SOME SOLUTIONS TO CREATE WORKING MOTIVATION FOR DIRECT EMPLOYEES IN HOA THANG PRIVATE ENTERPRISE

DUY TAN UNIVERSITY INTERNATIONAL SHOOL UNDERGRADUATE THESIS SOME SOLUTIONS TO CREATE WORKING MOTIVATION FOR DIRECT EMPLOYEES IN HOA THANG PRIVATE ENTERPRISE MAJOR: BUSINESS ADMINISTRATION MENTOR: MBA LE THI KHANH LY STUDENT: LE THI AI TIEN CLASS: K23PSU QTH2 ID NUMBER: 2320216052 Danang, 2021 DISCLAIMER I certify that the attached thesis is my original work No other person’s work has been used without due acknowledgement Except where I have l clearly stated that I have used some of the this material , it has not been presented by me for examination in any other course or subject at this or any other institution I understand that the work submitted may be reproduced and/or communicated for the purpose of detecting plagiarism I understand that should this declaration be false, I am libel to be penalized under the Duy Tan University regulations Signature: _ Date: _ ACKNOWLEDGEMENTS First of all, I would like to express my sincere thanks to the lecturers of International Education - Duy Tan University - Da Nang for caring and equipping me with the necessary knowledge during my time studying at school From there, it help me confidently participate in the internship and complete the graduation internship well In particular, I would like to thank Ms Le Thi Khanh Ly for her enthusiastic teaching and guidance throughout the internship I would also like to thank Hoa Thang Private Enterprise for creating conditions for me to have internship opportunities during the past time I would like to thank everyone in the HR-accounting department; especially, Mr Doan Ngoc Long gave enthusiastic and thoughtful help and guidance; help me access to human resources the most practical way Thereby, I have the opportunity to participate in practical work, support everyone during the internship at the Enterprise to get the necessary documents to complete this internship However, due to the lack of practical experience in the working process, it will be difficult for your internship report to avoid errors Therefore, I hope to receive sympathy and comments from lecturers as well as everyone at the internship unit to make this internship report more complete The contributions of everyone will be a valuable experience for me on the path of development in the future Thank you sincerely! TABLE OF CONTENTS CHAPTER INTRODUCTION 1.1 REASONS FOR CHOOSING A RESEARCH TOPIC 1.2 RESEARCH OBJECTIVES 1.3 RESEARCH QUESTIONS 1.4 SUBJECT AND SCOPE RESEARCH 1.5 RESEARCH METHODS 1.6 SIGNIFICANCE OF THE STUDY CHAPTER LITERATURE REVIEW 2.1 OVERVIEW OF RESEARCH THEORY 2.1.1 The concept of the employee .4 2.1.2 Concept of demand .5 2.1.3 The concept of motivation,create motivation and the role of motivation 2.1.3.1 The concept of motivation 2.1.3.2 The concept of motivation in labor 2.1.3.3 The concept of create motivation .8 2.1.3.4 The role of motivation 2.2 SOME THEORIES ABOUT MOTIVATING EMPLOYEES TO WORK 2.2.1 Maslow's theory of needs 2.2.2 Herzberg's Two Factor Theory 12 2.2.3 Stacy Adam's Theory of Justice .14 2.2.4 BFSkinner's Positive reinforcement theory 15 2.2.5 Theory of expectation by Victor Vroom 15 2.3 MOTIVATIONAL TOOLS 17 2.3.1 Financial incentive 17 2.3.1.1 Salary .17 2.3.1.2 Bonus 19 2.3.1.3 Welfare 20 2.3.2 Non-financial incentives 22 2.3.2.1 Working conditions and working environment .22 2.3.2.2 Strict and effective discipline 23 2.3.2.3 Fair treatment 23 2.3.2.4 Reasonable assignment and arrangement of employees 24 2.3.2.5 Corporate culture 24 2.3.2.6 Work .24 2.3.2.7 Recognize personal contributions 25 2.3.2.8 Organize recreational activities 25 2.3.3 Factors affecting employees' motivation 26 2.3.3.1 Factors belong to the individual employees 26 2.3.3.2 Factors belonging to the external environment include: 26 2.3.3.3 Organizational factors (Internal factors) 27 2.3.3.4 The factor belongs to the employer .28 2.4 THE PREVIOUS MODELS OF EMPLOYEE MOTIVATION 29 2.4.1 Research by Mohammad Kamal Hossain and Anowar Hossain (2012) 29 2.4.2 Research by JR Aworemi, I Abdulazeez and Stella Toyosi Durowoju (2011) 30 2.4.3 Research by Truong Thanh Thao (2019) 31 2.4.4 Research by Dinh Vu Thang (2018) 33 2.4.5 Research by Dinh Van Quy (2020) 35 2.5 PROPOSAL RESEARCH MODEL .35 CHAPTER RESEARCH METHODOLOGY 40 3.1 RESEARCH PROCESS: 40 3.2 GENERAL INTRODUCTION ABOUT HOA THANG PRIVATE ENTERPRISE: 41 3.2.1 Overview 41 3.2.2 Summary of the Enterprise's formation and development 41 3.2.3 Vision - Commitment - Core Values 43 3.2.3.1 Vision 43 3.2.3.2 Commit: 43 3.2.3.3 Core values: 43 3.2.4 Functions and duties of Hoa Thang private enterprise 43 3.2.5 Organizational structure 44 3.2.5.1 Organizational chart at Enterprise 44 3.2.5.2 Functions and duties of positions 44 3.2.6 Business results of the enterprise .46 3.2.7 Human resources situation of the company 48 3.2.8 The situation of creating motivation for employees at Hoa Thang private enterprise 49 3.2.8.1 Salary, bonus and allowance policy 49 3.2.8.2 Job characteristics 56 3.2.8.3 Training and promotion policy 56 3.2.8.4 Relationship between colleagues and superiors 58 3.2.8.5 Environment and working conditions .58 3.3 DEVELOP AND MEASURE SCALES OF PROPOSED RESEARCH VARIABLES 59 3.3.1 Scale of "Salary, bonus and welfare policy" 59 3.3.2 Scale of " Environment and working conditions" 60 3.3.3 Scale of "Relationship between colleagues and superiors" 61 3.3.4 Scale of " Job characteristics " 62 3.3.5 Scale of "Training and promotion policy" 63 3.4 QUALITATIVE RESEARCH 63 3.4.1 Qualitative research objectives 63 3.4.2 Design of qualitative research: 63 3.5 QUANTITATIVE RESEARCH 64 3.5.1 Design of quantitative research 64 3.5.2 Sample size 64 3.5.3 Questionnaire design 65 3.6 DATA ANALYSIS METHOD 66 3.6.1 Descriptive Statistics 66 3.6.2 Cronbach's Alpha scale test 66 3.6.3 Factor analysis 67 3.6.4 Build regression equation 67 3.6.5 Test research hypotheses 68 3.6.6 Check residual autocorrelation 68 CHAPTER RESEARCH RESULT .69 4.1 QUALITATIVE RESEARCH RESULTS .69 4.2 Template Description .72 4.2.1 Gender 73 4.2.2 Age 74 4.2.3 Education level 75 4.2.4 Average income 76 4.3 TEST THE RELIABILITY OF THE SCALE WITH CRONBACH'S ALPHA .77 4.3.1 Cronbach's Alpha test for independent variable 77 4.3.1.1 Cronbach's Alpha test for the factor "Salary, bonus and welfare policy ” .77 4.3.1.2 Cronbach's Alpha test for the factor “Relationship between colleagues and superiors ” 78 4.3.1.3 Cronbach's Alpha test for the factor “Environment working conditions " 78 4.3.1.4 Cronbach’s Alpha test for the factor “Job Characteristics” 79 4.3.1.5 Cronbach’s Alpha test for the factor “Training and promotion policy” 80 4.3.2 Cronbach’s Alpha test for the dependent variable 81 4.3.2.1 Cronbach’s Alpha test for the dependent variable “ Work motivation” 81 4.3.3 Summary after testing the reliability of Cronbach's Alpha 81 4.4 EFA FACTOR ANALYSIS 81 4.4.1 EFA factor analysis for independent variables 82 4.4.1.1 Test the appropriateness of the EFA factor analysis model 82 4.4.1.2 Test the correlation between the observed variables 83 4.4.1.3 Test the variance extracted of the factors 83 4.4.1.4 Factor Loading Factor Verification 84 4.4.2 Factor analysis (EFA) The dependent variable "Work motivation" 86 4.4.2.1 Test the appropriateness of the EFA factor analysis model 86 4.4.2.2 Test the correlation between the observed variables 86 4.4.2.3 Test the variance extracted of the factors 86 4.4.2.4 Factor Loading Factor Verification 87 4.5 ADJUSTED MODEL AFTER EFA FACTOR ANALYSIS 88 4.6 MULTIVARIATE LINEAR REGRESSION ANALYSIS 89 4.6.1 Check the correlation matrix between factors 89 4.6.2 Verification of model suitability (Adjusted R Square, ANOVA) 90 4.6.2.1 Model explanation level (Adjusted R Square) 90 4.6.2.2 Model compatibility level: ANOVA variance analysis 90 4.6.3 Test for residual autocorrelation phenomenon (Autocorrelation) 90 4.6.4 Regression coefficient test1 and the phenomenon of multiple collinearity (Multiple Collinearity) 91 4.6.5 Test the hypotheses of the research model .92 4.6.5.1 Regression model with non-standardized regression coefficients 92 4.6.5.2 Regression model with standardized regression coefficients 93 4.6.5.3 Test the model's hypotheses 94 CHAPTER DISCUSSION AND RECOMMENDATION .95 5.1 SUMMARIZE THE RESULTS .95 5.2 SOME SOLUTIONS TO IMPROVE WORKING MOTIVATION OF DIRECT EMPLOYEES AT HOA THANG PRIVATE ENTERPRISE 96 5.2.1 Salary, bonus and welfare policies 96 5.2.2 Job characteristics .98 5.2.3 Relationship between colleagues and superiors 99 5.2.4 Environment and working conditions .99 5.2.5 Promotion training policy .100 CONCLUSION 101 BIBLIOGRAPHY APPENDICES .3 LIST OF TABLES Table 2.1 Herzberg's Two Factor Theory 13 Table 2.2 Summary of previous research results 36 Table 3.1 Overview about Hoa Thang Private Enterprise 41 Table 3.2 Business results of the enterprise 47 Table 3.3 Human resources situation of the company 48 Table 3.4 Salary sheet of worker in the cutting team in 1/2021 51 Table 3.5 Bonus of business on holidays, New Year in the year 53 Table 3.6 Scale of "Salary, bonus and welfare policy" 60 Table 3.7 Scale of "Environment and working conditions" 61 Table 3.8 Scale of "Relationship between colleagues and superiors" 62 Table 3.9 Scale of " Job characteristics " 62 Table 3.10 Scale of "Training and promotion policy" 63 Table 4.1 Qualitative research results 72 Table 4.2 Descriptive analysis of gender factors 73 Table 4.3 Descriptive analysis of age factors 74 Table 4.4 Descriptive analysis of educational attainment factors 75 Table 4.5 Descriptive analysis of Average income factor 76 Table 4.6 Cronbach's Alpha test for the factor "Salary, bonus and welfare policy” 77 Table 4.7 Cronbach's Alpha test for the factor “Relationship between colleagues and superiors” 78 Table 4.8 Cronbach's Alpha test for the factor “Environment working conditions" 79 Table 4.9 Cronbach’s Alpha test for the factor “Job Characteristics ” Error! Bookmark not defined Table 4.10 Cronbach’s Alpha test for the factor “Training and promotion policy ” 80 Table 4.11 Cronbach’s Alpha test for the dependent variable “Work motivation” 81 Table 4.12 KMO - EFA coefficient of the independent variable 82 Table 4.13 Test the correlation between the observed variables 83 Table 4.14 Total variance extracted for the motivational component of the direct employee's EFA 84 Table 4.15 Factor Loading Factor Verification 85 Table 4.16 KMO-EFA coefficient of dependent variable "Work motivation" 86 Table 4.17 Test the correlation between the observed variables 86 Table 4.18 Total variance extracted of the dependent variable "Work motivation" 87 Table 4.19 Factor loading coefficient EFA of the dependent variable "Work motivation" 87 119 as at work or to congratulate them on occasions such as birthdays, Tet holidays, sometimes small things also contribute a lot staff to work better - and feel comforting and motivating concern from superiors Superiors should observe and pay attention to employee's performance to get - timely and timely rewards Create teamwork opportunities for all employees to work together, increasing - the sense of responsibility and solidarity with each other Change the shift so that workers can get to know more colleagues Create a comfortable working spirit, a joyful and dynamic atmosphere for employees to feel happy when coming to the workplace 5.2.4 Environment and working conditions - Regularly check machinery, labor protection clothes of employees to be able to prevent bad situations in time and give optimal solutions Clothing, labor protection clothes and machinery must meet standards and require workers to - wear protective clothing following regulations Equipped with additional items such as fans, water filters, so that employees can feel more comfortable and secure with the current hot - weather situation Always fully equipped with masks, disinfectant water, to ensure the safety - of workers during the Covid19 Clean the workplace thoroughly and carefully to prevent other diseases that - are dangerous to workers Mobilizing employees to participate in sports activities to exercise and improve their health and mental comfort 5.2.5 Promotion training policy - Should be based on the votes of all workers in the factory to decide on an individual's promotion to a new job position In addition, it is necessary to - assess the employee's work history and seniority level Organize a meeting so that the employees can give their aspirations and opinions about the direction and desire, thereby giving the employees adequate support 120 - Currently, the enterprise mainly trains in the form of high-level workers training low-level workers and more experienced workers training for new workers This form is generally still effective, but not professional and systematic Enterprises should build a specific and scientific training cycle that can be applied to all employees directly when starting to work at the - enterprise Develop specific standards to serve as a basis for selecting suitable workers to send to outside training, should not send by inertia or evaluate the selection according to their own thoughts and views about the employee 5.3 LIMITATIONS OF THE TOPIC The study encountered many difficulties in qualitative research methods due to the short implementation period, so it was not possible to fully exploit the problem The survey takes a long time because the respondents have different working hours The author has not researched and cannot provide documents and documents about employees who have quit their jobs The reason for choosing the topic and offering solutions are also based on feelings The topic has not had any new creative points As a basis for providing unclear solutions, the focus of the article is more on clarifying factors 121 CONCLUSION The work motivation of direct employees is an indispensable activity in the management of human resources in each enterprise, it have important role in determining the work efficiency of enterprises and employees Especially in the current period, when the human factor is concerned and appreciated On the other hand, motivating employees is a complicated, difficult and long-term task that cannot be fast or hasty, requiring managers and leaders to constantly try, make efforts, continuously monitor and step by step formulate policies to perfect measures to motivate employees with high efficiency in order to encourage and motivate employees to maximize their capacity For Hoa Thang private enterprise, the issue of motivating direct employees is even more significant because of its necessity Through the graduation thesis "Some solutions to create working motivation for direct employees at Hoa Thang Private Enterprise" shows that the management of the business is also very interested in this issue and has also reviewing a number of suitable policies to encourage employees, besides there are still some problems, on the basis of analyzing and evaluating the current situation, I have proposed complete solutions I hope that the solutions I give will more or less contribute to create working motivation and labor management at Hoa Thang Private Enterprise Despite efforts, but with limited time and level, this essay cannot avoid its limitations and shortcomings I hope to receive the attention of lecturers to make this essay more complete BIBLIOGRAPHY I Vietnamese Bùi Anh Tuấn, Phạm Thúy Hương (2009), Giáo trình Hành vi tổ chức, NXB Đại học Kinh tế quốc dân, Hà Nội Bùi Thị Xuân Mai (2011), Bài giảng môn Tâm lý xã hội học lao động khoa Công tác Xã hội, trường Đại học Lao động Xã hội, Hà Nội Bùi Văn Chiêm, (2010), Giáo trình quản trị nhân lực, Đại học kinh tế, Đại học Huế Đinh Văn Quý (2020), Tạo động lực lao động nhà máy Hoa Sen Phú Mỹ, Luận văn thạc sĩ, Đại học Bà Rịa – Vũng Tàu Đinh Vũ Thắng (2018), Những nhân tố tác động đến động lực làm việc công chức người lao động Cục Thống kê TP Hồ Chí Minh, Luận án thạc sĩ, Đại học Kinh tế Hồ Chí Minh Hồ Bá Thâm, 2004, Động lực tạo động lực phát triển xã hội Nhà xuất trị Quốc gia Lê Thanh Hà (2012), Giáo trình Quản trị nhân lực, NXB Lao động – Xã hội, Hà Nội Nguyễn Ngọc Huyền (2013) Giáo trình Quản trị kinh doanh, NXB Đại học Kinh tế quốc dân Nguyễn Vân Điềm, Nguyễn Ngọc Quân (2012), Giáo trình Quản trị Nhân lực, Trường Đại học Kinh tế Quốc dân, Hà Nội 10 Trần Minh Đạo (2007), Giáo trình marketing bản, nhà xuất Thống kê, Hà Nội 11 Trương Thanh Thảo (2019), Các yếu tố ảnh hưởng đến động lực làm việ nhân viên Ngân hàng TMCP Việt Nam Thương Tín, Luận án thạc sĩ, Đại học Kinh tế Hồ Chí Minh 12 A.H Maslov, 1943 A Theory Psychological Review, 50: 370-96 of Human Motivation 13 II Electronic information Website www.tapchicongthuong.vn www.tiva.vn www.saga.vn English Frederick Herzberg, 1968 One more time: how you motivate employees Harvard Business Review, 46: 53–62 J S.Adams, 1964 Effects of wage inequities on work quality Journal of Abnormal and Social Psychology, 69: 19-25 JR Aworemi, I Abdulazeez & Stella Toyosi Durowoju (2011), An Empirical Study of the Motivational Factors of Employees in Nigeria, International journal of economics and finance, pp 57-61 Mohammad Kamal Hossain & Anowar Hossain (2012), Factors Affecting Employee’s Motivation In The Fast Food Industry: The Case Of Kfc Uk Ltd, Dissertation Thesis of Master Degree, Brunel University Victor Vroom, 1964 Expectancy theory Work and motivation New York: Wiley APPENDICES SURVER FORM FOR THE FACTORS CREATE MOTIVATION FOR DIRECTLY EMPLOYEES AT HOA THANG PRIVATE ENTERPRISE Dear Mr/Mrs, Currently, I am conducting a survey to complete the topic "Some solutions to create working motivation for direct employees at Hoa Thang Private Enterprise " Please take a moment to answer some of the following questions for me Your support is of great significance to the research results and the success of this topic Please note that there is no right or wrong answer All your answers are valid for this research topic and all information and opinions of you will be kept strictly confidential We sincerely thank you PART 1: PERSONAL INFORMATION Here are four questions regarding demographic data Please indicate your choice by ticking (X) in the selected cells Gender Male Female Age Under 25 30 to 40 25 to 30 Over 40 Education level Below High school High school Graduated College/ Intermediate Graduated University Graduated Income Under 4.000.000 4.000.000 to 6.000.000 Over 6.000.000 PART 2: SURVEY CONTENT Please indicate your level of agreement on the following statements by selecting box - that you think best reflects your opinion in the questions, respectively according to level: (1) Strongly disagree (2) Disagree (3) Normal (4) Agree (5) Strongly agree Bảng câu hỏi khảo sát: SALARY, BONUS AND WELFARE POLICY Salary corresponds to work performance Wages are paid fairly among employees Wages paid in full and on time The benefits received are reasonable Enterprises fully deal with sickness and occupational disease regimes The enterprise pays all types of insurance as prescribed Achievements recognized and promptly evaluated by superiors The company's support services are effective Considering rewards fairly when completing a good job and commensurate with the contributions and dedication Salaries are on par with other Enterprises ENVIRONMENT AND WORKING CONDITIONS 5 The workplace is clean and comfortable Provided with a full range of working tools Safe workplace Reasonable working and resting regime Equipped with full protective equipment A relaxed and cheerful atmosphere RELATIONSHIP BETWEEN COLLEAGUES AND SUPERIORS The superior recognizes the employee's comments Obtain respect and trust from superiors Superiors help and assist in solving personal and work problems Good teamwork from colleagues Colleagues are close and friendly Colleagues ready to provide assistance when needed JOB CHARACTERISTICS 5 The job is suitable to the capacity Clear job requirements The amount of work to be done during the day is appropriate Interesting work TRAINING AND PROMOTION POLICY The form and content of training is appropriate Training results help increase work efficiency Enterprises facilitate professional qualification Have high promotion opportunities Fair promotion opportunities for employees in the company MOTIVATION Commitment to fulfill the tasks well while working at the enterprise Feeling very happy working with the business for a long time Willing to stay in the business when there are changes or better opportunities In general, the enterprises' encouragement and encouragement policies always motivate employees to complete their jobs well THANK YOU VERY MUCH FOR YOUR ENTHUSIASTIC COOPERATION APPENDICES QUALITATIVE INTERVIEW QUESTIONS AND RESULTS Purpose: Structured interviews were conducted with the subjects being deputy directors, factory managers and direct workers, all of whom are working at Hoa Thang private enterprise This activity aims to collect information related to the current situation, motivational measures at the enterprise, to assess the appropriateness of the model and observed variables Question Vice Workshop Direct president Manager workers working at enterprise In your In my opinion, I add other In my opinion, the salary, factors such opinion, the what factors bonus and as job factors that at work welfare characteristi have great make policies, cs, company influence employees working structure and are: salary, feel conditions promotion bonus and attached to and training welfare the company relationships policy, job, and the greatly affect relationship current job? the at work, employee's working attachment to conditions, the training and enterprise promotion and job characteristi cs that we work What you like most about the Hoa Thang Private Enterprise? Hoa Thang Private Enterprise has a good welfare policy, regularly organizes sports activities and organizes festivals on holidays The business has a good workplace relationship, everyone helps each other and is very friendly We also have a good understandin g of the work we are going to and the business is equipped with good working conditions, especially during Covid 19 Are you satisfied with the company's compensatio n and benefits policy? Quite satisfied but businesses should increase the quality of meals during the shift and it would be better to receive wages through the banking system In general, businesses still very well on these policies Enterprises should have policies for those who work longterm at the enterprise Are you satisfied with the characteristi cs of the work you are doing? Normal Stereotypical work should become boring Are you satisfied with your current relationship s at the enterprise? Very satisfied Very satisfied Are you satisfied with the current working environment and conditions? satisfied satisfied Are you satisfied with the company's training and promotion policy? Normal Normal training policy There is very little opportunity for advancemen t in the business Enterprises need to have solutions on forms of salary and bonus payment Pay more To improve work motivation, enterprises need to rely on the votes of all employees Given the current situation of the business, in your opinion, what In the near future, enterprises will make adjustments to policies and as well as overcome solutions should the enterprise have to improve the working motivation of direct employees? limitations so that employees can work more confidently attention to human resource training policy and continue to maintain the current good aspects to be more fair and accurate Enterprises promote other policies to encourage more labor spirit not only for direct employees but also for all employees and officers in the enterprise Is the proposed research model and observed variables suitable for the direct employees of the enterprise? Strongly agree Strongly agree Strongly agree ... of creating work motivation for direct employees in Hoa Thang private enterprise - Proposing solutions to further improve the work of motivating direct employees in Hoa Thang Private Enterprise. .. researching some basic issues related to the work of motivating for direct employees in Hoa Thang Private Enterprise • In terms of space: The thesis researches solutions to motivate for direct employees. .. create working motivation for direct employees in Hoa Thang Private Enterprise" 1.2 RESEARCH OBJECTIVES - Systematize the basic issues of motivation and create motivation for direct employees