(LUẬN văn THẠC sĩ) solutions to enhance the level of employee recognition in coca cola southeast asia

Ho Chi Minh City – Year 2015 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Thi Thanh Tuyen Solutions to Enhance the Level of Employee Recognition in Coca-Cola Southeast Asia ID: 22130093 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr Nguyen Thi Nguyet Que Dr Tran Ha Minh Quan TIEU LUAN MOI download : skknchat@gmail.com Table of contents ACKNOWLEDGMENT Executive Summary Chapter 1: Problem Identification 1.1 Introduction of the company 1.2 Background of the business problem 1.3 Justification of the problem existence 11 1.4 Justification of the problem importance 15 1.5 Potential causes of the problem 18 Chapter 2: The alternative solutions 22 2.1 Justification of the potential causes 22 2.2 Proposed alternative solutions 26 Chapter 3: The Selected Solution 33 3.1 Explanation for selected solutions 33 3.2 Change Plan 40 Chapter 4: Conclusion 47 Chapter 5: Supporting Information 48 5.1 Supporting information of business problem background justification 48 5.2 Supporting information of problem existence justification 50 5.3 Supporting information of problem importance justification 56 5.4 Supporting information of potential causes 57 5.5 Supporting information of potential causes justification 59 5.6 Supporting information of proposed solutions 67 References 69 TIEU LUAN MOI download : skknchat@gmail.com List of Tables Table 1: Turnover Rate Comparison from 2013-2015 Table 2: Turnover Rate Comparison from 2013-2015 in Coca and Pepsi 177 Table 3: Employee performance in Q1 and Q2 at Coca-Cola and Pepsi 188 Table 4: A comparison of alternative solutions 333 Table 5: Action timeline and objectives 422 Table 6: Questionnaire items and references for problem existence justification 511 Table 7: Interviewee’s Answers for problem justification 533 Table 8: Potential causes and definition 588 Table 9: Questionnaire items and references for potential cause justification (employees) 600 Table 10: Employee’s answers for potential cause justification 611 Table 11: List of questions and answers in justifying the potential causes (manager) 655 List of Figures Figure 1: Reasons for employees’ resignation in 2015 10 Figure 2: A cause-and-effect map of low employee recognition 21 Figure 3: Final Cause –Effect Map 26 TIEU LUAN MOI download : skknchat@gmail.com ACKNOWLEDGMENT I am heartily thankful to my supervisors, Dr Nguyen Thi Nguyet Que and Dr Tran Ha Minh Quan, whose encouragement, guidance and support from the initial to the final level enabled me to develop an understanding of problems, solutions and structure At the beginning of the thesis, I had met misunderstanding about the real problems, their outcome and factors, Ms Que and Mr Quan instructed me to come over the difficulties, helped me understand the thesis structures, and edited flaws Therefore, I deeply appreciate their contribution Lastly, I offer my regards and blessings to all my colleagues, friends and classmates who supported me in any respect during the completion of the thesis TIEU LUAN MOI download : skknchat@gmail.com Executive Summary On October 2015, the author got the chance to talk to Coca-Cola’s General Manager in their quarterly meeting, in which he raised some problems whom company had to face The employee’s turnover rate drastically increased, impacting to the business and raising a large amount of recruitment cost in the company To find out the real problem of recognition and its causes, and draw the effective solutions for this issue, the author closely works with human resource department and management team, besides, make interviews with employees and heads of departments to deeply understand the company situation and acquire their view points, combining interview data, literature reviews, and company sources to buttress the argument This thesis includes five chapters, in each chapter; the author analyses collected data, strengthens the argument by literature, and emphasizes the problem’s consequences and real causes, and seeks for the effective solutions that are applicable to company problems TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia Chapter 1: Problem Identification This chapter includes six sections In the first section, the author makes introduction that inform company’s general information The following chapter convincingly shows an interview data that the author makes with employer and human resource manager to understand the basic background of the business problem The third and fourth sections are the justification of problem existence, and the justification of problem importance, which clearly indicate the problem’s existence and its’ outcome Then, the author lists down the potential causes of the problem that closely bases the literature in the fifth section Finally, the cause and effect map exhibits the whole picture of the correlation among potential causes, real problems and their outcome 1.1 Introduction of the company The representative office of Coca-Cola has been established in 1994 with responsibilities: to act as a liaison office, conduct market surveys, carry out activities to stimulate, and establish co-operation projects of Coca-Cola Southeast Asia, Inc in Vietnam, act as a communicative office, execute market research, and promotion activities, and run the marketing campaign and stimulate the implementation of contracts and agreements in the areas of commerce and investment signed between Coca-Cola Southeast Asia, Inc and Vietnamese Co-operations in compliance with Vietnam Law leader in the beverage industry As a global the Coca-Cola Company offers hundreds of brands, including soft drinks, fruit juices, sports drink and other TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia beverage in Vietnam particularly and in more than two hundreds countries in general Coca-Cola is meeting the tastes of people around the globe In January 2015, the company runs the organizational restructuring to cut cost, downsize the workforce and open new positions matching to each employee’s capabilities Besides, many unnecessary positions had been cut to ensure the long term development, reaching to company vision A haft of employees was abruptly terminated in this period; some people were rotated to the new roles or to the new working locations After restructuring, there are thirty five employees (ten temporary employees and twenty five permanent employees) under seven departments, including: Human resource, Knowledge and Insights, Finance, Commercial and Operations, Technical, PAC, and Marketing 1.2 Background of the business problem In this step, the author applied qualitative method through interviews, and collected data from human resource reports Data resembled, analyzed and relied on the answers whose interviewees are general manager and human resource manager (section 5.1 in supporting information chapter) and reports were provided from Human resource department (table 1: turnover Rate comparison from 2013-2015, figure 1: reasons for employees’ resignation in 2015) in this section In the quarterly meeting, the general manager announced the business performance at Coca- Cola Vietnam in nine months in 2015 particularly and in three years in general He also raised the difficulties that company has met since January TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia promotion system is quite good Because I have worked for Coca-Cola since years ago as a brand assistant, and now I have promoted to Indochina Marketing Manager The company always gives likelihood to potential employees to be promoted and supported Recently, we not have budget for rewarding So, it is true to say that reward system is quite poor here Indochina Commercial I think that feedback and motivation are key factors to improve Finance Manager employees’ performance So, I always contribute the good and bad comments on employees’ performance every quarter I am quite happy with the promotion system here Because they always give a chance to employees a self-decision The reward system has changed in recent year The financial budget cannot effort so many policies Technical Manager In my team, all members are experienced employees So they have enough experiences and power to come over the difficult situation without my helps But I think company should improve expatriates’ benefits packages The apartment, which company has rented for me is quite small and faraway from 66 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia city centers We not have the policy to reward for outstanding employees this year 5.6 Supporting information of proposed solutions Finally, the author learns from literature reviews for the solutions that can limit the consequences of the causes The proposed solutions depend on the total cost, timing, participant and company policy to make sure the solutions are applicable to company situation, and effectively practice in the long term (Table in section 3.1) Feedback-Friendly Culture According to Baker, Perreault, Reid & Blanchard (2013), take feedback to the new level: The Benefits of Feedback-Friendly Culture The culture provides an organization with a shared set of values, rules and regulations for how to behave and it creates an identity for its members that is dynamic and can be customized 360 Degree feedback Robertson (2008) indicated that a 360 degree feedback report is a way for employees to learn how they are perceived by direct reports, colleagues, managers, In organizations where coaching is viewed as a way to help employees develop to their fullest potential The organization is asking for their perspective on the behavior of their manager 67 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (Garavan, Morley & Flynn, 1997) presented a 360 degree feedback can help to create better working relationships within the organization and improves the ability of people to work in teams Cash bonus Organizations should use cash bonus to reward employees for exemplary performance that is if they have performed higher or exceed their set targets, this hence makes them eligible (Njanja, Maina, Kibet & Njagi, 2013) A market reward alternative Hsieh & Chen (2011) stated that a market reward alternative that pays these individuals at or above the market rate can prove to be a wise investment London & Higgot (1997): Annual Quality Award 68 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia References Klubnik, J (1994) The power of peer-to-peer recognition The Journal for Quality and Participation, 17(3), 36 Retrieved from 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engagement in the manufacturing sector American Journal of Applied Sciences, 10 (12), 1546- 1552 69 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia Mone, E., Eisinger, C., Guggenheim, K., Price, B., & Stine, C (2011) Performance management at the wheel: Driving employee engagement in organizations Journal of Business and Psychology, 26(2), 205-212 Rustand, D L (2001) Rewards and recognition: Keys to retaining experienced nursing personnel SSM, 7(4), 56 Özutku, H (2012) The influence of intrinsic and extrinsic rewards on employee results: An empirical analysis in turkish manufacturing industry Business and Economics Research Journal, 3(3), 29- 48 Retrieved from http://search.proquest.com/docview/1032666131?accountid=63189 Baker, A., Perreault, D., Reid, A., & Blanchard, C (2013) Feedback and organizations: Feedback is good, feedback-friendly culture is better Canadian Psychology, 54(4), 260-268 Lorenzet, S J., Cook, R G., & Cynthia Ozeki, UCE Birmingham,Business School (2006) Improving performance in very small firms through effective assessment and feedback Education & Training, 48(8), 568-583 doi:http://dx.doi.org/10.1108/00400910610710010 Masvaure, P., Ruggunan, S., & Maharaj, A (2014) Work engagement, intrinsic motivation and job satisfaction among employees of a diamond mining company in zimbabwe Journal of Economics and Behavioral Studies, 6(6), 488-499 70 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia Dar, A T., Bashir, M., Ghazanfar, F., & Abrar, M (2014) Mediating role of employee motivation in relationship to post-selection HRM practices and organizational performance International 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Industrial & Labor Relations Review, 52(4), 581-601 Robertson, C (2008) Employee development: Getting the information you need through a 360° feedback report Chemical Engineering, 115(4), 63-66 Garavan, T N., Morley, M., & Flynn, M (1997) 360 degree feedback: Its role in employee development The Journal of Management Development, 16(2), 134147 Robertson, C (2008) EMPLOYEE DEVELOPMENT: Getting the information you need through a 360° feedback report Chemical Engineering, 115(4), 63-66 Njanja, W L., Maina, R N., Kibet, L K., & Njagi, K (2013) Effect of reward on employee performance: A case of kenya power and lighting company ltd., nakuru, kenya International Journal of Business and Management, 8(21), 41-49 71 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia Hsieh, Y H., & Chen, H M (2011) Strategic fit among Business Competitive Strategy, Human Resource Strategy, and reward system Academy of Strategic Management Journal, 10(2), 11-32 London, C., & Higgot, K (1997) An employee reward and recognition process The TQM Magazine, 9(5), 328 Gberevbie, D E (2008) Employee retention strategies and organizational performance Ife Psychologia, 16(2), 148-173 Cash incentive; bonus payments are growing in popularity, but what considerations should a company keep in mind when it comes to putting this through payroll? louise mitchell, director of precise payroll in aberdeen, advises (2006, Nov 24) The Press and Journal Clark, S., Whittall, A (2003) Performance management develops productivity Winnipeg Sun Henryhand, C J (2009) The effect of employee recognition and employee engagement on job satisfaction and intent to leave in the public sector (Order No 3369470) Available from ProQuest Central Allen, R S., & Helms, M M (2002) Employee perceptions of the relationship between strategy, rewards and organizational performance Journal of Business Strategies, 19(2), 115-139 72 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia (LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia(LUAN.van.THAC.si).solutions.to.enhance.the.level.of.employee.recognition.in.coca.cola.southeast.asia