Companybackground
Industryoverview
Inthisconstantlychangingworld,Vietnamisoneofthemostactivelyemergingma rkets.Particularly,despitetheworldeconomicslowdown,retailsectorofVietnamishig hlyconsideredashighlevelofattractiveness.
Asbeingillustratedi n T a b l e 1 , overt h e p a s t 4 ye a r , V i e t n a m hada p r e t t y lo wgrowthrateincomparisonwithotherdevelopingcountriessuchasChina,HongKong. However,r e c e n t l y from2 0 1 6 , i t i s p r e d i c t e d t h a t t h e second- highestgrowingc o u n t r y belongstoVietnamthoughthesefiguresvariedslightly.
2016 Needlesstosay,retail competitionofelectricdevicemarketisge tt in g graduallya g g r e s s i v e andexpansive.Followtheverysimilarpatternwiththegrowthrateinthefirst table,t h i s s e c o n d t a b l e i l l u s t r a t e s t h e r a p i d l y growtho f V i e t n a m i n termo f e l e c t r i c a l ap p li an c es andhousewares.Since2014,Vietnamwonthesecond- highestplaceinmarketdemandgrowthjustafterChinaaspresentedintable2below:
Marketshareandcompetitors
Severalbiggestm o b i l e p h o n e r e t a i l e r l i s t e d mustb e T h e g i o i d i d o n g Joint StockCompany,FPTDigitalRetailJointStockCompany,VienthongAetc.Duringthepast5 y e a r s from2010to2014,Thegioididongdrivesthepositionofoneof500leadingretail companiesinAsiaPacificareaandwonthefirstplaceofmobileretailbusiness(accordin gtodoanhnhansaigon.vn).“TheVietnammobilephoneretailmarketisheatingu p withaneno rmousexpansionofthelargestretailerssuchasThegioididong,FPTandVienthongA.Th erefore,smallerretailersinthemobilephonebusinessneedtoadaptino r d e r tosurvivei nthiscompetitivemarket.
9 Vietnam’sl a r g e s t mobilep h o n e r e t a i l e r , T h e g i o i d i d o n g h a s a c c o u n t e d f o r 40%sh ar e ofmobileretailmarketinVietnamanditsrevenuein2015wasreportedtoincrease
6 0 % comparedt ot he previousyea rfrom15,800b il li on VN D t o 2 5, 2 50 bi ll io nV ND.
“ThemarketshareofThegioididongisupto40%andnotstoppable;Itisreallynoteasyfora n y o n e w h o w a n t s t o p e n e t r a t e i n t o t h i s markett o c o m p e t e w i t h T h e g i o i d i d o n g ” NguyenDucTai,theCEOofThegioididong,said.”
Thestrongestrivalo f FPTShopm u s t be T h e g i o i g i d o n g , t h e f i r s t comeri n t h i s pl aygroundwithmoreth an 688stores,16.969employeesin allregionso f Vietnam Ita c c o u n t s for30%marketsharefollowedbyFPT Shop10%,Vienthong AViettel20%an dtheremainingbelongstosmallandmediumsizedshops.
Nevertheless,d u e t o t h i s strongco mp et it io n, i t i s c o n f r o n t i n g w i t h o n e a n o t h e r giantcompetitornamedFPTShopwhosenumberofshopssharplyrocketinallaroun dVietnam.T o r e a c h o u t thistarget,r e t a i l staffh a s madegreatc o n t r i b u t i o n thought h i s companyisunderthreatofhighturnoverratewhichistheresultoflowjobsatisfaction,worki ngtime,competitionbetweenstaffetc.
Companyhistoryandstructure
OnAugust28,2007FPTDigitalRetailJSCwasestablishedwiththestorechainna med[IN]Storen a t i o n w i d e Aftert h a t , i n 2 0 0 8 ,
[IN]Storechangedi t s namet o FPTShop.Andsince2009,FPTbrandnamehasbecomepopular withcustomers.Threeyearslater,FPTRetailJSCchangeditsnametoFPRDigitalRetailJSCandt hisnamehasbeenw i d e l y useduntilnow.
Regardingthestructure,FPTDigitalRetailJSC(FPTRetail)operatesunderFPTC o r p o r a t i o n asoneofitssubsidiary.PeopleinVietnamwitnessthisfamiliarnameFPTSho p.Untilnow,thereareapproximately300storesinaroundVietnammainlyinHoChiMinhC i t y ,
H a Noi,H a i Phong,C a n T h o , DaNangan d H u e P r e d i c t a b l y , Y e a r 2 0 1 6 witnessa sharpincreaseupto400shops.
FE FIS FOC FRT FTEL FTG FS
Figure1:FPTCorporationstructurefromFPTRetailHumanResources,2016FPTShoppr ovideshuger a n g e s o f p r o d u c t s fromMo b i l e p h o n e, Laptop,
Forst af f, t h e r e i s a dramaticallyi n c r e a s e i n s t a f f growthw i t h ca r e e r p a t h fro mnewbiestoRegionalS ho p manager.In2015,the numberofstaffr eac hed 4500peopl ea n d increasetoaround5000staffin2016.
2016 Eventhesignificantdevelopmentinstaffgrowthandturnovergoupveryn o t i c e a b l y , symptomsofhighturnoverrateandproductsreturn,customercomplaintsare“realandur gentthreat”tothesustainablelong-lastingdevelopmentFPTretail.
Backgroundofproblem
Thereisnodoubt thatretailindustryhaswitnessedahighturnoverratefromsomesou r ces ofsecondarydata.Acc ordingtoasurveyin2016ofMercerandTalentnet (1) ,bigcompaniesinHumanResourcesconsu lting,thetopthreeindustrieswithahighturnoverr a t e wereretail
(39%),lifescience(17%)andtechnology(16.2%)andstaffturnoverr a t e i n 2015wasslightly lowerthan2014.Inparticular,FPTretailJSCheldahighturnoverr a t e from2014to2016asb eingseeninfigure3follow:
Fromtheexternalso ur ces ofinformationas sec on dar y data,IntheCorporatio n, FPTRetailisstillthegrowth- leadingcompanyinprofitbeforetaxandrevenue (2) F P T Retaili s n o w c a l l i n g forbigin vestorst o i n v es t i n t o t h i s a r e a o f r e t a i l W i t h t h e r a p i d expansionofshopsin63/6 3citiesandprovinces,thiscompanyputaveryhighpressureo n theirstaffespeciallyforsale sgrouptobemorecompetitiveandstronger.Toexplorethisproblemfurther,interviewhasbe enconductedwith8peoplewhoarefrom3groupsmentionedbelow:
TR e t a i l JSC:Ms.LeT h i NgocH o a – c u r r e n t l y a s t a f f i n H R departmentofFPTR e t a i l ;M r H u y n h Q u a n g Long– Heado f T r a i n i n g D e p a r t m e n t ofFPTRetail;Ms.LeThiBichNgoc–
Thesecondgrouphas03participantswhousedtoworkatFPTandthen leftfo ranotherorganization:Mr.VuThanhTung,heiscurrentlyworkingasShopManag erinVinpro+andusedtoworkatFPTRetailformorethan4yearswi t h variouspositions;M s.NguyenNgocThanhHieu24yearsold,sheusedtobeasalesmanatFPTShopandnoww orkingforHoaThienPhuCompany;Mr.LyQ u o c TienwhousedtoworkatFPTat3di fferentpositions:salesman,technicalstaff,taskforcemember.
25yearsold,aregularcustomero f FPTShop;M r LeDinhQ u i ( 3 3 y e a r s o l d ) , r a r e l y buyproductatFPTShop.
13 Conductingtheseinitialinterviewswithallgroupmemberslistedabove;therearediff e ren tfeaturesforeachgroup.Thekeyreasonforchoosingthesepeopletointerviewi s that, variousperceptionsandperspectiveshavebeenmarkedandcollected Withthef i r s t gr oup,theyareallcurrentlyworkingatFPTRetailJSCbutdifferentdepartmentandlevelfromstaff toshopmanagerandtrainingmanager.Thesecondgroupisex- employeesatFPTretail,whoused toengagewithcompanyandleft fordifferentreasons,t h e y understoodwhatwasgoingoninsidethecompany.Thefinalgroupis variouskindsofcustomerwithd i f f e r e n t a s p e c t s a n d giveso u t d i f f e r e n t viewpoin tsw i t h t h e i r r e a l ex p er i en c e
Mostofpeopleinthefirstandsecondgroupallemphasizedthattherewasahighturnover r a t e r e c e n t l y w h i c h c r e a t e c r u c i a l impactt o companyp r o d u c t i v i t y , customers a t i s f a c t i o n andaffectproductreturns.
In 2015, the turnover rate at FPTR Retail JSC was alarmingly high, reaching around 50%, as noted by Ms Le Thi Ngoc Hoa Mr Huynh Quang Long highlighted that a significant number of key personnel left the company for various reasons Ms Le Thi Bich Ngoc pointed out that the sales team lacked motivation, which negatively impacted the shop's productivity The high turnover and intentions to leave resulted in the recruitment of many new and inexperienced salespeople, leading to potential customer loss and decreased productivity Additionally, product returns increased, largely due to the insufficient knowledge and consultancy skills of the new sales staff, as confirmed by Ms Le Thi Ngoc Hoa.
Behindthesymptomsofhighturnoverrateandalarmingconsequences,thereareaw i d e ra ngeofcauses.Employeesatisfactionis thecoreelementthatheightenturnoverrate up.Employeearenothappyandsatisfiedduetoaplentyofreasonslistedlikelackofpromotionoppo rtunity,ineffectivesupervision,poorpayandbenefit,lackofmotivation,competitionbetweenc o-workers,stressandpressure,lackofmotivationorburnout.
Ms.LeT h i NgocH o as t a t e d t h a t r e ga r d i n g s a l es f o r c e , d u e t os e l l i n g policy i n FPTwithlowbasesalaryandquiteattractiveincentives, itcanstimulatesellingprodu ctivitybuttoughcompetitionbetweensalesmenhappenedwhichhas ledtostressoru n f a i r competitionbetweenco- workers.Withsomeothersalesmancannotsellproductsw e l l willbeverymuchunderhigh competitivepressureandquitthejob.
Ms Le Thi Bich Ngoc, the Shop Manager of FPT, expressed concerns about the lack of satisfaction regarding pay and benefits, noting that she and her staff frequently work overtime on tasks like roadshows and leaflet distribution without additional compensation Despite these demands, she also has personal responsibilities at home She highlighted an increasing turnover rate at FPT, indicating that some sales staff are unhappy, feel drained, and are leaving the company, which negatively affects overall productivity In a related inquiry about the current state of FPT retail, Mr Huynh Quang Long's insights may further illuminate these challenges.
15 DepartmentofFPTRetailshowed hisopinionthatwhathecanobserverecently ishigherturnoverofsalesmanespeciallykeypersonssuchasASM,SMleavecompanyandmove t o a n o t h e r similarcompanyc a l l e d Vingroup.B e c a u s e o f t h e marketc o m p e t i t i o n , F PTs h o p istryingtobuildthebestimagetobemoreattractive.FPTShoppushstrongerandhig hertargetforeachshop,whichmakesalespersonherestressed.FromtheopinionofM s Nguy enNgocThanhHieu“thereisahighandtoughcompetitionamongsalesmenw h i c h makes mereallystressed”
Duringthetimedoingtheinterviewswiththefirstgroupandthesecondgroup,t h e y mentionedt h a t t h e employees a t i s f a c t i o n greatlyc a u s e h i g h turnoverr a t e w h i c h i n d i r e c t l y leadtocustomerd i s sa t i s f a c t i o n Thatisthereasonwhythethirdg r o u p of2 customersisalsoinvolvedtobeinterviewedtoexploreproblemfurther.Theresultafteri n t e r v i e w i n g twocustomersareregardedassimilar
To sum up, initial cause and effect map has been showed as below
Poorpayandbenefit Customerdiss atis fac tion
Supervisory re la ti on sh ip
Gender- relatedleader ship Figure4:Initialcauseandeffectmap
17 Thesucces so fo ne companydoe sn ’t on ly m e a n t hi s companymakesmoneyorn o t , that’showtheymaketheiremployeesdrivepassionanddesiretowardstheircurrentj o b As w e l l , effectivesupervisioni s c o n s i d e r e d a s veryimportantelementfromt h e prospectiv eofmaintainingandretainingappropriateemployees.Foracompany,greaterlevelofjobsati sfactioncanresultingreaterlevelofjobperformanceandmeaningfullyr e d u c e s turnover rate.
ProblemJustification
Potentialcentralproblem
The analysis presented in the initial cause and effect map highlights several negative consequences stemming from high turnover rates and low job performance, including customer dissatisfaction and increased product returns A primary issue identified is low employee satisfaction, which is influenced by various factors such as demanding sales targets, competition among coworkers, and inadequate pay and benefits In the context of FPT Retail JSC's efforts to enhance its image and attract significant investors, addressing low employee satisfaction is crucial While promotion opportunities and motivation factors are also relevant, they are not perceived as the main challenges affecting organizational outcomes Additionally, focusing on job stressors and burnout as central problems may require excessive time and resources, making it an impractical solution within the current work environment.
Moreimportantly,whenbeinginterviewed,peoplemostlymentionedtheproblemo f in effectivesupervisionwhichisthemostinfluentialfactortoconsequenceswhichisreg ardedasasolvablecentralprobleminthiscontext.Mostofintervieweesmentioneda ndemphasizedp r o b l e m o f s u p e r v i s i o n , t h e y a r e n o t s a t i s f i e d w i t h t h e i r supervisor;leaversalsodecidedtoleavecompanyduetot he ir supervisor’sbehaviors and thewayt h e y supervised.
In a recent interview, Mr Ly Quoc Tien expressed his reasons for leaving FPT, citing a poor relationship with his supervisors, whom he perceived as self-serving and unresponsive to constructive feedback He was not alone in his sentiments; Mr Vu Thanh Tung echoed these concerns, highlighting that the primary reason for employee departures is often linked to problematic management rather than the company itself Similarly, Ms Le Thi Ngoc Hoa shared her dissatisfaction with her two managers, noting their lack of understanding of staff feelings and the absence of adequate support.
To conclude,after collectinginformationandanalyzingall thefactors,problemofi n e f f e c t i v e supervisionishighlyconsideredasrootcauseorcentralpr oblemthatneeds tob e tackledinthescopeofthisthesis.
According to Michael Morgan, supervision is a structured relationship aimed at helping supervisees develop the necessary attitudes, skills, and knowledge, while also addressing various objectives Arthur Pell emphasizes that an effective supervisor understands each team member's strengths and limitations, which is crucial for presenting information appropriately By incorporating this understanding, supervisors can tailor their instruction to suit individual needs Watkins points out that ineffective supervisors often exhibit intolerance, lack empathy, and show disinterest in training or improving their supervisory skills Kent McSparran adds that many sales supervisors are ineffective due to a lack of managerial knowledge.
Thiss e c t i o n aimst o validatew h e t h e r ineffectivesupervisioni s a r e a l c e n t r a l p r o b l e m inFPTDigitalRetailJSC.
Ineffective supervision can be attributed to various theories that highlight its dimensions, as discussed in previous research McSparran and Kent identified two primary types of ineffective supervisors The first group consists of worker-bees who feel guilty and unproductive when not actively moving cases, failing to recognize that they can achieve more by enhancing the output of their subordinates rather than relying solely on their own efforts The second group includes supervisors with an "I've-paid-my-dues" mentality, who interpret promotions to management as a reward for their time spent in lower positions, leading them to coast rather than actively contribute These supervisors overlook that their compensation is justified only by the productivity they foster within their teams.
YokoM o r i 2 , a n d K r i s t i n E M e h r 3 (8) ,t h e effectiveandineffectives u p e r v i s i o n s w ere differentiatedbasedonthesupervisoryworkingalliance,supervisorstyle,supervisorself- d i s c l o s u r e , superviseenondisclosureandsuperviseeevaluationusingsuperviseeevaluati ono f s u p e r v i s o r form,workinga l l i a n c e i n v e n t o r y / s u p e r v i s i o n - s h o r t form,supervisorys t y l e s inventory,supervisors e l f - d i s c l o s u r e i n d e x , t r a i n e e d i s c l o s u r e s c a l e , evaluationprocesswithinsupervisioni nventory.
Besidest h a t , semi-structuredinterviewsw i t h c l o s e d - e n d e d q u e s t i o n n a i r e s weredesignedtocollectdata.Details andcontentofquestionnairewill bedisplayedinsection
4.1c h a p t e r IVb a s e d o n c h a r a c t e r i s t i c s o f ineffectives u p e r v i s i o n t h a t a r e s u p e r v i s o r y workingalliance,supervisorystyle,supervisorself- disclosure,superviseenondisclosurea n d supervisorevaluation.
Threerespondentsoutofeightpeopleinthefirstinterviewattendedtheinterviewt o hel pvalidatetheexistenceofineffectivesupervisionatcompany.Having deepertalksw i t h Mr.LyQuocTien,hestatedthathewasnotsatisfiedwithhissupervisor’sskills and techniquesorbehaviorswhichcouldn’thelphimgrowup.Helearnedbyhimself.Therew a s n oagreementonthegoalsofsupervisionbetweenhissupervisorandhe.Supervisoraskeda n d as signedt o him,a n d h e j u s t f o l l o w e d Aboutt h e emotionalb o n d b e t w e e n supervisora ndhe,hismanageralsocreatedhighpressureonhim,everythingwasimposedbyhismanagers.
Asvalidatedabove,t h e p r o b l e m o f ineffectives u p e r v i s i o n r e a l l y e x i s t s i n FP TDigitalR e t a i l JSC,t h i s s e c t i o n aimst o j u s t i f y w h e t h e r a n d h o w t h i s c e n t r a l problemimportanttomakebigimpactstoorganizationoutcomesbydetermining thecause- effectr e l a t i o n s h i p o f ineffectives u p e r v i s i o n t o e m p l o y e e s a t i s f a c t i o n , tur noverr a t e , a n d j o b performancedirectlyorindirectly.
Ambreen,Uzma(9)s t a t e d t h a t employees a t i s f a c t i o n i s t h e t e r m i n o l o g y u s e d tod e s c r i b e w h e t h e r e m p l o y e e s a r e h a p p y a n d c o n t e n t e d a n d f u l f i l l i n g t h e i r d e s i r e s andn e e d s atworkor not.Employeesatisfactionisafactorinemployeemotivation,employeegoalachievementandpos itiveemployeemoraleintheworkplace.AccordingtoSaif-ud-D i n * , Khair-uz-
(10)j o b s a t i s f a c t i o n o f academiciansi s w e l l documentedacrosstheliteraturewherec ertainleadingfactorsofsatisfactionhavebeenr e s e a r c h e d overandoverindicatingth atwork,pay,supervision,promotion,coworkersa n d environmentcollectivelydeterminesth etotalsatisfactionofaworker/officer.
22 Theterm“turnover”isdefinedbyPrice (11)a s : theratioofthenumberoforganizational memberswhohaveleftduringtheperiodbeing considereddividedbytheaveragenumbero fp eo ple inth at or ga niza ti on during thep e ri od C h o u , R i t a Jing-
AnnAuthorI n f o r m a t i o n(12)s t a t e d t he fac tt hat whenturnoveri s high,t h e r e a re n o t en o u g h workerst o p e r f o r m t a s k s , c a u s i n g a s i t u a t i o n t h a t a f f e c t s q u a l i t y o f o utcomes.Furthermore,highturnoveralsocreates aconstantinflowofnewworkers,who tendtobel e s s experienced.
L i a n g ; H w a n g , M a r k(13)s t a t e d t h a t j o b p e r f o r m a n c e measuresanindividuala g a i n s t h i s o r h e r goal,w i t h a n emphasiso n w h e t h e r outcomesmatcht h e e x p e c t e d goal orishowanemployeeperformshisorhertasksusingtime,techniquesandi n t e r a c t i o n s withot hers
Thacker,RebeccaA (14) showedsignificant,positivec o r r e l a t i o n s f o r s a t i s f a c t i o n w i t h qualityofsupervision,andwithcompany/ agencyasanemployer,whichmeansani n ef f e cti v e wayofsupervisionandresultsinlowem ployeesatisfaction.
AccordingtoBeckerandHuselid (16) ,whendiscussaboutthepotentialimpactofj o b satisfaction,itissaidthatjobsatisfactionisseenasapotentialroutetohighperformance.Yan g,Cheng-
Liang;H w a n g , M a r k (13) showedt h a t i f j o b s a t i s f a c t i o n i n f l u e n c e s jobperforma nce,thenattentionshouldbegiventofactorsthatcontributetohighjobsatisfaction,whi ch,ifpresent,canthenleadtohighjobperformance
usifytheimportanceofproblem
thatthemoststudiedwork/job- relatedan t e c ed en t ofturnoverhasbeenjobsatisfaction,whichhastypicallybeentr eatedasanin t e r v e n i n g variable.
Tojustifythatineffectivesupervisionandemployeesatisfaction,turnoverrate,jobperform anceareinthecause-effectrelationship,in- depthinterviewsagainwereusedtoe x p l o r e w h e t h e r ineffectivesupervisiond i r e c t l y o r i n d i r e c t l y c a u s e s organizationoutcomes.
Withthesamerespondentsassection1.3.2,Mr.VuThanhTungandMr.LyQuocTiens h a r e d t h e i r o p i n i o n s t h a t theyf e l t r e a l l y d i s a p p o i n t e d , u n h a p p y andd i s s a t i s f i e d with t h e i r s u p e r v i s o r ’ w a y s f o r d i f f e r e n t r e a s o n s T h e y maded e c i s i o n t o l e a v e F P T DigitalRetailJSCduetotheirsupervisors, theyfoundhardlyco ntentedwith theirjob.ForM s LeT h i NgocH o a , s h e confirmedthats h e u s e d t o t h i n k o f l e a v i n g companyb e c a u s e shewasuncomfortableworkingwithhertwosupervisors. Whenshefeltu n h a p p y , shedidnotwanttogotoworkandcouldn’tperformwellatwork.
Centralproblem ofineffectivesupervisionis r e a l l y importantwhichcan greatlyim pactdirectlysatisfactionand indirectlyinfluenceturnoverrateandjobperforman ce.T h e r e f o r e , whenevert h e re havebe en so l u t i o n s t o ineffectivesu p e r v i s i o n , a l l t he remainingoutcomesofemployeesatisfaction,highturnoverrate,lowerjobperformancew i l l beimproved.
Identificationofpotentialcauses
Itissaidthataproblemisalwayscausedbydi ff er en t reasons, somefactorsar eseeableb u t somea r e n o t W h e n interviewingt w o p e r s o n s fromgroup2 w h i c h w a s alreadyi n t r o d u c e d i n t h e f i r s t p a r t , M r LyQ u o c T i e n a n d M r V u T h a n h Tung alsoagreedwiththreemaincauseslistedbelowwhicharesupervisoryrelationship,soft- skillt r a i n i n g andfactorofgender-relatedleadership.Inadditiontothat, theseprimarydata aref u l l y informedbytheory.
BernardandGoodyear (17) broadlydefinethesupervisoryrelationshipasincluding a l l interactionsbetweenasupervisorandsuperviseeandaccordingtoBordin,thesupervis oryrelationshipcollaborationfor changeinvolving mutualagreementandu n d e r s t a n d i n g o f t h e goalsa n d t a s k s o f supervisiona s w e l l a s t h e b o n d s b e t w e e n thesup ervisorandsuperviseenecessarytosustaintherelationship
Next,w e reviewt h e l i t e r a t u r e t h a t s u b s t a n t i a t e s w h a t superviseesarea s k i n g ofsupervisorsa n d highlightst h a t t h e r e l a t i o n s h i p i s a n e s s e n t i a l e l e m e n t i n s u p e r v i s i o n e f f i c a c y andeffectivenessaccordingtoPatton&Kivlighan (18) Wealsoexplo rewhathasb e e n writtenaboutineffectivesupervisionandparticipantsfinditmeaning fulthattheiro w n experienceswithineffectivesupervisionarecongruentwiththisliterature.
Whenbeingaskedaboutsupervisoryrelationship,Mr.LyQuocTienandMr.VuT h a n h Tunga l l s h a r e d t h e sameviewp o i n t s t h a t t h e y d i d n ’ t havegoodo r stron gr el a t io n s h i p withtheirsupervisors.Noorverylimitedrapport,trustorcaringhasbe enc r e a t e d Mr.HuynhQuangLongalsostatedthefactthattherewasnotimeforfeedback,lis tening,gettingopinionsfromsalesmanoremployees.
Training is essential not only for new hires and entry-level employees but also for upper management, encompassing both technical and soft skills According to Phillip J Santucci, training traditionally falls within the realm of human resource management, making it logical for those involved in hiring and onboarding to also provide initial training before passing employees to their supervisors Supervisors may or may not conduct additional training based on their assessment of needs and comfort levels It is beneficial to incorporate training responsibilities into supervisors' job descriptions and utilize training staff to support them Mr Vu Thanh Tung highlights a gap in interpersonal skills among upper-level managers at FPT, noting that they often lack emotional intelligence and appealing supervisory styles.
A significant majority, 90%, of the Board of Directors at FPTRetail JSC are female, highlighting the increasing presence of women in the traditionally male-dominated industrial sales force Research by Lucette B indicates that male sales members respond better to leaders who demonstrate individualized consideration and transactional management styles, while female sales members prefer charismatic leaders who employ intellectually stimulating methods This gender dynamic also influences supervision styles, as noted by Elizabeth A Doughty, who emphasizes that supervisors may have differing expectations for male and female leaders Female supervisors are often expected to exhibit more nurturing qualities and a greater sense of care compared to their male counterparts, who are anticipated to adopt a more detached approach.
High turnover Low employee satisfaction
Low job performance Ineffective supervision
Supervisory relationshipSoft-skill trainingGender-related leadership relationshipvariablesa n d f o c u s moreo n t h e a p p r o p r i a t e n e s s o r f a i r n e s s o f t h e s upervisee'sa c t i o n s M a l e s a r e o f t e n vieweda s e x p e r t s a n d t r e a t e d a s s u c h b y t h e i r supervisees.W h e n t h e s e t r a d i t i o n a l e x p e c t a t i o n s a r e n o t met,s omesuperviseesmaybecomer e s i s t a n t t o th e supervisionp r o c e s s , o r sho wb ias t o w a r d t h e i r sup er vis or Forexample,malesmightbecomeresistantiftheyfeeltheymustbe"s ubordinate"totheirfemalesupervisor.Intermsofl e a d e r s h i p style,
Mr.LyQ u o c Tiena l s o s h a r e d h i s o p i n i o n s that,femalemanagersinFPTRetailJS Calsomakedecisionsontheiremotiona n d shortageofequality.
Toputitinanutshell,finalcauseandeffectmapispresentedasbelow:Figure5:Finalca useandeffectmap
Thischapteristovalidateallcausestosee w h a t causesdoexist andimportant ,th en toprovidealternativesolutionstocentralproblemofineffectivesupervisionwhic hh a d beendiscussedinpreviouschapter.
Causesvalidation
Therea r e t h r e e mainc a u s e s t h a t r e s u l t i n ineffectives u p e r v i s i o n a t FPTR e t a i l JSCwhichareidentifiedinpreviouspart.Inthissection,causeswillbevalidatedbythemet hodo f combinationb e t w e e n i n t e r v i e w andtheory- informed.M e t h o d t o b e u s e d i n t h i s sectionisin-depthinterviewwithsemi- structuredandopen- endedquestionstothesamerespondentsinpreviouspartwhoareMs.LeThiNgocHoa,Mr.Ly QuocTienandM r VuThanhTung.Questionnaireweredesignedtocollectdatafromthreeres pondentswhichwillbepresentedinpart4.2ofchapterIV.
CotterM e n a , K r i s t i n M a r g u e r i t e (21)stated t h a t t h e supervisoryr e l a t i o n s h i p f u n c t i o n s toprovidesupportandguidancetosocialworkersandfrontlineworkers.T heq u a l i t y ofthisrelationshipcaneitherenhanceordetractfromtheworker'sperformanceoreffec tiveness.Inthesupervisoryrelationship,thegoalistoprovidetheworkerwiththeguidancet o a i d i neffectivea n d e ff ic ien tse rv ice t o cl ien ts B e s i d e s , c o n s e q u e n t l y , t h e sup ervisoryrelationshipthatsupportsworkersatisfaction an dpreventsburnoutise s s e n t i a l
(3)The c o n c e p t o f supervisoryr e l a t i o n s h i p event o d a y r e m a i n s o n e o f t h e mo sti n f l u e n t i a l insupervision.Supervisoryrelationshipincludesthecollaborationforchan gei n v o l v i n g mutualagreementandunderstandingofthegoalsandtasksofsupervisi onas wellasthebondsofsupervisorandsuperviseetosustaintherelationship.Muson (21) alsomen tionedtrustwithin supervisoryrelationship asa requirementto effectivesupervision.Shulmana l s o i n c l u d e d r a p p o r t a n d ca r i n g a s elementst o a positiv es u p e r v i s o r y r e l a t i o n s h i p
Whenbeingaskedabouttherelationshipbetweensupervisorandsupervisee,ther e s u l t showedthatallrespondentsagreedthattherewasalowleveloftrustbetweentheman d their supervisors.Intermofrapportandcaring,thesameanswerwasreceivedthatt h e r e wasalm ostnocaringandrapportfromtheirdirectsupervisors.
Training plays a crucial role in determining the effectiveness of supervision, particularly in the realm of soft skills Essential supervisory behaviors, such as active listening, positive body language, and effective communication, are often overlooked in training programs In the context of FPT, there is a significant shortage of soft skills training for supervisors, which negatively impacts their supervisory effectiveness Interviews with Mr Vu Thanh Tung reveal that many employees lack essential communication skills, which is a direct result of inadequate training Currently, there is no focus on developing listening, understanding, and communication skills, highlighting the need to prioritize soft skills training to enhance overall supervisory performance.
Thirdly,gender- relatedleadershipissueisalsomentionedasoneofthreecausestoi n e f f e c t i v e supervision.Co mer,LucetteB(22)confirmed thatfemalesalesmanager
29 isstilla relativer a r i t y T h e r e f o r e , managemento f t h e i n d u s t r i a l s a l e s f o r c e i s a n i m p o r t a n t targetforwomen'sachievementiftheyaretobreakthroughthe"glassceiling"andgaina c c e s s totopmanagementpositions.Toaccomplishthis,womenmustfirstdemonstratet h e i r a b i l i t y t o supervisetheactivitieso f f i e l d s a l e s p e r s o n n e l R o s e n a n d J e r d e e ' s (22
)s t a t e d t h a t s u b o r d i n a t e s o f b o t h gendersweremores a t i s f i e d w i t h a contingentr e w a r d p o l i c y w h e n s u p e r v i s e d b y m a l e s t h a n t h e y w e r e w i t h a s i m i l a r p r o g r a m managedb y females.W a t s o n(22)a l s o f o u n d o u t thati n oneorganization,menw e r e f o u n d tob e significantlymorereceptivet h a n womentofemalemanagersw h o emphasizeda par ticipative,warm,informalsupervisionstyle.
Whenbeingasked,Mr.VuThanhTungandMs.LeThiNgocHoaallagreedthatmosto f managersi n FPTR e t a i l JSCa r e femalebuti t c a n n o t a f f e c t t h e i r s u p e r v i s i o n effecti veness.Onthecontrary,amongthreeinterviewees,Mr.LyQuocTiensharedthatfemalema nagersusuallymakedecisionontheiremotionsandfeelings.
However,factorofgender- relatedleadershipwasnotemphasizedtoomuchtobeac a u s e whichneedstobetackledurgentl y.Besides,toimprovegender- relatedleadershipi s s u e , itisrelatedtoalongprocessofrecruitmentwhichcannotbesolv edinthelimitedtimeandresourcesofthisthesis.
Amongthreecauseslistedinthepreviouspartandclearlyshowedinfinalcausean d effectmap,thefactorofsupervisoryrelationshipisemphasizedtobetheunderlyingc a u s e w h i c h mostlyi n f l u e n c e d s u p e r v i s i o n i s s u e D u e t o t h e lacko f c o m m u n i c a t i o n , e x p e r i e n c e s t o b u i l d u p t h e r e l a t i o n s h i p b e t w e e n managementleveland staff,supervisoryr e l a t i o n s h i p isnotmaintainedandtied.
30 Tosumup,allthreefactorofsupervisoryrelationship,soft-skilltraining,gender- r e l a t e d leadershipissuesareexistingandimportanttothecentralproblemofineffecti vesupervision.Nevertheless,inthescopeofthesis,factor ofsupervisoryrelationshipan dsoft-skilltrainingwillbeselectedascausestothecentralproblem.
Solutiondesign
With all symptoms,centralproblem that addressed and discussed above,solutionshavebeendesignedtotackleproblems.Obviously,therearethreemaincaus esthatleadt o centralproblemofineffectivesupervision.Nevertheless,afterreviewi ngthetheoriesa n d datafrominterviews.It’stimetoconsiderfactorofsupervisoryrelat ionshipisthemostcrucialfactorwhichisarootcauseneededtobesolved.Sincethat,soluti onshaveb e e n disclosedandbuiltupbasedonliteratureaswellasdatafromin-depthinterview.
AccordingtoBritton,PaulaJ(18)T e c h n i q u e s toenhancethequalityofthe supervisoryrelationship.Astheimportofapositiverelationshipinsupervisionisu n d e r s c o r e d , w e e x p l o r e h o w t h i s kindo f r e l a t i o n s h i p emerges.W e r e f l e c t o n w h a t counselorsd o t o f a c i l i t a t e t h e t h e r a p e u t i c r e l a t i o n s h i p a n d promotea d i s c u s s i o n a s towh a t isdifferentaboutsupervisoryrelationships.Includedinthissectio nisinformationa b o u t p r o p e r l y settingu p supervision,d e v e l o p i n g a workingc o n t r a c t , a s s e s s i n g thesupervisee,andgoalsetting.
Mr.H u y n h Q u a n g Longs a i d “OurC o m p a n y n e e d s t o r e s c h e d u l e a n d a l l o c a t e s u i t a b l e timef o r feedback,l i s t e n a n d u n d e r s t a n d e a c h o t h e r more.W e n e e d timef o r supervisorsa n d sales t a f f / e m p l o y e e s ” C u r r e n t l y i n FPTR e t a i l JSC,s u p e r v i s o r s a n d superviseesfocustoomuchontheirdailytasks,theydon’thavethemutualgoalsetting,u s u a l l y themanagementstylehereistop-downor“commandandcontrol’’
Thef i r s t a c t i o n s h o u l d b e fromH u m a n R e s o u r c e s Department.T h e y m ustb e p e r s o n inchargetofulfillandbuildupthissupervisoryrelationshipbetter.Itcannotbe asimplemeeting,itwillbeafacetofacemeeting,toforreviewingwhathasbeendonemonth ly,exchangeopinionsonhowtofosterorenhanceskillsofsales,soft-skills…
Thisw i l l beaninternalmeetingandexchangingideasonhowtoimprovesupervisoryr e l a t i o n s h i p andenrichthe internalcommunication Inadditiontothat, toenhanceth is supervisoryr e l a t i o n s h i p , regardlesst h e effectivenesso f i n t e r n a l communication ande x c h a n g i n g ideas,teambuildingando u t d o o r s o c i a l activitiess h o u l d a l s o b e r e i n f o r c e d a n d s t r e n g t h e n e d E l l i s (23)already s p e c i f i e d t h a t t h e supervisoryr e l a t i o n s h i p w a s i d e n t i f i e d asthemostimportantelementinsupervisionbythesupervisee.Th eoreticallya n d c o n c e p t u a l l y , i t i s presumedt h a t t h e s u p e r v i s o r y w o r k i n g a l l i a n c e c o n t r i b u t e s tosuperviseegrowthanddevelopment.Therefore,creatingastr ongworkingallianceswithmutualagreementb a s e d ont h e goalsetting,a s s e s s i n g s u p e r v i s e e , n o t o n l y r e c e i v i n g o r d e r s orrequestfromtoptodown.
Havingsho rt t a l k s w i t h M r H u y n h Q u a n g L o n g w ho i s T r a i n i n g Mana ger a n d d i s c u s s e d withhimthissolutionandweallsharedthebenefitcostanalysisasbelowBenefit:
Iti s hightimef o r supervisorstoredesignthew a y o f l e a d i n g ands u p e r v i s i n g w h i c h isreallysuitableandeffectiveforemployees.
Thee n t i r e c o s t ( i n c l u d i n g teamb u i l d i n g a n d s o c i a l activities)c o n s i s t s oft r a n s p o r t a t i o n c o s t , room/ hotelr e s e r v a t i o n f e e , c a t e r i n g co st, materialsa n d f a c i l i t i e s feeanddepends onthetimelength(usually2days).
Theamountw i l l b e c a l c u l a t e d b y HumanR e s o u r c e s Departmento f FPTR e t a i lJSCasbelow:
Providefrequenttraining quarterlytom ana ger ’s level.Topicof trainingwillb e discussedbetweenSalesTeamandHumanResourcesDepartmentpriortothetraining,m ainlyinsoft- skillstrainingsbutnotlimitedtolisteningskill,interpersonalskills.Thet r a i n e r s w illbeseniorvoluntaryexpertfromvariouscountriesworkingforGovernment-
O f f i c e u n d e r t h e p r o j e c t s T h i s s o l u t i o n w i l l b e morec o m p r e h e n s i v e w i t h t h e combinationo f t h e t e a m b u i l d i n g activitiesa s s e r i e s o f a c t i o n s T r a i n e r s a l s o j o i n thiss e r i e s ofactionsasanunderlyingpartofFPTRetailJSC.Andtimebytime, trainerscanb e veryfamiliarw i t h activities,getf a m i l i a r w i t h managementlevela t co mpanyt o becomeaconsultinggroupsofcompany.
Thepr ob le m ofin ef fec ti ve su p e r v i s i o n is alsoca used by t r a i n i n g iss uesat FPTRet ail JSCatthismoment.AccordingtoLindo,
A well-structured training program is essential for supervisors to effectively oversee their teams and address subordinates' needs Such training facilitates a smooth transition into management roles, enhances crucial supervisory skills, and supports ongoing career development Implementing a supervisory training program before management appointments can significantly boost productivity and quality Mr Huynh Quang Long noted that FPT focuses on training new hires in both technical and soft skills; however, due to a high turnover rate, they are adapting their approach to better retain talent.
Organizations frequently recruit new employees and provide them with brief training sessions before onboarding However, some new hires struggle with tests and may require additional onboarding due to staffing needs At the managerial level, regular soft skills training is often overlooked due to heavy workloads and time constraints, with training primarily focusing on technical skills related to new products Nonetheless, soft skills are crucial for determining management styles According to Jain, Samta (25), soft skills have become an essential quality for managers to effectively lead their teams and excel in the corporate environment, regardless of the sector In addition to professional qualifications and domain knowledge, today’s professionals must possess a high soft skills quotient to thrive in a competitive landscape.
Bothcombinea c t i o n s inone a s a v e r y co mp re he nsi ves ol ut io n f o r trainingan dsupervisoryrelationshipissue.
Createnotonly strongerrelationshipinside thecompany,b u t alsotrainers fro moutsidetomakeafurthercooperation
Expenseisallocatedtotrainingmaterialcost,i nt er pr et at io n fee,accommodati ona n d transportationcost,teambuildingactivitiesfee.
Functionalrequirements Thissolutioncanhelptosolvecentralpr oblematFPTR e t a i l JSCbutinshort- termonly,t h i s isc e r t a i n l y usablean deffectiveatt h e beginningtimetoconne ctpeopleincompany
Thissolutionwillsolvecurrentproble masabusinessproblematFPTR e t a i l J SCandt h e analysisofbenefit- costshowsthatt h e benefitsexceedthe costs sibilitytoraisevoiceandguildeveryonet o follow.T h e r e a re alsopenaltiestomana gementlevel getusedtonewregulationoftrainingsec tionandpenaltyregulationifneeded.
Boundarycondition Thisnewtrainingprogramtotallycompli eswithlegalrequirements,includingthos eonhealthandsafety.Italsocomplieswith presentbusinesspoliciesofthecompany andfitthepresentcompanyculture
Thisnewtrainingprogramtotallycom plieswithlegalrequirements,including thoseonhealthandsafety.It alsocompl ieswithpresentbusinessp o l i c i e s oft h e c o m p a n y andfitthepresentcomp anyculture.
12months( s h o r t e r term)andthereali tyofthissolutionwillchangethepresen tbusinesssystem
SELECTED SOLUTIONANDCHANGEPLAN
Introductiontoselectedsolution
FPT Retail JSC aims to strengthen its brand and attract foreign investors by addressing internal issues, particularly ineffective supervision, which is crucial for enhancing productivity and reducing turnover rates Implementing solutions to these problems will enable management to reflect on their practices and improve oversight This approach allows employees to voice their concerns and fosters better communication with supervisors, leading to increased contributions to the company's development while alleviating stress and dissatisfaction Additionally, shifting from a top-down to a bottom-up management style can enhance leadership effectiveness Gender-related leadership issues should also be prioritized in training programs, especially in organizations predominantly managed by women, ensuring long-term solutions are effectively implemented.
Detailsplan
Tofulfilland makethissolutiondoable,thereshouldhavecooperationandjo inhandsbetweenmanagementleveland employee’slevel.However,management levelhast o r a i s e theirvoicefirst anddividecompanyintofourdifferentteams:managementteam, adminteam,trainingteam,logisticsteam.Thisactivityofteambuilding andtrainingwillb e takenthreetimesayear
Afterfirst6monthsapplied,supervisorrelationshipmustbeenhanced.T h e act ionstoimplementthissolutionisastepbystepaction
Firstly,Adminteamproposesanassess me nt f o r m tothemanagementleveland gets approvedfromthat.
Assessmentwillb e ca rr ie do ut b y al ls a l e s membersfromst af ft o managementlevela ndittakesabout3months
Then,a f t e r r e c e i v i n g t h e r e s u l t o f a s s e s s m e n t , managerso r s t a f f t h o s e get badevaluationw i l l b e i n thel i s t toj o i n t h e f i r s t t r a i n i n g sectiona n d teambuildi ngactivitiesinsurroundingareas.
Next,Trainingteamprepareproposalstointroducecompanyandprojectint r a i n i n g managerst o a l l m u n i c i p a l a n d G o v e r n m e n t O f f i c e t o lookfors u i t a b l e Int ernationaltrainerwhoarenowworkingthere.
Oncetheselectionfinishes,trainersandsalesmanagersatFPTwillunifytoselectth e t o p i c f o r trainings.Aftereveryt r a i n i n g s e c t i o n , t h e r e w i l l havea t e s t andmanage rshavetopassorelsetheygetaminusinKPImonthlyreport.
Oncemanagerfinishesthetraining,theymustcommittoworkforFPTinatleasto n e yearm ore.Iftheyquitthejobandleavecompany,theyhavetopaymoneyofa fulltrainingcourse. Thedetailsplanwillbeshowninthetable:
From-To Activities Teamincharge Note
03/2017–04/2017 Adminteamp r o p o s e s a n assessmentformtothemana gementlevela n d getsapproved fromthat
04/2017–06/2017 Assessmentcarried ou tbya ll sal es membersfromstafftoma nagementlevel
03/2017–06/2017 Trainingt e amp r e p a r e propo salst o i n t r o d u c e companya n d p r o j e c t i n training man agerst o a l l
Supervised by managementteam f i c e t o l o o k f o r s u i t a b l e Internationaltrainerwhoareno wworkingthere
06/2017–07/2017 Resultofassessment:managers o r s t a f f t h o s e getbad evaluati onw i l l b e i n t h e li st tojoint hefirsttrainingsectiona n d tea mb u i l d i n g activitiesinsurroun dingareas.
06/2017–07/2017 Managementlevela t FPTR et ai l JSCwillselectagroupof3 t r a i n e r s a s a p o t e n t i a l consult inggroupforcompany
07/2017–08/2017 Oncet h e s e l e c t i o n f i n i s h e s , tr ain ers andsalesmanager satFPTwillunifytoselecttheto picfortrainings.
TrainingandTeambuilding Allteams Supervised by managementteam 10/2017 Aftereverytrainingsection,t here w i l l havea t e s t a n d m anagershavetopassorelseth e y getaminusinKPImonthlyrepo rt
Changeplanandcountermeasures
Fore a c h groupo r e a c h i n d i v i d u a l a s s t a k e h o l d e r o f company,duringt h e ti mec o n d u c t i n g anddoingthisactionplan,oneorsomeofthesourcesofresistancemay bep r e s e n t : lacko f u n d e r s t a n d i n g , d i f f e r e n c e s ino p i n i o n , lacko f t r u s t i n m embers,lowwill in gn ess tochange,conflictsofinterest.
Beforeimplementingthisaction,boardofmanagementhavetodiscussindetailsa n d alsocollectopinionsfromstaff.Allrelevantgroupstoconductthisplanshouldbes e le c t ed verycarefully.Anyonewhoopposethisplanandhavesomenegativethinking,B O
SomegroupsatFPTRetailJSCsuchasnewjoinersorback- officearesupposedtob e u n r e l a t e d groupo f p e o p l e i n t h i s p l a n T h e r e f o r e , t h e y m ayt h i n k thatcompanyi s goingtowastetimeandmoneytodothis.Honestlyspeaking,theyc aneasilyopposetot h i s plananddon’twanttofollowthis.Thiscanreallyoccur.
From-To Activities Teamincharge Note
01/03/2017 – HR team prepares and HR and Supervised by management
15/03/2017 proposep r e s e n t a t i o n c o n t e n t s managementteam team andtopicontheimportance andnecessityofthisproject 15/03/2017 – Management member make Management team Supervised by management
20/03/2017 presentationstomakeevery andHRteam team staffawareofthisproject n d s e n d o u t t h e s t a n d a r d s e t tothisprojecttoavoidresista nces andHR team managementteam
Thestandardandthetargetmustbesetattheveryfirsttime.Topmanagementandkeymemb ersinFPTDigitalRetailJSCneedtobethefirstpeopletocompose,releasea n d popularize toeveryindividualinthecompany.Inaddition,theremustbepunishmentf o r whombreaktheregu lationofthisplanoranyonewantstodestroyteamspiritbecausei t isverynecessarytoplandevel opmentandmaintenance.Besides,beforepopularizingt o a l l F P T Shopsn a t i o n w i d e , everys h o p i n H o C h i M i n h C i t y w i l l b e a w a r e o f t h e importanceofthisplanan dthereasonwhycompanyneedstoimplementthis.ShopsinH o ChiMinhCitywillbecomeb enchmarktoapplyandimplementitfirst.Thekeypointh e r e tocreatetheengagementandconsent fromallparties,group,stakeholders.
Questionnairedevelopmenttojustifycentralproblem
Questionnairew a s developedbasedo n i m p o r t a n t determinantsofs u p e r v i s i o n w h i c h a r e : supervisoryw o r k i n g a l l i a n c e , supervisorys t y l e , supervisors e l f - d i s c l o s u r e , superviseenondisclosureandsupervisorevaluation.
NicholasLadany1,YokoM o r i 2 , a n d K r i s t i n E M e h r 3 s h o w e d t h e metho do f m ea s u r in g effectivenessofsupervisionbyusingqualitativequestionnaires.Theeffectiv ea n d ineffectivesupervisionsweredifferentiatedbasedonthesupervisoryworkinga l l i a n c e , supervisors t y l e , supervisors e l f - d i s c l o s u r e , superviseen o n d i s c l o s u r e a n d superviseeevaluationusingsuperviseeev aluationofsupervisorform,w or ki ng alliancei n v e n t o r y / s u p e r v i s i o n - s h o r t form,supervisorystylesinventory,supervisorself- disclosurei n d e x , traineedisclosurescale,evaluationprocesswithinsupervisioninventory.
Workingallianceinventorywascontributedbyagreementonthegoalsofsupervisi on,agreementonthetasksofsupervision,andanemotionalbondbetweenthet r a i n e e an dsupervisor.
SupervisoryStylesInventory armth,supportiveness),InterpersonallySensitive( c o m m i t m e n t , t h e r a p e u t i c , per ceptive),a n d T a s k Oriented(goal-oriented,thorough,focused).
Thisconsistsoftwoconstructs:GoalSetting (e.g.,clarity,specificity)andF eedback (e.g.,promptnessobjectivity).
Questionnairedevelopmenttojustifycauses
Goalsetting,trust,rapportandcaringwereusedascharacteristicsofsupervisoryr e l a t i o n s h i p informedbytheories.Basedontheseelements,questionnairewasdesignedt o co llectdatafrominterviews.
45 warm,encouraging,andapprovingvoicetone;anduseofhandgestures,questionnairesw e r e designedtoaskandgetinformationfromrespondents
Itisfoundoutintheliteraturethatinoneorganization,menwerefoundtobesignificantlym orereceptivet h a n womentofemalemanagersw h o emphasizeda participative,warm,informal supervisionstyle.Questionnairewas designedbasedonthegenderdifferencesissuewhichimpactonsupervision
Transcriptofallinterviews
Thispartistherecordsofallin- depthinterviewsconductedduringtheresearch.T h e 1stinterview istoexploreproblemsa ndhaveoverviewpictureofcompany, interviewshavebeenconductedwith8peoplewhoareMs.LeThiNgocHoa,Mr.HuynhQ u a n g L ong,M s LeT h i B i c h N g o c , M r LyQ u o c T i e n , M r V u T h a n h T u n g , M s Ngu yenNgocThanhHieu,Mr.HoNhutKhuongandMr.LeDinhQui.
The2ndinterview wasconductedwith4respondentsoutof8abovewhoareMs.
Le Thi Ngoc Hoa and Mr Huynh Quang Long, currently employed at FPT Digital Retail JSC, along with Mr Ly Quoc Tien and Mr Vu Thanh Tung, who have left the company, participated in the second interview The objective of this interview was to validate the existence and significance of the central problem, justify its causes, and discuss alternative solutions through analysis.
Respondent 1- The1 stinterview withMs.LeThiNgocHoa
Q1:Hello,My nameisThuyQ ua n g andI amnowpostgraduatestudentinMasterofB u s i n e s s Atthismoment,I amworkingonmygraduationthesis Canwetalktoeachothera round30minutes?
A3:For2years, sinceIgraduated.Ichangedmanypositions,firstoneissalesman,thentaskforce memberandthenatthismomentisAdministrativePersonnelStaff
A4:Salesman:1year,Taskforce:2monthsand10monthsatAdministrativePersonnelStaff Q5:Duringthetimeworkinghere,Canyousharewithmeyourfeeling?
A5:Regardingmymanager:Itdepends.Itneedstohavesupportfrommanypeopleint h e s a m e department.Manageri s a veryd i c t a t o r i a l , s h e d o e s n ’ t c a r e o t h e r p e o p l e ' s o p i n i o n s , whatshedecideswillbehers.ButSheishighlyrespectedbecauseofhertalent Q6:Duringthetimeworkinghere,Haveyouinteractedalotwithsalesteam?
Q7:SalesarrayisthemostimportantsectioninFPTretailatthismoment.FPTreached3 0 0 retailsh opswithcurrentstaffincreasedsignificantly.Inyourpersonalopinion,whatis thekeythingthatFP Tdidwellandwhataretheproblems?
A7:FirstthingcometomymindisthatsellingpolicyofFPTisdescribedasslightlylowb a s e salary,butquiteattractiveincentiveswhichledto2things,onepositivethingistof o s t e r andkickemploy eeoffforbettersalesbecausesalaryaffectsalesproductivityd i r e c t l y , oneanothernegativeimpac tistheunfaircut-throatcompetitionsamong lbehighturnoverrate
A9:AsfarasIknow, theturnoverratein2015ofsalesforceisabout50%, thisisnotanofficialstatisticsnumber,Iamnot100%sureaboutthis
A11:Therearemanyreasoninmyopinionthatsalesmanleavejob"Ithinkthebiggestr e a s o n isstil linternalfactors,customerswillnaturallyinfluencebutverysmall:
Internal factors influencing sales performance include the prioritization of meeting sales targets and the associated work pressure Each month, sales representatives are assigned sales targets, typically ranging from 500 million to 1 billion in sales per salesperson These targets are based on the number of mobiles and laptops sold, with incentives calculated according to the volume of sales Sales personnel who exceed 50% of their sales target will earn incentives based on the number of devices sold, with a maximum incentive applicable at 120% of the target Conversely, those who sell less than 50% will only receive their base salary, which is approximately 2.5 million.
- Thisisshiftworking,constantlychangingbonusifsalesdonotreachthetarget,atthee n d ofthe monthheorshemuststayasfullshiftsfrom8amto10pm.
- Pressureoncustomerservice:everycustomerintheshopbuyingFPT,Customerservice staffwillbecallingtoinquireabouttheservicequalityoftheshopwhich,ifanyemployeewho,forw hateverreasonwhatwascomplain,willbedeductedfromthesalary.Andwithin1month,salesman hastogetsufficientnumberofcomplimentsfromcustomer
- Confidentialcustomer:they'llposeasordinarypeoplevisittheshopbuyingFPT,willask question stoassesswelcomingattitudeandknowledgeofsalesman,theattitudeofthewho le shop.Resultsw illbesentstraighttotheboardofdirectorsandtheRSM,anyshopfrequently doesnotperformwell willbenamedandreminded.
- QA:U s i n g cameratocheckregularlystaffuniforms,productsdisplaysandshopimage.Every 1month,therewillhaveonepromotioneventasmarketingtools,andifsalesmanw a s suddenlyask edandcannotanswer,theirsalarywillbededucted.
Inaddition,therearemanyotherrequiredactivities,butemployeesarenotentitledtoe x t r a salarys uchasRoadshow,gotosupportthenewlyopenedshop.
A13:2.5millionVND/month,forme,itislowerthatothersimilarcompanyinthisi n d u s t r y Q14:HowdoesturnoverrateaffectFPTefficiencyandcustomer?
A14:W i t h c o n s t a n t l y c h a n g i n g s a l e s f o r c e , n e w s t a f f a r e n o t e x p e r i e n c e d a n d haveknowledge enough, which impacton productivity and company image. anconnectwithTVSamsungandgames.ButwithafterbuyingthisSamsungTabS,hecame backFPTShopandshouted,hestated"FPTShopcheatcustomers,fakep r o d u c t s e t c T h i s h a p p e n e d f o r manyr e a s o n s , b u t o n e o f t h e m i s comefromn e w salesman'sco nsultancyrelatedtoknowledge
Respondent 1- The2 ndinterview withMs.LeThiNgocHoa
Q1:Hiagain,IamQuangwhotalkedtoyoulasttime.Canwecontinueourtalktothen e x t top ic?
A2:Forme,amongallreasonsthatanemployeedecidestoquitjob,50%comesfromsup ervisor.Ifworkingwithasupervisorwhoisunwillingtosupportemployeeorblockthem,e mployeewillleave.Inmyteam,therearemanystaffthatleavecompanybecauseo f supervisor.S upervisorsdidnotsupportemployees, i f something happen,supervisora l w a y s bl ameemployeefirst.Thewaymysupervisortreatmeisnotreallysensitive,shea l w a y s shoutto meandothers.Shedoesn’tcareothers.Iamuncomfortableworkingwithmysupervisors.Anwhen Ifeelunhappy,Idon’twanttogotoworkandcannotperformo r workwellatwork.Iusedtothinkof leavingthiscompany.
A3:Right.MostofFPTmanagersarefemale.TheyhaveworkedforFPTforsolong,andj u s t trans ferredfromthissubsidiarytoanothersubsidiary.
A5:M y c u r r e n t s u p e r v i s o r s a r e k n o w l e d g e a b l e i n t h i s f i e l d w i t h a n a l y s i s b u t i t i s n o t tr an sf erabl e tolowerlevelandnoopportunitytobecreative.Everythinghavetobef romtoptodown.
Q6:Yourmanagerchallengedyoutothinkoutsidebox,he/ sheencouragedyoutoworkw i t h c l i e n t s y o u w o u l d haveh e s i t a t e d t o workw i t h ? Theya r e h o n e s t l y , f r i e n d l i n e s s , modelinghowtobe/ interactwithclientsinegalitarianandsupportiveway.
A6:Mostly,Ihavetoworkonstandardorrules,itisdifficulttothinkoutofthebox.Mymanager/ supervisorhaveencouragedmetowork withclients B u t , mysupervisorsare n o t friendly ,theyareverystrict
Q7:Y o u r managerprovidede f f e c t i v e feedback,o r y o u r s u p e r v i s o r demonstratedt hea b i l i t y t o deliverc o n s t r u c t i v e c r i t i c i s m i n themostpositivemannerc o u p l e d witha positive?
A7:Yes,mymanagerorsupervisorgivefeedbacktomeconstructively. ouf e e l asthoughyouareworkingwiththeminsteadofworkingforthemorprovidingyous a f e spaceinsupervision?
A8:No,mysupervisornevermademefeellikeIamworkingwiththem,IthinknowIa m work ingforthemmaybetheydon’ttrustandconfidentinmyability
Q9:Y o u r managerb r a i n s t o r m e d i d e a s withy o u , o r h a v i n g a b i l i t y t o askd i f f i c u l t o r uncomfortablequestionsregardingyourthoughts,feelings,andperceiveddevelopmentin a non-provokingnotsugar-coatedmanner?
Q11:Didth e companyp r o v i d es o f t - sk i l l tr ai ni ng f o r managerssu c h a s l i s te n i n g , i n t e r p e r s o n a l skills?
A12:Itisverycrucialandmeaningfulespeciallyformanagementlevel.Ifmanagersorsuperv isorsarestrong insoft- skills,theycanhavebettersupervisionmethodtotrainandt o leadtheiremployeea s wellas t oc re a t e loyaltyofemployees.Employees w il l have feelingthattheyareapartofthiscompany,theyaresatisfied,thentheycancontribute moretocompanydevelopment
Q13:Int e r m s o f supervisoryr e l a t i o n s h i p , Ist h e r e goalsettingbet wee n y o u a n d your supervisor?
A13:No.Goalissetbyboardofmanagement.Ihavetofollow,nodiscussionorthereisn o goals ettingbetweenmysupervisorandI.
A15:No,Ithinktheytrustmeabout60%only.Q16:Isthe recaringfromyoursupervisor?
Respondent 2- The1 stinterview withMr.HuynhQuangLong
Q1:He l l o , M y nameis T h u y QuangandI amn o w p os t g r a d u a t es t u d e n t i n M a s t e r of
Bu sin ess Atthismoment,Iamworkingonmygraduationthesis.Canwetalktoeachothe raround30minutes?
A3:I haveb e e n workingh e r e f o r 6 y e a r s I lovew o r k i n g h e r e , a n d t h e r e a r e lotso f o p p o r t u n i t i e s formetolearnandimprove.
A4:FPTnowisinprocessofbuildingthebestimagetoattractforeigninvestor.Wewantt o standard izeoperationstructure.Weneedtorevieweverythingandoptimizesources.IntermsofHR,we are facingthefactthathugenumberofkeypersonsleaveFPTretail.T h e y leavecompanytog ether,ASMandotherSMwhichcanbeconsidered asASM’ss t a f f
A5:Withtheenormousamountofwork,SalesmanandotherShopmanagerneedtodol o t s o fthings,underpressure.Theyarepushthetargetwhichmakesalesforcestressandu n d e r highp ressure,theycannotbalancetheirlifeandwork.Also,therearecompetitionamongsalesstaffth atmakethemunderhigherpressureandstress.
Q6:Whensalesforcetiredandstress,dotheyreceiveanygoodsupervision,sharingfromupp er lev elmanager?
A6:Ithinkno.Wehavenotdoneityet.Becauseeveryoneistiredandbusyofreachingtarget, a n d we can no tsp en d timesha ri ng orunderstanding,m o t i v a t i n g ourst af f, t o be h o n e s t , nocaring.
A8:Yes,That’sright.Notasmallnumber,abignumberhonestly.Vinpro+ isanewandveryyoungcompetitorinthisindustrythatisreallyattractive.
A9:Yes.Becausewetakemuchtimeandefforttotrainthesekeyperson,whentheyleftcompan y,thisreallymakeimpactsonemployeeproductivity.Forexample,atthismoment,t h e r e a r e 5 ASM,i f o n e o f t h e m l e f t , t h e o t h e r 4 p e o p l e havet o s h a r e t h e amountofwokof5p eoplewhichisreallyoverload
At FPT, we typically train new hires in both technical and soft skills However, due to high turnover rates, we frequently need to recruit and onboard staff quickly, often providing training in a limited timeframe Unfortunately, some new hires do not pass our assessments, but we still bring them on board out of necessity For managerial positions, regular training is infrequent due to their heavy workloads and time constraints, with updates primarily focused on new products and technical skills.
Respondent 2–The2 ndinterview withMr.HuynhQuangLong
Q1:Hiagain,IamQuangwhotalkedtoyoulasttime.Canwecontinueourtalktothen e x t top ic?
A1:Mypleasure sa n d theirsupervisorswhichcanimpactsupervisioneffectiveness.Sowhatcouldbeth es o l u t i o n forthis?
To address ineffective supervision at FPT Digital Retail JSC, it is essential to increase opportunities for supervisors and employees to engage in face-to-face discussions, such as forums Currently, there are no regular meetings, so implementing monthly or quarterly surveys to gather employee feedback on their direct supervisors is crucial The results of these surveys should be shared with the board of directors, allowing them to reassess and evaluate the effectiveness of supervision Our company must prioritize scheduling adequate time for feedback, fostering better communication and understanding between supervisors and sales staff.
B o a r d o f d i r e c t o r c a n e a s i l y g e t o p i n i o n s fromt h e i r staffo n t h e s a t i s f a c t i o n tocompanyandeffectivenessofsupervision.Foremployees,theywillbelievethattheyareb e i n g respectedandtreasuredsothattheycansharemoreandmotivatetocontributetoco mpany.
A4:Well,asItalkedtoyoulasttime,wealwaysprovidetrainingfornewhires,forlevelo f manag ement,werarelyprovidesoft-skillstraining.Iknowthatitisimportant.Soifw e - t r a i n i n g departmentand board ofmanagementhaveconsentto this,wearesure todo.
A5:Thebenefitofcoursewillexceedcostevenifthisplanisdone,costisalsoabithighfororganiz ing.However,itcanbring employeesandsupervisorsclosely,theyhavetimet o share,tounderstand.Employeesca nfeelliketheyarerespectedandlistenedinthiscompany.Fromboardofdirectorperspecti ve,theycanhavebetterview.
A6:Right.MostofFPTmanagersarefemale.TheyhaveworkedforFPTforsolong,andj u s t trans ferredfromthissubsidiarytoanothersubsidiary.
Respondent 3–The1 stinterview withMr.LyQuocTien
Q1:Hi,MynameisThuyQuangandIamnowdoingamasterthesisnamed“Solutiontoimproveth eineffectivesupervisionatFPTRetailJSC”.CanI talktoyouinabout 30minutes? A1:Ok.Fine
Q2:Canyoui n t r o d u c e y o u r s e l f ?D i d youusetoworkatFPTan d atw h i c h position? How aboutyourcurrentjob?
A2:MyfullnameisLyQuocTien.IamnowaShopmanageratVinpro+,amemberofVingroup.That‘sright.IusedtoworkinFPTShopfor2yearsas5positions:technicalstaff,salesstaff, wa rehousemanagementstaffandtechnicaltaskforce.
The transition from Area Sales Manager to Regional Sales Manager is marked by poor leadership, with a focus on self-interest that negatively impacts staff morale Many experienced sales professionals have left the company due to this toxic environment, finding success elsewhere Sales staff operate under intense pressure and face cutthroat competition, where those adept at flattering management can quickly advance, while others struggle in a highly stressful work atmosphere.
A4:Theu n d e r l y i n g reasonf o r t h i s m u s t b e managersi n FPTShopd i d n o t keept h e i r pr omisea s b e f o r e I t r i e d t o completee v e r y assignedtasksw i t h goodr e s u l t s b u t
Managersd o n ’ t w a n t t o l i s t e n t o s t a f f ’ s constructiveo p i n i o n s , s o managersmayha tet h o s e people.
Youknow,mostofmanagersinFPTarefemale.And,theremustbesomegender- relatedp r o b l e m s
Respondent 3-The2 ndi nt e r v ie w withMr.LyQuocTien
A4:InF P T , f o r m e , i f y o u w a n t t o getpromotion,a t l e a s t y o u havet o knowh o w t o f l a t t e r e d , soIbelievethat,theyrarelyteachmeanythingorhelpmegrow.Ialwayslearnb y myself Q5:Yourmanagerchallengedyoutothinkoutsidebox,he/ sheencouragedyoutoworkw i t h c l i e n t s y o u w o u l d haveh e s i t a t e d t o workw i t h ? Theya r e h o n e s t l y , f r i e n d l i n e s s , modelinghowtobe/ interactwithclientsinegalitarianandsupportiveway?
A5:No.I don’tthinkso.Thewaytheysupervisemeisreallypressure.Sheaskedandassi gnedmetodo,andIjustfollow.AbouttheemotionalbondbetweensupervisorandI,mymanageral socreatehighpressureonme,everythingisimposedbymymanagers.,Ia m neverhappywit hthewaytheysolveproblems.Theydon’tknowwhereisthebrighter p o r t measIexpected
Q6:Y o u r managerprovidede f f e c t i v e feedback,o r y o u r s u p e r v i s o r demonstratedt hea b i l i t y t o deliverc o n s t r u c t i v e c r i t i c i s m i n themostpositivemannerc o u p l e d witha positive”?
A6:Mymanagerassignedtaskstomebuttheynevergivefeedback,theysubmitittotheu p p e r l evelofmanagerandiftheymeetanycomplaintsfromthem,mymanagerusuallys h o u t atmean dcriticizeme.
A7:Icannotseethis.Werarelyhaveinformaltalktoshare,andIdon’tfeelcomfortablew i t h the m
Q8:Y o u r managerb r a i n s t o r m e d i d e a s withy o u , o r h a v i n g a b i l i t y t o askd i f f i c u l t o r uncomfortablequestionsregardingyourthoughts,feelings,andperceiveddevelopmentin a non-provokingnotsugar-coatedmanner
A8:No.Theydon’tcarewhathappenedwithme,whenIhavepersonalissuesandaskpe rmissiontotakesomedays off,theydon’twanttounderstand whathappened,andtheyr e f u s e d Thesupervisorystyleofmysupervisorsormanagersisunattr active,theyalwayss h o u t asabigbossatShop.Theyarenotsensitiveaswell.
A9:Iftalkingaboutinformationsharing,mysupervisionsarealwaysgoodatsharingnewp r o d u c t s , n e w eventinformation.B u t w h e n b e i n g askedab ou tt he b e n e f i t whendoingt h i s , it cannotbeclarified.Itriedtoaskmanytime,buttheytrytoignoremyquestions.
A10:Yes, butatsometimes,IaskbutIdon’tgetanyfeedbackorreplyfromthem.Whent h e r e isanewschem eorprogram,sheaskedmetodosometasksbutwhenIaskaboutt h e benefitofdoingthis,shedid notexplainanythingtome
A11:Therearenotopicsrelatingtosoft- skillslikethat.Butsometimes,uppermanagerse x p l a i n e d whatitwas.
A12:Itisbelievedtomethatitisnecessary,becausetheyaremanagers,mysupervisorshaveto knowthebestwaytocommunicate,tolistenandtounderstandtheirstaff
A14:Itoldyoualreadythatthey(femalemanagers)alwaysmakedecisionandworkont heir f eelings,emotion,theylovepeoplewhoknowsflattering.
Q15:Ist h e r e a n y d i f f e r e n c e s i n l e a d e r s h i p b e t w e e n femaleandmalei n y o u r organization? anagers.Theyworkanddecideontheirthinking,mentally.
Q16:Int e r m s o f supervisoryr e l a t i o n s h i p , Ist h e r e goalsettingbet wee n y o u a n d your supervisor?
A16:No.Thewaymysupervisordoisjustliketoforcemedoit,andIjustfollow.Theydon’tshow mehowtodotoreachthatgoal,bywhateffectiveway.
A14:Absolutelyn o t T h e y a l w a y s b e h a ve likea verybigbosso f m e a n d a n d a l w a ys i mposeonme.
A15:Ithinkno.Theyjustaskmewhentheyneedmetohelpthem.Whenthereisanyp ro b l e m arise,theyarebacktomeandcomplain.
A16:AsIsaidbefore,theyjustthinkforthemselvesonly.WhenIaskforpermissionforprivateiss ues,theyneversupportmeandsympathizewithme.
Respondent 4-The1 stinterview withMr.VuThanhTung
Q1:He l l o , M y nameis T h u y QuangandI amn o w p os t g r a d u a t es t u d e n t i n M a s t e r of
Bu sin ess Atthismoment,Iamworkingonmygraduationthesis.Canwetalktoeachothe raround30minute?
Q2:MayIaskwhatyournameis,howoldyouareandwhatcompanyyouareworkingfor? A2:MynameisVuThanhTung,Iam25yearsoldandIamworkingforVincommerceT r a d i n g serviceJSCasShopmanagerofVinpro+
A4:IusedtoworkatFPTShopsince2012asaroleofsalesmanfrom2012to2014(2years),th enfrom2014to2015asaShopmanagerofFPT(1.5year)
Shopo r r e t a i l i n d u s t r y i s u n d e r targetp r e s s u r e R e g a r d i n g colleagues,itdepe nds.
A6:Inc o m p a r i s o n w i t h o t h e r c o m p e t i t o r s now,FPTi s s t i l l b e h i n d T h e g i o i d i d o n g i n termsofsalestarget,revenue,numberofShops.
A7:Right.There is nothingweirdifT he gi oi di do ng wonth e bestp l ac e no w T he yar e veryprofessional,theytrytofacilitatetomakebusinessperfect.And,Thegioididonghasingrai nedcustomer'sawareness.Backto2012,2013,canyouimaginethatsomepeoples t o o d i nFPTShopbuttheythoughttheywereinThegioididong.
A8:Theyareprofessionalatstandardsystem.Theyfocusedmuchoncustomercare.Ont h e c o n t r a r y , FPTis p u r s i n g target,t r y i n g tos e l l as manya s p o s s i b l e , that'swhyF P T c a n n o t c o n c e n t r a t e c u s t o m e r c a r e a l o t O n e morething,a s f a r a s I'veknown,Thegioid idonghaspaidhighersalaryandoffermoreattractivebenefitthanFPT.Atthee n d ofyear,s alesmeninThegioididongalsoreceivedsharesfromcompany.
A9:Firstly,I thinksalaryandbenefit,bonus mustbemoreattractive.This isthemostim portant,b e c a u s e t h e f a c t t h a t e v e r y o n e comest o workf o r e a r n i n g t h e i r livin g,toe n s u r e qualityoflife.Afterthat,theycancontributewell.Secondly,FPTshopsalesme nh a s todotoomanythingslikemarketing
A10:Idon'tthinkso.Theydon'treceiveanythingfromthat.InThegioididong,theyhaveo n e gro upwhoisinchargeofthisactivityfromroadshowtoleafleting,
A11:H o ne s t t o sa y , w h e n s t a f f a r e u n de r p r e s s u r e, t h e y w i l l l o o k fora n o t h e r j o b t h a t providethemstableearnings,oratleastmakethemmorementallycomfortable.C a n youimaginethatIhadtoattendameetingthatlastedfrom8AMto9.30PMonlytobeshoutedby mymanagerandnosolutions?
A13:Y e s Iaskedsomep e o p l e , andu p p e r levelmanager,itd o e s n ' t meant h a t a l l managerareq u a l i f i e d Someu p p e r levermanagera r e nota s q u a l i f i e d a s s t a f f O t h e r exp eri enced andqualifiedmanageralreadyleftcompany.ItreflectedthetruththatnowinFP T,salesmangeteasiertobepromotedtoshopmanager.
The working style and management approach at FPT are often unsuitable for many employees, leading to feelings of fatigue and dissatisfaction A staggering 80% of managers at FPT have left the company, highlighting a significant retention issue For instance, a shop manager who has dedicated 6 or 7 years to the company remains in the same position despite excellent performance and popularity among colleagues In contrast, less experienced shop managers receive promotions more quickly, revealing a disparity in treatment by the Area Shop Manager (ASM) Additionally, the upper management at FPT is predominantly female, and their management style tends to be influenced by emotions.
A15:yes.Theremustbeshouldchangesandproblemshappened.Somepeoplehavetod e a l w i t h overloadwork,news t a f f withlesse x p e r i e n c e c a n n o t workw e l l orn e w managersdonotknowhowtodealwithtrouble,cannotmanageshop,whichimpactsjobperfor mance
A16:No.WhenIworkedatFPT,Inevergot10millionVNDwhereasothersalesmenc o u l d get8or9million,almostthesametomine.BasesalaryofashopmanagerinFPT
,thendeductedinsurancecost,incometax… willbearound8millionVNDQ17:WhatarethereasonsthatyouquitjobandleftFPT?
A17:T h e r e a r e manyr e a s o n s t h a t I d e c i d e d t o q u i t j o b , someo f thema r e p e r s o n a l r e a s o n s Inadditiontothat,Idon'tfeelhappywithmyupperlevermanagers.Employ eec a n workunderpressure,employeecanlovecom pa ny, butheretheycan no t loveth ei rmanagers.
Respondent 4-The2 ndi n t e r v i e w withMr.VuThanhTung
Q1:HiMr.Tungagain,tocontinueourlasttalk,deepeninginineffectivesupervision.A1:Ok
A2:HereinFPT,salesmanmustsufferfromlotsofthings:workoverload,poorpayandb e n e f it , …
However,theycannotleavethiscompanyonlybecauseoffactorsmentionedabove.Staffmaylove c o m p a n y , b u t t h e y w o n ’ t liket h e i r managerso r s u p e r v i s o r s T h e y a r e n o t s a t i s f i e d , nothappywiththeirmanagers.Duringmorethan2yearsworkinghere,the rea r e somanypeopleleftthiscompanyduetoineffectivesupervisionfromtheirmanagers.F o r me,Iamnothappywithmybosssupervision.Inthemeeting,sometimes,Ijustsitfromthe morningtotheeveningin1roomjusttolistentocomplaintsorshoutsfrommymanagers.Ifeltextr emelyexhaustedandthey arenotemotionaltosolveproblem.
Q3:Yourmanagerchallengedyoutothinkoutsidebox,heencouragedyoutoworkwithc l i e n t s y o u w o u l d havehesitatedtoworkwith?They arehonestly,friendliness,modelinghowtobe/interactwithclientsinegalitarianandsupportivew ay?
A3:No.Managersd o n ’ t liker e c e i v i n g o p i n i o n s fromt h e i r staff, theya c t ont h e i r emotions.InF P T , mosto f managersa r e females o t h e i r e m o t i o n s c a n i n f l u e n c e t h e i r a c t i o n s anddecisions.
Q4:Y o u r managerb r a i n s t o r m e d i d e a s withy o u , o r h a v i n g a b i l i t y t o askd i f f i c u l t o r uncomfortablequestionsregardingyourthoughts,feelings,andperceiveddevelopmentin a non-provokingnotsugar-coatedmanner
A5:Currently,veryfewpeopleinFPTatlevelofmanagersarestrongintechniquesandskills,th eyallleavetoanothercompanytowork.Forsoft- skill,itdepends.Butveryfewp e o p l e i n FPThavestrengthsi n s o f t - s k i l l sucha s c o m m u n i c a t i o n , a n d d o m y d i r e c t managers.
A6:Shopmanagerareusuallytheonewhoself- designandsolveproblems.Forexample,i f Ihaveanyproblemaboutcompensationandbenefitat company,Icannotaskmydirectmanagers.Ihavetoaskheadofficefirst f e e l asthoughyouareworkingwiththeminsteadofworkingforthemorprovidingyous a f e s paceinsupervision?
A7:No.wheneverItrytoraisevoiceandgiveoutopinions,theydon’tlistentoordon’tt r y tound erstand.
A8:Yes.Theyjustsaidthat,wecannotargueoropposewithwhatcomesfromthetop Ibelievedtha tatFPTRetailJSCatthismoment,thereisnotrainingintermsoflisteningskill,understandi ngandcommunicationskill.Andyouknow,itisnottruethateveryonec a n communicatewell. Q9:Y o u r managerprovidede f f e c t i v e feedback,o r y o u r s u p e r v i s o r demonstratedt hea b i l i t y t o deliverc o n s t r u c t i v e c r i t i c i s m i n themostpositivemannerc o u p l e d witha positive?
A9:Sometimes,whenItrytogiveoutmyownopinions,theysaid“no”rightafterthateventh eydon’ttrytotakeasecondtothink aboutthatwhichmakesmereallyd isapp oint ed
Q10:Youmentionedthatt he re isnotrainingintermsofli ste ni ng skill,understanding a n d c o m m u n i c a t i o n e t c B u t f o r y o u h o w i m p o r t a n t s o f t - s k i l l s t r a i n i n g t o s u p e r v i s i o n effectiveness?
A10:Forme,itisveryimportant.Iftheyknowhowtolistentous,howtocommunicatew i t h us well,therelationshipbetweenuswillbeimprovedandofcoursemoreeffectivesupervision.
A12:No.Idon’tthinkso.Becauseitdependsontheircapabilities,skillsandsoon
Q13:Int e r m s o f supervisoryr e l a t i o n s h i p , Ist h e r e goalsettingbet wee n y o u a n d your supervisor?
A13:Maybeno.Youknow,wheneverthereisaneweventorprogram,Ineedtofollowf ro m t op- down.Goalsettingisalsosetfromthetop,notfromme.EvenIknowit’snoteffective,butIhav etofollow.
A15:No.WhenItrytoraisemyopinion,theycanstopitimmediately.Q 1 6 : Isth erecaringfromyoursupervisor?
A16:No.Forexample,asashopmanagerlikemehastosolveallproblemsbymyself.J u s t inv eryurgentcases,Icallmymanager.Theyonlycarethesalesresult.
Q1:He l l o , M y nameis T h u y QuangandI amn o w p os t g r a d u a t es t u d e n t i n M a s t e r of
Bu sin ess Atthismoment,Iamworkingonmygraduationthesis.Canwetalktoeachothe raround30minutes?
A2:IamLeThiBichNgoc,Iam25yearsoldandcurrentlyworkingasShopmanagerat344LeVan Khuong,District12,ofFPTShop.
A3:For2years.Thefirstpositionisasalesmanin9months,thenjointaskforceteam3months andthenpromotedtobeShopManagerat344LeVanKhuong,District12in1y e a r
My direct boss is wonderful, but I have concerns about higher management and my colleagues While I work at the shop for seven hours a day, I find that the pay is not commensurate with the time and effort I invest After work, I have to manage various tasks such as checking emails and implementing updates for my shop, which adds to the pressure Overall, this job is quite demanding, with significant stress stemming from targets, management expectations, and market competition I feel that the working environment is harsh, and it seems that employees can only stay in this industry and company for a short period.
A5:Ok,I takea n example,i f y o u c a n n o t r e a c h s a l e s targeto r c a n n o t r e a c h customerse rvicetargetin2monthscontinuously,heorshemustbekickedoutofcompany.Onea n o t h e r reasoncanbeunequal.Hence,salesmandecidetoquitthejobandleavecompanyQ6 : So,basedo nyourtalks,isitrightthatthereisahighturnoverrateinFPTShop?Ih e a r d 50%?
A7:Salesmenquitthejobbecausetheycannotmeettargetandthenfeeltiredandstressa t wor k,orfeellikelossofenergy.Theydon’twanttogotowork.Oneanotherreasonist h a t theyareaske dtoleavecompany.
A9:Ye s f o r s u r e , companyh a s t o t r a i n a news a l e s s t a f f fromthebeginning,i f manysales manquitthejobinthesametime,itinfluencesshopmanager.
A10:I n evaluationfromhighermanager.I t mayh a p p e n b e c a u s e o f a n o t goods h o p man ager.Then,withanewsalesstaff, shopmanagerw il l taketimeandefforttotrain again.Q11:Howaboutanyproductivityinfluences? h c a n l o s t customerandlowerproductivity.
Q1:He l l o , M y nameis T h u y QuangandI amn o w p os t g r a d u a t es t u d e n t i n M a s t e r of
Bu sin ess Atthismoment,Iamworkingonmygraduationthesis.Canwetalktoeachothe raround30minutes?
Q5:Whe nyouworkedt h e r e , h o w d i d youfeela b o u t workingenvironmenta tFPTi n ter mofmanagers,colleagues,natureofwork?
A5:Mymanagerisnotcaringenough.Inaddition,thereisatoughcompetitionamongcol leagues.Thisisaverydifficultandhardjobbecauseofthenatureofwork.Ihavetos t a n d allt hetime,Ifeelverytiredandstressed.
A6:Iamnotsatisfiedwithpayandbenefit,andthenatureofworkisterriblewhichcanaffec tmyhealthstatus.Aboutcompetitionamongstaff,wehavetograbclientswithanegati vethinkingthatisbadforhumanpsychology
A7:Companyshoulddesigna schemeofassigningclientstostaff, there isnoneedt ograbheretobuilduprelationship,enhanceteamwork.
Q1:He l l o , M y nameis T h u y QuangandI amn o w p os t g r a d u a t es t u d e n t i n M a s t e r of
Bu sin ess Atthismoment,Iamworkingonmygraduationthesis.Canwetalktoeachothe raround30minutes?
A2:M y n a m e i s H o NhutK h u o n g a n d n o w I amwo rk in g Q3 : Wheredoyouusuallybuy electronicsdeviceandaccessories?
A4:I w a n t t o makes u r e t h a t t h e y a r e g o o d p r o d u c t w i t h highq u a l i t y a s w e l l a s i t s guaranteesservicethere.Youknowsomeelectronicsarerisky,that‘swhy.
A7:Ifsalesstaffattitudeandtheirenthusiasm,IbelieveIamstillhappierandfeelmorecomfort ablew i t h T h e g i o i d i d o n g I amalwayss a t i s f i e d w i t h w h a t T h e g i o i d i d o n g h a s providedme.
A8:Ifyes,Itmustbeguaranteesservice.Ihadoneproblemwithmylaptopwhichwasbought inFPTseveralmonthsago.Icametheretoreturnandcomplain,youknow,thep r o c e d u r e s ofguarantingproductsisreallycomplicated.IreallyneedhelpfromFPTtod o that.FPTsale sstaffthat,ImustgotoDELLbrandtofixandgetguaranteefromthere.FPTwillnottakeanyrespons ibilitytomyissue.Itisextremelyconfusedtome,becauseI boughtmylaptopinFPT,notatDELL store.
Q1:He l l o , M y nameis T h u y QuangandI amn o w p os t g r a d u a t es t u d e n t i n M a s t e r of
Bu sin ess Atthismoment,Iamworkingonmygraduationthesis.Canwetalktoeachothe raround30minutes?
A4:Mycriteriaistrust- worthy,quality,price,service(staffattitude)Q5:HaveyoueverboughtatFPT
I visited the store to look for a laptop, but when I asked the sales staff for assistance, they informed me they didn't have what I needed and then left me alone without further explanation As I browsed the products, I found that the sales staff did not recommend any suitable options that met my requirements; instead, they tried to promote other items they had in stock or wanted to sell This experience left me feeling unhappy and disappointed.
A7:I thinkatthatmoment,there areveryfewcustomers,I stronglybelievet h a t saless t a f f attitudeseemstobenotgoodandcaringenough.Theyarenotproactiveandactive.Q 8 : So,f o r y o u , t o h e l p FPTi n c r e a s e c o m p e t i t i v e n e s s w i t h o t h e r c o m p e t i t o r s , w h a t shouldFPTdo?
A8:Ithinktheyneedtochangethewaytheytreattheircustomers,itshouldbeopener,h ap p i er T h e y n e e d t o c a t c h u p w i t h whatc l i e n t s s a y a n d a dviset h e m o s t s u i t a b l e products,e x a c t l y w i t h w h a t customersw a n t Ift h a t p r o d u c t i s n o t a vailablea t that withthatwithoutanystrangeness
Steadilyrising.T a l e n t n e t Vietnam[Internet].2015[cited2016Oct12].Availablefromh t t p : / / w w w t a l e n t n e t v n / e n / i n f o r m a t i o n - c e n t e r / t a l e n t n e t - v i e w p o i n t s / m e r c e r - a n d - t a l e n t n e t - total-remuneration-survey-trs-2015-steadily- rising MonEuy2wnh.
(2) FPTRetailkeepsstronggrowth.FPTVietnam[Internet].2016[cited2016Oct12].Avail ablefromh t t p s : / / f p t c o m v n / e n / n e w s r o o m / d e t a i l / f p t - r e t a i l - k e e p s - s t r o n g - g r o w t h
(3) MorganMM,SprenkleDH.Towardacommon- factorapproachtosupervision.J o u r n a l ofMaritalandFamilyTherapy.2007;33(1):1-17. (4)PellAR.Supervision:M a k i n g thingsc l e a r t o t h e team.Manager'sMagazine.1 9 9 2 ; 6
(5) MagnusonS,W i l c o x o n S,N o r e m K A Profile o f LousySupervision:E x p e r i e n c e d C o u n s e l o r s ' Perspectives.CounselorEducationandSupervision.2000;39(3):189-202.
(6 ) M cS p ar r an K.Totalsalesmanagement- salessupervision:TheWeakLink.BeverageW o r l d 1992;111(1507):48.
(7)ThackerRA,HollKB.Behaviorally- basedmanagementtraining:linkingbehaviorstoemployeesatisfaction.IndustrialandCommerci alTraining.2008;40(2):102-108.
(8)LadanyN,MoriY,MehrKE.Effectiveandineffectivesupervision.CounsPsychol.2
(10) Saif-ud-Din,Khair-uz-Zaman,NawazA.Impactsofdemographicvariablesonjob- s a t i s f a c t i o n o f t h e academiciansinuniversitiesof NWFP,Pakistan.Bulletin of
A reviewo f t h e l i t e r a t u r e onemployeet u r n o v e r AfricanJ o u r n a l ofB u s i n e s s Management.2007;1(2):49-54.
(12) Chou RJ,RobertSA.Workplacesupport,roleoverload,andjob satisfaction ofdirectc a r e workersinassistedliving.JHealthSocBehav.2008;49(2):208-22.
(13) YangC,HwangM.Personalitytraitsandsimultaneousreciprocalinfluencesbetweenj o b per formanceandjobsatisfaction.ChineseManagementStudies.2014;8(1):6-26.
( 1 4 ) O s i b a n j o AO,G b e r e v b i e D E , AdenijiAA,O l u d a y o AO.R e l a t i o n s h i p m o d e l i n g b etw een workenvironment,e m p l o y e e p r o d u c t i v i t y , ands u p e r v i s i o n i n t h e NigerianP u b l i c Sector.AmericanJournalofManagement.2015;15(2):9-23.
(15)deM e n e z e s L.Jobs a t i s f a c t i o n a n d qualitymanagement:ane m p i r i c a l a n a l y s i s InternationalJournalofOperations&ProductionManagement.2012;32(3):308-328.
JohnsonA.Perceptionsofthesupervisoryrelationship:Minoritysupervisorsworkingwi thminoritysupervisees.AnnArbor:UniversityofVirginia;2002.
(18)BrittonPJ,GoodmanJM,RakCF.Presentingworkshopsonsupervision:Adidactic- e x p e r i e n t i a l format.CounselorEducationandSupervision.2002;42(1):31.