THE AFFECTIVE COMMITMENT MODERATED RELATIONSHIP PROACTIVE PERSONALITY AND SELF-EFFICACY ON INDIVIDUAL JOB PERFORMANCE

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Luận văn thạc sĩ tiếng anh: THE AFFECTIVE COMMITMENT MODERATED RELATIONSHIP PROACTIVE PERSONALITY AND SELF-EFFICACY ON INDIVIDUAL JOB PERFORMANCE

TABLE OF CONTENTS

LIST OF TABLES 4

LIST OF FIGURES 5

CHAPTER ONE 1

INTRODUCTION 1

1.1. Motivation of the research 1

1.2. Problems of the research 2

1.3. Purposes of the research 3

1.4. Questions of the research 3

1.5. Limitations of the research 4

1.6. Keywords 4

CHAPTER TWO 5

LITERATURE REVIEW 5

2.1. Individual job performance 5

2.2. Proactive personality 12

2.3. Self-efficacy 16

2.4. Affective commitment 20

CHAPTER THREEE 25

RESEARCH METHOD 25

3.1. Research structure 25

3.2. Hypotheses 26

3.3. Sampling 27

3.4. Questionnaire 28

3.5. Data collection process 32

3.6. Data analysis method, statistics 32

REFERENCE 34

APPENDIX: SURVEY OF QUESTIONNAIRE 46

LIST OF TABLES

Table 1: Measurement scale of individual job performance 8

Table 2: Measurement scale of proactive personality 14

Table 3: Measurement scale of self-efficacy 18

Table 4: Measurement scale of affective commitment 22

Table 5: Operationalization 28

LIST OF FIGURES

Figure 1: Research Model 27

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ABSTRACT

Human resource management is one of key activities of the companies that need high attention from top managers. When the companies have good human resource, they achieve better business performance and win the market share. An employee achieves better performance in case of he/she constructs emotional attachment to the organization and his/her attachment is strongly associated with career development and better relationship with co-workers.

The thesis is developed with main purpose of the researcher is to explore the relationship between proactive personality and self-efficacy on individual job performance with and without moderate effect of affective commitment. To achieve this purpose, the researcher designs a research model in which individual job performance is influenced directly by proactive personality and self-efficacy. Moreover, affective commitment of the employees is considered as moderator in these relationships.

To measure the relationships between factors, the researcher proposes using quantitative research method. A structural questionnaire is developed in which the scale for each factor is proposed and 300 sets of questionnaires must be collected successfully to guarantee for quality of achieved data. Then, some data analysis techniques are performed to understand the data pattern, reliability level of each factor, the validity of the construct between items, and multiple linear regression.

CHAPTER ONE

INTRODUCTION

1.1. Motivation of the research

Human resource management is one of key activities of the companies that need high attention from top managers. According to Effron, M., Gandossy, R., and Goldsmith, M. (2003), the employees are considered as the most important resources that help to turn out better business performance and higher competitive advantage against other companies in the market. One of primary objective of the companies in the long-run is to reduce job turnover rate to minimal level and to retain talent employees to stay with and to work for the companies (Kleynhans, R., 2006).

When the companies have good human resource, they achieve better business performance and win the market share (Deb, T., 2006). It is asserted that job performance of an employee is highly depended on his/her satisfaction and higher satisfaction level returns higher the likelihood of staying and working for the companies (Preko, A., and Adjetey, J., 2013). The employees are engaged with the companies in case of their physical and emotional needs are fulfilled (Loehr, J., and Schwarts, T., 2003). The employees also commit with current companies if they perceive that these companies are better than other companies in the market (Brown, S., McHardy, J., McNabb, R., and Taylor, K., 2011). Both employee commitment and satisfaction are two important components in human resource management that requires high attention from the managers and good level of commitment and satisfaction will reserve for future development of the companies (Sekyi, E., Boakye, N. A., and Ankumah, F. J.,2016).

Employee performance is one the most concern to the top leaders in the organizations (Coyle-Shapiro, J. A-M., and Shore, L. M., 2007). The top priority of human resource management is to hire the right person and recruited employees will perform assigned job well (Campbell, J. P., 1990). When the employees gain outstanding job performance, it will lead to the organizational success (Shmailan, A. S. B., 2016). Given to the importance of job performance to the organizations, many researchers have put their efforts to explore the factors that cause higher job performance. For example, Muchinsky, P. M, and Manohan, C. J. (1987) asserted that job performance was improved through the designation of job characteristics to be fit with the employees’ capabilities. Edwards, J. R (1996) dictated that job performance of the employees is advanced if the organizations are able to select the appropriate candidate in the recruitment and selection stage. Li, C-K., and Hung, C-H. (2010) indicated that job performance of an employee is the result of the interaction between job satisfaction, job motivation and employee commitment. According to Dernovsek D. (2008), higher employee commitment reflects the fact that they are pleased with current works and it can be measured through emotional engagement with the organizations. An employee achieves better performance in case of he/she constructs emotional attachment to the organization and his/her attachment is strongly associated with career development and better relationship with co-workers (Shmailan, A. S. B., 2016). Other researchers like De Clercq, D., Haq, I.U and Azeem, M. (2018) affirmed that job performance of the employees was influenced by self-efficacy. In addition, the role of proactive personality towards job performance is supported in previous empirical evidences (Fuller Jr., J. B., Hester, K., and Cox, S. S. (2010); Gerhardt, M., Ashenbaum, B., Newman, W. R. (2009).

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