Graduation thesis International Business Administration: The impact of job satisfaction on employees’ job performance: A study of whitecollar millennials in Ho Chi Minh City

FOREIGN TRADE UNIVERSITY
HO CHI MINH CITY CAMPUS
---------***--------

GRADUATION THESIS
Major: International Business Administration

THE IMPACT OF JOB SATISFACTION ON
EMPLOYEES’ JOB PERFORMANCE:
A STUDY OF WHITE-COLLAR MILLENNIALS
IN HO CHI MINH CITY

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GT Code KL93

Author:

Student ID:
Class:
Intake:
Supervisor:

Nguyễn Hy
1601025076
K55CLC1
55
PhD. Lê Tuấn Bách

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Ho Chi Minh City, May 2020

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i
TABLE OF CONTENTS

LIST OF ABBREVIATIONS ..................................................................................IV
LIST OF TABLES AND FIGURES ........................................................................ V
CHAPTER 1. INTRODUCTION.............................................................................. 1
1.1. Rationale of the research ......................................................................... 1
1.2. Research background............................................................................... 5
1.2.1. In the world .................................................................................... 5
1.2.2. In Vietnam ..................................................................................... 6
1.3. Objectives of the research ........................................................................ 7
1.4. Subject and scope of the research ............................................................ 8
1.4.1 Subject ............................................................................................ 8
1.4.2. Scope ............................................................................................. 8
1.5. Research methods ..................................................................................... 8
1.6. Research contribution .............................................................................. 9
1.7. Research structure ................................................................................. 10
SUMMARY OF CHAPTER 1 ...................................................................... 10

CHAPTER 2. LITERATURE REVIEW ................................................................ 11
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2.1. Job satisfaction ....................................................................................... 11

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2.1.1. Definition of job satisfaction ........................................................ 11
2.1.2. Measurements of job satisfaction .................................................. 12
2.2. Employee’s job performance ................................................................. 14
2.2.1. Definition of employee’s job performance .................................... 14
2.2.2. Measurements of employee’s job performance ............................. 14
2.2.3 The impact of job satisfaction on job performance ........................ 15
2.3. The Millenials ......................................................................................... 16

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2.3.1. Definition of Millennials generations ........................................... 16
2.3.2. Characteristics of Millennials in general ....................................... 17
2.3.3. Millenials at work......................................................................... 17
SUMMARY OF CHAPTER 2 ...................................................................... 18

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CHAPTER 3. METHODOLOGY .......................................................................... 19

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3.1. Research model design ........................................................................... 19

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ii
3.2 Research model selection and Hypothesis Development ........................20
3.2.1 Research model selection ...............................................................20
3.2.2. Hypothesis Development ..............................................................22
3.2.3 Variable Definition ........................................................................25
3.2.4 Statistical Research Model .............................................................27
3.3. Questionnaire design ..............................................................................28
3.4. Data collection and analysis ...................................................................33
3.4.1. Data collection and processing ......................................................33
3.4.2 Data analysis techniques ................................................................34
SUMMARY OF CHAPTER 3 ......................................................................38
CHAPTER 4. RESEARCH RESULTS ...................................................................39
4.1. Descriptive Statistics ...............................................................................39
4.1.1. Statistical description of determinants affecting Job Satisfaction...39
4.1.2. Statistical description of Job Satisfaction - Job Performance .........40
4.1.3. Demographic statistical description ...............................................41
4.2. The impact of demographic factors on Job satisfaction........................43
4.2.1. Job satisfaction level between two groups of ages .........................44
4.2.2. Job satisfaction level between two groups of genders ....................44
4.2.3. Job satisfaction level among different work positions ...................44
4.2.4. Satisfaction among different working time at current company .....45
4.3. Impact of job satisfaction on job performance ......................................45

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4.3.1 Statistical Results ...........................................................................45
4.3.2. Interpretation and Discussion ........................................................58
SUMMARY OF CHAPTER 4 ......................................................................64

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CHAPTER 5. CONCLUSION AND RECOMMENDATIONS .............................65

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5.1. Conclusion of research question ............................................................65

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5.2. Recommendations for enterprises to enhance job satisfaction and

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performance of millennials white-collar employees in Ho Chi Minh City ..66

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5.2.1. Recommendations for “Nature of Work” factor ............................66
5.2.2. Recommendations for “Pay and Benefits” factor ..........................67
5.2.3. Recommendations for “Training and promotion opportunities” ....69
5.3. Research limitation and further reseaches ............................................70

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5.3.1. Research limitation .......................................................................70
5.3.2. Proposal for further reseaches .......................................................71

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iii
SUMMARY OF CHAPTER 5 ...................................................................... 72
SUMMARY OF THE RESEARCH ............................................................. 73
REFERENCES ........................................................................................................ 75
APPENDIX .............................................................................................................. 80

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1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

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d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


iv
LIST OF ABBREVIATIONS
Abbreviations
ANOVA
CFA
Df

Full forms
Analysis of Variance
Confirmatory Factor Analysis
Degree of Freedom

EFA

Exploratory Factor Analysis

GDP

Gross Domestic Product

HCMC

Ho Chi Minh City

JDI

Job Descriptive Index

JSS

Job Satisfaction Survey

KMO

Kaiser-Meyer-Olkin

MSQ

Minnesota Satisfaction Questionnaire

SEM

Structural Equation Modeling

VND

Vietnam Dong

6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

69b235 50a5 c3c862be85 c992 c8a9 d31 cc7 8eb5 4cfda56e 5e9a28 26f8fcf74 565

4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

203076 c61 1f4 9f0 bca c3e09 e51 c452fb8 e3c6 26d5db4b01 0a9c3f7 752e7 b46e 3

d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

6241c8cf19 f4fe 18aca c143 58ed f87 5118 5b19 39fdd99 4c7 e0b6 5e9fca936 474

d600 f8f5a5205 f30 0647 0eaa75fb c03a6 cd1 296a7 baff2fde4fc88 c5d8 0e7e8 0

05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

6ac85e 6b36 36b4 1df49 c267 c062 235bd48 0e9ed f9 dbd175b8eb7a 87444 0fa0 7

1dfe7 d7f7cf90a6 f92 74c81be 6be3 cbf7ee2 0416 0b53 5f5 7d8 c76 f1e6e 17e9 fe

f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

ab5a5c1d67 622e0 44fd9c038a98 b3 f82 f5a071 7f5 9adefb04 4eeafe be3 c4c40e

54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


v
LIST OF TABLES AND FIGURES
FIGURES

Figures

Page

Figure 1.1 GDP Growth Percentage in Asia in 2019

1

Figure 1.2 FDI inflows into Vietnam in the period of 2009 – 2017

2

Figure 1.3 Vietnamese labour productivity in 2011 – 2017

3

Figure 1.4 Vietnamese labour productivity compared with countries in
area

3

Figure 3.1 Research process

19

Figure 3.2 Proposed research model

21

Figure 3.3 Statistical research model

27

Figure 3.4 Questionnaire design process

28

Figure 4.1 Age structure of survey respondents

41

Figure 4.2 Gender structure of survey respondents

41

Figure 4.3 Education level structure of survey respondents

42

Figure 4.4 The structure of working time at current companies

42

6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

69b235 50a5 c3c862be85 c992 c8a9 d31 cc7 8eb5 4cfda56e 5e9a28 26f8fcf74 565

Figure 4.5 Working position structure of survey respondents

43

4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

203076 c61 1f4 9f0 bca c3e09 e51 c452fb8 e3c6 26d5db4b01 0a9c3f7 752e7 b46e 3

d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

6241c8cf19 f4fe 18aca c143 58ed f87 5118 5b19 39fdd99 4c7 e0b6 5e9fca936 474

d600 f8f5a5205 f30 0647 0eaa75fb c03a6 cd1 296a7 baff2fde4fc88 c5d8 0e7e8 0

05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

6ac85e 6b36 36b4 1df49 c267 c062 235bd48 0e9ed f9 dbd175b8eb7a 87444 0fa0 7

1dfe7 d7f7cf90a6 f92 74c81be 6be3 cbf7ee2 0416 0b53 5f5 7d8 c76 f1e6e 17e9 fe

f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

ab5a5c1d67 622e0 44fd9c038a98 b3 f82 f5a071 7f5 9adefb04 4eeafe be3 c4c40e

54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


vi
TABLES
Tables

Page

Table 3.1 Research Hypotheses

32

Table 3.2 Model’s suitability indicators

37

Table 4.1 Statistical description table of independent variables

40

Table 4.2 ANOVA test results

44

Table 4.3 Initial result of EFA analysis for independent variables

47

Table 4.4 Final result of EFA analysis for independent variables

48

Table 4.5 EFA initial result for Job Satisfaction – Job Performance

49

Table 4.6 EFA final result for Job Satisfaction – Job Performance

50

Table 4.7 Standardized Regression Weights – CFA Test Result

52

Table 4.8 Composite Reliability and Average Variance Extracted

53

Table 4.9 Regression Weight – SEM Model on 1st try

54

Table 4.10 Regression Weight – SEM Model on 2nd try

55

Table 4.11 Standardized Regression Weight – SEM Model on 2nd try

55

Table 4.12 Bootstrap testing results

58
6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

69b235 50a5 c3c862be85 c992 c8a9 d31 cc7 8eb5 4cfda56e 5e9a28 26f8fcf74 565

Table 4.13 Examination of research hypotheses

63

4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

203076 c61 1f4 9f0 bca c3e09 e51 c452fb8 e3c6 26d5db4b01 0a9c3f7 752e7 b46e 3

d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

6241c8cf19 f4fe 18aca c143 58ed f87 5118 5b19 39fdd99 4c7 e0b6 5e9fca936 474

d600 f8f5a5205 f30 0647 0eaa75fb c03a6 cd1 296a7 baff2fde4fc88 c5d8 0e7e8 0

05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

6ac85e 6b36 36b4 1df49 c267 c062 235bd48 0e9ed f9 dbd175b8eb7a 87444 0fa0 7

1dfe7 d7f7cf90a6 f92 74c81be 6be3 cbf7ee2 0416 0b53 5f5 7d8 c76 f1e6e 17e9 fe

f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

ab5a5c1d67 622e0 44fd9c038a98 b3 f82 f5a071 7f5 9adefb04 4eeafe be3 c4c40e

54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02

1
CHAPTER 1. INTRODUCTION
This chapter as the beginning research provides a clear introduction of many
fundamental aspects, consisting of rationale, research background and methods, aims
and objectives, subject and scope, contribution as well as topic structure. The chapter
also presents a general perspective on the contents of the remaining four ones.
1.1. Rationale of the research
The Vietnam economy has skyrocketed over the last years, which makes
Vietnam be one of the most considerable growth in percentage of GDP growth in
2019 (just behind Lao and Cambodia).
Figure 1.1 GDP Growth Percentage in Asia in 2019 (Unit: %)

6

7

7

7

5
5

5

4

6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

69b235 50a5 c3c862be85 c992 c8a9 d31 cc7 8eb5 4cfda56e 5e9a28 26f8fcf74 565

4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

2

df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

1

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

203076 c61 1f4 9f0 bca c3e09 e51 c452fb8 e3c6 26d5db4b01 0a9c3f7 752e7 b46e 3

d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

6241c8cf19 f4fe 18aca c143 58ed f87 5118 5b19 39fdd99 4c7 e0b6 5e9fca936 474

d600 f8f5a5205 f30 0647 0eaa75fb c03a6 cd1 296a7 baff2fde4fc88 c5d8 0e7e8 0

05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

6ac85e 6b36 36b4 1df49 c267 c062 235bd48 0e9ed f9 dbd175b8eb7a 87444 0fa0 7

1dfe7 d7f7cf90a6 f92 74c81be 6be3 cbf7ee2 0416 0b53 5f5 7d8 c76 f1e6e 17e9 fe

f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

ab5a5c1d67 622e0 44fd9c038a98 b3 f82 f5a071 7f5 9adefb04 4eeafe be3 c4c40e

54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

Source: Asian Development Bank, 2019

87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

Besides, Vietnam economy also receives many valuable investments from

b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

foreign organizations and enterprises, and the total inflows into Vietnam value

9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

recorded at the end of 2019, including newly and additionally registered capital as

ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

well as additional existing capital ones, reach 38 billion USD, which raised by 7.2%

080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


2
when comparing to the same period in 2018 and this is also the highest recorded value

in the last 10 years. This actually brings Vietnam economy into both opportunities
and challenges, especially in private sector ones where the competition happens
fiercely day by day.
Figure 1.2 FDI inflows into Vietnam in the period of 2009 – 2017
(Unit: billion USD)
35,88

24

23

22

23,6

24,5

2015

2016

19
15

2009

2010

2011

16

2012

2013

2014

2017

Source: Ministry of Planning and Investment, 2017

6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

69b235 50a5 c3c862be85 c992 c8a9 d31 cc7 8eb5 4cfda56e 5e9a28 26f8fcf74 565

4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

In addition to this significant economic development, in terms of human

bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

resources or personnel aspect, according to a survey in the second quarter, 2016 of

688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

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JobStreet.com, Vietnam has more than 13.000 employees, of which nearly 85% of

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employees surveyed feel dissatisfied with current jobs. Also, according to the

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Vietnam Economic Annual Report 2018, Vietnam's labor productivity experience

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05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

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relatively considerable growth which has been expressed by the fact that with the

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economic growth in 2018 of 7,08 %, the labor productivity of the whole economy at

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current prices in 2018 was estimated at 102,2 million VND/labor (equivalent to US

87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

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$ 4.521 / labor which increased by 6% compared to 2017. Generally, in the period of

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2011-2018, the labor productivity increased by an average of 4,88% / year. (General

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Statistics Bureau, 2018). Nevertheless, Vietnamese productivity still ranked lowest

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in Asia. The average productivity level in Vietnam increased by 36%, however,

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Vietnam's labor productivity only equal to 1/18 Singapore, 1/16 of Malaysia and 1/3

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b48182 8e6b398 c7a71a 5ee1 f02


3
of Thailand and China (General Statistics Bureau); this makes enterprises in VietNam
in general or the economic center like Ho Chi Minh City in particular, consider again
the relationship between job satisfaction and employee’s job performance and how
to effectively maximize these factors.
Figure 1.3 Vietnamese labour productivity in 2011–2017
(Unit: million VND per labour)

55,2

2011

68,7

63,1

2012

2013

74,7

79,4

84,5

2014

2015

2016

93,2

2017

Million VND per labour

Source: General Statistics Bureau, 2017

Figure 1.4 Vietnamese labour productivity compared with countries in area
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15,7

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Singapore

14,1
14,3

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6,6

Malaysia

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2,9

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5,7

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2,9
2,9
2,7

Thailand

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2,6
2,6
2,4

Indonesia

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1,9
1,9
1,8

Philippines

Vietnam

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1
1
1

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1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

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2016

2014

2010

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Source: General Statistics Bureau, 2016

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b48182 8e6b398 c7a71a 5ee1 f02


4
Additionally, before solving that problem, businesses need to determine their
employees belonging to what kind of generation, which can be The Baby Boomers,
GenX, Gen Z or espcially Gen Y (Millennials). According to the Socio-Economic
Situation Report (General Statistics Bureau, 2016), the Millennials accounts for the
majority (about 51%) of the Vietnamese labor force. In addition, the Millennials has
many different characteristics compared to the previous ones, especially in the
fashion of life, of thinking and ways of doing business... making many firms difficult
because of facing risks such as low performance or job-hopping. Therefore, if an
enterprise wishes to understand its employees, to implement appropriate human
resources strategies to fulfill employees’ needs, maintain and promote, retain talents
so as to improve the business results of the company, the clear understanding about
the impact of job satisfaction on Millenials employee’s job performance is a musthave. This research is also a worldwide trend when it is forecasted that the Millennials
will reach 75% of the global workforce by 2025.
With those above notable emerging and existing problems, however, the
studies drawing solutions or giving a comprehensive understanding about them have
been relatively limited, which just appeared and got attention in abroad with some
studies, and in Vietnam, just be around satisfaction, not mentioned clearly and
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concretely the job performance and the relationship between them, especially for the

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Millennials white-collar.

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Realizing the importance of above issues, the author decided to conduct the
research on the topic “The impact of job satisfaction on employees’ job

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performance: A study of white-collar millennials in Ho Chi Minh City” in order

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to examine, evaluate and display the comprehensive picture about this consequence

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to support businesses as well as corporations build and implement proper personnel

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management with the aim of maximizing not only human capital capabilities but also

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business performance.

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9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

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2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

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b48182 8e6b398 c7a71a 5ee1 f02


5
1.2. Research background
1.2.1. In the world
Since the late 1950s, the impact of job satisfaction on employees’ job

performance has been a topic being much interested and studied all over the world.
To examine this issue, most authors like Brayfield & Crockett (1955), Herzberg et al.
(1957) and Pushpakumari (2008) have used both primary and secondary data
collection methods, through that building and analyzing models to draw conclusions.
Specifically, the following outstanding research papers are included.
Firstly, this impact received inconsistent and weak results from the first
periods, especially which happened before 21st century. In details, prior to raising the
“Motivation - Hygiene factor theory” in 1964, Herzberg et al. (1957), although having
a positive look about this relationship, the correlations they examined were generally
low and came to the conclusion that further attention to satisfaction in relation to
employee’s job performance need to be warranted. Besides, despite finding that
people derive intrinsic value from work, with the studies of Iaffaldano and Muchinsky
(1985) as well as Brown and Peterson (1993), the relationship between job
performance and job satisfaction has also been found to be inconsistent and weak,
which was the same results with the research “Employee Attitudes and Employee
Performance” (Brayfield & Crockett, 1955).

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On the other hand, the effect of Job Satisfaction on Work Performance is

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considered as strong, even positive in other research. For instance, employee

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performance is described as an explicit consequence of satisfying the needs of

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employees in the enterprises by stating that "it was typically assumed by most people

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associated with the human relations movement that job satisfaction was positively

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associated with job performance. In fact, human relations might be described as an

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attempt to increase productivity by satisfying the needs of employees" (Work and

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Motivation, Vroom, 1964). Moreover, when it comes to this modern century – the

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21st, this impact has again affirmed strongly positive with the support from a lot of

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of research findings. Notably, with the recent paper having close topic to this research,

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studying the employees in private sector organizations in Sri Lanka “The Impact of
Job Satisfaction on Job Performance: An Empirical Analysis” (2008), Pushpakumari

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

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b48182 8e6b398 c7a71a 5ee1 f02


6
confirmed firmly that: There is a significant impact of job satisfaction on job
performance of employees working in private-sector organizations.
In general, succeeding studies around the world have begun to explore
employee satisfaction issues early and made significant discoveries about factors that

affect employee satisfaction. Nevertheless, there have not been many articles focusing
on Millennials white-collar employees, namely job satisfaction of Millennials Whitecollar employees. Besides, previous abroad studies have also shown an influence of
employees’ job satisfaction on their individual job performance but no studies have
shown particularly millennials white-collar workers subject.
1.2.2. In Vietnam
Being researched much worldwide, however, in Vietnam, the issue of the
effect of job satisfaction on job performance or job performance separately have not
been received much attention. There is few researches mentioning this topic, although
job satisfaction has still been studied individually.
Concretely, in terms of Job Satisfaction subject, many valuable studies
remarks reliable relevant findings across from the North to the South Vietnam which
can be listed as “Đo lường mức độ thỏa mãn công việc trong điều kiện Việt Nam”
which conducted in Ho Chi Minh City (Tran Kim Dung, 2005), “Đánh giá các nhân
tố ảnh hưởng đến sự hài lịng cơng việc của nhân viên khối văn phòng tại Hà Nội –

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Ứng dụng phân tích bằng mơ hình cấu trúc tuyến tính” which prioritizing white-collar
Ha Noi (Dao Trung Kien, 2014) and also “Các nhân tố ảnh hưởng đến sự thỏa mãn

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5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

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công việc của nhân viên khối văn phòng ở TPHCM” (Chau Van Toan, 2009). Almost

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6241c8cf19 f4fe 18aca c143 58ed f87 5118 5b19 39fdd99 4c7 e0b6 5e9fca936 474

notable research, the amusement in job of Vietnamese as well as staffs in Ho Chi

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05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

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Minh city above average but not very strong; and factors having most significance on

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f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

Job Performance are frequently Job Nature as well as Pay and Benefits.

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54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

Nevertheless, with Job Performance as separate topic as well as when it comes

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to the influence of Job Satisfaction on Job Performance, the number of official papers

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b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

is really limited, which are only listed some as “Would Better Earning, Work

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9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

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Environment, and Promotion Opportunities Increase Employee Performance? An

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ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

Investigation in State and Other Sectors in Vietnam” indicating positive impact of

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080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

salary - benefits, work environment and chances for advancement, not only happens

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79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


7
on job satisfaction, but also employees’ individual performance; the studies like “Job
Stress, Involvement, Satisfaction and Performance of Employees in Garment 10
Corporation in Vietnam” (Viet Duc Than & Cuong Hung Pham & Long Pham, 2016)
and “Determinants of job satisfaction on its impact on Job Performance in PVI HaNoi”
(Phan Ngoc Tram, 2017) with the unique conclusion of the significantly positive
relationship between the satisfaction when doing jobs and employees’ individual

performance.
In summary, the above studies help managers at the enterprises realize the need
to strengthen job satisfaction as well as job performance of workers in compaship.
However, none of the research focuses on Millennials' employees born from 1981 to
1996, who have new and complex personalities in their perceptions, lifestyles and
ways of working. Facing the situation that Millennials is gradually becoming a core
workforce, it is essential to study the factors that influence the satisfaction and job
performance of this generation, especially white-collar employees working for
private-sector enterprises which has seen the significant growth in the last recent
years. In addition, the relationship between Satisfaction and Performance must also
be considered more carefully and more detailed to find out whether Millennials whitecollar employee who is satisfied with his or her job will contribute the most valuable
6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

outcome or not.

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4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

Overall, the research conducted in Viet Nam mentioning Job Satisfaction quite

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688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

abundant, but still rare regarding Job Performance as individual and the relationship

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85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

between them. However, almost of those all come to the posititve findings which are

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d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

firm foundation for further deep investigation.

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05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

1.3. Objectives of the research

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With investigation of both theories and empirical research together with

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54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

survey conduction, the purpose of this thesis is to examine primarily whether or not

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24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

the enjoyment when doing jobs can influence the effectiveness through

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b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

accomplishing these subsequent objectives:

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df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

Firstly, to review theoretical framework and researches which have

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ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

relationships with contain information examing the impact of job satisfaction on job

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d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

performance of millennials white-collar employees in Ho Chi Minh City companies.

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79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


8
Secondly, to determine the impact level of job satisfaction on job performance
of millennials white-collar workers contributing for enterprises in Ho Chi Minh City.
Thirdly, by the way, to find out factors affecting job satisfaction of targeted
subject in Ho Chi Minh City and discrepancy in influence level among distinctive
demographic factors.
Finally, to suggest possible solutions for businesses in Ho Chi Minh City to
boost and strengthen job satisfaction of millennials white-collar and develop practical

personnel strategies to enhance and strengthen employee’s job performance and
business results.
1.4. Subject and scope of the research
1.4.1 Subject
The research focuses on the impact of job satisfaction on job performance of
millennials white-collar employees working in companies in Ho Chi Minh City
The research targets millennials white-collar employees, especially the ones
born from 1985-1997, currently working for companies in Ho Chi Minh City.
1.4.2. Scope
The scope of space: companies in Ho Chi Minh City

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69b235 50a5 c3c862be85 c992 c8a9 d31 cc7 8eb5 4cfda56e 5e9a28 26f8fcf74 565

The scope of time: The research has been undertaken from January to May

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2020, in which primary data obtained through survey conducted from Feb 22nd to

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5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

Mar 9th, 2020

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1.5. Research methods

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This thesis uses a combination of qualitative and quantitative methods.

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In terms of qualitative method, this research goes through process of asking

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people in forms of both focus group and in-depth interviews about their viewpoints

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and feeling of link between job satisfaction and employee’s job performance as well

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as the factors impacting enjoyment in job separately, to more thoroughly understand

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the prevailing insights of targeted subjects through that can optimize the determinants

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chose to build each measurement scale and whole model research further.

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

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b48182 8e6b398 c7a71a 5ee1 f02


9
Besides, to check out those relationships in more logical and explicit way, the
quantitative method is employed. With the preliminary model, scale and hypotheses
built from previous studies, the statistics are conducted by the method of nonprobability convenience sampling of respondents. Primary data are achieved through
an online structured questionnaire which consists of close questions with explicit
choices. This research utilizes the Five-point Likert scale, SPSS and AMOS software
to measure the value and meaning of variables. Additionally, statistical analysis
techniques including Cronbach’s Alpha, EFA, CFA, Pearson’s correlation, SEM
Model as well as ANOVA Test are employed to inspect the reliability of the scale,
proposed model and figure out impact of job satisfaction on job performance of
millennials white-collar employees working in Ho Chi Minh City, together with
investigating impact of some potential elements influencing that satisfaction.

1.6. Research contribution
Theorectically, the paper focuses on a relatively modern subject which no
previous studies domestically and internationally mentioned before, which is
millennials white-collar employees. With self-composed model, this contributes
more comprehensive empirical understanding about impact of enjoyment when doing
jobs on job effectiveness and distinguished characteristics of each element when

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examined on millennials white-collar in Ho Chi Minh City – the most prosperous

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economic center in Vietnam, which can fill the gap in huam resources related research

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aspect between Vietnam and the world outside.

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On the other hand, when it comes to practical aspect, as clarified in the

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rationale section, the Millennials generation plays an important part in the

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contemporary business development and sustainability. Due to diversity in the

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personal attributes and mindset when compared to previous generations like Gen X,

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Baby Boomers or the later one like Gen Z as well as when compared to blue-collar

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workers, millennials white-collar ones appear to have their own typical set of job

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satisfaction as well as the way to perform job productively. Therefore, this paper will

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9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

be the reliable resources for managers or leaders to carefully refer and catch up more

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2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

effectively with millennials employees through that can review and make appropriate

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080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


10
modifications and improvements to current human resources policies with aim of
enhancing business performance in contemporary competition context.
1.7. Research structure
The structure of the research is divided into five chapters as follows:
- Chapter 1: Introduction
- Chapter 2: Literature review
- Chapter 3: Methodology
- Chapter 4: Research results
- Chapter 5: Conclusion and recommendations

SUMMARY OF CHAPTER 1
With the aim of thorough investigating “The impact of job satisfaction on
employees’ job performance: A study of white-collar millennials in Ho Chi Minh

City”, this beginning chapter represents briefly the whole research content which
points out explicitly the emerging serious problems about the personnels in Viet Nam
as well as Ho Chi Minh together with not abundant related research globally and
locally. Furthermore, this chapter also gives general perspective in terms of methods
comprising not only mainly quantitative but also qualitative, subject and scope as

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well as contribution and structure topic.

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bc9 b0bcf6 4689 7071a2 696e7 f15 1a28a c446 11fbd8 db86 80ef6b9 8cc9b6 74dc1

df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

688f0 1fc5a0 f29fe 01a1 f12bc58 e905 f3 c73b1d0e 18686 7c9 5c8 533 ccdd31 d8d

5ac1c03e9 7c0 9d11a 1e51fcb6a1e21 f59a 46c9796 d3ad0 16f5a324 85d6 6092 0b

85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

05bb4 6d10 f6a1 0a49fc87 4f4 ef7ff3 9e845fb 99d8 98157 b65 4c10 7b6 6e5e0 857

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d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

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d600 f8f5a5205 f30 0647 0eaa75fb c03a6 cd1 296a7 baff2fde4fc88 c5d8 0e7e8 0

05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

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f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

ab5a5c1d67 622e0 44fd9c038a98 b3 f82 f5a071 7f5 9adefb04 4eeafe be3 c4c40e

54813e1 1a2e6a 6638e 29b2 0b7 c7e8a 1f7 92736 b1e8 c7ee ba292 7f7 2950 b4a90 b

87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

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c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

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ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


11
CHAPTER 2. LITERATURE REVIEW
2.1. Job satisfaction
2.1.1. Definition of job satisfaction
Job satisfaction is a complicated concept with many different meanings
depending on each person's conception in scientific research.
If according to Locke (1976), job satisfaction is defined as “a pleasurable or

positive emotional state”, which is “a function of the perceived relationship between
what one wants from a job and what one perceives it is offering.”, Job satisfaction is
described as a result of employee's perception of how well their job provides those
things that are considered as important according to Mitchell and Lasan (1987). The
fact that jobs satisfaction is the most vital and constantly studied attitude, is generally
admitted in the organizational behavior field.
Besides, Griffin & Bateman (1986) and Hackman & Oldman (1979) also
suggest that job satisfaction may be defined as: “a cluster of positive and negative
dispositions which are acquired and learned through experience, positive or negative
attitudes based upon a person’s genetic inheritance, an outcome of an individual’s
construction of his or her workplace reality, experience and mutuality of colleagues
and supervisor’s evaluation, and an individual’s job characteristics and the extent to

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which an individual attempts to fit in with these characteristics according to his

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requirements from a job.”

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85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

Moreover, one of job satisfaction descriptions often cited in studies is the

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definition of Spector (1985). According to him, job satisfaction is defined as degree

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6241c8cf19 f4fe 18aca c143 58ed f87 5118 5b19 39fdd99 4c7 e0b6 5e9fca936 474

to which people love (being satisfied) or not liking (not satisfied) work. Therefore,

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05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

6ac85e 6b36 36b4 1df49 c267 c062 235bd48 0e9ed f9 dbd175b8eb7a 87444 0fa0 7

job satisfaction affects how employees feel about different aspects of the job.

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f3a8e f7a276 b2a0 4f9 2b17a 67137 b8a2 b5c136efb1e 7eaf7 81d1f4 316c593 d2c

Or recently, in the study of Theresa & Henry (2016), job satisfaction is

considered as a result of employees’ perception of how well their job provides those

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87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

things which are viewed as important, which the author found that was most

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1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

appropriate based on the characteristics of Millennials' generation that the author

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df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

decided, among many other concepts of job satisfaction used in many related research

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ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

projects around the world. This definition will be used throughout the study.

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d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


12
2.1.2. Measurements of job satisfaction
In order to measure the amusement when doing jobs of personnel, two kinds
of methods are discovered and developed with distinctive features. The first and more
popular way is Job Facets measurements which focuses specifically on checking
satisfaction of each aspect contributing to Job and the other is Global Scale which
measures generally Job Satisfaction in simple opinion scale.
2.1.2.1. Job Facets Measurements
Firstly, Job Descriptive Index (JDI) of Smith, Kendall and Hulin (1969) is

also widely used in more than 1200 studies to assess employee satisfaction at work.
JDI examines job satisfaction of employees through five factors:
-

Nature of work: Regarding the nature of the job, the fit of the job assigned
with competency and personality of the employee.

-

Training and advancement opportunities: Regarding awareness of training,
advancement and self-development opportunities in organizations.

-

Leadership: Relates to the relationship between superiors, subordinates,
support, superior attitude, ability and leadership style.

-

Colleagues: Relates to relationships, behaviors, competencies of
colleagues.
6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

-

Income: Related to fairness in paying employees inside and outside

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company.

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Big drawback of this is not having scale to examine job satisfaction in general.

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Besides, with Job Satisfaction Survey (JSS) of Paul E. Spector (1985),

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d9d2e cb4 2640a 78d3 1c7 88be 3195e d06 f227a 0a55e6 3c9 5c6 e5bdc8 493b45233

although the model was originally built and developed specifically for the service

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05c20 445 f057 6fba59ac8c4e 9bdf4e 2d37a 6e52e 4d1 fc0 d97e 52033 2486 b108 b

industry, JSS is currently applicable to all kinds of enterprises and organizations, from

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profit to non-profit. In JSS, Spector expresses 09 factors to survey employee attitudes

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0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

and satisfaction about the job and the facets of the job, including: (1) Salary, (2)

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Opportunity for promotion, ( 3) Supervision, (4) Contingent Rewards, (5) Coworkers,

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(6) Nature of work, (7) Operating conditions, (8) Communication, (9) Benefits.

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9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

Thirdly, the Minnesota Satisfaction Questionnaire (MSQ) of Weiss, Dawis,

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England and Lofquist proposed in 1967 is quite popular because compared to JDI

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9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

and JSS, this is very specific and uncomplicated to comprehend, simple to apply

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


13
(Spector, 1997). MSQ uses one of the following two tables: a long table of 100 entries
(1977 version and 1967 version) with each aspect being measured by a 5-point Likert
scale ((1) very dissatisfied with the this aspect of the job; (2) not satisfied with this
aspect of the job; (3) cannot decide whether or not satisfied with this aspect of the
job; (4) satisfied with this aspect of the job ; (5) very satisfied for this aspect of the
job) and a shorter measurement table of 20 items (corresponding to 20 elements)
evaluating the overall level of satisfaction in each aspect. The answers for each
evaluation factor are added to the total or average score, creating a total score. The
lower the total score, the lower the employee's job satisfaction level at work. However,
the biggest weakness of MSQ is that the questionnaire is too long. If using the shorter
form of 20 questions, deviations are large and not fully reflect the feelings of the staff.
Last but not least is the Adjust Job Descriptive Index which comes out in the
study “Nhu cầu, sự thỏa mãn của nhân viên và mức độ gắn kết đối với tổ chức”
of Tran Kim Dung in 2005, based on study of Maslow's demand pyramid model.
With this exciting topic, besides 5 elements in JDI, the author has added 02 extra
components ("Benefits" and "Working conditions") to suit the current conditions of
Vietnam. The model consists of 07 factors having an influence on employee job
satisfaction as follows: (1) Salary, (2) Working conditions, (3) Nature of work, (4)
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Benefits, (5) Colleagues, (6) Training and advancement opportunities, (7) Supervisor.

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2.1.2.2. Global Scale Measurement: Single Global Rating

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Single global rating is simply a response to one question. Example: all things

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considered, how satisfied are you with your job? Here respondents decide among the

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answers indicating from “highly satisfied” to “highly dissatisfied”

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To summarize, amusement when performing jobs is the topic receiving much

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interest all over the world which have been shown through lots of studies. The results

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for the elements having an impact on this also get great attention, which appear quite

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87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

commonly and popularly as Salary, Coworkers, Nature of work, Training and

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c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

advancement opportunities, Supervisor Working Conditions and Contingent Rewards.

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1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

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2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

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9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

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b48182 8e6b398 c7a71a 5ee1 f02


14
2.2. Employee’s job performance

2.2.1. Definition of employee’s job performance
In contrast to the huge volume and last-long period studies of job satisfaction,
the concept of employee’s job performance just recently has been studied carefully
from the beginning of 21st century up to now.
One of the first definitions of employee’s job performance is that it is regarded
as “the behaviours individuals engage themselves in or produce that are in line with
and contribute to an organization’s goal” (Viswesvaran & Ones, 2000). Over ten
years later, Ahmad and Khurram (2011), also argue that employee performance
symbolises the broad belief of the personnel about their behaviour and contributions
towards the achievement of the organization. Besides, according to Nmadu (2013),
employee’s performance is a degree of accomplishment of task(s) that form an
employee’s job. This definition was appropriate with the one given by Business
dictionary (2010), that employees performance is “the accomplishment of a given
task measured against pre-set standards of accuracy, completeness, cost and speed”.
In author’s point of view, employee’s job performance, especially millennials’
ones nowadays, not just only related to accomplishment but also relying on
behaviours expressing in routine to support for business performance; hence, it is

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found as the most suitable among above concepts of job applied throughout the study.

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2.2.2. Measurements of employee’s job performance

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Firstly, Validity of Self-Evaluation of Ability: A Review and Meta-

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Analysis of Mabe and West's (1982) indicated, though both subjective ratings types:

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self-reports and supervisory ratings have potential problems like bias, distortion, self-

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reports may be a more valid indicator of performance which has been widely accepted.

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In second place, about Performance Rating, in The motivational bases of job

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satisfaction and job performance (Wofford, 1971), supervisors assessed

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performance of their subordinates on a rank order form which focused on output

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1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

quantity, ouput quality, work effort expended. If an employee was rated in upper half

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of work group for any two of these criterias, he was placed in high-performance group.

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9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

080f1 60e2 d78 c3f57a67a b43d1d4 9e5d1 7ed5 3e3b57ad1 6592 cc4d62 b9aa8 7e3

d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


15
Additionally, in 2008, with The Impact of Job Satisfaction on Job
Performance: An Empirical Analysis, M. D. Pushpakumari measured employee
performance in terms of effort extended to job. The questionnaire included seventeen
close-ended questions to assess relevant variables that required answers can be gained

more easily. Respondents were requested to determine their level of effort extended
to the job by using a five point Likert scale ranging from great extend to very little.
Last but not least, recently, in 2013, on International Journal of Productivity
and Performance Management, study of Development of an individual work
performance questionnaire indicated Individual work performance consists of four
dimensions: Task performance defined as “proficiency or competency with which
one performs central job tasks, which include work quality, work quantity and job
knowledge”, Contextual Performance which are “individual behaviors that support
the organizational, social and psychological environment in which the technical core
must function”, Adaptive Performance known as “the extent to which an individual
adapts to changes in a work system or work roles” and Counterproductive work
behaviours, the ones can restrict, harm and destroy the development of organisation
in general as well as the productivity in particular. Among 47 questions representing
47 small variables belonging to 4 above dimensions, the study showed clearly which
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ones appropriate to measure individual work performance in all occupational sectors

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in general and white-collar employees in specific, which is the good and firm base

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for author to rely on and establish performance measure scale for this study.

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85cbfd0 b14 f24 f71ee 04fbcfdd5 ed71 5fb4642 584d703 b0754 31c9d59 8785 e42

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2.2.3 The impact of job satisfaction on job performance

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There is few research with this topic, yet lead to two results. Firstly, in abroad,

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it was insignificant before 21 century along with the “Motivation - Hygiene factor
st

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theory” (Herzberg et al, 1964). Though having a positive look about this relationship,

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the correlations they examined were generally low and came to the conclusion that

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87d180a 6f6 794a2 2d3 bb70a 4e2d2289aa8 df113fa 96d4 dd6 0d1 555e5 50f50086

further attention to satisfaction in relation to employee’s job performance need to be

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c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

b4a4b4 8b05 3489 bfa88 9d0 2057a9 3d2fb dd52 510 c0571 74e5 b5d0 9708 eb22 f03

warranted. On other hand, recent ones in Vietnam and abroad as “The Impact of Job

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9f937 3257 f26 5f9 43b5 6a1771 9851 f86 54481 0935 c52 003e be480 8c5 d5fba3e7

Satisfaction on Job Performance: An Empirical Analysis” (Pushpakumari, 2008),
“Job Stress, Involvement, Satisfaction and Performance of Employees in

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2b77ae3 f85 3222 3db95346 d300 0d8 68e6ddad9 20a7ba 014 ce7d06ee8 95a2fa e1

ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

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Garment 10 Corporation in Vietnam” (Viet Duc Than & Cuong Hung Pham &

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f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


16
Long Pham, 2016) and “Determinants of job satisfaction on its impact on Job
Performance in PVI HaNoi” (Phan Ngoc Tram, 2017) with unique conclusion of
significantly positive relationship.
All in all, Job Performance concept have proved as crucial when it comes to

personnels quality. With consensus in findings all over world, this concept not only
focus on outputs directly related to each staff’s scope mentioned in job description,
but also emphasizes relevant facets like efforts, soft skills (flexible, communication),
positive attitude; which all constitue to the complete and overall assessment. Also,
this concept has been strongly recognized as positive resulted from job satisfaction.
2.3. The Millenials
2.3.1. Definition of Millennials generations
The term Millennials is often used to refer to individuals who reach adulthood
around the beginning of the 21st century. However, there are many different concepts
about this generation. Neil Howe and William Strauss, author of the book
"Generations: The History of America's Future, 1584 to 2069" (1991) are supposed
to be the ones who created Millennials term. Howe and Strauss defined the
Millennials generation to include individuals born from 1982 to 2004.
6b4090 276 f85e 7e79a2 7b4 f9d31306 2ff9828 5326 33d3 1409 b83a2 1eabae5 c78

However, up to now, the age limit of Millennials has been determined by many

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4bb45 0f2 178 f0e02 f11 f3 f858 dd7 e448a6 231fe65db2a88 2044 c48 1c3 5a24df6

different points of view. In the book "The Lucky Few: Between the Greatest

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df3a6 b9d39e60 7c3 09863 4a0f18e f8e90e f5 f54e 4fe0e e17fc36 91491 3481e 6e

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Generation and the Baby Boom" by Elwood in 2008, the definition of this generation

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was the ones born during 1983-2001. In the 2013 report, professional service firm

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Price waterhouse Coopers (PwC) suggested that the Millennials were born between

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1980-1995. Besides, according to Synchrony Financial (2014), one of the leading

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consumer financial services companies in the US, Millennials were born in the period

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0a2f44 210d1bfbcc3a7 35d5 1d13 f37 7b1 72d0 079b6dc0dfc35 e5ac1d8a5 f07 b5

from 1976 to 1992. Or recently, in 2018, regards to Pew Research Center – the

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institute in Washington D.C informs publicly the demographic research, trends or

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24f6fb cc2 c3e2 d82a 7f4 2dc11d3 f7a8 4c9 d529 044 b7cfa91b4143 0b68 8aca f29

c5eac84c3f6 c86 c63 6c6 9f5ae 9f2 1f1 94c4b94 d1 c92e f3b8 8c4 e9b9a 3b5 cb2 8e

social issues, the year born of this typical generation is officially between 1981 and

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1be6b6b5 d865 d19a15 7c0 c61 287d53f3bbef7 b31 c9b2 6f7 1494 f5a9 52c6be3 c9

1996 (ages 24 to 39 in 2020). With the reliability of the institute and the updating in

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df50 b161 db0 3291ea f55 69f0537a9 e320 25a6bfdb6a95a68 c4 df2 df6e38a9 623

terms of date, the author decides to choose the definition of Millennials generation is

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ab38e52 7a1f04aa55 bce 221d5ac4 2f1 4f8 b883 b9c08a42 99f2488 c61 c615 f54 f

9a4dfb005aa 1c4 96bfb25 b1e0 d760 7750 67084 0577 2254fb1 58f03b2 d6b49817

people who were born between 1981 and 1996 as the range for further analysis.

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d22c57008 165 f64e 080b2350 cf37f2d7a0 6aa0164 4b4aaa b383ae 0d92a cab8b5

f8d2 e7f0b0d5d0 c7b2466 32074 e7d5 dee c289 77f33ed0 b62 c2abcf2417 1c5 5ab

79a5e77a d2d6 c3 bc8e 88b1bde 442fe00d6c2 8da41 da9d0585 dc8aa 9f0 c70 f60 4

447b14 faea0 d730 d286 87a0ee 3e82 c349 609d215 f8355a d21 7fd8 774e8 99bf88

d54395a c02 c16 b196 cc74e0 c79 d3a2a7 c15aa 5b71 b9aa86 8194 7ac88 281e 8d76

b48182 8e6b398 c7a71a 5ee1 f02


17
In addition, this generation is also known by different names like Generation
Y, Global Generation, Generation Next, and even called Net Generation (Internet
Generation), Screenagers (Generations along with computer screens), or Facebookers
for being first generation to grow and intimately connected with digital devices.
2.3.2. Characteristics of Millennials in general

The prominent feature of Millennials is their interest in the technology, as they
were born and raised during the booming and skyrocketing development phase of
information technology throughout the world as well as in Vietnam. These tech-savvy
multi-taskers grow, mature and work via the internet, laptops, smartphones, tablets...
when the access to information sources is endless and extremely fast (Jessica Brack
& Kip Kelly, 2012). It can be said that social networks are extremely familiar, so they
can learn good knowledge and communicate effectively with people half a world
away from them. This learning contributes to their positive, "can-do" thinking when
confronting challenges and the desire to interact, expand more and more relationships.
They are people with high self-esteem, high assertiveness and especially love
flexibility and require promotion faster than previous generations. Hence, Millennials
are also known for: irregular, impulsive, lack of long-term attachment...Besides, they
are the most diverse generation up to now. This diversity is manifested in many areas:

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in work, life, hobbies, relationships, etc., and that diversity is found throughout the

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world, not just one race or one ethnic group (Jessica Brack & Kip Kelly, 2012).

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2.3.3. Millenials at work

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Firstly, about desires of businesses they contribute, Millenials value concept

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"Money is not everything", besides there are many other factors equally important

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like the interest of self-development, the balance between work and life becomes

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important which is, they both desire a career and hope to spend time with the world

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around them outside of their work. Besides, high desire for leadership and expectation

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for advancement quickly on the career path. Therefore, they expect immediate

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dedication to the organization and expect rapid promotion, not willing to contribute

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and wait a few years to be recognized and progressed slowly on their career path;

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Moreover, Millennials is generation having desire to receive immediate

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feedback from higher level with optimistic attitude to improve, because they attach

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18
great importance to self-development. Also, training are one of ways benefiting them
most in addition to salaries. Employees who choose training and development is more
than three times that of choosing bonuses, because training brings personal
development and has long-term future benefits (PwC, 2008). Hence, effect of

satisfying employees just by raising wages will be less effective for Millennials.
Secondly, about work-related perspectives such as work nature, superiors and
working environment, firstly, Millennials appreciate importance of tasks and expect
work to be done in accordance with their ability. Moreover, Millennials also has their
own distinguished characteristics. Millennials do not consider superiors to be experts
(like previous generations), because in current technology era they know where to
find information, even broader rather than just getting from superiors. Instead, they
see superiors as coaches or mentors - a greatly important factor for development.
And finally, regarding salary and benefits-related issues, majority of
millennials express that salaries partly reflect their position, role and competency,
and are necessary tools to serve their aspirations, passion or self-development. Since
then, unlike the previous generation, they are not trying to find places with higher
wages for the reason of living, but for a way of reflecting their competence as well as
serving diverse life outside work. Therefore, salary still plays extremely important
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role for Millennials, only different from previous generation in terms of purpose

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(Deloitte Millennial Survey, 2017).

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To finalize, Millennials is the tech-savvy generation with plenty of typical

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characteristics due to born, growing and striving in this booming phase of technology,

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which can be listed as individualism, optimisim, can-do attitude, achievement -

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oriented and continuous learner. Hence, thorough understanding about this

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generation which contribute major workforce in 10 years later is indispensable.

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SUMMARY OF CHAPTER 2

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In chapter 2, 02 main parts are established. On one hand, the author synthesizes

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definitions along age limits and characteristics of Millennials with theories and

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research. Also, the author gathers previous papers of many authors about employee

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satisfaction and performance at workplace. In chapter 03, the author clarifies impact

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of factors on satisfaction and influence of satisfaction on job performance.

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