employee turnover and retention strategies of small and midium enterprise service businesses in hanoi

i Employee Turnover and Retention Strategies of Small and Medium Enterprise Service Businesses in Hanoi A RESEARCH PROPOSAL PRESENTED TO THE FACULTY OF GRADUATE SCHOOL SOUTHERN LUZON STATE UNIVERSITY LUCBAN, QUEZON, PHILIPPINES THAI NGUYEN UNIVERSITY S.R. VIETNAM IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE DOCTORS IN BUSINESS ADMINISTRATION Advisor : Prof Conrado Abraham Name: Ngo Thi Mai ThAi nguyen University Southern luzon STATE University Socialist Republic of Vietnam Republic of Philippines Acknowledgments I would like to express our most sincere thanks to the Management Board of the Southern Luzon State University, Thai Nguyen University, the teacher, the teacher of the school has helped me facilitate the learning process throughout. I would like to express sincere gratitude and profound Professor Conrado L. Abraham , enthusiastic teacher who have dedicated guidance, encouragement, spend time and exchange orientation for me during this research. I would like to express my sincere thanks to the Department of Employment - Ministry of Labour - Invalids and Social Affairs, Department of Labour, War invalids and Social Affairs Hanoi. the SMEs service business in Hanoi has helped me research material, through a questionnaire survey. I sincerely thank the Board of the University of Labor and Social affair (ULSA), colleagues in ULSA, classmates DBA1 facilitated enthusiastic help and share my experience to help complete the thesis. Finally, I would like to send the gift to the heart of my family has passed enthusiasm and encouragement to complete my thesis iii Table of contents Page Chapter I: Introduction 1.1.Background of the study 1 1.2.Statement of the problem 4 1.3. Significance of the study 6 1.4.Scope and limitation of the study 9 CHAPTER II: REVIEW OF RELATED LITERATUES AND STUDIES 2.1 Literature Review 11 2.2 Theoretical and conceptual framework 31 2.3 Hypotheses 36 2.4 Definition of terms and Variable 39 CHAPTER III: RESEARCH METHODOLOGY 3.1 Research Design 51 3.2. Research Locals 52 3.3 Samples and Sampling 52 3.4 Instrumentation 53 3.5 Procedure 53 3.6 Statistical Analysis of the Data 54 CHAPTER IV: RESULTS AND DISCUSSION 4.1 Results 58 iv 4.2. Discussion 60 CHAPTER V: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 5.1 Summary 69 5.2 Conclusions 74 5.3 Recommendations 75 List of tables and Exhibit : Page Figure 1.1 Employee Turnover 4 Figure 1.2 Voluntary Turnover Rate 5 Exhibit 1.1. Adam' Equity Theory 35 Table 1.2 Definition of SMEs in Vietnam 39 Chart No 4.1 : Applicability of Exclusive organizational structure strategy 58 Chart No 4.2 : Applicability of Mobile benefit strategy 59 Table 4.3 Sex of employees of SMEs service businesses Chart 4.3 Sex of employees of SMEs service businesses. 60 Table 4.4 Age of employees of SMEs service businesses Chart 4.4 Age of employees of SMEs service businesses 61 Table 4.5 Qualification of employees of SMEs service businesses Chart 4.5 Qualification of employees of SMEs service 63 v businesses Table No 4.6 :Chi- square table for Exclusive organization structure strategy 64 Table 4.7: Chi - square table for Mobile benefit strategy 66 Table 4.8 : Table for Inside communication strategy 68 Figure 5.1: Employee preference for staying the company 69 Figure 5.2: Reasons for attrition in SMEs service businesses in HN 70 Figure 5.3: Percents of solvable attrition by Exclusive organization structure in SMEs service businesses in HN 72 Figure 5.4: Figure 5.4: Attrition among employees who value mobile benefit structure 73 Figure 5.5: : Percents of solvable attrition by Mobile benefit structure in SMEs service businesses in HN 74 Table No 6.1: Questionnaire data 82 1 CHAPTER I: INTRODUCTION 1.1. Background of the study A general idea of the sustained presence of service is very important to understand the research environment. In addition to employee welfare such as pension fund, employees of SMEs are entitled to many other benefits including: +) Group Insurance: This plan is to provide coverage for employees in the event of illness, injuries or pregnancy in case of female workers and spouse for male workers.Special, personal accident insurance covers insury-related health care expenses. . +) Personal Health Care (Regular medical check-ups): The SMEs service businesses offer yearly health check-up for their employees. These medical checkups are normally carried out once or even twice a year in some companies. +) The lunch and Transportation subsidy: The lunch is providing by their organization and it is also subsidized. Beside, some companies provide transportation facilities to all the employees from home to the office at the lowest price. +) Credit Card businesses: Credit card businesses allow prompt payment and cost effectiveness that formal employee performance for purposes such as travel related expenses, hotel bills, airfare, etc. +) Recreation, Cafeteria, ATM and Concierge facilities: Recreational facilities include billiard tables, chess tables and coffee bars. Esoecially, taffs in some hotels can enjoy equipped gyms with private trainers. 2 +) Mobile Phone, Laptop: On the basis of business need, companies provide their staffs with mobile phones and/or laptops. Staffs are responsible for the maintenance and protection of this property. +) Loans: Many SMEs service businesses provide small loans for some different cases. For example, employees could be provided with financial aid in emergency medical situations or financial assistance at the time of their weddings. New members could be granted loans to assist them in resolving their original work at the company. +) Educational Benefits: Many SMEs service businesses develop policies to improve personality and knowledge level of their employees., They reimburse tuition fees, and also fees for exam and books. +) Performance based incentives: Many SMEs business services have planned, and implemented program-based support. The parameters for calculation are performance evaluation criteria such as: speed, accuracy and productivity of each process. From there, they give to some different bonus +) Flexi-time: Some employees in the company but not all, may be able to choose the flexi-time. The main target is to provide employees with flexible time schedule. The manager give their staffs right to choose most effective working time for them instead of a fixed schedule. Therefore the productivity will be enhanced. +) The cultural exchange programs: Companies often hold staff parties, in which they can join, share opinions and even display their talents. In addition, organizations also conduct various sport competitions such as foot ball, volleyball for their employees. +) Wedding Day Gift: Every employee in the company always receives a gift in his wedding. The gift can be different based on their levels in the company. But it often fluctuates between 20-50 USD for a member. 3 +) Employee Referral programs: There are companies which give good policy for employees if they can recommend qualified people to work in the organization. The main target is to attract the good employee for their company and create higher retention rate +) Employee Stock Option Plan. To generate loyalty of employees, the company has launched this policy; every staffs will be able to buy shares of company with discounted price. This will enable them to fully enjoy benefits of the company. So why is turnover rate still high? What retention strategies should be applied in the SMEs service business in Hanoi? 1.2. Statement of the problem An important issue facing by the SMEs service business is minimizing turnover rate. In the context of globalization, Small and medium scale enterprises (SMEs) are losing a large number of employees, especially excellent managers for large multinational companies. Particular data is as follow: Figure 1.1 Employee Turnover 4 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% E xecutiv e M a nagem e nt Pr o f essi onal s Busi ness/ service sup por t P ro duct i on S uppor t A ll l e vels Series1 EM PLOYEE TURNOVER Figure 1.2 Voluntary Turnover Rate Voluntary Turnover Rate 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 1 Years Percents Series1 Series2 Series3 Series4 Series5 Series6 Series7 2007 2008 2009 2010 2011 2012 5 2012 Towers watsson: Vietnam Labour Market Overview Trends Employee turnover is permanent withdrawal from an organization whether voluntary or involuntary. Straightforward ways to explain it are "how long employees tend to stay" or "the rate of traffic through the revolving door". “Turnover is measured for individual companies and for their service as a whole. If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same service”( 2012 Towers watsson. High turnover can be harmful to the company's productivity if skilled workers often leave the labor population and contains a high percentage of new employees. Therefore, the company has a deep interest in the turnover rate of their employees, because workers can replace a portion of the cost of business operations. When a company to replace a worker, it incurs costs directly and indirectly. All the tasks that must be performed during cost money, time or both. Additionally, there may be a loss of productivity during the period after the employee leaves the former and new staff have been fully trained. For some companies, employees can also replace it difficult to retain customers or clients that the employee worked. . Often managers view the company as a success or just a stepping stone to climb to the prestigious multinational companies. We are left as they are being raised in power. How can design strategies to retain employees? Well as consideration to choose the best strategy to be applied in employees retention. This is a difficult question that many Small and Midium Enterprise Service Businesses in Hanoi are eager to find answers. 1.3. Significance of the study Success in employee retention and attraction is very important for long term health and success of any organization. The ability to retain and keep your best employees ensurescustomer satisfaction, employees satisfied, retain institutional knowledge and learning and succession planning effectively. [...]... is a tool to make employees understand about their own working place, feel good about it and perceive equity 1.4.Scope and limitation of the study 1.4.1 Scope of the study This study aims to determine the applicability of three new employee retention plans in the SMEs service businesses in Hanoi This will help the SMEs service businesses to retain valuable employees 1.4.2 Limitation of the study 1 The... biggest gains will come from systematically improving an organization’s intrinsic reward process—making the work itself so fulfilling and energizing that employees themselves won’t want to leave Rediscovering the role of purpose in work is key to understanding the new work and the motivation of today’s employees Organizations now find themselves competing to attract and retain workers on the basis of the... incorporating the needs and desires of employees at any age enhance levels of individual job satisfaction, loyalty, and commitment” (Boomer Authority, 2009) Cunningham (2002) states that “employees rank employee recognition, flexibility and training as top priorities for prolonging individual employment”, while Walker (2001) and others call for “establishing a supportive learning and working climate for employee. .. limited supply of staff that are well-trained and experienced in the day-to-day operations, leaving a limited pool of qualified employees to hire So that, Firstly, retaining qualified, high-performing employees is crucial to an organization  Challenging hiring process: From a large pool of candidates, the HR professional screens job applicants and carry out preliminary interviews Shortlisted candidates... options to promote employee retention Thus, “the provision of cost-effective "flexibility" options is critical in the retention of all employees despite disparity in age, position, skill/knowledge level, and duration of employment” (Eyster, et al., 2008; McIntosh, 2001) 20 2.1.2.5 Training: Training is a key retention factor for employees at any age Statistical evidence indicates job training is “a critical... increase in short term, which causes more emotional tensions and decreased quality of work done” (O’Connell and Kung, 2007) as well as “increasing job dissatisfaction of the remaining staff” Massingham (2008) asserts that: “another essential outcome of employee turnover is loss of a company's social and structural capital, or loss of organisational memory and deteriorated learning ability, accordingly”... attract and retention are not as effective due in part to generational change and there is a need to take a more multi dimensional approach to the issue Retaining qualified employees in a labor intensive, demanding, and fast-paced work environment is a major struggle in the hospitality service With the growth of tourism nationwide and the development of hotels, resorts, restaurants, spas and casinos,... for remaining staff during employment and training of new personnel” (O’Connell and Kung, 2007; Massingham, 2008); 5) “decreased productivity during a new employee adaptation period” (O’Connell and Kung, 2007; Massingham, 2008); 6) “deteriorated product or service quality” (Laser, 1980; Morrell, Loan-Clarke and Wilkinson, 2004; O’Connell and Kung, 2007; Massingham, 2008; Schmitt, Borzillo and Probst,... and procedures designed to improve the perception of fair and equitable treatment throughout the workplace +) Conceptual framework Exhibit 1.1 Adam' Equity Theory 29 Inheritance above studies, we can see: SMEs service business and also SMEs service businesses in Hanoi can apply many strategies to keep their employees My research focuses in three retention strategies and the ability to adopt those strategies. .. enhance their retention (Arthur 1994) In summary, the literature defines retention as continuing relation between employees and their organization Retention Factors for all Employees “The need to focus on the factors that affects retention leading to growth and success of organizations”(Agrela, et al (2008)) Studies suggests that retention strategies, which effectively satisfy the needs of all employees . employees of SMEs service businesses. 60 Table 4.4 Age of employees of SMEs service businesses Chart 4.4 Age of employees of SMEs service businesses 61 Table 4.5 Qualification of employees of SMEs. i Employee Turnover and Retention Strategies of Small and Medium Enterprise Service Businesses in Hanoi A RESEARCH PROPOSAL PRESENTED TO THE FACULTY OF GRADUATE SCHOOL. service business in Hanoi? 1.2. Statement of the problem An important issue facing by the SMEs service business is minimizing turnover rate. In the context of globalization, Small and