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Enero-Junio 2024

Vol. 14 No. 1

Interacción y Perspectiva. Revista de Trabajo Social Vol. 14 N

1 / enero-junio, 2024

105

Interacción y Perspectiva Dep. Legal pp 201002Z43506

Revista de Trabajo Social ISSN 2244-808X

Vol. 14 N

enero-junio

ARTÍCULO DE INVESTIGACIÓN

Responsabilidad social de las empresas para con el trabajo sostenible y

la confidencialidad de los empleados en las pequeñas y medianas empresas

del Delta del Mekong (Vietnam)/DOI: 10.5281/zenodo.8417569

Nguyen Giac Tri*

Resumen

El objetivo del estudio fue evaluar la influencia de la responsabilidad social de las

empresas en el compromiso y la retención de empleados en las pequeñas y medianas

empresas del delta del Mekong. Se recopilaron datos de 229 empleados de estas

empresas. La investigación se llevó a cabo en dos fases: una cualitativa y otra

cuantitativa. En la fase cualitativa, se seleccionaron 10 empleados y 10 directivos de

empresas de la región para realizar entrevistas cara a cara, con una duración promedio

de 45 minutos, desde febrero de 2023 hasta marzo de 2023. En la fase cuantitativa, se

distribuyeron cuestionarios para una encuesta directa realizada desde el 1 de abril de

2023 hasta el 1 de mayo de 2023. Los investigadores utilizaron métodos de análisis de

datos como la evaluación de la fiabilidad de la escala mediante el coeficiente Alfa de

Cronbach, el análisis factorial exploratorio (EFA) y el análisis de modelos de regresión

múltiple. Los resultados revelaron que hay dos componentes de la percepción de

responsabilidad social de las empresas que influyen en el compromiso laboral de los

empleados: la responsabilidad hacia el gobierno y la responsabilidad hacia los clientes,

siendo la responsabilidad hacia el gobierno la de mayor influencia. Estos hallazgos

proporcionan una base valiosa para que las pequeñas y medianas empresas en el delta

del Mekong desarrollen estrategias de responsabilidad social que mejoren la lealtad, el

compromiso y la retención de sus empleados. Esto, a su vez, ayuda a conservar los

recursos humanos y mantener un rendimiento empresarial sostenible.

Palabras clave: Responsabilidad social; retención y compromiso de los

empleados; pequeñas y medianas empresas; Delta del Mekong.

Abstract

Corporate Social Responsibility towards Sustainable Work and Employee

Confidentiality in Small and Medium Enterprises in the Mekong Delta (Vietnam)

The aim of the study was to assess the influence of corporate social responsibility

awareness on employee engagement and retention in small and medium enterprises

(SMEs) in the Mekong Delta. Data was collected from 229 employees working in SMEs.

The research was conducted in two phases: qualitative research and quantitative

research. In the qualitative research phase, the author employed a convenient sampling

method, selecting 10 employees and 10 managerial executives from companies located

in provinces and regions of the Mekong Delta. All interviews were conducted face-to-

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face, with an average duration of 45 minutes. The interview period spanned from

February 2023 to March 2023. In the quantitative research phase, data was collected

through the distribution of questionnaires for a direct survey conducted from April 1st,

2023, to May 1st, 2023. Additionally, the authors utilized the following data analysis

methods: (1) evaluating scale reliability using Cronbach's Alpha coefficient, (2)

exploratory factor analysis (EFA), and (3) multiple regression model analysis. The

research findings indicate that there are two components of perceived corporate social

responsibility that impact employee commitment to job retention, namely responsibility

towards the government and responsibility towards customers, with responsibility

towards the government having a greater influence. These research results provide a

valuable foundation for SMEs in the Mekong Delta to consult and develop strategies for

perceiving social responsibility in order to enhance loyalty, commitment, and retention

among employees and the organization. This, in turn, helps businesses retain human

resources and maintain sustainable business performance.

Keywords: Social responsibility; employee retention and engagement; small

and medium enterprises; Mekong Delta.

Recibido: 20/08/23 Aceptado: 03/09/2023

* PhD in Economic, Faculty of Economics, Dong Thap University, Vietnam. E-mail: ngtri@dthu.edu.vn

Orcid id: https://orcid.org/0000-0002-8378-5282

1.- Introduction

Corporate social responsibility has a positive impact on business results,

effective implementation of corporate social responsibility is an important prerequisite

for the success of a business, because the implementation of corporate social

responsibility brings great benefits such as increasing revenue and labor productivity,

reducing employee turnover, attracting skilled workers or improving competitiveness.

and expand consumption markets (Giang Cao Tran, 2017; Meyer et al., 2002; Peterson,

2004; Tajfel and Turner, 1986). Corporate social responsibility is considered a

"guideline" for businesses to develop sustainably in the new trend. In an increasingly

technological world, the trend of internationalization and global integration, the

deepening and deepening trade relations between countries and regions, besides the

opportunities, businesses are face fierce competition and challenges. That is even more

evident for small and medium-sized enterprises, which have not been able to create solid

competitive advantages, have to face the fierce difficulties of the integration market.

According to the General Statistics Office, by the end of 2022, there are nearly

54,000 small and medium enterprises in the Mekong Delta, accounting for about 97%

of the total number of businesses operating in the region. Small and medium enterprises

contribute to the region's GDP on average about 70%/year and solve for 51.0% of labor

in the enterprise sector in general. In the Mekong Delta, there is a lot of potential for

development in the fields of industry, commerce, services, agriculture and fisheries.

Those advantages have created favorable conditions for small and medium enterprises

to form and develop. In fact, small and medium enterprises are facing difficulties in

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terms of capital, management capacity, financial management, and the ability to

withstand crises and economic downturns. Therefore, it is required that businesses are

always flexible to change and adapt to integration in addition to timely support policies

from the government.

With the number of enterprises operating in the Mekong Delta mostly small and

medium-sized enterprises, the assessment of the implementation of corporate social

responsibility of this group of enterprises for the employee retention strategy employees,

the key nucleus of the business, this is certainly a practice that needs to be surveyed

and measured. Because of that, a comprehensive overview and assessment of corporate

social responsibility for employee engagement in small and medium-sized enterprises in

the Mekong Delta aims to find the effect of perceived corporate social responsibility on

employee engagement in small and medium enterprises. From here, the

recommendations are proposed to contribute to promoting the engagement and

retention of employees in small and medium enterprises in the Mekong Delta, which is

necessary and has practical significance today.

2.- THEORETICAL BASIS AND RESEARCH MODEL

2.1. Theoretical basis

Around the world, the concept of corporate social responsibility is unfamiliar in many

developing countries (Kwesi. A and Kwasi. D, 2015). In 1970, the economist Milton

Friedman (1970) argued that: Corporate social responsibility is to contribute to

increasing profits, Friedman argued that the sole goal of companies is to increase profits

for the companies. their shareholders. In addition, according to the definition of the

World Bank (2003), social responsibility is: “commitment of enterprises to contribute to

sustainable economic development, commitment to work with employees, their families,

the local community and society at large to improve their quality of life in ways that are

both good for business and good for development”.

Thus, the term corporate social responsibility has a long history of development in

the world (Carroll, 2009). In 1953, researcher Bowen (1953) mentioned corporate social

responsibility in the book "Social responsibility of business people", corporate social

responsibility is not a new field of business. research, but recently corporate social

responsibility is receiving attention and interest among the world's leading companies,

universities, researchers, media, governments and organizations. non-government.

However, nowadays more and more businesses think that a business cannot do well if it

only maximizes profits that they need to have obligations to stakeholders and more.

Corporate social responsibility is not only necessary for businesses but also for

customers, employees and society. Good implementation of corporate social

responsibility contributes to improving the image and reputation of enterprises,

enhancing the competitiveness of enterprises. Not only that, corporate social

responsibility is also an effective way to attract and retain talented people, corporate

social responsibility has a relationship between employees' awareness of corporate social

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responsibility and corporate social responsibility. career with a commitment to long-term

employment (Stephen et al., 2007).

The commitment and attachment of employees to the perception of corporate social

responsibility is argued based on social identity theory (Henry Tajfel and John Turner,

1986). Social identity theory refers to individuals who consider themselves members of

a social category (Tuner 1985; Tajfet and Tuner 1986; Hogg and Abrams 1988). In 1990,

the research group of Alen and Meyer (1990) reported that the three main components

of cognition are social classification, social identity and social comparison. Individuals

wish to maintain a positive social identity by maintaining the group's favorable social

position relative to relevant outside groups. In 2002, Meyer et al. (2002) added that the

theory of affective commitment is related to labor turnover and intention to leave the

organization, but in fact there exists a strong relationship. The relationship between

emotional commitment and employees' desired outcomes includes work performance,

stress, health, and conflict outside of work (Meyer et al., 2002). According to Meyer,

corporate social responsibility is an integral part of the employee's work experience, and

employees' perceptions of the company's ethics, values and social responsiveness play

an important role in forming emotional commitment. As such, corporate social

responsibility contributes positively to an organization's reputation. Employees tend to

have a stronger emotional identification with the organization (Peterson, 2004).

Corporate social engagement results have a positive contribution to employee emotional

commitment, as employees are likely to identify with organizations that have positive

values in carrying out their social responsibilities. businesses, as employees benefit from

association with organizations with a positive image (Peterson, 2004).

Today, there is a lot of research on corporate social responsibility with employee

engagement. For example, in the study of Maignan et al. (1999) based on the four-

component model of Carroll (1979) and studied the influence of each component on the

employee's attachment to the enterprise, using the scale. The measurement includes 18

components to measure the perception of corporate social responsibility and a 7-

component scale to measure organizational commitment. Research has proven that

most components of corporate social responsibility have a positive and strong impact on

employee engagement. An argument by Peterson (2004) shows that all four components

of corporate social responsibility have a positive effect on employee's intention to stick,

employees have belief in the benefits of social activities. The higher the company's

association, the higher the level of engagement. The ethical factors are the strongest

influence on the employees, he thinks that the companies that value business ethics will

treat their employees accordingly. kindest way.

Another study was conducted by Imran Ali et al (2010) on 371 employees working

in Pakistan. The study shows a strong influence of all components in the employees'

perception of corporate social responsibility on employee engagement, and the study

also shows the perceived social responsibility of employees. also positively affect the

performance of the business. Research by Choi and Yu (2014), shows the civic behavior

of employees in the organization and the performance of the organization.

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In addition, discussing the perception of corporate social responsibility with

employee engagement, in the study of Osveh et al (2015) on the influence of corporate

social responsibility perception on employee engagement, he also defines engagement

here as the willingness to participate in the organization's activities and long-term

commitment to the organization. The study is based on the theory of Carroll (1979) and

surveyed over 220 employees of a second largest automobile company in Iran. The

results of this study show that only two components of corporate social responsibility,

ethics and philanthropy, have a positive effect on employee engagement while the other

two hypotheses are " positive influence on employee engagement of the economic and

legal sectors” is not satisfied. Explaining the refutation of these two hypotheses, the

author argues that the company's profit is not a motivating factor for employees because

their salary is always fixed whether the company does well or not. Moreover, in some

cases the growth of the company means more work and employees may have to work

overtime, even though they will receive additional remuneration but it does not

compensate. the effort they put in. If the company does not have high profit and can't

afford to pay them, they are ready to leave to find a new company, it is also the habit

of workers in Iran that makes the job hopping rate of this country very high.

In the Romanian study, Simona Vinerean et al (2013) "Modeling employee

satisfaction in relation to corporate social responsibility practices and attracting and

retaining top talent". The author tested and came to a conclusion that accepts three

hypotheses (1) corporate social responsibility has a positive impact on employee

satisfaction, (2) corporate social responsibility has a positive impact on employee

satisfaction positively affects the attractiveness and commitment of employees, (3) The

attractiveness and commitment of employees have an impact on employee satisfaction

through employee surveys working at the top 10 large multinational companies in

Romania, all of these companies are currently committed to and well implementing

corporate social responsibility activities in their businesses.

In Vietnam, corporate social responsibility has not been widely disseminated from

theory to practice, most scholars have only conducted research projects on corporate

social responsibility for about 15 years. come back here. Among them, not many authors

study corporate social responsibility in small and medium enterprises. Therefore, in this

section, the author not only introduces the research on social responsibility for small and

medium-sized enterprises, but also reviews typical studies on issues surrounding the

topic of awareness and implementation of social responsibility. corporate society. With

this same argument, the study of Le Thanh Tiep (2018) with "The influence of social

responsibility and employee engagement on corporate performance: A case study of

southern enterprises". Through many analytical models from basic to advanced such as:

exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and linear

structural model analysis (SEM). Analytical data were surveyed from 1000 samples of

employees and managers working at 500 working for foreign-invested enterprises and

500 being domestic private enterprises. The analysis results of all 13 hypotheses

mentioned are accepted, namely: (H1) Social responsibility towards the Government;

(H2) Social responsibility towards related parties; (H3) Social responsibility towards

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employees; (H4) Social responsibility towards employees has an impact on corporate

social responsibility; (H5) Emotional attachment has a positive impact on employee

engagement in enterprises; (H6) Engagement for retention has a positive impact on

employee engagement in the enterprise; (H7) Ethical commitment has a positive impact

on employee engagement in the enterprise; (H8) social responsibility has a positive

impact on employee engagement; (H9) corporate social responsibility has a positive

impact on organizational identity; (H10) Employee engagement in the enterprise has a

positive impact on organizational identity; (H11) Corporate social responsibility has a

positive impact on corporate performance; (H12) Employee engagement has a positive

impact on business performance; (H13) Organizational identity has a positive impact on

firm performance.

Another study by Le Thanh Ha (2009), has given the concepts and principles of

implementing social responsibility, notably the principles of ensuring human rights: (1)

Businesses need to support support and respect the protection of internationally

recognized human rights; (2) Businesses need to ensure that they are not involved in

the infringement of human rights. Principles of labor standards: (3) enterprises respect

freedom of association and recognize the right to collective bargaining; (4) Elimination

of all forms of forced or compulsory labor; (5) Effectively eliminate child labor; (6)

Elimination of discrimination related to employment and occupation.

Finally, the study of Le Thi Thu Thuy (2013), using qualitative analysis methods

to assess the status of social responsibility implementation according to the Carroll

model, the author has clarified the challenges for businesses in Vietnam when

implementing social responsibility and the benefits from the implementation of social

responsibility, thereby giving some suggestions on basic solutions to raise the awareness

of implementing social responsibility in Vietnam.

2.2. Research models

Based on the research overview and theoretical framework, the research

model is proposed as follows: (Figure 1)

Figure 1.

Author's proposed research model

Social responsibility

towards stakeholders

Social responsibility

towards the

Social responsibility for

Employees

- Gender

- Year old

- degree

- Seniority

Employee engagement

and retention

Social responsibility for

Customers

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3. RESEARCH METHODS

3.1. Scale development

In which, the scale used to measure concepts in the research model is inherited

from previous studies.

Table 1.

Scale of research concepts

Encode

Research concept

Number

variables

Reference source

Social responsibility

towards stakeholders

Choi & Yu (2013);

Expert discussion

Social responsibility

towards the Government

Simona Vinerean &

cộng sự (2013); Expert

discussion

Social responsibility for

Employees

Peterson (2004);

Expert discussion

Social responsibility for

Customers

Choi & Yu (2013);

Expert discussion

Employee engagement

and retention

Peterson (2004);

Expert discussion

Source: The author's data collection and analysis results

3.2. Research stages

3.2.1. Qualitative research

At the preliminary research stage, the author uses qualitative research methods

with target group discussion techniques. Specifically, the author uses convenient

sampling method, selecting 10 employees and 10 managers who are leaders of

enterprises located in provinces and regions in the Mekong Delta. All interviews were in

the form of face-to-face interviews with a duration of 30 to 60 minutes, with an average

of 45 minutes. Interview period is February 2023 to March 2023. The objective of the

employee group interview is to evaluate and edit the content of observations and models,

research hypotheses, methods of measuring variables and model results. The objective

of interviewing the target group is managers to find out, their views on social

responsibility for employee retention and engagement in their business. Also, investigate

their level of understanding and contribution to the observations in the research scale.

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3.2.2. Quantitative research

At the quantitative research stage, the author uses the non-probability sampling

method, which is convenience sampling, which is applied when implementing sampling,

whereby a list of small and medium-sized enterprises is classified by type of industry

business of the enterprise used to conduct the survey. Survey subjects are employees

at small and medium-sized enterprises in the Mekong Delta in order to verify the

accuracy and suitability of the model, assess the reliability of the scale, variables, and

observations input and remove inappropriate indicators. Data were collected by

distributing questionnaires to a direct survey for the period from April 1, 2023 to May 1,

2023, with an expected sample size of 250.

3.3. Data analysis

- Testing the scale: Using Cronbach's Alpha coefficient to evaluate the quality of

the construction scale. The scale is evaluated as good quality when: (1) Cronbach's Alpha

coefficient of the population is greater than 0.6; and (2) The correlation coefficient - the

sum of the observed variables is greater than 0.3 (Corrected Item - Total Corelation),

(Nunnally & Bernstein, 1994).

- Exploratory factor analysis (EFA): helps to extract factors for further analysis.

Factor loading coefficients are the criterion to ensure the practical significance of EFA.

This coefficient greater than 0.3 is considered the minimum level, greater than 0.4 is

considered important, greater than 0.5 is considered to be of practical significance (Hair

et al., 1998). In this study, in order to improve the practicality and reliability of the

research results, the author only selects the factors with the transfer coefficient greater

than 0.5, the Kaiser-Mayer-Olkin (KMO) has the highest value. large value (between 0.5

and 1) and the total variance extracted is greater than 0.5 to ensure the explanatory

content of the factors obtained from the results of EFA analysis. Principal Component

Analysis method and Varimax rotation will be used in this study to extract key factors.

- Regression model analysis method to find the influence of perceived corporate

social responsibility on employee engagement in small and medium enterprises in the

Mekong Delta.

4. RESEARCH RESULTS

4.1. Research sample information

The research sample was selected by non-probability sampling method, which is

convenient sampling, stratified relatively according to provinces and localities in order

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to increase the representativeness of the research sample including Can Tho City, Dong

Thap Province, Vinh Long, An Giang, Kien Giang, Tien Giang and classified by type of

business lines of enterprises. The survey unit in the study was identified as employees

in small and medium enterprises.

Table 2.

Distribution of the research sample

Source: The author's data collection and analysis results

4.2. Evaluate the reliability of the scale

The first study to perform Cronbach's Alpha test is to analyze and evaluate the

reliability of the scale (Table 3). According to Nunnally & Bernstein (1994), the value of

Cronbach's Alpha coefficient ≥ 0.60 is an acceptable scale in terms of reliability;

Corrected item-total cor-relation coefficient ≥ 0.30 indicates that the variable meets the

requirements.

Through the test results of 5 scales, there are 4 scales including LQ, CP, NV, GB

all meeting the requirements for testing. There are no offending variables compared to

Cronbach's Alpha results of each scale. Particularly, the KH scale with the KH1 variable

was rejected because it did not meet the test requirements because it had a Corrected

item-total correlation < 0.30. Therefore, the KH scale with 3 remaining variables was

Research sample structure

Number of

survey

samples

Number of

samples

collected

Ratio %

Local

investigation

Can Tho city

20.0

Dong Thap Province

20.5

Vinh Long Province

16.1

An Giang Province

15.7

Kien Giang Province

16.1

Tien Giang Province

11.6

Business

Agriculture forestry

seafood

33.6

Industry and

construction

34.4

Trade and services

32.0

Total

250

229

100

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retested and met the test requirements. The summary of the test results is shown in

Table 3.

The author analyzed two conditions when performing Cronbach's Alpha test:

Cronbach's Alpha coefficient ≥ 0.60 and Corrected item-total correlation ≥ 0.3. However,

in this test it is also necessary to consider Cronbach's Alpha coefficient if the variable

type (Cronbach's Alpha if Item Deleted) of each variable with Cronbach's Alpha

coefficient, if this coefficient is larger, the variable must be removed from the model. For

example, the scale of social responsibility to stakeholders (LQ), in this scale, there are

6 observed variables: LQ1, LQ2, LQ3, LQ4, LQ5, LQ6. Therefore, it is necessary to

consider the Cronbach's Alpha coefficient of all 6 observed variables with the Cronbach's

Alpha coefficient = 0.800, if it is larger, it must be discarded.

Table 3.

Summary of Cronbach's Alpha values of variables

Variable

Symbol

Coefficient

Cronbach’s

Alpha

Evaluate

result

Social responsibility towards

stakeholders

0.800

Social responsibility towards the

Government

0.928

Social responsibility for

Employees

0.785

Social responsibility for

Customers

0.700

Employee engagement and

retention

0.660

Source: The author's data collection and analysis results

4.3. Exploratory factor analysis EFA

After evaluating the reliability of the scale, the study continued to perform

exploratory factor analysis (EFA). The condition that the observed variables have

statistical significance has the coefficient of KMO in the range from 0.5 to 1; Barlett's

test has sig value. less than 0.05; Eigenvalue ≥ 1 and total variance extracted ≥ 50%.

However, the results of the rotation factor have the variable KH4 with the factor loading

coefficient appearing in 2 groups of factors and the difference in the loading coefficient

between the two factors is less than 0.3. Therefore, the KH4 variable is eliminated and

the performance results are shown in Table 4. The results of Table 4 show that the KH4

observed variable is removed, because it is uploaded in both factors.

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Next, the study performed Bartlett's Test of Sphericity to examine the correlation

matrix with the hypothesis that the correlation matrix is a unit matrix, if the Bartlett test

has P-Value < 0.05 then the above hypothesis can be rejected, that is, the variables are

related. The Kaiser-Meyer-Olkin Measure of Sampling Adequacy (KMO) test is an

indicator used to consider the adequacy of factor analysis. The value of KMO must be

from 0.5 or more, according to Kaiser (1974), KMO value ≥ 0.90 is very good, KMO ≥

0.80 is good, KMO ≥ 0.70 is okay, KMO ≥ 0, 60 is okay, KMO ≥ 0.50 is bad and KMO <

0.50 is not acceptable. According to the research results, the value of KMO = 0.754

satisfies the condition of 0.5≤ KMO≤ 1, so independent factor analysis is consistent with

the actual data.

Testing the correlation between observed variables (Bartlett's Test): The study

hypothesizes H0: the correlation level of the variables is zero. The results of Bartlett's

test have the value Sig.=0.000 < 0.05, so the hypothesis H0 is rejected. Therefore, the

observed variables are correlated with each other in each factor group (Table 4).

Table 4.

Exploratory factor analysis results EFA

Observed

variables

Factor

CP2

0.916

CP1

0.900

CP3

0.854

CP4

0.854

LQ4

0.785

LQ1

0.760

LQ5

0.757

LQ2

0.755

LQ3

0.720

LQ6

0.508

NV6

0.760

NV1

0.750

NV2

0.740

NV5

0.676

NV4

0.652

NV3

0.525

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KH3

0.821

KH2

0.667

Kaiser-Meyer-Olkin:0.753

***

Cumulative variance: 62,009

Sig: 0,000

Source: The author's data collection and analysis results

4.4. Analysis of regression model

Performing regression test of adjusted R2 = 0.845, which means that in 100% of

the variation of the dependent variable, 84.5% of the variation due to the impact is

explained by the independent variables, the rest 15.4% due to random error or other

factors outside the model (Table 5). Standardized regression results describe the

influencing factors of social responsibility perception on employee engagement. With the

VIF values of all independent variables being < 2, the model shows no multicollinearity.

The sig value < 0.05 shows that the model is statistically significant. The adjusted R2

index 0.845 means that in 100% of the variation of the dependent variable, 84.5 of the

fluctuations are due to the effects explained by the independent variables, the remaining

15.3% are due to random errors. natural or other factors not mentioned in the model

(19.3% or 19.5%).

Table 5.

Results of regression analysis of the model

Variable

normalized

regression

coefficients

Normalized

regression

coefficients

Sig.

VIF

(Constant)

0.253

0.375

***

0,441

0.000

1.381

0.000

0.993

1.006

0.010

0.011

0.694

1.057

0.531

***

0.608

0.000

1.395

correction

0.845

F (Anova)

312.694

***

Durbin-Watson

1.551

Note: *** is 1% statistically significant, ** is 5% statistically significant, * is 10%

statistically significant.

Source: The author's data collection and analysis results

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4.5. Discussing research results

The social responsibility factor for the Government (CP) has an unnormalized

regression coefficient B = 0.375 and has a positive sign (+), so it has a positive

relationship with the dependent variable, satisfying the sign expectation. Assuming

constant factors, if the social responsibility towards the Government increases by 1 unit,

it will increase the retention and retention (GB) of the average employee by 0.375 units.

The standardized regression coefficient of the factor Social responsibility for the

Government (CP) is β = 0.441, so this is the factor with the second strongest impact on

employee engagement and retention at small and medium enterprises in the Mekong

Delta. This result is consistent with the study of Maignan et al (1999), Peterson (2004),

Turker (2009b), Choi and Yu (2013), Simona Vinerean et al (2013).

This result is consistent with reality because any business, including small and

medium-sized enterprises, when starting a business must comply with the Government's

regulations. The State has the responsibility to codify social and ethical rules into

documents so that businesses can pursue their economic goals within the framework of

the regulations in an equitable manner and meet the basic standards and values

established by the Government social expectations of businesses such as protecting

employees and customers and stakeholders. A business that deceives public authorities,

or commits tax evasion or other violations of the law, may make employees no longer

proud to be a member of the business they work for and this will reduce the engagement

and retention of these employees at SMEs in the Mekong Delta.

The factor of social responsibility for stakeholders (XH) has an unstandardized

regression coefficient B = 0.000 and has a positive sign (+), so it has a positive

relationship with the variables of employee attachment and retention members (GB),

which satisfies the sign expectation. However, the Sig value of the factor of social

responsibility for stakeholders (XH) is equal to 0.993, so it can be concluded that the

variable of social responsibility for stakeholders (XH) has no effect on employee

engagement and retention (GB) with SMEs in the Mekong Delta. Although, social

responsibility towards stakeholders (Social) was found to be a factor that has a strong

influence on employee engagement and retention in previous studies (Peterson, 2004;

Turker, 2009b; Choi and Yu, 2013).

However, the results of this study have not provided strong evidence on the

influence of social responsibility for stakeholders (social) on the attachment and

retention (GB) of employees at small and medium enterprises in the Mekong Delta. This

shows that SMEs in the Mekong Delta are not profitable enough to be able to allocate

capital for social activities and support community development in the Mekong Delta. In

addition, small and medium enterprises in the Mekong Delta are not aware of the

importance of social responsibility for stakeholders in building corporate culture.

Factor of social responsibility for employees (NV): The factor has an

unstandardized regression coefficient B = 0.010 and has a positive sign (+), so it has a

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positive relationship with the variable of employee attachment and retention members

(GB), which satisfies the sign expectation. However, the Sig value of the Social

Responsibility Factor for employees (NV) is equal to 0.694, so it can be concluded that

the variable social responsibility for employees (NV) has no effect on the engagement

and retention (GB) of employees with SMEs in the Mekong Delta. Turker (2009b)

suggests that an organization's internal environment can be a precursor to

organizational commitment. Good working conditions include career opportunities, or

organizational equity policies that affect employees' level of commitment to the

organization. In fact, such a relationship is between social responsibility to employees

and employee engagement and retention with the organization related to career

development, training opportunities or equal rights of employees. These needs are

identified according to the higher order needs for self-esteem and self-actualization in

Maslow's classification. But the reality in Vietnam shows that the majority of small and

medium-sized enterprises do not have an employee training and development strategy

associated with the specific vision and goals of the business (Nguyen Thi Thanh Binh,

2018). Therefore, employees consider the social responsibility factor to employees (NV)

not important for the attachment and retention in small and medium enterprises in the

Mekong Delta.

The factor of social responsibility for customers (KH) has an unnormalized

regression coefficient B = 0.531 and has a positive sign (+), so it has a positive

relationship with the dependent variable, satisfying the sign expectation. With the

assumption of constant factors, if social responsibility to customers increases by 1 unit,

it will help to increase employee engagement and retention by an average of 0.531 units.

The factor of social responsibility for customers (KH) has a standardized regression

coefficient of β = 0.608, so this is the factor that has the strongest impact on employee

engagement and retention in small and medium enterprises in the Mekong Delta.

According to Turker (2009b), customers are the source of the business's revenue

and the success of the business depends heavily on the customers. Therefore,

businesses often maintain good relationships with customers. If SMEs deceive customers

by providing poor quality products and services, or products and services do not match

their original description, employees of these small and medium enterprises may feel

ashamed for these behaviors of the business and reduce the level of commitment to the

business. In contrast, small and medium-sized businesses that provide quality products

and services and live up to their initial description of commitments to customers,

employees will feel proud to be a member of the organization. This will increase

employee engagement and retention with SMEs in the Mekong Delta. This result is

consistent with the study of Maignan et al. (1999), Peterson (2004), Brammer et al.

(2005), Turker (2009b), Choi and Yu (2013), Simona Vinerean et al (2013) .

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5.Conclusions and management implications

In any business, the most important asset of the enterprise is the human

resources, it is difficult to find a human resource that meets the standards of

qualifications and skills suitable to the corporate culture. It is more difficult to get them

long-term with the business. Therefore, with the aim of the study on employee

engagement and retention in the enterprise, it is based on the perception of corporate

social responsibility. Regression results show that responsibility to the government and

responsibility to customers have a significant influence on the engagement and retention

of employees working at small and medium enterprises in the Mekong Delta. Long.

Therefore, the author proposes the following recommendations:

Firstly, about the responsibility to the Government: small and medium

enterprises need to comply with the law because operating within the legal framework

is an important factor for the sustainable development of businesses. That includes small

and medium enterprises. Businesses need to fulfill their responsibilities and obligations

(insurance, tax,...), business activities need to be transparent, clear and not do

fraudulent business. Besides, small and medium enterprises should also increase

activities for the community.

Secondly, regarding responsibility to customers: customers are users of goods

and services of enterprises, so the success of businesses depends greatly on customers.

Therefore, businesses must not only understand and perform their social responsibilities

well to customers, but also understand responsible consumption behavior, because

consumers can use their power to ensure corporate social responsibility. Therefore, small

and medium-sized businesses must protect the interests of their customers and are

responsible for compensating customers for damage caused by defects in their products

or failure to ensure a reasonable level of safety for their customers. client. Besides,

businesses do not have advertising acts that cause confusion for customers; consumer

harassment behavior; consumer coercion...

In addition, the research results, although not providing strong evidence to

support the influence of social responsibility on stakeholders and social responsibility on

employees, small and medium enterprises It is also necessary to pay attention to these

two aspects to increase employee engagement and retention.

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