Chuyên đề tốt nghiệp: Factors affecting employee motivation at Shinmei Vietnam Co., Ltd.

INTRODUCTION OF SHINMEI VIETNAM CO., LTD

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In the beginning, the founder Mitsuo Yukawa established Tuya Co., Ltd in April

1958 located in Ota Ward, Tokyo One month later, the company’s capital reached2,000,000 Yen, and first started with winding aluminum foil and manufacturing aluminum foil containers After four years, the business became an official agent ofAsahi Dow Co., Ltd, and prepared to sell saran wrap In May 1965, there was a double increase in the capital to 4,000,000 Yen, so the full-scale production of aluminum foil containers was put into operation The name of the company luyaCo., Ltd was changed to Shinmei Leaf Container Co., Ltd in May 1967 Then, just three years later, the capital rose three times to 12 million Yen Aluminum cases were manufactured for the first time at the Yokohama factory in September 1973.Representative director Takanori Yukawa assumed office in October 1976 The second factory was established 10 years later in Yokohama and then the company name was officially changed to Shinmei Co., Ltd in January 1987.

Tran Thị Thơm — 11194934- Business English 61B

Shinmei Shika Co., Ltd headquartered in Nagoya was established in April 1995 to strengthen paper product manufacturing After three years, a new head office and factory in Yokohama were constructed, and the head office was relocated In September 2001, the first overseas factory was launched in Shanghai, China with the name Shanghai Shinyang Light Packaging Co., Ltd, and this subsidiary focused on manufacturing and selling foil containers It was a great pleasure when Shinmei Co., Ltd acquired ISO9001 in August 2002 In 2005, the Kansai branch office was established; at the same time, the second factory in China was established to manufacture and sell paper and film containers with the name Shanghai Shenlong Packaging Co., Ltd The capital increased rapidly to 48 million yen in October 2005. This factory acquired ISO9001 just two years later Soichiro Yukawa was appointed as president in September 2007 He set up an overseas business department and started sales of a new product “Aluminum case for commercial use” Besides, sales of new products “NEW pure white pet case”, “Pet non-woven case”, “cooking33 6 case”, “and “Egg pouch” were launched in turn after that.33c

In 2015, the Shimane factory was established, and the Kansai branch office was renamed the Kansai sales office The Tokyo sales office was also opened in November 2016 Shinmei Shiko Co., Ltd split its stock business and changed it to

“Nagoya Factory” in January One year later, the capital of the company reached

100 million yen (approximately 730,000 $) At the same time, the president decided to establish Shinmei Vietnam Co., Ltd in July 2017, which is located in Hung Yen. Shanghai Shenyang Trading Co., Ltd in China was also founded in April 2019, and the Food business office was established in August 2020) The company obtained biomass mark certification (plastic cutlery No 200240) in March 2021 At last, the Shinmei factory and Tokyo office were located in June 2021 Currently, the company is still innovating and developing with the orientation of expanding the market in Asian countries.

In 1958, with new dreams and great challenges, the company had a big change from a food manufacturer to a food container manufacturer.

The Shinmei Group's motto, "Don't be afraid of change and enjoy it," has been the spirit since founding the company, and is still firmly passed down to each and every one of the employees.

After its establishment, the organization mainly produced products using aluminum foil as raw materials, but now a wide variety of materials is handled in line with changes in people's lifestyles and eating habits.

The Nagoya factory was established in 1994, the Shanghai factory in 2001, the Shimane factory in 2015, and the Vietnam factory in 2017.

Changes in markets are rapidly accelerating, and only producers and sellers who can respond instantly to those changes are needed and allowed to exist.

The enterprise will continue to perceive the changes of the times and adapt to them by flexibly changing its shape like water.

In 2019, a trading company was established with a worldwide and global perspective to propose various things and things from Japan to the world and from the world to Japan.

From now on, the group will increase our sense of speed and act proactively and proactively to bring big smiles to many people by designing a food culture toward the realization of a more comfortable life.

The team will deliver more excitement and excitement than you can imagine, so please look forward to it.

We — Shinmei Co., Ltd appreciate your continued patronage.

It can be seen from the diagram above that the company is operated based on the functional organization chart The head of the organization is the Representative Director and President, who runs the company and makes important decisions At a

Tran Thị Thơm — 11194934- Business English 61B lower level, there are boards and departments, which perform separate functions, namely the Food business office, Quality management, and four functional departments Each department has smaller branches undertaking different professional duties This structure allows a high degree of specialization and can be easily scaled up as the organization grows. and President

Sales Section 1 Sales Section 2 Special Sales

Business Accounting and General Division Affairs Division cme |

Figure 1.1 The organizational structure of Shinmei Co., Ltd

Figure 1.2 The organizational structure of Shinmei Vietnam Co., Ltd

On behalf of the president Mr Soichiro Yukawa, the general director Mr Serizawa Hiroaki manages all the affairs of Shimei Vietnam Co., Ltd At a lower level, the factory manager is responsible for production, and the office staff is responsible for all administrative and personnel matters Besides, there is a leader, a QC staff, and workers of the company.

1.5 Employee motivation at Shinmei Vietnam Co., Ltd

In general, the company’s policies for motivating employees are quite good, which has created positive psychology for employees for contributing to increasing labor productivity However, several employees have not been satisfied with these policies in some aspects Besides the good points, the company’s policies still exist some shortcomings that need to be improved.

On the positive side, as a subsidiary of the holding company in Japan, Shinmei Vietnam has a good financial background to ensure the salary and reward policy for employees in accordance with state regulations The salary level is also better than

Tran Thị Thơm — 11194934- Business English 61B that of domestic companies, which is a strong point to create an advantage in motivating employees In addition, the good welfare regime of a Japanese company always creates satisfaction for their employees Besides, the working environment is equipped based on strict standards in Japan, thus creating peace of mind and comfort for employees when working at the company.

In terms of shortcomings, the company's reward and welfare policies have not been diversified and rich, making employees feel there is not much motivation to persist in efforts and stick with the company for a long time Second, the evaluation of employees and the implementation of promotion policies are still unclear In addition, opportunities for advancement in the company are few, because most of the company's management positions were held by senior managers in Japan Third, the method and content of staff training and development are not appropriate In fact, the training content is sometimes not close to the actual service work, it is still theoretical.

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DATA ANALYSIS AND DISCUSSION

The real situation of motivating employees at Shinmei Co., Ltd

The real situation of employees' motivation at Shinmei company will be analyzed in this part to understand their work motivation better and then find out the relevant factors affecting it.

Figure 6 shows the feelings of employees regarding their work motivation at the company Overall, the company's managers are pretty good at motivating their employees Based on the statistics in the chart below, 21 out of 45 answers agree and strongly agree that they feel motivated to work every day This means that they feel satisfied and excited about their work, and they want to complete their work well.

Figure 3.6 How do employees feel motivated in their work?

Strongly disagree Disagree Neutral Agree Strongly agree

On the other hand, 21 respondents do not have decisive answers to this question.

This might be due to most of them being satisfied with their current job, but some policies in the company still do not meet their needs and desires This issue will be discussed in the next section to find solutions Notably, the figure also indicates that

3 employees feel they are demotivated at work This problem should be detected and resolved by the managers immediately to avoid losing employees in the organization Based on this situation, the company needs to improve its regimes and policies more effectively to promote the employees’ motivation.

Figure 3.7 The real situation of motivating employees

I am adequately I have opportunities for I have good I am happy and satisfied recognized for my growth, learning, and relationships with with my current salary achievements at work development superiors and colleagues and benefits

Strongly disagree mDisagree Neutral mAgree m Strongly agree

Figure 7 illustrates the real situation of motivating employees at Shinmei company.

In general, employees respond neutrally to the workplace policies, environment, and culture of the company, which means that the company's policies are nothing special Although they do not cause disappointment for the employees, they do not promote employee work motivation The statistics in Chart 7 show similarities with the results in table 6 analyzed above on the real situation of employee motivation at Shinmei company Most employees rate motivational tools provided by the company as acceptable or good In contrast, there are also a few opinions that disagree or are not satisfied with the policies offered by the company.

To be more specific, the data from chart 7 reveal that very few of the respondents (4.5%) disagreed that the achievement and recognition system at the organization was adequate, while a significant number (69%) are neutral with this system The rest agree and strongly agree that they are adequately recognized for their achievements The data are quite the same when the employees are asked whether or not they are satisfied with the opportunities for them to advance in their career ladder Only 6 respondents (13%) disagree with the prospects for their promotion, the rest rate it as neutral and good However, based on chart 7, it can be seen that these are the two weakest factors of the company in motivating their employees because the number of respondents agreeing is the lowest.

Figure 3.7 The real sitatuation of motivating employees

The rewards offered for me are The working conditions at the I am satisfied with the good and acceptable company is good opportunity for me to promote in my career. mStrongly disagree mDisagree Neutral mAgree m# Strongly agree

The highest rate of employee satisfaction is the relationships with supervisors and colleagues Most of the answers (42%) agree that they have good relationships with supervisors and colleagues, while the other 42% reveal they have a normal relationship with supervisors and colleagues In terms of Salary, a third of the respondents agreed that they were happy and satisfied with their current rewards in terms of salaries and other benefits, while a significant number (55%) were neutral about how they felt about their salaries and benefits The number of respondents disagreeing with their current salary and benefits only accounts for 11%, and no one strongly disagrees These results also indicate that the relationships with supervisors and colleagues, and the salary level offered by the company are the two factors that employees evaluate best among the factors.

On the other hand, Chart 7 shows that the agreement of the employees for the rest of the factors is at an average level Most respondents feel neutral about the opportunities for learning and development, the company's reward, and the working conditions About a third of employees are satisfied with these company policies,while approximately 11% are dissatisfied with them The managers need to improve their policies to turn these factors into motivational tools for employees if they want the company to develop further in the future.

Factors affecting employee motivation at Shinmei Vietnam Co., Ltd

Based on the real situation of motivating employees at the company, seven typical factors are suggested that may have the greatest influence on the work motivation of these employees The employees’ viewpoint about factors affecting their work motivation is shown in charts 8 and 9 below.

Figure 8 and figure 9 point out that Salary, Rewards, and Working conditions are the three factors that have the most tremendous impact on employees’ motivation atShinmei company The statistics indicate that more than 35 out of 45 respondents agree these three factors have certain effects on their work motivation, which accounts for approximately 80% On the other hand, none or very few employees believe that there is no influence from the groups on their motivation.

Figure 3.8 Factors affecting employee motivation

Recognition Growth, Good Salary Rewards Working Promotion learning, and relationships conditions opportunities development

=Completely unaffected 8 Unaffected Neutral sm Affected Highly affected

It can be seen that Salary is the most influential factor in the work motivation of employees To be more specific, 41 employees supposed that it has certain effects on their work motivation, while 28 voted for highly affected Besides, only an employee finds it has no impact, and no one chooses the highly unaffected answer.

On another aspect, when asked about the most affected factors on their work motivation, up to 40 employees choose Salary (Chart 9) It is not surprising because money is an important element for humans to satisfy some basic needs such as food, shelter, heating, and clothing According to Maslow's Hierarchy of Needs, this is the first and foremost important human need Moreover, the employees in the organization are mostly in low positions like workers, so most of them value their salary and consider it as a motivation to work Salary is positively related to work motivation The higher the salary is, the more motivated the employees are to work.

The second factor assessed to have a great influence on the employee's work motivation is Rewards For employees to be motivated to complete their tasks well, the reward is a very important tool used by the company to give to their employees. According to Figure 8, 38 out of 45 respondents assess Rewards have certain influences, whereas 13 replied to “highly affected” There is only one answer for

“unaffected”, and 6 for “neutral” Another aspect from chart 9, up to 20 out of 45

Tran Thị Thơm — 11194934- Business English 61B employees believe that Reward is one of the three most affected factors on their work motivation When an employee completes his job excellently, they deserve to be rewarded for continuing to strive to do even better Employees start to lose motivation if they are not rewarded for the extra effort Therefore, the reward is positively related to work motivation.

The next factor considered as one of the greatest influence factors on the employee's work motivation is Working conditions The statistics in chart 8 show that more than 77% of respondents claim that Working conditions have certain effects on their work motivation, and only 5% say “no affected” Furthermore, 21 employees consider Working conditions as one of the three most influential factors in their work motivation (Chart 9) Working conditions can be considered as the second level in the pyramid of the motivational theory of Maslow These are fairly basic and common human needs Motivation is influenced by elements including appropriate job security guarantee, no one wants to work in an unsafe and toxic environment Employees are motivated to thrive in a positive work environment A safe, clean and healthy working environment will motivate employees to work.

On the other hand, Recognition is assessed to have the least influence on employee motivation with more than 53% agreement In particular, 24 employees suppose that it has some effects on their motivation, while 3 voted for “unaffected” The recognition shows the company's respect for the achievements and contributions of employees to the organization Recognition often comes with rewards, but it has a little less impact than rewards However, the combination of a reasonable recognition and reward policy will strongly promote employee motivation.

Finally, the remaining three factors include Promotion opportunities, Individual growth and development, and Good relationships with colleagues and supervisors. All of them have certain influences on the employee's work motivation The agreement proportions of these three factors are 65%, 67%, and 55%, respectively. There are also very few people who think that it does not affect their motivation at all Promotion and development opportunities are very important to motivate employees The development makes an employee conceited and allows them to contribute more effectively in the workplace It also helps employees enhance their

Tran Thị Thơm — 11194934- Business English 61B contribution to your business When an organization invests In its employees, it creates loyalty, retention, and motivation for their employees A healthy relationship with colleagues and supervisors leads to a comfortable, healthy work environment. Consequently, there will be no barriers at work, and employees will consider the company as a second family, which will make them more motivated to work and contribute to the company.

Figure 3.9 The most affected factors on employee motivation

In conclusion, from the survey of employees at Shinmei company, seven factors affecting their work motivation are demonstrated Generally, the result points out all of these factors have certain impacts, whereas Salary, Rewards, and Working conditions have the greatest ones because of their importance These findings and real situations are the premises for the researcher to continue researching solutions to help improve employee motivation at Shinmei Co., Ltd.

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The working environment is rated as average by employees, not so good but not bad According to the responses of 10 employees, the working environment should be changed to increase their work motivation The professional working environment plays a crucial role in promoting the development of an organization It is the basis for attracting talent and has a direct impact on the motivation of employees at work company Currently, the company has built a pretty good working environment, but some drawbacks still exist Therefore, the organization should create a better working environment to turn it into a motivational tool for employees.

The suggestion is to create conditions for employees to have adequate working equipment and arrange a more reasonable working space Shinmei company needs to take measures to ensure the safety of employees when there is a fire, explosion, or robbery incident, etc For example, security guards are fully equipped with tools in the best way within the framework of the law Besides, fire prevention and fighting tools are equipped and regularly checked for each unit, and connected to the emergency notification system for the whole system.

In terms of opportunities for growth, learning, and development, the company needs to improve the method and content of training and developing employees For different departments, it is necessary to have different policies and training programs, avoiding heavy theories that waste company funds.

Besides, the company should regularly inspect and evaluate the training needs of each individual and department, to ensure that the company's training meets the needs of employees Therefore, they can supplement their knowledge and improve their qualifications and skills at work.

In addition, it is crucial to innovate training methods by examining the reality of the employees' work to determine the content that needs training in the most practical way At the same time, the managers should continue to maintain and improve the quantity and quality of complete, as well as modern equipment to meet the needs of the staff training and development.

According to chapter 3, only a few employees are satisfied with their promotion opportunities at the company The rest hope that the company improves its promotion policy to enhance their work motivation It is significant to allow employees to apply for middle management positions that are currently lacking in the company such as deputy manager, and accounting deputy Thus, many opportunities are created for employees to develop their careers while the company can save time and costs of interviewing candidates from outside To achieve that, the direct manager should map out the next ladder and position for employees to strive for, and let employees know what conditions they need to fulfill to achieve promotion.

Moreover, before deciding to promote an employee, the manager needs to consider what skills this employee has for the job, how this employee has worked and behaved in the current position, and finally how this employee conducted day-to-day work The company's mission is to ensure maximum transparency in the way it operates, especially in terms of how employees are promoted Unclear or inconsistent promotion conditions can cause suspicion within the company and lead to many other problems, including reduced performance and turnover rates The company may organize a competency assessment committee to ensure a clear and objective promotion process After that, the managers can make more accurate and fair decisions.

The company should diversify the types of training for employees Each training content will create excitement to help employees improve their professional skills.

Ensuring and improving the quality of human resources will create a competitive advantage in the market for the company Leaders need to change management methods to suit the development of technology and techniques to meet the modern business environment.

In addition, the training also helps the company prepare the next team of managers and professionals Training is to develop employees to acquire the necessary skills for the job as well as to provide them with opportunities for advancement and to build a replacement team of professionals and management when required.

In another aspect, the relationship between employees and employees with superiors is quite good based on the research The company just needs to create more meetings, talk shows, and team building to connect employees as well as create an opportunity to get to know each other better.

In the present study, the author has conducted research on "Factors affecting employee motivation at Shinmei Vietnam Co., Ltd" The study was carried out on 45 employees at Shinmei Vietnam Co., Ltd The findings show that the online survey questionnaire provided the responses of the employees about their work motivation at the company.

The statistics of the findings are founded on the fact that employees' assessments of their work motivation, and partly contributed to solutions to improve employee work motivation Moreover, the study also provides information related to drawbacks in the company's employee motivation policies Consequently, this weakness will be considered in future research.

The study is hoped to find out the major factors affecting the work motivation of employees, as well as propose practical solutions to enhance employee work motivation at the company in the near future The results of the research lay the foundation for further research in improving the policies for motivating employees better.

Despite the significant findings of the study in terms of factors affecting employee motivation at Shinmei Vietnam Co., Ltd, it should be admitted that the study has the following limitations.

The first limitation is the size of the experiment (45 employees) Moreover, the experimental subject was employees at Shinmei Vietnam Co., Ltd This narrow range of employees prevented me from getting a full idea of employee work motivation at diverse levels such as the holding company in Japan.

The second limitation lies in the subjects’ gender and age, 69% of the subjects are females, and employees aged from 21-30 years old account for 78% Therefore, I do

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