Executive summary
Acknowledgements
Table of contents
List of figures
List of tables
I. Introduction
1.1. Company Background
Table 1: The size of debt and deposit from 2014 to 2016
1.2. The branch’s structure and general goals Figure 1: BIDV.HCMC organizational structure
Table 3: The total number of employee at all levels in BIDV.HCMC in 2018
II. Problem context
Table 4: The income of debt, deposit and other services of BIDV.HCM by category of CCM and ICM departments from 2014 to 2016 (BIL. VND)
Table 5: The growth of net income of loan, deposit and other services classified by departments from 2014 to 2016
Table 6: The market share of credits amongst banks in 30/6/2018
Table 8: The development of BIDV branches in the period of 2010 – 2017
Table 9: The number of BIDV.HCMC officers leaving job in 2014 – 2017
Table 10: The number of staff leaving their CCM duties from 2014 – 2017
III. The classification of initial causes leading to the decrease of job satisfaction
3.1. The theoretical initial cause and effect map
Figure 2: The conceptual cause – effect model of the thesis
3.2. The factual cause and effect map
Table 11: A variety of reasons acquired through the interviews
IV. The literatures for the elements affecting to the job satisfaction and the connections of these literatures with the BIDV.HCMC contexts
4.1. Working environment
4.1.1. Physical working conditions
4.1.2. Human resource element
4.1.3. Organizational element
a. Remuneration
Table 12: the average income per head (in VND million) of several surveyed banks in 2016 – 2017
Table 13: The average salaries of some positions at BIDV.HCMC in 2018
Figure 4: The general process of promotion in BIDV.HCMC
b. Corporate culture
4.2. Work – life balance
4.2.1. Time – based conflict
4.2.2. Strain – based conflict
Figure 5: the cause and effect map
V. Cause validation
Figure 6: the final cause and effect map
VI. Alternative solutions
6.1. The first alternative solution: training the management skills for the managers at all levels.
Costs:
Table 14: The costs for private courses of training in leadership skills
6.2. The second alternative solution: the team – building/extracurricular activities.
Benefits:
Table 15: The cost of holding several team – building/extracurricular activities
6.3. The third alternative solution: developing a democracy working environment
Table 16: The cost of developing a democracy working environment
VII. Organization of actions
The table 17: An action plan timeline which consumes 12 months from December 2018 to December 2019.
VIII.Conclusions
IX. Supporting information
INTERVIEW GUIDE
Interview guide:
List of interviewers:
Transcipt
Reference