Companybackground
Unitrade Joint Stock Company, established in 2000, specializes in supplying medical and environmental processing equipment Since 2005, it has been the exclusive partner of ChiSun, Shinmaya, and Graatech in Vietnam, serving a diverse clientele that includes universities, research institutes, hospitals, manufacturing firms, restaurants, hotels, and civil works The company also offers consulting services and European brand-new products, ensuring comprehensive after-sales support, including usage instructions, installation, equipment guarantees, and maintenance Their experienced staff, trained in modern technologies from developed countries, is committed to delivering high-quality products and professional technical support services Over the past 15 years, Unitrade has emerged as a leading supplier of environmental processing equipment in Vietnam, with a strong workforce of over 40 employees and a Board of Directors Their products are widely distributed across nearly all provinces in Vietnam, with their headquarters located in Ho Chi Minh City.
Backgroundofproblem
Symptoms
In the current high-competition market characterized by soaring inflation and significant VND depreciation, companies are facing considerable challenges in customer acquisition and sales targets The downturn in the stock exchange has negatively impacted consumer purchasing power, making it difficult for businesses to achieve their goals, as seen at the end of 2014 Additionally, the real estate market, which froze in 2004, has led to increased bad debt among banks As borrowing became more challenging, Unitrade had to cut operational costs and readjust personnel, resulting in decreased revenues since 2004 To sustain operations, the company implemented cost-cutting measures, including reduced salary increases and holiday leave policies, which directly affected many employees, particularly in the Sales department Consequently, the number of staff leaving for better opportunities surged, as employees opted to seek new prospects rather than remain with the company during these tough times.
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 market, many companies leverage their substantial capital to maintain large inventories, allowing them to offer lower prices than the market average Additionally, foreign investments in Vietnam are on the rise, bringing high-quality and diverse products, along with more professional after-sales services compared to local firms, thus providing customers with greater choices As a result, Unitrade has been striving to identify potential customers and has responded to competition by enhancing service quality, diversifying its product range, and investing more in after-sales service and customer care.
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 leadership at Unitrade is deeply concerned about the potential dangers posed by a prolonged situation of employee disengagement, which has led to numerous complaints about staff attitudes and a noticeable lack of motivation among employees This has resulted in project delays and lower-than-expected revenue Employees have expressed dissatisfaction with the company's remuneration policy, indicating that management needs to address their concerns to foster a more motivated workforce The current state of low employee commitment is contributing to high turnover rates, making it challenging for the company to maintain loyalty among its staff, ultimately resulting in diminished profits To ensure long-term success, it is crucial for Unitrade to identify and resolve the underlying issues contributing to this negative environment.
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 desire to remain with the organization due to shared goals and values; continuance commitment, which reflects a perceived need to stay because of the costs associated with leaving; and normative commitment, driven by a sense of duty and loyalty to the organization Unlike engagement, organizational commitment specifically pertains to an individual's attitude and emotional attachment 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 consisted of 24 questions measuring affective, continuance, and normative commitment, each with eight multiple-choice items scored 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 interviews with 30 staff members at Nhat Anh Company, a direct competitor This indicates that Unitrade employees are disengaged and performing only at a minimal level, showing little interest in their jobs Many expressed feelings of exhaustion from work pressure, dissatisfaction with remuneration policies, and a lack of motivation for career development Notably, nine out of ten interviewees indicated they would consider quitting if a better job opportunity arose These findings highlight the pressing issue of low employee commitment at 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, 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 keen to understand the compensation structure when applying for vacancies (Mocarz et al., 2009) Organizations that implement high-wage systems tend to have better recruitment and retention rates compared to others, as employees are likely to seek better opportunities in the external environment (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 worker satisfaction, productivity, and well-being (Carlopio and Gardner, 1995) Understanding how different office workers perceive their environment is crucial for creating better workplaces, though this poses a challenge due to varying and sometimes contradictory preferences among individuals (Rooth et al., 2011) Additionally, the nature of work influences workplace design, making it essential to create environments that support specific tasks, despite limited research in this area (Rasila et al., 2011) Employee engagement arises from various workplace aspects (Miles, 2001), and management that fosters a supportive environment typically demonstrates concern for employees' needs, provides positive feedback, and encourages them to voice concerns, develop new skills, and solve work-related problems (Deci, 1987).
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 competitive salary rates and comprehensive social welfare programs, including financial support and annual tours, play a crucial role in attracting and retaining talented employees A secure financial environment fosters dedication and commitment among staff Additionally, policies related to healthcare, promotions, and other welfare initiatives significantly influence employees' decisions to stay with the company Unitrade's reward system for sales recognizes individual and group achievements based on business results, with rewards calculated and paid directly into salaries At the end of each fiscal year, employees receive further rewards based on their performance metrics, evaluated monthly Most employees acknowledge 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 work environments, demanding customers, and intense competition for acquiring and retaining clients Thanh Phuong Bui notes that sales staff operate like a complex engine requiring significant endurance The process of introducing products to potential customers involves numerous preparatory steps, such as sending faxes and arranging rare appointments, often leading sellers to engage customers directly Mr Tuan, Sales Supervisor of Unitrade, emphasizes that only a few sales staff possess the skills and mindset needed to meet customer demands effectively Confusion during customer inquiries can undermine their confidence, and it is crucial for sales staff to adopt a patient and diligent approach, avoiding the mindset that another customer is always available To succeed, sales teams must enhance their knowledge, learn from experiences, and continually update their strategies for approaching customers, including improving foreign language skills and understanding customer sentiment.
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 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 by developing 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 approach assists teams in identifying, diagnosing, and solving their own problems For Unitrade's sales team, building teamwork is essential for improving efficiency Company leaders emphasize the importance of training middle managers and staff in the Sales Department by implementing new policies A key challenge is helping managers differentiate between levels of performance, whether 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 involves organized activities aimed at enhancing employees' job knowledge, skills, and attitudes to align with job requirements (Landy and Conte, 2009) Career development is the process that enables individuals to assess their skills, set career goals, and engage in activities to achieve those goals (Mayo, 1991) However, the sales staff at Unitrade lacks an effective training program Newly recruited employees receive minimal orientation, relying heavily on their instructor during a two-month probation period Additionally, sales staff are responsible for acquiring new customers without proper training to address specific customer demands, such as requests for certificates of origin and quality, or understanding purchase contract terms.
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 each have unique strengths and weaknesses, which will be summarized and compared in the appendix The primary objective of this thesis is to identify the causes of weak employee cohesion at Unitrade and to propose effective and feasible solutions that prioritize time and cost Solution 1, focused on recruitment, is deemed optimal for quickly acquiring skilled employees without extensive training; however, it is not budget-friendly given the current financial challenges facing the company Solution 2, which emphasizes building teamwork, is low-cost but time-consuming, as it relies on employees learning from one another and requires a strong team leader for effective collaboration Despite its low cost, this method lacks efficiency Conversely, Solution 3, which involves organizing training courses for staff, emerges as the most viable option due to its lower costs, reduced time investment, and higher efficiency Although initial training incurs expenses, it represents a long-term investment in employee development The proposed training program includes orientation courses to familiarize new recruits with the company’s history and structure, as well as specialized training for sales staff in negotiation, customer engagement, and skills like time management and problem-solving.
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 the company's commitment to meeting employee needs through investment and support As a result, employees feel more motivated to achieve sales targets and remain dedicated to the company In turn, the company benefits from a well-trained, experienced workforce capable of satisfying discerning customer requirements This approach not only boosts sales but also helps the company regain its competitive position in the market, making it an optimal solution 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, assessing both the goals we successfully achieved and those that remained unmet This evaluation highlights the underlying causes of our shortcomings and presents actionable solutions to address these weaknesses, ensuring a more effective strategy moving forward.
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.
After three months with the company, she is actively working to adapt to the new working environment and corporate culture Committed to contributing significantly to the organization’s success, she is putting in extra effort beyond what is typically expected However, she feels a lack of guidance, as her colleagues appear to be too busy to assist her, leaving her to independently learn the working procedures and manage customer interactions.
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 should clearly outline each employee's responsibilities, duties, and goals for their specific 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, encouraging employees to participate in decision-making will 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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