Investigating the impact of social media advertising on customer purchase intention towards onsite japanese language programs

VIETNAM NATIONAL UNIVERSITY, HA NOI VIETNAM JAPAN UNIVERSITY -o0o - LAM NGOC BUT INVESTIGATING THE FACTORS THAT AFFECTED EMPLOYEE MOTIVATION AFTER THE COVID-19 PANDEMIC: A STUDY ON JAPANESE MANUFACTURING ENTERPRISES IN BINH DUONG IN 2023 MASTER’S THESIS VIETNAM NATIONAL UNIVERSITY, HA NOI VIETNAM JAPAN UNIVERSITY -o0o - LAM NGOC BUT INVESTIGATING THE FACTORS THAT AFFECTED EMPLOYEE MOTIVATION AFTER THE COVID-19 PANDEMIC: A STUDY ON JAPANESE MANUFACTURING ENTERPRISES IN BINH DUONG IN 2023 MAJOR: BUSINESS ADMINISTRATION CODE: 8340101.01 RESEARCH SUPERVISORS: DR LE MINH HANH ASSOC PROF SASAKI HIDETSUNA Hanoi, 2023 ABSTRACT The problem of how to understand and influence human motivation has proven to be one of the most difficult problems to solve in human psychology In the context that Vietnam's economy has been severely affected by the Covid-19 pandemic, maintaining high morale of employees in manufacturing enterprises has become even more important and necessary than ever The purpose of this paper is to investigate the factors affecting the work motivation of employees after the Covid-19 pandemic at 18 Japanese manufacturing enterprises in Binh Duong by 2023 The study presents a set of measures which are generalized from previous studies and drawn from the results of this study, including: Nature of work, Working conditions, Salary and welfare policy, Job security, Relationship with colleagues, and Company Culture The article is an exploratory study on psychological factors affecting the work motivation of employees who continue to work with the company after the social distance due to the Covid-19 epidemic This study uses quantitative analysis method by surveying about 300 employees working at Japanese-invested companies in Binh Duong province Due to the exploratory nature of the study and approach, the study requires further examination of generality The aspects in this research paper can be used to develop a large-scale survey of employee motivation after the Covid-19 pandemic, whereby topics will be more authentic Quantitative research methods are used to quantify the effects as well as to conduct statistical analyzes to demonstrate the impact is significant Data is collected mainly from online survey questionnaires in April 2023, with employees who have been working for Japanese companies in Binh Duong province Keywords: work motivation, Covid-19 pandemic, Japanese businesses, Binh Duong province i ACKNOWLEDGEMENT I had the opportunity to this research thesis for the first time in my academic life after studying and researching at Vietnam Japan University However, because of the Covid-19 pandemic, I returned to my hometown; although I continued to research for my graduation thesis, I did not have enough motivation to complete the essay After a two-year hiatus, I was given a second chance by the University to complete my graduation thesis I am very pleased to have written and completed this thesis I have a passion for business, and I've been in my own business for nine years My business is to teach Japanese to students who love Japanese, to work in Vietnam, or to go to Japan to study or work After the Covid-19 pandemic in Binh Duong, which is my hometown, it was difficult for my business to reach its customers At the same time, through talking with students who are studying Japanese at my center, I also realized that the Japanese companies you are working for are also facing changes in the working motivation of their employees after the Covid-19 pandemic This is the reason I decided to choose this topic I hope that this research includes not only academic aspects but also practical aspects Thanks to the knowledge that I have learned during nearly two years of studying at Vietnam Japan University, from professors and doctorates of Vietnam Japan University and Yokohama National University, I have enough practical knowledge to conduct this thesis I hope that this research has contribution to Japanese enterprises in Binh Duong to better understand the desires of their employees, thereby designing or adjusting policies to increase employees working motivation after the Covid-19 pandemic crisis During the process of writing this thesis, I received guidance and enthusiastic suggestions from Dr Le Minh Hanh and Assoc Prof Sasaki Hidetsuna, as well as the thoughtful support and advice of Ms Huong so that I could complete the thesis This I would like to express my sincere and deep thanks In addition, the encouragement and sharing of test-taking experiences from my classmates are also a great source of motivation and support for me I would also like to thank you ii Finally, I would like to thank my family, who have accompanied and supported me both materially and spiritually so that I can best focus on completing this thesis iii TABLE OF CONTENT ABSTRACT ACKNOWLEDGEMENT TABLE OF CONTENT LIST OF TABLES vi LIST OF FIGURES vii CHAPTER 1: INTRODUCTION 1.1 Background of the research .1 1.2 Research problem .4 1.3 Research objectives 1.4 Scope of the Research 1.5 Research structure CHAPTER 2: LITERATURE REVIEW 2.1 Theoretical background .7 2.1.1 ERG theory of motivation by Alderfer 2.1.2 Hofstede's Model of Organizational Culture 2.1.3.Three-Factor Theory of David Sirota .9 2.2 Definition and previous studies 10 2.2.1 Work Motivation 10 2.2.2 Nature of Work 12 2.2.3 Working conditions .12 2.2.4 Wage and welfare policies 13 2.2.5 Job security 14 2.2.6 Relationship with colleagues .15 2.2.7 Company culture 16 2.3 Research hypothesis 17 2.4 Conceptual framework 19 CHAPTER 3: METHODOLOGY 20 3.1 Research process 20 3.2 Measurement scales 20 3.3 Sampling and data collection 23 3.3.1 Sampling 23 3.3.2 Data collection .23 3.4 Data analysis method .24 CHAPTER 4: DATA ANALYSIS AND FINDINGS 25 4.1 Descriptive statistics of the samples 25 4.2 Performing Exploratory Factor Analysis (EFA) 26 4.2.1 Check the reliability of the scales 26 4.2.2 Exploratory Factor Analysis (EFA) 28 4.3 Descriptive statistics of research variables 32 iv 4.4 Modified research model 33 4.5 Regression analysis 35 4.5.1 Hypothesis testing .35 4.5.2 Test the difference between work motivation and personal characteristics variables 38 4.6 Summary 40 CHAPTER 5: DISCUSSION AND RECOMMENDATIONS 41 5.1 Discussing research results 41 5.2 Implications .42 5.2.1 Nature of work .42 5.2.2 Working conditions .42 5.2.3 Wage and welfare policies 43 5.2.4 Job security 44 5.2.5 Relationship with colleagues .44 5.2.6 Company culture 45 5.2.7 Employee motivation 45 5.3 Limitations of the research and future research directions 46 5.3.1 Limitations of the research 46 5.3.2 Further research directions 47 5.4 Contributions .47 REFERENCES 49 APPENDIX 51 v LIST OF TABLES Table 3.1 Research scales 21 Table 4.1: Gender structure 25 Table 4.2: Education level 25 Table 4.3: Table of years of service 26 Table 4.4: Employee's income 26 Table 4.6 Cronbach's Alpha analysis results 27 Table 4.7: Second KMO and Bartlett test 29 Table 4.8: Second-factor analysis of the components of work motivation 30 Table 4.9: KMO test and Bartlett's work motivation scale 31 Table 4.10: EFA results of the work motivation scale 31 Table 4.11 Correlation analysis results 32 Table 4.12: Model summary table 33 Table 4.13 Analysis table ANOVA 33 Table 4.14: The results of the linear regression show that the variance exaggeration factor 34 Table 4.15: Summary of regression results 35 Table 4.16: Hypothesis test results 37 Table 4.17 results of testing the difference in work motivation between men and women 38 Table 4.18: Result Test results of Homogeneity of Variances academic level 39 Table 4.19: Results of testing the difference by working time 39 Table 4.20 Test of difference by average monthly income 40 vi LIST OF FIGURES Figure 2.1 Research Framework 19 Figure 3.1 Research process proposed 20 vii CHAPTER 1: INTRODUCTION 1.1 Background of the research The author conducts this study to find out the factors affected the work motivation of employees after the crisis period because of the covid-19 pandemic The reason the author chooses Japanese-invested companies in Binh Duong province is because the author has the opportunity to work directly with many employees working for these companies, and realizes that there is a difference in their work motivation compared to employees working in companies invested from other countries, including Vietnam In addition, the author also observed that there is a difference in the work motivation of personnel before and after the Covid-19 pandemic broke out in this province in the second half of 2021 Therefore, the author has chosen the topic of this study as: “Investigating the factors that affected employee motivation after the Covid-19 pandemic: A study on Japanese manufacturing enterprises in Binh Duong in 2023” Vietnam Briefing (2022) has discussed “Vietnam’s Binh Duong province, part of the Southern Key Economic Region is fast emerging as a favorite for foreign investors” According to Binh Duong Provincial People's Committee (2021), Binh Duong is a highly industrialized province in southern Vietnam, with a population of over 2.5 million people and a majority of the population being of working age It is known for its booming economy, rapid development, and proximity to Ho Chi Minh City, making it an attractive destination for foreign investors In recent years, the province, with its 30 industrial zones, is second only to Ho Chi Minh City in terms of FDI attraction On the other words, the province has experienced significant economic growth, with a focus on industrialization and modernization Before the COVID-19 pandemic in 2021, Binh Duong province's economy was thriving According to the provincial government's report, the province's Gross Regional Domestic Product (GRDP) in 2020 reached VND 288,000 billion, an increase of 7.05% compared to 2019 The province's industrial sector was the main driver of growth, accounting for 67.2% of the GRDP The province's industrial sector is dominated by manufacturing, with a focus on electronics, textile and garment, and footwear industries In recent years, Binh Duong province has attracted a significant H0: There is no difference in work motivation by working time H1: There is a difference in working motivation by working time According to the ANOVA results, the Sig significance level = 0.001 < 0.05, so it can be concluded that the working motivation between groups according to working time is different (Reject H0) Table 4.20 Test of difference by average monthly income Sum of squares Between groups In group Total Mean squared df 3,933 1,966 31,755 158 ,157 35,688 160 F 12,508 Sig ,000 H0: There is no month difference for employees H1: There is a difference in working motivation according to the average monthly income of employees According to the ANOVA results, the Sig significance level = 0.0 < 0.05, so it can be concluded that the working motivation between groups of average monthly income is different (Reject H0) 4.6 Summary This chapter presented the results of testing scales, research models, and differences in work motivation by gender, education level, and working time The regression analysis results identified six factors affecting employees' work motivation after the Covid-19 pandemic: A study on Japanese manufacturing enterprises in Binh Duong in 2023 These factors are arranged in order of influence from most to least in the following order: Company culture; Wage and welfare policies; Relationship with colleagues; Job security; and Working conditions Finally, the study shows employees' perceptions of current work motivation 40 CHAPTER 5: DISCUSSION AND RECOMMENDATIONS 5.1 Discussing research results Through the results of qualitative and quantitative research, the author examines the degree of influence of factors affecting the work motivation of workers at Japanese manufacturing enterprises in Binh Duong after the Covid-19 pandemic The test results show that the proposed research model is suitable and the hypotheses are accepted In the factors that have the strongest impact and decrease, respectively are as follows: (1) Nature of work, (2) Working conditions, (3) Salary and welfare policy, (4) Job security, (5) Relationship with colleagues, (6) Company culture, (7) Employee motivation At the same time, the research results also show that the above factors explain 75.7% of the variation in employee motivation Through the analysis, the author makes some specific recommendations for managers at Japanese manufacturing enterprises in Binh Duong to consider and develop policies to increase work motivation for workers in Japanese manufacturing enterprises in Binh Duong with newly found results The research results meet the research objectives and support 07 hypotheses Specifically, this result confirms that 07 factors considered in this study positively impact the working motivation of workers at Japanese manufacturing enterprises in Binh Duong In addition, these seven factors also have a positive relationship with each other Thus, the concept of factors affecting the working motivation of workers in Japanese manufacturing enterprises in Binh Duong has been confirmed In addition, it also provides empirical evidence on the relationship between factors affecting employees' work motivation in these enterprises Finally, the scales applied in assessing the factors affecting the employee's work motivation are gathered from the theory and adjusted accordingly With specific results, this study has the following theoretical and practical contributions to management: The main value of this study is to help deepen the understanding of employees' working motivation in enterprises Japanese manufacturing enterprises in Binh Duong after the Covid-19 pandemic, as well as 41 collecting more evidence on factors affecting the work motivation of workers at Japanese manufacturing enterprises in Binh Duong Studying the factors affecting employees' work motivation contributes to enriching the theory about the work motivation of employees In the era of a market economy with the development of technology, in order to retain talented people, Japanese manufacturing enterprises in Binh Duong must understand what current workers want and need 5.2 Implications 5.2.1 Nature of work According to the regression results, the normalized beta coefficient of the Nature of work variable is β = 0.229 Although the standardized beta coefficient of the Nature of work variable is high, the average score of the observed variables in the scale has not yet reached a score of (agree) Compared with the variables of Salary and benefits, this variable has the average value of all variables above and close to points Specifically, through the assessment of the work nature variable scale, the highest average value is 3.75, which shows that employees in the enterprise find the job characteristics they is interesting The author has the following policy suggestions:  Evaluate the capacity of each employee to properly identify each person's capacity, thereby assigning them jobs that are suitable for their expertise and capacity so that they can complete the work  Evaluate and recognize that their employees' work is always important so that people feel they are of significant value to the organization  Develop a policy of rotating jobs for employees and creating a comfortable atmosphere while performing work so that employees can avoid boredom at work  Assigning rights to employees with accompanying responsibilities, employees can decide to handle work within the permitted scope 5.2.2 Working conditions According to the regression results, the normalized beta coefficient of Working conditions is particularly high β = 0.260 Although the normalization coefficient of 42 Working Conditions is high, the average score of the observed variables in the scale has not yet reached a score of (agree) More specifically, through the assessment of the variable working conditions, the average value is the highest, but only 3.17, which shows that the workers in Japanese manufacturing enterprises in Binh Duong Currently, there is a perception that the workplace of workers is not favorable The author has the following policy suggestions:  Arrange the most comfortable workplace for employees, and equip labor support equipment to help employees feel a safe working environment  Invest in technology will help improve labor productivity and help employees work more comfortably 5.2.3 Wage and welfare policies According to the regression results, the standardized beta coefficient of the variable wage and welfare is high Although the standardized beta coefficient of the variable Salary and benefits is high, the average score of the observed variables in the scale has yet to reach a score of (agree) The average score has just passed points but has not yet reached points (agree) Therefore, managers at Japanese manufacturing enterprises in Binh Duong should have measures or solutions on salary and welfare policies to help employees feel better The author has the following policy suggestions:  The development of salary and welfare regulations must involve the participation of employees  Create more opportunities for employees to rest when sick, and need to study the provisions of labor law and the issue of sick leave for employees to make appropriate decisions  Need to re-evaluate the current inflation situation, survey the salaries of businesses in the same industry, then develop an appropriate salary policy to ensure the lives of employees so that they want to work for long-term relationships with the company 43 5.2.4 Job security Managers of Japanese manufacturing enterprises in Binh Duong should review their qualifications and develop job descriptions for all employees in the company, from which to build a working plan to avoid the subjective case They should not consider all employees to be the same and pay the same Salary If so, their current Salary will be unfair, and thus, it will be difficult for employees to engage in long-term and no work motivation because it unintentionally creates a bad mentality at work It is necessary to develop many other welfare policies for employees so that employees can see that the benefits of the business are rich and diverse and that they have more benefits than the current insurance In addition, the company should build for itself a clear and synchronous bonus policy from the very beginning, with specific bonus levels for each specific achievement level 5.2.5 Relationship with colleagues According to the regression results, the standardized beta coefficient of the variable Relations with colleagues is the second highest, precisely β = 0.376 Although the standardized beta of the peer variable is the second highest, the average score of the observed variables in the scale has not yet reached a score of (agree) Evaluation of the scale of the variable Relations with colleagues shows that colleagues in the company are now comfortable, pleasant, and ready to support each other in their work However, current colleagues are still not sympathetic and trustworthy in helping each other in solving personal problems Therefore, managers should have solutions to help employees feel that their colleagues are sympathetic and trust each other The author has the following policy suggestions:  Develop specific regulations on communication culture between colleagues, and when they are colleagues, they need to trust each other and wholeheartedly help each other at work, as well as assist with personal matters  Build a team working model, set out requirements that the results and work efficiency must be based on the team, not the individual 44 5.2.6 Company culture Company culture is a factor affecting employees' work motivation in Japanese manufacturing enterprises in Binh Duong with the adjusted β coefficient = 0.376 The average value of these variables reached the highest, 3.02, and the remaining variables reached 2.92 points All variables have very low perceived value Currently, the issue of corporate culture is also mentioned a lot; businesses want to develop, and besides having a strategy and orientation for sustainable development, it is necessary to give employees pride when working at the enterprise If so, employees are willing to devote themselves to the business Currently, at Japanese manufacturing enterprises in Binh Duong, this problem still has many limitations, so managers should have short and long-term business development strategies and develop specific development strategies 5.2.7 Employee motivation Employee motivation is a factor affecting the working motivation of employees of Japanese manufacturing enterprises in Binh Duong with the coefficient β = 0.399 Japanese manufacturing enterprises in Binh Duong cannot survive and develop longterm without paying attention to what is happening around the company, such as customers, suppliers, partners, competitors Therefore, managers should regularly update new knowledge and modern technology platforms to help employees quickly grasp modern science and technology and learn from successful business experiences In summary, the scale's evaluation shows that Employee motivation has the average value of the observed variables quite modestly, just passing the average score of 3, not reaching the level of (agree), so the author has some suggestions The policy is as follows:  Review the Employee motivation policy of the enterprise Specifically, employees with high performance at work should promote that employee, when promoting careers for employees, transparency is required  Create many forms and training programs for employees so that they feel they have many opportunities to be trained and promoted 45 5.3 Limitations of the research and future research directions 5.3.1 Limitations of the research In this study, the observed variables in the measurement of employee motivation at Japanese manufacturing enterprises in Binh Duong were not consulted by those with leading experience in the field of manufacturing Instead, only consult subjective opinions from management and employees in Japanese manufacturing enterprises in Binh Duong Moreover, due to time constraints, the author's reference to previous studies on employee motivation in Japanese manufacturing enterprises is also limited There are few authors, and there is not much basis to orient the research, so the study still encounters some errors and limitations in comparing the results It is important to note that the limitations of this research may impact the generalizability and reliability of the findings As an MBA student, the researcher may not have access to the same level of resources and expertise as a professional researcher in this field, which may limit the scope of the study Additionally, focusing only on Binh Duong province in 2023 may not provide a comprehensive understanding of factors that affect work motivation in other regions or time periods Furthermore, the COVID-19 pandemic is a rapidly evolving situation that may continue to impact work motivation in unforeseen ways As such, the findings of this research may not be applicable to other contexts or time periods The availability of data and resources may also limit the scope of the study, as well as the willingness of participants to share their experiences and opinions Despite these limitations, the research may still provide valuable insights into factors that affect work motivation, particularly in the context of the COVID-19 pandemic By exploring job design, recognition and rewards, leadership, and workplace culture, the study may offer recommendations for employers looking to create a positive work environment and increase employee satisfaction 46 5.3.2 Further research directions Further studies should investigate on a larger scale, possibly in a more significant number of subjects or large cities such as Hanoi and Ho Chi Minh City It is essential for Japanese manufacturing enterprises to be able to compare and draw a more accurate assessment of the factors affecting employee motivation In addition, further studies need to find other factors besides the six factors identified in this study to improve the rate of explaining the variation of factors affecting employee work motivation in Japanese manufacturing enterprises in Binh Duong On that basis, managers of Japanese manufacturing enterprises in Binh Duong can make appropriate policies to increase work motivation for employees in their enterprises 5.4 Contributions This research contributes to the existing literature on work motivation by investigating the various factors that affect it The study aims to identify the significant factors that contribute to the enhancement or deterioration of employee motivation in the eighteen Japanese manufacturing companies in Binh Duong province The research findings highlight the importance of various factors such as the working conditions, wages and welfare policies, employee recognition, opportunities for growth and development, work-life balance, and job security By understanding the contribution of these factors, organizations can implement appropriate strategies to improve employee motivation and increase productivity According to the research, Japanese culture places a strong emphasis on work motivation and job satisfaction, in part due to the concept of "kaizen" and the Japanese work ethic While the research does not specifically address the uniqueness of Japanese manufacturing firms regarding work motivation, it is possible that their emphasis on continuous improvement and dedication to their work may contribute to a particularly motivated workforce However, further research would be necessary to determine the specific factors that set Japanese manufacturing firms apart in this regard 47 In conclusion, this research provides valuable information for organizations seeking to enhance their employees' motivation and job satisfaction It emphasizes the need for organizations to focus on various factors that affect work motivation to improve employee productivity and organizational performance 48 REFERENCES Alderfer, C P (1969) An empirical test of a new theory of human needs Organizational Behavior and Human Performance, 4(2), 142-175 Bakker, A B., & Schaufeli, W B (2008) Positive organizational behavior: Engaged employees in flourishing organizations Journal of Organizational Behavior, 29(2), 147-154 Binh Duong Department of Planning and Investment (2021) Binh Duong Investment Guidebook 2021 Binh Duong Provincial People's Committee (2020) Socio-economic development plan of Binh Duong province in 2020 Binh Duong Provincial People's Committee (2021) Binh Duong Socio-Economic Report 2020 Binh Duong Statistical Yearbook (2020) Bình Dương thống kê năm 2020 [Binh Duong statistical yearbook 2020] Cameron, K S., & Quinn, R E (2011) Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework San Francisco: JosseyBass Chami, R., & Fullenkamp, C (2002) Trust and efficiency in the organization Journal of Banking and Finance, 26(9), 1785-1809 Deci, E L., Koestner, R., & Ryan, R M (1999) A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation Psychological Bulletin, 125(6), 627-668 Denison, D R., & Mishra, A K (1995) Toward a Theory of Organizational Culture and Effectiveness Organization Science, 6(2), 204-223 Greenberg, J., & Ornstein, S (1983) The effects of procedural and distributive justice on organizational citizenship behavior Academy of Management Journal, 26(4), 587-595 Hackman, J R., & Oldham, G R (1976) Motivation through the design of work: Test of a theory Organizational Behavior and Human Performance, 16(2), 250-279 Hasegawa, H (2017) Japanese companies’ investment in Vietnam: A case study of Binh Duong province Journal of Asian Development Studies, 6(2), 1-22 Hill, E J (2008) Work-family facilitation and conflict, working fathers and mothers, work-family stressors and support Journal of Family Issues, 29(7), 991-1012 Hofstede, G (1991) Cultures and organizations: Software of the mind McGraw-Hill Hofstede, G., & Bond, M H (1988) The Confucius connection: From cultural roots to economic growth Organizational dynamics, 16(4), 4-21 Hofstede, G., Neuijen, B., Ohayv, D D., & Sanders, G (1990) Measuring organizational cultures: A qualitative and quantitative study across twenty cases Administrative science quarterly, 286-316 49 Japan External Trade Organization (2021) Invest Japan Report 2021 Tokyo: Japan External Trade Organization Kalleberg, A L (2011) Good jobs, bad jobs: The rise of polarized and precarious employment systems in the United States, 1970s to 2000s New York: Russell Sage Foundation Karasek, R A., & Theorell, T (1990) Healthy work: Stress, productivity, and the reconstruction of working life New York: Basic Books Kovach, K A (1987) What motivates employees? Workers and supervisors give different answers Business Horizons, 30(5), 58-65 Lawler, E E (1981) Pay and organizational effectiveness: A psychological view Reading, MA: Addison-Wesley Tieu-My (2022, March 11), Overcoming difficulties, Binh Duong's economy develops steadily Binh Duong News Tran, V T (2019) Economic development of Binh Duong province: A case study from Vietnam Journal of Asian Finance, Economics and Business, 6(1), 125-133 Vietnam Investment Review (2021, July 6) Binh Duong takes drastic measures to overcome pandemic Retrieved from https://www.vir.com.vn/binh-duong-takesdrastic-measures-to-overcome-pandemic-85699.html Vietnam News (2021, August 26) Binh Duong attracts over $1.3 billion in FDI in seven months Retrieved from https://vietnamnews.vn/economy/1037617/binhduong-attracts-over-1-3-billion-in-fdi-in-seven-months.html 50 APPENDIX Survey questionnaire in English I am Ngoc But, a student in the Master of Business Administration program at Vietnam Japan University Currently, I am researching my thesis with the topic “Investigating the factors that affected the employee motivation after the Covid-19 pandemic: A study on Japanese manufacturing enterprises in Binh Duong in 2023” I hope that you will take a moment and please fill out the following questions Your support is very meaningful to the research results and the success of the thesis Please note that there is no right or wrong answer All your answers are valuable for this study, and all information and opinions of you will be kept strictly confidential I PERSONAL INFORMATION Are you currently working in a Japanese company in Binh Duong? Yes (Continue to the next question) No (Thanks, submit questionnaire) Did you work during the Covid-19 pandemic from July 2021 to January 2022 Yes No Please tell us your gender: Male Female Non-binary Please indicate your birth year: ……… Please indicate your education level: Professional high school & college University Postgraduate Others Please indicate the number of years (s) you have worked at your current company Under year From year to under years From years to under years From years to under 10 years Over 10 years Please indicate your current department Office department Factory department Others Please indicate your current income Under million VND/month From to under 12 million VND/month 51 From 12 to under 22 million VND/month From 22 to under 32 million VND/month Over 32 million VND/month II THE MAIN CONTENT OF THE RESEARCH Please indicate your level of agreement with the statements below on a scale of to by ticking the appropriate number box Each question has only one choice with the following levels: Totally disagree Disagree Neutral Agree Totally agree No Questions Answer □ □ □ □ □ □ □ □ □ □ I have the skills and knowledge to perform the assigned work My job has many challenges for me to overcome and 1.4 progress I have completed many new tasks that arise during the 1.5 Covid-19 pandemic □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ 1.6 I am happy with my current job at the company □ □ □ □ □ 2.1 My workplace is fully equipped □ □ □ □ □ 2.2 My workplace is very comfortable □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ I have the right to actively work from home when necessary □ after the Covid-19 pandemic □ □ □ □ □ □ □ □ Nature of work 1.1 I fully understand my responsibilities at work 1.2 I have been given appropriate authority in proportion to my job responsibilities 1.3 2.3 Working conditions I actively arrange my work to achieve the best work efficiency 2.4 I have enough time to complete the assigned work 2.5 Wage and welfare policies My current salary is commensurate with my ability and 3.1 contribution to the company □ 52 3.2 The company has a good variety of welfare policies for every employee 3.3 The income meets the needs of my life □ □ □ □ □ □ □ □ □ □ 3.4 I am satisfied with the company's salary and welfare policy during the Covid-19 pandemic □ □ □ □ □ 3.5 I am satisfied with the company's salary and welfare policy after the Covid-19 pandemic □ □ □ □ □ 4.1 My job is almost guaranteed for a long time at the company □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ 5.1 My colleagues are open and honest with each other □ □ □ □ □ 5.2 I work with trustworthy colleagues □ □ □ □ □ □ □ □ □ □ Job security 4.2 The company is operating stably and effectively 4.3 5.3 I believe in the development activities of the company in the coming time Relationship with colleagues My colleagues often help each other to get the job done well 5.4 My colleagues are willing to share their experiences □ □ □ □ □ 5.5 I am satisfied with my colleagues at work □ □ □ □ □ □ □ □ □ □ 5.6 We are excited about social activities outside of working hours Company culture □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ 7.1 The company that inspires me at work □ □ □ □ □ 7.2 I volunteer to improve my skills to work better □ □ □ □ □ 6.1 My comments in making decisions and solving common problems of the company are welcome 6.2 Members cooperate closely in work 6.3 I receive the rewards that I deserve for my contributions to the company 6.4 In the context of the Covid-19 pandemic, the company made quick changes to suit this difficult situation Employee motivation 53 I am willing to sacrifice my interests to get the job done 7.3 7.4 I usually work in my best mood □ □ □ □ □ □ □ □ □ □ 7.5 I am always excited to my current job □ □ □ □ □ III ADDITIONAL COMMENTS Do you have any other comments related to your working motivation? Please write it down: _ _ Thank you very much for taking the time to complete the survey! 54