Chuyên đề tốt nghiệp: The evaluation of the elements of company culture influencing on employee motivation at Adecco Vietnam company - Hanoi branch

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Research Questions 1n

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

Question 1: What are the elements that create employee motivation through the expressions and components of company culture at Adecco Vietnam company?

Question 2: How specific elements of company culture at Adecco Vietnam company contribute to the motivation of its employees?

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

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This study concentrates on studying company culture, work motivation and the expressions and components of company culture.

Nguyen Thi Thu Hoai — 11192040 — Business English 61A

4.2 Research scope Geographical scope: Adecco Vietnam company in Hanoi Time scope: Data were collected from the survey responses of all employees at Adecco Company in 2023 from January 3, 2023 to March 15, 2023.

Content scope: The content of this study includes issues related to company culture, work motivation, such as a conceptual framework to make the identification, analysis, and evaluation of elements that create employee motivation through the expressions and components of company culture to motivate employees in Adecco Vietnam company.

5 Research methodology The dissertation has utilized various research methods combined as follows: Data collection methods

Descriptive statistics method: The thesis uses many sources of statistical data provided from documents of ; These documents are collected and described by the author of the thesis to clarify the motivation through corporate culture at Adecco Vietnam in the North region.

- Primary data collection: Through survey by questionnaire.

- Collecting secondary data: through documents, reports on Labor productivity of Sales department, Report on turnover rate in 2022-2023, Recruitment report of HR Department, Revenue report of Department Sales, Revenue Report Service Parts Department of the company.

After collecting data, use Microsoft Excel software to analyze and process the collected data.

Research Design This study employs a descriptive survey research design to examine company culture, work motivation, and elements create employee motivation through the expressions and components of company culture to motivate employees To achieve this, a descriptive survey research design will be employed, as defined by Orodho (2003) as a method of collecting data by administering questionnaires or conducting interviews with a sample of individuals This approach enables the researcher to gather crucial information on the state of the phenomenon being studied and draw general conclusions based on the data collected By utilizing a descriptive survey, the study aims to systematically collect

Nguyen Thi Thu Hoai — 11192040 — Business English 61A and present data to examine the ways in which company culture can be used to motivate employees in Adecco Vietnam company.

Research Instruments The primary data collection tool utilized in this research is a questionnaire, which is divided into three parts based on the research objectives and administered using a drop and select method The selection of a questionnaire as the preferred method of data collection is based on its significant management benefits, including the ability to uniformly stimulate a large number of people at the same time and easily investigate accumulated data (Borg & Gall, 1989).

Additionally, the questionnaire allows respondents to freely express their thoughts and provide suggestions (Gay, 1992) The Mikita Compensation Questionnaire, utilizing a five-point Likert scale ranging from 1 ("Strongly disagree") to 5 ("Strongly agree"), was used to measure all factors under consideration.

Sampling Procedures and Sample Size Sampling is the process of selecting individual observations in a biased or random manner for the purpose of making statistical generalizations For this study, a sample of 40 currently employed at Adecco Vietnam company employees was selected The sample size was determined by Kothari (2004) to be sufficient for the study's objectives To ensure an optimal sample size, a stratified random sampling approach was utilized to select Adecco Vietnam workers.

Data Collection Procedure The data gathering lecturers instructed the author to ensure smooth survey and information collection procedures Due to the research participants being employees of a specific organization with their own communication and notification systems, an online data acquisition method was utilized, which met the essential requirements.

With every question being mandatory, a 100% response rate was achieved for the total number of survey questions obtained The survey was distributed to all Adecco employees, and to expedite the data collection process, the researcher sought assistance from her supervisor to make the research widely available to the company community.

Data AnalysisThe data collected for this study is systematically organized to facilitate analysis Descriptive statistics were employed to analyze the data, which involved calculating percentages, frequencies, and means A frequency table was created to present the data in a clear manner Bell (1993) suggests that descriptive statistics are comprehensible to a broad readership, as opposed to complex statistical methods.

Research Structure - G1 TH HH HH HH nh 5

Chapter 1: Introduction of the Adecco Vietnam company Chapter 2: Theoretical framework — Employee motivation, Company culture Chapter 3: Employee Motivation with Company Culture at Adecco Vietnam company

INTRODUCTION OF THE ADECCO COMPANY

Organization profile 1

Adecco boasts a team of seasoned professionals who possess a wealth of experience, local and global expertise, a 360° solutions ecosystem, an in-depth understanding of the market, a strong brand identity, an in-house legal department, transparent communication, and a team that is both qualified and dedicated As a result, Adecco is always able to offer its clients the most optimal legal solutions.

As the demand for consulting services, recruitment services, payroll, and HR outsourcing continue to rise, Adecco Vietnam company is constantly expanding to meet the demand The company is currently headquartered in Ho Chi Minh City and has a branch located in Hanoi.

1.2 Some basic characteristics of the Company 1.1.2 Services of the company

Recruitment Service: Executive Search / Headhunting Service, Recruitment Process Outsourcing (RPO), mass Recruitment Service

Payroll & HR Outsourcing: Payroll & Staffing Service, Payroll Admin Service, HR Outsourcing Service

HR Solutions & Consulting Service: Assessment Centre Salary Benchmarking Service, HR Consulting & Compliance Service Expat Services / Work Permit Registration, Professional Reference Check, Candidate Assessment Tools

Training Service: Leadership & Personal Development, Training Digital

Skills Training, HR Compliance Training, Career Preparation Workshop &Personal Coaching

Characteristics of the market and customers of the Company

With the principle of managing and operating the Company's activities according to a specific and clear decentralization regime, the system of processes, working regulations and internal documents of the company are issued according to the control process Adecco Vietnam gathers a team of young, enthusiastic, passionate employees with specialized knowledge and solid practical knowledge to jointly implement future goals and orientations to help the company growing and integrating with the world.

In addition, the company also has a close and regular cooperation relationship with major companies and investors in Hanoi and a network of collaborators who are leading experts in the fields of Payroll, Recruitment & Consulting services. Headhunting by Adecco Vietnam The Company's organizational structure is specialized to ensure the quality and professionalism of the service, functions and responsibilities of the departments.

Functions and responsibilities of the departments:

The recruitment department is responsible for recruiting new employees for the company This includes building relationships with clients, sourcing candidates, interviewing, and placing them in suitable roles They also search for quality candidates in specific industries, attract them through various means, and provide consultation to candidates and clients throughout the hiring process The recruitment department is responsible for achieving targets set by the company and working closely with colleagues to achieve team objectives.

Business Development & Reference Check department: This department develops key client and agency relationships in Vietnam, pitches Adecco's offerings, targets and hunts for new business opportunities, maintains good

Nguyen Thi Thu Hoai — 11192040 — Business English 61A relationships with existing clients, and continuously improves profitability They negotiate and close deals, collaborate effectively in the media industry in Vietnam, and offer a strategic perspective while remaining involved in daily details and numbers The department also ensures timely and accurate reports of target accounts, opportunities, and sales calls, follows up on timely payments from customers, and is responsible for customer qualification and on boarding protocols.

The payroll and Staffing department performs the functions of recording employee information and issuing labor contracts with other relevant HR documents, ensuring the employee's profile is well-arranged; preparing attendance records, and updating employee information and employee's annual leave. Moreover, this department handles monthly Social Insurance reports and inputs and calculates monthly payroll via the company payroll system; registers PIT code, and dependent’s PIT code for PIT deduction; checks and process payment for employees’ expense claims and handle employees’ queries.

The back office department has sub-teams including Admin, HR, and Marketing The Admin team manages company standards, culture, and code of conduct, while the HR team handles labor-related issues and provides HR services. The Marketing team is responsible for developing and managing marketing campaigns and promotions, creating content and visual direction, and executing product marketing and communications plans in line with the company's objectives.

1.3 Working environment of Adecco Vietnam company

In the past, companies primarily focused on financial incentives, such as salaries and bonuses However, in today's context, non-financial rewards have become an essential aspect that firms must address once workers' basic needs for food and clothing have been met Properly executed non-monetary compensation can help workers develop a passion for their jobs and invest more in the organization An appropriate and comfortable working environment always makes employees feel secure and motivated to come to work Adecco Vietnam recognizes this and is continuously working to create and enhance a positive work environment for its staff.

Adecco Vietnam is a company that values a respectful and friendly culture among its employees, with superiors and subordinates treating each other fairly.The employees are also sociable, happy, and always willing to help each other

Nguyen Thi Thu Hoai — 11192040 — Business English 61A complete their work The company prioritizes a safe, clean, comfortable, and welcoming workplace environment to ensure the well-being of its employees. Adecco Vietnam encourages a sense of responsibility for the job and has a defined reward and punishment policy to measure work successes Working hours at Adecco Vietnam are from 9:00 to 12:00 in the morning and from 13:30 to 18:00 in the afternoon, with a break for rest from 12:00 to 13:30.

All rooms of company are equipped with air conditioning system and heaters for thunderstorms and summers, telephones, adequate lighting Each employee owns a personal laptop along with the necessary equipment to perform his or her job In addition, each room is equipped with a printer, photocopier, projector for convenience in printing, copying documents, training personnel for the professional work of each department.

Having a pleasant working environment can boost employees’ motivation and enthusiasm Adecco's leadership has recognized this and has worked to create a welcoming and enjoyable workplace However, some areas of the organization still have a heavy and uninteresting atmosphere due to the nature of the work.

In the event of disagreements between employees, whether related to work or decisions made by superiors, the company's managers strive to listen and resolve them promptly They foster an environment where every employee can freely express their thoughts and opinions when there are pressing and conflicting issues.

The organization ensures that its staff have access to a pleasant working environment and enough time to complete their tasks It 1s the employees' responsibility to ensure that all working conditions, such as lighting, temperature, and humidity, are met The rooms and departments are equipped with modern amenities such as computers, telephones, air conditioning, coffee machines, and photocopiers.

By providing a competitive pay policy and a comfortable working environment, the organization can create a sense of satisfaction and happiness among its employees, which can lead to increased productivity and employee retention.

THEORETICAL FRAMEWORK — EMPLOYEE MOTIVATION

Work motivation 8

According to the textbook on Human Resource Management by Associate Professor Dr Nguyen Ngoc Quan and Master Nguyen Van Diem from the National Economics University, "work motivation" is understood as the desire and willingness of employees to increase their effort towards achieving the goals of the organization Under this understanding, work motivation is not subject to any coercion, does not arise from administrative orders, and is not expressed through language but rather through specific actions It originates from the internal drive of employees.

Therefore, work motivation encompasses the following aspects based on various authors’ definitions: (1) the willingness and desire to work, (2) a psychological process, (3) the effort to achieve goals, and (4) voluntary work or the desire to do work that assists employees in accomplishing personal goals in line with the organization's objectives Hence, it can be inferred that "work motivation is an individual's voluntary work, desire, and effort to work, which helps them achieve personal goals aligned with the organization's objectives."

Numerous studies have been conducted by scholars around the world on the topic of motivation For example, Maslow's hierarchy of needs (1943) proposes that human needs are arranged in a hierarchical structure, where basic physiological needs such as food and shelter must be met before higher needs like self-esteem and self-actualization can be pursued Herzberg‘s(1959) two-factor theory distinguishes between "hygiene" factors like salary and working conditions, which can prevent dissatisfaction if they are adequate, and "motivators" like

Nguyen Thi Thu Hoai — 11192040 — Business English 61A achievement and recognition, which can lead to satisfaction and improved performance if they are present.

Vroom's expectation theory (1964) suggests that employees are motivated by the belief that their effort will lead to performance, performance will lead to rewards, and those rewards will satisfy their personal goals McClelland's (1985) need theory focuses on three main motivators: achievement, affiliation, and power. Employees who are motivated by achievement seek out challenging tasks, those motivated by affiliation seek social connections, and those motivated by power seek influence and control.

In general, these theories offer valuable perspectives on the multifaceted aspects of work motivation and emphasize the significance of recognizing and meeting individual needs and aspirations to cultivate a motivated and committed workforce.

Company Cultural - - 5 + + 1 1 TH TH HH 11

However, the aforementioned definitions only address one aspect of company culture, which is the spiritual values and beliefs, while neglecting an equally important aspect of company culture, which is the material values. Therefore, based on the inheritance and development of the above perspectives, company culture can be understood more fully as the entire cultural factors that a company selects, creates, uses, and expresses in business activities, creating the business identity of that company In other words, Company culture refers to the collective set of cultural values, beliefs, and customs that are formed and ingrained into a company over time through its growth and development, and which become deeply rooted in the company's operations, governing the emotions, thoughts, and behaviours of all members in pursuing and achieving common goals.

Company culture is a set of shared values, beliefs, and practices that define the unique character of an organization Scholars have identified several key features of company culture, including its humanistic nature, its values-based orientation, and its stability over time. lãi

Firstly, company culture is often described as having a "humanistic" dimension, which emphasizes the importance of people and their well-being. According to Hofstede et al (2010), this is reflected in the way that organizations treat their employees, with a focus on respect, empathy, and a sense of community. This can be seen in practices such as mentoring programs, team-building activities, and opportunities for personal growth and development.

Secondly, company culture is often characterized by a strong values-based orientation, reflecting the core beliefs and principles that guide the organization.

As noted by Cameron and Quinn (2011), these values may be expressed through mission statements, codes of conduct, and other formal documents, as well as through the behaviours and attitudes of employees at all levels of the organization.

Finally, company culture is often seen as having a high degree of stability over time, reflecting its role in providing a sense of continuity and identity for the organization This can be seen in the way that company culture shapes the way that employees approach their work, interact with one another, and make decisions,even as the organization evolves and adapts to changing circumstances (Denison and Spreitzer, 1991).

Employee motivation and company CuẽtUTC€ - - - s5 s++<s*ssseesseeeeeerss 12 1 Motivating through the expression of company culture

so that they are motivated to work Motivating employees through corporate culture can be understood as a system of policies, measures, techniques to build, promote, and maintain corporate culture that impacts employees to make them motivated in their work.

2.3.1 Motivating through the expression of company culture Expressions of corporate culture are manifested through typical signs, manifestations, and symbols Symbols are anything that can be used as a means to express the content of corporate culture, philosophy, values, dominant beliefs, ways of perception, and thinking methods to support members in the cognitive process to reflect the level of awareness of members and the entire organization (Nguyen, 2018) Furthermore, in their study of the relationship between corporate

Nguyen Thi Thu Hoai — 11192040 — Business English 61A culture and performance, Denison and Mishra (1995) found that companies with strong and adaptive cultures had higher levels of financial performance compared to those with weak cultures This suggests that a strong corporate culture can serve as a competitive advantage for organizations.

2.3.1.1 Visual symbols of company culture a Architectural features and employee motivation The distinctive architecture includes the exterior and interior design of office buildings The exterior design includes features such as the gate, facade, company headquarters, layout of different parts, and more These constructions are highly valued by organizations and companies as a means to showcase their unique characteristics.

Exterior architecture such as gate architecture, facade, company headquarters, layout of parts These structures are used as symbols and images of the organization According to research by Haq et al (2019), the exterior architecture of a building can create an impression of prestige and professionalism, increasing employee pride in working for that company Interior design is also highly valued by companies and organizations From larger issues like standardizing colour and packaging design to the layout of the interior space, counters, tables, chairs, product displays, pathways, service types, clothing, and even small details like the location of electrical switches and devices in different rooms.

All of these are used to create a familiar, friendly, and attentive atmosphere. Research by Nguyen et al (2018) also showed that architectural and interior design can affect employee motivation, when employees are working in a comfortable and friendly environment, they will feel more comfortable and productive, higher productivity The exterior and interior design of an organization should showcase its working spirit, facilitate communication and interaction between people and departments in the organization, and have a great influence on employees' desire to work and contribute to the organization.

Architectural constructions have a direct impact on employees’ desire to contribute and integrate into the community They serve as a visual symbol of the intangible spirit, encouraging employees to work diligently every day The structural design can be considered a symbol of the organization's strategic approach The organization's strategy reflects a series of actions that demonstrate

Nguyen Thi Thu Hoai — 11192040 — Business English 61A the ultimate goal of the organization. b Rituals, Ceremonies and Work motivation One of the symbols of company culture is rituals and ceremonies. Ceremonies and rituals are important elements of organizational culture and can affect work motivation Several studies have showna positive impact of rituals and rituals on work motivation.

According to research by Burke et al (2012), rituals can increase employee commitment to the organization and play an important role in building a positive organizational culture Research by Loi et al (2019) also show that etiquette such as regular meetings can increase agreement and interaction among employees, leading to increased work motivation.

Four basic types of rituals in organizational culture are identified according to the study of Quan, N M (n.d.) Company culture, Transfer ceremonies are often used to transfer knowledge, skills, and values from experienced employees to new employees Consolidation ceremonies are often used to honour the achievements and contributions of individuals or groups within the organization Reminder rituals are often used to remind members of an organization about its rules, policies, or core values Bonding ceremonies are often used to build relationships, enhance teamwork, and unite within the organization. c Symbols, logos, and employee motivation.

Another tool that represents the characteristic of company culture is the symbol Architectural structures, rituals, narratives, slogans all contain the characteristics of symbols Through material values, specific, tangible, and visual forms, these symbols want to convey hidden values and meanings to recipients in different ways Another symbol is a Logo or a creative work designed to represent an organization, a business in a common artistic language.

Building a brand Logo must have a specific cultural meaning, imbued with the cultural identity of the organization, business According to a study by O'Cass and Lim (2001), the design of a brand's logo can affect consumer behaviour and brand loyalty For employees in the organization, symbols, logos with deep cultural characteristics are more valuable as symbols of pride when dedicating to the organization, and are a motivation for employees to work in growth. d Legends, anecdotes, exemplary models, and work motivation

In an article published in the International Journal of Business and

Management, the author suggests that storytelling is a powerful tool for creating and sustaining organizational culture, as it helps to transmit important information, values, and beliefs among members of an organization (Hussein, 2016).

When implementing activities in practice, there are often typical examples of success or failure in a value or philosophy that organizations can use as lessons or typical illustrations that are easy to understand about the company's culture Stories are often woven from real-life events that exemplify the values and philosophies of the company culture that members of the organization often recall and disseminate to new members These stories serve to maintain the vitality of the organization's initial values and help to unify the awareness of all members. e Language, slogan, and work motivation.

Another important symbolic form commonly used to influence company culture is language Many organizations and businesses have used special words, slogans, metaphors, or a tone of voice to convey a specific meaning to their employees and stakeholders, improving work morale and motivating employees. For example, IBM uses the metaphor of "wild ducks" to express respect for employee creativity Slogans are the most concise expression of an organization's mission and business philosophy Therefore, they need to be linked to the organization's mission statement, such as British Airways’ slogan "The world's favourite airline," Viettel's "Speak your way," and Trung Nguyen Coffee's "Ignite creativity." Managers often use these symbols to demonstrate the underlying values of motivation, work morale, and concern for employees.

Criteria for evaluating the effectiveness of employee motivation

Criteria for evaluating the effectiveness of employee motivation, such as job satisfaction, have been studied extensively For instance, Han and 's (2019) research in Korea demonstrated that job satisfaction and management support are correlated with employee productivity Similarly, Nguyen et al (2019) found There is a direct correlation between job satisfaction and organizational commitment

Organizational commitment: This criterion evaluates the degree of loyalty and attachment that employees have towards the organization Employees who are committed to their organization are more likely to have a positive attitude towards their job, be more engaged in their work, and have a stronger sense of responsibility towards their tasks.

Labor discipline: Labor discipline is a crucial criterion for evaluating employee motivation Research by Chen et al (2018) found that strict attendance

Nguyen Thi Thu Hoai — 11192040 — Business English 61A policies and performance monitoring led to higher levels of labor discipline and improved work efficiency.

Labor productivity: This criterion assesses the output of work produced by employees in a given period of time, relative to the resources used High levels of labor productivity are indicative of motivated and skilled employees who are able to perform their tasks efficiently and effectively.

FINDINGS AND DISCUSSION ececeeceeseeseeeeeeneeeeeeeeeeees 20 3.1 Sample characteristics ceccccessccesscesseceseeeeseeeeseeeseeceeeceseeesaeeesaeseeeeeeneeseaees 20 3.2 Creating employee motivation through expressions of company culture

Creating employee motivation through the components of company culture —

is dispersed, and lacks focus, which results in various issues in the company's work culture, leading to a lack of high sense of responsibility among employees.

3.2.2 Creating employee motivation through the components of company culture a Employees’ assessment on management and business philosophy Adecco Vietnam's management and business philosophy, especially in the Hanoi area, includes the following aspects:

Management philosophy: Building a working environment that provides each employee with a sense of satisfaction with their physical and mental desires based on the company's organizational principles, operating principles, and consistent behaviour throughout the work process.

Business philosophy: "Customer satisfaction beyond expectations” is the value that every member of the company must always strive for.

Table 3.5: Survey results on philosophy of management and business

Completely Agree Neutral | Disagree | Strongly and rigorously applied.

SL | TL | SL | TL | SL] TL | SL | TL | SL} TL

You know about the company's philosophy of management and 18 45 7 |17.5| 8 | 20 3 7.5 | 4 | 10 business

The philosophy of management and business motivates you to achieve 2 5 5 |12.5| 9 | 22.5] 18 | 45 | 6 | 15 desired results.

The company's philosophy of management and business is widely 5 12.5 1 2.5 | 15 |37.5| 9 | 22.5] 10} 25

Looking at the survey data on the management and business philosophy of Adecco Vietnam company, particularly in the Hanoi branch, 62.5% of employees are familiar with the company's management and business philosophy, 20% have no clear opinion, and 17.5% do not perceive the level of familiarity with the philosophy However, the level of agreement is quite low regarding the criteria for accurately and thoroughly applying the management and business philosophy, with 60% of employees not agreeing with its effectiveness.

Therefore, employees also partly perceive that the philosophy does not effectively motivate work motivation as expected, with only 15% perceiving motivation, 37.5% giving unclear answers, and 47.5% not being motivated by the management and business philosophy. b Employees’ assessment on standard operating procedures The process of establishing policies and regulations is a particularly important issue in the management of Adecco Vietnam However, the company has only been able to develop small-scale policy and regulation processes through specific periods, rather than a comprehensive and consistent system The policies and regulations implemented by the company in the Hanoi area include the following items:

- Regulations on the management and use of seals

- Regulations on employee behaviour and working hours

- Sales processes for the business department

- Repair processes for the service department.

Table 3.6: Survey results on procedures, regulations, policies

Completely Agree Neutral Disagree Strongly Contents agree disagree

SL TL SL TL | §L | TL SL TL | §L | TL

‘You are familiar with the procedures, _ _ _ regulations, and policies issued by the 1 25 3 T5 10 25 19 | 475 | 7 | 175 company

The procedures and regulations are strictly followed, and incidents are 2 5 4 10 § 20 19 |475 | 7 |17.5 avoided.

The procedures and regulations are reasonable, clear, and transparent 0 0 2 5 12.5

The policies meet your expectations.

The company's procedures, regulations, and policies encourage your energy and 0 0 5 12.5 17 | 42.5 motivation, and your dedication.

It can be observed that the lack of synchronization in the policy and regulation process, as well as the absence of fundamental policies in the company's operations such as payroll regulations, salary policies, and incentives, has resulted in a low level of employee satisfaction with the company's policy and regulation process in Hanoi branch As the result, the procedures, regulations, and policies fail to meet the expectations of employees, with only 10% agreeing with this statement, 25% giving unclear answers, and 65% disagreeing.

The level of popularity of the policy and regulation process is also low, with inadequate and unclear policies leading to poor implementation and frequent incidents Therefore, only 12.5% of employees perceive motivation from the policy and regulation process, 15% provide unclear answers, and 72.5% disagree with this issue. c Employees’ assessment on information exchange systems

The formation and development process of Adecco Vietnam Company in the Hanoi area is a breakthrough process of the company During the initial stage of construction and development, the company lacked the experience to identify issues in the information exchange system Meanwhile, the company's nature in

Hanoi was developed almost independently with a completely independent organizational structure However, the company was oriented towards a common

Nguyen Thi Thu Hoai — 11192040 — Business English 61A goal and under the general management of the group in Ho Chi Minh So that, there was a huge problem with the information exchange system from the management office down to the units.

Therefore, the company first unified the information exchange system through email as the official channel From there, rules about emails were created, including:

Internal emails are an important information channel for the Board of Management to inform employees of necessary news Employees are responsible for reading emails to update information regularly.

Employees are not allowed to use the company's email for business transactions or personal purposes When a new employee comes to the company, they will be provided with new accounts belonging to the company Email is used to exchange work within the company and to transact with customers To use email, employees can use Microsoft Outlook software or Webmail.

This information exchange system has the advantages of global popularity, using the familiar Google platform for users However, the English rules are a language barrier for the majority of employees.

Table 3.7: Survey results on information exchange system

Completely Agree Neutral Disagree Strongly Contents agree disagree

SL TL SL TL SL TL SL TL SL TL

You can easily access the company's email syatem 8s | 20] 9 | 225 | is | 375] 8 | 20 | o | 9

The rules for using email are convenient and easy to remember 3 | 7.5 6 15 | 14| 35 9 22.5 | 8 20

Information exchange via email at the company is timely and responsive 4 | 10 5 12.5 | 8 20 13 | 32.5] 10 | 25

The current information exchange system provides motivation and inspiration for 1 | 2.5 5 12.5 | 10 | 25 15 | 37.5 | 9 | 22.5 your work.

Through the analysis and survey data table, it can be observed that the email communication system of the company is widely accepted and easily accessible by the majority of employees 42.5% of respondents agreed with this issue, 37.5% gave unclear answers, and only about 20% of employees disagreed with this statement However, in contrast to the familiarity and accessibility of the communication system, the rules and regulations for using it are difficult for employees, inconvenient, and hard to remember So that, 42.5% of employees did

Nguyen Thi Thu Hoai — 11192040 — Business English 61A not agree with the convenience and ease of the email rules, 35% gave unclear answers, and only 22.5% found email to be convenient Correspondingly, the promptness and timeliness of email were also not highly evaluated, with 15%, 25%, and 62.5% of respondents indicating low, unclear, and high ratings, respectively.

As a result, the motivation and inspiration for work through email communication in the company do not receive high levels of agreement, with only 15% of respondents agreeing, 60% opposing, and 25% giving unclear answers. d Employees’ assessment on movements, rituals, and ceremonies During its operation, the company has recognized the importance of rituals and protocols to maintain a strong work ethic and reinforce the company culture within each individual Since January 2012, Adecco Vietnam has been organizing monthly all-staff meetings In these meetings, the most mandatory rituals and the ones that are most enthusiastically expressed are the handover protocols: introduction of new members, announcement and congratulations on appointments.

In the period of 2022-2023, along with the increase in personnel, regular introduction activities will be organized in a formal manner, demonstrating respect for the contributions made by past and upcoming members to the organization.

The company also organizes linkage activities and a year-end conference for Adecco Vietnam company- the branch in Hanoi, including a summary of activities, award presentation, and an internal company music and dance party In this event, sharing between members from different departments of the company can be promoted, fostering a friendly environment for the entire organization In addition, the protocol of awarding outstanding employees and those who perform well is also used to make an impression and encourage staff morale, creating motivation for dedicated work for the organization.

Table 3.8: Survey results on meetings, ceremonies, protocols

Completely Agree Neutral Disagree Strongly

SL TL SL TL SL TL SL TL SL TL

You find that regular protocols are _ - : organized according to plan and with clear 8 20 |? 225 | 15 | 375 8 20 0 0 purposes

The protocols and group meetings are engaging for you to participate in 3 | 7.5 § 20 | 14] 35 9 |225| 6 | 15

Evaluation and reward within the protocols of praise are conducted accurately and 4 | 10 10 25 § 20 13 |32.5| 5 | 12.5 fairly.

Regular cultural activities, ceremonies, and protocols are motivating factors for your 4 | 10 9 | 22.5) 10 | 25 15 | 37.5 work. bo wa rituals, we can see that this work has not created motivation for employees, as evidenced by only 32.5% agreeing that regular cultural activities create motivation for employees, 25% having no clear opinion, and 42.5% believing that regular activities such as meetings do not create motivation for employees.

Discussion Of the SfUY - Gà HH HH HH HH nh nh Th n nnH 32

The company has established an ideal mission ideology system that has gained a high level of consensus from all employees in Hanoi The ideal mission of the company reflects the central goal of not only developing business for the company's benefit but also improving the lives of each member within the company The humanistic ideals and mission that demonstrate concern for the employees in the company have been highly appreciated and have provided motivation in the production and business process.

The company has built a core value system, trust, and attitude as a set of distinctive codes of conduct of Adecco Vietnam — Branch of Hanoi This core value system has also gained high consensus among all employees, providing motivation from many detailed aspects in the subconscious of each individual. Although the detailed distribution has an impact on the responsibility of employees in performing their work, it is also a comprehensive standard code of conduct that creates motivation for employees in the organization.

The arrangement and layout of the architecture and workplace have also achieved relatively high efficiency in creating employee motivation The company has invested significantly in the architecture and infrastructure, providing convenience and comfort, and promoting employees to work hard and efficiently.

3.3.2 Limitations and Causes The limitations:

Despite having a company logo, its form and meaning do not have a public appeal, nor are they closely related to the organization The logo's significance emphasizes personal style and does not reflect the organization's aspirations and will.

Although management and business philosophy are widely known, they have not created motivation within the company Employees mainly feel that this philosophy is not feasible, and the short-term goals are too high to achieve, resulting in a lack of motivation to work.

There are no necessary policies and procedures to create motivation for employees In particular, the policies on salary, bonuses, benefits, or wage regulations have not been issued, causing confusion and lack of transparency.

Regarding the information exchange system, the corporation has built a very detailed and systematic information exchange system However, there are still some points that cause difficulties for employees when implementing it For example, the system of using keywords in foreign languages for emails, and the information transferred via email is not processed promptly In addition, besides the email system on the Google Mail platform, the company has not developed any other systems for exchanging information, including both hard (documents) and soft (sharing, stories, aspirations) information.

The history of the young company in the Hanoi area has not led to the formation of role models or folklore stories within the company, so employees have not felt motivated through this culture.

Along with the unclear policy on rewards and recognition, the act of rewarding employees is entirely ad hoc and emotional This leads to the organization of ritual movements with the centre being rewards and recognition, making recording and acknowledging employees not truly meaningful and not attractive to employees to strive for.

The culture, work style, and responsibility towards work of employees are not high.

The trade union has not been established strongly, and the HR department plays a role in organizing cultural, sports, and motivational activities, visiting and sharing with employees or their families when they have happy or sad events but

Nguyen Thi Thu Hoai — 11192040 — Business English 61A has not yet fulfilled its role in protecting employees when disputes arise between employees and the company.

The company's leadership lacks an understanding of the importance of a logo symbol for motivating employees and only sees its role in brand promotion, resulting in a disconnect between the logo symbol and the members of the organization, leading to low consensus.

The short development period (within 3 years) has resulted in a lack of necessary elements: the process of establishing policies and procedures is still in the development and testing phase; stories and legends have not yet emerged; the business management philosophy has not been proven to be suitable through the operational process.

This chapter is dedicated to presenting, analyzing, and discussing the study's findings The findings are given in tables The findings are discussed alongside the research objectives Chapter 4 will include advice for businesses to enhance company culture in order to improve the employee motivation.

RECOMMENDA TIONS SH HH re 35

Development direction of the company in the near future 35 4.2 Viewpoint on motivating employees through company culture at the company 36

Occupy the market share of business, rise to number one in the segment of providing recruitment services for small and medium-sized enterprises in the country, specifically high-level human resource recruitment services, and recruitment of a large number of personnel.

Improve the quality of services, work productivity, and competitiveness to expand to business customers in other fields such as restaurants, hotels, and healthcare services both domestically and internationally.

Provide a happy working environment through the spirit of enthusiasm, solidarity, overcoming difficulties, principles of respect and sharing of the entire staff.

- Strengthen the development of policies and procedures to build a complete development environment for each employee.

- Focus on building effective business strategies, improving scale, productivity, and service quality.

- Develop a plan and investment strategy to expand services.

- Collaborate with foreign partners to promote the company's brand.

Orientation for Human Resource Management of the company

To meet the production and business goals of the company, the company has put forward the following directions for human resource management:

- Perfecting management and development policies for human resources, creating conditions for employees to learn, develop their abilities, strengths, and improve themselves.

- Building a strategy for training, selecting, and developing human resources with high-level management skills to better meet the company's production and business needs in the coming time.

- Developing and issuing policies related to employees to ensure attracting high-quality human resources.

- Maintaining a stable and developing personnel structure.

4.2 Viewpoint on motivating employees through company culture at the company.

- Motivating employees is the most important and long-term measure to maintain and develop the company's human resources Ultimately, managing human resources in an organization is about how to retain employees in the organization and use them effectively to achieve the organization's goals. Therefore, solutions related to material and spiritual aspects that stimulate, encourage, and attract employees to strive for the company's success are fundamental and long-term measures Among these solutions, company culture is a sustainable solution that not only achieves the goal of motivating employees but also creates a strong brand for the company.

- Apply fair measures to motivate all employees in the company Whether they are managers, direct laborers, or indirect laborers in the company, they all receive equal incentives according to regulations Living in the same company culture environment, ensuring the widespread application of culture is a measure that ensures fairness in motivating employees.

At the same time, applying fair measures to motivate employees also aims to build a clean and strong workforce, increasing internal solidarity Employees focus on performing their jobs well, striving to prove their own abilities.

- Be flexible in implementing forms of motivation through company culture for employees Since the characteristics of each employee are different, and the needs of each employee are different, their work motivation is different, while the company culture is a chain of values that do not create a unique identity Therefore, the company must use flexible forms of employee motivation through company culture, paying attention to the appropriate aspects and expressions of company culture that are suitable for the majority of employees If the measures to motivate employees applied to the organization are not correct, it not only fails to stimulate the work spirit of employees but also wastes the resources of the organization.

4.3 Some solutions to motivate employees through company culture at Adecco Vietnam - Branch Hanoi.

Table 4.1: Survey results on solutions for enhancing company culture within the company

Criteria Very necessary | Necessary | Not necessary

Improve the effectiveness of the Company's logo on internal development motivation 7 10 23

Improve the information exchange system at the

To emphasize and clarify the Group's vision and mission

Re-select core values, beliefs and attitudes suitable for motivational work 28 8 4

Focus on leadership style in motivational work

Propose human resource policies to motivate work

Improve cultural exchange in creating labor motivation

Through the survey on solutions to improve the company culture for Adecco Vietnam in the Hanoi region, choosing a company culture that is suitable for the company's business strategy is crucial In the current context of globalization, building a company culture with a unique identity is a key factor, a sustainable competitive advantage for the company's development Therefore, based on the survey results and the actual situation, the company needs to choose the following factors to improve its company culture:

- Clearly define the vision and mission that the company will strive for in the future.

- Choose core values that are suitable for the business strategy of the company in the context of international economic integration.

- Leadership culture needs to be emphasized in the modern business environment.

- There should be appropriate mechanisms in the personnel policy such as communication, behavior, work style, employee training and development, and creating a friendly and dynamic work environment.

- Build a culture of exchange with other businesses (domestic and international) to share and learn in order to survive and develop strongly in the context of economic integration.

- Always evaluate and perceive the current situation to have appropriate changes in the company culture for the new situation.

The first solution and the basic step in using company culture to create employee motivation is for management to understand the work environment, the factors affecting the business strategy of the enterprise in the future, and to clearly identify the fundamental values that can lead the organization to success From there, a clear vision and mission can be established for the company to strive towards in the future, creating motivational goals for all employees.

Vision: To be the number one company in providing payroll, recruitment, and outsourcing services in Vietnam Build a work environment with a high

"happiness" index, and build an inclusive society by unleashing everyone's potential.

Mission: Adecco Vietnam always has the mission to source the best candidates through an innovative ecosystem of solutions, in the most cost-effective way, by leveraging our integrated tech systems, and delivering best-in class Omni channel services to our clients We provide a professional work environment, fair compensation and benefits, and endless opportunities for development to our employees.

4.2.2 Creating core values throughout the organization.

This core value system has already covered all aspects of the interaction culture within the company However, its widespread nature is also a weakness that reduces the continuity of core values Therefore, the proposed solution for Adecco Vietnam in the Hanoi area is to reduce the condensation of core values, and transform some values of trust into a set of behavioural culture rules in policy regulations The concentrated core values can be: Transparency - Responsibility

4.2.3 Building a leadership culture, business management philosophy.

The leadership role of Adecco Vietnam is crucial in guiding and directing employees towards change Leaders are responsible for building a vision, communicating it to employees, and inspiring them to work towards it They dispel employees’ fears and insecurities, encourage and motivate them, and show them the benefits of the change process.

Therefore, the actions and decisions of leaders must set an example for

Nguyen Thi Thu Hoai — 11192040 — Business English 61A employees to follow and be consistent with the established cultural model They should be strict and decisive in their work, but also open-minded and empathetic to understand their employees’ thoughts and feelings, while sharing advice, encouragement, and motivation This is the leadership culture at Adecco.

In addition, employee behaviour that aligns with the ideal model should be encouraged and promptly motivated by leaders to create motivation and drive for employees to work harder towards their career advancement

The managers at Adecco Vietnam should in company internal code of conduct policies into their human resources policy that aligns with the company's culture Before implementation, these policies should be thoroughly explained to the employees in a meeting, to ensure that everyone understands and does not feel forced to comply It is important not to abruptly introduce policies in a way that is perceived as authoritative, as this may make it difficult for employees to comply and for management to oversee.

Adecco Vietnam company should have a tendency to joint venture and collaborate with other companies Because in order to survive in a complex and diverse business environment, the company cannot maintain its company culture like a closed territory but must open up and develop cultural exchanges In addition, the need for social integration and interaction always exists in every individual Developing a culture of exchange will create conditions for businesses to learn and choose the good aspects of culture from other businesses in order to develop a strong cultural foundation for their own business, motivate and stimulate employees to work harder.

4.2.6 Changing to enhance and improve the quality of company culture to create motivation

The most mentioned solution for improving and enhancing the company culture quality nowadays is "boldly innovating, overcoming the fear of failure, accepting risks, and continuously improving and enhancing the quality of the working environment" However, how to improve and innovate, and what level of change is sufficient and appropriate, still depends on the current situation of Adecco Vietnam Therefore, the company's management team needs to carefully consider and come up with the most effective innovative solutions to always bring the best work performance results.

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