Chuyên đề tốt nghiệp: A study on labor productivity at the hotel chain of lumina VietNam Co., ltd from 2017 to 2019

NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES ENGLISH FOR BUSINESS DEPARTMENTA STUDY ON LABOR PRODUCTIVITY AT THE HOTEL CHAIN OF LUMINA VIETNAM CO., LTD FROM 2017 TO 2019...

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(1) Factors affecting labor productivity at Hotel Chain of Lumina Viet Nam Co., Ltd in the period from 2017 to 2019.

(2) Research scope: Employees are working at Hotel Chain of Lumina Viet Nam Co., Ltd.

(3) Contents: Factors affecting employees productivity

(4) Time: Secondary data will be collected in the period from 2017 to 2019; Primary data will be collected and processed from January to May of 2020.

The study is divided into five main chapters:

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This chapter presents the rationale for this study and center research questions, methodology, and organization of this research that will help readers to have an overview of the study.

The purpose of this chapter is to summarize and synthesize previous studies that are relevant to the aims of the study including the definition of labor productivity, measurement indicators, factors affecting labor productivity. Thence, the researcher built a research model consistent with the characteristics of the company.

Chapter 3: Labor productivity at the hotel chain of Lumina Vietnam Co., Ltd

First of all, the researcher provides the main information about Lumina Vietnam Co., Ltd as well as the real situation of the labor productivity of the company’s hotel system Then, from all the obtained statistics, the researcher discusses the three following question:

Question 1: What are some factors affecting labor productivity at the Hotel Chain of Lumina Viet Nam Co., Ltd?

Question 2: Which factor has the most impact on the labor productivity of Lumina Vietnam Co., Ltd in the period of 2017-2019?

Question 3: What are some recommendations for further enhancement in labor productivity at Lumina Vietnam Co., Ltd?

After discussing the factors affecting the labor productivity of the enterprise, the researcher provides a variety of recommendations to improve labor productivity according to the suggestions of the directors and management of LuminaVietnam Co., Ltd.

In the early stages of production, it is thought that labor is the most important factor so productivity and labor productivity are considered synonymous Over time, other resources such as capital, energy, raw materials, etc are also considered, so the concept of productivity is also expanded (Vietnam National Productivity Institute, 2013).

Pritchard (1995) suggested that the definition of productivity that was most used often felt into the following three categories: The first is the economic and technical definition which is productivity is used to measure the efficiency: the ratio of output to input, both were expressed in monetary value The second definition of productivity was a combination of efficiency (output/ input) and performance (actual/ planned) The third was the broadest definition and considered productivity as all the factors that make an organization's performance more effective In this definition, productivity includes efficiency, performance, and a number of other factors such as absenteeism in the workplace, sales, morale, innovation, etc.

Besides, The European Productivity Agency’s Rome Conference (1958) approached productivity in terms of a social term: generally, productivity was a state of thinking It was an attitude that people tend to seek to improve what already existed There is a certainty that people today can work better than yesterday and tomorrow better than today which constantly adapted to economic activities in ever-changing conditions and always applied new theories and methods It is a firm belief in the progress of humanity (Tran et al., 2009, pp.74). However, in essence, productivity refers to the production capacity of an input or a group of inputs over a given period of time Therefore, measuring productivity processes information about the effectiveness of the resources transferred into the product Productivity is measured by the ratio of output to one or more factors used to produce it (Silva & Santugini, 2009).

In summary, productivity can be defined based on the following factors: The ratio of output to input, the number of appropriate production sources used, the effectiveness of the organization in converting inputs into outputs (Hannula,2002) Productivity is often measured to serve the following purposes: evaluating technology change, determining efficiency, determining cost savings,

Bui Thị Thao Ly — 11163215 — Business English 58A determining benchmarks of production and service delivery, researching on social living standards.

According to the above approach, with different inputs and outputs, there will be different productivity indicators such as aggregate productivity, capital productivity, etc and labor productivity is an important indicator in economics and statistical analysis.

OECD (2008) suggested that labor productivity measures performance with inputs used to produce goods and services, and can be assessed in many ways. The labor productivity is calculated as the ratio of output volume (gross output -

GO or value-added - VA) to input (total working hours or total labor) This is a simple calculation but it is a common method used in most countries and also used in international comparisons There are also many other concepts and ways of calculating labor productivity from different perspectives.

Furthermore, BLS has indicated that labor productivity is the ratio of output of products and services divided by the number of labor hours to produce that volume With this approach, the calculation process can be difficult because it is often not easy to make statistics of working hours.

According to traditional conception: labor productivity reflects the effectiveness of labor use It actually measures the output volume produced by a worker over a given period of time, or the amount of time needed to produce a unit of product or to complete a job (Vu, 2015).

In general, labor productivity reflects the relationship between labor outputs and inputs:

Labor productivity = Output / Input Where, the output can be manufactured goods or provided services expressed in- kind or value indicator For in-kind indicator, when production and services are homogeneous, the output can be measured through specific objects (such as the number of customers, the number of products or the number of sales orders; besides, labor productivity figures reflect both efficiency and performance of the company’s working process; moreover, the output is also not affected by changes in prices When measured by value, the output is expressed by revenue, product value, and added value.

In addition, there have been many studies showing the importance of labor productivity as well as researching the issues surrounding this aspect which aimed to improve labor productivity in both macro and micro environments As Becker (1964) and Mincer (1974) have affirmed that labor productivity played an absolutely important role in economic growth and improving the competitiveness of all businesses as well as the whole country.

According to Tran (2015), Professor of Faculty of Human Resources Economics and Management of National Economics University, labor productivity can be measured by two types of indicators: in-kind and value. a In-kind indicator

This indicator is the ratio of the total number of products to the average number of employees used to create that number of products.

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International Labor Organization (ILO) introduces the concept in the working conditions topic: Working conditions are core issues of wages and labor relations In general, working conditions cover a wide range of subjects and concerns that are time (working hours, break time, work schedules), remuneration, as well as material conditions and spiritual needs existing in the workplace Besides, “working conditions are created by the interaction between workers and their organizational environment, including psychological as well as physical conditions” (Gerber et al., 1998, pp.44).

Thus, the essence of working conditions is a combination of all interrelating factors including psychophysiology, hygiene and disease prevention, aesthetic,

Bui Thị Thao Ly — 11163215 — Business English 58A social psychology and living conditions, which all have the same impact on employees’ physical, affect their health, ability to work and personality development, thereby they can increase or decrease labor productivity (Nguyen, 2016) For instance, a study by Lamb & Kwok (2016) in the UK reported that negative factors in occupational psychology significantly reduced job performance, even in some cases, these factors can reduce labor productivity by 14.8%.

Nguyen (2016) released an expression of working conditions including 5 groups which are hygiene-health factors, Physiological psychology factors, aesthetic factors, psychological-social factors, and living conditions of workers factors In particular, psychological-social and aesthetic factors were considered as two maintenance factors groups, according to which, bad working conditions will make laborers feel highly negative, in contrast, when working conditions are relatively good, workers are in a stable state (Ali et al, 2013) As long as these factors are maintained and improved, labor productivity is maintained and improved when they are at a disadvantage, which will significantly reduce the labor productivity of laborers It can be said that when these 5 factors are maintained and improved, labor productivity is sustained and enhanced, whereas when they are at a disadvantage, it will significantly reduce the labor productivity of employees.

1.3.3 Group of factors relating to business management

According to Weihrich (2008), management is the design and maintenance of an environment in which people working together can accomplish common targets and purposes Nguyen et al (2012) have pointed out that control is one of the basic steps in the management process, control is the process of monitoring, measuring, evaluating, and adjusting activities to ensure the implementation plans.

Gundecha (2012) affirmed that in many organizations, productivity is still low despite a well-trained workforce and the latest equipped technology The reason for low labor productivity is because of ineffective management.

Research by the General Statistics Office (2016) shows that labor productivity of enterprises with master's or higher degree managers increase by 0.17%, while that of enterprises with bachelor's degree managers only go up by 0.03% (compared to enterprises with managers having a college degree or lower) Thus, management and control have a positive impact on labor productivity which are

Bui Thị Thao Ly — 11163215 — Business English 58A measured through management capacity, management system, work plans, approval delay, occupational safety and health, and use of information technology in management by Homyun et al (2009) However, the issue of occupational safety and health was mentioned in the working condition factor, and the management system and the work plan are in the management capacity. Therefore, this factor can be measured through: management capacity, flexibility in approval, application of information technology in management.

1.3.4 Group of factors relating to the business environment

Business Dictionary has defined the business environment as a combination of internal and external factors that affect the performance of the company. Business environment may include several factors such as: customers and suppliers; competitors; technology improvements; laws and government activities; market, social and economic trends According to Nguyen (2012), the business environment is a consolidation of factors and elements which interact with each other, directly or indirectly affect the business activities of the enterprise; it is the limit of the space in which the enterprise exists and develop.

In particular, the business environment outside the company includes the macro environment and operational environment (industry environment).

In line with the PESTLE model, the macro environment includes: Political (P), Economic (E), Sociological (S), Technological (T), Legal (L), Environment (E). Specifically, the fluctuations of economic factors are more direct and dynamic than other environmental factors, which affect the sales volume as well as the selling price of enterprises In addition, the law provides regulations that force businesses to comply; only a small change in the legal system such as taxes, investments, etc will affect the production and business activities of the enterprise, which will indirectly impact on labor productivity The remaining elements which are technological, sociological, and natural environment, respectively, were implemented in the two factors of equipment technology and working conditions In Porter's 5-force model, the operational environment includes: competitors in the industry, potential competitors, customers, substitutes, suppliers In general, this factor can be analyzed through the observations of the economy, law, customers, competitors, partners in the thesis. 1.3.5 Group of factors relating to innovation

Innovation is the process by which businesses develop new products, services, processes, or management systems to meet requirements of changing in the

Bui Thị Thao Ly — 11163215 — Business English 58A business environment, technology, or competition model (Aveni, 1994). Innovation involves many stages, from researching, planning to seek technical and commercialization solutions (Phung & Le, 2013).

In order to increase competitiveness or to increase labor productivity, businesses around the world are developing in the direction of organizing innovation (Banbury and Mitchell, 1995) This is due to the fact that in addition to being the root of creating the competitive advantage, businesses are able to adapt to changes from the environment (Tusman, O’Reilly, 1996) that helps the enterprises to limit the decline and even sustain the development trend of labor productivity in the event of an incident This is also a decisive factor for the success of an enterprise when it is moving towards integration According to the General Statistics Office Of Vietnam (2016), businesses with innovative activities have an increase in labor productivity of 19.3% compared to non- participating enterprises Businesses can innovate in many different forms. Schumpeter (1934) categorized innovations including: launching new products or improving existing product quality; introducing new production methods; developing new markets; developing new supply sources; organizational innovation.

The author summarized the factors affecting the productivity of a business, then conducted a small survey among hotel employees and interviewed management and hotel managers in the system by Lumina Vietnam Co., Ltd Based on the research results, surveys and data collected from previous studies as well as through interviews with the company's management, it can be seen that when compared to the general research models on factors affecting labor productivity at the national, sectoral, or other national levels, labor productivity in hotel businesses, in particular Lumina Vietnam Co., Ltd, is hardly different These factors include factors relating to the labor force, motivation, management, and working conditions, which still have a strong impact on the labor productivity of the company, especially factors relating to employees themselves.

However, unlike the manufacturing enterprises, the labor productivity at the hotel chain of the company is not directly affected by factors of materials, equipment technology, or innovation From there, the author proposes a theoretical model corresponding to practical conditions at the hotel chain of Lumina Vietnam Co., Ltd as follows:

Group of factors relating to employees themselves Labor

Productivity at the Hotel Chain

|_ Group of ator reling to working condo —| of factors relating to working condition

“Group of factors relating to employees themselves” includes: health, experience, qualification, ability-skills, sense of responsibility, motivation.

“Group of factors relating to working condition” includes: Physiological psychology factors, psychological-social factors, and living conditions of workers factors.

“Group of factors relating to business management” includes: management capacity, flexibility in approval, application of information technology in management.

INTRODUCTION AND REAL SITUATION OF LABOR

General information of Hotel Chain of Lumina Viet Nam Co., Ltd

2.2.1 History and development of Hotel Chain of Lumina Viet Nam Co., Ltd

Hotel Chain of Lumina Viet Nam Co., Ltd has advantageous locations right in the center of Hanoi Old Quarter, closes to tourist attractions, diplomatic agencies, government offices, and trade centers It takes only a few minutes to walk to famous tourist destinations such as Ho Hoan Kiem, Ho Chi Minh Mausoleum, Opera House, Quoc Tu Giam Temple, etc It was a new cooperative Vietnamese and American project, designed to cater to discerning travelers who want a modern touch to their Vietnam experience The management and staff have worked to make this historic building welcoming to all travelers from every corner of the globe, while retaining the authentic flavor of traditional Hanoi.

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The hotels of Lumina Vietnam consist of one 4-star and four 3-star hotels, providing tourists with a standard room system combining harmoniously between

European and Asian styles The business not only gives customers comfortable accommodations but also reasonable room rates, ensuring customers have the most memorable experience on their vacation.

Lumina Viet Nam Co., Ltd remains committed to bringing our customers the best services and an immaculate, peaceful, and welcoming environment Stay Serenity Hotels, you will feel a home away from home!

Hotels in the system include: e Serenity Diamond Hotel (3-star) - 1B Cua Dong Street, Cua Dong Ward,

Hoan Kiem District, Ha Noi e Serenity Villa Hotel (3-star) - 28 Ngo Huyen Street, Hang Trong Ward,

Hoan Kiem District, Ha Noi e Hanoi Serenity II Hotel (3-star) - 17B Nguyen Van To Street, Cua Dong

Ward, Hoan Kiem District, Ha Noi e La Santé Hotel & Spa ( 4-star) - 42 Chau Long Street, Truc Bach Ward,

Ba Dinh District, Hanoi 2.2.2 Organizational Structure

Figure 2.1 Organizational structure of Lumina Viet Nam Co., Ltd

(Source: HR Department of Lumina Vietnam Co., Ltd)

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The organizational structure of Lumina Viet Nam Co., Ltd is a simple functional structure The company implements the management decentralization regime, responsibilities, and powers clearly shown in Figure 2.1 Each department will have a leader directing the work This person must understand and master the work of subordinates, each leader usually manage a certain number of employees With this model, all divisions relate, cooperate, unify equally throughout the whole unit which is under the direction of the General Director.

According to the manager of HR Department, this is a simple management model with few levels of management, high coverage of the operator that create favorable conditions for managers to control and grasp the work of subordinates; facilitate effective working division; specialized work to create higher productivity This structure also has a clear management stratification from director to departments and employees In line with the specialization of labor, the productivity is increased; the needs of customers are superlative satisfied while ensuring and improving service quality more easily.

2.3 Labor productivity measurement of Hotel Chain of Lumina Vietnam

2.3.1 Statement income of Hotel Chain of Lumina Viet Nam Co., Ltd from

5 Profit after corporate income 2833,3 3013,92 5270,15 180,62 6,37 | 2256,23 | 74,86 tax

Table 2.2 Statement Income of the Hotel Chain of Lumina Viet Nam Co., Ltd from 2017 to 2019 (Source: Accountant department of Lumina Vietnam Co., Ltd.)

The hotel chain of Lumina Vietnam Co., Ltd is one of the businesses with relatively high revenue The gross revenue of Hotel Chain of Lumina Vietnam Co., Ltd increased from VND 41.147,86 million to VND 48.735,53 million in the period 2017 to 2019 In particular, from 2017 to 2018, the hotels’ revenue increased by VND 4.166,83 million, equivalent to an increase of 10,13% This figure experienced a gradual growth by VND 3.420,74 million one year later; the increase of 7,55% which was not as high as in the period of 2017 to 2018 but it can show that the company still maintained effective business operations The achieved results reflected the insight of Lumina Vietnam Co., Ltd’s management in making the right business development strategies to attract more and more customers’ attention and affirm the company’s brand in hotel businesses.

The Board of Directors always attached special importance to investing in facilities, improving the qualification of the management and employees This has contributed to enhancing the productivity and service quality Therefore, during this period, the company constantly maintains a stable service capacity to be able to meet all customer demands without any significant incidents reducing sales.

In conjunction with the strong development of mass media, Lumina Vietnam Co., Ltd has advertised via newspapers, magazines, and especially through the internet and has achieved certain success in bringing its brand closer to customers.

Besides, Lumina Vietnam Co., Ltd witnessed a significant change within 2 years from 2017 to 2018 Specifically, the profit after corporate income tax rose at a rate of 6,37%, from VND 2.833,30 million in 2017 to VND 3.013,92 million in

2018 This is a potential increase demonstrating the insight of the management of Lumina Vietnam company During 2019, there was an upward trend in the profit of the hotel chain of Lumina Vietnam Co., Ltd compared to the previous period. Particularly, this figure increased by 74,86%, equivalent to VND 2.256,35 million.

The strong increase in profit in the last year of the period reflected the development of the company in attracting customers to their hotels in a reasonable and cost-saving manner This is a potential increase for any business demonstrating the insight into the management of Lumina Vietnam Co., Ltd. This success was due to investments in advertising and market research.

Simultaneously, the company has focused on investing facilities and training staff to improving productivity and service quality at the hotel chain.

Through analyzing the business situation of Lumina Vietnam Co., Ltd, the author realized that the company was operating effectively in the period of 2017-2019.

The company is growing constantly, expanding its hotel business and has attracted more and more customers In this period, the hotel chain of the company has met the needs of customers, improving the revenue of providing restaurant services so as to gain great profits for businesses.

2.3.2 Measurement of labor productivity by in-kind indicator

Total room id Room 37720 | 41380 | 44560 3660 9,7 3180 | 7,68 so.

Number of l Person 76 83 89 7 9,21 6 7,23 direct labor

Table 2.3 Labor productivity at the Hotel Chain of Lumina Vietnam Co., Ltd

From the above table it clearly shows that the total number of employees in 2018 increased by 7 people equivalent to 8,23% compared to, and one year later, the company employed 6 new staff members bringing the total number of employees to 98 people The increase in the number of employees was due to the growth in the number of direct employees The quantity of room served gradually raised during the period 2017 to 2019 Particularly, the hotel chain of Lumina Vietnam

Co., Ltd sold 37720 rooms in 2017; this figure went up by 9,7% in 2018 and continue growing to 44.560 rooms served until 2019 The percentage of labor productivity of the hotels increased in 2018 (1,36%) was more strongly than this in 2019 (1,09%) In addition, direct labor productivity in 2018 increased slightly compared to 2017 which was 2,23 room/person, equivalent to 0.45%, and during

Therefore, it can be concluded that both the quantity of rooms served, the number of employees and direct employees of the company substantially went up, the increase in the number of rooms sold was greater than the increase in the number of employees by 1.16% in the period 2018 to 2019 and was higher than the increase in the number of direct employees by 0,45%; however, the growth rate of both labor and direct labor productivity was not high That means Lumina Vietnam is gradually improving its business efficiency, but it is still not high.

2.3.3 Measurement of labor productivity by value indicator

Lumina Vietnam Co., Ltd uses value indicators to measure the most general of labor productivity inside the hotel chain of the company In order to assess whether the company's productivity is effective or not, we have the labor productivity table of Lumina Vietnam through 3 years, from 2017 to 2019.

Direct labor ơ a Million/Person | 541,42 545,96 547,59 4,54 0,83 1,63 0,29 productivity

Table 2.4 Labor productivity at the Hotel Chain of Lumina Vietnam Co., Ltd by Total Revenue

Table 2.4 shows that the hotel chain’s total revenue in 2018 increased by VND 4.166,93 million, equivalent to 10,13% compared to the previous year and during

2019, this number significantly went up to VND 48.735,53 million; however, the amount of total revenued increasing in 2019 was 2,58% lower than that in 2018.

Factors affecting labor productivity in the Hotel Chain of Lumina

2.4.1 Group of factors relating to employees themselves a Health

The company cares about the

The company regularly organizes periodic health

2 0 0 7,2 | 30,35 | 62,15 | 4,5 checks for employees carefully and professionally

I am allowed to take leave according to the insurance

3 ; có 0 0 | 13,47 | 29,20 | 59,33 | 4,5 regime for medical examination and treatment when needed.

I am exempted from medical examination and treatment

4 " 0 0 | 20,83 | 43,19 | 35,98 | 4,1 expenses at the medical facility designated by the company

Table 2.5 Evaluate Lumina Vietnam Co., Ltd’s policies relating to employees’ health issue

Through interviews, the Deputy General Manger indicated that in the field of hotel business, labor health had a strong impact on labor productivity This is considered as a fundamental factor beacuse people with good health are capable

Bui Thi Thao Ly — 11163215 — Business English 58A of working Employees working at the hotel system of Lumina Vietnam Co., Ltd agreed that the firm always care about employees’ health From Table 2.5, it can be seen that staff satisfaction level on employees' policies relating to health issue wass relatively high, with the mean value of all statements were above 4. Specifically, Lumina Vietnam is considered to be concerned about employee health with mean value of 4.4, and 4,5 is the mean value assessed by employees for periodical health checks organized by the company Moreover, employees were allowed to take leave according to the insurance agencies and exempted from medical examination and treatment costs at the designated medical facility, which were evaluated as 4.5 and 4.1 respectively Thereby, it can be concluded that staff in the company are really satisfied with the policies related to employees’ health factors, which will help improve the productivity of the entire enterprise. b Experience

Table 2.6 Labor structure by age in the period of 2017 to 2019

Figure 2.7 Labor structure by age in the period of 2017 to 2019

Due to the recruitment characteristic are mostly from internal or industry sources of the company, even external sources are often relatives or friends of

Bui Thi Thao Ly — 11163215 — Business English 58A employees, most employees have a certain knowledge of the hotel industry and the recruited jobs Table 2.6 shows that the labor structure at the hotel chain of Lumina Vietnam is relatively young The labor force under the age of 30 has an average rate of 45,43% that is a comparative advantage for the company when operating in the field of tourism and hotel services In the period 2017 to 2019, this figure gradually increased and accounted for 45 out of 98 employees of the whole chain.

The number of employees in the 30s to 40s are mostly people with long-term working experience and holding important positions such as manager, chef, chief accountant Laborers in their early 40s are mainly security guards and housekeeping staff The employees who are under 30 years old mainly working in the direct labor department are very enthusiastic, dynamic, creative especially flexible, and skillful communication so they are able to handle difficult situations that happened with customers when using the company’s services This has boosted the productivity of the enterprise.

Table 2.8 Labor structure by educational status in the period of 2017 to 2019

Figure 2.9 Labor structure by educational status in the period of 2017 to 2019

Regarding the quality of human resources, all employees in the enterprise were trained In 2017, the hotel chain had 85 employees, of which only 43 employees had college degrees or higher The percentage of workers with university degrees was 29,41%, including 25 employees, and only the director and manager position had master degrees and above accounting for 21,18% of the labor structure The total number of intermediate-qualified workforce was 42 and accounted for 49,41% Until 2018, the positions of director, manager, and members of the accounting department were not adjusted, so the number of employees with master degrees and university degrees in the company remained the same as the previous year The number of direct labor with intermediate and untrained qualifications increased to 16,67%.

With the sharp rise in the number of customers in the period, Lumina Vietnam has recruited more employees to ensure service delivery The company had consolidated its hotel management system and hired highly qualified management members training abroad and accounting staff With this adjustment, the company’s workforce with university degrees increased to 52% and the master level was 22,44% In the period from 2017 to 2019, the company always maintained the number of security guards, housekeeping in accordance with the operational status of the hotel The rate of college and below level staff in the company in 2019 was 38,78%.

The management level was staff with professional qualifications, the rest of the employees were mainly at the university and college level that has a great influence on the professional of the staff With the company’s short-term training courses, it has created an extremely professional and promising development team, contributing to improving labor productivity. d Ability and skills

My company has a training and

1 | development policy applicable to | 9,4 | 62,5 | 23,6 | 2,4 | 2,1 2,2 all employees

Supervisors support the use of techniques learned in training

3 10,3 | 33,1 | 43,6 | 8,9 | 4,1 2,6 that employees bring back to their jobs

Table 2.10 Evaluate Lumina Vietnam Co., Ltd’s policies relating to training or career development

In addition, hotel managers of Lumina Vietnam suggested that having good and appropriate qualifications, well-trained staff will have higher labor productivity. For a simple comparison, the room service staff who is quick and neat will complete her job faster, and it takes her less time than a clumsy colleague As a result, there will be more rooms available and especially the hotel can meet the arising needs in case guests want to check in early or need a room urgently.

The Hotel Managers also indicated that the skills of the hotel staff are manifested in two aspects:

“Firstly, employees must follow the working process required by the company. Secondly, employees must be observant in order to allocate the number of guests, serve customers demand quickly, solve the questions or complaints from customers This will help to improve labor productivity at the company.”

Feedback on the company's professional skills training policies, employees seem to have not very positive comments According to Table 2.10, the statement of the company having training and development policies for all employees is only assessed at 2,2 The chance of participating in acquisition programs sponsored by the firm and supported by supervisors the use of techniques learned in training is rated at 2,8 and 2,6 respectively The reason for the differences in employees' opinions is that Lumina Vietnam has created learning and development opportunities for employees in several divisions of the company, not all employees Therefore, to improve labor productivity, businesses need to improve training and development policies for all employees. e Sense of responsibility

I learn an apprentice very quickly

1 : ; l 0 1,6 | 13,5 | 46,6 | 38,3 | 4,2 and take a little time to master it

I always take the initiative and

2 | prepare the necessary information | 0 0 3,8 | 52,8 1434| 4,3 to support customers

I always work on time and be

Table 2.11 Evaluate employees’ sense of responsibility at Lumina Vietnam Co.,

For any occupations, the sense of responsibility has a strong impact on labor productivity because even if the employee has good experience, qualifications, skills, and good health but has no sense of responsibility, the labor productivity is never high Physically, all interviewees stated that employees who are highly proactive, well prepared in all work situations will have high work efficiency. The Deputy General Manager also added that although the company’s timetable was not too restrictive, employees who are disciplined and highly diligent always have higher labor productivity than other employees Thus, when employees have a prominent sense of responsibility, they will show customers that this is an enterprise with a commercial civilization and a good business culture, therefore, customers will trust and choose to use the company’s services.

Table 2.11 summarizes the assessment of employees working at 4 hotels of Lumina Vietnam Co., Ltd about sense of responsibility In general, employees considered themselves to have a fairly good sense of responsibility for the assigned work, of which opinions of survey participants on apprenticeship and quickly mastering the job had a mean value of 4.2; 4,3 was the mean value of the assessment of the initiative and careful preparation of information in the process of working; moreover, the statement of working on time was also evaluated relatively high (the mean value was 4,0) Through the above analysis, it can be evaluated that the sense of responsibility of employees in the hotel chain of Lumina Vietnam Co., is very good that helps the company's labor productivity to be always maintained and improved. f Motivation

Similar to the sense of responsibility, the inherent motivation of each employee can be considered as a necessary condition to ensure the maintenance of labor productivity Without or losing individual motivation, in other words, without enthusiasm to work the labor productivity will quickly decline.

The HR manager said that:

“The motivation for work mainly comes from economic benefits — salary and creating stable occupations for employees to meet their life These benefits are like economic leverage, if laborers can get more benefits, they will want to complete more work to increase their income”.

The Deputy General Manager insisted that with the current potential, Lumina Vietnam Co., Ltd has been able to create a great motivation for employees. Because of a long-standing reputation, broad market share, and the ability to provide stable work for employees, the company has a relatively immense interest to the employees.