
Table 4.24 KMO and Bartlett's test results of independent variables
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
Bartlett's Test of Sphericity
.872
Approx. Chi-Square
1766.082
df
153
Sig.
.000
50
Chapter 4 Results
The data from table 4.24 shows that KMO equals 0.872 > 0.5 from that the author can know
factor analysis is likely to be suitable for the research data set. Also, Sig. is 0.000 < 0.05
shows that the observed variables are correlated with each other in the factor. Both KMO
and Sig. Bartlett’s Test are good results and are accepted. That means this high value
confirmed the appropriateness of extraction factor analysis to the data.
4.3.1.2 Initial eigenvalues and cumulative % of extraction sums of squared loadings
Component
Table 4.25 Total variance test results of independent variables
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Total Variance Explained
Extraction Sums of
Rotation Sums of Squared
Initial Eigenvalues
Squared Loadings
Loadings
% of
% of
% of
Cumulat
Cumul
Cumul
Total Varian
Total Varian
Total Varian
ive %
ative %
ative %
ce
ce
ce
6.871 38.174 38.174 6.871 38.174 38.174 3.062 17.014 17.014
1.844 10.245 48.419 1.844 10.245 48.419 2.948 16.376 33.390
1.541 8.562
56.982 1.541 8.562 56.982 2.304 12.798 46.188
1.212 6.736
63.717 1.212 6.736 63.717 2.281 12.675 58.863
1.166 6.478
70.196 1.166 6.478 70.196 2.040 11.333 70.196
0.683 3.796
73.991
0.643 3.572
77.563
0.557 3.095
80.659
0.541 3.004
83.662
0.450 2.500
86.162
0.441 2.451
88.613
0.391 2.174
90.786
0.385 2.139
92.925
0.313 1.736
94.661
0.280 1.555
96.217
0.272 1.509
97.726
0.231 1.282
99.008
0.179 0.992 100.000
Extraction Method: Principal Component Analysis.
To determine the number of factors in the EFA analysis, with this criterion of Eigenvalue,
the author only remains factors with Initial Eigenvalue ≥ 1. Therefore, there are 5
components that are kept in the analytical model taking the factor with Eigenvalues from
51
Chapter 4 Results
1.166 to higher. And cumulative percent is 70.196 % > 50%. That means factors explained
70.196% of observed variables and proving the EFA is suitable.
4.3.1.3 Factor loading
Table 4.26 illustrates the number of loaded items in the rotated component matrix. Data
were sorted by size for each component. There are 5 different factors or components that
would group based on statistics gathered by sample.
Table 4.26 Rotated component matrix and loaded factor
Rotated Component Matrixa
Component
1
COMREP2
0.788
COMREP8
0.749
COMREP3
0.714
COMREP4
0.691
COMREP5
0.667
2
3
4
0.395
ACCnBE4
0.811
ACCnBE2
0.768
ACCnBE1
0.76
ACCnBE3
0.736
GROnDE6
0.867
GROnDE5
0.833
GROnDE10
0.746
EnCSR2
0.84
EnCSR1
0.791
EnCSR3
0.781
52
5
Chapter 4 Results
GROnDE12
0.779
GROnDE14
0.768
GROnDE11
0.689
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
According to rotated component matrix in table 4.26 loaded numbers are sorted by size
from largest to smallest, so they are not in order of questions in the survey. The following
variables is eliminated, namely GROnDE1, GROnDE2, GROnDE3, GROnDE4,
GROnDE9, GROnDE13, COMREP1, WLB1, WLB2, WLB3, WLB4, EnCSR4 (loading
factor <0.5) and GROnDE7, GROnDE8, COMREP6, COMREP7 (cross loading on factors,
distinct value not guaranteed) after running 16 times of EFA. The work life balance factor
is removed completely. All items are clustered into 5 components which defined by high
loadings.
Table 4.27 Factor 1 – Company’s Reputation
Label
Item
COMREP2
The company X is a renowned brand in the market
COMREP3
The company X has global presence.
COMREP4
The company X holds good reputation in the market
COMREP5
The company X is customer-oriented.
COMREP8
The company X is known as a good employer brand.
COMREP2, COMREP3, COMREP4, COMREP5, COMREP8 is loaded in component 1.
Despite of COMREP8 is loaded in both component 1 and 2, the larger number (0.749) is
loaded in component 1, therefore it is still located at component 1, which has a difference
of 0.354 >0.3 (0.749 - 0.395=0.354). The highest factor loading is 0.788, and the lowest is
0.667, also greater than 0.5.
53
Chapter 4 Results
Table 4.28 Factor 2 - Acceptance and Belongingness
Label
Item
ACCnBE1
The company X has good relationships with superiors in this organization.
ACCnBE2
Employees in the company X have good relationships with colleagues
ACCnBE3
The company X gives the feeling of acceptance and belongingness
ACCnBE4
The leaders here are supportive and really encouraging
All availability items of acceptance and belongingness are loaded in component 2. Based
on the result from the rotating factor matrix above (table 4.26), giving those 4 items fit
together. The smallest value is 0.736 and highest value is 0.811. From those results, the
author can realize the strong correlation between the observed variables and the factor.
There is no item to be suppressed.
Table 4.29 Factor 3 - Cross-Training Opportunities
Label
Item
GROnDE5
The company X has positive culture
GROnDE6
The company X gives an opportunity to their employees to teach
others what they have learned
GROnDE10
The company X gives chance to have hands-on inter-departmental
experience
GROnDE5, GROnDE6 and GROnDE10 items in growth and development opportunity
factor are loaded in component 3 with factor loading of 0.833, 0.867 and 0.746 respectively.
All these items bear the meaning that employees can share or learn from each other to
improves the skills and efficiency levels of employees. Therefore, the meaning of
GROnDE5, GROnDE6 and GROnDE10 have the same concept showing the cross-training
opportunity from the company. In fact, cross-training opportunity is the most effective
method of improving both the individual employee and the team performance. In order to
focus on specific meaning, the author propose to call the new name of GROnDE5,
GROnDE6 and GROnDE10 items is cross-training opportunity factor, instead of growth
and development opportunity factor.
54
Chapter 4 Results
Table 4.30 Factor 4 - Ethics and CSR
Label
Item
EnCSR1
The company X is a humanitarian organization – believes in giving
back to society
EnCSR2
The company X focuses on CSR
EnCSR3
The company X is an ethical organization
EnCSR1, EnCSR2, and EnCSR3 items in Ethics and CSR factor are loaded in component
4. In this factor, item from EnCSR1 to EnCSR3 all have strong loadings from the same
factor supporting to be conceptualized as pertaining to the same construct of Ethics and
CSR. EnCSR1, EnCSR2, and EnCSR3 items match with 0.791, 0.84 and 0.781 which are
all above 0.5.
Table 4.31 Factor 5 - Creativity Development Opportunities
Label
Item
GROnDE11
The company X provides foreign assignments
GROnDE12
The company X values creativity amongst their employees
GROnDE14
The company X provides additional perks and benefits (e.g., excursion
trips).
GROnDE11, GROnDE12 and GROnDE14, are loaded in component 5 with the factor
loading of 0.689, 0.779 and 0.768, respectively. The highest is 0.779 and the lowest is
0.689>0.5. Therefore, the correlation between 3 items is desirable creating a new factor.
However, the author needs to clarify the new name for the new factor to separate with
growth and development opportunities. Since all content of them tend to talk about creative,
changing, and diverse, the author decides to set the new factor’s name as creativity
development opportunities.
4.3.2. Exploratory factor analysis for dependent variable
Dependent variable with 6 items (ITP1, ITP2, ITP3, ITP4, ITP5 and ITP6) is “intent to
pursue” the enterprise of senior students at universities in Ho Chi Minh City. These items
were inputted to run exploratory factor analysis. Following the same steps as for
independent variables.
55
Chapter 4 Results
Table 4.32 KMO and Bartlett's Test result of Intent to Pursue
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
.895
Approx. Chi-Square
1218.152
df
15
Sig.
.000
Bartlett's Test of Sphericity
From table 4.32, KMO value is equal 0.895 > 0.5 and sig Bartlett’s Test is 0.000<0,05.
Thus, the author can conduct the further analysis, which is the appropriateness of extraction
factor analysis to the data. Also, this high value confirmed that observed variables are
correlated with each other in the factor.
Table 4.33 Total Variance Explained result of Intent to Pursue
Total Variance Explained
Initial Eigenvalues
Component
Extraction Sums of Squared Loadings
Total
% of
Variance
Cumulative
%
Total
% of
Variance
Cumulative
%
1
4.764
79.402
79.402
4.764
79.402
79.402
2
.507
8.448
87.850
3
.283
4.710
92.560
4
.197
3.283
95.843
5
.136
2.266
98.109
6
.113
1.891
100.000
Extraction Method: Principal Component Analysis.
Table 4.33 illustrates that there are 1 factor extracted at the total initial eigenvalue point of
4.764 > 1.0 and the percentage of Extraction Sums of Squared Loadings is 79.402% > 50%.
Thus, the analysis conditions are satisfied, and these results in this analysis are meaningful.
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Chapter 4 Results
Table 4.34 Component Matrixa result of Intent to Pursue
Component Matrixa
Component
Label
Item in English
ITP5
I really dream a job with this employer X
.944
ITP6
I would accept a job offer with this company X
.910
ITP3
I specifically set out to get a position with this company X
.910
ITP4
I would go an extra mile to be the part of this company X
.871
ITP2
If this company X invited me for a job interview, I would go
.863
ITP1
I would make the company X one of my first choices as an
employer
.845
1
Extraction Method: Principal Component Analysis.
a. 1 components extracted.
For the rotated component matrix result of intent to pursue, the solution cannot be rotated
because only one component was extracted. With the results showing from table 4.34, it is
good to extract only 1 factor, which means that the scale ensures unidimensionality, the
observed variables of the dependent variable converge well. Therefore, the Exploratory
factor analysis result of dependent variable results will be based on the Component Matrix
unrotated matrix table instead of the Rotated Component Matrix. These items from ITP1 to
ITP6 stand at 0.845, 0.863, 0.910, 0.871, 0.944 and 0.910, respectively. Thus, there is
neither item be removed nor separated to another factor because it is fit together reflecting
the concept of intent to pursue as well as the research framework model.
In conclusion, the selected model for this study is proper to accept. There are 3 factors that
each factor proper demonstrates itself containing company’s reputation, acceptance and
belongingness and ethics and CSR. All the items of these factors are loaded in their own
component with significant coefficient values. Besides, growth and development
opportunity factor is separated into 2 factors, namely cross-training opportunities and
creativity development opportunities. And, all items of intent to pursue are loaded in 1
component. However, work life balance factor is removed.
The EFA analysis shows the strong conceptual understanding all 6 factors including 5
factors of independent variables (company’s reputation, acceptance and belongingness,
cross-training opportunities, ethics and CSR, creativity development opportunities) and 1
factor of dependent variable (intent to pursue). After conducting EFA, the author can reduce
a set of variables into the set of variables with smaller number without changing their
meaning compared to original one.
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Chapter 4 Results
4.4. LINEAR REGRESSION ANALYSIS
Now, the research model is suitable to perform multiple linear regression analysis after
satisfying the condition of Cronbach’s Alpha and EFA analysis.
4.4.1 Pearson correlation analysis
Before conducting linear regression analysis, the author proceeds the Pearson correlation
analysis to test the close linear correlation between the dependent variable and the
independent variables and early identify the problem of multicollinearity when the
independent variables are also strongly correlated with each other.
The author computed variables to have mean of all factors via SPPS with the following
below:
Factor 1 - Company’s Reputation (COMREP)
COMREP=MEAN (COMREP2, COMREP3, COMREP4, COMREP5, COMREP8).
Factor 2 - Acceptance and Belongingness (ACCnBE)
ACCnBE=MEAN (ACCnBE1, ACCnBE2, ACCnBE3, ACCnBE4).
Factor 3 - Cross-Training opportunity (CRTRAIN)
CRTRAIN=MEAN (GROnDE5, GROnDE6, GROnDE10)
Factor 4 - Ethics and CSR (EnCSR)
EnCSR=MEAN (EnCSR1, EnCSR2, EnCSR3)
Factor 5 - Creativity Development Opportunity (CREDE)
CREDE=MEAN (GROnDE11 GROnDE12, GROnDE14)
Factor 6 - Intent to Pursue (ITP)
ITP=MEAN (ITP1, ITP2, ITP3, ITP4, ITP5, ITP6)
Table 4.35 Correlation analysis result
Correlations
COMREP ACCnBE CRTRAIN EnCSR CREDE
Pearson
Correlation
COMREP
1
Sig. (2-tailed)
N
201
ITP
.564**
.406**
.330**
.504**
.742**
.000
.000
.000
.000
.000
201
201
201
201
201
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Chapter 4 Results
ACCnBE
CRTRAIN
EnCSR
CREDE
ITP
Pearson
Correlation
.564**
Sig. (2-tailed)
.000
N
201
Pearson
Correlation
.435**
.499**
.465**
.674**
.000
.000
.000
.000
201
201
201
201
201
.406**
.435**
1
.241**
.366**
.494**
Sig. (2-tailed)
.000
.000
.001
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.330**
.499**
.241**
1
.292**
.448**
Sig. (2-tailed)
.000
.000
.001
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.504**
.465**
.366**
.292**
1
.592**
Sig. (2-tailed)
.000
.000
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.742**
.674**
.494**
.448**
.592**
1
Sig. (2-tailed)
.000
.000
.000
.000
.000
N
201
201
201
201
201
1
.000
201
**. Correlation is significant at the 0.01 level (2-tailed).
From the Correlation analysis result table, all Sig.<0.05 means the correlation coefficient
is significant. In other words, all independent variables are linearly correlated with the
dependent variable. There are high Pearson correlation coefficients between independent
variables and dependent variable, which from highest to lowest correlation is company’s
reputation (0.742), acceptance and belongingness (0.674), creativity development
opportunity (0.592), cross-training opportunity (0.494), ethics and CSR (0.448). These
results determine the strong degree to which a relationship is linear. Moreover, from that
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Chapter 4 Results
last row at table 4.35, the symbol ** indicates that this pair of variables has a linear
correlation at the 99% reliability (corresponding to significance level 1% = 0.01). This
bivariate Pearson correlation measures the strong strength and direction of linear
relationships between pairs of continuous variables. So, it is ready to perform multiple
linear regression analysis.
4.4.2 Multiple linear regression analysis
Multiple linear regression analysis helps to conclude the research hypotheses posed at the
beginning: accept or reject. At this step, the author can evaluate the impact of the
independent variables on the dependent variable, which variable has weak impact, which
variable has strong impact. Due to that result, the author can give effective managerial
solutions for the next chapter. For finding the best model, the Enter technique is used for
multiple regressions.
4.4.2.1 Model summary
Table 4.36 Linear regression analysis - Model summary
Model Summaryb
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
DurbinWatson
1
.835a
0.698
0.69
0.52831
1.946
a. Predictors: (Constant), CREDE, EnCSR, CRTRAIN, COMREP, ACCnBE
b. Dependent Variable: ITP
Table 4.36 presents coefficient determinants of R, R2 and R2 − Adj. After entering all 5
independent variables, R is equal to 0.835 which describes a strong relation between
independent variables and dependent variables. Using adjusted R square is more reliable,
therefore, the author focuses on adjusted R square. The adjusted R square equals 0.69.
This reflects the influence of the independent variables on the dependent variable (intent
to pursue). Specifically, in this case, 5 independent variables explain 69% of the change
of the dependent variable, the remaining 31% are due to variables outside the model and
random error. Well-regarded research has the percentage of adjusted R2 > 50 %. Thus,
this result shows that the suitability of the study is strong. The model of this study is fit
with a set of data in research sample.
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Chapter 4 Results
4.4.2.2 ANOVA
Table 4.37 Linear regression analysis - ANOVA
ANOVAa
Sum of
Squares
df
Mean
Square
F
Sig.
Regression
125.589
5
25.118
89.993
.000b
Residual
54.426
195
0.279
Total
180.015
200
Model
1
a. Dependent Variable: ITP
b. Predictors: (Constant), CREDE, EnCSR, CRTRAIN, COMREP, ACCnBE
As it can be observed from table 4.37, with Sig.= 0.000<0.05, and high F value (89.993), it
can be concluded the combination of the independent variables significantly predicts intent
to pursue the enterprise of senior students. The good result of F-test shows this linear
regression model is generalizable and applicable to the population. Overall, the linear
regression model is fit to the population and this model statistically significantly predicts
the outcome variables.
4.4.2.3 Coefficients
Table 4.38 Linear regression analysis – Coefficients
Coefficientsa
Model
Unstandardized
Coefficients
(Constant)
-2.231
Std.
Error
0.336
COMREP
0.603
0.072
ACCnBE
0.334
CRTRAIN
B
1
Standardized
Coefficients
t
Sig.
Beta
Collinearity
Statistics
Tolerance
VIF
-6.633
0
0.427
8.344
0
0.591
1.693
0.075
0.241
4.419
0
0.521
1.920
0.17
0.064
0.121
2.672
0.008
0.756
1.322
EnCSR
0.183
0.082
0.101
2.223
0.027
0.745
1.343
CREDE
0.244
0.061
0.191
3.993
0
0.681
1.468
a. Dependent Variable: ITP
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Chapter 4 Results
First, all Sig. value of t-test for each independent variable is less than 0.05 means that these
variables are significant in the model, do not need to be removed any independent variable.
Secondly, a standardized beta coefficient compares the strength between the effect of each
individual independent variable and the dependent variable, so the higher the absolute value
of the standardized beta coefficient the stronger the effect. From the result of table 4.38, A
all standardized beta coefficients are positive meaning all independent variables have an
positive impact on dependent variable. In which, company’s reputation factor has the
largest standardized beta coefficient (0.427), so this independent variable has the most
influence on the change of the dependent variable. The second standardized beta coefficient
is acceptance and belonginess with 0.241 and the following is creativity development
opportunity (0.191), cross-training opportunity (0.121), and ethics and CSR (0.101). Thus,
when proposing solutions in the next chapter, the author will focus much more on factors
with some large beta such as company’s reputation factor.
Finally, detecting multicollinearity is one of the most important steps because although
multicollinearity does not reduce the explanatory power of the model, it reduces the
statistical significance of the independent variables. To check for multicollinearity, the
author bases on VIF. VIF provides a measure of multicollinearity amongst the independent
variables in a multiple regression model. Based on the table 4.38, there is no
multicollinearity for all variables because all VIF are less than 2 with the highest value is
1,920 and the lowest value is 1.322. Thus, the structure of the model and selection of
independent variables do not need to adjust.
Thus, the linear regression equation is presented as:
ITP = 0.427 x COMREP + 0.241 x ACCnBE + 0.121 x CRTRAIN + 0.101 x EnCSR +
0.191 x CREDE
4.4.2.4 Charts
From the figure 4.8, a normal distribution curve is superimposed on the frequency chart.
This curve is bell-shaped, which is consistent with the graph of the normal distribution. The
mean is close to 0, the standard deviation is 0.987 which is close to 1. Therefore, the residual
distribution is approximately standard and it can be concluded that the assumption of the
normal distribution of the residuals is not violated.
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Chapter 4 Results
Figure 4.8 Residuals normal distribution – Histogram
From figure 4.9, the dots are centered in the form of a diagonal, so, the regression
assumption of the residuals normal distribution will not be violated.
Figure 4.9 Residuals normal distribution - Normal P-P Plot
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Chapter 4 Results
From figure 4.10, the standardized residual is located around 0 vertical line, therefore, the
assumption of a linear relationship is not violated.
Figure 4.10 Residuals normal distribution - Scatter Plot
4.4.2.5 Standardized estimates for the model
Company’s Reputation
0.427
Acceptance and Belongingness
0.241
Cross-Train Opportunity
0.121
Ethics and CSR
0.101
Creativity Development Opportunity
0.191
Intent to
pursue
Figure 4.11 Standardized estimates for the model
(Source: made by the author)
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Chapter 4 Results
With all reasons above, the proposed hypotheses are as follows:
H1: company’s reputation has a positive impact on the intent to pursue the enterprise.
H2: acceptance and belongingness have a positive impact on the intent to pursue the
enterprise
H3: cross-training opportunity has a positive impact on the intent to pursue the enterprise
H4: ethic and CSR have a positive impact on the intent to pursue the enterprise.
H5: creativity development opportunity has a positive impact on the intent to pursue the
enterprise
In which, cross-training opportunity and creativity development opportunity factors are
define as the table below:
Table 4.39 Definition of cross-training opportunity and creativity development
opportunity factors
Cross-training opportunities
Factor
Code
Items
GROnDE
5
The company
X has
positive
culture
The company
X gives an
opportunity to
GROnDE
their
6
employees to
teach others
what they
have learned
GROnDE
10
The company
X gives
chance to
have handson interdepartmental
experience
Definition
Cross-training opportunities may be used to
align the values and needs of both the employees
and the organization which enables an employee
to perform effectively in a team environment.
Cross-training opportunity is a good way to work
with different employees and supervisors, adding
to enhanced self-esteem in both the employee
learning the new skill and the employee teaching
the skill. The skill diversity may help employees
meet qualifications for future career development.
It is evident that either the organization or the
employee can analyze what an individual needs
when development practices are in use. One of the
most important goals of cross-training opportunity
is to identify employees’ strengths and
weaknesses. Then the manager can determine
what capabilities the employee must carry out
organizational plans. (Mosca, J. B., Buzza, J., and
Abraham, S., 2007). Nowadays, recruiting and
selection processes are often enhanced when an
organization does development opportunity
programs via cross training or job rotation.
Especially with the younger generation who are
eager to learn and enjoy new challenges. When the
enterprise applies cross-training Opportunities, the
organizational structure becomes informal since it
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Creativity Development Opportunities
Chapter 4 Results
GROnDE
11
The company
X provides
foreign
assignments
GROnDE
12
The company
X values
creativity
amongst their
employees
GROnDE
14
The company
X provides
additional
perks and
benefits (e.g.,
excursion
trips).
opens lines of communication, engaging
employees in what objectives need to be met,
allowing for shared decision making. Therefore,
the efficiency and productivity will be increased
and the organization becomes more responsive to
change to remain competitive (Gazda, S, 2002).
Thus, the author uses the term cross-training
opportunity to fit with the context of questions and
the business.
According to Smola and Sutton (2002). The
younger generation of workers has higher and
various expectations concerning job challenges
opportunities and success. They request ‘the job
promotion’ more quickly than the baby boomers.
Therefore, the significant demand in the overall
evolution of human resource practices increases
dramatically. (Smola and Sutton, 2002).
Organizational
creativity
as
continuous
improvement, deliberate changemaking, or
adaptability which is a circular process of
continuously finding and solving problems and
implementing new resolutions which represent
valuable changes that are able the organization to
succeed. When the organization has identified
employee development as an important problem to
solve, it might turn to develop as a team or a group.
(Basadur, M., 1997). According to NST.com, Gen
Z sees creativity as key to success. 77% of Gen Z
say they learn best by creative training and handson experiences and 96% of students believe their
future careers will involve creating. Therefore,
when it comes to job training and learning, the
enterprise should provide Gen Z with multiple
opportunity to be creative and expressive.
(NST,2018 January). Moreover, all three items in
these factors show creativity, additional and new
characteristics. Therefore, the author decides to
set the name of this component as creativity
development opportunities.
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Chapter 4 Results
4.4.2.6 Hypotheses testing
According to table 4.40 which reflects the correlation coefficient between employer
branding factors and the intent to pursue, the author can test 5 hypotheses. Employer
Branding factors dimension (company’s reputation, acceptance and belongingness, crosstraining opportunities, creativity development opportunities, ethics and CSR) has an impact
on the intent to pursue the enterprise of senior students
H0: employer branding factors do not have a positive impact on the intent to pursue the
enterprise.
H1: employer branding factors have a positive impact on the intent to pursue the enterprise.
Null hypothesis will reject if P − value < 0.05. Now 5 hypotheses are discussed with details
in the table below.
Table 4.40 Summary of hypothesis
Hypothesis
Relationship
Std.
Beta
Sig.
VIF
Conclusion
Hypothesis
1
Company’s reputation has an
impact on the intent to pursue
the enterprise.
0.427
0.000
1.693
Supported
Hypothesis
2
Acceptance and belongingness
have an impact on the intent to
pursue the enterprise
0.241
0.000
1.920
Supported
Hypothesis
3
Cross-training opportunity has
an impact on the intent to pursue
the enterprise
0.121
0.008
1.322
Supported
Hypothesis
4
Ethic and CSR has an impact on
the intent to pursue the
enterprise.
0.101
0.027
1.343
Supported
Hypothesis
5
Creativity development
opportunity has an impact on the
intent to pursue the enterprise
0.191
0.000
1.468
Supported
Summary of chapter 4: In conclude, after following step-on-step as the research process,
the linear regression equation exhibits that company’s reputation, acceptance and
belongingness, cross-training opportunities, creativity development opportunities, ethics
and CSR factors effect on the intent to pursue the enterprise of senior students of
universities in Ho Chi Minh City.
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Chapter 5 Discussions, Conclusions, and Managerial Implications
CHAPTER 5 DISCUSSIONS, CONCLUSIONS, AND
MANAGERIAL IMPLICATIONS
Chapter 5 bases on the results from data analyses of the previous chapter to discuss and
interpret the meaningful information. Firstly, the author will summarize the results to
answer the research questions easily. Secondly, the author makes conclusions and
managerial suggestions for further research on this problem area. Chapter 5 includes
research summary, managerial implications, limitations, and further research direction.
5.1. SUMMARY OF STATISTICAL ANALYSIS
After reviewing literature and previous studies, also conducting the pilot research, the
quantitative analysis was conducted with the updated scale of employer brand factors and
the intent to pursue factor. First conceptual research framework of reference and following
hypotheses were generated to fit the problem area:
-
H1: Growth and development opportunity have a positive impact on the intent to
pursue the enterprise
H2: Company’s reputation has a positive impact on the intent to pursue the
enterprise
H3: Acceptance and belongingness have a positive impact on the intent to pursue
the enterprise
H4: Work life balance has a positive impact on the intent to pursue the enterprise
H5: Ethics and CSR have a positive impact on the intent to pursue the enterprise
256 questionnaires were distributed to research respondents. Finally, 201 valid samples
were selected and data analysis was applied to them which will be interpreted in details in
the following sections.
5.1.1. Summary of descriptive analysis
All valid respondents are senior students who are studying in university in Ho Chi Minh
City and already have taken the internship at the setting list of 25 companies conducting
employer branding activities that the author illustrates above. From the results of chapter 4,
no missing data in all variables. From frequency statistics of company name table, the
percentage of company chose from respondents is 10.9% for Bosch Vietnam, 9.5% for
Abbott, 7.5% for Mercedes-Benz Vietnam, 7% for DHL and FPT Corporation, 6.5% for
Aeon mall, 5.5% for Duy Tan Plastics Corporation, 5.0% for CGV and Novaland Group,
4.5% for TIKI and VNG, 3.5% for INSEE Vietnam, PNJ and Shopee Vietnam, 3.0% for
Suntory PepsiCo Vietnam, 2.5% for CotecCons Group, Mobile World Investment
Corporation and VinGroup, 2.0% for LAZADA Vietnam and Schneider Electric Vietnam,
1.5% for Sony Electronics Vietnam and 0.5% for Deloitte Vietnam and Masan Group.
There are 124 males (61.7 %), and 77 females (38.3 %). In which, 93,5 percent of
respondents took part in a full-time internship, 5.5 percent is a part-time internship and the
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Chapter 5 Discussions, Conclusions, and Managerial Implications
remaining is online with only 1 %. Besides, from the number of internship salary pie chart,
97,1 % of respondents take the internship with salary and only 2,99 % without salary. For
duration internship taking, 27 respondents with 6 months to 1 year duration (13.4 %).
Usually, the senior students tend to choose the internship duration between 3 and 6 months
which is 174 people (86.6 %).
There are 19 universities in the whole 201 samples that the author collected. Majority of
respondents are University of Economics Ho Chi Minh City, which made up 34.8 % out of
70 respondents. The second larger university name is Ho Chi Minh City University of
Technology, which has 23.4% (47 respondents). The third is University of Economics and
Law standing at 11.9 % (24 respondents). The following universities is Ho Chi Minh City
University of Technology City (7.5 %), Ho Chi Minh City University of Law (5 %),
University of Information Technology (4 %), Ho Chi Minh City University of Technology
and Education (2.5 %), Vietnamese-German University and FPT University having the
same percentage at 2 %, Ho Chi Minh City University of Foreign Languages – Information
Technology is 1,5 %, both International University and Foreign Trade University also being
as 1 % and the remaining accounting for 0.5 %.
30 majors from the answers of respondents were written by their own words. Business
Administration is the main major that the respondents choose, seeing 31.3 %. Following
that, Industrial Management stands at 11.9 %, Marketing is 8.5 %, English Language is 7
%, International Business is 4.5 %, both Civil Engineering and Administration – Law has
3.5 %, all Information Technology, Logistic and Supply Chain Management, Trade Law
and Automotive Engineering also have 3.0 %, Information System, International
Economics, and International Trade Law accounts for 2 %, Mechatronic Engineering and
Economics is 1.5 %, Engineering. Four majors which are Accounting and Auditing,
Computer Engineering, Finance - Banking Law, Human Resources Management have the
same percentage of 1 %. The rest majors account for 0,5 %.
The means for all independent variables have significant values from theoretical mean
(mean >3). It shows that respondents tend to strongly agree and slightly agree more than
disagree with those items. From that, the author concludes that each variable has a
significant contribution. Choosing agree side emphasizes on the influence of employer
branding factors on the intent to pursue the enterprise of senior students at universities in
Ho Chi Minh City.
5.1.2 Summary of Cronbach's Alpha reliability analysis
For the reliability analysis, items for independent variables and dependent variable are
reliable because each test results indicates its value to be more than 0.6. Especially, for
independent variables, the Cronbach's Alpha coefficient of growth and development
opportunity is 0.893, company’s reputation is 0.868, acceptance and belongingness is
0.878, work life balance is 0.628, ethics and CSR is 0.794 and for dependent variable, the
Cronbach's Alpha coefficient of the intent to pursue is 0.946. All corrected item-total
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Chapter 5 Discussions, Conclusions, and Managerial Implications
correlations of all items > 0.3. Therefore, all the variables are reliable, no redundant items
on the scale and five scales are acceptable for use in this study.
5.1.3 Summary of exploratory factor analysis
KMO and Bartlett's Test Results of independent variables:
-
KMO = 0.872>0.5: EFA is appropriate
Sig. (Bartlett’s Test) = 0.000 (Sig. < 0.05): reflecting significant and acceptable
correlation values for all items. In other words, observed variables are close
correlated with each other in the factor
Initial Eigenvalues = 1.166 > 1 and there are 5 factors have initial eigenvalues > 1.
Therefore, the reasonable number to do EFA is 5 components.
Total Variance Explained = 70.196% > 50% proving that 70.196% cumulative % of the
total variance explained by 5 factors.
Factor analysis for dimensions confirmed the extracted model. After running 16 times of
EFA. The work life balance factor was removed completely because it has factor loading <
0.3. The remaining factor loadings > 0.5. Company’s reputation, acceptance and
belongingness and ethics and CSR factor are loaded in themselves. Besides, the grow and
development opportunity factor is separated into 2 components which have renamed as
cross-training opportunity and creativity development opportunity to match with their
content. Finally, all items of the intent to pursue are loaded in 1 component.
Now, the hypothesis will change as:
-
H1: company’s reputation has a positive impact on the intent to pursue the enterprise.
H2: acceptance and belongingness have a positive impact on the intent to pursue the
enterprise
H3: cross-training opportunity has a positive impact on the intent to pursue the
enterprise
H4: ethic and CSR have a positive impact on the intent to pursue the enterprise.
H5: creativity development opportunity has a positive impact on the intent to pursue
the enterprise
Factors have loaded in five components properly and they could present their dimension's
criteria containing company’s reputation, acceptance and belongingness, cross-training
opportunity, ethics and CSR, creativity development opportunity and the EFA of dependent
variable has only extracted one component with KMO of 0.895 and Sig. of Bartlett’s test
0.000. Thus, the selected model for this study is proper to accept because almost all the
items are loaded in their own component with significant coefficient values, each factor
properly demonstrates itself.
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Chapter 5 Discussions, Conclusions, and Managerial Implications
5.1.4 Summary of Pearson correlation analysis
All Sig. <0.05 means all independent variables are linearly correlated with the dependent
variable. Thus, bivariate Pearson correlation results show the strong strength and direction
of linear relationships between pairs of variables. There are high Pearson correlation
coefficients between independent variables and dependent variable, which from highest to
lowest correlation is company’s reputation (0.742), acceptance and belongingness (0.674),
creativity development opportunity (0.592), cross-training opportunity (0.494), ethics and
CSR (0.448).
5.1.5 Summary of multiple linear regression
From the Model Summary table, adjusted R square reflects that 69% of changes in the intent
to pursue of senior students at universities in Ho Chi Minh City. 31 % of remaining are
due to outside the model and random error. Thus, the research model is acceptable.
From the ANOVA table, Sig. of F-test is 0.000 < 0.05 that means liner regression model is
proper with the population.
From the Coefficients table, all Sig. values of t-test of independent variables < 0.05 means
that the variables are significant in the model, and do not need to be removed from any
independent variables. Company’s Reputation factor has the largest standardized beta
coefficient, so when proposing solutions, the author will focus much more this factor.
Finally, there is no multicollinearity for all variables because all VIF < 2. Thus, the linear
regression equation is presented as:
ITP = 0.427 x COMREP + 0.241 x ACCnBE + 0.121 x CRTRAIN + 0.101 x EnCSR +
0.191 x CREDE
5.2. DISCUSSIONS AND MANAGERIAL IMPLICATIONS
After summarizing the results from these analysis via SPSS 26 software which prove that
the study model is propriate, this section will discuss major findings, meanings and
proposing some managerial implications.
Table 5.1 Summary of statistical analysis
Hypothesis
Std.
Beta
Sig.
VIF
Conclusion
H1: company’s reputation has a positive
impact on the intent to pursue the enterprise.
0.427
0.000
1.693
Supported
H2: acceptance and belongingness have a
positive impact on the intent to pursue the
enterprise
0.241
0.000
1.920
Supported
71
Chapter 5 Discussions, Conclusions, and Managerial Implications
H3: cross-training opportunity has a positive
impact on the intent to pursue the enterprise
0.121
0.008
1.322
Supported
H4: ethic and CSR have a positive impact on
the intent to pursue the enterprise.
0.101
0.027
1.343
Supported
H5: creativity development opportunity has
a positive impact on the intent to pursue the
enterprise
0.191
0.000
1.468
Supported
5.2.1 Relationship between company’s reputation and intent to pursue the enterprise.
With P-value = 0.000 < 0.05 and Std. Beta = 0.427 (largest value), company’s reputation
has a positive impact on the intent to pursue the enterprise of senior students. A positive
company’s reputation as an employer can play an important role in attracting the best
prospective candidate that involves the candidates’ intent to pursue. Moreover, a company’s
reputation is the business identity of the company. It makes the company stand out to strong
talents who are looking for a desirable workplace. Company’s reputation also helps the
recruiters attract and enhance the pool of potential candidates, and save time hiring the top
talents. Thus, a company's reputation has become critical factors in pursuing where to work
of senior students at universities in Ho Chi Minh City
Thus, H1 indicates that company’s reputation has a positive impact on the intent to pursue
the enterprise of senior students expressed. Also, H1 is strongly supported.
5.2.2 Relationship between acceptance and belongingness and intent to pursue the
enterprise
Acceptance and belongingness have a positive impact on the intent to pursue the enterprise
of senior students with the results of P-value = 0.000 < 0.05 and Std. Beta = 0.241.
Acceptance and belonging are what allows employees to notice like they can be their
authentic selves without fear of different treatments or punishments. Look like the social
value from employer brands mean the employee perceives that the employer can provide a
working environment with happy, fun, good collegial relationships, and an agreeable team
atmosphere. Therefore, in this study concept, for the job seekers, the extent to which an
individual is attracted to pursue the enterprise when an employer provides a fun and happy
working environment, and good relationship with superiors and among others that also
means the recognition of acceptance and belongingness.
Thus, H2 indicates that acceptance and belongingness have a positive impact on the intent
to pursue the enterprise of senior students expressed. Also, H2 is strongly supported.
5.2.3 Relationship between cross-training opportunity and intent to pursue the
enterprise
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Chapter 5 Discussions, Conclusions, and Managerial Implications
With P-value = 0.008 < 0.05 and Std. Beta = 0.121, cross-training opportunity has a positive
impact on the intent to pursue the enterprise of senior students. High-potential employees
seek jobs where they obtain ample opportunity to learn and grow, rather than remain
stagnant. To ensure that they’re attracting top talent with every new job posting, the
enterprises can take this a step further as a cross-training program. Today, individuals
entering the job market expect to continually not only advance skills but also learn new
skills. The employees’ concentration is on career growth and the ability to improve their
marketability both internally and externally. Cross training is especially important if the
company strategy includes college recruiting. Senior students want to know what they will
learn and be able to add to my resume if they join that organization. Cross-training
opportunities help employees have more chances to discover themselves.
Thus, H3 indicates that cross-training opportunity has a positive impact on the intent to
pursue the enterprise of senior students expressed. Also, H3 is supported.
5.2.4 Relationship between ethic and CSR and intent to pursue the enterprise.
Ethics and CSR have P-value = 0.027 < 0.05 and Std. Beta =0.101 showing that ethics and
CSR has a positive impact on the intent to pursue the enterprise of senior students.
Nowadays, ethics and CSR clearly influences employees’ commitment to the organization
that reflects the involvement of the company in environmental, social and community issues
or variables related to social responsibilities, ethical practices, quality of products, services
and diversity. In the past, the employees did not focus too much on the concept of ethics
and CSR. However, nowadays, the younger generation, especially Gen Z, cares about ethics
and CSR a lot from the businesses and brands they subscribe to and buy from as well as the
ones they work. The younger generation workers think that companies involved in ethics
and CSR will have better policies for employees due to their responsibilities and the respect
and reputation they earn in the society.
Thus, H4 indicates that ethic and CSR has a positive impact on the intent to pursue the
enterprise of senior students expressed. Also, H4 is fully supported.
5.2.5 Relationship between creativity development opportunity and intent to pursue
the enterprise
The results of the creative development opportunity factor show that P-value = 0.000 < 0.05
and Std. Beta = 0.191. Thus, creativity development opportunity has a positive impact on
the intent to pursue the enterprise of senior students. Nowadays, there are a wide range of
challenges for employers to attract the potential candidate, so not only basic criteria like
job safety, a good working environment, and salary, companies should focus more on
providing employees benefits about creativity development. Especially, in the industrial
revolution 4.0, the provision of creativity development opportunities to employees is
indispensable. For example, having practical experiences from extra new tasks,
requirements or from additional company activities to enhance soft-skill. As a result, it also
helps to improve the innovative skills and create the chance to challenge themselves.
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Chapter 5 Discussions, Conclusions, and Managerial Implications
Thus, H5 indicates that creativity development opportunity has a positive impact on the
intent to pursue the enterprise of senior students. Also, H5 is fully supported.
5.2.6 Comparison with previous researches
The research from Sharma, R., and The author’s research
Prasad, A., 2018
This study explores five dimensions of EB
as growth and development opportunity,
company’s reputation, acceptance and
belongingness, work life balance and ethics
and CSR that attract candidates and
generate positive the intent to join an
organization. For the intent to join, it was
found to be composed of the intent to
pursue, employer’s attractiveness and
employer’s reputation.
The results show that there are 5 factors
positively impact on the intent to pursue the
enterprise of senior students at universities
in Ho Chi Minh City containing company’s
reputation, acceptance and belongingness,
cross-training
opportunity,
creativity
development opportunity, ethics and CSR.
in which, company’s reputation is the most
influence factors (Std. Beta = 0.427)
Three employer branding factors influencing positively on the intent to pursue of this
research is the same with previous research of Sharma, R., and Prasad, A., including
company’s reputation, acceptance and belongingness, ethics and CSR.
However, there are some differences between the results of author’s research and previous
researches. Firstly, in the author’s research work life balance factor is removed. Secondly,
in growth and development opportunities factor is loaded into 2 components, one is crosstraining opportunity, another is creativity development opportunity.
5.3 MANAGERIAL IMPLICATIONS
The findings of this study help in understanding the influence of employer branding factors
on the intent to pursue the enterprise of senior students at universities in Ho Chi Minh City.
The author will propose some managerial implications for each variable.
Company's reputation:
From the result of this study, the enterprise should pay attention to the company's reputation
most because this factor has the largest standardized beta coefficients (0.427). The company
can foster and reinforce its brand name in society as not only a well-known brand or global
brand, good reputation, customer-oriented but also a good employer brand. The company
should not make the scandals like discrimination, unfriendly products, or unprofessional
employer to create the bad reputation in candidates’ mind. Building an attractive reputation
for company needs constant efforts on defining its differentiated attributes which becomes
the necessary part of the organization. Nowadays, with the surpass of the number of Gen Z
and innovative technology, recruiters need to adapt and change the way to attract and access
74
Chapter 5 Discussions, Conclusions, and Managerial Implications
the audience. Besides official company websites, Facebook, online employment groups
which are traditional recruiting channels, Tiktok is one of the most potential channels for
employers to show who they are, what they can provide for and why they are the best
workplace for candidates to pursue.
Acceptance and belongingness:
When candidates can feel that they can contribute to the company’s development and their
values and qualifications at the company are appreciated and fair, it creates aspiration to
pursue this company. In which, to achieve acceptance and belongingness, the supervisors
need to care about their employees to make good relationships in this organization. The
good relationships with colleagues also must be mentioned. When managers and colleagues
can support each other, a friendly culture and fair working atmosphere will appear.
Therefore, company can give the feeling of acceptance and belongingness.
Creativity development opportunity:
As the author said before, Gen Z will become the main workforce in the future. So, being
a good employer needs to fundamentally change how they organize, hire, retain and develop
talent. According to one Deloitte survey named welcome to generation Z, they showed that
Gen Z does not want to follow a stereotyped career path. (Deloitte, 2020). Therefore, this
group of employees really need creativity development opportunities from the employer.
To attract and hire prospective employees, managerial solutions here is that the company
should leverage the expertise of gen X to help mentor Gen Z into strong leaders and these
mentors can help to explore Gen Z’s creativity. The company should create some
competitions or new activities for internal employees and external candidates which explore
their talents and create the chance for them to be their true color. Management trainee
program is one of the good examples.
Cross-training opportunity:
Because the main purpose of the study is to survey the senior students who will enter the
workplace market and become the main workforce to substitute the current workforce.
Almost all Gen Z desires to gather a variety of different skill sets, rather than declaring a
singular specialization. To attract Gen Z, employers must be ready to adopt a quick speed
of evolution that fits the external environment. Therefore, the company needs a positive
and cross-training culture in which young employees can enhance their knowledge and
skills by creating opportunities for their employees to teach others what they have learned
or exchanging experience among departments such as rotation programs. Thus, having
cross-training opportunities will facilitate the attraction of prospective employees, so they
will realize that their development will be growth in both horizontal and vertical way.
Ethics and CSR:
Lastly, the brand name in society is also affected by ethics and CSR activities. Thus,
organizations should align their strategic goals with ethics and CSR programs. Also, the
basic thing to do is the company must follow the law and policy of the government
seriously. Ethics and CSR not only regards the quality of company products but also the
75
Chapter 5 Discussions, Conclusions, and Managerial Implications
voluntaries. Then, conducting ethics and CSR activities such as reducing environmental
footprint, scholarships for studious students with difficult circumstances, etc. can be a plus.
However, due to the result from multiple linear regression, ethics and CSR is not the most
significant factor to invest (lowest Beta value of 0.101). It quite costs a vast budget, more
time and effort to complete one project compared to investing in other factors but still
impacts on the intent to pursue a senior. Thus, the enterprise should invest this factor less
than the others.
Besides, as mentioned, the concept of employer branding is a combination of marketing
and human resources. In order to conduct these managerial solutions effectively, the
researcher proposes that the company should understand the process of pursuing the
specific company of senior students. To tackle this problem, the enterprise should apply the
5A model in marketing when they proceed and provoke employer branding activities. This
model was developed from the AIDA model (Awareness - Interest - Desire - Action) by
Phillip Kotler, a professor of Marketing in the US. AIDA is quite familiar in the marketing
or sales process to attract potential customers. Specifically, 5A stands for Aware - Appeal
- Ask - Act - Advocate. This model describes five common stages in the process from
customer awareness to purchase and use of a product. If the company considers the
employer branding as a product it creates to attract potential talents, the 5A model can also
be completely applied. Utilizing the 5A model in employer branding activities, companies
can advance effectively 5 factors in employer branding which this study discovered. The
author will discuss more detail as below:
Stage 1: Awareness (I know) – making candidates aware of the company's brand.
In this stage, candidates are passively approached with many different brands through past
experiences, corporate communication messages, and/or sharing from others.
Thus, the company should try to deliver its corporate image or brand name widely through
offline and online channels. That means the general information of the company will be
approved by senior students as much as possible.
Stage 2: Appeal (I like) – making candidates attracted to the company's brand.
After knowing the name of the company process, the information received will create shortterm memories or their long-term memories of the business, thereby becoming attracted to
certain brands. Among the many different brands approached, candidates begin to filter and
focus their thoughts on a few specific brands.
To appeal candidates are attracted by the positive image of the company. In this stage, the
company should focus much more on 5 factors in this research to communicate them to the
candidates. Due to the results, the company's reputation is one of the most important factors
that affect senior students’ intent to pursue. For example, the employer can show a
beautiful office, interesting videos or posts related to a professional or friendly employer.
Also, positive testimonials are very strong evidence to help you strengthen the company's
recruitment brand.
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Chapter 5 Discussions, Conclusions, and Managerial Implications
Stage 3: Ask (I'm convinced): Candidates are convinced by employer branding
activities
Due to the marketing activities for employers, candidates now actively seek information
through many different channels such as asking relatives or friends, searching on the
internet, reviewing some forums. In this step, candidates will compare the businesses with
each other.
Stage 4: Act (I pursue): Candidates decide to join and pursue the company.
After learning about the company, the candidates will decide to accept and pursue the
company. In this stage, when the candidates become successful candidates, the company
needs to make a good impression on the onboarding friendly and professional.
Stage 5: Advocate (I recommend): Candidates willing to recommend your brand to
others.
After experiencing and realizing this company is a good place to work. The actions of the
recruiter should not stop here. The HR department should create employee engagement
activities, build benefits, and help employees get the best working experience. Encouraging
employees to participate in promoting company culture, sharing daily activities that are fun
and useful is a good example. From that, employees can share those experiences via social
media. These activities exactly match the concept of employer branding.
5.4. LIMITATIONS AND FUTURE RESEARCH
There are still some limitations in this research.
First, the author study has been conducted in Ho Chi Minh City and other cities have not
been included. Different areas may illustrate different relationships between employer
branding and intent to pursue. For further research, the author suggests expanding the scope
area in the whole country if time and budget are allowed. Since conducting the research
only in Ho Chi Minh City fails to represent the whole population in Vietnam.
Secondly, this research is restricted to senior students in university. Therefore, this study’s
results may not be applicable to other sectors and educational courses such as postgraduates or freshers. The expectations of local students or students studying in local
programs may also be different from those studying in foreign universities. Moreover, a lot
of candidates who are aspirants with experience were also not considered for the current
study. Therefore, the further research should apply widely to the group of respondents.
Since people in different groups will have different thinking about the employer branding
factors affecting the intent to pursue.
Third, employer branding has been explored significantly in the context of recruitment;
however, it still plays an important role in retention talents. This research only focuses on
external aspects and does not see how important the employer branding factors works for
internally who still have the intent to pursue for the company, even after as a permanent
employee. Thus, future research may seek to explore the internal aspects of employer
77
Chapter 5 Discussions, Conclusions, and Managerial Implications
branding. Bringing the different results that may state among internal employee and
external prospective candidates.
Finally, the implications of the study are proposed by the author's own perspectives and
personal opinions. Therefore, they still tend to be subjective.
5.5 CONCLUSION
By conducting an empirical survey for senior students from universities in Ho Chi Minh
City, the findings of this research show the influence of employer branding factors on the
intent to pursue the enterprise of senior students at universities in Ho Chi Minh City. In this
research, there are 5 important factors of employer branding to affect the intent to pursue
senior students at university in Ho Chi Minh City. Due to the result of multiple linear
regression analysis, the enterprise should pay attention to the company's reputation most.
They need to work on building their reputation amongst existing and prospective
employees, and in society at large. Next significant factor is acceptance and belongingness.
Having creativity development opportunities also facilitates the ability to attract and hire
prospective employees. With the 4.0 industrial revolution, Gen Z really wants to learn more
skills, more things. Thus, cross-training opportunities become the positive factors that
affect the intent to pursue. Finally, it is ethics and CSR which has the lowest impact but it
is still needed. Total number of 256 questionnaires was being distributed and 201 valid
samples. The data collected was processed and analyzed using SPSS 26 in which outcomes
generated included both descriptive and inferential analysis. The results showed that
employer branding factors have a positive impact on the intent to pursue the enterprise.
In the modern context, employer branding plays a vital role in talent acquisition activities.
Job seekers apply for a job in a company either since they determine it is more attractive
than others and believe that they absolutely pursue it as their employer. Therefore, when
the recruiter wants to save time, save cost, and utilize the maximum effective hiring
processes, they need to know the contributing factors of employer branding, which factors
are the most impactful. Analyzing the dimensions of employer brand and its influences on
the final intent of to pursue an organization has important theoretical as well as managerial
implications. After looking for the related knowledge and practices and following the
instructions of the instructor seriously, the report has reached its proposed main objectives.
The further research may be more extensive and applicable to the recruitment process of
enterprises, especially employer branding. In conclusion, this research gives an obvious
picture of exploring the employer branding factors that affect the intent to pursue the
company of senior students in universities in Ho Chi Minh City.
78
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Appendix A: Original Measurement Scale
APPENDIX A: ORIGINAL MEASUREMENT SCALE
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
1
2
3
4
5
6
7
8
1
2
3
4
1
2
3
4
Original items from Sharma, R., and Prasad, A. (2018)
Growth and Development Opportunity
The company provides good promotion opportunities
The company provides training and development opportunity to its employees.
The organization provides career enhancement opportunities.
The organization provides opportunity for higher studies.
The company has positive culture
It gives an opportunity to their employees to teach others what they have learned.
It provides job security to its employees.
This organization gives more confidence and self-esteem
Company has positive learning environment.
It gives chance to have hands-on inter-departmental experience
The company provides foreign assignments
The organization values creativity amongst their employees
The Company provides a springboard for future employment
It provides additional perks and benefits (e.g. excursion trips).
Company’s Reputation
It provides an attractive overall compensation package
It is a renowned brand in the market.
The company has global presence.
The company holds good reputation in the market
The organization is customer-oriented.
It’s an Innovative employer – novel work practices/forward-thinking
The organization produces innovative products and services
It is known as a good employer brand.
Acceptance and Belongingness
Employees have good relationships with superiors in this organization.
Employees have good relationships with colleagues
It gives the feeling of acceptance and belongingness.
The leaders here are supportive and really encouraging
Work Life Balance
The company provides easy job locations to its employees
The company provides flexibility (e.g. flexible working hours)
It Focuses on the personal welfare of its employees.
The organization provides work life balance.
84
Appendix A: Original Measurement Scale
1
2
3
4
1
2
3
4
5
6
Ethics and CSR
It’s a humanitarian organization –believes in giving back to society
The organization focuses on CSR
It’s an ethical organization
The organization considers CSR as the part of its culture.
Intent to pursue
I would make this company one of my first choices as an employer
If this company invited me for a job interview, I would go
I specifically set out to get a position with this organization
I would go an extra mile to be the part of this organization
I really dream a job with this particular employer
I would accept a job offer with this company
85
Appendix B: Result of The Preliminary Qualitative Research
APPENDIX B: RESULT OF THE PRELIMINARY
QUALITATIVE RESEARCH
Scale
label
Original Measurement Scale
Adjusted Measurement Scale Adjusted
After Interviews
Scale
Growth and Development Opportunity
The company provides good
GRO promotion
opportunities
nDE1 Công ty cung cấp những cơ hội
thăng tiến tốt
The company X provides good
promotion
opportunities
No change
Công ty X cung cấp những cơ
hội thăng tiến tốt
The
company
provides
training and development
GRO opportunities to its employees.
nDE2 Công ty cung cấp các cơ hội
đào tạo và phát triển cho nhân
viên
The company X provides
training and development
opportunities to its employees
No change
Công ty X cung cấp các cơ hội
đào tạo và phát triển cho nhân
viên
The organization provides
career
enhancement
GRO
opportunities.
nDE3
Công ty cung cấp các cơ hội
nâng cao nghề nghiệp.
The company X provides
career
enhancement
opportunities.
No change
Công ty X cung cấp các cơ hội
nâng cao nghề nghiệp
The organization provides
opportunity for higher studies.
GRO
Công ty cung cấp cơ hội cho
nDE4
việc tiếp tục học lên cao hơn
cho nhân viên.
The company X provides
opportunity for higher studies.
Công ty X cung cấp cơ hội cho No change
việc tiếp tục học lên cao hơn
cho nhân viên
The company has positive The company X has positive
GRO
culture
culture
No change
nDE5
Công ty có văn hóa tích cực
Công ty X có văn hóa tích cực
It gives an opportunity to their
employees to teach others
GRO what they have learned.
nDE6 Công ty tạo cơ hội cho nhân
viên truyền đạt những gì họ đã
học được cho đồng nghiệp
The company X gives an
opportunity to their employees
to teach others what they have No change
learned.
Công ty X tạo cơ hội cho nhân
86
Appendix B: Result of The Preliminary Qualitative Research
viên truyền đạt những gì họ đã
học được cho đồng nghiệp
It provides job security to its
GRO employees.
nDE7 Công ty cung cấp an toàn lao
động cho nhân viên
The company X provides job
security to its employees.
No change
Công ty X cung cấp an toàn
lao động cho nhân viên
Change
the
Vietnamese
This organization gives more The company X gives more demonstration
GRO confidence and self-esteem confidence and self-esteem with the same
nDE8 Tổ chức này mang lại sự tự tin Công ty X giúp nhân viên cảm meaning
to
và lòng tự trọng hơn
thấy tự tin hơn về bản thân
help
reader
understand
easily
Company has positive learning
GRO environment.
nDE9 Công ty có môi trường học tập
tích cực.
The company X has positive
learning
environment.
No change
Công ty X có môi trường học
tập tích cực.
It gives chance to have handson
inter-departmental
GRO
experience
nDE1
Công ty tạo cơ hội để có kinh
0
nghiệm thực hành, trao đổi
giữa các bộ phận
The company X gives chance
to have hands-on interdepartmental
experience
No change
Công ty X tạo cơ hội để có kinh
nghiệm thực hành, trao đổi
giữa các bộ phận
Change
the
Vietnamese
The company provides foreign The company X provides demonstration
GRO
assignments
foreign
assignments with the same
nDE1
Công ty cung cấp các nhiệm vụ Công ty X có các nhiệm vụ, thử meaning
to
1
mới lạ
thách mới mẻ cho nhân viên
help
reader
understand
easily
The
organization
values
GRO creativity
amongst
their
nDE1 employees
2
Tổ chức đề cao sự sáng tạo
giữa các nhân viên
The company X values
creativity
amongst
their
employees
No change
Công ty X đề cao sự sáng tạo
giữa các nhân viên
87
Appendix B: Result of The Preliminary Qualitative Research
The company provides a
GRO springboard
for
future
nDE1 employment
3
Công ty mang lại xuất phát
điểm nghề nghiệp tốt
The company X provides a
springboard
for
future
employment
No change
Công ty X mang lại xuất phát
điểm nghề nghiệp tốt
It provides additional perks
and benefits (e.g. excursion
GRO
trips).
nDE1
Công ty cung cấp nhiều quyền
4
lợi đa dạng (ví dụ:du lịch dã
ngoại…)
The company X provides
additional perks and benefits
(e.g.
excursion
trips).
No change
Công ty X cung cấp nhiều
quyền lợi đa dạng (ví dụ: du
lịch dã ngoại…)
Company’s Reputation
The company X provides an
It provides an attractive overall
attractive
overall
COM compensation
package
compensation
package No change
REP1 Công ty có gói lương tổng hấp
Công ty X có gói lương tổng
dẫn
hấp dẫn
It is a renowned brand in the The company X is a renowned
COM market
brand
in
the
market
No change
REP2 Công ty có thương hiệu nổi Công ty X có thương hiệu nổi
tiếng trên thị trường.
tiếng trên thị trường.
The company has global
COM presence.
REP3 Công ty có sự hiện diện toàn
cầu
The company X has global
presence.
No change
Công ty X có sự hiện diện toàn
cầu
The company holds good
COM reputation in the market
REP4 Công ty có danh tiếng tốt trên
thị trường
The company X holds good
reputation in the market
No change
Công ty X có danh tiếng tốt
trên thị trường
The organization is customerCOM oriented.
REP5 Công ty là một tổ chức hướng
tới khách hàng
The company X is customeroriented.
Công ty X luôn đặt khách hàng
lên hàng đầu
88
Change
the
Vietnamese
demonstration
with the same
meaning
to
help
reader
Appendix B: Result of The Preliminary Qualitative Research
understand
easily
It’s an Innovative employer –
novel work practices/forwardthinking
COM
Công ty là một nhà tuyển dụng
REP6
sáng tạo - phương pháp làm
việc mới lạ / nhìn xa trong
rộng
The company X is an
innovative employer – novel
work
practices/forwardthinking
No change
Công ty X là một nhà tuyển
dụng sáng tạo - phương pháp
làm việc mới lạ / nhìn xa trong
rộng
The organization produces
innovative
products
and
COM
services
REP7
Công ty tạo ra các sản phẩm
và dịch vụ sáng tạo
The company X produces
innovative
products
and
services
No change
Công ty X tạo ra các sản phẩm
và dịch vụ sáng tạo
It is known as a good employer
brand.
COM
Công ty được biết đến như một
REP8
thương hiệu nhà tuyển dụng
tốt.
The company X is known as a
good
employer
brand.
Công ty X được biết đến như No change
một thương hiệu nhà tuyển
dụng tốt.
Acceptance and Belongingness
Employees
have
good
relationships with superiors in
ACC
this
organization.
nBE1
Nhân viên trong công ty có mối
quan hệ tốt với cấp trên.
The company X has good
relationships with superiors in
this
organization. No change
Nhân viên trong công ty X có
mối quan hệ tốt với cấp trên
Employees in the company X
Employees
have
good have good relationships with
ACC relationships with colleagues colleagues
No change
nBE2 Nhân viên trong công ty có mối Nhân viên trong công ty X có
quan hệ tốt với đồng nghiệp
mối quan hệ tốt với đồng
nghiệp
The company X gives the
ACC It gives the feeling of feeling of acceptance and
nBE3 acceptance and belongingness belongingness
Công ty mang lại cảm giác
Nhân viên trong công ty X cảm
89
Change
the
Vietnamese
demonstration
with the same
Appendix B: Result of The Preliminary Qualitative Research
chấp nhận và là 1 phần không thấy được chấp nhận và là 1 meaning
to
thể thiếu của công ty
phần không thể thiếu của công help
reader
ty
understand
easily
The
leaders
here
are
supportive
and
really
ACC encouraging
nBE4 Ban lãnh đạo luôn hỗ trợ và
khuyến khích nhân viên hết
mình
The leaders of company X
here are supportive and really
encouraging
No change
Ban lãnh đạo công ty X luôn
hỗ trợ và khuyến khích nhân
viên hết mình
Work Life Balance
Change
the
Vietnamese
demonstration
with the same
meaning
to
help
reader
understand
easily
WLB
1
The company provides easy
job locations to its employees
Địa điểm làm việc của công ty
thuận tiện cho việc di chuyển
nhân viên.
The company X provides easy
job locations to its employees
Địa điểm làm việc của công ty
X thuận tiện cho việc di
chuyển nhân viên.
WLB
2
The
company
provides
flexibility
(e.g.
flexible
working
hours)
Công ty cung cấp sự linh hoạt
(ví dụ: giờ làm việc linh hoạt)
The company X provides
flexibility
(e.g.
flexible
working
hours)
No change
Công ty X cung cấp sự linh
hoạt (ví dụ: giờ làm việc linh
hoạt)
WLB
3
The company X focuses on the
It focuses on the personal
personal welfare of its
welfare of its employees.
employees.
No change
Công ty tập trung vào phúc lợi
Công ty X tập trung vào phúc
cá nhân của nhân viên.
lợi cá nhân của nhân viên.
WLB
4
The company X provides
The organization provides
work
life
balance
work
life
balance
Công ty X cung cấp sự cân No change
Công ty tập trung vào phúc lợi
bằng trong cuộc sống và công
cá nhân của nhân viên.
việc.
90
Appendix B: Result of The Preliminary Qualitative Research
Ethics and CSR
It’s
a
humanitarian
organization – believes in
EnCS giving back to society
R1
Công ty là một tổ chức nhân
đạo - tin tưởng vào việc đóng
góp cho xã hội
The company X is a
humanitarian organization –
believes in giving back to
society
No change
Công ty X là một tổ chức nhân
đạo - tin tưởng vào việc đóng
góp cho xã hội
The organization focuses on
EnCS CSR
R2
Công ty tập trung vào trách
nhiệm xã hội
The company X focuses on
CSR
No change
Công ty X tập trung vào trách
nhiệm xã hội
The company X is an ethical
organization
It’s an ethical organization Công ty X là một tổ chức đề
EnCS
Công ty là một tổ chức có đạo cao đạo đức kinh doanh và
R3
đức
đạo đức nghề nghiệp (ví dụ:
tuân thủ pháp luật, không bóc
lột nhân viên…)
The organization considers
CSR as the part of its culture.
EnCS
Công ty xem trách nhiệm xã
R4
hội là một phần văn hóa công
ty
Change
the
Vietnamese
demonstration
with the same
meaning and
add
some
examples to
help
reader
understand
easily
The company X considers
CSR as the part of its culture.
Công ty X xem trách nhiệm xã No change
hội là một phần văn hóa công
ty
Intent to Pursue
ITP1
I would make this company
one of my first choices as an
employer
Tôi muốn công ty này là một
trong những nhà tuyển dụng
được tôi ưu tiên hàng đầu
I would make the company X
one of my first choices as an
employer
No change
Tôi muốn công ty X là một
trong những nhà tuyển dụng
được tôi ưu tiên hàng đầu
91
Appendix B: Result of The Preliminary Qualitative Research
ITP2
If this company invited me for
a job interview, I would go
Nếu công ty này mời tôi đến
phỏng vấn xin việc, tôi sẽ đi.
If this company X invited me
for a job interview, I would go
No change
Nếu công ty X mời tôi đến
phỏng vấn xin việc, tôi sẽ đi.
ITP3
I specifically set out to get a
position with this organization
Tôi đặt ra cho riêng mình một
mục tiêu để có được một vị trí
trong tổ chức này.
I specifically set out to get a
position with this company X
Tôi đặt ra cho riêng mình một No change
mục tiêu để có được một vị trí
trong công ty X.
ITP4
I would go an extra mile to be
the part of this organization
Tôi sẽ tiếp tục theo đuổi để trở
thành một phần của tổ chức
này
I would go an extra mile to be
the part of this company X
Tôi sẽ tiếp tục theo đuổi để trở No change
thành một phần của tổ chức
này
ITP5
I really dream a job with this
particular
employer
Tôi thực sự mong muốn có một
công việc với nhà tuyển dụng
này.
I really dream a job with this
employer
X
Tôi thực sự mong muốn có một No change
công việc với nhà tuyển dụng
X này
ITP6
I would accept a job offer with
this
company
Tôi sẽ chấp nhận một lời mời
làm việc với công ty này
I would accept a job offer with
this
company
X
No change
Tôi sẽ chấp nhận một lời mời
làm việc với công ty X
92
Appendix C: Questionnaire in English and Vietnamese
APPENDIX C: QUESTIONNAIRE IN ENGLISH AND
VIETNAMESE
QUESTIONNAIRE
SURVEY
THE INFLUENCE OF EMPLOYER BRANDING FACTORS ON THE
INTENT TO PURSUE THE ENTERPRISE OF SENIOR STUDENTS AT
UNIVERSITIES IN HO CHI MINH CITY
Dear participants,
My name is Nguyen Thi Ngoc My, a student in Industrial Management of University
of Technology - National University of Ho Chi Minh City.
I have currently conducted a research topic: "The influence of employer branding
factors on the intent to pursue the enterprise of senior students at universities in Ho
Chi Minh City".
The main purpose of the study is to identify employer branding factors and determine
the impact of these factors on senior students’ intent to pursue the enterprise, also to
propose managerial implications for adjusting HR strategy and optimizing the whole
recruitment process. Please take your time to answer some of the survey questions
below.
I undertake that your information is intended for research purposes only. Hope to
receive your cooperation!
Sincerely thank you.
PART 1: GENERAL INFORMATION
Before doing the survey, you guys help me answer the following information
1.Are you a third-year student or a final-year student at Universities in Ho Chi
Minh City? (If no, please ending up participating in the survey here. Sincerely
thank you!)
 Yes
 No
2.Please chose 1 of 25 below companies that you took part in more than 3-month
internship. (If you have not had internship at these companies, please ending
up participating in the survey here. Sincerely thank you!)
 Abbott
93
Appendix C: Questionnaire in English and Vietnamese
 Aeon mall
 Bosch Vietnam
 CGV
 CotecCons Group
 Deloitte Vietnam
 DHL
 Duy Tan Plastics Corporation
 FPT Corporation
 INSEE Vietnam
 LAZADA VIETNAM
 Manulife
 Masan Group
 Mercedes-Benz Vietnam
 Mobile World Investment Corporation
 Novaland Group
 PNJ
 Schindler Vietnam
 Schneider Electric Vietnam
 Shopee Vietnam
 Sony Electronics Vietnam
 Suntory PepsiCo Vietnam
 TIKI
 VinGroup
 VNG
PART 2: QUESTIONNAIRE
From now, I would like to call the company that you chose in previous question as company
X.
Below are the employer branding factors affecting on the intent to pursue the enterprise of
senior students at universities in Ho Chi Minh City.
Please indicate the level of consent of each factor to yourself. Levels from 1 to 5
respectively are as follows:
94
Appendix C: Questionnaire in English and Vietnamese
1
2
3
4
5
Strongly
disagree
Disagree
Neither agree
or disagree
Agree
Strongly agree
No.
Items
Level
1
2
3
4
5
1
The company X provides good promotion opportunities
1
2
3
4
5
2
The company X provides training and development
opportunities to its employees.
1
2
3
4
5
3
The company X provides career enhancement opportunities.
1
2
3
4
5
4
The company X provides opportunity for higher studies.
1
2
3
4
5
5
The company X has positive culture
1
2
3
4
5
6
The company X gives an opportunity to their employees to
teach others what they have learned
1
2
3
4
5
7
The company X provides job security to its employees.
1
2
3
4
5
8
The company X gives more confidence and self-esteem
1
2
3
4
5
9
The company X has positive learning environment.
1
2
3
4
5
10
The company X gives chance to have hands-on inter- 1
departmental experience
2
3
4
5
11
The company X provides foreign assignments
1
2
3
4
5
12
The company X values creativity amongst their employees
1
2
3
4
5
13
The company X provides a springboard for future 1
employment
2
3
4
5
95
Appendix C: Questionnaire in English and Vietnamese
14
The company X provides additional perks and benefits (e.g.
excursion trips).
1
2
3
4
5
15
The company X provides an attractive overall compensation
package
1
2
3
4
5
16
The company X is a renowned brand in the market
1
2
3
4
5
17
The company X has global presence.
1
2
3
4
5
18
The company X holds good reputation in the market
1
2
3
4
5
19
The company X is customer-oriented.
1
2
3
4
5
20
The company X is an innovative employer – novel work 1
practices/forward-thinking
2
3
4
5
21
The company X produces innovative products and services
1
2
3
4
5
22
The company X is known as a good employer brand.
1
2
3
4
5
23
The company X has good relationships with superiors in this
organization.
1
2
3
4
5
24
Employees in the company X have good relationships with 1
colleagues
2
3
4
5
25
The company X gives the feeling of acceptance and
belongingness
1
2
3
4
5
26
The leaders here are supportive and really encouraging
1
2
3
4
5
27
The company X provides easy job locations to its employees 1
2
3
4
5
28
The company X provides flexibility (e.g. flexible working
hours)
1
2
3
4
5
29
The company X focuses on the personal welfare of its
employees.
1
2
3
4
5
96
Appendix C: Questionnaire in English and Vietnamese
30
The company X provides work life balance
1
2
3
4
5
31
The company X is a humanitarian organization – believes in 1
giving back to society
2
3
4
5
32
The company X focuses on CSR
1
2
3
4
5
33
The company X is an ethical organization
1
2
3
4
5
34
The company X considers CSR as the part of its culture.
1
2
3
4
5
35
I would make the company X one of my first choices as an
employer
1
2
3
4
5
36
If this company X invited me for a job interview, I would go
1
2
3
4
5
37
I specifically set out to get a position with this company X
1
2
3
4
5
38
I would go an extra mile to be the part of this company X
1
2
3
4
5
39
I really dream a job with this employer X
1
2
3
4
5
40
I would accept a job offer with this company X
1
2
3
4
5
PART 3: PERSONAL INFORMATION
1.Gender:
 Male
 Female
2. Major:
3. University name:
4. Kind of internship
 Online
 Full-time
97
Appendix C: Questionnaire in English and Vietnamese
 Part-time
 Other
5. Did you receive salary during the internship?
 Yes
 No
6. How long you take the internship?
 less than 3 months
 3 months - 6 months
 more than 6 months – 1 year
 more than 1 year
If you would like to receive research results of this topic, please leave your email address
(optional):
THANK YOU FOR YOUR PARTICIPATION! WISH YOU A NICE DAY!
98
Appendix C: Questionnaire in English and Vietnamese
BẢNG KHẢO SÁT
ẢNH HƯỞNG CỦA CÁC YẾU TỐ THƯƠNG HIỆU TUYỂN DỤNG
(EMPLOYER BRANDING) LÊN Ý ĐỊNH THEO ĐUỔI DOANH NGHIỆP
CỦA SINH VIÊN NĂM CUỐI TẠI CÁC TRƯỜNG ĐẠI HỌC TRONG
THÀNH PHỐ HỒ CHÍ MINH
Kính chào Anh/ Chị/ Bạn,
Tôi là Nguyễn Thị Ngọc My, sinh viên khoa Quản lý Công nghiệp trường Đại học
Bách Khoa Thành phố Hồ Chí Minh.
Hiện tôi đang thực hiện đề tài nghiên cứu: “Sự ảnh hưởng của các nhân tố thương hiệu
tuyển dụng (employer branding) lên ý định theo đuổi doanh nghiệp của sinh viên năm
cuối tại các trường đại học trong thành phố Hồ Chí Minh”.
Mục tiêu chính của đề tài là tìm hiểu những đặc điểm của thương hiệu nhà tuyển dụng
và ảnh hưởng của nó trong việc thu hút ứng viên tiềm năng vào làm việc, từ đó đưa ra
các giải pháp hỗ trợ các doanh nghiệp xây dựng hoặc điều chỉnh chiến lược nhân sự
nhằm tối ưu quá trình tuyển dụng thông qua việc phát triển thương hiệu nhà tuyển
dụng.
Rất mong Anh/ Chị/ Bạn có thể dành chút thời gian giúp tôi hoàn thành đề tài bằng
cách hoàn thành bảng khảo sát dưới đây. Mọi câu trả lời của Anh/ Chị/ Bạn đều là
những thông tin hữu ích giúp tôi thực hiện đề tài.
Tôi cam kết các thông tin thu thập được chỉ sử dụng cho mục đích của khảo sát, không
nhằm phục vụ cho bất kỳ mục đích nào khác.
Tôi xin chân thành cảm ơn!
PHẦN 1: THÔNG TIN CHUNG
Trước khi thực hiện bảng khảo sát, Anh/ Chị/ Bạn vui lòng cung cấp các thông tin sau:
1. Anh/ Chị/ Bạn chị có đang là sinh viên năm ba hoặc năm cuối của các trường
đại học trong thành phố Hồ Chí Minh? (Nếu không, xin dừng khảo sát tại đây chân thành cảm ơn Anh/Chị/Bạn đã tham gia khảo sát này)
 Có
 Không
2. Xin vui lòng chọn 1 trong 25 công ty dưới dây mà Anh/Chị/Bạn đã từng tham
gia thực tập trên 3 tháng. (Nếu Anh/Chị/Bạn chưa từng thực tập tại những công ty
này, xin dừng khảo sát tại đây - chân thành cảm ơn Anh/Chị/Bạn đã tham gia khảo
sát này)
 Abbott
99
Appendix C: Questionnaire in English and Vietnamese
 Aeon mall
 Bosch Việt Nam
 CGV
 CotecCons Group
 Deloitte Việt Nam
 DHL
 Nhựa Duy Tân
 FPT Corporation
 INSEE Việt Nam
 LAZADA Việt Nam
 Manulife
 Masan Group
 Mercedes-Benz Việt Nam
 Thế Giới Di Động
 Novaland Group
 PNJ
 Schindler Việt Nam
 Schneider Electric Việt Nam
 Shopee Việt Nam
 Sony Electronics Việt Nam
 Suntory PepsiCo Việt Nam
 TIKI
 VinGroup
 VNG
PHẦN 2: BẢNG KHẢO SÁT
Sau đây tôi xin gọi công ty mà Anh/ Chị/ Bạn đã chọn ở câu hỏi phía trên là công ty X.
Dưới đây là các yếu tố thương hiệu nhà tuyển dụng ảnh hưởng lên ý định theo đuổi doanh
nghiệp của sinh viên năm cuối tại thành phố Hồ Chí Minh.
Vui lòng cho biết mức độ đồng ý của của Anh/Chị/Bạn đối với từng yếu tố. Mức độ từ 1
đến 5 tương ứng như sau:
100
Appendix C: Questionnaire in English and Vietnamese
1
2
3
4
5
(Hoàn toàn
không đồng ý)
(Không đồng ý)
(Trung lập)
(Đồng ý)
(Hoàn toàn
đồng ý)
No.
Yếu tố ảnh hưởng
Mức độ đồng ý
1
Công ty X cung cấp những cơ hội thăng tiến tốt
1
2 3
4
5
2
Công ty X cung cấp các cơ hội đào tạo và phát triển cho nhân 1
viên
2 3
4
5
3
Công ty X cung cấp các cơ hội nâng cao nghề nghiệp
1
2 3
4
5
4
Công ty X cung cấp cơ hội cho việc tiếp tục học lên cao hơn 1
cho nhân viên
2 3
4
5
5
Công ty X có văn hóa tích cực
1
2 3
4
5
6
Công ty X tạo cơ hội cho nhân viên truyền đạt những gì họ 1
đã học được cho đồng nghiệp
2 3
4
5
7
Công ty X cung cấp an toàn lao động cho nhân viên
1
2 3
4
5
8
Công ty X giúp nhân viên cảm thấy tự tin hơn về bản thân
1
2 3
4
5
9
Công ty X có môi trường học tập tích cực.
1
2 3
4
5
10
Công ty X tạo cơ hội để có kinh nghiệm thực hành, trao đổi 1
giữa các bộ phận
2 3
4
5
11
Công ty X có các nhiệm vụ, thử thách mới mẻ cho nhân viên 1
2 3
4
5
12
Công ty X đề cao sự sáng tạo giữa các nhân viên
1
2 3
4
5
13
Công ty X mang lại xuất phát điểm nghề nghiệp tốt
1
2 3
4
5
14
Công ty X cung cấp nhiều quyền lợi đa dạng (ví dụ:du lịch 1
dã ngoại…)
2 3
4
5
15
Công ty X có gói lương tổng hấp dẫn
2 3
4
5
101
1
Appendix C: Questionnaire in English and Vietnamese
16
Công ty X có thương hiệu nổi tiếng trên thị trường.
1
2 3
4
5
17
Công ty X có sự hiện diện toàn cầu
1
2 3
4
5
18
Công ty X có danh tiếng tốt trên thị trường
1
2 3
4
5
19
Công ty X luôn đặt khách hàng lên hàng đầu
1
2 3
4
5
20
Công ty X là một nhà tuyển dụng sáng tạo - phương pháp làm 1
việc mới lạ / nhìn xa trong rộng
2 3
4
5
21
Công ty X tạo ra các sản phẩm và dịch vụ sáng tạo
1
2 3
4
5
22
Công ty X được biết đến như một thương hiệu nhà tuyển dụng 1
tốt.
2 3
4
5
23
Nhân viên trong công ty X có mối quan hệ tốt với cấp trên
1
2 3
4
5
24
Nhân viên trong công ty X có mối quan hệ tốt với đồng 1
nghiệp
2 3
4
5
25
Nhân viên trong công ty X cảm thấy được chấp nhận và là 1 1
phần không thể thiếu của công ty
2 3
4
5
26
Ban lãnh đạo công ty X luôn hỗ trợ và khuyến khích nhân 1
viên hết mình
2 3
4
5
27
Địa điểm làm việc của công ty X thuận tiện cho việc di 1
chuyển nhân viên.
2 3
4
5
28
Công ty X cung cấp sự linh hoạt (ví dụ: giờ làm việc linh 1
hoạt)
2 3
4
5
29
Công ty X tập trung vào phúc lợi cá nhân của nhân viên.
1
2 3
4
5
30
Công ty X cung cấp sự cân bằng trong cuộc sống và công 1
việc.
2 3
4
5
31
Công ty X là một tổ chức nhân đạo - tin tưởng vào việc đóng 1
góp cho xã hội
2 3
4
5
32
Công ty X tập trung vào trách nhiệm xã hội
2 3
4
5
102
1
Appendix C: Questionnaire in English and Vietnamese
33
Công ty X là một tổ chức đề cao đạo đức kinh doanh và đạo 1
đức nghề nghiệp ( ví dụ: tuân thủ pháp luật, không bóc lột
nhân viên…)
2 3
4
5
34
Công ty X xem trách nhiệm xã hội là một phần văn hóa công 1
ty
2 3
4
5
35
Tôi muốn công ty X là một trong những nhà tuyển dụng được 1
tôi ưu tiên hàng đầu
2 3
4
5
36
Nếu công ty X mời tôi đến phỏng vấn xin việc, tôi sẽ đi.
1
2 3
4
5
37
Tôi đặt ra cho riêng mình một mục tiêu để có được một vị trí 1
trong công ty X.
2 3
4
5
38
Tôi sẽ tiếp tục theo đuổi để trở thành một phần của công ty X 1
2 3
4
5
39
Tôi thực sự mong muốn có một công việc với nhà tuyển dụng 1
X này
2 3
4
5
40
Tôi sẽ chấp nhận một lời mời làm việc với công ty X
2 3
4
5
PHẦN 3: THÔNG TIN CÁ NHÂN
1.Giới tính:
 Nam
 Nữ
2.Trường đại học mà bạn đang theo học:
3.Ngành học:
4.Tính chất công việc đã làm
 Online
 Toàn thời gian
 Bán thời gian
 Khác
5.Trong quá trình thực tập, bạn có được trả lương không?
 Có
 Không
103
1
Appendix C: Questionnaire in English and Vietnamese
6.Thời gian thực tập tại công ty X
 dưới 3 tháng
 3 tháng - 6 tháng
 trên 6 tháng – 1 năm
 trên 1 năm
Nếu Anh/Chị muốn nhận kết quả nghiên cứu của đề tài, xin vui lòng để lại địa chỉ email
(không bắt buộc):…………………………….........................
XIN CHÂN THÀNH CÁM ƠN ANH/CHỊ/ BẠN. CHÚC ANH/ CHỊ/ BẠN MỘT
NGÀY TỐT LÀNH!
104
Appendix D: Descriptive Statistics for Demographic Variables
APPENDIX D: DESCRIPTIVE STATISTICS FOR
DEMOGRAPHIC VARIABLE
Statistics
Company
Name
Gender University Major
N
Internship
Type
Internship
Salary
Internship
Duration
Valid
201
201
201
201
201
201
201
Missing
0
0
0
0
0
0
0
1. Company Name
Frequency Percent
Valid
Valid
Percent
Cumulative
Percent
Bosch Vietnam
22
10.9
10.9
10.9
Abbott
19
9.5
9.5
20.4
Mercedes-Benz Vietnam
15
7.5
7.5
27.9
DHL
14
7.0
7.0
34.8
FPT Corporation
14
7.0
7.0
41.8
Aeon mall
13
6.5
6.5
48.3
Duy Tan Plastics Corporation
11
5.5
5.5
53.7
CGV
10
5.0
5.0
58.7
Novaland Group
10
5.0
5.0
63.7
TIKI
9
4.5
4.5
68.2
VNG
9
4.5
4.5
72.6
INSEE Vietnam
7
3.5
3.5
76.1
PNJ
7
3.5
3.5
79.6
Shopee Vietnam
7
3.5
3.5
83.1
Suntory PepsiCo Vietnam
6
3.0
3.0
86.1
CotecCons Group
5
2.5
2.5
88.6
Mobile World Investment
Corporation
5
2.5
2.5
91.0
VinGroup
5
2.5
2.5
93.5
LAZADA VIETNAM
4
2.0
2.0
95.5
105
Appendix D: Descriptive Statistics for Demographic Variables
Schneider Electric Vietnam
4
2.0
2.0
97.5
Sony Electronics Vietnam
3
1.5
1.5
99.0
Deloitte Vietnam
1
.5
.5
99.5
Masan Group
1
.5
.5
100.0
Total
201
100.0
100.0
2. Gender
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Male
124
61.7
61.7
61.7
Female
77
38.3
38.3
100.0
Total
201
100.0
100.0
3. University
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
UEH
70
34.8
34.8
34.8
HCMUT
47
23.4
23.4
58.2
UEL
24
11.9
11.9
70.1
HUTECH
15
7.5
7.5
77.6
ULAW
10
5.0
5.0
82.6
UIT
8
4.0
4.0
86.6
HCMUTE
5
2.5
2.5
89.1
VGU
4
2.0
2.0
91.0
FPT
4
2.0
2.0
93.0
HUFLIT
3
1.5
1.5
94.5
IU
2
1.0
1.0
95.5
FTU
2
1.0
1.0
96.5
IUH
1
.5
.5
97.0
HUFI
1
.5
.5
97.5
HCMUP
1
.5
.5
98.0
BUH
1
.5
.5
98.5
106
Appendix D: Descriptive Statistics for Demographic Variables
OU
1
.5
.5
99.0
TDTU
1
.5
.5
99.5
HSU
1
.5
.5
100.0
Total
201
100.0
100.0
4. Major
Valid
Frequency Percent Percent
Valid
Cumulative
Percent
Business Administration
63
31.3
31.3
31.3
Industrial Management
24
11.9
11.9
43.3
Marketing
17
8.5
8.5
51.7
English Language
14
7.0
7.0
58.7
International Business
9
4.5
4.5
63.2
Civil Engineering
7
3.5
3.5
66.7
Administration - Law
7
3.5
3.5
70.1
Information Technology
6
3.0
3.0
73.1
Logistic & Supply Chain Management
6
3.0
3.0
76.1
Trade Law
6
3.0
3.0
79.1
Automotive Engineering
6
3.0
3.0
82.1
Information System
4
2.0
2.0
84.1
International Economics
4
2.0
2.0
86.1
International Trade Law
4
2.0
2.0
88.1
Merchatronic Engineering
3
1.5
1.5
89.6
Economics
3
1.5
1.5
91.0
Accounting And Auditing
2
1.0
1.0
92.0
Computer Engineering
2
1.0
1.0
93.0
Finance - Banking Law
2
1.0
1.0
94.0
Human Resources Management
2
1.0
1.0
95.0
Mechanical Engineering
1
.5
.5
95.5
Electrical & Electronic Engineering
1
.5
.5
96.0
Digital Art Design
1
.5
.5
96.5
107
Appendix D: Descriptive Statistics for Demographic Variables
Civil Law
1
.5
.5
97.0
Business Law
1
.5
.5
97.5
Chemical Engineering
1
.5
.5
98.0
Computer Science
1
.5
.5
98.5
National Relations
1
.5
.5
99.0
Environmental Management
1
.5
.5
99.5
E-Commerce
1
.5
.5
100.0
Total
201
100.0
100.0
5. Internship Type
Valid
Frequency
Percent
Valid Percent
Cumulative
Percent
Full-time
188
93.5
93.5
93.5
Part-time
11
5.5
5.5
99.0
Online
2
1.0
1.0
100.0
Total
201
100.0
100.0
6. Internship Salary
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Yes
195
97.0
97.0
97.0
No
6
3.0
3.0
100.0
Total
201
100.0
100.0
7. Internship Duration
Valid
Frequency
Percent
Valid
Percent
3 months - 6 months
174
86.6
86.6
86.6
more than 6 months – 1 year
27
13.4
13.4
100.0
Total
201
100.0
100.0
108
Cumulative
Percent
Appendix E: Descriptive Statistic for Variable Measure as Scale
APPENDIX E: DESCRIPTIVE STATISTIC FOR
VARIABLE MEASURE AS SCALE
1. Descriptive Statistics of Independent Variables
N
Minimum Maximum
Mean
Std. Deviation
Skewness
Statistic Std. Error
Statistic
Statistic
Statistic
Statistic
Statistic
GROnDE1
201
1.00
5.00
3.6318
.92400
-.162
.172
GROnDE2
201
2.00
5.00
3.8259
.80282
-.142
.172
GROnDE3
201
2.00
5.00
3.8259
.82130
-.214
.172
GROnDE4
201
1.00
5.00
3.2338
1.07706
.007
.172
GROnDE5
201
2.00
5.00
3.9453
.78866
-.397
.172
GROnDE6
201
2.00
5.00
3.8905
.76679
-.214
.172
GROnDE7
201
1.00
5.00
4.1294
.90729
-.868
.172
GROnDE8
201
2.00
5.00
3.8159
.92787
-.156
.172
GROnDE9
201
2.00
5.00
3.8607
.72835
.064
.172
GROnDE10
201
2.00
5.00
3.8010
.79385
-.113
.172
GROnDE11
201
2.00
5.00
3.5124
.98544
-.098
.172
109
Appendix E: Descriptive Statistic for Variable Measure as Scale
GROnDE12
201
1.00
5.00
3.6020
.92779
-.302
.172
GROnDE13
201
2.00
5.00
4.0000
.90000
-.374
.172
GROnDE14
201
1.00
5.00
3.7811
.83776
-.290
.172
COMREP1
201
1.00
5.00
3.9453
.82583
-.489
.172
COMREP2
201
3.00
5.00
4.3383
.70354
-.584
.172
COMREP3
201
1.00
5.00
3.8756
1.09520
-.396
.172
COMREP4
201
1.00
5.00
4.1990
.87189
-.902
.172
COMREP5
201
3.00
5.00
4.2786
.68702
-.424
.172
COMREP6
201
2.00
5.00
3.6119
.95323
-.132
.172
COMREP7
201
2.00
5.00
3.5323
.94350
-.130
.172
COMREP8
201
2.00
5.00
3.9602
.89912
-.338
.172
ACCnBE1
201
2.00
5.00
3.6169
.73315
.357
.172
ACCnBE2
201
2.00
5.00
3.6368
.77617
.345
.172
ACCnBE3
201
1.00
5.00
3.5473
.96902
-.185
.172
ACCnBE4
201
2.00
5.00
3.7264
.69982
.258
.172
WLB1
201
1.00
5.00
3.8706
.95561
-.467
.172
110
Appendix E: Descriptive Statistic for Variable Measure as Scale
WLB2
201
1.00
5.00
3.9652
.87395
-.795
.172
WLB3
201
2.00
5.00
3.6915
.73782
-.042
.172
WLB4
201
1.00
5.00
3.4527
.88261
-.053
.172
EnCSR1
201
2.00
5.00
3.8060
.60594
-.154
.172
EnCSR2
201
3.00
5.00
3.8756
.63988
.115
.172
EnCSR3
201
3.00
5.00
4.0100
.61636
-.006
.172
EnCSR4
201
2.00
5.00
3.7363
.67463
.176
.172
Valid N
(listwise)
201
2. Descriptive Statistics of Dependent Variable
N
Minimum Maximum
Mean
Std. Deviation
Skewness
Statistic Std. Error
Statistic
Statistic
Statistic
Statistic
Statistic
ITP1
201
1.00
5.00
3.6169
1.10793
-.333
.172
ITP2
201
2.00
5.00
4.0249
.89687
-.385
.172
ITP3
201
1.00
5.00
3.6318
1.14183
-.359
.172
ITP4
201
1.00
5.00
3.6020
1.14052
-.377
.172
111
Appendix E: Descriptive Statistic for Variable Measure as Scale
ITP5
201
1.00
5.00
3.6070
1.07692
-.256
.172
ITP6
201
1.00
5.00
3.9254
1.02440
-.639
.172
Valid N
(listwise)
201
112
Appendix F: Cronbach’s Alpha Reliability Analysis
APPENDIX F: CRONBACH’S ALPHA RELIABILITY
ANALYSIS
1. Scale: Growth and Development Opportunity
Case Processing Summary
Cases
N
%
Valid
201
100.0
Excludeda
0
.0
Total
201
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.893
14
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted Total Correlation if Item Deleted
GROnDE1
49.2239
53.695
.619
.884
GROnDE2
49.0299
53.609
.738
.879
GROnDE3
49.0299
54.349
.653
.883
GROnDE4
49.6219
52.206
.615
.885
GROnDE5
48.9104
55.882
.545
.887
GROnDE6
48.9652
56.514
.506
.889
GROnDE7
48.7264
56.720
.394
.894
GROnDE8
49.0398
53.488
.633
.883
113
Appendix F: Cronbach’s Alpha Reliability Analysis
GROnDE9
48.9950
55.905
.597
.886
GROnDE10
49.0547
56.472
.489
.890
GROnDE11
49.3433
53.567
.582
.886
GROnDE12
49.2537
54.290
.569
.886
GROnDE13
48.8557
53.064
.691
.881
GROnDE14
49.0746
56.179
.482
.890
2. Scale: Company’s Reputation
Case Processing Summary
Cases
N
%
Valid
201
100.0
Excludeda
0
.0
Total
201
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.868
8
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted
Total Correlation if Item Deleted
COMREP1
27.7960
20.483
.628
.851
COMREP2
27.4030
21.272
.631
.853
COMREP3
27.8657
18.617
.640
.852
114
Appendix F: Cronbach’s Alpha Reliability Analysis
COMREP4
27.5423
20.009
.653
.849
COMREP5
27.4627
22.040
.519
.863
COMREP6
28.1294
19.983
.583
.857
COMREP7
28.2090
19.856
.608
.854
COMREP8
27.7811
19.132
.753
.837
3. Scale: Acceptance and Belongingness
Case Processing Summary
Cases
N
%
Valid
201
100.0
Excludeda
0
.0
Total
201
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.878
4
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if Corrected Item- Cronbach's Alpha
Item Deleted
Total Correlation if Item Deleted
ACCnBE1
10.9104
4.552
.777
.831
ACCnBE2
10.8905
4.528
.724
.849
ACCnBE3
10.9801
3.770
.747
.852
ACCnBE4
10.8010
4.760
.744
.845
115
Appendix F: Cronbach’s Alpha Reliability Analysis
4. Scale: Work Life Balance
Case Processing Summary
Cases
N
%
Valid
201
100.0
Excludeda
0
.0
Total
201
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.628
4
Item-Total Statistics
Scale Mean if Item Scale Variance if
Deleted
Item Deleted
Corrected Item- Cronbach's Alpha
Total Correlation
if Item Deleted
WLB1
11.1095
3.428
.375
.587
WLB2
11.0149
3.555
.410
.556
WLB3
11.2886
3.786
.466
.527
WLB4
11.5274
3.570
.396
.567
5. Scale: Ethics and CSR
Case Processing Summary
Cases
N
%
Valid
201
100.0
Excludeda
0
.0
Total
201
100.0
116
Appendix F: Cronbach’s Alpha Reliability Analysis
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.794
4
Item-Total Statistics
Scale Mean if Item Scale Variance if Corrected Item- Cronbach's Alpha
Deleted
Item Deleted
Total Correlation if Item Deleted
EnCSR1
11.6219
2.446
.619
.737
EnCSR2
11.5522
2.309
.652
.719
EnCSR3
11.4179
2.344
.668
.712
EnCSR4
11.6915
2.484
.492
.802
6. Scale: Intent to Pursue
Case Processing Summary
Cases
N
%
Valid
201
100.0
Excludeda
0
.0
Total
201
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.946
6
117
Appendix F: Cronbach’s Alpha Reliability Analysis
Item-Total Statistics
Scale Mean if Item Scale Variance if
Deleted
Item Deleted
Corrected ItemTotal Correlation
Cronbach's Alpha
if Item Deleted
ITP1
18.7910
22.946
.775
.944
ITP2
18.3831
24.488
.801
.942
ITP3
18.7761
21.825
.869
.933
ITP4
18.8060
22.317
.815
.939
ITP5
18.8010
22.000
.915
.927
ITP6
18.4826
22.881
.865
.933
118
Appendix G: Exploratory Factors Analysis
APPENDIX G: EXPLORATORY FACTORS ANALYSIS
1. Independent Variables
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
.872
Approx. Chi-Square
1766.082
df
153
Sig.
.000
Bartlett's Test of Sphericity
Communalities
Initial
Extraction
GROnDE5
1.000
.782
GROnDE6
1.000
.813
GROnDE10
1.000
.658
GROnDE11
1.000
.601
GROnDE12
1.000
.718
GROnDE14
1.000
.653
COMREP2
1.000
.711
COMREP3
1.000
.601
COMREP4
1.000
.616
COMREP5
1.000
.592
COMREP8
1.000
.766
ACCnBE1
1.000
.768
ACCnBE2
1.000
.727
119
Appendix G: Exploratory Factors Analysis
ACCnBE3
1.000
.743
ACCnBE4
1.000
.754
EnCSR1
1.000
.702
EnCSR2
1.000
.768
EnCSR3
1.000
.663
Extraction Method: Principal Component Analysis.
Component
Total Variance Explained
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Extraction Sums of
Rotation Sums of Squared
Squared Loadings
Loadings
% of
% of
Cumulat
Cumul
Cumul
Total Varian
Total Varian
ive %
ative %
ative %
ce
ce
38.174 6.871 38.174 38.174 3.062 17.014 17.014
48.419 1.844 10.245 48.419 2.948 16.376 33.390
56.982 1.541 8.562 56.982 2.304 12.798 46.188
63.717 1.212 6.736 63.717 2.281 12.675 58.863
70.196 1.166 6.478 70.196 2.040 11.333 70.196
73.991
77.563
80.659
83.662
86.162
88.613
90.786
92.925
94.661
96.217
97.726
99.008
100.000
Initial Eigenvalues
Total
6.871
1.844
1.541
1.212
1.166
0.683
0.643
0.557
0.541
0.450
0.441
0.391
0.385
0.313
0.280
0.272
0.231
0.179
% of
Varian
ce
38.174
10.245
8.562
6.736
6.478
3.796
3.572
3.095
3.004
2.500
2.451
2.174
2.139
1.736
1.555
1.509
1.282
0.992
120
Appendix G: Exploratory Factors Analysis
Component Matrixa
Component
1
2
3
4
5
ACCnBE3
.777
-.323
COMREP8
.764
ACCnBE1
.761
-.313
ACCnBE2
.702
-.403
ACCnBE4
.699
-.423
COMREP4
.662
COMREP2
.654
-.394
COMREP3
.600
-.366
GROnDE12
.589
GROnDE5
.571
GROnDE11
.571
COMREP5
.560
EnCSR2
.533
-.573
.375
EnCSR1
.527
-.553
.301
EnCSR3
.482
-.548
.334
GROnDE6
.547
.337
.600
GROnDE10
.512
.303
.546
GROnDE14
.478
.311
-.308
.547
.315
.552
.515
.399
.556
Extraction Method: Principal Component Analysis.a
a. 5 components extracted.
121
Appendix G: Exploratory Factors Analysis
Rotated Component Matrixa
Component
1
COMREP2
.788
COMREP8
.749
COMREP3
.714
COMREP4
.691
COMREP5
.667
2
3
4
5
.395
ACCnBE4
.811
ACCnBE2
.768
ACCnBE1
.760
ACCnBE3
.736
GROnDE6
.867
GROnDE5
.833
GROnDE10
.746
EnCSR2
.840
EnCSR1
.791
EnCSR3
.781
GROnDE12
.779
GROnDE14
.768
GROnDE11
.689
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
122
Appendix G: Exploratory Factors Analysis
Component Transformation Matrix
Component
1
2
3
4
5
1
.544
.547
.370
.363
.370
2
.349
-.328
.413
-.726
.271
3
-.570
.036
.802
.117
-.132
4
-.380
-.225
-.141
.164
.871
5
.337
-.736
.173
.549
-.119
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
2. Dependent Variable
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
.895
Approx. Chi-Square
1218.152
df
15
Sig.
.000
Bartlett's Test of Sphericity
Communalities
Initial
Extraction
ITP1
1.000
.714
ITP2
1.000
.745
ITP3
1.000
.828
ITP4
1.000
.759
ITP5
1.000
.891
ITP6
1.000
.828
123
Appendix G: Exploratory Factors Analysis
Extraction Method: Principal Component Analysis.
Total Variance Explained
Initial Eigenvalues
Component
Extraction Sums of Squared Loadings
Total
% of
Variance
Cumulative
%
Total
% of
Variance
Cumulative
%
1
4.764
79.402
79.402
4.764
79.402
79.402
2
.507
8.448
87.850
3
.283
4.710
92.560
4
.197
3.283
95.843
5
.136
2.266
98.109
6
.113
1.891
100.000
Extraction Method: Principal Component Analysis.
Component Matrixa
Component
1
ITP5
.944
ITP6
.910
ITP3
.910
ITP4
.871
ITP2
.863
ITP1
.845
Extraction Method: Principal Component Analysis.a
a. 1 components extracted.
Rotated Component Matrixa
a. Only one component was extracted. The solution cannot be rotated.
124
Appendix H: Multiple Linear Regression Analysis
APPENDIX H: MULTIPLE LINEAR REGRESSION
ANALYSIS
Correlations
COMREP ACCnBE CRTRAIN EnCSR CREDE
Pearson
Correlation
COMREP
ACCnBE
CRTRAIN
EnCSR
CREDE
ITP
1
Sig. (2-tailed)
ITP
.564**
.406**
.330**
.504**
.742**
.000
.000
.000
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.564**
1
.435**
.499**
.465**
.674**
Sig. (2-tailed)
.000
.000
.000
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.406**
.435**
1
.241**
.366**
.494**
Sig. (2-tailed)
.000
.000
.001
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.330**
.499**
.241**
1
.292**
.448**
Sig. (2-tailed)
.000
.000
.001
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.504**
.465**
.366**
.292**
1
.592**
Sig. (2-tailed)
.000
.000
.000
.000
N
201
201
201
201
201
201
Pearson
Correlation
.742**
.674**
.494**
.448**
.592**
1
125
.000
Appendix H: Multiple Linear Regression Analysis
Sig. (2-tailed)
.000
.000
.000
.000
.000
N
201
201
201
201
201
201
**. Correlation is significant at the 0.01 level (2-tailed).
Variables Entered/Removeda
Model
Variables Entered
Variables Removed
Method
1
CREDE, EnCSR,
CRTRAIN, COMREP,
ACCnBEb
.
Enter
a. Dependent Variable: ITP
b. All requested variables entered.
Model Summaryb
Model
R
R Square
Adjusted R
Square
1
.835a
.698
.690
Std. Error of the
Durbin-Watson
Estimate
.52831
1.946
a. Predictors: (Constant), CREDE, EnCSR, CRTRAIN, COMREP, ACCnBE
b. Dependent Variable: ITP
ANOVAa
Model
1
Sum of Squares
df
Mean Square
F
Sig.
Regression
125.589
5
25.118
89.993
.000b
Residual
54.426
195
.279
Total
180.015
200
a. Dependent Variable: ITP
b. Predictors: (Constant), CREDE, EnCSR, CRTRAIN, COMREP, ACCnBE
126
Appendix H: Multiple Linear Regression Analysis
Coefficientsa
Unstandardized
Coefficients
Model
B
Std. Error
(Constant)
-2.231
.336
COMREP
.603
.072
ACCnBE
.334
CRTRAIN
Standardized
Coefficients
t
Collinearity
Statistics
Sig.
Beta
Tolerance VIF
-6.633
.000
.427
8.344
.000
.591
1.693
.075
.241
4.419
.000
.521
1.920
.170
.064
.121
2.672
.008
.756
1.322
EnCSR
.183
.082
.101
2.223
.027
.745
1.343
CREDE
.244
.061
.191
3.993
.000
.681
1.468
1
a. Dependent Variable: ITP
Collinearity Diagnosticsa
Variance Proportions
Model Dimension Eigenvalue
Condition
Index (Constant) COM ACCn CRTR EnCS CRED
REP BE AIN
R
E
1
5.918
1.000
.00
.00
.00
.00
.00
.00
2
.025
15.455
.06
.01
.00
.04
.07
.75
3
.019
17.451
.00
.01
.13
.78
.10
.00
4
.018
18.259
.17
.02
.51
.06
.06
.14
5
.013
21.287
.01
.86
.11
.05
.09
.11
6
.007
28.434
.76
.11
.25
.07
.67
.00
1
a. Dependent Variable: ITP
127
Appendix H: Multiple Linear Regression Analysis
Residuals Statisticsa
Minimum
Maximum
Mean
Std. Deviation
N
Predicted Value
2.0065
5.4431
3.7347
.79243
201
Residual
-1.40169
1.32357
.00000
.52166
201
Std. Predicted Value
-2.181
2.156
.000
1.000
201
Std. Residual
-2.653
2.505
.000
.987
201
a. Dependent Variable: ITP
128