Chuyên đề tốt nghiệp: Factors affecting work motivation of salespeople at LTV., JSC Company

NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES

BUSINESS ENGLISH DEPARTMENT

VU SONG HIEP

FACTORS AFFECTING THE WORK MOTIVATION OFSALESPEOPLE AT LTV., JSC COMPANY

NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES

BUSINESS ENGLISH DEPARTMENT

Vũ Song Hiệp — 11191915 — Business English 61C

Throughout my time at National Economics University, I gained the attention and support of numerous organizations, individuals, and teachers both inside and outside the university Because of them, I had the most wonderful time of my university life, filled with vivid and delightful memories.

As a result, I would like to begin by thanking all the lecturers who have enthusiastically guided and taught me the knowledge over the last three years I'd like to convey my heartfelt gratitude to Dr Tran Thi Dan Huyen, who actively led and aided me with responsibility and passion during my internship and thesis writing

I would like to thank Mr Do Duc Bao (Director), Mr Ngo Van Thai (Business Manager) and Ms Do Khanh Linh (HR Manager) of LTV Company for supporting and facilitating my experience in real-world employment, the opportunity to apply theoretical knowledge to reality, and the provision of critical information and data for the research process Furthermore, I would like to thank all the employees and managers at LTV Company for helping me whenever it was required Without their willing assistance, I would not have been able to finish my internship.

Vũ Song Hiệp — 11191915 — Business English 61C

EXECUTIVE SUMMARY

The primary goal of this research was to thoroughly investigate the factors influencing the work motivation of LTV Company salespeople This descriptive study looked at the effects of various variables on employee motivation (Job Satisfaction, Intrinsic Motivation, Extrinsic Motivation, Organizational Commitment, and Compensation) The previous literature was analyzed and reviewed to highlight some of the key issues addressed in this research The inquiry was conducted in a rational and analytical manner, with questionnaires used to conduct a survey The study's sample size was 31 people According to the findings, all five factors included in the research, including job satisfaction, intrinsic motivation, extrinsic motivation, organizational commitment, and compensation, have a significant relationship with salespeople's performance; however, some elements in each factor discourage their working motivation Finally, the survey results are discussed to make some recommendations for improving work motivation based on the remaining problem deducing from the five factors, mostly the inner motivation of the staffs.

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Vũ Song Hiệp — 11191915 — Business English 61C CHAPTER 1: INTRODUCTION OF THE LONG TRUONG VINH JSC 6

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1.1.2 Characteristics of Long Truong Vinh., JSC’s production and business 7 1.1.3 Organizational SÍTHCÍHHT so <s << HT TH 8 8 1.1.4 Employment situation of the Long Truong Vinh., JŠC «<=<<««« 9 1.2 The compensation policies at the Hanoi headquarters of Long Truong Vinh., F0 ÔÔÔỒ Il

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2.2 Factors influencing On WOrk HIOẨÍVAÍOHH SG Ăn ke 23 3.2 Data ANALYSIS sscsesssssscssssnssesssssssssnssenscessssssascncsenscsssesesesensesssescnsssasessseesees 31

CHAPTER 4: FINDINGS AND DISCUSSION -<- c5 ceĂS<°5<°5 32

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CHAPTER 5: RECOMMENDA TIONG Go HH 0096 1s 56 43

Vũ Song Hiệp — 11191915 — Business English 61C

1: Qualification of Long Truong Vinh., JSC's employees in Q1/2023 10

2: Total bonus of Long Truong Vinh., JSC in 2022 - 11

3: Brief version of corporate culture of Long Truong Vinh., JSC 14

1 Factors affecting job satisfaction of salespeople in LTV Company ¬— 28

1: Mean Scores for Variables - - sàng HH, 35 2: Mean Scores for Job Satisfaction variables - « -<<<«2 36 3: Mean Scores for Intrinsic Motivation variables 36

4: Mean Scores for Extrinsic Motivation variables 37

5: Mean Scores for Organization Commitment variables 38

6: Mean Scores for Company’s Compensation variables 39 Table 4.

Vũ Song Hiệp — 11191915 — Business English 61C

LIST OF FIGURES

Figure 1.1: Long Truong Vinh., JSC organizational strucfure 8

Figure 2.1: The proposed research model :ccccccesceeeceeeeeceeeeeeeeeeeeeteeesees 23

Figure 4 1 Gender in LTV’s Sales Team (2023) - -ccSSssserssirseees 32

Figure 4 2 Age in LTV’s Sales Team (2023) - - St ssneireereree 33 Figure 4 3 Working seniority in LTV’s Sales Team (2023) 34

Figure 4 4 Income in LTV’s Sales Team (2023) 0 ccccecceeseceseeeeeeeeneeeneeeeees 34

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LIST OF ABBREVIATIONS

Abbreviation Meaning

HR Human resources

JSC Joint Stock Company LTV Long Truong Vinh

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1 Background

The purpose of this research is to investigate the factors affecting work motivation of salespeople at LTV., JSC Company and to propose recommendation for the company to adjust the policies to motivate salespeople The research is intended to present a uniform understanding of the group of factors as well as suggestions to inspire salesmen in the modern world This research is meant for use by large and small operators in publicly or privately owned operations to study factors influencing worker motivation as a solution to stimulate labor and economic demand.

The study was created through literature searches of previous studies, data of the LTV Company and online surveys with a selection of salespeople in LTV Company.

The main body of this research contains the introduction of the LTV company, the theoretical framework, findings, analysis, and some recommendations An appendix provides the survey form of factors affecting the work motivation of salespeople in LTV Company.

2 Research rationale

The business division is the driving force behind all company or business operations, bringing customers closer to the products and assisting them in their understanding and use Consequently, the performance of salespeople in marketing is to create a sustainable competitive advantage over competitors (Hossain, Sultana & Mazmum, 2016; Dey et al., 2016) When employees are motivated enough to work, they will show a more positive attitude at work Therefore, encouraging salespeople at work can improve the performance of the organization as a whole and the productivity of the business division in particular.

Armstrong (2006) defined job satisfaction as people's feelings and attitudes toward their profession, as shown by a positive and favorable attitude toward it The perceptions of sales representatives' supervisors, according to Tai, Huang, and Chuang (2016), show confidence-related conduct toward the sales manager Trust has a connection to salespeople's overall success in the organization as well as their job satisfaction The competitive operating environment, the rapid expansion of critical product lines, and the requirement to sell to new clients more successfully are all

Vũ Song Hiệp — 11191915 — Business English 61C

challenges facing today's technology enterprises As a result, the effectiveness of salesperson performance is essential for completing organizational tasks (Hossain et al., 2016).

Furthermore, despite the economic downturn and global competition, the telecommunications industry is rapidly expanding (Uddin et al., 2013) As a result, improved sales performance in a mobile service company is critical to increasing profit in the organization Previous empirical studies have emphasized the significance of work motivation and the many effects connected to job performance Employees' sentiments about their jobs are influenced by their jobs, and job motivation can be used to forecast employee behavior in the workplace, such as absenteeism The premises that have a positive impact on the performance of the sales department staff are still unexplored and call for more study, despite the fact that the relationship between work motivation and other significant factors such as workplace conditions, employee well-being, workplace stress, and social interference has been thoroughly studied Despite the substantial quantity of research done on this subject, there is still a research gap left by other scholars, particularly at LTV Company.

It is increasingly difficult for companies to attract highly qualified sales staff and to compensate employees, resulting in worker dissatisfaction in the industry LTV Company tried to use a variety of techniques to deal with the many barriers that had arisen in the previous few years to maintain its position in the market The reward management system is one of these techniques The researcher's objective in this study was to ascertain the efficacy of this method for assessing employee motivation as a proxy for workplace performance.

The researcher selected the topic "Factors affecting work motivation of salespeople at LTV., JSC Company" due to the theoretical gap and the practical necessity This chapter shows the theoretical basis of the topic, research objectives, research questions, research objects, research scope, and structure of the topic.

3 Research objectives

The purpose of this study was to investigate the following specific objectives:

First, identifying the factors affecting the work motivation of salespeople in LTV Company.

Second, examining the effect of the factors on work motivation of salespeople at LTV Company.

Vũ Song Hiệp — 11191915 — Business English 61C

Third, proposing recommendations for the company to adjust the policies to motivate salespeople.

4 Research questions

To achieve the aforementioned goals, research is carried out to discover the answers to the following research questions:

Question |: What factors influences the work motivation of salespeople?

Question 2: How do the factors affect the work motivation of sales department employees?

Question 3: What solutions should be taken to improve the work motivation of employees in the company?

4 Research object and scope Research objects

This study focuses on investigating organizational policies, the work environment, employee satisfaction, and how these factors relate to salespeople's drive to succeed at their jobs at LTV Company.

Research scope

Geographical scope: LTV Company Limited.

Time scope: Data were collected from the survey responses of the Salespeople at LTV Company in 2023.

Content scope: The content of this study includes issues related to compensation, the work environment of LTV Company, and employees’ motivation, such as a conceptual framework to make the identification, analysis, and evaluation of the relationship between motivation and performance among employees at LTV Company Limited.

5 Research methodology Research Design

Vũ Song Hiệp — 11191915 — Business English 61C

In order to determine how factors including job satisfaction, intrinsic motivation, extrinsic motivation, organizational commitment, and compensation affect the working motivation of LTV Company salesmen, this study used a descriptive survey research methodology Orodho (2003) defines a descriptive survey as a method of gathering data through interviews or the distribution of questionnaires to a sample of people The method helps the researcher collect important data on the situation of the phenomena and, if possible, draw general conclusions from the information acquired Researchers can gather and present data from descriptive surveys in a methodical way to study the impact of the aforementioned elements on the work motivation of LTV Company employees working in the business department.

Research Instruments

The study instrument used to gather data is the questionnaire The questionnaire is administered using a drop-and-select approach and is divided into three sections in accordance with the research goals The questionnaire was chosen for data collecting because it offers considerable managerial benefits, including the ability to analyze quickly accumulated data and to uniformly stimulate potentially large numbers of people at once (Borg & Gall, 1989) Respondents can share their opinions and offer comments on the questionnaire (Gay, 1992) This method of data collecting still satisfies the most important criteria because the research participants are employees of a particular organization with their own contact and notification

With a Likert scale of 1 ("Strongly disagree") to 5 ("Strongly agree"), the Mikita Compensation Questionnaire was used to measure each element.

Sampling Procedures and Sample Size

The process of getting a biased or random selection of individual observations to make statistical generalizations is known as sampling The sample consisted of 31 salesmen currently employed at LTV Company.

The sample size for this study was established using Kothari (2004) to be a sample of 31 salespeople from the LTV business department The study employed a stratified random sampling approach to finding the optimum sample size for LTV workers.

Data Collection Procedure

Vũ Song Hiệp — 11191915 — Business English 61C

Data collection lecturers gave the author instructions on how to ensure the survey and data collection processes were conducted properly The majority of the data is collected online with the help of technology development.

The survey was provided to each employee of the LTV Company's sales department The author conducted the experiment under the same condition with all the salesmen under LTV business department By using the same objective criteria to record and categorize observations, The author ensures the reliability of the data Additionally, to complete the data collection procedure as swiftly as possible, the researcher asked her supervisor for assistance in disseminating the research across the entire organization.

Data Analysis

Data from the study are methodically arranged to allow for analysis Descriptive statistics, which included computing percentages, frequencies, and means, were used to analyze the data in this study The data are displayed in a frequency table According to Bell (1993), descriptive statistics, as opposed to sophisticated statistics, are readily accessible to a variety of readers.

6 Research structure

The research comprises five main chapters:

Chapter 1: Introduction of the Long Truong Vinh., JSC

Chapter 2: Theoretical framework Chapter 3: Research methodology Chapter 4: Findings and discussion

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CHAPTER 1: INTRODUCTION OF THE LONG TRUONG VINH JSC This chapter is designed to provide general and unique information about Long Truong Vinh., JSC, such as its development history, business characteristics,

organizational structure, compensation system, and working environment This valuable information will assist students in analyzing and compiling the following sections of their research.

1.1 Organization profile

1.1.1 History of the company

Common features of Long Truong Vinh., JSC:

Company Name: Long Truong Vinh., JSC

Tax number: 0107345021

On June 4, 2016, a collection of architectural engineers who shared the same objective founded Long Truong Vinh., JSC On March 8, the firm received a formal business license Long Truong Vinh has built a solid reputation and a distinctive position in the field of architectural and engineering services in Hanoi and the northern provinces after six years of business.

Thanks to its highly qualified and experienced staff in the field of architecture, Long Truong Vinh., JSC launched a great start Due to its growing reputation and the dynamism, ingenuity, and business sense of its operations company leadership, the company has now expanded its operation size beyond Hanoi, particularly to certain nearby areas In terms of business scale, Long Truong Vinh has enough potential to increase staff scale while maintaining solid professional quality The business is acknowledged as one of the up-and-coming pioneers in contemporary home design and architectural decoration.

Long Truong Vinh's mission is to continuously work toward meeting the design and construction requirements of clients while offering the highest standard of service quality LTV has always upheld the fundamental value of "International

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Ingenious - Integrity - Dedication" throughout its formation and development LTV consistently offers domestic customers high-quality products and services at affordable prices thanks to the location of Hanoi's competitive benefits and a staff of qualified workers.

1.1.2 Characteristics of Long Truong Vinh., JSC’s production and business 1.1.2.1 Business category

LTV Company is a private business established by Mr Do Duc Bao in 2016 with the aim of expanding the architectural and technical consultancy industry in Hanoi Long Truong Vinh Company is an architectural design firm that specializes in urban planning projects, rural planning, urban design, landscape architectural design, interior design, technical specifications for architectural works, evaluation of architectural works, architectural design reviews, and technical advice pertinent to the

With the motto "Safety - Quality - Progress," LTV Company is dedicated to giving customers high-quality service by constantly improving service quality, blending business interests with societal objectives, and embracing digital

transformation High-value products, highly qualified staff, and a solid service ethos all contribute to LTV Company's success.

1.1.2.2 Long Truong Vinh., JSC's competitive position

Long Truong Vinh., JSC can be considered a typical company in the architectural service sector when the appropriate strategic direction and enormous intrinsic potential are realized This benefits the best possible growth of Vietnam's architectural service sector, especially in the area of contemporary architectural décor and home design.

Long Truong Vinh., JSC, in particular, is a rising star in providing effective solutions for housing construction against current global warming effects Household no longer have to worry about the negative effects of weather as well as environmental factors outside the house with the three resolute solutions provided by LTV Company.

Vũ Song Hiệp — 11191915 — Business English 61C

The three solutions in civil housing construction include heat resistance solution, noise prevention solution, and energy saving solution These solutions are to ensure that the house is always in a state of readiness for the owners to rest comfortably without having to worry about external factors.

LTV Company is going to expand further in the upcoming years to become a reputable architects business in Vietnam, contributing to the socioeconomic growth.

On the other hand, Long Truong Vinh., JSC upholds the concept of sustainable growth as shown by its active involvement in environmental protection initiatives and high level of social obligation.

Department Department Department D

Figure 1.1: Long Truong Vinh., JSC organizational structure Functions and duties of the departments:

Mr Do Duc Bao, the company's chief executive officer, is in charge of making important long-term decisions and setting the company's important long-term objectives and strategies A deputy executive officer directly supports Mr Bao in growing the business and running the divisions.

Business Department: The quotation team and the sales team are the two divisions of LTV's business department The quotation team is in charge of

Vũ Song Hiệp — 11191915 — Business English 61C

collaborating with LTV's distribution partners to gather comprehensive product information, specifications, and price data; to create comprehensive estimated quotations for works and projects that the business will present to clients The sales team works closely with clients who need the company's services, consulting with them, offering suggestions, responding to their inquiries, requesting and gathering information from their interests regarding the project, and passing the information along with the client's needs to the project department A large percentage of the department is made up of sales teams.

Project Department: The project department at LTV is made up of engineers, architects, and architectural designers who are in charge of carrying out the construction projects of clients, giving professional architectural advice, supervising, and ensuring the projects are built as planned, and creating sketches and blueprints.

Accounting Department: The LTV accounting department is responsible for carrying out the business's financial and accounting activities, including accounting for revenues, expenses, and performance of the company's operations in accordance with corporate standards, as well as producing financial statements by month, quarter, and year.

Human Resources Department: The human resources department at LTV oversees managing human resource operations, enhancing staff efficiency, and handling office-related issues such as document management and office work.

Because low-level employees are less likely to multitask and concentrate solely on one specialty, this framework allows Long Truong Vinh to operate more efficiently.

1.1.4 Employment situation of the Long Truong Vinh., JSC

1.1.4.1 Long Truong Vinh., JSC’s population

In 2023, the business has 100 workers manning its Hanoi office With a business of this scale, there are numerous human resource management policies in place to

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correspond with the business and production circumstances managed by the administrative department.

1.1.4.2 Qualification of the company's human resources

When assessing a company's potential for long-term development, human resources are crucial Consequently, the caliber of each company's human resources is aconcern To assist the business in growing in a more sustainable manner, they are constantly searching for talented and highly skilled individuals The following table lists the human resources requirements for Long Truong Vinh., JSC:

Table 1 1: Qualification of Long Truong Vinh., JSC's employees in Q1/2023

In the first quarter of 2023, there are 6 workers with doctorates, which represents 6% of all personnel With 16 participants, those with master's degrees represent 16% of the workforce, while 68 participants with bachelor's degrees comprise 68% of the workforce Ten individuals, or 10% of the total, are graduates of universities.

Since the business is unique, a high level of knowledge is necessary for professional work, and most workers have advanced degrees Therefore, to improve business performance, the company must implement a fair wage strategy and offer sufficient benefits to this number of workers.

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1.2 The compensation policies at the Hanoi headquarters of Long Truong Vinh., JSC

1.2.1 Financial compensation of Long Truong Vinh., JSC

1.2.1.1 Salary

Salary is always a practical and delicate subject in the policy of financial compensation for people Because compensation is the most important motivator for employees to perform more effectively and enthusiastically, the business always strives to give an annuity structure that is adequate to their capacity and qualifications so that they feel secure staying with the company for a long period.

The company is now utilizing the salary payment over time approach This payment method has the benefit of simplifying salary calculations The pay table demonstrates the employee's qualifications through compensation, the nature of the job through post salary, and, most significantly, it encourages the employee to work all the working days in a month However, there are several disadvantages to this method, including the following: salary is only contingent on the wage coefficient, the total number of real working days, and responsibility allowances, so each employee's salary does not represent the employee's efficiency in their job Therefore, no distinction is made between good, average, and poor performance Employees may become less committed to their jobs as a consequence This will have an adverse effect on the company's overall labor output because it will not motivate employees to work hard or initiate new initiatives.

1.2.1.2 Bonus

Employees who finish and exceed the plan receive a bonus Currently, the business offers three types of bonuses: project bonuses, holiday bonuses, and year-end bonuses The table below summarizes the company's total bonuses given in 2022:

Table 1 2: Total bonus of Long Truong Vinh., JSC in 2022

Unit: Billion VND

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According to the table above, the bonus level that the business provides employees in addition to the basic income in 2022 is relatively substantial in order to provide employees with a better life Furthermore, the organization offers two types of bonuses: reward effort bonuses (500,000 VND/I employee/business department/month) and initiative bonuses (applied to departments or individuals who have innovative suggestions to enhance procedures and working processes, thereby increasing the company's economic efficiency).

1.2.1.3 Allowance

An allowance is a monetary reward provided to an employee to assist them in overcoming difficulties caused by a specific situation The corporation presently has a financing scheme designed to assist workers in times of crisis through association fees and insurance policies (including social insurance, health insurance, and unemployment insurance).

Concerning association fees, the company deducts 2% of total real compensation payable to employees each year to create the trade union fund, with the remaining 1% included in the actual salary distributed to employees One percent of the company's revenue is deducted and distributed to operational expenses To protect employees’ interests and help workers in need, 1% of the total Trade Union Fund is deducted and given to the Supreme Trade Union Authority; the remaining 1% is spent on Trade Union Congress activities at the business, such as visiting sick employees, family filial piety, and marriage.

Social Security: By providing employee insurance, the company complies with the legislation All full-time and contract employees who sign three-month or longer labor contracts are covered by social insurance Every year, employers deduct social

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insurance to pay employees perks like maternity, workplace accidents, occupational illnesses, retirement, and death.

Medical insurance: The company generally pays health insurance at a rate of 4.5% for all workers and employees, with 1.5% deducted from the employee's base

wage and the remaining 3% deducted from the company's expenses Employees of the firm are entitled to medical benefits such as prescription medication distribution in the event of sickness or injury, as well as compensation for up to 80% of the cost of assessment and treatment when verified by a medical facility.

Unemployment insurance: Each month, the company gives 1% to the unemployment insurance fund and deducts 1% from the employee's monthly wage.

Working for a company alludes to an employee's rights and responsibilities The expenses that employees must pay will enable the company to pay greater attention to and support underprivileged and needy employees Since then, the company's ties have grown stronger and more united as a result of the humanity of this method.

1.2.1.4 Welfare

Welfare is money that employees receive in exchange for working and contributing to the business, but it is also a reflection of the union's and management's participation in the lives of the organization's workers Employees who have access to legal benefits will be more confident in their health and wages at work and in retirement They can relax and focus on their work, increasing productivity and

LTV has developed unique welfare initiatives over the years to focus on employees’ lives outside of work Employees typically expect to not only enjoy what they paid for when they participate in the scheme but also to want to continue engaging in the scheme after they retire The business offers a pension plan to its employees as a result.

Retirement system: Employees must be at least 62 years old for men and 55 years old for women to be eligible for retirement at the approved pension rate, and

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they must have paid social insurance premiums for at least 20 years Furthermore, employees who have paid social security contributions for at least 20 years and have a 61% or higher reduction in working ability profit from the retirement regime with a lower pension than prescribed: full-age males and females who have contributed to social security for at least 20 years but have a 61 percent or higher reduction in working ability.

Through this compensation plan, the business shows that it cares about the lives of its employees, inspiring them to give in greater effort, dedicate themselves to the business, and—most importantly—remain committed to the company and to add to its long-term success.

1.2.1.5 Non-financial compensation of Long Truong Vinh., JSC

At the time, many businesses were primarily focused on financial incentives like salaries and bonuses However, in modern times, non-financial rehabilitation has become a top priority that businesses must address after the fundamental needs of the employees’ food and clothing are satisfied A well-designed non-monetary benefit may enhance employees' commitment to the company and help them develop an enthusiasm for their work.

Table 1 3: Brief version of corporate culture of Long Truong Vinh., JSC

Criteria Content

; - Ideal, comfortable, stimulating dynamism and Workplace environment si.

- Superiors - subordinates: Respectful, friendly, fair Behavioral culture - Employees - Employees: Sociable and helpful in

completing tasks.

- Employee must feel a sense of responsibility when doing the job.

Workrelated issue

The company will have a clear reward and punishment policy in the workplace to ensure efficient operation.

¬¬ - From Monday till Saturday morning, paid leave 2 Working time ;

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- Morning: from 8:30 to 11:30

- Afternoon: from 13:30 to 18:00

1.3 The job components of Long Truong Vinh., JSC

Work is important because it stays with each person who atrives to work As a result, without spending money, pay for labor will be the main motivator for developing employees’ love of work.

When recruiting personnel for a specific role, the company's board of directors clearly outlines the job criteria as well as the individual performing that function The company selects the best candidate for the position after a review procedure To show their abilities, all new employees must go through a 2- to 4-month probationary period Every year, the company evaluates business activity, working attitudes, and other factors in order to reward and discipline leaders.

When employees are on the job, the board of managers in each department will assign them tasks not only to ensure that they complete their tasks effectively, but also, in many cases, to demonstrate their abilities Employees will presume they have the leader's trust when given a more difficult or complex task As a result, executives always give employees the chance to try out different types of jobs.

The organization continuously generates obvious advancement opportunities for employees through their work, which pushes them to offer their finest performance while also showing them their potential in the company Furthermore, working in departments, especially in administrative offices, can be time-consuming Knowing this, managers frequently switch roles to encourage both creativity and satisfaction when performing various tasks.

1.4 Working environment of Long Truong Vinh., JSC

An ideal working environment will be a powerful weapon to help businesses attract talent and retain loyal and capable employees LTV Company is aware of this and is continually engaged in developing and improving a positive working environment for its employees with some of the following policies:

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Improving working space (office design, green space, providing full facilities): An eye-catching, well-decorated office makes a big impact on your employees A creative workspace helps employees be inspired LTV has built a clean, comfortable, friendly, well-designed work environment to improve employee productivity and mood The company encourages personalization in the working environment and designs a separate space with full facilities for employees to rest and relax Besides fixing the main work area, there are a gym, a napping place, healthy food and drinks Building trust with employees: What leaders say and do has a direct impact on employee engagement in business activities Therefore, the trust that superiors build in employees will have a very significant influence on the results and performance of the business As a leader, Mr Do Duc Bao has proved to his employees that what he said goes hand in hand with his actions, he 1s the one who “does say and does”, which makes his employees put their trust in the company.

Creating opportunities for advancement and personal development training: An ideal working environment is indispensable for employee training and development activities When you appreciate and want to help them grow and advance in their careers, you will also have a much more qualified workforce A survey by Bridge has shown that a culture of curiosity in an organization is the leading factor driving employee enthusiasm and loyalty There are 2 types of skills that LTV continuously trains employees, hard skills - technical skills, and soft skills This brings great benefits to both businesses and employees, namely helping businesses quickly adapt to the rapid changes of the times and employees also develop themselves, increasing promotion opportunities progress at work In addition, implementing training and development for employees also limits the rate of employee turnover in the enterprise.

Communicating with employees more often and effectively: Communication is the way you share thoughts, and exchange information with each other to increase mutual understanding and improve the relationship between the two parties Through the exchange of thoughts, the employees completely trust their superiors and feel more respected Thereby, it creates a comfortable working environment LTV always let employees know that the company is always there to listen to their problems and become their trusted partner The company is running this through polls, periodic employee surveys, and anonymous recommendations Mr Bao said: "Employees are the ones who directly experience your corporate culture every day and know what to change to improve it" Therefore, listening to and understanding them is one of the most effective ways to pave the way for the company's efforts to improve the work environment.

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This part contains information from Long Truong Vinh., JSC, where the student has concluded his internship Long Truong Vinh., JSC is a company specializing in architectural services, offering progressive solutions related to housing projects To comprehend the situation at LTV Company, the following chapter will review previous literature and investigate the compensation form and its relationship with employee work satisfaction when completing diverse tasks.

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CHAPTER 2: THEORETICAL FRAMEWORK

This chapter goes through the study's theoretical and conceptual foundations To gain knowledge about the problem at hand, conceptual frameworks and theoretical views will be employed Other writers’, practitioners’, and theorists’ findings and results will be evaluated to gain a better understanding of the subject at hand and the structure of the research model.

2.1 Work Motivation

2.1.1 Conceptualization

Work motivation, according to Rainey (1993), was a difficult notion to grasp and exactly define Work motivation was still a frequent subject in research on organizational employee behavior; each study had its own interpretation of work motivation from the author's point of view Finally, the following labor motivation ideas can be mentioned:

Work motivation, as defined by Maier and Lawler (1973), was an individual's desire and willingness to labor (Maier and Lawler, 1973) According to Kreitner (1995), work motivation is a psychological process that directs individuals toward specific objectives Higgins defined motivation as "the drive from within an individual to meet unmet needs" in 1994.

Thus, work motivation could be defined as a person's willingness, desire, and dedicated efforts to accomplish his or her goals To put it in different terms, a motivated person sees a specific goal that must be met and focuses his or her efforts toward that goal.

Work motivation was measured by Wright (2003) by: trying their hardest to complete the job despite difficulties; being willing to start the work day early or remain late to complete the work; frequently working harder than others in the same job; and working without regard to time.

Therefore, the idea of work motivation, according to the authors' definitions, encompasses the following aspects: (1) The willingness and desire to work were

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described as labor motivation; (2) labor motivation was a psychological process; (3) motivation was the effort to achieve the goal; and (4) labor motivation was voluntary work, or the desire to do work that helps workers achieve personal goals As a result, "work motivation is the voluntary work, desire, and effort to work that assists employees in achieving personal goals in accordance with the goals of the organization."

2.1.2 The role of work motivation

According to Ifinedo (2003), a motivated worker can be identified by their enthusiasm, dedication, and focus on work that adds to the overall purpose and goals of the company As a result, motivation became associated with the desire to achieve excellent results with the assigned task Employee motivation, according to Mohammed et al (2011), was linked to the organization's prosperity or decline Employees who were highly motivated aided the company in achieving its objectives faster than competitors Employees who are motivated at work, according to Mohammed, will encourage ethical conduct in the workplace Amabile (1996), on the other hand, acknowledged the importance of intrinsic motivation in creative work activities Scientists also discovered that workers are more creative in the workplace when the work is related to their personal interests, or when the job is appealing or interesting to them.

2.1.2.1 The Role of Work Motivation for Employees

Humans have constant physical and mental requirements that must be satisfied Employees create a positive attitude when they think their demands are being fulfilled, which motivates them to work with greater enthusiasm Labor activities will struggle to reach their objectives if employees are not motivated to work because they will only finish the assigned work with all they have or with little creativity They only see their job as a contractual obligation that must be met Work motivation also assists workers in bettering themselves People who are driven to succeed will go to greater efforts to learn, acquire work experience, and enhance their professional qualifications.

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2.1.2.2 The role of work motivation for businesses

Employee motivation is essential for increasing output and business efficiency At that point, they will work to the best of their abilities toward the company's shared goal, bringing the company efficiency and high profits Employees who are inspired to work are more pleased with their work, which leads to trust in the company, attachment, and loyalty to the company even when the company is facing difficulties As a result, the business will save money on new employee recruitment and training.

2.1.2.3 The role of work motivation in society

Working motivation encourages a comfortable and rich spiritual life for employees, forming new ideals for society in the process Working motivation additionally drives employees to remain with the company, limiting job changes laying off workers, and ceasing production and business activities, all of which contribute to a decrease in short-term unemployment in society.

2.1.3 Previous research on work motivation

World scholars have conducted extensive study on the issue of motivation based on the aforementioned theories, with varying results The author will consider

some of the findings in more detail.

Maslow's hierarchy of needs (1943) demonstrated that people require their basic requirements to be met in order for their lives to be fulfilled He presumed that there was a hierarchy of five needs in every human being: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs Although no need can be completely met, if a need is basically met, there is no motivation As a result, as one of the above requirements was gradually met, the next need took over.

In his two-factor theory, Herzberg (1959) demonstrated that the inverse of job satisfaction was not dissatisfaction in the traditional sense and did not imply work satisfaction They were dubbed the sustaining and motivating elements by Herzberg Intrinsic motivators included achievement, recognition, the job itself, responsibility, and chances for growth External retention factors included working conditions, corporate policies, supervision, interpersonal relationships, salary, status, and

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employment security As a result, managers who attempted to eliminate the variables that contribute to job dissatisfaction produced peace but not the motivation for employees Herzberg (2003) proposed paying attention to factors related to the job itself or the direct effect of those jobs, such as promotion opportunities, personal development opportunities, recognition, responsibility, and success, to inspire employees to work.

Vroom's expectation theory (1964) proposed that people's behavior and motivation at work were influenced not only by actuality but also by their perceptions of their future expectations Employees would be motivated to put in more effort if they thought it would result in positive performance evaluations A favorable evaluation would result in organizational rewards such as bonuses, raises, or promotions Those incentives met the employee's job objectives Some critics claimed that this theory was ineffective and that it only became useful once people were conscious of the effort-effectiveness and efficiency-reward relationships This is because only a few people were conscious of these relationships Because Robbins (1998) proposed that if organizations truly reward workers for their work performance rather than criteria like seniority, effort, skill level, or job difficulty, expectation

theory would be more helpful.

The substance of McClelland's (1985) need theory focused on three needs: the need for success, the need for power, and the need for affiliation The drive to excel and accomplish in connection to the standards of striving for success was referred to as the need for achievement People with a strong desire for accomplishment were attracted to accomplishments that provided personal responsibility, challenge, and desirable feedback A person's need for power can be classified into two types: personal power and societal power The desire for close and intimate relationships between people was the need for connection These individuals required harmonious relationships with others as well as acceptance from others They inclined to follow workgroup guidelines Those with a strong bonding motivation favored face-to-face interaction.

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2.1.3 The effect of work motivation on sales performance

Numerous studies indicate a strong link between motivation and performance Employees who were motivated were active and dynamic, putting their energy and spirit to good use, adding to the development of internal resources and capabilities in operations and increasing efficiency (Herzberg, 2003; Osterloh, Frost, & Frey, 2002) A passive condition was distinguished from an active state by motivation Anyone could accomplish excellence when they were motivated This confirmed the close relationship between motivation and increased organizational efficiency.

The author has observed, using Herzberg's (1959) two-factor model of dynamics, that the differences between generations and the outcomes of those differences were not in the direction that many people believe Most people believed that young employees were more motivated when they could work independently and attain success at work They were less affected by salary or the prospect of employment loss Indeed, the study found that older employees' motivation is less influenced by internal variables than younger employees', namely substantial financial rewards The level of motivation was essential, but so was the gap between "what you want" and "what you get." If a person's reward was far less valuable than they desired, it was the quickest way to dissatisfaction and a slew of other repercussions.

According to Alderfer (1972), the goal of keeping work motivation is to ensure and improve work performance, which necessitates a holistic approach and the efforts of all stakeholders Employees who were unmotivated would only try to do the bare minimum of business activities, whereas motivation drove them to do their best Unless and until employees used business resources, they would be wasted Employees who were motivated made the greatest use of resources.

The work environment, according to Hackman and Oldham (1976), also had a major impact on employee motivation and performance A positive work environment was critical to propelling a business to the forefront Although motivating employees in the workplace can be time-consuming and difficult, managers must foster a positive work atmosphere to achieve high levels of employee productivity Effective

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management and leading required motivation When employees are not motivated to achieve objectives, business productivity suffers.

Thus, the author derives typical factors influencing salespeoples work motivation and work efficiency.

Figure 2.1: The proposed research model 2.2 Factors influencing on work motivation

2.2.1 Job Satisfaction

The empirical study concentrated on measures of salespeople's performance advantage as perceived by Indian sales professionals, according to Mittal, Gera, and Singhvi (2012) It looked at the correlation between salespeople's perceptions of general satisfaction and sales force automation devices The advantage of sales force automation devices, according to sales professionals, is that the three-dimensional structure includes factors (measurements) of sales efficacy, cost of offers, and customer communication All three indicators have been found to be important predictors of overall satisfaction with the performance of salespeople in the company (Mittal et al., 2012) Job satisfaction obviously influenced salespeople's performance and sales goals (Johnson and Sohi, 2014) Previous research discovered that a variety of factors, such as recognition of effort and results (Jensen, McMullen, and Stark 2008), personal development and competence, feedback from leadership and supervision (Buciuniene and Skudiene, 2008), financial compensation and incentives,

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employee autonomy, and teamwork, had a strong influence on salespeople's work motivation and resulted in a stronger relationship with the organization.

2.2.2 Intrinsic Motivation

Salesperson success was linked to intrinsic drive, which was mediated by job commitment (Yousaf, Yang, and Sanders, 2015) Multiple field studies and reviews found internally and externally driven people and investigated the connections and outcomes of self-sufficient intrinsic motivation and managed extrinsic motivation The difference between intrinsic and extrinsic motivation, according to Haines, Saba, and Choquette (2008), has fundamental implications for understanding representative workplace behavior and financial management.

Additionally, Yousaf, Yang, and Sanders (2015) defined intrinsic motivation as "felt pleasure and satisfaction obtained from task completion." Previous research suggested that a higher level of intrinsic motivation led to a desire to dedicate more energy to a given task and, as a result, to create an impression of convenience (Ryan and Deci, 2001; Ayeh, Au and Law, 2013) Customers who were especially moved have the right to complain about the challenges of utilizing technological technologies According to Zain and Jan (2014), intrinsic motivation has a significant positive effect on salespeople's job satisfaction and organizational commitment.

2.2.3 Extrinsic Motivation

Extrinsic motivation was associated with both salesperson and contextual success, and organizational dedication disrupted both relationships (Yousaf et al., 2015) Extrinsic motivation, as defined by Haines et al (2008), was the incentive to engage in certain activities in order to achieve specific objectives or rewards Extrinsic motivation, for example, could be defined as the client's observation that they needed to perform an activity in order to obtain valuable outcomes, mainly from the action itself, such as better work performance and promotion (San Martn and Herrero, 2012) Performance longevity was defined by Venkatesh et al (2003) as an individual's opinion that using the system helped them improve their performance on a task or job Based on them, the variables were analogous to intrinsic motivation and success longevity.

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A useful vision, on the other hand, must be based on community goals and the external motivations of local residents, and it must be accompanied by continuous capacity-building activities According to McCombs (2012), an individual's intrinsic motivation was controlled by a reward obtained rather than the task itself, such as acknowledgement or reward Furthermore, Venkatesh et al (2003) suggested a link between extrinsic motivation and perceived utility Previous study on motivation theory showed that extrinsic motivation influenced certain human behaviors (Van der Heijden, 2003) Similarly, behaviors motivated by extrinsic motivation were frequently associated with favorable results (Watchravesringkan, Nelson Hodges, and Kim, 2010) They also claimed that, unlike extrinsic motivation, which operates as a result of compensation and benefit, innately determined people tend to perform a movement out of an intrinsic desire to perform the action themselves, rather than out of the standpoint of explicit external support.

2.2.4 Organizational Commitment

Sikorska-Simmons (2005) examined the role of organizational commitment, job performance, and sociodemographic characteristics as indicators of organizational commitment and employee assistance They also claimed that staff differentiation, engagement, and consistency with the company's organizational structure were indicators of organizational commitment Buciuniene and Skudiene (2015) discovered that organizational commitment had a positive effect on the performance of salespeople in the organization Furthermore, leadership shift was associated with increased employee loyalty and, more importantly, with increased salespersonnel (Buciuniene and Skudiene, 2008) According to Zain and Jan (2014), organizational commitment influenced tenure positively.

There was a significant amount of written research on salespeople's commitment to company organizations, according to Dale and Fox (2008) and Cogliser et al (2009) Organizational commitment was defined as a salesperson's ability to predict organizational outcomes such as revenue, performance, organizational objectives, organizational viability, and quit status According to Zain and Jan (2014), better organizational performance of salespeople was associated with higher efficiency Lower levels of authoritative accountability, on the other hand,

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