Problem Identification
Introduction of the company
Established in 1994, the Coca-Cola representative office serves as a liaison, conducting market surveys and facilitating activities to stimulate and establish cooperative projects for Coca-Cola Southeast Asia, Inc.
Vietnam serves as a vital communication hub, conducting market research and promotional activities while managing marketing campaigns Additionally, it plays a key role in facilitating the execution of contracts and agreements related to commerce and investment.
Coca-Cola Southeast Asia, Inc and Vietnamese Co-operations in compliance with
Vietnam's beverage industry is significantly influenced by the Coca-Cola Company, a global leader that offers a diverse range of products, including soft drinks, fruit juices, and sports drinks With its presence in Vietnam and over 200 countries worldwide, Coca-Cola continues to shape consumer preferences and market trends in the beverage sector.
Coca-Cola is meeting the tastes of people around the globe
In January 2015, the company implemented an organizational restructuring aimed at cost reduction and aligning employee roles with their capabilities This process involved the elimination of unnecessary positions to support long-term growth and achieve the company’s vision, resulting in the abrupt termination of half the workforce Some employees were reassigned to new roles or locations, leading to a streamlined team of thirty-five employees, which includes ten temporary and twenty-five permanent staff across seven departments: Human Resources, Knowledge and Insights, Finance, and Commercial and Operations.
Background of the business problem
In this phase, the author utilized a qualitative approach by conducting interviews and gathering data from human resource reports The analysis focused on the responses provided by the interviewees, specifically the general manager and the human resource manager, to draw meaningful insights.
(section 5.1 in supporting information chapter) and reports were provided from Human resource department (table 1: turnover Rate comparison from 2013-2015, figure 1: reasons for employees’ resignation in 2015) in this section
During the quarterly meeting, the general manager of Coca-Cola Vietnam highlighted the company's performance over the past nine months of 2015, as well as its achievements over the last three years He also addressed the challenges the company has faced since January.
In 2015, the author conducted an interview with the general manager and the human resource manager to gain insights into the company's situation Their responses, summarized in section 5.1 of the supporting information chapter, highlighted the turnover rate as a primary concern for the general manager.
General Manager confirmed that since 2014, crisis global economy in general and in
Coca-Cola Vietnam has faced significant business challenges, leading to cuts in compensation packages to maintain profitability across divisions Over the past two years, awards and promotions have been limited, and organizational restructuring has resulted in job cuts, causing many employees to take on doubled workloads This increased pressure has led to overtime work as employees strive to keep projects on track Requests for additional assistant positions have been made to manage the workload, but the General Manager has had to reject these due to budget constraints for 2015, resulting in employee dissatisfaction.
According to the Table of Turnover Rate Comparison that is provided from
In 2015, the Human Resource Department reported an 8% increase in turnover rate compared to 2014, and a 13.7% rise from 2013 This surge in turnover has significantly escalated recruitment and training costs for new employees, reaching $53,690 The majority of resignations came from managerial staff, leading to prolonged recruitment processes and placing additional burdens on current employees who must take on the responsibilities of their departed colleagues.
Table 1: Turnover Rate Comparison from 2013-2015
Years Turnover Rate (%) Manager turnover (%) (%)Rate
Source: Human Resource Report in 2015 (Coca-Cola Southeast Asia)
According to the pie chart of potential reasons (figure 1), all former employees who had been interviewed with human resource department before leaving, Human
According to a Resource Manager, 45% of employees feel devalued and unrecognized by their managers, as they often receive no compliments for their completed work and their challenges go unnoticed Many employees believe that their lack of promotion over the years is due to insufficient recognition and understanding from their managers Additionally, conflicts have arisen from the manner in which managers provide feedback on challenging tasks This situation is illustrated in the pie chart depicting the reasons for employee resignations.
In 2015, over 30% of Coca-Cola employees left for better job opportunities at competing companies like Nestle, Dutch Lady, and Unilever Additionally, 17% of those interviewed cited excessive workload as a primary reason for their resignation The company implemented a headcount freeze to control costs, preventing the transition of temporary employees, many of whom have worked for Coca-Cola for over five years, into permanent positions This situation has created significant stress for temporary employees regarding their career prospects, as they face uncertainty about contract renewals and the possibility of signing new contracts upon expiration.
Coca-Cola faces several challenges, including low employee recognition, heavy workloads, competing job offers, and concerns about job security Despite these issues, constraints related to timing and budget limit potential solutions An interview with the Human Resources department revealed that over 45% of employees cited lack of recognition as a primary factor driving their decision to leave the company Consequently, the general manager and human resource manager identified low recognition as a critical issue that must be addressed promptly to enhance employee morale and foster long-term improvement in the workplace.
Figure 1: Reasons for employees’ resignation in 2015
Source: Human Resource Report in 2015 (Coca-Cola Southeast Asia)
Klubnik (1994) highlights that recognition is a valuable tool for fostering a positive workplace culture, as it is accessible to everyone in the company without incurring high costs or adhering to strict corporate protocols Addressing low recognition is crucial, as it significantly influences employee turnover rates and the trust between employees and supervisors A breakdown in these relationships can lead to increased conflict within the organization, ultimately diminishing employee productivity Furthermore, ongoing departmental campaigns necessitate collaboration, and any internal conflicts can hinder project progress and negatively affect business outcomes Many former employees have cited a lack of recognition from their managers as a primary reason for their departure, underscoring the importance of effective recognition strategies in retaining talent.
Reasons for employees' resignation in 2015
Job offers are influenced by various factors, including recognition, workload, and job security Increasing job security necessitates the involvement of experts who thoroughly understand the structures and functions of each department This process is time-consuming and costly, heavily relying on the policies set by the headquarters in Atlanta and prevailing economic conditions Such changes can significantly affect the Human Resource structure and have implications for the Legal department.
To retain employees and prevent turnover, it is essential to implement a competitive compensation and benefits system, which requires approval from the CEO at headquarters However, completing this project within a year may prove challenging.
The General Manager and Human Resource confirmed that enhancing recognition is a crucial strategy to effectively address the issue quickly and cost-efficiently, with the potential for national implementation To assess the existence of the problem within the company, the author conducted interviews with employees, gathering data to determine if the issue is indeed unique to the organization.
Justification of the problem existence
In this step, the author justifies whether low recognition is the real problem in
The author conducts interviews with current and former Coca-Cola employees across various departments and job levels to assess recognition within the company This approach aims to uncover underlying issues by gathering insights from individuals who have submitted termination letters or have left the organization To evaluate the measurement scale of employee recognition, relevant research is referenced throughout the article.
According to Hopkins (1995), employee recognition is a vital communication tool between management and staff that rewards individuals for achieving specific goals or delivering high-quality results This form of acknowledgment is designed to encourage employees to repeat their positive behaviors The emphasis lies not just on the type of recognition given, but on the act of recognizing employees themselves As a motivational strategy, employee recognition is increasingly gaining traction among managers in organizations.
Employee recognition is typically conceptualized as the assignment of personal non- monetary rewards to reinforce desired behaviors displayed by an employee Feys,
Employee recognition encompasses two key elements: the ability to identify opportunities for praise, which fosters appreciation and motivation, and the tangible actions taken to acknowledge employees' contributions, such as providing promotion opportunities and benefits.
According to Henryhand (2009) and Kopelman, Richard, Gardberg & Brandwein
In a 2011 study, the author formulated interview questions and summarized the responses in section 5.2 To ensure unbiased and direct answers, all response data will be recorded confidentially The research includes insights from eight interviewees, comprising current and former employees from various departments, job levels, and experiences, thereby ensuring a diverse and accurate representation of the issue at hand.
Following the restructuring, 50% of employees reported that their salaries are not competitive, especially considering their increased workload This dissatisfaction extends to the company's benefits, as employees continue to express unhappiness Detailed responses can be found in Table 7, located in Section 5.2.
A finance and procurement assistant at Coca-Cola expressed frustration over the lack of recognition and promotion after five years of service Among eight employees surveyed, three reported being stuck in their positions for years, highlighting dissatisfaction with the company's promotion system They believe their job grades should reflect their long-term contributions The assistant criticized the promotion criteria, stating it unfairly favors candidates with strong academic records while overlooking those with extensive experience and proven job performance Data collected indicates a significant scarcity of promotion opportunities within the company, as detailed in Table 7 (Section 5.2).
A recent survey revealed that only 50% of employees feel recognized and motivated by their bosses, with five out of eight respondents indicating a lack of timely compliments or encouragement despite performing well For instance, a commercial and operations manager shared, “My manager did not give me any support or motivation for my new position and rejected all my ideas for improving efficiency, leading me to quit.” Another employee noted that their boss withholds feedback, believing that employees should be proactive in overcoming job-related challenges This indicates a significant gap in feedback and support from managers, as detailed in Table 7 of Section 5.2.
In a recent survey, the author explored employee appreciation within Coca-Cola, revealing that five out of eight interviewees felt unrecognized for their contributions For instance, a Finance and Procurement assistant expressed her dissatisfaction, stating, “I feel unhappy and unappreciated for my contributions, and I am uncertain about my future here as my contract nears expiration.” This sentiment reflects a broader trend, as the data indicates that most interviewees share similar feelings of neglect regarding their efforts within the company.
The author highlights that low employee recognition is a significant issue within Coca-Cola Southeast Asia, based on insights gathered from interviews with the General Manager and Human Resource Manager This problem's importance is further emphasized, indicating a need for immediate attention and solutions.
Justification of the problem importance
Research indicates that employee recognition significantly impacts turnover rates, with Saunderson (2004) highlighting its crucial role in employee retention amidst a dynamic job market Public sector leaders emphasize that meaningful recognition fosters morale, loyalty, and commitment among employees The correlation between recognition and employee loyalty suggests that increased acknowledgment leads to greater dedication to the organization Skudiene et al (2013) identify a lack of recognition as a primary reason for employee departures, while Muthuveloo et al (2013) note that individuals appreciate acknowledgment for their contributions Notably, despite many organizations implementing formal recognition programs, employees often seek more frequent informal recognition in their daily work experiences.
Employees who feel heard, supported, and appreciated for their contributions tend to be more engaged in their work Conversely, a lack of recognition can significantly influence their decision to leave the organization Research shows that employee appreciation is crucial in retaining talent and fostering a positive workplace environment.
The Turnover Rate Comparison table from 2013 to 2015 reveals a significant upward trend, with the turnover rate in 2015 exceeding that of 2014 by 8% and that of 2013 by 13% This data indicates a rapid increase in turnover rates over the three-year period, particularly highlighting a steep rise in manager turnover rates.
In 2015, the turnover rate for Coca-Cola peaked at 82% within three years, as highlighted in section 1.2 Additionally, research indicates a significant disparity in turnover rates between Coca-Cola and its competitor, Pepsi.
In 2015, Coca-Cola's turnover rate increased by 12% compared to Pepsi, indicating a troubling trend of employee dissatisfaction When employees feel recognized and valued, they are more likely to commit to their career paths within the company Conversely, a lack of appreciation can drive them to seek better opportunities elsewhere This not only affects short-term revenue due to increased recruitment costs, which reached $53,690 in 2015, but also has long-term implications for profitability and employee development, as new hires require time to learn and adapt to the company culture.
The increase in turnover rates significantly affects Coca-Cola's performance, necessitating a thorough evaluation of the underlying causes and the implementation of effective solutions.
Table 2: Turnover Rate Comparison from 2013-2015 in Coca and Pepsi
Years Turnover Rate (%) Manager Turnover Rate (%)
Coca-Cola Pepsi Coca-Cola Pepsi
Source: Human Resource Report in 2015 (Coca-Cola, Suntory Pepsico)
Mone, Eisinger, Guggenheim, Price & Stine (2011) highlight that recognition serves as a vital feedback mechanism based on positive reinforcement, directly linked to employee behavior and goal achievement, which in turn correlates with enhanced employee performance and overall company success Conversely, a lack of recognition can lead to mental and emotional distress, contributing to burnout among employees They emphasize that an effective recognition system and continuous feedback are crucial components of performance management, fostering improved employee outcomes An analysis of employee performance records from two quarters in 2015 reveals a decline in objective completion rates, with competitors achieving higher rates of 81% in Quarter 1 compared to a drop in performance in the same period.
Quarter 2 There are significant differences between two companies in the beverage industry This case shows that the employee performance in Coca-Cola is lower than employee performance in Pepsi through two first quarters in 2015 Combining the literature support and records from Human Resource in Coca-Cola Company and Pepsi Company, the author can finalize that recognition relates to the turnover rate and employee performance in the Coca-Cola
Table 3: Employee performance in Q1 and Q2 at Coca-Cola and Pepsi
Quarter Objective accomplishment rate in Coca-Cola (%)
Objective accomplishment rate in Pepsi (%)
Source: Human Resource Report in 2015 (Coca-Cola Southeast Asia)
The author confirms that recognition plays a significant role in influencing employee turnover rates and performance To identify effective solutions, the author investigates the underlying causes of recognition through literature review and employee interviews.
Potential causes of the problem
In this step, the author finds the potential causes that impact on the recognition
Potential causes are listed down with the literature supports that focus on information that related to causes that should be clearly considered
Rewards encompass various forms of compensation, including cash payments and working conditions, as defined by ệzutku (2012) Organizations provide both intrinsic and extrinsic rewards to enhance human resource outcomes Intrinsic rewards, such as a sense of achievement and conscious satisfaction, play a crucial role in motivating employees.
An extrinsic reward refers to a tangible recognition received for achieving a specific goal According to Rustand (2001), incentive and performance awards, often provided by the human resources department, play a crucial role in demonstrating employee appreciation He also found a statistically significant relationship between reward and recognition, highlighting the importance of acknowledging employee efforts.
According to Baker, Perreault, Reid, and Blanchard (2013), feedback—whether formal or informal—is a dynamic communication process between two individuals that conveys information about the receiver's performance on work-related tasks, fostering a sense of recognition This feedback serves to inform individuals about their proximal goals, recent behaviors, and desirable developmental outcomes, facilitating ongoing improvement and growth.
Research from 2006 highlights the importance of effective feedback strategies and action plans in enhancing employee recognition The study concluded that implementing these strategies not only fosters a culture of recognition but also increases the likelihood of lasting changes in employee acknowledgment levels.
Intrinsic motivation is defined as the drive that originates from within an individual, rather than from external rewards This type of motivation encourages individuals to adopt or modify behaviors for their own internal satisfaction and fulfillment It is typically self-driven and arises from the direct relationship between the individual and their circumstances.
According to Dar, Bashir, Ghazanfar & Abrar (2014) indicated that intrinsic motivation has positive influence on employee recognition
Koning & John (1993) emphasized that employee benefits are an integral component of the employment package, playing a crucial role in employee recognition These benefits encompass a range of offerings, including health care, vacation time, sick leave, child care, scholarship funds, elder care, fitness facilities, and various insurance types A positive correlation exists between the provision of benefits and enhanced employee recognition.
According to Pergamit and Veum (1999), promotions are defined as upgrades in an employee's current position without changes in duties or responsibilities These promotions serve as a reward, with the likelihood of achieving them linked to an individual's productivity Successful candidates not only gain higher salaries but also enjoy enhanced prestige associated with their new roles The outcomes of promotions often encompass increased wages, opportunities for training, additional supervisory responsibilities, and a greater level of recognition within the organization.
Literature reviews identify five key factors influencing recognition: rewards, feedback, intrinsic motivation, benefits, and promotions Additionally, a cause-effect map illustrates the impact of these factors on real-world issues, highlighting their interconnectedness.
Figure 2: A cause-and-effect map of low employee recognition
Mone, Eisinger, Guggenheim, Price & Stine (2011)
The alternative solutions
Justification of the potential causes
The author conducted in-depth interviews with twenty current and former employees across various departments and job levels to identify factors influencing recognition, following a review of potential causes listed in the literature (see Table 8 in Section 5.4) To ensure clarity, the author provided detailed explanations of each potential cause, enabling employees to grasp the concepts and offer insightful responses for the analysis The interview questions were developed based on research by Kopelman, Richard, Gardberg, and others.
According to Brandwein (2011), a study involving fifteen employees revealed that timely feedback and rewards from managers are crucial factors influencing employee recognition This finding highlights the significance of managerial support in fostering a positive work environment.
Support and timely feedback are essential for employees to feel recognized and appreciated in their roles Many employees believe that feedback from direct managers significantly influences their performance and commitment For instance, a Commercial and Operations assistant highlighted that a lack of support and feedback from her former manager led to challenges in completing tasks, emphasizing that recognition of contributions is vital Similarly, a Brand Manager assistant expressed disappointment due to delayed feedback, which left her feeling confused and unsupported during difficult situations Overall, 80% of employees agree that managerial feedback is a crucial factor in their sense of recognition and motivation in the workplace.
A recent survey of Coca-Cola employees highlighted the critical role of rewards in employee recognition, with eleven staff members emphasizing that rewards validate their contributions A management trainee noted, “Reward is the gift that I get after the efforts,” reflecting a common sentiment among long-term employees who feel their routine work lacks acknowledgment An office manager expressed frustration over not receiving recognition for years of hard work, while a Knowledge & Insights Specialist pointed out that despite a 15% annual salary increase over seven years, no formal rewards were given This lack of recognition seems to impact employee loyalty, particularly among those with over five years of service who are dissatisfied with the current rewards system Management believes they provide sufficient feedback and expect employees to be proactive in problem-solving, as stated by the marketing manager and technical manager However, this approach may worsen the situation if employees continuously seek guidance to assess their performance Meanwhile, the management team remains content with the promotion system that supports their career advancement.
An analysis of employee feedback reveals a divide in perceptions regarding recognition at Coca-Cola While a minority believe that intrinsic motivation and promotions are crucial for recognition, many employees argue that promotions are not significant, as job titles often do not hold substantial value Over 80% of respondents identified two critical issues: ineffective rewards and insufficient feedback, which require immediate attention to prevent these problems from becoming ingrained in the company culture Additionally, conflicts between management and staff negatively affect employee commitment and performance The lack of feedback may stem from employees' belief that their colleagues can independently address issues, highlighting the need for a more effective rewards system.
According to the real problems from the collected data, the author narrows the cause- effect map as bellows:
Figure 3: Final Cause –Effect Map
Proposed alternative solutions
The author identifies critical issues affecting the company's recognition level, specifically the lack of managerial feedback and an unsatisfactory reward policy, based on employee interviews and a literature review To address these problems effectively, it is essential to implement solutions that align with the human resources department's requirements, ensuring they are applicable within the organization, easy for employees to engage with, and compatible with the company culture Additionally, the proposed solutions should be achievable within a twelve-month timeframe and a budget of no more than $20,000, while minimizing disruptions to the existing business system The author aims to develop strategies that enhance feedback mechanisms and reward structures, drawing inspiration from scholarly literature to inform these improvements.
& Stine, 2011) management literature always provide the golden solution concepts and general information on how to take actions on the plan and why we need to use them
A feedback-friendly culture is essential for organizations, as it fosters a shared identity and set of values among members, allowing for customization and dynamism According to Baker, Perreault, Reid & Blanchard (2013), three key elements are crucial for establishing such a culture First, the learning series lays the foundation for continuous improvement Second, a trustworthy environment that ensures psychological safety is vital, as it enables open communication and authentic conversations Finally, dialogue across all organizational levels is necessary to facilitate effective feedback Each of these elements plays a significant role in cultivating a culture that encourages constructive feedback and collaboration.
Many employees report a lack of feedback from their managers, indicating a need for a feedback-friendly culture within organizations By fostering an environment where feedback is seen as essential for maintaining company culture, managers can shift their perspective from viewing feedback as an obligation to recognizing its role in employee development According to Baker, Perreault, Reid, and Blanchard (2013), establishing a proactive feedback culture is crucial for creating a safe space for sharing insights This cultural transformation promotes natural behavior and can lead to growth opportunities across various industries Implementing this solution requires one month to arrange for a trainer who can effectively inspire employees about the importance of feedback, along with an additional two weeks to secure suitable training locations.
The investment in training is reasonable, enabling employees to actively participate in the project By motivating employees to put forth their best efforts, the training aims to yield positive outcomes guided by the instructor's expertise.
According to Robertson (2008), 360-degree feedback is a multi-source assessment tool that evaluates an individual's performance through input from managers, subordinates, colleagues, and customers This feedback is structured around specific performance dimensions and is particularly valuable in organizations that prioritize coaching for employee development Companies often utilize 360-degree feedback data before sending select employees to external leadership programs, fostering two-way communication and encouraging employee involvement By valuing employee opinions, organizations demonstrate respect and promote a culture of feedback, which enhances working relationships and teamwork Additionally, this process increases awareness of competencies for both employees and senior management, highlighting areas for development (Garavan, Morley).
360-degree feedback is a widely used tool in companies worldwide, significantly enhancing employee performance by identifying and addressing their strengths and weaknesses However, at Coca-Cola, many employees feel uncertain about their performance, as managers often fail to provide constructive feedback on reports This lack of communication hinders employees' understanding of their areas for improvement Implementing 360-degree feedback can foster active engagement between employees and managers, promoting mutual understanding and facilitating personal and professional growth.
The implementation of 360 feedback systems can be costly, with initial expenses reaching around $1,200 and ongoing costs exceeding $150 per individual, leading to a total investment of over $30,000 in the first year This process is time-consuming, requiring numerous surveys from each employee, often yielding limited actionable insights Additionally, there may be challenges in obtaining candid feedback, as individuals might feel pressured to provide responses, and there is frequently a lack of follow-up actions based on the feedback received Furthermore, an overreliance on technology can hinder the effectiveness of this approach.
Organizations can effectively motivate employees by offering cash bonuses for outstanding performance, particularly when individuals exceed their established targets The bonus amount is typically determined by the degree to which employees surpass these targets, or it may vary based on their ranks or job groups.
Companies often provide cash bonuses to acknowledge and reward employee performance during annual appraisals These bonuses not only serve as recognition for past achievements but also create an unspoken expectation that they will motivate employees to maintain or improve their performance in the upcoming year (Njanja, Maina, Kibet & Njagi, 2013).
Many companies, such as Coca-Cola, utilize cash bonuses to recognize employee contributions, as employees often express a preference for cash over gifts This preference stems from the versatility of cash, which can be used for various purposes, unlike gifts that may not meet individual needs.
Coca-Cola's policy prohibits cash gifts as a form of employee rewards Instead, the company prefers to use gifts or vouchers Any such reward proposal must be escalated to the upper human resources department within the business unit for approval.
This process might take time
Hsieh & Chen (2011) emphasize that offering a market-aligned compensation package can be a strategic investment, particularly when replacing employees would incur high costs or create disruptions By ensuring that salary levels are competitive with the labor market, companies can attract and retain talent effectively.
To ensure competitive pay and retain talent, Coca-Cola must conduct market research to compare salary levels with other companies in the industry Former employees have indicated that they left for better offers elsewhere, highlighting the need for Coca-Cola to adjust its compensation strategy This adjustment is essential to prevent the loss of skilled employees to competitors However, implementing this solution may necessitate significant changes to the entire compensation and benefits system if Coca-Cola's salary range is currently below market standards.
Firstly, London & Higgot (1997) set up 3 categories:
Category 1 – teamwork recognition for individuals who perform tasks on a day-to-day basis
Category 2 – excellent key tasks recognition for individuals who perform their day-to-day activities with a degree of quality on a continual and consistent basis, thereby supporting the company quality policy and logo (quality, continuously and consistently) Successful nominees within this category are expected to demonstrate a good appreciation within the company that encourages not only a team spirit, but also support of the company goals and objectives
Category 3 - High achievement in a special project Individuals are sometimes requested to participate in special process improvement or problem solving teams, or groups which facilitate the company's development or manufacturing activities
Secondly, each category winner is given an award consisting of:
A monetary component, consisting of either a getaway weekend package at a prestigious hotel or a money order to a leading retail store;
A framed certificate from the company
The Selected Solution
Explanation for selected solutions
Table 4: A comparison of alternative solutions
Causes Solutions Solution Properties Plan Requirements
To advocate proactive feedback in the organization as well as shapes a safe feedback-sharing environment
It is identical from bottom down It also create growth opportunities in various organizations and can be apply widely in most of industries
Timing requirements: 1 year Cost: 18.000 USD
Be suitable to Company culture
360 Over 30,000 USD in the first year of
Consume Time in using (1 year to apply and haft of year for result evaluation should change as little as possible in the current business system cash gift is unacceptable
Widely used to appreciate employees’ contribution
Violate the company policy in giving cash to employees
Need to be escalated to the upper human resource department in the Business unit to get approval
Require the big change in the whole compensation and benefit system if the company’s salary range is less than others’
Costing over 10,000 USD for salary market research, and more than 15,000 USD to reward employee if the reward package is less than others
The employees can have motivation to work hard to get the reward during year
Do not cost much ( reward can be certificate, or small gifts is based on company budget)
The author emphasizes the importance of a feedback culture in fostering strong relationships and enhancing employee recognition within organizations According to Baker (2010), monitoring and evaluating human performance is essential for organizational success Gberevbie (2008) also highlights that an effective reward system is crucial for acknowledging staff contributions To improve feedback mechanisms and reward systems at Coca-Cola Vietnam, the author proposes the implementation of a feedback-friendly culture alongside a reward strategy that includes cash bonuses and quarterly awards for outstanding employees.
Create the Feedback – Friendly Culture
To foster a culture of effective feedback, it is essential to first educate employees and managers on its vital role and the appropriate timing for its implementation Training sessions should focus on teaching employees how to provide supportive and facilitative feedback, emphasizing that feedback is most impactful when integrated into a systematic process that enhances understanding of individual progress Many employees and managers often overlook the value of feedback, which is why it must be framed as an active informational tool that aligns with broader company objectives This shift in perspective is crucial for managers, some of whom view feedback as unnecessary or a waste of time, despite their employees being capable and proactive problem solvers By restructuring their mindset, this training will empower managers to deliver meaningful feedback that drives employee development.
To foster a trust-based environment that enhances feedback effectiveness, it is essential to create a safe space where negative feedback does not lead to relational conflict This trust encourages employees to actively seek feedback and receive it mindfully, thereby increasing the meaningfulness of the feedback process (Gberevbie, 2008) By establishing trust between employees and managers, organizations can align feedback with both short- and long-term goals, while also addressing current challenges Emphasizing characteristics of informal feedback—such as timeliness, specificity, and effective communication—will further strengthen trusting relationships and improve overall organizational dynamics.
To foster a friendly feedback environment, companies must prioritize open conversations that facilitate multidirectional communication This approach encourages feedback to flow freely among management and subordinates, though many still feel uncomfortable sharing insights in various directions Establishing a culture of open dialogue aligns with the strategic vision necessary for enhancing performance According to Gberevbie's 2008 research, three key managerial levels—top, middle, and first-line managers—play a crucial role in initiating this cultural shift By inspiring and practicing genuine dialogue in their daily interactions, these managers can effectively lead their teams toward achieving this new goal.
Create Annual Quality Award combining with cash bonus
To enhance employee morale and foster a sense of appreciation, the company not only cultivates a friendly feedback environment but also implements an annual reward strategy This strategy features a quality award paired with a cash bonus, grounded in three key elements that influence the role of rewards within the organization It is essential that rewards hold significant meaning for employees.
To effectively motivate employees, organizations must offer substantial and distinctive rewards that are easily recognizable It is crucial for organizations to honor the rewards they promise to their staff, as this commitment fosters motivation Additionally, a fair and just reward system is essential; when employees perceive the reward structure as equitable, they are more likely to strive for excellence Conversely, if employees feel that the reward system is unfair, it can lead to discouragement and may result in increased turnover.
The company should apply the annual quality award with the term that has been showed as chapter two The rewards should be categorized into three separated objects
Quarterly performance reviews are essential for evaluating employee contributions, with cash bonuses serving as rewards linked to individual or team achievements against set objectives These bonuses, which are separate from basic pay, allow employees to utilize the funds as they see fit Each team should establish clear targets for the quarter, understanding the rewards available for successful performance To ensure financial stability, the company must plan its award budget annually, safeguarding against economic fluctuations The Human Resources department should collaborate with department managers to finalize the budget and awards plan, ensuring fairness across categories Awards can be both tangible, like certificates and cash bonuses, and intangible, such as public recognition through displays of outstanding employees' photos and achievements Additionally, at the year-end party, the General Manager publicly acknowledges employees who excelled, fostering a culture of appreciation and motivation within the company.
In summary, the proposed solution, which includes feedback provision, annual awards, and cash bonuses, will be implemented at the company at the beginning of next year This approach aims to enhance employee recognition and address existing issues promptly By fostering a culture of friendly feedback, the company can strengthen team relationships, build trust, and boost employee morale over the long term Rewards are crucial for recognizing outstanding employees and motivating them to contribute to the company's sustained growth When employees feel appreciated, they are more likely to increase their contributions The estimated annual cost to implement this system is manageable, not exceeding $20,000 However, challenges may arise, particularly in changing management's mindset about feedback, which requires a well-structured plan and training Additionally, the company must allocate a budget for experienced trainers and navigate the existing policy of service awards given every five years, as implementing a quarterly reward strategy will require time and approval from the Business Unit Close collaboration between the human resources and finance teams is essential to ensure budget reconciliation and effective implementation of this long-term strategy, which aims to deliver positive outcomes for the company.
Change Plan
The change plan is initiated at the project's outset, following management's approval of the selected solutions This plan aims to inform the organization about the cost schedule and mitigate resistance to change, which could jeopardize the project's success Key requirements for the change include ensuring that the entire organization is engaged and informed about upcoming developments, and that individuals directly involved in the plan are committed to its execution Three essential elements are incorporated into the change process to facilitate effective implementation.
The objectives of the plan is to improve the recognition level at Coca-Cola
The company is committed to fostering a culture of friendly feedback exchange and implementing a reward system that ensures employees feel recognized and appreciated by their managers This strategy not only enhances employee loyalty and performance but also builds trust between employees and management A positive relationship cultivates a friendly work environment After one and a half years, an evaluation will be conducted through interviews with current employees to assess the effectiveness of this plan.
The author outlines an action plan with a timeline and identifies key personnel responsible for executing the changes, as well as those required to participate In the first two weeks, the management team will communicate the plan to employees via emails, training sessions, and meetings, ensuring that all staff understand the project's objectives and fostering a spirit of collaboration The project team consists of three members: the Human Resource Manager, the Compensation and Benefits Manager, and the Financial Manager.
Table 5: Action timeline and objectives
Project Team works with Finance team to plan the budget to the solutions Proposed the solution and budget for finance director approval
Participants: Project team and finance team
In the Project team meeting, the plan will be proposed overall plans and solutions
Propose the budget to run the plan The second meeting to finalize the acceptable budget for the project after the alignment
Finance team knows the acceptable budget on each project
Project team understands the company policy and how to run the project
Project team will work with head of department who are key contact to aware of upcoming training course and reward system change Weekly meeting to update the project progress
Participants: Project team and heads of department
Informing department heads about the change plan, its objectives, and the project's execution is crucial This approach enables managers to understand the current situation and mitigate resistance to change from team leaders.
To inform to them the upcoming plans and budget for each step and requirement for the cooperation
In the event of a protest, we will take the necessary time to adjust our approach and provide clear explanations to ensure that there is no resistance from the management team.
Heads of department work with their team member to inform the plan and the next steps
Participants: heads of department and team member
This step will take nearly a month and play an important step So, the project team should make sure this step timeline will be strictly followed
To acknowledge the objectives of the projects and which benefits that employee will get when the project is done This step will take more than three weeks
Firstly, there will be a team meeting
Manager will inform the plan to the team members and explain the project purpose and its’ benefits
Secondly, after the meeting, the project will communicate to all employees via emails
Thirdly, there will be a town hall, in which general manager announce the current company situation, the project objective, and its’ steps and benefits
Contact to Coca-Cola University that provides trainings for Coca-Cola employees all over the world
Cost: 3500 USD/an employee who attends to the training
Course This course will provide to employee and manager the effective way to give the feedback to employees and how to treat their members effectively
Corner and Le Duan, Hai Ba Trung, 1, Ho
The hotel is conveniently located near the office, allowing employees to easily walk to their accommodations Featuring spacious and comfortable rooms, it is ideal for training sessions As a partner of Coca-Cola, the hotel offers exclusive deals for bookings, ensuring the best value for guests.
Cost: 1000 USD for hotel charge
Participants: Managers and their team members
Set up performance target for the second and third quarterly
Participants: Human Resource team, managers and team members
The performance target should be clear
And review weekly to make sure the target is achievable
The human resources department will distribute a new evaluation form to each department via email every quarter Team members will collaborate with their managers to establish performance targets for the upcoming quarters, Q2 and Q3.
Evaluate the performance in Q2 and Q3
Participants: managers and human resource
The evaluation should get the awareness from Human Resource Manager to ensure the evaluation is total fair They can finalize who will be rewarded
Reward for out-standing employees in Q2 and Q3
The rewards can be certificates, gifts and cash to make employees feel that they are
Participants: Human Resource team, managers and team members recognized and appreciated for their contribution
Review the performance results and make an interview to all employee
Participant: Project manager, human resource manager and employees
The project's outcomes will be assessed through performance reviews and interviews, utilizing the questionnaire outlined in Table 5 This includes items and references related to potential cause justification from employees, as detailed in Section 5.5 by Kopelman, Richard, and Gardberg.
& Brandwein, 2011) to justify whether there was any improvement after the project run.
Conclusion
This thesis examines the factors contributing to high employee turnover rates at Coca-Cola, leading to increased recruitment costs Utilizing data from human resource reports of both Coca-Cola and its competitors, the author identifies low recognition and appreciation from management as the primary issue affecting employee satisfaction Many employees express dissatisfaction with their roles and the feedback they receive, while the current reward and promotion systems fail to meet their long-term expectations To address these challenges, the author proposes two key solutions: fostering a culture of open feedback that encourages communication between all levels of staff, and implementing annual appreciation initiatives, such as cash bonuses or certificates These strategies aim not only to reduce turnover rates but also to boost employee morale and enhance overall company performance.
Supporting Information
Supporting information of business problem background justification
The author gathered insights from interviews with the general manager and human resource manager, who possess a deep understanding of the company's conditions This data, illustrated through a pie chart depicting employee resignations at Coca-Cola, highlights the overall situation within the company From this information, the author identifies existing problems that need to be addressed.
The General Manager of Coca-Cola Vietnam has acknowledged that the global economic crisis has adversely affected the company's performance, leading to cuts in compensation packages to maintain profitability Over the past two years, opportunities for awards and promotions for high-performing employees have been significantly limited While the General Manager is eager to address these issues to retain talent, budget constraints imposed by the Finance department remain a challenge Additionally, recent organizational restructuring has resulted in job cuts, causing many employees to face increased workloads and pressure to meet project deadlines Despite requests for additional staff to alleviate these burdens, the potential recruitment costs exceed the 2015 budget.
Therefore, I had to reject the request So, in this case, it impacts to the employees’ trustworthy to the company
A recent analysis by the Human Resource Manager at Coca-Cola reveals that 45% of resigning employees feel undervalued and unrecognized by their managers, citing a lack of compliments and understanding of their challenges Long-term employees express frustration over missed promotion opportunities due to insufficient recognition Additionally, conflicts often arise from the manner in which feedback is delivered on difficult tasks The company’s average salary is less competitive compared to rivals in Ho Chi Minh City, leading over 30% of employees to leave for better offers from competitors like Nestlé, Dutch Lady, and Unilever Furthermore, temporary employees report feeling stressed about their career advancement prospects.
The author conducted an analysis of the reasons provided by the general manager and human resources, supported by turnover rate data from 2013-2015 and a pie chart illustrating employee resignations in 2015 This analysis offers a comprehensive overview of the company's business performance in 2015, highlighting trends in turnover rates and associated costs Through a literature review, the author identifies employee resignation factors, with a consensus among the general manager, human resource manager, and the author pinpointing recognition as a critical issue Additionally, the author incorporates data from in-depth interviews based on a questionnaire developed from the research of Achim, Dragolea & Balan in 2013.
Interviewees from various departments, with diverse work experiences and employee statuses, are essential for identifying the core issues The questionnaires are designed to gauge employee recognition and are crafted to be straightforward, minimizing bias to ensure the accuracy and integrity of the gathered information.
Supporting information of problem existence justification
Recognition, as defined by Hopkins (1995), refers to the communication between management and employees that rewards individuals for achieving specific goals or delivering high-quality results in the workplace This recognition is assessed based on various factors, including benefits, promotion opportunities, appreciation, and effective communication.
To assess the presence of issues within the company, the author employs Henryhand's (2009) questionnaires The analysis of the responses reveals insights into the existence of the problem The scale consists of 19 questions that examine various aspects of established recognition programs, including benefits, communication, promotion, and appreciation.
Table 6: Questionnaire items and references for problem existence justification
Benefits Do you feel you are being paid a fair amount for the work
How satisfied are you with your health benefits?
Do you think that the benefit package you have is equitable?
Do the benefits you receive are as good as most other organizations offer?
Do you feel you are being paid a fair amount for the work you do?
Appreciation Do you feel that the work you do is appreciated?
Do you feel unappreciated by the organization when you think about what they pay you?
Promotions For those who do well on the job stand a fair chance of being promoted
Is your supervisor is unfair to you?
Do people get ahead as fast here as they do in other places?
Are you satisfied your chances of promotion?
Is there really too little chance for promotion on my job?
Communication Are the goals of this organization clear to you?
Do you often feel that you do not know what is going on with the organization?
Are work assignments fully explained?
Is communication seemed well within the organization?
The author selected eight employees with the purpose that the author can get the valuable information from their answers:
The office manager, who is working Coca-Cola for 12 years, is permanent employees
She may have point of view about the company condition because she has been work for
Coca-Cola for a long time She can recognize the negative change of the company in this year
Knowledge and insight specialist left already after 2 working years The author can find out the reason why she chose to leave
Public Affair Communication Manager, whose all staffs have been cut, has to work alone
Finance and procurement assistant who has to handle two tasks: Finance assistant and procurement assistant, is temporary employee She has worked for 5 years
Former brand manager, the author can find out the reason why she chose to leave
Commercial and Operations Manager in North and Cambodia who already left, worked in six years The author can find out the reason why she quits the job
Temporary Commercial and Operations assistant already submitted the termination letter
After the interview, the author can get to know the reason why she wants to leave without the approval from her manager
Quality, Safety and Environment Manager who works for seven years, understand the company transition throughout seven years
The author analyzed data collected from the answers, and recognized the main problem of the company
Table 7: Interviewee’s Answers for problem justification
No Answers relate to benefits
1 Office manager I am not satisfied with my benefits I have received Because I work here for 12 years But my salary is not competitive It disappoints me
I am not happy with my salary I have been paid even I work over time I have not received any reward from the date I joined in Coca-Cola
After two working years as a temporary staff, my manager informed that my salary will not be increased in this year
Although my performance is quite well recently, but I have been not rewarded
No Answers relate to promotion
1 Office manager No I have gotten stuck at this position for more than 8 years
Although I tried to rotate to another position in another department, but still be rejected
I have faced stagnant job grades for several years, with limited promotion opportunities The evaluation process for promotions seems biased, favoring employees with strong academic records over those with significant experience and proven job performance.
No I worked for Coke for 3 years as temporary staff who do not have promotion or salary increase
This year, my workload has doubled due to significant changes in quality and safety policies, demanding increased effort and focus on adapting to the new regulations Despite taking on additional responsibilities, my job grade remains the same.
No Answers relate to communication
1 Office Manager No My direct manager does not support or guide me in the difficult tasks, and always rejects my ideas that help cut cost for the company
No I do not get appropriated answers from my manager about job concerns Some tasks are not clear to me
3 Commercial and Operations Manager in North and Cambodia
Previously, I served as the Commercial and Operations Manager in Ha Noi, overseeing the North Market for five years before transitioning to the Cambodia Market Despite my lack of in-depth knowledge about this promising market, my manager offered no support or motivation for my new role and dismissed all my suggestions for improving work efficiency Consequently, I made the decision to resign from my position.
4 Brand Manager My manager thinks that we should proactive to solve our issues rather than receive her orientation
No Answers relate to Appreciation
1 Office manager No He did not care and recognize my performance because of his prejudice from my last mistakes
After five years as a permanent employee, I am now required to sign a one-year contract with an outsourcing company for temporary work This change has left me feeling unhappy and unappreciated for my contributions, and I am uncertain about my future here once my contract expires next year.
No I worked for Coke for 3 years as temporary staff and do not receive any appreciation from my manager
My new manager consistently prioritizes urgent tasks, often overlooking my efforts to complete other assignments Despite my dedication to meeting deadlines, he fails to acknowledge my hard work and continually pressures me to finish jobs without considering my workload.
Despite my significant contributions to the company, I often feel unappreciated, as my manager rarely offers compliments While my role may be routine, receiving acknowledgment for my efforts would reinforce my sense of value within the organization.
Supporting information of problem importance justification
After identifying the existence of a problem within the company through interviews, the author explored literature reviews to understand the significance of the issue and its potential impact on Coca-Cola In a 2004 study, Saunderson highlighted the crucial role of recognition in organizations, linking it to employee turnover rates He affirmed that increased recognition leads to greater employee loyalty To further underscore the importance of recognition, the author referenced Skudiene's 2013 research.
Everhart, Slepikaite, and Reardon emphasize that a lack of recognition is a primary factor driving employees to leave their jobs The existing literature robustly supports the significance and impact of this issue on organizational performance.
Recognition systems significantly enhance employee engagement by fostering a sense of appreciation and value, as highlighted by Ping & Long (2013) Mone et al (2011) emphasize that recognition serves as a vital form of feedback, reinforcing positive behaviors and achievements related to specific goals The analysis of turnover and employee performance reports from Pepsi and Coca-Cola further substantiates the impact of recognition on organizational dynamics, confirming the importance of addressing related challenges within companies.
Supporting information of potential causes
The author decides to search more information from literature reviews about the potential causes that directly impact to employee recognition level Definition is listed down as bellows
Table 8: Potential causes and definition
Rewards were defined to include all types of compensation, from cash payments to working conditions
Rustand (2001) Rewards (incentive awards, performance awards) may be available through the human resources department and should be used to show employees how much they are appreciated
Feedback is a dynamic communication process between two individuals that provides information about the receiver's performance in completing work-related tasks It plays a crucial role in making individuals feel recognized and valued.
Intrinsic motivation refers to motivation that comes from inside an individual Intrinsic motivation is usually self-applied, and springs from a direct relationship between the Individual and the situation
4 Koning & John Benefits Benefits are applied to all employees and are
(1993) included as part of the employment package
Promotions Promotions involved no change in position or duties, but were simply an upgrade of the current position
Supporting information of potential causes justification
After establishing the potential causes affecting recognition levels through literature review, the author conducts interviews with employees to identify the actual factors influencing recognition within the company Prior to the interviews, each participant is briefed on the definitions of the potential causes and the measurement scale for recognition The questions are structured around the recognition measurement scale and the five potential causes identified in the research by Kopelman, Richard, Gardberg, and Brandwein (2011).
Rewards: cash payment, working condition, compensation, incentive awards and performance awards
Feedback: Formal feedback (company evaluation form, email) and informal feedback (conversation)
Intrinsic motivation: when you do something because you enjoy it or find it interesting
Benefits: company outing trip, transportation, gifts, vouchers
Promotions: an upgrade of the current position
In section 5.5, table 6 presents responses gathered from employees regarding key terms and potential causes of issues within the company The author directly inquired about the most significant causes as perceived by employees, prompting them to elaborate on their reasoning This feedback enabled the author to identify the primary problems affecting the organization Additionally, the author conducted interviews with the management team to gain a comprehensive understanding of their perspectives on the overall situation.
The questions in table 5 (section 5.5) are developed from the research of Kopelman,
Table 9: Questionnaire items and references for potential cause justification
Rewards How satisfied are you with your current salary?
How do you feel about the fairness of the wages system at your place compare to:
The tasks you do Your co-worker wage Other people working in the same field?
Feedback When you finish your job, do you often get the comments from you manager or co-worker?
How much do you enjoy working every day and performing at your best?
Do you think your work fulfills your basic needs?
Would you say that it is usually nice to come to work?
Benefits Are you happy with your health benefits?
How do you find the company’s benefits compared to other companies’ benefit in the industry?
Brandwein (2011) Promotion How do you feel about the possibilities to be promoted in your work?
The author analyzes the problem basing on the table below:
Table 10: Employee’s answers for potential cause justification
Manager feedback and support play a crucial role in enhancing my performance and commitment at work Constructive feedback helps me identify weaknesses and build on my strengths, boosting my overall motivation Additionally, recognition and rewards from the organization for our hard work provide clarity on our goals and drive us to achieve even better results.
Timely feedback from my supervisor is crucial for resolving issues and enhancing performance, particularly in the Marketing department where daily communication is essential for smooth media project execution Her insights help me identify project shortcomings, allowing me to promptly address problems with agencies However, there are times when feedback is delayed or absent, leaving me feeling disappointed and uncertain about how to navigate challenges This highlights the importance of timely and constructive feedback in fostering a sense of appreciation and clarity in our work.
My former manager consistently assigned me urgent and challenging tasks without providing the necessary support or feedback This experience highlighted the importance of recognition in the workplace, as support and constructive feedback are essential for employees to feel valued and acknowledged.
The company needs to enhance its reward system to better recognize employee contributions Despite our dedicated efforts over the years, we have not received adequate acknowledgment Rewards play a crucial role in making us feel valued, and currently, employees who have been with the company for five years receive gifts such as watches, suitcases, or necklaces However, it would be more motivating if rewards were granted every three years instead.
To me, the promotion is not quite important, because job title do not play a key role in many cases
Straightforward feedback is essential for motivating employees and fostering long-term commitment to the company's growth It serves as a direct indicator of managerial recognition In recent years, salary increases have only been 10-15% annually to address inflation, making promotions and position advancements critical for demonstrating employee appreciation and acknowledgment.
Rewards are is key factor effects to employee recognition” employee
Finance and procurement assistant- temporary employee
Recognition from my line manager is crucial, as they directly assess my performance Without this acknowledgment, my efforts can feel futile Positive feedback from my manager not only validates my hard work but also fosters a sense of appreciation and motivation.
I can acknowledge that my contribution behind has been appreciated Reward is the gift that I get in hand after the effort
Management trainee Benefits, feedback are the causes of the low recognition in the company
Manager directly evaluates our performance and our salary increase rate depends on the performance result from manager
Constructive feedback is essential for personal and professional growth; without it, improvement becomes challenging My previous manager failed to provide feedback on my concerns, instead relying on emotional evaluations of team members, which is unfair Since performance evaluations significantly influence rewards, it's crucial for managers to offer objective and helpful feedback to ensure a fair assessment for all team members.
As an IT manager with seven years of experience, I have seen a consistent 15% annual salary increase However, despite my contributions, there has been a lack of recognition in the form of rewards or certificates This absence of acknowledgment has made my job feel routine and unfulfilling, diminishing the motivation that comes from being rewarded for hard work.
After justifying the existing potential causes, the author made an interview with management team to make sure the causes that employees stated, are existing in Coca-
Table 11: List of questions and answers in justifying the potential causes (manager)
Do you think that you have provided timely feedbacks to your employees?
Do you think that our reward system is fair to all employees?
References: Kopelman, Richard, Gardberg & Brandwein
I consistently provide constructive feedback to my employees; however, the international company emphasizes the importance of proactivity, encouraging employees to address issues independently rather than waiting for guidance From my perspective, the promotion system is effective, as I have advanced from a brand assistant to the Indochina Marketing Manager during my six years at Coca-Cola The company actively supports and recognizes the potential of its employees, fostering a culture of growth and opportunity.
Recently, we do not have budget for rewarding So, it is true to say that reward system is quite poor here
Feedback and motivation are essential for enhancing employee performance, which is why I provide both positive and constructive comments on their work every quarter I appreciate the promotion system in our organization, as it empowers employees to make their own decisions regarding their career growth However, recent changes to the reward system have been necessary due to budget constraints, limiting the number of policies we can implement.
As a Technical Manager, I lead a team of experienced professionals who are capable of overcoming challenges independently However, I believe the company should enhance the benefits packages for expatriates, as my current accommodation is small and located far from the city center.
We do not have the policy to reward for outstanding employees this year.
Supporting information of proposed solutions
The author identifies solutions through literature reviews that aim to mitigate the impacts of identified causes These proposed solutions are tailored to align with factors such as total cost, timing, participant involvement, and company policy, ensuring their relevance and long-term effectiveness within the company's specific context (refer to Table 4 in section 3.1).
A feedback-friendly culture, as highlighted by Baker, Perreault, Reid, and Blanchard (2013), fosters a cohesive organizational identity by establishing shared values and behavioral guidelines This dynamic culture not only encourages open communication but also allows for customization, enhancing overall member engagement and organizational effectiveness.
According to Robertson (2008), a 360-degree feedback report allows employees to understand how they are perceived by their direct reports, colleagues, and managers In organizations that prioritize coaching for employee development, this feedback mechanism serves as a valuable tool for gaining insights into managerial behavior from various perspectives.
(Garavan, Morley & Flynn, 1997) presented a 360 degree feedback can help to create better working relationships within the organization and improves the ability of people to work in teams
Organizations can effectively motivate employees by offering cash bonuses as rewards for outstanding performance When employees exceed their established targets, they become eligible for these incentives, fostering a culture of excellence and encouraging high achievement.
Hsieh & Chen (2011) stated that a market reward alternative that pays these individuals at or above the market rate can prove to be a wise investment
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