(Luận văn) poor working environment in hardline sector at aeon mall tan phu celedon

t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ng hi ep w n lo ad y th ju Le Thi Kim Khang yi pl n ua al n va ll fu POOR WORKING ENVIRONMENT IN HARDLINE SECTOR AT AEON MALL TAN PHU CELEDON oi m at nh z z ht vb k jm om l.c gm MASTER OF BUSINESS ADMINISTRATION n a Lu n va y te re Ho Chi Minh City – Year 2019 t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ng hi ep w n lo ad ju y th Le Thi Kim Khang yi pl al n ua POOR WORKING ENVIRONMENT IN HARDLINE SECTOR AT AEON MALL TAN PHU CELEDON n va ll fu oi m at nh z z ht vb k jm MASTER OF BUSINESS ADMINISTRATION om n a Lu n va Ho Chi Minh City – Year 2019 l.c gm SUPERVISOR: DR DOAN ANH TUAN y te re Table of Contents LIST OF FIGURE t to LIST OF TABLE ng hi EXECUTIVE SUMMARY ep COMPANY OVERVIEW: AEON GROUP AND AEON MALL VIETNAM: 1.2 HARDLINE SECTOR: 10 w 1.1 n lo ad SYMPTOMS: 10 ju y th HIGH TURNOVER RATE: 10 2.2 DECREASE SALES VOLUME: 12 yi 2.1 pl ua al PROBLEM IDENTIFICATION: 13 n va POTENTIAL PROBLEMS: 13 n 3.1 ll fu Personal reasons: 13 oi m Direct supervisor: 14 at nh Working environment: 14 Decrease in sales volume 15 z VALIDATING PROBLEMS: 16 z 3.2 vb ht Managers’ perspectives: 17 jm Employees’ perspectives: 18 THE MAIN PROBLEM: 18 gm CAUSE VALIDATION: 19 4.1 om l.c k 3.3 POTENTIAL CAUSES: 19 a Lu Poor qualification of tool & equipment 19 Unreasonable shift hour 21 y Poor qualification of tool and equipment 21 te re VALIDATING CAUSES: 20 n 4.2 va Unreasonable shift hour 20 n Bad ventilation system 20 Bad ventilation system 21 ALTERNATIVE SOLUTIONS: 22 t to 5.1 ALTERNATIVE SOLUTION 1: REPLACE POOR QUALIFICATION TOOLS AND ng hi EQUIPMENT 23 ep Phase 1: Recheck office tools and equipment 23 Phase 2: Finding the potential suppliers 23 w n Phase 3: Control and monitor 25 lo ad Phase 4: Report and evaluate result of solution 25 ALTERNATIVE SOLUTION 2: FIX THE UNREASONABLE SHIFT HOUR 25 ju y th 5.2 yi Phase 1: Evaluate how unreasonable shift hour of employees 26 pl Phase 2: Suggest new daily working time 26 al ALTERNATIVE SOLUTION 3: STANDARDIZED PROCESSIZATION 26 n va 5.3 ua Phase 3: Report and evaluate result of solution 26 n Phase 1: Making a standard working process 27 fu ll Phase 2: Evaluate to complete the processes 28 m oi Phase 3: Report and enhance the system 28 nh ACTION PLAN: 29 at z ACTION PLAN 1: REPLACE POOR TOOLS AND EQUIPMENT 29 6.2 ACTION PLAN 2: FIX UNREASONABLE SHIFT HOUR 31 6.3 ACTION PLAN 3: STANDARDIZED PROCESSIZATION 33 z 6.1 ht vb k jm SUPPORTING INFORMATION: 34 om l.c gm Making a standard working process 33 INTERVIEWEE’S DEMOGRAPHIC: 34 7.2 INTERVIEW GUIDE: 34 y te re Main body of interview 34 n Warm – up question 34 va Introduction 34 n a Lu 7.1 REFERENCES 35 APPENDIX 1: TRANSCRIPT SUMMARY 37 List of figure t to Figure Aeon Mall Tan Phu Celedon ng Figure Basic principle of Aeon Mall hi ep Figure Hardline structure at Aeon Mall Celadon 10 Figure 4.The percentage of turnover rate in Hardline Sector in Aeon Mall Celedon in w n 2018 11 lo ad Figure Sale volume of Hardline Sector in 2018 12 ju y th Figure Reasons of Turnover in Hardline Sector in 2018 13 yi Figure Initial Cause - effect map 16 pl Figure Updated cause - effect map 19 al ua Figure Final cause - effect map of Hardline Sector 22 n Figure 10 Registering shift hour process 27 va n Figure 11 Selling process 28 ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re List of table Table The percentage of turnover rate of Hardline Sector in Aeon Mall Celedon Tan t to Phu in 2018 11 ng Table Potential suppliers 25 hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Executive summary According to research report of EU – Vietnam Business Network (1), Vietnam’s t to retail industry is the prosperous market which attract many different domestic and ng international companies to invest and develop in there However, the biggest challenge hi facing employers in this industry is the high turnover rate of employees, even turnover ep is an issue that both businesses and workers are not expecting Ideally, Hai Van (2) w reported, 20% of workers said that candidates’ did not have enough obligation and the n lo high turnover rate are the biggest challenges, with 49 per cent claiming that candidates ad y th are easily effected when they have offers from another company ju Today, AEON Group is one of the largest retail companies with impressive yi linkage scales and performance in Japan as well as in other countries AEON Vietnam pl ua al Co., Ltd opened the first shopping center "AEON MALL Tan Phu Celadon" with the n largest scale in Ho Chi Minh City on January 11, 2014 This shopping center will be ll fu shopping mall n va the third country after Malaysia and China to mark AEON's emergence as a large-scale oi m However, one of the most difficult challenges that AEON Tan Phu Celadon has nh to confront one of the hardest problems which are how to maintain a permanent human at resource Spending a lot of time and money training a quality team and keeping them z z motivated in a stressful working environment is not a simple challenge In addition, vb ht talents are often attracted to some other attractive offers, along with better remuneration k jm This issue not only increases the personnel cost of the enterprise but also reduces the gm business efficiency and even leads to the lack of and weak personnel that can "destroy" l.c the business If this problem continues, it will adversely affect the business, as well as om the image of the company Therefore, it is necessary to analyze each influencing factor, n recruitment to the appropriate and appropriate measures a Lu assessing the risk of each of those factors to each employee, right from the time of y improve the situation in Hardline Sector te re thesis Since then, propose some solutions to reduce poor working condition and n environment in Hardline Sector at Aeon Mall Tan Phu Celedon” which is topic for my va Starting from the above, I decided to choose the topic “Poor working Company overview: 1.1 Aeon Group and Aeon Mall Vietnam: t to Aeon Group was established in 1758 in Japan Aeon is one of the largest retail ng company and has 179 joint ventures in both domestic and oversea hi ep Throughout its operation time, the AEON Group maintains an unwavering commitment to set "Customer First" consistently The basic principle of AEON Group w is towards a prosperous, stable and peaceful society through retailing With that n lo responsibility, AEON Group has gained the trust of customers as well as expanding ad y th business activities not only in Japan but also in other countries in Asia which are China, ju Vietnam, and so on for a long time yi pl AEON officially started its operations in Vietnam in 2009 as a Representative Office ua al from 01/12/2009 to 10/07/2012 In 07/10/2011, The company was approved by the n People's Committee of Ho Chi Minh City, AEON Vietnam Co., Ltd was officially n va established, investing for construction, organization, management and business ll fu activities: Trade Center, General Department Store and Supermarket This is considered at nh related to import-export, trade and research oi m the main business direction In addition, AEON conducts other business activities z z ht vb k jm om l.c gm n a Lu n va y te re Figure Aeon Mall Tan Phu Celedon AEON MALL system in Vietnam includes AEON - Tan Phu Celadon Shopping Center in Ho Chi Minh City in 2014, AEON Shopping Center - Binh Duong Canary in t to Binh Duong, AEON - Long Bien Shopping Center in Hanoi in 2015 and AEON ng Shopping Center - Binh Tan District in Ho Chi Minh City in 2016 In 2019, Aeon Mall hi Vietnam plans to open new shopping center at Ha Dong of Hanoi ep Basic principle of AEON: w • "Peace": All AEON activities aim to pursue prosperity to create a stable n lo peace ad y th • "Human": AEON always respects and values human qualities and values, ju as well as strives to promote the building of close relationships in the yi same collective pl ua al • "Community": AEON is constantly devoted to contributing to creating n the sustainable development of the community n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Figure Basic principle of Aeon Mall 1.2 Hardline sector: There are two basic forms of goods in a retail store of Aeon which are Hardline and Softline If the term soft goods or Softline refers to merchandise that is literally t to “soft”, Hard goods or hardlines are goods that are “hard” to the touch A department ng hi store or product line consisting primarily of goods such as household appliances, ep electronics, sporting goods, health care and beauty products or toys will be considered w hard goods In Aeon, hardline includes three divisions: Home Appliance – Multimedia, n Home fashion – Household – DIY and Stationary – Sports – Bike The numbers of lo ad employee are 78 people Besides, in Hardline sector, it also has two levels of staff like y th other department which is front desk staff and managers ju yi pl n ua al n va ll fu oi m at nh z z ht vb k jm n a Lu Symptoms: om l.c gm Figure Hardline structure at Aeon Mall Celadon rate is one of the most important things which human resources need to pay more attention and manage it in suitable limitation Nowadays, turnover likes phenomena 10 y symptoms of company are high turnover rate and decrease in sales volume Turnover te re During the working time and data of company in 2018, I realized that main n va 2.1 High turnover rate: ad ju y th yi pl Action plan: 6.1 Action plan 1: Replace poor tools and equipment n ua al va ACTIONS W1 m ll fu OBJECTIVES n PHASE TIME SCHEDULE RESPONSIBILITIES oi Checking again all of tools and Staff Making report to ask for permission jm equipment W6 ht and W5 vb equipment tools Hardline sector W4 Team Leader and used by employees in the z count the number of and z office tools and list at Clarify, W3 Manager equipment which are being stayed nh Recheck W2 Manager k about replacing the current situation gm of tools and equipment ac th upper level manager about solution y te Making report to ask approval from re and equipment situation at Hardline Sector Manager n qualification tools and products refer with current va replacing the poor suppliers which provide services an processes provide services for company, choosing the suitable Lu complete the which om Evaluate to suppliers Based on data of supplier before of l.c Fining the potential si eg cd jg 29 hg ad ju y th yi pl After receiving the permission, ua al making contract with suppliers and n set the time to replace the broken n va fu Control and tools and equipment m ll Controlling and monitoring the process of suppliers Manager oi monitor at nh Making interview and short survey Evaluate to know which have several questions relate z Manager Team Leader Staff z how satisfaction of with health, thinking, and so on of after employees after replacing the poor replacing old qualification tools and equipment k jm of solution employees ht evaluate result vb Report and of solution bases on result of Manager om interview and survey l.c equipment gm broken tools and Reporting to upper level about result an Lu va n y te re ac th si eg cd jg 30 hg ad ju y th yi pl n ua al 6.2 Action plan 2: Fix unreasonable shift hour va OBJECTIVES ACTIONS n PHASE TIME SCHEDULE RESPONSIBILITIES m ll fu W9 Making short survey and in – and content relate with shift hour of of employees shift hour of about Collect the data and result of ht employees jm current interview to check and find main gm si schedule which is able to adapt ac th Suggesting new daily working y te daily working not affect to other sectors Manager re suggesting new daily working schedule which n survey, general staff to make sure new va and company about shift hour for an interview of Lu result Checking again about policy of om working time previous l.c By Team Leader schedule new daily Manager k shift hour at problems of unreasonable shift Hardline Sector hour from current daily working Suggest Staff vb unreasonable employees Team Leader z feeling have z how which Manager at thinking interview nh Evaluate oi dept Evaluate W10 W11 W12 W13 W14 W15 W16 eg cd jg 31 hg ad ju y th yi pl schedule which all conditions such as expectations of employees and n ua al is reasonable of policies of company about va n working time m ll fu Reporting to upper level manager oi about recent situation of sector to Evaluating at nh ask for allowance about solution Interview and survey again which z z again to know use score scale to evaluate how vb employees an schedule of interview and survey Manager Lu working daily result of solution bases on result om new l.c after applying Reporting to upper level about gm solution of their new working time k result of thinking jm evaluate how feeling or satisfaction of employees about ht Report and Manager Team Leader Staff va n y te re ac th si eg cd jg 32 hg ad ju y th yi pl 6.3 Action plan 3: Standardized processization n ua al OBJECTIVES ACTIONS n va PHASE TIME SCHEDULE RESPONSIBILITIES Making the standardization process Making the registering shift hour process working about registering shift process hour process and selling at z z Suggesting the general working process vb k jm for general staff gm Evaluate to make the process complete and Making the survey and interview the complete the suitable l.c specific general staff to collect data and result Team Leader working ddescription of from interview to complete the processes General Staff an Reporting to have data and principle to Manager y te re recent situation in the Hardline Sector n enhance the system to correspond with va manage conveniently Lu Enhancing the system to om for general staff system Manager Evaluate to enhance the Manager ht process Report and Manager nh standard processes W19 oi Making a W18 m ll fu W17 ac th si eg cd jg 33 hg Supporting information: 7.1 Interviewee’s Demographic: t to Working Working experience Interview experience at date (year) Hardline Mar-2019 Name Gender Position Nguyen Thanh Trieu Male Hardline Manager ng No hi ep La Thuc Trinh Female Le Yen Ngoc Female Tran Cong Tuan Tran Minh Tuan w Hardline’s current Place of interview Hardline Mar-2019 Hardline Staff at Home Fashion Mar-2019 Hardline Male Staff at Home Center 2.5 2.5 Mar-2019 Hardline Male Staff at Home Fashion 1.5 1.5 Mar-2019 Hardline n Division sales leader lo ad ju y th yi pl ua al 7.2 Interview guide: Introduction Greeting and introduction - Describe reason and purpose of the interview - Job title, job description of individual interviewee n - n va ll fu oi m Warm – up question How long have you been working here? z - at What is your name and position? nh - z ht vb Main body of interview What you think about working environment here? - What you think about training program in Aeon Mall Celedon Tan Phu? - Do you intend to work here for a long time? - What you expect from Aeon Mall to improve your working life? k jm - om l.c gm n a Lu n va y te re 34 REFERENCES Network E-VB Vietnam’s distribution and retail channels report 2018 Van H High staff turnover a challenge in retail: Vietnam Economic Times; 2017 [Available from: http://vneconomictimes.com:8081/article/vietnam-today/high-staff- t to turnover-a-challenge-in-retail ng Dr Adnan Iqbal PSU, Riyadh, Saudi Arabia Employee Turnover: Causes, hi ep Consequences and Retention Strategies in the Saudi Organizations 2010 Iqtidar AS, Zainab F, Shakil AM, Khalid Z Measuring push, pull and personal w factors affecting turnover intention: A case of University teachers in Pakistan Review n lo of Economic & Business Studies 2010;3(1):25 ad Hammerberg JH Reasons given for employee turnover in a full priced y th Mohamad SF Effects of communication on turnover intention: A case of hotel yi ju department store 2002 pl Oludeyi OS A Review of Literature on Work Environment and Work n ua al employees in Malaysia: Iowa State University; 2008 Retail faces high employee turnover 2017 [cited 2019 23 March] Available ll fu n va Commitment: Implication for Future Research in Citadels of Learning 2015 https://vietnamnews.vn/economy/405397/retail-faces-high-employeeAhmed Z, Sabir S, Khosa M, Ahmad I, Bilal MA Impact of Employee Turnover at nh turnover.html#fKr6FH6bLHJiWIl8.97 oi m from: z z on Organisational Effectiveness in Tele Communication Sector of Pakistan Journal of ht jm 10 vb Business and Management 2016;18(11):12 Agbozo GK, Owusu IS, Hoedoafia MA, Atakorah YB The effect of work k l.c Aziri B Job satisfaction: A literature review Management research and practice MJ E, EU A, NM P Impact of Workplace Environment on Health Workers va n 2017 Massoudi AH, Hamdi SSA The Consequence of work environment on y Employees Productivity Journal of Business and Management 2017;19(1):7 te re 13 n 12 a Lu 2011;3(4):9 om 11 of Human Resource Management 2017;5(1):6 gm environment on job satisfaction: Evidence from the Banking Sector in Ghana Journal 35 14 Aggarwal S, Devi A, Kaur D Impact of Working Conditions on Employees Performance International Research Journal of Commernce Arts and Science 2014;5(4) 15 Qureshi MI, Iftikhar M, Abbas SG, Hassan U, Khan K, Khalid Z Relationship t to Between Job Stress, Workload, Environment and Employees Turnover Intentions: ng What We Know, What Should We Know Word Applied Sciences Journal 2013:7 hi Msengeti DM, Obwogi DJ Effects of Pay and Work Environment on Employee ep 16 Retention: A Study of Hotel Industry in Mombasa County International Journal of w n Scientific and Research Publications 2015;5(4) lo Elsbach kD, Pratt MG The Physical Environment in Organizations The ad 17 Binczycki B, Lukasinki W DETERMINANTS OF QUALITY OF WORK ju 18 y th Academy of Management Annals 2014:45 yi pl CONDITIONS 1st International conference on Quality of Life2016 al mbaskool.com Selling process Marketing and Strategy Terms: mbaskool.com; from: https://www.mbaskool.com/business-concepts/marketing-and- n [Available ua 19 va n strategy-terms/2069-selling-process.html ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 36 ad ju y th yi pl ua al Appendix 1: Transcript summary n Coding Key quote n va Q&A Job position Mr Nguyen Thanh Trieu Hardline manager oi Hardline's current Division sales nh Ms La Thuc Trinh m ll fu Q1 What is your name and positions? at leader z Staff at Home Fashion vb Staff at Home Fashion k jm Mr Tran Minh Tuan Staff at Home Center ht Mr Tran Cong Tuan z Ms Le Yen Ngoc - Mr Cong Tuan – 2.5 year - Mr Minh Tuan – 1.5 year va Ms Yen Ngoc – year an - Lu Ms Trinh – years om - l.c Mr Trieu – years - Employee tenure gm Q2 How long have you been working here? n y te re Q3: What you think about working environment here? ac th • Mr Trieu: I worked nearly two years that I could - Working alone Poor working environment si understand how the working environment in there I eg cd jg 37 hg ad ju y th yi focus ua al should pl think on improving - working Personal responsibility n environment because it is very importance factor for n va the current Hardline situation Moreover, employees m ll fu need to work towards a common goal and ensure they are responsible for the job of the whole team, oi at responsibility nh instead of working alone and taking personal z z • Ms Trinh: Lack of team spirit is the biggest problem - om Lu other day I only have to work around or hours Bad ventilation system - Broken equipment y te re ac th me to complete job task early However, equipment - n uncomfortable condition Good machine will help va not repair yet I have to work in hot and an • Mr Cong Tuan: I don’t know how to say In my position, ventilation system had trouble, but it did l.c Sometimes I have to work over hours a day While Unreasonable shift hours - gm change in job responsibilities between teams • Ms Yen Ngoc: The shift hours are unreasonable No teamwork k jm teams, it makes internal work overloaded and a ht vb and due to the lack of working environment among si eg cd jg 38 hg ad ju y th yi pl ua al still has been broken and should be repaired soon It n makes me spent more time to finish my job n va • Mr Minh Tuan: I feel very unhappy because of my m ll fu direct supervisors In some situation, my direct - supervisor yelled and forced me work his own jobs Direct supervisors treat unfairly oi nh Besides, he has treated unfairly and sometimes he at said with me in bad words It made me feel very z z stressful in my working time vb k jm Mall Celedon Tan Phu? gm • Mr Trieu: I work as manager of the company I have Good training program - No idea about training program - Unreasonable training time om - an Lu on Therefore, I feel very satisfied about the training program of company va n • Ms Trinh: It’s ok with me I have no idea about y te re training program of company l.c received training program both domestic and foreign countries such as Japan, Hong Kong, China and so Training program ht Q4: What you think about training program in Aeon the training time before my shift I made me have to ac th • Ms Yen Ngoc: I felt very tired because I had to join si eg cd jg 39 hg ad ju y th yi pl - ua al go to work early After hours in training, I did not Feel tired and lack of power to have enough power in next hours to work It n work m ll fu around 10 hours n va claimed that in that day I had to stay in company • Mr Minh Tuan: I suggest that the company should oi nh arrange the training time more reasonably I fell at asleep while I joined training time because the z z training time organized after my working time I - Unreasonable training time - After work products k jm ht vb could not remember any information about new gm • Mr Cong Tuan: General staff not have any own skills such as sales, communication skills or new products It made myself feel n y te re things during my working time improve skills va dissatisfaction because I expect to learn more new Supply more training course to an about - Lu negotiation skills They only have training course om l.c training courses which can help them improve their ac th si eg cd jg 40 hg ad ju y th yi pl Working environment ua al Q5: Do you intend to work here for a long time? • Mr Thieu: I love this culture, policies and working n Quit n va environment in there I have more opportunities to Good environment - Long term working - Clear career path because of employee personal reason m ll fu learn new knowledge and skills through training - job course in there Compensation policy are good for oi at for a long time nh my family and myself Therefore, I will work in there z z • Ms Trinh: I like professional environment in there jm general staff I feel very motivative and I know ht vb When I become a group leader after 1.5 years as - k gm clearly about my career path in the future Unhappy - Quit job - Join military om - an va n job y te re • Mr Minh Tuan: Everything is good to me However, ac th I have to military service in next month So that I Lu • Mr Cong Tuan: I not learn more new things or skills after 2.5 years I consider that I will quit my l.c • Ms Yen Ngoc: I feel unhappy and I am looking for a job and have offer but I still waiting another Feel motivative si eg cd jg 41 hg ad ju y th yi pl n regretful ua al have to quit my position even though I feel extremely Working condition Training program m ll fu your working life? n va Q6: What you expect from Aeon Mall to improve • Mr Thieu: I have no idea Because in my position I - Satisfaction about benefit and oi compensation at company nh feel very satisfy about benefit and compensation of z z • Ms Trinh: I hope that I will have more chance to More training programs k jm myself many opportunities to learn new things and - ht vb engage several training programs which provide gm create new relationship l.c • Ms Yen Ngoc: I expect that company should pay Pay attention on general staff reasonable time for general staff because I also want - More training programs to develop my working skills which could support - Working skills an Lu current problem in our working place om - more attention on feeling of general staff to know • Mr Cong Tuan: More training programs with va n y te re ac th for my career at Aeon Mall si eg cd jg 42 hg ad ju y th yi pl • Mr Minh Tuan: I hope I will have opportunity to ua al - Working again n back to work at Aeon Mall after finishing my n va military time oi m ll fu at nh z z k jm ht vb om l.c gm an Lu va n y te re ac th si eg cd jg 43 hg