Nghiên cứu tác động của trao đổi lãnh đạo - nhân viên đến hiệu quả làm việc của nhân viên ngành ngân hàng trên địa bàn Thành phố Hồ Chí Minh

The increasing global competition necessitates a focus on labor productivity as a critical determinant of national competitiveness. In Vietnam, where labor productivity remains lower than regional averages, sectors like banking face significant pressures from digital transformation and evolving economic landscapes. These challenges not only intensify workloads but also profoundly impact employee well-being. In this context, understanding factors that enhance "work efficiency" is paramount. This study underscores the critical importance of "Leader-Member exchange" and psychological well-being, including "employee happiness" and "job satisfaction", as key drivers of employee performance, particularly in the banking sector where "mental health" is a growing concern.

Academic researchers, human resource managers, banking executives, and policymakers interested in organizational behavior, employee well-being, and productivity in the financial sector.

This study investigates the multifaceted impact of "Leader-Member exchange" (LME) on "employee performance" within commercial banks in Ho Chi Minh City. Utilizing a conceptual framework grounded in both LME theory and Self-Determination Theory, the research specifically examines the mediating roles of "job satisfaction" and "employee happiness", variables crucial yet often underexplored in previous literature. A sample of 330 banking employees was conveniently selected, and data were rigorously analyzed using SmartPLS 3.3.3 through the Partial Least Squares Structural Equation Modeling (PLS-SEM) approach. Distinct from earlier studies that primarily concentrated on the direct effects of LME or its influence solely via "job satisfaction", this research highlights the significant mediating contribution of "employee happiness". The findings reveal a compelling order of impact on "employee performance", with "employee happiness" exerting the strongest influence, followed by "Leader-Member exchange" and then "job satisfaction". These insights offer valuable managerial recommendations aimed at enhancing "employee performance" in banks, emphasizing the necessity of fostering a supportive environment that prioritizes employee well-being and addresses the critical concern of "mental health". The study's robust methodology and focus on previously underrepresented mediating factors provide a comprehensive understanding for strategic human resource management in the banking industry.