(LUẬN văn THẠC sĩ) enhancing the level of employee engagement of credit officer staffs in asia commercial bank (ACB) phu lam branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Tran Thi Minh Thuy ENHANCING THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER STAFFS IN ASIA COMMERCIAL BANK (ACB) – PHU LAM BRANCH ID: 22130078 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR NGUYEN THI NGUYET QUE Ho Chi Minh City – April 20th, 2016 TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER TABLE OF CONTENTS ABSTRACT CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Company background 1.2 Problem symptom 1.3 Justifying the existence of the central problem 1.4 Justifying the importance of the central problem 10 1.5 List the potential causes of the problem 13 Conclusion 14 CHAPTER 2: ALTERNATED SOLUTIONS 15 Introduction 15 2.1 Justify causes 15 2.2 Alternative Solution 21 Solution 1: Developing a supportive work environment that typically displays concern for employees’ needs and feelings within credit department of Phu Lam branch 21 Solution 2: Improving reward and recognition programs for employee 23 Solution 3: Develop employee’s knowledge base and skills through training programs 25 Conclusion 26 CHAPTER 3: SELECTED SOLUTION AND CHANGE PLAN DESIGN 28 Introduction 28 3.1 Selected the suitable solution 28 3.2 Implementation plan 33 Conclusion 37 CHAPTER 4: SUPPORTING INFORMATION 38 4.1 Interview Transcript to get information about the symptom of problem: 38 TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 4.2 The Employee Engagement Questionnaires (Ibrahim, M., & Al Falasi, S (2014) 40 4.3 Interview Transcript to identify the existence of the problem 40 4.4 Literatures review - The potential causes influencing the central problem47 4.5 The result of question in the focus group to justify the main causes: 50 REFERENCES 59 APPENDIX 65 Balance Score Card of Credit Department in 2014 65 Balance Score Card of Credit Department in first half of 2015 .66 TABLE 68 Table 1: The overall turnover rate in 2014 and the first half year in 2015 68 Table 2: Evaluation Criteria of Balance Score Card 68 Table 3: Percentage of credit officers in accordance with the evaluation criteria BSC 68 Table 4: The Comparison among these solutions based on four criteria 68 TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER ABSTRACT Phu Lam branch has emerged as key contributor to the profit and the development in ACB However, the low employee engagement in credit department is creating the significant effects on all employees’ spirit and company Far, this problem also gives the potential consequences to the future developing status of the bank when the low employee engagement problem cannot find the good way to solve The low employee engagement are step by step making the employees feel weary, stress and the certainly results of this problem are low commitment and high turnover rate The main purpose of this thesis is identifying the solutions to enhance the level of employee engagement of credit department in ACB - Phu Lam Branch It includes collecting the symptoms, analyzing the important of the problem; identify the root causes of low employee engagement at Phu Lam Branch which are Reward and Recognition, Training and career development, Work Environment In addition, based on the root causes of the problem, the potential strategies to enhance the level of employee engagement at the workplace also are found out From the potential solutions, the efficient solutions will be built and proposed to ACB - Phu Lam Branch so that the corrective action can be followed The thesis use the qualitative method that is face to face interviewing the Credit Department Manager and staffs, and reference the literature from the theories and previous academic papers to determine the symptoms, problem as well as proper solutions TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Company background Asia Commercial Bank (ACB) was established in May 1993 Today, ACB is one of the leading joint stock commercial banks in Vietnam It is developing with the branch network system nationally with nearly staff of 10,000 employees and many different products and services The major activities of Asia Commercial Bank and subsidiaries is to mobilize short, medium and long-term funds in the form of term deposits, demand deposits; to receive entrusted investment and development funds from domestic credit institutions; to borrow from other financial institutions; to grant short, medium and long-term loans; to discount commercial papers, bonds and other valuable papers; to contribute capital and to invest in joint-ventures in accordance with the law; to provide settlement services to customers; to trade foreign currencies, gold; to provide trade finance services; and to provide other banking services In the next years, the position of ACB is the position of a leading bank established in fields; and in 2015, ACB is the bank operating with main targets: stable growth, professional management, suitable income, and reasonable profit As of December 31, 2014, ACB develops network system nationally with nearly of 346 branches and sub-branches in 47 provinces and cities nationwide Phu Lam branch has emerged as key contributor to the profit and the development in ACB, which may not be possible without extraordinary performance of the satisfied employees Phu Lam Branch was established in June 1995 with approximately 12 employees, and now it has growth with about 120 employees For this reason, it is in top of contributor to the profit in ACB TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER Company Structure Credit officers examine, evaluate and process applications for credit or loans and, in commercial enterprises, control and process accounts Credit officers is known as Sale Staff in ACB – Phu Lam branch which divide into two major, include credit officer for corporation and credit officer for individual customer Credit officer is one of the most important staff in ACB business process because this staff makes a main profit for bank in general 1.2 Problem symptom To have the initial subjective and general information about currently company personnel status of Phu Lam Branch, the writer collect secondary data from HR Division report and conduct to preliminary short interviews with credit department manager Based on the interview results (Refer to Chapter - part 4.1), initially, the writer can get some basic information on currently status of the company Although, Phu Lam branch is one of the largest branches in ACB system and has emerged as key contributor to the profit and the development in ACB, however, Phu Lam Branch also encountered many personnel problem with the sale staff such as low commitment, low employee productivity and high turnover rate TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER Firstly, these employees worked at different position in the sale department such as relationship assistant (RA), relationship officer (RO), relationship manager (RM), Personal Financial Consultant 1(PFC-1), Personal Financial Consultant (PFC 2) According to the Human resource report, the turnover rate has been increased significantly, 28% only for first months 2015, compare with the rate of 16% for the whole 2014 There were out of 24 people in 2014 and 10 out of 32 people in the first half year in 2015 left the company that account about 16 to 28 percent out of total employees In fact, this number is considered as a high turnover ratio for a one of big branch which contribute large profit for ACB Since the average turnover ratio in the first half year in 2015 is approximately 10% in ACB Phu Lam branch is one of the top in ACB, this figure will be a source for instability alarm of the branch, must resolve this matter quickly The result of statistical in Table showed that the comparison of employee leaving ratio in nearly two year According to Huselid (1995), he researched that a high turnover rate extremely have negative effects in organization such as low productivity, higher cost in recruiting and training new employee (Rousseau, 1984) and low future performance as well (Baron, Hannan and Burton, 2001) Therefore; this is a bad symptom for any organization if the high turnover ratio become more enlarges and develops consistently Table 1: The overall turnover rate in 2014 and the first half year in 2015 (Data is provided from Phu Lam Branch - HR Division) YEAR The first half 2014 year in 2015 Compulsory turnover Voluntary turnover 10 Total of Employees who Left 10 Total of Employee 32 24 Employee Turnover rate 28% 16% TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER Secondly, from secondary data, up to now Phu Lam Branch hasn’t achieved many targets of three quarters of year 2015 Balanced Scorecard is software to evaluate the complete working results for each employee BSC system used to assess the productivity of employee based on four main criteria Each evaluation criteria of this software are shown in the following table 2: Table 2: Evaluation Criteria of Balance Score Card (Data is provided from Phu Lam Branch - HR Division) Measure Total Score Weight F FINANCE 60% F7 Credit Scale 30% F6 Deposit Scale 15% F13 The debt ratio from group to group Net income 35% C CUSTOMER 25% C4 The number of customers increased The average number of products used per customer Score BSC 20% F15 C12 Target Actual 30% 20% P Internal processes 10% L Labor 5% In general, 50% staffs in Phu Lam Branch have low level of Balance Score Card (BSC) below 80% level in the first half year in 2015 In 2014, 53% staffs in Phu Lam Branch have low level of Balance Score Card (BSC) below 80% According to the bank's standard regulations, the credit employees must get more than 80 points of BSC score will be standard The statistics are presented in Table TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER for the sale staff are working at ACB - Phu Lam branch, the writer has its own method to find out over the current situation of the working employees Table 3: Percentage of credit officers in accordance with the evaluation criteria BSC (Data is provided from Phu Lam Branch - HR Division) The first half year in 2015 2014 Employee have Number Rate Number Rate 11 50% 47% 11 50% 10 53% standard BSC Score Employee have BSC Score under 80% Total number 22 19 Finally, according to Ms Mai Xuan - Credit Department Director, she is worried about the present employee's problem such as lack of enthusiasm, customer dissatisfaction and loyalty, lack of personal initiative on the job, lack of building passion, commitment and alignment with the organization's strategies and goals In 2012, ACB has gone through a crisis; banks caused the crisis led to reduced business scope of the company ACB has implemented plans to cut costs as the effect of the crisis Moreover, since the revenue reduction, it is necessary to find a way to keep business operations continue, ACB decided to freeze some benefits to optimizing operating costs such as Growth bonus program, reduce the rate of wage, etc What makes companies less competitive than other banks such as Vietcombank, Arigbank, VP Bank, etc.? Recently, the salesperson receives many invitations to recruit from the HR department of VP Bank They offer a very competitive salary and appointment as a high place, some employees have resigned and applied to other banks This issue will affect the psychology of the other employees Especially recently, branch received a lot of customer criticism about bad morale of salespeople, salespeople not take good care of customers Managers have to TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER apologize to customers by reducing loan interest rates and fee, which reduces the profitability of the branch Besides, about 50% of sale staff does not have the spirit to work and learn more knowledge about new product and sales skills Ms Xuan noticed that work ethic of employees is not high; they not have a clear plan to find new customers For existing customers, they not plan to exploit additional needs of borrowers, deposits and fees Such a behavior creates opportunities for other competitors to market new products with many privileges In fact, the Phu Lam branch has lost many good customers In meetings with employees every month, sale staff has lack of enthusiasm in the contribute to the business strategy of the branch, when asked about problems at personal work, the employee is not available to share difficult to solve but actually the manager knows they're difficult in solving customers' bad debt This issue will affect the psychology of the other employees and the company strategy Based on the awareness of the limitation of time, money and responsibilities, the low level of employee engagement is proposed as the central problem in this project Solving this problem not only get employees involve in implementing company policies, support their manager to overcome and continue develop company business, bit also play an important role in reducing turnover rate 1.3 Justifying the existence of the central problem Definition of Employee Engagement Engagement experts Frank, Finnegan, and Taylor (2004) stated: "Employee engagement is emerging as the one of the greatest challenges facing organizations in this decade and beyond" Engagement was defined in many ways, including employee involvement, empowerment, workforce engagement (McManus, 2007), commitment, and job satisfaction (McBain, 2007) Employee engagement occurs when employees feel they have ownership in the organization's strategic direction and are optimistic and motivated; however, they are not going to make quantum changes that move the organization forward Employees that are truly involved will TIEU LUAN MOI download : skknchat@gmail.com 54 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER everything my also feel stress strategy, since the manager requires because contact employees not Besides, taking directly to client know what he is responsible for own require me to be good working for In Phu decision with help an at understanding the Lam Branch, the employee increase new product and manager has belonging feeling to service announced the the bank business result in the Quarterly meeting, and estimates the growth ability in the future Do you think Yes I think if the Yes, the positive Yes, sure The Yes Staff cannot Yes Everyone wants Yes Employee “Perceived organizational and employee receive relationship with employee cannot get work without to work with friendly need their manager supervisor support” affect the support from manager and staff the result as support from people, a supportive supports them in level of employee engagement? organization, also enhance expected without colleague and managers and good daily tasks, or Explain more detail your especially from their engagement with support from manager I think working condition spends time to opinion manager, is proved the company in manager and co- that positive solve their concern that their manager take general In order to worker relationship with or problem they TIEU LUAN MOI download : skknchat@gmail.com 55 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER care of their help employees Furthermore, them is very have with other employees Timely perform job, company facility necessary That team or with other recognition for company need to also influences the relationship is the department If the employee have good working level of employee’s only reason for me employees feel safe contribution, fair in conditions (stable engagement Now to go to work with the manager, doing performance network, flexible ACB not happy they rarely want to review make me working time, etc.) about elevator leave Performance happy about my quality, parking area review process is manager although and company cannot also the most some managers still still solve these argument topic bias concerns between managers completely It will Some of them is not create the perfect quite easy to company’s image promote their employees, while other requires them to satisfied all criteria Do you think “Job Characteristic” affect the level In my opinion, In my opinion, Yes I think job I not think so, No, when employee When employees employees want to employee also characteristic might when employees apply for work, they apply for work, TIEU LUAN MOI download : skknchat@gmail.com 56 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER of employee engagement? know what their job wants a long term affect to my apply for work, might knew about the they might know Explain more detail your and responsibilities, relationship with engagement If I they might know job characteristic about the job opinion and how the job is the job, other not understand about the job characteristic It carried out Job people and bank in client’s demand, or characteristic It may affect the job characteristics have general If recognize my role may affect the job choosing but not affected the employees have and duty, mistake choosing but not for engagement engagement with clear will be easily for engagement employees’ work responsibilities and happened How I receive timely carry out job is very feedback, it makes important employees feel satisfied about their job In your ideas, which No opinion Health care No opinion No opinion Peer Culture No opinion factors affect the level of low Corporate Values employee engagement that not Job security list in this study? Please arrange the factor that affect the level of - Reward and - Reward and -Training and career -Training and - Training and career - Reward and Recognition Programs Recognition development career development development Recognition low employee engagement in TIEU LUAN MOI download : skknchat@gmail.com 57 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER order of importance, give detail - Training and career explain your choice? development Programs - Work environment -Work environment - Reward and -Work environment -Perceived -Perceived organizational and organizational and supervisor support supervisor support -Training and - Job Characteristic - Work - Reward and environment Recognition Programs Recognition - Reward and Programs Recognition - Work environment - Work - Perceived organizational and - Perceived organizational and supervisor support organizational and supervisor support career development - Job Characteristic environment - Perceived organizational and supervisor support - Job Characteristic - Training and career development Programs - Perceived Programs - Job Characteristic supervisor support - Job Characteristic - Job Characteristic Do you any Provide benefit Create more team Clear career path for Clear job Clear employee Evaluate staff's contribution to enhance the package for all staff, building activities each position description and development strategy performance to level of low employee not only for the to match employee engagement in ACB – Phu Lam experienced closer career path for all Let the middle position management level in Branch? design a suitable Sharing company strategy and Develop a training Training strategy decision making Cash out bonus information in plan match with match with process timely detailed individual individual Individual development plan Reward performance based Have an attractive TIEU LUAN MOI download : skknchat@gmail.com 58 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER development plan development plan salary range salary Support employees Have salary range Succession planning Raising salary while they are joining with competitive for potential based on valuation the class feature resources performance TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 59 REFERENCES AbuKhalifeh, A N., & Som, A P M (2013) The antecedents affecting employee engagement and organizational performance.Asian Social Science, 9(7), 4146 Retrieved from http://search.proquest.com/docview/1559079598?accountid=63189 Abraham, S (2012) Job Satisfaction as an Antecedent to Employee Engagement, SIES Journal of Management, (2) 27-36 Available at: http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=b19e8c43-1b884294-8fd2- 6bd53b561cba%40sessionmgr4002&vid=5&hid=4109 Alderfer, C.P (1972) Human needs in organisational settings New York, NY: Free Press of Glencoe Argenti, P.A and Forman, J 2004 The Employee Care Revolution Leader to Leader, 33, 45-52 Bates, S (2004), "Getting engaged", HR Magazine, Vol 49 No 2, pp 44-51 Baron,J.,Hannan, M., & Burton, M (2001) Labor pain: Change in organization models and employee turnover in your high – tech firm Am.J Social 106(4), 960-1012 Brown, S., & Peterson, A.(1993) Antecedents and consequences of salesperson job satisfaction: Meta – analysis and assessment of casual effects Journal Of Marketing Research, 30(1), 63-77 Catteeuw, F., Flynn, E., & Vonderhorst, J (2007) Employee engagement: Boosting productivity in turbulent times Organization Development Journal, 25(2), 151 Cohen, A.(2003) Multiple commitment is the workplace: An integrative approach: Psychology Press Dirks, K.T and Ferrin, D.L 2002 Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice Journal of Applied Psychology, 87(4), 611-628 TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 60 Driver,&Brousseau,.(1997).Retrievedfrom http://www.ruttenbergconsulting.com/newsletters/Careers%20Paths%20%20J uly%202010.pdf Farrell, D., & Rusbult, C.(1981) Exchange variables as predictors of job satisfaction job commitment, and turnover: The impact of rewards, costs, alternatives and investments Organizational Behavior And Human Performance, 28(1), 78-95 Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R and Walumbwa, F (2005) Can you see the real me:a self-based model of authentic leader and follower development.Leadership Quarterly, 16(3): 343–72 Hackman, J.R and Oldham, G.R (1980), Work Redesign, Addison-Wesley, Reading, MA Hrebiniak, L G., & Alutto, J A (1972) Personal and role related factors in the development of organizational commitment Administrative Science Quarterly, 17(4), 555-572 http://dx.doi.org/10.2307/2393833 Kahn, W.A (1992), “To be full there: psychological presence at work”, Human Relations, Vol 45, pp 321-49 Ibrahim, M., & Al Falasi, S (2014) Employee loyalty and engagement in UAE public sector Employee Relations, 36(5), 562 Retrieved from http://search.proquest.com/docview/1650553682?accountid=63189 Frank, F., Finnegan, R., & Taylor, C (2004) The race for talent: Retaining and engaging workers in the 21st century Human Resource Planning, 27(3), 1225 Echols, M E (2005) Engaging Employees to Impact Performance Chief Learning Officer, 4(2), 44- 48 Available at: http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=15842756 &site=ehost-live Joan Ernst van Aken et al (2007) Problem Solving in Organizations [Online] Cambridge: Cambridge University Press Available from: Cambridge Books TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 61 Online [Accessed 22 December 2015] Kahn, W.A (1990) Psychological conditions of personal engagement and disengagement at work.Academy of Management Journal, 33(4): 692-724 Laddha, A., Singh, R., Gabbad, H., & Gidwani, G D (2012) Employee retention: An Art to reduce turnover International Journal of Management Research and Reviews, 2(3), 453-458 Retrieved from http://search.proquest.com/docview/1419632188?accountid=63189 Lockwood, N R (2007) Leveraging employee engagement for competitive advantage Society for Human Resource Management Research Quarterly, 1, 112 Maslach, C., Schaufelli, W.B and Leiter, M.P (2001) Job burnout", Annual Review of Psychology, 52, 397-422 Available at: http://www.annualreviews.org/doi/abs/10.1146/annurev.psych.52.1.397 May, D.R., Gilson, R.L and Harter, L.M (2004), “The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work”, Journal of Occupational & Organizational Psychology, Vol 77, pp 11-37 Maslach, C., Schaufelli, W.B and Leiter, M.P (2001), “Job burnout”, Annual Review of Psychology, Vol 52, pp 397-422 McManus, K (2007, December) Measures of engagement Industrial Engineer, 39(12), 18 Meyer, J P., Allen, N J., & Gellatly, I R (1990) Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations Journal of Applied Psychology, 75(6) http://dx.doi.org/710-720.10.1037//0021-9010.75.6.710 Miles, R.H (2001) Beyond the age of dilbert: accelerating corporate transformations by rapidly engaging all employees Organizational Dynamics, 29(4): 313-321 TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 62 Mohsan, F., Nawaz, M., Khan, M., Shaukat, Z and Aslam, N (2011), “Are employee motivation,commitment, and job involvement inter-related: evidence from banking sector of Pakistan”, International Journal of Business and Social Science, Vol No 17, pp 226-233 Morrow, P.C (1993) The theory and measurement of work commitment: Jai Press Muthuveloo, R., Basbous, O K., Ping, T A., & Long, C S (2013) ANTECEDENTS OF EMPLOYEE ENGAGEMENT IN THE MANUFACTURING SECTOR American Journal of Applied Sciences, 10(12), 1546-1552 Retrieved from http://search.proquest.com/docview/1491203660?accountid=63189 Papasolomou, I., & Vrontis, D (2006) Building corporate branding through internal marketing: The case of the UK retail bank industry The Journal of Product and Brand Management, 15(1), 37-47 Retrieved from http://search.proquest.com/docview/220600279?accountid=63189 Rhoades, L and Eisenberger, R (2002), "Perceived organizational support: a review of the literature", Journal of Applied Psychology, Vol 87, pp 698714 Rhoades, L., Eisenberger, R and Armeli, S (2001), "Affective commitment to the organization: the contribution of perceived organizational support", Journal of Applied Psychology, Vol 86, pp 825-36 Right Management (2009) Employee Engagement: Maximizing Organizational Performance Available at: http://www.right.com/thoughtleadership/research/employee-engagement- maximizing-organizationalperformance.pdf Robinson, I (2006) Human resource management in organizations Chartered Institute for Personnel and Development Report 408 London: CIPD Saal, F.E.,& Knight, P.A.(1988) Industrial/organizational psychology: Science and practice: Thomson Brooks/Cole Publishing Co TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 63 Saks, A.M (2006) Antecedents and consequences of employee engagement.Journal of Managerial Psychology, 21(7): 600-619 Schein, E.H (2003) Organizational socialization and the profession of management Organizational influence processes, 36(3), 283-294 Schein, E H (1990) Organizational culture American Psychological Association, 45(2), 109-119 Schneider, B., Macey, W.H and Barbera, K.M (2009) Driving customer satisfaction andfinancial success through employee engagement.People and Strategy, 32(2): 23-27 Shuck, M B., Rocco, T S & Albornoz, C A (2011) Exploring employee engagement from the employee perspective: implications for HRD, Journal of European Industrial Training, 35 (4), 300 - 325 DOI: 10.1108/03090591111128306 Starling, J (2007, December/January) Why engagement is no longer enough Strategic Communication Management, 72(1), Swaminathan J & Rajasekaran D (2010) Essential Components of Employee Engagement - A Study with Reference to TNSTC, Kumbakonam Advances in Management Available at: http://abyss.uoregon.edu/~js/ glossary/correlation.html Towers Perrin (2003) Working today: Exploring employees' emotional connections to their jobs Stamford, CT: Author Trevino, L.K., Brown, M and Hartman, L.P 2003 A Qualitative Investigation of Perceived Ethical Leadership: Perceptions from Inside and Outside the Executive Suite Human Relations, 56(1), 5-37 Vance, R (2006), Employee Engagement and Commitment AGuide to Understanding, Measuring and Increasing Engagement in your Organization, SHRM Foundation, Virginia TIEU LUAN MOI download : skknchat@gmail.com ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 64 Vandenberghe, C., Bentein, K., & Stinglhamber, F (2004) Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes Journal of Vocational Behavior, 64 (1), 47- 71 Wheatley, M (2006) Leadership and the new science, discovering order in a chaotic world (3rd ed.) San Francisco: Berrett-Koehler TIEU LUAN MOI download : skknchat@gmail.com 65 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER APPENDIX Balance Score Card of Credit Department in 2014 No 10 11 12 Name of credit staff Position Hoang Ha Thuy Personal Financial Trang Consultant 1(PFC-1) Nguyen Thi Huyen Personal Financial Trang Consultant 1(PFC-1) Nguyen Thanh Trung Personal Financial Consultant 1(PFC-1) Tran Huynh Minh Personal Financial Nguyet Consultant 1(PFC-1) Nguyen Minh Tri Personal Financial Consultant (PFC 2) Nguyen Le Thanh Personal Financial Phong Consultant (PFC 2) Cao Duc Trung Tran Thi Minh Thuy Ngo Thi My Dung Phan Trung Thai Personal Financial Consultant (PFC 2) Relationship Assistant (RA) Relationship Assistant (RA) Relationship Officer (RO) Nguyen Huu Long Relationship Officer Giang (RO) Nguyen Thi Kim Kha Relationship Officer Mark Mark Mark Mark Total F C P L 8.23 7.2 9.92 10 8.23 6.2 6.72 10 10 6.90 5.94 7.06 10 10 6.83 7.5 7.41 10 7.40 7.93 7.79 9.55 10 8.16 7.7 6.2 10 10 7.67 6.2 6.67 10 10 6.89 8.1 8.91 10 6.86 8.43 6.6 6.25 9.1 10 6.93 6.3 6.5 9.27 7.57 6.71 7.8 7.9 9.89 8.64 8.08 7.8 7.6 9.82 8.01 TIEU LUAN MOI download : skknchat@gmail.com 66 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER (RO) 13 14 15 16 17 18 19 Phuong Ngoc Linh Nguyen Hoang Tien Relationship Officer (RO) Relationship Officer (RO) Nguyen Thi My Relationship Officer Thuan (RO) Vu Le Lan Huyen Nguyen Minh Vuong Tran Khanh Tung Huynh Dai Danh Relationship Officer (RO) Relationship Manager (RM) Relationship Manager (RM) Relationship Manager (RM) 7.9 9.15 10 8.08 6.5 6.27 10 9.36 6.94 8.6 7.9 10 7.21 8.50 8.2 9.6 10 8.29 8.73 5.4 6.15 9.77 9.36 6.22 3.78 9.58 10 6.86 6.01 7.5 7.17 9.69 7.57 7.64 Balance Score Card of Credit Department in first half of 2015 No Name of credit staff Position Hoang Ha Thuy Personal Financial Trang Consultant 1(PFC-1) Nguyen Thi Huyen Personal Financial Trang Consultant 1(PFC-1) Nguyen Thanh Trung Phan Thi Tuyet Hong Personal Financial Consultant 1(PFC-1) Personal Financial Consultant 1(PFC-1) Mark Mark Mark Mark Total F C P L 7.5 8.26 9.98 9.36 8.03 6.5 6.8 9.27 10 7.03 6.1 7.3 10 8.67 6.92 6.8 9.89 8.64 6.72 TIEU LUAN MOI download : skknchat@gmail.com 67 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER 10 11 12 13 14 15 16 17 18 Tran Huynh Minh Personal Financial Nguyet Consultant 1(PFC-1) Nguyen Minh Tri Personal Financial Consultant (PFC 2) Nguyen Le Thanh Personal Financial Phong Consultant (PFC 2) Cao Duc Trung Tran Thi Minh Thuy Ngo Thi My Dung Nguyen Trung Thanh Personal Financial Consultant (PFC 2) Relationship Assistant (RA) Relationship Assistant (RA) Relationship Assistant (RA) Chau Thi Phuong Relationship Assistant Trang (RA) Phan Trung Thai Relationship Officer (RO) Nguyen Huu Long Relationship Officer Giang (RO) Nguyen Thi Kim Kha Phuong Ngoc Linh Nguyen Hoang Tien Nguyen Thi My Relationship Officer (RO) Relationship Officer (RO) Relationship Officer (RO) Relationship Officer 7.8 10 10 8.18 7.8 10 9.82 8.17 7.4 6.4 9.77 9.36 7.49 6.23 6.8 9.69 10 6.91 7.9 8.5 10 10 8.37 6.25 6.8 9.82 10 6.93 6.4 6.8 10 6.99 7.15 9.7 10 6.86 6.25 9.98 9.36 6.97 7.5 10 10 8.00 8.25 9.27 8.24 7.8 8.65 9.8 10 8.32 6.1 7.57 6.69 8.8 8.2 10 10 8.83 TIEU LUAN MOI download : skknchat@gmail.com 68 ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER Thuan 19 20 21 22 Vu Le Lan Huyen Nguyen Minh Vuong Tran Khanh Tung Huynh Dai Danh (RO) Relationship Officer (RO) Relationship Manager (RM) Relationship Manager (RM) Relationship Manager (RM) 7.9 8.65 10 8.30 6.1 6.56 9.98 10 6.80 6.3 7.4 9.82 6.86 6.96 7.1 10 9.36 7.73 TABLE Table 1: The overall turnover rate in 2014 and the first half year in 2015 Table 2: Evaluation Criteria of Balance Score Card Table 3: Percentage of credit officers in accordance with the evaluation criteria BSC Table 4: The Comparison among these solutions based on four criteria TIEU LUAN MOI download : skknchat@gmail.com ... CREDIT OFFICER 14 Cause and Effect Map of the Low Level of Engagement of Credit Officer Staffs in Asia Commercial Bank – Phu Lam Branch Conclusion This chapter clarifies that the low credit staffs' s... ENHANCE THE LEVEL OF EMPLOYEE ENGAGEMENT OF CREDIT OFFICER ABSTRACT Phu Lam branch has emerged as key contributor to the profit and the development in ACB However, the low employee engagement in credit. .. turnover rate The main purpose of this thesis is identifying the solutions to enhance the level of employee engagement of credit department in ACB - Phu Lam Branch It includes collecting the symptoms,