INTRODUCTION
Rationale
Employees are the foundation of any organization, and their cooperation is essential for smooth operations It's crucial for employees to foster strong relationships not only with top management but also with each other When their physical and mental needs are met, employees are more motivated, leading to increased productivity and a commitment to self-improvement This motivation positively impacts performance and contributes to the sustainable development of the organization, as employees are more likely to remain dedicated and engaged in their roles.
This study explores the effectiveness of motivational tools in enhancing employee performance within my organization, examining both their positive and negative impacts By analyzing various strategies, the research aims to identify how these tools can be leveraged to boost motivation and overall productivity among employees.
Established in 2009, the Qualification Center of Vietnam (QUACERT) operates under the Ministry of Science and Technology, focusing on enhancing state management in standards, measurement, and quality QUACERT is dedicated to fulfilling its responsibilities and providing essential services in these areas.
- To audit and issue the ISO certificate for management systems in accordance with international standard ISO 9000, ISO 14000, OHSAS 18000, ISO
22000, HACCP, GMP, ISO/IEC 27001, ISO/TS 29001, ISO 50001 ,
We certify and issue quality stamps for products and goods that comply with various standards, including Vietnamese standards (TCVN), foreign standards (JIS, ASTM, GOST, GB), regional standards (EN, CEN), and international standards (ISO, IEC).
- To certify and issue CR stamps for products and goods in conformity with the technical regulations (QCVN)
- Certification of agricultural products conforming to VietGAP standards
- Audit and evaluate greenhouse gas emission reductions
- Certification of electronic products under the ASEAN EE MRA in ASEAN
- Training and fostering in standardization, measurement and quality
- Testing of products, goods, materials and components as requested by agencies, enterprises, organizations and individuals
- Take part in drafting regional, national and international standards, technical standard
- Deploy programs, science research topics in certification, productivity and quality field according to the current law
After fifteen years operation and development, QUACERT is known as a top certification organization in Vietnam with head office in Hanoi and two branches in
Ho Chi Minh City and Hai Phong This center has 138 staffs works in 13 functional departments and branches
Recognizing the importance of employee motivation for organizational development, the Board of Management at QUACERT has implemented various HR policies since its inception However, many officials exhibit a lack of drive and rigidity in their work This issue stems from the shortcomings in the HR policies, including inconsistencies and inaccurate assessments of employees' contributions, resulting in ineffective motivation strategies.
With the aim of developing, and completing the apparatus on operation and
The HR and Board of Management must establish clear objectives focused on enhancing productivity, quality, and efficiency within the workplace With a commitment to fostering sustainable development at QUACERT, I have chosen to explore the topic "Study on Motivational Tools at QUACERT." I aspire for my research to provide valuable insights that will benefit our organization.
Research objectives
With the above research rational, the research objectives are follows:
- Clarify motivational tools for employees in organization
- Analyze current situation of using motivational tools for employees at QUACERT
- Propose solutions to improving motivational tools for employees working at QUACERT.
Research questions
In order to reach the objectives mentioned above, the researcher will focus on answering the following questions:
- What are the current motivational tools for employees in QUACERT?
- How these motivational tools influent the performance of employee?
- What are suggestions to improve motivational tools for employees working at QUACERT?
Research Scope
This research examines the use of motivational tools at QUACERT and their positive impact on employee performance The study is grounded in theoretical frameworks, including Maslow's Hierarchy of Needs, Adams' Equity Theory, and Herzberg's Two-Factor Theory, which categorizes motivational factors into hygiene and motivation factors.
- Location: Studying motivation and motivational tools for employees at QUACERT
- Duration: Secondary data collected during the period of 2013 - 2016; primary data collected during that period.
Research Methodology
The research process was carrying out through the chart 1.1 below
Measurement scale for motivational tools in an organization
Proposing solutions to improving motivational tools for employees working at QUACERT
The author presents a research model that outlines a measurement scale for motivational tools at QUACERT, grounded in theoretical frameworks and organizational characteristics Through interviews and surveys, the current motivational tools utilized at QUACERT are assessed The author subsequently proposes solutions aimed at enhancing these motivational tools for employees at QUACERT.
The researcher will use both secondary data collection method and primary data collection method
- Collecting data through books, researches, scientific journals and magazines to build a theoretical framework of motivation and motivational tools
- Data on the theoretical framework of motivational tools for employees taken from the textbooks, related research works, reference books, newspapers, magazines, the Internet, etc (listed in the references)
- QUACERT‘s data: by operating reports, annual reports from 2013 to 2016; materials on organizational structure and activities of the company; number of staff, qualifications, salary & bonus payment regulations
Primary data will be collected through interview and survey
A survey was conducted to gather information on the current situation and assess the effectiveness of motivational tools at QUACERT The sample included all staff members, encompassing department heads, deputy heads, and officials.
For each of questionnaires of survey, the author clarifies in to five levels from 1-5 in which:
+ At level 1: Very dissatisfied + At level 2: Dissatisfied + At level 3: Normal
+ At level 4: Satisfied + At level 5: Very satisfied And the total sample size of the survey was 138 people The questionnaire was sent directly or by email
The questionnaires were crafted to explore motivational tools at QUACERT, featuring two distinct sections The first section gathered individual employee information, while the second section focused on assessing employees' views on the effectiveness of these motivational tools.
An interview was conducted via telephone to gather primary data through questionnaires aimed at assessing employee satisfaction with motivational tools at QUACERT The findings will be utilized to enhance motivation among employees, ensuring a more engaged and productive workforce.
The researcher employs both qualitative and quantitative methods to systematically analyze collected data Utilizing tools such as comparison figures, charts, and data processing filters in Excel, the analysis focuses on calculating sums, averages, and percentages This survey analysis aims to uncover the true state of employee motivation, assess the effectiveness of motivational tools, and evaluate the overall working motivation of employees at QUACERT.
Research structure
CHAPTER 2: THEORETICAL BACKGROUND FOR MOTIVATIONAL
TOOLSFORSTAFFINORGANIZATIONS CHAPTER 3: CURRENT SITUATION OF MOTIVATIONAL TOOLS AT QUACERT
CHAPTER 4: THE SOLUTIONS OF COMPLETING TOOL MOTIVATE THE EMPLOYEES IN QUACERT
THEORETICAL BACKGROUND OF MOTIVATIONAL TOOLS
Staff motivation in organizations
Motivation, derived from the term "motive," encompasses the needs, desires, and drives that propel individuals to take action It is a crucial process that inspires people to pursue and achieve their goals Within the workplace, various psychological factors play a significant role in influencing behavior and enhancing performance.
There are many different definitions about motivation Kreiter thinks that motivation is a psychological process that directs individuals to certain purposes In
In 1994, Higgins defined motivation as an internal drive that compels individuals to fulfill unmet needs As outlined in Dr Bui Anh Tuan's Organizational Behavior curriculum, motivation consists of internal factors that inspire people to work diligently, fostering high productivity and efficiency This motivation is reflected in a strong willingness to work and a passion for achieving both organizational and personal goals.
In a logical thinking, performance is equal ability and motivation Therefore, to have best performance, business administrators should care about motivation for employee and increase ability
―Motivation is the effort, the drive, the desire, and the energy a person uses to activate and maintain goal driven behavior.‖ — Murray Johannsen
Motivation is the reason for people's actions, desires and needs Motivation is also one's direction to behavior, or what causes a person want to repeat a behavior
Motivation is the essential energy that propels individuals forward, akin to the critical role of a motor in a machine It serves as the driving force, much like fuel powers an engine, enabling growth and development Understanding motivation is key to unlocking potential and achieving success.
According to Bedeian (1993), motivation is an attempt to achieve a goal Higgins
Motivation, as defined by various scholars, serves as an internal drive to fulfill unmet needs According to Nguyen Van Diem and Nguyen Ngoc Quan (2004), it reflects the employees' readiness and determination to enhance their efforts in pursuit of specific goals or outcomes.
In an organization, motivation is the arousal level of each person when participating in the working process; which motivates people to work positively, proactively and creatively
Staff motivation is driven by internal factors that encourage individuals to maximize their productivity and efficiency within set parameters It manifests as a strong desire and enthusiasm to work towards both organizational objectives and personal aspirations.
Thus, there are many different approaches to motivation, in a most succinct way, motivation is:
- Work motivation is the desire and willingness of each individual to make every effort to direct yourself to the goals of the individual and the goals of the organization
Work motivation varies among employees and is influenced by their specific tasks and attitudes toward the organization Since motivation is not uniform, each employee may have distinct reasons for being more engaged in their work Ultimately, motivation is closely tied to individual jobs, the organization as a whole, and the surrounding work environment.
Staff motivation is not an inherent trait; rather, it fluctuates based on various external factors Individuals are not born motivated; instead, their motivation levels can shift over time, leading to periods of both motivation and de-motivation This dynamic nature of motivation highlights that a staff member may feel motivated at one moment and then experience a decline in motivation later on.
Staff motivation is crucial for enhancing productivity and efficiency, provided that other factors remain constant It serves as a catalyst for employees to perform more effectively and with greater enthusiasm However, motivation directly influences personal productivity and is not the sole determinant of work completion; even unmotivated staff can fulfill their duties, but their loyalty to the organization may wane, leading them to seek better opportunities elsewhere To foster motivation among employees, managers must actively seek strategies to cultivate a positive and engaging work environment.
Motivation involves implementing policies and management practices that inspire employees to actively contribute to the organization To foster motivation, it is essential to understand the goals and aspirations of staff, aligning their personal objectives with the organization's mission.
Motivation is not does not appear naturally, it is the simultaneous combination of subjective resources of the staff themselves and objective resources in the working environment
Work motivation enables employees to discover joy, meaning, and purpose in their tasks, driven by the rewards and values associated with their successes This intrinsic motivation leads to improved performance and a stronger commitment to their organization, as staff strive to achieve their personal and professional goals.
2.1.2 Role of motivation in organizations
Motivating employees is crucial for fostering a positive work environment, with organizational and managerial support playing key roles While employees can sometimes find intrinsic motivation without external encouragement, their passion for their work can significantly reduce the need for organizational support Conversely, motivation from the organization and managers serves as a powerful catalyst, driving employees to contribute effectively to the company's success Thus, understanding the distinct yet complementary roles of employee motivation and organizational support is essential for enhancing productivity and achieving business goals.
Enhancing productivity and improve competitive advantage
Productivity is defined as the ratio of output to input, and motivated employees tend to work harder, resulting in increased output When employees maintain a positive attitude, they also strive to conserve resources, further enhancing productivity.
Motivated employees tend to exhibit higher productivity levels For instance, when companies offer salaries that align with employee efforts, workers are inspired to put in greater effort This increased motivation leads to more efficient use of materials, labor, and other resources, ultimately enhancing overall productivity.
Continuous motivation significantly boosts employee morale, making them more engaged and active in their roles When employees feel recognized and respected, their happiness increases, leading them to work not just for monetary rewards but also for the company's growth As the organization thrives in the market, employees take pride in their contributions, fostering a sense of ownership and commitment This enhanced morale empowers them to overcome challenges and strive towards achieving company goals, resulting in a more positive workplace atmosphere, even in the absence of salary increases.
Higher levels of customer satisfaction and employee retention
Motivated and recognized employees feel valued, leading to increased loyalty towards the company, even during challenging times This sense of respect enhances their commitment, resulting in improved customer satisfaction, as focused employees deliver high-quality products and services that delight customers.
CURRENT SITUATION OF MOTIVATIONAL TOOLS AT
History and main businesses
3.1.1 Brief introduction of the organization and its main business
On June 1, 1999, the Qualification Center of Vietnam (QUACERT) was established under Decision No 1003/QĐ-BKHCNMT by the Ministry of Science and Technology, with key functions aimed at enhancing the quality assurance and certification processes in the country.
- To participate in research on orientations, objectives, policies, operations and solutions on productivity and quality; Proposing and participating in the elaboration of legal documents on productivity and quality
Implementing management system certification in line with national, international, regional, and foreign standards is essential for ensuring that products, goods, and services meet established standards and technical regulations.
Ensure the thorough assessment and inspection of quality, techniques, hygiene, and safety standards for products, goods, services, processes, materials, structures, projects, and works as mandated by various agencies, enterprises, organizations, and individuals.
- To participate in drafting national standards, international standards, regional standards and technical regulations
- To organize the constructing and providing of information technology solutions on productivity and quality
- Organizing the implementation of programs and scientific research subjects in the fields of certification, productivity and quality according to the provisions of law
- Organizing, implementing information, propagating, disseminating and guiding the announcement of conformity with standards and technical regulations, application of standards, professional training and fostering and implementation of other pepper services
QUACERT is a credible certification recognized internationally, having received registration and accreditation from the JAS-ANZ accreditation organization of Australia and New Zealand, which is a founding member of the public organizations forum.
After 18 years of operation and development, QUACERT has been known as a leading company in Vietnam, sustainable development, activities complying with the requirements of Vietnamese Law and international standards related to the scope of provision of services
QUACERT currently employs 138 staff members and operates a Head Office along with two branches located in Hai Phong and Ho Chi Minh City The organization is structured into 13 functional departments, all managed by a Director and two Vice Directors.
QUACERT's organizational structure, illustrated in Figure 3.1, is traditional and straightforward, featuring a Board of Directors at the top Below the Director, two Vice Directors assist in the direct management of all activities This Board of Management is responsible for determining and executing the organization's objectives, tasks, and rights Beneath the Board, there are 13 divisions, each overseen by a dedicated manager.
QUACERT's Head Office comprises 13 functional divisions and two Branch Offices, which are essential for assisting the Management Board in achieving objectives in compliance with applicable laws and regulations Each division's functions and responsibilities can be adjusted upon proposal by the Manager and require approval from the Board of Directors.
General Department: This Department performs the overall work, planning, marketing, customer care, specifically as follows:
- Assist the Director in the planning work of the Center; Organize, monitor and plan the entire process of service delivery
The Center will periodically and irregularly synthesize and report its operational results, which will be submitted to the General Department The conclusions from meetings chaired by the Center's leaders will also be included in these reports.
Effective marketing planning and execution, along with attentive customer care, are essential for success This includes actively gathering customer feedback, managing service contracts, and ensuring consistent communication throughout the service delivery process Additionally, coordinating with various departments within the Center is crucial to meet customer needs and enhance overall satisfaction.
- Manage customer records during the evaluation process; Monitor the status and progress of the evaluation report, the test results, and the corrective action report of the customers
Human resource and Administration Department: Organizing the human resource, archives and office administration, as follows:
To enhance organizational efficiency, it is essential to research and recommend to the Director the approval of policies and activities that facilitate the establishment of functional units within the Center, along with clearly defining their roles and responsibilities.
The article emphasizes the importance of researching and proposing to the Director for the approval and organization of various staff-related policies and activities These include recruitment, transfers, dismissals, leave of absence, promotions, severance compensation, discipline, salary management, and social benefits such as health and unemployment insurance.
To ensure compliance with legal requirements, it is essential to collaborate with relevant stakeholders in developing rules, regulations, and collective labor agreements This includes actively promoting and overseeing the implementation of these agreements, as well as internal rules and labor discipline, to effectively manage personnel organization across the entire center.
- Performing clerical, archival and management of travel documents; manage and use the Center's seal as prescribed
- Beside, the department also handles jobs related to training, recruitment, stationery purchase, sanitation, equipment repair
The Accounting Department manages the financial and accounting management of the Center, as follows:
The Center's financial and accounting operations are managed in accordance with legal regulations This includes collaborating with various units to develop annual financial plans, prepare revenue and expenditure estimates, and finalize accounts at year-end Additionally, the effectiveness of financial revenues and expenditures is analyzed, with recommendations provided to enhance the Center's financial and asset management efficiency.
- To implement, monitor and manage debts; monitor the contract liquidation and record the liquidation of service contracts of the Center
- To implement the tax regime, financial reports and periodical audit reports to tax authorities and relevant authorities
- Coordinate with relevant units to carry out investment activities to increase equipment at the Center
The Technical Department oversees quality management for assessments, ensuring that requirements are clearly defined and that the assessment process is organized and executed according to established standards.
- To organize, carry out the registration examination and request for certification, meet the new certification requirements
Operating performance in the period of 2013 – 2016
In 2013, a total of 1,847 certificates were issued across various standards, with products accounting for 50% of that total This number increased to 2,426 certificates in 2014, despite a rise in competition By 2015, the total reached 2,715 certificates, showcasing the thriving nature of certification organizations, including QUACERT However, as illustrated in the chart below, there was a slight decline in 2016, which can be attributed to market saturation following the previous growth.
Current situation of employee’s motivation in QUACERT
3.3.1 The evaluation criteria of labor motivation in QUACERT
We have many ways to evaluate the motivation of employees; in this case we can use some following criteria:
Positive workplace attributes are evident in the level of employee engagement, where workers consistently complete their assigned tasks with enthusiasm and take initiative in problem-solving Punctuality is common, and there is a strong culture of research and continuous learning, contributing to the enhancement of professional skills.
Employee compliance is crucial for QUACERT's professional activities, ensuring precision in operations on the Vietnam Stock Market This compliance is reflected in the commitment of employees to adhere to professional regulations and business processes, while also safeguarding the confidentiality of information.
Effective motivation in the workplace significantly enhances productivity, quality, and efficiency When QUACERT successfully fosters employee motivation, it leads to increased enthusiasm among workers, resulting in improved work efficiency and higher productivity levels Conversely, a lack of motivation can negatively impact labor outcomes.
- Creativity at work: Creative work is that the employees give new ideas, renovate work processes in line with reality to enhance the quality of work
Employee satisfaction is crucial for organizational success, encompassing their contentment with work, job opportunities, development prospects, and relationships with colleagues and the Board of Directors.
3.3.2 Current situation of employee’s motivation of QUACERT 3.3.2.1 In terms of the positive points of employees in QUACERT
The job market in major cities, particularly Hanoi, is increasingly competitive due to the rising number of graduates each year from universities and colleges across the country As a result, securing a stable job has become a significant challenge, even for experienced professionals and recent graduates To enhance their chances of finding suitable employment, individuals must focus on continuous learning and skill development.
Statistical studies conducted by the HR Department from 2013 to 2016 indicate that there are notable differences in work initiative, sense of responsibility, and task completion among various positions at QUACERT Officers, particularly Heads of Rooms and Heads of Groups, demonstrate a higher level of proactivity and accountability compared to staff members Specifically, approximately 85% of officers are rated in a higher labor category, with an impressive 95% of room leaders also achieving this distinction, according to the HR report.
While most employees at QUACERT adhere to regulations, a small number still demonstrate a lack of professionalism and self-awareness Interviews with leadership and surveys reveal that some employees use company computers for personal tasks, play games, surf the internet, or leave the office during work hours for personal reasons Additionally, there are instances of staff arriving late and leaving earlier than the designated work hours.
3.3.2.2 In terms of compliance by employees:
Since going into operation, QUACERT has issued the Labor Regulation and
At QUACERT, strict regulations govern working time, discipline, order, and safety, with clear protocols for addressing labor discipline and material responsibility violations The Human Resource and Administration Department, under the supervision of QUACERT leaders, ensures compliance with these rules and regulations Notably, a review of data and reports from 2013 to 2016 reveals a spotless record, with no instances of employee disciplinary action for violating labor regulations This is largely attributed to the voluntary spirit of the majority of employees, who diligently adhere to the regulations, never leaving without permission, and have eliminated the phenomena of working late and leaving early.
3.3.2.3 In terms of quality, efficiency in work
In 2013, QUACERT reported that 10% of employees performed at an excellent level, 65% at a good level, and 10% at an average level, indicating a generally efficient quality of work However, the recruitment process, which often favors recommendations and relatives of existing staff, can compromise the quality of new hires Additionally, the complex human resource system, involving multiple staff members in each process, contributes to lower overall efficiency in the workplace.
3.3.2.4 In terms of creativity in work
Creativity within QUACERT is limited due to the nature of state agencies, leading to a passive approach in task execution primarily directed by leadership Most employees engage in repetitive tasks, adhering to traditional methods that stifle innovation and bold problem-solving While the review of creative ideas is a criterion for the annual Emulation Fighter title, statistics reveal that only 3% to 5% of employees receive this recognition, with leaders comprising 80% of the awardees This highlights a need for enhanced creativity and initiative among staff to improve work efficiency.
Between 2013 and 2016, the number of customers grew significantly as organizations prioritized product certification to enhance competitiveness However, QUACERT failed to implement substantial improvements in its workflow and human resource training, limiting its ability to attract more customers.
The reality of tools creating motivation for QUACERT staffs
Salary serves as the primary income for employees, fulfilling their material and spiritual needs while motivating them to enhance productivity, quality, and efficiency in their work While traders focus on profit, employees prioritize their salary, which represents the cost of generating new value In essence, salary is a crucial factor that drives creativity, productivity, and the ability of employees to contribute added value.
The State Owned Organization operates under a self-expenditure regime, ensuring that employee salaries are confidential and determined directly by the Director While there is a basic salary regulated by the Government for staff, individual salaries vary even among employees in the same position, as the Director considers each person's ability, capability, and experience when determining pay.
In addition to their base salary, employees are entitled to various allowances, including those for overtime, responsibilities, and mobile and vehicle usage Auditors who frequently travel for business can expect to receive a higher salary compared to their counterparts who work in the office.
The basic salary and allowances for QUACERT employees are determined by a specified coefficient in the salary scale Annual adjustments to the basic salary occur when employees fulfill certain criteria, including completing assigned tasks, adhering to regulations, and participating in organizational activities Additionally, employees who propose innovations may receive extra benefits during the Director's salary review, particularly for group leaders or heads of departments.
Departments, beside the benefits above, they will receive responsibility allowance due to the title of work
An additional income is provided monthly to employees based on the business's revenue, allowing for adjustments at each stage as determined by the Board of Directors.
Besides 12 months‘ salary corresponding 12 months of the year, every staff will receive an additional 2 months of salary every year One for the Lunar New Year‘s bonus and one for Birthday Anniversary‘s bonus
Each year, QUACERT allocates funds in accordance with current legal provisions to motivate and encourage its employees and individuals who have significantly contributed to QUACERT's business activities and management.
- The groups, individuals, employees reach the annual competition titles under rewarded emulation
In the past year, QUACERT has recognized its employees for their significant contributions to the organization's operations, as determined by the Emulation Board These achievements are celebrated alongside bonuses awarded based on performance metrics.
- Unexpected bonus for group, the employees take the initiative, technical innovation, business processes being effective in QUACERT's business activities, have been improved, initiative Committee evaluated and recognized
The Reward Group recognizes employees at QUACERT for their exceptional contributions to the movement and unions, as recommended by the Executive Board of the Union and Youth Union These employees are honored during special occasions, such as the Tet Holiday.
QUACERT not only offers competitive salaries but also implements comprehensive welfare policies designed to support and motivate its employees The welfare fund is allocated for various employee activities, including staff vacations, the development and maintenance of welfare projects, and financial assistance for employees facing unexpected hardships, such as those with disabilities or in disadvantaged situations.
- Spend on the occasion of holidays as required, the anniversary of QUACERT‗s the official operation Spending is decided by the General Director on the suggestion of QUACERT‘s Union
- Spend on vacation, travel expenses for employees every summer holiday The expenses for each employee based on their seniority of working
Companies allocate specific expenses for various employee-related activities, including 300,000 VND per person for birthday celebrations and up to 500,000 VND per person for supporting sick laborers or their ill parents Additionally, a reward of 300,000 VND is given for children of employees who achieve academic excellence On national holidays, the company provides 500,000 VND per person for the South Liberation and International Labor Day, as well as 500,000 VND per person for National Day, and 500,000 VND per child for Mid-Autumn Day celebrations.
QUACERT ensures compliance with the Labor Law by providing comprehensive health, social, and unemployment insurance for employees Additionally, employees traveling on business will receive compensation in accordance with QUACERT's internal spending regulations.
QUACERT's salary policy, bonuses, and welfare programs play a crucial role in motivating employees, particularly during the current economic recession, as they maintain stable salaries and bonuses to ensure job security The company's welfare schemes, including health and travel benefits, further enhance employee morale QUACERT offers monthly income for four types of contracts: seasonal/temporary, 12-month, 36-month, and unlimited time labor contracts; however, compensation is based on employee qualifications and abilities rather than contract type A recent survey revealed that only 50% of employees feel satisfied or neutral about their job satisfaction, while 55% believe they receive adequate rewards, and 14% express dissatisfaction with the current bonus levels.
Quarterly performance wages are paid for employees based on the degree of completion of the objectives of the quarterly performance of the employees
Lhsq=(t/3)*MLhsq * Hq Lhsq: Quarter performance wages actually received quarterly by the employee
MLhsq: Quarterly performance wages of individuals Salary performance could be adjusted for each stage in accordance with the decision of the Board of Directors
The quarterly performance coefficient is calculated by evaluating employees' job performance against established criteria This performance indicator system is designed according to departmental functions and specific standards for each role Assessment criteria focus on both the quantity and quality of work completed within the designated timeframe.
(t): the actual number of working months of employees in the quarter
3.4.2 Non-financial motivational tools 3.4.2.1 Assign work
Upon recruitment at QUACERT, employees are assigned to departments based on their qualifications, strengths, and character, as determined by the Director Before starting their new roles, employees meet with Leadership and HR, allowing them to voice any concerns about their job assignments and suggest alternatives that better match their abilities Each employee's tasks are delegated by their department head, and during the two-month probationary period, they receive guidance from their Manager and senior staff to ensure a smooth transition into their roles.
THE SOLUTIONS OF COMPLETING TOOL MOTIVATE THE
Orientation of completing tool motivate the employees in QUACERT
4.1.1 The objectives of enhancing the motivation of employees in QUACERT
- Increase willingness to do the job Increasing worker motivation means workers willingly carry out the tasks required by the job without manager‘s supervision
- Improving the productivity and quality of work effect, positive in work, creative, proactive adaptation of employees to work Increase the worker‘s performance means increases the customer‘s satisfaction
- Increase retention: Increasing worker motivation and job satisfaction has been linked to higher rates of retention and increased worker productivity
- Increase the level of satisfaction of employees with jobs and Leadership Increased job satisfaction has shown to increase worker motivation, which then increases job retention rates, performance and productivity.
Completion of motivational tool for employees in QUACERT
4.2.1 Completion of the salary policy
In QUACERT, salary and increased income serve as the primary source of earnings for employees, making them crucial in fostering a positive work environment and boosting employee morale This financial incentive significantly enhances work quality and productivity among the workforce.
Creating a payment system that satisfies employees can significantly enhance their motivation and efficiency By ensuring transparency, fairness, and democratic practices, trust between employees and the Executive Board can be fostered To achieve this, QUACERT should implement a pay structure that aligns salaries with job titles, workload, and performance outcomes Monthly evaluations and classifications of employees, based on specific criteria, should serve as the foundation for salary distribution.
Evaluating employee performance is essential, and one key criterion is the completion of assigned work This assessment reflects the effectiveness and thoroughness of employees' efforts over the month We categorize performance levels based on work completion percentages, with Grade A representing 100% completion, Grade B for 90% to 99%, Grade C for 80% to 89%, and Grade D for anything below 80%.
To evaluate employee punctuality and participation, it's essential to establish the number of public working days each month This metric helps determine if employees are attending work on time Additionally, we can categorize attendance criteria into different levels, noting that employees who are absent more than 10 days in a month will be excluded from these evaluations.
To ensure effective labor discipline, it is essential to assess employee adherence to workplace rules, aiming to minimize instances of tardiness and early departures that could harm the company Employees who violate these standards more than three times in a month will not be eligible for consideration under this criterion.
- Responsibility: These criteria classify might be classified into 3 levels: + Enthusiastic, high sense of responsibility, willing to help people when facing difficulties
+ Having a sense of responsibility but not really trying and enthusiastic + There is no sense of responsibility
- Seniority Thus, the staff will base on the criteria and the level above to evaluating and grading and according to the following table:
Table 3.4 : Level of participation in completing work
STT Criteria Grade A Grade B Grade C Grade D
2 Assuring the number of public days in a month 10 8 5 2
3 Ensuring proper implementation of labor discipline 20 15 10 5
After grading employees based on the above table, we can define the coefficient that call positive coefficient, α Then define the boundary of the α based on the grading, for example:
- Under 50 point: α = 0,9 However, for the monthly evaluation and classification of labor is transparent, fair, QUACERT should provide the evaluation regulations and methods specifically to each criterion
4.2.2 Completion of bonus and welfare policies
The current bonus structure at QUACERT lacks variety and fails to effectively motivate employees To enhance employee engagement and satisfaction, the management board should prioritize improving the bonus system.
- Diversify the bonus form, besides money the bonus might be by artifacts, courses for employee and their child; praise them as an example of labor…Board of
Management need to care for employee‘s family as for those families are the main motivation helps them to work hard
Bonus time should be fast, timely and diverse in the way of reward
Welfare plays a crucial role in attracting and retaining talented employees, fostering a sense of assurance, satisfaction, and pride in their work An effective welfare policy enhances the overall well-being of workers, mitigates potential labor conflicts, and boosts morale and work attitudes As human needs continually evolve, QUACERT must enhance its welfare system In addition to the current welfare offerings, the management team should consider implementing additional benefits to further support their employees.
- Regularly organize tours, vacations in different locations for employees and their families Avoid returning to some old locations, causing boredom for them
To promote employee well-being and foster camaraderie, we organize cultural and sports exchanges while establishing soccer, volleyball, and badminton teams By building a football field and gymnasium, we provide opportunities for staff to engage in physical activities and relieve stress after work, ultimately enhancing mutual understanding among workers.
- Make financial support: lend money to workers to help them buy some valuable assets such as cars, houses, etc and this amount will be deducted gradually in their income
- Provide some additional services for employees such as health counseling; love and marriage counseling
When developing welfare policies, the Board of Management must prioritize financial budgeting, as expenses for welfare activities are significant and tend to rise annually To achieve maximum effectiveness while minimizing costs, the Board should implement detailed planning strategies.
4.2.3 Completion of job assignment and empowerment for employees
Job analysis involves thorough observation and research to understand the specifics of a particular role It outlines the tasks associated with the job and highlights the essential skills and responsibilities required for successful performance.
Clearly defining the specific duties linked to each job title enables employees to grasp the intricacies of their tasks and responsibilities This understanding empowers leaders to make informed personnel decisions regarding recruitment, promotions, rewards, and performance evaluations, utilizing criteria that are directly related to the job rather than relying on general standards or subjective feelings.
Today, QUACERT conducted an assignment for employees across various positions, focusing on general work implementation However, employees remain unclear about their specific responsibilities and the requirements associated with their job titles To address this issue, QUACERT must analyze and develop clear position standards for employees by following a structured approach.
Step 1: Preparing analysis + Identifying the objectives of working analysis to select the collected information for analysis Design the form of information collection
+ Choosing the typical employees who implement work at satisfactory levels to determine the minimum requirements of required knowledge, skills and abilities to perform work
Step 2 Carrying out analysis + Carrying out analysis based on the collected information, it can combine the method of collecting information as interviews, surveys, observations to conduct the analysis
Step 3: Giving the analysis results The results of the analysis must create a job description, job requirements and standards for assigned employees The results of analysis and design of standard titles are used in a certain time and conducted the work in accordance with the actual situation The good analysis and the title standards will help employees to be aware of work as well as their responsibilities, from that motivating to strive and improving ourselves
The role of the Administrative Officer in Administration and HR involves managing document certification and registration processes, ensuring compliance with internal procedures, and implementing effective practices for efficient operations.
Job Title / Job Position: Administrative officer Division: Administration and HR
Ensure professional activities related to Administration and other professional works in the scope of functions and duties of the Administration and
HR Department which the assigned staffs completes on time with high quality
Directly handling documents/letters in and out through courier, email, fax
Handling incoming calls, and transfer them to the right/in charge person
Welcoming all incoming guests, provide them directions as needed
4 Carry out the correspondence between departments
Supporting for the conference, meetings: provide water, wifi, projectors
Sending the certifications to customers according to their registered addresses Save all the documents, filing and dating them
Updating customer‘s information on QUACERT ‗s website when receiving the contract
Handling all the human resources activities as regulated in Vietnamese Labour Law
Actively giving ideas within the decision as assigned by the leaders of department and the procedure, regulations are issued by QUACERT
Taking part in proposals for feedback in order to improve the performance of individuals and departments
Complying the internal procedures and regulations of QUACERT concerning to the Administrative and Human Resources job
2 Being responsible for the results of the assigned work before the Manager of department
4.2.4 Completion the motivation through improving the environment and working conditions
To enhance employee satisfaction and foster solidarity at QUACERT, it is essential to cultivate a comfortable working environment where mutual respect and strong relationships among colleagues thrive Managers can achieve this by implementing activities that promote collaboration and camaraderie, ultimately aligning all employees with the organization's common goals.
- Providing clear working rules / processes in QUACERT
- Build good value and culture for QUACERT and transmit to all employees throughout the Corporation
- Respecting all the contributions of employees and note the benefits employees contributed to QUACERT in many ways
- To help employees understand and coordinate with each other to complete the work
- Proving employees the opportunity to raise creative ideas for the development of QUACERT and reward them if they are ideas precious
- Respect for differences in personal characteristics among the internal staff Corporations
- Learning more about employee expectations and their reasons when deciding to work for QUACERT
Recommendations of the conditions for implementing solutions
The Board of Directors, the General Directors agreed to support and commit to implement:
To enhance employee motivation, it is essential to assign tasks that align with both the agency's objectives and the individual’s personal relevance By ensuring that work arrangements are reasonable and meaningful, organizations can foster a more engaged and productive workforce.
- Building the good working environment must be set up as one of the top tasks that the Center must implement Good working environment for employees is
"to work, to be respected, recognized and more importantly dedicated"
- Ensuring the recruitment, appointment, assessment for employees openly, transparently, building a clear assessment criteria, avoiding the level, setting out certain objectives to ensure working efficiency
- Interested in adjusting, supplementing the salary and bonus regulations; the regulations of financial management, being solely responsible for the completion of the motivational tool of QUACERT
- Interested in thrift practice and waste combat in administrative expenses to increase revenues, increase budget for implementing regimens and policies for employees
4.3.2 Recommendations for employees in QUACERT
Proactively engaging in self-training and professional development is essential for employees to enhance their work capacity and accumulate valuable experience It is crucial for them to have a clear understanding of their roles and responsibilities while cultivating professional ethics and maintaining a strong political stance.
Fostering an open-hearted environment by sharing emotions, challenges, and perspectives among colleagues and superiors enhances mutual understanding and empathy This collaborative approach not only strengthens workplace relationships but also promotes support in both professional and personal aspects of life.
Motivation in the workplace is crucial for both employees and organizations, as it enhances labor intensity, productivity, and product quality, leading to increased salaries and income for workers Additionally, fostering motivation contributes to higher profits, greater revenue, and an improved reputation for the organization in the market Therefore, it is essential for organizations to prioritize strengthening employee motivation.
This article examines the theoretical framework and practical implementation of motivational tools at QUACERT, proposing specific solutions for enhancing these tools to better align with employee needs Effective motivation is crucial for leaders, as it directly influences employee performance and job quality, serving as a foundation for organizational growth The research highlights the importance of refining motivational strategies to foster a more productive work environment at QUACERT.
This dissertation has contributed to research, but it acknowledges limitations due to the author's time constraints and understanding Further study is necessary to enhance the proposed solutions The researcher welcomes feedback from QUACERT teachers and staff to improve the thesis topics.
1 Nguyen Van Diem, MBA and Assoc Prof Dr Nguyen Ngoc Quan (2010) Human resource management NEU Publishing House
2 Assoc Prof Dr Tran Thi Van Hoa, (2012) Lecture document:
3 Ngo Thi Thu Huyen, (2012) Staff motivation at the Headquarter of the Agribank
4 Le Phuong Nam, (2013) Improving motivational tools for employees at the Center for Land Fund Development of Thanh Hoa Province
5 A H Maslow, (1943) A theory of human motivation
Originally Published in Psychological Review
6 Campbell, J.P and Pritchard, R D, (1976) Motivation theory in individual and organizational psychology Handbook of Industrial and Organizational Psychology, Chicago: Rand McNally
7 Chris Bell, (2017) Top 9 factors that impact employee motivation Total talent solution
8 Frederick Herzberg, Bernard Mausner, Babara Bloch Snyderman, (2008) The motivation of work The 11 th edition Transaction Publishers
9 Herzberg, F, (1966) The motivation – hygiene theory, Work and the Nature of Man Word Publishing Co
10 Herzberg, F, (1968) One more time: How do you motivate employees? Harvard Business Review
11 Jason Silberman (2013) Employee Performance Training station
12 McClelant D, (1985) Human motivation New York: Scott,
13 Joy O Ekwoaba; Ugochukwu U Ikeije, Ndubuisi Ufoma
(2015), The impact of recruitment and selection criteria on organization performance, Global Journal of Human Resource Management
14 Ryan, R., & Deci, E, (2000) Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being
15 Http://www.tutor2u.net/business/people/motivation_theory_her zberg.asp
16 Http://www.valuebasedmanagement.net/leaders_maslow_hiera chy.htm, assess on 2009
17 Http://www.ehow.com/about_6387888_effectiveness- employee-reward-programs.html
Http://wiki.answers.com/Q/What_is_motivation_explain_maslows_the ory_of_motivation#ixzz28bmlWFiU
16 https://bizfluent.com/info-8747634-objectives-motivation- workplace.html
17 https://blog.bonus.ly/20-simple-ways-to-increase-motivation-in-the- workplace/
18 https://www.huffingtonpost.com/margaret-jacoby/top-5-ways-to- motivate-yo_b_5839504.html
69
□ Staff □ Middle manager □ Senior manager
Please circle the mark for these factors N o Item level
7 Are you satisfied with your current job
8 Are you satisfied with QUACERT‘s current monthly payment policy
9 Are you satisfied with QUACERT‘s current increased income payment?
Are you satisfied with QUACERT‘s current performance indicator for each quarter and year?
Are you satisfied with QUACERT‘s current welfare policy?
Are you satisfied with QUACERT‘s current working environment and facilities?
13 If headhunted by another organization with higher salary, do you want to change you current job?
14 Do you feel interested in other extra activities and travel tours organized by QUACERT?
□ Uninterested due to few attractive activities □ Totally uninterested
18 Do you feel interested in improving QUACERT‘s working environment and facilities?
19 Are you satisfied with QUACERT‘s current relationship?
Relation among colleagues in the same department Relation between staff and direct manager
Relation with other colleagues in other departments
20 How do you think about your leaders?
□ They are friendly and open
21 Are you satisfied with the policies directly related staff rights?
Human resources policy Training policy
22 In your opinion, do the leaders assign the jobs based on staff capability and demand?
□ The leaders always ask for staff ideas before assigning any duty
□ The leaders make decision without asking for staff ideas
Are you satisfied with QUACERT’s current job assignment?
Are you satisfied with QUACERT’s current working performance assessment criteria?
Managers recognize staff working performance
Colleagues recognize others‘ working performance 2
Ideas and measures for problem solving
Recognition methods (appreciation, reward, etc.)
Are you satisfied with QUACERT‘s current training and education?
Are you satisfied with your leaders giving you some advancement opportunities
29 In your opinion, what kind of training and education should QUACERT apply in the next time?
□ Internal training □ Assigning staff to join some training courses
30 Why are you satisfied with you current job (may be more than 1 option)?
□ Stability □ Suitable with your qualification
□ High income □ Good working environment
□ The leaders care and treat staff equally
□ Because now I cannot find another better job
31 What do you expect the leaders to do in the future (may be more than 1 option)?
□ Improving economic conditions and income for staff
□ Creating many advancement opportunities in working
□ Creating friendly and reliable relations between staff and management
□ Facilitating staff to learn and improve their qualification
□ Timely giving rewards to the right person
Research Model
Measurement scale for motivational tools in an organization
Proposing solutions to improving motivational tools for employees working at QUACERT
The author presents a research model that outlines a measurement scale for motivational tools at QUACERT, informed by the organization's theoretical background and characteristics Through interviews and surveys, the current motivational tools utilized at QUACERT are assessed, leading to the proposal of solutions aimed at enhancing employee motivation within the organization.
The researcher will use both secondary data collection method and primary data collection method
- Collecting data through books, researches, scientific journals and magazines to build a theoretical framework of motivation and motivational tools
- Data on the theoretical framework of motivational tools for employees taken from the textbooks, related research works, reference books, newspapers, magazines, the Internet, etc (listed in the references)
- QUACERT‘s data: by operating reports, annual reports from 2013 to 2016; materials on organizational structure and activities of the company; number of staff, qualifications, salary & bonus payment regulations
Primary data will be collected through interview and survey
A survey was conducted to assess the current situation and evaluate the effectiveness of motivational tools at QUACERT The sample included all staff members, encompassing department heads, deputy heads, and officials.
For each of questionnaires of survey, the author clarifies in to five levels from 1-5 in which:
+ At level 1: Very dissatisfied + At level 2: Dissatisfied + At level 3: Normal
+ At level 4: Satisfied + At level 5: Very satisfied And the total sample size of the survey was 138 people The questionnaire was sent directly or by email
The questionnaires developed for assessing motivational tools at QUACERT were structured into two main sections The first section collected individual employee information, while the second section focused on gathering employee evaluations of the motivational tools in use at QUACERT.
An interview was conducted via telephone to gather primary data through questionnaires aimed at assessing employee satisfaction with motivational tools at QUACERT The findings will be utilized to enhance motivation among employees.
The researcher will employ both qualitative and quantitative methods to systematically analyze the collected data Utilizing tools such as comparison figures, charts, and data processing filters in Excel, the analysis will focus on revealing the true state of employee motivation and the effectiveness of motivational tools at QUACERT This comprehensive analysis aims to enhance understanding of employee motivation levels and the impact of various motivational strategies.
CHAPTER 2: THEORETICAL BACKGROUND FOR MOTIVATIONAL
TOOLSFORSTAFFINORGANIZATIONS CHAPTER 3: CURRENT SITUATION OF MOTIVATIONAL TOOLS AT QUACERT
CHAPTER 4: THE SOLUTIONS OF COMPLETING TOOL MOTIVATE THE EMPLOYEES IN QUACERT
CHAPTER 2 THEORETICAL BACKGROUND OF MOTIVATIONAL
TOOLS FOR STAFF IN ORGANIZATIONS
Motivation, stemming from the term "motive," refers to the internal needs, desires, and drives that propel individuals toward action It plays a crucial role in inspiring people to achieve their goals, particularly in the workplace, where psychological factors significantly influence behavior and performance.
There are many different definitions about motivation Kreiter thinks that motivation is a psychological process that directs individuals to certain purposes In
In 1994, Higgins defined motivation as an internal drive that compels individuals to fulfill unmet needs According to Dr Bui Anh Tuan's Organizational Behavior curriculum, motivation consists of internal factors that inspire individuals to perform diligently, fostering high productivity and efficiency This motivation manifests as a strong willingness to work and a passion for achieving both organizational goals and personal aspirations.
In a logical thinking, performance is equal ability and motivation Therefore, to have best performance, business administrators should care about motivation for employee and increase ability
―Motivation is the effort, the drive, the desire, and the energy a person uses to activate and maintain goal driven behavior.‖ — Murray Johannsen
Motivation is the reason for people's actions, desires and needs Motivation is also one's direction to behavior, or what causes a person want to repeat a behavior
Motivation is the essential energy that drives action and progress, akin to how a motor powers a machine It serves as the crucial force that propels individuals forward, much like fuel energizes an engine Understanding motivation is key to unlocking personal development and achieving goals.
According to Bedeian (1993), motivation is an attempt to achieve a goal Higgins
Motivation, as defined in 1994, is an internal drive to fulfill unmet needs According to Nguyen Van Diem and Nguyen Ngoc Quan (2004), motivation reflects employees' willingness to enhance their efforts toward achieving specific goals or outcomes.
In an organization, motivation is the arousal level of each person when participating in the working process; which motivates people to work positively, proactively and creatively
Staff motivation encompasses the internal drivers that inspire individuals to maximize their productivity and efficiency in the workplace It is demonstrated through a strong willingness and enthusiasm to work towards both organizational objectives and personal aspirations.
Thus, there are many different approaches to motivation, in a most succinct way, motivation is:
- Work motivation is the desire and willingness of each individual to make every effort to direct yourself to the goals of the individual and the goals of the organization
Work motivation varies among employees and is reflected in their engagement with specific tasks Each individual’s attitude towards the organization influences their motivation levels, leading to diverse reasons for their work performance This variation underscores the connection between motivation, job roles, organizational culture, and the overall work environment.
Staff motivation is not an inherent trait; rather, it is influenced by various factors that can lead to both motivation and de-motivation Individuals are not born motivated; instead, their motivation levels fluctuate over time due to external influences Consequently, a staff member may feel motivated at one moment and experience a lack of motivation at another.
Staff motivation plays a crucial role in enhancing productivity and efficiency in the workplace, provided that other factors remain constant It serves as a catalyst for employees to work more effectively and with greater enthusiasm However, it's essential to recognize that motivation directly influences personal productivity; while employees can complete their tasks without it, a lack of motivation may lead to diminished loyalty and an increased likelihood of seeking better opportunities elsewhere To foster motivation among staff, managers must actively seek strategies to create a supportive and engaging work environment.
Motivation involves implementing policies and management practices that inspire employees to engage and contribute to the organization To effectively foster motivation, it is essential to understand the goals and aspirations of staff, allowing for tailored strategies that enhance their drive and commitment.
Motivation is not does not appear naturally, it is the simultaneous combination of subjective resources of the staff themselves and objective resources in the working environment
Motivation in the workplace enables employees to discover joy, meaning, and purpose in their roles, driven by the rewards and values associated with their achievements This sense of fulfillment encourages them to perform better, leading to improved results and fostering long-term commitment to their organization.
2.1.2 Role of motivation in organizations
HR size and structure by education
3.1.4.2 Size and structure of Human resource by gender
The gender ratio in the workforce typically remains balanced, with females occasionally outnumbering males by a small margin In the auditing sector, the majority of professionals tend to be male, while administrative roles are predominantly filled by females.
Director, Board of Director and
3.2 Operating performance in the period of 2013 – 2016
In 2013, a total of 1,847 certificates were issued across various standards, with product certifications making up 50% of that total This number increased to 2,426 certificates in 2014, despite the emergence of numerous new competitors By 2015, the total rose to 2,715 certificates, highlighting the thriving nature of certification organizations, including QUACERT However, in 2016, there was a slight decline in the number of certificates issued, which is a natural outcome following a period of rapid growth and increasing saturation in demand for certifications.
Certificate issued in 2013-2016
3.3 Current situation of employee’s motivation in QUACERT
3.3.1 The evaluation criteria of labor motivation in QUACERT
We have many ways to evaluate the motivation of employees; in this case we can use some following criteria:
Positive workplace attributes are evident in employees' high levels of engagement and commitment Workers consistently complete their assigned tasks voluntarily and take initiative in problem-solving Punctuality is a norm, with employees rarely arriving late Additionally, there is a strong culture of research and continuous learning, contributing to the enhancement of professional skills.
QUACERT's operations demand meticulous compliance from its employees to maintain seamless functioning within the Vietnam Stock Market This compliance is evident as employees diligently adhere to professional regulations and business processes, safeguarding the confidentiality of sensitive information.
Enhancing productivity, quality, and efficiency in the workplace is directly linked to effective employee motivation When QUACERT successfully fosters motivation among its staff, employees demonstrate increased enthusiasm, leading to improved work efficiency and higher productivity levels Conversely, a lack of motivation can negatively impact these outcomes.
- Creativity at work: Creative work is that the employees give new ideas, renovate work processes in line with reality to enhance the quality of work
Employee satisfaction is crucial, encompassing their contentment with work conditions, job opportunities, development prospects, and relationships with both colleagues and the Board of Directors.
3.3.2 Current situation of employee’s motivation of QUACERT 3.3.2.1 In terms of the positive points of employees in QUACERT
The job market in major cities, particularly Hanoi, is increasingly competitive due to the rising number of university and college graduates each year As a result, securing a stable job has become challenging, even for experienced professionals and recent graduates To enhance their chances of finding suitable employment, individuals must actively focus on developing their skills and continuing their education.
Statistical studies conducted by the HR Department from 2013 to 2016 revealed that there are significant differences in work initiative, responsibility, and completion among employees at QUACERT, particularly based on their job positions The findings indicate that officers, such as Heads of Rooms and Heads of Groups, demonstrate a higher level of proactivity and accountability compared to staff members Specifically, approximately 85% of officers rated their work performance positively, while an impressive 95% of room leaders received favorable ratings in their labor categories, according to the HR report.
Despite most employees at QUACERT demonstrating a strong adherence to regulations, a minority still exhibit a lack of professionalism and self-awareness Interviews with leadership and surveys indicate that some staff members use company computers for personal tasks, gaming, and internet browsing during work hours Additionally, there are instances of employees arriving late and leaving earlier than the designated work schedule.
3.3.2.2 In terms of compliance by employees:
Since going into operation, QUACERT has issued the Labor Regulation and
QUACERT has established regulations governing working time, discipline, order, and safety, along with procedures for addressing violations of labor discipline and material responsibilities The Human Resource and Administration Department is tasked with overseeing compliance with these rules Data analysis from 2013 to 2016 reveals that there have been no instances of employee discipline for breaching QUACERT's labor regulations Most employees demonstrate a strong commitment to adhering to these regulations, with no unauthorized absences and a notable reduction in instances of employees working late or leaving early.
3.3.2.3 In terms of quality, efficiency in work
In 2013, QUACERT reported that 10% of employees delivered excellent work, 65% performed at a good level, and 10% achieved an average level of quality The recruitment process, which often favors recommendations and relatives of current staff, can lead to inconsistencies in hiring quality Additionally, the complexity of the human resource system, involving multiple staff members in each process, contributes to inefficiencies in overall work performance.
3.3.2.4 In terms of creativity in work
Creativity within QUACERT is limited due to the nature of state agencies, resulting in a passive approach to task implementation that often relies on leadership direction Most employees engage in repetitive work, adhering to traditional methods that stifle innovation and bold solutions Although the review of creative ideas is a criterion for the annual Emulation Fighter title, only 3% to 5% of employees achieve this recognition, with leaders comprising 80% of the recipients This highlights the need for fostering a more innovative work environment to improve overall efficiency.
Between 2013 and 2016, the number of customers surged as organizations prioritized product certification to boost competitiveness However, QUACERT failed to enhance its workflow and human resource training, limiting its ability to attract more clients.
3.4 The reality of tools creating motivation for QUACERT staffs
Salary serves as the primary source of income for employees, fulfilling their material and spiritual needs while motivating them to enhance productivity, quality, and efficiency For employers, profit is the ultimate goal, while for employees, salary is paramount Consequently, salary represents the investment in creating new value, acting as a catalyst for employee creativity, productivity, and the ability to generate added value.
The State Owned Organization operates under a self-expenditure regime, resulting in confidential salary payments determined directly by the Director While there is a government-regulated basic salary for staff, individual salaries vary even among employees in the same position, reflecting their unique abilities, capabilities, and experience.
In addition to their base salary, employees are entitled to various allowances, including overtime, responsibility, and mobile and vehicle expenses Auditors who frequently travel for business are compensated with higher salaries compared to their office-based counterparts.
The basic salary scale for QUACERT employees outlines the coefficients for salaries and allowances Annual adjustments to the basic salary occur when employees fulfill criteria such as completing assigned tasks, adhering to regulations, and participating in organizational activities Additionally, employees who introduce innovative ideas may benefit during salary reviews conducted by the Director, particularly those in leadership positions.
Departments, beside the benefits above, they will receive responsibility allowance due to the title of work
Percent of satisfy of Assign work
(Source: the author’s analysis from survey) 3.4.2.2 The responsibility and authority to make decisions
Two key factors in evaluating employee job satisfaction are responsibility and autonomy When employees are entrusted with greater responsibilities, they gain more discretion in their roles, leading to increased motivation Employees possess the expertise to perform their tasks effectively, and allowing them to take ownership of their work empowers them to execute their duties in their own unique ways.
At QUACERT, employee roles are clearly defined, yet the decentralized processing approach leads to a lack of accountability among staff A significant 62% of employees, totaling 86 individuals, perceive their work as less significant, as decision-making heavily relies on management directives This reliance results in delays that negatively impact both the timeliness and quality of work.
Employee motivation at QUACERT is significantly influenced by the recognition of their hard work, which not only enhances operational effectiveness but also fosters a sense of honor among employees To facilitate this, the Board of Directors implemented a professional handling process for assessing job performance, classifying employees monthly to determine additional income and recognition Evaluations are based on three key principles: adherence to labor regulations and working hours, compliance with internal procedures, and a commitment to teamwork and discipline Each employee is assessed on a scale that corresponds to the severity of any violations Based on these evaluations, employees are categorized into grades A, B, C, and D, reflecting their task completion levels This structured approach to recognition and performance assessment is linked to wage increases and serves as a powerful motivator for employees to excel in their roles.
Employee motivation significantly increases when they see opportunities for advancement Currently, QUACERT has 23 leaders, representing 16% of its 138 staff members Each year, QUACERT focuses on staff development, though the review process is influenced by various factors beyond professional qualifications To facilitate career growth, QUACERT offers numerous training programs, including short courses and language classes, which can lead to promotions and salary increases for employees who complete them Additionally, QUACERT nurtures young talent through workshops and hands-on experiences with seasoned auditors, fostering confidence and enhancing the organization’s reputation as an excellent workplace.
The training program results at QUACERT have been underwhelming, primarily because employees lack motivation for career development and the programs do not meet their needs A recent survey reveals that most employees are dissatisfied with both the training and promotion opportunities available to them at QUACERT.
Percent of satisfied with advancement
(Source: the author’s analysis from survey)
Many employees feel there are limited opportunities for promotion within the organization, leading to a sense of stagnation in their careers Despite holding advanced degrees like MBAs or Ph.Ds, they often resign themselves to remaining in their current positions for the duration of their employment.
To evaluate the effectiveness of motivational tools for employees, the author assessed employee satisfaction levels across different departments This comparison was driven by the varying characteristics of work, as professional divisions demand higher qualifications and involve greater occupational risks than other areas.
The QUACERT Head Office is situated on the 3rd floor of H Building, No 8 Hoang Quoc Viet Street, within the Directorate for Standards, Metrology, and Quality area Although not in the city's center, the office benefits from a spacious environment with ample greenery and sports facilities, avoiding the daily traffic congestion typical of urban areas The office is fully equipped with essential technology, including computers, printers, copiers, fax machines, scanners, air conditioning, and internet access, ensuring optimal performance for the staff The workforce is divided into two categories: auditors and back-office officers, with all employees provided with the necessary tools to excel in their roles Auditors are equipped with laptops for their frequent business trips, typically spending two weeks each month in the South and the remaining time in the North and Central regions, where they enjoy a private work regime during these assignments.
A positive and relaxed atmosphere in the workplace is crucial for employee satisfaction, as uncomfortable relationships with superiors and colleagues often lead to job turnover At QUACERT, employees foster sociable and enthusiastic interactions, promoting strong bonds within the organization Maintaining unity and good relationships among colleagues is essential for a harmonious work environment.
The relationship between managers and staff at QUACERT is built on mutual respect and a shared commitment to the organization's goals This fosters a close and friendly atmosphere, where managers maintain professionalism while being approachable They engage with employees on a personal level, showing genuine interest in their lives, feelings, and aspirations, which enhances workplace morale and collaboration.
Facilitate the implementation of democracy in QUACERT
QUACERT holds monthly meetings with the Board of Directors, Managers, and functional group leaders to establish policies, assign tasks, and address challenges During these meetings, they discuss customer complaints, work difficulties, and new ideas for improvement The outcomes of these discussions are documented in meeting minutes and shared with all employees, ensuring transparency and effective communication within the organization.
QUACERT regularly holds conferences for officials and employees to review the annual implementation of tasks, establish new goals, and develop strategies for future work These meetings serve to publicly share the unit's activities, including quarterly and yearly reviews, evaluations of public servants, and recognition of outstanding employees Additionally, they address the management of welfare funds, reward systems, recruitment policies, and officer appointments to foster a positive and motivating work environment Despite these efforts, many employees remain hesitant to express their opinions and exercise their democratic rights during these consultations, which are formalized through written documentation.
Create dynamic environment for young labors
Over 30% of QUACERT employees are under the age of 30, highlighting the need for a vibrant workplace that fosters energy and enthusiasm Since its inception, the QUACERT Board of Directors has prioritized cultural activities, sports, and team-building games to promote employee health and well-being These initiatives create opportunities for employees to connect, communicate, and build relationships with their colleagues.
Percent of sastisfy working evironment
(Source: the author’s analysis from survey)
QUACERT offers a positive work environment with good conditions, although the office space is somewhat limited The modern facilities and fully equipped resources significantly contribute to employee satisfaction and morale Surveys indicate that most employees are either satisfied or very satisfied with their working conditions at QUACERT.
The working atmosphere significantly impacts employee motivation and productivity at QUACERT While colleagues maintain a friendly and sociable relationship, fostering a comfortable environment, inter-departmental cooperation remains ineffective, hindering business relationships Additionally, the connection between employees and senior leaders is limited, as communication primarily occurs through mid-level managers This results in employees feeling apprehensive about direct interactions with leadership, with a survey revealing that 82% of employees only reach out to leaders when facing work-related issues.
In several departments, the relationship between leaders and staff is strained due to a lack of clear communication and initiative Mid-level leaders often struggle to effectively delegate tasks and share service experiences, leaving employees confused about their responsibilities Simultaneously, many employees exhibit a lack of initiative, which contributes to low productivity and dissatisfaction This dynamic fosters conflict between leadership and staff, ultimately hindering overall efficiency.
Content Level 1 Level 2 Level 3 Level
Between colleagues in the same rooms 49,3% 27,4% 23,3% - - Between staff and direct manager 38,4% 37,7% 13,7% 10,3% - With colleagues from the other room 2,7% 42,5% 37,7% 17,1% -
(Source: the author’s analysis from survey) 3.4.2.6 Policies and management mode in QUACERT
QUACERT is currently assessing its policies and regulations in line with its organizational models, operational status, and development strategy The company provides comprehensive policies for employees, including social insurance, health insurance, unemployment insurance, and vacation benefits, fostering a positive work environment by ensuring their rights are consistently upheld However, survey results indicate that staff members are dissatisfied with the promotion policy at QUACERT.
N o Content Level 1 Level 2 Level 3 Level 4 Level 5
A recent survey conducted among 138 staff members at QUACERT revealed mixed opinions on the effectiveness of their training and education courses Only 9 respondents (approximately 7%) rated the courses as very useful and effective, while 18 staff members (about 13%) considered them useful and effective The majority, comprising 93 individuals (around 67%), rated the courses as average in effectiveness.
A recent survey of 26 staff members revealed that 18% do not find their roles effective or useful This data is illustrated in the accompanying chart, which categorizes responses into "not useful and effective," "useful and effective," and "very useful and effective."
Percent of effectiveness and usefulness of Training and Education
(Source: the author’s analysis from survey) 3.4.2.7 The supervision of work
Effective supervision is a crucial aspect of management, requiring adherence to regulations that promote employee self-actualization When managers empower their employees, it fosters a sense of respect and creativity among the workforce QUACERT has introduced a comprehensive monitoring and evaluation toolkit, utilizing a systematic approach to regular reporting.
- Daily Report: Employees are tasked to solve any problems must report to their leaders directly on the solving progress, handling results, arising difficulties and solution proposals
Department leaders must submit monthly reports to the Board of Directors detailing their departments' performance, highlighting challenges faced, and proposing potential solutions.
When facing challenges in task implementation, it is crucial for employees, including deputy directors and lower-level staff, to promptly report issues of jurisdiction to their superiors for guidance This ensures effective communication and timely resolution of difficulties encountered during the execution of assigned responsibilities.
- Periodic report to the superior bodies
QUACERT must be specified on each report form, including the reporting date and the staff responsible for implementation and data collection Employees are held accountable for the accuracy of their reports, with established procedures for addressing delays and dishonesty Currently, 58.5% of employees believe that reporting rules are followed diligently and punctually However, many employees feel overwhelmed by the volume of reports, often encountering overlapping information, which hinders their ability to complete other tasks.
3.4.3 Differences in the level of satisfaction of motivational tools between professional division and back offices divisions
A recent survey highlighted the varying levels of satisfaction regarding motivational tools among staff in professional divisions compared to those in the back office division This disparity underscores the distinct experiences and needs of employees in these two areas.
The professional division employs 70 staff members, while the back office division, which encompasses Finance and Accounting, IT, General, Human Resources, and Administration, consists of 68 staff members.
Salary: only 11 staffs (8%) working in professional Division felt satisfied with their wage Beside of this, there are 30 staffs working in back office Division felt satisfied with their wage
In a recent survey, 29% of staff in the Professional Division expressed satisfaction with their assigned work, though many voiced concerns about excessive travel that limits their family time Meanwhile, 53 employees in the Back Office Division reported feeling satisfied, yet they highlighted the complexity of their work processes, describing certain stages as unnecessary and time-consuming.
A survey was conducted among staff at QUACERT's headquarters and branches to explore labor motivation and the impact of motivational tools on employees The research aimed to gather insights and genuine feelings from employees, providing a foundation for evaluating their satisfaction with QUACERT's work environment, policies, and regulations By analyzing the survey results, the author intends to highlight key issues related to motivation and the effectiveness of motivational tools within QUACERT.
3.5.1 Advantage of motivational tools at QUACERT
After having research on motivation tool at QUACERT, we see that QUACERT has had concerns about this issue, detail as below:
- One of the advantages of motivational tools at QUACERT is friendly, comfortable working environment Good working conditions, modern, and fully equipped
At QUACERT, interpersonal relations are strong, fostering an open environment between managers and employees, as well as among colleagues This positive dynamic contributes to a comfortable workplace atmosphere and facilitates smooth coordination in tasks.
- Simple, easy-to-understand and clear calculation of salary The types of rewards are abundant, diverse, combining both material and spiritual so stimulating employees to work hard
QUACERT offers a comprehensive welfare program that ensures employees receive the legitimate benefits they deserve This includes a generous vacation policy and support for employees' families, such as assistance for excellent students and care for elderly parents.
3.5.2 Disadvantages of motivational tools at QUACERT
Current salary payments provide employees with stability, but a recent survey reveals that monthly income levels do not adequately reflect the capacity and responsibilities associated with their workload.
The employee bonus policy remains unchanged and lacks the appeal necessary to motivate staff effectively The criteria for annual reviews, evaluations, and rewards are vague, leading to subjective assessments, particularly for the "Basic Emulation Soldier" title, which is predominantly awarded to team leaders Additionally, extraordinary annual rewards are scarce and insufficient to inspire a strong work ethic among employees The current bonus system appears inequitable, as it often favors seniority over actual performance, leaving many employees feeling undervalued despite their hard work Consequently, those who exert more effort in challenging roles anticipate greater rewards but find themselves disappointed by the equal distribution of bonuses.
The onboarding process for new employees lacks a structured training program, relying instead on the personal experiences of existing staff, which can result in mistakes during task execution At QUACERT, qualified individuals are often burdened with excessive manual tasks, while others may not fully utilize their skills Additionally, unclear job assignments create confusion among team members, leading to imbalances in workload where some employees take on too much responsibility while others remain inactive.
The current state of leadership consolidation remains weak, primarily due to varying levels of leadership capability Many leaders exhibit a reluctance to take on responsibilities, while others adopt a hands-off approach, allowing employees to handle tasks without effective management involvement.
Job analysis and job requirements are often unclear, leading to overlapping workloads among employees This lack of clarity can create unreasonable demands on workers, negatively impacting their psychological well-being and preventing them from being assigned to roles that match their skills and strengths.