(LUẬN văn THẠC sĩ) ảnh hưởng của các nguồn tuyển dụng đến hiệu quả làm việc của nhân viên ở trung tâm chứng nhận phù hợp QUACERT

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - BÙI THỊ VÂN HÀ STUDY ON MOTIVATION TOOLS AT QUALIFICATION CENTER OF VIETNAM NGHIÊN CỨU VỀ CÔNG CỤ TẠO ĐỘNG LỰC TẠI TRUNG TÂM CHỨNG NHẬN PHÙ HỢP QUACERT LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2019 TIEU LUAN MOI download : skknchat@gmail.com ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - BÙI THỊ VÂN HÀ STUDY ON MOTIVATION TOOLS AT QUALIFICATION CENTER OF VIETNAM NGHIÊN CỨU VỀ CÔNG CỤ TẠO ĐỘNG LỰC TẠI TRUNG TÂM CHỨNG NHẬN PHÙ HỢP QUACERT Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2019 TIEU LUAN MOI download : skknchat@gmail.com DECLARATION The author confirms that the research outcome in the thesis is the result of author‘s independent work during study and research period and it is not yet published in other‘s research and article The other‘s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Date………………………… TIEU LUAN MOI download : skknchat@gmail.com ACKNOWLEDGEMENT First of all, I would like to send my sincere thanks to my supervisor, Assoc Prof Nguyen Ngoc Thang, who has guided me a lot during the time to implement the final thesis He gave me plenty of comments and supports for my dissertation I also to send my grateful thanks to all professors, lecturers, staffs and respective people of the HSB for their providing me knowledge and skills during the period to study at the HSB I would like to thank my managers and colleges who supported me and helped me to complete this dissertation such as fulfilling questionnaires, supplying needed information and data as well as giving comments and ideas Finally, I deeply noted and sent my sincere thanks to my classmates and my family members who always motivate me to complete the difficult intake of Master of Business Administration in English Thanks all! Bui Thi Van Ha TIEU LUAN MOI download : skknchat@gmail.com TABLE OF CONTENTS LIST OF TABLES, CHARTS, AND FIGURES i ABBREVIATIONS………………………………………………………………… ii EXECUTIVE SUMMARY CHAPTER INTRODUCTION 1.1 Rationale 1.2 Research objectives 1.3 Research questions 1.4 Research Scope 1.5 Research Methodology 1.5.1 Research process 1.5.2 Data collection methods 1.5.3 Data analysis 1.6 Research structure CHAPTER THEORETICAL BACKGROUND OF MOTIVATIONAL TOOLS FOR STAFF IN ORGANIZATIONS 2.1 Staff motivation in organizations 2.1.1 Definitions of motivation 2.1.2 Role of motivation in organizations 11 2.2 Motivational tools for staff in organization 13 2.2.1 Theories on motivating staff in organizations 13 2.2.2 Motivational tools for staff in organizations 17 2.2.3 Factors affecting motivational tools for staff in organizations 19 CHAPTER CURRENT SITUATION OF MOTIVATIONAL TOOLS AT QUACERT 23 3.1 History and main businesses 23 3.1.1 Brief introduction of the organization and its main business 23 3.1.2 Organization structure 24 3.1.4 Human Resources 35 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 3.2 Operating performance in the period of 2013 – 2016 36 3.2.1 Certificate registration 36 3.3 Current situation of employee’s motivation in QUACERT 37 3.3.1 The evaluation criteria of labor motivation in QUACERT 37 3.3.2 Current situation of employee‘s motivation of QUACERT 38 3.4 The reality of tools creating motivation for QUACERT staffs 40 3.4.1 Financial motivational tools 40 3.4.2 Non-financial motivational tools 43 3.4.3 Differences in the level of satisfaction of motivational tools between professional division and back offices divisions 52 3.5 Summary of findings 53 3.5.1 Advantage of motivational tools at QUACERT 53 3.5.2 Disadvantages of motivational tools at QUACERT 54 3.5.3 Causes 55 CHAPTER THE SOLUTIONS OF COMPLETING TOOL MOTIVATE THE EMPLOYEES IN QUACERT 56 4.1 Orientation of completing tool motivate the employees in QUACERT 56 4.1.1 The objectives of enhancing the motivation of employees in QUACERT 56 4.2 Completion of motivational tool for employees in QUACERT 56 4.2.1 Completion of the salary policy 56 4.2.2 Completion of bonus and welfare policies 58 4.2.3 Completion of job assignment and empowerment for employees 59 4.2.4 Completion the motivation through improving the environment and working conditions 62 4.2.5 Completion the motivation by training program 63 4.2.6 Enhancing the participation of employees in making decision 64 4.2.7 Completion of the promotion roadmap for employees 64 4.3 Recommendations of the conditions for implementing solutions 65 4.3.1 Recommendations for QUACERT 65 4.3.2 Recommendations for employees in QUACERT 65 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT CONCLUSION 66 REFERENCES 67 APPENDIX 69 APPENDIX 73 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT LIST OF TABLES, CHARTS, AND FIGURES Table Table 3.1: Gender Proportion 36 Table 3.2 Relationship in QUACERT 50 Table 3.3 Policy and administration 50 Table 3.4 : Level of participation in completing work 58 Table 3.5: Job description 61 Chart Chart 1.1 Research Model .6 Chart 3.1 HR size and structure by education .35 Chart 3.2 Certificate issued in 2013-2016 .37 Chart 3.5 Percent of satisfy of Assign work 44 Chart 3.6 Percent of satisfied with advancement 46 Chart 3.3 Percent of sastisfy working evironment .49 Chart 3.4 Percent of effectiveness and usefulness of Training and Education 51 Figure Figure 3.1: QUACERT‘s organization chart 34 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT ABBREVIATIONS HSB: Hanoi school of Business QUACERT: Certification Center of Vietnam VietGAP: Vietnamese Good Agricultural Practices HR: Human Resources ISO: International Organization for Standardization QMR: Quality Manager Representative (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT EXECUTIVE SUMMARY Motivating employees is one of the most important priorities of any organization Each organization just can reach its objectives when their employees work effectively, efficiently and creatively Besides the basic working conditions, the employees only contribute their best effort to the organization when they get motivation However, many organizations have not realized that and plan for motivating employees is not considered as part of overall strategic plan of organization With the above research rational, the research objective are follow to clarify motivational tools for employees in organization and analyze current situation of using motivational tools for employees at the QUACERT and give solutions to improving motivational tools for employees working at the QUACERT The author used the quantities and quantitative methodologies with data collected from secondary and primary data For the primary data, there were two sources which were survey and in-depth interviews Questionnaires designed to make survey 146 employees in order to statistic and understand all the needs, thinking and assessment of employees about motivational tools at QUACERT Indepth interview focused on the satisfaction level with the motivational tools to create motivation for employees working at the QUACERT This work is aimed at clarifying problems or sources of problem and expectations for improvement to identify factor and analyze actual situation and find out the factor affect to complete motivational tools for employees at QUACERT The research showed that motivational tools are influenced by both financial and non-financial incentives The main motivating factors for employees at QUACERT were appreciation by good working condition, good interpersonal relationship and stable income The main discouraging factors were the monthly extra income did not reflect the capacity and responsibility the workload assigned for employees, the assigning works, empowering the responsibility are prescribed in (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT Identifying the SPECIFIC DUTIES associated with each job title to help employees to understand the details of the tasks and responsibilities of their powers to assume his position Also, it can help the leaders to make personnel decisions such as recruitment, promotion, reward and working performance assessment based on criteria related to the job, not based on general standards, identifiable emotion Today, QUACERT was carried out assignment for employees in each position The assignment only proposed work generally implementing, so employees are unaware of the responsibilities as well as the requirements of their position title QUACERT need to analyze and develop the position standards for employees by following these steps: 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 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 I would give the following description of work and the standards of the job titles for their current positions Administrative officer of the Administration and HR department for reference (job description based on the collection of processing steps 60 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT outlined in the internal procedure on handling documents of certification registration, and implementing the right ) Table 3.5: Job description JOB DESCRIPTION Job Title / Job Position: Administrative officer Division: Administration and HR I OBJECTIVES 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 I FUNCTIONS AND DUTIES 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 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 I RIGHTS AND RESPONSIBILITIES Rights 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 Responsibilities Complying the internal procedures and regulations of QUACERT concerning to the Administrative and Human Resources job Being responsible for the results of the assigned work before the Manager of department 61 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 4.2.4 Completion the motivation through improving the environment and working conditions QUACERT needs to create a better, more comfortable working environment, creating solidarity and striving for all employees of the Corporation for the common goal Employees in QUACERT will feel more comfortable if they can get good relationships with their colleagues and they are respected The organization's managers can create a pleasant working environment through activities such as: - 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 - Paying more attention to employees' families, organizing events for ttheir families and help them to learn more about QUACERT, organizing vacations and festivals for employees families, give them some special bonuses such as tuition fees for their kids… In addition to working environments, creating best working condition is necessary At the same time, it is necessary to create a quiet and comfortable working environment, to arrange equipment in a scientific way to set higher work efficiency In addition, QUACERT needs to monitor the implementation of labor 62 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT regulations more closely to create a disciplined environment, work more seriously and professionally 4.2.5 Completion the motivation by training program QUACERT needs to innovate both content and form training for more appropriate and effective, in particular; - Building and implementing training programs to enhance the practical skills of a team of management staff and employees The training program must be designed to suit the actual job requirements, avoid expensive training costs, without result improvement Therefore, it needs to build the table of job description and position requirements, reevaluating the current professional qualifications of the staff to determine the training needs from the individuals and the departments, on the basis of building appropriate training plans The establishment of the training program can be carried out according to following steps: Step 1: Building the table of job description and position requirements; Step 2: Assessing the situation of ability and qualifications of employees; Step 3: Identifying the training needs: On the basic of the status of the employees‘ ability compared to requirements, identifying the needs for each group to train the knowledge, skills which need to be supplemented and enhanced to meet the position standards Step 4: Developing training plans: based on the training needs identified in step and arranged funding, establishing the training plans for each worker and general training plan for QUACERT - Expanding the forms of outside and inside training Previously, QUACERT only pays attention to the form of inside training through mentoring, guidance in place, learning by working QUACERT should appoint the staff with high qualifications, language proficiency to participate in extensive training programs so that the staffs have a chance to access to the extensive knowledge - In addition to the training programs of professional expertise, QUACERT needs interested in the education and discipline for employees 63 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 4.2.6 Enhancing the participation of employees in making decision Encouraging employees to participate in the management process with the form: - Getting employees‘ ideas to build the development strategies, action plans - Getting employees‘ ideas to build the internal rules and regulations relating to the rights and responsibilities of employees - Referencing professional ideas of experienced and qualified staff, before making a decision to handle work - The reward policy for employees contributing actively in the establishment of objectives and plans of QUACERT The extension of the right to participate in management creates tremendous incentives for employees to push them to work hard 4.2.7 Completion of the promotion roadmap for employees - Provide the opportunities to promote by providing them training, creating a good environment to work in - Analyzing employees' existing skills and experience in a systematic and appropriate manner to match the skills and experience needed for the next step to climb the career ladder - The distance between what an employee has and what he or she needs will need to be resolved through a formal training plan - From the point of view of maintaining employees, the career ladder is the most effective method Employees need to feel they are learning and coping with challenges through their new responsibilities Employees also need to be active at work and there is no room for a sense of staying in the profession to maintain employee engagement with the company - QUACERT has a salary council that decides the salary increase for employees in the organization In addition to considering salary increases, career promotion for employees with excellent performance is reviewed The council should maintain the current regular meeting time: every months 64 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 4.3 Recommendations of the conditions for implementing solutions 4.3.1 Recommendations for QUACERT The Board of Directors, the General Directors agreed to support and commit to implement: - Ensuring that the assignment and working arrangements for employees are reasonably, determining that the work not only pursuit the objectives of agencies in general but also ensure the relevance to each individual in the work, so that the assignment of work is a factor creating motive force for worker - 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 - Being proactive in self-training, retraining and raising the professional qualification, accumulating the experience to establish and develop the work capacity The employees should have a clear sense of their functions and duties, be trained to cultivate professional ethics and firm political stance - Being open-hearted, sharing emotions, difficulties and their perspectives to colleagues, superiors towards sharing, understanding and sympathizing for each other, helping each other in the work process as well as in life 65 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT CONCLUSION Thus, it can be said that motivation in work plays an important role not only for employees but also the organization Because creating motivation in work is not only stimulates workers increase labor intensity, productivity, product quality, thereby increasing salary and income for themselves At the same time, creating motivation in work will help organization gain high profits, big revenue, and prestige of organization on the market to be raised Therefore, organizations need to focus on strengthen the motivation in work Based on theoretical studies on system of motivational tools and the actual use of the motivational tools in QUACERT in recent years and on the basis of developing target orientation and direction of completing motivational tools for employees e of QUACERT in the next time, the thesis has proposed a number of specific solutions for completing the motivational tools for employees in QUACERT Motivation is a very important issue for leaders Making good motivation for employees to work will be the deciding factor in job performance, job quality, and is the foundation for the development of an organization With these researched issues in the subject, the students give some solutions to perfect the motivational tools for employees in QUACERT The dissertation has also made certain contributions in research, but due to the limited time of research, along with the limited understanding of the author, this thesis certainly has many shortcomings The given solution should be continued to study and complete The researcher looks forward to receiving the feedback of teachers and employees in QUACERT to more perfect the researched issues in the thesis 66 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT REFERENCES Vietnamese references Nguyen Van Diem, MBA and Assoc Prof Dr Nguyen Ngoc Quan (2010) Human resource management NEU Publishing House Assoc Prof Dr Tran Thi Van Hoa, (2012) Lecture document: Human resource management Ngo Thi Thu Huyen, (2012) Staff motivation at the Headquarter of the Agribank Le Phuong Nam, (2013) Improving motivational tools for employees at the Center for Land Fund Development of Thanh Hoa Province English references A H Maslow, (1943) A theory of human motivation Originally Published in Psychological Review Campbell, J.P and Pritchard, R D, (1976) Motivation theory in individual and organizational psychology Handbook of Industrial and Organizational Psychology, Chicago: Rand McNally Chris Bell, (2017) Top factors that impact employee motivation Total talent solution Frederick Herzberg, Bernard Mausner, Babara Bloch Snyderman, (2008) The motivation of work The 11th edition Transaction Publishers Herzberg, F, (1966) The motivation – hygiene theory, Work and the Nature of Man Word Publishing Co 10 Herzberg, F, (1968) One more time: How you motivate employees? Harvard Business Review 11 Jason Silberman (2013) Employee Performance Training station 12 McClelant D, (1985) Human motivation New York: Scott, Foresman 67 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 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 American Psychologist 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-theworkplace/ 18 https://www.huffingtonpost.com/margaret-jacoby/top-5-ways-to- motivate-yo_b_5839504.html 68 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT APPENDIX QUESTIONNAIRE A General information Please indicate your gender □ Male □ Female □ < 25 □ 25 – 30 Age □ 31 - 40 □ > 40 Marital status □ Single □ Married Position □ Staff □ Middle manager □ Senior manager Qualification □ School □ College □ Master □ Doctor □ Bachelor Language level (TOEIC) □ < 450 □ 450 - 600 □ > 600 □ 3- years □ > years Seniority □ 1- years Please circle the mark for these factors N o level Item Are you satisfied with your current job Are you satisfied with QUACERT‘s current monthly payment policy Are you satisfied with QUACERT‘s current increased income 69 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT payment? Are QUACERT‘s you satisfied current with performance indicator for each quarter and year? 1 you satisfied with QUACERT‘s current welfare policy? Are Are you QUACERT‘s satisfied current with working environment and facilities? 13 If headhunted by another organization with higher salary, you want to change you current job? □ Yes □ No 14 Do you feel interested in other extra activities and travel tours organized by QUACERT? □ Interested □ Normal □ Uninterested due to few attractive activities □ Totally uninterested 18 Do you feel interested in improving QUACERT‘s working environment and facilities? □ Very interested □ Interested □ Uninterested 19 Are you satisfied with QUACERT‘s current relationship? level Relations Relation among colleagues in the same department Relation between staff and direct manager Relation with other colleagues in other departments 20 How you think about your leaders? □ They are friendly and open □ They are unapproachable □ I just discuss working-related issues with them 70 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 21 Are you satisfied with the policies directly related staff rights? level Policy Human resources policy Training policy Finance policy Development policy 22 In your opinion, 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 N o level Item Are you QUACERT’s satisfied current with job assignment? Are you QUACERT’s satisfied current with working performance assessment criteria? staff Colleagues recognize others‘ Ideas and measures for Recognition methods (appreciation, reward, etc.) recognize problem solving 6.4 Managers working performance 6.3 over working performance 6.2 satisfaction recognition 6.1 Your Are you satisfied with QUACERT‘s current training and 71 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT 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 □ Online training □ Others 30 Why are you satisfied with you current job (may be more than option)? □ Stability □ Suitable with your qualification □ Advancement opportunity □ Advancement opportunity □ High income □ Good working environment □ The leaders care and treat staff equally □ Because now I cannot find another better job Other ideas: 31 What you expect the leaders to in the future (may be more than option)? □ Improving economic conditions and income for staff □ Improving working conditions □ 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 □ Other ideas Thank you very much for your help and cooperation! 72 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT APPENDIX GUIDANCES FOR IN-DEPTH INTERVIEW Phỏng vấn nhân viên A Thông tin chung Tuổi Giới tính Bộ phận Vị trí Học vấn Thời gian cơng tác B Câu hỏi vấn QUACERT sử dụng cơng cụ để thúc đẩy động lực làm việc nhân viên? Bạn đánh giá cơng cụ/chính sách nào? Theo bạn yếu tố cơng cụ/chính sách tạo động lực làm việc cho nhân viên tốt nhất? Quan điểm bạn về: 4.1 Trong điều kiện làm việc, điều làm bạn thấy chưa thật tốt? 4.2 Những mối quan hệ QUACERT nhân viên với lãnh đạo nhân viên theo bạn thật tốt chưa? Nếu chưa tốt cải thiện tình hình nào? 4.3 Văn hóa Doanh nghiệp có tồn QUACERT khơng? Đó gì? Có nên giữ gìn khơng? 4.4 Bạn có thích cơng việc khơng? 4.5 Bạn có hội phát triển QUACERT? (vị trí, học vấn, mối quan hệ xã hội ) 4.6 Bạn nghĩ công QUACERT 4.7 Ban có tham gia góp ý kiến vào định sách dành cho nhân viên không? 73 (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT (LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT(LUAN.van.THAC.si).anh.huong.cua.cac.nguon.tuyen.dung.den.hieu.qua.lam.viec.cua.nhan.vien.o.trung.tam.chung.nhan.phu.hop.QUACERT