The turnover intention of internal controllers of Vietnamese commercial banks in the context of COVID-19
-
Author(s)Tran Quoc ThinhLink to ORCID Index: https://orcid.org/0000-0003-1504-8122
,
Tran Khanh LamLink to ORCID Index: https://orcid.org/0000-0003-2985-7860
-
DOIhttp://dx.doi.org/10.21511/bbs.19(3).2024.15
-
Article InfoVolume 19 2024, Issue #3, pp. 174-186
- 94 Views
-
18 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Internal control plays an important role in managing the risks of banking system activities. Controllers are always under pressure from control activities due to the bank’s diverse activities. The resignation of internal controllers is relatively common in commercial banks. It is also a matter of concern for the banking and finance industry, which coordinates economic resources for the country, especially when the internal control period occurs again with the pandemic. The study aims to explore the turnover intention of internal controllers in the context of COVID-19 in Vietnamese commercial banks. The study uses the convenience sampling method to collect data from 339 respondents who are working or worked as internal controllers in commercial banks. The study was surveyed in 2023. The study uses quantitative methods for exploratory factor analysis. Ordinary least squares process the data to test the hypotheses. Some factors affect the turnover intention of internal controllers, such as occupational awareness, employment conditions, office environment, and career opportunities, in the context of COVID-19. The result is a useful resource for researchers to comprehensively understand issues related to the turnover intention of internal controllers in the banking industry. The study supports managers of commercial banks in planning the strategic objectives of human resource stabilization for the stable growth of the banking system.
- Keywords
-
JEL Classification (Paper profile tab)J21, M41, M42
-
References32
-
Tables8
-
Figures0
-
- Table 1. Statistics of survey subjects
- Table 2. Cronbach’s Alpha of the factors
- Table 3. Item-total statistics of the factors
- Table 4. KMO test and Bartlett’s test
- Table 5. Rotated component matrix
- Table 6. Regression results
- Table 7. Hypotheses testing results
- Table A1. Summary of the questionnaire
-
- Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179-211.
- Alla, A. A., & Rajaa, O. (2019). A Review of the Literature on Employee Turnover. American International Journal of Social Science, 8(3), 22-29.
- Callado, A., Teixeira, G., & Lucas, P. (2023). Turnover Intention and Organizational Commitment of Primary Healthcare Nurses. Healthcare, 11(4), 1-11.
- Cannon, N. H., & Herda, D. N. (2016). Auditors’ organizational commitment, burnout, and turnover intention: A replication. Behavioral Research in Accounting, 28(2), 69-74.
- Chi, W., Hughen, L., Lin, C. J., & Lisic, L. L. (2013). Determinants of audit staff turnover: Evidence from Taiwan. International Journal of Auditing, 17(1), 100-112.
- Falahat, M., Kit, G. S., & Min, L. C. (2019). A model for turnover intention: banking industry in Malaysia. Asian Academy of Management Journal, 24(2), 79-91.
- Gammie, E., & Whiting, R. (2013). Women accountants: Is the grass greener outside the profession? The British Accounting Review, 45(2), 83-98.
- Gertsson, N., Sylvander, J., Broberg, P., & Friberg, J. (2018). Exploring audit assistants’ decision to leave the audit profession. Managerial Auditing Journal, 32(9), 879-898.
- Gim, G. C. E., & Ramayah, T. (2019). Predicting turnover intention among auditors: Is WIPL a mediator? The Service Industries Journal, 40(9-10), 726-752.
- Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. (2010). Multivariate data analysis (7th ed.). Prentice Hall, Upper Saddle River.
- Hardies, K. (2023). A survival analysis of organizational turnover in the auditing profession. Maandblad voor Accountancy en Bedrijfseconomie, 97(1/2), 5-16.
- Herda, D. N., & Lavelle, J. J. (2012). The auditor-audit firm relationship and its effect on burnout and turnover intention. Accounting Horizons, 26(4), 707-723.
- Hoon, Y. C., Ibrahim, H., & Tang, S. M. (2020). The Determinants of Turnover Intention among Bank Employees. Journal of Business and Economic Analysis, 3(1), 42-54.
- Huang, R. T., Chou, T. P., & Chen, C. P. (2017). Examining the roles of shared vision and career growth opportunity in developing new employees. Journal of Organizational Change Management, 30(4), 599-609.
- Ivanovic, T., Ivancevic, S., & Maricic, M. (2020). The Relationship between Recruiter Burnout, Work Engagement and Turnover Intention: Evidence from Serbia. Inzinerine Ekonomika – Engineering Economics, 31(2), 197-210.
- Josquar, A. (2023). Leadership and Employee’s Turnover. Research Square, 1-14. Preprint.
- Kaiser, H. F. (1974). An index of factorial simplicity. Psychometrika, 39(1), 31-36.
- Karavardar, G. (2014). Organizational Career Growth and Turnover Intention: An Application in Audit Firms in Turkey. International Business Research, 7(9), 67-76.
- Law, P. (2010). Examination of the actual turnover decisions of female auditors in public accounting: Evidence from Hong Kong. Managerial Auditing Journal, 25(5), 484-502.
- Li, D., Sun, L., & Ettredge, M. (2017). Auditor selection following auditor turnover: Do peers’ choices matter. Accounting, Organizations and Society, 57, 73-87.
- Ma, T., Wan, C., Wang, Y., & Zhao, Y. (2022). Individual Auditor Turnover and Audit Quality – Large Sample Evidence from U.S. Audit Offices. Social Science Research Network, 1-57.
- Martinow, K., Moroney, R. A. & Harding, N. (2020). Auditor Commitment and Turnover Intentions Following Negative Inspection Findings: The Effects of Regulator Enforcement Style and Firm Response. A Journal of Practice & Theory, 39(4), 143-165.
- Maslow, A. H. (1954). Motivation and Personality. New York, NY: Harper & Row.
- Nouri, H., & Parker, R. J. (2013). Career growth opportunities and employee turnover intentions in public accounting firms. The British Accounting Review, 45(2), 138-148.
- Ogunyemi, A. O., Onabanjo, O., & Awoyele, O. T. (2013). Turnover intent and effective performance of bank workers: a predictive study. Journal of Strategic and International Studies, 8(3), 5-17.
- Pham, Q, T., Tran, T. G. T., Pham, T. N. B., & Ta, L. (2022). Work pressure, job satisfaction and auditor turnover: Evidence from Vietnam. Cogent Business & Management, 9(1), 1-18.
- Pradana, A., & Salehudin, I. (2015). Work overload and turnover intention of junior auditors in Greater Jakarta, Indonesia. The South East Asian Journal of Management, 9(2), 108-124.
- Shbai, M. O., & Shbai, A. M. A. A. (2020). Organizational climate, organizational citizenship behaviour and turnover intention: Evidence from Jordan. Management Science Letters, 10, 3749-3756.
- Smith, K. J., Emerson, D. J., Boster, C. R., & Everly Jr, G. S. (2020). Resilience as a coping strategy for reducing auditor turnover intentions. Accounting Research Journal, 33(3), 483-498.
- Vroom, V. H. (1964). Work and motivation. Wiley.
- Watkins, M. W. (2018). Exploratory Factor Analysis: A Guide to Best Practice. Journal of Black Psychology, 44(3), 219-246.
- Yousuf, M. (2021). Impact of job satisfaction on employee turnover intention at bank Al-Habib. Journal of Entrepreneurship, Management and Innovation, 3(1), 1-26.
-
The impact of COVID-19 on the transportation and logistics industry
Dalia Perkumiene ,
Agbonmere Osamede ,
Regina Andriukaitienė ,
Olegas Beriozovas
doi: http://dx.doi.org/10.21511/ppm.19(4).2021.37
Problems and Perspectives in Management Volume 19, 2021 Issue #4 pp. 458-469 Views: 6451 Downloads: 10177 TO CITE АНОТАЦІЯIn this present age of globalization, the logistics and transportation industry has become an integral part of most businesses/firms as it is aimed at ensuring the effective movement of people, distribution of goods and services from one location to another on time. Therefore, this paper aims to analyze the impact of COVID-19 on the logistics and transportation sectors. The qualitative research approach was adopted using analysis and synthesis of scientific literature, data from news reports, organizational sites, and a case study of data contents. The paper presented the analysis of negative and positive effects of COVID-19 on the logistics and transportation industry. The study also discusses possible strategies and further steps for improvement of the logistics and transportation sector, including the automation and introduction of other technologies, a sustainable and flexible transportation system, cooperation of logistics and transportation business. Findings regarding the positive implications of COVID-19 show noticeable advancements in the logistics and transportation sector, such as the rise of e-commerce businesses with efficient delivery options, and the development of 3rd party logistics services as more companies outsource supply chain operations. The study revealed the importance of strategic planning with a joint effort from the research centers, public sector, private sector, and educational institutions as one of the proposed solutions for the logistics and transportation industry.
-
The impact of social distancing policy on small and medium-sized enterprises (SMEs) in Indonesia
Muhtar Lutfi ,
Pricylia Chintya Dewi Buntuang ,
Yoberth Kornelius ,
Erdiyansyah ,
Bakri Hasanuddin
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.40
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 492-503 Views: 3787 Downloads: 1360 TO CITE АНОТАЦІЯThis study aims to investigate the impact of social distancing policies on SMEs in Indonesia. It used a quantitative method with a survey design. Respondents were all SMEs in Indonesia that are affected by social distancing policies during the COVID-19 pandemic. It involved a total of 587 SME samples selected randomly. The data were collected through observations, questionnaires, and literature studies. The collected data were analyzed using descriptive statistics with SPSS software to determine the mean value. The result showed that social distancing policies affect SMEs during the COVID-19 pandemic. This is indicated by the decreasing income and demand for SMEs products, and even some have no income (mean values of 2.40) due to the social distancing policies. Besides, the policy’s impact is also shown in the increasing cost of raw materials and production costs due to supply chain problems (mean values of 4.79). The policy’s impact raises anxiety for SMEs to survive so that business actors change their plans by utilizing information technology (mean values of 4.81). This change is a strategy to survive due to the impact of the applied policies. Although social distancing policies affect SMEs’ survival during the pandemic, research findings show that SMEs in Indonesia did not terminate employment (mean values of 4.37) due to the presence of economic stimulus policies that helped SMEs survive and grow during the COVID-19 pandemic.
-
The influence of servant leadership on job satisfaction with individual character as a moderating variable
Bakri Hasanuddin ,
Mustainah M ,
Pricylia Chintya Dewi Buntuang
doi: http://dx.doi.org/10.21511/ppm.19(1).2021.37
Problems and Perspectives in Management Volume 19, 2021 Issue #1 pp. 445-455 Views: 3656 Downloads: 1645 TO CITE АНОТАЦІЯThis study aims to investigate the influence of servant leadership on job satisfaction with individual character as a moderating variable. It used a quantitative approach with multiple linear regression analysis. The population of this study were employees of the Central Sulawesi province industry and trade office. It involved 72 samples selected using a purposive sampling technique. The results showed that servant leadership significantly influence job satisfaction with a value of 82.5%. The most significant factor affecting job satisfaction is wisdom (correlation coefficient = 0.863) in which the higher the wisdom, the higher the job satisfaction. The next factor is persuasive mapping in which the higher the persuasive mapping, the higher the job satisfaction (correlation coefficient = 0.697). Then, it was followed by altruistic calling with the correlation coefficient value of 0.524 in which the higher the altruistic calling, the higher the job satisfaction. The last is emotional healing with a correlation coefficient value of 0.291 in which the higher the emotional healing, the higher the job satisfaction. On the other hand, organizational stewardship is the only factor does not influence the job satisfaction (correlation coefficient = 0.009).
