BACKGROUND INFORMATION
Company background
On September 1, 2016, BIDV officially merged with Mekong Housing Bank (MHB), leading to the establishment of BIDV X Branch This decision was part of a broader strategy to expand the bank's network in Ho Chi Minh City, as outlined in Resolution 3774/NQ-BIDV by the Board of Directors, which authorized the creation of nine new branches.
- Full name: Joint Stock Commercial Bank for Investment and Development of Vietnam – X Branch.
- Address: 15 Hoang Hoa Tham, Ward 6, Binh Thanh Dictrict, Ho Chi Minh City
- Main products and services: Deposits, loans, trade finance, payment and account services, card services and among others.
1.2 Organizational structure of Admission Center
As of June 30, 2018, X Branch employs 51 staff members across seven departments, which include one customer service department, one internal department (covering HR, finance, accounting, and administration), two sales departments (for individual and corporate customers), along with one credit management department, one risk management department, and one transaction department located in District 1, known as Y Transaction.
Figure 1: X Branch structure from internal management department1.3 The target of BIDV X branch 2018-2020
Table 1: The target of BIDV X branch 2018-2020
The average number of employees 43.5 53 53 57
Profit after tax per employees 0.06 0.453 0.725 0.954 40% 30%
Because X branch is the new branch which has worked for two years, it builds that the first priority target in 2018-2020 stage is expanding the business scale including credit, deposits and services Then, the next goal is increasing effective operation by going up the profit per employee year by year Finally, in 2020, this branch can become second-class branch in BIDV system with the scale 7,500 billion,adding 2 transaction departments in District 2 and Vinhome Central Park Apartment to expand the operating area, profit after tax per employees will reach one billion dong.
Symptoms
2.1 The business result in quarter II/ 2018
Table 2: The business result in quarter II/ 2018
The average number of employees 43.5 51 53 96%
Profit after tax per employees 0.06 0.316 0.453 76%
Note: The competing of deposits is calculated according to the percentage of completing growth plan others items are calculated according to the percentage of completing plan.
According to the provisions of BIDV Bank, the productivity is assessed through indicators profit after tax per employee It is based on the following key elements:
- Revenue from deposits (Including: Scale in deposits, NIM (Net Interest Margin) from deposits).
- Revenue from credits (Including: Scale in credits, NIM (Net Interest Margin) from credit).
- Number of customers (VVIP customers, VIP customers, general customers)
Furthermore, the productivity is the key ratio to evaluate the business result of branch and salary ratio of employees.
In the first half of 2018, the X branch faced significant challenges, with key performance indicators such as scale and profit falling short of expectations After two years of establishment, the branch will no longer receive financial support from headquarters, including assistance with rental costs and staff salaries Consequently, the outlook for 2018 and the long-term development strategy appears bleak, leading to potential salary reductions for employees It is crucial for the branch to identify the underlying causes of these issues and implement effective solutions.
In the second quarter of 2018, the business performance achieved 76% of its profit target, with the profit per employee remaining notably low at 0.344 billion Dong, significantly below the BIDV system average of 0.9 billion Dong per employee.
The after Tax Profit and Profit after Tax per Employee from January to August in 2018
0 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8
Profit Profit/employees Target profits
Figure 2: The after Tax Profit and Profit after Tax per Employee from January to August in 2018
From January to August 2018, BIDV experienced a slight increase in profit and profit before tax, although these figures fell short of the targets set by the Board of Directors Concerned about this underperformance, the branch is actively investigating the underlying causes and is committed to implementing solutions to meet the established goals.
2.2.1 The low level of credits
In the second quarter of 2018, the company experienced low productivity primarily due to its limited scale, with credit items achieving only 89% of their target Compared to the results from 2017, this growth rate is significantly low, indicating a substantial gap from the 2018 goals.
The level of Credits from January to August in
0 Month 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8
Figure 3: The level of Credits from January to August in 2018
The level of credit from January to August 2018 increased slightly and achieved below the target that BIDV assigned The growth rate got 28 %, so far from the target in 2018-2020 is 40%.
2.2.2 The low level of deposits
The capital mobilization levels remain low and unstable, with deposits initially meeting targets at the end of the first half of the month but declining in subsequent months This fluctuation is primarily due to the branch's strategy of utilizing non-term deposits to align with its business plan.
2018, the average growth rate was only 10%, so far from BIDV's three-year 2018-
The level of Deposits from January to August in
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8
Figure 4: The level of Credits from January to August in 2018
In the second quarter of 2018, BIDV X Branch experienced a decline in new customer contracts compared to the previous year Additionally, several VVIP customers chose to terminate their contracts This trend can be attributed to various factors, including clients' plans to withdraw funds, the maturity of credit agreements, and the branch's customer service quality and policies, which are perceived to be inferior to those of competitors.
Table 3: The number of customers in quarter II/2018
Initial cause – effect map
Both explore this problem further and find out the cause of problem, the depth interview has been conducted with 7 people who are from 3 groups mentioned below including:
At the X branch, the leadership team consists of Mr Quang, the Branch Director, Mrs Mai, the Manager of the Internal Management Department, and Mr Doan, the Manager of the Retail Customer Department Their perspectives on organizational leadership play a crucial role in addressing emerging challenges within the branch.
At BIDV X branch, Mr Minh from the corporate customer department and Ms Nhu from the customer service department represent the second group of staff Insights from colleagues in other departments, including a member from sales and another from the back office, shed light on the underlying causes of the observed symptoms.
The third group consists of two former employees from the X branch, Mrs Thao, who worked in the Y transaction department, and Ms Ngoc, who was part of the Individual Customer department Both individuals were previously engaged with the company but departed for various reasons, providing them with a unique understanding of the internal dynamics within the organization.
Mr Quang, the Branch Director, emphasized the need for significant expansion in customer scale—including deposits, credits, and services like cards, accounts, and internet banking—to achieve their targets for 2018-2020 However, he noted that the business results in the first half of 2018 were disappointing, with low growth rates in credits and deposits He identified potential reasons for this underperformance, including inadequate sales efforts, the skill and knowledge of the sales team, and overall service quality.
Mr Quang highlighted that BIDV Bank - X Branch has lost several VVIP customers due to the inadequate knowledge and skills of its sales team, which has hindered their ability to effectively manage and negotiate with these high-value clients Consequently, the bank's new customer acquisition rate has declined compared to the previous year In a highly competitive market, it is crucial for BIDV to enhance its interest rates and service quality to retain VVIP customers, as any shortcomings may lead to their immediate departure.
Interviews with leaders in the company revealed a consensus on the inadequacy of employee training plans and policies Mr Doan, the Retail Customer department manager, emphasized that the focus on customer acquisition during the branch's initial year led to neglect in training fresh graduates, resulting in sales staff lacking essential skills and effort Ms Mai, the internal management department manager, pointed out that the absence of a structured training program forced new hires to learn on the job from seasoned employees, hindering their ability to acquire fundamental knowledge Mr Minh from the sales department highlighted that poor persuasive skills among staff contributed to challenges in maintaining VVIP customer relationships and delivering satisfactory service Additionally, former employees Ms Ngoc and Ms Thao cited a lack of training and development opportunities as a primary reason for their departure from the company.
In an interview addressing poor business results, Mr Doan attributed the issues to inadequate employee training and a slow growth rate in credit and deposits due to a gradual increase in new customers He emphasized that losing even one of their current VVIP clients could significantly impact their scale, primarily due to insufficient sales efforts from employees Additionally, he noted a lack of focus on marketing strategies, as highlighted by ex-employee Ms Thao, who pointed out that their marketing campaigns were small and not targeted towards potential customers, limiting their outreach Furthermore, Mr Doan identified poor coordination between the sales department and back-office staff, which hindered productivity, complicated processes, and delayed task completion Complaints from credit customers regarding the complicated and slow disbursement process at X branch further underscored these operational challenges.
16 not take the initiative in the work because of spend more the effort and time to solve work when document move on others department.
Besides that, there are many reason of the lack of sales effort Mr Minh said:
Many employees in different departments express feelings of unfairness regarding workload and compensation A co-worker noted that despite facing greater pressure and responsibilities, their salary remains unchanged compared to those with lighter workloads Both Mrs Thao and Ms Ngoc, former employees of BIDV bank, highlighted issues of low income relative to their contributions, long hours, and an imbalance in work-life They pointed out that the evaluation and reward systems within the bank lack clarity and equity, with diligent workers often receiving heavier workloads while less responsible staff are assigned lighter tasks This disparity contributes to low morale among high-performing employees Additionally, Mrs Thao, who has over five years of experience at BIDV, mentioned that career advancement opportunities are limited, with only minimal salary increases and challenging promotion paths, further diminishing motivation.
Ms Ngoc emphasized the importance of change in her career, stating, "When I realized I needed to make a change, it became clear that I should leave my job at X branch and seek a better opportunity." Now, she is thriving as a senior at Shinhan Bank, enjoying a higher salary and greater job satisfaction.
Ms Nhu, a customer service teller, emphasized their commitment to providing high-quality customer service by completing tasks promptly However, outdated technology often causes delays, requiring them to spend additional time ensuring that all documents are accurate before processing disbursements and remittances Working in a bank is inherently risky, necessitating a careful approach due to the significant amounts of money involved.
Based on seven in-depth interviews, the primary factors contributing to poor business performance include inadequate knowledge and skills within the sales team, insufficient sales efforts, low service quality, and diminished employee morale Employees express dissatisfaction with their work environment, citing unfair treatment as a significant issue This information highlights a complex problem that can be summarized in an initial cause-and-effect map.
Lack of Training Poor Knowledge and Skills
The low level of deposits and credits
Lack of Coordination Low Service Quality
Division of Work Low Morale
Figure 5: The Initial-Effect Map
The Updated cause effect map
Ms Mai who is who managed the finance of X branch said that X branch cannot build the good marketing policies because limited budget.
A recent interview with current and former employees of X branch revealed significant issues affecting job satisfaction, including inadequate training, lack of motivation, and poor coordination Many respondents expressed their unhappiness with the work environment, citing a lack of recognition for their efforts and rewards for achieving targets as key factors in their dissatisfaction Ms Ngoc highlighted that unclear and unprofessional training policies, along with a lack of coordination, contributed to her decision to leave in search of a more fulfilling job.
Numerous studies highlight the issue of low job satisfaction within organizations, with Hartman et al (1999) emphasizing that perceptions of organizational justice significantly influence employee attitudes and behaviors Abbott (2003) demonstrated a strong correlation between employee morale, job satisfaction, and organizational profits, indicating that satisfied employees are more likely to treat customers well and deliver superior service Consequently, fostering job satisfaction is crucial for enhancing employee performance and maintaining a loyal customer base, as noted by Kim, Leong, and Yong (2005).
According to Walker, Churchill, and Ford (1977), salesperson satisfaction significantly impacts their work motivation From a managerial standpoint, implementing strategies to address perceived inequity is crucial Inequity is commonly understood as a disproportionate relationship between an employee's effort or job performance and their rewards.
Salespersons who perceive their contributions to the organization as greater than those of their peers expect to receive higher organizational rewards (Goodman, 1977; Vecchio, 1984, cited in Tyagi, 1990) Key job outcomes for salespeople include salary, benefits, status, and a sense of achievement Tyagi (1990) confirmed that perceived inequities significantly impact salespersons' work motivation and satisfaction, with inequities leading to decreased motivation Notably, monetary reward inequity emerged as the most significant factor negatively affecting extrinsic motivation, while inequities in task assignments also played a critical role in diminishing motivation among sales personnel.
Inequities in the workplace can significantly impact salesperson motivation, as perceived unfairness in rewards can diminish their appeal When salespeople feel that the rewards they receive for their performance are inequitable, they are likely to downplay the significance of these rewards to alleviate the discomfort associated with feelings of inequity.
Employees equipped with comprehensive knowledge are better positioned to deliver exceptional services Implementing training programs focused on essential technical and interactive skills is crucial for enhancing employee expertise (Peters Silvia Chigozirim, Elham Mazdarani, 2008, cited in Hummayoun Naeem and Muhammad Iqbal Saif, 2010) Research by Hartline & Ferrell (1996) indicates that employees who participate in training and coaching programs experience increased competitiveness and job satisfaction Additionally, training is positively correlated with employees' satisfaction regarding their supervisors (Taormina, 1999).
According to Zeithaml, Berry, and Parasuraman (1988), the integration of technology with job requirements is essential for enhancing service quality In the banking sector, outdated customer information management software at BIDV has been identified as a significant issue, as highlighted by Mr Quang While some major branches are actively seeking support software solutions, the newly established X branch faces budgetary and resource constraints that hinder its ability to address this challenge effectively.
Lack of Sales Effort Lack of Training
The Low Level of Deposits and Credits
Inequities in organizations Low Job Satisfaction Low Morale Low Productivity
Lack of Evaluation and Rewards
Poor Knowledge and Skills Outdated Technology
Figure 6: The Updated Cause-Effect Map
A discussion to eliminate some potential central problems and focus on a central
5.1 A discussion to eliminate some potential problems
Mr Quang highlighted that the branch's marketing policies are aligned with BIDV's overarching strategies, with campaigns typically reflecting nationwide initiatives While the branch can develop supplementary marketing strategies to boost sales, significant changes to the marketing campaign are constrained by the limited budget of the new branch He emphasized that the primary issue lies in the human factor; effective marketing policies can attract more customers, but low employee productivity may undermine the bank's reputation and hinder its long-term growth Consequently, the issue of insufficient advertising budgets will be excluded from further analysis.
BIDV currently utilizes a SIBS system for customer management, which limits employees to a single interface, hindering multitasking capabilities The bank's reliance on multiple software applications, such as signature tracking and BDS, results in inefficiencies and complicates customer information retrieval compared to modern banking standards Additionally, the existing software does not support complex reporting, forcing employees to perform many tasks manually, which negatively impacts productivity and customer service quality However, the branch director emphasizes that these challenges stem from the overarching system rather than individual branch operations BIDV's Head Office is actively developing plans for a new system to address these issues, indicating that outdated technology is not the primary concern and will be excluded from further analysis.
5.2 A discussion to focus on a central problem
After considering all the potential problems, “low job satisfaction” problem will be chosen to solve The primary reasons for this choice are as follows:
To ensure the long-term development of X Branch, which has been operational for over a year, it is essential to establish a strong foundation of human resources This strategy is vital for achieving the business targets set for the years 2018 to 2020.
Employee satisfaction is crucial for boosting morale, enhancing sales efforts, and improving service quality By adjusting personnel strategies, companies can elevate customer satisfaction, thereby reducing customer attrition and fostering engagement with both existing and new clients In 2018, with each employee's productivity aligning with the average of the BIDV system, the branch aims to meet BIDV's business targets, anticipating a significant growth rate of 40% annually Consequently, each BIDV employee is projected to generate a profit of 0.9 billion.
Human resources are crucial to an organization's success According to an interview with the branch director, the board of directors recognizes the importance of establishing a strong foundation for long-term human resource development They have prioritized this issue and tasked internal management departments with addressing it effectively.
The director believes that the financial costs associated with addressing this issue can be managed effectively, making implementation feasible Additionally, the company's management is committed to utilizing resources wisely, emphasizing the importance of selecting a cost-effective solution.
PROBLEM JUSTIFICATION
Problem definition
The name of central problem: Low job satisfaction
Job satisfaction, as defined by George and Jone (cited in Ghazzawi, I 2008), encompasses the feelings and beliefs individuals hold regarding their current employment This satisfaction can vary significantly, ranging from extreme satisfaction to extreme dissatisfaction, influenced by factors such as the nature of the work, relationships with coworkers, interactions with supervisors, and compensation.
Job satisfaction refers to an individual's overall positive or negative feelings about their work (Greenberg & Baron, 2008) As noted by Kreitner and Kinicki (2007), cited in Ghazzawi (2008), it is fundamentally the degree to which a person enjoys their job.
Researchers at the University of Minnesota concluded that satisfaction stems from
The Minnesota Satisfaction Questionnaire (MSQ), developed by Weiss et al in 1967, evaluates job satisfaction across 20 dimensions, including recognition, compensation, supervision, job security, and advancement Similarly, the Job Descriptive Index (JDI), created by researchers at Cornell University in 1969, assesses satisfaction related to work, pay, promotions, coworkers, and supervision.
The Price-Mueller (2008) cited in Agho, A O., Mueller, C W., & Price, J L.
Figure 7: The variable of job satisfaction Scale of Job Satisfaction
The level of job satisfaction was measured by a scale The scale followed a five- point Likert format ranging from “Disagree Strongly” to “Agree Strongly” and
“Extremely Dissatisfied” to “Extremely Satisfied” This scale has been administered in various job situations and has been shown to produce sufficient internal consistency reliability.
Problem existence
A recent survey of 30 sales staff revealed significant dissatisfaction regarding the connection between pay and performance within the Sales Department The absence of a clear evaluation tool and reward system for sales personnel, compared to other departments, has resulted in minimal differences in salary and bonuses, regardless of performance levels This lack of recognition contributes to low employee morale and diminished motivation to excel Additionally, the perception of unfair work distribution further exacerbates employee dissatisfaction, highlighting the need for improved productivity recognition and equitable compensation practices.
Many employees perceive the training program as unclear and lacking specificity After recruitment, new hires often miss out on essential training focused on the professional knowledge and skills necessary for their roles Instead, they undergo a two-month probation period where they are trained by experienced staff, who, due to their ongoing workload, have limited time to provide effective training Consequently, if these experienced employees lack proficiency in certain areas, the new hires receive inadequate training As a result, most new employees struggle to enhance their knowledge and skills beyond their graduation level.
Employees at BIDV X Branch are struggling to see a clear career development path, leading to concerns about long-term job stability and potential salary decreases in a challenging business environment The branch will need to operate independently within two years, which may result in increased employee turnover and hinder its growth Mr Quang emphasized the importance of maintaining employee motivation and satisfaction, as human resources are crucial for the organization's overall development.
Problem importance
Low job satisfaction can have detrimental effects on organizations, resulting in issues such as absenteeism, tardiness, turnover, and strikes Conversely, high job satisfaction fosters greater commitment to the organization Research by Tett & Meyer (2006) indicates that both job satisfaction and organizational commitment play independent roles in influencing turnover intentions.
Research indicates a strong correlation between withdrawal cognitions, turnover intention, and job satisfaction Udechukwu (2007) found that both intrinsic and extrinsic satisfaction significantly influence employees' turnover intentions, particularly among correctional officers Furthermore, studies suggest that while extrinsic factors remain important, intrinsic satisfaction has a more profound impact on turnover behavior, highlighting its critical role in employee retention.
Low job satisfaction is a critical issue for the company, as evidenced by a declining growth rate and low profit per employee, hindering targets for 2018 In the second quarter of 2018, new customer contracts decreased compared to the previous year, and several VVIP customers terminated their contracts with BIDV X Branch High employee turnover necessitates increased time and resources for recruitment Poor job satisfaction adversely affects overall morale, leading to negative attitudes that can spread throughout the workplace, resulting in decreased productivity When employees are unhappy, their focus and engagement diminish, causing a ripple effect that impacts team performance Furthermore, low morale discourages employees from enhancing their skills and knowledge Ultimately, this cycle of dissatisfaction contributes to high turnover rates, as employees seek more fulfilling job opportunities, adversely affecting the branch's business results and long-term development.
CAUSE VALIDATION AND SOLUSION
List of real causes
Churchill, Ford, and Walker (1976) identified significant dissatisfaction among salespeople regarding company policies, field support, compensation, and management To enhance sales force morale, management should consider revising policies related to salesperson compensation, promotions, and training programs.
Schmidt, S W (2007) indicated Blum & Kaplan (2000) (15) found that the opportunity to study new skills was the most essential aspect in job satisfaction Landy
Job training is defined as a series of organized activities aimed at enhancing employees' knowledge and skills while also shaping their attitudes and social behaviors to align with organizational goals and job requirements (Schmidt, S W., 2007) Additionally, training is viewed as a systematic approach to developing the necessary knowledge, skills, and expertise for individuals to perform their tasks effectively (Patrick, 2000, cited in Schmidt, S W., 2007).
As training increasingly integrates into employees' daily routines, its impact on job satisfaction becomes more significant The evolution of the workplace highlights the importance of employee satisfaction with on-the-job education, influencing overall job contentment Key factors such as the time dedicated to training, the methodologies employed, and the content delivered are closely linked to job training satisfaction These insights are crucial for designing high-quality training programs that enhance the trainee experience.
Interviews at BIDV X Branch reveal a significant issue: new employees receive no formal training upon starting their jobs Ms Mai, the internal management department manager, highlighted the absence of a structured training program, leading newcomers to learn on the job from existing staff This approach results in inadequate foundational knowledge and skills, impacting performance Mr Minh from the sales department noted that poor persuasive skills hinder their ability to maintain VVIP customers and deliver satisfactory service Additionally, former employees Ms Ngoc and Ms Thao cited the lack of training and skill development opportunities as key reasons for their departure Overall, the lack of effective leadership emerges as a primary concern contributing to these challenges.
Tyagi, P K (1990) (5) found that If inequities are perceived as part of organizational conditions, it is likely that they would influence both intrinsic and extrinsic motivation of salespersons.
Furthermore, there are many types of inequity, such as:
Monetary reward inequity refers to a salesperson's perception of unfairness in their financial compensation relative to their performance, particularly when compared to the reward-to-performance ratios of peers in similar roles This sense of inequity can significantly impact motivation and job satisfaction, as individuals may feel undervalued despite their efforts Addressing these disparities is crucial for fostering a fair and productive work environment.
Task assignment inequity refers to a salesperson's perception of unfairness regarding their assigned tasks compared to the workload of other salespeople in similar roles This perception arises when a salesperson feels that their task allocation does not align fairly with their input, leading to potential dissatisfaction and decreased motivation Addressing task assignment inequity is crucial for maintaining a balanced work environment and ensuring that all sales personnel feel valued and fairly treated in their roles.
Supervisory behavior inequity refers to a salesperson's perception of unfairness in their supervisor's responses based on their performance input compared to the supervisory behavior and performance ratios of their peers in similar roles This feeling of inequity can significantly impact a salesperson's motivation and overall job satisfaction Understanding this dynamic is crucial for fostering a fair and equitable work environment that enhances employee engagement and productivity.
Recognition inequity refers to a salesperson's perception of unfair acknowledgment from their organization, where they feel their recognition does not align with their work input compared to peers in similar roles This perception can lead to dissatisfaction and impact motivation, as individuals compare their contributions and rewards against those of their colleagues Addressing recognition inequity is crucial for fostering a fair work environment and enhancing overall employee morale.
Ex-employees of BIDV X branch report a challenging work environment characterized by long hours, work-life imbalance, and low income relative to their contributions Despite high pressure, the evaluation and reward systems are perceived as unclear and inequitable Ms Ngoc highlighted issues with workload distribution, noting that diligent employees are often assigned more tasks, while less responsible staff receive lighter workloads This imbalance, coupled with minimal salary increases—typically only 5% after two years—has led to decreased motivation and morale among dedicated employees Mrs Thao, with over five years at BIDV, expressed frustration over the slow career advancement opportunities, further contributing to a lack of motivation within the bank.
1.3 Lack of evaluation and rewards
Lawler and Porter (1967) discovered that rewarding good performance fosters further excellence Consequently, assessing higher-order need satisfaction can effectively indicate an organization's success in crafting engaging and rewarding jobs, serving as indirect evidence of job motivation Unfortunately, many attitude surveys have primarily concentrated on satisfaction with extrinsic rewards like salary and promotions, overlooking the broader aspects of job fulfillment.
In numerous interviews, employees expressed concerns over inadequate evaluation and reward systems, noting that salaries and bonuses do not reflect their contributions Mr Minh emphasized the necessity for the board of directors to implement a clear motivation policy, including transparent evaluation and reward structures, to foster a fair work environment Additionally, Mr Quang pointed out that the BIDV X branch lacks effective measurement tools to accurately assess employee contributions.
Potential Causes Potential Central Problem Organizational Symptoms
Lack of Sales Effort Lack of Training
Low Service Quality Low job satisfaction
Inequities in organizations Low Scale Low Productivity
Lack of Evaluation and Rewards
Figure 8: Final Cause-Effect Map
Path Progress Excel at performance
Recognition Foster Community Master Moments
Leverage energiesLeverage Strengths Make meaning Experience Well-Being
The set of solutions
Source: David Zinger (www.davidzinger.com)
Figure 9: Engaged Model by David Zinger
Improving employee satisfaction is closely linked to fostering engagement within an organization David Zinger, a Canadian management consultant and expert in employee engagement, has developed a comprehensive model aimed at enhancing relationships and involvement among employees Known as the Zinger Model on Employee Engagement, this framework outlines 12 essential keys that managers must implement to drive meaningful results in employee dedication and engagement.
2.1 Solutions: “Achieve Results” (about 2 week)
The Zinger model focuses on achieving desired results and enhancing employee engagement through a structured process It is essential for the Board of Directors to establish clear organizational goals and outline specific objectives for each employee This involves guiding staff in understanding their current positions, identifying their aspirations, and aligning individual efforts towards a common goal Employees must have clarity on their targets, timelines, and the methods to achieve them.
2.1.1 Solution (What to do in the improvement of satisfaction of employees)
Hold a meeting to guide the desired results with the participants including board of directors and manager departments The director of X Branch commanded:
++ All departments (especially the direct business unit) give the description work of every staff, then build the goals achieved, the aspirations of each employee
++ The internal management department seeks references from your bank, branch and head office to guide the organization's long-term HR strategy.
Organize small meetings in each department:
Following the direction provided in the board of directors' meeting, departments will hold smaller meetings to align with the company's objectives During these sessions, they will discuss and establish specific goals for both individuals and departments to ensure successful achievement of targets.
In this phase, it is essential to guide staff across all departments, helping them recognize their current positions and aspirations Each employee should have a clear understanding of their goals, including what they aim to achieve, the timeline for reaching those goals, and the methods they will employ to succeed By uniting individual efforts, we can collectively work towards achieving our objectives.
- Division directors and managers will find out the suiable evaluation among staff about their productivity and the level of satisfaction of the results of the work.
- Managers and employees will review the work daily, the goal and the achieved results of departments in general and every staff in particular.
- Set deadlines to accomplish the goal of each stage based on the timeline of each work or project
2.1.3 The purposes of the solutions
- Staffs understand the purpose and the goal of company.
- To determine the goal of each department and the individual.
- Introduce the rules of the department including the date of the meeting in the future and evaluation criteria.
- The employee should be clear about what they want to achieve, when and how they will be able to do that.
2.2 Solution: “Excel at performance” and “Path progress” (2 weeks)
To enhance employee engagement, organizations must establish clear strategies and pathways for progress Implementing a robust system for recognizing and rewarding employee contributions is essential to keep them motivated and encourage continuous improvement in their performance.
Every employee should have a clear understanding of their responsibilities and authority levels It's essential for them to comprehend, agree upon, and feel satisfied with their roles and rewards When work is engaging and meaningful, employees are more likely to enjoy their jobs Ultimately, motivating employees to excel in their tasks yields significant benefits for the organization.
2.2.1 Solution (What to do in the improvement of satisfaction of employees)
- Hold a meeting to discuss, develop a strategy and clear path.
- Promulgate KPIs and apply evaluating the capacity and performance of each employee, KPIs and mechanisms for rewarding staff.
- Setting training plan, establishing learning groups, exchanging experiences
Division leaders will collaboratively conduct a comprehensive employee evaluation based on project goals, incorporating both self-assessments and peer evaluations This process will assess job proficiency, coordination levels, and overall satisfaction with the project outcomes.
Each department manager will receive daily work reports that summarize the day's achievements and outline the following day's work plan, enabling effective tracking of employee performance and results.
- Each department manager weekly evaluates according to the general evaluation criteria to review completed work, unfinished work and cooperation of employees.
2.2.3 The purposes of the solutions
- Help employees understand their responsibilities and the responsibilities of other employees for organization.
- Create a habit of doing science work, as planned for employees staffs
- Basing on evaluation and rewards, create more motivation for engagement
2.3 Solution: “Recognition”, “Foster Community”, and “Master moments” (4 months)
Employee engagement hinges on fostering strong connections within relationships and community It is essential for managers to maintain open lines of communication with their team members, allowing them to express concerns and seek guidance in their work Effective communication serves as the foundation for successful management processes.
Authenticity is essential for effective leadership; leaders must be genuine and real Top management, HR professionals, and immediate supervisors should demonstrate sincere concern for employees' issues and actively work to resolve them.
Recognizing employee efforts publicly enhances morale and fosters loyalty, motivating individuals to consistently perform at their best within the organization.
Creating a positive work environment is crucial for employee engagement, motivating them to pursue both their individual goals and the broader objectives of the organization.
2.3.1 Solution (What to do in the improvement of satisfaction of employees)
− Tracking, monitoring and evaluation, get the specified plugin
2.3.3 The purposes of the solutions
- Through the training program, improving the knowledge and skills for manager and employees for the challenges and effort at work.
- Strengthening employee engagement: Communication actions during this period help employees to voice their concerns and the ability to debate issues around these concerns.
- Managers can follow and feedback the difficulties of the workers in the process of work. Create a close link between company managers and employees.
2.4 Step 4: “Leverage Strengths”, “Make Meaning”, “Leverage Energies” and
To achieve optimal results swiftly, it is essential for employees to be fully engaged Conducting a thorough study to identify the factors that drive employee engagement or disengagement is crucial The subsequent step involves designing and implementing effective strategies based on these insights.
Employees tend to remain with an organization for extended periods when they feel a strong connection to it Therefore, management must recognize that their workforce is their most valuable asset, as success cannot be achieved without them.
Engaged employees are essential for delivering exceptional customer service Fostering a strong organizational culture that prioritizes service excellence is crucial Regularly reminding employees of this commitment helps reinforce the tradition and enhances their ability to meet customer needs effectively.
Change plan design
Table 5: The timeline of meeting
Week Meeting Content Member’s responsibility
Hold a meeting to guide the desired results with the participants including board of directors and manager departments The director of X Branch
The board of directors, departments managers commanded:
++ All departments (especially the direct business unit) give the description work of every staff, then build the goals achieved, the aspirations of each employee
++ The internal management department seeks references from your bank, branch and head office to guide the organization's long-term HR strategy.
Organize small meetings in each department:
Following the board of directors' meeting, departments will hold smaller meetings to align with the company's objectives, where they will discuss and establish specific goals for both individuals and teams.
3.2 Action plan for Evaluation & Reward
Based on the KPIs established by headquarters for all BIDV employees, the internal management department is restructuring to align with these goals and the specific needs of each department's workforce This ensures that individual KPIs are clear, achievable, and accurately measured Initially, the focus will be on developing KPIs for sales employees, which will undergo a three-month trial period for adjustments Subsequently, the bank will implement a programming measurement system applicable to all employees.
In short term, based on the KPI scoring scale, there will be specific rewards for
Table 6: The KPIs and Rewards
Moreover, employees will receive reward when finishing their mission (Ex: Corporate department employee has one new VIP customer which lends 5 billion Dong, she will receive 500.000 million Dong)
In the long run, employee rewards should extend beyond monetary incentives It's essential to explore innovative ways to support staff in their roles while promoting a healthy work-life balance and enjoyment in their tasks For instance, recognizing the best employees of the year with an overseas trip for them and their families can be a meaningful reward.
3.3 Action Plan for training program
Training and education play a crucial role in enhancing employee motivation, productivity, and innovation At BIDV, the quality of new staff is generally higher compared to other banks, yet the training policy at X branch lacks clarity and fails to emphasize soft skills development As a result, long-term employees may underperform compared to their counterparts in other banks Therefore, it is essential to establish a clear training framework for both new and existing employees to improve overall performance.
To enhance employee performance, the program must tailor training to individual skill sets, focusing on customer satisfaction as a cornerstone of business success In the short term, the branch should develop a unique transaction style to strengthen its competitive edge in the banking market Prioritized training will include essential skills such as customer service, sales, problem-solving, and VIP customer care, followed by additional training in planning and time management to boost productivity Employees with expertise in banking will participate in headquarters training sessions, subsequently sharing their knowledge with colleagues at the X branch Additionally, all employees from various departments will collaborate weekly to exchange specialized knowledge, ensuring a comprehensive skill development approach.
Table 7: The timeline of the current employees’ training program
Week Time Content Department’s responsibility
Skill of sales To invite External
Customer service Take care VIP customers
To invite External Sales Senior
To invite External Sales Senior
To invite External Sales Senior
Week 1 Monday Individual Individual Department 500.000
Asset assessment To invite External
Risk management Risk provisions Basel II
Asset assessment To invite External
Risk management Risk provisions Basel II
BIDV conducts two recruitment missions annually, followed by a tailored training program for new employees Due to a limited workforce and high demand for services, new hires will undergo a combination of experiential learning and a comprehensive three-week training course on banking fundamentals, held every evening after regular working hours Effective management of new employees requires time, patience, and clear communication, focusing on company-specific procedures, performance expectations, evaluation criteria, and strategies to avoid common pitfalls.
Table 8: The timelines of the new employees’ training program
Week Time Content Department’s responsibility
Skill of sales Customer service
To invite External Sales Senior Internal Department
Codes of Conduct of BIDV
Individual products (Non- credit: IBMB, Deposits)
Asset assessment To invite External
Risk management Risk provisions Basel II
INTERVIEW WITH MR QUANG
Thank you for taking the time to participate in this interview regarding the challenges faced by BIDV Branch I aim to gain insights into the company's context through a brief discussion lasting approximately 15-20 minutes I will be recording the session to ensure I capture all your valuable comments, as my note-taking may not be sufficient Please speak clearly to ensure your responses are accurately captured Rest assured, all information shared will be kept confidential.
Interview 1 Interviewee: Mr Quang – BIDV X Branch Director
As I know that you are Director of BIDV X Branch, What is the business result about X branch in first haft quarter in 2018?
Over the next three years (2018-2020), this branch aims to achieve second-class status within the BIDV system to ensure sustainable development and effective operations To reach this goal, it is essential to expand the customer base, focusing on deposits, credits, and services such as cards, accounts, and internet banking However, the business results in the first half of 2018 have been disappointing, with low growth in both credits and deposits, and the number of new customers has not met expectations.
Ms Ly What do you think the primary reason of the bad business result?
In today's highly competitive market, offering attractive interest rates and exceptional services is crucial to retain customers, as any shortcomings may lead them to seek alternatives Additionally, the effectiveness of marketing campaigns plays a significant role in attracting and maintaining a loyal customer base.
Mr Quang prioritized potential customers, but I believe the key factor is the human resources In the first year of our newly established branch, the leadership team concentrated on acquiring customers, emphasizing the importance of building a strong workforce to support our growth.
Quang's relationship with the expanding scale of the business is challenged by a workforce primarily composed of fresh graduates who lack experience, resulting in low work performance and poor outcomes However, we recognize that focusing on human resources is crucial for the long-term success and development of our branch.
According to the report, the company lost many VVIP customers Do you know the reasons?
As you know that, the market is very competitive and if our interest and service is not good enough to satisfy the customers, they will leave us immediately.
Ms Ly Why the service is not good enough?
There are many causes of this problem, such as salesman do not have enough skills and knowledge to keep the customers and bring high service
Mr Quang quality, some newcomers have no experience to take care customer well, some employees don’t focus on their job and so on.
Ms Ly Does your company open training class for the newcomers?
Yes, of course However, we have no clear plan for their training program and normally it just take 2 or 3 days for the training Therefore,
Mr Quang newcomers can learn not too much knowledge and skills for them to work well.
Ms Ly Ah, many thanks for taking your time If
Mr Quang Yes and You’re welcome
INTERVIEW WITH MRS MAI
Thank you for taking the time to participate in this interview regarding the challenges faced by BIDV Branch I would like to have a brief discussion to gain insights into the company's context, which should last approximately 15-20 minutes I will be recording the session to ensure that I capture all of your valuable comments, as my note-taking may not be sufficient Please speak clearly so that your responses are accurately recorded Rest assured, all information shared will remain confidential.
Interview 2 Interviewee: Mrs Mai – Internal management manager
Ms Ly Hi Mrs Mai, I’m Ly.
As I know that you are Internal management manager, who is in charge of
HR in your company What is the situation of HRs in your firm?
Mrs Mai To be honest, HR work is not really good; the turnover rate is quite high.
At the time of our establishment, we had 45 employees, including 30 in sales Notably, most of those who left or transitioned to back office roles were from the sales department, contributing significantly to the poor performance we experienced in the first half of 2018.
Ms Ly Does your company open training class for the newcomers?
Mrs Mai acknowledged that there is currently no structured training program for new staff members Typically, new employees begin their roles immediately after recruitment and receive on-the-job training from experienced colleagues As a result, while newcomers acquire essential knowledge and skills, their initial performance may not meet expectations.
Ms Ly So how about old employees? They have many experiences about this industry but they still cannot keep their customers?
Mrs Mai In Year 2017, most of sale staffs that are more experience choose to leave the company.
Ms Ly Why they left the company after working for a long time?
Mrs Mai Actually that the company has not good motivation policy, especially for salesperson, that is the reason why they left the company and moved to other better companies.
Ms Ly Do you have anything to change the situation?
Mrs Mai HR teams and Board of directors will meeting to solve problem soon.
Ms Ly Ah, many thanks for taking your time If
Mrs Mai Yes and You’re welcome
INTERVIEW WITH MR.DOAN
Thank you for taking the time to participate in this interview, as I am conducting research on the challenges faced by the BIDV Branch Our discussion will help me better understand the company's context and will last approximately 15-20 minutes I will be recording the session to ensure I capture all your insights, as my note-taking may not be sufficient Please speak clearly so that your comments are accurately documented, and rest assured that all responses will remain confidential.
Interview 1 Interviewee: Mr Doan – Retail customer department manager
As I know the business result about X branch in first haft quarter in 2018
Doan is not good, especially your department can not get target What do you think the primary reason of the bad business result?
One of the key reasons for our challenges is the human resources aspect In the first year of our newly established branch, the leadership team prioritized customer acquisition through existing relationships, while the majority of our staff were fresh graduates lacking experience and adequate training As a result, our sales team struggled to demonstrate effective sales efforts due to their limited abilities and skills.
According to the report, the company lost many VVIP customers Do you know the reasons?
The slow growth in credit and deposits is primarily due to the gradual increase in new customers Consequently, losing even a single VVIP customer can significantly impact our overall scale This issue stems from insufficient sales efforts by employees and a lack of focus on effective marketing strategies.
Ms Ly For you, what is the solution to solve this problem?
To enhance sales efforts, directors must establish a robust motivation policy Additionally, we will analyze the marketing strategies of other banks and present a comprehensive marketing plan for board approval.
Ms Ly Ah, many thanks for taking your time If
Mr Doan Yes and You’re welcome
INTERVIEW WITH MR.MINH
Thank you for taking the time to participate in this interview regarding the challenges faced by BIDV Branch I aim to gain insights into the company's context through our discussion, which will last approximately 15-20 minutes I will be recording the session to ensure that I capture all your valuable comments accurately, as my note-taking may not be sufficient Please speak clearly during the interview to ensure that your responses are heard Rest assured, all information shared will remain confidential.
Interviewee: Mr Minh – Staff in corporation customer department
As you now, the business result of our branch is not good What do you think the primary reason of the bad business result?
Poor supervision and unfair leadership contribute to an unequal distribution of workload among staff members, where those perceived as effective are overloaded with tasks while others are given minimal responsibilities Despite the disparity in workload, salaries remain the same, leading to low morale and dissatisfaction among employees Consequently, this environment hampers overall productivity and prevents the team from performing at their best.
The second reason I think that is the training of this company Some staff work ineffectively because of not to training clearly before starting job.
Poor coordination can significantly hinder productivity, as it leads to delays when documents are transferred between departments This lack of initiative in the workflow results from the increased time and effort required to resolve issues that arise during the handoff process.
The staffs in sales departments said that they can receive the poor coordination of other back office departments What is the reason?
In a competitive market, the primary challenge we face is a lack of persuasive skills among our staff Many employees lack the necessary experience and knowledge to effectively engage and retain customers, while some newcomers struggle with customer care Additionally, there is a noticeable lack of focus on job responsibilities Furthermore, the company's insufficient emphasis on marketing strategies has contributed to the slow growth of new customer acquisition.
Ms Ly For you, what is the solution to solve this problem?
First of all, broad of director need to give the motivation policy (to evaluation clearly, bonus and reward policy) to create the fair environment.
Mr Minh Secondly, this company has to build the training program for all employees Finally, the director gives the management policy effectively.
Ms Ly Ah, many thanks for taking your time.
Mr Minh Yes and You’re welcome
INTERVIEW WITH MS NHU
Thank you for taking the time to join this interview regarding the challenges faced by the BIDV Branch I aim to gain insights into the company's context through a brief discussion that will last approximately 15-20 minutes I will be recording the session to ensure I capture all your valuable comments, as my note-taking may not be sufficient Please speak clearly during the interview to ensure your responses are accurately recorded Rest assured, all responses will remain confidential.
Interview 5 Interviewee: Ms Nhu – Staff in customer service department
As you now, the business result of our branch is not good To you,
What do you think the primary reason of the bad business result in your department?
My role primarily involves interacting with clients, and currently, our branch is experiencing a high volume of customers However, many clients frequently halt their transactions due to BIDV's outdated system, which leads to longer processing times compared to other banks Additionally, customers have expressed concerns that BIDV's interest rates are not competitive.
Salespeople often express frustration with the slow response times of staff from other departments, which can lead to customer dissatisfaction and increased workload This raises questions about the underlying reasons for these delays and their impact on overall customer experience.
Customer service tellers strive to provide high-quality service efficiently; however, outdated technology often causes delays They must take extra time to verify all documents before processing transactions such as disbursements and remittances Working in a bank involves significant risks, necessitating careful attention due to the handling of large sums of money.
Ms Ly For you, what is the solution to solve this problem?
Management should improve the system by purchasing support
Mr Nhu software to reduce working by hand.
Ms Ly Ah, many thanks for taking your time.
Mr Nhu Yes and You’re welcome
INTERVIEW WITH MRS THAO
Thank you for taking the time to participate in this interview regarding the challenges faced by the BIDV Branch I aim to gain a deeper understanding of the company's context through our discussion, which will last approximately 15-20 minutes I will be recording the session to ensure that all your insights are captured accurately, as my note-taking may not be sufficient Please speak clearly to ensure your comments are heard, and rest assured that all responses will remain confidential.
Interview 3 Interviewee: Mrs Thao – Ex-employee
Hi Thao, I am Ly Good afternoon, thank you for taking your time to join this interview I have heard you decide to leave our company I
Thao would like a small talk with you about your decision Can you tell me the reason for you to leave your job now?
I am unhappy in my current job due to the high-pressure environment and the constant requirement for overtime, which is not compensated fairly Additionally, I have received a better offer from a multinational bank that provides a higher salary and greater opportunities for career development.
While working here, three of the most satisfying aspects include competitive salary and bonus structures that reward hard work, a strong emphasis on career development opportunities that foster professional growth, and a supportive leadership style that encourages open communication and collaboration among employees.
The first key factor influencing my job satisfaction is the convenient work location, which is close to my home and minimizes commute time Additionally, the leadership style plays a significant role; my boss is approachable and consistently listens to the needs and desires of employees This positive employee relations environment contributes to an overall fulfilling work experience.
I and my ex-colleagues have good relationships Everyone in my department not only helps me in my work but also can share everything in our life.
Ms Ly So how about the 3 most unsatisfied things while working here?
The salary and bonus I receive at BIDV Bank do not reflect my contributions to the company After a minimum of two years, the bank conducts a salary and position review, but the typical increase is only 5%, which seems insufficient given my efforts and dedication.
Ms Ly faces challenges with her salary and promotion opportunities, as she often works overtime every day, which disrupts her work-life balance She believes that manual processes are more effective than relying solely on systems Additionally, she feels that career development within the bank is progressing at a slow pace.
What can the company do to change your mind on leaving the company?
A comprehensive salary, bonus, and benefits policy is essential for employee satisfaction and retention Additionally, organizations must establish clear training and career development programs that cater to both new and existing employees to foster growth and engagement within the workforce.
Finally, They need to update process system because of it is out of date,
Would you mind introduce your friends working for the bank as a good working environment? Why?
Mrs Thao Yes Because, at least working in the bank is good job.
If you are rehired to work for the company, what position do you want
Ms Ly to take? Why?
Mrs Thao No, I do not want to work here more.
Thank you for your time and sharing If we have some further question,
Ms Ly can I contact you via your phone number or email?
Mrs Thao Yes, of course.
INTERVIEW WITH MS.NGOC
Thank you for taking the time to participate in this interview regarding the challenges faced by BIDV Branch I aim to gain insights into the company's context through a brief discussion lasting approximately 15-20 minutes I will be recording the session to ensure that all your valuable comments are accurately captured, as my note-taking may not be sufficient Please speak clearly so we can hear your responses, which will remain confidential.
Interview 4 Interviewee: Ms Ngoc – Ex-employee in retail customer department.
Good afternoon, Ms Ly Hi Ngoc Thank you for joining this interview I understand you have decided to leave our company, and I would like to discuss your reasons for this decision.
After realizing the need for change, Ms Ngoc decided to leave her position at X branch and pursue better opportunities She is now a senior employee at Shinhan Bank, where she enjoys a higher salary and greater job satisfaction.
Ms Ly Can you state 3 most satisfied things while working here? (Prompt:
Salary and bonus, benefits, career development, work challenges, leadership style, employee relations, working location, working time, workload, or policy and process systems) Please explain further.
Ms Ngoc faces numerous challenges in her job, as she must complete a variety of tasks each day This role offers her ample opportunities to learn new skills and enhance her abilities, particularly in time management and planning.
Employee relations: this is the good environment; people are so friendly, so nice and love each other.
Salary: For the fresh staff like me, the salary and bonus is quite good.
Ms Ly So how about the 3 most unsatisfied things while working here?
Ms Ngoc I cannot have more opportunities to training and develop her career so I cannot improve my knowledge and skills.
Moreover, the leadership style of my boss is “controlling” and not fare, even small assignments that employees perform So, I feel I do not have the active for my working.
Ms Ly What can the company do to change your mind on leaving the company?
To foster a professional working environment, Ms Ngoc emphasizes the need for a shift in leadership style Additionally, the Board of Directors should implement clear and appealing policies to enhance employee motivation Finally, prioritizing training and promotion is crucial for cultivating staff loyalty.
Ms Ly Would you mind introduce your friends working for the bank as a good working environment? Why?
Ms Ngoc believes that working in a bank is a great opportunity for her friends, especially for students studying finance and banking She considers the banking sector to be a promising field in today's job market.
Ms Ly If you are rehired to work for the company, what position do you want to take? Why?
Ms Ngoc Maybe, if the working environment becoming better.
Ms Ly Thank you for your time and sharing If we have some further question, can I contact you via your phone number or email?
Ms Ngoc Yes, of course.
INTERVIEW 2 nd WITH MR QUANG
Interview 8 Interviewee: Mr Quang – BIDV X Branch Director
Hello Mr Quang, I am Ly who talked to you last time Can we
Ms Ly continue our talk to the next topic?
Mr Quang Ok, my pleasure.
Through the interviews, almost people said that the reason of the
Quang bad result is the poor advertising policies To you, what is the main reason?
The branch's marketing strategies are aligned with BIDV’s overarching policies, primarily implementing nationwide campaigns issued by headquarters However, the branch has the flexibility to create supplementary marketing initiatives to enhance sales as needed Due to budget constraints for the new branch, significant changes to the marketing campaign are not anticipated within the upcoming year.
Through the interviews, almost people said that the other reason of the bad result is the outdated technology To you, what is the main reason?
I think this is a matter of the whole system, not of the branch, which is beyond the control of the branch It is not the main reason.
Almost people do not feel happy in working here because the training policy, the motivation strategy, the promotion and the poor coordination What do you think about this?
I also noticed that people are not satisfied when they work here.
We offer effective solutions for training, promotion, and motivation challenges within organizations To address issues of coordination and fairness, we will implement performance measurement policies aimed at enhancing internal operations and resolving these systemic problems.
Ms Ly What are the solutions to solve this problem?
Mr Quang If the company wants to maintain the motivation for employees in
Human resources play a crucial role in organizational development, with employee job satisfaction being essential for success To enhance motivation, it is important to conduct regular evaluations and provide appropriate rewards Additionally, implementing a clear training policy will further support employee growth and satisfaction.
Ms Ly Ah, many thanks for taking your time If
Mr Quang Yes and You’re welcome
SURVEY ABOUT JOB SATISFACTION IN BIDV X BRANCH
Please indicate your level of agreement with each of the following
Somewhat dissatisfied Neutral Somewhat satisfied
Frequency and amount of bonus 9 15 10 6 0
Connection between pay and performance 22 6 1 0 0
Opportunity to use new technologies 16 7 3 4 0
Recognition received from your supervisor 6 4 13 4 3
Your overall satisfaction with your company 8 14 3 5 0
Overall satisfaction with your job 7 12 8 3 0
The survey was sent to 30 employees in Sales Department.
The result is as above.
3 SUPERVISOR’S REPORT ON THE FINAL THESIS
SUBMITTED FOR THE DEGREE OF MASTER of BUSINESS ADMINISTRATION
Final thesis title : LOW JOB SATISFACTION AT BIDV X
Student name : HO YEN LY
Supervisor name : Dr NGUYEN PHONG NGUYEN
Remarks on the student’s attitude:
Remarks on the assignment’s academic quality:
Not meet requirement for submitting.
- Did the student follow the report schedule?
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