Abstract
Experienced human resource professionals recognize the importance of maintaining and promoting employees’ job satisfaction in talent management and retention. Scholars have done extensive research on job satisfaction of workers in developing economies in North America and Western Europe. However, there is limited research available on workers in developing countries, specifically workers in contemporary Vietnam. The chapter investigates Hofstede’s six cultural dimensions of Vietnamese employees on individual levels. The chapter aims to study the relationships between individual cultural dimensions and the quality of the leader–member exchange and between the leader–member exchange (LMX) quality and job satisfaction of Vietnamese employees. Studying the influence of culture on job satisfaction of workers in developing nations is important for both domestic and international managers. Managerial implications, limitations, and future research are also discussed.
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Appendices
Appendix A: Measurement Scales
1.1 Power Distance Belief Scale
Power distance belief | |||||
---|---|---|---|---|---|
Strongly disagree | Disagree | Neutral | Agree | Strongly agree | |
1. People in higher positions should make most decisions without consulting people in lower positions | 1 | 2 | 3 | 4 | 5 |
2. People in higher positions should not ask the opinions of people in lower positions too frequently | 1 | 2 | 3 | 4 | 5 |
3. People in higher positions should avoid social interaction with people in lower positions | 1 | 2 | 3 | 4 | 5 |
4. People in lower positions should not disagree with decisions by people in higher positions | 1 | 2 | 3 | 4 | 5 |
5. People in higher positions should not delegate important tasks to people in lower positions | 1 | 2 | 3 | 4 | 5 |
1.2 Collectivism–Individualism Scale
Collectivism | |||||
---|---|---|---|---|---|
Strongly disagree | Agree | Neutral | Disagree | Strongly agree | |
1. Individuals should sacrifice self-interest for the group | 1 | 2 | 3 | 4 | 5 |
2. Individuals should stick with the group even through difficulties | 1 | 2 | 3 | 4 | 5 |
3. Group welfare is more important than individual rewards | 1 | 2 | 3 | 4 | 5 |
4. Group success is more important than individual success | 1 | 2 | 3 | 4 | 5 |
5. Individuals should only pursue their goals after considering the welfare of the group | 1 | 2 | 3 | 4 | 5 |
6. Group loyalty should be encouraged even if individual goals suffer | 1 | 2 | 3 | 4 | 5 |
1.3 Masculinity Scale
Masculinity | |||||
---|---|---|---|---|---|
Strongly disagree | Disagree | Neutral | Agree | Strongly agree | |
1. It is more important for men to have a professional career than it is for women | 1 | 2 | 3 | 4 | 5 |
2. Men usually solve problems with logical analysis; women usually solve problems with intuition | 1 | 2 | 3 | 4 | 5 |
3. Solving difficult problems usually requires an active, forcible approach, which is typical of men | 1 | 2 | 3 | 4 | 5 |
4. There are some jobs that a man can always do better than a woman | 1 | 2 | 3 | 4 | 5 |
1.4 Uncertainty Avoidance Scale
Uncertainty avoidance | |||||
---|---|---|---|---|---|
Strongly disagree | Disagree | Neutral | Agree | Strongly agree | |
1. It is important to have instructions spelled out in detail so that I always know what I’m expected to do | 1 | 2 | 3 | 4 | 5 |
2. It is important to closely follow instructions and procedures | 1 | 2 | 3 | 4 | 5 |
3. Rules and regulations are important because they inform me of what is expected of me | 1 | 2 | 3 | 4 | 5 |
4. Standardized work procedures are helpful | 1 | 2 | 3 | 4 | 5 |
5. Instructions for operations are important | 1 | 2 | 3 | 4 | 5 |
1.5 Long-Term Orientation Scale
Long-term orientation | |||||
---|---|---|---|---|---|
Strongly disagree | Disagree | Neutral | Agree | Strongly agree | |
1. I believe in careful management of money (thrift) | 1 | 2 | 3 | 4 | 5 |
2. I believe in going on resolutely in spite of opposition (persistence) | 1 | 2 | 3 | 4 | 5 |
3. I believe in personal steadiness and stability | 1 | 2 | 3 | 4 | 5 |
4. I believe in long-term planning | 1 | 2 | 3 | 4 | 5 |
5. I believe in giving up today’s fun for cusses in the future | 1 | 2 | 3 | 4 | 5 |
6. I believe working hard to success in the future | 1 | 2 | 3 | 4 | 5 |
1.6 Indulgence Scale
Indulgence | |||||
---|---|---|---|---|---|
Strongly disagree | Disagree | Neutral | Agree | Strongly agree | |
1. I believe in personal life control | 1 | 2 | 3 | 4 | 5 |
2. Freedom of speech is important | 1 | 2 | 3 | 4 | 5 |
3. Leisure is highly important | 1 | 2 | 3 | 4 | 5 |
4. I remember positive emotions | 1 | 2 | 3 | 4 | 5 |
5. More people should be actively involved in sports | 1 | 2 | 3 | 4 | 5 |
6. Maintaining order in the nation is not a high priority | 1 | 2 | 3 | 4 | 5 |
1.7 Perceived Relationship Between Supervisor and Subordinates Scale
LMX 7 questionnaire | |||||
---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | |
1. You know where you stand with your supervisor and you usually know how satisfied your supervisor is with what you do | Strongly disagree | Disagree | Neutral | Agree | Strongly agree |
2. Your supervisor understand your job problems and needs | Strongly disagree | Disagree | Neutral | Agree | Strongly agree |
3. Your supervisor recognizes your potential | Strongly disagree | Disagree | Neutral | Agree | Strongly agree |
4. I have enough confidence in my supervisor that I would defend and justify his or her decision if he or she were not present to do so | Strongly disagree | Disagree | Neutral | Agree | Strongly agree |
5. Your working relationship with your supervisor is effective | Strongly disagree | Disagree | Neutral | Agree | Strongly agree |
1.8 Perceived Job Satisfaction Scale
Perceived job satisfaction | |||||
---|---|---|---|---|---|
Very dissatisfied | Dissatisfied | I can’t decide | Satisfied | Very satisfied | |
1. The way my boss handles his/her workers | 1 | 2 | 3 | 4 | 5 |
2. The competence of my supervisor in making decisions | 1 | 2 | 3 | 4 | 5 |
3. The way my job provides for steady employment | 1 | 2 | 3 | 4 | 5 |
4. The chance to do something that makes use of my abilities | 1 | 2 | 3 | 4 | 5 |
5. My pay and the amount of work I do | 1 | 2 | 3 | 4 | 5 |
6. The chance for advancement on this job | 1 | 2 | 3 | 4 | 5 |
7. The working conditions | 1 | 2 | 3 | 4 | 5 |
8. The way my coworkers get along with each other | 1 | 2 | 3 | 4 | 5 |
9. The praise I get for doing a good job | 1 | 2 | 3 | 4 | 5 |
10. The feelings of accomplishment I get from my job | 1 | 2 | 3 | 4 | 5 |
1.9 Background Information
Appendix B: Outer Loadings (Point Estimations and T-values) of the Model
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Hill, U. (2016). The Influence of Culture on Leader–Member Exchange and Job Satisfaction of Subordinates: A Vietnamese Study. In: Arora, A., Bacouel-Jentjens, S. (eds) International Fragmentation. International Marketing and Management Research. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-33846-0_3
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