Organizational injustice in frontline employees at bank for investment and development of vietnam – south saigon branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Duong Bao Thinh ORGANIZATIONAL INJUSTICE IN FRONTLINE EMPLOYEES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOUTH SAIGON BRANCH MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – 2017 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Duong Bao Thinh ORGANIZATIONAL INJUSTICE IN FRONTLINE EMPLOYEES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOUTH SAIGON BRANCH ID: 22140046 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR NGUYEN PHONG NGUYEN Ho Chi Minh City – 2017 ORGANIZATIONAL INJUSTICE IN FRONTLINE EMPLOYEES Executive Summary Frontline employees play a very important role in the performance of bank as they directly work with customers and produce incomes Despite having a very good start, recently, Bank for Investment and Development of Vietnam – South Saigon Branch has to deal with poor performance, negative behaviors as well as high employee turnover rate Organizational injustice in frontline employees is identified as the central problem to this undesired situation Four elements are considered to be the antecedents of this organizational injustice, they include poor performance rating system, lack of employees’ participation, low communication quality and poor implementation However, after considering the applicable ability at the branch, one cause is taken into investigation which is poor performance rating system The set of four possible solutions is evaluated, three of them (redesigning the performance appraisal system, raters training and cross-department appraisal) are selected to solve the central problem This project is estimated to gain a net saving of approximately 400,000,000 VND over months of testing and months of officially applying with the initial investment of 100,000,000 VND Table of Contents Executive Summary Table of Contents List of Tables List of Figures CHAPTER 1: BACKGROUND Company Background 1.1 BIDV Overview 1.2 BIDV – South Saigon Branch Overview Symptoms 10 Problem Identification 14 CHAPTER 2: PROBLEM JUSTIFICATION 17 Problem Definition 17 Problem Existence 19 Problem Importance 24 CHAPTER 3: CAUSES VALIDATION AND SOLUTIONS 27 Possible Causes 27 1.1 Performance Rating System 27 1.2 Employee Participation 29 1.3 Communication 31 1.4 Implementation 32 Causes Validation 37 Solution Design 39 3.1 Possible Solutions 39 3.2 Evaluation of Solutions 44 3.3 Change Plan 51 Conclusion 55 References 56 Appendix A 60 Transcript 1: Thao – Retail Banking Officer 60 Transcript 2: Thoa – Teller (Ex-MHB Employee) 61 Transcript 3: Vinh – Corporate Banking Officer (Resigned) 62 Transcript 4: Quoc – Retail Banking Officer (Resigned) 63 Transcript 5: Tran – Human Resources Manager 65 Appendix B 67 Appendix C 69 List of Tables Table BIDV South Saigon Branch SWOT Analysis Table Change in Fixed Deposit Balance of Retail Sector 10 Table 10 Branches with Worst Retail Credit Net Interest Margin 11 Table 10 Branches with Worst Retail Credit Outstanding Growth 11 Table BIDV Capital Mobilization Per Retail Employee in Ho Chi Minh City 2016 .12 Table BIDV South Saigon Retail Indexes as of 31/08/2016 22 Table Highlight Opinions from Informants 22 Table Summary of Interviewees’ Sentiments and Potential Causes 35 Table Estimated Cost and Benefit of Solutions 50 List of Figures Figure BIDV – South Saigon Branch structure Figure Potential Problems 15 Figure Organizational Justice Tree 17 Figure Components of Organizational Justice Theory 19 Figure Updated Cause and Effect Tree 36 Figure Causes Types 37 Figure Final Cause and Effect Tree 38 Figure Proposed Cross-Department Appraisal Model for Corporate Marketing Department 44 CHAPTER 1: BACKGROUND Company Background 1.1 BIDV Overview The Joint Stock Commercial Bank for Investment and Development of Vietnam (hereinafter shortly referred to as BIDV) – the longest established bank in Vietnam – was founded on 26 April 1957 as the Bank for Construction of Vietnam It operated under that name until 24 June 1981 In 1981, it changed its name to the Bank for Investment and Construction of Vietnam It adopted the present name on 14 November 19901 In January 2007, the Vietnamese government announced that it would sell stakes in four state-owned banks, including BIDV – one of the biggest lenders However, the government continues to hold a majority stake in these banks In December 2011, BIDV achieved a significant transformation in the development process with a successful IPO, officially becoming a joint stock commercial bank in May 2012 On 24 January 2014, BIDV successfully listed all of its 2,811,202,644 shares on the Ho Chi Minh City Stock Exchange The bank’s shares ranked sixth in capitalization value among listed companies on the VN-Index2 From a single owner, single-function bank, BIDV has risen strongly and overcome many difficulties to grow and affirm its position in the economic market BIDV has made great contributions to both the development of Vietnam and the relations between Vietnam and countries around the world The bank’s efforts were recognized not only by leaders of the Vietnamese government but also by international leaders In 2015, BIDV celebrated its 20th anniversary operating as a fully commercial bank, as well as international integration into the economic market3 BIDV is among the largest banks in Vietnam with about 23,000 employees It has grown to become one of the leading commercial banks in Vietnam BIDV offers full banking products and services including deposits, loans, e-banking, guarantees, trade finance… The bank boasts subsidiaries in finance, banking, securities and insurance BIDV has expanded its business to the international markets including Lao PDR, Cambodia, Myanmar, Czech Republic, Russia Federation and Taiwan As well as leading the way in terms of links with foreign countries, the bank joined hands with local governments to hold conferences and forums with the aim of promoting their potential for a more prosperous Vietnam On 25 May 2015, Mekong Housing Bank (MHB) officially merged with BIDV As of the end of 2015, BIDV’s total assets were VND 857 trillion (USD 38.3 billion) As of 30 September 2016, total assets reached VND 956 trillion (USD 42.9 billion), up 11.5 percent year-to-date, making BIDV the largest bank in Vietnam by total assets3 In 2016, BIDV has also received prestigious awards from several organizations These included highest taxpayer in Vietnam; TOP global 2,000 largest public companies as voted by Forbes; 11 fixed income poll awards from Asiamoney; Best Retail Bank in Vietnam 2016 as voted by The Asian Banker; highly commended award: Excellence in social media – customer relations & brand engagement as voted by Retail Banker International and the Vietnam excellent brand awarded by Vietnam Economic Times3 1.2 BIDV – South Saigon Branch Overview BIDV – South Saigon Branch was established in November 2010 with more than 110 employees It has one head office and four transaction offices located in district and district The branch’s customers widely spread from millions of individuals to enterprises and large corporations BIDV – South Saigon Branch Front office Retail marketing Corporate banking Back office Individual customer Corporate services customer services Transactions offices District transactionKhanh officeHoi transactionDan office Sinh transaction office Nguyen Van Linh transaction office Figure BIDV – South Saigon Branch structure In 2015, BIDV – South Saigon Branch received the award for Excellent Branch in Southern Area As of the end of 2016, the branch’s deposits were VND 5,500 billion while total loans were over VND 12,000 billion Services net income in 2016 reached about VND 28.5 billion, accounted for 21% total net income References BIDV financial statement 2015, March 30 Available from http://investor.bidv.com.vn/InvestorInformation/ReportAndDocument?cat=100087 BIDV profile 2016 Internal document 2016 BIDV review Available from http://investor.bidv.com.vn/InvestorInformation/ReportAndDocument?cat=100089 Tuan PM Employee silence: Case study of an international bank Western Sydney University; 2015 Phuong NHM Factors affecting frontline service performance in Vietnam retail banking sector Ho Chi Minh City: University of Economics Ho Chi Minh City; 2014 Solomon MR, Surprenant C, Czepiel JA, Gutman EG A role theory perspective on dyadic interactions: The service encounter The Journal of Marketing 1985:99-111 Yavas U, Babakus E, Karatepe OM Does hope moderate the impact of job burnout on frontline bank employees’ in-role and extra-role performances? International Journal of Bank Marketing 2013;31(1):56-70 Rizwan M, Raza MA, Mateen MA, Tehseen F, Farooq MS, Javed A, et al Investigating the Causes of Job Stress: A Study on Banking Sector of Bahawalpur, Pakistan International Journal of Learning and Development 2014;4(2):227-41 Silverstein D, Samuel P, DeCarlo N Cause & effect diagram In: The innovator’s toolkit: 50+ techniques for predictable and sustainable organic growth John Wiley & Sons; 2013 10 Mach-fell C Organizational injustice in the 21st century workplace Athabasca: Athabasca University; 2013 11 Rawls J A theory of justice: Harvard university press; 2009 12 Greenberg J A taxonomy of organizational justice theories Academy of Management review 1987;12(1):9-22 13 Ambrose ML, Seabright MA, Schminke M Sabotage in the workplace: The role of organizational injustice In: Organizational behavior and human decision processes 2002;89(1):947-65 14 Colquitt JA, Greenberg J, Zapata-Phelan C What is organizational justice: An historical analysis In: Handbook of organizational justice Mahwah, NJ: Lawrence Erlbaum; 2005 15 Adams JS Inequity in social exchange Advances in experimental social psychology 1965;2:267-99 16 Colquitt JA On the dimensionality of organizational justice: a construct validation of a measure Journal of applied psychology 2001;86(3):386 17 Caldeira GA, Thibaut J, Walker L, Nagel SS Procedural Justice: A Psychological Analysis JSTOR; 1976 18 Rai S Organizational justice and employee mental health’s moderating roles in organizational identification South Asian Journal of Global Business Research 2015 Mar 2;4(1):68–84 19 Bies RJ, Moag JF Interactional justice: communication criteria of fairness In: Research on negotiations in organizations Lewicki RJ, Sheppard BH, Bazerman MH Greenwich: JAI Press 1986;1:43-55 20 Campbell L, Finch E Customer satisfaction and organisational justice Facilities 2004;22(7/8):178-89 21 Van Aken J, Berends H, Van der Bij H Problem solving in organizations: A methodological handbook for business and management students: Cambridge University Press; 2012 22 Mathur S Organizational justice and organizational citizenship behavior among store executives Human Resource Management Research 2013;3(4):124-49 23 Palaiologos A, Papazekos P, Panayotopoulou L Organizational justice and employee satisfaction in performance appraisal Journal of European Industrial Training 2011;35(8):826-40 24 Mahajan A, Benson P Organisational justice climate, social capital and firm performance Journal of Management Development 2013;32(7):721-36 25 Folger R, Konovsky MA Effects of procedural and distributive justice on reactions to pay raise decisions Academy of Management journal 1989;32(1):115-30 26 Greenberg J Organizational justice: Yesterday, today, and tomorrow Journal of management 1990;16(2):399-432 27 Cowherd DM, Levine DI Product quality and pay equity between lower-level employees and top management: An investigation of distributive justice theory Administrative Science Quarterly 1992:302-20 28 Pfeffer J, Langton N The effect of wage dispersion on satisfaction, productivity, and working collaboratively: Evidence from college and university faculty Administrative Science Quarterly 1993:382-407 29 Folger R, Greenberg J Procedural justice: an interpretive analysis of personnel systems In: Research in personnel and human resources management Rowland KM, Ferris GR Greenwich: JAI Press 1985;3:114-183 30 Konovsky MA Understanding procedural justice and its impact on business organizations Journal of management 2000;26(3):489-511 31 Kim WC, Mauborgne RA Implementing global strategies: The role of procedural justice Strategic Management Journal 1991;12(S1):125-43 32 Kim WC, Mauborgne RA Procedural justice, attitudes, and subsidiary top management compliance with multinationals’ corporate strategic decisions Academy of management journal 1993;36(3):50226 33 Kim WC, Mauborgne RA Making global strategies work Sloan Management Review 1993;34(3):11 34 Kim WC, Mauborgne RA A procedural justice model of strategic decision making: Strategy content implications in the multinational Organization Science 1995;6(1):44-61 35 Bies RJ, Greenberg J Justice, culture, and corporate impression management: the swoosh, the sweatshops and the sway of public opinion In: Handbook of cross-cultural management Gannon M, Newman K Oxford: Blackwell 2002;320-334 36 Bies RJ, Moag JS Interactional justice: communication criteria for fairness In: Research on negotiations in organizations Sheppard B Greenwich: JAI Press 1986;1:43-55 37 Baron RA, Neuman JH Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes Aggressive behavior 1996;22(3):161-73 38 Kogut B, Zander U What firms do? Coordination, identity, and learning Organization science 1996;7(5):502-18 39 Stoffey RW, Reilly RR Training appraisees to participate in appraisal: Effects on appraisers and appraisees Journal of Business and Psychology 1997;12(2):219-39 40 Burke LA, Hutchins HM Training transfer: An integrative literature review Human resource development review 2007;6(3):263-96 41 Alexander S, Ruderman M The role of procedural and distributive justice in organizational behavior Social justice research 1987;1(2):177-98 42 Warokka A, Gallato CG, Thamendren A, Moorthy L Organizational justice in performance appraisal system and work performance: evidence from an emerging market Journal of Human Resources Management Research 2012;2012:1 43 Redsteer A What is employee participation & empowerment? Hearst Newspapers [Internet] [cited 19 December 2016] Available from: http://smallbusiness.chron.com/employee-participationempowerment-42037.html 44 Kernan MC, Hanges PJ Survivor reactions to reorganization: antecedents and consequences of procedural, interpersonal, and informational justice Journal of Applied Psychology 2002;87(5):916 45 Daly JP, Geyer PD The role of fairness in implementing large‐scale change: Employee evaluations of process and outcome in seven facility relocations Journal of Organizational Behavior 1994;15(7):623-38 46 Bruning NS, Keup L, Cooper CL Justice perceptions and outcomes in a restructured organization: A longitudinal study Paper presented at the annual meeting of the Society for Industrial and Organizational Psychology, San Diego, CA 1996 47 Rousseau DM, Tijoriwala SA What’s a good reason to change? Motivated reasoning and social accounts in promoting organizational change Journal of applied psychology 1999;84(4):514 48 Meaning of “implementation” in the English dictionary [document in the Internet] Cambridge University Press; no date [cited 2017 June 20] Available from: http://dictionary.cambridge.org/dictionary/english/implementation 49 Implementation [document in the Internet] TechTarget; May 2015 [cited 2017 June 20] Available from: http://searchcrm.techtarget.com/definition/implementation 50 Whitener EM, Brodt SE, Korsgaard MA, Werner JM Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior Academy of management review 1998;23(3):513-30 51 Boice DF, Kleiner BH Designing effective performance appraisal systems Work study 1997;46(6):197-201 52 Cropanzano R, Bowen DE, Gilliland SW The management of organizational justice The Academy of Management Perspectives 2007:34-48 53 Folger R, Konovsky MA, Cropanzano R A due process metaphor for performance appraisal Research in organizational behavior 1992;14:129-129 54 Gan M, Kleiner BH How to write job descriptions effectively Management Research News 2005;28(8):48-54 55 Longenecker C, Goff S Why performance appraisals still fail Journal of Compensation and Benefits 1990;6(3):36-41 56 Henderson RI Practical guide to performance appraisal Virginia: Reston Publishing; 1984 57 Edwards MR Improving performance appraisal by using multiple appraisers Industrial Management & Data Systems 1981;81(7/8):13-6 58 McCarthy AM, Garavan TN 360 feedback process: Performance, improvement and employee career development Journal of European Industrial Training 2001;25(1):5-32 Appendix A Interview Transcripts Transcript 1: Thao – Retail Banking Officer Interviewer (I): Hello Thao It’s my honor to have you here today Would you mind spending sometime taking a small interview with me? Respondent (R): Not at all But first, could you tell me what exactly you’re up to? I: Thank you very much First, just for your information, I am doing my MBA thesis and I need some information about your feeling when working at our company Any information from you will remain confidential and be only use for the research purpose only It is entirely your decision to say what you like Your help is highly appreciated and important to complete my study R: OK I understand I: Maybe you could start by telling me a little about yourself and your background first R: Sure I was actually born and raised in Binh Dinh, and was always interested in business and marketing from a pretty young age I went to Banking University for undergraduate, and then I worked full-time here – at BIDV for almost years I: That’s really impressive, it sounds like you come from a similar background to me, so what was the most helpful thing for you when getting into the industry? R: It used to be a dream come true when I got an opportunity to work for such a big organization like BIDV I: What you mean used to be? R: Actually, I did love working in the financial market, that’s why I chose studying at Banking University But over time as I started speaking with some of my friends, I realized that I was more interested in doing something else, something that I can by my own I: Have you had a plan yet? R: Oh, not yet Just want to something different I: Don’t you like working here anymore? R: I’m not sure I don’t feel the motivation of working here anymore Every day I just want to get home as soon as possible I: What you actually have to every day? R: I worked as a retail credit officer I have to study regulations of headquarters and look for customer in need of deposit or credit or card services I then provide them some advices and try to persuade them to use our services Once the customer agrees to use a service I the paperwork which takes lots of time If the customer is borrowing, I also have to monitor the loan and collect debt Moreover, if the debt cannot be collected, I am the one who is in charge of urging the customer If the debt become bad debt, I have to take a pay cut I: Wow, that’s a lot of work Do you have to worker overtime? R: Almost every day I can rarely leave work before PM And you know what is even worse? I don’t have any overtime payment I: That’s right I usually workover time, too But you can ask to change to a different department anyway? R: Yeah Actually, I love the job of a retail banking officer But the thing that make me feel exhaust is that I have to work without a reasonable job allocation and reward system I: What you think of your salary? Is it worth what you have to scarify? R: That’s a big problem The company pay me base on the job description but in fact I have to the job of a specialist I: Why don’t you talk with your supervisor Does he know about this conflict? R: I did talk to him but nothing changes He seems to give no care about this situation Maybe he thinks that every employee should be treated with the same amount of work I: How about the reward policy? R: Completely unfair I everything just like a specialist but the bonus I receive is calculated on the salary coefficient of the officer which is far lower I: How about the promotion opportunity? Is there a chance that you can promote to be a specialist? R: Finally, there is somebody who look into the problem There are some chances to be promoted but it is too irrational To become a specialist, I have to work at least years at a specific position and pass an overly hard test I think this test is unnecessary and cannot reflect the real ability of an employee Most people I know fail the test but still accomplished their job very well There need to be a change in the policy as well as the perception of the supervisor I: I see I think that information that you gave can help me a lot with my thesis Thank you so much for taking you time I hope my thesis can found a solution for your situation R: I hope so Just let me know if you need any other information Transcript 2: Thoa – Teller (Ex-MHB Employee) I: Hi Thoa How are you today? R: What a long day I’ve just finished my work I: Oh, I see I really appreciate that you still make it here to an interview with me R: You’re welcome my friend I: Before we start, I would like to remind you that there are no right or wrong answers in this discussion I am interested in knowing what you think, so please feel free to share your point of view Any information from you will remain confidential and be only use for the research purpose only It is entirely your decision to say what you like Your help is highly appreciated and important to complete my study R: OK I understand I: Why don’t we start by having you telling a little about yourself? How long have you been working here? R: Well, I’ve been working in the banking industry for almost 10 years I used to be a retail marketer and an accountant but most of the time, I worked as a surveyor at MHB Since the merger with BIDV, I have to work as a teller You know, not very happy but I have no choice I: Ohm, what you think about the new regulations? R: Definitely I have to call it unfairness The amount of work I have to process is the same or sometimes more than BIDV staff but my payment is much lower than theirs I: Have you try talking to your manager? R: I did once But I think that conversation did not get me any change Actually, the work hasn’t reduced but more just shifted I have to work overtime every day Working here leaves little time for other activities, when I get home I just want to sleep I think that this job is getting to interfere with my family life Compare to what I have to sacrifice; the compensation is a big letdown I: But I heard that since the end of 2015, MHB staff and BIDV staff are treated equally? R: That’s just what they said None of MHB’s employees have the same payment as BIDV’s due to some lack of certificates or what they called ‘relevant working experiences’ But I think this way of judging new merger staff is not reasonable because they may not have those kinds of certificates but with their wide range of experience they can still get the job done nicely I mean we should look at what people can rather than which certificates they get I: That sounds reasonable R: My salary now is even lower than a junior employee And I feel that those who are originally from BIDV always look down on people from MHB like me Sometimes I caught them talk badly behind my back I: How did you react then? R: I was shattered It made me really frustrated and I don’t feel like working with them anymore Actually, I was talking to a friend who works in another branch and he said that he did not have any trouble in the new workplace so I guess there must be some problems with the organizational culture here Recently, I am thinking of finding a new job where I can work with my passions and earn a payment that I deserved I: That must be a tough decision, right? R: Yeah I’m the kind of employee who prefer working at a fixed position so changing job is a necessary evil I don’t feel that I have a bright future here I: What you think the reason of this situation is? R: I’m not sure but I think the leaders play an important role because they are the one control the organization policy If you want to solve this problem, you need to develop better employee administrative policy and reward system I: I see I think that information that you gave can help me a lot with my thesis Thank you for taking the time to talk to me I hope my thesis can found a solution for your situation If you have any other questions or want to share some other ideas, please just call me or write an e-mail and I’ll get in touch R: You are welcome I hope that you can figure out how to get rid of this situation soon Let me know if you need any further information Transcript 3: Vinh – Corporate Banking Officer (Resigned) I: Vinh, thank you very much for being here with me today How are you doing lately? R: Hi, Thinh I’ve just start my own business It’s a small event company The beginning period is quite tough but I love what I’m doing I: Wow, that’s really great Before we start, I would like to remind you that there are no right or wrong answers in this discussion I am interested in knowing what you think, so please feel free to share your point of view Any information from you will remain confidential and be only use for the research purpose only It is entirely your decision to say what you like Your help is highly appreciated and important to complete my study R: That’s fine I: As far as I know, you’ve quit your job for about months Why did you decide so? R: Well, actually I did not quit my job; I quit my bosses and the company culture There are some sorts of issues with them and I have to free myself I: That sounds quite serious So, tell me, what kind of work were you doing? R: Corporate banking officer My responsibilities include meeting with and interviewing organization customers, discussing their financial requirements, providing appropriate financial advice, advising clients about mergers, acquisitions, capital markets I am also in charge of making lending agreements and managing the payment procedure I have to write a lot of reports and supervise junior banking staff as well I: What you think of these duties? R: I tried to work as fast as possible but that couldn’t solve the problem Every single day I had to work up to 10 – 12 hours and that made me exhausted I: What kind of money were you making then? R: You know, nine – ten million VND a month It was fine with a junior employee but after years of hard working, my payment rose insignificantly and I did not even have any overtime payment I: And why did you quit the job? R: I quite like working as a banker but I feel that I were not appreciated here so I ended up quitting the job I: What you mean you were not appreciated? R: Those managers told me that as long as I tried my best I would be promoted in a very short time But I was still a normal officer after those sacrifices What I got just doesn’t reflect the efforts I put into my work I: So, who was the promoted one? R: A new guy with bachelor degrees but I don’t think he’s good at managing I mean you should not judge people just based on what degrees they get I: I see Have you ever try sharing your though with your supervisor? R: I did and he said that he would consider but I did not see any change Oh, one more thing: I couldn’t express my views and feeling during my works Sometimes, I try sharing my ideas for a more effective way to complete a lending agreement but my boss wouldn’t care, he just wants me to stick to the old-fashioned way I have no influence over the process of my work I: How about the way that the manager treated you? R: Overall, I think it was OK My colleague seemed to like his personality However, my supervisor seemed to be quite cold He did not look at me when he answered or asked questions, his responses were monosyllabic and he did not initiated conversations with me, but he talked cheerfully to some other employees I was not very comfortable about it I prefer a politer manner I mean I would be more relax and willing to archive my goal if he worked more closely and explained the procedure more thoroughly I: I see I think the information that you gave can help me a lot with my thesis Thank you for taking your time talking with me I hope my thesis can found a solution for this situation If you have any other questions or want to share some other ideas, please just call me or write an e-mail and I’ll get in touch R: You are welcome I hope that you can figure out how to get rid of this situation soon so the other employees can enjoy their job Transcript 4: Quoc – Retail Banking Officer (Resigned) I: Hey, Quoc What’s up? R: What’s up? I: Just to let you know that I am doing my MBA thesis and I really need some information about your feeling when working at here So, thank you for joining the interview today Any information from you will remain confidential and be only use for the research purpose only It is entirely your decision to say what you like Your help is highly appreciated and important to complete my study R: You are welcome my dear I: So, it has been a while since you move to the retail department Could you tell me what exactly how’s thing going ‘cause I don’t think I can catch up everything? R: Oh, okay Long story All right I was working as an accountant when suddenly the director decided to rotate me to the retail department I was like freaking out because I don’t like being a credit officer All those things like finding customers, studying the regulations, gathering information, reading financial briefings, assessing, analyzing and interpreting complex financial information, making risk assessment analysis, visiting clients, making recommendations about procedural/policy changes – they drive me crazy You know, the huge amount of work and the responsibility Actually, credit officer must be able to handle very high levels of responsibility in their jobs – some lending proposals may be for amounts as great as billions I: That’s a very difficult position but isn’t it kind of interesting when you can meet a lot of people? R: Yeah, I have the chance to work with many people but it is also too risky at the same time So, I expected a higher salary when working in this position but it is such a letdown when my income is almost the same when I worked as an accountant Actually, it is a bit higher but you know, it just doesn’t worth the risk I: And how did your new manager treat you? R: Well, he’s a funny person, he tells jokes everyday but I think in a working environment he should be more serious And he should talk with his staff before making any decision about their job I mean he always decides on his own You know, when he decided to put me in the credit card group, he just did it without inform me in advance I mean it’s his right but I need time to prepare for a new role and reorder my other duties and I also want to give my own opinions It would be better if he offers more explanation in a clear manner I deserve to be treated with respect and dignity I: How about your work schedule? Is it good? R: It’s a nightmare for me There are credit officers in my department but I have to take 40% of the workload I mean it’s not fair My boss said that it was because I am the more senior one but come on, if you have to take more responsibility, you need to be accordingly paid, right? But it’s not I consider my work load and the rewards I receive to be unfair and they just don’t let me know how they calculated my income which leave me with a lot of concerns I was getting into the office at 7:30 AM and not leaving before PM and was on my phone either side of that There was no job satisfaction left, even when I helped a client, it just felt like another transaction I usually have to work – extra hours every day and I am unable to spend time with my family due to work I don’t even have time to socialize, spend time with friends, go to the gym or indulge in my hobbies At the weekend, I am completely exhausted and I’m kind of scared to wake up in the Monday morning to get to work I: So, you said that the rewards you receive are not fair Could you tell me more detail about that? R: Well, the rewards were identically divided to all the people in my department, everyone has the same reward every time I just want it to be distributed based on what people contributed to the department I: I see R: Ah, one more thing There is a huge discrimination in the budget allocation across different departments The corporate department always has more budget allocation while we all have to work extremely hard My working life has affected my personal life so much but I don’t feel like what I get worth what I have to sacrifice And I think there should be a change in how things work out here I: Why don’t you raise your voice? I think you should talk to you manager or the director R: I really want to but I am kind of afraid of being offensive to them I don’t want to get into any trouble You know, for mad words, deaf ears I: Uh huh I really want to find out a way to improve the working environment here Well, thank you for taking your time talking with me That’s definitely going to help a lot with my thesis If you have any other questions or want to share some other ideas, please just call me or write an e-mail and I’ll get in touch R: You are welcome I hope to hear from you soon Transcript 5: Tran – Human Resources Manager I: Good afternoon, Tran Thank you for being here today It is my pleasure to have you help me answer some questions about our branch R: The pleasure is mine I: As you can see, our branch is going through a very rough year Our performance is not going to meet the target while plenty of senior employees were leaving the branch What you think is the reason for this unfavorable situation? R: Ah, this problem was giving headache lately Since the establishment of our branch in 2010, this is the first time I have to deal with such a challenge I have received more than resignation letters which were mostly came from senior employees in the past few months, not to mention those from employees that were still on probation period It makes me think that there must be something wrong with our branch operating system I: That’s right Just a couple years ago, we still had a very strong bond between our employees and the branch Moreover, they were also very engaged in their work Too many resignations indicated a latent but serious problem in our workplace R: Absolutely I had to talk to them to identify the reason why they left the branch Simply put, there are some main reasons of the resignations Firstly, those who worked directly with customers said that they were working long hours and was just getting burnt out They seemed to be doing a very large amount of work and weren't getting appreciated for it In another word, our reward system just doesn’t seem to fully reflect what they have contributed to the organization Secondly, people usually have to work in the way that the managers want them to instead of being able to express their views or feelings during procedures Moreover, they literally have no influence over the evaluation procedures which means they don’t think that the procedures used to determine the outcomes they received are fair enough I: That’s right I have done some interviews with several employees and most of them said that they felt the procedures being applied were kind of objective and weren’t consistently used I think we should work on more standardized procedures R: That’s a great idea But I think the problem also lies in the relationship between managers and employees I: Could you be more specific about this concern please? R: From what I’ve learned, the way some of our managers operated works was not highly appreciated by employees I: That sounds quite bad Do you know why they got to that valuation? R: I’m not quite sure but some employees said that their managers did not usually talk to them They weren’t explained thoroughly about the reward distribution procedures They did not even know how to calculate their monthly payment that they couldn’t check if their salary were correctly paid The good news is our managers’ behavior is well reviewed They seemed to treat their subordinates with respect and dignity I think it is the way they run the department is not optimized that make employees get into dissatisfaction and frustration I: Which part of the branch did the resignations came from? R: Literally, resignation letters came from many departments But since this year, most of them came from front line employees I mean credit officers and tellers are positions that have the highest rate of quitting job I: Do you have any idea that front line employees tend to have a higher ratio of quitting job? R: I guess since they have to work very heavily And since we’re trying to cut cost, they’re compelled to work harder than ever They look forward to receiving rewards that are distributed in a reasonable manner However, the rewards they received were not as high as they expected while someone with a lighter piece of work got the same rewards makes them feel unfairly treated Some probation employees left because of higher offers from our rivals such as Vietcombank and Vietinbank Some even left for similar positions at Vietcombank or Vietinbank while not knowing the payment yet This means that we have worse reputation in compensation in comparison with those banks I really hope that you can find a way out for this situation as in the current economic climate where banks keenly compete; it is very challenging and costly to build an experienced and loyal sale force It’s become easier to leave banking than it used to be There are far more opportunities in non-banking firms and private equity I: I see I think it’s quite late now Thank you so much, Tran I really appreciate the time and all the information you gave If you have any other questions or want to share some other ideas, please just call me or write an e-mail and I’ll get in touch R: Yeah, thank you, Thinh If you need any further information, please don't hesitate to contact me Appendix B Organizational Justice Questionnaire Item Distributive justice Does your outcome reflect the effort you have put into your work? Is your outcome appropriate for the work you have completed? Does your organization reflect what you have contributed to the it? Is your outcome justified, given your performance? Procedural justice Have you been able to express your views and feelings during procedures? Have you had influence over the outcome arrived at by those procedures? Have those procedures been applied consistently? Have those procedures been free of bias? Have those procedures been based on accurate information? Have you been able to appeal the outcome arrived at by those procedures? Have those procedures upheld ethical and moral standards? Interpersonal justice Has (he/she) treated you in a polite manner? Has (he/she) treated with dignity? Has (he/she) treated you with respect? Has (he/she) refrained from improper remarks or comments? Informational justice Has (he/she) been candid in (his/her) communications with you? Has (he/she) explained the procedures thoroughly? Has (he/she) explanations regarding the procedures reasonable? Has (he/she) communicated details in a timely manner? Item Has (he/she) seemed to tailor (his/her) communications to individuals’ specific needs? Note Retrieved from On the dimensionality of organizational justice: a construct validation of a measure22 Appendix C Corporate Banking Score-board Criteria Proportion Maximum score A Profession evaluation 90% 90 Workload and deadline compliance 72% 72 Quality works 18% 18 1.1.1 Attract customers 4.5% 4.5 1.1.2 Support clients on documents fulfillment 3.6% 3.6 1.1.3 Analyze clients’ financial status, credit, and property evaluations to determine feasibility of granting loans 3.6% 3.6 1.1.4 Evaluate clients’ status on a regular basis 3.6% 3.6 1.1.5 Other works 2.7% 2.7 Quantity works 54% 54 1.2.1 Meet average loan outstanding target 8.1% 8.1 1.2.2 Meet average deposit target 18.9% 18.9 1.2.3 Meet net service income target 13.5% 13.5 1.2.4 Meet new customer development target 8.1% 8.1 1.2.5 Meet bad debts ratio target 5.4% 5.4 Work quality (evaluated by manager) 18% 18 1.1 1.2 B Excellent 18 Good 14 Fair 10 Poor Compliance with statutes and regulations of work process (evaluated by manager – negative score criteria) Customers/colleagues’ complain (negative score criteria) Job adaptability and job initiative - - 10% 10 Criteria Proportion Very adaptable to the job; very creative in work routine; actively take part in operation process development; have at least one recognized research Very adaptable to the job; very creative in work routine; actively take part in operation process development Qualified for job requirement; take the initiative at a limited level Underqualified at some points; can be improve during work process 10 Unqualified for job requirement C D Responsibility (evaluated by manager – negative score criteria) Regulations obedience (evaluated by manager – negative score criteria) Total Maximum score - - 100% 100 ...UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Duong Bao Thinh ORGANIZATIONAL INJUSTICE IN FRONTLINE EMPLOYEES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOUTH SAIGON. .. in the performance of bank as they directly work with customers and produce incomes Despite having a very good start, recently, Bank for Investment and Development of Vietnam – South Saigon Branch. .. procedural, informational, and interpersonal justice Initial interviews were conducted to collect factual information and they revealed that organizational injustice is an existing issue that hold the branch