Luận văn thạc sĩ UEH emotional exhaustion in retail operation at bank for investment and development of vietnam – north saigon branch

PROBLEM IDENTIFICATION

Problem conceptualization

The Bank for Investment and Development of Vietnam JSC (BIDV), with a rich history spanning 58 years, has played a vital role in the country's economic development In 2015, BIDV marked a significant milestone by transitioning from a state-owned bank to a commercial institution operating under market principles Over the past two decades of reform, BIDV has achieved remarkable progress, establishing itself as one of the two largest banks in Vietnam's banking system.

Established on December 1, 2005, BIDV Tan Binh Branch aimed to expand the Bank's network, particularly in key economic areas of southern Vietnam, becoming the eighth BIDV branch in Ho Chi Minh City In January 2008, it was renamed Branch Commercial Bank for Investment and Development of North Saigon Over a decade, the branch grew from 48 employees and 6 departments to over 140 employees and 16 departments, including 4 transaction offices in Tan Binh District, Go Vap District, and District 10 Additionally, BIDV North Saigon successfully completed network expansion tasks assigned by BIDV headquarters, which included establishing the new Tan Binh Branch and providing human resources support during the merger with Mekong Housing Bank branches in 2015.

In June of 2015, the branch received Tan Son Nhat transaction office (now renamed to Nhat Tao transaction office) from the bank MHB, which was merged to

As of December 31, 2015, BIDV's retail operations included the Individual Customers department and four transaction offices in Tan Binh, Go Vap, and District 10, staffed by a team of 69 employees, representing 42% of the branch's total workforce The majority of the retail employees are young, enthusiastic, and dynamic, possessing comprehensive operational knowledge that aligns well with the business environment.

In 2015, retail operation of the branch was structured with 5 departments as the diagram below:

Figure 1 – Retail operation structure of BIDV North Saigon branch

ICT Dept Individual Customer Transaction Department

IC Dept Individual Customer Department

Tổ hoàn thuế -KSV: 2 ng -CB: 6ng

Go Vap TO, Nhat Tao TO

Cong Hoa transaction office, Go Vap transaction office, Nhat Tao transaction office

TR team Tax Refund team: The team works inside the

International Terminal – Tan Son Nhat International Airport, which

Table 1 – Retail departments name abbreviation

Retail banking also known as Consumer Banking is the provision of services by a bank to individual consumers, rather than to companies, corporations or other banks

The services provided encompass savings and transactional accounts, mortgages, personal loans, debit cards, and credit cards This terminology typically differentiates these banking services from investment, commercial, or wholesale banking Additionally, it may refer to a specific division or department within a bank that caters to retail customers.

Retail banking lacks a precise definition, but it is generally understood as the provision of financial products and services to individual customers, households, and small businesses This sector primarily focuses on delivering these services through a network of branches and transaction offices, while also offering direct access to banking products via electronic media and telecommunications.

Vietnam, with a population of approximately 90 million and rising incomes, presents a promising market for commercial banks The anticipated growth in this market is driven by increasing income levels and the expansion of diverse enterprises As commercial banks shift their focus toward retail banking, they enhance access for individual clients and small to medium-sized enterprises This strategic move not only opens up larger market opportunities but also fosters potential growth and improves risk diversification in their business operations.

In recent years, retail banking has emerged as a key focus for commercial banks, shaping their development strategies In line with this trend, BIDV has implemented a comprehensive strategy to enhance its retail banking operations, ensuring cohesive organization from headquarters to branches As a result of this strategic approach, BIDV experienced significant growth in scale, efficiency, and quality in its retail banking operations between 2013 and 2015 According to an internal report from BIDV in 2015, these efforts yielded impressive outcomes.

From 2013 to 2015, BIDV upheld its leading position in Vietnam's retail banking sector, achieving a retail banking scale of 495 trillion VND The bank also demonstrated significant success across various key retail banking metrics.

In 2015, retail capital mobilization reached 355 trillion VND, marking a 1.7-fold increase since 2013 This significant growth positioned BIDV as the leading commercial bank in Vietnam for retail capital mobilization.

- Retail Loan outstanding in 2015 was 140 thousand billion VND, increasing 2.4 times in comparison with 2013, which made BIDV have the most loan outstanding among comercial banks in Vietnam

- Retail Profit in 2015 was 8.6 thousand billion VND, increasing nearly 2 times after 2 years, average growth in 2013-2015 period was 33%

The retail operations at BIDV North Saigon branch are currently underperforming compared to the overall BIDV system and other branches in the Ho Chi Minh City area.

Inefficient in comparison with entire BIDV system

Between 2013 and 2015, BIDV North Saigon experienced significantly lower average growth rates in key retail metrics—Retail Loan Outstanding, Retail Profit, and Number of Retail Customers—compared to the overall BIDV system, as detailed in the accompanying table.

Difference Entire BIDV system BIDV North

Table 2 – Comparison on average growth of retail criteria 2013-2015 between

Entire BIDV system and BIDV North Saigon branch

Besides, about the proportion criterias, BIDV North Saigon branch is also at a low level in comparison with entire BIDV system:

Difference Entire BIDV system BIDV North

Table 3 – Comparison on retail proportion of retail criteria between Entire BIDV system and BIDV North Saigon branch

The retail operations of the BIDV North Saigon branch are not aligning with the overall development trend of the BIDV system, which focuses on enhancing and expanding retail banking services.

Inefficient in comparison with other branches in Ho Chi Minh City region

The performance of retail operation in the branch is also not satisfactory in comparison with other BIDV branches in Ho Chi Minh City region on many criteria:

At the end of 2015, retail capital mobilization of BIDV North Saigon was 2,628 billion VND, ranking 7 th among 15 BIDV branches (excepting MHB merged in 2015) in

Ho Chi Minh City region Besides, capital mobilization (CM) per retail employee in

2015 was 46.11 billion VND, ranking 13 th among 15 BIDV branches in Ho Chi Minh City region, whereas the average CM per retail employee in the region was 62.62 billion VND

The retail contribution margin (CM) at BIDV North Saigon branch is only 27%, significantly lower than the regional average of 53% This disparity indicates that retail CM constitutes more than half of the total CM in the region, highlighting the inefficiency of retail operations at this particular branch.

Ranking among 15 branches in HCM city region (excepting MHB branches merged in 2015)

Table 4 – Comparison on Retail Capital Mobilization between BIDV North Saigon branch and other branches in HCMC region

Ranking among 15 branches in HCM city region (excepting MHB branches merged in 2015)

Table 5 – Comparison on Retail Loan Outstanding between BIDV North Saigon branch and other branches in HCMC region

In 2015, the branch's loan outstanding (LO) per retail employee was 12.7 billion VND, placing it 11th out of 15 branches in the region and falling short by 2.67 billion VND compared to the regional average The retail LO to total LO ratio was notably low at 8%, ranking 14th among the branches Furthermore, the growth rate of retail LO from 2013 to 2015 positioned the branch in the lower tier within the region.

Ranking among 15 branches in HCM city region (excepting MHB branches merged in 2015)

Table 6 – Comparison on Retail Profit between BIDV North Saigon branch and other branches in HCMC region

In 2015, the Retail Profit (RP) per retail employee at BIDV North Saigon branch was 1.09 billion VND, placing it 9th out of 15 branches in the Ho Chi Minh City region, excluding the merged MHB branches The branch's Retail RP/Total RP ratio was notably low at 21%, significantly below the regional average of 36%.

Problem Identification

To identify inefficiencies in retail operations at the BIDV North Saigon branch, interviews were conducted with key staff members involved in retail management The participants included Mrs Hien, the Deputy Director of Retail Operations, who develops the branch's overall retail strategy; Mr Hai, the Head of Individual Customers, responsible for enhancing retail products and action programs; Mrs Ngan, Head of the Nhat Tao transaction office, focusing on retail development in District 10; Mr Hung, a former retail employee; and Mrs Thuy, the Head of Human Resources, overseeing recruitment and HR-related issues within the branch Detailed interview questions and transcripts can be found in Appendix 1.

Interviews revealed varying opinions on the inefficiencies affecting retail operations at the branch compared to others in the region Key issues identified by interviewees included emotional exhaustion, poor business processes, and an inappropriate recruitment policy, all of which contribute to the branch's operational challenges.

Through the interview, Mrs Hien supposed that the inefficiency of retail operation in the branch was resulted from situation of emotional exhaustion of retail employees

Emotional exhaustion among retail employees significantly impacts their job performance and customer interactions According to Cordes & Dougherty, staff experiencing high levels of emotional fatigue struggle to fulfill their responsibilities effectively Mrs Hien observed that many retail employees arrive at work looking tired and often display negative attitudes, such as not smiling during customer transactions Despite her warnings about these behaviors, improvements have not been made Research by Bozionelos et al highlights the complex relationship between emotional labor, exhaustion, and work attitudes, which has led to an increase in customer complaints about retail staff, particularly tellers Additionally, Mrs Hien noted poor relationships among employees and between staff and management, contributing to an uncomfortable work environment She believes that the low morale among retail employees stems from these challenging working conditions, leading to widespread emotional exhaustion.

With the similar opinion with Mrs Hien, Mrs Thuy - Head department of Human Resource also assumed that retail employees are in the situation of emotional exhaustion

Mrs Thuy observed that retail employees frequently arrived at work in a bad mood and displayed irritability during conflicts with colleagues She noted signs of exhaustion among them, with some even sleeping at their desks during work hours Statistical data revealed that retail employees had a higher average number of absentee days compared to those in other operations, such as wholesale and internal management Consequently, Mrs Thuy concluded that emotional issues among retail employees negatively impacted their performance, leading to inefficiencies in retail operations compared to other BIDV branches.

Another interview with Mr Hung – former employees of Individual Customers department has been performed to get the experience and opinion of an ex-employee

Mr Hung decided to quit his job due to several factors, primarily the toxic working environment He experienced high pressure from work, stagnant benefits, and a lack of recognition However, the main issue was his inability to get along with his coworkers, whom he found to be selfish and unhelpful Additionally, his leader provided no support or encouragement, often reprimanding him despite his hard work to meet targets This emotional stress ultimately led to his dissatisfaction and decision to leave the branch.

Mrs Ngan, the Head of the Nhat Tao transaction office, highlighted the negative impact of BIDV's current work processes on retail employees She noted that the existing procedures are illogical and create confusion among staff For instance, retail credit employees are burdened with completing and notarizing credit documents, leaving them little time to acquire new customers This backlog leads to customer complaints and increased stress for employees In contrast, other banks have dedicated departments for document processing, allowing their staff to focus on customer acquisition and reducing workplace stress Additionally, Mrs Ngan pointed out that BIDV's outdated information technology system prolongs customer transactions and increases manual tasks for employees, resulting in excessive strain on retail staff.

Mr Hai, the Head of the Individual Customers Department, highlights significant weaknesses in the branch's recruitment policy, which he believes directly impacts employee performance Research by Rafii et al suggests a strong connection between recruitment practices and employee effectiveness, while Patimah emphasizes that a robust recruitment program enhances employee commitment, productivity, and overall work quality Mr Hai notes that some retail employees are hired based on personal relationships with branch leaders rather than qualifications, leading to customer complaints about poor attitudes and inadequate product knowledge This situation results in employees failing to meet performance expectations, yet they are only penalized with salary reductions rather than being dismissed, exacerbating inefficiencies in the retail department Consequently, Mr Hai asserts that the recruitment policy significantly influences the operational performance of the retail sector.

Interviews conducted with employees across various departments involved in the branch's retail operations revealed key issues contributing to operational inefficiencies, which are summarized in the table below.

Emotional exhaustion of retail employees

Mrs Ngan Bad business process

Mr Hai Inappropriate recruitment policy

Table 7 – Summary of opinions on potential problems in retail operation at BIDV North Saigon branch

To generalize the cause-effect relationship between negative symptom happening in retail operation and potential problems detected, initial cause-effect map was set up:

Figure 2 – Initial Cause –effect map

An interview with Mr Thuy, the Head of the Human Resource Department, was conducted to identify the challenges in the retail operations of the BIDV North Saigon branch and to assess the feasibility of implementing changes in alignment with the branch's existing resources and overall objectives.

Mrs Thuy highlighted that the issue of inefficient work processes is prevalent not only in wholesale operations but also in internal management and retail operations across various branches of the BIDV system This challenge is categorized as a systematic problem, as all BIDV branches adhere to the same operational procedures established by BIDV Headquarters, making it a lengthy endeavor to modify the existing business processes.

Therefore, Bad work process cannot be considered as main problem leading to the inefficiency of retail operation

Mrs Thuy argues that the inappropriate recruitment policy in the retail branch is not the primary issue causing inefficiencies in operations.

Thuy highlighted that over 80% of retail employees in Vietnam are graduates from prestigious economic universities, with more than 90% achieving a graduation score above 7.5 out of 10 To enhance their skills, retail employees are required to participate in training courses, such as communication skills and product information, followed by assessments to ensure comprehension Additionally, employees must pass an "Ability test" every two years to renew their labor contracts Poor job performance can lead to reassignment or termination based on managerial recommendations Consequently, Thuy believes that the inefficiency in retail operations is not due to recruitment policies, as employees possess strong educational backgrounds and are adequately trained to fulfill job requirements.

As a result, both Bad business process and Inappropriate recruitment policy should not be considered the main problem that leads to inefficiency of retail operation

According to Mrs Thuy, the main problem that leads to low working spirit is resulted from negative emotion of retail employees in workplace To prove that, Mrs

In 2016, retail employees had an average of 7.6 days off per year, significantly higher than the 5.6 days off for all employees in the sector Additionally, research by Schaufeli et al highlighted a correlation between emotional exhaustion and the length of sick leave taken by workers.

Operation Number of employees Average day-off

Operation Number of employees Average day-off

Table 8 – Comparison on number of day-off between retail employees and employees from other operation in the branch

In recent years, the retail sector has experienced a significant rise in employee turnover, with rates reaching 80% in 2015 Research by Wright et al indicates that emotional exhaustion is a key predictor of future voluntary turnover among retail employees.

Mrs Thuy identified that retail employees often struggle with relationships among coworkers, creating an intangible barrier that fosters a tense working atmosphere This negative environment adversely affects their emotions, leading to a lack of enthusiasm Consequently, it is crucial for the branch to prioritize addressing the emotional well-being of retail employees, as this is a key issue that needs resolution According to the literature, the primary challenge in retail operations is termed "emotional exhaustion."

Problem definition

Emotional exhaustion occurs when workers perceive that the demands of their job surpass the resources available to meet those demands, leading to feelings of being emotionally overextended (Maslach et al.) Additionally, research by Lee et al and Wright et al indicates that individuals experiencing emotional exhaustion often feel drained and overwhelmed.

Workplace incivility frequently leads to emotional exhaustion, characterized by feelings of helplessness and depleted emotional resources Research by Wright et al indicates that heightened emotional exhaustion adversely affects both employee and organizational outcomes, resulting in increased work stress and diminished job satisfaction Consequently, Bakker et al suggest that emotionally exhausted employees may experience discomfort at work, question their job's significance, and exhibit greater turnover intentions Overall, emotional exhaustion can severely impact employees' mental health and performance, potentially resulting in significant issues within the organization.

Problem existence

To assess emotional exhaustion among retail employees at the BIDV North Saigon branch, a questionnaire was administered to gauge their opinions and attitudes The study utilized the nine-item emotional exhaustion component from the Maslach Burnout Inventory, developed by Maslach et al The survey employed a Yes/No format for responses, as detailed in Appendix 3.

1 Do you feel emotionally drained from your work?

2 Do you feel used up at the end of the workday?

3 Do you feel fatigued when you get up in the morning and have to face another day on the job?

5 Do you feel burned out from your work?

6 Do you feel frustrated by your job?

7 Do you feel you’re working too hard on your job?

8 When working with people directly, does it put too much stress on you?

9 Do you feel like you’re at the end of your rope?

The survey was conducted at BIDV North Saigon branch and several selected BIDV branches in the Ho Chi Minh City region due to time constraints The branches chosen for the survey include Saigon branch, East Saigon branch, and Nam Ky Khoi Nghia branch, all of which have an equivalent year of operation to that of North Saigon branch.

A recent survey conducted at the North Saigon branch revealed that 61% of retail employees reported experiencing emotional exhaustion, affirming their struggles across all nine survey items In contrast, the results from other branches indicated significantly lower levels of emotional fatigue among employees This highlights a concerning trend specific to the North Saigon branch, emphasizing the need for targeted interventions to address employee well-being in retail settings.

Number of retail employees attending the survey

Percentage of employees answering “Yes” for all 9 items of the survey

Table 9 – Result of emotional exhaustion survey in BIDV North Saigon branch and some other branch

To investigate the issue of emotional exhaustion, a survey developed by Maslach et al was utilized, focusing on four out of nine questions Interviews were conducted with four retail employees from various branches, including Ms Trang from the Individual Customers department, Mrs Tim, the Vice Head of the Nhat Tao Transaction office, Mr Dung from the Go Vap Transaction office, and Ms An, a retail teller in the Individual Customers transaction department.

Due to the limitation of time, there are just 4 of 9 questions from the survey was chosen to conduct interview, including:

- Question 1: Do you feel emotionally drained from your work?

- Question 2: Do you feel used up at the end of the workday?

- Question 3:Do you feel fatigued when you get up in the morning and have to face another day on the job?

- Question 4: When working with people all day, do you feel it is really a strain for you?

The interview results reveal a strong connection among all participants regarding the issue of "emotional exhaustion." Detailed findings from the interviews can be found in Appendix 3.

A recent survey and interviews reveal that retail employees are experiencing significant emotional exhaustion This issue will be explored further to identify effective solutions for addressing it.

Importance of the problem-consequences and the validation

To assess the significance of emotional exhaustion among retail employees at BIDV North Saigon, a series of interview questions were developed based on existing literature and definitions.

An interview was conducted with four retail employees from various departments, including Mr Huy and Ms Trang from the Individual Customers Department, Ms Tim, the Vice Head of the Nhat Tao Transaction Office, and Mr Trong from the Cong Hoa Transaction Office For detailed insights from the interview, including questions and responses, please refer to Appendix 4.

Four key factors negatively impact employees and contribute to inefficiencies in retail operations: low job satisfaction, poor performance, work-family conflicts, and declining mental health.

Emotional exhaustion significantly contributes to low job satisfaction, as highlighted by Wright et al Job satisfaction, defined by Clark et al as the utility an employee derives from their position, directly impacts individual productivity, according to Verhaest et al Interviews reveal that employees express dissatisfaction with their salaries and workplace relationships, leading to feelings of boredom and a lack of motivation to excel in their roles.

According to Cordes et al., employees experiencing high levels of emotional exhaustion struggle to complete their tasks effectively, leading to diminished service delivery performance Interviewees reported frequent lapses in focus and an increase in errors, even with simple tasks, which they attributed to the negative impact of their workplace environment.

Many employees often feel fatigued and lack the motivation and health needed to fulfill their job responsibilities Moreover, statistical data indicates that the performance of retail operations at the branch is less efficient compared to the overall BIDV system and other branches within the Ho Chi Minh City area.

Research by Demerouti et al and Hall et al indicates a cyclical relationship between work-family conflicts and emotional exhaustion, where conflicts contribute to increased exhaustion, which in turn exacerbates further conflicts.

Work-family conflict, as defined by Greenhaus et al., occurs when individuals struggle to engage in family roles due to work demands Interviewees consistently reported difficulties with family relationships upon returning home from the office For instance, Mrs Tim expressed that her late work hours and occasional work on days off leave her with little time to relax or care for her children, leading to frequent arguments with her husband about prioritizing family time Similarly, other participants also found it challenging to meet family obligations due to their job commitments, highlighting a lack of balance between work and personal life, which ultimately fuels conflict between professional and family responsibilities.

Research by Ramirez et al highlights that emotional exhaustion significantly contributes to declines in mental health Interviewees reported frequent experiences of stress, headaches, and other related symptoms Additionally, they indicated an increased reliance on healthcare services, resulting in higher expenditures for these services Many retail employees also mentioned experiencing sleep disturbances, with a notable prevalence of insomnia among them.

Causes of problem and the validation

Emotional exhaustion stems from various factors identified through interviews and existing literature To confirm these causes, specific questions were crafted for interviews with retail employees at the branch, which were conducted on-site (Refer to Appendix 4)

Performance appraisal bias from leaders

Inaccurate performance appraisals can lead to employee dissatisfaction, as noted by Jawahar Moers highlights the challenges posed by bias in these evaluations, complicating personnel decisions like promotions Such bias from leaders can diminish retail employees' motivation and negatively impact their emotional well-being Interviews with retail staff reveal a lack of recognition for their efforts and contributions from leadership Furthermore, Bennis et al emphasize that team leaders play a crucial role in influencing team members' behaviors by promoting and supporting their competencies.

In an interview with Mrs Thuy, Head of the Human Resource Department, she highlighted that the retail leaders at the branch lack the necessary responsibility and effective management skills She noted that their bureaucratic mindset, influenced by their experiences in a state-owned enterprise, hampers their ability to propose innovative business strategies for departmental growth Consequently, this attitude leads to stagnation in the retail department, leaving employees feeling demotivated and directionless in their pursuit of business targets.

Work overload significantly contributes to emotional exhaustion among employees, as highlighted by Karatepe Parasuraman et al define work overload as the overwhelming perception of work-role demands, characterized by the feeling of having too much to accomplish within insufficient time Furthermore, Iverson et al describe work overload as the excessive demands placed on job performance, indicating that the requirements of the job exceed manageable limits.

Dormann et al (24) identified various signs of work overload, including stress, headaches, sleep issues, neglect, irritability, and low job satisfaction Interviews with retail employees revealed that they frequently experience headaches and frustration with colleagues due to workplace pressure Many employees return home late at night due to excessive workloads Additionally, the inefficiency of BIDV's information technology system requires retail employees to manually create multiple reports at the end of each month or quarter, unlike other banks in Vietnam that utilize automated reporting systems.

Coworker incivility, as highlighted by Laschinger et al and Sliter et al., can significantly contribute to emotional exhaustion in the workplace Pearson et al further define coworker incivility as encompassing deviant behaviors that may have unclear intentions to harm, which include actions like failing to use polite language, ignoring colleagues, or exhibiting raised voices.

Retail employees frequently report experiencing rudeness and conflict in their interactions with colleagues, as revealed in interviews They often lack encouragement and support from their leaders, who sometimes resort to shouting when employees make mistakes or fail to meet business targets These interviews highlight the pervasive negative atmosphere within the retail environment, underscoring the need for improved communication and leadership practices.

When a retail employee greets a colleague with a simple "hello" or a nod, a lack of response can lead to increased stress and emotional exhaustion This common interaction highlights the impact of unreciprocated greetings on employees' mental well-being in the retail environment.

The interviews revealed that while workload contributes to the emotional exhaustion of retail employees, it is not the primary cause Additionally, performance appraisal bias among leaders stems from BIDV's lack of a KPI system, an issue prevalent in many regional branches that cannot be resolved in the short term.

Many interviewees identified coworker incivility as a significant factor leading to emotional exhaustion Understanding this root cause is essential for developing effective solutions to address the central issues faced by the business.

SOLUTION

Proposal of solution

To address the root cause of coworker incivility, interviewees proposed four key solutions: implementing skill training courses for retail leaders, establishing a Branch Code of Conduct, organizing extracurricular activities, and facilitating periodic collegial conversations within each retail department.

Creating skill training courses for retail leaders

Sales managers must be adept at coaching their sales teams to ensure success, as highlighted by Chakrabarty et al The ability to provide effective feedback is essential for enhancing sales force productivity, necessitating targeted training for sales managers, according to Honeycutt et al Firms can boost the effectiveness of seasoned managers through a long-term commitment to training and retraining This training can involve coaching sales managers to deepen their expertise by focusing on pattern recognition and discrimination tasks Research by Peak indicates a strong correlation between increased training budgets and improved productivity and profits, reinforcing the notion that investing in training is crucial Mrs Ngan, Head of Nhat Tao transaction office, advocates for skill training courses for retail leaders, emphasizing the importance of fostering positive relationships with subordinates These courses will teach retail leaders to adopt a more supportive approach, manage workplace stress, and mediate conflicts, creating a harmonious work environment The training will be conducted quarterly by experienced executives and guest CEOs, providing valuable insights to enhance retail management effectiveness.

Issuing Branch Code of Conduct

Mrs Hien, Deputy Director of Retail Operations, emphasizes the importance of establishing a Branch Code of Conduct to foster a positive internal culture and define behavior principles among employees and leaders According to Dubinsky et al and Nwachukwu, a written code of conduct clarifies expected responsibilities and behaviors, aiding in the achievement of organizational objectives This code serves as a common reference for stakeholders, ensuring clarity in expectations Implementing the Code of Conduct will standardize interactions between employees and leaders, uphold the branch's core values, and promote mutual respect in the workplace Furthermore, it guarantees an equitable working environment for all employees, contributing to the branch's sustainable growth.

Coworker incivility arises from interactions between employees, where misunderstandings can stem from insufficient communication To mitigate this issue, Mr Hai, Head of the Individual Customers Department, suggests organizing extracurricular activities that foster connections among employees and enhance their understanding of each other and their leaders These activities may include soft skill training and team-building exercises in local parks or remote locations Research by Ardahan et al highlights the advantages of outdoor activities, such as improved group dynamics, increased self-confidence, and enhanced decision-making and accountability.

Developing essential skills can significantly enhance employees' behaviors in both their professional and personal lives, offering everyone a chance for positive transformation The young and dynamic members of the Executive Committee of the Communist Youth Union bring valuable experience in organizing branch events, such as year-end parties, and exhibit creativity in extracurricular activities Consequently, it is beneficial to integrate outdoor activities with their primary responsibilities, fostering a more engaging work environment.

Organizing periodic collegial conversation in every retail department

Ford 37 highlights that organizational change is primarily driven by communication, emphasizing the crucial role conversations play in facilitating change Mr Hai advocates for regular collegial discussions within each retail department to allow employees to identify and address weaknesses that hinder operational effectiveness These conversations provide a platform for employees to voice concerns about their peers and share personal challenges, fostering a deeper understanding among team members By directly confronting issues, the organization can work towards solutions that promote unity To create a relaxed environment for open dialogue, these discussions should be held quarterly in a casual setting, such as a coffee talk, encouraging employees to express their opinions freely.

Potential Solution Evaluation

To evaluate the feasibility of potential problems, the interview with Mr Thuy - Head of Human Resource department has been conducted

Mrs Thuy, the Head of Human Resources at the branch, emphasizes the importance of implementing a "Creating Skill Training Course for Leaders" tailored specifically for retail leaders She notes that most training programs organized by BIDV Headquarters focus primarily on operational knowledge, with few opportunities for developing soft skills or leadership abilities By introducing this skill training course, Mrs Thuy believes that retail leaders will enhance their people management skills, ultimately leading to more effective leadership within the organization.

To enhance the leadership skills of retail leaders, implementing targeted training solutions is essential However, Mrs Thuy notes that hiring successful CEOs from renowned companies can be costly and challenging due to their busy schedules, making it difficult to conduct regular training sessions quarterly Furthermore, leaders often have entrenched viewpoints shaped by years of experience, which can limit the effectiveness of training programs in facilitating short-term changes in their management mindset.

The BIDV Headquarter previously issued a General Code of Conduct focused primarily on employee-customer interactions, lacking specific guidelines for employee behavior among themselves Research by Hacker et al and Pierce et al highlights that a well-defined code of conduct helps employees understand acceptable organizational behavior Thus, the introduction of a Branch Code of Conduct is essential for enhancing the effectiveness of retail operations The Human Resource department will develop this code with input from the Branch Board of Directors, ensuring it is shared with all employees for feedback Following this consultation, the Code will be refined, officially issued, and implemented across the branch Clear guidance will accompany the Code to facilitate its smooth adoption, fostering a culture of mutual respect and collaboration among employees towards shared goals.

Implementing extracurricular activities can enhance retail employees' work experience by providing engaging and challenging tasks beyond their routine duties The most favored suggestion among interviewees is to establish a dedicated team responsible for organizing these activities and internal events A member of the Executive Committee of the Communist Youth Union will oversee monthly gatherings, skills training, and team-building exercises To manage costs effectively, the annual budget for these initiatives is set at 200 million VND, prioritizing skill training and team-building events within the city to minimize expenses associated with remote activities.

Organizing periodic collegial conversations in every department can provide opportunities for employees and leaders to address disagreements directly However, many employees hesitate to voice their concerns publicly, fearing repercussions for their careers, such as jeopardizing promotion opportunities Research by Peterson and Milliken et al indicates that employee silence is widespread in organizations, particularly in environments where top management has a financial background, long tenure, and a homogenous workforce This culture of silence ultimately prevents employees from sharing honest feedback, which undermines efforts to address issues like coworker incivility effectively.

All the solutions suggested and their evaluation are summarized in the table below:

Create skill training courses for retail leaders

- Improve the ability of leadership, help create and maintain the good relationship with subordinates

- High cost to invite lecturer

- Hard to change retail leaders’ mindset in short-term through training course

Issue Branch Code of - Create the internal culture Accepted

Accepted /Not accepted Conduct and behavior principles in the branch

- Assures equal working environment for all employees and the sustainable growth for the branch

- Create chances for employees to meet and understand more about each other

- Organized by Member of Executive Committee of Communist Youth Union

- Received positive feedback from interviewees

Organize periodic collegial conversation in every retail department

- Opportunities for all employees to confess all the unsatisfied things in workplace

- Create chances for employees and leaders to discuss directly and frankly all disagreements

- Employees have tendency of not telling the truths

Table 10 – Solution suggested and evaluation

Action Plan

With the specific setting and job distribution at BIDV North Saigon Branch, Human resources department is responsible mainlyfor dealing with the problem

“emotional exhaustion” in retail operationwhich will last from the beginning of 2018 to December of 2018

To address the resource limitations identified in the branch, two key solutions will be implemented: the establishment of a Branch Code of Conduct and the initiation of extracurricular activities.

In addition to the Human Resources department, various other departments will participate in the plan, including the Finance-Planning department, all retail departments, the Board of Directors, and the Executive Committee of the Communist Youth Union within the branch.

With the purpose of officially applying solution from the beginning of 2018, detail timeline of the action is built as follow:

In early October 2017, the Head of the Human Resources Department presented to the Board of Directors the pressing issue of emotional exhaustion within retail operations, highlighting its symptoms and supporting evidence The discussion emphasized the significant consequences of this problem and outlined an initial action plan to address it effectively.

 The second week of October 2017: Human resources department issues document to make retail employees perceive the existing problem affecting

In the third week of October 2017, the Human Resources department drafted the Branch Code of Conduct and submitted it to the Board of Directors for review, ultimately refining it into the final version of the code.

 The last week of October 2017: Human resources department, Finance-

The Planning Department and the Secretary of the Executive Committee of the Communist Youth Union in the branch are collaborating to develop a plan for organizing extracurricular activities This initiative focuses on key aspects that aim to enhance engagement and participation among youth, ensuring a vibrant and productive environment within the branch.

- Setting up specific group responsible for organizing extracurricular activities in the branch

- Occasions to organize extracurricular in year

- The budget allowed to organize extracurricular activities

- Detail program for extracurricular activities (skill training, periodic team building, remote-area picnic)

 The first week of November 2017: Human resources department sends the finished edition Branch Code of Conduct to all employees and collecting opinions till the end of November 2017

 Week 2 of November 2017: Human resources department publicizes the plan of organizing extracurricular for all employees to evaluate till the end of November 2017

In the first week of December 2017, the Human Resources Department convened a meeting with relevant departments to gather feedback on the draft edition and officially discuss the Branch Code of Conduct Additionally, the meeting included a presentation of a detailed plan for organizing extracurricular activities within the branch, aimed at finalizing an official action plan for implementation starting in 2018.

In the second week of December 2017, the official Branch Code of Conduct will be announced to all employees Additionally, the Human Resources department will conduct a training course for branch leaders to ensure the effective implementation of the Code across all departments.

 Quarter 1 and 2 of 2018: Official application of Branch Code of Conduct and program of organizing extracurricular activities in the branch

By the end of Q2 2018, a meeting was held by the Board of Directors, the Head of Human Resources, the Head of Finance Planning, the Secretary of the Executive Committee of the Communist Youth Union, and the heads of retail departments to evaluate the implemented solutions and propose necessary adjustments.

The summary of Action Plan is performed in the graph below:

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Symptoms

Mrs Hien - Deputy Director of Retail Operation

In an interview with Mrs Hien, the interviewer, currently enrolled in the MBA program at ISB and working on a thesis, seeks to identify potential issues in the retail operations of their branch The aim is to clarify existing problems and propose solutions, emphasizing the confidentiality of the information shared during the discussion Mrs Hien's insights are crucial for this analysis.

Respondent (R): Yes, I can give some of my idea

I: Thank you very much First of all, can you share something about any disadvantage in retail operation that you have faced during these time?

Many retail employees arrive at work looking fatigued, and I've noticed that tellers frequently lack smiles and exhibit a dismissive attitude during customer transactions The dynamics among employees and between staff and management appear to be strained, contributing to an uncomfortable work environment in the branch.

So I think there’s something happen to employees’ emotion when they’re working

I: So is it affected to performance of retail operation?

The branch has received numerous customer complaints regarding retail employees, particularly retail tellers Despite repeated warnings to the staff about this ongoing issue, there has been no improvement in the situation.

I: So can you assume exactly what’s the problem happening in retail operation?

Employees in retail operations often experience low morale and emotional exhaustion, largely due to the challenging working conditions and environment within their branches.

I: Thank you very much for the information

Mrs Ngan – Head of Nhat Tao transaction office

In an interview with Mrs Ngan, an MBA student from ISB seeks to identify potential issues in the retail operations of their branch while working on their thesis The student emphasizes the importance of her insights and assures that all information shared will remain confidential, requesting her assistance in answering key questions to address any operational challenges.

I: What do you feel about working in the branch, especcially in retail operation??

R: It’s good that we can learn a lot from the variety business activities However, in the same time, we have to work with the limitation of business process

I: Can you explain more about this?

The business processes at BIDV appear illogical and create confusion among employees For instance, retail credit staff are burdened with completing and notarizing credit documents, which significantly limits their time and ability to seek out and develop new customer relationships.

I: And this business process affect negatively employees’ performance, right?

Excessive pending credit documents often lead to customer complaints, placing significant stress on retail credit employees In contrast, other banks have dedicated departments to manage the notarization of credit documents, allowing employees to focus on acquiring new customers and alleviating work-related stress Additionally, BIDV's outdated information technology system prolongs customer transactions and increases manual tasks for employees Consequently, retail employees face challenging working conditions due to these complicated processes.

I: Thank you very for your information

Mr Hai – Head department of Individual Customers

In an interview with Mr Hai, I sought insights for my MBA thesis at ISB, focusing on potential issues in our branch's retail operations I aimed to identify any existing problems and propose effective solutions Assuring confidentiality, I requested Mr Hai's assistance in answering several key questions to gain his perspective on the matter.

Respondant (R): Yes, Please get started

I: What do you feel about working in the branch, especcially in retail operation?

R: It’s fine The job is quite pressure but benefit is good However, there’re some not good points need to be improved

I: Can you share with me?

Many customers frequently express dissatisfaction with the attitude of employees in my department, noting that they often exhibit unprofessional behavior during interactions Additionally, there appears to be a lack of knowledge among staff when it comes to advising customers on banking products.

I: Well, based on some analysis, I also found out that retail operation of the branch is inefficient in comparison with entire BIDV system and other branches in HCM City

R:Really? I’m really supprised for that

I: Yes, So what problem do you think that leads to this situation?

The current challenges in the branch may stem from an ineffective recruitment policy, as some retail employees appear to have been hired primarily due to personal connections with branch leaders, despite lacking the necessary qualifications for their roles.

I: Really? How can you assure that those employees are not qualified for their job?!

I frequently receive complaints from customers regarding the behavior of employees in my department These employees often exhibit unprofessional attitudes during customer interactions and lack the necessary knowledge to effectively consult on banking products Consequently, they sometimes fail to meet the objectives established by management.

I: So what is solution to deal with those employees?

There are consequences for underperforming employees, but instead of termination, their salaries are reduced while they remain in their positions, which exacerbates inefficiency within the department.

I: Well, I see that point Thank you very much for your information

Mr Hung – Former retail employee at Individual Customers Department

In a recent conversation, an interviewer reached out to Mr Hung to discuss the retail operations of their branch as part of an MBA thesis at ISB The interviewer expressed the need to identify any existing problems within the operations and to explore potential solutions Emphasizing confidentiality, the interviewer requested Mr Hung's insights to aid in this important analysis.

I: What do you feel about working in retail operation of BIDV North Saigon branch?

For recent graduates, engaging in diverse business activities offers valuable learning opportunities However, challenges related to the working environment within the branch can be a concern.

I: Can you express more detail?

I struggled to get along with my coworker, who was very selfish and focused solely on their own work, resulting in a lack of support among employees Additionally, my former leader provided no encouragement and frequently shouted at me, despite my efforts to meet targets Due to this emotional stress, I ultimately decided to leave the branch.

Mrs Thuy -Head department of Human Resource of the branch

Problem Identification

Mrs Thuy -Head department of Human Resource of the branch

Recent interviews with retail employees reveal a shared experience of emotional exhaustion, highlighting significant challenges related to their emotional well-being.

Research indicates that negative emotions are prevalent in the workplace, particularly in retail operations, as evidenced by a high turnover rate Additionally, retail employees take an average of 7.6 days off per year, compared to just 5.6 days for employees in other branches This suggests that retail workers may struggle with relationships among coworkers, creating an intangible barrier that contributes to a tense working atmosphere.

Mrs Ngan, the Head of the Nhat Tao transaction office, believes that the inefficiency in retail operations is primarily due to poor business processes at BIDV What are your thoughts on her perspective?

The inefficiencies in retail operations at BIDV are not solely due to poor work processes, as these systematic issues are prevalent across various branches All BIDV branches adhere to standardized procedures set by the Headquarter, and changing these processes is a lengthy endeavor Therefore, while the work process may contribute to inefficiencies, it should not be viewed as the primary cause.

I: So how about the problem “Inappropriate recruitment policy”, Mrs Ngan assumed that this problem has led to inefficiency of retail operation

R: She means that retail operation recruited wrong employees, right?

Over 80% of retail employees in Vietnam hold degrees from prestigious economic universities, including the University of Economics Ho Chi Minh City and Banking University.

In Ho Chi Minh City, graduates from institutions such as the University of Economics and Laws and Foreign Trade University achieve impressive results, with over 90% earning graduation marks above 7.5 on a 10-point scale Retail employees are required to participate in training courses designed to enhance their knowledge and skills relevant to their roles, including communication and product information training Following these courses, employees undergo assessments to ensure they have effectively absorbed the material Additionally, employees must complete a mandatory "Ability Test" every two years to qualify for new labor contracts Those who do not perform satisfactorily may be reassigned to different departments or face termination based on managerial recommendations.

So I think retail employees in the branch almost get good educational background from the beginning and often equipped enough knowledge and skills to meet the requirement of works

Emotional exhaustion among retail employees is a significant issue that contributes to inefficiencies in retail operations compared to other sectors in the region.

R: Yes, I think the branch should focus on emotion of retail employees as the main problem that must be solved

I: That’s fine, thank you very much for your idea

Problem existence: (Question list from research of Maslach and Jackson, 1981)

- Question 1: Do you feel emotionally drained from your work?

- Question 2: Do you feel used up at the end of the workday?

- Question 3: Do you feel fatigued when you get up in the morning and have to face another day on the job?

- Question 4: When working with people all day, do you feel it is really a strain for you?

Ms Trang – retail employees at Individual Customers department:

In my MBA thesis, I am focusing on addressing the issue of "emotional exhaustion" within retail operations To gain deeper insights into this problem, I would like to gather your opinions on several queries related to recent trends in retail operations.

R: I’m just a new employee of the branch, so I don’t know whether I can help you or not

I: My thesis is to analyze psychological problem of retail employees, every question will be very simple, so don’t worry about it

R: Ok, I’m willing to help you to the best of my ability

I: Thank you So do you feel emotionally drained from your work?

R: Well It feels like I don’t have any interest in my job anymore

I: It heard that it is not as happy as you hope, right?

R: I have too much work to do, since happiness did not come and be enjoyed

I: So do you feel used up at the end of the workday?

R: I think I work very hard for a day, but my work seems to be endless, it makes me tired at the end of the day

I: So maybe you feel fatigued when you get up in the morning and have to face another day on the job, right?

R: Yes, waking up in workday morning to me is a nightmare

I: Last question, when working with people all day, do you feel it is really a strain for you?

R: Of course, there seems to be intangible barrier among people, it’s uncomfortable to work with each other

Mrs Tim – Vice Head of Nhat Tao Transaction office:

In my MBA thesis focused on problem-solving within organizations, I am examining the issue of "emotional exhaustion" in retail operations at the branch level To gain deeper insights into this problem, I would like to gather your opinions on several related questions.

R: So can you describe more detail about this?

Emotional exhaustion is a psychological condition characterized by feeling emotionally overextended, often arising when employees perceive that their job demands surpass their available resources A recent survey conducted in a retail branch revealed that nearly all retail employees are experiencing emotional exhaustion, which adversely affects the branch's operational efficiency Addressing this issue is crucial for improving overall productivity in the retail environment.

(R): Well, this topic is really interesting to me Hope that this interview can help you

I: Thank you So do you often feel emotionally drained from your work, right?

R: Yes I cannot find happiness in my job, it makes me feel sick everyday

I: So do you often feel used up at the end of the workday?

R: Yes, I’m often exhausted at the end of a day, a workday seems to be too long At the end of workday, I feel like I’m a zombie, very exhausted and emotionless

I: I can see your point So do you feel fatigued when you get up in the morning and have to face another day on the job??

R: I wake up in the workday morning and just want to sleep again, I always feel tired at the beginning of workday

I: When working with people all day, do you feel it is really a strain for you?

R: Relationship among people is quite bad I myself also cannot almost get on well with anyone

Everybody is looked cold all the time, so I just want to do my job by myself and don’t want to communicate with anyone

I: It’s really a serious problem, I hope that this problem will be solved effectively to make improvement

Thank you for all of your opinions

Mr Dung – Retail employee at Go Vap Transaction office:

In my MBA thesis, I am focusing on the issue of emotional exhaustion within retail operations, particularly in branch settings By conducting interviews and validating theories, I aim to gain a deeper understanding of this problem and its impact on retail performance.

R: Yes, I think the workplace is just like a factory, just work and work, I feel really tired

I: So do you often feel used up at the end of the workday?

R: Yes, I just hope workday pass quickly to come back home, it’s vey tired

I: Do you feel fatigued when you get up in the morning and have to face another day on the job?

R: Yes, I sometime just want to stay home instead of going to workplace

I: When working with people all day, do you feel it is really a strain for you?

R: Yes, I think people just care about how to complete their own work and don’t want to talk to anyone

Ms An – retail teller at Individual Customers transaction department:

In my MBA thesis focused on problem-solving within organizations, I am investigating the issue of emotional exhaustion in retail operations To gain deeper insights into this problem, I would appreciate your perspective on several questions related to the current state of retail operations.

R: It’s ok, I’m also really interested in this problem

I: Thank you First of all, Do you feel emotionally drained from your work?

R: There’s not much joyfulness in my work, it’s really boring

I: So do you often feel used up at the end of the workday?

R: As a retail teller, working all day with high intension makes me feel weak

I: Do you feel fatigued when you get up in the morning and have to face another day on the job?

R: Yes, work day by day seems to be the same, I feel boring

I: When working with people all day, do you feel it is really a strain for you?

R: Yes, it’s really a strain for me to work with people around me, especially with my coworker.

Problem importance and causes validation

Mr Huy – employees at Individual customers department:

(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?

The challenges I face significantly impact my personal performance at work My job feels monotonous, and my salary does not reflect the effort and dedication I invest in my role As a result, I often experience feelings of depression and exhaustion, leaving me unable to perform at my best.

(I): You’ve mentioned about unsuitable salary, so do you mean that there’s bias in performance appraisal in the branch?

I am actively seeking a higher-paying job to save for my upcoming marriage Unfortunately, my current position not only prevents me from saving money for this important milestone but also limits the time I can spend with my girlfriend, which has become a significant issue for me.

Emotional exhaustion is a prevalent issue among retail employees, as highlighted by my survey findings This condition stems from the pressures experienced in the workplace Are there any additional challenges you face due to this stress?

I'm feeling stressed due to my heavy workload, which leaves me little time for my girlfriend and parents This lack of communication is causing my relationships with family members to deteriorate as I struggle to express the difficulties I'm facing.

(I): You’ve mentoined that you’re stressed because of work, so do you often have symptoms of headache or other problems with your mental health?

(R): Yes, I often have headache, sometimes I even can’t sleep at night and feel very tired the day after

(I): Well, it seems to be harmful for your health for a long time So do “Emotional exhaustion” cause any other problems to you?

(R): Well, I’m often get angry and easily lose temper That can be the reason that can affect negatively the relationship between me and other colleagues Maybe that’s it

(I): Ok, thank you very much We will meet again to conduct other interviews, hope that you will support me

Ms Trang - employees at Individual customers department:

(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you

As a banking teller, I find my job quite monotonous, often working late into the evening, sometimes leaving the workplace after 8:00 PM This role comes with the constant pressure of handling financial transactions, which carries the risk of monetary loss Additionally, I feel dissatisfied with my salary, believing it does not reflect the dedication and effort I contribute to my department and branch.

(I): Do you mean you’re in the situation of working overload?

(I): So do you think that you have a good performance at the workplace?

I am currently dissatisfied with my job, which leads to a lack of motivation to put in my best effort for the department My focus often wavers, and the inaccurate performance evaluation system at BIDV further diminishes my drive to improve my personal performance.

(I): As you have said, you often come home late at night, so do you have enough time for your family?

The lack of quality time spent together has strained our relationship, making it difficult to understand each other's workplace challenges Our busy schedules prevent us from enjoying simple moments like cooking and dining together, leading to frequent arguments Although we had plans to start a family this year, those aspirations now seem uncertain.

(I): Well So do you often have headache or some other symptoms of mental health problem?

(R): Yes I usually have headache and must use the healthcare system more often

(I): So is there any other impact that the problem “Emotional exhaustion” affect to your life?

(R): Well, it’s all the thing I have to face with I think there may be some more other things but that’s enough

Ms Tim – Vice Head of Nhat Tao transaction office:

(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?

(R): Of course yes, I often can’t focus on my job and often makes errors at even simple tasks, I think this problem affect negatively to my performance

(I): With the pressure of work and some more problems as you’ve told, do you meet problem with the relationship with members of your family?

Balancing work and family life can be challenging, as I often return home late and occasionally have to work on my days off This leaves me with little time to relax or care for my children and family Additionally, frequent arguments with my husband about the need to spend more quality time together add to my stress, making it difficult to cope with the situation.

(I): So you often have problem with your mental health, right?

(R): Well, very often I’m often stressed and somtime dazzled Sometime I can’t sleep at night and I feel very tired the morning after

I: So what reason do you think that leads to this problem?

R: Well, I think it’s work overload, retail employees is really working in situation of high intensity

Mr Trong – employees at Cong Hoa transaction office:

(I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you?

Despite my hard work, I feel unrecognized and unmotivated, which has led to a decline in my performance compared to when I first joined the branch Regrettably, I have come to the decision to leave.

(I): Do you mean that there’s bias in performance appraisal in your department?

(R): Yes (I): So do you often have problem with your family when the job turns to be not good to you?

Workplace stress often leads to arguments with my wife, as she feels I am not contributing enough to caring for our baby While she balances both work and parenting, this imbalance sometimes strains our relationship.

(I): Do you often have symptoms of mental health, such as headache of stress?

Experiencing frequent headaches while working can significantly hinder productivity, as it often leads to absent-mindedness and difficulty retaining recent information This combination of symptoms can detract from overall work efficiency and effectiveness.

(I): Ok, the interview is over Thank you very much

Interview of solution and organizations of actions

Mrs Ngan - Head of Nhat Tao transaction office:

Emotional exhaustion significantly hampers retail operations, primarily driven by coworker incivility Addressing this issue is crucial for improving performance in the retail sector Implementing strategies to foster a respectful and supportive work environment can effectively mitigate the negative impact of coworker incivility.

To address the primary cause of employee stress in retail, it is essential for the branch to implement skill training courses for retail leaders These courses will equip leaders with the necessary tools and experiences to effectively reduce workplace stress and foster a positive work environment.

I: Well, I think it’s a good idea Can you describe more detail on this solution?

The course will feature lecturers who are board members or renowned CEOs from successful companies, bringing extensive experience in organizational management Their insights and knowledge will be invaluable for retail leaders, enhancing the effectiveness of retail department management I believe retail leaders will strongly support this initiative.

I: I understood your idea Do you offer some more solutions?

R: No I think my idea was enough to solve the problem

I: Thank you for your idea

Mrs Hien - Deputy Director of Retail operation:

Emotional exhaustion significantly impacts retail operations, with coworker incivility identified as a primary contributor to this issue Addressing this root cause is essential for improving workplace morale and performance Implementing effective conflict resolution strategies and fostering a culture of respect can help mitigate incivility among coworkers, ultimately enhancing overall operational efficiency in retail settings.

R: I think we should issue Branch Code of Conduct to create the internal culture and behavior principles among employees or between employees and leaders in the branch

BIDV Headquarters has established a General Code of Conduct that applies to all branches, ensuring a consistent and equitable working environment for all employees This framework not only promotes fairness but also supports the sustainable growth of each branch within the system.

The code primarily focuses on employee interactions with customers while offering limited guidance on behavior among employees themselves It aims to establish standards of conduct not only for employees but also for leaders, ensuring that the fundamental principles and values of the branch remain consistent.

I: So how can this solution conducted?

R: I think Branch Code of Conduct should be composed by Human Resource department with the consultation from Branch Board of Director and publicized for all employees to discuss and comment

Following employee feedback, the Code of Conduct will be revised and implemented across the branch It will be clearly explained and guided to ensure smooth adherence, fostering a culture where employees respect and support one another in achieving common goals.

I: Well, thank you very much for your idea

Mr Hai - Head of Individual customers department:

Emotional exhaustion significantly impacts retail operations, primarily driven by coworker incivility To address this issue effectively, it's essential to implement strategies that foster a supportive work environment and promote respectful interactions among employees.

Implementing additional extracurricular activities can provide retail employees with engaging and challenging tasks beyond their routine responsibilities This approach not only enhances job satisfaction but also fosters a more dynamic work environment, making it a solution that employees are likely to appreciate.

I: I also really love it But can you tell me detail plan for this solution?

The Member of the Executive Committee of the Communist Youth Union will organize essential activities, including monthly gatherings, skills training, and team-building exercises These initiatives may involve soft skills training courses and team-building events in local parks or remote locations Such training can significantly enhance employees' behaviors, positively impacting both their professional and personal lives, ultimately providing everyone with the opportunity for meaningful self-improvement.

I: Well, it’s really interesting So do you have any other sotution?

To enhance the effectiveness of each retail department, we propose organizing periodic collegial conversations where employees can openly discuss the branch's weaknesses that need addressing This initiative will foster better understanding among team members and encourage direct engagement in problem-solving, ultimately promoting unity within the organization Scheduled at the end of each quarter, these informal coffee talks will create a comfortable atmosphere for employees to express their opinions naturally.

I: Thank you very much for your opinions

R: You’re welcomed, I hope all of my opinions will be valuable for your thesis

Mrs Thuy – Head of Human resources department:

Emotional exhaustion is a significant issue impacting retail operations, primarily driven by coworker incivility To address this problem, several solutions have been proposed, including implementing skill training courses for retail leaders, establishing a Branch Code of Conduct, organizing extracurricular activities, and facilitating regular collegial conversations within each department What additional solutions might effectively mitigate emotional exhaustion in retail environments?

R: Well, I myself don’t have any other solutions, because some of solutions you have mentioned have already been possible to solve the main problem

I: Can you point out which ones are the feasible solutions?

To enhance leadership capabilities among retail leaders, it is essential to create a skill training course focused on soft skills, as current training programs by BIDV Headquarters primarily emphasize operational knowledge Such a course would significantly improve management skills and interpersonal effectiveness However, inviting successful CEOs from renowned companies for these sessions can be costly and challenging due to their busy schedules, making it difficult to organize these training courses on a quarterly basis.

To address employee concerns in retail departments, it is essential to foster an environment where open communication is encouraged Many employees hesitate to voice their dissatisfaction publicly, fearing it may negatively impact their relationships with leaders and their chances for promotion This reluctance can lead to a lack of honest feedback, ultimately hindering the growth of direct leaders Therefore, while the idea of implementing skill training courses for retail leaders and organizing regular collegial conversations seems beneficial, it may not be practical to execute effectively.

I: So in your opinion, issue Branch Code of Conductand set up extracurricular activitieswill be effective in solving the problem “emotional exhaustion”, right?

I: Thank you very much for your opinion.

Survey form for proving existence of emotional exhaustion in retail

(For researching on the existence of emotional exhaustion in retail operation)

This survey seeks to identify the presence of emotional challenges within retail operations Participation is entirely voluntary, and individuals can withdraw at any time.

All the information you provide in this survey will be kept secret and only for the purpose of study

Please tick only Yes or No for each item below:

1 Do you feel emotionally drained from your work?

2 Do you feel used up at the end of the workday?

3 Do you feel fatigued when you get up in the morning and have to face another day on the job?

4 When working with people all day, do you feel it is really a strain for you?

5 Do you feel burned out from your work?

6 Do you feel frustrated by your job?

7 Do you feel you’re working too hard on yourjob

8 When working with people directly, does it put too much stress on you?

9 Do you feel like you’re at the end of your rope?

Thank you for participating in this survey!

Appendix 7: Retail criterias in comparison with entire BIDV system 2013 – 2015

BIDV North Saigon Total Capital Mobilizaiton (CM) 417,732 9,525 524,956 7,129 660,655 9,732

Source: Internal Report of BIDV 2013 - 2015

Appendix 8: Growth rate of retail criterias 2013 – 2015 in comparison with other branches in HCMC region

Retail Loan Outstanding Retail Capital Mobilization Retail Profit

2013 2014 2015 Growth rate Rank 2013 2014 2015 Growth rate Rank 2013 2014 2015 Growth rate Rank

Source: Internal Report of BIDV 2013 – 2015

Appendix 9: Productivity and Proportion of retail operation in comparison with other branches in Ho Chi Minh city region in 2015

Retail Loan Outstanding Retail Capital Mobilization Retail Profit

Productivity Proportion Productivity Proportion Productivity Proportion

RLO per employee Rank Total

RLO proportion Rank RCM per employee Rank Total

RCM proportion Rank RP per employee Rank Total