(LUẬN văn THẠC sĩ) improving petrol stations employees’ motivation a study of petrovietnam oil corporation

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Cao Duc IMPROVING PETROL STATIONS EMPLOYEES’ MOTIVATION: A STUDY OF PETROVIETNAM OIL CORPORATION MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – 2018 TIEU LUAN MOI download : skknchat@gmail.com UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Cao Duc IMPROVING PETROL STATIONS EMPLOYEES’ MOTIVATION: A STUDY OF PETROVIETNAM OIL CORPORATION MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr Nguyen Thi Mai Trang Ho Chi Minh City - 2018 TIEU LUAN MOI download : skknchat@gmail.com Executive summary Many researches recently have show that: motivation of employees play a very important role in business activity They have pointed out: if the level of motivation is high, the employee can perform better, the worker can get higher productivity and the company can achieve business goal and objective effectively On the opposite, if the motivational level is low, it could lead to low sales performance, it may weaken the company performance and thus it can affect business success Understanding the significant role of employee motivation, the objective of this thesis was (1) to find out the impact of employee motivation on organization effectiveness and productivity, (2) to identify what factors motivating employees at PetrolVietnam Oil Corporation’s (in short, it would be called PVOIL in this thesis) petrol stations and examine the major factors that increase motivation of employees the most After carefully reviewing many theory regarding employee motivation, I found that: there are many factors that motivate employees, including both financial factors and nonfinancial factors There exists a strong relationship between employees’ motivation and organizational effectiveness The more motivated the employees are, the more contribution they bring, thus the more profitable and successful is the business The findings of the study revealed that financial factors plays the most important role in motivating employees at PVOIL petrol stations The findings are discussed in details in the research along with suggestions for PVOIL and managers/leaders at PVOIL in order to increase the employee’s motivational level TIEU LUAN MOI download : skknchat@gmail.com Acknowledgements I would especially like to show my gratefulness and special thanks to my supervisor – Dr Nguyen Thi Mai Trang for all her continuous supports, advices and instructions through the process of researching and writing this thesis Without her enthusiastic help, this thesis could not have been accomplished I also would like to show my gratitude to ISB lecturers, my colleagues at work, my classmates at ISB for their valuable knowledge and continuous support I also send my sincere thankfulness to my family for their support and encouragement throughout my years of study TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation TABLE OF CONTENTS Executive summary Acknowledgements INTRODUCTION 1.1 Company background 1.2 Company structure, mission and vision PROBLEM CONTEXT 2.1 The labor productivity and motivation in Vietnam 2.2 The labor productivity at petrol stations owned by PVOIL 2.3 Situations of workers at petrol stations owned by PVOIL PROBLEM VALIDATION 14 3.1 Payment and welfare policy 15 3.2 Working condition and environment 17 3.3 Promotion and career policy 18 CAUSE - EFFECT MAP 19 CAUSE VALIDATION 20 ALTERNATIVE SOLUTIONS 27 6.1.The first alternative solution: Welfare programmes for petrol stations employees 27 6.2.The second alternative solution: Fair payment policy 28 6.3.The third alternative solution: Long-time contribution recognition in payment policy 30 ORGANIZATION OF ACTIONS 32 CONCLUSION 35 SUPPORTING INFORMATION 36 APPENDICES 45 REFERENCES 48 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation LIST OF FIGURES Figure PVOIL organizational structure Figure Hertzberg's Two Factor Theory Figure Number of workers at petrol stations owned by PVOIL Figure Educational level of workers at petrol stations owned by PVOIL 10 Figure Age classification of workers at PVOIL petrol stations in 2016 11 Figure Working time for PVOIL of workers at petrol stations up to 2016 12 Figure Number of newly- recruited of workers at PVOIL petrol station 14 Figure Cause-effect map 19 Figure Self-evaluate the motivational level by employee 22 Figure 10 Factors affecting workers motivation 23-24 LIST OF TABLES Table Statistics petrol stations owned by PVOIL from 2008 to 2016 Table Labor productivity by industry from 2014 to 2016 Table Labor productivity of petroleum industry from 2014 to 2016 Table Statistics of market share and quantity of petrol stations in 2016 Table Sales volume at petrol stations owned by Petrolimex and PVOIL in 2016 Table Labor productivity at PVOIL and Petrolimex petrol stations Table Average income of workers at petrol stations 13 Table Action plan to improve employee motivation 34 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 1 INTRODUCTION 1.1 Company background PetroVietnam Oil Corporation (PVOIL) is a State-owned Enterprise, established in 2008 with five main functions: Crude Oil Import – Export, International Crude Oil Trading, Petroleum Products Trading in Domestic (both whole and retail) and International Marketplaces, Petroleum Products Processing and Bio-fuel Processing and Distribution PVOIL’s capital 550 million USD; turnover 2,5 billion USD Now, it ranks number among oil distributors in Vietnam with its market share is around 22% (the market is controlled by Petrolimex with 50% market share and Petrolimex is also the biggest competitor of PVOIL) 1.2 Company structure, mission and vision Figure PVOIL organizational structure (Source: PVOIL) TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 43 Vu Anh Tho: PVOIL should consider salary policy, promotion policy and have welfare policy for direct labor force like us to have opportunity to engage in yearly vacation of company TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 44 • Data collected after the initial interview with group of people as follow: Question Performance of workers at PVOIL’s petrol station and their complaints Factors affect workers’ motivation Solutions to improve the workers’ motivation at PVOIL’s petrol station Feeling about current job and complaints of workers Wish to improve working motivation 1A - Lacking of motivation, poor performance - Lack of clear and equal opportunity for promotion - Not work-life balance - Job characteristic - Promotion and career development - Launch competition program between employees and petrol stations - Develop programs to promote workers Findings 1C 1B - Unfair salary payment - No contribution recognition - No competitive salary - Suffer unhealthy working environment - Payment policy - Working condition and environment - Set up compensation fair and benefits policy - Pay attention to and train employees with less educational background - Provide healthy safe working condition - Build occupational health and safety program 2A 2B - High stress work - No engage in company activities - No yearly vacation - Low salary - No work-life balance - Build corporate culture - Provide yearly vacation - Consider salary policy and promotion policy TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 45 Appendices Survey questionnaire Question How you evaluate the motivational level of yourself regarding your current job? Highest High Average Low Lowest motivation level motivation level motivation motivation level motivation level (1) (2) (3) (4) (5) Question Show your opinion to these following factors affecting workers motivation following statements (please mark X your choice) Strongly agree Agree Neutral Disagree Strongly disagree (1) (2) (3) (4) (5) Good work-life balance/Flexible work schedule Job security and stability Working condition and environment Learning and development Career progression Salary, benefit and bonus Recognition Continuous learning and development opportunities Company policy and administration are set clearly and fairly Personal information Name: Sex:  Male Age:  < 22 years  22 – < 35 years  35 – < 50 years  > 50 years Job title  Worker at petrol station  Manager at petrol station Level of experience  < year  – years  – years  – years  More than years  Female TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 46 Location We commit that all your answer related to this questionnaire will be confidential! Thank you very much for your kind corporation! Date of interview: _ Time of interview: _ Place of interview: _ Interviewer Nguyen Cao Duc TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 47 Data collected from the survey Question Self-evaluate the motivational level by employee 0 12 Highest motivation level High motivation level Average motivation Low motivation level Lowest motivation level Total Question Bar categories Good work-life balance/Flexible work schedule Job security and stability Working condition and environment Learning and development Career progression Salary, benefit and bonus Recognition Continuous learning and development opportunities Company policy and administration are set clearly and fairly Bar Y value Answer option Mr Bac Ms Ms Mr Ms Mr Mr Ms Mr Ms Tho Mai Duong Ngoc Dung Son Tien Thai Anh Mr Thu Ms Trinh X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11 X12 2 2 3 3 3 3 3 3 3 3 4 3 4 3 3 3 5 3 4 3 3 1 2 1 1 2 2 1 2 1 4 3 3 2 2 2 1 2 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation 48 References Ofelia Robescu and Alina Georgiana Iancu The effects of motivation on employees performance in Organizations Valahian Journal of Economic Studies 2016; 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(12): 7-15 17 Mansoor Hamood Al-Harthy Motivation: a challenge for oil and gas companies-an Omani case study Oil and Gas Business 2008 Doi: http://www.ogbus.ru/eng/ 18 Khalida Al Hakmani Investigation into Issues Related to the Productivity of Employees in an Oil and Gas Industry Proceedings of the 2014 International Conference on Industrial Engineering and Operations Management Bali, Indonesia 2014; 1699- 1706 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation (LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation(LUAN.van.THAC.si).improving.petrol.stations.employees’.motivation.a.study.of.petrovietnam.oil.corporation