Job satisfaction in sacombank binh thanh branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business -NGUYEN THI TUAN ANH JOB SATISFACTION IN SACOMBANK – BINH THANH BRANCH ID: 22130005 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr NGUYEN THI NGUYET QUE Ho Chi Minh City – Year 2015 JOB SATISFACTION IN SACOMBANK – BINH THANH BRANCH Contents Contents CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Company Background 1.2 Problem symptoms 1.3 Analyze the existence of the problem Definition of Job Satisfaction Outcomes of Job Satisfaction Analyze the existence of the problem 10 1.4 Analyze the importance of the problem 14 1.5 List of the potential causes of the problem 17 CHAPTER 2: ALTERNATIVE SOLUTIONS 22 2.1 Analyse main causes 22 2.2 Alternative solutions 27 Solution 1: Develop positive relationships between employees and managers .27 Solution 2: Improve compensation and benefits for employees 28 Solution 3: Develop career opportunities for employees 30 CHAPTER 3: SELECTED SOLUTION AND CHANGE PLAN DESIGN 34 3.1 Selected the suitable solution 34 3.2 Implementation plan 38 Limitation and Recommendation 44 Conclusion 44 CHAPTER 4: SUPPORTING INFORMATION 45 APPENDIX 48 APPENDIX 60 LIST OF REFERENCE 61 CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Company Background SAIGON THUONG TIN COMMERCIAL JOINT STOCK BANK (hereinafter shortly referred to as Sacombank) is a commercial joint stock bank, which may manage all banking operations and other business transactions Sacombank was established in December 1991 They have built outstanding contribution and strong strategic partnerships with many generations of more than 15,000 full time staffs, customers, partners, shareholders and investors The mission of Sacombank is to optimize modern and multi-utility financial solutions package for customers; bring the value of the banking profession and prosperity to staff and accompany along with Corporate Social Responsibility (sacombank.com.vn, 2009) The major business activities of Sacombank and subsidiaries are to strenghthen retail banking and enhance corporate banking; to receive entrusted investment and development funds from domestic credit 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 and gold; to provide trade finance services; and to provide other banking services In 2020, Sacombank development strategy is in Top 10 Indochina Bank; and in 2015, Sacombank is the bank operating with main targets: stable growth, professional management, suitable income, and reasonable profit As of December 31, 2014, Sacombank developed branch network development with nearly of 428 transaction offices including transaction offices in Cambodia, transaction offices in Laos and 417 transaction offices nationwide Sacombank - Binh Thanh Branch is one of the largest branches in Sacombank The branch was established in November 2007 and located at 270B Bach Dang Street, Ward 24, Binh Thanh District The branch has four transaction offices: Binh Hoa, No Trang Long, Thi Nghe, Thanh Da and one main branch Over 8-year development, Binh Thanh Branch has recorded a significant performance in 2011-2013 The financial results proved a company maintained a trajectory growth path in business development The financial performance overcame other branches of comparable size In addition, the company achieved many prestigious awards like Excellent Unit Reward - Sacombank 2011, Best Young Unit Reward Sacombank 2012, Best Unit Reward in many years 1.2 Problem symptoms To have the initial general information about currently company status of Binh Thanh Branch, the writer collects secondary datas from HR Department and conducts to preliminary interviews with employees Based on the answers of employees, the writer can get some basic information on currently status of the company Although Binh Thanh Branch is one of the largest and most effective branches in Sacombank, the branch also copes with many problems with policies and staff such as high turnover rate, low commitment, low employee productivity According to HR Department report, the turnover rate has been increased significantly, 22% only for first months in 2015, compared with the rate of 12% for the previous year In 2014, there were eight new employees after four-month trial work, seven long-term employees leaving company and three supervisor transferred job to another branch But in the first three quarters of 2015, the amount of turnover has increased drammatically with five seniors and nearly thirty employees In fact, this number is considered as a high turnover ratio compared to other branches in Sacombank This turnover ratio was considered as a alarm sign of the company The result of statistical in Table in Chapter showed that the comparison of employees who left out in 2014 – 2015 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 employees (Rousseau, 1984) and low future performance as well (Baron, Hannan and Burton, 2001) Therefore, this is a negative symptom for any organization which the high turnover becomes more larger and develop Secondly, from secondary data, up to now Binh Thanh Branch has not achieved many targets of three quarters of year 2015 Balanced Score Card intergrated to Core Banking T24 is the software to evaluate the complete working results for each employee According to the bank's standard regulations, the credit employees must get more than 80 points of BSC score will be standard The statistics in Table in Chapter for the sale staff are working at Binh Thanh Branch showed the current situation of working employees Finally, according to Mr Tuan Anh - Credit Department Director, he is worried about the present employee's problem such as lack of enthusiasm, customer low satisfaction and loyalty, lack of personal initiative on the job, lack of building passion, commitment and alignment with the organization's strategies and goals The branch has built the good relationship with some huge clients, for instance: Golden Lotus Trading and Manufacturing Co., Ltd, Asian Rubber Co., Ltd, Anh Long Co., Ltd, Kham Thien Co., Ltd, etc They brought profitable transactions and had effect to the company‟s business However, started from the beginning of 2014, with the economic has become very competitive, both competitors and other branches in Sacombank have forced to gain high productivity as well as profit Worldwide rubber prices fell 21 per cent from May to November, going from usd94 to usd74 per pound (phnompenhpost.com, 2014) The vast amounts of land have been effected for rubber plantations in Binh Phuoc, Dong Nai, Tay Ninh by two of company‟s largest clients, Golden Lotus and Asian Rubber This leads to decrease the business corporation with company, and so profit has been reduced Moreover, since revenue fell, it was needed to adjust plans to keep the business running effectively, the Board of Director (BOD) have decided to cut welfare buget, reduce salary of middle managers and employees, rise business sales and KPI, etc Besides, all of employees have tried to find as many new potential clients as possible What makes the branch less competitive than other branches in Sacombank? Recently, the employees receives many invitations to recruit from the HR department of many banks 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 and consultants – the key employee Besides, about 50% of sale staff not have the spirit to work and learn more knowledge about new product and sales skills, especially new employees and trial-work employees Mr Tuan Anh noticed that work ethic of employees is not high; they not have a specific plan to find new customers For existing customers, they not plan to develop favourable policies for potential customers such as reducing fees or low deposits In fact, Binh Thanh Branch has lost many good customers Based on the awareness of company‟s symptoms, the low level of employee satisfaction is proposed as the central problem in this project Therefore, the critical purpose is increasing the level of employees satisfaction, getting people taking part in solving company‟s issue and overcoming the obstacles together 1.3 Analyze the existence of the problem Definition of Job Satisfaction Job satisfation has been defined by Beer (1964) as employees‟ emotions and thoughts about organization, workplace and management and colleagues The connection between employee job satisfaction and labor efficiency has already demonstrated by many researchers in the past The advantages of job satisfaction for a company are to minimize complaints and injustice regarding employees, concentrate and successfully accomplish the work within requirement time Al-Zoubi (2012) implied that employees‟ performance appreciation is an implement to further improve the motivation level of the employee Once employees feel satisfied, they will have real more work motivation, thereby their performance results in profit increase and higher further development Sahnawaz and Juyal (2006) proved the impact of job involvement and job satisfaction on organizational commitment It was considered to be the key important outcomes of human resoure plans to achieve competitive performance While Diaz-Serrano and Cabral Vieira (2005) stated that employees with low paid are likely have low quality jobs and less job satisfaction Baron et al (2006), reports have generally implied there is a relationship between job satisfaction and employee absence and turnover They tend to absent from work or resign and seek other job chances Singh and Kohli (2006) indicated that organizational factors such as pay, growth opportunities, job security, etc., influence an employee‟ perception of job satisfaction Green and Heywood (2008) studied opportunities related pay allows employees optimize their motivation to increase satisfaction with pay and job security Finally, there are many definitions of employee job satisfaction in the literature, however the common subject in the articles researched is employee satisfaction as an connection to one's work role that involves an individual's emotional, physical, and perceiveness It is a rational and voluntary choice made by the individual that goes above and beyond work expectations to assist an organization in meeting its goals Outcomes of Job Satisfaction There are a number of effects brought about by low job satisfaction Lowly satisfied employees tend to have worse physical and mental health, learn the new task more difficult, have more job stress and unrest The two outcomes of job satisfaction were studied by Baker (2011) – absenteeism and turnover He indicated low job satisfaction cause absence He also investigated many factors influencing employees leave the company These are tenure, salary, promotions and family commitment When satisfaction is high, absenteeism is low and when satisfaction is low, absenteeism is high Job satisfaction has also been found to have a connection with turnover (Cotton and Tuttle, 1986) Managerial concern is mostly for the turnover which increases because of low level of job satisfaction We can say thay there is an important role played by job satisfaction in employee turnover When employees are dissatisfied with their jobs, they tend to be more experience accidents They can not have attention on the task at company and lead directly to accidents (Barling, Kelloway, E K., & Iverson, 2003) Gruneberg (1979) proved that less skilled employee‟s productivity was positively related to satisfaction with his job and supervisors The employee‟s productivity was rated by his manager and showed the results that highly skilled employees places a higher value on their job and freedom to perform their work than production Analyze the existence of the problem In order to understand deeply the real problem that happens at the company, the writer would like to reveal the symptom and critical evidences as the following We have an in-depth interviews with two employees who are working in different departments, Salesman and Risk Supervisor They were invited to answer series of statement Do you think “Management or Supervision” affect the level of employee satisfaction? Give your opinion Do you think “Positive relationship between managers and employees” affect the level of employee satisfaction? Give your opinion Do you think “Job content” affect the level of employee satisfaction? Give your opinion In your ideas, which factors affect the level of low employee satisfaction that not list in this study? Please arrange the factor that affect the level of low employee satisfaction in order of importance, give detail to explain your choice? Do you any contribution to enhance the level of low employee satisfaction in Sacombank – Binh Thanh Branch? Interview in focus group: JOB SATISFACTION IN SACOMBANK – BINH THANH BRANCH Question Interviewee Interviewee 54 Interviewee Interviewee Interviewee Interviewee 1.Do you think Yes Binh Thanh Yes Good benefit Yes sure, I think Yes In my opinion, Yes I consider that Yes I found that “Compensation Branch„s business is considered as salary and benefit pay means employee cannot there were many and benefits” result is not good the good way to are the most perceived worth to work with a employees left affect the level as expected, so keep employees important things the organization, company if the Sacombank to of employee maangers have and attract good to encourage and worth compare salary and benefit Vietinbank, just satisfaction? some policies to resources I employees to each employee are not good because they Give your cut bonus and always consider working hard In The primary enough However, offered a better opinion decrease salary about the salary my opinion, I will perception is it is difficult for salary package We This policy and other find the other employees want to company to need to be paid influences to incentive (health company if the be paid based on identify the salary based on what they employee‟s insurance, salary does not their result.Besides, range, which can contributed for the satisfaction and financial support, satisfied my a good reward satisfy all bank If the bank many of them had ect) when receive needs I still programs based on employees Good cannot satisfy their left the bank just any job offer working there but my outstanding salary and benefit employee, they will because getting I not performance will package is the leave, and I am not better salary rate concentrate to be a way to keep necessary an exceptional case from other work also me spending more recognition for competitors I effort to the employee‟s effort think that company‟s goals This is the employees need to important element, good benefit which is mentioned by employees to compare companies together Do you Yes I think that Yes If the Yes If Yes, my comapny Now, Employees Yes I know what think “Training career employees feel employee‟s needs to develop have to research by company expects and career development is that their career career developed learning themselves for from me when take development” important for path will align with the bank opportunity for advanced level part in the training affect the level employees after with company development, the their staff, so they Training plan And I know of employee few years of strategy, the result employee will can apply more opportunities are which skills I want satisfaction? working In my is sustainable satisfy with the new knowledge necessary for all to be developed? Give your case, just wanted to connection company I am while seeking and position For above Besides, joining in opinion work for a between appreciating the maintaining level, it is not much training courses company, where I employees and company that customer In return, meaning However, increase employee‟ can use my employer I think spends effort to employee can development is performance by knowledge, and this factor will develop my skills approach new different If they learning and have good salary orient employee‟s through training explore ability to feel they can be improving Now, I focus on performance, plan pursuit their career developed in this necessary skills If development attitude path company, they will the bank training opportunities for stay and spend does not align with promoting more effort It plays my career, I feel opportunities an important role in dissatisfied because Training help staff employee‟ career I want to work in to develop ability, path an environment which I can and work well develop myself 3.Do you think Yes I think if the Yes, the positive Yes, sure The Yes Staff cannot Yes Everyone want Yes Employees “Management employee receive relationship with employee cannot work without to work with need their manager and support from manager and staff get the result as support from friendly people, a supports them in Supervision” organization, also enhance expected without colleague and supportive daily tasks, or affect the level especially from engagement with support from manager I think managers and good spends time to of employee their manager, is the company in manager and co- that positive working condition solve their concern satisfaction? proved that their general In order worker relationship with or problem they Give your manager take care to help employees them is very have with other opinion of their employees perform job, necessary That team or with other Timely recognition company need to relationship is the department If the for employee have good only reason for me employees feel safe contribution, fair in working to go to work with the manager, doing performance conditions (stable they rarely want to review make me network, flexible leave Performance happy about my working time, review process is manager although ect.) also the most some managers argument topic still bias between managers Some of them is quite easy to promote their employees, while other requires them to satisfied all criteria 4.Do you think Yes, when I faced Yes, I am new Yes In working “Positive to difficult employee and and relationship situation, I need to not work well No comment Yes, employee Yes, If the manager environment, the empowerment shares information manager makes employee with employees, it between help from my My manager empowers their feel that the bank will increase the managers and manager helps me a lot employee to believes in my connection between employees” Closeness of from beginning perform job, or ability I am in them and their staff affect the level supervision is an when I went to contact directly to charge of the main There is no one can of employee interesting duty of work He big clients when contact point with work for the satisfaction? skilled supervisors introduced about they believe in customer, be organization Give your basic banking them and their responsible for my without opinion industry ability Trust each decisions I feel acknowledge about knowledge and other is the that I am the company skill to solve element of each contributing to the strategy, since the problem positive bank business, but employees not relationship also feel stress know what he is because contact working for In directly to client Binh Thanh require me to be Branch, the good at manager has understanding the announced the new product and business result in service the Quarterly meeting, and estimates the growth ability in the future 5.Do you think Little I quite “Job content” No comment My work is quite I think job content Yes I like my work Yes If the company satisfied about challenged, affect to my job and workplace My lets employees affect the level workplace sometime I felt satisfaction a little colleagues are actively give a of employee environment It is stress but my because I rate friendly and they decision making satisfaction? clean, cold and colleagues career development are willing to procedure, they will Give your fresh air There is a support and more important support me when I tent to satisfy opinion positive encourage me a My workplace is need to help My relationship among lot quite new and work is to directly repaired in time contact to Job discription is customers I felt it clear but difficult is challenged to me employees to adapt 6.In your ideas, No comment which factors Health care No comment No comment Corporate Values Peer Culture No comment Job security affect the level of low employee satisfaction that not list in this study? 7.Please arrange the factor that affect the level of low - Compensation and benefits - Career development - Positive - Career - Career - Career - Career development development development development - Compensation - Compensation - Compensation - Compensation and benefits and benefits and benefits and benefits - Management/ - Management/ - Positive - Positive - Compensation and benefits - Training and career development - Positive employee relationship satisfaction in -Management/ order of Supervision importance, - Job content relationship - Management/ Supervision - Positive Supervision - Positive relationship - Management/ Supervision relationship relationship Supervision - Job content - Job content - Job content - Job content relationship - Job content - Management/ Supervision give detail explain your choice? 8.Do you any Provide benefit Create more team Clear career path Clear job Clear employee Evaluate staff's contribution to package for all building activities for each position description and development performance to enhance the staff, not only for to match Let the middle career path for all strategy design a suitable level of low the experienced employee closer management level position Sharing company Individual employee Develop a training Training strategy in decision Cash out bonus strategy and development plan satisfaction in plan match with match with making process timely information in Reward Sacombank – individual individual Have an attractive detailed performance based Binh Thanh development plan development plan salary range salary Branch? Support employees Have salary range Succession Raising salary while they are with competitive planning for based on valuation joining the class feature potential performance resources JOB SATISFACTION IN SACOMBANK – BINH THANH BRANCH 60 APPENDIX QUESTIONNAIRE A STUDY OF JOB SATISFACTION IN SACOBANK – BINH THANH BRANCH Name Age Department A.G General Information: Gender: Male Female Working position: Officer Middle manager Top manager Income range (monthly) (VND) 6.500.000 – 7.500.000 7.500.000 – 10.000.000 >10.000.000 B For the questions that follow and used the following scale which are stated below: 1=Highly dissatisfied, 2=Dissatisfied, 3=Somewhat satisfied, 4=Satisfied, 5=Highly satisfied 1 Salary and level of satisfaction Rewards systems and level of satisfaction Benefits and level of satisfaction Career development and level of satisfaction Relationship and level of satisfaction Management and supervisor and level of satisfaction Job content and level of satisfaction LIST OF REFERENCE Alderfer, C.P (1972) Human needs in organisational settings New York, NY: Free Press of Glence Ali, R., & Ahmed, M S (2009) The impact of reward and recognition programs on employee‟s motivation and satisfaction: an empirical study International review of business research papers, 5(4), 270-279.oe Ahmed, S., & Uddin, M N (2012) Job Satisfaction of Bankers and its Impact in Banking: A Case Study of Janata Bank Journal ASA University Review, 6(2) Al-Zoubi, M T (2012) The shape of the relationship between Salary and Job Satisfaction: A Field study Far East Journal of Psychology and Business, (3), 1-12 Argenti, P A (2006) How Technology Has Influenced the Field of Corporate Communication Journal of Business and Technical Communication, 20(3), 357-370 Argyle, M (1989) Do happy workers work harder? The effect of job satisfaction on work performance How harmful is happiness Armstrong-Stassen, M., Cameron, S (2005) “Factors related to the career satisfaction of older managerial and professional women.” Career Development International Vol 10 Iss: 3, pp 203-215 Ashar, (2013) the impact of perceptions of training of employee commitment and turnover intention International journal of human resource studies, vol.3(1), pp.74-88 Bai, B., Brewer, K.P., Sammons, G., Swerdlow, S (2006) Job satisfaction, organizational commitment and internal service quality Journal of Human Resources in Hospitality & Tourism 5: 37-54 Baker, W K (2011) Antecedents and consequences of job satisfaction: Testing a comprehensive model using integrated methodology Journal of Applied Business Research (JABR), 20(3) Baron, Models J N., Hannan, M T., &Turnover Burton, M D (2001) Labor Pains: Change in Organizational and Employee in Young, High‐Tech Firms1.American Journal of Sociology, 106(4), 960-1012 Barling, J., Kelloway, E K., & Iverson, R D (2003) High-quality work, job satisfaction, and occupational injuries Journal of Applied Psychology, 88(2), 276 Beer, M 1964, 'Organization Size and Job Satisfaction', The Academy of Management Journal, vol 7, no Chahal, A., Chahal, S., Chowdhary, B., & Chahal, J (2013) Job satisfaction among bank employees: An analysis of the contributing variables towards job satisfaction International Journal of Scientific & Technology Research, 2(8), 11-20 Cohen, L (2003) Loyalty Based Portfolio Choice Cotton, J.L and J.M Tuttle, “Employee Turnover: A Meta-Analysis and Review Cumbey, D A & Alexander J W (1998) The Relationship of Job Satisfaction with Organizational Variables in Public Health Nursing Journal of Nursing Administration, 28(5), 39-46 Implications for Research,” Academy of Management Review, Vol 11, pp 55-70, 1986 Diaz-Serrano, L & Cabral Vieira J.A., Low Pay, Higher Pay and Job Satisfaction within the European Union: Empirical Evidence from Fourteen Countries, Discussion Paper No 1558, IZA, 2005 David A DeCenzo and Stephen P Robbins (2006) Fundamentals of Human Resource Management, Nice Printing Press Daily, America Green, C., & Heywood, J S., Does performance pay increase job satisfaction? Economica, 75, 710–728, 2008 Gruneberg, M M (1979) Understanding job satisfaction Halsted Press Hossain, M S (2014) Job Satisfaction of Bank Employees in Bangladesh.Available at SSRN 2374294 Huselid, M A (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance Academy of management journal, 38(3), 635-672 Igalens, J., & Roussel, P (1999) A study of the relationships between compensation package, work motivation and job satisfaction Journal of Organizational Behavior, 20(7), 10031025 Joan Ernst van Aken et al (2007) Problem Solving in Organizations [Online] Cambridge: Cambridge University Press Available from: Cambridge Books Online [Accessed 22 December 2015] Kahn, R L., & Katz, D (1952) Leadership practices in relation to productivity and morale Institute for Social Research, University of Michigan Karasek, R & Theorell, T (1990) Healthy Work: stress, productivity, and the reconstruction of working life New York: Basic Books 89-103 Kim, S (2002) Participative management and job satisfaction: Lessons for management leadership Public administration review, 62(2), 231-241 Kozarevic, E., Peric, A., & Delic, A (2014) Job satisfaction of banking sector employees in the Federation of Bosnia and Herzegovina Economia Seria Management, 17(1), 30-49 Mohammed, F., & Eleswed, M (2013) Job Satisfaction and Organizational Commitment: A Correlational Study in Bahrain International Journal of Business, Humanities and Technology, 3(5), 43-53 Morrow, P C (1993) The theory and measurement of work commitment Jai Press phnompenhpost website, 2014 Retrived from http://www.phnompenhpost.com/business/vietnam-rubber-group-finishesconstruction-its-52m-rubber-factory Mowday, R T., Steers, R M., & Porter, L W (1979) The measurement of organizational commitment Journal of vocational behavior, 14(2), 224-247 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 Opkara, J O (2002) “The impact of salary differential on managerial job satisfaction: A study of the gender gap and its implications for management education and practice in a developing economy The journal of Business in Developing Nations, 65-92 Randall, D M (1990) The consequences of organizational commitment: Methodological investigation Journal of organizational Behavior, 11(5), 361-378 Rizwan Qaiser Danish and Ali Usman (2010), Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan International Journal of Business and Management, Vol.5 No.2 Robbins, S P et al (2009) Organizational Behavior India:Pearson Prentice Hall Rousseau, L (1984) What are the real costs of employee turnover CA Magazine, 117(12), 4854 Sacombank website, 2009 Retrived from http://www.sacombank.com.vn/en/intro/Pages/Establishment-and-Deveplopment.aspx Sahnawaz, M.G & Juyal, R.C., Human Resources Management Practices and Organizational Commitment in Different Organizations, J Indian Acad Appl Psychol 32:171-178., 2006 Schaufeli, W., & Salanova, M (2007) Work engagement Managing social and ethical issues in organizations, 135-177 Shani, N., & Divyapriya, P (2013), "A study on implementation of knowledge management practices for career development among IT employees Shelton, K (2001) The effects of employee development programs on job satisfaction and employee retention (Doctoral dissertation, University of Wisconsin-Stout) Shujaat, S., Sana, S., Aftab, F., & Ahmed, I (2013) Impact of Career Development on Employee Satisfaction in Private Banking Sector Karachi.Journal of Management and Social Sciences, 9(2), 1-8 Singh, D., & Kohli, G., Evaluation of private sector banks in India: A SWOT analysis Journal of Management Research, 6(2), 84–101, 2006 Storey, J D., Madeoy, J., Strout, J L., Wurfel, M., Ronald, J., & Akey, J M (2007) Geneexpression variation within and among human populations The American Journal of Human Genetics, 80(3), 502-509 Tapchitaichinh website, 2015 Retrived from http://epaper.tapchitaichinh.vn/TCTC_1_4_2015/TCTC_so_3_2015/assets/basichtml/page53.html Taylor, K E., & Weiss, D J (1972) Prediction of individual job termination from measured job satisfaction and biographical data Journal of Vocational Behavior, 2(2), 123-132 Van de Looij, F., & Benders, J (1995) Not just money: quality of working life as employment strategy Health Manpower Management, 21(3), 27-33 Walia & Bajaj (2012), impact of human resource management (HRM) practices on employee retention International journal of research in IT & management, vol 2(2), pp.836-847 Zingeser, L (2004) Career and job satisfaction The ASHA Leader Tapchitaichinh website, 2015 Retrived from http://epaper.tapchitaichinh.vn/TCTC_1_4_2015/TCTC_so_3_2015/assets/basichtml/page53.html ... criteria JOB SATISFACTION IN SACOMBANK – BINH THANH BRANCH 38 3.2 Implementation plan Implementation - action plan to enhance low level of employee satisfaction in Sacombank - Binh Thanh Branch. .. activities for internal activities in the branch, and the final activity for external enhance the business more develop and sufficient JOB SATISFACTION IN SACOMBANK – BINH THANH BRANCH 40 Internal... Street, Ward 24, Binh Thanh District The branch has four transaction offices: Binh Hoa, No Trang Long, Thi Nghe, Thanh Da and one main branch Over 8-year development, Binh Thanh Branch has recorded