NNCT

BỘ GIÁO DỤC VÀ ĐÀO TẠO
ĐẠI HỌC KINH TẾ TP. HỒ CHÍ MINH
BÁO CÁO TỔNG KẾT
ĐỀ TÀI NGHIÊN CỨU KHOA HỌC THAM GIA XÉT GIẢI THƯỞNG
“NHÀ NGHIÊN CỨU TRẺ UEH” NĂM 2024
AFFECT OF EMPLOYEE PERCEPTION OF CSR, JOB SATISFACTION ON

ENGAGEMENT OF EMPLOYEES IN HO CHI MINH CITY: MEDIATING
ROLE OF ORGANIZATIONAL IDENTIFICATION
Thuộc nhóm chuyên ngành: Thương mại – Quản trị Kinh doanh
TP. Hồ Chí Minh tháng 02/2024

I
ABSTRACT
The main purpose of the topic is to investigate the impact of employee

perception of Corporate Social Responsibility (CSR) and Job Satisfaction on
Employee Engagement, with the involvement of the mediating variable of
Organizational Identification in Ho Chi Minh City.
Based on the Social Identity theory combined with quantitative research, the
research team has identified four factors: employee perception of CSR, job
satisfaction, organizational identification and employee engagement and their
interrelationships. However, no study has discussed the relationship between these
four variables, so the team has undertaken to address this gap.
The research methodology used by the team to validate the measurement model
and research framework includes preliminary research and formal research. Qualitative
preliminary research was conducted through group discussions with 15 employees
from various companies to adjust the measurement scales of constructs to fit the
Vietnamese market. The formal research was carried out through a quantitative
questionnaire involving 285 employees and university students in Ho Chi Minh City,
Vietnam.
Afterward, the research team will conduct data validation using research
measurement scales such as Cronbach's alpha test, Exploratory Factor Analysis (EFA),
variance analysis, etc.
Finally, the research team will present the theoretical contributions,
implications for managers and limitations.
II
TABLE OF CONTENT
ABSTRACT....................................................................................................................I
TABLE OF CONTENT...............................................................................................II
LIST OF TABLES........................................................................................................V
LIST OF FIGURES....................................................................................................VI
LIST OF ABBREVIATIONS...................................................................................VII
CHAPTER 1. OVERVIEW OF THE THESIS..........................................................1
1.1. The reason for choosing the topic and research status..........................................1
1.2. The purpose of choosing the topic........................................................................2
1.3. Subject and research scope of the project.............................................................3
1.3.1. Subjects...........................................................................................................3
1.3.2. Scope of research............................................................................................3
1.4. Tools used.............................................................................................................3
1.5. Research implications...........................................................................................3
1.6. Structure of report.................................................................................................4
CHAPTER 2. THEORETICAL BASIS......................................................................5
2.1. Social Identity Theory...........................................................................................5
2.2. Overview of employee engagement......................................................................6
2.3. Overview of problem status..................................................................................6
2.4. Prior relevant studies.............................................................................................7
2.5. Related concepts in the thesis.............................................................................16
2.5.1. Employee perception of CSR.......................................................................16
2.5.2. Organizational identification........................................................................17
2.5.3. Job satisfaction.............................................................................................17
CHAPTER 3. ANALYSIS OF PROBLEM AND DATA DESCRIPTION............19
3.1. Research design..................................................................................................19
3.1.1. Research methodology.................................................................................19
3.1.2. Conducted research plan...............................................................................19
3.2. Measurement.......................................................................................................21
3.2.1. Employee Perception of CSR.......................................................................21
3.2.2. Organizational Identification........................................................................22
3.2.3. Job Satisfaction.............................................................................................22
III
3.2.4. Employee Engagement.................................................................................22

3.3. Questionnaires.....................................................................................................23
Employee Perception of CSR.................................................................................23
Organizational Identification..................................................................................23
Employee Engagement...........................................................................................23
CHAPTER 4. DATA ANALYSIS AND RESULTS.................................................24
4.1. Descriptive statistic.............................................................................................24
4.1.1. Age...............................................................................................................24
4.1.2. Gender..........................................................................................................25
4.1.3. Education......................................................................................................25
4.2. Measurement model assessment.........................................................................26
4.2.1. Internal Consistency Reliability - Cronbach’s Alpha, Composite reliability
and Average variance extracted..............................................................................26
4.2.1.1. Internal Consistency Reliability - Cronbach’s Alpha............................26
4.2.1.2. Composite reliability (CR).....................................................................28
4.2.1.3. Average variance extracted (AVE)........................................................29
4.2.2. Factor loadings, Kaiser - Meyer - Olkin Measure of Sampling Adequacy
and Bartlett's Test of Sphericity.............................................................................29
4.2.2.1. Factor loadings.......................................................................................29
4.2.2.2. Kaiser - Meyer - Olkin Measure of Sampling Adequacy and Bartlett's
test of Sphericity..................................................................................................31
4.2.3. Pearson correlation.......................................................................................32
4.3. Structural model assessment...............................................................................33
4.3.1. Linear regression equation............................................................................33
4.3.2. The R-square coefficient and the f-square coefficient..................................34
4.3.3. Multicollinearity assessment........................................................................35
4.3.4. Mediation role of Organizational Identification testing...............................35
4.3.5. Hypothesis testing in research......................................................................37
4.3.6. Assumptions test...........................................................................................40
CHAPTER 5. CONCLUSION AND RECOMMENDATION................................44
5.1. Conclusion..........................................................................................................44
5.2. Theoretical Contributions...................................................................................45
IV
5.3. Practical Contributions and Management Implications......................................46

5.3.1. For the “CSR” Component...........................................................................46
5.3.2. For the “JS” Component...............................................................................47
5.3.3. For the “Organizational Identification”........................................................48
5.3.4. For the “Employee Engagement”.................................................................48
5.4. Limitations and Future Research Directions.......................................................49
REFERENCE.................................................................................................................I
V
LIST OF TABLES
Table 1: Prior relevant studie........................................................................................13

Table 2: Sample descriptive statistics...........................................................................24
Table 3: Measurement model assessment - Internal Consistency Reliability, Composite
reliability and Average variance extracted....................................................................26
Table 4: Scale “Employee Perception of CSR”............................................................26
Table 5: Scale “Organizational Identification”.............................................................27
Table 6: Scale “Job Satisfaction”..................................................................................28
Table 7: Scale “Employee Engagement”......................................................................28
Table 8: Results of independent variables factor loading Analysis – 1........................29
Table 9: Results of independent variables factor loading Analysis – 2........................30
Table 10: Results of meditator variables factor loading Analysis.................................31
Table 11: Results of dependent variables factor loading Analysis...............................31
Table 12: Kaiser - Meyer - Olkin (KMO) Measure of Sampling Adequacy, Bartlett's
Test of Sphericity..........................................................................................................31
Table 13: Pearson correlation of relationship between CSR and OI.............................32
Table 14: Pearson correlation of relationship between CSR, OI, JS and EE................32
Table 15: Model Suitability Test with Dependent Variable EE....................................34
Table 16: ANOVAa.......................................................................................................34
Table 17: Structural model assessment - VIF values....................................................35
Table 18: Multiple Regression Analysis.......................................................................35
Table 19: Total, Direct, And Indirect Effects Of X On Y.............................................36
Table 20: Multiple Regression Analysis.......................................................................37
Table 21: Hypotheses testing results.............................................................................39
Table 22: Comparison of previous research results......................................................39
VI
LIST OF FIGURES
Figure 1: Research model..............................................................................................18

Figure 2: Age structure in the sample...........................................................................24
Figure 3: Gender structure in the sample......................................................................25
Figure 4: Education structure in the sample..................................................................25
Figure 5: Structural model assessment results..............................................................38
Figure 6: Histogram chart of Regression Standardized Residual..................................41
Figure 7: Normal P-P Plot of Regression Standardized Residual.................................42
Figure 8: Linear relationship between dependent and independent variable................43
VII
LIST OF ABBREVIATIONS
Abbreviation Meaning
ANOVA Analysis of Variance
AVE Average Variance Extracted
CR Composite Reliability
CSR Corporate Social Responsibility
CSRP Employee Perception of CSR
EE Employee Engagement
EFA Exploratory Factor Analysis
EP Employee Performance
ES Employee Satisfaction
IES Institute for Employment Studies
JS Job Satisfaction
KMO Kaiser - Meyer - Olkin
OI Organizational Identification
UAE United Arab Emirates
1
CHAPTER 1. OVERVIEW OF THE THESIS
In this chapter, we will provide a concise introduction to the current state of

research of this subject, as well as the rationale, status of the research, and the
significance of the contributions that the dissertation will make upon completion. This
chapter will also outline the objectives, subjects, scope of the research, and the tools
utilized.
1.1. The reason for choosing the topic and research status
Competitiveness in the market and achieving high sales results are among the
top priorities for companies (Stefanov et al., 2023). Though there are diverse strategies
for attaining organizational objectives, enhancing employee engagement emerges as
notably significant. Employees who are fully engaged in their work demonstrate “a
pleasant, satisfying work-related frame of mind marked by vigor, devotion and
absorption” (Schaufeli, Bakker and Salanova, 2006) . As a result, highly engaged
employees are less likely to resign from their positions, more inclined to go the extra
mile for their customers, demonstrate increased productivity at work, experience lower
levels of job-related stress and report higher overall life satisfaction
(Harter and Rubenstein, 2020; Mumtaz et al., 2020)
.
However, based on findings from the Gallup Management Journal in 2006, only
29% of employed Americans are actively engaged (loyal and productive), while 55%
are classified as not engaged (merely fulfilling their time engagement) and 15% are
actively disengaged (unhappy and expressing their dissatisfaction) (Gallup, 2006)
Furthermore, recent research carried out by Harter and Rubenstein (2020) revealed that
only 15% of employees around the world are committed to their jobs. Indeed, this
leads to the increasing demand for employee engagement at work.
Previous studies show that a contributory construct driving employee
engagement is Corporate Social Responsibility (CSR), as, over the past couple of
decades, CSR has garnered considerable attention from both academics and
professionals worldwide. Organizations across the globe have integrated CSR into
their corporate practices (Buertey et al., 2020) . Today, businesses consider CSR as a
fundamental element of their strategies to achieve a competitive edge in the market
(Latif and Sajjad, 2018).
2
Employee engagement (EE) has a significant influence on both employees'

performance and organizational output, as highlighted by
Christian, Garza and Slaughter (2011)
and engaged employees possess a clear understanding of the
organization's objectives and excel in their roles (Farrukh et al., 2019) . When
employees perceive their role as meaningful within a socially responsible company, it
motivates them to go above and beyond to achieve organizational goals, as
Aguinis and Glavas (2019)
suggested. In the aggregate, it is clear that CSR initiatives are a
strong predictor of EE, as employees are eager to be affiliated with organizations that
positively impact society, as emphasized by Rupp et al., (2018).
In addition, employee satisfaction (ES) is another critical component
influencing employee engagement. According to (Truss et al., 2011) , work
engagement provides a more specific and focused view of an employee's connection to
their job. (Bakker and Demerouti, 2008) argue that jobs encompass physical, social
and organizational dimensions that not only motivate employees to achieve their work
goals but also promote their own growth, learning and development. Our study,
therefore, deepens the understanding of how job characteristics relate to work
engagement by examining the effects of various job satisfaction aspects, which
concern employees' perceptions and feelings about different facets of their job, on their
level of work engagement.
Collectively, the goal of this study is to add value to the limited body of
knowledge on the interconnected dynamics among Employee perception of CSR,
Organizational Identification and Employee engagement. Besides that, this research
also significantly contributes to the body of empirical data supporting employee
satisfaction and boosting work engagement.
1.2. The purpose of choosing the topic
To achieve the research objectives, this study has set the following three main
goals:
- To investigate the impact of employee perception of corporate social
responsibility on employee engagement.
- To examine the moderating effect of organizational identification on the
relationship between employee perception of CSR and employee engagement.
3
- To propose suggestions for leveraging employee perception of CSR to

enhance employee engagement.
1.3. Subject and research scope of the project
1.3.1. Subjects
The subjects of this study are employees and university students in Ho Chi
Minh City, who have worked or are currently working in companies there. The age
and gender of the subjects are diverse, accurately reflecting the characteristics of a
diverse and unique working environment.
The study aims to investigate the impact of employees’ perception of corporate
social responsibility (CSR) on employee engagement and to examine the moderating
effect of organizational identification that businesses can positively change to increase
employee engagement.
1.3.2. Scope of research
Data collection and surveys were conducted in Ho Chi Minh City, Vietnam,
from January 2024 to February 2024.
1.4. Tools used
The research was conducted in two phases: (1) a preliminary qualitative
investigation and (2) a formal quantitative research phase. In the preliminary
qualitative research phase, a group discussion method was employed to adjust the
measurement scale through interaction with consumers. Subsequently, the formal
research phase utilized consumer interviews conducted through a detailed
questionnaire, employing a convenient sampling approach.
To screen measurement scales related to the research concepts, tools such as
Cronbach's alpha reliability coefficient and exploratory factor analysis (EFA) were
applied. Throughout the research process, the statistical data processing software SPSS
was utilized for the analysis and handling of relevant data.
1.5. Research implications
This study is significant for both theory and practice regarding employee
engagement with the organization in the service sector in Ho Chi Minh City.
Theoretically, this study contributes to expanding and developing the models and
theoretical frameworks of the factors influencing employee engagement, especially the
mediating role of organizational identification. This study also tests the differences in
4
the level and direction of the influence of factors such as perception of corporate social
responsibility (CSR), job satisfaction, and organizational identification on employee
engagement among different types of businesses. This study also compares the
differences in employee engagement among employee groups with different
characteristics such as gender, age, education level, seniority, job position and salary.
Practically, this study provides useful information for managers and business
owners in the service sector in Ho Chi Minh City about the situation and trend of
employee engagement in the industry. This study also proposes solutions and
strategies to enhance employee engagement, thereby reducing turnover rate, increasing
work efficiency and creating sustainable competitive advantage for businesses. This
study also helps raise awareness and attitudes of managers and business owners about
fulfilling social responsibility, improving the work environment and respecting
employee rights.
1.6. Structure of report
The study consists of five chapters, structured as follows:
- Chapter 1: OVERVIEW OF THE THESIS
- Chapter 2: THEORETICAL BASIS
- Chapter 3: ANALYSIS OF PROBLEM AND DATA DESCRIPTION
- Chapter 4: DATA ANALYSIS AND RESULTS
- Chapter 5: CONCLUSION AND RECOMMENDATION
5
CHAPTER 2. THEORETICAL BASIS
Chapter 1 provides an overview of the research project. Chapter 2 is intended to

introduce the theoretical foundation for the study. Based on this foundation, a research
model is constructed along with hypotheses regarding the relationships between the
concepts within the model. This chapter comprises four main sections,(1) Overview of
employee engagement; (2) Overview of problem status; (3) Literature review and (4)
Related concepts in the thesis.
2.1. Social Identity Theory
The purpose of this research is to analyze the dynamics between how
employees view corporate social responsibility (CSR), how they see their
organization's identification and their level of engagement at work (EE), using the
framework of social identity theory (SIT). Prior studies from Chaudhary (2018) and
Zhang, Di Fan and Zhu (2014) provide a foundation for the argument that CSR
initiatives have the potential to influence employee behavior positively by promoting a
sense of belonging within the organization - employees tend to feel proud when they
are part of organizations that advocate for values they resonate with.
SIT explains that individuals classify themselves as members of various social
groups (Tajfel and Turner, 1985; Abrams and Hogg, 1988) and these affiliations
substantially inform their self-assessment and identity - this includes the groups
formed in their professional settings
(Ashforth and Mael, 1989; Brammer, Millington and Rayton, 2007)
. Furthermore, by engaging in a comparative analysis of their group
with others, individuals aim to heighten their sense of self-worth
(Tajfel and Turner, 1985; Ashforth and Mael, 1989)
. Thus, SIT infers that people tend to attach
themselves to organizations that enjoy positive social recognition
(Tajfel and Turner, 1985)
, boosting their self-regard and personal identity
(Tajfel and Turner, 1985; Abrams and Hogg, 1988)
.
The linkage between being part of well-regarded organizations and employee
pride is clear; such affiliation develops their sense of self
(de Roeck et al., 2014; Chaudhary, 2018)
. Employees yearn to be unique and being a member of such
enterprises aligns with this psychological need (Turker, 2009). Meeting these needs
leads to a stronger bond with the organization, which translates into heightened levels
of employee engagement. Collectively, CSR practices are pivotal in influencing
6
employee attitudes, shaping perceptions and particularly in fostering an environment

conducive to active engagement - all through the cultivation of robust organizational
identification. To dissect this intricate connection further, this study draws upon SIT to
elucidate the interplay between employee perceptions of CSR, perceived
organizational identification and employee engagement.
2.2. Overview of employee engagement
The concept of employee engagement has been defined and examined by
various researchers. According to the Institute for Employment Studies (IES),
employee engagement is defined as the level of commitment and effort that employees
dedicate to the organization. Specifically, employee engagement is how employees
commit to the organization and are motivated to contribute their best efforts. However,
Gallup's definition emphasizes involvement and dedication, stating, "Employee
engagement is the emotional commitment employees have to their work, the
organization, management and colleagues" (Sorenson, 2013).
Considering Edgar Schein's viewpoint, he defines employee engagement as "the
degree to which an individual feels integrated with the organization and identifies with
it" (Schein, 1985) . This definition emphasizes the integration and identification of
employees with the organization.
According to Schein, this relationship is built through formal information,
informal information and the employee's personal experience in the workplace. Formal
information includes documents such as employee handbooks and internal
communication materials, while informal information results from interactions with
colleagues and superiors. The employee's personal experience also contributes to
shaping their perception of the organization's values. For Schein, employee
engagement is not just a state but also a positive process that helps employees build
deep relationships with the organization. This can contribute to a profound
understanding of how the organization can use factors such as CSR to promote
2.3. Overview of problem status
Employee engagement poses a significant challenge for global organizations,
with only 15% of the workforce actively engaged (Harter & Rubenstein, 2020). This
results in lower productivity, increased turnover and diminished satisfaction (Harter et
7
al., 2020; (Memon et al., 2020) . A 2006 Gallup study found that merely 29% of
employed Americans are actively engaged (Gallup, 2006), emphasizing the need for
strategies to boost engagement, particularly in emerging contexts like Ho Chi Minh
City.
Recent research highlights key factors impacting engagement, namely
Corporate Social Responsibility (CSR) and job satisfaction. Employees who perceive
their companies as socially responsible tend to be more engaged
(Rupp et al., 2018; Aguinis and Glavas, 2019)
. CSR initiatives with positive societal impact align with
employee values, fostering purpose and organizational goal alignment
(Rupp et al., 2018)
. Similarly, elements like work-life balance, compensation and growth
opportunities contribute to job satisfaction, directly affecting well-being and
engagement (Bakker and Demerouti, 2008).
Despite established connections between CSR, job satisfaction and engagement,
the unique dynamics in Ho Chi Minh City are under-explored. Further research is
needed to understand these interactions, considering diverse industry types, job levels
and demographics. Exploring the mediating role of organizational identification is
crucial. A robust organizational identification, marked by belonging and shared
purpose, could amplify the positive effects of CSR and job satisfaction on engagement.
2.4. Prior relevant studies
(1) Corporate social responsibility and employee performance: The mediating
role of employee engagement in the manufacturing sector of Pakistan
Research scope: Pakistan.
Research subject: Data were collected from 217 employees of manufacturing
companies in Pakistan through a two-stage survey.
Research variables: Corporate Social Responsibility, Employee Performance,
Employee Engagement.
Summary of the result:
This study shows that Corporate Social Responsibility (CSR) has a positive
impact on both Employee Engagement (EE) and Employee Performance (EP) in
manufacturing companies in Pakistan. CSR directly and indirectly affects EP through
EE (intermediary role). CSR practices make employees more attached to the company,
leading to a sense of pride, greater effort, and higher productivity.
8
In addition, CSR also directly promotes EE, strengthening the CSR-EP

connection. The higher the attachment, the more dedicated and efficient the employees
are, ultimately contributing to better organizational performance. For example, CSR
can improve average performance by 82% by enhancing average attachment by 77%.
EE plays an important role in transmitting the positive impact of CSR on EP,
explaining 41% of the influence of CSR on EP. Therefore, companies should focus on
creating a positive work environment (CSR) to attract and retain talented employees
(EE), thereby improving employee performance (EP).
(2) Employees’ perceptions of corporate social responsibility and creativity:
Employee engagement as a mediator
Research scope: Malawi, Africa.
Research subject: Employees at the Malawi Revenue Authority, National
Bank of Malawi, Standard Bank of Malawi, and New Building Society Bank.
Research variables: Employees’ perceptions of corporate social responsibility,
Perceived Organizational Support, Employee Engagement, Employee Creativity.
Employees’ perceptions of CSR had a significantly positive effect on employee
creativity and employee engagement. In addition, employee engagement had a
significantly positive effect on employee creativity. Moreover, the interaction effect of
CSR and perceived organizational support also had a significantly positive effect on
employee creativity when perceived organizational support was high, CSR had a
positive impact on employee creativity, whereas when perceived organizational
support was low, CSR negatively impacted employee creativity. Lastly, a regression
analysis was conducted, which demonstrated the mediating effects of employee
engagement on CSR and employee creativity.
(3) Examining the effects of internal social media usage on employee
engagement
Research scope: The US
Research subject: Through an online survey of 1150 employees from various
organizations that had adopted internal social media.
Research variables: Employees’ Use of Internal Social Media, Perceived
Organizational Transparency, Organizational Identification, Employee Engagement.
9

The paragraph provides a detailed account of a two-step structural equation
modeling analysis conducted using AMOS 24.0 software. The final structural model
also demonstrated a suitable fit and revealed significant findings for the hypothesized
structural paths, underscoring the positive impact of employees' use of internal social
media on perceived organizational transparency, organizational identification, and
employee engagement. The established interrelationships between perceived
organizational transparency, organizational identification, and employee engagement
were substantiated by the data, emphasizing the pivotal role of organizational
transparency in fostering employee identification and engagement. Additionally,
organizational identification was found to exert a positive influence on employee
engagement. Altogether, the findings underscore the significance of employees'
perception of organizational transparency and identification in promoting employee
engagement.
(4) The role of corporate social responsibility (CSR) and internal CSR
communication in predicting employee engagement: Perspectives from the United
Arab Emirates (UAE)
Research scope: This research was conducted in the United Arab Emirates (UAE)
Research subject: The study focuses on examining the relationship between
employees' perceptions of Corporate Social Responsibility (CSR), three models of
internal CSR communication, and employee engagement.
Research variables: Employees' perceptions of CSR, three models of internal
CSR communication (one-way, asymmetric two-way, and symmetric two-way), and
The results indicate that internal CSR communication, both one-way and
symmetric two-way, predicts employees' perceptions of CSR, with asymmetric two-
way communication being a negative predictor; perceptions of CSR predict employee
engagement; the social and sustainable dimensions of CSR predict the social
dimensions and emotional aspects of employee engagement most strongly; and both
symmetric two-way CSR communication and employees' perceptions of CSR strongly
predict employee engagement.
10
(5) Impact of corporate social responsibility on organizational commitment

through organizational trust and organizational identification
Research scope: Vietnam
Research subject: Enterprises and domestic manufacturing facilities meeting
GMP standards according to the statistics of the Drug Administration
Research variables: Corporate social responsibility, organizational
identification, organizational trust, affective organizational commitment.
Summary of the result
From the bootstrap result, CSR has a strong impact on Organizational trust. At
the same time, with environmentally responsible, social, community, supplier and
customer actions will create a good impression on employees about the company's
business ethics so they feel confident in the organization. CSR has a strong positive
impact on organizational identification, which means that Vietnamese pharmaceutical
businesses, implementing CSR, will improve their reputation, image and brand value
of the business but at the same time, it will make employees feel proud of their
business. Organizational trust plays a pivotal role in fostering effective organizational
commitment, which translates to employee dedication during challenging scenarios.
This unwavering support becomes crucial for navigating inherent business risks and
ultimately achieving sustainable growth. Finally, organizational identification has a
fairly strong positive impact on effective organizational commitment. When
employees are proud of their organization, they commit themselves to sticking with
the organization and accompanying it in all circumstances.
(6) Communication satisfaction, employee engagement, job satisfaction, and
job performance in higher education institutions
Research scope: Thailand
Research subject: Survey data were collected from 400 faculty members and
staff who work in public and private universities
Research variables: Communications Satisfaction, Job Satisfaction, Employee
Engagement, Job Performance.
The research findings indicate a notable and positive correlation between
communication satisfaction and employee engagement, particularly within higher
11
education institutions in Thailand. This suggests that improved communication and

mutual understanding between individuals within an organization, regardless of
hierarchical positions, can enhance employee engagement. In addition, this study
suggests a significant, positive relationship between communication satisfaction and
job satisfaction. Moreover, the research findings indicate a positive relationship
between employee engagement and job performance. This suggests that when
employees are highly engaged with the organization, they are likely to demonstrate
better performance in their assigned tasks. The research also revealed a statistically
significant positive effect of job satisfaction on employee engagement. This implies
that when employees are content with their tasks, it increases engagement with their
organization. Finally, The analysis demonstrates a positive impact of job satisfaction
on job performance. Performance is influenced by various factors, particularly job
satisfaction. Therefore, job performance is a crucial parameter in the academic
profession, as well as in other professions, as extensively observed.
(7) Remote internal crisis communication (RICC) – role of internal
communication in predicting employee engagement during remote work in a crisis
Research scope: the United Arab Emirates
Research subject: Based on an online survey with 304 employees who worked
remotely during the Novel Coronavirus pandemic that began in 2019 (i.e., COVID-
19).
Research variables: Two-way communication, Internal crisis communication
content, Internal crisis communication objectives, New ways of working, particularly
control over (a) time and (b) content of work and (c) use of communication media,
Social connection, Employee engagement
This study indicates that two-way communication and emergency internal
communication content are the two most important factors affecting the motivation of
remote employees during a crisis. Although the new working method does not directly
affect motivation, social connections play an important intermediary role. The study
shows that 70% of employees feel a lack of information, 58% do not trust leadership in
handling the crisis, and 60% feel lonely when working remotely.
12
Regression analysis shows that two-way communication and internal

communication content significantly affect motivation. The content needs to
emphasize the role of employees and create a sense of belonging to the organization to
maintain a dedicated and efficient workforce.
(8) Relationship between Employee Engagement, Job Satisfaction and
Potential Turnover
Research scope: The research was conducted in call centers, where there is a
high rate of workforce turnover.
Research subject: The research subjects are employees working in call centers.
Research variables: Employee Engagement, Job Satisfaction, Potential
Turnover.
The results indicate that the level of employee engagement may not be low even
in demanding work environments as well as employee engagement has a strongly
positive correlation with job satisfaction and, at the same time, a negative correlation
with potential turnover. Therefore, an engaged employee is also a more satisfied
employee who is less likely to leave his or her employer.
13
Table 1: Prior relevant studie

Independent Dependent
No Year Name of paper Authors Scopus Theories Methods Mediator Hypotheses Results
variable variables
Corporate social H1: CSR
responsibility and (β=.82, p=.000)
Ali H.Y., H1: CSR has a positive association
employee X1: Corporate => EP (+)
Asrarul-Haq M., Social with employee performance.
performance: The social responsibility M1: Employee Y1: Employee H2: CSR
Amin S., Noor identity H2: CSR has a positive association
1 2020 mediating role of Q1 Quantitative (CSR) engagement performance (β=.77, p=.000)
S., Haris-ul- theory with employee engagement.
employee X2: Employee (EE) (EP) => ENG (+)
Mahasbi M., (SIT) H3: Employee engagement
engagement in the engagement (EE) H3: EE
Aslam M. mediates CSR-EP association"
manufacturing sector (β=.41. p=.001)
of Pakistan => CSR-EP (+)
Employees H1: Employee perception of CSR H1: CSRP
perceptions of CSR Farrukh M., positively impacts EE. (β=.192, p=.000)
X1: Employees Y1: employee
and creativity: Sajid M., Jason H2: The moderation effect of => EE (+)
2 2019 Q1 Quantitative perceptions of CSR M1: Gender engagement
Employee W.C.L, Imran gender on the CSR‐EE relationship H2: Gender
(CSRP) (EE)
engagement as a A.S. will be stronger for females than for (β=.13, p=.000)
mediator males. => POSE-EE (+)
H1: Employees’ use of internal
social media is positively related to
H1: EUISM
(β=.43, p<.001)
H2: Employees’ use of internal
=> EE (+)
social media is positively related to
H2: EUISM
perceived organizational
(β=.17, p<.001)
transparency.
M1: Perceived => POT (+)
H3: Perceived organizational
Organizational H3: POT
Examining the transparency is positively related to
Linjuan Rita Social Transparency (β=.26, p<.001)
effects of internal X1: Employee use Y1: Employee employee engagement.
Men. Julie identity (POT) => EE (+)
3 2020 social media usage Q1 Qualitative of internal social engagement H4: Employees’ use of internal
O’Neil, Michele theory M2: H4: EUISM
on employee media (EUISM) (EE) social media is positively related to
Ewing (SIT) Organizational (β=.10, p<.001)
engagement employee identification with the
Identification => OI (+)
organization.
(OI) H5: POT
H5: Perceived organizational
(β=.12, p<.001)
transparency is positively related to
=> OI (+)
employee identification with the
H6: OI
organization.
(β=.26, p<.001)
H6: Employee identification with
=> EE (+)
the organization is positively related
to employee engagement.
14
variable variables
H1: There will be a positive
relationship between two-way
symmetrical CSR communication
H1: TWSC
and employee perceptions of CSR.
(β=.558, p<.001)
H2: There will be a negative
=> CSRP (+)
X1: two-way relationship between one-way/two-
H2:
The role of corporate symmetrical CSR way asymmetrical CSR
OWAC/TWAC =>
social responsibility communication communication and employee
CSRP (not
(CSR) and internal (TWSC) perceptions of CSR.
supporting)
CSR communication Social X2: one-way H3: There will be a positive
Gaelle Duthler M1: CSR Y1: Employee H3: CSRP
in predicting Exchange asymmetrical CSR relationship between CSR
4 2018 Ganga S. Q1 Quantitative perception engagement (β=.476, p<.001)
employee Theory communication perception and employee
Dhanesh (CSRP) (EE) => EE (+)
engagement: (SET) (OWAC) engagement.
H4: TWSC
Perspectives from X3: two-way CSR H4: There will be a positive
(β=.426, p<.001)
the United Arab asymmetrical relationship between two-way
=> EE (+)
Emirates (UAE) communication symmetrical CSR communication
H5:
(TWAC) and employee engagement.
OWAC/TWAC
H5: There will be a negative
=> EE (not
relationship between one-way/two-
supporting)
way asymmetrical CSR
communication and employee
engagement.
H1: CSR has a positive impact on
Organizational Identification.
H2: CSR has a positive impact on
Organizational Trust. H1: B=0.314,
Thi Thu Hoai
H3: CSR has a positive impact on p=0.000 (+)
Impact of corporate Nguyen, Thi
M1: Affective organizational H2: B=0.242,
social responsibility Thuy Hang
Organizational commitment. p=0.000 (+)
on organizational Pham, Quang Y1: Affective
Trust H4: Organizational Trust has an H3: B=0.218,
5 2020 commitment through Bon Le, Thi Q2 Quantitative X1: CSR Organizational
M2: intermediary role in the relationship p=0.000 (+)
organizational trust Thu Hoai Pham, Commitment
Organizational between CSR and Affective H4: B=0.374,
and organizational Thi Van Anh
Identification organizational commitment. p=0.000 (+)
identification Bui, Thi Quynh
H5: Organizational Identification H5: B=0.269,
Anh Nguyen
plays a mediating role in the p=0.000 (+)
relationship between CSR and
Affective organizational
commitment.
15
variable variables
H1: CS
(β = .150, p < .01)
H1: Communication satisfaction has => EE (+)
a positive impact on employee H2: CS
engagement. (β = .234, p < .01)
Communication H2: Communication satisfaction has => JS (+)
satisfaction, M1: Job a positive impact on job satisfaction. H3: CS
employee Satisfaction H3: Communication satisfaction has (β = .033, p > .05)
Pongpipat Y1: Job
engagement, job X1: Communication (JS) a positive impact on job => JP (n.s)
6 2019 Pongton, Sid Q1 Quantitative Performance
satisfaction, and job Satisfaction (CS) M2: Employee performance. H4: EE
Suntrayuth (JP)
performance in Engagement H4: Employee engagement has a (β = .394, p < .01)
higher education (EE) positive impact on job performance. => JP (+)
institutions H5: Job Satisfaction has a positive H5: JS
impact on employee engagement. (β = .662, p < .01)
H6: Job Satisfaction has a positive => EE (+)
impact on job performance. H6: JS
(β = .191, p < .01)
=> JP (+)
H1: rejected
M1: Job H2: JS
H1: The level of engagement of call
satisfaction (β = .734, p = .01)
Relationship center employees is low.
(JS) => EE (+)
between Employee H2: There are statistically
Alice Reissová, M2: Employee JS
2021 Engagement, Job Q2 Quantitative significant relationships between the
7 Marek Papay Engagement (β = -.560, p = .01)
Satisfaction and individual variables (employee
(EE) => PT (-)
Potential Turnover engagement, job satisfaction and
M3: Potential EE
potential turnover)
Turnover (PT) (β = -.529, p = .01)
=> PT (-)
16
2.5. Related concepts in the thesis

2.5.1. Employee perception of CSR
Before going deeper into the research, it is essential to clarify the meaning of
corporate social responsibility (CSR). CSR refers to “the social responsibility of
business encompasses the economic, legal, ethical and discretionary expectations that
society has of organizations at a given point in time” (Carroll, 1979) . Economic
responsibility expresses that society expects businesses to create and sell goods and
services at a profit. Legal responsibility refers to expectations of businesses to be
active within the confines of law. Ethical responsibility demands businesses uphold
moral behavior, even without codified laws. Discretionary responsibility encourages
businesses to go the extra mile as good corporate citizens. This voluntary engagement
takes many forms, from supporting local communities to addressing environmental
concerns and reflects a commitment to societal well-being that transcends mere
economic self-interest (Duthler and Dhanesh, 2018)
Numerous studies have reported that employee perception of CSR positively
impacts employee engagement (Duthler and Dhanesh, 2018; Ali et al., 2020) . By
aligning with employees' deontic (moral) concerns for others (Folger, 1998, 2001) ,
CSR initiatives can tap into a deep-seated need for purpose and meaning in work,
which helps improve employee engagement. However, there was a contradiction
because the effect of CSR perception on employee engagement was also proven to be
negative (Hammon, Gillis and Icenogle, 2022)
The relationship between employee perception of CSR and organizational
identification was not diversified much in previous literature. Employee perception of
CSR was examined to positively affect organizational identity
(Hammon, Gillis and Icenogle, 2022)
. Employee perception of CSR contributes to enhancing employees’
perception of the organization’s external prestige, leading to increases in their pride in
organizational membership and willingness to bask in its reflected story through a
better level of organizational identification (De Roeck, El Akremi and Swaen, 2016).
Hypothesis 1: Employee perception of CSR has a significant impact on
Hypothesis 2: Employee perception of CSR has a significant impact on
organizational identification.
17
2.5.2. Organizational identification

Describing a specific form of social identification and building on traditional
social identity, organizational identification is an important concept in the study of
affective and behavioral outcomes among employees
(Mael and Ashforth, 1992; Dick, 2005).
Organizational identification is defined as “the psychological bond between an
individual and an organization, through which the individual feels a deep connection
and identifies himself or herself with an emotional and cognitive relationship with the
organization as a social entity” (Edwards and Peccei, 2007) and “the degree to which a
member identifies him - or herself by similar attributes that they believe defines the
organization” (Dutton, Dukerich and Harquail, 1994).
For individuals, organizational identification provides a sense of identity and
self-identification (Ashforth and Mael, 1989; Van Knippenberg and Van Schie, 2000) ,
whereby they identify themselves with the organization as a social entity
(Edwards and Peccei, 2007)
. This can be seen as an emotional and cognitive bond between the
organization and the individual, where the individual's identity includes membership in
the organization, thus leading to desired attitudes and behaviors. The stronger an
individual's identification with their organization, the more likely they are to act in
accordance with the organization's goals and expectations
(Dutton, Dukerich and Harquail, 1994).
Hypothesis 3: Organizational identification has a significant impact on

2.5.3. Job satisfaction
Job satisfaction is the extent to which employees like their job or aspects of
their job (Spector, 2014). It presents the enjoyable attitude of employees toward their
jobs as well as the degree of contentment they experience concerning their work
(Bellani, Ramadhani and Tamar, 2018) .When employees perceive their needs, values
and characteristics can be fulfilled by their job, the employees’ job satisfaction will be
evaluated, which leads to the development of positive attitudes toward work and its
environment (Ellickson and Logsdon, 2001). Moreover, according to Social Exchange
Theory, employees who receive both economic and socioemotional rewards from their
organization are also more likely to develop positive attitudes toward the organization,
which results in their willingness to devote themselves to it (Aktar and Pangil, 2017).
18
The relationship between job satisfaction and employee engagement has been
intensively researched. In some studies, individuals’ job satisfaction has been
investigated to have a positive effect on their engagement with work and the company
(Pongton and SunTrust, 2019; Reissová and Papay, 2021) . Job satisfaction deals with
the emotional response from the degree to which employees’ needs are fulfilled or not
(Rich, Lepine and Crawford, 2010) . When needs are fulfilled, employees will be
motivated to be engaged in their jobs and organizations because it will gratify their
needs (Rayton and Yalabik, 2014).
Hypothesis 4: Job satisfaction has a significant impact on employee
engagement.
Organizational
Identification
H2 H3
H1
Employee Employee
Perception of CSR Engagement
H4
Job Satisfaction
Figure 1: Research model

19
CHAPTER 3. ANALYSIS OF PROBLEM AND DATA DESCRIPTION
Chapter 3 will identify the specific questions that need to be answered. In this
chapter, problem analysis, data set selection and description process will be used and
presented.
3.1. Research design
3.1.1. Research methodology
The research was conducted in two phases: (1) preliminary qualitative research
and (2) formal quantitative research:
Preliminary qualitative research was carried out through group discussions and
feedback from the supervisor Ho Chi Minh City to adjust and finalize the
measurement scales.
A formal quantitative research was carried out by conducting detailed
questionnaires with the employees. Initially, the research team used a non-probability
sampling method to collect data by distributing survey questionnaires online to a total
of 285 employees and students in Ho Chi Minh City. After that, the team selected
appropriate samples to synthesize and analyze the data to evaluate the factors affecting
employee engagement in Ho Chi Minh City.
The reliability coefficient Cronbach's alpha and Exploratory Factor Analysis
(EFA) were utilized to screen the conceptual measurement scales in the study. The
statistical data processing software SPSS was used throughout the entire research
process.
3.1.2. Conducted research plan
Theoretical Framework (31/12)
The research kicks off by examining existing studies on CSR, organizational
identity and employee engagement. The goal is to comprehend these concepts
theoretically and pinpoint any gaps in the literature that the current research can
address.
Specifically, the study will concentrate on the following aspects:
- The perceived value of CSR by employees.
- The relationship between CSR, organizational identification, job satisfaction
and employee engagement.
20
Qualitative Research Phase 1 (02/01 - 07/01)

This phase employs group discussion methods to gather information from two
groups of employees: one with less than 5 years of work experience and one with at
least 5 years of work experience.
The objectives of Qualitative Research Phase 1 are:
- Identify specific facets of CSR that capture employees' attention.
- Determine how CSR influences employee perception of organizational
identity.
- Identify how CSR affects the level of employee engagement.
- Determine if the questionnaire suits the Vietnam labor market.
Drafting the Metrics (08/01 - 12/01)
The study will develop draft metrics to measure the research variables from the
result of the qualitative research phase 1. These metrics will undergo reliability and
discriminant validity checks.
Qualitative Research Phase 2 (13/01 - 17/01)
The study used group discussion methods to collect information from 15
employees.
The objectives of Qualitative Research Phase 2 are:
- Continuously refine draft metrics based on feedback from discussion groups.
- Identify specific facets of CSR that capture employees' attention.
- Determine how CSR influences employee perception of organizational
identity.
- Identify how CSR affects the level of employee engagement.
Finalizing the Metrics (18/01)
The study will finalize comprehensive metrics to measure the research
variables. These metrics will undergo reliability and discriminant validity tests.
Formal Quantitative Inquiry (24/01 - 02/02)
The study will undertake a formal quantitative inquiry, employing a survey
method to collect data from 285 employees and university students who have worked
or are currently working in companies in Ho Chi Minh City.
The objectives of the formal quantitative inquiry are:
21
- Validating and assessing the reliability of the metrics.

- Test the research hypotheses.
22
Data Analysis and Make Conclusion (04/02- 17/02)

The collected data will undergo rigorous statistical analysis, including:
- Cronbach's alpha and Exploratory Factor Analysis (EFA).
- Correlation testing.
- Regression analysis
3.2. Measurement
As explained in previous sections, the scales in this study are based on existing
theories and scales worldwide. They have been adjusted and supplemented to suit
employees in Ho Chi Minh City based on the results of qualitative research with group
discussion techniques. There are 3 research concepts used in this study: (1) employee
perception of CSR, (2) organizational identification and (3) employee engagement.
During the survey, respondents expressed their level of agreement with provided
statements by choosing from a five-point Likert scale, where 1 represents 'Strongly
agree', 2 for 'Agree', 3 for 'Neutral', 4 for 'Disagree' and 5 for 'Strongly disagree’ to
overcome respondent's frustration and enhance the quality of data (Dawes, 2008;
Nauman, Malik, & Jalil, 2019).
3.2.1. Employee Perception of CSR
The understanding of an employee regarding their company's commitment to
corporate social responsibility (CSR) was assessed using a set of six items from a
questionnaire developed by Tsourvakas and Yfantidou, (2018) . These items are
designed to determine if employees feel satisfied with and recognize their
organization's CSR activities.
CSR1: “I believe that my company is trying to reduce its environmental
impact”
CSR2: “I believe that my company is socially responsible”
CSR3: “I am proud of my company’s efforts towards sustainability”
CSR4: “I believe that my company acts fairly both to suppliers and to
consumers”
CSR5: “The company has clearly defined its values and rules of conduct”
CSR6: “Employees here are encouraged to participate in local community
activities”
23
3.2.2. Organizational Identification

The Organizational Identification Scale aims to measure the extent to which
employees align themselves with and identify with the organization they work for by
recognizing, understanding and supporting the values and goals. Organizational
identification significantly influences employees' commitment and fosters a deep
connection with the organization.
The assessment is based on the scale developed by Ashforth and Mael, (1989)
with 5 observed variables, denoted from OI_1 to OI_5:
OI1: “I feel proud to work for this organization.”
OI2: “The values of this organization align with my personal values.”
OI3: “I see the success of this organization as my own success.”
OI4: “I feel completely connected to this organization.”
OI5: “Feeling a sense of belonging to this organization helps me increase
commitment and effort at work."
3.2.3. Job Satisfaction
The scale of Job Satisfaction consists of three items based on the questionnaire
operationalized by Reissová and Papay, (2021) . These items were chosen to
comprehensively assess the degree to which employees are satisfied with individual
jobs and the organization as a whole.
JS1: “I consider my work to be meaningful”
JS2: “I like our company culture”
JS3: “The employer values my work”
3.2.4. Employee Engagement
The nine-item was adopted by Soane et al., (2012) to measure employees'
engagement in their organization. This scale included the dimensions of “intellectual”,
“social” and “affective engagement”. It has been validated by certain researchers
(Mañas-Rodríguez et al., 2016)
EE1: “I pay a lot of attention to my work.”
EE2: “I share the same work attitudes as my colleagues.”
EE3: “I am enthusiastic about my work.”
24
3.3. Questionnaires
Questionaire 1 2 3 4 5
Employee Perception of CSR
I believe that my company is trying to reduce its
CSR1
environmental impact
CSR2 I believe that my company is socially responsible
I am proud of my company’s efforts towards
CSR3
sustainability
I believe that my company acts fairly both to suppliers
CSR4
and to consumers
The company has clearly defined its values and rules of
CSR5
conduct
Employees here are encouraged to participate in local
CSR6
community activities
Organizational Identification
OI1 I feel proud to work for this organization
The values of this organization align with my personal
OI2
values
I see the success of this organization as my own
OI3
success
OI4 I feel completely connected to this organization
Feeling a sense of belonging to this organization helps
OI5
me increase commitment and effort at work
Job Satisfaction
JS1 I consider my work to be meaningful
JS2 I like our company culture
JS3 The employer values my work
Employee Engagement
EE1 I pay a lot of attention to my work
EE2 I share the same work attitudes as my colleagues
EE3 I am enthusiastic about my work
25
26
CHAPTER 4. DATA ANALYSIS AND RESULTS
Chapter 4 will address the issue introduced in Chapter 3 by undertaking the

steps of dataset preparation, thorough dataset exploration, and subsequent application
of machine learning algorithms to predict global economic trends.
4.1. Descriptive statistic
The research team surveyed 285 objects but only 276 objects were within the
survey scope of the property. After collecting and testing, the team released 276
survey samples that were coded into SPSS software for analysis. The results obtained
can be used as follows:
Table 2: Sample descriptive statistics
Survey sample characteristics Frequency Percent
From 18 to 25 years old 230 83.3%
Age
Over 25 years old 46 16.7%
Male 136 49.3%
Gender
Female 140 50.7%
Middle school/High school 13 4.7%
Education College/University 201 72.8%
Employed 62 22.5%
4.1.1. Age
Figure 2: Age structure in the sample

Regarding age, the majority of participants (230 individuals, accounting for
83.3%) were aged between 18 and 25, while 46 individuals were over 25, representing
16.7%. This reflects that the primary target of the survey is the young age group.
27
4.1.2. Gender
Figure 3: Gender structure in the sample

In terms of gender, among the 276 surveyed individuals, there were 136 males
and 140 females, accounting for 49.3% and 50.7% respectively. While the gender
distribution within the sample exhibits a slight difference, the magnitude remains
within an acceptable level, signifying alignment with the study's intended framework.
4.1.3. Education
Figure 4: Education structure in the sample

Regarding educational attainment, the majority of surveyed individuals (201
individuals, accounting for 72.8%) were students at universities/colleges. This ratio
indicates that the survey primarily targeted friends and acquaintances of the authors at
the Ho Chi Minh City University of Economics. Therefore, there is a significant
disparity in educational levels among the surveyed individuals.
28
4.2. Measurement model assessment

4.2.1. Internal Consistency Reliability - Cronbach’s Alpha, Composite
reliability and Average variance extracted
Table 3: Measurement model assessment - Internal Consistency Reliability,
Composite reliability and Average variance extracted
Composite
Cronbach’s Average variance
Variables Items Reliability
Alpha extracted (AVE)
(CR)
Employee Perception
CSR 0.746 0.830 0.497
of CSR
Organizational
OI 0.796 0.861 0.553
Identification
Job Satisfaction JS 0.661 0.726 0.469
Employee
EE 0.664 0.818 0.600
Engagement
4.2.1.1. Internal Consistency Reliability - Cronbach’s Alpha

Scale “Employee Perception of CSR”
Many other researchers also agree that 0.7 is the appropriate threshold of
composite reliability for the majority of cases, (Bagozzi and Yi, 1988; Hair et al., 2010).
With the scale for the variable "Employee Perception of CSR", the Cronbach's Alpha
coefficient is 0.746; The total correlation coefficient of all observed variables is greater
than 0.3. From there, it can be seen that the observed variables of the "Employee
Perception of CSR" scale are all satisfied and are included in the exploratory factor
analysis.
Table 4: Scale “Employee Perception of CSR”
Corrected Item -
Observed variable Conclusion
Total Correlation
Scale “CSR”: Cronbach’s Alpha = 0.746
I believe that my company is trying to Suitable
CSR1 0.433
reduce its environmental impact Variable
I believe that my company is socially Suitable
CSR2 0.572
responsible Variable
29
Corrected Item -
Total Correlation
I am proud of my company’s efforts Suitable
CSR3 0.544
towards sustainability Variable
I believe that my company acts fairly Suitable
CSR4 0.400
both to suppliers and to consumers Variable
The company has clearly defined its Suitable
CSR5 0.437
values and rules of conduct Variable
Employees here are encouraged to
Suitable
CSR6 participate in local community 0.522
Variable
activities
Scale “Organizational Identification”
Hair et al., (2019) suggested that Cronbach’s alpha should be from 0.7 to less
than 0.95. With the scale for the variable "Organizational Identification", the
Cronbach's Alpha coefficient is 0.796; The total correlation coefficient of all observed
variables is greater than 0.3. From there, it can be seen that the observed variables of
the "Organizational Identification" scale are all satisfied and are included in
exploratory factor analysis.
Table 5: Scale “Organizational Identification”
Corrected Item -
Total Correlation
Scale “OI”: Cronbach’s Alpha = 0.796
OI Suitable
I feel proud to work for this organization. 0.574
1 Variable
OI The values of this organization align with Suitable
0.565
2 my personal values. Variable
OI I see the success of this organization as my Suitable
0.511
3 own success. Variable
OI I feel completely connected to this Suitable
0.643
4 organization. Variable
Feeling a sense of belonging to this
OI Suitable
organization helps me increase 0.599
5 Variable
commitment and effort at work.
30
Scale “Job Satisfaction”

With the scale for the variable "Job Satisfaction", Cronbach's Alpha coefficient
is 0.661; The total correlation coefficient of all observed variables is greater than 0.3.
From there, it can be seen that the observed variables of the "Job Satisfaction" scale
are all satisfied and are included in exploratory factor analysis.
Table 6: Scale “Job Satisfaction”
Corrected Item -
Total Correlation
Scale “JS”: Cronbach’s Alpha = 0.661
Suitable
JS1 I consider my work to be meaningful 0.447
Variable
Suitable
JS2 I like our company culture 0.426
Variable
Suitable
JS3 The employer values my work 0.555
Variable
Scale “Employee Engagement”
With the scale for the variable "Employee Engagement", the Cronbach's Alpha
coefficient is 0.664; The total correlation coefficient of all observed variables is greater
than 0.3. From there, it can be seen that the observed variables of the "Employee
Engagement" scale are all satisfied and are included in the exploratory factor analysis.
Table 7: Scale “Employee Engagement”
Corrected Item -
Total Correlation
Scale “JS”: Cronbach’s Alpha = 0.661
Suitable
EE1 I pay a lot of attention to my work. 0.470
Variable
I share the same work attitudes as my Suitable
EE2 0.490
colleagues Variable
Suitable
EE3 I am enthusiastic about my work 0.470
Variable
4.2.1.2. Composite reliability (CR)
The Composite reliability (CR) results indicate that the constructs have
satisfactory internal consistency. Specifically, the CR for CSR (0.830) and OI (0.861)
are well above the recommended threshold of 0.7, suggesting that the survey or
31
assessment items related to these constructs are very consistent in measuring the
underlying phenomena. The CR for EE (0.818) also reveals strong reliability.
Although the CR for JS (0.726) is the lowest among them, it still denotes acceptable
reliability according to conventional academic standards set by
Nunnally and Bernstein, 91994)
.
4.2.1.3. Average variance extracted (AVE)
Convergent validity refers to the degree to which two measures of constructs
that theoretically should be related, are related. As Fornell and Larcker, (1981)
suggest, an AVE of 0.5 or higher represents adequate convergent validity, meaning
that the majority of the variance in the indicators is accounted for by their respective
construct.
In this evaluation, EE shows the highest level of convergent validity (AVE =
0.600), reinforcing that a substantial portion of the variance in the employee
engagement construct is due to its hypothesized factors rather than random
measurement error. OI also exhibits a robust AVE score (0.553), aligning with good
model fit expectations.
The AVE values for CSR (0.497) and JS (0.469) are slightly below the
recommended 0.5 threshold, which may prompt a closer examination.
While these values are not invariably problematic, they do indicate room for
further investigation. It may be beneficial to explore whether some items do not load
as strongly onto their respective constructs or if modifications to the measurement
model could enhance these AVE values.
4.2.2. Factor loadings, Kaiser - Meyer - Olkin Measure of Sampling
Adequacy and Bartlett's Test of Sphericity
4.2.2.1. Factor loadings
After evaluating the reliability using Cronbach's Alpha coefficient, the scales
will be evaluated using the exploratory factor analysis (EFA). The Principal
Component Analysis method with Component Matrix for factor extraction will be
used when analyzing factors for the observed variables.
Table 8: Results of independent variables factor loading Analysis – 1
32
Component
1 2
JS3 0.707
JS1 0.680
JS2 0.668
CSR5 0.651
CSR4 0.624
CSR6 0.544 0.406
CSR1 0.861
CSR2 0.681
CSR3 0.658
All factors except CSR6 satisfied the condition of being greater than the
standard factor loading of 0.4. However, the difference between factor loading values
of CSR6 in the two components was less than 0.3, so the CSR6 factor was removed
and the Exploratory Factor Analysis (EFA) was rerun to ensure a better fit for the
remaining factors.
Table 9: Results of independent variables factor loading Analysis – 2
Component
1 2
JS3 0.716
JS1 0.686
JS2 0.671
CSR5 0.665
CSR4 0.621
CSR1 0.865
CSR2 0.688
CSR3 0.661
After eliminating CSR6 and conducting the EFA again, the total extracted
variance (54.182% > 50%) and Eigenvalue coefficients (2.767 > 1) meet the required
standard. A minimum factor loading of 0.5 was selected, resulting in all factors
satisfying the requisite standards for analysis. The measurement variables of
“Employee Perception of CSR” and “Job Satisfaction” are all suitable for further
analysis.
33
Table 10: Results of meditator variables factor loading Analysis

Component
1
OI4 0.795
OI5 0.765
OI1 0.741
OI2 0.733
OI3 0.681
Both the total extracted variance at 55.341% and Eigenvalue coefficients at
2.767 satisfy the standard for factor analysis. Additionally, all remaining factors were
greater than 0.4 and met the necessary standards. Therefore, the analysis confirms the
suitability of "Organizational Identification" measurement variables for further
analysis.
Table 11: Results of dependent variables factor loading Analysis
Component
EE2 0.786
EE1 0.769
EE3 0.768
The result shows that extracted variance (59.590%) and Eigenvalue coefficients
(1.80) surpass relevant thresholds, as well as all factors exceed the 0.4 minimum.
Consequently, "Employee Engagement" measurement variables were confirmed to be
suitable for further analysis.
4.2.2.2. Kaiser - Meyer - Olkin Measure of Sampling Adequacy and Bartlett's
test of Sphericity
Table 12: Kaiser - Meyer - Olkin (KMO) Measure of Sampling Adequacy,
Bartlett's Test of Sphericity
KMO Measure of Bartlett's Test

Variables Items
Sampling Adequacy Sig.
Employee Perception of CSR CSR

0.836 0.000
Job Satisfaction OI
Organizational Identification JS 0.829 0.000

34
Employee Engagement EE 0.661 0.000

All the final values of the Kaiser - Meyer - Olkin test fell within the range of
0.5 to 1, which indicates the sampling adequacy for the analysis. Additionally, the
significance level was calculated to be 0.000, demonstrating statistical significance as
it is less than the standard threshold of 0.05. These results satisfied the required
standards for further analysis.
4.2.3. Pearson correlation
Table 13: Pearson correlation of relationship between CSR and OI
CSR OI
CSR Pearson Correlation 1 0.692**
Sig. (2 - tailed) 0.000
N 276 276
OI Pearson Correlation 0.692** 1
Sig. (2 - tailed) 0.000
N 276 276
After analyzing Pearson correlation, we have the results: Pearson Correlation
r=0.693, Sig. = 0.000 (smaller than 0.05), which means there exists a linear
relationship between the independent variable CSR and the dependent variable OI.
Table 14: Pearson correlation of relationship between CSR, OI, JS and EE
CSR OI JS EE
CSR Pearson Correlation 1 0.692** 0.623** 0.524**
Sig. (2 - tailed) 0.000 0.000 0.000
N 276 276 276 276
OI Pearson Correlation 0.692** 1 0.752** 0.598**
Sig. (2 - tailed) 0.000 0.000 0.000
N 276 276 276 276
JS Pearson Correlation 0.623** 0.752** 1 0.608**
Sig. (2 - tailed) 0.000 0.000 0.000
N 276 276 276 276
EE Pearson Correlation 0.524** 0.598** 0.608** 1
Sig. (2 - tailed) 0.000 0.000 0.000
N 276 276 276 276
All Sig. values are 0.000 and smaller than 0.05, indicating a linear relationship
between the independent variables (CSR, OI, JS) and the dependent variable (EE).
35
Additionally, there is a significant correlation among the independent variables (Sig. =

0.000 smaller than 0.05), suggesting the presence of multicollinearity.
4.3. Structural model assessment
4.3.1. Linear regression equation
The linear correlation in employees’ perception of Corporate Social
Responsibility (CSR) was thoroughly examined in the previous section. In this part,
regression analysis will continue to be employed to demonstrate the relationship
between influencing factors and the dependent variable: Organizational Identification
(OI) and Employee Engagement (EE). To assess the suitability of employees’
perception of CSR (Employee Perception of CSR) compared to Organizational
Identification (OI), the author utilizes linear regression with a one-step method (Enter).
Thus, Employee Perception of CSR serves as the independent variable, and OI as the
dependent variable in the regression.
The simple linear regression equation for OI is as follows:
OI = β1*CSR + ε
Next, to examine the relationship between employees’ perception of CSR,
Organizational Identification (OI), Job Satisfaction (JS), and Employee Engagement
(EE), a multiple linear regression equation is employed. In this equation, Employee
Perception of CSR, OI, and JS are independent variables, while EE is the dependent
variable.
The multiple linear regression equation for EE is as follows:
EE = β1*CSR + β2*JS + β3*OI + ε
In both equations, β_1, β_2, và β_3 represent the regression coefficients for
each independent variable, and ε denotes the regression error. These relationships will
be tested using p-values and R² values to determine their statistical significance and
strength within the model.
36
4.3.2. The R-square coefficient and the f-square coefficient

Table 15: Model Suitability Test with Dependent Variable EE
Model Summary
R Adjusted Std. Error of Durbin-
Model R
Square R Square the Estimate Watson
1 .653a .426 .420 .45589 2.126
(Source: Processed from the author’s survey data)

The Adjusted R Square coefficient of 0.420 indicates that the three independent
variables included account for 42% of the variation in the dependent variable, while
the remaining 58% is attributed to random error and external factors outside the model.
The Durbin-Watson statistic of 2.126, falling within the range of 1.5 to 2.5, suggests
no occurrence of first-order serial correlation.
Table 16: ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 41.982 3 13.994 67.333 .000b
1 Residual 56.531 272 .208
Total 98.513 275
The F-test, used in the analysis of variance (ANOVA), is a hypothesis test that
assesses the overall fit of a linear regression model. In the ANOVA table, the F-value
shows statistical significance with a Sig. value of 0.000 (less than 0.05). This indicates
that the linear regression model is appropriate for the collected real-world data, and all
the included variables are statistically significant.
The significance level of the F-test is 0.000, which is less than 0.05. Therefore,
the multiple linear regression model is well-suited for the dataset and can be utilized.
The F-value of 67.333 leads to the conclusion that the overall R-squared differs
significantly from zero. The linear regression model can be generalized and applied to
the population.
37
4.3.3. Multicollinearity assessment

Table 17: Structural model assessment - VIF values
Employee Engagement
VIF values
Employee Perception of CSR 2.014
Organizational Identification 2.837
Job Satisfaction 1.415
Regarding multicollinearity analysis, the Tolerance and VIF values show no
significant issues with multicollinearity among the independent variables, with all VIF
values below 3. This indicates that each independent variable provides independent
information that is not repeated from other variables in the model.
4.3.4. Mediation role of Organizational Identification testing
Table 18: Multiple Regression Analysis
Model 1: CSR → OI
Coefficientsa
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
(Constant) .706 .203 3.485 .001

1 16.47
CSR .431 .050 .705 .000
0
a Dependent Variable: OI
Model 2: CSR, OI → EE
Coefficientsa
B Std. Error Beta
(Constant) 1.566 .223 7.037 .000
1 CSR .248 .076 .225 3.272 .001
OI .386 .065 .409 5.936 .000
a Dependent Variable: EE
38
Model 3: CSR → EE
Coefficientsa
B Std. Error Beta
(Constant) 1.839 .231 7.959 .000

1
CSR .566 .057 .514 9.920 .000
a Dependent Variable: EE
Table 19: Total, Direct, And Indirect Effects Of X On Y

Total effect of X on Y:
Effect se t P LLCI ULCI c’_cs
.3495 .0638 5.4822 .0000 .2240 .4751 .3144
Direct effect of X on Y:
Effect se t P LLCI ULCI c’_cs
.1063 .0605 1.7583 .0798 -.0127 .2254 .0957
Indirect effect(s) of X on Y:
Effect BootSE BootLLCI BootULCI
ΟΙ
.2432 .0500 .1540 .3468
Completely standardized indirect effect(s) of X on Y:
Effect BootSE BootLLCI BootULCI
ΟΙ
.2187 .0441 .1397 .3071
The results from the Sobel test and PROCESS analysis provide a detailed view
of the role of Organizational Identification (OI) as a mediator in the relationship
between Employee Perception of CSR (CSR) and Employee Engagement (EE).
Specifically, the Sobel test shows a statistically significant indirect impact from CSR
to EE through OI with a very small p-value (p < 0.05), affirming that OI acts as a
mediator in this relationship.
The PROCESS analysis, a more modern approach compared to the Sobel test,
also supports this conclusion. The results show that the completely standardized
indirect effect of CSR on EE through OI is 0.0411, with a bootstrap confidence
interval that does not include zero ([0.1397, 0.3071]), further reinforcing the accuracy
of the indirect relationship.
39
The total impact of CSR on EE is 0.3495, while the direct impact is 0.1063,
indicating that although CSR has a direct impact on EE when considering the indirect
impact through OI, the total impact is significantly larger. This demonstrates that OI is
not only an important factor affecting EE but also enhances the impact of CSR on EE.
Thus, this result strongly supports the assertion that OI plays an important role
as a mediator between CSR and EE. This also reflects the complexity of relationships
in the organizational environment, where factors such as perception of CSR not only
directly affect employee behavior and attitudes but also through indirect channels such
as their identification with the organization.
4.3.5. Hypothesis testing in research
Table 20: Multiple Regression Analysis
A Dependent Variable: OI
Unstandardized
Standardized Coefficients
Coefficients
Model 1 t Sig.
Std.
B Beta
Error
(Constant) .706 .203 3.485 .001
1
CSR .431 .050 .705 16.470 .000
A Dependent Variable: EE
Unstandardized Standardized Collinearity
t Sig
Coefficients Coefficients Statistics
Model 2
B Std.
Beta Tolerance VIF
Error
(Constant) 1.228 .218 5.625 .000
CSR .164 .073 .146 2.243 .026 .497 2.014
1
OI .234 .073 .249 3.218 .001 .353 2.837
JS .320 .069 .330 4.622 .000 .748 1.415
The results of the hypothesis test show that in Model 1, employees’ perception of
Corporate Social Responsibility (CSR) has a strong and positive relationship with
Organizational Identification (OI). The unstandardized coefficient for CSR is 0.431, with
a standard error of 0.050, and the standardized coefficient (Beta) is 0.705, all indicating a
40
significant influence of CSR on OI. The t-score is 16.470 with a p-value close to zero (p <
0.001), statistically validating this relationship. This strongly supports Hypothesis 2, that
employees’ perception of CSR significantly influences organizational identification.
In Model 2, when considering Employee Engagement (EE) as the dependent
variable, the regression results show that all three independent variables CSR, OI, and
Job Satisfaction (JS) have a positive impact. However, their levels of influence vary.
CSR has an unstandardized coefficient of 0.164 with a standard error of 0.073 and a
standardized coefficient of 0.146, indicating a significant but modest influence (p =
0.026). OI has a stronger influence with an unstandardized coefficient of 0.234, a
standard error of 0.073, and a standardized coefficient of 0.249, with a p-value of 0.001.
Finally, JS shows the greatest influence with an unstandardized coefficient of 0.320, a
standard error of 0.069, and a standardized coefficient of 0.330, with a p-value less than
0.001. These results suggest that while all three variables are important, Job Satisfaction
has the strongest influence on Employee Engagement, followed by Organizational
Identification, and finally, the perception of CSR. This supports both Hypothesis 1 that
CSR influences EE, and Hypotheses 3 and 4 related to the influence of OI and JS on EE.
Thus, Hypotheses H1, H2, H3, and H4 are accepted at a 95% confidence level.
0.330** Organizational 0.249**

* Identification
0.146*
Employee
Perception of Employee
0.320***
CSR Engagement
Job Satisfaction
Figure 5: Structural model assessment results

Note: * = p < 0.5, ** = p < 0.01, *** = p < 0.001, n.s = not significant
Table 21: Hypotheses testing results
Hypothesis Relationship Beta p-value Results
H1 CSR → EE 0.146* 0.026 Supported
H2 CSR → OI 0.330*** 0.000 Supported
41
H3 OI → EE 0.249** 0.001 Supported

H4 JS → EE 0.320*** 0.000 Supported
The linear regression equation extracted according to the standardized Beta
coefficient is as follows:
OI = 0.705*CSR + ε
EE=0.146*CSR + 0.249*OI + 0.330*JS + ε
Table 22: Comparison of previous research results
Results of the
Previous results
current study
Relationship Standardized Standardized
p-
Authors Coefficients p-value Coefficients
value
(Beta) (Beta)
Ali et al., (2020) 0.77 < 0.001
Farrukh et al., (2019) 0.192 < 0.001

CSR → EE 0.146 < 0.05
0.476
Duthler and Dhanesh, (2018) < 0.001
CSR → OI Nguyen et al., (2020) 0.314 < 0.001 0.330 < 0.001
OI → EE Men, O’Neil and Ewing,0.26

(2020) < 0.001 0.249 < 0.01
Pongton and Suntrayuth,0.662

(2019) < 0.01
JS → EE 0.320 < 0.001
0.734
Reissová and Papay, (2021) < 0.05
After statistical analysis, the results support four hypotheses that demonstrate
similarities and differences with previous studies.
Regarding the relationship between Employee Perception of CSR and Employee
Engagement, the study by Ali et al., (2020) shows a positive relationship with a high
coefficient (Beta = 0.77). Meanwhile, the study of Farrukh et al., (2019) has a low
42
coefficient (Beta = 0.192), which is similar to the low coefficient of the authors (Beta =
0.146).
The relationship between Employee Perception of CSR and Organizational
Identification was not widely investigated in previous research, but the study by
Nguyen et al., (2020) and the current study both have similar coefficient values with
Beta = 0.314 and 0.330, respectively.
In terms of the relationship between Organizational Identification and
Employee Engagement, the study of (Men, O’Neil and Ewing, 2020) has an
unstandardized coefficient of 0.26, which is quite similar to the authors'
unstandardized coefficient (Beta = 0.249).
Concerning the relationship between Job Satisfaction and Employee
Engagement, both the studies by Pongton and Suntrayuth, (2019) and
Reissová and Papay, (2021)
show high coefficient values (0.662 and 0.734, respectively), which
differs significantly from the current study's result (Beta = 0.320).
4.3.6. Assumptions test
The residuals may not follow a normal distribution for reasons such as incorrect
model usage, variance is not a constant, and the number of residual elements is not
sufficient for analysis. Therefore, we need to conduct several different surveys. The
simplest is to construct a frequency chart of the Residual's Histogram and PP Plot
below:
43
4.3.6.1 Regression Standardized Residual
Figure 6: Histogram chart of Regression Standardized Residual

From the graph above, we see a normal distribution curve superimposed on the
frequency chart. The bell-shaped curve aligns with the graph form of a normal
distribution. The mean value is approximately 0, and the standard deviation is 0.995
(nearly 1). Therefore, the residual distribution is approximately normal, and the
assumption of normal distribution of residuals is not violated.
44
Figure 7: Normal P-P Plot of Regression Standardized Residual

Through the P-P Plot, we can assess the violation of the assumption about
standardized residuals. When the percentile points in the distribution of residuals
concentrate into a diagonal line, we can conclude that the assumption of normal
distribution of residuals is not violated.
4.3.6.2 Regression Standardized Predicted Value
The Scatter Plot is also used to check the assumption of linear relationships
between variables. The random scattering of percentile points and concentration
around the vertical line at 0 indicates that the assumption of linear relationships is not
violated.
45
Figure 8: Linear relationship between dependent and independent variable

Observing the scatter plot, we see a uniform dispersion. Thus, the assumption
of constant variance of the regression model is not violated.
In addition, the Durbin-Watson test shows a result of d = 2.126 (1 < d < 3), so
we can conclude that the residuals are independent or there is no correlation between
the residuals. The above test results show that the assumptions of the linear regression
function are not violated and the constructed regression model is suitable for the
population.
46
CHAPTER 5. CONCLUSION AND RECOMMENDATION
5.1. Conclusion
This study has systematically explored and analyzed the influence of
perceptions of Corporate Social Responsibility (CSR), Organizational Identification
(OI), and Job Satisfaction (JS) on Employee Engagement (EE) in companies in Ho Chi
Minh City. The research was conducted in two main stages: preliminary qualitative
research and formal quantitative research.
In the first stage, qualitative research was conducted through group discussions
to adjust and refine the measurement scales. The quantitative research stage was then
carried out using detailed interviews through questionnaires to collect data from
employees and students in Ho Chi Minh City with a non-random sampling method.
Measurement tools were applied to screen and ensure the reliability of the
conceptual scales in the study, including Cronbach’s alpha reliability coefficient and
Exploratory Factor Analysis (EFA). The entire research process used SPSS statistical
data processing software for analysis.
The scales used in this study, based on theories and scales recognized from
previous studies, were adjusted to suit the research subjects in Ho Chi Minh City.
During the survey process, participants rated their level of agreement with the
provided statements through a Likert scale from 1 to 5 to improve data quality and
minimize respondent fatigue.
The research results showed that employees’ perceptions of Corporate Social
Responsibility (CSR) have a strong impact on Organizational Identification (OI) with
a Beta coefficient = 0.705. This indicates a clear positive relationship between CSR
perception and the extent to which employees feel attached to their organization.
Meanwhile, Organizational Identification has a significant influence on Employee
Engagement (EE), with a Beta coefficient (β2 = 0.234), emphasizing the importance of
employees feeling that they are part of the organization. Notably, Job Satisfaction (JS)
was found to have the strongest impact on Employee Engagement with a Beta
coefficient = 0.320, indicating that the level of employee satisfaction with their job is
the most important factor affecting their ability and willingness to contribute to the
organization.
47
These results not only reinforce previous findings about the importance of CSR
for employee engagement but also expand our understanding of how other factors such
as Organizational Identification and Job Satisfaction interact to create a cohesive and
motivating work environment.
Through this, the study has clearly defined the level of influence of each
independent variable, thereby contributing to the formation of evidence-based and
effective human resource management strategies, aimed at enhancing the engagement
and commitment of employees in organizations in Ho Chi Minh City.
5.2. Theoretical Contributions
In the process of hypothesis formulation, this study explored the relationship
between employees’ perceptions of CSR and behavioral outcomes in the organization
such as engagement and organizational identification. The current study found strong
support for Hypotheses 1 and 2, affirming that CSR perception significantly impacts
both employee engagement and organizational identification.
This result is consistent with previous findings by (Ali et al., 2020) and
Duthler and Dhanesh, (2018)
who reported a positive influence of CSR perception on
employee engagement. In the current study, the positive impact of employee
perception of CSR on the engagement of employees is supported both directly and
indirectly through organizational identification.
By emphasizing the role of organizational identification, results from Sobel and
PROCESS analysis provide evidence that OI not only has a direct impact on employee
commitment as described in Hypothesis 3 but also is a strong mediator, enhancing the
impact of CSR perception on employee commitment.
Finally, our analysis results also support Hypothesis 4, consistent with the
findings of Reissová and Papay, (2021) and Pongton and Suntrayuth, (2019) ,
emphasizing that job satisfaction positively influences employee commitment. This
further affirms that job satisfaction is not only an important emotional factor but also a
significant motivator for employee participation and attachment to the organization.
Thus, the study provides additional evidence for previous studies and expands
our understanding of how factors such as CSR perception, organizational
identification, and job satisfaction interact to form employee commitment.
48
5.3. Practical Contributions and Management Implications

These results not only provide convincing evidence of the relationship between
the surveyed factors but also offer an insightful view of the level of influence of each
factor. Specifically, the fact that JS has the strongest impact on EE suggests that
organizations need to focus on improving working conditions and the company
environment to enhance employee satisfaction, thereby promoting their attachment and
commitment to the organization. Meanwhile, the perception of CSR is no less
important, reflecting a trend where employees increasingly value and desire to work
for organizations responsible for society and the environment, which can be
considered a competitive advantage for companies in today’s era.
5.3.1. For the “CSR” Component
The research results have shown that employees’ perception of Corporate
Social Responsibility (CSR) plays a significant role in promoting organizational
identification and employee attachment. With a significant Beta coefficient, it is clear
that CSR perception is not only a personal perception factor but also a pivotal point
affecting how employees perceive and interact with their organization. This brings
some important implications for business management.
Firstly, actively implementing and communicating CSR activities within the
organization can be considered a crucial strategy to enhance organizational
identification and employee attachment. Companies need to focus on developing and
implementing meaningful CSR programs, while ensuring that employees understand
and are clearly aware of these efforts. Creating a working environment where
employees feel that their company is doing good for society can increase their pride
and attachment to the organization.
Secondly, CSR programs should be designed to reflect and support the values
and goals of the organization, as well as the views and desires of employees. Involving
employees in the planning and implementation of CSR initiatives can help enhance
their understanding and commitment to these programs.
Lastly, effective communication about the company’s CSR activities and
achievements to employees is very important. Communication strategies should be
built to ensure that all employees are aware of the company’s efforts in the CSR field
and how these efforts contribute to the organization’s common goals. This not only
49
enhances organizational identification but also encourages employees to feel prouder

and more attached to their company.
Thus, the study shows that managing CSR perception is not only a social
responsibility activity but also an effective human resource management strategy,
contributing to the construction of a positive organizational culture and promoting
employee attachment.
5.3.2. For the “JS” Component
The Job Satisfaction (JS) factor in this study has also proven to be an important
factor influencing employee attachment. With the highest Beta coefficient among all
variables considered, JS is determined to be the factor with the strongest impact on
employee attachment. These findings bring some important implications for human
resource management and organizational development strategies.
First and foremost, improving employee job satisfaction should be considered a
top priority in human resource management policies. This could include improving
working conditions, creating opportunities for professional and personal development,
as well as building a supportive and positive work environment. When employees are
satisfied with their job, they not only contribute more but also become more closely
attached to the organization.
Secondly, identifying and addressing specific factors causing job satisfaction is
very important. This may require a deep understanding of employee needs and
expectations, as well as the application of continuous evaluation and feedback methods
to better understand their work experience.
Lastly, linking job satisfaction with specific business results and organizational
development goals can enhance the ability to create a harmonious and efficient work
environment. Managers need to develop strategies to optimize employee satisfaction,
from job design to organizational culture building, to promote long-term employee
attachment and commitment.
Job satisfaction is an indispensable factor in building a committed and happy
workforce. Focusing on improving and maintaining high levels of employee
satisfaction not only improves their attachment to the organization but also contributes
to the success and sustainable development of the organization.
50
5.3.3. For the “Organizational Identification”

Component Organizational Identification (OI) is identified as another important
factor in this study, significantly influencing employee attachment. With a Beta
coefficient (β2 = 0.234) and identified as a mediating role, OI plays a considerable role
in creating employee attachment and commitment to their organization. This brings
significant implications for organizational management and development.
One of the important management implications is the need to build and
maintain a strong organizational culture where employees feel they are an inseparable
part of the organization. This includes clearly and consistently defining and expressing
the core values, mission, and vision of the organization. Creating a working
environment where everyone feels they are contributing to a larger goal will promote
organizational identification.
Secondly, involving and empowering employees in the decisions and activities
of the organization can also enhance organizational identification. When employees
feel they have a voice and impact on the direction and decisions of the organization,
they are more likely to strongly identify with the organization and feel more attached
to the common goal.
Lastly, recognizing and rewarding employees’ contributions in a fair and
transparent manner is also an important factor in enhancing organizational
identification. When employees feel that their efforts are valued and worthwhile, they
will feel more strongly attached to the organization.
Thus, organizational identification is not only a psychological state but also an
important factor that needs to be strategically managed to enhance employee
engagement in all organizations. Investing in building and maintaining a positive
organizational culture, involving and empowering employees, as well as recognizing
and rewarding fairly, will play an important role in creating an attractive working
environment where employees not only want to work but also want to stay long-term.
5.3.4. For the “Employee Engagement”
Component Employee Engagement (EE) is the main focus of this study and the
results have demonstrated a close relationship between EE and variables such as CSR
perception, organizational identification, and job satisfaction. For business
51
management, understanding and optimizing the EE factor is essential in achieving high

performance and maintaining a committed and enthusiastic workforce.
Firstly, to enhance EE, companies need to focus on creating a positive work
environment where employees feel their work is meaningful and valued. This includes
providing opportunities for professional development, encouraging creativity and
innovation, and building a supportive and understanding organizational culture.
Secondly, linking employees’ work to the larger goals of the organization can
help enhance their attachment. When employees understand how they are contributing
to the overall success of the company, they will feel their work is more valuable and
become more enthusiastic about their work.
Lastly, employee engagement can also be enhanced through timely recognition
and rewards. Creating a fair and transparent reward system will not only encourage
employees but also demonstrate the organization’s appreciation for their contributions.
In conclusion, employee engagement is a determining factor for the success of
an organization. Focusing on creating a supportive work environment, providing
development opportunities, and recognizing employee contributions will help enhance
EE, leading to improved organizational performance and creating an attractive work
environment where employees not only want to work but also want to stay long-term.
5.4. Limitations and Future Research Directions
This study, while providing valuable insights into the relationship between CSR
perception, organizational identification, job satisfaction, and employee attachment,
still has some limitations that need to be addressed in future research. One of the main
limitations is the restricted geographical scope of the research sample, focusing only
on employees and students in Ho Chi Minh City, along with a limitation on the survey
subjects as most of the data is from student subjects, people working in the age range
of 18 - 25 years old. This limits the ability to generalize the research results for other
areas or industries as well as employees of different ages. Moreover, the use of a non-
random sampling method could lead to bias, affecting the objectivity and reliability of
the results. Additionally, reliance on self-reported data is also a limiting factor,
potentially influenced by effects such as social desirability bias or inaccuracies in
perception.
52
To overcome these limitations, future research should expand the geographical

scope, including a more diverse research sample in terms of age, profession, and
geographical area. Applying a random sample will help reduce bias and enhance the
objectivity of the research. Combining multiple data collection methods such as
interviews, observations, and document analysis will provide a more comprehensive
view and help verify the authenticity of the data. Furthermore, conducting longitudinal
research will help better understand how and to what extent factors influence over
time, as well as identify trends and development models. These improvements will
contribute to increasing the reliability and comprehensiveness of future research in the
field of CSR, organizational identification, and employee engagement.
I
REFERENCE
Abrams, D. and Hogg, M.A. (1988) ‘Comments on the motivational status of self‐
esteem in social identity and intergroup discrimination’, European Journal of
Social Psychology, 18(4), pp. 317–334. Available at:
https://doi.org/10.1002/ejsp.2420180403.
Aguinis, H. and Glavas, A. (2019) ‘On Corporate Social Responsibility, Sensemaking,
and the Search for Meaningfulness Through Work’, Journal of Management,
45(3), pp. 1057–1086. Available at:
https://doi.org/10.1177/0149206317691575.
Aktar, A. and Pangil, F. (2017) ‘Antecedents and Consequences of Employee
Engagement: A Conceptual Study’, IOSR Journal of Business and
Management, 19(06). Available at: https://doi.org/10.9790/487x-1906065467.
Ali, H.Y. et al. (2020) ‘Corporate social responsibility and employee performance: The
mediating role of employee engagement in the manufacturing sector of Pakistan’,
Corporate Social Responsibility and Environmental Management, 27(6). Available
at: https://doi.org/10.1002/csr.2011.
Ashforth, B.E. and Mael, F. (1989) ‘Social Identity Theory and the Organization’,
Academy of Management Review, 14(1), pp. 20–39. Available at:
https://doi.org/10.5465/amr.1989.4278999.
Bagozzi, R.P. and Yi, Y. (1988) ‘On the evaluation of structural equation models’,
Journal of the Academy of Marketing Science, 16(1). Available at:
https://doi.org/10.1007/BF02723327.
Bakker, A.B. and Demerouti, E. (2008) ‘Towards a model of work engagement’,
Career Development International, 13(3). Available at:
https://doi.org/10.1108/13620430810870476.
Bellani, E., Ramadhani, S.R. and Tamar, M. (2018) ‘Job Satisfaction as Predictor of
employee engagement’, in. Available at: https://doi.org/10.2991/icaaip-
17.2018.4.
Brammer, S., Millington, A. and Rayton, B. (2007) ‘The contribution of corporate
social responsibility to organizational commitment’, International Journal of
Human Resource Management, 18(10), pp. 1701–1719. Available at:
https://doi.org/10.1080/09585190701570866.
II
Buertey, S. et al. (2020) ‘Corporate social responsibility and earnings management:

The moderating effect of corporate governance mechanisms’, Corporate Social
Responsibility and Environmental Management, 27(1). Available at:
https://doi.org/10.1002/csr.1803.
Carroll, A.B. (1979) ‘A three-dimensional conceptual model of corporate social
performance. Academy of Management Review’, Academy of Management
Review, 4(1), pp. 497–505.
Chaudhary, R. (2018) ‘Corporate social responsibility and employee performance: a
study among indian business executives’, International Journal of Human
Resource Management, pp. 1–24. Available at:
https://doi.org/10.1080/09585192.2018.1469159.
Christian, M.S., Garza, A.S. and Slaughter, J.E. (2011) ‘Work engagement: A
quantitative review and test of its relations with task and contextual
performance’, Personnel Psychology, 64(1), pp. 89–136. Available at:
https://doi.org/10.1111/j.1744-6570.2010.01203.x.
Dick, R. Van (2005) ‘My Job is My Castle: Identification in Organizational Contexts’,
in International Review of Industrial and Organizational Psychology, 2004.
Available at: https://doi.org/10.1002/0470013311.ch6.
Duthler, G. and Dhanesh, G.S. (2018) ‘The role of corporate social responsibility
(CSR) and internal CSR communication in predicting employee engagement:
Perspectives from the United Arab Emirates (UAE)’, Public Relations Review,
44(4), pp. 453–462. Available at: https://doi.org/10.1016/j.pubrev.2018.04.001.
Dutton, J.E., Dukerich, J.M. and Harquail, C. V. (1994) ‘Organizational Images and
Member Identification’, Administrative Science Quarterly, 39(2), pp. 239–263.
Available at: https://doi.org/10.2307/2393235.
Edwards, M. and Peccei, R. (2007) ‘Organizational identification: Development and
testing of a conceptually grounded measure’, European Journal of Work and
Organizational Psychology, 16(1). Available at:
https://doi.org/10.1080/13594320601088195.
Ellickson, M.C. and Logsdon, K. (2001) ‘Determinants of Job Satisfaction of
Municipal Government Employees’, State and Local Government Review,
33(3). Available at: https://doi.org/10.1177/0160323x0103300302.
III
Farrukh, M. et al. (2019) ‘The perception of corporate social responsibility and

employee engagement: Examining the underlying mechanism’, Corporate
Social Responsibility and Environmental Management, 27, pp. 760–768.
Available at: https://doi.org/10.1002/csr.1842.
Folger, R. (1998) ‘Fairness as moral virtue’, in Managerial ethics: Moral management
of people and processes., pp. 12–34.
Folger, R. (2001) ‘Fairness as deonance’, Theoretical and cultural perspectives on
organizational justice, pp. 3–31.
Fornell, C. and Larcker, D.F. (1981) ‘Evaluating Structural Equation Models with
Unobservable Variables and Measurement Error’, Journal of Marketing
Research, 18(1). Available at: https://doi.org/10.1177/002224378101800104.
Gallup (2006) ‘Gallup study: engaged employees inspire company innovation:
national survey finds that passionate workers are most likely to drive
organisations forward’.
Hair, J.F. et al. (2010) ‘Multivariate Data Analysis’, Vectors [Preprint]. Available at:
https://doi.org/10.1016/j.ijpharm.2011.02.019.
Hair, J.F. et al. (2019) ‘When to use and how to report the results of PLS-SEM’,
European Business Review. Available at: https://doi.org/10.1108/EBR-11-2018-
0203.
Hammon, S.D., Gillis, W.E. and Icenogle, M.L. (2022) ‘From social responsibility to
employee engagement: evidence from the public sector’, Journal of
Management and Governance, 27(4), pp. 1223–1247. Available at:
https://doi.org/10.1007/s10997-022-09648-3.
’Harter, J. and ’Rubenstein, K. (2020) The 38 Most Engaged Workplaces in the World
Put People First, Gallup.
Van Knippenberg, D. and Van Schie, E.C.M. (2000) ‘Foci and correlates of
organizational identification’, Journal of Occupational and Organizational
Psychology, 73(2). Available at: https://doi.org/10.1348/096317900166949.
Latif, K.F. and Sajjad, A. (2018) ‘Measuring corporate social responsibility: A critical
review of survey instruments’, Corporate Social Responsibility and
Environmental Management, 25(6), pp. 1174–1197. Available at:
https://doi.org/10.1002/csr.1630.
IV
Mael, F. and Ashforth, B.E. (1992) ‘Alumni and their alma mater: A partial test of the
reformulated model of organizational identification’, Journal of Organizational
Behavior, 13(2). Available at: https://doi.org/10.1002/job.4030130202.
Mañas-Rodríguez, M.Á. et al. (2016) ‘Validation of the Spanish version of Soane’s
ISA Engagement Scale’, Revista de Psicologia del Trabajo y de las
Organizaciones, 32(2). Available at: https://doi.org/10.1016/j.rpto.2016.04.002.
Memon, M.A. et al. (2020) ‘Satisfaction matters: the relationships between HRM
practices, work engagement and turnover intention’, International Journal of
Manpower, 42(1), pp. 21–50. Available at: https://doi.org/10.1108/IJM-04-
2018-0127.
Men, L.R., O’Neil, J. and Ewing, M. (2020) ‘Examining the effects of internal social
media usage on employee engagement’, Public Relations Review, 46(2).
Available at: https://doi.org/10.1016/j.pubrev.2020.101880.
Mumtaz, M. et al. (2020) ‘Satisfaction matters: the relationships between HRM
practices, work engagement and turnover intention’, International Journal of
Manpower, 42(1), pp. 21–50.
Nguyen, T.T.H. et al. (2020) ‘Impact of corporate social responsibility on
organizational commitment through organizational trust and organizational
identification’, Management Science Letters, 10(14). Available at:
https://doi.org/10.5267/j.msl.2020.5.032.
Nunnally, J. and Bernstein, I. (1994) ‘Psychometric Theory, 3rd edn, 1994’, McGraw-
Hill, New York, 3.
Pongton, P. and Suntrayuth, S. (2019) ‘Communication satisfaction, employee
engagement, job satisfaction, and job performance in higher education instituti’,
ABAC Journal, 39(3).
Rayton, B.A. and Yalabik, Z.Y. (2014) ‘Work engagement, psychological contract
breach and job satisfaction’, International Journal of Human Resource
Management, 25(17). Available at:
https://doi.org/10.1080/09585192.2013.876440.
Reissová, A. and Papay, M. (2021) ‘Relationship between Employee Engagement, Job
Satisfaction and Potential Turnover’, TEM Journal, 10(2). Available at:
https://doi.org/10.18421/TEM102-44.
V
Rich, B.L., Lepine, J.A. and Crawford, E.R. (2010) ‘Job engagement: Antecedents and
effects on job performance’, Academy of Management Journal, 53(3). Available
at: https://doi.org/10.5465/amj.2010.51468988.
De Roeck, K. et al. (2014) ‘Understanding employees’ responses to corporate social
responsibility: Mediating roles of overall justice and organisational
identification’, International Journal of Human Resource Management, 25(1),
pp. 91–112. Available at: https://doi.org/10.1080/09585192.2013.781528.
De Roeck, K., El Akremi, A. and Swaen, V. (2016) ‘Consistency Matters! How and
When Does Corporate Social Responsibility Affect Employees’ Organizational
Identification?’, Journal of Management Studies, 53(7), pp. 1141–1168.
Available at: https://doi.org/10.1111/joms.12216.
Rupp, D.E. et al. (2018) ‘Corporate social responsibility and employee engagement:
The moderating role of CSR-specific relative autonomy and individualism’,
Journal of Organizational Behavior, 39(5), pp. 559–579. Available at:
https://doi.org/10.1002/job.2282.
’Schaufeli, W., ’Bakker, A. and ’Salanova, M. (2006) ‘The measurement of work
engagement with a short questionnaire: A Cross-National Study ’, Educational
and Psychological Measurement, 66(4), pp. 701–716.
Schein, E.H. (1985) Organizational Culture and Leadership. Jossey-Bass.
Soane, E. et al. (2012) ‘Development and application of a new measure of employee
engagement: The isa engagement scale’, Human Resource Development
International, 15(5). Available at: https://doi.org/10.1080/13678868.2012.726542.
Sorenson, S. (2013) ‘How Employee Engagement Drives Growth’, Gallup Business
Journal [Preprint].
Spector, P. (2014) Job Satisfaction: Application, Assessment, Causes, and
Consequences, Job Satisfaction: Application, Assessment, Causes, and
Consequences. Available at: https://doi.org/10.4135/9781452231549.
’Stefanov, T. et al. (2023) ‘CRM System as a Necessary Tool for Managing
Commercial and Production Processes’, TEM Journal, 12(2), pp. 785–797.
Tajfel, H. and Turner, J.C. (1985) ‘The Social Identity Theory of Group Behaviour’,
Psychology of Intergroup Relations, Vol2. [Preprint].
VI
Truss, K. et al. (2011) ‘Employee engagement, organisational performance and

individual well-being: exploring the evidence, developing the theory’, The
International Journal of Human Resource Management, 22(1). Available at:
https://doi.org/10.1080/09585192.2011.552282.
Tsourvakas, G. and Yfantidou, I. (2018) ‘Corporate social responsibility influences
employee engagement’, Social Responsibility Journal, 14(1). Available at:
https://doi.org/10.1108/SRJ-09-2016-0153.
Turker, D. (2009) ‘How corporate social responsibility influences organizational
commitment’, Journal of Business Ethics, 89(2), pp. 189–204. Available at:
https://doi.org/10.1007/s10551-008-9993-8.
Zhang, M., Di Fan, D. and Zhu, C.J. (2014) ‘High-Performance Work Systems,
Corporate Social Performance and Employee Outcomes: Exploring the Missing
Links’, Journal of Business Ethics, 120(3), pp. 423–435. Available at:
https://doi.org/10.1007/s10551-013-1672-8.

NNCT

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

NNCT

Uploaded by

Copyright:

Available Formats

BỘ GIÁO DỤC VÀ ĐÀO TẠO

ĐẠI HỌC KINH TẾ TP. HỒ CHÍ MINH

BÁO CÁO TỔNG KẾT

AFFECT OF EMPLOYEE PERCEPTION OF CSR, JOB SATISFACTION ON

TP. Hồ Chí Minh tháng 02/2024

The main purpose of the topic is to investigate the impact of employee

3.2.4. Employee Engagement.................................................................................22

5.3. Practical Contributions and Management Implications......................................46

Table 1: Prior relevant studie........................................................................................13

Figure 1: Research model..............................................................................................18

CHAPTER 1. OVERVIEW OF THE THESIS

In this chapter, we will provide a concise introduction to the current state of

Employee engagement (EE) has a significant influence on both employees'

- To propose suggestions for leveraging employee perception of CSR to

CHAPTER 2. THEORETICAL BASIS

Chapter 1 provides an overview of the research project. Chapter 2 is intended to

employee attitudes, shaping perceptions and particularly in fostering an environment

In addition, CSR also directly promotes EE, strengthening the CSR-EP

Summary of the result:

(5) Impact of corporate social responsibility on organizational commitment

education institutions in Thailand. This suggests that improved communication and

Regression analysis shows that two-way communication and internal

Table 1: Prior relevant studie

2.5. Related concepts in the thesis

2.5.2. Organizational identification

Hypothesis 3: Organizational identification has a significant impact on

Figure 1: Research model

CHAPTER 3. ANALYSIS OF PROBLEM AND DATA DESCRIPTION

Qualitative Research Phase 1 (02/01 - 07/01)

- Validating and assessing the reliability of the metrics.

Data Analysis and Make Conclusion (04/02- 17/02)

3.2.2. Organizational Identification

CHAPTER 4. DATA ANALYSIS AND RESULTS

Chapter 4 will address the issue introduced in Chapter 3 by undertaking the

Figure 2: Age structure in the sample

Figure 3: Gender structure in the sample

Figure 4: Education structure in the sample

4.2. Measurement model assessment

Job Satisfaction JS 0.661 0.726 0.469

4.2.1.1. Internal Consistency Reliability - Cronbach’s Alpha

Scale “Job Satisfaction”

Table 10: Results of meditator variables factor loading Analysis

KMO Measure of Bartlett's Test

Employee Perception of CSR CSR

Organizational Identification JS 0.829 0.000

Employee Engagement EE 0.661 0.000

Additionally, there is a significant correlation among the independent variables (Sig. =

4.3.2. The R-square coefficient and the f-square coefficient

(Source: Processed from the author’s survey data)

4.3.3. Multicollinearity assessment

(Constant) .706 .203 3.485 .001

(Constant) 1.566 .223 7.037 .000

1 CSR .248 .076 .225 3.272 .001

OI .386 .065 .409 5.936 .000

(Constant) 1.839 .231 7.959 .000

Table 19: Total, Direct, And Indirect Effects Of X On Y

(Source: Processed from the author’s survey data)

0.330** Organizational 0.249**

Figure 5: Structural model assessment results

H3 OI → EE 0.249** 0.001 Supported

Ali et al., (2020) 0.77 < 0.001

Farrukh et al., (2019) 0.192 < 0.001

OI → EE Men, O’Neil and Ewing,0.26

0.330 Organizational 0.249