Low job satisfaction at BIDV x branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business HO YEN LY StudentID: 22160029 LOW JOB SATISFACTION AT BIDV X BRANCH MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2018 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business HO YEN LY StudentID: 22160029 LOW JOB SATISFACTION AT BIDV X BRANCH MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr NGUYEN PHONG NGUYEN Ho Chi Minh City – Year 2018 CONTENT EXECUTIVE SUMMARY PART - BACKGROUND INFORMATION Company background 1.1 BIDV X Branch 1.2 Organizational structure of Admission Center 1.3 The target of BIDV X branch 2018-2020 Symptoms 2.1 The business result in quarter II/ 2018 2.2 The low productivity 2.2.1 The low level of credits 2.2.2 The low level of deposits 10 Initial cause – effect map 12 The Updated cause effect map 17 4.1 Poor marketing policies 17 4.2 Low job satisfaction 17 4.3 Outdated Technology 18 A discussion to eliminate some potential central problems and focus on a central problem of interest 21 5.1 A discussion to eliminate some potential problems 21 5.1.1 Poor advertising policies 21 5.1.2 Outdated technology 21 5.2 A discussion to focus on a central problem 21 PART - PROBLEM JUSTIFICATION 23 Problem definition 23 Problem existence 24 Problem importance 25 PART 3: CAUSE VALIDATION AND SOLUSION 27 List of real causes 27 1.1 Lack of training program 27 1.2 Inequities in organizations 28 1.3 Lack of evaluation and rewards 29 The set of solutions 32 2.1 Solution: “Achieve Results” (about week) 33 2.2 Solution: “Excel at performance” and “Path progress” 34 2.3 Solution: “Recognition”, “Foster Community”, and “Master moments” 35 2.4 Solution: “Leverage Strengths”, “Make Meaning”, “Leverage Energies” and “Experience Well-Being” 36 2.5 Cost-benefit analysis of the satisfaction of employees .38 Change plan design 39 3.1 Evaluation & Reward 39 3.2 Action Plan for training program 41 APPENDIX 1: INTERVIEW TRANSCRIPT 46 APPENDIX 1.1: INTERVIEW WITH MR QUANG 46 APPENDIX 1.2: INTERVIEW WITH MRS MAI 48 APPENDIX 1.3: INTERVIEW WITH MR.DOAN 50 APPENDIX 1.4: INTERVIEW WITH MR.MINH 52 APPENDIX 1.5: INTERVIEW WITH MS NHU 54 APPENDIX 1.6: INTERVIEW WITH MRS THAO 56 APPENDIX 1.7: INTERVIEW WITH MS.NGOC 58 nd APPENDIX 1.8: INTERVIEW WITH MR QUANG 60 APPENDIX 2: SURVEY ABOUT JOB SATISFACTION IN BIDV X BRANCH 62 APPENDIX 63 REFERENCES 64 CONTENT OF TABLE Table 1: The target of BIDV X branch 2018-2020 Table 2: The business result in quarter II/ 2018 Table 3: The number of customers in quarter II/2018 11 Table 4: Cost-benefit analysis of the satisfaction of employees 38 Table 5: The timeline of meeting 41 Table 6: The KPIs and Rewards 41 Table 7: The timeline of the current employees’ training program .42 Table 8: The timeline of the new employees’ training program 44 CONTENT OF FIGURE Figure 1: X Branch structure from internal management department Figure 2: The after Tax Profit and Profit after Tax per Employee from January to August in 2018 Figure 3: The level of Credits from January to August in 2018 10 Figure 4: The level of Credits from January to August in 2018 11 Figure 5: The Initial-Effect Map 16 Figure 6: The Updated Cause-Effect Map 20 Figure 7: The variable of job satisfaction 24 Figure 8: Final Cause-Effect Map 31 Figure 9: Engaged Model by David Zinger 32 EXECUTIVE SUMMARY This study analyzes the case of BIDV X Branch with the symptoms is the low level of deposits and credits leads the low productivity In part 1, based on the information from interviews with relevant individuals and data from the company combine with literature review, the problem of low job satisfaction has been analyzed and chosen as central problems, which need to be solved in this paper The next part, the central problem is the low job satisfaction will be analyzed clearly by the existence and the important for the company Continuing, in part 3, a set of solutions to solve the problem has been applied as well Following this part is a list of causes of central problems; they are lack of training, inequities in organizations, lack of evaluation and rewards In this chapter, a set of solutions to solve the problem has been proposed as well basing on Zinger model Continuing, the action plan was built in organization for training and KPIs Finally, in the final chapter, interview guides, transcripts or reports will be composed to support this paper PART - BACKGROUND INFORMATION Company background 1.1 BIDV X Branch After BIDV officially merged with Mekong Housing Bank (MHB), on 01/09/2016, BIDV X Branch was established under the decision to set up 09 new branches in HCM city according to Resolution 3774/NQ-BIDV of the Board of Directors to expanding network - Full name: Joint Stock Commercial Bank for Investment and Development of Vietnam – X Branch - Abbreviated name: BIDV X Branch - Establishment: 01 September 2016 - Address: 15 Hoang Hoa Tham, Ward 6, Binh Thanh Dictrict, Ho Chi Minh City - Main products and services: Deposits, loans, trade finance, payment and st account services, card services and among others 1.2 Organizational structure of Admission Center On 30/06/2018, X Branch has 51 employees who work in departments including: customers service department, internal department (HR, finance and accounting, administration), sales departments (individual customers department, corporate customers department), credit management department, risk management department and transaction department in District 1: Y Transaction Branch Director Branch Vice Director Internal managementCorporation customer Retail customer Risk management Credit management Customer service Y Transaction Figure 1: X Branch structure from internal management department 1.3 The target of BIDV X branch 2018-2020 Table 1: The target of BIDV X branch 2018-2020 % Average Target 2018 – 2020 Items Profit before tax % Average Target Year Target Target Target of BIDV X 2018 – 2020 2017 2018 2019 2020 Branch of BIDV 3.50 21 48 68 175% 31% Fund mobilization 1,648 2,300 3,100 4,000 34% 17.5% Credits 1,282 2,430 2,700 3,500 40% 17% Credits from retail customers 620 1,180 1,300 1,450 46% 26% Revenue from services 4.90 6.0 10.0 14.0 42% 22% 0.2%