factors affecting employee motivation of a79 joint stock company

Motivation is not merely an individual driver; it serves as a vitalforce propelling both organizational strength and individual employee progress.In the face of significant global challe

INTRODUCTION

Research rationale

Nowadays, as competition intensifies and demands flexibility and innovation, the significance of employee motivation for the development and success of an organization cannot be denied Motivation is not only an individual drive but also a vital source of energy that propels both organizational strength and individual employee progress.

In the current social and economic landscape facing significant challenges such as the global pandemic's impact, the prolonged conflict between Russia and Ukraine, and persistent global inflation, motivation at work is not merely a psychological factor but also a force shaping and guiding employee behavior in the workplace.

Strong motivation not only helps employees overcome difficulties and challenges positively but also creates a positive, innovative, and energetic work environment Successful organizations often build a passionate workforce community where employees not only perform their tasks efficiently but also contribute innovative ideas, creating added value.

The importance of workplace motivation is not only a concern for employees but also a key point for management and organizational leadership Understanding the factors influencing motivation enables them to formulate appropriate human resource management policies and strategies, thereby promoting the sustainable development of the organization In this context, research on "Factors Affecting Employee Motivation" becomes crucial, promising profound insights into the structure and impact of motivation on organizational performance.

Starting from the beginning of 2023, facing market challenges and fluctuations, A79 JSC has encountered numerous difficulties in its business operations These challenges have directly impacted the company's financial situation, leading to cost-cutting measures and budget control This has significantly affected employee benefits and welfare policies, creating financial uncertainty for employees, and diminishing the overall value of the benefits package, impacting their quality of life and job satisfaction Consequently, there has been a considerable decline in employee motivation and commitment.

If this situation persists, it may result in employee resignations or inefficient work, diminishing the quality of work and affecting the company's competitiveness in the market This poses a significant challenge for company leadership to seek solutions and strategies to maintain and enhance employee motivation, a crucial factor in ensuring the stability and success of the organization during this challenging period Recognizing the urgency of the topic, I have chosen the research topic: "Factors Affecting Employee Motivation at A79 JSC" to conduct my study.

Research objectives

The objectives of the study are as follows:

- Synthesize relevant domestic and international research on employee motivation.

- Identify factors influencing employee motivation at A79 JSC

- Evaluate the impact of each factor on employee motivation at A79 JSC

- Propose solutions based on identified factors to enhance employee motivation at A79 JSC

Research questions

(1) What are the key findings from relevant domestic and international research on employee motivation?

(2) Which factors influence the employee motivation of employees at A79 JSC? (3) To what extent do these factors impact the employee motivation of employees?

(4) What recommendations should be made to the company management to create effective employee motivation for employees?

Research scope

Research object: Factors affecting employee motivation.

Scope of space: The study is conducted at A79 JSC in Ha Noi.

Scope of time: Primary data are collected within 1 week in November 2023.

Research methodology

Quantitative research was carried out by collecting data through a pre-prepared questionnaire administered via direct surveys.

Questions 1 through 8 of the survey were created to gather respondents' personal data using multiple-choice techniques.

The Likert scale will then be used in the study to question participants about their attitudes and plans regarding the brand They are asked to choose between

‘strongly agree’ and ‘strongly disagree’ on a scale of 1 to 5, depending on their response (Fisher, 2007, pp.195-196) The Likert scale is used from question 7 to question 35, with the intent of learning more about the respondents' behavior. The questionnaire will consist of 2 parts:

Part 1: Questions to collect general information from respondents such as Gender, Age, Position, Department, Job Title

Part 2: With 5-point scale questions, with a scale ranging from 1 (completely disagree) to 5 (completely agree), the questions will focus on factors affecting employee motivation at A79 JSC.

After collecting the data, the author filtered and removed unsatisfactory questionnaire coding and cleaned and processed data using SPSS software 20. The final step is to use the differential tools data in SPSS to produce research results

The collected data was analyzed quantitatively in order to determine how the main study variables relate The quantitative techniques were used to in the case of descriptive statistics.

The collected data will be processed using the statistical software SPSS The reliability of the measurement scale will be assessed through Cronbach's Alpha coefficient and exploratory factor analysis (EFA) The theoretical model will be tested using linear regression analysis to determine the extent of influence of the factors affecting the employee motivation of employees at A79 JSC.

Research structure

This study is divided into five main chapters:

This chapter includes the following contents: research rationale, research objectives, research questions, research scope, research methodology and research structure.

Chapter 2: Theoretical background about Employee motivation

Introducing the concept of employee motivation, some theories on employee motivation and previous research in the world and Vietnam on employee motivation.

Provide hypotheses and research models based on concepts, theories and previous studies on employee motivation.

This chapter presents research methods including Developing research processes and research design.

Presenting the sampling method, designing the scale for the questionnaire, and coding the scale to serve data processing.

Chapter 4: Overview of A79 JSC and analyzing factors affecting employee motivation at A79 JSC.

General introduction about A79 JSC and the current situation of the company Evaluate the reliability of the scale through Cronbach alpha coefficient, factor analysis for independent variables, multivariate regression analysis and testing the model's hypothesis.

LITERATURE REVIEW AND THEORETICAL FRAMEWORK

Definition of Motivation

According to Pinder (1998), employee motivation is defined as a set of forces originating from within or outside an individual that shapes, guides, and sustains behavior related to one's work Alternatively, as per Robbins (1993), employee motivation is the willingness to exert a high level of effort to achieve organizational goals based on satisfying individual needs Mitchell (1982) describes motivation as the psychological process that generates awareness, direction, and persistence in voluntary activities aimed at achieving goals.

Greenberg & Baron (2000) divide motivation into three main components The first part focuses on stimuli related to the hard or energy aspects behind individual actions People are driven by their interests in creating a positive impression, performing interesting tasks, and succeeding in their endeavors The second part refers to individuals making choices and directing their behaviors. The third part is related to maintenance behavior, clearly specifying how much time individuals need to sustain effort to achieve their goals.

Motivation at work can be seen as a complex internal state that cannot be directly observed but influences behavior Carr (2005) describes employee motivation as an intrinsic drive based on conscious and unconscious basic needs of an individual, leading them to work towards achieving goals Daft (2006) recognizes employee motivation not only as an internal force but also as an external one, suggesting that both contribute to persistent actions until the set goals are achieved.

In the views of Warr, Cook & Wall (1979), intrinsic motivation is about the individual's need for achievement, success, and satisfaction in their work. Employees are motivated to perform well to satisfy their own desires Deci (1975) suggests that employees want to work to understand their capabilities and have autonomy in their tasks When driven by intrinsic motivation, employees mainly complete their tasks because they find them interesting, are passionate about them, and are willing to accept challenges and setbacks to succeed.

On the other hand, according to Amabile (1993), extrinsic motivation is driven by external factors and resources to stimulate individual work efficiency These factors may include rewards, job feedback, supervisory activities, and promotions When driven by extrinsic motivation, employees may not be highly interested in specific tasks but complete them primarily to receive some reward or avoid negative consequences.

In conclusion, the concept of employee motivation can be understood as follows:

- Employee motivation refers to each individual's voluntary desire to strive to achieve personal and organizational goals.

- Employee motivation is expressed through the specific tasks each employee is performing and their attitude toward the organization This implies that there is no common employee motivation for all employees Each employee performing different tasks may have different motivations to work hard Employee motivation is closely related to the specific job, organization and working environment.

- Employee motivation does not completely depend on personal characteristics; it can change frequently depending on the target factors at work There are times when an employee may be highly motivated, but at other times, it may be absent.

- Employee motivation is voluntary in nature and depends on individual self- initiation When working voluntarily, employee can achieve their best work performance.

- Employee motivation is the source that leads to increased individual labor productivity, thereby improving the efficiency of business activities under unchanged external factors However, it is important to understand that not all employee motivation leads to increased individual productivity, as it depends on factors such as the employee's intelligence, qualifications, skills, etc as well as the tools and resources available to do the work In reality, unmotivated employees may still complete their tasks, but their commitment and enthusiasm for the business is negligible They cannot fully contribute their talents and intelligence to the business, and they are not loyal employees, valuable resources for the business To motivate employees, efforts must be made to create that motivation Therefore, creating employee motivation is the application of a system of policies, measures, and management methods that affect employees, making them motivated in their work, more satisfied with their jobs, and eager to contribute to the organization To create motivation for employees, it is necessary to understand why employees work to stimulate their employee motivation.Employee motivation does not naturally appear but is the simultaneous combination of subjective resources belonging to the individual and objective resources related to the living and working environment of the employee.

The nature of employee motivation

From the above perspectives on employee motivation, we see that employee motivation has the following nature:

Employee motivation is expressed through the specific tasks each employee is undertaking and in their attitudes toward the organization, which means there is no common employee motivation for all employees Each employee undertaking different jobs may have different motivations to work more actively Employee motivation is associated with a job, an organization, and a specific working environment.

Employee motivation does not completely depend on personal personality characteristics, it can change frequently depending on objective factors at work.

At this time an employee may be highly motivated to work, but at another time the motivation to work may not still be in them.

Voluntary employee motivation depends mainly on the employees themselves. Employees often proactively work enthusiastically when they do not feel any pressure or pressure at work When they work proactively and voluntarily, they can achieve the best productivity.

Employee motivation plays an important role in increasing work productivity when other input conditions remain unchanged Motivation to work is like an invisible force from within people that pushes them to work more enthusiastically However, employee motivation is only a source to increase work productivity, not a condition for increasing work productivity because this also depends on the qualifications and skills of the employee.

Theoretical framework of Motivation

Maslow (1943) proposed that man should have basic needs to fulfill in his life.

He assumes that there is a hierarchy of five types of needs within each person: Physiological needs include anger, desires and other bodily needs.

- Safety needs include safety and protection from mental and physical harm Social needs include feelings of love, dependence, acceptance and friendship.

- The need to be respected is internal factors such as self-esteem, freedom and performance, and external factors such as status, recognition, and concern

- The need for self-actualization is to be motivated to become who we want to be,including to mature, reach our potentials and fulfill our aspirations.

While no need can be entirely fulfilled, there will be no more motivation if a need is essentially satisfied Therefore, the next demand will eventually prevail when one of the above criteria is ultimately fulfilled.

Figure 2.1: The levels of Maslow hierarchy of needs

Figure 2.1 indicates that in an upward trend, the hierarchy levels switch So, if we want to inspire someone, according to Maslow (1943), we need to consider what level of decentralization the person is at and concentrate on meeting needs at that level or higher.

Herzberg (1959) divided into two groups of factors with motivational effects:

- The group of motivating factors are factors within the job that create satisfaction, including personal achievements, status, recognition, job itself, responsibility, promotion These are 5 basic needs of employees when participating in work The characteristic of this group is that if unsatisfied leads to dissatisfaction, if satisfied, it has a motivational effect.

- The group of maintenance factors are factors belonging to the working environment of the employees, including salary and bonuses, corporate management policies and regulations, personal relationships with individuals,quality of supervision, job stability, working conditions, life and work balance.When these factors are organized well, will have the effect of preventing the dissatisfaction with the work of employee.

According to this theory, the above two groups of factors can be combined into four combinations as follows:

 High satisfaction + High motivation: Ideal situation where the staff is very active and has few complaints.

 High satisfaction + Low motivation: Employee has few complaints, but no high motivation The jobs are seen as a salary.

 Low satisfaction + High motivation: Staff motivated but have a lot of complaints A situation where the job is interesting and challenging but the salary and working conditions are inadequate.

 Low satisfaction + Low motivation: This is the worst-case scenario where the employee is unmotivated and has many complaints.

Figure 2.2 Theory about two factors of Herzberg in motivation

Factors that Herzberg discovered that cause dissatisfaction but do not increase motivation are called maintenance factors Maintenance factors can reduce the work's efficiency but not increase it Similar to 26 lacks of maintenance can cause equipment failure but regular maintenance cannot increase its working efficiency These factors are:

+ Salary and bonuses: A surprising discovery by Herzberg is that wages in general are not motivating for employees, although late payment can make people dissatisfied with the viewpoint of the classical school There was a time when people felt that the predominant driving factor was pay " it is impossible to make one work harder than the other employees for a long time, unless they are promised a substantial and stable salary increase" it is impossible for a long time to make one work harder than the other employees, unless a substantial and stable increase in salary is promised This is a question which is not clear yet.Most people work for the purpose of making money, but we will not care about compensation when we are engaged in our work and enjoy it The case of volunteers is a vivid example, but salaries become particularly important when employee believe like they are underpaid or when the organization avoids paying wages But the results-based monetary rewards of the group are often very motivating In this case, money is used as a motivational tool.

+ Corporate governance policies and regulations: This means how the entire operations of the business are managed and organized For example, if the corporate policies contradict the individual and departmental intentions, it has negative consequences It is quite common for employees to object or get angry with certain policies or decisions made by a certain department within the organization Herzberg’s point of view is correct, the corporate policies and regulations can become a hindrance, but when employees are not affected by these, they will not bother to think about them.

+ Relationships between people and individuals: Herzberg claims that it can impair work when the relationships of team members deteriorate But it will not make any substantial difference because these relationships are beautiful In interactive relationships, we have researched the human needs of needing to be noticed by others How well these relationships impact motivation, however, is a matter of debate In certain cases, they have a beneficial impact on work performance when these relationships are successful.

+ Quality of Monitoring: At this point, several experts disagree with Herzberg. Leadership, especially for a team of employee, plays a very significant role in motivating work Employees do not waste a lot of time taking care of their managers, worrying about when they need to or when they are threatened by their employers We should consider the following when evaluating the forms of influence a leader can use:

 Power obtained by position is the type of power obtained through the position that that person assumed.

 Power due to your capacity is your influence on those around you due to your own ability, knowledge, or leadership skills.

 The power of personality is obtained by personality, trust, and admiration that people show you.

 Power from the ability to persuade is the influence emanating from you and the ability to use reason to conquer people.

We find that the first type of power is often ineffective and therefore should be used sparingly and prudently, while the latter if the manager knows how to use it properly If appropriate, it can still create a very positive impact on your employees.

- Job is stable: Not to think about keeping a job It can be said that most people sometimes do not feel driven to have a job, so if there is a danger of losing their job, they will be really sad.

- Working conditions: Herzberg has found that, as long as it is very pleasant, working conditions do not impact the efficiency of the team On the other hand, if the working conditions get worse, the job would be negatively affected It just makes the job a little harder when the working conditions are pretty good.

- Work-life balance: More and more employee are searching for a work-life balance nowadays It is therefore the responsibility of the manager to find ways to keep staff happy The employees are not robots All of them have their own lives, interests, friends and families, and most aim to find a balance between work and home Although corporations are unable to satisfy all their pressing requirements satisfactorily, administrators attempt to accept concessions in certain situations, such as allowing employee to prolong their lunch break or allowing salespeople to decide how long to fly, etc.

Herzberg believes that the group of motivating factors that bring "job satisfaction" are:

 Job characteristics: positive effects from work on each person for example, a job that can be fun, varied, creative, and challenging.

 Promotion: are opportunities for advancement and self-improvement in the business Growth opportunities also appear in everyday work if one has more decision-making power to implement initiatives.

 The meaning of personal achievements: the satisfaction of oneself when completing a task, solving a problem and seeing the results of one's efforts.

 Position: is the position of an individual in relation to others The

"symbol" of status like title is very important Perceptions of status downgrade can impair working morale.

 Acknowledgment: Acknowledgment of a job well done This can be individualized or judged by people.

 Responsibility: the degree of influence a person has on the job A person's level of control over a job can be partly affected by the authority and responsibilities that come with it.

McClelland (1985) produced the theory of needs with content focusing on the three needs: the need for achievement, the need for power, and the need for association.

- Achievement Needs: is the driving force of wanting to excel and succeed in relation to standards of striving for success People with high performance needs are drawn to the achievements of assigning personal responsibility, creating the challenge and desirable feedback.

- Power Needs: Basically includes two main categories: individual power and institutional power People who need personal power to direct others Those who need institutional power to rally the efforts of others to realize the organization's goals.

Related Empirical Studies

Tran Thi Tung (2018) provides a comprehensive overview of theoretical issues related to employee motivation, public servants, and statistical activities The author discusses previous studies and factors influencing employee motivation, proposing a research model The research process, study design, statistical data analysis techniques, and the anticipated regression equation are presented. Measurement and factor analysis reveal seven factors affecting the employee motivation of statistical industry employees in Ca Mau, including promotion opportunities, individual contributions, work environment, working conditions, work relationships, salary policies, and job characteristics The author suggests managerial implications based on these findings.

Nguyen Thi Hong Tuoi (2017) examines the implementation of incentive and reward activities at the Tax Department of District 7 Assessing results from previous years, the study identifies issues to enhance incentive and reward practices, positively impacting employee motivation The research integrates relevant theoretical concepts, inheriting and combining previous domestic and international studies to propose a suitable research model for the context of the Tax Department of District 7 The thesis suggests five components of incentive and reward activities: material rewards, development and promotion policies, job goals, recognition and commendation, and job-related challenges affecting employee motivation Using qualitative and quantitative research methods, the author refines measurement scales, collects primary data from employees, and secondary data from relevant agencies during the 2012-2016 period The study utilizes quantitative analysis tools to identify strengths and weaknesses, providing a basis for proposing solutions to improve employee motivation through incentive and reward factors.

Duong Thanh Nhan (2018) bases his study on the theoretical foundation of employee motivation, various research models related to employee motivation, and the current state of factors influencing the employee motivation of employees in the Department of Industry and Trade of Kien Giang province The assessment results of the eight influencing factors on employee motivation for the department's employees are as follows: "Job" received the highest satisfaction score of 4.4798, followed by "Training" with a score of 4.2665.

"Reward" ranked third with a satisfaction score of 4.2574, while "Social welfare" ranked fourth with a score of 4.2471 "Work relationships" received a satisfaction score of 4.2405, "Salary" scored 4.2151, "Working conditions" scored 4.1857, and "Promotion" had the lowest satisfaction score of 4.1526 All eight factors scored above 4, indicating high satisfaction and strong positive impact on the employee motivation of department employees The overall satisfaction score for

"Employee motivation" was 4.5267, and a large number of employees (67.6% to 89.71%) assessed the influencing factors as highly satisfactory In summary, these factors met the expectations of the employees in the Department of Industry and Trade of Kien Giang province.

Nguyen Chi Cuong (2017) emphasizes the crucial role of employee motivation in promoting positive and effective work, creativity, and unleashing the potential of each individual The success of a business in the market is closely tied to its workforce Creating employee motivation is, therefore, a pressing issue To establish an effective motivation system, both managers and their staff must make efforts The thesis contributes to this goal by first organizing general theories about creating employee motivation and applicable methods Factors influencing employee motivation at Vacopharm are identified from various research models at home and abroad Finally, the Kovach (1987) model of 10 motivational factors is selected, supplemented with the welfare policy factor, and tailored to the reality of the company Based on survey results, the author analyzes the current situation and evaluates employee motivation at Vacopharm, proposing solutions to enhance employee motivation at the company The research findings have positive implications for improving employee motivation among employees at Vacopharm Pharmaceuticals Joint Stock Company.

Lam Son Tung (2017) proposed six hypotheses regarding the relationship between six independent factors, all influencing employee motivation in the same direction for employees at Kien Giang Mechanical Joint Stock Company. The survey sample consisted of 200 employees currently working at the company Descriptive statistics of the survey sample indicated its representativeness for the overall workforce The reliability of the measurement scales was ensured Exploratory factor analysis eliminated two observed variables but retained the six independent factors as per the initial hypotheses. Regression analysis results revealed that four factors positively influence the employee motivation of employees in the company: working conditions, suitable job assignments, salary and benefits, and opportunities for advancement Among these, the factor of advancement opportunities exerted the strongest impact on employee motivation This provides a basis for company leadership to formulate policy implications aimed at enhancing employee motivation.

Nguyen Le Phuong Uyen (2017) constructed a linear regression model among income, internal communication, direct managers, training, colleagues, job, brand, welfare, and the independent variable of employee motivation Based on the collected results, the author compared them with existing research and ranked the factors by their degree of influence on employee motivation The current study identified eight factors influencing employee motivation in the following order: colleagues, training, welfare, job, direct management, internal communication, income, and company brand Notably, colleagues and training, job, and welfare were the most influential factors affecting employee motivation at Sotrans Company Income ranked seventh among the factors influencing employee motivation in this dataset Hence, the study emphasized that financial incentives are relatively short-term and not the most critical solution for motivation in this particular case (Darling, 1997) Therefore, businesses can effectively increase employee motivation and save costs by developing and improving non-material factors In comparison with previous studies on employee motivation in Vietnam, common factors include colleagues, training, welfare, job, direct management, income, and brand The present study at Sotrans also identified internal communication as a factor influencing employee motivation, reinforcing the perspective highlighted in qualitative research by experts.

Nguyen Manh Cuong (2017), based on the theory of motivating employees, analyzed the current state of employee motivation among employees at Viglacera Float Glass Company The thesis identified both positive aspects and existing challenges that the company needs to address Drawing on the gathered information and data, the thesis proposed solutions suitable for the current situation and the outlined objectives to enhance and improve employee motivation for employees The evaluation of the level of employee motivation for employees at Viglacera Float Glass Company was conducted through three main policies: (1) Welfare policies; (2) Working environment; (3) Recognition of individual contributions The quantitative research results, obtained through statistical analysis of the actual data collected, indicated an overall employee motivation score ranging from 3.12 to 3.25 on a 5-point scale However, the scores did not surpass the 3.30 threshold (considered satisfactory) Employees ranked the factors from high to low as follows: (1) Working environment, (2) Welfare policies, (3) Recognition of individual contributions.

Truong Thanh Hieu (2017) synthesized theoretical foundations on motivating employees, constructed a research model, and outlined methods to analyze the model The study assessed and evaluated the measurement scale of factors influencing employee motivation among employees at Ha Tien Cement Joint Stock Company The thesis recommended and proposed policy implications to enhance employee motivation for employees The research identified six factors influencing employee motivation at the company in the following order of significance: autonomy in work, training and development, brand and corporate culture, welfare, direct management, working conditions, and salary Based on these findings, the author provided recommendations to improve employee motivation for employees at Ha Tien Cement Joint Stock Company.

Nguyen Thi Hong Thao (2017) proposed solutions to enhance employee motivation for employees at District 10 People's Committee The research model consisted of 10 factors Qualitative research was employed to explore, adjust,and construct the measurement model of factors based on the opinions of leaders and employees at District 10 People's Committee Quantitative research, through direct survey questions to employees working at the committee with a sample size of n = 155, was conducted to validate the measurement model and theoretical framework The measurement model was validated through Cronbach's Alpha reliability analysis and Exploratory Factor Analysis (EFA). The theoretical model was tested through linear regression analysis, using SPSS

20 for data analysis The results of the measurement model validation indicated that all scales had acceptable reliability and validity, comprising 6 factors: Job Nature, Leadership, Rewards, Income and Benefits, Working Conditions, and Promotion Opportunities Based on the study's findings, the author provided suggestions to improve employee motivation for employees at District 10 People's Committee.

Truong Thi Ai Loan (2017) employed qualitative research methods to establish evaluation criteria, refine the influence measurement scale on employee motivation After identifying the factors influencing the employee motivation of business area employees in the Southern region, the author adjusted and formed the formal measurement scale through discussions with the participation of 20 business area employees in the Southern region at Viet Phu Company. Quantitative methods included testing the reliability of the scales using Cronbach's Alpha and conducting Exploratory Factor Analysis (EFA) to identify factors affecting the employee motivation of employees Subsequently, the author used synthesis-analysis methods to draw preliminary conclusions for the study Finally, in-depth interviews were conducted with business area employees in the Southern region working at Viet Phu Company and direct managers of the Southern region at the company Based on the research results, the author proposed solutions to enhance employee motivation for business area employees in the Southern region at Viet Phu Company.

Table 2.1 Summary of Empirical Studie

Author Factors affecting work motivation Method Result

Opportunities for advancement Linear regression

Skillful and delicate disciplinary handling No influence

(3) Recognition of the individual's contribution Rating 3

Successful reward and recognition policy +

Nature of work Descriptive statistics

Source: Synthetic by the author

Conceptual Framework

When conducting qualitative research and reviewing previous studies on the same topic, the author observed that various factors influencing motivation were included in the research model These factors encompassed aspects such as the nature of the work, working conditions, salary and benefit policies, recognition and reward policies, relationships with coemployee, company culture, and more. However, upon summarizing these factors, eliminating overlapping elements, and considering the essence along with real-life experiences at A79 JSC, the factors influencing employee motivation can be categorized into five main groups: Income, Job Nature, Training and Development Opportunities, Leadership, and Colleagues.

Based on the theoretical foundation, background research, and the synthesis of other studies addressing the same topic, as well as the author's own findings, the proposed research model for factors influencing employee motivation at A79 JSC is outlined as follows:

Independent variables: (1) Work itself, (2) Development and Training Policies,(3) Salary and Benefits, (4) Working Conditions, (5) Colleagues, (6) Leadership

Hypothesis

Development and promotion involve moving from a lower position to a higher one or taking on a more significant role within an organization Drawing on Frederick Herzberg's theoretical research, development and promotion policies encompass variables such as having ample promotion opportunities, fair company promotion policies, abundant developmental opportunities, and receiving skills training Nguyen Thi Hong Tuoi (2017) indicates that development and promotion policies positively influence the employee motivation of employees at the Tax Department of District 7 Based on this foundation, the following hypotheses are proposed:

Hypothesis H1: Work itself positively influences the employee motivation at A79 JSC.

Hypothesis H2: Development and training policies positively influence the employee motivation at A79 JSC.

Research by Nguyen Thi Hong Tuoi (2017) also reveals that salary and benefits, as well as working conditions, positively impact employee motivation at the Mechanical Engineering Joint Stock Company of Kien Giang Building on these findings, the following hypotheses are proposed:

Hypothesis H3: Salary and benefits positively influence the employee motivation at A79 JSC.

Hypothesis H4: Working conditions positively influence the employee motivation at A79 JSC.

Colleagues are individuals working for the same company, possibly in the same department They collaborate to address common organizational goals, sharing emotions, knowledge, and daily work-related benefits Colleagues are a factor influencing job satisfaction, acting as close friends, assisting employees, fostering motivation, improving communication, and enhancing labor productivity A friendly colleague helps employees feel strongly attached to the company, making them excited to come to work every day.

Leadership is one of the most important concepts in organizational science and human resources It involves a social influence process in which leaders seek voluntary participation from subordinates to achieve organizational goals. Leadership influences and guides the behavior of individuals or groups towards the organization's objectives Leaders consider the needs of employees, strive to build team spirit, help employees solve problems, and provide psychological support Leaders are individuals with the ability to influence, stimulate, and encourage others to contribute to the effective and successful activities of their organization Additionally, leaders must protect employees when necessary and possess professional competence.

Research by Nguyen Chi Cuong (2017) indicates that colleague bonding and leadership support positively influence the employee motivation of employees at Vacopharm Pharmaceutical Joint Stock Company Based on these results, the following hypotheses are proposed:

Hypothesis H5: Colleagues positively influence the employee motivation at A79 JSC.

Hypothesis H6: Leadership positively influences the employee motivation at A79JSC.

RESEARCH METHODOLOGY

Research process

Source: Author, 2023 Research process includes these following steps:

This step involves researching in the literature body (desk research) about definitions of factors that affect employee motivation in research company in particular The information collected is synthesized into the topic literature review

The second step is about collecting information about the company (A79 JSC)

Research and construct the questionnaire to assess employee motivation at A79

JSC The factors used to examine employee motivation are built from the literature review and the secondary data collection

Step 4: Analyze and evaluate the impacts of each element.

The primary data used to analyze impacts is the results from the survey process. The data-analytic applications used in this research is SPSS 22 After finishing the analysis, the author will interpret the results and give evaluations of the different variables.

Based on the data and analysis results, the paper will give recommendations forA79 JSC in particular Specific suggestions for top management and employees will also be made.

Data collection

Secondary data are the research work, academic books and definitions related to employee motivation, its determinants, and researching services found on the Internet The works can be published on international or domestic journal.

The English materials include relevant newspaper article, journal articles, reports and book sections collected via Google search engine, Google Scholar and online library sources provided by the National Economics University

Primary data were collected using the quantitative methods.

Source: Author, 2023 Figure shows the process of quantitative research of the topic After collecting data, the theoretical model of the influence of factors on employee motivation is built

Besides, based on the literature review and the data collected, the author summarized the observed variables from previous research and made a questionnaire This questionnaire is used to survey employees at A79 JSC The questionnaire consists of 27 observed variables of the independent The question types include multiple choice questions and Likert scale (1-Strongly disagree, 5-Strongly agree) The subjects of the study are employees working at A79 JSC Information collected from the survey is analyzed and processed by statistical software SPSS 22.0 through quantitative analysis steps such as exploratory factor analysis (EFA), testing reliability of the scale (Cronbach’s Alpha), multiple regression analysis and research hypothesis testing, descriptive statistics of the independent and dependent variables.

Employees and managers who currently or recently have worked at A79 JSC.

The author chose the Likert scale to assess the research This is a type of measurement scale regarding the degree of agreement or disagreement with the proposed items, presented in the form of a table The table typically consists of two parts: a section stating the content and a section providing evaluations for each content With this scale, respondents must indicate a choice based on the predetermined options presented in the table The author utilized a Likert 5-point scale, including 5 levels: Strongly Disagree, Disagree, Neutral, Agree, and Strongly Agree The questions and variable names are presented according to the official survey table in the Appendix.

The measurement scale of “Work itself” is based on the scale developed by Hossain I & Hossain II (2012) and comprises 4 observed variables:

Table 3.1 The measurement scale of “Work itself.”

WI1 The job suits my personality

WI2 The job suits my abilities

WI3 I find joy in performing my work

WI4 The workload I have to handle each day is suitable

The measurement scale of “Development and Training Policies” is based on the scale developed by Olcer (2005), Nguyen Thi Hong Tuoi (2017) and comprises 3 observed variables:

Table 3.2 The measurement scale of “Development and Training Policies”

DT1 The company always provides opportunities for me to improve my professional skills

Olcer (2005), Nguyen Thi Hong Tuoi (2017) DT2 The training results have helped me enhance my work efficiency

DT3 The company consistently offers advancement opportunities for competent employees

The measurement scale of “Salary and Benefits” is based on the scale developed by Brooks (2007), and Kukanja (2012)z and comprises 5 observed variables:

Table 3.3 The measurement scale of “Salary and Benefits”

SB1 Income commensurate with work performance

SB2 Income meets the basic living needs

SB3 The salary is equivalent to the salary of companies in the same industry in the area

SB4 The allowances are reasonable

SB5 The company's support services are effective

The measurement scale of “Colleagues” is based on the scale developed by Hossain I & Hossain II (2012) and comprises 4 observed variables:

Table 3.4 The measurement scale of “Colleagues”

C1 Colleagues are ready to support me when needed

C3 Colleagues are dedicated to their work

C4 Colleagues collaborate well in teamwork

The measurement scale of “Leadership” is based on the scale developed by Brooks (2007) and comprises 4 observed variables:

Table 3.5 The measurement scale of “Leadership”

L1 Superiors provide feedback to help me improve my work performance

Brooks (2007) L2 I easily discuss work with my superiors

L3 I receive support from superiors regarding personal matters

L4 Superiors exhibit a fair attitude towards all employees

The measurement scale of “Working Conditions” is based on the scale developed by Olcer (2005), Lam Son Tung (2017) and comprises 3 observed variables:

Table 3.6 The measurement scale of “Working Conditions”

WC1 The working environment at the company is good Olcer (2005), Lam Son

Tung (2017) WC2 The workplace provides safety and comfort

WC3 I am equipped with adequate tools for the job

The measurement scale of “Employee motivation” is based on the scale developed by Brooks (2007), Lam Son Tung (2017) and comprises 4 observed variables:

Table 3.7 The measurement scale of “Employee motivation”

M1 I voluntarily improve my skills to perform better at work

M2 I often feel enthusiastic when I work

M3 I usually perform tasks with my best effort

In general, the company's incentive policy always motivates me to complete my work well

The author conducted a survey of all 145 A79 JSC employees The study distributed 145 survey questionnaires, resulting in 135 valid responses and 10 invalid responses, making the primary study sample size 135 (valid response rate: 135/145 = 93.10%).

The software SPSS 22.0 is used to process the data collected from survey forms b) Analysis Technique

- Information is gathered, cleaned, encoded, inputted, and then analyzed using SPSS 22.0 software Following collection, the survey data is subjected to quantitative analysis, mostly utilizing the following techniques:

- Investigative factor analysis EFA: Identify dimensions and ascertain the relationship between the variables (set of variables has a high correlation with each other).

- Verify the accuracy of the data Check the validity and analytical value of data samples using Cronbach's alpha.

- Determine the extent to which each component has an influence on employee motivation using multiple regression analysis.

- Use one-way variance analysis to compare groups of moderators variables ANOVA

- Descriptive statistics: Calculate how different variables affect employee motivation In the meanwhile, qualitative analysis employs synthesis, comparison, and analysis techniques to generate comments and conclusions on the study topic Analysis tools: Software SPSS 22.0 is used to process the data in the questionnaire collected from employee surveys, combined with some reputable online search tools in the world.

OVERVIEW OF A79 JSC AND CURRENT SITUATION OF

Introduction of A79 JSC

A79 Joint Stock Company (A79) is a member of Alphanam Group, operating in various fields, including architectural design consultancy, urban planning, interior design, and technical infrastructure.

A79 has a team of experts, including more than 100 architects and engineers, with 10 to 15 years of specialized experience in design consultancy and project development The company has been actively involved in the design of upscale hotel and apartment projects, collaborating with internationally renowned brands such as Sheraton, Marriott, and Holiday Inn, among others.

With extensive experience in hotel design, A79 has partnered with leading global design consultancy firms like Marriott and IHG, as well as top equipment suppliers and construction companies in Vietnam.

∙ Civil and industrial structural design

∙ Electrical system design for civil structures

∙ Ventilation and air conditioning system design for construction projects

∙ Water supply and drainage system design for construction projects

Table 4.1 Detailed information of A79 JSC

Company name A79 Joint Stock Company

Address 1st Floor, Building No 96 Dinh Cong, Phuong Liet

Ward, Thanh Xuan District, Hanoi Phone number (+84-24) 35578420

Source: A79 JSC 4.1.2 Current Situation of A79 JSC

Since the beginning of 2023, Company A79 JSC has been grappling with numerous challenges arising from an unstable financial situation The pressures of the market and economic fluctuations have led to a myriad of difficulties in the company's business operations.

Firstly, the issue of delayed salary payments has become a significant concern. This has created an atmosphere of uncertainty, directly impacting the commitment and motivation of employees Consequently, staff members are experiencing heightened stress levels, diminishing overall productivity, and an increased likelihood of resignations The leadership is concurrently confronted with the challenge of managing human resources and maintaining organizational stability.

Secondly, the nature of work is adversely affected by a shortage of personnel and frequent changes within the workforce This circumstance intensifies the workload pressure on employees As a result, the quality of work has declined, projects are prolonged, and employees must cope with undue work-related stress. The stability within operational processes is also compromised.

Moreover, the work environment has suffered due to insufficient financial resources to meet the demands for necessary equipment Employees find themselves struggling to carry out their daily tasks, leading to decreased job satisfaction and performance The discomfort within the workspace contributes to an overall reduction in productivity.

Additionally, the issue of delayed salary payments creates financial and psychological instability among the workforce Employees may experience anxiety, reduced focus, and decreased work performance The lack of care and support from the company further diminishes overall job satisfaction.

Lastly, the constant changes within the workforce and the risk of losing high- quality personnel have created an unstable work environment Employees are grappling with heightened concerns, diminishing collective motivation, and teamwork spirit This directly impacts performance and organizational stability.

In conclusion, the financial instability of A79 JSC has given rise to a plethora of negative consequences, posing threats to organizational stability and performance across various critical facets.

Descriptive Statistic of Respondents

The author conducted a survey in the form of distributing questionnaires through the Internet via Google Form to collect answers within 1 week, the results of the number of answers collected were 145 answers, of which there were 10 invalid responses due to lack of information and lack of honesty, the remaining 145 responses obtained all necessary information, clearly expressing the views and opinions of the respondents on the topic to be researched assist Thus, the number of samples for the author to enter into the study is 135 samples, reaching the rate of 93.10% of the answers obtained, the sampling conditions allowed are guaranteed The sample included in the official analysis has the following structure:

Gender: There were 90 men and 45 women participating in the interview, the number of men accounted for 66.67% and women accounted for 33.33%.

Age: the largest number is between the ages of 25 and under 35 years old, with

79 people accounting for 58.52% Next is the number of people aged from 35 to under 45 years old, with 33 people accounting for 24.44%; Ages from 18 to under 25 years old, 14 people are accounting for 10.37% The remaining group is over 45 years old, with 9 people accounting for 6.67% Thus, the majority of employees in the Company belong to the middle age group.

Salary: Employees with an average salary from 20 to under 30 million VND constitute 40% of the workforce Those with salaries from 15 to under 20 millionVND make up 30.37% Individuals earning above 30 million VND account for26.3% Employees with salaries below 9 million VND represent 8.15% The remaining percentage is attributed to those with salaries from 9 to under 15 million VND, comprising 5.18% of the total workforce.

Working seniority: most are over 1 year with 96 people accounting for 71.11%, the lowest is less than 3 months with 15 people accounting for 11.11%.

Table 4.2 The survey respondent characteristics

Criteria Number of employees Percentage

From 9 to under 15 million VND 7 5.18%

From 15 to under 20 million VND 41 30.37%

From 20 to under 30 million VND 54 40.00%

Source: The author’s survey 4.2.2 Motivating factors

Observed variables are measured using a Likert scale consisting of 5 levels.Thereby, survey respondents can express their views in a specific way to each level degrees: (1) “Strongly disagree”; (2) “Disagree”; (3) “Neither agree nor disagree”; (4) “Agree”; (5) “Strongly agree” The author has summarized the characteristics of the observed variables in the table down here The author uses the descriptive statistics method to measure the Employee Motivation of A79

JSC With the Likert scale on 5 points, the value of the data equals to (Maximum–Minimum)/n= (5 - 1)/5=0.8 The meaning of number are understanding as the following:

2.61 – 3.40 Not agree either disagree (Normal)

Table 4.3 Descriptive statistics of Work Itself

WI1 The job suits my personality 2.92 0.970 135

WI2 The job suits my abilities 2.93 0.825 135

WI3 I find joy in performing my work 3.11 0.870 135

WI4 The workload I have to handle each day is suitable

The descriptive statistics results for the "Work Itself" evaluation scale presented in Table 4.3 indicate that employees rate the observed variables at an average and comparable level, ranging from 2.88 to 3.28 on a 5-point Likert scale It indicates that, employees at A79 JSC generally perceive their roles as aligning well with their personality and abilities, with mean values of 2.92 for "The job suits my personality" (WI1) and 2.93 for "The job suits my abilities" (WI2) The reported joy in performing their work is positive, with a mean of 3.11 for "I find joy in performing my work" (WI3) However, sustained efforts are necessary to enhance overall job satisfaction The workload, on average, is considered suitable, with a mean of 3.05 for "The workload I have to handle each day is suitable" (WI4), but ongoing monitoring is essential to maintain this balance

Table 4.4 Descriptive Statistics of Development and Training Policies

DT1 The company always provides opportunities for me to improve my professional skills

DT2 The training results have helped me enhance my work efficiency

DT3 The company consistently offers advancement opportunities for competent employees

The table 4.4 presents descriptive statistics summarizing employees' evaluations of Development and Training Policies at A79 JSC Among the evaluated criteria,the feedback suggests a need for improvement in providing opportunities for professional skill enhancement, with a mean of 2.75 for "The company always provides opportunities for me to improve my professional skills" (DT1) Training results and consistent advancement opportunities also score relatively lower on the satisfaction scale with a mean of 2.80 for DT2 and 2.83 for DT3, indicating the necessity to revamp these aspects for better employee development.

Table 4.5 Descriptive Statistics of Salary and Benefits

SB1 Income commensurate with work performance

SB2 Income meets the basic living needs 3.37 0.952 135

SB3 The salary is equivalent to the salary of companies in the same industry in the area

SB4 The allowances are reasonable 3.47 0.945 135

SB5 The company's support services are effective

The observed variables in the Salary and Benefits scale were also rated relatively high and equally by employees, ranging from 3.35 to 3.47 on a 5-point Likert scale However, there is a call to explore additional support areas to optimize overall employee benefits Consideration for improving other support elements, such as welfare programs, could potentially elevate the perceived value.

Table 4.6 Descriptive Statistics of Colleagues

C1 Colleagues are ready to support me when needed

C3 Colleagues are dedicated to their work 3.05 1.010 13

5 C4 Colleagues collaborate well in teamwork 3.06 0.998 13

The descriptive statistics results for the 'Colleague' evaluation scale presented in Table 4.6 indicate that employees rate the observed variables at an average level (ranging from 3.05 to 3.14 on a 5-point Likert scale), with the variable 'Colleagues are dedicated to their work' receiving the lowest rating The dedication and commitment of colleagues are often crucial in fostering a positive and supportive work environment If the ratings are low, it may be necessary to consider improving communication and collaboration within the work group. This could also reflect on leadership and team management If there are issues with colleagues' commitment levels, it may be worth examining how team management and leadership impact the team's morale.

Table 4.7 Descriptive Statistics of Leadership

L1 Superiors provide feedback to help me improve my work performance

L2 I easily discuss work with my superiors 3.30 1.044 13

L3 I receive support from superiors regarding personal matters

L4 Superiors exhibit a fair attitude towards all employees

Table reveals that the criteria for Leadership are viewed positively in terms of providing feedback, supporting personal matters, and exhibiting fairness, with mean values ranging from 3.13 to 3.30 on a 5-point Likert scale However,continuous monitoring is crucial to sustain these favorable perceptions.

Table 4.8 Descriptive Statistics of Working Conditions

WC1 The working environment at the company is good

WC2 The workplace provides safety and comfort

WC3 I am equipped with adequate tools for the job

The descriptive statistical results of the performance evaluation scale presented in Table 4.8 indicate that employees rate the observed variables at a moderate level (ranging from 3.14 to 3.30 on a 5-point Likert scale) Among these variables, the statement "I am equipped with adequate tools for the job" received the lowest rating This suggests that the company needs to promptly implement additional measures to provide necessary equipment for its employees.

Table 4.9 Descriptive Statistics of Employee Motivation

M1 I voluntarily improve my skills to perform better at work

M2 I often feel enthusiastic when I work 3.04 0.901 13

M3 I usually perform tasks with my best effort

M4 In general, the company's incentive policy always motivates me to complete my work well

The observed variables related to the factor of employee motivation have average values ranging from 3.01 to 3.13 This indicates that the employee motivation of employees at A79 JSC is at an acceptable level.

Research results and analysis

This realibility test allow discarding unsuitable items or variables In order for the variable to be accepted, the item needs to have a Corrected Itm-Total Correlation of greater than 0.3 and Cronbach’s Alpha greater than 0.6 in order for it to be reliable and the analysis can continue (Nunnally & Bernstein, 1994).

Table 4.10 Results of reliability test

Observed items Corrected Item-Total

Cronbach’s alpha if item is deleted

Development and Training Policies: Cronbach's Alpha = 0.909

Salary and Benefits: Cronbach's Alpha = 0.934

The table indicates that the Cronbach’s Alpha of all measurement scale is accepted (with the number > 0.6) All observed items have a Cronbach’s Alpha that is greater than 0.6 and a Corrected Item-Total Correlation that is greater than 0.3 Hence, all 44 items will be able to move on to Exploratory Factor Analysis.

In order to categorize the factors as well as to create a foundation forConfirmatory Factor Analysis (CFA), the study conducted Exploratory FactorAnalysis for 27 observed items The EFA will be conducted using the Principal axis factoring with Promax rotation.

First of all, testing KMO and Bartlett, as stated above, the KMO has to be equal to or greater than 0.5 and the sig 0.05 in order for the sampling adequacy to be accepted Secondly, the sums of squared loadings have to be at least 50% in order to be acceptable.

Table 4.11 KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy 0.909

Bartlett's Test of Sphericity Approx Chi-Square 2408.102 df 253

The KMO and Bartlett’s Test shows KMO = 0.909 (>0.5) with the sig = 0.000. This means that the data set is suitable for factor analysis The EFA results indicated 6 factors extracted with the total Eigenvalues = 1.044 about total sums of squared = 79.739% This number meets the requirement level of 50% (See Total Variance Explained in Appendix 3)

The Pattern Matrix shows that the items from 6 variables were clearly grouped and there is no repetition between the components The rotated matrix, hence,also meet the theoretical requirement Since after data testing, all proposed observed items or variables are accepted, the research framework would remain unchanged

Extraction method: Principal Axis Factoring

Rotation method: Promax with Kaiser Normalization

After the above analysis, the research team conducts a correlation analysis between the variables in the model to determine the groups of factors that impact Employee Motivation in the regression analysis The results of the correlation analysis of the variables in the model are summarized in the table below.

These coefficients all have sig = 0.000, which means that the correlation results are statistically significant In general, the correlation coefficients (r) all have r >

0, and the correlation between the independent variables ranges from 0.369 to 0.768, showing that these variables are moderately to strongly positively correlated with each other The dependent variable “Employee Motivation” also has a significant positive correlation with the independent variables, especially the variables “Work Itself” and “Development and Training Policies” The above groups of factors are all correlated with intention to use and are suitable for inclusion in the regression model

4.3.4 Linear Regression Analysis Results and Hypotheses Testing

Std Error of the Estimate

Regression analysis will be performed with 6 independent variables: Work itself,Development and Training Policies, Salary and Benefits, Working Conditions,Colleagues, and Leadership, and 1 dependent variable, employee motivation The value of each factor used to run regression is the average value of the observed variables belonging to that factor Analysis was performed using the Enter method The regression results show that the variables Work itself, Development and Training Policies, Salary and Benefits, Working Conditions, Colleagues,Leadership are all correlated with the employee motivation variable with a significance level of 5% and adjusted R2 = 0.795, or in other words, In other words, about 79.5% of the variation in the dependent variable of employee motivation is explained by 6 independent variables: Work itself, Development and Training Policies, Salary and Benefits, Working Conditions, Colleagues,Leadership.

Looking at Table 4.15, we observe that the variable 'Working Conditions' has a significance level of 0.051, which is greater than 0.05, with a standardized beta coefficient of 0.106 Therefore, this variable is not statistically significant, and it is consequently excluded from the model This implies that the 'Working Conditions' factor does not have a statistically significant linear relationship with employees' employee motivation in this study On the other hand, the remaining five variables, namely 'Work itself' (0.000), 'Development and Training Policies' (0.000), 'Salary and Benefits' (0.000), 'Colleagues' (0.016), and 'Leadership' (0.012), all have significance levels smaller than 0.05, with standardized beta coefficients ranging from 0.330 to 0.119.

The regression model retains these five variables, and the adjusted R-squared value for the model is 0.790, indicating that the model explains 79% of the variation in employee motivation Additionally, the very small p-value for the F- statistic (Sig = 0.000) suggests that we can safely reject the null hypothesis that all regression coefficients are equal to zero Therefore, at a 95% confidence level, we conclude that the linear regression model is appropriate for the overall population (see Appendix for details).

In this study, the VIF index of all 6 independent variables in the model is less than 2 and the Tolerance index is greater than 0.4 This shows that the variables in the research model of the group do not have multicollinearity

In total, the analysis results show that there are 5 factors affecting Employee Motivation of A79 JSC according to the decreasing degree of the following:

The regression results indicate that the independent variables Work itself, Development and Training Policies, Salary and Benefits, Colleagues, and Leadership all have p-values less than 0.05, signifying significance at a 95% confidence level Therefore, at a 95% confidence level, these independent variables significantly influence the dependent variable (employee motivation), with respective coefficients of 0.362, 0.267, 0.254, 0.144, and 0.123 All coefficients are positive, indicating that these variables have a positive impact on employee motivation.

The importance of the variables Work itself, Development and Training Policies, Salary and Benefits, Colleagues, and Leadership is determined based on the Beta coefficients The larger the absolute value of the Beta coefficient for a factor, the more significant its influence on employee motivation within the company. Consequently, the most influential factor on employee motivation is Work itself (Beta = 0.362), followed by Development and Training Policies (0.267), Salary and Benefits (0.254), Colleagues (0.144), and Leadership (0.123).

In summary, based on the regression results, only five factors significantly influence employee motivation at A79 JSC: Work itself, Development and Training Policies, Salary and Benefits, Colleagues, and Leadership Among these, Work itself has the most substantial impact on employee motivation (having the largest Beta coefficient), followed by Development and Training Policies, Salary and Benefits, Colleagues, and Leadership.

Summary of findings

This chapter encompasses several key components:

The reliability of the measurement scale is evaluated using the Cronbach's alpha coefficient Factor Analysis for Independent Variables: Factor analysis is conducted for six factors derived from 27 observed variables These factors include Work itself, Development and Training Policies, Salary and Benefits, Working Conditions, Colleagues, and Leadership.

The multivariate regression analysis is performed to test the hypotheses of the model The results indicate that five factors significantly influence employee motivation: Work itself, Development and Training Policies, Salary and Benefits, Colleagues, and Leadership Among these, Work itself is identified as the most influential factor.

Compared to previous studies on the influence of factors on employee motivation The research results of the project are also consistent with the above studies: Nguyen Thi Hong Tuoi (2017), Nguyen Chi Cuong (2017), and Lam Son Tung (2017).

“Development and Training Policies” affect employee motivation in the same direction, this research result is consistent with the research of Nguyen Thi Hong Tuoi (2017).

“Salary and Benefits” and “Work itself” positively affect employee motivation, the research results are consistent with the research of Lam Son Tung (2017). “Colleagues” and “Leadership” affect employee motivation in the same direction, the research results are similar to the research of Nguyen Chi Cuong (2017).

The research results chapter has analyzed employee motivation through evaluating factors and surveys In general, an analysis of five factors Work itself,

Development and Training Policies, Salary and Benefits, Colleagues, and Leadership, shows some effectiveness of human resources management strategies to improve employee motivation during a period when the company was facing economic difficulties.

In terms of “Work Itself”, employees generally find their roles aligning well with their personality and abilities, fostering a positive work environment.

In the realm of “Salary and Benefits”, the company has achieved high satisfaction levels, with employees perceiving their income and benefits as substantial commitments from the company.

Colleague relations are a significant strength, with colleagues being readily supportive and reliable, forming a solid foundation for effective teamwork.

Leadership within the organization has earned positive feedback for providing feedback, personal support, and exhibiting fairness, indicating successful management practices.

While there are areas identified for improvement, A79 JSC has achieved notable success in cultivating a positive work culture and addressing key aspects of employee satisfaction and performance These achievements serve as a strong foundation for the company's ongoing development and commitment to a positive working environment.

While A79 JSC has achieved several commendable aspects, there are some shortcomings:

In the realm of “Development and Training Policies”, the company falls short in providing ample opportunities for employee development This could be attributed to limited resources or a lack of a clear strategy to meet the evolving developmental needs of the workforce.

Despite high ratings in “Salary and Benefits”, there is still a very worrying problem: delayed salary payments This problem could stem from financial instability within the company, poor cash flow management, or inadequate financial planning Economic challenges and market fluctuations may also contribute to this issue.

The perceived weakness in “Advancement Opportunities” may stem from unclear promotion plans or heightened competition for leadership positions.These shortcomings highlight the importance of updating and adjusting human resources and financial management strategies to optimally meet the needs and desires of the workforce Addressing these areas of improvement will contribute to fostering a more robust and satisfying work environment for A79 JSC.

RECOMMENDATIONS FOR IMPROVING EMPLOYEE

Improve employee awareness of work itself factors

Significant challenges arising from a shortage of manpower and constant changes in the workforce have led to a situation of high and accumulating workloads, placing substantial pressure on employees and impacting the quality of work. The primary challenge intensifying stress within the organization is the work pressure leading to a decline in employee motivation and performance. Temporary measures such as overtime and accepting large workloads have created a stressful and unstable work environment.

To address this issue, A79 JSC can implement a series of solutions Firstly, optimizing work processes to reduce time and effort required can help alleviate pressure and enhance efficiency Secondly, prioritizing tasks through effective task management can enable employees to focus on the most important work, reducing pressure from less critical tasks Conducting regular performance evaluations is also a way to monitor progress and identify areas for improvement. Furthermore, investing in training and developing capabilities helps employees cope better with diverse workloads Utilizing technology and automation to reduce repetitive tasks can alleviate pressure on employees Finally, building a flexible team capable of adapting quickly to workforce changes helps maintain stability and flexibility in the work environment.

By implementing these solutions, A79 JSC can create a more positive and efficient work environment, reducing pressure and improving the quality of work for employees.

Improve the company's salary and benefit policies

To enhance the "Salary and Benefits" aspect and address the issue of delayed salary payments, A79 JSC can implement specific solutions:

Firstly, optimizing financial management is crucial Establishing an effective financial management strategy ensures the company's financial stability and the timely disbursement of salaries.

Conducting a thorough market salary evaluation is paramount Regular market salary assessments ensure that the company offers competitive and attractive salaries, reflecting the true value and contribution of employees.

Developing flexible welfare policies is another key step Creating flexible benefit policies, including special support packages, optimizes comprehensive benefits for employees, contributing to their overall well-being.

Enhancing internal communication about financial matters is pivotal Improving internal communication regarding the company's financial status helps employees better understand the reasons behind delays and expected timelines for salary payments.

Creating opportunities for salary increases and promotions is essential. Establishing a fair and transparent performance evaluation system provides avenues for salary hikes and career advancements based on individual contributions and skills.

By implementing these solutions, A79 JSC can improve transparency, fairness,and attractiveness in its salary and benefits policies, ultimately boosting employee trust and satisfaction.

Improvement regarding development and training policies

To address the shortcomings in the "Development and Training Policies" aspect, A79 JSC can implement specific solutions:

Firstly, the company should establish a clear and detailed training strategy aligned with its overall strategic objectives and the individual development needs of employees This ensures that training programs directly contribute to the company's goals while catering to the diverse skill sets and aspirations of the workforce.

Secondly, diversifying training courses is crucial Offering a variety of training programs, ranging from foundational courses to advanced skill-building sessions, ensures that employees can choose programs that align with their career paths and skill development objectives.

Moreover, creating practical opportunities is essential By organizing real-world projects and tasks, employees can apply the knowledge gained from training programs directly to their daily work, reinforcing the practical relevance of the training.

Financial support for training is pivotal Providing sufficient financial resources to support training programs, including covering training fees and associated costs, demonstrates the company's commitment to employee development.

Implementing a robust system for continuous evaluation and innovation is another key step Regular performance evaluations and feedback collection allow the company to continually enhance the quality and effectiveness of its training programs.

Encouraging a self-directed learning mindset is equally important Promoting self-learning through the provision of information, study materials, and online learning tools empowers employees to take initiative in their own development.

By adopting these measures, A79 JSC can elevate the quality and impact of its training policies, facilitating employeekill development and overall professional growth.

Improvement regarding colleagues

To enhance the "Colleagues" factor and address the issue of declining motivation due to employee resignations, A79 JSC can implement specific solutions:

Firstly, fostering a Positive Work Culture is crucial Organizing team-building activities, social events, and networking programs can strengthen team cohesion and create a positive atmosphere, promoting a sense of unity among colleagues. Implementing Reward and Recognition Policies is equally important. Establishing policies that acknowledge individual and team achievements through incentives and praise can boost morale and provide motivation for employees to contribute actively.

Enhancing Internal Communication is pivotal Expanding internal communication channels creates opportunities for interaction and idea-sharing, ensuring that employees feel heard and understood.

Developing a Mentorship Program is beneficial Launching a mentorship program allows new employees to have guidance, facilitating meetings and experience-sharing between different generations of staff.

Conducting Employee Opinion Surveys regularly is essential Organizing surveys helps assess satisfaction levels, identify issues, and gather solutions from the employee community.

Implementing Team Training Programs is valuable Hosting group training sessions reinforces teamwork skills, strengthens understanding, and promotes positive interaction among colleagues.

By adopting these solutions, A79 JSC can cultivate a positive work environment,strengthen camaraderie among colleagues, reduce the risk of employee disengagement, and enhance overall performance.

Improvement regarding supervisors and supervisor relationship

To enhance the "Leadership" factor, A79 JSC can implement specific solutions:

Firstly, the company should invest in “Leadership Training Programs”. Organizing training sessions and workshops focused on improving managerial, leadership, and communication skills will empower leaders to navigate challenges effectively.

Secondly, fostering “Feedback and Personal Support” is crucial Conducting regular performance evaluations and providing constructive feedback helps in the individual development of leaders Offering personal support can contribute to a healthier work environment.

Creating an “Open-Door Leadership Environment” is another key step. Establishing an atmosphere where employees feel comfortable sharing opinions, suggesting ideas, and interacting with leadership without hindrance fosters transparency and trust.

Developing “Recognition and Rewards Policies for Leadership” is pivotal. Recognizing and rewarding positive leadership actions through policies encourages a culture of effective leadership and motivation.

Implementing a “Comprehensive Leadership Performance Evaluation”, encompassing not only financial outcomes but also assessing leadership abilities and interactions with staff, provides a holistic view of leadership effectiveness.

By adopting these solutions, A79 JSC can improve the quality of leadership,strengthen leader-employee relationships, and create a positive and motivated work environment.

The research shed light on crucial aspects influencing the workforce's motivation and, consequently, organizational success The study explored factors such as Work Itself, Development and Training Policies, Salary and Benefits, Colleagues, and Leadership, offering insights into their impact on employee motivation. The proposed recommendations aim to address these weaknesses, suggesting strategies to optimize work processes, improve financial management, enhance training programs, foster positive colleague relations, and invest in leadership development Implementing these solutions is vital to create a more positive, efficient work environment, thereby elevating overall employeeatisfaction and motivation at A79 JSC As the organization navigates challenges and seeks sustainable growth, prioritizing employee motivation emerges as a key pillar for future success.

Last but not least, while valuable insights were gained regarding factors impacting employee motivation at A79 JSC, there are notable limitations The study heavily relied on observed variables and quantitative survey data, lacking the depth and nuanced perspectives inherent in face-to-face interviews.Qualitative methods could offer a more comprehensive understanding of employee experiences Additionally, external business environment factors, like economic and industry challenges, were not extensively explored, potentially influencing motivation A more thorough examination of these external influences is crucial for a holistic understanding of motivational dynamics.

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(20) Nguyễn Bạch Phương Thảo (2018) Một số yếu tố ảnh hưởng đến động lực làm việc của nhân viên tại Công ty TNHH MTV Xổ số kiến thiết tỉnh Bà Rịa – Vũng Tàu Luận văn thạc sĩ, Trường Đại học Bà Rịa – Vũng Tàu.

(21) Nguyễn Chí Cường (2017) Giải pháp nâng cao động lực làm việc cho người lao động tại Công ty Cổ phần Dược Vacopharm Luận văn thạc sĩ, Trường Đại học Kinh tế TP.HCM

(22) Nguyễn Đình Thọ, 2011 Phương pháp nghiên cứu trong kinh doanh, NXB Lao động – Xã hội, Hà Nội

(23) Nguyễn Lê Phương Uyên (2017) Phân tích các nhân tố tác động đến động lực làm việc của nhân viên Công ty Cổ phần Kho vận Miền Nam Luận văn thạc sĩ, Trường Đại học Kinh tế TP.HCM

(24) Nguyễn Mạnh Cường (2017) Nghiên cứu động lực làm việc của người lao động tại Công ty Kính nổi Viglacera Luận văn thạc sĩ, Trường Đại học Kinh tế TP.HCM

(25) Nguyễn Thị Hồng Thảo (2017) Giải pháp nâng cao động lực làm việc cho người lao động tại Ủy ban nhân dân Quận 10

(26) Nguyễn Thị Hồng Tươi (2018) Tác động của công tác thi đua - khen thưởng đến động lực làm việc của người lao động tại Chi cục Thuế Luận văn thạc sĩ, Trường Đại học Kinh tế TP.HCM

(27) Nguyễn Thị Phương Dung 2012 Xây dựng thang đo động viên nhân viên khối văn phòng ở thành phố cần thơ, Tạp chí Khoa học Trường Đại học Cần Thơ, số 22b, tr 145-154