Distributive injustice in donga join stock commercial bank (donga bank)

Distributive injustice in DongA Bank UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business -CONFIDENTIAL Vo Thi Ngoc Giau DISTRIBUTIVE INJUSTICE IN DONGA JOIN STOCK COMMERCIAL BANK (DongA Bank) MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr.Tran Phuong Thao Ho Chi Minh City – 2018 Distributive injustice in DongA Bank TABLE OF CONTENT Executive summary CHAPTER PROBLEM IDENTIFICATION Industry overview and company background 1.1 Industry overview 1.2 Company overview Problem mess 2.1 Symptom 2.2 Situation analysis 10 2.3 Initial cause-effect map 15 2.4 Updated cause-effect map 22 Problem identification 24 3.1 Possible problem 24 3.2 Main problem 25 3.3 Consequences 28 CHAPTER ALTERNATIVE SOLUTIONS Cause validation 30 Alternative solutions 35 2.1 Key Performance Indicators 36 2.2 Behaviorally anchored rating scale (BARS) 42 Solution for main cause of distributive injustice of DongA Bank 45 Action plan in organization 46 4.1 Define production goal and objectives 46 4.2 Preparing stage 47 4.3 Identify potential indicators 48 4.4 Select indicators and set target for implementation 49 4.5 Implement indicators .50 4.6 Monitor and communicate results 50 4.7 Act on results and Review indicators, policies and goals 51 CHAPTER SUPPORTING INFORMATION Methodology 53 1.1 Initial cause - effect map (qualitative research) .53 Distributive injustice in DongA Bank 1.3 Initial cause - effect map (quantitative research) .54 1.4 Updated cause - effect map (qualitative research) 54 1.5 Alternative solution (qualitative research) 54 Research tool 55 2.1 Employer’s interview guide 55 2.2 Employee’s interview guide 55 2.3 Questionnaire 56 2.4 Interview guide for focus group 58 Transcript 58 References .66 Appendix 71 List of Abbreviations DongA Bank DongA joint stock commercial bank HRM Human resource management NPLs Non-performing loans KPIs Key performance indicators BARS Behaviorally anchored rating scale List of table Figure The main abnormal signs of human resource in DongA Bank 10 Figure Dividing the number of employees leaving the jobs into organization structure 12 Figure Dividing the number of employees leaving the jobs into generation 11 Figure Dividing the shortage of employees leaving the jobs into position and geographical area 14 Figure Employer perspective diagram 17 Figure Employee perspective diagram 18 Figure Evaluating the unsatisfied level of internal workplace elements 19 Figure Initial cause – effect map 20 Figure Updated cause – effect map .23 Figure 10 Comparing average salary and benefit packages with same scale banks 27 Figure 11 Distributive injustice proof 27 Figure 12 Price calculation per deal 28 Figure 13 Recruitment cost and training and development cost from 2015 to 2016 29 Figure 14 Statistic data about customer complaint from 2015 to 2017 30 Figure 15 Statistic data about deposit of DongA Bank from 2015 to 2017 30 Figure 16 The salary bracket of Sale staff and Administrator in DongA Bank 31 Figure 17 The reconsideration of labor contract sample 33 Figure 18 Fishbone diagram 34 Figure 19 Final map 35 Figure 20 Closed-loop model for key performance indicators 38 Figure 21 Balance score card 39 Figure 22 Scaling of incidents on a particular dimension of BARS 43 Figure 23 The average net profit of each employee 47 Executive summary The commercial banks in Vietnam play a vital role as the main suppliers of funding for the economic with the compound average annual growth rate reaches 14.2% in 2011 to 2016 period (1) In parallel with the fast-growing rate, banking industry has to face with multiple challenges tied to the legacy system of Vietnam such as the customer satisfaction, technologies, human resource management and risk (2) Especially, the banking sector is actual a service industry and human resource is the core value and the biggest challenge of each organization in order to get the competitive advantage in a fast-growing industry like Vietnam banking sector With the main aim is to explore the insight problem of human resource management of DongA Bank that make the shortage of human resource becoming a burden and can lead to a human resource crisis, the qualitative research was conducted for both employers and employees in order to has the general images about the real existing weakness and the unexpected indicators of two side of human resource – the user and the maker Additionally, the quantitative research has also accomplished for a month in order to revise the commonly level of many collected information throughout the employees and employers perspective Last but not least, aside from these researches, the context problem of DongA Bank with the evidences from the separate financial statement, the yearly human resource management report and in some conferences of chairman with most of management level is also the important information to make the result of study and the potential solution be suitable with the real initial phenomena of DongA Bank Combining whole of the collected information, it defined that the main problem of the high turnover rate and the significant shortages human resource at DongA Bank comes from the imbalance between productivity with salary and benefit packages Beyond the main problem exploration, the interviews are continued to manipulate with high-top managers level to recheck the emerging main problem and investigate the causes validation Indeed, the high-top management level illustrated that the distributive injustice in DongA Bank cause form many side such as the fogy salary regulation, the lack of suitable rewards and benefit policy and the lack of an effective performance appraisal Thus, with the organization instability status of DongA Bank, the alternative solutions are proposed to take initiative control the turnover rate, maintain the experience labor and limit the increase labor cost CHAPTER 1: PROBLEM IDENTIFICATION Industry overview and company background 1.1 Industry overview Throughout the last three years, Vietnam’s real GDP grows slightly over 6% that creates the stable conditions for banks’ asset quality (3) Additionally, the Vietnam government concerns more about the legal framework by issuing many documents such as the circular No 39/2016/TT-NHNN, the law No 17/2017/QH14 which is amendment to some articles of the law in credit institutions and the resolution No 42/2017/QH14 in order to provide the legally solution for handling with nonperformance loans Therefore, banks have the right to take over the collaterals that help reducing the operations cost and the bad debt rates (4) Subsequently, the International Monetary Fund (5) illustrated that Vietnam banking sector has the rapid credit growth expressing the increasing in funding demand of customer, almost three times faster than the real GDP In generally, with the rapid economic growth rate, Vietnam banking sector will have a bright prospect with the stable growth rate in the next period from 2018 1.2 Company overview DongA Bank is a joint stock commercial bank established from 1992 with the head office in Ho Chi Minh City With over 25 years experience in financial market, DongA Bank is always tended to become a leading Vietnamese banking group with the main customer segment that are personal customer, small and medium enterprise The mission that DongA Bank chases throughout the last decade is expanding international operation, winning clients respect by the high quality of service, engaging the trust and recommendation According to the statistic about banking equity of CafeF website (6), it can be defined that with the equity reaches 5,000 billion dong, DongA Bank belongs to the group of medium banking with the main competitors are OCB, ABBank, VIB, TPBank and the other ones have same equity and customer segment Additionally, DongA Bank is a retail banking which reminds customers about the pioneer in ATM card and auto banking system and achieves the highest rank of customer satisfaction Furthermore, along with the long term goal, it has a broad transaction channel with 213 transaction points in over 50 provinces and the big city of Vietnam such as Ho Chi Minh city, Ha Noi, Da Nang, Can Tho Additionally, after the organizational structure is revised many times from the past to now, DongA Bank is organized with the fundamental structure of a normal joint stock company consisting of shareholders, board of directors, control board, board of directors and nine divisions (Appendix 1) Problem mess 2.1 Symptom According to the annual business report from 2015 to the first months of 2018, it illustrated that DongA Bank has had to face many issues for a long period such as increase in non-performing loans, low growth rate, out of date information technology system and the human resource crisis Because of the vital role and the rapid growth rate of banking sector, it cannot be doubted that this industry has to bare the highest competitive pressure from external environment such as competitors, new entrants which is the international financial group and the bargain of customer Indeed, the weight of debts of DongA Bank went down sharply and yearly average at 3,000 billion dong throughout the last three years, 43,098, 40,058 and 37,904 billion dong respectively Moreover, the portion of the personal debts accounts for 65% of the weight of debts, and the main credit which is also the credit strength of DongA Bank is non-collateral credit Therefore, it is difficult to enhance the weight of debt in the short period as the others competitors concentrating on developing enterprise customers Additionally, from 2015 to 2017, DongA Bank is negatively impacted by much bad information and direct influence on the brand equity Inadvertently, it creates the barriers to approach and conquer the potential customers Especially, with the high turnover rate on sales workforce, the ability to engage customers becomes a hard goal Aside from the abnormal sign of the weight of debt, non-performance loans are actual the issue influencing on many aspects in financial statement To specific, the non-performance loans (NPLs) of DongA Bank grew up dramatically year by year, 3,580, 5,165 and 5,667 billion dong respectively However, it could surely that NPLs are always survival parallel with banking industry as the fundamental risk indicator of the financial system Alatabani – Lead financial sector specialist at the World Bank in Vietnam (7) - debated that NPL volumes in Vietnam remain high over the past few years, despite the releasing of many legal instruments in order to tackle and control an acceptable NPL rate Therefore, it can be seen clearly that increasing in NPLs is the common tendency of Vietnam financial market In other words, NPLs will be the biggest problem of every banks with the direct impact on profitability, but depend on the flexibility abilities of each banks, they can use many tactics to reduce the volume of NPLs such as selling bad debt for VAMC, taking over the collateralized assets, suing for damages or many other solutions which human resources play a crucial position Aside from out of date information technology rooting from lack of investing information technology budget, the human resource crisis becomes the hardest burden of DongA Bank because of the negative influence on entire business aspects In fact, the shortage of human resource jumps up significantly from 2015 up to now In 2015, the shortage labor comparing with human resource planning is only 230 people, account for 5.69% In 2016, the shortage one is double with the previous year, get 438 people on December, 2016; account for 10.43% and reach a peak at 643 people in 2017 The shortage of human resource makes the business operation of DongA Bank become much more risky and weaker than the other ones in the service field as the banking industry th In the annual meeting of DongA Bank holding on January 27 2018, the chairman analyzed that although DongA Bank is in a stand of restructuring stage with three big problems as bad loans, growth rate and human resources, DongA Bank still have a chance to become to a member of top ten of the Vietnam retail banking group if most of employees unite together and strictly obey the internal regulations and the existing Vietnam Law Particularly, when DongA Bank has enough human resource to run the business operation, coordinating with the law system, the non-performing loan rate will have a chance to decline and the growth rate will be improved by the high service quality Similarly, Josh (8) argued that the nature of banking industry is mainly service fundamental, so that efficient and skilled manpower could help banks control the financial risks, beyond the potent challenges and get competitive advantage Also in the annual meeting, manager of the customer banking division proposed that the human resource management division has to quickly recruit employees for sale and credit development department at branch and transaction because the shortage of manpower makes these business units cannot sale basic product, so it leads them to bare a high cost from deposit and negative impact on the business result Thus, lack of manpower is also the most important phenomena that DongA Bank has to solve as soon as possible To be more precise, human resource management report analyzed that the shortage of human resource cause not only in staff turnover rate but also in not responding the recruitment needs Undoubtedly, the statistic data from 2015 to the first months of 2018 shows the alarming situation as the following table: Content Unit 2014 2015 2016 2017 The first months of 2018 Total manpower people 4,183 3,810 3,762 3,592 3,556 The number of labor who quit the job people 677 621 801 348 The number of new labor people 304 573 631 312 Turnover rate =(number of employees who left/ average number of employees )*100 % 16.94 16.40 22.41 Human resource planning people 4,040 4,200 4,235 4,235 The shortage of employees (comparing with human resource planning) people 230 438 643 679 (Source: the annual HRM report) Figure The main abnormal signs of human resource in DongA Bank It can be seen clearly from the table that the turnover rate of DongA Bank jumps up dramatically in 2017 To specific, the turnover rate in 2016 decreases slightly comparing with the previous one, but similarly maintaining at 16% Subsequently, the turnover rate in 2018 is higher 5% than the previous year, and reaching the peak at 22.41% A long with the high turnover rate, the table also illustrate that the number of leaving employees stands a high volume throughout the last decade and this situation Male □ Female .□ 2.4 Interview guide for focus group Part I: Introduction Part II: Main questions Which solution is suitable for the existing organization of DongA Bank? And please share the reason why How you think about the advantage and disadvantage of changing the existing performance appraisal? Why you think so? Probe: How does DongA Bank can reduce the disadvantage factor? Transcript 3.1 Mrs Le Thi Thuy Hang - Location: Head office at DongA Bank - Time: 11:30 p.m to 12:00 p.m - Date: Tuesday, July, 2018 th - Interviewee position at DongA Bank: Deputy director of staffing management department - Experience: years, from 2011 up to now 1/ What you think about the high turnover rate at DongA Bank? Why you think so? When I jointed DongA Bank years ago, the turnover rate was over 12% However, at that time, DongA Bank was still able to recruit candidates for vacant position, so there would be no shortage of personnel Up to now, the turnover rate is almost the crisis of Human Resource Management by many factors It does not have the banks with the quitting employees closing to a thousand people in a year Recruitment and training mission is too terrible in the last three years Probe: what are the main elements that direct impact on the psychology of the employees? Would you mind showing me the proof of your argument? With the current context of DongA Bank, because of the impact of the negative daily financial news on the financial sector and the information on the upcoming restructuring period, the psychology and motivation to work of the staff decrease significantly day by day Especially, the wages of DongA Bank are too low, not enough to cover daily life, the average salary of DongA bank is VND 11,8 million per month, while the lowest salary in the banking industry is 20 million a month 2/ Which is the most difficult thing for human resource management doing their task in the existing context of DongA Bank? Why you think so? Staff retention and recruitment are two of the most difficult tasks, because DongA Bank does not have a salary system that corresponds to the capacity and experience of each employee and does not have a policy of retaining talent The business situation is also unstable 3/ If you have authority to change an internal regulation or policy, what will you and please explain why you this thing? The compensation policy 3.2 Mr Vo Tan Bao Hung - Location: Head office at DongA Bank - Time: 16:30 p.m to 17:00 p.m - Date: Tuesday, 10 July, 2018 - Interviewee position at A Bank: Human resource manager - Experience: years, from 2015 up to now th 1/ What you think about the high turnover rate at DongA Bank? Why you think so? In the past three years, the turnover rate at DongA Bank has been very high compared to the market and almost no tendency Although it is true that the Human Resources Management Division has to be responsible for this problem, the situation of DongA Bank is too difficult, even when the head hunter reject to supply the recruitment task for DongA Bank Probe: what are the main elements that direct impact on the psychology of the employees? Would you mind showing me the proof of your argument? I interviewed many young people working at DongA banks for to years Most of the reasons are that DongA bank has no job assignment, or too many chores or nothing to The working environment makes them very bored Especially, for a long time working, no one cares to train them to improve the skill or work, so that they feel no chance of advancement in the environment of DongA Bank 2/ Which is the most difficult thing for human resource management doing their task in the existing context of DongA Bank? Why you think so? First, the competition from other banks, they offer a higher wages package than DongA Bank to recruit the experience employees of DongA Bank Second, the work mission and the salary packages not go together Last, but not least, DongA Bank does not have the culture about alignment, coaching and mentoring 3/ If you have authority to change an internal regulation or policy, what will you and please explain why you this thing? Whole the related regulation and policy about performance appraisal, salary and feedback process need to be revise 3.3 Mrs Phan Thi Mai Chi - Location: Ho Chi Minh city branch - Time: 11:30 p.m to 12:00 p.m - Date: Wednesday, 11 July, 2018 branch - th Interviewee position at A Bank: Deputy branch manager of Ho Chi Minh Experience: years, from 2012 up to now 1/ What you think about the high turnover rate at DongA Bank? Why you think so? I am not sure about the turnover rate of whole business unit, but in my branch employees quite too much, resulting in quality service down serious I think it is the evitable result of the unclear salary and benefit policy 2/ Which is the most difficult thing for human resource management doing their task in the existing context of DongA Bank? Why you think so? When I negotiate with employees who intend to quite to require them staying with branch, they usually reject because of the unsuitable salary Therefore, the hardest task in this period is keeping employees and recruiting staff 3/ If you have authority to change an internal regulation or policy, what will you and please explain why you this thing? Performance appraisal and whole policy related to salary and benefit 3.4 Ms Phung Thi Yen Bao - Location: Ho Chi Minh city branch - Time: 11:30 p.m to 12:00 p.m - Date: Thursday, 12 July, 2018 th 1/ What are the main missions that you are assigned throughout the duration at DongA Bank? Prompt: What things that you like and dislike about your work? Position: sale expert in Ho Chi Minh City branch Mission: Making annual business plans / quarter / month of individuals associated with the plan and objectives of the Branch and the Bank; implemented the approved business development plan for products and services for science and technology to fulfill the assigned targets; 2/ Have you ever compared your own salary with your co-worker and what you think about this? Probe: what you require about payment distribution? Of course yes Sometimes my salary is lower than my new coworker I want to be paid as my ability 3/What you think about the work assignment in your department? Why you think so? The assigned works are upper the employee’s abilities, or not related with my main mission 4/ How you receive the internal information such as new internal policy or new notification of your? I receive full information from internal banking system (called “portal”) of DongA Bank 5/ What are your comments on the measure and evaluate tactic of your manager and/or direct supervisor about your work? How often you get feedback on the results of your work? It is very subjective Actually, I not receive the real feedback about my work from my direct manager Maybe he is very busy 6/ What are your comments on communication and relationships between departments? Is there anything that needs improvement? If yes, please let me know and why you think so? I think DongA Bank has a goog communication and relationship between department 7/ Can you tell me how you decided to quit? Probe: What are the main reasons that make you leave your job at DongA Bank? What other reasons? Why are these things important and meaningful to you? Due to having a long time attached to the work, it is extremely difficult to leave the organization that has been attached However, for five years, I have not had the promotion or recognition of the direct manager Although there is a lot of affection for the organization but waiting for opportunities for nearly years, while my salary compared to other places is extremely low that I feel tired and depressed at work Therefore, I started actively looking for opportunities in the new organization for myself 8/ If you quit your job at DongA Bank for a new job, please tell us what the new employer has to offer you that DongA Bank cannot adapt them today? Prompt: If we want to keep you continuing to work at DongA Bank, what are your requirements for DongA Bank? I want to be recognized and paid for my accomplishment 3.5 Ms Truong Thi Tuyet - Location: District branch - Time: 11:30 p.m to 12:00 p.m - Date: Friday, 13 July, 2018 th 1/ What are the main missions that you are assigned throughout the duration at DongA Bank? Prompt: What things that you like and dislike about your work? Position: credit development expert in District branch Mission: Coordinate with departments at the unit and head office to contribute to promoting business development with the best quality of service while managing / preventing / dealing with arising risks 2/ Have you ever compared your own salary with your co-worker and what you think about this? Probe: what you require about payment distribution? Of course yes Sometimes my salary is lower than my new coworker I want to be paid as my ability 3/What you think about the work assignment in your department? Why you think so? It is good 4/ How you receive the internal information such as new internal policy or new notification of your? I receive full information from internal banking system (called “portal”) of DongA Bank 5/ What are your comments on the measure and evaluate tactic of your manager and/or direct supervisor about your work? How often you get feedback on the results of your work? It is very subjective and does not create the motivation for me 6/ What are your comments on communication and relationships between departments? Is there anything that needs improvement? If yes, please let me know and why you think so? I think DongA Bank has a good communication and relationship between departments 7/ Can you tell me how you decided to quit? Probe: What are the main reasons that make you leave your job at DongA Bank? What other reasons? Why are these things important and meaningful to you? I willing to a huge work but the salary has to be suitable with my performance 8/ If you quit your job at DongA Bank for a new job, please tell us what the new employer has to offer you that DongA Bank cannot adapt them today? Prompt: If we want to keep you continuing to work at DongA Bank, what are your requirements for DongA Bank? I want to be recognized and paid for my accomplishment 3.6 Mr Vo Minh Dang - Location: Dinh Tien Hoang branch - Time: 17:30 p.m to 18:00 p.m - Date: Friday, 13 July, 2018 th 1/ What are the main missions that you are assigned throughout the duration at DongA Bank? Prompt: What things that you like and dislike about your work? Position: appraisal expert in Dinh Tien Hoang branch Mission: valuating collateral assets falling within the scope of appraisal according to current regulations 2/ Have you ever compared your own salary with your co-worker and what you think about this? Probe: what you require about payment distribution? Of course yes I always feel unfair when comparing my salary with colleagues 3/What you think about the work assignment in your department? Why you think so? I am always overburdened with my work because of overwork for other departments 4/ How you receive the internal information such as new internal policy or new notification of your? I receive full information from internal banking system (called “portal”) of DongA Bank 5/ What are your comments on the measure and evaluate tactic of your manager and/or direct supervisor about your work? How often you get feedback on the results of your work? It is very subjective and does not create the motivation for me 6/ What are your comments on communication and relationships between departments? Is there anything that needs improvement? If yes, please let me know and why you think so? The relationship between HO and many branches does not cooperate and often push the relationship into another division Difficult at cooperation with co- workers leads the time of accomplishing working tasks to be prolonged 7/ Can you tell me how you decided to quit? Probe: What are the main reasons that make you leave your job at DongA Bank? What other reasons? Why are these things important and meaningful to you? I not receive praise from the direct managers, no promotion and low salary Besides, the business situation of the bank is not good So, I decided to look for new opportunities 8/ If you quit your job at DongA Bank for a new job, please tell us what the new employer has to offer you that DongA Bank cannot adapt them today? 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Figure Initial cause – effect map Distributive injustice in DongA Bank 21 Generally, the very first starting point of the initial cause – effect map is the symptom of DongA Bank including high... a small survey is continuously conducted in order to recheck the main factor affecting to high turnover Distributive injustice in DongA Bank 19 rate in DongA Bank that things repeat throughout