RESEARCH PROJECT

THE FACTORS IMPACT TALENT RETENTION IN MOBILE WORLD.

VĂN LÊ THẢO NGUYÊN

GBD19980
GBD0801
ASSIGNMENT 02 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 31: Statistics for management

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Table of Contents
1. INTRODUCTION ........................................................................................................................................... 5
1.1. BACKGROUND OF THE TOPIC...................................................................................................................................... 5
1.2. THE REASONS WHY YOU CHOOSE THE TOPIC.................................................................................................................. 5
1.3. OBJECTIVES OF THE TOPIC ......................................................................................................................................... 6
1.4. RESEARCH QUESTIONS OF THE TOPIC ........................................................................................................................... 6
1.5. SCOPE OF THE TOPIC ................................................................................................................................................ 6
1.6. MEANING OF THE STUDY .......................................................................................................................................... 6
2. LITERATURE REVIEW .................................................................................................................................... 7
2.1. DEFINITION “TALENT RETENTION” ............................................................................................................................. 7
2.2 SALARY AND REWARD................................................................................................................................................ 7
2.3 TRAINING ............................................................................................................................................................... 8
2.4 PROMOTION ........................................................................................................................................................... 8
2.5 CULTURE ................................................................................................................................................................ 9
2.6 RELATIONSHIP WITH COLLEAGUES ............................................................................................................................... 9
3. RESEARCH MODEL AND RESEARCH HYPOTHESIS ......................................................................................... 10
3.1. RESEARCH MODEL .................................................................................................................................................10
3.2. RESEARCH HYPOTHESIS ..........................................................................................................................................10
4. METHODOLOGY......................................................................................................................................... 10
5. DATA AND DATA SOURCES ......................................................................................................................... 12
5.1. DESIGN SURVEY ....................................................................................................................................................12
5.2. COLLECTING DATA.................................................................................................................................................15
6. ANALYSIS RESULT 6.1. SAMPLE DATA RESEARCH ...........................................................................................................15
6.2. DESCRIPTIVES STATISTIC ANALYSIS............................................................................................................................16
6.2.1. Dependent Factor ....................................................................................................................................16
6.2.2. The employee's opinion on Training ........................................................................................................16
6.2.3 The employee's opinion on Promotion .....................................................................................................17
6.2.4 The employee's opinion on Relationship with colleagues ........................................................................18
6.2.5 The employee's opinion on talent retention.............................................................................................19
6.3. RELIABILITY CRONBACH’S ALPHA SCALE .....................................................................................................................19
6.4. EXPLORATARY FACTORS ANALYSIS ............................................................................................................................24
6.4.2. Dependence factor ..................................................................................................................................27
6.5. CREATING THE VALUE OF FACTORS ..........................................................................................................................28
6.6. CHANGING RESEARCH MODEL (DEPEND ON THE EXPLORATARY FACTORS ANALYSIS RESULT)..............................................29
6.6.1. Research model .......................................................................................................................................29
6.7. MULTIPLE REGRESSION ANALYSIS.............................................................................................................................30
6.7.1. Multiple Regression model ......................................................................................................................30
6.7.2. Model hypothesis testing ........................................................................................................................30
6.7.3. Model assumption testing .......................................................................................................................31
6.7.4. Factor hypothesis testing ........................................................................................................................34
6.8. COMMINATION .....................................................................................................................................................35
6.8.1. Conclusion the Research hypothesis........................................................................................................35
RECOMMENDATION ...................................................................................................................................... 36
8.CONCLUSION .............................................................................................................................................. 38
REFERENCES .................................................................................................................................................. 39

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1. Introduction
1.1. Background of the topic
Reteining talent is just one of the challenging concepts of Human Resources. Among them is the
challenge of finding and reteining talent in a wide working environment. Reteining talent is an
enterprise strategy that organizations hope to retein highly qualified and highly skilled
employees in order to fullfill their full potential and deliver healthy growth. (Heathfield, 2019).
Mobile world JSC is a dynamic environment, with many opportunities and challenges for talent.
Never expanding, constantly evolving is what MWG is about. (Long, 2020)

“MWG has no owners and employees. MWG has only 80,000 crew members to go fishing and
share the results.” For years, Mobile World has always been at the top of the list for the best
working environment. Vietnam (HR awards 2018) .The development of HR policies - Outstanding
and outstanding employee remuneration has helped Mobile World have a professional working
environment, helping the company to keep firmly positioned as one of the desirable workplace
in the eyes of candidates.

According to Mr. Tai, Chairman of Mobile World Investment Joint Stock Company, an employee
goes to work for only two purposes: One is money - Two is fun. In addition to the working
environment, businesses need both financial factors, well combined with these two factors, the
good people will come to the business on their own (Phuong, 2019). With the above factors, it is
also evidence that the company pays great attention to reteining talents and core of the
company.

1.2. The reasons why you choose the topic

With the above context, The Mobile World is an organization with the potential to develop and
respect the values of employees, especially young people with great potential. Although this is a
very real subject that should be discussed in the survey, there aren't many specific research
papers on this topic in the organization, so this paper will focus on the Factors Influencing Talent
Management in the Mobile World.

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1.3. Objectives of the topic

The purpose of this report is to identify the various factors that influence talent retention in the
Mobile World, systematize the rationale for these factors, and find ways to improve the public. .
Preserve talent for potential contributions to the business. To this end, analysis is based on a
systematic document review and secondary data sources.

1.4. Research questions of the topic

What is the reality of reteining talent of Mobile Worlds?

• How does salary and reward impact talent management?

• How does training management affect talent management?
• How does proton impact talent management?
• How does culture affect talent management?
• How does satisfaction affect talent management?

Which solution will be suitable to overcome mistakes in talent management?

1.5. Scope of the topic

We found that previous studies on talent retention were unclear about the factors that influence
talent retention, so this study will focus on talent retention in The Mobile World. Salary and
Reward, Promotion, Training, Culture, Satisfaction researched through employee survey at
Mobile World for 1 month.

1.6. Meaning of the study

This study will aid the company in identifying the factors that influence talent retention, thus
assisting the company in improving talent retention, especially the company's optimization. All-
important goals include bringing talent into the company, assisting them in solving problems at
the company to achieve the best results, and reteining talented people in the company.
Furthermore, through employee survey data, this study used quantitative research techniques
to analyze factors influencing talent management at the company.

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2. Literature review
2.1. Definition “Talent Retention”

Talent Retention

Talent management is defined as a methodologically organized, strategic process for bringing in

the right people and assisting them in reaching their full potential while keeping organizational
goals in mind. (Ghosh, 2019). In addition, they help companies make the best use of their human
capital both now and in the potential, to use their intellectual resources to help achieve the
mission of the organization and to ensure the full return on their talents by developing an
appealing corporate culture that promotes satisfaction and dedication (Ghosh, 2019)

Because of the difficulties in recruiting and reteining talented individuals, particularly managers'
talents (Chambers, 1997), the report argued that talent is worth fighting for (Cappelli, 2008).
However, the report claimed that "talent management" was not a contemporary phenomenon
and was previously referred to as "succession management" or "capital management" (S, 2019)

On many levels, talent management is critical to the success of a company. In today's business
world, competition is fierce, with many HR professionals admitting that there is an ongoing
"talent battle"—many vacant positions with insufficient high-quality applicants to fill them.
"We're in a tight job market, so hiring can be a time-consuming, expensive process that doesn't
produce results," Robinson says. (Brooks, 2019)

2.2 Salary and reward

Many researchers have identified pay as a motivator. It is often regarded as a symbol of success
and is associated with comfort and security, according to Engelberg and Sjöberg. Managers
benefit because they can use salary as a strategy because it has a significant effect on employee
performance (Bhumika, 2014). Benefits are packages that an employer offers to workers in
addition to their monetary compensation. Employees and their families are protected by health,
income protection, savings, and retirement benefits. A set of procedures, policies, and
programmers, as well as a philosophy, that actively promotes efforts to help workers succeed at
work and at home (Calvin, 2018). Salaries and incentives play a role in reteining top talent.

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Combining pay and benefits with talent retention is another way to retein employees. Fair work
compensation and benefits have been demonstrated to have a direct negative impact on a
company's decision to leave (Shuja , et al., 2017).

2.3 Training

Each employee wants to have the opportunity to improve himself and develop in a suitable
environment, so to meet this basic need, the organization can easily maintain the cohesion of
employees. including talent; At the same time, if the employees are organized to facilitate
participation in training courses that do not orient the advancement in work, the occupation of
the employee in general and talent in particular, that training It also doesn't make much sense in
practice. Because in general, each person's efforts are aimed at getting a promotion and getting
a suitable job position. That is why, when there is a reasonable promotion and promotion policy,
the organization can easily improve productivity and operational efficiency. In addition, it also
helps the organization to select competent, suitable people to build the successor team or lead
/ lead an important strategy of the organization (Riham & Tarik, 2020)

2.4 Promotion

Offering workers opportunities during their careers, such as more responsibilities or even more
authority, is one of the most effective ways to keep them motivated. It can be implemented by
allowing employees to increase their salary compensation. By increasing the employee's
purchasing power, this commodity will also cover a portion of their security needs. Promotions
assist in assigning workers to jobs that are more suitable for them (Claussen, 2014). It can be
used to reward the employee’s past efforts, promote investments in specific human capital and
have lower rates of job turnover (Bhumika, 2014)

Promotion opportunities, according to vmake employees more loyal, happier, and less likely to
leave the company, resulting in higher retention. Employees' decisions to stay with the institute
are influenced by a lack of promotion opportunities, according to Miller and Wheeler (1992).
Despite the fact that the social exchange theory of Blau (1964) states that when employees are
promoted, they feel rewarded by the company and repay it with their loyalty, dedication, and
participation, workers are motivated by the availability of advancement opportunities (Palwasha
, et al., 2017).

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2.5 Culture

Formal and informal organizational processes, according to Johnson and Scholes (2010), are a
part of every organizational culture. These processes can be viewed as a form of control over the
company's operations, and therefore can help or hinder the plan's implementation. Formal
inspections (systems, rules, and procedures) to social inspections (culture and routines) to self-
control are all examples of processes (individual motivation).

According to Ford and Fisher, culture isn't the only way to prepare and execute a strategy (1998).
Reimbursement systems, planning processes, information, and budget systems are some other
examples that can be included. Culture is something that is learned over time. According to
Kirkpatrick (1998), this learning occurs in two ways. First, there are trauma models in which
members of an organization learn to deal with a threat by creating defense mechanisms. The
second paradigm is that of constructive strengthening, in which things appear to be working.
Learning takes place as people adapt themselves to and deal with external demands and develop
effective methods and frameworks to meet their organization's internal challenges, processes,
and technologies. (Orwa, 2014)

2.6 Relationship with Colleagues

Cooperation, team spirit, support, trust, information exchange, and atmosphere among peers
are all aspects of peer relationships. Cooperation is the feeling of working together and pitching
in to accomplish what the task requires, as well as communication with and support for other
members of a workgroup. As a result, an individual employee's performance improves and his or
her satisfaction rises (Tessa E Basford & , 2015). Because it encourages effective teamwork and
group performance, team spirit aids the group's success. Individually, a positive team spirit can
encourage positive behavior, which leads to increased job satisfaction. Individual support entails
recognition, acknowledgement, acceptance, and participation, all of which are critical
components of an employee's sense of self-worth and job satisfaction (Tran, 2017).

Lambert et al. (2001) and James (1996) argue that employee retention is influenced by their
interactions with coworkers because their performance is affected. It is critical to recognize the
significance of these factors in order to encourage employee talent retention at the company.
Feelings of discontent may arise if an employee feels emotionally or socially isolated at work and

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is unable to get along with other coworkers. Instead of attempting to solve the problem directly,
the individual may prefer to look for work. Employee satisfaction and retention are influenced
by relationships with coworkers (Alamdar , et al., 2012).

3. Research model and Research Hypothesis

3.1. Research model

Salary and
reward

Training

Promotion Talent retetion

Culture

Relationship
with Colleagues

3.2. Research Hypothesis

Hypothesis 1: Salary and benefit factors IMPACTED TO talent retention of company
Hypothesis 2: Reward and recognition factors IMPACTED TO talent retention of company
Hypothesis 3: Promotion Opportunities factors IMPACTED TO talent retention of company
Hypothesis 4: Working Environment factors IMPACTED TO talent retention of company
Hypothesis 5: Relationship with Colleagues IMPACTED TO talent retention of company

4. Methodology
In the research scope, some methods are used as follows:
- Mean
- Reliability Cronbach’s Alpha Scale

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+ Cronbach’s alpha is a measure of internal consistency, that is, how closely related a set of items
(questions) are as a group for a factor need to measure
+ These items (questions) will likely have been developed based upon theoretical knowledge of
the our topic
+ A good factor scale:
• Cronbach’s alpha at least 0.6 (new research at least 0.5)
• Corrected Item (question) Total Correlation at least 0.3
• Cronbach’s Alpha if Item Deleted < Cronbach’s alpha of the main factor.

- Exploratary Factors Analysis

+ Factor analysis can be used to find meaningful patterns within a large amount of data
+ It’s possible that we will find that a certain group of Items (questions) seem to cluster together.
The group of Items (questions) seem together to measure a factor to need explorry
+ A good result factor analysis
• Kaiser-Meyer-Olkin Measure of Sampling Adequacy (KMO) in [0.5-1]
• Value Sig of Bartlett’s Test ≤ α (1%, 5%, 10%)
• Value Initial Eigenvalues of every factor at least 1
• Rotation Sums of Squared Loadings factors at least 50%
• Max Value Loading of a Item (questions) in a factor at least 0.5

- Creating The Value Of Factors

+ Method 1: Using Factor regression mode (SPSS)
F= 𝑊1 𝑋1 + 𝑊2 𝑋2 … . … . +𝑊𝑘 𝑋𝑘
+ Method 2: F= Sum (value of Items (questions) in a factor)
+ Method 3: Average (value of Items (questions) in a factor)
- Multiple Regression Model
Y= 𝜷𝟎 + 𝜷𝟏 𝑿𝟏 + 𝜷𝟐 𝑿𝟐 + 𝜷𝟑 𝑿𝟑 + 𝜷𝟒 𝑿𝟒 + 𝜷𝟓 𝑿𝟓 + 𝑼
U: Error (residual) of the model
Y: Talent Retention
𝛽0 : Constant coefficient of model
𝑋1 : Salary and Reward
𝑋2 : Promotion
𝑋3 : Culture

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𝑋4 : Relationship with Colleagues
𝛽1 : Salary and Reward
𝛽2 : Promotion
𝛽3 : Culture
𝛽4 : Relationship with Colleagues
Model testing:
+ Null hypotheses𝐻0 : 𝑅2 = 0 "Model does not exist". “ The factors DOES NOT impact to talent
retention”
+ Alternative hypotheses 𝐻𝑎 : 𝑅2 ≠ 0 " 𝑀𝑜𝑑𝑒𝑙 𝑒𝑥𝑖𝑠𝑡". “The factors IMPACT TO talent retention”
Short hypothesis testing:
Coefficient of 𝑋𝑖 testing:
+ 𝐻01 : 𝛽01 = 0 " 𝑇ℎ𝑒 𝑐𝑜𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡 𝑜𝑓 𝑋1 𝑑𝑜𝑒𝑠 𝑛𝑜𝑡 𝑒𝑥𝑖𝑠𝑡"
+ 𝐻02 : 𝛽02 = 0 " 𝑇ℎ𝑒 𝑐𝑜𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡 𝑜𝑓 𝑋2 𝑑𝑜𝑒𝑠 𝑛𝑜𝑡 𝑒𝑥𝑖𝑠𝑡"
+ 𝐻03 : 𝛽03 = 0 " 𝑇ℎ𝑒 𝑐𝑜𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡 𝑜𝑓 𝑋3 𝑑𝑜𝑒𝑠 𝑛𝑜𝑡 𝑒𝑥𝑖𝑠𝑡"
+ 𝐻04 : 𝛽04 = 0 " 𝑇ℎ𝑒 𝑐𝑜𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡 𝑜𝑓 𝑋4 𝑑𝑜𝑒𝑠 𝑛𝑜𝑡 𝑒𝑥𝑖𝑠𝑡"
+ 𝐻05 : 𝛽05 = 0 " 𝑇ℎ𝑒 𝑐𝑜𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡 𝑜𝑓 𝑋5 𝑑𝑜𝑒𝑠 𝑛𝑜𝑡 𝑒𝑥𝑖𝑠𝑡"
Model assumption testing:
- Assumption 01: The residual of the model is normally distributed
- Assumption 02: The autocorrelation does not exist in the model
- Assumption 03: The multi regression does not exist in the model
- Assumption 04: The heteroscedasticity does not exist in the model

5. Data and data sources

5.1. Design survey
Table 1: Item of talent retetion
No Content References
1 Employee retention of key talent is a major concern of
senior management right now.
2 Reteining managerial and professional employees who are (Dow Scott, 2012)
high performers or have critical skills is a significant
challenge.

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 3 Retention efforts are focused primarily on key talent (versus
retention of our broader employee base).
4 We have identified the key talent in our organization.

Table 2: Item of salary and reward

No Content References
1 Turnover of talent employees is very costly for our
organization.
2 Provided meaningful pay communications, including total
compensation statements
(Dow Scott, 2012)
3 Monitored satisfaction of key employees concerning their
pay
4 Feelings that pay levels are unfair relative to others outside
the organization

Table 3: Item of training

No. Content References

1 Training programmes provide by the organization are (Shrivastava, 2013)
adequate for our development.
2 Employee have a clear picture of skills they should build to
support business growth.
3 You expect the training mode of the company

Table 4 Promotion

No. Content References

1 This organization is much concern about our career (Yousuf & Siddqui, 2018 )
development and growth opportunities for future.
2 Organization have right talent for its present as well as
future strategies.

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 3 This company provides our employees with opportunities
for growth and development.
4 I see opportunity of promotion in the present organization. (Gul, et al., 2019),

Table 5: Culture

No. Content References

1 I find myself comfortable with the organisation culture.
2 We provide a comfortable, safe work environment and
have a good reputation in the community. (Dow Scott, 2012)
3 The organizations' culture encourages the skills of
employees
4 The culture of these organizations is important to (NJERI, 2013)
boosting talent management

Table 6: Relationship with Colleagues

No. Content References

1 Your colleagues are always willing to help each other (Nguyen, 2020)
2 You feel connected with your colleagues
3 There is no conflict between you and your colleagues
4 Your colleagues always encourage each other
Demographic
Table 07: Questionnaires of Demographic
No. Content Sources
1 Gender (Nguyen, 2020)
2 Age
3 Educational level

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5.2. Collecting Data
The research paper has used two data that are secondary data and primary data to form
frameworks, factors affecting talent retention, and survey questionnaires. For questionnaires,
we use primary data consists of 26 main questions and personality information includes three
questions.
Link: https://forms.gle/LmXDCg2Y2A8sE3ra9

6. Analysis Result
6.1. Sample Data Research
Content Frequency Percent
Gender Male 29 13.8
Female 181 86.2
Age From 18 to 25 63 30.0
From 26 to 32 90 42.9
Over 33 57 27.1
Educational level General workers (not trained) 64 30.5
Workers 96 45.7
Post-graduates 50 23.8
Total 210 100
Table 6.1: Sample Data

Based on the statistics table, first we have reports on gender, of the 210 survey respondents, 29
people are male, accounting for 13.8% and 181 surveyees are female, accounting for 86.2% .
Numbers can show us that women are more interested in preserving talent in the company.

Second, we can see the age of the survey participants. There are 63 people aged from 18 to 25,
accounting for 30%, 90 people from the age of 26 to 32, accounting for 42.9% and finally over
the age of 30, accounting for 27.1% and up to 57 people in the survey are of this group.

The final table shows the education levels of the project participants. The data showed that 64
out of 210 participants were unskilled (untrained) workers. Next, with an overwhelming number
of workers with 96 people, accounting for 45.7% and the last one is Post-graduates with 50
employees, accounting for 23.8%.

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In summary, given such a sample size and structure, it can be concluded that the majority of
workers at Durex are representative.

6.2. Descriptives Statistic Analysis

The emphasis of this research would be on the factors that influence talent management in the
mobile world. As a result, descriptive statistical research will be used to investigate employee
expectations of talent retention and the variables that affect it at the organisation. Furthermore,
the analysis employs a proportional scale with a 5-point scale, with less than 3 points indicating
disappointment and more than 3 points indicating happiness.

6.2.1. Dependent Factor

Table 6.2.1: The employee's opinion on Salary and Reward. Mean

Turnover of talent employees is very costly for our organization. 3.8286

3.8286
Provided meaningful pay communications, including total compensation statements

4.1286
Monitored satisfaction of key employees concerning their pay

3.9000
Feelings that pay levels are unfair relative to others outside the organization
Total 3.92145

On the basis of Table 6.2.1, it can be seen that the average number of staff opinions on Talent
Management is 3.92145 (greater than 3) and the component questions are greater than 3, from
which it can be noted that the Talent Management Group receives a great deal of attention on
the basis of employee satisfaction when participating in the survey. With a perceived degree of
4.1286, the factor "Monitored happiness of core workers about their salaries" is well recognized
in the organisation. The employee's expectations will prove that the corporation is effectively
enforcing a talent retention program.
6.2.2. The employee's opinion on Training
Table 6.2.2: The employee's opinion on Training Mean

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Training programmes provide by the organization are adequate for our development. 3.8571

3.6857
Employee have a clear picture of skills they should build to support business growth.

3.7143
You expect the training mode of the company
3.7524
Total

Based on table 6.2.2, we find that the factors training the employees at the company is 3.7524,
which shows that the employees are satisfied with this issue of the company. Among them, the
item “Training programmes provide by the organization are adequate for our development” is
the most satisfied employee with a perceived level of 3.8571, and the factor “Employees have a
clear picture of skills they should build to support business growth. "get the lowest perceived
level from employees with a perceived level of3.6857. Employees' perceptions can show that the
company is doing well with the training for their employees.

6.2.3 The employee's opinion on Promotion

Table6.2. 3: The employee's opinion on Promotion Mean

This organization is much concern about our career development and growth
3.8000
opportunities for future.

3.3143
Organization have right talent for its present as well as future strategies.

3.7286
This company provides our employees with opportunities for growth and development.

4.1429
I see opportunity of promotion in the present organization.
3.6250
Total

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With Table 6.2.3 , we can see how employees feel about Promotion Opportunities. Specifically,
the employee felt that "This organization cares much about our career development and future
growth opportunities." 3,8 higher than the satisfaction level (level 3). In which, the section "The
organization have the right talent for its present as well as future strategies" was the least
satisfied by the employees with the level of perception of 3.3143 It can be said that the company
is implementing the promotion opportunity policy well.

6.2.4 The employee's opinion on Relationship with colleagues

Table6.2. 4: The employee's opinion on Relationship with colleagues Mean

Your colleagues are always willing to help each other 2.9714

3.1000
You feel connected with your colleagues

3.8429
There is no conflict between you and your colleagues

3.3000
Your colleagues always encourage each other
3.3035
Total

Based on Table 6.2.4, we found that the opinion on the Relationship with colleagues at the
company is 3.3035, indicating that employees are satisfied with this issue of the company. In
which, the section "There is no conflict between you and your colleague" is the most satisfied
employee with a feel of 3.8429 and the section "Colleagues are always willing to help each other"
received the lowest impression from the staff. received an agreement with a perception of
2.9714. Employee perceptions can show that the company is implementing well with peers'
policies.

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6.2.5 The employee's opinion on talent retention
Table 6.2.5: The employee's opinion on talent retention Mean

Employee retention of key talent is a major concern of senior management right now. 3.8714
Reteining managerial and professional employees who are high performers or have
3.8714
critical skills is a significant challenge.

Retention efforts are focused primarily on key talent (versus retention of our broader 3.9286
employee base).

3.7857
We have identified the key talent in our organization.
3.8642
Total

With Table 6.2.5 , we can see how employees feel about Talent Retention. Specifically,
employees feel that "talent retention" are higher than the satisfaction level (level 3) of 3.8642.
In which, the item "Retention efforts are focused primarily on key talent (versus retention of our
broader employee base)" was the employee most satisfied with the perceived level of 3.9286. It
can be said that the company is doing well with the talent retention policy.

6.3. Reliability Cronbach’s Alpha Scale

6.3.1 Salary and Reward factor
i: Cronbach's Alpha of Salary and Reward -first time

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted
Turnover of talent employees is very costly for our
.224 .369
organization.

Provided meaningful pay communications, including total .476 .073

compensation statements

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 .393 .198
Monitored satisfaction of key employees concerning their pay

Feelings that pay levels are unfair relative to others outside the -.044 .645
organization

Cronbach’s Alpha 0.425

We are going to look at four-component questions that are: "Talent change is very costly to our
organization", "Providing meaningful salary communication, including total Salary and bonuses
"," Monitoring the satisfaction of key employees in relation to their salaries "," The feeling of
being paid unfairly compared to others outside the organization "qualified to measure factor
"Salary and Bonus". Based on Table 6.3.1, we can see Cronbach’s alpha is 0.425 less than 0.6. In
addition, we can see Cronbach’s alphas if item deleted less than Cronbach’s alpha of the main
factor (< 0.425). However, Corrected Item-Total Correlation is -0.044 less than 0.3, if we remove
component question 4, Cronbach's Alpha coefficients can continue to rise.

ii: Cronbach's Alpha of Salary and Reward -second time

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted
Turnover of talent employees is very costly for our
.353 .674
organization.

Provided meaningful pay communications, including total .518 .453

compensation statements

.502 .482
Monitored satisfaction of key employees concerning their pay
Cronbach's Alpha 0.645

20
Based on table ii, we can see Cronbach’s alpha is 0.645 greater than 0.6. In addition, all corrected
item (question) total correlation greater than 0.3, and we can see 1 Cronbach’s alphas if item
deleted greater than Cronbach’s alpha of the main factor (< 0.645). However, Cronbach’s alpha
if item 1 deleted 0.674 higher than 0.645, if we remove component question 1, Cronbach's Alpha
coefficients can continue to rise.

Iii: Cronbach's Alpha of Salary and Reward -third time.

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted

Provided meaningful pay communications, including total .511 .

compensation statements

.511 .
Monitored satisfaction of key employees concerning their pay
Cronbach's Alpha 0.674

Based on table iii, we can see Cronbach’s alpha is 0.674 greater than 0.6. In addition, all corrected
item (question) total correlation greater than 0.3, and all Cronbach’s alpha if item deleted less
than Cronbach’s alpha of the main factor (< 0.674). So, 2 items (question) is: “Provided
meaningful pay communications, including total compensation statements", "Monitored
satisfaction of key employees concerning their pay" measure the factor “Salary and Reward".

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted
Training programmes provide by the organization are adequate
.726 .862
for our development.

21
Employee have a clear picture of skills they should build to .838 .759
support business growth.

.738 .852
You expect the training mode of the company
Cronbach's Alpha 0.878
We will examine 3 component questions namely is: "Training programmes provide by the
organization are adequate for our development","Employee have a clear picture of skills they
should build to support business growth", "You expect the training mode of the company" is
qualified to measure the "Training" factor. Based on table 8, we can see Cronbach’s alpha is 0.878
greater than 0.6. In addition, all corrected item (question) total correlation greater 0.3, and all
Cronbach’s alpha if item deleted less than Cronbach’s alpha of the " Training " factor (< 0.878).
Therefore, 3 items (question) that had a significant influence on retention are qualified to
measure the factor “Training”.

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted
This organization is much concern about our career
.638 .683
development and growth opportunities for future.

Organization have right talent for its present as well as future .488 .762
strategies.

This company provides our employees with opportunities for .621 .692
growth and development.

.554 .728
I see opportunity of promotion in the present organization.
Cronbach's Alpha 0.772

22
Based on table, we can see Cronbach’s alpha is 0.772 greater than 0.6. In addition, all corrected
item (question) total correlation greater than 0.3, and all Cronbach’s alpha if item deleted less
than Cronbach’s alpha of the main factor (< 0.772). So, 4 items (question) is: "This organization
is much concerned about our career development and growth opportunities for future", "The
organization have the right talent for its present as well as future strategies", "This company
provides our employees with opportunities for growth and development", "I see the opportunity
for promotion in the present organization" measure the factor “promotion opportunities”.

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted
Your colleagues are always willing to help each other .566 .730

.716 .642
You feel connected with your colleagues

.486 .766
There is no conflict between you and your colleagues

.560 .732
Your colleagues always encourage each other
Cronbach's Alpha 0.776
The results of the Cronbach's Alpha reliability scale of the Relationship with Colleagues factor
shown in the Cronbach's Alpha table of this factor are 0.776, greater than 0.6. All Corrected Item-
Total Correlation items are greater than 0.3 and Cronbach's Alpha. if Item Deleted is less than
0.776, all items will be kept.

Corrected Item- Cronbach's

Total Correlation Alpha if Item
Deleted
Employee retention of key talent is a major concern of senior
.703 .812
management right now.

23
Reteining managerial and professional employees who are high
.704 .814
performers or have critical skills is a significant challenge.

Retention efforts are focused primarily on key talent (versus .616 .846
retention of our broader employee base).

.781 .778
We have identified the key talent in our organization.

Cronbach’s Alpha 0.854

Based on table , we can see Cronbach’s alpha is 0.854 greater than 0.6. In addition, all corrected
item (question) total correlation greater 0.3, and all Cronbach’s alpha if item deleted less than
Cronbach’s alpha of the main factor (< 0.854). So, 4 items (question) is: Employee retention of
key talent is a major concern of senior management right now", "Reteining managerial and
professional employees who are high performers or have critical skills is a significant
challenge","Retention efforts are focused primarily on key talent (versus retention of our broader
employee base)", We have identified the key talent in our organization" measure the factor
“Talent Retention”.

6.4. Exploratary Factors Analysis

6.4.1. Independence factor

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .755
Approx. Chi-Square 1192.665

Bartlett's Test of Sphericity df 66

Sig. .000

24
Component Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
1 4.777 36.745 36.745 4.777 36.745 36.745
2 2.122 16.327 53.072 2.122 16.327 53.072
3 1.473 11.328 64.400 1.473 11.328 64.400
4 1.049 8.072 72.471 1.049 8.072 72.471

With the results from Table, we can see that the Kaiser-Meyer-Olkin Measure of Sampling
Adequacy (KMO) is 0.755 in [0.5-1]. Followed by Value sig of Bartlett's Test of Sphericity is 0.00
smaller than 1%.
Based on the results in Table 15, all value initial eigenvalues of a factor is greater than 1, and the
Extraction sums of squared loadings factor are 72.471% greater than 50%.

Rotated Component Matrixa

Component
1 2 3

Provided meaningful pay communications, including .732

total compensation statements

Monitored satisfaction of key employees concerning .640

their pay
Training programmes provide by the organization are
.851
adequate for our development.

Employee have a clear picture of skills they should build .896

to support business growth.

.823
You expect the training mode of the company

25
This organization is much concern about our career
.810
development and growth opportunities for future.

Organization have right talent for its present as well as .742

future strategies.

This company provides our employees with .800

opportunities for growth and development.
Your colleagues are always willing to help each other .725

.886
You feel connected with your colleagues

.596
There is no conflict between you and your colleagues

.723
Your colleagues always encourage each other
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 5 iterations.
Based on the results in Table, we can see that the Max Value Loading of all Item (question) in
factors is greater than 0.5. Therefore, we have three factors. The first factor includes five
questions: "Provided meaningful pay communications, including total compensation
statements","Monitored satisfaction of key employees concerning their pay","Training
programmes provide by the organization are adequate for our development.","Employee have a
clear picture of skills they should build to support business growth.","You expect the training
mode of the company".

The second factor consists of three questions: "This organization is much concern about our
career development and growth opportunities for future."; "Organization have right talent for its
present as well as future strategies."; "This company provides our employees with opportunities
for growth and development."

26
The third factor consists of four questions: “Your colleagues are always willing to help each
other.", "You feel connected with your colleagues.", "There is no conflict between you and your
colleagues.", "Your colleagues always encourage each other".

And factor 5 includes four questions: "Your colleagues are always willing to help each other",
"Your colleagues love you", "There is no conflict between you and your colleagues" and "Your
colleagues always encourage each other".

In the promotion, there was an element removed "I see promotion opportunities in the current
organization". That factor does not affect the business, so it should be ignored to focus on other
factors that directly affect talent ratation.
6.4.2. Dependence factor

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .807
Approx. Chi-Square 374.679
Bartlett's Test of Sphericity df 6
Sig. .000
Based on table, we can see Kaiser-Meyer-Olkin Measure of Sampling Adequacy (KMO) is 0.807
in [0.5-1]. And value sig of Bartlett’s test is 0.00 smaller 1%.

Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
1 2.795 69.868 69.868 2.795 69.868 69.868
2 .540 13.509 83.377
3 .381 9.516 92.893
4 .284 7.107 100.000
Extraction Method: Principal Component Analysis.

Based on table, Value initial eigenvalues of a factor is 2.795 greater than 1, and Rotation sums of

27
squared loadings factor is 69.868 % greater than 50%

Component Matrixa
Component
1
Employee retention of key talent is a major concern of senior management right
.839
now.
Reteining managerial and professional employees who are high performers or have
.840
critical skills is a significant challenge.

Retention efforts are focused primarily on key talent (versus retention of our broader .770
employee base).

.890
We have identified the key talent in our organization.
Extraction Method: Principal Component Analysis.
a. 1 components extracted.
Based on the results in Table , we can see that the Max Value Loading of an Item (question) in a
factor is greater than 0.5.
So, the talent retention factor has four questions is: "Employee retention of key talent is a major
concern of senior management right now","Reteining managerial and professional employees
who are high performers or have critical skills is a significant challenge","Retention efforts are
focused primarily on key talent (versus retention of our broader employee base)", "We have
identified the key talent in our organization"

6.5. Creating The Value Of Factors

X1: Salary and Training

• Provided meaningful pay communications, including total compensation statements.

• Monitored satisfaction of key employees concerning their pay.
• Training programmes provide by the organization are adequate for our development.
• Employee have a clear picture of skills they should build to support business growth.

28
 • You expect the training mode of the company.

X2: Relationship with Colleagues

• Your colleagues are always willing to help each other.

• You feel connected with your colleagues.
• There is no conflict between you and your colleagues.
• Your colleagues always encourage each other.

X3: Promotion

• This organization is much concern about our career development and growth
opportunities for future.
• Organization have right talent for its present as well as future strategies.
• This company provides our employees with opportunities for growth and development.

6.6. Changing Research Model (Depend On The Exploratary Factors Analysis Result)
6.6.1. Research model

Salary and
Training

Relationship
with Colleagues

Talent retetion

Promotion

29
6.7. Multiple Regression Analysis
6.7.1. Multiple Regression model
Y= 𝜷𝟎 + 𝜷𝟏 𝑿𝟏 + 𝜷𝟐 𝑿𝟐 + 𝜷𝟑 𝑿𝟑 + 𝜷𝟒 𝑿𝟒 + 𝜷𝟓 𝑿𝟓 + 𝑼 (1.01)
U: Error (residual) of the model
Y: Talent Retention
𝛽0 : Constant coefficient of model
𝛽𝑖 (𝑖 = 𝑖 − 3): Coefficient of 𝑋𝑖 (𝑖 = 1 − 3)

X1: Salary and Training

X2: Relationship with Colleagues

X3: Promotion

6.7.2. Model hypothesis testing

- Null hypotheses 𝐻0 : 𝑅2 = 0 “Model does not exist”

“Do not have any of the 3 factors are: : “Salary and Training”, “Relationship with Colleagues”,
“Promotion” impact talent retention at Mobile World company.

- Alternative hypothesis 𝐻𝑎 : 𝑅2 ≠ 0 “Model exist”

“Have any of the 3 factors are: : “Salary and Training”, “Relationship with Colleagues”,
“Promotion” impact talent retention at Mobile World company.”
- Select specify the level of significance 𝛼 = 1%.

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 130.710 3 43.570 114.643 .000b

1 Residual 78.290 206 .380

Total 209.000 209
a. Dependent Variable: Talent Retetion
b. Predictors: (Constant), Relationship with Colleagues, Salary and Training , Promotion

30
We select specify the level of significance a = 1%. So, we can see Sig value in Table 21 is 0.00
smaller than 1% reject H_0, significance 1% model exist “There are one of three factors are: Salary
and Training”, “Relationship with Colleagues”, “Promotion” impact talent retention at Mobile
World company.”

6.7.3. Model assumption testing

a. Normal Distribution Testing
Assumption 1: The residual of the model is normally distributed
- The null Hypothesis 𝐻0 : The residual of the model is normally distributed
- Alternative Hypothesis 𝐻𝑎 : The residual of the model is not normally distributed

31
Based on Figure, the histogram normal chart concluded, “The residual of the model is normally
distributed.
b. Autocorrelation Testing
Assumption 2: The autocorrelation does not exist in the model
- Null hypothesis𝐻0 : The autocorrelation does not exist in the model
- Alternative hypothesis𝐻𝑎 : The autocorrelation exists in the model
- IF DURBIN-WATSON < 1 or DURBIN-WATSON > 3 reject 𝐻0 , the autocorrelation exists in the
model
- IF DURBIN-WATSON ϵ [1-3] NO reject 𝐻0 , the autocorrelation does not exist in the model.

Model Summaryb
Model R R Square Adjusted R Std. Error of the Durbin-Watson
Square Estimate

1 .791a .625 .620 .61648153 2.477

a. Predictors: (Constant), Relationship with Colleagues, Salary and Training , Promotion
c. Multi-regression Testing
-Assumption 03: The multi Regression does not exist in the model (using Variance Inplation
Factors (VIF)).
+ Null hypotheses H_0: The multi regression does not exist in the model.
+ Alternative hypotheses H_a: The multi regression exist in the model.
+ If VIF≥10 reject H_0, The multi regression EXIT in the model.
+ If VIF < 10 NO reject H_0, The multi regression DOES NOT exist in the model.

Model
Tolerance VIF
(Constant)
Promotion 1.000 1.000
1
Salary and Training 1.000 1.000
Relationship with Colleagues 1.000 1.000

32
Based on table 23, all value of VIF < 10, we do not reject 𝐻0 , the multi regression DOES NOT
exist in the model.
d. Heteroscedasticity testing
Assumption 4: The heteroscedasticity does not exist in the model (using SPEARMA’S RHO
CORRELATIONS).
- Null hypothesis 𝐻0 : The heteroscedasticity does not exist in the model.
- Alternative hypothesis 𝐻𝑎 : The heteroscedasticity exist in the model.
- Select specify the level of significance α is 1%:

+ If sig-SPSS > α NO reject𝐻0 , the heteroscedasticity does not exist in the model.
+ If sig-SPSS ≤ α reject 𝐻0 , the heteroscedasticity exist in the model.

Unstandardize
d Residual
Spearman's rho Salary and Training Correlation .009
Coefficient
Sig. (2-tailed) .892
N 210
Relationship with Correlation .077
Colleagues Coefficient
Sig. (2-tailed) .265
N 210
Promotion Correlation .018
Coefficient
Sig. (2-tailed) .797
N 210
Unstandardized Residual Correlation 1.000
Coefficient
Sig. (2-tailed) .
N 210

33
 Based on table 24 and Select specify the level of significance α is 1%, we can see all value sig
of Spearman’s rho correlations greater than 1%, we do not reject H_0, so the
heteroscedasticity does not exist in the model.

6.7.4. Factor hypothesis testing

- The null hypothesis (H_1.1): β_1=0 “Salary and Training factor DOES NOT IMPACT TO talent
retention of the company “(RESEARCH HYPOTHESIS (NO)).
- The null hypothesis (H_1.2): β_1=0 “Promotion factor DOES NOT IMPACT TO talent
retention of the company “(RESEARCH HYPOTHESIS (NO)).
- The null hypothesis (H_1.3): β_1=0 “Relationship with Colleagues factor DOES NOT IMPACT
TO talent retention of the company “(RESEARCH HYPOTHESIS (NO)).

Coefficientsa

Model Unstandardized Standardized t Sig.

Coefficients Coefficients

B Std. Error Beta

(Constant) 7.548E-017 .043 .000 1.000

Salary and Training .783 .043 .783 18.364 .000

1 Relationship with
.076 .043 .076 1.782 .076
Colleagues
Promotion .080 .043 .080 1.873 .062

a. Dependent Variable: Talent retation

Value sig of X1 (Salary and Traning) is 0.00 smaller than 1%, so we reject 𝐻1.0. Therefore,
significance 1% is “Salary an Traning factors IMPACT TO talent retention of company”.

34
 Value sig of X2 (Relationship with Colleagues) is 0.076 higher than 1%, so we DO NOT reject
H2.0. Therefore, significance 1% is “Relationship with Colleagues factor DOES NOT IMPACT TO
attract and retain talented people of company”.

Value sig of X3 (Promotion) is 0.062 higher than 1%, so we DO NOT reject H3.0. Therefore,
significance 1% is “Promotion factor DOES NOT IMPACT TO attract and retain talented people of
company”.

6.8. Commination
6.8.1. Conclusion the Research hypothesis
Table 26: The factor impact to TALENT RETENTION IN MOBILE WORLD
Factor Sig Conlude
Statistic Hyphothesis Research Hyphothesis
Salary and Training .000 Reject Accept
Relationship with Colleagues .076 Reject Accept
Promotion .062 Reject Accept
Significance 𝛂 = 𝟏𝟎%

Based on Table 31, the coefficient B in the Non-normalized Coefficients has a positive value,
which is a positive relationship, meaning that when X increases, Y will also increase. Therefore,
the relationship between the independent variables "Salary and Training", "Relationship with
Colleagues", "Promotion” and the dependent variable is in the same direction. This means that
the two factors mentioned above have the effect of attracting and retaining talent at Mobile
World.
Based on Table 31, coefficient B in the Non-normalized Coefficient, there are three factors that
are positive, this is a relationship in the same direction. Therefore, the relationship between the
independent variable "Retaining talents"; "Identifying talent"; "Talent Reward" and variable
depends on the same direction. This means that the three above-mentioned factors all have the
effect of attracting and retaining talents at Mobile World.
• Hypothesis 1: Salary AFFECT Talent Retention
• Hypothesis 2: Relationship with Colleagues AFFECT Talent Retention

35
 • Hypothesis 3: Promtion AFFECT Talent Retention

Recommendation

Based on the findings, it can be concluded that Mobile World has done an excellent job handling
its talent pool; the four variables examined have all been handled admirably by Mobile World.
Mobile World will also be given solutions to help them improve their talent management. rst,
Mobile World often offers their workers a particular incentive based on their ability and
performance during their job.

About Salary and Traning :

Mobile World will attract more employees by improving Reward policy if the employee has
successfully accomplished an assigned task for a long period of time and is eligible for recognition
and promotion. In addition, there are 13 monthly salary bonuses, as well as social security and
health policies for workers (Mataric, 1994).

According to (Rogers, 2020), while training is often necessary when teaching people new skills,
it’s only the first step toward a more distant end. In my experience, the most impactful
development happens not through formal programs, but smaller moments that occur within the
workplace: on-the-job learning opportunities that are wholeheartedly catered to the worker’s
unique needs and challenges.

It can appear impractical to provide this level of customized training to every employee, but when
managers build a learning atmosphere, every organization can do so at scale. Here's how to do
it:

Begin by asking more questions to learn more about your employees. The basic concepts of user-
centered design are empathy and comprehension. Managers must understand what their
workers need in order to provide them with optimal learning opportunities, just like a company
must understand what its consumers need in order to deliver the most valuable goods. The only
way to do this is to ask questions.

36
Here are a few examples that will help you get started:

• What are the most fascinating and satisfying aspects of your job?
• What are the places that you are currently finding the most difficult?
• How are you achieving your short- and long-term career objectives?
• Do you want to be a member of any other programs, commissions, or extra
responsibilities?
• Is there anything else you're curious about but haven't had the opportunity to investigate
yet?

Practice active listening in these meetings and come from a place of sincere interest rather than
judgment. This entails turning off the computer and taking notes the old-fashioned way.

Increase the number of opportunities for on-the-job training. If you've determined which skills
your team members want to master, look for ways to assist them in doing so. Classroom training
is a great start, but it may lose its usefulness if it isn't put to use right away. The use of "learning
experiences" is a simpler and faster way to pass the needle. These moments may be big or small,
but involving workers in this way is crucial for them to get outside of their comfort zones,
practice, and gain trust.

About Promotion:

Organizations should pay attention to promotion opportunities to ensure that employees are
worthy of their values by a fair consideration of qualified employees to advance to new positions
(Branham, 2012). Companies must rely on reliable data to strengthen the promotion system,
ensuring that workers are treated fairly when it comes to promotion opportunities. Furthermore,
the organization should implement incentives because they have a significant effect on employee
success (Flowers, 1973). When it comes to talent acquisition, organizations should focus on
reward and appreciation. A organization must have a fair policy based on objective performance
results that still creates equity for workers by analyzing a mix of employee reward and

37
appreciation policies (David G. Allen, 2006). Through here, the company will have a perfect
assessment of each individual. The company should have a talent retention policy for those who
work at more than 100% of their productivity when they feel the company really needs them
(Cappelli, 2019 ).

About relationship with colleagues: Usually, there are two types of talent, one is very friendly
and humorous, the other doesn't know how to talk. For the second audience, we need to support
them to interact with colleagues, listen to employees' opinions regularly, share more through
talkshows, set up teambuiliding sessions, picnics to Everyone can reach out to each other.

These recommendations are based on studies that are consistent with previous studies. For
example, Talent retention in a changing workplace : an investigation of variables considered
important to South African talent by Winternitz. (Winternitz, 2004), Talent management and
employee engagement – a meta-analysis of their impact on talent retention by Deepika
Pandita, Sampurna Ray (Deepika Pandita, 2018 ), and The Association Between Talent
Retention, Antecedent Factors, and Consequent Organizational Performance by
Kontoghiorghes, Constantine; Frangou, Kalomyra (The Association Between Talent Retention,
2009)

8.Conclusion

In conclusion, The above research paper has shown the whole development background and the
hypotheses of the Talent Management topic, besides the reason for choosing the topic. The
article was written and analyzed based on the research paper and several articles, it presented
how data is processed through SPSS and how to analyze them to make conclusions about the
accuracy of hypotheses the most complete at the business.

38
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REFERENCES APPENDIX

SURVEY ON THE FACTORS IMPACT TALENT RETENTION IN Mobile World.

Welcome!
We are students at the University of Greenwich Vietnam at the Danang campus. Currently, we
are conducting a survey on managers in Mobile World on the factor impact talent retention. With
the desire to improve ability talent retention in the company, we provide feedback from staff to
the leaders of Mobile World, in order to make recommendations to management levels to
increase the level of Talent retention.
I hope to receive your help. All data provided in this questionnaire is for research purposes only
and will be kept confidential. Sincerely thank you.
PART I: CONTENT

1 5
Completely disagree Completely agree

No Criteria Option
Talent retetion
1 Employee retention of key talent is a major concern of 1 2 3 4 5
senior management right now.
2 Reteining managerial and professional employees who are 1 2 3 4 5
high performers or have critical skills is a significant
challenge.
3 Retention efforts are focused primarily on key talent (versus 1 2 3 4 5
retention of our broader employee base).
4 We have identified the key talent in our organization. 1 2 3 4 5
Salary and reward
1 Turnover of talent employees is very costly for our 1 2 3 4 5
organization.
2 Provided meaningful pay communications, including total 1 2 3 4 5
compensation statements

42
 3 Monitored satisfaction of key employees concerning their 1 2 3 4 5
pay
4 Feelings that pay levels are unfair relative to others outside 1 2 3 4 5
the organization
Training
1 Training programmes provide by the organization are 1 2 3 4 5
adequate for our development.
2 Employee have a clear picture of skills they should build to 1 2 3 4 5
support business growth.
3 You expect the training mode of the company 1 2 3 4 5
Promotion
1 This organization is much concern about our career 1 2 3 4 5
development and growth opportunities for future.
2 Organization have right talent for its present as well as 1 2 3 4 5
future strategies.
3 This company provides our employees with opportunities 1 2 3 4 5
for growth and development.
4 I see opportunity of promotion in the present organization. 1 2 3 4 5
Relationship with Colleagues
1 Your colleagues are always willing to help each other 1 2 3 4 5
2 You feel connected with your colleagues 1 2 3 4 5
3 There is no conflict between you and your colleagues 1 2 3 4 5
4 Your colleagues always encourage each other 1 2 3 4 5
IIRESPONDENT’S INFORMATION
Please answer the following questions related to your personal information:
Question 1: Gender
1. Male ᴏ
2. Female ᴏ
Question 2: Age
1. From 18 to 25
2. From 26 to 32

43
3. Over 33
Question 3: Educational level:
1. General workers (not trained): ᴏ
2. Workers: ᴏ
3. Post-graduates: ᴏ
Telephone number:..............................................................................................................
Address: ..............................................................................................................................

Our research team members may pay a visit or give you a phone call for an interview, please
confirm Yes. Thank you so much for your participation!

Da Nang, date….. month….year….

Respondent’s signature Interviewer’s
signature

44