Determinants of employee loyalty in movenpick hotel saigon

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PART I: INTRODUCTION
1. Research Background
The hotel industry is encountering a highly competitive environment worldwide. The
formulations of a marketing strategy, strengthening of hotel operations, and upgrading the quality
of service have become essential not only for profitability, but also for a hotel’s survival.
According to the Vietnam Tourism, the hotel classification system consists of two groups which
are the international tourist hotels and ordinary tourist hotels. The international hotels are four-star
or five-star equivalent hotels, while ordinary tourist hotels are three-star equivalent hotels.
The hotel industry has been recognized as a potential prospect in the growth of the service
industry in Vietnam. However, the growth of hotel industry is impeded by the high turnover rates
of employees who worked in the hotel industry.
Hotels that provide higher salaries, strong reputation, and benefit-in-kind can easily retain their
employees because the employee satisfaction is achieved. Employee satisfaction is the employees
who enjoying their positions and feels rewarded for their efforts will ultimately be the most
successful, as well as the most beneficial to their companies. Employee satisfaction is also used to
describe the employees’ happiness, contented, fulfilling their desires and needs at work.
Employee satisfaction is a factor in employee motivation, employee goal achievement, and
employee morale in the workplace. A mediocre employee would like to stay in the organization if
the employee satisfied with the workplace environment. Moreover, the longer an employee works
for a company, the more valuable they are becoming, especially in the service industry.
Heskett et al. (1997) as cited in Abdullah (2011) stated that, staff training programs can helps to
create the employees satisfaction and loyalty. Besides, according to Sturgeon (2006) also agrees
that training is one of the main drivers of employees’ satisfaction. From here, researchers also
know that an industry which offers training programme to their employees may increase their
employee satisfaction.
The employee satisfaction will directly affects the employee loyalty in hotel industry. Employee
loyalty can be described in terms of a process, where certain attitudes give rise to certain

behaviors. Loyalty has two dimensions which is internal and external. Loyalty is a fundamentally
of an emotional attachment. The internal dimension is the emotional components. It includes the
feelings of caring, of affiliation and of commitment. Employer must understand their employees
feeling and the employees who are facing any problem can consult with counselors that provide
by the employer. This can increase the employees’ loyalty to the employer by reducing the
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turnover rate. Next, external dimension has to do with the way loyalty to manifests itself. This
dimension is comprised of the behaviors that display the emotional component and is the part of
loyalty that changes the most. According to Rider (1998) as cited in Mehta et al. (2010) found that
trust, loyalty and related norms may have a crucial economic role to play and it does not follow
that regulation should be used to foster their development. In addition, according to Cunha et al.
(2002) state that the relationships of the interplay between culture, structure and leadership which
are managed to build employee loyalty. These processes are effective because the employees
reinforce with one another.
The model chain of relationships between profits and growth are linked to the customer loyalty
while customer loyalty is linked to customer satisfaction, in turn, customer satisfaction is linked to
service value while service value is linked to employee productivity, whereas employee
productivity is linked to employee loyalty, employee loyalty is in turn linked to employee
satisfaction, and employee satisfaction is linked to internal quality of work life.
Problem Statement
The hotel industry has been recognized as a potential prospect in the growth of the service
industry. However, the growth is impeded by the high turnover rates of employees in the hotel
industry. Many organizations in the hotel industry face difficulties in retaining employees since
the organization unable to identify the factors which contribute to employee satisfaction and the
resultant loyalty.
Retention experts said that hotels spend thousands dollar to train for each new employee to
replace a seasoned worker who leaves every year. It is no longer a startling fact that the cost of

losing an employee is between half and one-and-a-half times their annual salary (CHA
International, 2009). So, recruiting new staff is a time consuming and expensive exercise that
directly affects the organization’s bottom line.
The hotel industry has higher turnover rate issue from the loyalty of employees towards the
company. This may linked with the employees’ job satisfaction that the company given.
Therefore, organizations should be concerned about their employees’ level of job satisfaction
because employees’ satisfaction increases employee retention.

So I have chosen the thesis " Determinants Of Employee Loyalty In Mövenpick Hotel
Saigon"
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2. Research Objective
2.1. General Objective
The main objective of this research is to fill up the above mentioned gap in the problem statement.
According to the research problem, the following objectives are identified in addition to the main
objective to achieve through this research. In order to get more information to achieve the
objective of this research, researchers have conduct literature review to understand the concept of
each variable in this research.
Specific Objective
The specified objectives are as below:
i. To find out the relationship between career development and employee loyalty.
ii. To find out the relationship between compensation and rewards, and employee loyalty.
iii. To find out the relationship between job security and employee loyalty.
iv. To find out the relationship between working environment and employee loyalty.
v. To ensure that the relationship of the factors in the employee satisfaction and employee loyalty
in Hotel Industry how can retaining employee.
2.2. Research Questions

Based on the problems have been identified in problem statement lead to create the objectives of
this research. In order to conduct this research, researchers have developed few questions such as:
(1) What are the relationships between compensation and benefits and employee loyalty in Hotel
Industry?
(2) What are the relationships between career development and employee loyalty Hotel Industry?
(3) What are the relationships between job security and employee loyalty Hotel Industry?
(4) What are the relationships between working environment and employee loyalty Hotel
Industry?
(5) How ensure that the relationship of the factors in the employee satisfaction and employee
loyalty in Hotel Industry that can retaining employee ?
3. Objects and study range
3.1. Content and researched
- Content of the main research topics related to matters of employee loyalty at the hotel.
- People of the survey include: employees are working at Mövenpick Hotel Saigon.
3.2. Study range
- Space: At Mövenpick Hotel Saigon.
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- Time: Analysis and assessment of employees’ loyalty in the period 2012-2014 and
proposing solutions in 2015- 2016.
4. Research Methodology
4.1. Data Collection Methods
Collecting primary data: To do this study, I surveyed the employees, working at Mövenpick Hotel
Saigon by questionnaire surveys method and direct interviews to get the necessary information.
Collecting secondary data: I rely on published or collected datas from Mövenpick Hotel Saigon
to collect the necessary data for the subject.
In addition, scientific research reports of the author have been published in magazines, books and
newspapers are also used for getting reference information in the subject.

4.2. Data Analysis
The data are collected from the questionnaires that given to 20 respondents were coded and
analyzed by using the computerized SPSS16.0 (Statistical Software Package for Social
Science software version 16 ). The data are used for description and inference regarding the
factor that employee satisfaction and its effect toward loyalty in this hotel.
4.3. The analytical method
- Descriptive statistic method of working experience, gender, age, educational level, position,
working department, seniority.
- EFA method analyzes factors affecting loyalty of employees to the Mövenpick Hotel
Saigon.
- Regression correlation methods were used to determine specifically importance of each
factor affecting employees’ loyalty to the Mövenpick Hotel Saigon.
- The statistical test methods were used to test differences according to the individual
characteristics of the employees’ loyalty at Mövenpick Hotel Saigon.
4.4. Expert method
During the research process, I used collection and consultation method of experts in hotel
industry to give solutions for the topic.
4.5. The steps to study
The study was implemented by two steps: qualitative research and quantitative research.
Qualitative Research
A qualitative research to explore, adjust and supplement the observed variables in order to
measure the researched concepts. This study mainly focused on in-depth interviews with 160
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employees in different positions such as reception, restaurant, cook, room, engineering
department to determine preliminary factors affecting the loyalty of the staff at Mövenpick
Hotel Saigon.
Preliminary research result as a basis for designing questionnaires to give to formal research.

Quantitative Research
Quantitative research was implemented following the proposed research model to analyze
factors affecting employees’ loyalty at Mövenpick Hotel Saigon.
Sample size: According to Hoang Ngoc Trong and Nguyen Mong Chu (2008), in the case
choosing on purpose sample, if the sampling process is taken place in the following principles
and reasonableness, the sampling can be considered randomly. This can be acceptable in
researching. Investigated objects are the staff of the Mövenpick Hotel Saigon.
Because of having difficulties, I can not get a list of overall employees’ hotel and approach
them to investigate directly, the questionnaire is based on approaching the staff easily and
following a certain principle to ensure accident. According to Hair & CTG (1998), in order to
be able to analyze explored factors for colleting data with the sample size which is at least 5
samples of 1 observed variable.
Basing on the total variable of official questionnaires will select a number of samples that are
5 times as the total variables as the first sample to survey customers directly. With 21
observed variables in the questionnaire are the number of questionnaire to investigate would
be 21 * 5 = 105 questionnaires. In addition to avoiding some information questionnaires are
incomplete or unusable, I investigated further 55 questionnaires. The total investigated
questionnaires will have 160 questionnaires.
In the topic, I use statistical economic method to conduct to gather, process and analyze data.
After that I analyze the relationship between these factors and find solutions to the problem.
During the research process, I use the collecting method and consultation of experts in hotel
management industry, consulting working experience in the maintenance and development
human resources in order to offer solutions for the topic.
4.6. Research Process
Stage 1: Using qualitative research methods. Collecting information from this qualitative
study aim to explore, supplement for the model, adjust the scale of factors affecting
employees’ loyalty.
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Stage 2: Using quantitative research methods by interviewing technical employee working at
Mövenpick Hotel Saigon through detailed questionnaire. The model uses scale Likert with 5
points from choosing number 1 meaning "strongly disagree" to selecting the number 5
meaning "strongly agree".
Collecting data is solved by SPSS. After codifying and filtering data which will go through
the following analysis:
Level of reliability rating: reliability of the scale is assessed by Cronbach alpha coefficient,
after that unsuitable variables will be eliminated and the scale will be accepted as Cronbach
alpha coefficient is satisfied.
Next, Analyzing factors will be used to eliminate measurement variables which are satisfied.
Testing model’s hypotheses and the suitability level of generality model. Multivariate
regression analysis use to identify factors affecting employees’ loyalty and what factors
influence the most.
Finally, verifing T-test and analyzing ANOVA are to find difference with statistic meaning
following several personal characteristics and employees’ loyalty.
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Figure 1 : Research Process
Objective of
the study
Studing theory
basis of loyalty
Basing on real
situation of the
company
Stage 1
Stage 2
Face to face
discussion

Qualitative
Research

Quatitative
Research

SPSS
software
Solving and
summarizing
data
Gathering
information
Concluding and
proposal
Interviewing by
questionnaire

n = 145
Result and
discussion
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5. Meaning of theory and practicality in the topic
Researching systematized scientifically and practically about employees’ loyalty at
Mövenpick Hotel Saigon. Research result , proposals and solutions can help Leaders of

Mövenpick Hotel Saigon having appropriate management policies to promote and use human
resources well. This study is a scientific document which is valuable reference for related
researches.
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PART II II: LITERATURE REVIEW
Chapter 1: Introduction
1.1. Review of the Literature
1.1.1 Employee loyalty
An ongoing heated discussion about what characterizes a loyal employee has been taking
place for many years (see e.g. McCusker & Wolfman, 1998; Meyer & Allen, 1997; Morgan &
Hunt, 1994; Powers, 2000; Solomon, 1992; Stum, 1998). The common denominators for this
discussion appear as follows: A loyal employee
- is less likely to look for work elsewhere – expects to stay with the company both in the
short- and long-term,
- would recommend working for the company to others – proud to be working for the
company,
- is interested in doing her/his best, and make an extra effort when required – this relates to
the individual employee’s performance and contribution to the company value,
- develops strong relations to the company – temporary dissatisfaction with the job is
accepted,
- is interested in improving her/his own performance – offers suggestions for improvement,
interested in participating in various training and educational activities, etc.,
- has an attitude and behaviour that match the company’s values, visions and goals.
In short, a loyal employee is defined by her/his identification with involvement in and
commitment to the company, and by being motivated to perform beyond expectations.
1.1.2. Review of Relevant Theoretical Models
1.1.2.1. Maslow's hierarchy of needs

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his
1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently
extended the idea to include his observations of humans' innate curiosity. His theories parallel
many other theories of human developmental psychology, some of which focus on describing
the stages of growth in humans. Maslow used the terms Physiological, Safety, Belongingness
and Love, Esteem, Self-Actualization and Self-Transcendence needs to describe the pattern
that human motivations generally move through.
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Figure 2 : Maslow's hierarchy of needs

1.1.2.2. Herzberg's motivation-hygiene theory
The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor
theory) states that there are certain factors in the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction. It was developed by psychologist Frederick
Herzberg, who theorized that job satisfaction and job dissatisfaction act independently of each
other.
Two-factor theory fundamentals: Attitudes and their connection with industrial mental health
are related to Abraham Maslow's theory of motivation.
Two-factor theory distinguishes between:
Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction,
arising from intrinsic conditions of the job itself, such as recognition, achievement, or
personal growth,and
Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not
give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic
to the work itself, and include aspects such as company policies, supervisory practices, or

wages/salary.
1.1.2.3. Expectancy theory
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the
processes that an individual undergoes to make choices. In the study of organizational
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behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the
Yale School of Management.
"This theory emphasizes the needs for organizations to relate rewards directly to performance
and to ensure that the rewards provided are those rewards deserved and wanted by the
recipients."
Victor H. Vroom (1964) defines motivation as a process governing choices among alternative
forms of voluntary activities, a process controlled by the individual. The individual makes
choices based on estimates of how well the expected results of a given behavior are going to
match up with or eventually lead to the desired results. Motivation is a product of the
individual’s expectancy that a certain effort will lead to the intended performance, the
instrumentality of this performance to achieving a certain result, and the desirability of this
result for the individual, known as valence.
Expectancy theory proposes that an individual will decide to behave or act in a certain way
because they are motivated to select a specific behavior over other behaviors due to what they
expect the result of that selected behavior will be. In essence, the motivation of the behavior
selection is determined by the desirability of the outcome. However, at the core of the theory
is the cognitive process of how an individual processes the different motivational elements.
This is done before making the ultimate choice. The outcome is not the sole determining
factor in making the decision of how to behave.
1.1.2.4. Equity theory
Equity theory is a theory that attempts to explain relational satisfaction in terms of
perceptions of fair/unfair distributions of resources within interpersonal relationships.

Considered one of the justice theories, equity theory was first developed in 1963 by John
Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to
maintain equity between the inputs that they bring to a job and the outcomes that they receive
from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that
people value fair treatment which causes them to be motivated to keep the fairness maintained
within the relationships of their co-workers and the organization. The structure of equity in
the workplace is based on the ratio of inputs to outcomes. Inputs are the contributions made
by the employee for the organization
The three primary assumptions applied to most business applications of equity theory can be
summarized as follows:
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(1) Employees expect a fair return for what they contribute to their jobs, a concept referred to
as the “equity norm”.
(2) Employees determine what their equitable return should be after comparing their inputs
and outcomes with those of their coworkers. This concept is referred to as “social
comparison”.
(3) Employees who perceive themselves as being in an inequitable situation will seek to
reduce the inequity either by distorting inputs and/or outcomes in their own minds (“cognitive
distortion”), by directly altering inputs and/or outputs, or by leaving the organization. (Carrell
and Dittrich, 1978).
1.2. Overview of employees’ loyalty researches
Overview of employees’ loyalty researches
Vũ Khắc Đạt (2008) researched factors that affect employees’ loyalty in Southern Viet Nam
Offices of VietNam Airline and thought that there are six following ones:
(1)
Leadership
(2)

Human relations and values
(3)
Personal development and competencies
(4)
Job contents
(5)
Creativity and innovation
(6)
Customer orientation
After synthesizing some staff and leaders of some hotels and basing on Vũ Khắc Đạt’s researches
on employees’ loyalty in the Southern Viet Nam Offices of VietNam Airline, my subject will focus
on researching such factors: salary, colleague, award, benefit, training and developing opportunities
and how they affect to employees’ loyalty
Salary
Salary is a cost, also a kind of properly. The cost reflects through labor cost. In services sector, labor
cost occupies about 50% of total cost. However, salary is also a kind of property because it forces
staff attempting. It is a potential that can affect employees’ work behavior, can make employees
working more effectively. Salary helps employees improve their work, increase productivity and the
percent of employees quitting their job will be lower
Some companies want to be on top of well-paid list companies. They want to attract talented people.
They believe paying salary higher than other companies will attract higher potential applicants.
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There are companies that apply the policy of paying salary lower than the general current. There are
two reasons why these companies do that:
- First, they are in tough financial condition
- Second, they think that there is no need to use good workers to do simple jobs. But researches
proved that paying low salary doesn’t mean they can save a part of labor cost. On the contrary, these

companies will be costed more because employees will work ineffectively, the rate of good worker
leaving will be higher , they will seek other company that pays them more
According to Trần Kim Dung (2003) , remuneration is always one of tougest problem for CEOs.
Companies have a lot of various perspective and target when arranging the payment system, but
generally, they are directed to 4 basic targets:
Attracting staff: proposed salary is one of the most basic factors for applicants to decide whether
they should accept the jobs or not), the more salary companies pay, the more attraction they have to
attract the local potential applicants
Keeping good staff: to keep good employees, paying high salary is not enough, companies must
show the fairness inside the organization. When employees find that their company pays them
unfairly, they usually feel uncomfortable, be inhibited and be depressed, even leave the company
Stimulating, encouraging staff: if employees find that companies’ policies and activities will not
commensurate with their effort, hard working; they will stop trying, gradually, it will form inertia in
all employees
Meeting all law issues: basic law issues related to paying salary in company usually focus on the
following issue: the regulations of lowest salary, time and work condition, regulations of child labor,
allowances, regulations of social benefit such as social insurance, sick leave, maternity leave,
occupational accident )
Colleague
People get a lot of things from work rather than only money and visible achivements. For most of
laborers, job also have to satisfies their interaction needs. Therefore, it is not surprised that when
having good parners will increase the satisfaction in work. Leader’s behaviors is also an essential
factor that create satisfaction. Satisfaction of labors increases when their leader is knowledgeable,
friendly, paying compliment at the right time, good listener and paying attention to his employees’
benefits (Nguyễn Hữu Lam, 1996)
To make employees working with all their heart, communication arts between superior and
subordinate is very important. The more CEOs create friendly, truthfully environment, good
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relationship, behave courteously, respect their staff, listen their opinions, don’t force them by power
but by real prestige; the more their talent will be promoted , stimulate them working hard and more
efficiently
Rewards:
All employees want to be rewarded for their dedications or contributions with certain ways.
Workers can not only receive from organizations money, but also to confirm that none of the people
work for the money. Money will be powerful factors for workers with low qualifications and those
who pursue wealth material , but money has impacted little to those who prefer to do the
challenging job. Therefore, the reward should aim at individual demands of the employees.
Expectant theory indicates that the employee will not pursue the rewards when they found the
reward is unattainable. Thus, the material incentives must be designed in the way that it will create
workers’ confidence in the associated labor between effort and reward. Thus, the material incentives
must be designed in the way that it will create workers’ confidence in the association between
reward and effort.
Moreover, the reward must show individual fairness (compare the spent efforts with gotten reward)
and social justice (compare your efforts and reward with others’ in the same conditions). If the
reward does not bring labors a awareness of justice, it is difficult to have good activities for labors.
Benefits:
According to Tran Kim Dung (2003), welfare show the concern of the enterprise to labors’ lives and
stimulate the employees’ faith and their strong attachment to the enterprise . The welfare of the
enterprise includes: Social Security and health insurance; retirement; furlough, holiday; lunch
sponsored by enterprises; enterprise’s allowance for workers with many children or with
disadvantage; enterprise’s gifts for employees on birthdays, weddings, employees’ longevity
parents.
For Nguyen Huu Than (2001), welfare consists of two main parts: the welfare under the law and
the welfare that companies volunteer to apply a part to stimulate employees to work, and partly to
maintain and attract talented people to work for the company. Voluntary welfare is health insurance
programs, services, the program paying harmful allowance and other subsidies such as subsidies to
establish children care centers while their parents work or program diagnosing and treating

hypertension. Each company has many initiatives about the different types of welfare, but all have a
common goal is to encourage employees to work, and to be much more close- knit with
companies.
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Training opportunities and promotion
Training and development are to help employees update skills, new knowledge, and they can
successfully apply technological changes, technology in the enterprise. Besides, they help
employees get the necessary skills for opportunities for advancement and replace the management
staff, the necessary speciality.
Satisfaction of the training and development demand for staffs will stimulate them to conduct better,
achieve better achievements, and want to be given the tasks with more challenge and many
opportunities for advancement better. Therefore, training is viewed as a basic factor to meet the
strategic objectives of the organization. Quality of the staffs has become one of the competitive
advantages of enterprises, and so enterprises should focus on training policy and create opportunities
for employees to develop themselves (Tran Kim Dung, 2003).
Figure 3 shows the conceptual model of employee loyalty. It is developed partly on the basis
of the theories within the area, partly on the basis of experiences from practice (Eskildsen &
Dahlgaard, 2000; Eskildsen & Nussler, 2000; Graversen, 1992; Hackman & Oldham, 1980;
Herzberg, 1987; Herzberg et al., 1974; Martensen et al., 2000; McGregor, 1960, 1990; Schein,
1965; Smith et al.,1969; Spector, 1997; Voyles, 1999; Weiss et al., 1967).

Figure 3: The Estimated Model of Employee Loyalty

The three variables to the right of Figure 3 are the results areas:
Job satisfaction
Employee loyalty
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Perceived contribution to the company value
The six variables to the left of the model should be viewed as determinants for the results
areas.
The determinants are:
Leadership
Human relations and values
Personal development and competencies
Job contents
Creativity and innovation
Customer orientation
The arrows in the model show the expected relationships between the variables supported by
theoretical and empirical studies discussed below. Thus, the arrows show how the employees’
loyalty and contribution to the company value are produced.

In the following, we will briefly discuss each of the nine latent variables.
(1) Leadership
(2) Human relations and values
(3) Personal development and competencies
(4) Job contents
(5) Creativity and innovation
(6)Customer orientation
(7)Job satisfaction
(8) Employee loyalty
(9) Perceived contribution to the company value
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Based on the practical operation, the Mövenpick Hotel Saigon will use six variables for
monitor and controlling employee loyalty, thesis theme designed research model as follows.

Figure 4: Research model

The assumptions of the model
• H1 (+): High salary makes the employees more loyal to the company
• H2 (+): Colleague encouragement makes the employees more loyal to the company.
• H3 (+): Good reward makes the employees more loyal to the company.
• H4 (+): Benefit assurance makes the employees more loyal to the company
• H5 (+): Training and promoting opportunity makes the employees more loyal to the
company.

Salary
Training and
promotions

Benefits

Rewards

Colleagues
H1
H4
H3
H2
H5
Employee loyalty
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Chapter 2: Analysis Factors Affecting The Employees Loyalty At Movenpick Hotel
Saigon
2.1. Mövenpick Hotel Saigon



Mövenpick Hotel Saigon
253 Nguyen Van Troi Street, |Ho Chi Minh,|Vietnam
Modern design and comfort in Saigon
A focal point of the bustling Phu Nhuan District, the Mövenpick Hotel Saigon is a 10-
minute drive from Tan Son Nhat International Airport. The city centre can be reached in
20 minutes.
Combining five-star luxury with Vietnamese hospitality, Mövenpick Hotel Saigon make it
our business to anticipate your every need.
Mövenpick Hotel Saigon provide conference rooms with state-of-the-art facilities and
great dining experiences in our 5 restaurants.
Key Features
278 well-appointed rooms and suites
5 unique restaurants and a bar
Conference rooms for up to 450 persons
Gym and wellness studio, pool
Near public transport, shopping
Modern rooms and suites
The Mövenpick Hotel Saigon in Ho Chi Minh City offers 278 well-appointed modern rooms
and suites, including 34 connecting rooms. All rooms are equipped with LCD flat screen TVs
and offer a wide selection of international cable TV channels. A minibar, individual safe, tea
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and coffee service are standard amenities, and Wi-Fi connectivity is accessible throughout the
hotel.
Deluxe Room - 1 king bed
Deluxe rooms offer a king-size bed in
a contemporary design on an area of 34
sqm.
Key Features
34 sqm
Full length windows
Rainforest shower

Deluxe Room - twin beds
Deluxe rooms with 2 single beds are
held in a contemporary design on an
area of 34 sqm.
Key Features
34 sqm
Full length windows
Rainforest shower

Deluxe Family Room - 1 king bed
Deluxe rooms offer a king-size bed and
sofa bedheld in a contemporary design
on a total space of 40 sqm.
Key Features
40 sqm
King and sofa bed for family

Rainforest shower

Executive Room - 1 king bed
Executive rooms offer 1 king-size bed
in a luxurious design on an area of 34
sqm.
Key Features
34 sqm
Executive Lounge access
Luxurious design

Executive Suite - 1 king bed
Situated on the top floor of the hotel,
the Executive Suite offers a separate
bed and living room area on a space of
70 sqm.
Key Features
70 sqm
Separate bed and living room
Walk in closet

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Grand Executive Suite - 1 king bed
Situated on the top floor of the hotel,
the Grand Executive Suite offers a
separate bed and living room area.
Key Features

Lounge access
Living and dining area
Flatscreen TV


Restaurant and bar
An array of eclectic dining options awaits you at Mövenpick Hotel Saigon that embody our
passion for vitality and freshness with food.
Designed to offer choice, Mövenpick Hotel Saigon restaurants, bar and bakery reflect our
appreciation of food and beverage diversity, as we provide you with flavours and experiences
from Vietnam to Asia and around the globe.
Mövenpick Hotel Saigon menus reflect our appreciation of the freshest and healthiest local
produce offering delicious flavours to suit all tastes and palates.
Café Saigon is a unique buffet style
All Day Dining restaurant that
combines freshness with unique
recipes.
Fresh local produce
Themed buffets
Open 7 days for breakfast
Lunch and dinner
Live cooking and serving stations
Fresh live seafood

Cay Da Café is the ideal location for
a quiet meeting or to unit with
friends over a relaxing coffee.
Home-made ice cream
Coffee and specialty teas
Tea freshly made

Cakes and pastries
Freshly made sandwiches
Pies and deli items

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Iki: The hippest modern Japanese
Restaurant in Saigon. Combining a
trendy design and an affordable
menu with a fun atmosphere.
Fresh sushi
Modern Japanese cuisine
Open 7 days for lunch and dinner
Affordable menu hot pots

Lotus Court: Enjoy traditional
Cantonese Cuisine served with a
modern twist in an authentic Chinese
atmosphere.
Dim Sum
Cantonese cuisine
Open 7 days for lunch and dinner
Authentic Chinese design and
atmosphere
Private dining rooms


Slate - the Bar is theperfect venue

for a pre or after dinner drink.
Choose from over 30 varieties of
Martinis complimented by a casual
food menu known for its freshness
and simplicity served with a modern
twist.
Over 30 Martinis
Chi Modern Bar
Fresh, simplistic food
DJ and Live Music
Enjoyment in a vibrant atmosphere



Meetings rooms
With a grand ballroom capable of accommodating 450 guests, three additional function rooms
and one boardroom, the Mövenpick Hotel Saigon has the facilities for your group on business
trip or conference, whatever its size. And our Mövenpick Meet & Dine experts make
successful meetings and other functions easy for you

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Assignment Research Management Page 22

Ballroom 1: Modernly designed
pillar-less ballroom seats up to 128
guests offering 142 sqm, and a pre-
function area
Modern
Pillar-less

High-ceiling
Large pre-function area
Accessible via grand staircase


Ballroom 2: Modernly designed
pillar-less ballroom seats up to 84
guests offering 98 sqm with a pre-
function area
Modern
Pillar-less
High-ceiling
Large pre-function area
Accessible via grand staircase


Ballroom 3: Modernly designed
pillar-less ballroom seats up to 84
guests offering 98 sqm with a pre-
function area
Modern
Pillar-less
High-ceiling
Large pre-function area
Accessible via grand staircase

Boardroom 1
Modernly designed boardroom seats
up to 14 guests offering the latest AV
technologies

Modern
Latest AV technology
Executive chairs
Executive meeting table
Meeting concierge

Boardroom 2
Modernly designed boardroom seats
up to 14 guests offering the latest AV
technologies
Modern
Latest AV technology
Executive chairs
Executive meeting table
Meeting concierge

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Assignment Research Management Page 23

Boardroom 3
Modernly designed boardroom seats
up to 16 guests offering the latest AV
technologies
Modern
Latest AV technology
Executive chairs
Executive meeting table
Meeting concierge

Grand Ballroom
Modern in design, our pillar-less
grand ballroom accommodates up to
460 guests offering 338 sqm.
Modern
Pillar-less
High-ceiling
Large pre-function area
Accessible via grand staircase

Meeting Room 1
Modern pillar-less meeting room
seats up to 110 guests offering 116
sqm with a pre-function area
Modern
Pillar-less
High-ceiling
Pre-function area
Latest AV Technology

Meeting Room 2
Modern pillar-less meeting room
seats up to 110 guests and offers 102
sqm and a pre-function area
Modern
Pillar-less
High-ceiling
Pre-function area
Latest AV Technology

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Assignment Research Management Page 24

Wellness at the Mövenpick Hotel Saigon

Wellness facilities
Kinetic Gym and Wellness Studio -
a sanctuary of relaxation and
renewal. Highlights include a large
outdoor swimming pool with sun
lounger zone, gym with state-of-art
equipment powered by Techno-gym
and 3 treatment rooms providing a
range of pampering and relaxation
experiences.


Wellness special offers
The Mövenpick Hotel Saigon offers
a range of pampering and relaxation
experiences which will have you
looking and feeling your best.
From a pedicure to a relaxing
aromatherapy body massage, all
treatments are designed for you to
experience complete renewal.

2.2. Descriptive Analysis
Total 160 questionnaires sent to the respondents based on 232 employees currently working in
this hotel.
The total number of surveys collected was 152 respondents. After checking that find out 7
tables unsatisfactory excluded (mostly did not complete filling). Thus the total number of
questionnaires used analysis is 145 survey questionnaires have a complete answer.
This section provides an overview, results and evaluation of respondents towards the
employees who are working in this hotel. Researchers have interpreted the questionnaires
results in the form of tables and figures.
2.2.1. Evaluation of scale reliability and factor analysis
Evaluation of scale reliability
The reliability of the scale was assessed by Cronbach alpha coefficients were calculated from
the data analysis using SPSS software version 16. According to Hoang Ngoc Trong and
Nguyen Mong Chu (2008) "Many researchers agreed that the Cronbach alpha from 0.8 up to
nearly 1, the measurement scale as well, from 0.7 to 0.8 is used near been. Researchers also
suggest that Cronbach's alpha is greater than or equal to 0.6 can be used in case of
measurement scale concept is new or new to the respondents in the context of research

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Assignment Research Management Page 25

(Nunnally, 1978; Peterson , 1994; Slater, 1995) ". For this thesis, the observed variables have
a correlation coefficient of variables - the total is greater than or equal to 0.3 that the variable
is acceptable and Cronbach alpha is greater than or equal to 0.6, the scale is acceptable and
satisfactory (Nunnally & Bernstein 1994).
Coefficient of Cronbach’s Alpha
Table 1: Coefficient of Cronbach’s Alpha
Item Dimensions Cronbach alpha
1 Salary 0.608

2 Colleagues 0.829
3 Reward 0.816
4 Benefit 0.800
5 Training and promotion 0.696
6 Employee Loyalty 0.800
(Source: SPSS 16.0)

The results showed that the groups were observed Cronbach's alpha coefficient is greater than
0.6 and the correlation coefficient of variables - the sum of the component variables in each
factor were greater than 0.3. So all variables were acceptable and included in the model, the
variables are retained to conduct the analysis and expertise to do better next research content.
Exploratory Factor Analysis (EFA)
In multivariate statistics, exploratory factor analysis (EFA) is a statistical method used to
uncover the underlying structure of a relatively large set of variables. EFA is a technique
within factor analysis whose overarching goal is to identify the underlying relationships
between measured variables. It is commonly used by researchers when developing a scale (a
scale is a collection of questions used to measure a particular research topic) and serves to
identify a set of latent constructs underlying a battery of measured variables. It should be used
when the researcher has no a priori hypothesis about factors or patterns of measured variables.
Measured variables are any one of several attributes of people that may be observed and
measured. An example of a measured variable would be the physical height of a human being.
Researchers must carefully consider the number of measured variables to include in the
analysis. EFA procedures are more accurate when each factor is represented by multiple
measured variables in the analysis.
EFA is based on the common factor model. Within the common factor model, a function of
common factors, unique factors, and errors of measurements expresses measured variables.
Common factors influence two or more measured variables, while each unique factor