Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others

Keisuke Kokubun

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment (OC) of 5,522 employees who work for 8 Japanese companies in Vietnam. Hierarchical regression analysis revealed that variables included to measure extrinsic, social and intrinsic rewards were strongly related to OC. Especially, intrinsic rewards had the strongest association with OC. These findings suggest that the antecedents of OC in Vietnam are different from those in the West and China. The comparison between university graduates and others showed that fatigue and autonomy had stronger influence on OC in university graduates than in others. Discussions and implications concerning human resource management in Vietnam are offered.

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References

1986Perceived organizational support.2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences 2018Culture's Consequences 1997PERCEIVED ORGANIZATIONAL SUPPORT AND LEADER-MEMBER EXCHANGE: A SOCIAL EXCHANGE PERSPECTIVE.1996A meta-analytic examination of the correlates of the three dimensions of job burnout.1968Managerial Attitudes and Performance.1967Human Capital, A Theoretical and Empirical Analysis with Special Reference to Education 1998Emotional exhaustion as a predictor of job performance and voluntary turnover.

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