Companybackground
Unitrade Joint Stock Company, established in 2000, specializes in supplying medical and environmental processing equipment Since becoming the exclusive partner of ChiSun, Shinmaya, and Graatech in Vietnam in 2005, Unitrade has served a diverse clientele, including universities, research institutes, hospitals, manufacturing firms, restaurants, hotels, and civil works The company also provides consultations and offers new European brand products Their after-sales services encompass usage instructions, installation, equipment guarantees, and maintenance, supported by expert technical advice and specialized training With a focus on modern technologies and a team of over 40 experienced staff, Unitrade has emerged as a leading supplier of environmental processing equipment in Vietnam Headquartered in Ho Chi Minh City, the company boasts a strong distribution network across nearly all provinces in the country.
Backgroundofproblem
Symptoms
In the current high-competitive market, significant inflation has led to a notable depreciation of the VND, resulting in soaring prices and declining consumer purchasing power This economic downturn has made it challenging for companies to attract new customers, leaving sales targets unmet by the end of 2014 Additionally, the real estate market froze in 2004, exacerbating banks' bad debt ratios and making borrowing more difficult Consequently, Unitrade was forced to cut operational costs and readjust personnel, which significantly reduced the company's revenues since late 2004 In response, the company implemented various cost-cutting measures, including limiting salary increases and altering holiday leave policies, directly impacting a large portion of the sales department This adverse environment led to a dramatic increase in staff turnover, as many employees sought better opportunities elsewhere instead of staying to tackle the company's challenges.
Possibleproblems
ThebriefinterviewwithMrMinhDo,Salessupervisor,revealedthattheremightb e somepo ssiblecausesthatleadstotheaforementionedsymptoms.
Thefirsttentativeproblemistheprolongedeconomiccrisishasmadecompaniesa f f e ct e d Unitradealsofacedmanyimportantissuessuchasreducingprofitsandd i f f i c u l t y infindingnewcustomers.Economiccrisishastakenthebadeffectondomesticmarket.Ast heresult,thebuyingpowerdecreased.Besides,duetothefreezingofreale s t a t e a ndthestockmarketasthebusinesslastedverycarefulinspending.AccordingtoM s ThanhN guyen–Businessmanager:Becauseoftheincreasein baddebtratio,b a n k s tightenedlendingpolicies.
Withthecurrenteconomicsituation,notonlythef in di ng n e w c us t o m e r s bu ta l s o t h e main tainingo f t h e l o y a l cus to mer s a r e t h e b i g c h a l l e n g e forUnitrate.
The secondtentativeproblem is thecompetitive rateamong companiesin thesamei n d u s t r y isveryhigh.Acc or di ng t o Ms HuongLe –
In the competitive sales department, many companies leverage significant capital to maintain large inventories, allowing them to offer lower prices than the market average Furthermore, the influx of foreign investment in Vietnam has introduced high-quality and diverse products, with superior after-sales service and maintenance compared to local firms, thus providing customers with greater options In response to these challenges, Unitrade has focused on enhancing service quality and product diversification while increasing investment in after-sales service and customer care to attract potential customers.
Thethirdtentativeproblemisdifficultiesinhumanresources.Salesteamisaveryim portantforceinthecompany,whichiso n e ofthemainfactorscontributingtothe
11 successor failure ofthe enterprise.Accordingto data reportedbytheHR department, thep r o p o r t i o n o f s t a f f quiti n 2 0 1 3 , 2 0 1 4 , 2 0 1 5 , r e s p e c t i v e l y 8 % , 2 1 % a n d 27%.
The leaders at Unitrade are deeply concerned about the potential dangers posed by ongoing employee dissatisfaction, which has led to numerous complaints regarding staff attitudes and a lack of commitment to their roles This has resulted in delays in work and revenue falling short of expectations Employees feel unmotivated due to an unfair remuneration policy, highlighting the need for management to listen to their concerns Consequently, high turnover rates have emerged, making it challenging for the company to maintain employee loyalty and negatively impacting profits The long-term implications of these issues necessitate an examination of the underlying problems contributing to the company's current unfavorable conditions, which may reflect a low level of employee commitment.
Overall,inthepast2years,Unitradeisfacing3majorproblems:Affectfromtheecono miccrisis,therateofcompetingwithhigherrivalcompanies,andproblemsrelatedt o t h e empl oyee'sl o y a l t y w h e n e x p e r i e n c e d employeesl e a v e c o m p a n y i n c r e a s e d I n w h i c h , thefirsttwoissuesareoutsidetheabilitytosolveofthecompany.Sobasedontheorient
12 ationofthecompany,in2016thecompanyshouldfocusonimprovingthehumanr esou rc es.
Duetothelimitationsoftime,costandaccountability,lowcommitmentofemployees w i t h t h e c o m pa n y wascho sen as t h e mainis s u e o f t h i s essay.S o l v i n g th is p r o b l e
ProblemJustification
Problemdefinition
OrganizationalcommitmenthasbeendefinedbyMowday,Porter,andSteers(2013):“ a n ident ificationwiththegoal’sandvaluesoftheorganization,adesiretobelongtotheorganizationand awillingnesstodisplayeffortonbehalfoftheorganization”.
According to Meyer, Stanley, Herscovitch, and Topolnytsky (2002), organizational commitment comprises three key components: affective commitment, where individuals feel a personal attachment to the organization due to shared goals and values; continuance commitment, where individuals perceive a necessity to stay with the organization because of the costs associated with leaving; and normative commitment, where individuals feel a moral obligation and loyalty to remain This concept differs from engagement, as organizational commitment specifically reflects a person's attitude and emotional connection to their organization (Saks, 2006).
Inaddition,thecommitmentrelatedliteraturebyPorteretal(1979)impliesthatemployeeperfor manceandjobsatisfactionareintenselyinterrelatedtothes a t i s f a c t i o n ofemployeeneedsint ermofeconomicandnon-economic.
Justifytheexistenceoftheproblem
Inordertomeasurethestaff’scommitmenttothecompany,Iadoptedthescaletomeasur ec o m m i t m e n t f r o m M o w d a y e t a l ( 1 9 7 9 ) f o r i n t e r v i e w i n g 1 0 s t a f f s a n d 3 0 q u e s t i o n n a i r e s w e r e sento u t Q u e s t i o n s w e r e d e s i g n e d t o a s k f o r t h e s t a f f ’ s o p i n i o n s abo ut t h e i r j o b , c o m m i t m e n t t o t h e c o m p a n y ; f u t u r e c a r e e r o r i e n t a t i o n , motivationso f d e v e l o p m e n t , andthedetailedquestionnairesandquestionsoftheint erviewswereattached intheappendix.
The questionnaire included 24 questions assessing affective, continuance, and normative commitment, each comprising eight multiple-choice items rated on a 5-point scale from 1 (not agree) to 5 (totally agree) The average score for Unitrade staff was alarmingly low at 2.1, in stark contrast to the average score of 3.9 from 30 respondents at their direct competitor, Nhat Anh Company This indicates a lack of interest among Unitrade employees in their roles, resulting in minimal job performance and a tendency to avoid extra work Additionally, interviews revealed that many employees felt overwhelmed by work pressure, dissatisfied with remuneration and the working environment, and lacked motivation for career development Notably, nine out of ten interviewees expressed a willingness to leave for better job opportunities, highlighting a critical issue of low commitment levels within Unitrade Joint Stock Company.
Justifytheimportanceoftheproblem
Thelowlevelofo r g a n i z a t i o n a l commitmenthasannegativeeffectontheperformanceo fe mployeeandthep r o d u c t i v i t y ofthecompany.Thefollowingsectionistoidentifyt h e impo rtanceoftheexistingproblematUnitrade.
Turnoverreferstothecessationofmembershipinanorganizationbyanindividualwhor e c e i v e d m o n e t a r y c o m p e n s a t i o n f r o m t h a t o r g a n i z a t i o n T u r n o v e r i s o f t e n categorized asvoluntaryorinvoluntary.Voluntaryturnoveristurnoverin itiatedbytheemployees u c h a s q u i t t i n g o r r e s i g n i n g I n v o l u n t a r y t u r n o v e r i s i n i t i a t e d byt h e o r g a n i z a t i o n orbycircumstanceswhichwerebeyondthecontrolofeith ertheemployeeor theorganization.Involuntaryturnoverincludesdismissal,layoff,retirement,disabilitya n d d eath(Rose,1991).
ShuckandWollard(2010)statedthatthelowerlevelofemployeeengagementwasmorel ikelytoreportthehigherlevelofintentiontoturnover.Inaddition,CarmeliandWeis berg( 2 0 0 6 ) c l a i m e d t h a t t h e t u r n o v e r i s t h e c o n s i d e r o f a n i n d i v i d u a l a b o u t t h e p r o b a b i l i t y thattheywillquittheirorganizationinthenearfuture.InUnitra dein2014a n d ahalfof2015,theturnoverratewasover21%,whilethatof2013wasonly8
%.Infact,t h i s numberi s c o n s i d e r s asa h i g h t u r n o v e r r a t i o f o r a e n v i r o n m e n t a l e q u i p m e n t supplierinVietnamsincetheaverageturnoverratioin2014isapproximately10%.
Theturnoverrateofsalesdepartmentoccupiedfornearly50%ofthetotal.Sa lesDepartmentisanimportantdepartmentinthecompanybecausetheyarethemainsourcest o brin gbacktherevenueforthecompany.Theresultsoftheminiinterviewindicatedt h a t moret h a n 6 0 % ofSaless t a f f w e r e n o t s a t i s f i e d w i t h t h e remunerationo f thecompany.
Borman&Motowidlo(1993)definedthatjobperformanceistheaggregatedvaluet h a t employeeconcentratebothdirectlyandindirectlytoorganizationalgoals.Mone
&L o n d o n (2010)suggestthatuponimprovingperformancemanagement,organizationscancr e ate a n d s u s t a i n h i g h l e v e l s o f employeeengagement,a n d t h e r e b y h i g h e r l e v e l s o f performance.A c c o r d i n g t o A n i t h a ( 2 0 1 4 ) : “ e m p l o y eep e r f o r m a n c e i n d i c a t e s t h e f i n a n c i a l ornon- financialoutcomeofemployee”.Inaddition,M a c e y (2009)statedthatiti s o f t e n r e c o g n i z e d t h a t commitmenti s p r e d i c t i v e o f employeeo u t c o m e s , s u c c e s s a n d f i n a n c i a l per formanceoforganizations.
Heado f S a l e s De p a r t m e n t o f U n i t r a d e e m p h a s i z e d t h a t r e c e n t l y the p e r f o r m a n c e q u a l i t y has decreased dramatically.Herstaffsfrequentlysubmitted unsatisfactoryreportsa n d s h e h a d tos p e n d timeonc h e c k i n g andmodifyingb e f o r e s u c h r e p o r t s r e a c h e d customers’h a n d s I n a d d i t i o n , t h e s t a f f s u s u a l l y h a n d l e d t h e i r j o b a t a s l o w p r o g r e s s r e s u l t i n g intheincreasingoverdueprojec ts.Previously,thecompanydidnotgetmanycomplaintsf r o m c u s t o m e r s N e v e r t h e l e s s , a c c o r d i n g t o a s t a t i s t i c s o f t h e company,i n 2 0 1 4 t h e c o m p l a i n t s fromc u s t o m e r s r o s e by3 9 % c o m p a r i n g t o t h a t o f
2 0 1 3 T h e complaintsweremainlyabouttheattitudesandworkingmannerofthesalesstaffs. Moreover,s h e alsofoundthatthenumberofstaffdistractingf r o m theirjobw a s increasing Asignificantpartofthestaff,especiallythosebeingnewemployeesusuallyspentworking timeonpersonalmatterssuchassurfingtheInternet,andloggingonsocialp a g e s , o r r e a d i n g o n l i n e p u b l i c a t i o n s w h i l e o t h e r s s h o p p i n g o n l i n e O n c e h a v i n g f r e e t i m e , herstaffsusuallychit- chattedaboutpersonalmattersoflifeinsteadsearchingfork n o w l e d g e , improvin gnecessaryskillsinwork,orlearningaboutexperiencesindealingw i t h customersfromeac hother.AccordingtothestatisticsofITDepartment,morethan6 5 % o f t h e c o m p a n y s t a f f s p e n t o n e t o t w o h o u r s a dayo n t h e I n t e r n e t a n d p e r s o n a l matters.Thisledtotheworr yinglydecreasedworkperformance.
Voluntaryabsenteeismispervasiveacrossorganizations,itscoststoorganizatio nsareexorbitant(Steers&Rhodes,1984).Absenteeismappearsverysimpleonthesurfaceb u t isactuallyaverycomplexareaofstudy.Thereisconsensusamongresearchersthat therearetwotypesofabsenteeism:involuntaryandvoluntary(Landau,1981).Herzberg( 1
HackettandGuion(1985)suggestedthatvoluntaryabsenteeismimpliedvolition,ora n i n d i v i d u a l ’ s m a k i n g a c o n s c i o u s c h o i c e w h e t h e r t o a t t e n d w o r k o n anyg i v e n day Theyfoundthatone’sdecisiontobeabsentfromworkmayresultfromconsiderationoft h e c ostsandbenefitsofmissingworkonanygivenday.Steer&Rhodes(1978)foundt h a t the expectancy- basedissuewasthekeytounderstandingvoluntaryabsenteeism.AndFichman(1988)statedthatp eoplemayhaveattitudesaboutabsenteeismandthata b s e n t e e i s m m a y r e f l e c t a c h o i c e t o p u r s u e a c t i v i t i e s w i t h g r e a t e r s u b j e c t i v e u t i l i t y o u t s i d e theworkplace.
InU n i t r a d e , ina c c o r d a n c e w i t h t h e r e p o r t ofH R D e p a r t m e n t , o v e r t h e p a s t o n e year,t h e n u m b e r o f s t a f f s g o i n g t o w o r k l a t e o r a p p l y i n g f o r l e a v e d u e t o p e r s o n a l r e a s o n s hasincreasedgreatly.Especially,thefigurereached65%and73%r espectivelyinMayandJuneof 20 15 Although sta ff s ofHR Department madefr eq ue n tremindsvi a email,thesituationwasnotimproved.TheDepartmentalsoproposedsome solutionstoimprovingthesituation.
In summary, itis proposed thatlowlevel oforganizational commitmentatUnitradei srelatedtothreemajororganizationaloutcomes:highlevel ofturnoverintention,lowemployeeperformanceandemployeeabsenteeism.Henc e,keepingsustainabled e v e l o p m e n t andadvancingthequalityaretheoverallgoalsoft hecompany.Inordertoaccomplishthosegoals,thecommitmentofthestafftothecompanymustbee nhanced.
Therefore,todevelopthecompanyoutcomeandproductivityaswellascompletedthe n ex t 5yearsstrategy,itisnecessarytoincreasethecommitmentofemployees.
Potentialcausesoftheproblem
OrganizationalPolicies
Accordingt o D i a m o n d ( 1 9 9 2 ) s p e c i f i c o r g a n i z a t i o n a l p o l i c i e s m a y r e p r e s e n t a particularly salienttargetforemployeecommitmentthroughth eirstructuredcoursedofa c t i o n t h a t s e r v e tof o c u s a n d c r y s t a l l i z e e m p l o y e e s ’ t h i n k i n g a n d b e h a v i o r R a o a n d M i l l e r ( 1 9 7 1 ) b e l i e v e d o r g a n i z a t i o n a l p o l i c i e s a r e s p e c i f i c elementso f t h e w o r k e n v i r o n m e n t thatdirectlyimpactemploye es’dailyworkactivities,theirinteractionswithc o w o r k e r s , andtheiremployer- employeerelationship.Asexplicitarticulationsofimplicitc r e d o s (actualorintended),organi
19 zationalpoliciesembodycorporatevaluesthatguidet h e decision- makingofmanagersandsupervisorandshapeemployee’swork experiences,i m m e d i a t e l y a f f e c t i n g t h e i r b e h a v i o r s , w o r k r e l a t i o n s h i p s , c o m p e n s a t i o n , a n d senseofsecurity(MagjukaandBaldwin,1991).
Compensation&Benefits
9 1 ) I n t h i s p a p e r compensation,reward,recognition,andwagesaretermusedindifferent situations(Z o b a ,1 9 98 ) ThecompensationisdefinedbyAmericanAssociationis“c ashandnon- c as h r e m u n e r a t i o n p r o v i d e d byt h e e m p l o y e r f o r s e r v i c e s r e n d e r e d ” ( A C
A , p 9 ) T h e c o m p e n s a t i o n includessalaryandwages,bonuses,benefits,prerequi sites,stockoptions,v a c a t i o n s , etc.
Compensation is a crucial tool for employee retention and turnover management, significantly influencing organizational culture, which can be either individualistic or collectivistic based on the organization's characteristics (Chiu et al., 2002; Kuhn, 2009; Zobal, 1998) It plays a vital role in attracting potential candidates, as applicants are keenly aware of compensation when applying for job vacancies (Mocarz et al., 2009) Organizations with a high-wage system tend to excel in recruiting and retaining employees compared to their counterparts, as employees are likely to seek better opportunities in the external job market (Mocarz et al., 2009).
Jobsatisfaction
20 bythis(Willemetal.,2007).Whatemployeefeelsandperceivedaboutitsjobandwhata r e theirexperiencesonwork,dotheyfeelpositiveornegativeaboutjob,thisallrelatestojob satisfaction(Kim,2005).Jobsatisfactionistheextenttowhichtheemployeesissatis fiedwithhispresentworkdueto howm a n y hisneedsandwantssatisfied(Finn, 2
Job satisfactionanddissatisfactionnotonlydependsonthenatureofthejob,italsodependontheex pectationwhat’sthejobsupplytoanemployee(Hollandetal.,2007).Lowerc o n v e n i e n c e c o s t s , h i g h e r o r g a n i z a t i o n a l a n d s o c i a l a n d i n t r i n s i c r e w a r d w i l l increasejobsatisfaction(Willem etal.,2007).Ifemployeesaremoresatisfiedwiththeirj o b i t will enhancetheir abilityofcreativityandproductivity, itisalsodirectlycorrelatedw i t h thecustomersatisfaction(AL-
Hussami,2008).Inthepastmuchofworkhasalreadyb e e n donebytheresearchersontheorga nizationalcommitmentandthejobsatisfactionand theyalsodevelopedtherelationshi pbetweenjobsatisfactionandtheorganizationalc o m m i t m e n t (Yang,2009).
SupervisorySupport
Whenasupervisorprovidesmentoring,therelationshipaffectstheskilld ev el o p m e n t a n d intentions toremainwith theemployer(Meyer&Allen, 1991).Ontheo t h e r h a n d n o n - supervisorymentormayi n c r e a s e mentee’sconfidencebyp r o v i d i n g a c c e s s toouts ideorganization(ScanduraandWilliam,2004).Theimmediatesupervisorsupportofsupe
20 rvisorisveryimportant in organizationalchange.Althoughthesupportofsupervisorisnotverycrucialinsatisfaction b ut ithavepositive impactonsatisfaction
(Griffin,P a t t e r s o n & West,2 0 0 1 ) S u p e r v i s o r s a l s o e x c h a n g e t h e p o s i t i o n a l r e s o u r c e s w i t h thesubordinatewhichincludematerialandnon- materialthings(Golden&Veiga,2 0 0 8 ) Inorganizingtheworkingenvironmentsupervi sorisacrucialcomponenttopassontheinformationtotheemployees(Patterson,Griffin,West,2001)
Workingenvironment
The physical workplace environment significantly impacts employee satisfaction, productivity, and well-being (Carlopio and Gardner, 1995) Understanding how different office workers perceive their working environment is crucial for creating better workplaces This presents a challenge, as individual preferences can vary widely, sometimes even contradicting one another (Rooth et al., 2011) Additionally, the nature of the work performed influences workplace design, emphasizing the need for environments that support specific tasks, despite limited research in this area (Rasila et al., 2011) According to Miles (2001), employee engagement stems from various workplace aspects, while Deci (1987) highlights that management fostering a supportive environment shows concern for employee needs, provides positive feedback, and encourages skill development and problem-solving.
Trainingandcareerdevelopment
Traininganddevelopment program utilizedbyorganizationshasan effectonj obs a t i s f a c t i o n a n d o r g a n i z a t i o n a l c o m m i t m e n t o f t h e employees(Meyer& A l l e n , 1 9 9 1 ) T r a i n i n g h a s b e e n d e f i n e d a s p r o v i d i n g a s i g n i f i c a n t l y r o l e tot h e o r g a n i z a t i o n effectiveness(Schuler&MacMillan,1984).Aninadequateresearchhasestablished inMalaysia( A h m a d & B a k a r , 2 0 0 3 ) f o u n d a p o s i t i v e c o n n e c t i o n b e t w e e n t r a i n i n g a n d o r g a n i z a t i o n commitmentandnegativeturnoverintentions.
Ar es e a r c h o n U S h e a l t h ca r e e x p o s e d p o s i t i v e r e l a t i o n s h i p b e t w e e n t r a i n i n g a n d effectiveo r g a n i z a t i o n a l c o m m i t m e n t ( B a r t l e t t , 2 0 0 1 ) Too b s e r v e t h e e f f e c t i v e n e s s oftraining,ithasrecommendedtodirectlyexaminingi t s correlationwithor ganizationalc o m m i t m e n t T r a i n i n g mustd e s i g n i n a w a y t h a t a c h i e v e s o r g a n i z a t i o n a l c o m m i t m e n t (Lang,1992).Organizationalcommitmentappearsmoresign ificantinculturesandindustrieswhereemployeesincreasehighlevelsofself- interestthatmightincreasethinkingtoleaveoneorganizationandjoinanother(Beyer,1990).
Low level of organization commitment
Basedo n t h e c o n s e q u e n c e s a n d p o t e n t i a l c a u s e s o f l o w l e v e l o f c o m m i t m e n t a t U n it r ad e , thecauses-and-effectmapcanbedescribedasfollow:
Causesvalidation
Trainingandcareerdevelopment
Mostoftheintervieweesbelievedthattheemployees’workinginsufficiencyunderh i g h a n d p r o l o n g e d w o r k i n g p r e s s u r e a n d s t r e s s l e a d i n g t o t h e s e v e r a n c e i s m a i n l y resultedfromthefactthattheseemployeeshavenotbeenadequatelytrai ned.Basedont h e surveyquestionnaireoftheproblempotentialcausesinappendix5,itcomes upwithseveralsalesrelatedproblems;forexample,theturnovertargetedforeachindividualiso f t e n toohighwhereasthecompanyhasnotgiventheappropriatedevelopmentstrategy.Bes ides,whenIextendedmyinterviewtothecompany’sleaders,theyacknowledgedthatcurrently,t h e s a l e s s t a f f o f t h e c o m p a n y h a s b e e n f a c i n g s e v e r a l o b s t a c l e s o n somen e c e s s a r y skills,includingtheirweakcommunicationandn e g o t i a t i o n skills,li ttlee x p a n s i o n o f c o o p e r a t i o n a n d r e l a t i o n s h i p w i t h p o t e n t i a l c u s t o m e r s a n d p a r t n e r s Meanwhile,thecompany’ssalesteamhasnotbeenflexibleandsensitivetother e q u i r e m e n t s o f t h e customersa n d a b l e t o c a p t u r e t h e c u s t o m e r s e n t i m e n t t o w a r d t h e company'sp r o d u c t s A n o t h e r i m p o r t a n t t h i n g i s t h a t t h e s e
U n i t r a d e s t a f f w i t h t h e i r p r o d u c t knowledge,strengthsandweaknessesascompa redtothecompany’scompetitorsh a s justprovided thecustomerswithadvicesandconsu ltancies, buttheb u y e r s arenotf u l l y persuaded.Furthermore,itisthefactthatthesal espeopleshoulddemonstratetheir capacity throughtheirachievementsandturnover,aswellastheyarerequiredtobeablet o w i t h d r a w n a n d o v e r c o m e t h e h i g h p r e s s u r e w i t h t h e s t r o n g - m i n d e d n e s s W h i l e t h e o ffi cial s a l e s s t a f f o f U n i t r a d e a t t h e m o m e n t , a f t e r t w o montho f p r o b a t i o n , isf a c i n g v a r i o u s challengesandobstaclesduetotheirlackofbasics kills.
Organizationalpolicies&Compensation
Thisisoneofthekeyissuesaffectingemployees’loyaltytothecompany.Whenb e g i n n i n g t h e w o r k , o n e q u e s t i o n alwaysa r i s e s h o w muchyouw i l l g e t p a i d a n d i n additiont o s a l a r y , w h a t a b o u t o t h e r b e n e f i t s ?
The company's strong support in social welfare and financial assistance, along with competitive salary rates, enhances its ability to attract top talent Employees feel secure and committed when they perceive financial stability Additionally, policies related to healthcare, promotions, and other welfare benefits significantly influence staff retention Unitrade's reward and commendation policy for sales incentivizes individual and group achievements based on business results, with rewards promptly integrated into salaries At the end of each fiscal year, the company evaluates performance indicators to determine rewards, which are assessed monthly Most employees report that their salaries and bonuses at Unitrade are fair, allowing them to live comfortably.
Workingenvironment&SupervisorySupport
SinceDecember2014,Unitradehasmovedtonewheadquarterswiththespaciouso f fi c e andcomfortablewithupgradedfacilities,mostemployeesfeelcomfortableinthisn e w w orkingenvironment.Inaddition,theBoardofDirectorshasregularlyexchangedco mmentswithstaffabout plansandobjectivesofthe
Company,encouragingemployeest o p r o p o s e i d e a s , w o r k i n g m o r e e f f i c i e n t l y w i t h m e r i t , r e w a r d , g i v i n g e m p l o y e e s t h e q u al i t y wo rk in g e n v i r o n m e n t
B e s i d e s , t h e M a n a g e m e n t B o a r d s h o u l d s u p p o r t s t a f f i n challengingworksrequ iringexpertise.Andemployeesshouldbetreatedfairlyandhavec o n f i d e n c e intheirc areers.Ms.PhuongQuynhalsosharedaboutimportantandn e c e s s a r y fac to rs f o r a b u s i n e s s , t h a t i s t h e s u s t a i n a b l e c o h e s i o n S h e f e e l s t h a t i f s h e f i n d s t h e e n t h u s i a s m , p a s s i o n a n d j o b l o v i n g i n t h e s t a f f b u t w i t h o u t t h e l o n g
JobSatisfaction
Many employees express dissatisfaction with their current jobs due to high-pressure demands, challenging customers, and intense competition for both acquiring and retaining clients Thanh Phuong Bui highlights that the sales team functions like a complex engine, requiring extensive preparation to introduce products effectively The process often involves direct communication with potential customers, as responses to faxes are infrequent Mr Tuan, Sales Supervisor at Unitrade, notes that only a few sales staff possess the necessary skills and mindset to meet customer demands and ensure satisfaction Confusion during customer inquiries can lead to a loss of confidence among sales representatives Additionally, it's crucial for sales staff to adopt a patient and diligent approach, avoiding the mindset that another customer will always be available To succeed, they must enhance their knowledge, learn from experiences, and continuously improve their customer engagement strategies, including language skills and understanding customer sentiments.
Overall,currentexistingproblemisthefactthatsalesstafflackofsaleskilledorthe irskillfailingtomeetthehighdemandsofthejob,especiallythesoftskillssuchascus tomernegotiationskills,problem- solvingskills.T h e s e interviewedemployeeswereveryhappyifthayhavechancetojointt rainingcoursewhichsuitedfortheircapacityandoccupation.Besides,theremunerationofsa lesemployeeshavenotbeenreasonable,thesatisfaction oftheirworkatalowlevel.That makesemployeesfeelunmotivated,distracted whileworkingandleavethecompany.
Basedo n t h e mostimportantf a c t o r s c a u s i n g w e a k c o m m i t m e n t b e t w e e n employeeswith Unitrade,itis becausestaffshavenot beenadequatelytrained,leadingtot h e factthatstafflacksofskills.
AlternativeSolutions
DismissalandRecruitment
Recruitmentencompassesallorganizationalpracticeswhichmayaffectthenumberand q u a l i t y ofindividualswhoareattractedtoparticularjobopenings(Rynes,1991).Rec ruitmenta c t i v i t i e s a r e “ t h e s p e c i f i c t a s k s , p r o c e d u r e s , a n d a c t i o n s u n d e r t a k e n f o r p ur p o se s ofrecruitment”(Barber,1998).Forworkswithhighpressure, theorganizationcanincreasethenumberofrecruitedstafftoreducetheloadforeachindivi dual.Specifically,ifitcoulddoublethenumberofsalesstaff,thenthesalesofeachstaffwill b e reduceddowntohalf.Ifthequalityofrecruitedstaffhasgoodquality,thenthisstaffw i l l a c c o m p l i s h g o a l s brilliantly.T h i s o p t i o n c a n c r e a t e p r o f e s s i o n a l d e v e l o p m e n t o f individualswiththetalentandexperience.
Becausep e r s o n a l a c h i e v e m e n t s a r e alsoa s s o c i a t e d w i t h a c h i e v e m e n t s o f t h e Company;goodemployeeswillconstantlyimprovetheirworkingperfor mance,andtheya r e reallydedicatedtothedevelopmentoftheenterprise.
TeamBuilding
A wide variety of team-building models exist, with Duller (1986) defining it as a planned series of meetings facilitated by a third-party consultant aimed at improving a team's task accomplishment through enhanced problem-solving skills Similarly, Liebowitz and DeMeuse (1982) describe team building as a long-term, data-driven intervention where work groups learn to examine their structures and dynamics to enhance teamwork effectiveness This process assists groups in identifying, diagnosing, and solving their own problems For Unitrade, building teamwork is essential for the sales team to work more efficiently, prompting company leaders to prioritize direct training for middle managers and staff in the Sales Department through new policies A key challenge lies in helping managers differentiate between varying levels of performance, such as good, bad, or average.
Themainp r o b l e m s o f b u i l d i n g t e a m w o r k a r e t h a t U n i t r a d e s h o u l d a s s i g n e a c h g r o u p w i t h ane x c e l l e n t l e a d e r w h o w i l l l e a d a n d g u i d e t h e t e a m t o w a r d s c o m p l e t i n g targetedobjectives.T h e benefitsofbuildinggroupsarethat:mobilizingthep owero f wisdom,experience, strength, timetosolvethetasks, creatingthe sh a r i n g, inspiration, motivationandboostingthecreationin working, effective trustofw orking, enhancing thesharingofworks,alwaysreadytoreacttochangesandandrisks.
WorkplaceTraining
Workplace training is a structured approach designed to enhance employees' job-related knowledge, skills, and attitudes (Landy and Conte, 2009) Career development assists individuals in understanding their skills, setting career goals, and engaging in activities to achieve those objectives (Mayo, 1991) At Unitrade, the sales staff lacks an effective training program, as newly recruited employees are only introduced to their roles and rely heavily on their instructors during a two-month probation period Additionally, sales staff are responsible for seeking new customers without proper training to handle specific customer demands, such as requests for certificates of origin and quality or terms of purchase contracts.
SolutionComparison
- Knowinghowtoguidecus tomerstouseproducts,guid ecustomerstroubleshootcom monissues,advantagesandd isadvantages oftheprod uctscomparedwithsimilarp roducts.
- Understandingtheneedsan dmentalityofdiscerningc ustomerstoservecustomers, andwhencustomersfeelsatisf ied,theywillstickwiththecom pany.
- Increasingopportunities topractice,contact withth ecustomers,havingtheo p p o rt u n it ies topromotet hecompanyaswellasitspr oducts.
- Increasingcompetitiveop portunities,increasingnu mberofsignedcontracts ,havingtheopportunitie stoachievethetargetedrev enue
- Beingtocreateasalestea mwhichworksefficient lyandhasmoreex per i en cesthantheoldteam.
Themostimportantth ingistoestablishef f ect ive teamwork
Unitrademayinviteexperie ncedexpertsortheBoardof DirectorsoftheCompanytot rainsalesstaffonknowledge andsalesskills.
- Allsalesstaffinthecompan yareforcedtofullyparticipat eanddotheassessmenttestsat theendo fthecourse. ways,withaleadingperso nwhoheadstheteamme mbers.
- Theteammemberstogeth ersupporteachotherinfi ndingandretainingcustom ers. experiencesinthefieldofsell ingchemicalandenviron mentalequipments,hav eagoodacademicbackgroun dtoboosttheefficiencyofth esales forces.
- Ifemployeesdonotp art i c ip at e fullyintrainingsession s,itwillbethewastefortheco mpanyandemployeesthemsel ves.
- Eachindividualinthegrou pwillsupportandhelpeac hothertoimprovetheproc essofdevelopingsaless kills.
- Itshalltakeabout4monthstor etrainstaff,firstlyaboutpro ductkn owledg e, strengths andweaknessesofproduct s.Theapproachsto
- Within01monthoftraining period,Unitradecancom binewithteamsandgroup stoworkandassessworki ngperformanceaspereach
- Becausenewlyrecruitedsta ffha s experiencesand skills,itwilltakeo n l y ab o ut 1-2monthstocheckskills,c apacitiesofbecomingfam customershavethehigheffici ency,effectiveskillso f seekin gforandconvincingcustomer s.Forthetrainingtime,itisadv isabletosetsalestargetsforthe salesstaff:iftheydonotreacht hetargetwithin03months,th entheymaybepunishedordis missed. quarter theworksoftheCompany, thensalestargetsshallbeset forth.
The solutions discussed in this article each have unique strengths and weaknesses, which will be summarized and compared in the appendix The primary goal of the thesis is to identify the causes of weak cohesion among employees at Unitrade, while also finding effective and feasible solutions that prioritize time and cost Solution 1 focuses on recruitment as the optimal method for quickly acquiring skilled employees without extensive training; however, it poses budgetary concerns given the company's current financial struggles Solution 2 emphasizes building teamwork, which is low-cost but time-consuming due to the reliance on peer experience exchange and the need for a strong team leader Although this method is economical, its efficiency is limited In contrast, Solution 3 proposes organizing training courses for staff, deemed the most viable option due to its lower costs and higher efficiency compared to the previous solutions While training requires initial investment, it serves as a long-term resource development strategy The training program for newly recruited employees includes orientation courses about the company's history and structure, as well as specialized training for sales staff in negotiation skills, customer engagement, and additional courses on time management, problem-solving, and decision-making.
Employees are encouraged to participate in training courses, which they believe will enhance their skills and improve job performance This initiative provides clear career direction and demonstrates that companies value employee needs through investment and support As a result, employees feel more motivated to meet sales targets and remain committed to the organization In turn, the company benefits from a well-trained and experienced workforce capable of meeting customer demands, ultimately leading to increased sales and a stronger market position Thus, this solution is optimal for the company in the current context.
Whenamanagerisinterestedintheneedsandthedevelopment,theemployeesw i l l feelmore confidentandcloselylinkedwiththecompany.Theimplementationofanappropriatetrainingprogra mcanimpacttheentireorganizationbyimprovingmorale,jobs a t i s f a c t i o n , motivation,producti vityandmeetthegoalsofthedepartment,organization.
- Increasesalesup2 0% of th e company andreduceemployeequit ratebelo w10%
Action:EstablishProjectteamstoworkw i t h t h e BudgetTeam tosetup budget plan
Thestafff r o m t h e salesr o o m w i l l b e gath eredtocollectinformationontheskillsneeded t o trainu s i n g t h e s u r v e y or fortheimplementationofthe trainingplan.Participant:Thestaffinsalesroo m,staffint h e ProjectteamandBudgetteam. questionnaire.
Thentheprojectteamwillmeettodetailedd i s c u s s oftheplan andhow toimplement.Bud geting preparedtoimplementatrainingp l a n Theprojectteami s awareo f t h e s e p r o v i s i o n s o f t h e lawsandpolicieso f t h e company i n theprocessofimplementingt h e trainingpr ogram.
ProjectteamsreportedtotheHeadof SalesDepartmentfor trainingplansandobjectivesof theplanand how theplanoperates.Thisstephelpsmanagersund erstandtheoverallsituationoftheplan.Informr elevantpeopleabout upcomingp l a n , budgetforeachphaseandhu manrequirementsforcompanies.
Staffacceptedthecompany'sgoalsand p e r c ei vi n g benefitsa c h i e v e d when completingtheplan.
Aftert h a t , a l l employeesr e c e i v e d n o ti f i cat io n s ofthesituationandplantow orkthroughemail.
2016Da te:on16 th and23 rd Apr,2016
Coursename:O r i e n t a t i o n coursesfor an overviewabouttheCompany( h i s t o r y ofestablishmentanddevelopment, struct ure,missions)Coursename:howtosearch andpersuadecustomerseffectively.Theco ursewillgiveemployeesanefficientwayt ofindcustomersanddirectioncu sto mer s' attentiontotheirproducts.Thestaffknowsh owtopleasethedemandingcustomers,bring thecompany'scustomers.
Date:on7 th -14 th -21 st -28 th ,
May2016 courseprovidesemployeeswiththenecessa ryskillsintheprocessofcontactwith custom ersfromstarttoemail,co n tac ts bytelephon e,anappointmentuntiltheendofthecontract. Thecoursealsoinstructionsonhowtomana gethesalesprocesseffectively.
Action:ContinuingtrainingprogramsD ate:on4 th -11 th -18 th -25 th June,
Course name: How to deal withbusinesscustomer Theaimofthecourseistogiveemployeesthe skillsnecessarytobea b l e tohandleanysitua tionthatoccursintheprocessofworkingwit hcorporatec l i e n t s inaprofessionalmann erandmakecustomersmostsatisfied.
Thepurposeoftheinspectionandevaluatio noftheresultsofthetrainingis toclar ifytheextenttoachieveornotachievet hegoalsthatthecompanyhasset. Publicizet h e r e s u l t s oft h e a s s e s s m e n t tohelpemployeesrealizetheirprogress,rec ognizethestrengthsandweaknesseso ft h e i r o w n H e l p e m p l o y e e s i d e n t i f y thestatusandorientationadjus tmentofoperations i n l i n e w i t h r e q u i r e m e n ts o f thejob.
Action:e s t a b l i s h a c t i o n p l a n s a n d a chievegoalsforthe3 rd q u a r t e r andthe4 th q u a r t e r
Salesteamshouldbeworkingtogetresult sandperformanceevaluationsworkt h r o u g h e m a i l E a c h e m p l o y e e sh ouldbeworkingwithmanagementtodis cusstheleveloftheirsalesgoals
Theobjectiveofassessingthefinishin gwo rk i n t h e f i r s t 3 quarterst o e n s u r e thattheprocessofevaluatingtherewar dt h at t h e c o m p a n y h a s madeveryf a i r Theycanrealizethefruitsofeffort.
Time:01 Dec – 31 Dec Evaluation of the project results Action: reward outstanding individuals Compared with business goals at the
At the beginning of the year, we outlined specific objectives aimed at driving progress and success While we successfully achieved several of these goals, some remain unmet due to various challenges Analyzing the reasons behind these shortcomings reveals key weaknesses that need addressing To enhance our performance moving forward, we must implement targeted solutions that will help us overcome these obstacles and achieve our objectives in the future.
Summarizing the year and set goals for the new year.
Theout-of-pocketCosts ResourcesExpenses Developmentand
ResearchExpense TraineeallowancePr omotionfeeT r av e l expenses
Thetimeisspentbythecom pany’spersonnelonintervi ews,supportandsupervisi onInfrastructure resour ces(
- Theout-of- pocketcost:300millionsVNDfortraineeallowance,promotionf e e andtravelexpens es
Inc o n c l u s i o n , d i f f i c u l t y o f economy,h i g h completiona n d l o w c o m m i t m e n t i s c o n s i d e r e d asthreeimportantproblemsthatUnitradehastofacerecently.Andlo wlevelof commitmentisaseriousproblemthatcaneffecttheemployee’sloyaltytotheo r g a n i z a t i o n A n d s o , i t t a k e s moret i m e a n d e f f o r t s t o f u r t h e r i n v e s t i g a t e t h e m a t t e r s Witht h e o v e r a l l g o a l s o f h e l p i n g t h e C o m p a n y retaine x p e r i e n c e d s t a f f , s a v e c o s t s i n recruitmenti s s u e s a n d t r a i n i n g n e w e m p l o y e e s , fromp o t e n t i a l c a u s e s i n c l u d i n g r e m u n e r a t i o n , workingenvironment,organizationalpolicies,j obsatisfaction,thereporth a s r e c o m m e n d e d a d d i t i o n a l t r a i n i n g c o u r s e s t o h e l p e m p l o y e e s s t a f f h a v e s k i l l s o f completingtheobjectivesoftheor ganization,reducingthepressureoneachindividual.T h e s e employeeswillbeencou ragedtoparticipateintrainingcourses.Theyagreedthatparticipationi n t h e t r a i n i n g w i l l h e l p t h e m i m p r o v e t h e m s e l v e s a n d b e t t e r j o b performance.
Ifeelasifthisorganization’sproblemsaremyown IdonotthinkIcouldbecomeasattachedtootherorganizationasthisone Ifeellike“partofthefamily”atmyorganization
Iamafraidof w ha t m ig ht happen if I quitmyjobwithoutanotherone linedup
ItwouldbecostlyformetoleavemyorganizationnowRight now, staying withmyorganizationis amatterofnecessityasmuch asdesire IfeelthatIhavefewoptionstoconsiderleavingthisorganization Oneofseriousconsequencesofleavingthisorganizationwouldbescarci tyofavailablealternatives
It h i n k p e o p l e t h e s e daysmovef r o m o r g a n i z a t i o n t o o r g a n i z a t i o n t o o o f t e n Ibelieveapersonmustalwaysbeloyaltohis/herorganization Jumpingfromorganizationtoorganizationseemsunethicaltome Ibelievethatloyalty isimportantandthereforeIfeelastrong sense o fmoralobligationtoremain
IfIgotanothero ff er forabetterjobelsewhere Iwouldnotfeelit was r i g h t toleavemyorganization Iwastaughttobelieveinthevalueofremainingloyaltooneorganization Thingswerebetterinthedayswhenpeoplestaywithoneorganizationformostofthei rcareers
Totally disagree Disagree Neutral Agree Totallyagree
6 Howmuchvarietyisthereinyourjob?Thatis,to whatextentdoesthejobrequireyoutodomanydifferentthingsatwork,usingavarietyofmys killsandtalents?
Shel o v e d h e r j o b andh e r w o r k i n g e n v i r o n m e n t b u t “ I f e e l t i r e d a n d e a s i l y g e t stressedbecauseofdisagreementswithaccountingdepartmentwhichputinvisiblep r e s s u r e s onme”.Actually,thougheverydepartmentanddivisionhasitowndifficulty,si n c e thegeneralgoalofthecompanyistoincreasesalesandrevenues,shethoughttheyshouldh a v e s u p p o r t e d h e r i n s e a r c h i n g f o r n e w c u s t o m e r s a n d s i g n i n g n e w c o n t r a c t “Theymademefeellikeitgetsharderformetoaccomplishmytasks”.
Besides,s h e t h o u g h t s a l e s d i v i s i o n h a d bee nf a c i n g a b i g o b s t a c l e i n se e k i n g f or p o t en ti a l c u s t o m e r s S h e c a n n o t suffert h i s j o b int h e l o n g timea n d d o e s n o t h a v e enthusiasmf o r w o r k I t s c h a n g e d t o o m u c h s i n c e h e r h a d b e e n h e r e 3 yeara g o T h e requirementishigher,shehavetoworkovertimetomeettheexpectati on,butthesalaryisnothighenough.Shethinks shewill quitherjob if shegetbetteroffer.
She has been with the company for three months and is actively working to adapt to its working environment and culture Committed to contributing significantly beyond the usual expectations, she aims to support the organization's success However, she feels a lack of guidance, as her colleagues appear too busy to assist her As a result, she has taken the initiative to learn about working procedures and manage customer interactions on her own.
Inaddition,sherarelyreceivedtheencouragementfromthemanager.Althoughalotoftasksassigned toher,mybossjustgiveheralittlebitsupport.Shedidnotreceivemuchrecognitionfromhermana gerwhileshetryherbesttofinishhermissionontime.Inaddition,Shefindthatt h e salesreportl a t e l y h a s n o t beenp o s i t i v e ando t h e r staffm e m b e r s i n t h e salesd i v i s i o n areq u i t e tense.Weare concernedwith thefutureof thecompany.
Hisjobactivitiesarepersonallymeaningfultohim.Buthethinkhecannotcommittothe c o m p a n y inlongrun.BecauseSalesmanagerwantstomakehisowndecisionsveryquickly.Hehavetoa skhisbossbeforehedoalmostanything.Sometimes,whenmanagersarebusy,hehast o askforappro valbyemailortextmessage.Hisjobrequirehimtodomanydifferentthingsat
48 workusingavarietyofmyskillsandtalents.Hehavealwaysfeltthatthereisnotclearbetweenrightandw rong.Theydividedthejobtaskintosmallactivitieswithmorepeopletogetinvolvei n t h e w h o s e processr a t h e r t h a n salesmanonly.S o s o m e s a l e s m e n l o s t t h e i r l o y a l t y t o t h e c o m p a n y duetounattractivebenefits.Heistryingtofindanotherjob,maybehecanchangeifhef i n d a betterone.Butat thattime,heneedto suffer thistoughsituation.
ShehadworkedforUnitradeapproximately3yearsattheSalesDepartmentandpersonallys h e t h i n k t h e t r o u b l e s a r e d i r e c t l y betweent h e S a l e s anda c c o u n t i n g d e p a r t m e n t Because t h e crosscommunicationbetweenthetwodepartmentarequiteloose.Generallspeaking,theemploye esataccountingdepartmentarguet ha t t h e saless t a f f is lackedo f professionalknowledgei n imported productsbecausei t t a k e s t i m e andq u i t e complicatedt o d o importedproductsproperly.S h e cann o t f i n d t h e interestw i t h t h e c r e a t i v i t y i n workn o w M e a n w h i l e , SalesDepartmentclaimst hatAccountingdepartmentregularlyraisesunnecessarydifficultiestot h e m
Astheresult,theyarewastingaplentyofworkinghours,andthecomplicatedworkingproc edurecreatestheinternalconflictbetweenemployeesandmanagersaswell.Inaddition,t h e profes sionalknowledgeofmanagersisquitegoodbuttheirmanagementskillsareshortcomingsaswell.
Shesaideverythingisgood,exceptfortheworkflowofthecompanyinrecenttimechange,t h a t i s goodf o r t h e c o m p a n y but t o caused i f f i c u l t i e s f o r SalesDepartment.Workflowo f o u r c o m p a n y isnotclear,althoughthecompanyhasrevisedbutstillveryambiguous,notsupportforsales.This job is inhighpressureandshedidn’t satisfywith thesalaryandtheawardoffirm.
Apartfrombasicw a g e s , t h e commissioni s accountedaccordingt o yearbaserathert h a n m o n t h o r quarterba se li ke i n o t h e r companies.Furthermore,w e cano n l y geto u r commissionafterthe customershavepaidtheirdebtandtheyusuallypaylatewhilewehavesomanythingst o t a k e careofi n life.A n d s h e fi nd t h a t t h e Accountingdepartmenti s n o t r e a l l y interested i n collectingdebtsofc ustomers.Inreality,thissalaryi s notcompetitivecomparetoothercompaniesin thesameindustry
Upt o n o w , t h e n u m b e r o f staffi n Unitradehasbeencutd o w n greatlywhichmakesthisaccount ingstaffbusier.Althoughshewantedtosupportotherdepartmentsanddivisions,shedidn o t havetime Sheevencouldnotaccomplishhertaskspunctually.Sheproposedtotheheadofd i v i s i o n forsendi ngmorepeopleandgoodreplyhasnotshowedup.Ontheotherhand,sheevend i d nothavetimeforherfa milyduetotheincessantworkingschedulefrom7a.m.top.m.everyd a y e x c l u d i n g S a t u r d a y aftern oonandSunday.A highworkloadn e e d tob e handle,s h e oftentiredafteralongworkingdayanddonot wanttogotoworkeverymorning.Shereallywanttoq u i t j o b i f s h e hasanother joblinedup.
Currently,herjobconcernswithrecruitingnewemployeesforthecompany.Inherpersonalo p i n i o n , i t washardtorecruithighqualityemployee.One of thereasonswas that thenameof thec o m p a n y wasn o t attractiveenoughf o r t h e applicants.Therew e r e somebadwordsaboutt h e c o m p a n y mainlyconcerningwithitsremunerationandinfrastructure.Trainingforsalesstaffandte chnicalstaffwasnot alongtermstrategy.
Mosto f t h e m attendingt h e t r a i n i n g coursew e r e requiredt o getallo f t h e processandproc eduresofthecompanyin3-
5days.Theyhardlycompletedthetrainingcourseandacquiredn e c e s s a r y knowledge.Besides, s h e sawm a n y staffsq u i t t h e i r j o b r e c e n t l y andh e a r d s o m e previousoldstaffsaythat theyhadnot been reallysatisfiedwiththiscompany.
Hehasworkedf o r t h e c o m p a n y f o r 3 years.Lastyear,t h e r e w a s a structurals h i f t o f t h e com pany,aheadoftechnicaldepartmentleftandbuiltuphisowncompany,persuadingagroupo f salesandt echnicalstaff tofollowhimandworkfor hisnewcompanywithahigherwagethant h a t o f t h e company.T h e newheadoft h e technicaldepart menthast r i e d t o keept h e currentrapportwiththecustomers.Nevertheless,customerswerenotreally comfortablewiththischange,theyconsideredwhetherto continue signingcontractwith the companyornot.
He loveshisjobbecauseitisnotplainlyrepetitive.Everybodyinthecompanyisfriendly;hehasdrawnalotof experiencesfromhiscolleaguesandmanagers.However,recentlythec o m p a n y businesshasnota
However,theylacknecessarys k i l l s suchascommunicationorproblemsolving.Ifthei n s t a l l a t i o n andoperationarenotright,ittakesmoretimetofixthosewrongdoings.Hethoughtt h e recr uitmentd i v i s i o n s h o u l d p a y m o r e a t t e n t i o n t o t h a t issue.Besides,h e f i n d s t h a t t h e remunerationoftechnicalstaffisratherlowcomparingtothecommonlevel.Heisgoingtoget marriedandhavebabyinthetimetocome,andheisquiteconcernedaboutthefinancialaspecto f h i s life.
Disagree Neutra l Agree Totally agree
7 ThesalaryI goti s satisfiedwitht h e workingachieve ments
8 Theemployeeso f thecompanya r e paidfairlya ndre asonably
22 Thetemperature,lightand noise in thecompanyis enoughformetowork
3 Besidesthecauseyoumentioned,theseareotherfactorsincluding:organizationalp o l i c i e s , compensationandbenefits,jobsatisfaction,supervisorysupport,workinge n v i r o n m e n t , trainingandcareerdevelopment.
5 Amongthecausesthat arediscussed,what isthesecondimportantcause? Whydoyouthinkso?
Thein- depthinterviewfoundthatthemostofemployeesstronglyagreethatthemostimportantcaus eistrainingandcareerdevelopmentissue.WhatdoesUnitradecandotoenhancethecommitm entofemployees?Whydoyouthinkso?
RespondentQu e st io ns HRdepartment SalesDepartment TechnicalDepartment
Doyouthinktha torganizational policiesaffectt h e commitmen tofemployees?
Thelackoft h e n e c e s s a r y s upport policiesc a n e a s i l y l eadt o misunderstandingw i t h thesamearisenproblemw i t h o u t any firmcommitmentfromtheCo mpany.So,employeesw i l l l o s e t h e i r c o n f i d e n c e i n th eorganization.Ift h e policiesar en o t tight,employeesw i l l b e confusedbetweentheassigne dtasks,andtheyt e n d t o e v a d e responsibilities.
Yes,l i m i t e d writtenrule sandregulationsleadtoindi vidual doingjobintheiro w n waya n d understanding.
Itishardtoknow t h e respo nsibilitieso f eachstaff,m a k i n g i t difficulttoknowwh oist h e keycontactforeach workt a s k andt o k n o w w hose faultwhenitcomesto errors
- Yes,thelackofofficialregulat ionsand policieswillcausetroublesint heoverallprocessduetodupli catesoftasks Employeesea sily getconfusedastheyd o n o t know whichinformationi s official,l e a d i n g t o misc ommunicationandwasteofti me.Sotheydecidedt o leftt h e company.
Doyouthinktha tcompensation andbenefitsaffe ctthecommitme ntofemployees
Yes,Whenbeginningthewor k,o n e questionalwaysarisesh owmuchyouwillgetpaidandi n additiont o salary,whatabout otherbenefits? m a n y l a y e r s i n t h e organiz ationcausea s e r i o u s proble mt o t h e loyaltyo f employee s.
Yes,salaryandbenefít pla ysanimportantp a r t i n the employee’sexpectationo f t h e j o b , s o ifsalaryi s eno ughforth em , theywillfocu sonthelong termgoalo r or ganizationmission,.
Therefore, financialsupport willfocu sonlongtermratherthan short term
Yes,clearfinancialsupport helpemployeest h r i v e t o grow,m a k e t h e m h a v e motivation andtherighttra ckforthem.With lowsalary ,makingithardforemployee stokeeptrackw i t h changean dt o understanddeeplyabout thegoalt o preparet h e m s e l v e s forthechange.
Doyouthinktha t jobsatisfaction affectthecomm itmentofemplo yees?
Yes,j o b satifactionmakesstaf fsd o t h e i r workb e t t e r t ha n others.Thusinthelongrun maymakethestaffsmotivated whichleadt o getachievementi norganization.
Yes,i f s o m e o n e d o n o t s atisfywithhisorherjob,i tcanmakethemconfusedan dn o t k n o w t h e righttrac kforthem.Duetothisissue ,managementw i l l alsogeti ncorrectevaluationonstaff
’sperformanceasw e l l E mployeescannotfocuson theoverallgoal,somayinter pretd i f f e r e n t l y f r o m w hatit reallyis.
Yes,j o b satisfactioni s o n e o ftheessentialfactoraffectem ployee’sm o t i v a t i o n The ywillfocusonthelongtermg oalo r t h e organizationmissi on, visionbutt r y t o accomplish t h e i r dailytasks only.
Doyouthinktha tsupervisorysu pportaffectth ecommitmento femployees?
Itvariesonthecases.Forexam ple,ifthetaskisnotsohard,I c and e a l w i t h t h e issuemys elf.Incasethattheissue isam biguity,Iwillaskt h e relevantp ersonf o r furtherd e t a i l s i n o r d e r t o completemytaski nthebestway.
Yes,u s u a l l y t h e manag ementinformissuesinagen eralwayandIfindi t q u i t e h ardt o askforfurtherexplanat iond u e t o t h e i r busywork ingandmeetings c h e d u l e , s o I sometimes figureout theproblemmyself.Iwilln otunderstandt h e i s s u e c l e a r l y andw i l l completemy t a s k s w i t h anamountof ambiguitytomakesureI c a n m a k e a d j u s t m e n t s later,causingawasteofti me.
Notreally,b e c a u s e w e are n o t judgedo r punishedbygi vingquestionsi n t h e organisation,s o w e can eitheraskforclarificationfro mm a n a g e m e n t t e a m o r askf o r s u p p o r t fromo u r colleagues.Thet h i n g isit m a y takealongtimetogeta decisionmadefromthemana gement,b u t n o t t h e misu nderstanding andtoleratinga m b i g u i t y f r o m it.
Doyouthinktha ttrainingandcar eerdevelopmen taffectthecom mitmentofempl oyees?
Yes,I alwaysfeelunclearabout everythingi n myj o b , andI f i n d q u i t e hardt o askfo rfurth erexplanationduetot h e i r b us y workingandmeetingsched ule,Isometimes figureo u t t h e problemmyself.Ireallynee da trainingprograminordertou nderstandt h e i s s u e clearly.
Weshouldmakeaclearand specifictrainingprogramf o r e v e r y o n e a n d needt o b e informedt o o t h e r staff sotheyc a n knowalltheke ypersonresponsibility f o r e a c h staffs.
Regulartrainingprogramne edtobeheldtoemphasize t h e commitmentto theorgani zation.Moreover,goalsneedt obe announcedbyt h e manag ementandpropertrainings h o u l d betakent o m a k e s u r e t h e employeesk n o w howt oachievethegoals
What doesUnitradeca ndo to enhancethe commitmentof employees?
First,weneedtospecifyourc urrentprocesses.Althoughw e d o havespecifiedproceduresa ndj o b descriptions,theyareno tup-to- dateandusuallywegetta sk s t h a t aren o t i n o u r j o b descr iption.Secondly,weneedt o re ducet h e layerso f decisionma king,t h u s i t w i l l takel e s s t i m e f o r a d e c i s i o n tobemad eandwillserveasqu ic k respo nsetointernalandexternalprobl ems.
Aclearj o b descriptioni s re quiredforeveryemployeea ndn e e d s t o b e informedt o o t h e r staffs o theyallk n o w theykeypersonresponsibl ef o r eachtask.Also,theinf ormationaboutwhohasq u i t theorganisationorw h o has r e c e n t l y j o i n e d thesc hooln e e d s t o beannouncedt o e v e r y o n e E - systemshouldbetakeninto accountaswellduetot h e i r i nefficiency.
Wes will clearly define each employee's responsibilities, duties, and goals for their respective roles Employees must adhere to the processes established by the school while being empowered to contribute to improving these processes for greater efficiency and reduced time consumption Additionally, employees should be encouraged to participate in the decision-making process to minimize delays and miscommunication within the organization.
Jan 2016 Preparingdocuments andi n v i t i n g t h e appr opriatedpeople f o r tra iningprogram
Jul 2016 Gatheringallsalesstaffs m a k e groupso f twoo rthreepeople, provi dingtargetsf o r eachg roup.
Oct2016 Testingthegroupswith t h e targetst h a t wereg aveb e f o r e , then giv ingnewtargetsforeach group
Firingthesalesstaffth atcannotgetthetargeti n threem o n t h before ,thenmakinganannoun cementtorecruitnews a l e s staffs&trainingthe m.
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