MASTER OF BUSINESS ADMINISTRATION
INTERNATIONAL PROGRAM


RESEARCH PROJECT
(BMBR5103)

TAKING CHARGE BEHAVIOR AT VIETINBANK

STUDENT’S FULL NAME : TRINH NGOC DOANH
STUDENT ID : CGS00019382
INTAKE : MARCH 2015
ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA)


ADVISOR’S ASSESSMENT

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

ADVISOR’S SIGNATURE

NGUYEN THE KHAI (DBA)


ACKNOWLEDGMENTS
I would like to express my sincere gratitude to my lecturer Dr. Nguyen The Khai whose expertise, patience - for the support of my thesis, His guidance helped me in all
the time of research and writing of this thesis.

I am grateful for the support from Vietinbank for permission the employees answer the
survey and support information related to my research.

I would like to thank my colleagues from Vietinbank for their wonderful collaboration.
You supported me greatly and were always willing to help me.

I would also like to thank my family for the support they provided me through my
entire life and in particular, I must acknowledge my wife, without whose love,
encouragement and assistance, I would not have finished this thesis.

Once again, I thank very much to all.

Trinh Ngoc Doanh


CONTENTS
ABSTRACT ........................................................................................................................ 1
PART ONE: INTRODUCTION ....................................................................................... 2
Introduction of the company ................................................................................................... 2
Organization Chart ...................................................................................................................... 5
Share capital/ Shareholders’ structure ............................................................................... 6
Research problem statement .................................................................................................. 6
Research objectives .................................................................................................................... 7
Research scope ............................................................................................................................. 8
Significance of research ............................................................................................................. 8

PART TWO: LITERATURE REVIEW .......................................................................... 9
Argument for selecting the constructs ................................................................................. 9
Maslow’s theory ................................................................................................................ 9
Alderfer’s ERG theory ..................................................................................................... 10
McClelland’s theory ........................................................................................................ 12
Discussion ........................................................................................................................ 13
Definition of Constructs.......................................................................................................... 13

Taking Charge .................................................................................................................. 13
Organizational Commitment............................................................................................ 13
Supervisory Support ........................................................................................................ 14
Performance Appraisal System Knowledge .................................................................... 15
Perceived Ability – Job Fit .............................................................................................. 16

PART THREE: HYPOTHESES AND METHODS...................................................... 17
Hypotheses .................................................................................................................................. 17
Research model ......................................................................................................................... 17
Data collection – Designing template scale ..................................................................... 18


Taking Charge (TC – Dependence variable) ................................................................... 18
Organizational Commitment (OC – Independence variable) .......................................... 19
Supervisory Support (SS – Independence variable) ........................................................ 20
Performance Appraisal System Knowledge (PA – Independence variable) ................... 22
Perceived Ability – Job Fit (AJ - Independence variable) ............................................... 23
Data collection progress ................................................................................................... 24
Data analysis .................................................................................................................... 25

PART FOUR: RESULTS ................................................................................................ 26
Cronbach’s Alpha ...................................................................................................................... 26
Cronbach’s Alpha standard applied ................................................................................. 26
Cronbach’s Alpha of constructs ....................................................................................... 26
Statistics information .............................................................................................................. 28
Descriptive statistics ........................................................................................................ 28
Correlation statistics ........................................................................................................ 28
Hypotheses testing ................................................................................................................... 29
Hypothesis proposed (H1) ............................................................................................... 29
Hypothesis proposed (H2) ............................................................................................... 30

Hypothesis proposed (H3) ............................................................................................... 31
Hypothesis proposed (H4) ............................................................................................... 32

PART FIVE: CONCLUSIONS ........................................................................................ 34
Discussion ................................................................................................................................... 34
Limitation of research ............................................................................................................. 34
Forecast recommendation .................................................................................................... 34

REFENRENCES .............................................................................................................. 36
APPENDIX ...................................................................................................................... 38
Appendix 1: Survey .................................................................................................................. 38
Appendix 2: Presentation ...................................................................................................... 45


FIGURES AND TABLES
FIGURES
Figure 1

Maslow's hierarchy of needs

09

Figure 2

Alderfer’s ERG theory

10

Figure 3


McClelland’s theory

12

Figure 4

Research Model

17
TABLES

Table 1

Taking Charge scale

18

Table 2

Organizational Commitment scale

20

Table 3

Supervisory Support scale

21

Table 4


Performance Appraisal System Knowledge scale

22

Table 5

Perceived Ability – Job Fit scale

23

Table 6

Time table

24

Table 7

Cronbach’s Alpha - Internal Consistency

25

Table 8

Cronbach’s Alpha of Taking Charge

26

Table 9


Cronbach’s Alpha of Organization Commitment

26

Table 10

Cronbach’s Alpha of Supervisory Support

26

Table 11

Cronbach’s Alpha of Performance Appraisal

26

Table 12

Cronbach’s Alpha of Perceived Ability – Job Fit

27

Table 13

Descriptive statistics

28

Table 14


Correlation statistics

28


Table 15

Model summary of H1

30

Table 16

Coefficients of H1

30

Table 17

Model summary of H2

30

Table 18

Coefficients of H2

31


Table 19

Model summary of H3

31

Table 20

Coefficients of H3

31

Table 21

Model summary of H4

32

Table 22

Coefficients of H4

32


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ABSTRACT

This purpose of this research is to find the factors influence to the Taking charge
behavior of Vietinbank staff.
I will use Business Research Methods to determine Taking Charge behavior and
the factors that it influence Taking Charge. And this research also was conducted by
quantitative method with source data is surveys that it issued by offline to 450
employees of Vietinbank to collect the ideas and comments of employees about
Taking Charge behavior.
The result of these surveys shall be statistically analyzed by SPSS version 20.
Hypotheses used this research includes five constructs: one dependent construct
(Taking Charge) and four independent constructs (Organizational Commitment,
Supervisory Support, Performance Appraisal System Knowledge, Perceived AbilityJob Fit)
I hope results of this research could help the CEO; managers of Vietinbank have
some reference to improve and increase quality resource based on Taking Charge
behavior of employees as well as the clear perception that Taking Charge behavior of
employees will impact to working effective, ability of competitiveness of the firm.

Student: Trinh Ngoc Doanh (ID: CGS00019382)


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PART ONE: INTRODUCTION
Introduction of the company
Vietinbank was established in 1988 after being separated from State Bank of Vietnam
with its head office locate at 108 Tran Hung Dao St., Hoan Kiem Dist., Hà Nội city,
Việt Nam.
- Vietinbank is one of the four largest State-owned commercial banks of
Vietnam, Vietinbank’s total assets account for over 20 percent of the market share of

the whole Vietnamese banking system. Vietinbank’s capital resources keep on
increasing over the years and have been substantially rising since 1996 with the annual
average growth of 20 percent, especially up 35 percent a year against that of last year.
- Vietinbank has developed an operations network comprising of 01 Transaction
Centers, 150 branches, over 1000 transaction offices/ savings offices. Has established
correspondent relationship with 900 banks, financial institutions of 90 countries and
territories all over the world.
- Being diversified with 07 independent accounting subsidiaries: Vietinbank
Leasing Company, Vietinbank Securities Company, Vietinbank Asset Management
Company, Vietinbank Insurance Company, Vietinbank Fund Management Company,
Vietinbank Gold and Jewelry Company, Vietinbank Global Money Transfer Company
and 03 non-profit making units: Vietinbank Information Technology Center,
Vietinbank Card Center and Vietinbank Training Center.
- Being the founder of the following Financial Credit Institutions:
 Saigon Bank for Commerce and Industry
 Indovina Bank (the first joint-venture bank in Vietnam)
 Vietnam International Leasing Company – VILC (the first financial
leasing company in Vietnam)
 Vietinbank Insurance Company Ltd.
- Being the official member of:
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 Vietnam’s Banker Association
 Asian Banker’s Association
 Society for Worldwide Interbank Financial Telecommunications

(SWIFT)
 Visa International Services Association
Scope business
Vietinbank’s services include Fund Mobilization in the form of Tem
Deposits for Retail and Corporate clients, Foreign Exchange, Guarantees,
International Settlements, Letter of Credit, Capital Markets, Money
Markets, Bonds, Equity Investment, Correspondent Banking, Internet
Banking and other innovative financial and investment services and
solutions licensed by the State Bank of Vietnam
Vision:

To become one of the most modern and effective financial and banking
group in and outside the country.

Mission: To become the leading financial and banking corporation in Vietnam that
operates in diverse areas, as well as provides products and services that
conforms to international standards, aiming to improve the values of life.
Core values:
 Customer-oriented operations;
 Dynamic, innovative, professional, devoted, transparent, modern;
 Workers have the right to make their best effort and contribution – they
have the right to receive rightful compensation – they have the right to
pay homage to outstanding individuals and workers.
Business Philosophy:
 Safe, effective, sustainable, and in compliance with international
standards;
 United, ready to cooperate, share, and be socially responsible;

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 Your prosperity is our success.
Slogan:

Improving the values of life.

Market capitalization: 51,382.98 billion VND (as of December 2014)
Number of employees: 19.787 (as of December 2014)
Stock exchange: HOSE (Ho ChiMinh Stock Exchange, Vietnam)
Stock code: CTG
Contact:
Legal name:
Headquarters: 108 Tran Hung Dao St., Hoan Kiem Dist., Hà Nội city, Việt Nam.
Phone: 1900 558 868/ 04 3941 8868

Fax: +84 4 39748888

Email:

Website: www.vietinbank.vn

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Organization Chart

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Share capital/ Shareholders’ structure

Research problem statement
Along with the development and deeper integration of the economy in general and the
banking and financial sector in particular, staffing issues has become a determining
factor in the existence and development of the bank. Thus, development of human
resources with high experience, good in information technology and foreign
languages; communication skills, good communication skill, synthetic analytical
skills, teamwork skills ... to keep pace with the constant fluctuations of an open
economy is considered the key to the success of banks in the future.
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With the motto “Strong human resources is a core value of the Bank” VietinBank
create a professional work environment, modern, maximizing the right to work,

dedication, development, honoring workers’ and the harmonious combination of
business interests with the interests of officials and employees. Vietinbank always pay
attention to training of human resource development, concern and care for cultural and
spiritual life of employees, encourage solidarity with multiplayer modes and social
activities such as insurance, resort every year, the right to buy the project preferential
shares with preferential price, timely visits to encourage employees and their
dependents when they are ill, help families meet officials in difficult circumstances...
Currently, in the context of the business environment have changed banking
competition fierce, some banks eased loan conditions, or break rules causing bad
consequences, seriously affecting the image of the banking system in general and
create psychological apprehension in some banking staff.
As an industry operating in sensitive sectors of the economy, so how to retain
talent as well as, how to limit the afraid, ready to help staff cope with the challenges of
thereby contributing to a developing Vietinbank grown into a leading bank in the
region and the world as “Vietinbank Vision” was raised. In the current context Taking
Charge is also an important factor, and the factors that may affect “Taking Charge it
are Organizational Commitment, Supervisory Support, Performance Appraisal System
Knowledge, Perceived Ability-Job Fit

Research objectives
This purpose of this research is way to find the factors influence to the Taking Charge
behavior of employees working at Vietinbank.
The research will focus 3 main factors:
 Search related information and try to define what meaning Taking Charge is of
employees at Vietinbank
 Design research model and test related factors to check influence between
factors to access strong / weak level of each factor in influence progress.
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 Discussing and proposing recommendation to improve the effectiveness and
forecast the human resources management at Vietinbank in the next time.

Research scope
The scope of research is for the most employees at Vietinbank, includes: Director,
Vice Directors, managers, subordinate and employees working at Vietinbank; it does
not include: Chairman, Board of Directors, Shareholder, Supervisory Board, and
employees are under probation period or in maturity leave.
The survey scope is within the territory of Vietnam, which includes 450
employees of Vietinbank.
Contents of this research are only including factors influencing to Taking Charge
behavior at Vietinbank; it does not have intention of re-structuring, changing and
replacing the employees.
This survey was conducted from 01 Jun to 07 Jul 2016.

Significance of research
This research help CEO, Directors; Managers understand and are more aware of the
importance of Taking-Charge behavior and some factors that influence the TakingCharge. That is the important factor can influence the succeed of Vietinbank and show
the effectiveness of the policy, the organization operating concept in human matters.

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PART TWO: LITERATURE REVIEW
Argument for selecting the constructs
Maslow’s theory
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”, “Love and Belongingness”;
“Esteem”, “Self-actualization and Self-transcendence” to describe the pattern that
human motivations generally move through.

Figure 1: Maslow’s hierarchy of needs, represented as a pyramid with the more basic
needs at the bottom
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Maslow studied what he called exemplary people such as Albert Einstein, Jane
Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or
neurotic people, writing that “the study of crippled, stunted, immature, and unhealthy
specimens can yield only a cripple psychology and a cripple philosophy”. Maslow
studied the healthiest 1% of the college student population.
Maslow’s theory was fully expressed in his 1954 book Motivation and
Personality. The hierarchy remains a very popular framework in sociology research,
management training and secondary and higher psychology instruction.

Previous research
-

Tang, T. L.; Ibrahim, A. H.; West, W. B. (2002). “Effects of war-related stress
on the satisfaction of human needs: The United States and the Middle East”.
International Journal of Management Theory and Practices 3 (1): 35-53.

-

Cianci, R.; et al (2003). “Maslow’s hierarchy of needs: Does it apply in a
collectivist culture”. Journal of Applied Management and Entrepreneurship 8
(2): 143-161.

-

Kenrick, D. T.; Griskevicius, V.; Neuberg, S. L.; Schaller, M. (2010).
“Renovating the pyramid of needs: Contemporary extensions built upon ancient
foundations”. Perspectives on Psychological Science 5 (3): 157-163.

Alderfer’s ERG theory
Clayton Paul Alderfer (born on September 1, 1940 in Sellersville, Pennsylvania) is an
American psychologist who further developed Maslow’s hierarchy of needs by
categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth).
The existence group is concerned with providing the basic material existence
requirements of humans. They include the items that Maslow considered to be
physiological and safety needs. The second group of needs is those of relatedness – the
desire people have for maintaining important interpersonal relationships. These social
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and status desires require interaction with others if they are to be satisfied, and they
align with Maslow’s social need and the external component of Maslow’s esteem
classification. Finally, Alderfer isolates growth needs: an intrinsic desire for personal
development. These include the intrinsic component from Maslow’s esteem category
and the characteristics included under self-actualization.
Alderfer categorized the lower order needs (Physiological and Safety) into the
Existence category. He fit Maslow’s interpersonal love and esteems needs into the
Relatedness category. The Growth category contained the self-actualization and selfesteem needs. Alderfer also proposed a regression theory to go along with the ERG
theory. He said that when needs in a higher category are not met then individuals
redouble the efforts invested in a lower category need. For example if selfactualization or self-esteem is not met then individuals will invest more effort in the
relatedness category in the hopes of achieving the higher need.

Figure 2: Alderfer’s ERG theory

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Previous research
C.A. Arnolds and C. Boshoff (2002). “Compensation, esteem valence and job
performance: an empirical assessment of Alderfer’s ERG theory”. The International
Journal of Human Resource Management.


McClelland’s theory
Written by psychologist David McClelland is a motivational model that attempts to
explain how the needs for achievement, power, and affiliation affect the actions of
people from a managerial context. This model was developed in the 1960s soon after
Maslow’s hierarchy of needs in the 1940s. McClelland stated that we all have these
three types of motivation regardless of age, sex, race, or culture. The type of
motivation that each individual is driven by is changed by life experiences and the
opinions of their culture.

Figure 3: McClelland’s theory

Previous research
Harrell, Adrian M.; Stahl, Michael J. (1981). “A behavioral decision theory approach
for measuring McClelland’s trichotomy of needs”. Journal of Applied Psychology,
Vol 66 (2), 242-247
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Discussion
In my perspective, I think Maslow’s theory is affecting to Taking Charge,
Organizational Commitment, Supervisory Support, Performance Appraisal System
Knowledge and Perceived Ability – Job Fit, because it deeply researched into the
nature of human beings in all aspects of psychology and physiology.
Alderfer’s ERG theory has greater scientific support than Maslow’s theory but
both theories remind managers of the types of reinforces or rewards that can be used to
motivate people.

Personally, I think McClelland’s theory has shown that when a manager needs to
work with others culture, he will need to adjust to see that the Taking Charge behavior
is different from one person to another.

Definition of Constructs
Taking Charge
Taking charge entails voluntary efforts to bring about functional change in an
organization. These may include changes in how work is performed.
Taking charge correlated positively with top management openness, general selfefficacy, felt responsibility, expert power, and organization level. Exploratory factor
analysis showed that taking charge was empirically distinct from in-role behavior,
civic virtues and altruism
It is discretionary behavior that is inherently change oriented, aimed at
improvement in the organization.

Organizational Commitment
Organizational commitment may be viewed as an organizational member’s
psychological attachment to the organization.

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Organizational commitment plays a very large role in determining whether a
member will stay with the organization and zealously work towards organizational
goals. The model argues that organizational commitment has three distinctive
components:
-


Affective commitment is your emotional attachment to an organization. If
you have a high level of affective commitment, you enjoy your relationship
with the organization and are likely to stay. You stay because you want to
stay.

-

Continuance commitment is the degree with which you believe that leaving
the organization would be costly. If you have a high level of continuance
commitment, you will stay with an organization because you feel that you
must stay. For example, you may feel quitting your job may lead to an
unacceptable length of unemployment. On the other hand, you may feel you
will lose a certain degree of status if you leave a well-respected organization
such as a top law firm or research company.

-

Normative commitment is the degree you feel obligated to the organization or
believe that staying is the right thing to do. Here, you believe you ought to
stay.

Supervisory Support
Supervisor support is defined as the extent to which leaders value their employees’
contributions and care about their well-being. A leader with high supervisor support is
one that makes employees feel heard, valued, and cared about
In general, supervisory support may include career guidance, performance
feedback, challenging work assignments and work opportunities that promote
employee development and visibility.
Supervisory Support correlated positively with perception of acceptance, job

discretion, job performance in term of both task and relationship, employee

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promotability and career satisfaction (Geenhaus et al. (1990)). In specific terms,
organizational research has identified a myriad of positive outcomes associated with
high supervisor support, including: In-role and extra-role performance; Reduced job
tension… and thereby affecting the desire to undertake the work (Taking charge)

Performance Appraisal System Knowledge
Performance Appraisal System Knowledge describes the extent to which employees
perceive they understand important aspects of the performance appraisal system
related to their job. Performance appraisal system knowledge has been found to
explain the extent of agreement between employees and supervisor ratings of work
performance
Companies use performance appraisals for evaluation and developmental
purposes. A properly executed appraisal acts as a basis for hiring new employees,
training and development of current employees, restructuring of workflow and
employee motivation. Performance appraisals offer evidence for pay increases or for
terminations. Well-designed performance appraisals can start dialogue between
supervisors, direct reports and coworkers that may result in positive outcomes for the
individuals and the business.
Performance evaluations can serve as effective tools for improving employee
performance and productivity as well as determining employee developmental needs.
Implemented properly, regular performance reviews can raise individual self-esteem

and deepen the relationship between supervisor and subordinate. People often perform
better when they have an idea how their supervisor views their work, knowledge and
skill. They are more likely to initiate honest conversation regarding goals and jobrelated issues as well.
The issue is that there is no appraisal system, regardless of how sophisticated, is
completely objective. Problems arise when evaluators tend to give overly lenient or
overly strict ratings on a consistent basis. Personal prejudices can skew results, as can

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poorly defined standards of measurement. Finally, employees must view the system as
fair and just for the results to impact their behaviors and job performance. If
employees do not see the process as a credible one, it loses validity and value overall.

Perceived Ability – Job Fit
Ability –Job fit can be defined as the “fit between the abilities of a person and the
demand of a job, r the desires of a person and the attributes of a job (Sekiguchi, 2004)
According to the person-environment fit model stress, whether a given level of
job demand is stressful to a job holder is determined by his or her ability (or perceived
ability) to perform the job
When ability –job fit is assessed as the match between what an employee wants
and receives from performing job, it is linked to integration and organization
commitment as well as reduced intentions to resign. Perceived ability–job fit
correlated positively with job demands, control, life satisfaction, age, adequacy of
income and tenure.


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PART THREE: HYPOTHESES AND METHODS
Hypotheses
Based on the theoretical basis of the above, we would propose four hypotheses (H)
influence to Taking Charge behavior below:
 H1: There is a positive relationship between Organizational Commitment and
Taking Charge.
 H2: There is a positive relationship between Supervisory Support and Taking
Charge.
 H3: There is a positive relationship between Performance Appraisal System
Knowledge and Taking Charge.
 H4: There is a positive relationship between Perceived Ability – Job Fit and
Taking Charge.

Research model

Figure 4: Research Model

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Data collection – Designing template scale
Taking Charge (TC – Dependence variable)
It was developed by Morrison and Phelps (1999). Taking charge entails voluntary
efforts to bring about functional change in an organization. These may include changes
in how work is performed.
Taking charge correlated positively with top management openness, general selfefficacy, felt responsibility, expert power, and organization level. Exploratory factor
analysis showed that taking charge was empirically distinct from in-role behavior,
civic virtues and altruism
It is discretionary behavior that is inherently change oriented, aimed at
improvement in the organization. Response to the items using a 5-point Likert-type
scale where 1=very infrequently and 5= very frequently
No

Questions

1 = very infrequently and 5 = very
frequently

This person often tries to adopt
1

improved procedures for doing his or

1

2

3


4

5

1

2

3

4

5

1

2

3

4

5

1

2

3


4

5

her job
This person often tries to change how
2

his or her job is executed in order to me
more effective
This person often tries to bring about

3

improved procedure for work unit or
department

4

This person often tries to institute new
work methods that are more effective

Student: Trinh Ngoc Doanh (ID: CGS00019382)