Low employee engagement among senior credit officers at vietinbank in ho chi minh city

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vo Quoc Tin LOW EMPLOYEE ENGAGEMENT AMONG SENIOR CREDIT OFFICERS AT VIETINBANK IN HO CHI MINH CITY MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2017 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Vo Quoc Tin LOW EMPLOYEE ENGAGEMENT AMONG SENIOR CREDIT OFFICERS AT VIETINBANK IN HO CHI MINH CITY MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: LE THI THANH XUAN Ho Chi Minh City – Year 2017 Assignment Cover Sheet Subject Name Final Thesis Lecturer’s Name Mrs Le Thi Thanh Xuan Low employee engagement among senior credit officers at Vietinbank in Ho Chi Minh City MBUS 6.1 Title of Assignment Class Student Name_ Student Number Vo Quoc Tin_22150063 Contact Number or Email tinvq@vietinbank.vn Length 61 sheets (include cover page) Due Date 16th December 2017 Date Submitted 16th December 2017 Declaration: I hold a copy of this assignment if the original is lost or damaged I hereby certify that no part of this assignment or product has been copied from any other student’s work or from any other source except where due acknowledgement is made in the assignment No part of the assignment/product has been written/produced for me by any other person except where collaboration has been authorized by the subject lecturer/tutor concerned I am aware that this work may be reproduced and submitted to plagiarism detection software programs for the purpose of detecting possible plagiarism (which may retain a copy on its database for future plagiarism checking) Signature: …………………………………………………………………… … Note: An examiner or lecturer/tutor has the right not to mark this assignment if the above declaration has not been signed) Mark: Comments: TABLE OF CONTENTS Excecutive Summary CHAPTER 1: COMPANY INTRODUCTION 1.1 Industrial background: banking industry 1.2 Company background: Vietinbank 1.3 Organization Chart CHAPTER 2: PROBLEM CONTEXT 2.1 Juniors and Seniors Definition 10 2.2 Symtoms 1: High turnover rate among senior staffs at credit department resigned employees 2.2.1 Rising number of resigned employees 11 11 2.2.2 Numbers of resigned employees categorized by departments 12 2.2.3 Numbers of resigned employees categorized by senior and junior 13 2.2.4 High turnover rate among senior staffs at credit department resigned employees 2.3 Symtoms 2: Increasing complaints from customers 14 15 CHAPTER 3: POTENTIAL PROBLEM IDENTIFICATION 3.1 First round interview: Interview with “people around the problem” 16 3.1.1 Interview with resigned employees 16 3.1.2 Interview with customers 17 3.2 Second round interview: In-depth interview with “problem owners” 3.3 Potential problem: 19 20 CHAPTER 4: APPLYING LITERATURE CONCEPTS: AON HEWITT’S MODEL OF EMPLOYEE ENGAGEMENT TO JUSTIFY THE CENTRAL PROBLEM 4.1 Employee Engagement Models 21 4.1.1 Kahn’s Model 21 4.1.2 Maslach, Schaufelli and Leiter Model 22 4.1.3 Robinson, Perryman and Hayday Model 23 4.1.4 Saks Model 24 4.1.5 Aon Hewitt Model 25 4.2 Applying Aon Hewiit’s Model on measuring Employee Engagement of senior credit officer in Vietinbank in Ho Chi Minh City 26 4.2.1 Why we choose Aon Hewiit’s Model? 26 4.2.2 A broad survey on measuring Employee Engament at Vietinbank based on Aon Hewitt’s Model 27 4.2.2.1 Sampling 27 4.2.2.2 Form, time and location of the survey 27 4.2.2.3 Methodology 28 4.2.2.4 Central problem: low employee engagement 29 4.2.2.5 Central problem definition 33 4.2.2.6 Updated cause – effect map 33 CHAPTER 5: CAUSE JUSTIFICATION 5.1 Central cause 34 5.2 Central cause definition 34 5.3 Justify the existence of central cause 34 5.4 Justify the importance of central cause 34 CHAPTER 6: CLARYFYING CENTRAL CAUSE ANTECEDENTS 6.1 Long working hours 35 6.2 Role ambiguity 35 6.3 Complicated and fast changing policy 36 6.4 Poor collaboration between departments 36 6.5 Final cause –effect map 38 CHAPTER 7: ALTERNATIVE SOLUTIONS AND ACTION PLAN 7.1 Alternative solution 1: Implement cut-off-time and forcing employees to leave the office before 6pm 39 7.2 Altenative solution 2: clarify the scope of work and responsibility of each position 39 7.3 Alternative solution 3: Organize team building cross – department periodically and rotating positions for a short term 7.4 Action plan 40 40 References 42 Appendix 1: Transcipt of interviews with leaving staff 44 10 Appendix 2: Transcipt of interviews with customers 47 11 Appendix 3: Transcipt of interviews with employers 50 12 Appendix 4: Sample of questionare sent out to senior credit officers in Ho chi minh city 55 EXECUTIVE SUMMARY In recent years, banking industry has observed enormous growth after recovery from the global economic crisis, especially at some giant conlongmerate such as Vietinbank However, there are some fluctuations in term of key persons and the question is how Vietinbank can maintain it’s key persons to achieve a sustainable growth By testing the employee engagement of senior credit officers in Vietinbank at Ho Chi Minh city using Aon Hewitt’s Model, this research has pointed out some direct causes to the issue and propose some feasible solutions CHAPTER 1: COMPANY INTRODUCTION 12.1 Industrial background It is undeniable that Vietnam is on tremendous development and integration in global economic Since Vietnam has officially participated in the World Trade Organization (WTO), besides the advantages and opportunities, there have been still many challenges that Vietnam has to overcome In recent years, Vietnamese's financial institutions have achieved many important achievements in innovation However, compared to other countries, Vietnam banking sector is still small, modest, and inadequate Vietnam banking industry has really been a remarkable growth compared to ten years ago Firstly, banking system has mobilized and provided an enormous amount of capital to the economy, estimated about 16-18% of annual GDP (Vietnam Head Department Statistic 2008), nearly 50% of social capital Credit growth was 24 % in 2008 and was 19% higher than in 2007 The banking system has also contributed to growth, the development, and economic stability in recent years Secondly, Vietnam's banking sector had an intergrated renovation Many legal papers have been issued compendiously, the codes of conduct for banking activities has been completed and consistent with global practice Banks as well as credit institution have been autonomous and self-responsible Competitiveness of credit institutions has been enhanced therefore each entitiy in the industry can develope safely and effectively Thirdly, monetary policies have been renovated and operating under market principles with international practice Interest rate policy and exchange rate flexibility have been utilized by the market mechanism Trends in the Vietnam banking sector Strong credit growth is feasible for the next coming years Vietnam may still be able to maintain 16-18% credit growth Firstly, credit growth so far has been driven more by the private own companies and consumer sector, both of which we believe still have further room to grow Secondly, the Basel delay till 2020 allows banks with “in-between” capital to sustain their asset growth Long-term issues remain unsolved Although there is growth in nearterm, the industry still have to overcome many challenges First, it is still in need of huge capitalisation to accommodate growth and to play a role as a cushion against any deterioration in asset quality Second, the sector needs a more adequate way of dealing with bad debts Banks are not equal Varying capital, exposure, cost structure and asset quality means each bank has different chances On valuation, comparative multiples should be adjusted for asset quality and ROE should be adjusted for below-the-line costs MBB (Military Bank) is classified as “Outperform” because of its improving growth and attractive valuation CTG (Vietinbank) is as “Neutral” with better nearterm growth though riskreward looks balanced On the other hand, “Underperform” is on BIDV which is in emergent need to recap, is vulnerable to compete for deposit, is facing deteriorating asset quality and is overrated on valuation 12.2 Company background VietinBank was built in 1988 after being separated from State Bank of Vietnam (SBV) It is one of the four largest commercial banks of Vietnam with total assets account for over 20 percent of the market share of the whole system VietinBank has developed an operations network comprising of transaction centers, 150 branches and over 1000 transaction offices Vietinbank has strategic partnerships with the International Finance Corporation (US) and Mitsubishi UFJ Financial Group (Japan) It has a market capitalization of VND 53.22 trillion (around $2.5 billion) as of late 2012, making it one of Vietnam's largest listed companies According to the VNR500 (Top 500) ranking, Vietinbank is Vietnam's 13th largest company Currently, Vietinbank has a total of 23.628 employees As of 2016, average monthly wages of VietinBank has reached to 1,000 USD/person/month Mission To be a financial leader in Vietnam that offers a full spectrum of international standard banking services and financial solutions to individuals and corporate clients Vision To be the largest bank of total assets value and the leading in operational effectiveness in banking system in Vietnam in 2017 Striving toward the goal of becoming a regional banking and financial group of international standard Core Values Customer Orientation, Towards Excellence, Dynamic, Creative, professional & modern, Integrity, Honesty & Transparency, Respect, Brand protection and development, Sustainable development and social responsibility Business Philosophy Safe, effective and sustainable; Loyal, dedicated, passionate & committed, wise and principled; The prosperity of VietinBank customers is our ultimate success 12.3 Organization Chart 10 Mrs Hang Phuong: Of course not! I love hospitality so I think I will give myself a chance to what I love Mr Phong: No for sure, I will open my own company in the transportation field because it’s the occupation of my family Mrs Truyen: Yes, provided that i can have more empowerment Mr Binh: Yes, I think I’m looking for BIDV because they’re hiring a deputy head of conglomerate, I think it suits me Mrs Phuong: Yes To be honest I don’t know if I can anything else Mr Phuc: Let me think for a while…… Hmmm,…No, because in my opinion Vietinbank is the best in this industry already Ms Tu Linh: Yes I will try if it’s not a state-owned bank Mrs Thanh: I’m looking for a hours working job with the same salary I don’t care if it is the same industry or not Mrs Huynh Anh: No, I would like to be the best housewife now Thank you TRANSCRIPT OF INTERVIEW WITH CUSTOMERS Interview ees’s profile Title Name Occupation Services using Branch working with No of years in relationship Vietinbank Mr Truong Quang Huy Retired Deposit 12 Mrs Huynh Thanh Loan Chief Accountant Corporate banking Mr Tran Quang Vu Teachers Mrs Nguyen Thi My Xuan CFO Morgate loans Conglomerate Ho Chi Minh Ms Tran Nguyen Uyen Linh Singer Mr Le Van Thai CEO Housing loans SMEs Mrs Do Kieu Vu Duong Engineer Deposit Thu Thiem Mr La Chi Phu CFO FDI 11 Mrs Duong Anh Loan Accountant SMEs 12 Mr O Cam Tai CEO Conglomerate Nam Sai Gon Are you satisfied with the services that Vietinbank offer? If not, what is the reason? Mr Huy: No, I’m not It was years ago since I have to work with a newly graduated officer with no experience at all Each transactions took me twice as long as before Mrs Thanh Loan: Not at all It was Mr Quang who working smoothly about granting credit facility to my company, now he has moved to Vietcombank and since then problems begin with my facility, the new officer asking for too much documents and he charges me too much fees Most importantly, interest rate is much more higher than other banks I am considering moving to Vietcombank because I like working with Mr Quang as before! Mr Vu: I think everything is fine I’m ok with it Mrs Xuan: I’m not happy with the current officer He doesn’t know everything Everytime I ask for a new financial products, he always answer that he will ask his boss and he keeps me waiting for weeks Ms Uyen Linh: The attitude of credit officers in Vietinbank is not quite good compared to others commercial bank I don’t feel like I am a VIP at Vietinbank Mr Thai: I don’t like the new logo, it’s too colorful for me Mrs Duong: It’s quite ok for me However I wish that the interest rate can be higher Mr Phu: The problem is, they changing person in charge of my company quite often I’m still not used to the old ones then I have to work with another one It’s somehow uncomfortable for me Mrs Anh Loan: The bank teller is not supportive, she often not happy to instruct me fill in the form Mr Tai: Everything is fine for me, except for the location I think it’s too far from my company Which actions you think that Vietinbank should take to improve the services? Mr Huy: Vietinbank should train their staff more Mrs Thanh Loan: I’m going to have a conversation with the director, I think that Vietinbank may arrange skilled staffs to work with big customers Mrs Xuan: I just want the old officer to be back Ms Uyen Linh: The directors should educate employees well because we are working in a service industry, manner is very important Mr Thai: Vietinbank needs to be redecorated Mrs Duong: In the last months other banks has raised the interest a lot Vietinbank should does also Mr Phu: They should remain the skilled workers, freshly graduates are easy to hire, but they are not productive Mrs Anh Loan: The bank tellers need to be more supportive Mr Tai: I am considering switching for a closer branch, however they should allow me do transactions via fax/email I think it will helps 50 TRANSCRIPT OF INTERVIEW WITH EMPLOYERS Interview ees’s profile Title Name Position Department Branch No of years working in Vietinbank Mrs Pham Thi Phu Xuan Director Board of Directors 25 Mr Nguyen Minh Hoang Head Conglomerate banking 16 Mrs Nguyen Thi Tuyet Nga Head Human Resources Bac Sai Gon 13 Mrs Pham Thi Ngoc Lan Director Board of Directors 20 Mr Le Bao Phong Board of Directors 14 Mr Nguyen Minh Sang Board of Directors 11 Mr Ho Si Duan Board of Directors 32 Mrs Truong Bich Ngoc Deputy Director Deputy Director Deputy Director Deputy Director Board of Directors Thu Thiem 31 Mrs Nguyen Huong Giang Head Human Resources Tay Sai Gon 28 Mrs Nguyen Thu Huyen Head Human Resources Head Office 20 Mrs Ho Thi Lien Head Retail Sai Gon 12 Mr Phan Trong Hung Head FDI 11 Ms Head SMEs 11 Ms Pham Thi Thanh Phuong Nguyen Nu Anh Vy Head Conglomerate Mr Nguyen Minh Tuan Head Retail 7 Mrs Dau Linh Chi Head Conglomerate 12 21 Mr Doi Minh Tri Head FDI Bac Sai Gon 13 Mrs Vo Hong Ven Head Conglomerate Ho Chi Minh 22 1) How you think is the main reason behind the resignments of senior employees Mrs.Xuan: They demand a fast moving corporation which can absorb the newest trend in the world just like foreign commercial bank However, they have to bear in mind that Vietinbank has 60% shares of the government, every steps that we move must be approved by the government in order to be executed! 61 Mr.Hoang: the performance evaluating system show a lot of weaknesses in term of classifying top employees, because of the fact that determine the weight of each constraints in KPIs evaluating is not relevant Mrs.Nga: I have to admit that our human resources structure as well as policies are not helpful for the employees, I have tried my best but many of the needs of employees can only be sold by the head office, which will take too long to solve, they even have to send a letter by post office and wait for nearly a month to be replied That’s such professional and distractful process! Mrs Lan: Sometimes I have difficulties to work with clients because Vietinbank policies is not opened enough compared to other instistutions, I think that my employees also have the same feeling Mr Phong: Some people say that Vietinbank pays the employees really well I don’t think so, my salary is only a half of my wife, although she’s only a chief accountant of a multinational company Mr Duan: The problem is that we have to work for such long hours At 7pm I don’t see any employees coming home If they keep on working like that, they can eventually going to hospital Mrs Ngoc: The human resources department in the head office is really hard to contact Everytime we want to hire a new employees we must wait for them to approve and the process is not shorter than months I think it’s the reason why employees don’t feel that they are being listened to enough Mrs Giang: The KPIs system is new, just years being applied in Vietinbank so there are many flaws, which I think may upset the employees Mrs Huyen: They are seniors so they demand a lot of chance to be regconized and promoted However, the number of positions available is limited, that’s the reason why we have to let some of them go Mrs Lien: For me, I think that the human resource system of Vietinbank need to be amend immediately Right now it’s not operated fully as a department responsible for the needs of employees Mrs Phuong: I think annual leaves is the problem here My friend working for a foreign company she has 16 annual leaves, while I have only 12 and you know, it’s really hard for me whenever I want to apply for an annual leave, my boss usually not happy about that Mr Hung: Vietinbank should provide more opportunities for the employees to study further, for example granting scholarship is a good idea My staffs are too busy dealing with daily tasks that they don’t pay attention to upgrading their knowledge Ms Thanh Phuong: The problem is that the procedures of Vietinbank is too complicated to follow, not to mention that it changes on a daily basis Ms Vy: The promotion process is depend solely on the opinion of the director, which I think may not fair in some cases I believe that many senior staffs have the same feeling with me Mr Tuan: Vietinbank salary is competitive, however benefits is really poor compared to other banks I recommend that each employees should be granted an oversea trip a year as well as insurance for the whole family Mrs Chi: I think that the working hours here is too long It’s not suitable for a mother with children like me Mr Tri: The method to calculate Kpis of each employees need to be recalculated More often, KPIs of the employers always higher than the employees I think it can offset the good employees a lot Ms Ven: Well, because Vietinbank is a state-own company, so threre are limitation in the way that we can lend money On the other hand, I think it’s acceptable because it will create a safer working environment 2) How extreme the issue of senior credit officers’s resignment is and how it affects on the daily operation of Vietinbank? Mrs.Xuan: Too obvious! It’s easy to hire a fresh graduate, but for seniors things are totally different Mr.Hoang: Right now the competition is really high in the industry, if we lose a key person, we will lose a lot of profit Mrs.Nga: In this industry, sometimes there are clients who only want to work with a specific officers Losing those officers will put the bank in a serious situation Mrs Lan: Extremely dangerous I think Mr Phong: A lot of staffs having leaving Vietinbank for Vietcombank and i think this is the right time that we should some actions to recover Mr Duan: If there is no senior officers, then who will complicated tasks? The situation is very serious I think Mrs Ngoc: In my opinion, the trend that seniors leaving is just a short time trend We don’t have to worry, because there will be new officers to replace them Mrs Giang: Things are going well I think Since last month I haven’t received any resignment letter Mrs Huyen: I think that board of directors need to discuss in details about this issues and excesise an action plan immediately Mrs Lien: Sales have been dropped for the last months and for me it is the signal that Vietinbank are suffering a serious human resources issues Mrs Phuong: I’m really worry about that Mr Hung: Vietinbank is not a must-apply corporation as before We have to admit it and step up to gain more credibility Ms Thanh Phuong: Of course it’s a extreme issue Can you imagine that my friends who was hired the same year with me all of them are leaving now, except for me Ms Vy: It’s too soon to say anything I think we should wait until next year to make a comment on this topic Mr Tuan:Yes it is extremely harmful for the bank of my 15 staffs applied for a resignment in the last months Mrs Chi: Why so serious Vietinbank have been experienced that 10 years already, and we are doing pretty well Mr Tri: I cannot tell In my brach there are seniors leaving, must not too many So I think it’s normal Ms Ven: It’s the nature of this industry People come and go You must accept that 3) What you think should be done to keep those talented employees? Mrs.Xuan: I don’t think that Vietinbank can absort the operation way of foreign bank in the next years Mr.Hoang: We should change the weight of each constraints in KPIs evaluating to make sure it is fair for the employees Mrs.Nga: In my opinion, the human resoures management system of Vietinbank should be changed, it should allow branch to have more power, especially the right to hire new staffs and offer salary and bonus Mrs Lan: The chairman should employ experts from multinational banks to create new policies and procedures for Vietinbank Mr Phong: In stead of hiring more staffs, I think we should increase the salary of current staffs Mr Duan: Reducing the working hours is the best option Mrs Ngoc: Vietinbank should establish a hotline for human resources issues that the employees can easily contact whenever they are in need Mrs Giang: It is too soon to say that the current KPIs system is not good, we should continuing on reaparing and improving it Mrs Huyen: I intend to create the “Vietinbank Top 500” program to regconize talent in time and introduce them to vacant managing positions in time Mrs Lien: The human resources department should communicate with staffs more often Mrs Phuong: In this case increasing annual leave to 16 days a year may help Mr Hung: Vietinbank should granting scholarships for top employees to study abroad Ms Thanh Phuong: We need to shorten down our procedures to make sure it is easy to follow and implement Ms Vy: The promotion process should be decided by a board including board of directors, head of all departments and even staffs who working with that applicant to be fair Mr Tuan: As I said, each employees should be granted an oversea trip a year as well as insurance for the whole family Mrs Chi: Why don’t we implement strictly a time that everybody need to leave the office to make sure they spend sufficient time for their own life Mr Tri: We should switch to another provider that designs an appropriate KPis system Ms Ven: I don’t belive that we can change the way Vietinbank is operating, so let’s just keep being like this is ok for me SAMPLE OF QUESTIONAIRE SENT OUT TO SENIOR CREDIT OFFICERS IN HO CHI MINH CITY SURVEY ABOUT THE LEVEL OF EMPLOYEE ENGAGEMENT IN VIETINBANK Choose answer for each question: Vietinbank is very well-known in the banking sector Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree Vietinbank is referred as the best working place for those who have the same skills and experience as me Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree Vietinbank always shares society responsibility with society  Strongly  Disagree disagree Slightly  Slightly  Agree agree Strongly disagree disagree Vietinbank often organizes events/programs/activities which contributes to the society like charity, building schools/hospitals, assist poor children/elderly….and those activites have gained recognition from the society  Strongly  Disagree disagree Slightly  Slightly  Agree agree Strongly disagree disagree Vietinbank is fully – equipted with infrastructure and working tools assisting employees efficiently Strongly disagree Disagree Slightly Slightly disagree agree Agree Strongly disagree Policies and procedures of Vietinbank has supported employees tremendously in term of achieving general goal of the bank Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree Whenever I have any confusion or I want to dig into human resource policy, I know clearly where I can gather that information or which department I can contact  Strongly  Disagree disagree Slightly  Slightly  Agree agree Strongly disagree disagree Human resources’s policy is updated oftenly and matched with reality as well as employee’s demand Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree Leaders pointed out clealy the direction for the future of the bank Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 10 Leaders made appropriate business decisions Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 11 My direct manager always supports me to complete works well Strongly disagree Disagree Slightly Slightly disagree agree Agree Strongly disagree 12 My direct manager has recorded my working performance and effort Strongly Disagree disagree 13 Monthly Slightly Slightly disagree agree net wages at Vietinbank (excluding Agree Strongly disagree incentives according to performance) is sufficient for me to afford my current living condition Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 14 I am satisfy with basic benefits at Vietinabank such as annual leaves, social insurance, health insurance, pregnant/sick/birthday/funeral grant Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 15 Working environment at Vietinbank ensures me to balance between work and life Strongly Disagree disagree Slightly Slightly disagree agree Slightly Slightly disagree agree Agree Strongly disagree 16 I can manage my workload Strongly Disagree disagree Agree Strongly disagree 17 I know if there are any career opportunities which will coming to me at Vietinbank Strongly disagree Disagree Slightly Slightly disagree agree Agree Strongly disagree 18 At my current working position, I feel that there is enough opportunities for me to develop and have a higher promotion Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 19 Vietinbank supports the process of educating and developing employees Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 20 Vietinbank has provide me opportunity to handle different types of task so that I can learn new skills Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 21 At Vietinbank, the method of managing performance has encouraged me to contribute the most to the success of the bank Strongly Disagree disagree 22 According Slightly Slightly disagree agree to the current performance Agree Strongly disagree management procedure, grading Slightly Slightly Agree Strongly disagree agree employees is fairly based on their performance Strongly Disagree disagree disagree 23 My performance is greatly affect my income Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 24 I am fairly recognized with my contribution and achievements Strongly disagree Disagree Slightly Slightly disagree agree Agree Strongly disagree 60 25 There is efficient collaboration among groups in my departments and among departments at Vietinbank Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 26 Information and experience sharing between departmentsand individuals is really good Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 27 At work, my points of view and personal opinion is somehow being paid attention to Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 28 I can propose my opinion relating to my scope of work Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 29 My tasks is appropriate to my ability and experience Strongly Disagree disagree Slightly Slightly disagree agree Agree Strongly disagree 30 My tasks is appropriate with my future career expectations Strongly disagree Disagree Slightly Slightly disagree agree Agree Strongly disagree 61 ... ECONOMICS HO CHI MINH CITY International School of Business Vo Quoc Tin LOW EMPLOYEE ENGAGEMENT AMONG SENIOR CREDIT OFFICERS AT VIETINBANK IN HO CHI MINH CITY MASTER OF BUSINESS ADMINISTRATION... senior officer in Ho chi Minh City In Ho Chi Minh City, there are 24 branches so that in order not to be bias, we conduct a survey at each branch in Ho Chi Minh city to fully represent the nature... most prominent cause that leads to low engagement in overall among senior credit officers at Vietinbank Talent and staffings in Vietinbank is undeniably an issue that exist in Vietinbank However,