Thông tin tài liệu
MINISTRY OF EDUCATION AND TRAINING NATIONAL ECONOMICS UNIVERSITY TRAN QUANG BACH FACTORS AFFECTING WORKING MOTIVATION OF MID-MANAGERS AT SMALL AND MEDIUM ENTERPRISES IN THE NORTH CENTRAL REGION Major: Business Administration (Department of Business Administration) Code: 9340101_QTK SUMMARY OF DOCTORAL THESIS HANOI - 2022 i The thesis is completed at: THE NATIONAL ECONOMICS UNIVERSITY Scientific Research Supervisors: Associate Professor, Dr Ngô Kim Thanh The 1st PhD dissertation reviewer: The 2nd PhD dissertation reviewer: The 3rd PhD dissertation reviewer: The thesis will be defended in front of the Thesis Judging Committee at National Economics University At:…date…month…year 2021 The thesis can be found at: - Vietnam National Library - National Economics University ii INTRODUCTION Rationale The thesis studies the factors that impact on the working motivation of middle managers This is an intermediate level of management between senior management (Chairman of the Board of Directors, General Director, Director…) and grassroots managers and employees in the enterprise Their performance has a profound impact on business operations and growth Mid-level managers are responsible for planning and implementing the work of each department they are in charge of, managing their employees based on the orientations, views of upper management and established standards They play the role of intermediaries, conveying information about the goals, missions, strategies, plans in the business and the guidelines of senior management to the officers in the unit; Organize the implementation of the work in accordance with the company's policies and the goals of the management; Describe and discuss information and policies from top to bottom management; Most importantly, inspire and guide lowerlevel managers to help them improve performance and achieve business goals; Middle managers can also communicate with their superiors by giving their opinions and suggestions to the top management Since middle managers are more involved in the day-to-day operations of the company, they can provide valuable information to senior managers, helping them improve their performance, manage people and improve their performance It is considered to have made significant progress in many fields However, many small and medium enterprises in the North Central region today have little experience doing business, and have no clear business strategies, which leads to business inefficiency There are many reasons leading to the low quality of middle managers in enterprises in the North Central region The process of working under the direction of the leaders of the organization is often imposed, stereotyped, with little innovation in terms of thinking and working methods Moreover, senior managers in many cases not have adequate attention and support for subordinates, especially with difficult cases at work or in the management process Besides, there are other reasons such as low quality of labor resources, limited labor awareness This has a great impact on the working motivation of middle managers and thereby influences their peformance With the above analysis, it can be said that the topic "Factors affecting the working motivation of mid-managers at small and medium-sized enterprises in the North Central region" is necessary and has practical significance Objectives of study Assessing the impact of factors of working conditions and emotional capacity with variables: recognition of emotion, use of emotion, understanding of emotion, control of emotion, on the working motivation of mid-managers at small and medium enterprises in the North Central region Objects and scopes of the study 3.1 Objects of the study: Factors affecting the working motivation of middle managers in small and medium-sized enterprises in the North Central region, from the perspective of the theoretical schools of work characteristics of Hackman and Oldham (1980) ) and the theory of EI scale by Mayer and Salovey (1997) 3.2 Scopes of the research - In terms of content: Researching working motivation and factors: job characteristics, recognition of motivation, use of emotion, understanding of emotion and control of emotion on working motivation of mid-level managers at small and medium-sized enterprises in the North Central region - In terms of space: small and medium enterprises in the North Central region - In terms of time: Research in the 5-year period: 2016 -2020 and propose solutions for the following years Research methodology Research design: The selected research method is qualitative research combined with quantitative research Qualitative research: in-depth interviews with experts and managers to learn and survey issues related to the work motivation of middle managers From there, select independent variables to be included in the model and preliminary determination of the relationship between the independent variables and the dependent variable in the model Quantitative research: through the survey method by questionnaire with the main survey subjects are middle managers and employees at small and medium enterprises in the North Central region in order to re-test the validity of the survey, the appropriateness of the model, the reliability of the scale, variables, observations, and remove inappropriate indicators New contributions of the thesis - The thesis proves the appropriateness of applying the theoretical schools of work characteristics of Hackman and Oldham and the theory of EI scale of Mayer and Salovey (1997) in the study of work motivation of employees - The thesis has built and tested a research model in the context of small and medium-sized enterprises in the North Central region and shows that the factors of job characteristics and emotional capacity include:recognition of motivation, use of emotion, understanding of emotion and control of emotion on working motivation have a positive impact on the working motivation of middle managers in small and medium enterprises in the North Central region - The thesis also proves that there is a difference in emotional capacity of middle managers in small and medium-sized enterprises in the North Central region by age group and working seniority - The thesis shows the actual situation of building and implementing a number of management and motivational policies in middle managers, as well as assessing its suitability in the context of small and medium-sized enterprises in the region of North Central - The thesis helps mid-level managers in particular and managers in general in small and medium-sized enterprises in the North Central region to see the impact of organizational aspects, individual factors as well as personal factors, emotional capabilities, personal goals or needs have a positive impact on their motivation to work The structure of the thesis In addition to the Conclusion, the list of references, the thesis includes chapters: Chapter 1: Overview of related studies and research gaps Chapter 2: Theoretical foundations and research models Chapter 3: Research background and methods Chapter 4: Research Findings Chapter 5: Discussion and some suggestions CHAPTER OVERVIEW OF RELATED RESEARCH WORKS AND RESEARCH GAP 1.1 Overview of studies on motivation of middle managers 1.1.1 Factors affecting the work motivation of middle managers Mid-level managers in business include those with skills and knowledge that are hard to replace, and contribute significantly to an organization's bottom line (Delmestri and Walgenbach, 2005; Floyd and Wooldridge, 1997) ) Up to now, many studies have shown the impact of factors on the work motivation of middle managers Research by Stringer and Didham (2011) also shows that if middle managers are not valued and are not properly compensated for their efforts at work, it will affect their intrinsic motivation Chiu (1999) determined the relationship of positive psychological state and work motivation with the indirect impact of the perception of organizational equity in salary payment, salary satisfaction and job satisfaction 1.1.2 The relationship between job characteristics and work motivation of middle managers Research by George (1981) examining the relationship between job characteristics and work motivation has shown that job characteristics have important implications for the work motivation of middle managers and also play a role in the motivation of middle managers role as a mediating factor in the impact of satisfaction on work motivation Similarly, research by Baker (1981) also shows the importance of combining in the working process between different job positions of middle managers and this has a direct impact on motivation Different job characteristics have a significant impact on middle managers' work motivation Studies by Lawler and Hall (1970) and Hackman and Oldham (1974) show that work motivation can be increased by manipulating the specific job characteristics of a given position Oldham (1976) used job characteristics model and job survey to further investigate the relationships between middle managers' work motivation and their job performance Research has shown that the regulatory impact of personal development requires strength, co-worker satisfaction and satisfaction monitoring on the relationship between job characteristics and work motivation Lawler and Hall (1970) studied the relationship between job characteristics and intrinsic motivation in the organizations of middle managers and showed that job characteristics are proven to be related to job satisfaction, the degree of control (autonomy) that the job provides the holder, and the motivation in the manager's efforts 1.1.3 The relationship between emotional competence and work motivation of middle managers According to Mayer and Salovey (1997), emotional competence is related to the ability to accurately recognize personal emotions, evaluate and express emotions, create emotions when they promote competence, thinking and understanding emotions, emotional intelligence, emotional literacy, and emotional regulation to accelerate intellectual and emotional development Goleman (1998) provides the theoretical foundation of emotional intelligence, which outlines the main ways to build emotional intelligence including: Selfawareness of one's emotions, towards decision-making in management; Selfmanagement of emotions, control, adapt to different environmental circumstances; Social cognition involves the ability to understand, feel, and respond to the emotions of others; Relationship management involves the ability to influence, build and develop relationships, and develop other skills in managing organizational conflict Social organizations, especially economic organizations, not function correctly without processes that create trust, set expectations, and create or reinforce shared standards All these processes are facilitated by social capital This is a form of introduction to the problem of social organization and relations in the analysis of economic systems, not only as an overarching structure that includes economic institutions but also as a structure with its history, character, and continuum of economic institutions (Goleman, 1988) Hackman and Lawler (1971) took aspects of emotional competence in relation to work motivation and developed a conceptual framework defining the conditions under which emotional competence would facilitate the development of motivation within managers 1.2 Research gaps and proposals 1.2.1 Identification of Research Gaps The research focuses on analyzing and measuring emotional aspects, assessing the impact of emotional capacity, how its change affects work motivation and thereby affects the efficiency of the work of the team of middle managers in small and medium enterprises in the North Central region In addition, delving into the emotional capacity of middle managers, the study aims to show whether or not there is a difference in the emotional capacity of middle managers with respect to demographic factors including: including: gender, age and working seniority 1.2.2 Research proposal The thesis wishes to deepen research, analyze and point out the factors that have a specific impact In particular, the factor of emotional capacity is considered as one of the particularly important factors, having a significant impact on the sensitivity in making management decisions of middle and senior managers, and influence on their performance The thesis wishes to test and clarify the impact of this factor, and at the same time determine the order and direction of impact of each factor on the working motivation of middle managers In addition, the thesis was also carried out with the aim of testing the difference of the emotional competence factor of middle managers according to demographic variables including: (1) Gender; (2) Age; (3) Working years CHAPTER Theoretical foundation and research model 2.1 Mid-Level Managers and Their Motivation 2.1.1 Middle Managers and the Role of Middle Managers Mid-level managers are intermediate levels between senior and grassroots levels, responsible for setting tactical goals, managing departments and divisions in the organization, and advising senior managers in decisions related to the department they manage such as heads and deputy heads of departments in the organization Their most important skill is interpersonal skill Mid-level managers will be the ones who directly perform the task of organizing, delivering and implementing policies of senior managers towards lowerlevel employees In addition, middle managers are considered as communication bridges to help convey information about the goals, strategies, policies, etc of their superiors to their subordinates At the same time, they also hold the decision-making role on issues within their jurisdiction Mid-level managers have a role in managing human resources and managing work in the department Accordingly, they must be the one who best understands the goals, progress, and most effective ways of implementing work At the same time, they are responsible for all areas of work that they undertake in the organization Moreover, they will be the manager and assign each job task to the employees in the management department This must ensure labor productivity, work efficiency is the best In addition, middle managers also play a role of a leader, a customer, an information provider or a companion, consultant, or advisor 2.1.2 Motivation and instiling motivation for middle managers According to Maier and lawler (1983), motivation is the desire and voluntary desire of employees to increase efforts towards the achievement of organizational goals The work motivation of middle managers can be understood as the desire and voluntariness of middle managers in the working process to maximize their capacity and efforts to achieve personal goals and proposed organization 2.1.3 Factors affecting the work motivation of middle managers - Personal Characteristics - Working environment and conditions - Job characteristics - Emotional capacity - Organizational culture - Participation in the decision-making process 2.2 Some basic theories are applied in model building 2.2.1 Hackman and Oldham's job characteristics theory (1980) Hackman and Oldham (1980) in the study of intrinsic motivation expressed the state in which labor strives to effectively complete work and create job satisfaction as an intrinsic motivation The authors believe that the factor that brings satisfaction to all employees is the job itself due to the following factors: work promotes diversity of skills; work with visible results; the importance of the work; employees have autonomy in their work; work with feedback 2.2.2 The theory of EI scale by Mayer and Salovey (1997) Mayer and Salovey (1997) have demonstrated that these competencies are not only related in terms of psychological structure, but moreover, they are also related to the hierarchical process of formation of the psychological process The EI 97 model includes the following competencies: (1) The ability to recognize emotions; (2) The ability to use emotions; (3) The ability to understand emotions and the laws of emotions; (4) The ability to manage emotions 2.3 Research Hypothesis Model 2.3.1 Research Hypothesis H1: Job characteristics positively affect the working motivation of middle managers at SMEs in the North Central region H2: The ability to recognize emotions has a positive impact on the working motivation of middle managers at SMEs in the North Central region H3: The ability to use emotions positively affects the working motivation of middle managers at SMEs in the North Central region H4: The ability to understand emotions positively affects the working motivation of middle managers at SMEs in the North Central region H5: Emotion management capacity has a positive impact on the working motivation of middle managers at SMEs in the North Central region H6a: There is a difference in the emotional capacity of middle managers by gender H6b: There is a difference in the emotional capacity of middle managers by age H6c: There is a difference in emotional capacity of middle managers by seniority 3.6.2 Research sample characteristics The sample size in the collection was 459 samples The data collection process is conducted in two ways: face-to-face and online voting The number of online votes collected is 210, the number of usable votes is 208 Directly, the number of tickets given out is 412, the number of votes collected is 312, the number of votes that can be used is 251 The total number of valid votes used for analysis was 459 With the number of observations in the article is 42, the research scale includes 459 samples to meet the analysis requirements The period to complete preliminary data collection is June 2019 to September 2019 3.6.3 Data processing methods The results of data collection through the investigation and survey process are processed by SPSS software From there, it is allowed to draw conclusions that demonstrate the suitability of the model and research hypotheses: (1) Assess the reliability of the scale; (2) Verify the value of the scale by analyzing the EFA discovery factor (3) Re-test the reliability of the scale with Cronbach's Alpha coefficient after removing inappropriate indicators; (4) Pearson correlation coefficient test; (5) Analysis of multiple regression model; (6) Anova test, T-test; (7) Descriptive statistical analysis 15 CHAPTER Research results 4.1 Assess the reliability of the scale The results of the scale's reliability assessment show the reliability of the scales and the data values included in the analysis However, with the indicators NBCX2, KSCX6 because the coefficient of Cronbach's Alpha if Item Delete is larger than the coefficient of Cronbach's Alpha of the total variables, the researcher removed these two indicators to increase the relevance of the variables Table 4.7 Summarize Cronbach's Alpha values of variables No Variable Job characteristics Recognition of emotions Use of emotion Understanding of emotions Control of emotion Motivation of middle managers Ref Coefficient code Cronbach’s Alpha CVCV7 0.884 NBCX 0.909 SDCX6 0.860 THCX8 0.850 KSCX 0.862 DL 0.933 Source: Compiled from analysis of results 4.2 Check the value of the scale by EFA After conducting a test of the appropriateness of the scale, the study conducted an exploratory factor analysis EFA The analysis process for the independent variables was performed twice, in which the factor loading coefficients in the analyzes all had values > 0.5, showing a suitable correlation between the observed variables (indicators) and selection factors in the model However, in the first time, because the "convergence value" is not guaranteed on the same factor, the CV6 indicators are rejected Table 4.8 EFA factor analysis results for independent variables EFA The 1nd time The 2nd time KMO coefficient P-value Average Variance Extracted 0.927 0.000 58.628 0.940 0.000 Factor loading Conclusion CV6 indicator is rejected Eligible for 55.921 All > 0.5 analysis Source: Compiled from analysis of results 16 All > 0.5 17 The second result shows that the remaining data are eligible for analysis because they have factor loading coefficients > 0.5 and satisfy two conditions: "Convergent validity" (observed variables converge on the same factor) and "Discriminant validity" (observed variables belonging to one factor distinguish from another) EFA analysis results for the dependent variable for KMO coefficient is 0.820 (> 0.5), sig value is 0.000 (> 0.05), extracted variance is 75,093 At the same time, all indicators of the dependent variable converge on one factor to ensure the requirements of the test 4.3 Pearson's correlation coefficient test The results of the correlation analysis show that all the independent variables have an impact on the dependent variable (working motivation of middle managers) At the same time, there is a fairly close correlation between the variables (coefficient Sig (2-tailed) all > 0.05) Therefore, to ensure the level of accuracy, it is necessary to carefully review the role of the independent variable on the multivariable regression model by considering the level of impact of each independent variable on the dependent variable 4.4 Analysis of regression model The results of the regression analysis show that, with the value Sig < 0.05, and the normalized regression coefficient Beta is positive, all hypotheses from H1 to H5 are accepted That is, the independent variables included in the model include: job characteristics, recognition of emotion, use of emotions, understanding of emotion, and control of emotion all have positive impact on motivation of middle managers in small and medium enterprises in the North Central region At the same time, with the highest standardized regression coefficient among all the independent variables of 0.467, the job characteristics variable has the strongest impact on the work motivation of middle managers The next order of effects includes emotion control variable with a standardized regression coefficient of 0.139, understanding of emotions (0.134), use of emotion (0.104) and recognition pf emotion (0.101) The regression equation is obtained: DL = -0.485 + 0.600*CV + 0.108*NBCX + 0.095*SDCX + 0.151*THCX + 0.157*KSCX 18 19 Table 4.12 Results of regression analysis of factors affecting working motivation of middle managers at SMEs in the North Central region Coefficient No Independent variable of regression Normalized regression coefficient Sig Magnification factor VIP Beta (Constans) -0.485 Job characteristics 0.600 0.467 0.000 1.159 Recognition 0.108 0.101 0.020 1.696 0.095 0.104 0.024 1.902 0.151 0.134 0.003 1.827 0.157 0.139 0.002 1.768 of emotions Use of emotion Understanding of emotions Control of emotion 0.013 Source: Compiled from analysis results The adjusted R2 factor is 0.493 This means that the independent variables take into account 49.3% of the change in the dependent variable (mid-level manager's motivation) Other tests show that the regression hypothesis is not violated 4.5 Test the difference 4.5.1 Testing the difference in emotional capacity of middle managers by gender T-Test is used for gender variables (male and female) The results show that, the sig value of Levene's Test is 0.880 > 0.05, so the variance between the two groups of sex variables is not different, the study used the sig T-Test value in the Equal variances assumed row The T-Test sig value is 0.000 < 0.05 Therefore, it can be concluded that there is no difference in the emotional capacity of middle managers by gender The study rejects hypothesis H6a 4.5.2 Testing the difference in emotional capacity of middle managers by age group The results of ANOVA test show that the sig value is 0.000 < 0.05 Therefore, it can be concluded that there is a statistically significant difference in the emotional competence of middle managers by age groups Therefore, hypothesis H6b is 20 accepted The study conducted an in-depth test after ANOVA to assess the average level and difference in emotional competence of middle managers by age group The test results showed that group (from 40 to under 50 years old) had the highest average value of emotional competence compared to other age groups (3,8162) Next is group (from 50 years old and older) with the average value of emotional capacity is 3.5756, group (from 30 to under 40 years old) is 3.1075 and finally group (3,0192) includes people middle managers under 30 years old 4.5.3 Test the difference in working capacity of middle managers by seniority The results of ANOVA test show that the sig value is 0.044 < 0.05 Therefore, it can be concluded that there is a statistically significant difference in the emotional capacity of middle managers by seniority Therefore, hypothesis H6c is accepted The study conducted an in-depth test after ANOVA to assess the average level and difference in emotional capacity of middle managers by seniority The test results show that, group includes middle managers with seniority in the current management field of 20 years or more with the highest average value of emotional competence factor compared to other middle managers with other groups (3.4733) The next order is group consisting of middle managers with seniority in the current management field from 10 to less than 20 years with an average value of emotional capacity of 3.4017 and finally group includes group consists of middle managers who have worked in the current management field for less than 10 years with an average emotional capacity value of 3.2875 4.6 Descriptive statistical analysis With the highest average value of the research factors included in the model is 3.8664, the job characteristics of middle managers in small and medium-sized enterprises in the North Central region are evaluated at the highest level While, with the average value of emotional capacity of 3.3056, it can be seen that the emotional control capacity of middle managers at small and medium-sized enterprises in the North Central region is still at the lowest level of all the variables included in the model 21 22 CHAPTER DISCUSSION AND SUGGESTIONS 5.1 Summary of research results Researching on the basis of a review of studies, building and testing a research model with main independent variables are job characteristics and emotional capacity of middle managers In which, emotional capacity includes component variables: Recognition of emotion, use of emotion, understanding of emotion, control of emotion The dependent variable is the work motivation of middle managers Research results show that all dependent variables included in the model have a positive impact on the dependent variable Means accepting all hypotheses H1, H2, H3, H4, H5 The study also identifies the model and order of impact of each factor on the dependent variable (working motivation of middle managers of middle managers) In which, job characteristics have the strongest impact The next order of effects includes Recognition of emotion, use of emotion, understanding of emotion, control of emotion At the same time, the results of testing the differences of the research have shown that, for middle managers in small and medium-sized enterprises in the North Central region, there is a difference in emotional capacity according to different criteria Demographic variables include age and seniority, while the test results showed no difference by sex 5.2 Discussing the research results Firstly, the study shows all factors included in the model including job characteristics; Emotional competence with factors of Recognition of emotion, use of emotion, understanding of emotion, control of emotion has a positive impact on the working motivation of middle managers at SMEs in the North Central Second, the study shows the importance of emotional competence to work motivation, thereby influencing the effectiveness of middle managers' work All four factors of emotional competence have an impact on work motivation Third, the thesis also determines the order of impact of each factor on the working motivation of middle managers In which, job characteristics have the strongest impact The next order of effects includes Recognition of emotion, use of emotion, understanding of emotion, control of emotion Fourth, the research results of the thesis have shown the difference in 23 emotional capacity of middle managers according to demographic variables including age group and working seniority, but there is no difference by gender 5.3 Some suggestions 5.3.1 With the job characteristics of middle managers - Take initiative in doing work - Create excitement at work - Create opportunities for professional capacity development for middle managers - Develop internal and external relationships - Improve working environment - Building a positive working motivation for the team of middle managers 5.3.2 With the emotional capacity of a middle manager Firstly, with the ability to recognize emotions: middle managers need to practice the ability to communicate their feelings and personal needs to others, selfaware of the changes in personal emotions that affect their management decisions Second, with the ability to use emotions: Need to improve the ability to influence, create catalysts for change, control employee behavior of middle managers, ability to feel and understand emotions employees' emotions, understand employees' non-verbal messages Third, with the ability to understand emotions: Middle managers, in addition to understanding and controlling their own emotions, also need to understand the psychology, needs, and expectations of subordinates and leaders It is necessary to build and maintain relationships based on increasing knowledge and work sharing with other employees and managers Fourth, with the ability to control emotions: Middle managers need to be trained to improve their understanding of problems that occur at work, develop skills in emotional self-control, self-mastery, able to work under pressure Fifth, other solutions 5.4 Limitations of the Study Besides the research results, the thesis also has certain limitations Although the survey participants came from many different areas of the North Central region, the convenient sampling method was a limitation of the study At the same time, the thesis is limited to the North Central region and middle managers Besides, the research focuses on testing factors such as personal characteristics and emotional capacity with its basic factors… there are still many other factors that 24 have not been mentioned in the article and are needed for further study in the future 5.5 Directions for further research work It is an important content that has management scope as well as labor productivity Emotional capacity needs to be studied more deeply, testing its impact on many other aspects of human resource management such as management capacity, effectiveness of the decision-making process, etc At the same time, the study can be extended to all managers, or other levels of management More emphasis is placed on emotional competence and its association with other factors At the same time, the research is also oriented to expand in different regions of the country Emotional competence is an important aspect of management Although, research shows that there is an impact of emotional competence factor on the working motivation of middle managers at SMEs in the North Central region However, emotional competence is expressed in many ways and may be related to many other factors related to motivation in management 25 CONCLUSION On the basis of an overview of the underlying theory, analysis of related studies The topic aims to generalize the contents of the thesis, build research models and hypotheses From there, build orientation and basis for the contents of research, survey and verification The study used qualitative and quantitative methods Qualitative research is a process of in-depth interviews with experts and management teams in order to adjust the research scale, build and verify the suitability of the indicators used in the research Research using SPSS tool to evaluate the reliability of the scale, test the suitability of the "Convergent validity" and "Discriminant validity" of the scale in EFA analysis, Correlation coefficient testing Pearson, analyzing regression models and testing research hypotheses At the same time, test the difference in emotional competence of middle managers according to demographic variables such as gender, age and working seniority The research results of the thesis have shown the importance of job characteristics and emotional competence, including recognition of emotion, use of emotion, understanding of emotion, control of emotion the impact of factors on the working motivation of middle managers, determining the order of impact of each factor At the same time, by testing and proving the difference in emotional capacity of middle managers by age group and working seniority, while showing no statistically significant difference by gender The thesis has shown an academic contribution in research and will be the basis for further works The solutions drawn from the research show the necessity of training the ability to communicate feelings and personal needs with others, and the individual self affects decisions in management for managers middle level 26 LIST OF AN AUTHOR'S PUBLICATION Tran Quang Bach (2018), 'Factors affecting the working environment and job satisfaction of employees in small and medium enterprises in Nghe An', Economic and Forecasting Journal, no 33, pages 89-92 Quang Bach Tran, Thi Thu Cuc Nguyen, Thi Minh Phuong Nguyen, Dieu Linh Tran, Anh Tuan Nguyen & Quang Tai Dang (2019), ‘The Effects of Risks in Agricultural Supply Chain Management on Business Performance: A Case Study in Vietnam’, AgBioForum, 21(3), pp 23-34 Tran Quang Bach (2019), 'Factors affecting the work motivation of employees in SMEs in the North Central region', Journal of Economics and Forecasting, No 36, pp 92-95 Tran Quang Bach (2019), 'Factors affecting the trust and work motivation of employees in small and medium-sized enterprises in Nghe An province', Industry and Trade Journal, No 6, pp 86-93 Tran Quang Bach and Tran Dieu Linh (2019), 'The influence of organizational culture on employee motivation at private enterprises in Nghe An province', Journal of Economics and Forecasting, no 03, p 49-52 Tran Quang Bach, Nguyen Thi Yen and Hoang Thi Thanh Huyen (2019), 'Trust, cohesion and business performance of enterprises', Proceedings of the International Scientific Conference for Young Scientists economic and business sector (ICYREB 2019), pp 903-912 Tran Quang Bach (2019), "The influence of emotional competence in management on employee engagement and business performance of enterprises in the North Central coastal provinces", Proceedings of the Scientific Conference country Theoretical basis and current situation of policies for sustainable development of the North Central Coast, pp 104-119 Tran Quang Bach and Ngo Kim Thanh (2020), 'Effect of emotional competence on working motivation of middle managers in small and medium-sized enterprises in the North Central region', Economic and Social Journal Development, No 274, pp 103-112 Thi Minh Phuong Nguyen, Quang Bach Tran, Duc Tai Do, Thi Hoang Mai Tran & Quang Tai Dang (2020), ‘The impact of manager’s emotional intelligence on performance: The case of Vietnam’, Management Science Letters, 10(10), pp 2201-2210 10 Nguyen Thi Minh Phuong, Nguyen Van Song, Tran Quang Bach & Pham Thi Huyen Sang (2020), ‘Impacts of corporate social responsibility toward employees on employee motivation in enterprises: A case study in Vietnam’, Management Science Letters, 10(11), pp 2543-2552 11 Thi Minh Phuong Nguyen, Quang Bach Tran, Duc Tai Do & Dieu Linh Tran (2020), ‘Impact of corporate social responsibility toward employees on business performance: The case of Vietnam’, Uncertain Supply Chain Management, 8(3), pp 589-598 12 Hoai Nam Nguyen, Quoc Hoi Le, Quang Bach Tran, Thi Hoang Mai Tran, Thi Hai Yen Nguyen & Thi Thuy Quynh Nguyen (2020), ‘The Impact of Organisational Commitment on Employee Motivation: A Study in Vietnamese Enterprises’, Journal of Asian Finance, Economics and Business (JAFEB), 7(6), pp 439-447 13 Quang Bach Tran, Thi Thu Cuc Nguyen, Dieu Anh Ho & Duc Anh Duong (2021), ‘The Impact of Corporate Social Responsibility on Employee Management: A Case Study in Vietnam’, Journal of Asian Finance, Economics and Business (JAFEB), 8(4), pp 1033-1045 14 Thi Thu Cuc Nguyen, Quang Bach Tran, Dieu Anh Ho, Duc Anh Duong & Thi Bich Thuy Nguyen (2021), ‘The effect of supply chain linkages on the business performance: Evidence from Vietnam’, Uncertain Supply Chain Management, 9(3), pp 529-538 15 Quang Bach Tran, Quoc Hoi Le, Hoai Nam Nguyen, Dieu Linh Tran, Thi Thuy Quynh Nguyen & Thi Thanh Thuy Tran (2021), ‘The Impact of Brand Equity on Employee’s Opportunistic Behavior: A Case Study on Enterprises in Vietnam’, Journal of Risk and Financial Management, 14, 164 16 Thi Bich Thuy Nguyen & Quang Bach Tran (2021), ‘The Impact of Organizational Culture on the Sustainable Competitive Advantage of Commercial Banks: A Case Study in Vietnam’, Journal of Asian Finance, Economics and Business (JAFEB), 8(9), pp 0201-0210 17 Tran Quang Bach, Nguyen Thi Thuy Quynh, Tran Thi Thanh Thuy and Tran Dieu Linh (2021), 'Impact of brand equity on employee opportunistic behavior: A case study of small and medium-sized enterprises in the region North Central Region', Proceedings of the International Scientific Conference Young Scientists in Economics and Business Sector 2020 (ICYREB 2020), 2021, pp 660-674 18 Quang Bach Tran, Thi Thu Cuc Nguyen, Hoai Nam Nguyen, Dieu Anh Ho, Thi Thuy Quynh Nguyen, Dieu Linh Tran & Duc Anh Duong (2021), 'The impact of supply chain linkages on the business performance of the business: a case study in Vietnam', KKU International Engineering Conference 2021 - Khon Kaen (KKU-IENC2021), pp 63-73 19 Tran Quang Bach, Ho Dieu Anh, Hoang Thi Cam Thuong, Nguyen Dang Duc & Nguyen Thi Yen (2021), ‘The Impact of Knowledge Sharing on the Effectiveness of Employee Management in Small and Medium Enterprises in the North Central Region’, Vinh University Journal of Science, 50 (2B/2021), pp 5-21 ... Ngô Kim Thanh The 1st PhD dissertation reviewer: The 2nd PhD dissertation reviewer: The 3rd PhD dissertation reviewer: The thesis will be defended in front of the Thesis Judging Committee at ... is often imposed, stereotyped, with little innovation in terms of thinking and working methods Moreover, senior managers in many cases not have adequate attention and support for subordinates,... Economics and Business (JAFEB), 7(6), pp 439-447 13 Quang Bach Tran, Thi Thu Cuc Nguyen, Dieu Anh Ho & Duc Anh Duong (2021), ‘The Impact of Corporate Social Responsibility on Employee Management:
Ngày đăng: 16/02/2022, 08:09
Xem thêm:
