Company background
April 6 th , 2001: was established with name Saigon Plastic Packaging Limited Company as forerunner and started building factory in an area 5,208 m2
February 2003, the factory had been finished, in turn the machinery was invested, began with gravure printing machines, laminating, slitting and bag making machines
January of 2006, Saigon Plastic Packaging Limited Company was the first who granted both quality management certificates ISO 9001:2000 and environment management certificate ISO 14001:2004
In 2007, the company equitized and rename to Saigon Plastic Packaging Joint Stock Company (SAPLASTIC.JSC)
In September 2008, SAPLASTIC.JSC was officially listed on the stock market under the code SPP, attracting significant investments from major funds like BIDV Investment and Vietnam Holdings.
In late 2010, SAPLASTIC.JSC established a state-of-the-art LAB department, becoming the first and only packaging company fully equipped with modern technology This LAB serves three key functions: research and development, input material testing, and output product quality control.
• Công ty Cổ Phần Bao Bì Nhựa Sài Gòn
• English name: SAIGON PLASTIC PACKAGING JOINT STOCK COMPANY
• Address: Lot II, 2B, Group V, Industrial Group II, Tan Industrial Zone, Tay Thanh Ward, Tan Phu District, Ho Chi Minh City
• Business license: 0302272627 - Date of Issue: 10/05/2001
• Website: http://www.saplastic.com.vn
• General Director: Dương Quốc Thái
• Email: info@saplastic.com.vn 1.2 Mission and Vision
Our mission is to foster the sustainable growth of Vietnamese brands within the packaging industry, targeting not only the Southeast Asian market but also the broader Asian market, with the ultimate goal of expanding into the global market in the future.
The corporate vision for SAPLASTIC.JSC from 2010 to 2030 is to evolve into a leading interdisciplinary corporation, emphasizing sustainable development alongside eco-friendly practices and social responsibility.
1.3 SAPLASTIC.JSC organization chart (Appendix 1) 1.4 SAPLASTIC.JSC Sales department chart (Appendix 2)
Symptom
2.1 Symptom description 2.1.1 High turnover rate
Table 1 1 - Statistics of changes in human resources in the Sales department of SAPLASTIC.JSC for the period of 2015 - 2017
Breakout Ratio / Total Sales Staff (%) 17.65 23.81 33.33
(Source: Administration & Human Resources department in SAPLASTIC.JSC )
Figure 1 1 - Chart of statistics of changes in human resources in Sales department of
SAPLASTIC.JSC for the period of 2015 - 2017
According to the figures above, the retirement status of employees at the Sales Department of SAPLASTIC.JSC has increased steadily over the years 2015 - 2017
In 2015, the total number of employees in the sales department of the company is 17, with 3 employees retiring accounting for 17.65%
In 2016, SAPLASTIC.JSC's sales department saw its workforce grow to 21 employees, marking a 23.52% increase from the previous year However, the department faced a significant challenge as 5 employees left, representing 23.81% of the total staff and a 66.67% increase in turnover compared to 2015 Despite recruiting 4 new sales staff to support its business expansion, the number of departures exceeded new hires, highlighting a concerning trend in employee retention within the sales department.
In 2017, the total number of employees in the sales department of SAPLASTIC.JSC increased to 27, in which 6 people are recruited by the company,
In 2023, SAPLASTIC.JSC experienced a concerning increase in employee resignations, with 9 staff members leaving the sales department, representing 33.33% of the workforce and an 80% rise compared to 2016 This trend indicates that the number of new hires in the sales department has not kept pace with the departures, highlighting a critical shortage of human resources As a result, this lack of staffing is significantly impacting the company's manufacturing and business operations.
Another alarming problem SAPLASTIC.JSC is facing is sales are tending to decrease, as follows:
Total revenue 426,511 548,254 448,963 121,743 28.54 (99,291) (18.11) Total cost 332,877 422,699 369,771 89,822 26.98 (52,928) (12.52) Profit before tax 93,634 125,555 79,192 31,921 34.09 (46,363) (36.93)
(Source: Sales Department - SAPLASTIC.JSC)
Figure 1 2 - Revenue Results at SAPLASTIC.JSC for the period of 2015 - 2017
Looking at the table above, we see the business results of SAPLASTIC.JSC fluctuating unevenly through the years 2015 - 2017 Specifically:
79,192Revenue Cost Profit before tax
In 2015, total sales of the company reached VND 426,511 million, profit reached VND 93,634 million
In 2016, SAPLASTIC.JSC reported a revenue of VND 548,254 million, marking an increase of VND 121,743 million or 28.54% from 2015 The company's profit rose to VND 125,555 million, reflecting a growth of VND 31,921 million, which corresponds to a 34.09% increase compared to the previous year This performance indicates that the company met its business targets, with profit growth outpacing revenue growth Despite the retirement of 5 sales staff and the recruitment of 4 new members in the sales department, these changes did not significantly impact the company's sales revenue and profit.
In 2017, the company experienced a significant decline in sales revenue, dropping to VND448,963 million, which reflects a decrease of VND99,291 million or 18.11% compared to 2016 Additionally, pre-tax profit also fell sharply to VND79,192 million, marking a reduction of VND46,363 million, equivalent to a 36.93% decrease from 2015.
In 2017, the company's sales revenue declined to VND448,963 million, marking a decrease of VND99,291 million or 18.11% compared to 2016 Additionally, pre-tax profit fell to VND79,192 million, reflecting a reduction of VND46,363 million, equivalent to a 36.93% drop from 2015.
From 2015 to 2017, the increasing status of salespersons at SAPLASTIC.JSC had a significant positive impact on the company's revenue and profit This correlation is evidenced by the business results of SAPLASTIC.JSC during this period, as detailed in the second symptom.
In terms of personnel condition in the sales department of SAPLASTIC.JSC, in
In 2017, SAPLASTIC.JSC faced significant challenges as it recruited only six new employees while nine left the company, negatively impacting sales and profits The shortage of human resources hindered the ability to adequately serve existing customers, making it difficult to attract new clients and expand business activities Consequently, the high turnover rate among sales staff had a detrimental effect on the overall business performance of SAPLASTIC.JSC.
The current state of the sales staff significantly impacts not only the revenue and profit of SAPLASTIC.JSC but also directly influences the costs associated with recruitment and training.
The plastic packaging industry requires salespeople to possess specialized knowledge and skills to effectively advise and support customers throughout the design, ordering, and contracting processes To ensure that sales staff are well-versed in packaging concepts and customer service, companies invest significant time and resources in recruiting and training employees According to the Head of Sales, this commitment to employee development is crucial for success in the competitive market.
Mr Tran Phu Vinh emphasized that the recruitment process for new employees takes 2-3 months, followed by a minimum of one month for training qualified staff with specialized packaging knowledge For those unfamiliar with plastic packaging, training can extend to at least three months Consequently, the high turnover rate of employees significantly affects the company's business performance.
The potential exposure of business secrets poses a significant risk for companies like SAPLASTIC.JSC, particularly in the competitive plastic packaging industry When sales staff leave, rival firms may offer higher salaries and improved working conditions to attract these employees, leading to the unauthorized sharing of sensitive information This information can be exploited by competitors to gradually capture customers from SAPLASTIC.JSC, making the ongoing trend of staff turnover a critical concern for the company's future.
Initial cause effect map
To identify the causes of job stress contributing to the high turnover rate in the Sales Department at SAPLASTIC.JSC, the author interviewed five current and former employees.
1 Sales Director: Mr Tran Phu Vinh
2 Deputy Sales Manager: Ms Tran Thi Bao Tram
3 Sales Executive: Mr Mach Thanh Hai
4 Sales Manager (Resigned): Ms Pham Thi Que
5 Human Resource Manager: Mr Vo Quoc Hung
A survey of five experts from SAPLASTIC.JSC revealed that the primary reason for employee turnover in the sales department is the excessively high sales targets set by the board of directors These unrealistic expectations often exceed employees' capabilities, leading to a failure in meeting the assigned goals An analysis of the company's business plan from 2015 to 2017 further underscores this issue.
Table 1 2 - Business plan of SAPLASTIC.JSC for the period of 2015 – 2017
Target revenue 400,000 560,000 750,000 160,000 40.00 190,000 33.93 Real revenue 426,511 548,254 448,963 121,743 28.54 (99,291) (18.11) Reality/target
The number of sales staff
(Source: Sales Department – SAPLASTIC.JSC for the period of 2015 - 2017)
From 2015 to 2017, SAPLASTIC.JSC consistently increased its planned revenue In 2015, the company set a revenue target of 400,000 million, but achieved an actual revenue of 426.511 million, surpassing its goal by 106.63% Additionally, the target sales per staff member amounted to 23.529 million.
In 2016, the company aimed for a sales target of VND 560,000 million, representing a VND 160,000 million increase and a 40% growth compared to 2015 However, the actual revenue achieved was VND 548,254 million, reaching 97.90% of the planned target This resulted in a sales target per employee of VND 26,667 million for the year.
2016, the company is close to achieving the target The sales target for each salesperson increased to VND 3,137 million/person, corresponding to a 13.33% of increasing
In 2017, the company set a sales target up to 750,000 million VND, equivalent to an increase of 190,000 million VND and a growth rate of 33.93% compared to 2016
In 2017, SAPLASTIC.JSC experienced a significant decline in revenue, achieving only VND 448,963 million, which was 59.86% of its sales target Each salesperson was expected to generate VND 27,778 million annually, reflecting a 4.17% increase from 2016 This drop in sales revenue was primarily attributed to the departure of nine experienced staff members who had strong customer relationships, while the new hires lacked the necessary knowledge and skills to effectively manage customer accounts The new employees required time to acclimate and gain expertise, resulting in insufficient manpower to support customer needs To address this issue, the sales department must collaborate with the Organization and Administration Department to recruit additional staff to fill the gaps.
SAPLASTIC.JSC is currently facing challenges due to outdated facilities, including an inefficient production line and a limited number of aging machines that require maintenance and upgrades These issues adversely impact the quality and quantity of the company's products Despite this, SAPLASTIC.JSC has ambitious business targets, achieving a 40% increase in 2016 compared to 2015 and a 33.93% growth in 2017 compared to 2016 This relentless pursuit of high sales targets places significant pressure on the sales team, contributing to workplace stress and resulting in increased absenteeism among staff.
The concept of stress in the workplace is of great interest to many researchers in biology, psychology, medicine, and economics in the world and in Vietnam
Job stress is prevalent across all departments and companies, characterized by feelings of tension, anxiety, and emotional exhaustion According to Lamber E.G et al., this stress arises from various work-related stressors and significantly impacts correctional staff, leading to numerous negative consequences.
A recent survey of five employees at SAPLASTIC.JSC revealed that stress is a significant factor contributing to job resignations The interviewees identified several key stressors within the sales department, including high work pressure from KPIs, regular meetings, sales reports, and the dual demands of managing existing customer relationships while seeking new ones Additionally, personal relationships with leaders and coworkers, conflicts between work and personal life, limited career development opportunities, and unfavorable working conditions were also highlighted as major contributors to stress among employees.
A connection exists between low compensation and high turnover rates, as highlighted in J.P MacLean's book The author compiles various studies indicating that low wages not only elevate turnover rates but also hinder recruitment efforts, making it challenging for companies to attract quality employees Compensation encompasses both tangible and intangible elements, which directly influence employee morale Ultimately, the compensation packages provided by a business significantly impact its recruitment and retention rates, as well as overall employee satisfaction.
SAPLASTIC.JSC is applying salary policy through KPI system, in which the efficiency of work (the revenue that sale can get in month) accounted for 50%
Since the start of 2017, the management board revised the performance score calculation, shifting from a 25% focus on purchase orders and sales to a 50% KPI based on revenue This change, coupled with unrealistic sales expectations, has significantly impacted the income of sales executives.
The Deputy of Current Accounts Manager at SAPLASTIC.JSC highlighted the unreasonable calculation of bonus points beyond targets, noting that while staff are expected to meet these goals, there are no regulations or bonuses for those who exceed excellent criteria within the month Bonuses, tied to sales pitch proposals, are capped at 10% of the KPI score Additionally, the company's policy for the 13th-month salary involves splitting the bonus into two phases: one portion is paid at the end of the year, and the other half is disbursed at the end of the following year.
Sales executives often face challenges due to a lack of support for essential expenses such as telephone charges and gasoline fees, despite the fact that their job requires frequent travel This oversight significantly impacts employees, as these costs are substantial and directly related to their work responsibilities.
Updated cause effect map
To explore the various factors influencing turnover rates in the manufacturing industry, researchers conducted a literature review to identify additional reasons for high employee attrition Numerous causes contribute to employees leaving for better opportunities or due to job dissatisfaction According to Strolin et al (3), the reasons for workforce turnover are diverse and are commonly classified into three main categories: individual factors, supervisory factors, and organizational factors.
Stronlin et al report also concreted its findings by categorized each group:
Individual factors influencing employee turnover include personal characteristics like education, commitment, and demographics Supervisory factors arise from inadequate support and skills of supervisors Organizational factors encompass issues related to the workplace, such as caseload size, organizational climate and culture, salary and benefits, promotional opportunities, and administrative challenges.
In light of the previously discussed factor groups, I revisited the interviewees to explore additional reasons contributing to the company's high turnover rate The potential causes I identified include:
Individual factors such as burnout, demographics (including age, tenure, gender, and ethnicity), and professional commitment significantly influence workplace dynamics Research by Wallace suggests that individuals who are more dedicated to their profession and its objectives tend to exhibit lower levels of commitment to their organization.
Supervisory factors play a crucial role in caseworkers' job retention, as highlighted by Fleischer's study, which identified inadequate supervision as a significant reason for caseworkers leaving their positions Conversely, Dickinson et al emphasized that perceptions of supervisory support positively influence caseworkers' decisions to remain in their roles.
Organizational factors influencing employee satisfaction often stem from discussions during initial personnel interviews regarding salary, bonuses, and benefits, which tend to overshadow these topics in subsequent interviews.
In a recent interview, many responses aligned with my observations, highlighting that burnout is frequently linked to excessive workloads Employees are often pressured to work overtime without additional compensation or increased annual leave, leading to heightened stress and fatigue.
At SAPLASTIC.JSC, former employees have reported an overwhelming workload in the sales department, where they often take on additional responsibilities due to absent colleagues Ms Tram, the deputy sales manager, highlighted that many staff members frequently work late hours, often until 8 or 9 PM, to address customer inquiries and emails, with late-night sessions for sample browsing becoming a common occurrence Despite this demanding environment, the company does not provide any compensation for the extra hours worked Ms Tram expressed concern that if this situation persists, it may lead to further resignations, reminiscent of the turnover seen in 2018.
Respondents indicated that while two individual factors contribute to employee turnover, they do not significantly impact the company as a whole They noted a limited employment of Northern workers, attributing this to a tendency for those living at a distance to either extend their holidays or resign after breaks, complicating workforce management This issue primarily affects workers rather than office staff Additionally, interviewees reported a lack of clear evidence linking professional commitment factors to the high turnover rate within the flexible plastic packaging industry.
Respondents expressed satisfaction with their current Sales Director, highlighting his supportive leadership and effective communication, which enhances the experience of all sales executives.
The Sales Department effectively trains new employees by pairing one experienced staff member with two newcomers, fostering teamwork in customer engagement and market exploration Currently, sales staff express satisfaction with the support from their direct managers; however, they perceive assistance from upper management, such as the board of directors, as less significant due to the lack of direct interaction.
Tran Phu Vinh affirmed that his CEO is highly engaged with the department's work, consistently open to feedback and supportive within the company's framework.
Basing on literature review and interview data, the author updated cause effect map as below:
Potential central problems
Updated cause effect map shows 04 main problems that leads to high turnover rate in Sales department in recently:
A: High goal expectations B: Job stress
C: Low compensation and benefits D: Over workload
High goal expectations from the board of directors and job stress are critical challenges facing the company Due to the current circumstances, both investors and banks demand that the company meet projected sales figures as part of long-term investment agreements, creating unavoidable sales pressure However, given the industry scope and the Saplastic brand's potential, achieving these sales targets is feasible Consequently, the board must commit to these sales expectations, which places significant pressure on the sales department This environment can lead to increased stress and dissatisfaction among sales staff, potentially resulting in high turnover rates.
Job stress is a significant issue for many employees, with common causes including unrealistic goal expectations, inadequate compensation and benefits, and excessive workloads These factors contribute to feelings of depression among staff, leading them to consider leaving their current positions, seeking opportunities in companies with better environments, or even changing careers altogether.
Stress significantly contributes to high turnover rates in sales departments, negatively impacting work efficiency and leading to unstable emotions, irritability, and increased tension between sales and other departments.
The cycle of stress and its causes leads to negative effects on employees, making them feel increasingly overwhelmed and anxious Therefore, the author emphasizes that "job stress" is a significant issue that requires immediate attention and resolution.
The final cause-effect map identifying the cause of stress in the sales department of SAPLASTIC.JSC is the following:
High work pressure at SAPLASTIC.JSC arises from unrealistic KPIs that surpass the capabilities of sales personnel, coupled with frequent client complaints and a strict managerial approach This overwhelming workload significantly contributes to stress within the sales department, creating a challenging work environment.
A challenging working environment, characterized by poor conditions such as excessive heat, noise, inadequate lighting, and air pollution, can significantly contribute to employee stress Additionally, frequent travel, long working hours, and the demands of highly technical tasks exacerbate this issue The lack of support from management further intensifies stress levels among employees, highlighting the importance of a conducive workplace for overall well-being.
Career development opportunities : Stabile (or unstable) work, promotion
(promotion or downgrade), job rotation, and career development opportunities are stress-inducing factors
Personal relationships within a company can significantly influence an individual's stress levels, serving as both a source of stress and a form of social support Workplace aggression, including bullying, violence, and lack of support for staff, contributes to heightened stress and negatively impacts employee well-being.
Work-life role conflicts can lead to significant stress, as a typical job only meets a portion of an individual's purpose and personal needs When professional responsibilities clash with personal life or when time constraints prevent fulfilling both roles, it can result in heightened stress levels.
Problem definition
Job stress is a prevalent issue in companies worldwide, with numerous studies exploring its definition Lazarus (1993) defines stress as an interaction process where individuals perceive environmental events as threats, prompting them to utilize their adaptive potential Similarly, Sager's research emphasizes that job stress reflects an individual's psychological response to challenges, opportunities, and significant uncertainties.
According to DeFrank R S et al (9), stress in the workplace belongs to personal reaction; it is different from general stress because it is related to organization and work
Job stress is a condition where various factors in the workplace impact an individual's psychological or physiological well-being, causing disruptions or enhancements that lead to deviations from their normal activities.
A study by Kahn et al in 1964 identified stress as a multifaceted process influenced by various factors that significantly impact individuals It often arises when employees struggle to balance their personal capabilities with job demands Key contributors to stress include work pressure, personal relationships, inadequate resources, low salaries, and an unsafe work environment.
William C Moncrief et al (11) identified that monotonous jobs, poor management, and unsatisfactory working conditions significantly contribute to employee stress Factors such as a lack of engagement in job roles, inadequate workplace relationships, limited career development opportunities, and conflicts between work and personal life further exacerbate this stress Additionally, changes within the organization and insufficient information exchange can create an environment that intensifies feelings of anxiety among workers.
In 2009, Jaffe-Gill et al (12) presented a table of the exposures of stress to employees:
Table 2 1 - External expressions of stress
Symptoms of Neuropathy Emotional Expression
- Short-term Temper or Anger
Body Expression Out-body expression
- Eating more or less than usual
- Sleeping more or less than usual
- Bad Habits (nail biting, pounding …)
Problem existence
To evaluate the stress levels within the Sales Department at SAPLASTIC.JSC, the author developed a set of questions addressing the sources of stress experienced by employees A survey was conducted among 25 sales department staff members to gather insights The anticipated outcome involved the distribution of questionnaires to assess these stress factors effectively.
25, and the number of collected was 22, through the screening process, only 20 valid questionnaires were used by the authors for processing and analyzing survey results
The data collection for this study was conducted using a questionnaire survey, which included a scale developed by the author This scale identified five independent variables contributing to stress within the Sales Department at SAPLASTIC.JSC.
To assess the factors influencing stress in the Sales Department at SAPLASTIC.JSC, a 5-point Likert Scale was utilized, ranging from 1 (Strongly Disagree) to 5 (Strongly Agree) Employees in the Sales Department received the questionnaire directly, with guidance provided on how to complete it Each participant filled out their survey independently, while the author clarified any misunderstandings regarding the scale to ensure accurate responses Invalid submissions, including blank answers, multiple selections for a single statement, or uniform responses across all variables, were refined and excluded from the analysis.
Table 2 2 - Observation variables define Job stress causes at SAPLASTIC.JSC
WP1 You find your work very stressful 1 2 3 4 5
WP2 Your work is overloaded 1 2 3 4 5
WP3 You do not have enough time to finish the tasks 1 2 3 4 5 WP4 The superiors always set out of ability tasks to you 1 2 3 4 5
WP5 You often think about leaving the current job at
The atmosphere in the workplace which is near Factory is hot and often exposed to the smell of solvent, glue, ink, affecting your health and working spirit
EC2 Inadequate infrastructure, old equipment which is often ruined, affecting the speed of working settlement 1 2 3 4 5 EC3 Workplace’s noise makes you feel stressed and tired 1 2 3 4 5
CDO1 There are not much opportunities to develop your career at the company 1 2 3 4 5
CDO2 Lack of training programs for promotion 1 2 3 4 5
CDO3 The promotion and nomination policies at the company are unfair and not transparent 1 2 3 4 5
CDO4 You do not have many opportunities to show your personal ability in the company 1 2 3 4 5
PR1 You often conflict with colleagues 1 2 3 4 5
2.1 Work pressure Figure 2 1 - Measurement of work pressure factors
(Source: Appendix 7 – The survey result collection)
WP1 WP2 WP3 WP4 WP5
PR2 You are not able to maintain a good relationship with your superiors 1 2 3 4 5
PR3 You do not receive support from your colleagues and superiors 1 2 3 4 5
PR4 You have no belief in working with colleagues 1 2 3 4 5
PR5 Customers often complain and give negative feedback about you 1 2 3 4 5
5 Conflict between work-life roles
WL1 You are unable to balance work and life 1 2 3 4 5
Your work takes too much time and effort, so you do not have time for personal life 1 2 3 4 5
Working makes you unable to maintain relationships or other roles in a best way 1 2 3 4 5
An assessment of job stress factors within the Sales Department at SAPLASTIC.JSC revealed a notably high stress level among employees Notably, 100% of respondents acknowledged that working in the packaging industry is highly stressful This role demands a diverse skill set, including effective human communication, problem-solving abilities, and strategic planning.
A recent evaluation revealed that many sales staff feel disconnected from the goals set by management, scoring the statement "The superiors always set out of ability tasks to you" at 4.70 points The company has established sales targets without considering the factory's capacity, leading to chaos and delays when sales orders reach only 60% of goals, or 40 billion VND Sales targets have steadily increased, from VND 23,529 million in 2015 to VND 26,667 million in 2016, marking a 13.33% rise, and further to VND 27,778 million in 2017, a 4.17% increase This relentless push for higher targets has resulted in employees spending excessive time on work, contributing to an overwhelming workload.
Staff at SAPLASTIC.JSC expressed a significant concern regarding time management, with an average agreement score of 4.55 on the statement about insufficient time to complete tasks To address this issue, leaders, particularly in the Sales Department, should implement reasonable workload norms to prevent employee overload Additionally, the frequency of meetings and weekly sales reports contributes to the pressure on sales staff, further emphasizing the need for a more balanced approach to work expectations.
A recent survey indicated that the sales staff rated their desire to leave their current jobs at 4.75 points, highlighting significant concerns over work pressure and the overwhelming business goals set by the company.
Sales staff have reported significant concerns regarding job stress and excessive workloads, as evidenced by a score of 4.50 for overall workload and 4.65 for WP1 This highlights the pressing issue of task overload within the office environment.
2.2 Working environment Figure 2 2 - Evaluation of working environment factors
(Source: Appendix 7 – The survey result collection)
The factor of working environment also has a direct impact on the sales department's stress at SAPLASTIC.JSC The most stressful and most selected factor is
Inadequate infrastructure and outdated office equipment significantly hinder work efficiency, particularly for sales staff who frequently deal with malfunctioning air conditioners and essential devices like printers, faxes, and photocopiers This leads to frustrating delays in document transfers, resulting in employee dissatisfaction To cut costs, SAPLASTIC.JSC has reduced spending on stationery, but employees believe that proper office supplies are crucial for productivity Rather than excessively minimizing expenses, the company should focus on providing guidance for the effective use of equipment and stationery Currently, the lack of investment in office tools contributes to increased stress and pressure in the workplace.
The environmental conditions of workplaces near factories significantly impact employee health and morale, particularly in sales departments Rated at 4.15 points, the proximity to workshops exposes employees to harmful substances such as solvents, colloids, and ink, adversely affecting their well-being and work performance To enhance employee health and productivity, it is crucial for the company to invest in improving workplace air quality and mitigating exposure to these hazardous materials.
Creating a safe and efficient working environment is essential for both offices and factories It is important to design separate areas for checking and testing samples to minimize interaction between sales staff and the main production area When sales staff must enter the production area, they should wear protective clothing to safeguard their health and reduce stress levels among employees.
Noise in the workplace can lead to feelings of stress and fatigue, yet a recent assessment rated this concern at only 2.25 points, indicating a low impact Although the office is situated near a factory, the sales staff believe that the noise levels from the plant are not significant enough to disrupt their working environment.
2.3 Career development opportunities Figure 2 3 - Evaluating opportunities for career development
(Source: Appendix 7 – The survey result collection)
Career opportunities are a significant concern for employees, including those in the sales department at SAPLASTIC.JSC A notable stress factor is the perception that there are limited opportunities for career development within the company, which received a high stress rating of 3.90 points This indicates that the lack of professional growth prospects is not effectively engaging the sales staff, potentially impacting their overall performance and productivity.
The promotion and nomination policies at SAPLASTIC.JSC are perceived as unfair and lacking transparency, contributing to significant workplace stress with a rating of 4.05 points This indicates that the company's procedures for promoting and motivating staff are unclear and need improvement.
The lack of training programs for promotion at SAPLASTIC.JSC received a rating of 4.2 points, indicating that the company has not established clear training and promotion procedures This oversight has led employees to perceive limited career development opportunities within the organization.
Problem importance
3.1 The studies relate to job stress consequences
Numerous studies have explored the impact of stress on human, organizational, and social factors As noted by S Kyle Hight and Jeong-Yeol Park, stress influences two primary areas: the human consequences facet and the organizational consequences facet.
Human consequences facet includes the impact on human health and it is more important to the individual than the company Stress affects human physical strength, psychology and human behavior
Research indicates that stress is a significant contributor to various health issues Notably, a study by Cobb & Kasl in 1972 established a link between stress and elevated blood pressure, while Shirom et al in 1973 found a correlation between stress and high cholesterol levels Additionally, Reeder et al conducted further investigations in 1973, reinforcing the connection between stress and physical health problems.
(16) reported the relationship between stress and electrocardiogram abnormalities In
In their 1975 report, Hennigan and Wortham highlighted that serious illnesses significantly contribute to heart attacks and strokes, posing a grave risk to workers' health, with the most tragic outcome being death.
- Psychology : The simplest and most obvious effects of stress on employees’ psychology are the depressing, dissatisfaction with the job In Beehr's study in 1976
Job stressors have been found to have a positive correlation with job dissatisfaction, as noted by researchers such as Caplan et al in 1975 and Ivancevich in 1974 Stress can lead to feelings of boredom and a lack of motivation among employees, hindering their creativity and making them prone to errors in critical decision-making Over time, persistent stress fosters negative thoughts, often prompting individuals to leave their current positions in search of a less stressful work environment.
Human behavior significantly influences both the physical and psychological effects of stress, with common habits such as smoking and alcohol consumption posing serious risks to health.
Cigarette smoking is a leading cause of cancer and cardiovascular disease Research indicates that occupational status negatively impacts smoking rates, while stress is linked to increased alcohol consumption Although the connection between stress and road traffic accidents remains unclear, stress is a significant factor contributing to employee depression, prompting individuals to seek stimulants like cigarettes and alcohol In Vietnam, the prevalence of drinking poses serious implications for individuals, families, and society at large.
Employees experiencing severe stress will lead to many negative consequences for the company's business The most common effects will be seen in the following aspects:
Numerous studies explore the connection between stress and employee performance, with Jamal M (1984) highlighting that stress negatively impacts job effectiveness, commitment, and turnover intentions He found that stress diminishes employee productivity, leading to neglect of duties, reduced creativity, and increased likelihood of errors Additionally, the research indicates a correlation between stress and increased sick leave, as stressed employees often take longer breaks to seek work-life balance, ultimately affecting their focus and longevity in their roles.
Employee suggestions play a crucial role in enhancing the workplace, as highlighted by Caplan R.D., who notes that staff frequently make recommendations to improve their working conditions However, these suggestions often arise from stressors within the business, as addressing employee needs can lead to increased costs and time commitments for the company A study by Margolis et al in 1974 found a positive correlation between employees' frequent recommendations regarding inadequate work environments and work overload Conversely, employees are less likely to voice suggestions when faced with issues such as lack of self-expression, unsafe environments, or exclusion from decision-making processes.
Employee withdrawal, a prevalent consequence of workplace stress, manifests in various forms such as absenteeism, turnover, and psychological disengagement, including reduced job involvement and diminished organizational identification This report highlights the detrimental effects of absenteeism on business operations, leading to decreased revenue and significantly increased costs associated with recruitment and training, without any assurance of retaining skilled employees.
In addition, many staff after leaving have bad behaviors, comments, which affects the recruitment of employees in the future
3.2 The consequences of job stress affects to SAPLASTIC.JSC
Salespeople play a crucial role in driving revenue and profitability for a company Their effectiveness and engagement are key factors that contribute to the overall success of the business A dedicated and skilled sales team is essential for maximizing income and achieving organizational goals.
SAPLASTIC.JSC is currently grappling with significant stress within its business department Research indicates that this stress has serious implications for the company's overall performance, as evidenced by various reference documents that highlight the prevailing issues faced by employees.
From 2015 to 2017, SAPLASTIC.JSC experienced a significant decline in revenue and income, with 2017 marking the most severe downturn As illustrated in Table 1.2 and Figure 1.2, revenue increased by 28.54% in 2016 compared to 2015; however, it dropped by 18.11% in 2017 relative to the previous year.
Revenue before tax in 2016 increase 34.09% compared with 2015 and 2017, reduce 36.93% compared with 2016
With the fall of revenue and income, not only affect the business situation of company, but also lead to other consequences such as:
- Firstly, the company does not meet the requirement of investor can make them underestimate the company and withdraw capital or new investor has no trust in company
- Secondly, the fall down of revenue will affect to ability assessment from bank that lend capital That make the documents approval become more difficult
The decline in revenue and sales income will lead companies to reduce costs, particularly in human resources such as promotions, training, and company outings Consequently, sales personnel may find themselves overwhelmed with their assigned workload.
If a company chooses to reduce its workforce without a strategic plan for revitalizing operations or implementing alternative solutions, it may exacerbate existing issues, creating a challenging cycle that is hard to break.
Excessive workload can lead to stress for sales personnel, resulting in decreased focus, quality, and efficiency in their work This often triggers conflicts with colleagues and management, ultimately causing sales representatives to miss their Key Performance Indicators (KPIs) Consequently, the overall sales performance of the company suffers, leading to a decline in revenue and income.
3.2.2 The increasing of customer complaint Table 2 3 – Summary of complaint cases from customers
Official complaint by documents (time) 26 35 52 9 34,61 17 48,57
Unofficial complaint through emails/calls (time) 28 42 61 14 50,00 19 45,23
(Source: Sales department of SAPLASTIC.JSC)
Causes validation
Job stress is significantly influenced by unclear job responsibilities and the conflict arising from excessive workloads According to Nor Farah Hanis (2015), work overload occurs when individuals feel overwhelmed by their tasks, perceiving that they have too much to do within insufficient time A report by Garima Mathur et al (2007) highlights that this combination of excessive work demands and tight deadlines creates considerable pressure, leading to increased stress levels among workers Peterson et al further elaborate that work overload arises when employees are burdened with numerous tasks, face time constraints, lack necessary resources, and are committed to job-related responsibilities.
A positive working environment is crucial for reducing employee stress and enhancing productivity Herzberg (1968) and Spector et al (2000) emphasize that a comfortable workplace significantly lowers stress levels Ellickson et al highlight that favorable conditions, such as adequate lighting, temperature control, and cleanliness, directly contribute to increased job satisfaction Ceylan et al further assert that improved workspace conditions lead to greater employee well-being Pellens notes that poor physical work conditions can diminish job satisfaction and hinder performance Additionally, Mohyin et al stress the importance of a professional atmosphere and appropriate equipment in fostering productivity and reducing job stress.
According to Maslow's motivation theory, human behavior is driven by unmet needs, which are arranged in a hierarchical structure from basic to highest This hierarchy serves as a driving force for employee engagement and job satisfaction, as suggested by McGregor, with the need for training and development being a fundamental aspect of career advancement Furthermore, opportunities for promotion are a key motivator, stimulating individual creativity and effort, ultimately contributing to organizational success, as noted by Nyakundi By addressing these needs, organizations can foster a more engaged and motivated workforce.
A study by Mehta S et al (2010) highlighted that personal relationships among coworkers, superiors, subordinates, salespeople, and customers significantly influence employee work stress and organizational loyalty Akman et al noted that some research indicates employee stress is affected by colleague relationships While there is limited research on peer relationships and job stress in Vietnam, it is evident that positive personal relationships among employees can alleviate work-related stress, suggesting that fostering good relationships in the workplace is beneficial for stress reduction.
1.5 Conflict between Work-Life roles
In Greenhaus's study, he identified work-life role conflict as a significant source of workplace stress Kahn emphasized that when numerous tasks consume excessive time and effort, employees struggle to balance their professional responsibilities with family life, resulting in heightened stress and diminished job performance.
Solution
The primary causes of stress in the workplace include excessive workloads, unrealistic sales targets that do not align with the company's capabilities—such as outdated manufacturing facilities that fail to meet production demands and inconsistencies in product quality—as well as the high skill requirements for various roles and the pressure to deliver products on time To address these issues, I propose several solutions.
The Board of Directors at SAPLASTIC.JSC should reassess the feasibility of their sales objectives by engaging with all departments to gather insights on past challenges, enabling a collaborative approach to gradually address and overcome these issues.
The Board of Directors must collaborate with Sales management to reassess and enhance KPI requirements that align with the company's current dynamics and the unique strengths of the Sales team Established employees with extensive experience and high-value clients should have elevated sales targets compared to new hires Furthermore, the company should implement a targeted training program to help new employees swiftly acclimate to their roles and effectively communicate with both internal teams and external clients.
To enhance product quality and quantity at SAPLASTIC.JSC, it is essential to replace, repair, and upgrade the factory's production line system This will ensure adherence to the production schedule and meet the current production requirements effectively.
To enhance employee retention and motivation at SAPLASTIC.JSC, the board of directors should prioritize developing a comprehensive training program that equips staff with essential professional knowledge and outlines clear pathways for promotion and rewards In the plastic packaging industry, expertise and experience are crucial, requiring time for employees to cultivate these skills in the workplace Additionally, the company must implement attractive incentives for sales staff to foster loyalty and discourage them from pursuing more appealing offers from competitors.
Sales staff at SAPLASTIC.JSC benefit significantly from the support of their Sales Manager and company leaders, especially when addressing challenges that arise during their work processes This collaborative approach not only aids in problem-solving but also helps alleviate stress for the sales team, fostering a more productive work environment.
The sales manager at SAPLASTIC.JSC must effectively balance personnel and workload within the department to advocate for the recruitment of additional employees This strategy aims to alleviate the pressure on sales staff and improve their Key Performance Indicators (KPIs).
SAPLASTIC.JSC and its sales department should frequently organize picnics and outdoor activities to foster employee interaction and collaboration These events provide opportunities for team members to connect, share insights, and enhance mutual understanding By promoting a supportive work environment, employees can better coordinate their efforts, ultimately improving overall efficiency and work quality.
+ Shall regularly get opinions, feedbacks of employee on the policies of the SAPLASTIC.JSC to find out shortcomings and limitations for giving better solutions
The workplace at SAPLASTIC.JSC is characterized by high temperatures and exposure to solvents and ink odors, which negatively impact the health and morale of the sales staff To address these issues, it is essential to create a separate sampling area and meeting space between the sales team and the factory Additionally, the working room within the factory should be designed to isolate toxic chemical odors, facilitating sample transfer and review while minimizing health risks for sales personnel Redesigning the air conditioning and ventilation systems is also crucial to maintain a comfortable and cool environment, preventing overheating and reducing stress for the sales team.
The company aims to maintain office equipment, ensuring proper investment and optimal condition Additionally, it is essential to communicate to employees effective usage practices for maximizing durability.
Investing in building material facilities, such as offices and workshops, is essential for enhancing employee productivity Regular maintenance of equipment, including printers, fax machines, scanners, and Wi-Fi systems, is crucial to ensure efficient work processing and optimal performance.
+ Building and design the office for sales staff to reduce the noise (from the factory), creating a quiet space to solve and handle works
+ Put more trees in the office to create fresh environment, helping the staff feel comfortable and relax during working
The sales manager at SAPLASTIC.JSC should prioritize employee engagement and effectively manage workplace conflicts to foster a supportive and collaborative environment among team members.
SAPLASTIC.JSC should facilitate and announce clear criteria for promotion or the procedure for the position transferring to the sales staff of the company
The human resources department must prioritize cost-effective training for sales staff by implementing internal courses led by existing employees This strategy not only reduces expenses but also fosters stronger interpersonal relationships within the organization.
The board of directors at SAPLASTIC.JSC should prioritize employee development by implementing comprehensive training programs aimed at enhancing staff skills and facilitating career advancement By providing ample promotion opportunities for sales staff, SAPLASTIC.JSC can foster a motivated workforce and drive overall company success.
Implement the promotion and nomination policies in the way of publicity, fairness and transparency to avoid bias, prioritize acquaintances
+ Making a standard on the functions, duties, and rights of each employee of the SAPLASTIC.JSC so that they understand their duties and rights when working at the SAPLASTIC.JSC
+ Holding contests regularly to improve the knowledge of the employee of the SAPLASTIC.JSC
+ Moving, arranging, and appointing the positions in the SAPLASTIC.JSC to match and suitable for the interests, strengths, requirements, and aspirations of employees of the company
The sales team leader plays a crucial role as a mediator and guide in resolving employee disputes promptly Addressing conflicts as they arise fosters better understanding among staff, enhances workplace efficiency, and minimizes stress.
SAPLASTIC.JSC’s SALES DEPARTMENT CHART
IN-DEPTH INTERVIEW – ROUND 1
LIST OF EMPLOYEES PARTICIPATING IN-DEPTH INTERVIEW
1 – Sales Director: Mr Tran Phu Vinh
2 – Deputy Sales Manager: Ms Tran Thi Bao Tram
3 – Sales Staff: Mr Mach Thanh Hai
4 – Sales Manager (Resigned): Ms Pham Thi Quy
5 – Human Resources Manager: Mr Vo Quoc Hung
According to you, what causes lead to many resignations in sales department at SAPLASTIC.JSC?
1 Mr Tran Phu Vinh (Sales Director)
High staff turnover in my department is primarily driven by pressure to meet targets, which has a direct impact on income This consistent struggle to achieve goals has resulted in numerous resignations among employees.
2 Ms Tran Thi Bao Tram (Deputy Sales Manager)
When sales staff request leave, I typically hold a private meeting to inquire about their reasons However, many employees tend to conceal their true motivations, often attributing their absence to family matters.
But in my opinion, the main reason is high pressure at work
3 Mr Mach Thanh Hai (Sales Staff)
As a sales professional, I recognize the unique challenges of the role, particularly the intense pressure from sales targets set by the company and management This high level of expectation can lead to resignations, as not everyone possesses the ability to consistently meet these demanding goals.
4 Ms Pham Thi Que (Sales manager - resigned)
Many employees in the sales department of Saigon Plastic Packaging Joint Stock Company are resigning, primarily due to lower income and welfare benefits compared to other companies in the industry As a result, they are seeking new opportunities that offer better financial rewards and a more favorable work environment.
5.Mr Vo Quoc Hung (Human
As the head of human resources at Saigon Plastic Packaging Joint Stock Company, I believe that the primary cause of high turnover among sales staff is the significant work pressure and stress they face While some individuals can manage and thrive under such conditions, others find it overwhelming and choose to resign.
Do you think the company is setting unexpected goals &
Why do you think that?
1 Mr Tran Phu Vinh (Sales Director)
In my opinion, the sales target imposing to Sales department is too high As the sales director making annual sales plan,
The company's turnover and profit targets are notably high, often exceeding the previous year's figures by 30% to 40% However, over the past five years, there has been no investment in upgrading factory capacity, resulting in outdated facilities and equipment that lag behind competitors with robust foreign investment.
2.Ms Tran Thi Bao Tram (Deputy Sales Manager)
Currently, the company is not investing in facilities, equipment, or production lines, despite increasing KPIs for each salesman over the years Product quality remains stagnant, and the plant's capacity is inadequate, yet the company continues to set high targets to justify investment.
3 Mr Mach Thanh Hai (Sales Staff)
The company frequently holds lengthy meetings focused on revenue and new customer acquisition, yet the production department consistently delays orders and fails to ensure timely deliveries Conversations with fellow sales staff reveal a shared concern about these ongoing issues.
4.Ms Pham Thi Que (Sales Manager - Resigned)
The sales targets set by the head of the sales department indicate a steady increase in revenue expectations over the years However, the frequent changes to sales reports can lead to frustration and stress among the team.
5.Mr Vo Quoc Hung (Human
I cannot say it is high or reasonable However, the expectation from the board of director increases every year It will be a big challenge to sales staffs
In your opinion, what causes the job stress in the sales department at SAPLASTIC.JSC?
1 Mr Tran Phu Vinh (Sale Director)
I think the cause of stress to sales staff is: pressure of sales revenues, pressure of finding new customers and customer care, etc
2 Ms Tran Thi Bao Tram (Deputy Sales Manager)
Stress in the workplace can stem from various factors, including poor relationships between employees and management, dissatisfaction with leadership, conflicts among staff members, unmet expectations regarding working conditions, and limited opportunities for career development.
3 Mr Mach Thanh Hai (Sales Staff)
I suppose that each person has his/her own reason for stress in the sales department To myself, the reason is:
Balancing work and life can be challenging, especially when striving to meet company targets I often find myself working long hours, arriving early and leaving late, attending meetings, and socializing with clients, which has led to complaints from my family about my job This relentless schedule leaves me feeling exhausted and stressed, and I wish for my family to understand and empathize with the demands of my work.
4 Ms Pham Thi Que (Sales manager – resigned)
The cause of stress in my position when working at the sales department of the Saigon Plastic Packaging Joint Stock Company is:
The high pressure, the director always assigns the target beyond the department’s capability And when
I assign these business targets to staffs, they feel overwhelmed and stressful Because of this conflict, I had to assign the targets individually based on their capabilities
However, it inadvertently caused jealousy among the staffs, they supposed that I prioritized a staff, obstructed other’s work, inadvertently creating conflicts among staffs and manager
And I felt very stressful with these issues
5 Mr Vo Quoc Hung (Human
Staff career development opportunities are limited, and the working environment often falls short of expectations Financial constraints prevent the HR department from organizing team-building trips or training sessions for employees, further impacting morale and growth potential.
In your opinion, how are the income and welfare of the sales department in SAPLASTIC.JSC?
1 Mr Tran Phu Vinh (Sales Director)
The income of sales staff can be significantly higher than that of employees in other companies when they exceed their sales targets However, reaching these targets is challenging due to various factors As the head of the sales department, I make it a priority to negotiate with the company annually to ensure the well-being of my team.
2 Ms Tran Thi Bao Tram (Deputy Sales Manager)
The income of the sales staff at the company is satisfactory, striking a balance that is neither too high nor too low It appears to be higher than that of other departments, with the exception of the managerial positions.
3 Mr Mach Thanh Hai (Sales Staff)
In my view, salaries for company employees, especially sales staff, are often kept confidential This lack of transparency makes it difficult to gauge how others perceive their earnings I have noticed that income growth is relatively slow and does not align with the time invested, work experience, and responsibilities held by employees.
4 Ms Pham Thi Que (Sales Manager – already resigned)
IN-DEPTH INTERVIEW – ROUND 2
LIST OF EMPLOYEES PARTICIPATING IN-DEPTH INTERVIEW
1 – Sales Director: Mr Tran Phu Vinh
2 – Deputy Sales Manager: Ms Tran Thi Bao Tram
3 – Sales Staff: Mr Mach Thanh Hai
4 – Sales Manager (Resigned): Ms Pham Thi Quy
5 – Human Resources Manager: Mr Vo Quoc Hung
Do you think the work of the business department is overloaded?
1 Mr Tran Phu Vinh (Sales Director)
The sales department is currently facing significant strain due to an increased workload, as nine employees left in 2017 The remaining staff members are compelled to absorb the responsibilities of their departed colleagues, resulting in a considerable sense of overload among the team.
2 Ms Tran Thi Bao Tram (Deputy Sales Manager)
The ongoing workload in her department is likely to negatively impact work performance, as evidenced by the employee turnover in 2017 Remaining staff are forced to take on additional responsibilities, but their professional skills and ability to handle pressure vary significantly Many employees find themselves working late into the night, often until 8-9 PM, to manage customer emails and reports, with late nights for sample approvals becoming a common occurrence to meet delivery deadlines Compounding the issue, the company does not provide compensatory leave for employees to recharge, raising concerns that the increasing pressure may lead to further resignations in 2018.
3 Mr Mach Thanh Hai (Sales Staff)
Currently, I am managing an increased workload due to departing staff, which has led to feelings of being overwhelmed Recently, we frequently find ourselves working late into the night to meet customer deadlines Despite this extra effort, we are still required to arrive on time the following day without any compensatory leave.
Sometimes I feel very tired, but if I do not go to work, no one will be able to handle my job
4 Ms Pham Thi Que (Sales Manager)
In 2017, I left my job due to overwhelming stress and excessive workload in the department I managed, which saw many employees resigning that year The departure of these staff members led to an increased burden on the remaining team, resulting in widespread fatigue Consequently, the company's sales plummeted, and I was frequently summoned by my boss to explain the decline in turnover Balancing the demands of work with the responsibilities of a new baby became unbearable, ultimately driving me to make the difficult decision to resign.
5 Mr Vo Quoc Hung (Human Resources Manager)
He thought it was overloaded, because the sales department does not have enough employees
His department is recruiting staff for the sales department to reduce the workload and avoid the current overload
Do you think that the geographic location difference makes many sales staff leave work?
1 Mr Tran Phu Vinh (Sales Director)
Geographical disparities have led to job resignations primarily among factory workers, especially those from northern regions, who often do not return after the Lunar New Year holidays This trend is attributed to family obligations or the pursuit of local employment opportunities However, the overall rate of employee turnover remains low, as the company provides comprehensive insurance benefits, and workers typically adhere to established leave policies.
2 Ms Tran Thi Bao Tram (Deputy Sales Manager)
Quitting jobs due to geographical differences is a phenomenon that primarily occurs in factory settings, whereas employees in business departments do not seem to experience this issue.
3 Mr Mach Thanh Hai (Sales Staff)
My department has not had employees leaving their jobs when there are geographical differences since I worked in the sales department of the company Previously, I did not know
4 Ms Pham Thi Que (Sales Manager)
In my opinion, the difference in geographic location does not make the sales staff quit
5 Mr Vo Quoc Hung (Human Resources Manager)
So far, I have not seen any sales staff stopping because of geographical differences in the company
Do you think the management support is important and is one of the reasons for high quitting work status in
1 Mr Tran Phu Vinh (Sales Director)
Employee turnover is significantly influenced by managerial support As the sales department manager, I prioritize providing essential guidance and assistance to my team, ensuring they excel in sales and effectively collaborate with other departments.
I personally also get support from Ms Hang (CEO) whenever I need it I found myself being listened to and supported by her
2 Ms.Tran Thi Bao Tram (Deputy Sales Manager)
My current workload is pretty much so I do not support them well However, I also participated in training for them so that new employees quickly catch up and work confidently
As for myself, I am happy with the support from
Mr Vinh, the Sales Director, consistently provides valuable insights regarding customer feedback and production arrangements, always offering guidance to ensure optimal solutions While I do not have direct interactions with the board of directors, I am unable to assess their level of support.
3 Mr Mach Thanh Hai (Sales Staff)
Support from management is essential for the sales department to effectively complete assigned tasks When employees are left to handle their responsibilities alone, it can lead to significant stress and pressure Although I often find myself managing challenges independently due to the heavy workload of our managers, collaboration and guidance are crucial for alleviating this stress and ensuring successful outcomes.
Investing in upgraded machinery and equipment is essential for the Board of Directors to enhance product quality and minimize arising issues, ultimately leading to a more efficient and less stressful work environment.
4 Ms Pham Thi Que (Sales Manager)
At SAPLASTIC.JSC, the primary reason for success lies in the enthusiastic support provided by Mr Vinh and Ms Hang, who played a crucial role in facilitating transactions, developing new client relationships, and creating effective business and marketing campaigns.
5 Mr Vo Quoc Hung (Human Resources Manager)
Effective management support is crucial for employee success and retention Without guidance from managers, employees may feel lost and unproductive, leading to increased dissatisfaction and turnover Although I do not work directly in the Market Sales department, it is essential for managers to provide adequate support, especially for new hires Interestingly, when staff from the business department left, there were no complaints regarding Mr [Management's Name], suggesting that management's role in employee morale is significant.
Vinh (Sales Director) or other managers.
QUESTIONAIRE – ENGLISH VERSION
My name is Hanh Le, and I am currently conducting research for my thesis titled "Job Stress in the Sales Department at Saigon Plastic Packaging Joint Stock Company (SAPLASTIC.JSC)." I would greatly appreciate your assistance by completing this questionnaire.
To gain a clear understanding of the causes of job stress within the sales department of Sai Gon Plastic Packaging Joint Stock Company, it is essential to provide accurate and honest responses to all questions, ensuring that the information shared remains confidential and valuable.
Please provide the following information by circling the answer:
Under 25 From 25 to under 40 Over 40
College University Post-graduate Other
II CONTENT Please grades his/her agreement level for each question below by circling number respective with agreement level, and scores of scales is as follows:
3 Do not know whether agree or not (neutral)
WP1 You find your work very stressful 1 2 3 4 5
WP2 Your work is overloaded 1 2 3 4 5
WP3 You do not have enough time to finish the tasks 1 2 3 4 5 WP4 The superiors always set out of ability tasks to you 1 2 3 4 5
WP5 You often think about leaving the current job at
The atmosphere in the workplace which is near Factory is hot and often exposed to the smell of solvent, glue, ink, affecting your health and working spirit
EC2 Inadequate infrastructure, old equipment which is often ruined, affecting the speed of working settlement 1 2 3 4 5 EC3 Workplace’s noise makes you feel stressed and tired 1 2 3 4 5
CDO1 There are not much opportunities to develop your career at the company 1 2 3 4 5
CDO2 Lack of training programs for promotion 1 2 3 4 5
CDO3 The promotion and nomination policies at the company are unfair and not transparent 1 2 3 4 5
CDO4 You do not have many opportunities to show your personal ability in the company 1 2 3 4 5
PR1 You often conflict with colleagues 1 2 3 4 5
PR2 You are not able to maintain a good relationship with your superiors 1 2 3 4 5
PR3 You do not receive support from your colleagues and superiors 1 2 3 4 5
PR4 You have no belief in working with colleagues 1 2 3 4 5
PR5 Customers often complain and give negative feedback about you 1 2 3 4 5
5 Conflict between work-life roles
WL1 You are unable to balance work and life 1 2 3 4 5
Your work takes too much time and effort, so you do not have time for personal life 1 2 3 4 5
Working makes you unable to maintain relationships or other roles in a best way 1 2 3 4 5
QUESTIONAIRE – VIETNAMESE VERSION
Tôi tên là Lê Thị Đoan Hạnh Hiện nay, tôi đang thực hiện đề tài nghiên cứu:
“ JOB STRESS IN SALES DEPARTMENT AT SAIGON PLASTIC PACKAGING
JOINT STOCK COMPANY (SAPLASTIC.JSC) ” – “VẤN ĐỀ CĂNG THẲNG
Chúng tôi rất mong nhận được sự hỗ trợ từ Anh/Chị trong việc hoàn thành bảng khảo sát liên quan đến công việc tại Phòng Kinh Doanh Thị Trường của Công ty Cổ phần Bao Bì Nhựa Sài Gòn Sự tham gia của Anh/Chị sẽ giúp chúng tôi cải thiện chất lượng dịch vụ và sản phẩm.
Xin Anh/Chị vui lòng trả lời tất cả các câu hỏi, vì không có câu trả lời nào là sai hoặc đúng Thông tin mà anh/chị cung cấp sẽ hoàn toàn được giữ bí mật và sẽ giúp ích rất nhiều trong việc hiểu rõ nguyên nhân gây ra sự căng thẳng trong công việc của bộ phận bán hàng tại Công ty Cổ Phần Bao Bì Nhựa Sài Gòn.
Anh/chị vui lòng cho biết các thông tin sau đây bằng cách khoanh tròn vào câu trả lời:
1 Giới tính của Anh/Chị:
2 Độ tuổi của Anh/Chị:
Dưới 25 Từ 25 đến dưới 40 Trên 40
TC - CĐ Đại Học Sau Đại Học Khác
Vui lòng đánh giá mức độ đồng ý của bạn đối với từng câu hỏi dưới đây bằng cách khoanh tròn vào số tương ứng Thang đo mức độ đồng ý được quy định như sau:
3 Phân vân- không biết đồng ý hay không( trung lập)
Mã Danh mục Thang đo
1 Tính chất công việc áp lực
Anh/Chị cảm nhận công việc của mình hiện tại rất áp lực 1 2 3 4 5
WP2 Anh/Chị đang bị quá tải về công việc 1 2 3 4 5 WP3
Anh/Chị không có đủ thời gian để hoàn thành công việc của mình 1 2 3 4 5
Cấp trên luôn đặt ra những nhiệm vụ vượt quá khả năng của anh chị 1 2 3 4 5
Anh/Chị thường nghĩ đến vấn đề xin nghỉ tại công ty SAPLASTIC.JSC 1 2 3 4 5
Không khí tại nơi làm việc gần nhà máy thường rất nóng, và việc tiếp xúc thường xuyên với mùi dung môi, keo, mực có thể gây hại cho sức khỏe và tinh thần của bạn.
Công ty cần xem xét lại việc đầu tư vào cơ sở hạ tầng và trang thiết bị, bởi tình trạng thiết bị cũ và thường xuyên hư hỏng đang ảnh hưởng đến hiệu suất làm việc của nhân viên Việc này gây khó khăn trong việc hoàn thành công việc một cách nhanh chóng và hiệu quả.
Tiếng ồn nơi làm việc (do ở gần nhà máy) khiến
3 Cơ hội phát triển nghề nghiệp
Anh/Chị không có nhiều cơ hội phát triển sự nghiệp khi làm việc cho công ty 1 2 3 4 5
Anh/Chị thấy công ty thiếu những chương trình đào tạo để thăng tiến 1 2 3 4 5
3 Anh/Chị cảm thấy chính sách thăng tiến của công ty không công bằng và minh bạch 1 2 3 4 5
Chân thành cảm ơn Anh/Chị về sự hợp tác này! Chúc Anh/Chị một ngày làm việc vui vẻ!
Anh/Chị thấy mình không có nhiều cơ hội chứng tỏ khả năng của bản thân tại công ty 1 2 3 4 5
4 Mối quan hệ cá nhân
PR1 Anh/Chị thường bất đồng với đồng nghiệp 1 2 3 4 5 PR2
Anh/Chị không thể giữ mối quan hệ tốt đẹp với cấp trên 1 2 3 4 5
Anh/Chị không nhận được sự hỗ trợ từ đồng nghiệp và cấp trên 1 2 3 4 5
Anh/Chị không có lòng tin khi làm việc cùng đồng nghiệp 1 2 3 4 5
Khách hàng của Anh/Chị thường xuyên phàn nàn về công việc 1 2 3 4 5
5 Mất cân bằng giữa vai trò công việc và cuộc sống
Anh/Chị không thể cân bằng được công việc và cuộc sống 1 2 3 4 5
Công việc của Anh/Chị đang chiếm nhiều thời gian và công sức nên Anh/Chị không còn thời gian cho cuộc sống cá nhân của mình
Công việc khiến Anh/Chị không thể giữ những mối quan hệ hoặc hoàn thành tốt những vai trò khác trong cuộc sống
SURVEY RESULT COLLECTION
WORK PRESSURE PERSONAL RELATIONSHIP WORK-LIFE
ENVIRONMENT CONDITIONS WP1 WP2 WP3 WP4 WP5 PR1 PR2 PR3 PR4 PR5 WL1 WL2 WL3 CDO1 CDO2 CDO3 CDO4 EC1 EC2 EC3
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