(Luận văn) low employee motivation in jamja corp

t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business hi ep w n lo ad ju y th yi pl n ua al Tran Ngoc Man Thanh n va ll fu oi m at nh LOW EMPLOYEE MOTIVATION IN JAMJA CORP z z k jm ht vb om l.c gm MASTER OF BUSINESS ADMINISTRATION n a Lu n va y te re th Ho Chi Minh City – Year 2020 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ng hi ep w n lo ad ju y th yi pl n ua al Tran Ngoc Man Thanh n va ll fu m oi LOW EMPLOYEE MOTIVATION IN JAMJA CORP at nh z z k jm ht vb om l.c gm MASTER OF BUSINESS ADMINISTRATION n a Lu SUPERVISOR: Dr Phan Thi Minh Thu n va y te re Ho Chi Minh City – Year 2020 th LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to Table of Contents ng hi INTRODUCTION II SYMPTOMS ep I Low ratio of renew contracts 2019 2.1 w Increase ratio of complaints 10 lo 2.3 Decrease new signed contracts/month n 2.2 ad III PROBLEM IDENTIFICATION 12 y th Problems identification 12 3.1 ju Low employee motivation 12 3.1.2 High pressure at work 13 3.1.3 Unprofessional sales communication 14 3.1.4 Slow processing of contracts 14 3.1.5 Ineffective discount programs 15 yi 3.1.1 pl n ua al n va Problems validation 17 3.3 Central Problem 19 ll fu 3.2 oi m IV ALTERNATIVE SOLUTION 22 at Causes validation 22 Causes identification 22 4.1.2 Causes validation 24 z 4.1.1 z vb Solutions analysis 27 jm ht 4.2 4.2.1 Solutions for Fair recognition cause 27 4.2.2 Solution for Feedback and Supervision causes 31 k gm 4.3 Alternative solutions 32 4.4 Action plan 34 om l.c 4.4.1 Human allocation 34 4.4.2 Timeline and Action plan 35 a Lu CONCLUSION 37 n V nh 4.1 y References 57 te re Transcript 38 n va VI SUPPORTING INFORMATION 38 th t to Executive Summary ng JAMJA is a promotion driven platform that helps merchants increase traffic and sales hi ep (online and traditional stores) This startup aims to become a discount app in Vietnam with hourly discount bookings and rapid expansion from restaurants and entertainment to beauty The platform w n will be upgraded day by day to help merchants optimize sales by offering various discounts based lo on the number of empty tables, time frames and actual sales in a day Customers will also benefit ad y th from these improvements, such as instant booking of up to 50% off at certain times of the day ju besides an average drop of 10% to 30% JAMJA has reached nearly million views per month yi and aims to become the number daily transaction app in Vietnam pioneering time-based pl discounts for bookings along with the ability to quickly expand into many markets ranging from n ua al entertainment to travel n va The KPI of the Partnership Department includes many factors such as GMV (Gross ll fu Merchandise Value/ Volume), commission from providers, leads, new contracts, renew contacts m and partner feedback, Although other factors also have bad manifestations but not really as oi prominent as the three symptoms mentioned in Symptoms Chapter In addition, they account for nh at a high proportion in the KPI evaluation of the members as well as a prominent expression of the z business situation of the department Therefore, I can call all three symptoms briefly as the low z ht vb KPI performance of the Partnership Department jm Based on quality data from interviewing Mrs Thuy, Ms Thao and Mr Trung combined k with literature, I have discovered potential problems that exist in the Partnership Department In gm particular, there are some problems that seem to be quite serious and should have been solved as om l.c soon as possible such as high pressure, ineffective discount programs but they are out of control of our department Although we want to solve it thoroughly, it depends on other groups such as a Lu the Marketing or HR department so it is very difficult to it right now So, in the end, I chose the n low motivation as a central problem because it is completely under the control of the department y comfortable and satisfied with their work te re and thereby improve the unprofessional sales communication problem when employees feel more n va and will definitely bring good results Because it can even help solve partly high pressure problem Because when we recognize a task to be important and valuable, employees will it with a high th The relationship between employee motivation and performance seems to be clear LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to level of dedication and enthusiasm to accomplish it With that in mind, managers need to have the ng right ways to keep their employees motivated as much as possible Employee motivation is critical hi for every organization to improve the performance and productivity In the Central problem part, ep I delved deeper into the problem of employee motivation, from the definition and the impact w factors and the consequences This will be a solid foundation for the next chapter to find the cause n lo and solution for this problem ad y th Research on factors affecting work motivation will provide information for managers to ju determine which factors have a strong impact on employee motivation, creating a premise to build yi right solutions to encourage and motivate employees to work hard in order to increase the pl efficiency of human resource management as well as improve the business results The effect of al n ua motivation depends on the incentives (material and mental) that stimulate employees to use up va their potential capabilities and try their best in doing the job Despite the efforts to persuade and n create the best conditions to promote their productivity, many managers still fail The reason is fu ll that from the beginning, they did not eliminate all the false ideas in stimulating subordinates' m oi motivation Some managers think money is everything Certainly, if paid well, the staff will be at nh willing to everything for you However, the feeling of excitement for high pay is short Remember that putting concerns, giving compliments, confirming the contribution and position of z z employees is the real stimulus that can really boost work performance With the alternative vb jm ht solutions proposed in Chapter IV, I hope to bring motivation to employees to have greater efforts to learn, draw on their work experiences, improve their knowledge, qualification for self- k gm improvement In addition to the direct values and benefits, we can see that motivating employees also brings indirect value that is the solidarity of collectives and teams It is this solidarity that om l.c brings about efficiency in employee performance n a Lu n va y te re th LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to I INTRODUCTION ng JAMJA is a discount promotion platform with an application installed on Android and iOS hi ep operating systems smartphones, with the ability to provide information about discounts, promotions of fashion brands, coffee shops, restaurants, spa and clinics With JAMJA, customers w n can go to eat, drink and purchase with preferential prices At times of great promotions during the lo ad year such as the New Year holidays, Black Friday,… JAMJA is a powerful assistant of discount y th hunters With the convenience of the application, users can save time, effort to find what products ju or brands are promoted yi pl JAMJA was founded in 2015 by Mr Le Hung Viet with starting point as a platform that ua al provides the discount information of major brands on fanpage or website JAMJA focuses to n become a hub that summarizes all types of promotional information, reclassifies and helps users va find it easier The number of promotional post in that time is more than 100-150 new promotional n ll fu posts added every day The ability to search is the core of JAMJA products, users not only have oi m approach to a lot of information but also to refine and access to their interests Through a filter mechanism, JAMJA allows users to personalize experiences that motivates users to JAMJA nh at After years of development, JAMJA has constantly expanded and integrated more z z utilities for customers, JAMJA has chosen the business model as a booking platform which vb cooperate with restaurant, coffee shop, spa and clinics’ owners (providers) to create discount ht jm programs on JAMJA’ website and mobile app Users can select deals and book by choosing the k time and the number of customers Providers receive the booking request and spare the empty om l.c gm tables for JAMJA’ customers n a Lu n va y te re th LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to ng hi ep w n lo ad ju y th yi pl n ua al Figure 1: JAMJA' website n va Service industry (restaurants, hotels, spas, cinemas ) all have problems with empty tables, fu ll vacancies or unsold seats CEO of JAMJA - Mr Hung Viet believes that this is a great opportunity m oi for JAMJA, because in Vietnam there is currently no product that focuses on optimizing empty nh tables through hourly discounts like JAMJA JAMJA can help partners which are coffee shops, at z restaurants or spa sell "vacancies" as quickly as possible - even in just minute and optimize z vb autonomous discount programs, adjust the discount level based on the number of empty tables jm ht Due to the ability to customize hourly discounts, JAMJA can cooperate with many famous brands in Vietnam like The Coffee House, Kichi Kichi, Toco-Toco, Food House, Popeyes to offer k gm promotions up to 70% Therefore, JAMJA operates as a B2B platform which works with restaurants, coffee shops, spas, … to help them increase brand awareness and get close to l.c om customers The service delivery is aimed at Z generation users who are adults in the new a Lu technology era Currently, JAMJA has more than million active users each month and is currently growing rapidly JAMJA's vision is to become a super application that customers can use every n direction make JAMJA beware However, the founder of JAMJA is still very confident in JAMJA' th TableNow, Hotdeal, Pasgo,… but also the new ones who have the same technology development y discount management applications and promotion updates Not only the big competitors like te re Currently, there are a variety of applications or websites jumping into the game of building n va day when shopping and eating LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to core values: JAMJA is a discount information hub, so customers come not only to hunt the discount ng programs but also to communicate with the community of users in order to share and update about hi food, drink or beauty In addition, JAMJA not only provides promotion information of the ep restaurant, spa and clinics but also applies to other fields such as e-commerce, entertainment, - w this is also the difference value of JAMJA among ecosystems n lo JAMJA with about 100 employees is arranged according to functional structure, which ad y th determines how the organization will operate and perform In a functional structure, a common ju configuration, an organization is divided into many departments by areas of specialty (such as yi Customer Success, Finance and Accounting, Marketing, Partnership,…) pl n ua al n va JAMJA CORP Product Finance and Accounting Human Resources ll Design fu Customer Success Partnership Marketing oi m Partnership Hanoi Marketing Hanoi Partnership HCMC Marketing HCMC at nh Customer Success Hanoi z Customer Success HCMC z k jm ht vb Figure 2: Organization Structure gm In particular, JAMJA Hanoi has seven departments while JAMJA HCMC only has Partnership, Marketing, Customer Success departments Partnership staffs build strong l.c om relationships with providers, sign contracts, collect discount programs and then send to the Customer Success department which is responsible to process and operate these programs a Lu Besides, Marketing and Partnership department coordinate together and build specific plans to n manage expense budgets related to the implementation and execution of promoting discount deals y te re in all channels as fanpage of JAMJA in Facebook, Instagram, Zalo, website and mobile application n va achieve corporate goals such as fill vacancies, increase sales and brand awareness for providers, th in order to approach and attract customers to use deals LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to Partnership department is considered as the largest with 32 employees in both branches, ng 17 employees in Hanoi and 15 remaining in HCMC hi ep w Partnership Department n lo ad y th Leader of Food team Leader of Drink team ju Sales Admin Head of Department in Hanoi Head of Department in HCMC Leader of Beauty team Leader of Food team Sales Admin Leader of Drink team Leader of Beauty team yi pl Sales development Account Executive Account Executive n ua al Sales development Sales development Sales development Sales development Account Executive Account Executive Account Executive Account Executive n va Sales development fu ll Figure 3: Partnership Department Structure oi m Two branches have the same Partnership department structure including a Head of nh at Department, a Sales Admin and three category teams - Food, Drink and Beauty Each team has a z leader, a Sales development and two or three Account Executive The role of Head of Department z ht vb – Mrs Nguyen Thanh Thuy is responsible for setting short-term and long-term targets, devising jm strategies, finding and implementing new ideal plans for driving KPI growth of the whole k department, three category teams and each member She also works with the Marketing and other gm departments to propose materials and tools in order to support and boost growth, as well as l.c interview and hire new members of the department Sales Admin prepare contracts for providers, om stay up-to-date sales reports,… and three sales teams of different categories Each team has a Sales a Lu development who researches and establishes leads and arranges introductory needs analysis n meetings between Account Executives and providers Account Executives are responsible to va introduce and discuss provider’ needs and requirements, win the contracts, take care of them at all n th and Account Executive work under their Leader’ control and the Leader is responsible for y contact to understand and meet their needs as well as maximize their loyalty Sales Development te re phases of the contracts and campaigns, provide professional after-sales support, remain in regular LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to reporting member performances to the Head of Department and working with her to boost ng department growth hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to encouragement What you ng think about this opinion?" hi ep A: "I know that recognition can still be expressed through w n spiritual values But I still think lo ad that to show my recognition to y th employees, money or gifts are ju the most valuable and practical yi Although I know that employees pl al always have to try very hard to ll fu and forget sometimes they n responsibility that they have to va always think that is the n ua achieve results in their work, I m oi also need encouragement and at nh praise to get more strength when they are tired This is probably z z my shortcoming as well as their vb jm ht leaders, I hope to be able to address these causes soon so that k gm the department can return to the glorious time as before " and feasibility, I of solution think solution suitable for the y company at the th alternative solution 1, simplicity, te re advantages and disadvantages In n is the most A: "Each solution has its own va apply to our department?" The feasibility n you think is best suited to Based on cost a Lu alternative solutions, which one om l.c Q: "After looking at two moment ease of implementation and cost 45 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to savings are the advantages We ng need to organize it regularly so hi ep that it gradually becomes a typical cultural activity of the w department to achieve the best n lo results In addition, it is also ad necessary to have effective y th assessments to learn from ju yi experience and find ways to pl bring the best effect to ua al employees In alternative n solution 2, employees have many om l.c gm n a Lu n va enough time to implement this k they certainly will not have jm workload is too much Therefore, ht time of employees while their vb implementation takes too much z of preparation and z properly However, the process at implemented this solution nh as well as from society if oi a sympathetic view from partners m community We can also receive ll more meaning and benefits to the fu other more and especially bring n help them connect with each va activities that work together to te re solution and not willing to y participate fully In addition, the th cost is too expensive and even can exceed the original budget 46 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to Therefore, based on cost and ng feasibility, I think solution is hi ep the most suitable for the company at the moment." w n lo ad Ms Thao – member of Team Food in Partnership Department y th Coding ju Q&A (full Q&A) Category Quote (description yi of coding from pl (key answers) n Q: “As I know, your ua al answer) va under pressure n performance in 2019 is lower Employee work fu because of too department Which reason makes many tasks Heavy have enough time to workload arrange the priority and assigned tasks well.” -“ have too much z vb pressure in long term drive all the k jm ht enthusiasm and well Besides, the deadline is too gm priority and assigned tasks a day make me not z enough time to arrange the high pressure at tasks in a day make me not have -“ Too many tasks in nh about my low KPI Too many oi A: “Actually, I feel pressured m this situation? ll than the average of the Working under short, like in the morning or in a seems to disappear” n a Lu n va always feel overwhelmed with om I have to assign another one I l.c day This task is not finished but energy for work work and responsibilities, even te re not have time for my family y th and friends When starting this job, I think work under pressure 47 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to make me learn a lot of things but ng have too much pressure in long hi ep term drive all the enthusiasm and energy for work seems to w disappear” n lo Q: “Can you show more detail ad ju day?” y th some tasks you have to in a yi pl A: “I have about 30 providers ua al who need to take care Every n day, I negotiate with providers to om l.c gm n a Lu n va does not bring positive results in k running smoothly If the program jm department to control programs ht Success and Marketing vb between providers and Customer z Account Executive is the bridge z discount programs occurring, at providers to join During nh month so I need to invite all oi week and big campaigns every m always has mini campaigns every ll them to sign Moreover, JAMJA fu the annex contracts and send n which is on end time Then I text va resale the discount program te re -5 days from starting, I have to y persuade the provider to change th other ones or boost the Marketing department to support 48 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to Not only taking care of the old ng merchants, I find and meet new hi ep ones to achieve monthly KPI After finishing all duties, I make w a daily report to my leader.” n Working Working high pressure affect your spirit pressure have a pressure -“Pressure seems to and performance?” lot of negative consequences eat away at my The effects of health, leaving me heavy workload feeling stressed and lo Q: “How does working under ad ju y th yi effect to pl A: “Pressure seems to eat away employee ua al at my health, leaving me feeling sometimes doing n stressed and sometimes doing behavior.” ll oi m providers, sometimes I force communication fu in a mess When meeting n behavior I feel that I’m working unprofessional va unprofessional communication nh at myself to stop the conversation z to reply to other providers’ z vb requests or my leader’s ask, even jm ht though I know it is forbidden in k sales skill Some providers show gm their unpleasantness and give my l.c leader a complaint about this om issue Or I tend to not talk to a Lu anyone, even ignore providers’ n phone call, email until finishing n va urgent tasks I actually need te re concentration to tasks well but leader in order to find the HR department Recruitment recruit more request th Q: “Have you ever talked to your y high pressure does not allow it.” 49 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to ng hi members to -“ She used to members’ pressure?” share the tasks suggest to the HR A: “Of course Our leader and department to recruit ep solution for your and other more members to thoroughly understands our stress responsibilities w share the tasks and n and she always finds the lo responsibilities but ad solutions She used to suggest to our department’ y th the HR department to recruit request is not the ju more members to share the tasks priority.” yi and responsibilities but our pl al department’ request is not the n ua priority Not only members like ll fu our ideas and suggestions n meet us in the office and listen to va me, my leader is also too busy to m oi Expect to periodic meetings, it’s at nh hard for us to sit and talk and share together.” z share the Poor team working communication other members in the gm small team, even in l.c department.” om Some members will go to coffee hard for us to meet k times offsite work in a month workplace jm pressure in the A: “As you know, we have 15 -“ Therefore, It is ht together?” vb why the team cannot talk It is hard to z Q: “Despite working in an office, -“ Sometimes I feel it they can work well Others go to is not easy to find meetings with providers someone who can Therefore, It is hard for us to share and understand meet other members in a small my working team, even in a department pressure.” n a Lu shops to feel less pressure so that n va y te re th Sometimes I feel it is not easy to 50 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to find someone who can share and ng understand my working hi ep pressure.” Q: "Do you have any satisfaction w n or dissatisfaction when working lo ad at JAMJA?" Employees Role of the “The company completely work provides a full range environment of facilities such as the working and working microwave, fridge, completely satisfied with the conditions and conditions dining and sleeping ju y th satisfied with A: "To be honest, I am yi environment in pl working conditions and JAMJA n salary is quite high and even ua al environment in JAMJA The area, ” n ll fu living The company provides a va ample for us to cover the cost of oi m full range of facilities such as microwave, fridge, dining and nh at sleeping area, Furthermore, z leaders and colleagues are very z vb friendly, kind and willing to help jm ht each other This is also a job I k really love and I want to try my gm best to work, have a lot of l.c experience and develop my om career path " A: "At first, I always tried to fairly Employee te re my best But gradually, my Fair recognition n not recognized va depressed when you work?" n All efforts were a Lu Q: "So why are you getting recognition tool y th colleagues and I felt that all our efforts were not recognized fairly Even if I try to accomplish 51 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to the best work in the group, it is ng no different than an average- hi ep productivity employee Since then, we have thought that trying w to work well for nothing" n Employees just shared, what you think is choose Equity and the main cause ?: Supervision and fairness of lo Q: "So among the 13 reasons I've ad ju y th yi Fair recognition pl A: "If we are acknowledged for “If we are as the main causes n ua al our tries, we are willing to work harder and receive more tasks, employees acknowledged, we gradually lose our work motivation” om l.c gm n a Lu n va for me to keep up the good work but when we are not k or a round of applause is enough productivity jm encouragement from my leader receive more tasks, ht as a word of compliment or supervision on vb what we need is really as simple to work harder and z through money or regular gifts, Effects of z recognition is not just expressed tries, we are willing at our hobbies in free time The criteria nh have to try up to 200% or give up acknowledged for our oi highest efficiency, we always m the job done, even to achieve the ll managers can see how hard to get fu our work motivation I wish that n acknowledged, we gradually lose va but when we are not Recognition te re So I choose Supervision and Fair y recognition as the main causes." th Q: "I have suggested two alternative solutions, which one 52 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to ng you think is the most effective Employee and suitable?" would choose hi ep A: "If I could choose to one of solution those alternative solutions, I w n would choose solution lo ad Although solution sounds very y th attractive, I can travel with my ju colleagues and charity yi activities at the same time, but if pl and implement, I am not sure oi at nh effective way Solution meets m simple and quicker and more ll more Instead I will choose a fu time, I don't want to lose any n The work is taking up too much va whether I will participate or not n ua al it takes too much time to prepare z n n va affection from colleagues I will a Lu merits but also feel the deep om that everyone recognizes my l.c surprised because I not only feel gm card, I will be very happy and k thank you If I receive that gift or jm colleagues and given to me as a ht more great when made from vb like the handmade items It is z those criteria Because I really te re definitely try to my best to y th have those gifts every month And if everyone is like me, this 53 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to solution will definitely bring a ng tremendous effect." hi ep Mr Trung – old provider of JAMJA w Coding n Q&A (full Q&A) Category Quote (description lo of coding from ad (key answers) answer) ju y th Q: “Which you like and Brand -“ They help us solve dislike when cooperating with business goal of awareness the most different JAMJA?” JAMJA is solve Sales Skill problems of almost yi Like: The pl the problem of all restaurants, coffee n ua al A: “I really like the goal of JAMJA They help us solve the va Customer most different problems of Dislike: Account almost all restaurants, coffee Executive shops - empty tables or satisfied the vacancies Actually, JAMJA providers providers shops - empty tables n satisfaction ll fu or vacancies.” oi m -“ Actually, JAMJA at nh brings us 20-30% increasing z customers” z brings us 20-30% increasing vb -“ But I feel ht customers when running dissatisfied with the k jm discount programs on their app and website as well as increasing our brand awareness But I feel gm Account Executive dissatisfied with the Account supporter to me.” who is a direct om l.c Executive who is a direct a Lu supporter to me Sometimes he n va makes me feel not respected and salesmen extremely important of a sales executive is 54 th dissatisfaction?” -“ To me, the attitude y details about your The attitudes and Successful behaviors of salespeople te re Q: “Can you explain more n willing to work with me LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to ng hi A: “To me, the attitude of a impress their Role of attitude because these are all I sales executive is extremely customers and personality need when working in sales together.” ep important because these are all I need when working together I w really not agree with coming n lo late, surfing the web, chatting, ad sending emails or anything else y th of the Account Executive in the ju yi meetings instead of listening pl carefully to understand what I al sometimes I feel that he is not n ua need when cooperating Also, n ll fu urgent cases They need to know va willing to support when I have oi m that attitudes, willingness and nh sales lifestyles, make the at employees successful, push their z z development and make a good vb effect on their company ht jm However, I also sympathize for k him because I know he has a lot gm of providers to take care.” l.c Q: “Why you decide to stop process drives my boss to uncomfortable Slow progress force me to stop.” of work -“ I had repeatedly asked about the y th manager agreed to run it as soon providers te re the programs However, my process of JAMJA n need a signed contract to start The contract va me to stop As a rule, two parties process make n JAMJA drives my boss to force Slow contract a Lu A: “Because the slow process of -“ Because the slow om cooperating with JAMJA?” contact to submit to my manager but had 55 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to ng hi not been received result I had repeatedly asked even though the about the contact to submit to program was still my manager but had not been running with JAMJA received even though the during months.” ep as possible to achieve a good w n lo program was still running with ad JAMJA during months We y th cannot accept the irresponsible ju yi work style so then we decide to pl stop running with JAMJA al programs is very good I hope ll oi m at nh together again.” fu have opportunities to work n and operation soon in order to va that they improve their process n ua although the result of discount z z k jm ht vb om l.c gm n a Lu n va y te re th 56 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to References ng (1) BMS Performance How to tell if your sales team is underperforming [Internet] Available hi ep from: https://bmsperformance.com/blog/sales/how-to-tell-if-your-sales-team-is- underperforming/ w n (2) Ganta, V C Motivation in the workplace to improve the employee performance lo ad International Journal of Engineering Technology, Management and Applied Sciences 2014, y th 2.6: 221-230 ju (3) Churchill, Gilbert A., Neil M Ford, Steven W Hartley, and Orville C Walker, Jr The yi Determinants of Salesperson Performance: A Meta-Analysis Journal of Marketing Research pl ua al 1985, 103-118 (4) Stafford, Thomas F Conscious and Unconscious Processing of Priming Cues in Selling n va Encounters Journal of Personal Selling & Sales Management 1996, 37-44 n (5) Samson, G.N., Wainganjo, M Effect of working environment on the performance of fu ll commercial banks employee in Nakuru town, Kenya International Journal of Managerial oi m Studies and Research (IJMSR) 2015 76-89 nh (6) Johlke, M.C Sales presentation skills and salesperson sales performance Journal of Business at z & Industrial Marketing 2006; 21(5): 311-319 z (7) Ahmad, S.Z., Basir, M.S and Kitchen, P.J (2010) The relationship between sales skills and vb jm ht salesperson performance and the impact of organizational commitment as a moderator: an empirical study in a Malaysian Telecommunication Company International Journal of k gm Economics and Management 2010, 4(2) 181-211 (8) Matzler, K., & Hinterhuber, H H How to make product development projects more l.c deployment Technovation 1998, 18(1), 25-38 om successful by integrating Kano's model of customer satisfaction into quality function Robbins, S.P., Mary, C Management Singapore: Prentice Hall International., Inc 2011 (11) DuBrin, A,J Essentials of management (5th ed.) Melbourne: South-Western College y te re (10) th Publishing 2000 (12) n va International., Inc 2009 n a Lu (9) Robbins, S.P., Timothy, A.J Organizational Behavioral Singapore: Prentice Hall Nelson, B The top ten ways to motivate your employees ABA Bank Marketing 2000 Available from: http://proquest.umi.com/pqdlink?did=309890291 57 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to ng (13) Hughes, L Motivating your employees Women in business 2003; 55(2) (14) Tsui AS, Wu JB The new employment relationship versus the mutual investment hi approach: Implications for human resource management Human Resource Manage 2005 ep Summer;44(2):115-121 Akkermans HA, van Oorschot ,K.E Relevance assumed: a case study of balanced w (15) n lo scorecard development using system dynamics J Oper Res Soc 2005 08;56(8):931-941 ad (16) Oriane Perrin What Happens When Employee Motivation Is Low [Internet] y th EmployeeConnect Avaiable from: https://www.employeeconnect.com/blog/happens- ju yi employee-motivation-low/ Ramlall, Sunil A review of employee motivation theories and their implications for pl (17) al va Hosseini, Seyed Abdol Rasoul Factors affecting employee motivation Management and n (18) n 5.1/2: 52-63 ua employee retention within organizations Journal of American academy of business 2004, fu Administrative Sciences Review 2014, 3.4: 713-723 ll Bakhshi Ali Abadi, H.; D Norouzi; and Z.S Hosseini Factors Affecting Job Motivation oi m (19) z Impraise How to recognize and celebrate success at work Available from: z (20) at Medical Sciences 2004, no 12 nh among the Faculty Members of Rafsanjan University of Medical Sciences Iranian Journal of vb https://www.impraise.com/blog/how-to-recognize-and-celebrate-success-at-work ht Korning, John W.,,Jr Three other R's: Recognition, reward and resentment Res Technol Darling K, Arn J, Gatlin R How to effectively reward employees Industrial Management om l.c 1997 Jul;39(4):1-4 (23) gm (22) k Manage 1993 Jul;36(4):19 jm (21) Luthans K Recognition: A Powerful, but often Overlooked, Leadership Tool to Improve Saunderson R Survey Findings of the Effectiveness of Employee Recognition in the n Milas GH How to develop a meaningful employee recognition program Qual Prog 1995 th (26) y 05;28(5):139 te re (25) va Public Sector Public Personnel Management 2004 Fall;33(3):255-275 n (24) a Lu Employee Performance Journal of Leadership Studies 2000 01;7(1):31-39 Omisore, Bernard Oladosu Supervision - Essential to Productivity Global Journal of Commerce & Management Perspective G.J.C.M.P 2004, vol 3(2): 104-108 58 LOW EMPLOYEE MOTIVATION IN JAMJA CORP t to (27) Kavanaugh, R.R and Ninemeier, J.D Hospitality Supervision 2nd ed ng Michigan:Educational Institute, American Hotel & Motel Association 1995 hi (28) Noe, R.A Is career management related to employee development and performance? ep Journal of Organizational Behavior 1996, Vol 17, pp 119-133 London, M and Smither, J.W Empowered self-development and continuous learning w (29) n lo Human Resource Management 1999 Vol 38, pp 3-15 ad (30) Shute, V.J Focus on formative feedback Review of Educational Research 2008, Vol 78, y th pp 153-189 ju Hibbert S Giving effective employee feedback In Pract 2013 03;35(3):149 yi (31) pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 59