(LUẬN văn THẠC sĩ) improving employee retention at impac corporation hoàn thiện công tác giữ chân nhân viên tại công ty cổ phần IMPAC

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THÙY DƯƠNG IMPROVING EMPLOYEE RETENTION AT IMPAC CORPORATION HỒN THIỆN CƠNG TÁC GIỮ CHÂN NHÂN VIÊN TẠI CÔNG TY CỔ PHẦN IMPAC 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 - NGUYỄN THÙY DƯƠNG IMPROVING EMPLOYEE RETENTION AT IMPAC CORPORATION HỒN THIỆN CƠNG TÁC GIỮ CHÂN NHÂN VIÊN TẠI CÔNG TY CỔ PHẦN IMPAC 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: TS TRẦN HUY PHƯƠNG 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………………………… i TIEU LUAN MOI download : skknchat@gmail.com ACKNOWLEDGEMENTS I would like to express my deepest gratitude to all of the following people for helping me complete my thesis Firstly, I would like to express my special thanks to my company for giving favorable conditions for my study and my master thesis completion at Hanoi school of business and management (HSB) Secondly, I am extremely grateful to all of the lecturers from the Department of Business Administration - HSB for providing me with research methods and professional knowledge during the course, especially the active and creative research skills My appreciation also goes to the teachers in the thesis review committee for giving me valuable ideas during my thesis completion process My profound gratitude is also conveyed to my instructor for his helpful assistance and guidance This thesis could have never been completed without his enthusiastic counsel and support Despite the efforts during the research period, there are still many limitations in the thesis I would hope to receive valuable comments from the teachers and coworkers to make this essay more complete Thank you very much./ Ha Noi, 2019 ii TIEU LUAN MOI download : skknchat@gmail.com TABLE OF CONTENTS DECLARATION i ACKNOWLEDGEMENTS ii LIST OF TABLES vi LIST OF CHARTS AND FIGURES vii INTRODUCTION .1 CHAPTER THEORETICAL BASIS ON RETAINING EMPLOYEES IN ENTERPRISES AND RESEARCH DESIGN 1.1 Concept and role of retaining employees in enterprises .9 1.1.1 Concept 1.1.2 Role 10 1.2 Basic factors effecting employee retention 11 1.2.1 Factors belong to the enterprise 11 1.2.2 Factors belong to employees .13 1.3 Theories of working motivation to retain employees 15 1.3.1 Theories about needs 15 1.3.2 Theory of two groups of elements of F.Herzberg (1959) 19 1.3.3 Equity theory of J.Stacey Adams .20 1.3.4 Victor Vroom’s Expectancy theory of Motivation (1964) 22 1.4 Content of retaining employees 23 1.4.1 Determine the need of employees 23 1.4.2 Retain employees with material tools 24 1.4.3 Retain employees with spiritual tools 28 1.5 Experience on retaining employees in SMEs 34 1.5.1 Experience of L&A (Le&Associates –specializes in providing manpower solutions for businesses) 34 1.5.2 Experience of United education Joint Stock Company .35 1.5.3 Lessons learned for Impac Corporation .35 iii TIEU LUAN MOI download : skknchat@gmail.com 1.6 Research design 36 1.6.1 Proposal of analytical framework 36 1.6.2 Designing questionaire 38 1.6.4 Data collection methods 39 1.6.5 Methods of processing and analyzing data 40 CHAPTER 2: CURRENT SITUATION OF EMPLOYEE RETENTION AT IMPAC CORPOTATION 42 2.1 General overview of Impac Corporation .42 2.1.1 Process of formation and development of the Company 42 2.1.2 Organizational structure of the Company 42 2.1.3 Characteristics of business activities and manpower of the company 45 2.2 Analysis of employee retention status at Impac Corporation 47 2.2.1 Current situation of determining the needs of employees at the Company 47 2.2.2 Status of retaining employees with material tools .48 2.2.3 Status of retaining employees with spiritual tools .57 2.3 Analysis of factors effecting employee retention 67 2.3.1 Factors belong to the business .67 2.3.2 Factors belong to employees .68 2.4 Overal assessment of the status of retaining employees at Impac Corporation69 2.4.1 Achieved results 69 2.4.2 Limitations and causes 70 CHAPTER PROPOSAL OF SOLUTIONS TO COMPLETE EMPLOYEE RETENTION AT IMPAC CORPORATION 74 3.1 Business development orientation of the Company until 2025 74 3.2 Perpectives of HRM of the Company .74 3.3 Proposal of solutions to employee retention at Impac Corporation 75 3.3.1 Solutions to determine the needs of employees 75 3.3.2 Solutions of employee retention with material tools 76 3.3.3 Solutions of employee retention by spiritual tools 83 CONCLUSION 96 iv TIEU LUAN MOI download : skknchat@gmail.com REFERENCES 98 APPENDIX 100 v TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC LIST OF TABLES Table 1.1 Detailed description of the factors affecting staff retention at Impac Corporation .37 Table 2.1 Business records of the Company in the period of 2015-2017 45 Table 2.2 Labor situation of the Company in the period of 2015-2017 46 Table 2.3 Payroll of employees at the Company in December 2017 (quoted) 51 Table 2.4 Results of employee survey on salary of the Company 52 Table 2.5 Total paid bonuses of the Company in the period of 2015 - 2017 53 Table 2.6 Results of staff survey on bonuses of the Company 54 Table 2.7 Forms of welfare, allowance and subsidies applied at Impac Corporation .56 Table 2.8 Result of staff survey on the Company’s welfare 56 Table 2.9 Results of staff survey on work assignment in the Company 57 Table 2.10 Results of staff survey on the stability of work at the Company 58 Table 2.11 Comparing the number of employees of the Company in the period of 2015 - 2017 .59 Table 2.12 Survey results of staff on working environment and conditions at the Company 61 Table 2.13 Survey results of employees on the assessment of work performance at the Company .62 Table 2.14 Training needs at the company in the period of 2015-2017 63 Table 2.15 The situation of using the training and development budget at the Company in the period of 2015 - 2017 .65 Table 2.16 Results of staff survey on training and promotion opportunities in the Company 66 Table 3.1 Survey form of employees’ needs at Impac Corporation 75 Table 3.2 Sample of work performance assessment form .78 Table 3.3 Norms of the bonus level according to the coefficient of work completion 80 Table 3.4 Sample of job description form 84 Table 3.5 Questionnaires identifying training needs for employees in the Company 91 vi (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC LIST OF CHARTS AND FIGURES Figure 1.1 A Maslow's hierarchy of Needs .16 Figure 1.2 Influence of factors 20 Figure 1.4 Analytical frameworks 37 Figure 2.1 Company organization chart 43 vii (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC INTRODUCTION Rationale Among the resources required to create the social and economic development of the nation in general and of each enterprise in particular, Human resources are viewed as the core resource for creating material value, creating the most competitive and decisive position for other resources In addition to building a business strategy, Enterprises need to have a human development strategy commensurate with human capital as Human resource is an important factor in turning a business strategy into reality Today, retaining employees is not just an administrative issue but requires organizations to recognize the importance of coordinating policies, goals and employee retention practices which is the work of all managers and the process of combining systems, policies and governance measures to recruit, retain and develop qualified staff to meet requirements in performing the overall goal of the organization Therefore, in order to promote human resource efficiency, staff retention should be developed and implemented as part of the overall strategy of the organization However, in Vietnam, most businesses are not really aware of the importance of this work, causing "bleeding" talent became quite common At the same time, it can be seen that our high-qualified human resources market is facing serious crisis because it can not catch up with the development of the economy As a company operating in the field of investing and providing transfering technology of medical equipment, science and technology, including both specific and competitive features, Impac Corporation has identified human development as an important strategic task to build and develop the Company into an enterprise that is able to meet the increasing demands of customers, especially with health care products As a result, retaining employee is increasingly attracted by the Company's leaders in order to build and develop strong human resource in all aspects, sufficiently quantitatively with high levels of education and management capacity, creativity and application of new technology (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC that the Company has not done well to exchange experiences and contribute ideas, find out the solutions; - Implement diversified forms of internal training to apply current advanced measures such as simulating, handling situations, plays for learners to acquire more quickly and have experience in dealing with situations - Continue to actively send employees to study The motivation for trained employees is a practical job associated with the effectiveness of training Creating motivation will make employees become more excited and enthusiastic at work, employees will be conscious of self-improvement because they feel their responsibility needs to something in return for expectation of the Company The company should apply motivational measures for training participants such as: Rewards for those who successfully complete the training program, create opportunities for development and promotion for trained people such as salary increase, promotion etc  Promotion opportunity Currently, promotion work in the Company has not been really focused Therefore, in order for real promotion to be effective, the Company needs to have specific regulations on promotion and unwritten incentives for individuals with outstanding achievements At the end of the year, commendation is carried out in front of the collective and from there, it is used as a basis for promotion for staff Or there are cases in the process of working individuals who have made outstanding contributions then promoted immediately at that time Advancement is an indispensable need of employees Capturing this mentality and creating labor motivation in the Company is the top policy of the Board of Directors of the Company, this measure brings very high efficiency, mobilizing the inherent ability and potential of the force labor However, the Company needs to create promotion opportunities for employees in a transparent and fair manner through the development of standards for each title, and the promotion and appointment process must be public and democratic; always review and supplement staff planning for qualified employees who well perform the assigned tasks in management positions 93 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC Specifically: - Create conditions for employees, especially capable employees, to help them improve their professional qualifications and skills for work; - Pay attention to emulating, praising and rewarding good employees and individuals; - Focus on training and investment in human resources; - Review for staff planning and prioritize the promotion of employees with qualifications, ethics, capabilities and having contributions to the Company; - Annually, staff will be rotated, arranged in the right position, suitable to the forte, the capacity for employees to maximize their forte According to Maslow's needs, when employees have satisfied the needs of "bread and butter" so leaders cannot motivate them to work through these factors, but then they have a greater desire such as they want to express themselves or want to have opportunities for promotion Therefore, when employees realize that there is an opportunity for promotion, they will feel comfortable working and striving to seize opportunities Summary of Chapter With proposed objectives, as well as the shortcomings in the retention of employees of Impac Corporation and the main causes are presented in Chapter 2, chapter of the thesis goes into research and orientation of business development and human resource management perspective Based on that, the author has forcibly proposed solutions to improve the retention of employees of Impac Corporation in the future including: (1) Solutions to determine the needs of employees (2) Solutions to retain employees with material tools - Develop diverse, specific and transparent payment methods - Diversity and publicity of bonus forms - Maintain and promote welfare (3) Solutions to retain employees with spiritual tools - Improve the efficiency of work assignment 94 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC - Strengthening the confidence of employees in the Company - Improve the environment and working conditions - Completing the work evaluation - Enhance training and promotion opportunities 95 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC CONCLUSION Through analysis and assessment of the status of retaining employees at Impac Corporation, it can be seen that the Board of Directors has a certain interest in retaining employees Although this activity has achieved some results, it is not really focused and highly effective Therefore, in the coming time to retain employees, the Company needs to combine and synchronize different solutions, not only encouraging employees in material but also spiritual factors need to be concerned Thus, through research shows that retention of employees not only plays an important role in motivating employees to work hard, improving productivity helps Impac Corporation grow stronger but also help attract employees to work at the Company With proposed research objectives, the thesis has solved some theoretical and practical issues about retaining employees with the following results Chapter 1, the thesis focuses on studying the theoretical basis on retaining employees in the enterprise with related concepts about retaining employees, basic factors affecting retaining employees and theories about creating motivation to retain employees and contents to retain employees in the enterprise At the same time, in chapter 1, the author also delves into the presentation of data collection and processing methods for retention of employees at Impac Corporation Chapter 2, the thesis presents an overview of Impac Corporation On that basis, the author reviews the status of retaining employees and has conducted surveys by questionnaires, analyzing the results obtained on the status of retaining employees with material tools and spiritual tools at the company, from that point out the achieved results, some shortcomings and the main reasons that limit the effectiveness of retention of employees in the Company Chapter 3, based on the development orientation of the Company and some outstanding issues and the main reasons presented in chapter 2, the author forcibly proposed solutions to improve retention of employees at Impac Corporation in the coming time With the research results achieved, the author wishes to contribute a small part of 96 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC her efforts to the development of the Company However, due to limited knowledge, research time and scope of research, the thesis will not avoid shortcomings and should be researched, supplemented and continued to improve The author hopes to receive the comments of teachers, masters thesis boards and readers to make the thesis more complete 97 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC REFERENCES In English Asma Imran and Dr Mehboob Ahmed (2012) Impact of human resource pracetices on organizational commitment: a study among service sector employees in Pakistan Interdisciplinary journal of contemporary research in business, vol 4, no 2 A K Paul and R N Anantharaman, 2004 Influence of HRM practices on organizational commitment: A study among software professionals in India In Human Resource Development Quarterly, vol 15, no 1, pp77-88 Meyer John P, Catherine A Smith, 2000 HRM practices and organizational commitment: Test of a mediation model Canadian Journal of Administrative Sciences, volume: 17, Issue: 4, Publisher: Canadian Journal of Administrative Sciences, pp 319-331 Shruti Lamba and Nirmala Choudhary, 2013 Impact of HRM practices on organizational commitment of employees International Journal of Advancements in Research & Technology, Vol 2, Issue In Vietnamese Phạm Thế Anh Nguyễn Thị Hồng Đào, 2013 Quản trị nguồn nhân lực gắn kết người lao động với doanh nghiệp Tạp chí Khoa học Đại học Quốc gia Hà Nội, Kinh tế Kinh doanh, tập 29, số 4, tr 24-34 Trần Xuân Cầu Mai Quốc Chánh, 2008 Giáo trình Kinh tế nguồn nhân lực Hà Nội: NXB Đại học Kinh tế Quốc Dân Công ty Cổ phần Impac, 2015-2017 Văn bản, quy chế số tài liệu thực tế Hà Nội Trần Kim Dung Abraham Morris, 2005 Đánh giá ý thức gắn kết với tổ chức thỏa mãn công việc bối cảnh Việt Nam Thành phố Hồ Chí Minh: Hội nghị khoa học quốc tế tháng 9/ 2005 Trần Kim Dung, 2011 Quản trị nguồn nhân lực Thành phố Hồ Chí Minh: Nxb Tổng hợp thành phố Hồ Chí Minh 10 Vũ Thùy Dương Hồng Văn Hải, 2008 Giáo trình Quản trị nhân lực Hà Nội: Nxb Thống kê 98 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC 11 Nguyễn Vân Điềm Nguyễn Ngọc Quân, 2007 Giáo trình Quản trị nhân lực Hà Nội: Nxb Đại học Kinh tế Quốc dân 12 Nguyễn Thành Độ Nguyễn Ngọc Huyền, 2007 Giáo trình Quản trị kinh doanh Hà Nội: Nxb Đại học Kinh tế quốc dân 13 Nguyễn Thị Hương, 2015 Các yếu tổ ảnh hưởng đến trung thành nhân viên tồ chức Luận Văn Thạc sĩ Trường Đại học Kinh tế thành phố Hồ Chí Minh 14 J.Leslie McKeown (Trịnh Huy Thiệp dịch), 2008 Nghệ thuật giữ chân nhân viên giỏi - Retaining Top Employées Hà Nội: Nxb Lao động - Xã hội 15 Mai Thanh Lan Nguyễn Thị Minh Nhàn, 2016 Giáo trình Quản trị nhân lực Hà Nội: Nxb Thống kê 16 Nguyễn Văn Nên, Đỗ Phú Trần Tình Nguyễn Thị Diệu Hiền (2012) Phân tích nhân tố ảnh hưởng đến gắn bó lâu dài nhân viên trẻ doanh nghiệp Tạp chí Phát triển Hội nhập, số 11, tr 54 17 Ngô Thị Tâm, 2015 Tạo động lực lao động công ty cổ phần xây dựng kinh doanh địa ốc Hịa Bình Luận Văn Thạc sĩ Quản trị nhân lực Trường Đại học Lao động – Xã hội 18 Bùi Anh Tuấn Phạm Thúy Hương, 2013 Giáo trình Hành vi tổ chức Hà Nội: Nxb Đại học kinh tế quốc dân Website 19 Dale Carnegie Việt Nam, 2013 Nghiên cứu gắn kết đội ngũ.< http://engagement.vn/bao-cao-ket-qua-khao-sat-gan-ket-doi-ngu-tai-viet-nam-2/> [Ngày truy cập: 26 tháng 09 năm 2018] 20 Quốc hội nước Cộng hòa xã hội chủ nghĩa Việt Nam, 2012 Bộ luật Lao động [Ngày truy cập: 20 tháng 09 năm 2018] 99 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC APPENDIX Appendix 1.1 SURVEY FORM To whom it may concern, I am master student in Business Administration, Hanoi National University is implementing the Thesis "Improving employee retention at Impac Corporation" to serve the analysis and provide some solutions to improve retention of employees at Impac Corporation Hope you spend some time answering the questions below All information provided by you will be kept confidential and only serve the purpose of researching the thesis Part 1: Personal information (Please mark “X” in the corresponding box) Full name: ………………… Age: Under 30 Sex: Male From 30 - 45 Over 45 Female Academic level: Master and Bachelor College and Intermediate Other Over - years Over years Working time: Less than year Working Department: ……………………………………………………… Part 2: Survey content Please indicate your level of agreement with the statements below For each statement, circle (o) into a box corresponding to your choice according to the level assessment scale as follows: - Absolutely disagree, - Disagree, - No comments, - Agree, Absolutely agree No Evaluation degree Criteria I Salary Salary ensure the life of you and your family The salary payment method applied by the Company is 100 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC reasonable and fair The company considers to increase the salary properly according to regulations 5 Conditions for considering salary increase are appropriate II Bonuses Reasonable bonus, which encourages you to work Company gives fair evaluation and reward Rewarded employees are appropriate Company rewarded in a timely manner 5 5 III 10 11 IV 12 Welfair Welfare policy for employees is diverse and abundant Welfare policy expresses the Company's concern to employees You are satisfied with the welfare regimes of the Company Working environment and conditions The working environment in the Company is very friendly and united 13 The company has good cultural values and philosophy 14 Communication between departments is very good 5 5 15 16 V 17 18 You are provided with adequate and satisfactory equipment The company always has a clever and delicate discipline policy Job assignment Current works are suitable for the capacity and expertise of you The current assigned work required a clear and reasonable responsibility 101 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC 19 You are proactive in your work 20 The assigned work is challenging and interesting VI Job stability 21 Jobs assigned are stable and long-term 22 The company operates stably and effectively VII Job performance assessment 23 Assessment criteria are full and reasonable 24 Assessment method is appropriate 5 5 5 25 VIII 26 The assessment results are fair and reflect the results of the work Training and promotion opportunities You are fully trained with the necessary skills to perform your jobs The company is very interested in training and creating 27 favorable conditions for employees to improve their professional knowledge 28 The training programs of the Company are appropriate with the ability of employees The company creates promotion opportunities for capable 29 people and you know the conditions needed to develop at work 30 Traning and promotion opportunities are fair to everyone Thank you very much for your support and cooperation! 102 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC Appendix 1.2 SUMMARY OF SURVEY RESULTS The total number of votes issued is 38 votes, the total number of valid votes collected is: 38 votes Survey results are as follows: No Evaluation Degree Criteria I Salary Salary ensure the life of you and your family The salary payment method applied by the Company is reasonable and fair The company considers to increase the salary properly according to regulations Conditions for considering salary increase are appropriate 13 14 12 4 17 10 II Bonuses Reasonable bonus, which encourages you to work 12 18 Company gives fair evaluation and reward 14 17 Rewarded employees are appropriate 6 18 Company rewarded in a timely manner 10 20 2 18 14 23 18 23 III 10 11 IV 12 Welfair Welfare policy for employees is diverse and abundant Welfare policy expresses the Company's concern to employees You are satisfied with the welfare regimes of the Company Working environment and conditions The working environment in the Company is very friendly and united 13 The company has good cultural values and philosophy 10 18 14 Communication between departments is very good 10 14 11 15 15 You are provided with adequate and satisfactory equipment 103 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC 16 V 17 18 The company always has a clever and delicate discipline policy Job assignment Current works are suitable for the capacity and expertise of you 13 14 10 12 The current assigned work required a clear and reasonable responsibility 19 You are proactive in your work 24 20 The assigned work is challenging and interesting 23 VI Job stability 22 21 Jobs assigned are stable and long-term 17 22 The company operates stably and effectively 5 17 VII Job performance assessment 23 Assessment criteria are full and reasonable 11 17 24 Assessment method is appropriate 18 14 28 14 11 1 4 23 13 11 10 12 25 VIII 26 The assessment results are fair and reflect the results of the work Training and promotion opportunities You are fully trained with the necessary skills to perform your jobs The company is very interested in training and creating 27 favorable conditions for employees to improve their professional knowledge 28 The training programs of the Company are appropriate with the ability of employees The company creates promotion opportunities for 29 capable people and you know the conditions needed to develop at work 30 Traning and promotion opportunities are fair to everyone 104 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC Appendix 1.3 SUMMARY OF SURVEY RESULTS No I Result of assessment (%) Criteria Average Value 7,89 34,21 10,53 36,84 10,53 3,08 18,42 31,58 18,42 21,05 10,53 2,74 10,53 10,53 13,16 44,74 21,05 3,55 18,42 26,32 18,42 21,05 15,79 2,89 10,53 31,58 2,63 47,37 7,89 3,11 5,26 36,84 5,26 44,74 7,89 3,13 15,79 15,79 7,89 47,37 13,16 3,26 26,32 52,63 13,16 5,26 2,63 2,05 - 5,26 10,53 47,37 36,84 4,16 - 5,26 18,42 60,53 15,79 3,87 5,26 23,68 2,63 47,37 21,05 3,55 Salary Salary ensure the life of you and your family The salary payment method applied by the Company is reasonable and fair The company considers to increase the salary properly according to regulations II III IV Conditions for considering salary increase are appropriate Bonuses Reasonable bonus, which encourages you to work Company gives fair evaluation and reward Rewarded employees are appropriate Company rewarded in a timely manner Welfair Welfare policy for employees is diverse and abundant Welfare policy expresses the Company's concern to employees You are satisfied with the welfare regimes of the Company Working environment and 105 (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC(LUAN.van.THAC.si).improving.employee.retention.at.impac.corporation.hoan.thien.cong.tac.giu.chan.nhan.vien.tai.cong.ty.co.phan.IMPAC conditions The working environment in the Company is very friendly and 2,63 7,89 10,53 60,53 18,42 3,84 13,16 26,32 7,89 47,37 5,26 3,05 2,63 21,05 26,32 36,84 13,16 3,37 10,53 28,95 7,89 39,47 13,16 3,16 34,21 36,84 13,16 10,53 5,26 2,16 18,42 26,32 15,79 31,58 7,89 2,84 2,63 5,26 10,53 63,16 18,42 3,89 - 5,26 15,79 60,53 18,42 3,92 2,63 10,53 13,16 57,89 15,79 3,74 7,89 18,42 7,89 44,74 21,05 3,53 5,26 13,16 13,16 44,74 23,68 3,68 13,16 28,95 5,26 44,74 7,89 3,05 7,89 21,05 10,53 47,37 13,16 3,37 15,79 21,05 13,16 36,84 13,16 3,11 united V The company has good cultural values and philosophy Communication between departments is very good You are provided with adequate and satisfactory equipment The company always has a clever and delicate discipline policy Job assignment Current works are suitable for the capacity and expertise of you The current assigned work required a clear and reasonable responsibility VI VII You are proactive in your work The assigned work is challenging and interesting Job stability Jobs assigned are stable and longterm The company operates stably and effectively Job performance assessment Assessment criteria are full and reasonable Assessment method is appropriate The assessment results are fair and reflect the results of the work 106 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