The impact of human resource management on job satisfaction of flight attendants at Vietnam Airlines

Table of Contents
CHAPTER ONE: INTRODUCTION...................................................................1
1.1 Background of the study..........................................................................1
1.2 The objective of the study........................................................................2
1.3 Scope and subject of research................................................................2
1.4 Significance of the Study..........................................................................2
1.5 Methodological..........................................................................................2
1.6 Organization of research.........................................................................3
CHAPTER TWO: LITERATURE REVIEW.......................................................4
2.1 Human Resources.....................................................................................4
2.2 Theoretical background and hypotheses.............................................4
2.3 Conceptual framework.............................................................................9
CHAPTER THREE: METHODOLOGY...........................................................11
3.1 Sample.......................................................................................................11
3.2 Qualitative method.................................................................................11
3.3 Quantitative method...............................................................................11
3.4 Variables...................................................................................................11
CHAPTER FOUR: RESULTS.............................................................................12
4.1 Descriptive statistics..............................................................................12
4.3 Cronbach’s Alpha reliability statistics................................................14
4.4 Exploratory Factor Analysis (EFA).......................................................15
4.5 Conceptual framework and hypothesis adjusted.............................18
4.6 Results.......................................................................................................19
CHAPTER FIVE: CONCLUSION AND RECOMMENDATION...................23
Conclusion..........................................................................................................23
Recommendation...............................................................................................23
REFERENCES......................................................................................................26
APPENDIX............................................................................................................27


1.1

CHAPTER ONE: INTRODUCTION
Background of the study

An organization, a business, a country that wants to succeed must have a
harmonious and effective combination between human resources and facilities and
technology, of which, human resources is an important issue. Therefore, the quality
of human resources and the quality of human resources are an issue of great
concern to the whole society.
The market economy - socialist orientation in Vietnam after more than 20
years of implementing the renovation policy has had very encouraging growth steps.
These results have contributed a very important contribution of a skilled human
resource, with advanced science and technology in all economic sectors, especially
in enterprises of economic sectors. State, locomotive of the Vietnamese economy.
However, in reality, the recruitment, training and use of human resources in stateowned enterprises have not been effective and there are many shortcomings. The
situation of recruitment does not meet the actual needs and capacity of the
candidates still exists, the efficiency of labor use is low, the regime for the labor force
has not yet created an attraction, has not kept people who actually have talent. This
has made the quality of human resources in state-owned enterprises affected,
requiring the appropriate regimes and policies to preserve and improve the quality
of human resources.
In the context of fierce competition, in order to meet the increasing
requirements in the labor market, the management of human resources of the cabin
crew needs to make more efforts. The current development of human resource
planning mainly stops at the level of labor shortage assessment so that the
organization of staff recruitment, human resource planning activities have not been
clearly shown. On the other hand, the cabin crew has made great efforts to care for
the workers, create job satisfaction and achieve positive results, but most of these
measures do not have a specific scale. The success of these measures has
contributed significantly in the activities of the cabin crew but to ensure sustainable

development, ready to respond quickly to market changes and customer
requirements, the cabin crew must draw practical experience into a comprehensive
theory, at the same time conduct research, build scientific arguments for the
management and exploitation, in which have the management of human resources,
determine the evaluation scale The impact of human resource management
practices on the satisfaction of flight attendants at work.
These issues cannot be solved individually, but it requires research and
evaluation in the overall operation of the whole unit, specifically evaluating the
nature of the problem in order to build a complete scientific basis for organize the
work of human resource management at the cabin crew. In order to contribute to
identifying measures to improve the satisfaction of flight attendants at work,
improve the efficiency of human resource management in the unit, I have chosen the
topic of Impact Assessment of Management Practices human resources to job


satisfaction of flight attendants Vietnam National Airlines (Vietnam Airlines)
from which to build appropriate measures in the management and operation.
1.2

The objective of the study

The actual research project on human resource management activities at the
cabin crew, the job satisfaction of flight attendants aims to:
- Explore, consider the impact of factors of human resource management
practices on job satisfaction of Vietnam Airlines flight crew
- Consider the difference (if any) by gender, position, age for job satisfaction of
Vietnam Airlines flight crew. To achieve these research objectives, the research
needs to answer the following questions:
- How do flight attendants assess human resource management practices?
- How do flight attendants assess job satisfaction?

- How is the impact of practical human resource management factors on job
attendant satisfaction at work?
- Are there differences in the attendant's comments on the human resource
management practices and the satisfaction of the flight attendant according to the
flight attendant's feeling according to individual characteristics?
1.3

Scope and subject of research
Scope of the study

The research is carried out within the scope of human resource management
force of the flight crew - Vietnam Airlines Corporation, at its headquarters Ho Chi
Minh City and the Northern Office in Hanoi.
Research subjects
The assessment of human resource management practices, the satisfaction of
the flight attendants can be done through the management team at all levels and
employees in the company. In the thesis, the research object is a flight attendant
belonging to the flight crew
Studying and interviewing the cabin crew, including the flight attendants, the
flight attendants, and the cabin crew members of the C class and the Y class cabin,
who directly serve passengers on flights.
1.4

Significance of the Study

The project has practical significance in the management of human resources
of the cabin crew and job satisfaction in the flight attendants of Vietnam National
Airlines (Vietnam Airlines). Information about the impact of factors in human
resource management on job satisfaction of flight attendants is the scientific basis
for implementing practical measures to improve the efficiency of human resource

management. strength and job satisfaction of flight attendants.


1.5

Methodological
The research topic is using qualitative and quantitative methods.

Qualitative research was used in the preliminary research phase with group
discussion technique.
Quantitative research is used in the formal research phase with information
collection techniques by means of face-to-face interviews.
The data and parameters are checked, analyzed and evaluated by SPSS
software.
1.6

Organization of research
- Chapter 1: Introduction
- Chapter 2: Literature review
- Chapter 3: Methodology
- Chapter 4: Results
- Chapter 5: Conclusions and recommendations
- References
- Appendix


CHAPTER TWO: LITERATURE REVIEW
2.1 Human Resources
Human resources or HR is the company department charged with finding,
screening, recruiting, and training job applicants, and administering employee

benefit programs. As companies reorganize to gain a competitive edge, HR plays a
key role in helping companies deal with a fast-changing environment and the
greater demand for quality employees.
John R. Commons, a pioneering economist, first coined the term “human
resource” in his book "The Distribution of Wealth," which was published in 1893.
However, it was not until the 19th century when the developed HR departments to
address misunderstandings between employees and their employers.
HR departments perform human resource management strategies. HRM is a
strategic and comprehensive approach to managing employees and the
organizational culture and environment. It focuses on the recruitment, management,
and general direction of the people who work in an organization.
HR is also more involved in improving the organization’s workforce by
recommending processes, approaches and business solutions to management.
An HR department is an essential, if not critical, component of any business
regardless of the organization's size. It focuses on maximizing employee
productivity and protecting the company from any issues that may arise from the
workforce. HR responsibilities include compensation and benefits, recruitment,
firing, and keeping up to date with any laws that may affect the company and its
employees.
There are six key people-related activities that HR must effectively do to add
value to a company, include:

Managing and using people effectively

Tying performance appraisal and compensation to competencies

Developing competencies that enhance individual and
organizational performance

Increasing the innovation, creativity, and flexibility necessary to

enhance competitiveness

Applying new approaches to work process design, succession
planning, career development, and inter-organizational mobility

Managing the implementation and integration of technology
through improved staffing, training, and communication with employees
2.2 Theoretical background and hypotheses
The number and component names of human resource management practices
are different in previous studies:


 According to Singh's research model (2004), the practice of human
resource management consists of 7 components: Training; Staff assessment;
Career planning; Attract employees in active reports; Identify the work; Payment
of labor; Recruitment.
 According to the research model of Morrison (1996), the practice of
human resource management consists of 6 components: The philosophy of
human resources; Selective; Socialization; Educate; Ratings and rewards; Rule;
Job description.
 According to the research model of Pathak, Budhwar, Singh & Hannas
(2005), the practice of human resource management consists of 11 components:
Recruitment; Flexibility/teamwork; Socialization; Internal promotion; Safety at
work; Employee involvement; The role of the employee; Commitment to
learning; Payment of labor; Employee ownership; Harmony
 According to the aviation research model of Zerbe, Dobni & Harel
(1998), the practice of human resource management has 06 components:
Leadership and direction; Rewards and benefits; Demand for work; Career
opportunities; Result evaluation; Train.
 Petrescu & Simmons (2008) research model of human resource

management practices and job satisfaction, human resource management
practices have 06 components: Organization, Supervision, Staff Engagement,
Recruitment and Selection, Training and Learning, Payroll.
Based on the theory and the exchange results in the department in charge of
human resources, human resource management practices in the Flight Crew Vietnam Airlines Corporation have 8 components: Recruitment; Identify the work;
Training; Result evaluation; Salaries; Encouragement; Career orientation and
promotion opportunities; Manage and attract attendants to the unit's activities.
The details of each component are as follows:
Recruitment
Recruitment is the process by which businesses select candidates that are
appropriate to their job requirements to meet their human resource needs; a
scientific recruitment system that helps businesses recruit people with appropriate
competencies, and it creates a sense of self-awareness among employees and helps
work be done effectively (Pfeffer, 1998); When employees do not adapt to the job, it
will limit the performance, to solve this problem, enterprises must have a scientific
recruitment system to ensure the compatibility between employees' capacity and
job requirements.
In addition to the standards of appearance, flight attendants must meet the
requirements of knowledge level, the ability to use a foreign language, so the method
of evaluating widely informed with clear standards will help the applicant. The
position achieves uniformity and high efficiency in recruitment, thereby recruiting
people with sufficient qualifications and knowledge to perform the job. The
recruitment is done scientifical, recruiting the right people will directly affect the
recruited people, and also affect the people who are working. On that basis, the
research builds up the hypothesis on recruitment field as follows:


Hypothesis 1: The employment system is rated high or low, the job satisfaction
of the flight attendants also increases or decreases.

Identify the work
Job identification and analysis is the process of researching job content in
order to determine the conditions for carrying out, tasks, responsibilities, powers
when performing jobs and the necessary qualities and skills of employees, have to
perform a good job; Job analysis is a systematic activity that synthesizes and
analyzes information about content, human requirements for jobs and job
performance conditions (Mathis & Jackson, 2007). To conduct the analysis, identify
the work that needs to develop a job description and job specification. Job analysis
helps businesses create a coordinated coordination between departments,
accurately assessing the requirements of the job.
The flight attendant job is not a highly creative job but it is compulsory to
follow strict safety procedures and passenger service procedures, so the duties of
each flight attendant position is an important factor to avoid overlapping, assigning
manpower in each reasonable flight, ensuring the uniformity, balance, the specific
guidance of procedures and skills to serve passengers will help flight attendants
standardize their work, promptly deploy their work whether on a long or short
flight. With a predefined and repetitive work, there are few opportunities and
creative conditions will affect the job satisfaction of the hostess. Therefore, the
following hypotheses are formulated:
Hypothesis 2: The job determination is rated high or low, the job satisfaction
of the flight attendants also increases or decreases accordingly
Training
Training is a process by which people acquire capabilities to accomplish
organizational goals; Depending on the purpose of the organization, training may
also be considered in a narrow or broad sense, in a narrow sense, which provides
employees with the knowledge and skills used on their current jobs (Mathis &
Jackson, 2007).
Flight attendants work in a special environment, so all issues must be
carefully and thoughtfully trained, from the smallest operations to the complex
operations to ensure absolute safety for passengers and flights. A good investment

in training will help the unit to have good flight attendants, thereby contributing to
the quality of the flight. The appropriate, scientific and practical training will both
save costs for the unit, while ensuring the quality of the cabin crew. However, the
training of a flight attendant is a mandatory work, directly affecting the work, rank
and income of each person, so the training may affect the humor of the flight
attendant's heart. On that basis, the research builds up the following hypothesis:
Hypothesis 3: The training is rated high or low, the job satisfaction of the
flight attendants also increases or decreases accordingly


Staff assessment
Staff assessment is the process of comparing employee performance with
standards and conveying that information to employees (Mathis & Jackson, 2007).
Assessing the performance of employees will have an impact on both organizations
and individuals; In order for the evaluation to be effective, leaders need to make
employees believe that the performance evaluation is fair, and encourage employees
to proactive and actively participate in the evaluation process.
The evaluation of employees must be done seriously, accurately and fairly. In
order to do that, it is necessary to set specific goals and criterias. This work has a
strong influence on the behavior of employees and the organization, contributing to
reflect the performance results, the quality of work of employees, motivate
employees to develop their competencies. The flight attendants' assessment results
are used in many other jobs such as considering the transfer of labor contracts,
salaries, bonuses, promotions, rewards ..., so the evaluation results will have a
certain effect on the psychology of the receptionist. On that basis, the study
formulated the hypothesis for the evaluation of flight attendants as follows:
Hypothesis 4: The assessment of flight attendants is appreciated high or low,
the job satisfaction of the flight attendants also increases or decreases.
Salaries
Salary is an enterprise's payment to employees in cash or in kind according to

their employment, the level of remuneration is closely related to the level of
performance and capacity of each individual, ensuring the appropriate income level
for the market. Salary is understood as the amount paid by employees from their
employer in proportion to the amount and quality of labor they have consumed in
creating wealth for society.
The majority of employees want to have a high and worthy income.
Remuneration for employees is not commensurate with the effort that workers
make, so that employees are no longer interested in the job and fade their
attachment to the business. Therefore, the payment of labor will affect employee
satisfaction and engagement with the business. Based on this basis, the research
builds up the hypothesis of wage payment as follows:
Hypothesis 5: The salary pays for employees is rated high or low, the job
satisfaction of the flight attendants also increases or decreases.
Encouragement
Encouragement is the process where managers use measures to motivate and
encourage employees' working spirit and help employees to work enthusiastically to
achieve the best results. The encouragement of employees needs to be done
regularly, timely, in accordance with each time, with clear and fair reward criteria; In
addition to rewarding those who have good achievements, businesses need to have
public and accurate handling of violations.


Encouragement musts be flexible, intrinsic, objective and fair, and affect the
awareness of each employee in order to achieve the desired effect.
In order to create motivation for employees to work, they must learn about
their employees and build a reasonable working environment. Every employee can
be motivated by trust, by material values, spirit, concerns, interests, by good reason
and other factors. Among these are internal factors, such as needs, interests or
beliefs and some external factors such as danger and environment. When motivated
to have a good mentality, employees will work effectively, thereby affecting

satisfaction. Therefore, the following hypothesis of encouragement and research
should be studied as follows:
Hypothesis 6: The encouragement of flight attendants is highly or lowly, the
job satisfaction of flight attendants also increases or decreases.
Orientation and Promotion
Career orientation and promotion opportunities are a process for employees
to orient for future career development, to consider their abilities, their aspirations
and the difficulties they may face, to wish they could be suitable for them. What we
have at the same time strive to achieve higher positions in our career and job. When
organizations create opportunities for career advancement combined with personal
development needs, they will create motivation to work for employees, bringing
high efficiency to business activities; Employee's promotion opportunity has a
strong impact on employee satisfaction with the job.
Clearly career orientation will help employees understand their jobs,
understanding their future better, from which each individual will make appropriate
adjustments. Therefore, building a hypothesis on career planning and promotion
opportunities as follows:
Hypothesis 7: Career orientation and promotion opportunities are rated high
or low, the job satisfaction of the flight attendants also increases or decreases.
Environment
Managing and attraction of flight attendants in activities is the process by
which manager use measures to attach employees to the organization's structure
and operations. As objects with particular characteristics, the management of flight
attendants should be done closely in an effective working environment. The
management must be scientific, in principle but also flexible. The flight attendants
are facilitated to participate in joint activities-related decisions that will strengthen
the close relationship between the unit and the individual, and they are only really
satisfied when the cabin crew becomes the second home. Therefore, the study builds
the following hypothesis:
Hypothesis 8: The management and attraction of flight attendants in the

operations of the organization is highly or lowly, the job satisfaction of the flight
attendants also increases or decreases.


Job satisfaction of flight attendants - Relationship between human
resource management practices and job satisfaction at flight attendants of
Vietnam Airlines
Job satisfaction is a state in which employees have clearly, effectively direction
for work in the organization; is the attitude about work expressed by feelings,
beliefs and behaviors of workers; Influenced and acknowledged attitude of
employees about various aspects of the job such as job nature, training and
promotion opportunities, leadership, colleagues, salaries. In general, job satisfaction
is the assessment of employees on issues related to the performance of their work,
the nature of this assessment depends on the perception of the employees.
For flight attendants, when participating in the system, interacting with
colleagues, with the outside world, participating in training, evaluation,
remuneration, advancement to a higher position will be separate assessments of
each person about the unit where he/she is working. This assessment may or may
not be good, but it shows the attendant's attitude towards ongoing practices.
Thereby expressing the level of satisfaction in the work of the flight attendant, this
satisfaction may be on the overall factors affecting the flight attendants or expressed
on each element.
Human resource management plays an important role in the operation and
strategy of the organization. It determines the success and effectiveness of the
organization in achieving the desired goals and results. Human resource
management is the bridge between organizations and workers.
The management of human resources will provide the organization with
sufficient human resources in terms of quantity and quality to implement its
activities. The work of human resource management is good to promote the capacity
and efficiency of the employees 'activities, impact on the satisfaction level of the

employees' work, create the cohesion between the employees and organization. For
flight attendants, job satisfaction is not only expressed in the income level, but also
in the recruitment, training, working environment.
Flight attendants are the labor force in direct contact with passengers on
flights, contributing to ensuring flight safety and serving passengers, in addition to
factors of service skills, funny flight attendants. The satisfaction with the work is
really exciting, dedicated to serving passengers with the highest quality, this
requires each flight attendant to be carefully selected, fully trained, according to
standard requirements, and the flight attendants must also be cared for and
guaranteed the rights to safely carry out the tasks. These are the tasks of human
resource management. Therefore, human resource management will affect the job
satisfaction of the flight attendants.
2.3 Conceptual framework
This study measures the impact of practical human resource management
factors on job satisfaction of flight attendants. This approach was implemented in
Petrescu & Simmons (2008) with a model of practical human resource management


elements such as Organization, Supervision, Employee Engagement, Recruitment,
Training, Salary affect employee satisfaction at work.


Figure 1. Conceptual Framework


CHAPTER THREE: METHODOLOGY
3.1

Sample

The sample is all flight attendants of Vietnam Airlines based in Ho Chi Minh
City, Hanoi.
According to Gay & Airasian (Leedy & Ormrod, 2005) with a crowd of about
1,500, the sample should be about 20%, the number of flight attendants who are on
duty at the time of the survey is about 1,100 people, so the sample of the research
requires 220 flight attendants. There are 14 servey were wrong answer, so I
removed them.
Finally, the sample was including 206 surveys from flight attendants of
Vietnam Airlines based in Ho Chi Minh City, Hanoi.
3.2

Qualitative method

The author interview and refer the secondary data from previous studies to
produce dependent variables and independent variables.
Through qualitative research results, the author has selected the factors to
build quantitative research content. The author has quantified the concepts,
designed quantitative questionnaires, and measured the importance of elements
and attributes.
3.3

Quantitative method

The study chose to use the Likert 7-level scale, include: (1) Strongly disagree,
(2) Disagree, (3) Slightly disagree, (4) Undecided, (5) Slightly agree, (6) Agree, (7)
Strongly agree. Each sentence is a statement about a content about human resource
management practices, job satisfaction in the next. With such design, the flight
attendant gives her assessment of the level of practical human resource
management factors and job satisfaction of the flight attendants.
The questionnaire is designed with 37 questions corresponding to 37

variables that are assessed to affect the human resource management practices, job
satisfaction of flight attendants, including 32 variables to measure the factors.
Human resource management practices, 5 variables to measure the job satisfaction
of flight attendants.
Official research questionnaires for mass interviews, including:
- Introduce yourself, research purposes and how to answer questions
- Personal information of the interviewee
- Research question
Research data is processed by SPSS software.
3.4

Variables


The research scale on the management of flight attendant human resources of
Vietnam Airlines is expected to include 07 components such as the scale of Kuldeep
Singh (2004) and the component that encourages and encourages flight attendants
with 32 observed variables:
- Recruitment: 04 observed variables, symbols from recruitment1 to
recruitment4;
- Identify the work: 03 observed variables, symbols from identify1 to
identify3;
- Training: 05 observed variables, symbols from training1 to training5;
- Staff assessment: 04 observed variables, symbols from assessment1 to
assessment4;
- Salaries: 04 observed variables, symbols from salary1 to salary4;
- Encouragement: 04 observed variables, symbols from encourage1 to
encourage4;
- Orientation and Promotion: 05 observed variables, symbols from OP1 to
OP5;

- Environment: 03 observed variables, symbols from environment1 to
environment3.
- Job satisfaction of flight attendants: 05 observed variables, symbols from
satisfaction1 to satisfaction5


CHAPTER FOUR: RESULTS
4.1 Descriptive statistics
Descriptive statistics for all variables about Demographic data are reported
in Table 4.1
Table 4.1 Descriptive statistics of Demographic data
Frequenc
y
Gender
Male
Female
Total
Age
Up to 20 years
20-25 years
26-35 years
36-45 years
Above 45 years
Total
Working Time
Less than 1 years
1-3 years
4-6 years
6-10 years
Above 10 years

Total
Position
Cabin crew‘s monitor
Cabin crew‘s vice monitor
Flight attended level C
Flight attended level Y
Total
Education level
High School Graduate
College
Bachelor's degree or
higher
Total

4.2

Percent

Valid
Percent

Cumulative
Percent

142
64
206

68.9
31.1

100.0

68.9
31.1
100.0

68.9
100.0

5
57
100
44
0
206

2.4
27.7
48.5
21.4
0
100.0

2.4
27.7
48.5
21.4
0
100.0

2.4
30.1
78.6
100.0
100.0

30
39
47
16
74
206

14.6
18.9
22.8
7.8
35.9
100.0

14.6
18.9
22.8
7.8
35.9
100.0

14.6
33.5
56.3

64.1
100.0

38
32
44
92
206

18.4
15.5
21.4
44.7
100.0

18.4
15.5
21.4
44.7
100.0

18.4
34.0
55.3
100.0

74
56
76

35.9
27.2
36.9

35.9
27.2
36.9

35.9
63.1
100.0

206

100.0

100.0


4.3 Cronbach’s Alpha reliability statistics
Table 4.2: Cronbach’s Alpha of all HRM’s components
Scale
Corrected
Variance if
Item-Total
Item Deleted Correlation
Recruitment: Cronbach’s Alpha = 0.765
recruitment1
17.60
6.359

.616
recruitment2
17.70
6.766
.541
recruitment3
17.76
6.829
.532
recruitment4
17.67
6.942
.524
Identify the work: Cronbach’s Alpha = 0.782
identify1
12.16
3.540
.602
identify2
12.26
3.041
.637
identify3
12.03
3.560
.628
Training: Cronbach’s Alpha = 0,883
training1
22.77
14.401

.654
training2
22.32
15.155
.758
training3
22.65
14.541
.693
training4
22.58
14.782
.742
training5
22.55
15.019
.771
Staff assessment: Cronbach’s Alpha = 0.890
assessment1
16.30
10.814
.783
assessment2
16.63
10.283
.808
assessment3
16.35
10.950
.786

assessment4
16.26
12.202
.662
Salaries: Cronbach’s Alpha = 0.852
salary1
15.28
11.403
.696
salary2
14.98
12.414
.633
salary3
15.30
12.366
.670
salary4
15.47
11.079
.778
Encouragement: Cronbach’s Alpha = 0.843
encourage1
14.59
13.589
.697
encourage2
14.19
15.032
.576

encourage3
14.38
12.266
.782
encourage4
14.47
13.050
.667
Orientation and Promotion: Cronbach’s Alpha = 0.834
OP1
20.25
17.143
.532
OP2
21.16
15.283
.588
OP3
20.88
15.219
.692
OP4
20.29
15.727
.634
OP5
20.46
15.440
.743
Environment: Cronbach’s Alpha = 0.893

environment1 8.87
8.657
.778
environment2 8.92
8.593
.828
environment3 9.18
8.733
.763
Variables

Scale Mean if
Item Deleted

Cronbach’s
Alpha if Item
Deleted
.663
.706
.711
.715
.724
.690
.698
.876
.850
.864
.852
.847
.849

.839
.848
.892
.811
.837
.822
.775
.793
.842
.753
.807
.827
.817
.784
.801
.772
.857
.814
.870


According to the analysis results shows that Recruitment; Identify the work;
Training; Staff assessment; Salaries; Encouragement; Orientation and Promotion;
Environment components has a large Cronbach's Alpha coefficient, respectively:
(0.775); (0.782); (0,883); (0.890); (0.852); (0.843); (0.834); (0.893), the observed
variables in those components have a total correlation coefficient greater than 0.3.
Therefore, these variables are used in the next EFA analysis.
Table 4.3: Cronbach’s Alpha of “job satisfaction of flight attendants”
variables
Scale

Corrected
Variables
Variance if
Item-Total
Item Deleted Correlation
Job satisfaction of flight attendants: Cronbach’s Alpha = 0.933
satisfaction1
20.76
24.377
.768
satisfaction2
20.81
21.865
.846
satisfaction3
21.00
21.961
.895
satisfaction4
20.98
22.619
.783
satisfaction5
20.96
22.545
.825
Scale Mean if
Item Deleted

Cronbach’s

Alpha if Item
Deleted
.928
.913
.904
.925
.917

According to the analysis results shows that “Job satisfaction of flight
attendants” component have a large Cronbach's Alpha coefficient (0.933), the
observed variables in this components have a total correlation coefficient greater
than 0.3. Therefore, these variables are used in the next EFA analysis.
4.4

Exploratory Factor Analysis (EFA)
Table 4.4: Testing KMO (KMO and Bartlett's Test)

Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
Bartlett's Test of Sphericity

.915

Approx. Chi-Square

4.488E3

df

496

Sig.

.000

KMO and Barlett’s tests in Factor analysis have sig = 0.000 and KMO = 0.915>
0.5, proving that suitable exploratory factor analysis (EFA) is used in this study.
Table 4.5: Results of factor analysis of the HMR’s scale
Variables
1
recruitment1

2

Component
3
4
.789

5

6


recruitment2
recruitment3
recruitment4
identify1
identify2
.503
identify3

.427
training1
.663
training2
.805
training3
.765
training4
.660
training5
.637
assessment1
assessment2
assessment3
assessment4
salary1
.702
salary2
.679
salary3
.747
salary4
.792
encourage1
.585
.551
encourage2
.414
.415
encourage3

.598
encourage4
.670
OP1
.428
OP2
.669
OP3
.585
OP4
OP5
.415
environment1
.822
environment2
.832
environment3
.787
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.

.669
.624
.744
.457

.464
.578
.544

.778
.813
.630
.548

.410
.759
.703

The EFA analysis showed that at the Eigenvalue value = 1 with the factor
extraction method, Varimax rotation allowed to extract 6 factors from 32 observed
variables and the extracted variance was 67,303% (> 50%). Such variance is
satisfactory.
According to the analysis results, 32 variables used have loading factors
greater than 0.4 (minimum of 0.410), satisfactory, so no variables are excluded from
the scale.
The research variables have differentiated and combined into different
components to create new components, specifically as follows:


- Component Environment (3 variables), 3 variables encourage1, encourage3,
encourage4 belong to Encouragement component, 2 variables OP2, OP3 belong to
Orientation and Promotion component combined to create a new component is the
working Environment of the flight attendants;
- The Salaries component is added with the variable OP1 under the
Orientation and Promotion component, the encourage2 variable of Encouragement
component, changing its name Orientation and Salary.
- The Identify the work component is added with the 02 variables OP4, OP5
under the Orientation and Promotion component, changing its name Identify the
work and Promotion.

Figure 2: Summarizing the scale structure of Human Resource
Management practices
Components

“environment”:
Environment of the flight
attendants

“training”:
Training

“salary”:
Orientation and Salary
“recruitment”:
Recruitment

Variables
Number
encourage1
encourage3
encourage4
OP2
OP3
08
environment
1
environment
2
environment
3

training1
training2
training3
05
training4
training5
salary1
salary2
salary3
06
salary4
encourage2
OP1
recruitment
04
1
recruitment
2
recruitment
3
recruitment

Cronbach’s Alpha

0.917

0.883

0.852

0.756


“assessment”:
Staff Assessment

“identify”:
Identify the work and
Promotion

4
assessment1
assessment2
assessment3
assessment4
identify1
identify2
identify3
OP4
OP5

04

0.890

05

0.819

Table 4.6: Results of factor analysis of the Job satisfaction of flight

attendants component
Variables
satisfaction1
satisfaction2
satisfaction3
satisfaction4
satisfaction5
Egigenvalue
Variance cumulative
Cronbach Alpha
4.5

Component
1
.849
.906
.937
.860
.889
3.915
79.026
.933

Conceptual framework and hypothesis adjusted
Figure 3: Conceptual framework adjusted


Figure 4: Hypothesis adjusted
Hypothesis 1: The Environment of the flight attendants is highly or low, the
job satisfaction of the flight attendants increases or decreases.

Hypothesis 2: The Training is highly appreciated or low, the job satisfaction
of the flight attendants also increases or decreases.
Hypothesis 3: The Orientation and Salary are rated high or low, the job
satisfaction of the flight attendants also increases or decreases.
Hypothesis 4: The Recruitment is rated high or low, the job satisfaction of the
flight attendants also increases or decreases.
Hypothesis 5: The Staff assessment of flight attendants is appreciated high or
low, the job satisfaction of the flight attendants also increases or decreases.
Hypothesis 6: The Identify the work and Promotion are appreciated high or
low, the job satisfaction of the flight attendants also increases or decreases.
4.6

Results
Table 4.7: Descriptive statistics

Component No

Variabilit Min
y

Max Mean

Standar
d Error

environme
nt
training
salary
recruitmen

t
assessment

206

5.75

1.25 7.00 4.6444

.08217

206
206
206

5.20
5.67
4.00

1.80 7.00 5.6437
1.33 7.00 5.1448
3.00 7.00 5.8944

.06600
.06947
.05791

206

5.25

1.75 7.00 5.4612

.07587

identify
Valid N
(listwise)

206
206

5.20

1.80 7.00 5.7981

.05931

Standar
d
deviatio
n
1.1793
1
.94731
.99711
.83122

Variance

1.0888
9
.85128

1.186

1.391
.897
.994
.691

.725

Through the descriptive analysis, the attendants assessed the reality of
human resource management practices at the unit quite well. The highest rated
component is Recruitment - an average of 5.8944 points / 7 points; the most
underrated component is the Environment of the flight attendants component - an
average of 4.6444 points / 7 points.


The job satisfaction of the flight attendants is assessed at a good level, an
average of 5.2252 points / 7 points.
Thus, through the opinions of the attendants participating in the recruitment
survey, it is shown that the flight attendants themselves are recruited in accordance
with the job requirements through the process, assessment of suitability; besides,
the quality and knowledge of each individual is suitable for the job of flight
attendants. This is a strong point of the unit, when the properly recruited flight
attendants will have a good impact on the job satisfaction of the flight attendants.
In addition, a number of issues related to human resource management
practices Identify the work and Promotion, Training, Staff assessment, Orientation

and Salary components rated at fair or above. This requires the unit to continue
researching, reviewing and making appropriate adjustments during the training,
evaluation of cabin crew, salary reform to ensure the rationality, fairness,
maintenance and delivery promote the achieved results, increase the job satisfaction
of the flight attendants.
Regarding the content about the flight attendants' working environment,
showing that the flight attendants themselves assess the encouragement, reward the
flight attendants, handle violations, grasp career aspirations as well as create
conditions for the flight attendants to deliver Development and participation in the
work of the unit are only at average level. As such, it can be seen that the flight
attendant has not appreciated the facilitation of the flight attendants' participation
in common activities. Nearly 20% of the flight attendants said that there was no
opportunity to propose improvements to improve the performance of the cabin
crew, and not to make decisions related to their work. The working environment
factor has a great impact on working spirit and job satisfaction, so the above
evaluation results show that the attendant's satisfaction with the affected unit is not
good if there is not have an improvement.
Table 4.8: Results of regression analysis for job satisfaction of flight
attendants

Component

Regressi
on
coefficie
nt (B)

Standa
rd
Error

1 (Constant)

.213

.505

.391

.076

environme
nt

Standar
d
regressi
on
coefficie
nt
(Beta)

t

Sig.

Variance
inflation
factor

.448

2.232

.422
.391

.
673
5.13
.
6 000

Acceptanc
e


training

-.165

.096

-.132

salary

.281

.091

.237

recruitmen
t
assessment

346

.086

.244

.043

.084

.040

identify

.070

.099

.050

.
1.71 087
9

3.07
.
1 002
4.01
.
0 000
.515
.
607
.703
.
483

.438

2.285

.435

2.299

.705

1.419

.431

2.321

.508

1.969

Dependent variable: satisfaction
According to the formula:
Satisfaction = β0 + (β1 x environment) + (β2 x training) + (β3 x salary) + (β4 x
recruitment) + (β5 x assessment) + (β6 x identify)
The results of partial regression analysis show that the training component
(training) has sig.T = 0.087> 0.05, the Staff assessment component (assessment) has
sig.T = 0.607> 0.05. Identify job and promotion component (identify) has sig.T =
0.483> 0.05.
The remaining components include Environment of the flight attendants
(environment), Orientation and Salary component (salary), Employee recruitment
(recruitment) all have sig.T <0.05
Therefore, the components of Training (training), Assessment of flight
attendants (assessment), Identify job and promotion component (identify) are not
strongly correlated and not statistically significant when included in analytical
model; The composition of Environment of the flight attendants (environment),
Orientation and Salary component (salary), Employee recruitment (recruitment)
have strong enough and statistical significance when being included in the analysis
model.
Thus, the current analytical data of the study are not sufficient to prove a
linear relationship between the elements of Training (training), Assessment of flight
attendants (assessment), Identify job and promotion component (identify) with the
job satisfaction of flight attendants (satisfaction).
The value of the Variance inflation factor (VIF) is in the range of 1,419 to
2,321, so it can be concluded that the independent variables do not have multicollinear phenomena, the relationship between these independent variables is
insignificant.

Through this analysis, it is shown that in practical human resource
management factors, the Environment of the flight attendants (environment) has
the strongest impact on the job satisfaction of the flight attendants (coefficient
0.391). Orientation and Salary component (salary), Recruitment (recruitment) affect
the satisfaction of the job of flight attendants to a lesser extent.
Through the standardized regression coefficient Beta shows that the
Environment of the flight attendants (environment) has a high Beta coefficient
compared to other components, proving that this component plays an important
role in the impact of Human resource management practices to job satisfaction of
flight attendants.
With initial hypotheses for theoretical models and analysis results, it has the
linear regression equation as follows:
Satisfaction = (0.391 x environment) + (0.237 x salary) + (0.244 x recruitment)
The analysis results show that the hypotheses H’1, H’3, H’4 have sig <0.05,
thus being accepted; Hypotheses H’2, H’5, H’6 have sig> 0.05, so are not accepted.
Table 4.9 Summary of test results of job satisfaction hypothesis
Hypothesis

Beta

Sig.

Conclud
e
Accepted

Hypothesis 1: The Environment of the flight attendants
is highly or low, the job satisfaction of the flight
attendants increases or decreases.
Hypothesis 2: The Training is highly appreciated or low,

the job satisfaction of the flight attendants also increases
or decreases.
Hypothesis 3: The Orientation and Salary are rated high
or low, the job satisfaction of the flight attendants also
increases or decreases.
Hypothesis 4: The Recruitment is rated high or low, the
job satisfaction of the flight attendants also increases or
decreases.
Hypothesis 5: The Staff assessment of flight attendants
is appreciated high or low, the job satisfaction of the flight
attendants also increases or decreases.
Hypothesis 6: The Identify the work and Promotion are
appreciated high or low, the job satisfaction of the flight
attendants also increases or decreases.

.391

.000

-.132

.087

Not
Accepted

.237

.002

Accepted

.244

.000

Accepted

.040

.607

Not
Accepted

.050

.483

Not
Accepted


CHAPTER FIVE: CONCLUSION AND RECOMMENDATION
Conclusion
Within the scope of this study, through the results of data analysis, there is
evidence showing that the human resource management practices at the cabin crew
consist of 06 components; According to the attendant, it shows that human resource
management practices have an impact on the job satisfaction of the flight attendants.
The above results are significant:

- Regarding research methods: this study contributes to the measurement
system of human resource management for flight attendants in Vietnam. For the
flight attendants, in practical terms, the study helps leaders better understand the
relationship between human resource management practices and job satisfaction of
flight attendants; thereby establishing appropriate measures in the process of
management and administration of the unit in order to achieve high operational
efficiency.
- For other air transport business enterprises in Vietnam: researchers can use,
adjust and supplement these measurement scales to continue studying and
assessing the impact of management practices. Human resources to job satisfaction
of flight attendants in the firm.
- The research results also add references to the field of human resource
management research in Vietnam.
Recommendation
The results of the analysis showed that the composition of the flight
attendants' environment, career orientation and remuneration, labor recruitment
affects job satisfaction of the flight attendants.
Based on the research hypotheses about the flight attendants' working
environment, career orientation and remuneration, labor recruitment is accepted,
within the scope of human resource management, to enhance the satisfaction. In the
work of flight attendants, the unit may study and implement the following measures:
Measures to build a working environment for flight attendants
- Attract flight attendants to participate in the unit's activities, creating a
friendly and comfortable environment; encourages flight attendants to participate in
making decisions related to the common activities of the cabin crew, giving flight
attendants the opportunity to propose improvements to improve the operations of
the cabin crew through various measures. methods such as organizing meetings and
dialogues between the delegation leaders and the flight attendants team, promoting