Examine the mediating role of organizational citizenship behaviour in the relationship between perceived human resource management practices and intention to leave of employees

MINISTRY OF EDUCATION AND TRANNING
UNIVERSITY OF ECONOMICS, HO CHI MINH CITY



------

------

LE NGOC LAN

EXAMINE THE MEDIATING ROLE OF
ORGANIZATIONAL CITIZENSHIP BEHAVIOUR IN
THE RELATIONSHIP BETWEEN PERCEIVED HUMAN
RESOURCE MANAGEMENT PRACTICES AND
INTENTION TO LEAVE OF EMPLOYEES

MASTER THESIS IN BUSINESS ADMINISTRATION

HO CHI MINH CITY – 2013


MINISTRY OF EDUCATION AND TRANNING
UNIVERSITY OF ECONOMICS HO CHI MINH CITY



------

------

LE NGOC LAN

EXAMINE THE MEDIATING ROLE OF
ORGANIZATIONAL CITIZENSHIP BEHAVIOUR IN
THE RELATIONSHIP BETWEEN PERCEIVED HUMAN
RESOURCE MANAGEMENT PRACTICES AND
INTENTION TO LEAVE OF EMPLOYEES
Subject: Master of Business Administrator
Code: 06.34.01.02

MASTER THESIS IN BUSINESS ADMINISTRATION
SUPERVISOR:

Dr. PHAM QUOC HUNG

HO CHI MINH CITY – 2013


ACKNOWLEDGEMENT

Firstly, I wish to express my deepest gratitude to my supervisor, Dr. Phạm Quốc
Hùng, for giving me insightful guidance and valuable advice throughout undertaking of this
study.
I also thank to all respected lecturers of the eMBA19 course of for their devotions
during the training, which enrich my knowledge in order to implementing this study
successfully.
My heartfelt thanks to respondents, who provide me supportive attitude and honest
answer to make a good and solid database for the analysis.
Finally, I would like to say thanks to my beloved friend and family members, whom
have given me much support, encouragement and assistance with this thesis.

Le Ngoc Lan
Ho Chi Minh City, September 2013

3


COMMITMENT
I hereby declare that all information in this document has been obtained and
presented in accordance with academic rules and ethical conduct. I also declare that, as
required by these rules and conduct, I have fully cited and referenced all material and
results that are not original to this work.
Le Ngoc Lan

4


TABLE OF CONTENT

CHAPTER 1 - INTRODUCTION TO THE STUDY .........................................
1.1.
Research background ......................................................................
1.2.
Research objective...........................................................................
1.3.
Practical significances of the study .................................................
1.4.
Research scope and approach ..........................................................
1.5.
Research structure ...........................................................................

CHAPTER 2 - LITERATURE REVIEW ............................................................
2.1. Human Resource Management ..........................................................................
2.1.1
Human Resource Management Pratices .......
2.1.2
Human Resource Management effects on Int
2.2. Organizational Citizenship Behaviour ...............................................................
2.2.1
Definition of OCB ........................................
2.2.2
The important of OCB ..................................
2.3. Research model and hypotheses .........................................................................
2.3.1
The effects of HRM on OCB ........................
2.3.2
The effect of Retention Oriented Compensat
2.3.3
The effect of Formalized Training on Intenti
2.3.4
The effect of OCB on intention to leave........
2.3.5
The mediating role of OCB ..........................
CHAPTER 3 - RESEARCH METHODOLOGY ...............................................
3.1.
Research design ...............................................................................
3.2.
Research process ..............................................................................
3.3.
Questionnaire development .............................................................
3.4.

The pilot study .................................................................................
3.4.1
Pilot study phase 1 ..........................................
3.4.2
Pilot study phase 2 ..........................................
3.5.
Main study .......................................................................................
3.5.1
Target population ............................................
3.5.2
Sampling design..............................................
3.5.3
Data collection ................................................
3.6.
Methods of data analysis ..................................................................
3.6.1
Data cleaning ..................................................
3.6.2
Reliability .......................................................
3.6.3
Confirmatory factor analysis ..........................
3.6.4
Analysis of Variance (one-way and two-way A
3.6.5
Multiple regression analysis ...........................
3.6.6
Testing mediation with regression analysis ....
CHAPTER 4 - DATA ANALYSIS .......................................................................
4.2.
Data cleaning ...................................................................................

4.3.
Profiles of qualified respondents .....................................................
4.4.
Normality analysis...........................................................................
4.5.
Reliability of the measurements ......................................................
4.6.
Confirmatory factor analysis ...........................................................


4.7. Hypotheses testing..............................................................................................
4.7.1
Correlation analysis ......................................
4.7.2
Testing residuals of dependent variable ........
4.7.3
Effect of Perceived HRM Practices (Retenti
Formalized Training) on Organizational Citizenship Behaviour (H1 & H2) ...........
4.7.4
Effect of Perceived HRM Practices (Retenti
Formalized Training) and Organizational Citizenship Behaviour on Employees’
Intention to Leave (H3, H4 & H5) ............................................................................
4.7.4.1 Effect of Perceived HRM Practices (Retention-oriented Compensation and
Formalized Training) on Employees’ Intention to Leave (H3 & H4) .................................
4.7.4.2 Effect of Organizational Citizenship Behaviour on Employees’ Intention to Leave
47
(H5) ......................................................................................................................................

4.7.5
The mediating effect of Organiza

relationship between Perceived HRM Practices and Employees’ Intention to Leave
(H6 & H7) .................................................................................................................
CHAPTER 5 - DISCUSSION ...............................................................................
5.1.
Discussion of findings .....................................................................
5.2.
Contribution of the current study .....................................................
5.3.
Practical implications .......................................................................
5.4.
Limitation and further research ........................................................

6


LIST OF FIGURE
Figure 2-1: Partial model by Nishii and Wright, 2004..........................................14
Figure 2-2: Hypothesized Research Model........................................................... 21
Figure 3-1: Research process................................................................................ 23
Figure 3-2: Mediating model................................................................................. 33
Figure 4-1: Hypothesized model........................................................................... 38
Figure 4-2: Modified model.................................................................................. 42

7


LIST OF TABLE
Table 3-1: Measurement scales of independent variables...................................... 24
Table 3-2: Measurement scales of dependent variable.......................................... 26
Table 3-3: Assessing Fit Indices............................................................................ 31

Table 4-1: Variables included in the Analysis........................................................ 35
Table 4-2: Socio-demographic Characteristics of The Qualified Samples............36
Table 4-3: Summary of Cronbach Alpha Measures across Variables....................37
Table 4-4: Assessing Fit Indices – Hypothesized Model....................................... 40
Table 4-5: Standardized Regression Weights – Hypothesized Model....................41
Table 4-6: Assessing Fit Indices – Modified Model.............................................. 43
Table 4-7: Descriptive Statistics and Correlations................................................. 44
Table 4-8: Model Summary of H6......................................................................... 49
Table 4-9: Coefficients of H6 hierarchical regression........................................... 50
Table 5-1: Research Purposes, Hypotheses and Results........................................ 52

8


ABSTRACT
This study seeks to investigate the mediating role of organizational
citizenship behavior on the relationship between perceived HRM practices and
employees’ intention to leave.
The study was conducted in Ho Chi Minh City, Vietnam with the sample of
182 employees.
The results showed that Organizational Citizenship Behaviour mediates the
relationship between retention-oriented compensation and employees’ intention to
leave. In addition, the study also finds that there are no relationship between
formalized training and organizational citizenship behavior; hence, organizational
citizenship behavior does not mediate the relationship between formalized training
and employees’ intention to leave
These

findings

suggest

that

HR

practitioners

should

monitoring

organizational citizenship behavior to better predict employees’ intention to leave, in
order to make timely adjustment on retention-oriented compensation system.
KEYWORDS: Organizational Citizenship Behaviour, Perceived HRM
practices, Retention-Oriented Compensation, Formalized Training,
Employees’ Intention to Leave.

9


CHAPTER 1 INTRODUCTION TO THE STUDY
1.1. Research background
Employees are extremely crucial to the organization since their value to the
organization is essentially intangible and not easily replicated (Meaghan & Nick
2002). And employee’s intention to leave remains one of the most widely researched
topics in organizational analyses due to its significant effects on organizations
(DeMicco & Giridharan 1987; Dyke & Strick 1990; Cantrell & Saranakhsh 1991;
Denvir & Mcmahon 1992) (as cited in Mahmud, 2011).
Muhammad et al. (2011) noted that there is a positive relationship between HRM

practices with employee retention. However, there are very few studies investigated
how human resource management practices effects on the intention to leave of
employees, and how employees react on that.

In the past decades, OCB has received much attention from researcher. In
relatively uncomplicated production environments, the extra efforts on the part of
the employee may seem minor, but a growing number of jobs is becoming more
complicated, consisting of large numbers of unstructured tasks, so more discretion is
with the employee, and thus the difference between a good performer and a bad
performer becomes increasingly large (Hunter et al., 1990). Despite such an
important role of OCB, it is surprising to note that past studies often seem to ignore
how employees’ behavioural reactions affect the relationships between HRM
practices and employee’s intention to leave (Guest, Michie, Conway and Sheehan
2003; Morrison 1996).
Organizations need employees who anticipate and monitor rapid changes in
the business, and figure out how to deal with these changes to sustain or enhance
effectiveness (Organ, Podsakoff and MacKenzie 2006). Therefore, it is argued that
the employees’ organizational citizenship behaviour (OCB), in particular, is
involved in their behavioural process to help explain the HRM-performance
relationship (Lam et al, 2009).
10


Lam et al. (2009) have conducted a study to understand the mediating role of
Organizational Citizenship Behaviour (OCB) in the relationship between perceived
human resource management practice and employees’ intention to leave. The
study’s result provide a strong indication that the effects of HRM practices (i.e.,
retention-oriented compensation and formalized training in this study) on intention
to leave (the universalistic proposition) might not be so simple, meaning there might

be some behavioral facts mediating the relationship (Lam et al, 2009). The result
may help managers with a more effective strategy in retaining people with the
organization. However, that study has been conducted in a joint-venture of JapanChina which might not be appropriate in Vietnam context. Moreover, the sample
coverage of the study is limited in one company which is not diversified enough to
reflect the mediating role of OCB on the relationship between perceived human
resource management practices and employees’ intention to leave.
Hence, this study aims to investigate the mediating role of OCB on the
relationship between the perceived human resource management practice and
employees’ intention to leave in Vietnam context.
1.2. Research objective
The purpose of this study is to examine the mediating role of organizational
citizenship behavior on the relationship between perceived human resource
management practices and the intention to leave of employees. Accordingly, the
study aims at answering the question as below:
Whether Organizational Citizenship Behavior mediates the relationship of
perceived human resource management and employee intention to leave in
organization in Vietnam?

11


1.3. Practical significances of the study
The practical relevance of this study is that it gives insight in how perceived
HRM practice affects employees’ intention to leave that are becoming increasingly
important for organizations.
The results of the study are meaningful for implementation HRM to lower
the intention to leave. Manager would have a clearer direction to use HRM as a
powerful tool in control employee’s intention to leave.
1.4. Research scope and approach
This study is conducted in Ho Chi Minh City, which is the biggest city in

Vietnam.
Ho Chi Minh City is chosen for the study for its diversified workforce who
comes from different organizational, that provides a diversity perceived human
resource practices . This chosen also make the study feasible (with time and
resource limited) for online survey method.
The target of this study are those who working for the organization for at
least 6 months. This timeframe is to ensure that respondents have time to digest the
organizational perceived human resource practices and there is enough time for their
organizational behavior to impact on the relationship between human resource
management practice and their intention to leave.
The study includes 2 phases. First is the pilot to check the comprehension of
the questionnaire and to examine the measurement scales. The main phase is
conducted later to test the hypothesis and confirm the research model.
1.5. Research structure
The study includes 5 chapters:
Chapter 1: Introduction. This chapter provides the research background,
research objectives, research scope and approach.

12


Chapter 2: Literature review. This chapter provides theoretical and empirical
background behind the hypothesized research model.
Chapter 3: Research methodology. This chapter details the methodologies
used to conduct this research.
Chapter 4: Data analysis. This chapter is conducted based on the collected
data to test the hypothesis and answer research questions.
Chapter 5: Discussion. In this chapter, the author discusses the results;
provide practical implication, and possible direction for future research.

13


CHAPTER 2 LITERATURE REVIEW
This chapter covers a review of relevant literature regarding the construct of
proposed model. The author reviews the literature of OCB, HRM, and employee
retention.
2.1. Human Resource Management
Human resource management is critically important because employees are
often viewed as invaluable assets of organizations (Redman and Wilkinson 2001).
Employees’ intention to leave has received much attention from human resource
management practices.
2.1.1 Human Resource Management Pratices
Nishii and Wright (2004) also investigated the relation between HR practices
and firm performance. They distinguish five levels; part of the model is described
below:
Figure 2-1: Partial model by Nishii and Wright, 2004
Intended HR

Actual HR

Perceived HR

Employees’

Organization

Nishii and Wright (2008) (cited in Karina, 2009) refer the conceptualization
of employees’ perceptions of HRM as perceived HR practices, and further specified
these as employee perceptions and experiences. The response to HR practices

depends on the employee’s individual interpretation of the practices
HRM practices typically include providing extensive training and
development opportunities, designing fair job and performance appraisal processes,
developing incentive pay systems and so forth (Koch and McGrath 1996).

14


2.1.2 Human Resource Management effects on Intention To Leave
The direct effect of HRM, such as selection, training, compensation, and
performance management, on employees’ intention to leave has been demonstrated
by much research. For example, as cited in Lam et al. , 2009, Park, Ofori-Dankwa
and Bishop (1994) suggested that attractive pay can discourage employees’ intention
to leave an organization. Shaw, Delery, Jenkins and Gupta’s study (1998) echoes
Park et al.’s (1994) findings, with data from 277 organizations in the trucking
industry. They posited that the use of three sophisticated HRM practices, namely
high pay, attractive benefits, and electronic monitoring, resulted in a lower
employee attrition rate. Likewise, Rahim, Magner, Antonioni and Rahman (2001)
discovered the role of employees’ understanding that distributive justice’s
relationship on merit pay reduces intention to leave.
However, researchers seem to neglect examining how these effects work.
Guest et al. (2003) argued that HRM indeed has its roots in organizational
psychology and is built on behavioural theories such as the theories of commitment
and motivation. These theories indicate some relationship between HRM practices
and employees’ intention to leave. Some researchers (e.g., Morrison 1996; Boselie
and Wiele van der 2002; Guest et al. 2003) have suggested that research should
examine the extent of the effects of employees’ attitudes and behaviours on the
relationship between HRM and intention to leave. Nonetheless, little work has been
done to explore the details of the behavioural mediating effects engaged in this
relationship.

2.2. Organizational Citizenship Behaviour
2.2.1 Definition of OCB
Organizational Citizenship Behaviors (OCBs) is described in 1988 by Organ
as “discretionary behaviors, not directly or explicitly recognized by the formal
reward system and that in aggregate promote the effective functioning of the
organization” (p.4). Since Organ introduced the concept of OCB into organizational
research, it has tended to be conceptualized in terms of positive contributions to the
15


colleagues and to the organization, which implies an active positive contribution.
Besides, it is widely accepted among contemporary organizational behavior
theorists, that organizational citizenship behaviors have an accumulative positive
effect on organizational functioning (Wagner & Rush, 2000)
In attempting to further define organizational citizenship behavior, Organ
(1988) highlights five specific categories of discretionary behavior.
• Altruism (e.g., helping new colleagues and freely giving time to others) is
typically directed toward other individuals but contributes to group efficiency by
enhancing individuals’ performance.
• Conscientiousness (e.g., efficient use of time and going beyond minimum
expectations) enhances the efficiency of both an individual and the group.
• Sportsmanship (e.g., avoids complaining and whining) improves the
amount of time spent on constructive endeavors in the organization.
• Courtesy (e.g., advance notices, reminders, and communicating appropriate
information) helps prevent problems and facilitates constructive use of time.
• Civic Virtue (e.g., serving on committees and voluntarily attending
functions) promotes the interests of the organization.
Obviously, supervisors cannot demand or force their subordinates to perform
OCB. Similarly, the employees do not or cannot expect any kind of formal rewards
for these discretionary behaviors. However, as Organ (1997) noted, the supervisors

do regularly take into account and reward OCB exhibited by the subordinates both
directly and indirectly (e.g. preferential treatment, performance ratings, promotions,
etc). Another important assertion, especially in Organ's (1988) founding work on
OCB, is that these behaviors are often internally motivated, arising from within and
sustained by an individual's intrinsic need for a sense of achievement, competence,
belonging or affiliation.
Farh et. al. (1997) shown sthat there are two types of citizenship behaviors
exist in the OCB measures: (1) active positive contributions or commissions (e.g.,
helping others) and (2) avoiding engaging in behaviors that are harmful to others or
16


to one’s organization (e.g., not abusing others’ rights). This latter behavior that tends
to be labeled as omission is a passive behavior that is based on the moral rule “Do
no harm,” or more specifically “Do no harm through action” (Baron, 1998)
2.2.2 The important of OCB
Organ (1988) argued that OCB is held to be vital to the survival of an
organization. Organ further elaborated that organizational citizenship behavior can
maximize the efficiency and productivity of both the employee and the organization
that ultimately contribute to the effective functioning of an organization. Besides,
Katz stated that an organization which depends solely upon its blueprints of
prescribed behavior is a very fragile social system” (1964, p.132). In 1966, Katz and
Kahn stressed that organizational well-functioning heavily depends on extra-role
behaviors, therefore managers need employees who do more than what is described
in the work contract (cited in Funda, 2010).
Organizations need employees who anticipate and monitor rapid changes in
the business, and figure out how to deal with these changes to sustain or enhance
effectiveness (Organ, Podsakoff and MacKenzie 2006)
2.3. Research model and hypotheses
2.3.1 The effects of HRM on OCB

Some empirical researches on the relationship between HRM practices and
employees’ intention to leave have shown that two major HRM practices are
associated with intention to leave: compensation and training (Schnake and Dumler
1997; Shaw et al. 1998; Ngo, Turban, Lau and Lui 1998) (cited in Lam et al., 2009).
In 1986, Tajfel and Turner 1986 states that employees strive for a sense of self and
social identity. Compensation and training, which enhance an individual’s selfconcept and social identity, can provide such feelings by demonstrating that
invaluable employees are fairly rewarded and are well invested in for career
development (Lam et al., 2009). Moreover, according to Blau (1964), if employees
enjoy benefits supported by their organizations, they may develop a sense of

17


obligation to the organizations, which in turn would lead to reciprocation through
extra-role behaviours that would benefit the organizations.
The negative relationship between attractive compensation and employees’
intention to leave have been supported by many empirical researches (Park et al.
1994; Rahim et al. 2001; Shaw et al. 1998). High pay is also identified as the
strongest predictor of employees’ intention to leave by Shaw et al. (1998).
However, finding out how compensation systems are tightly linked to
employees’ intention to leave if the relationship appears to be mediated by OCB is
remained for further investigating. For those reasoning, this study aims at answering
whether retention-oriented compensation and formalized training increase
employees’ engagement in OCB.
The litterature reveals that little research has been conducted to posit the
relationship among HRM practices, OCB, and intention to leave.
Although recent studies have demonstrated that enhanced perceptions of
justice are positively related to OCB (Williams, Pitre and Zainuba 2002), the same
studies have also demonstrated that pay-for-performance is negatively related to
OCB (Podsakoff and MacKenzie 1994; Deckop, Mangel and Cirka 1999). These

findings seem to suggest that equity-based compensation systems discourage the
engagement in OCB. This paradox reveals the need for further research on the
relationships among compensation, OCB, and employees’ intention to leave. We
argue that retention-oriented compensation is likely to increase the engagement of
OCB. Besides, the study by Tuiji et al. (2007) supported that OCB can be enhanced
by HRM practices. Therefore, the first hypothesize is stated as following:
Hypothesis 1: The use of retention-oriented compensation is positively
related to the engagement of OCB.
As many studies have also supported that effective training would enhance
the organizational performance (Koch and McGrath 1996; Ferratt et al. 2005). The
authors propose that formalized training may be directed at encouraging OCB.
Organ et al. (2006) stated that organizations may provide formalized training for
18


employees to perform OCB. In addition, training can help employees prepare for
other positions in the organization and increase their abilities to move forward (Noe,
Wilk, Mullen and Wanek 1997). Thus, we suggest that employees should voluntarily
engage in discretionary behaviour to improve their knowledge, skills, and abilities in
order to prepare for future promotion. Therefore, the second hypothesize is stated as
following:
Hypothesis 2: An emphasis on providing formalized training is positively
related to the engagement of OCB.
2.3.2 The effect of Retention Oriented Compensation on Intention to Leave
According to Steers and porter, the research on compensation clearly shows a
link between the rewards a company offers and those individuals that are attracted
by the compensation into working for the firm, and those employees who will
continue to work for the business (1991). A study by Murphy (2003) also suggested
that the compensation an organization provides clearly influences the decision
employees make about the organization and turnover. Moreover, research by Roya

et al. (2011) reveal that strategic compensation practices led to perceived fulfillment
of psychological contract and the latter, in turn, led to higher affective organizational
commitment. Besides, employees with higher levels of affective organizational
commitment who perceived a fulfillment of psychological contract were less likely
to leave an organization. That drive to a hypothesis that Retention oriented
compensation may negatively related to employees’ intention to leave.
Hypothesis 3: Retention oriented compensation may negatively related to
employees’ intention to leave.
2.3.3 The effect of Formalized Training on Intention to Leave
Bartel (1995) indicated that training makes workers perform better in their
jobs. And training is a way to bridge gaps between skills acquired during initial
education and skills required at the job (De Grip, Heijke, & Willems, 1998). In
addition, acquired skills become outdated as a result of technological and
19


organizational change; training is an instrument to prevent skills obsolescence
(Bishop, 1997). Trained workers are more versatile in their job (Groot & Maassen
van den Brink, 2000). All this implies that job training is important for one’s
occupational career; hence, probably impact to employee’s intention to leave. That
drive to a hypothesis that formalized training may negatively related to employees’
intention to leave.
Hypothesis 4: Formalized training may negatively related to employees’
intention to leave.
2.3.4 The effect of OCB on intention to leave
Chen, Tjosvold and Fang (1998) showed that OCB is negatively related to
employee turnover. Consistently, research by Dorothea (2012) support that
Employee engagement is related positively to OCB. The same study also stated that
employees who exhibited higher levels of engagement were found to contribute to
their organizations with higher levels of individual OCB. This is probably because

OCB signals the employee’s sense of belonging to the organization, as well as his or
her intention to stay in the organization. Moreover, by engaging in OCB, employees
may also expect that they will be rewarded by being promoted or be given a salary
increase. That makes thm less likely to leave the organization (Organ et al. 2006).
This drive to the third hypothesis:
Hypothesis 5: OCB may negatively relate to employees’ intention to leave.
2.3.5 The mediating role of OCB
Many studies showed that HRM practices may decrease the probability of an
employee leaving an organization (e.g., Huselid 1995; Huang 1997; Rahim et al.
2001; Boselie and Wiele van der 2002). Meanwhile, Organ et al. (2006) indicates
that HRM practices encourage employees’ engagement of OCB; and OCB, as the
author noted above, decreases the likelihood of employees leaving the organization.
That drive to a hypothesis that OCB may mediate the relationship between

20


perceived HRM practices (i.e. retention oriented compensation and formalized
training) and employees’ intention to leave.
Hypothesis 6: OCB mediates the negative relationship between retentionoriented compensation and employees’ intention to leave.
Hypothesis 7: OCB mediates the negative relationship between formalized
training and employees’ intention to leave.
Figure 2.2 below shows the hypothesized relationships among perceived
HRM practices, OCB and intention to leave
Figure 2-2: Hypothesized Research Model

Rete

co

Formalized training


21


CHAPTER 3 RESEARCH METHODOLOGY
In chapter 2, literature concerning the research model of this study was
discussed. Chapter 3 presents the research methodology used to modify and evaluate
the measurement scales, the research model, and the hypotheses. This chapter
consists of: research design, measurement scales of observation variables, pilot test
of measurement scales, and introduction of the main study analysis.
The purpose of this chapter is to discuss the methods used in this study. Items
that will be addressed include research design, questionnaire development,
translation of the questionnaire, pilot study, target population, sample frame, sample
size, sample selection, sample characteristics, data collection and methods of data
analysis.
3.1. Research design
There are 2 phases in this study: the pilot study (comprising of 2 sub-phases)
and the main study. Pilot study sub-phase 1 referred to deep interview with small
group of target participants (n = 5) to check the content and meaning of words
which were used in the measurement scales. Based on that, the draft questionnaire
was modified for next phase of pilot study. Pilot study phase 2 was conducted using
online survey method with larger group of target participants (n = 50). The purpose
was to examine the internal consistency of the measurement scales, response rate,
and quality of response.
After the pilot study, the main study was conducted using online survey
method (web-based, docs.google.com) and face to face interview to assess the
measurement scales, to test the hypotheses and to confirm the proposed research
model.

3.2. Research process
This study has been conducted in a process showed in Figure 3.1.
22


Figure 3-1: Research process

3.3. Questionnaire development
A questionnaire or called measuring instrument is a formalized set of
questions for obtaining information from respondents (Malhotra, 1996). Any
questionnaire has three specific objectives. First of all, it should transform necessary
information related to the study into a list of questions that the respondents could
answer. Secondly, the questionnaire should bring about good dynamic, thus
encourage respondents to participate in the interviews and complete the
questionnaire. Thirdly, the questionnaire should ensure minimum response errors
(Malhotra, 1996).
The questionnaire in this surveys
Vietnamese in line with cross cultural

were translated and back-translated into
translation procedures (Harkness &
23


Schoua-Glusberg, 1998). Committee approaches were used for translation.
Committee or parallel translation involved several translators who made
independent translations of the same questionnaire as recommendation from Brislin
(1980) (as cited in Harkness & Schoua-Glusberg, 1998). At a reconciliation
(consensus, revision) meeting, translators compared the translations, reconciled
discrepancies and agreed on a final version which taped the best of the independent

translations or, alternatively, appeared in the course of discussion. In this study, the
author used the committee of two translators.
The survey’s questionnaire contained 3 sections, measuring perceived human
resource practices which are Compensation, Training and Organizational
Citizenship Behaviour. According to Babbie’s (1998) recommendations, short
instructions were given at the beginning of each section. All items were assessed on
Likert-type scales on which 1 represents “strongly disagree” and
7 represents “strongly agree”.

Table 3-1: Measurement scales of independent variables

OCB

Organizational

Conducts perso

OCB1

shopping, going

OCB2

Views sick leav

OCB3

Willing to help

OCB4

Willing to assist

OCB5

Takes credit, av

Complies with c

OCB6

watching and no

24