Luận văn thạc sỹ tiếng Anh_Giải pháp thúc đẩy nhân viên Vinashin. ______ Structure of the thesis The thesis included five chapters: Chapter 1: Introduction Chapter 2: Theoretical background Chapter 3: An overview of Vinashin Finance Company Chapter 4: Findings Chapter 5: Solutions for motivating Vinashin Finance Company’s employees TABLE OF CONTENTS ACKOWLEDGEMENT 1 ABBREVIATION 4 LIST OF TABLES 5 LIST OF FIGURES 6 LIST OF FIGURES 6 EXECUTIVE SUMMARY 7 CHAPTER 1 : INTRODUCTION 9 1.1. Rationales of the thesis 9 1.2. Research objectives 10 1.3. Research questions 11 1.4. Research methodology 11 1.4.1. Research process 11 1.4.2. Secondary data 11 1.4.3. Primary data 11 1.5. Research scope 14 1.6. Structure of the thesis 15 CHAPTER 2 : THEORATICAL BACKGROUND ON MOTIVATION 16 2.1. The definition, substance and necessary of motivation 16 2.1.1. What is motivation? 16 2.1.2. The substance of work motivation 18 2.1.3. The necessary of improving the work motivation for employees 19 2.1.4. Relevant motivation surveys researches: 21 2.2. Theoretical motivation theories 22 2.2.1. Maslow’s Hierarchy of Needs 22 2.2.2. The TwoFactor Theory (Herzberg) 25 2.2.3. Equity Theory (John Stacey Adams) 29 2.2.4. Job Characteristics Model 30 2.2.5. Goal Setting Theory 32 2.3. Relevant theories and model for the case of VFC 32 CHAPTER 3 : OVERVIEW ABOUT VINASHIN FINANCE COMPANY 35 3.1 General introduction about VFC 35 3.1.1. The vision, development principle, and target for 2010 of VFC 35 3.1.2. VFC’s labor force characteristics 37 3.2. Products and services 41 3.3. VFC’s HRM strategy and practice 41 CHAPTER 4 : FINDINGS 44 4.1. Findings on VFC employee’s general motivation opinion 44 4.2. Findings VFC’s motivation problem in relation to Hygiene factors (work environment) 49 4.2.1. Pay and security 49 4.2.2. Clear goals 53 4.2.3. Quality of supervision 57 4.2.4. Working conditions 60 4.3. Findings VFC’s motivation problem in relation to Motivational factors (work content) 64 4.3.1. Recognition 64 4.3.2. Work itself 65 4.3.3. Advancement and growth 67 4.4. Findings the root cause of turnover and low satisfaction in VFC’s professional employee 69 CHAPTER 5 : SUGGESTIONS FOR VFC TO ENHANCE EMPLOYEE MOTIVATION 72 5.1. Being wary of Financial Incentives and Rewards 72 5.2. Clarifying expectations (ensure clear goals for each unit) 75 5.3. Hiring the Right People Weed out Poor Managers 78 5.4. Improving working conditions at VFC 81 5.5. Redesigning work to enrich jobs 82 5.6. Using smart training as a development tool for employees 83 5.7. Other feasible solutions when the firm falls into the disadvantage context 85 CONCLUSION 87
Subject: Solutions for motivating Vinashin Finance Company’s employees CHAPTER: INTRODUCTION 1.1 Rationales of the thesis Vinashin Finance Company is a state-owned finance company and member of the Vietnam Shipbuilding Industrial Group (VINASHIN) that was established from 1998, by the Ministry of Transportation VFC’s main roles are arranging funds for investment projects, setting up projects for local and international bond issuance, receiving trust funds and providing financial services for VINASHIN and its members The results of exit survey and analyzing VFC’s HRM indicators from 2006 to early 2010 revealed the serious problems of VFC There is an increasing of negative feedbacks and complaints from the turnovers about treatment policies for professional staffs through the results of exit survey And in 2009, the VFC’s unilateral turnover rate of labor contracts stands approximately at 17% of labor force, 7% increase over last year), higher than the other state Y ea r owned banks and other financial organizations GP Bank 2009 MSB (Maritime Bank) 2008 PVFC 2007 BIDV 2006 VFC - 5.00 10.00 15.00 20.00 % Figure 1.1 Turnover rate in some financial organizations (Source: Survey by author, Oct 2010) In addition, brain drain which is becoming a "problem" has plagued most of the enterprises, particularly state enterprises During recent 10 years, Vietnam's economy has witnessed the appearance of series of credit organizations, commercial banks, joint venture banks, and branches of foreign banks This refers to the development of the Vietnam financial sector in recent years However, learning about inside of the credit organizations and the banks, we can see that they are still looking for the answer to the paradox: paying staff high and the lack of talent And a fierce competition fighting for high quality human resources has taken place among these credit organizations Recently, crisis of "Vinashin Group’s management” at the end of 2010 and the Vinashin’s restructuring also cause negative impacts for VFC employees’ motivation After this important event is happened, not only VFC staff is concerned with the restructuring process of VFC but also Vietnam Social Communities is interested in The employees worry about their work safety and feel insecure about the future of the organization in which they are attached strongly They are expecting an effective solution for the Vinashin problem At this point of time, Vinashin has been in difficult situation because of the overheating development and limited management capacity Many people think that Vinashin is a ship going to wreck However, the leaders of the Group said that: besides the difficulty has been mentioned, the group has also had much contribution When Vinashin had not been established, nobody thought that Vietnam could build ship And they also thought that Vietnam could only build small ship about 3,000 tons which would not be recognized by international register However, Vietnam has built ship of 53,000 tons, floating warehouses of 150,000 tons, car carrier In term of technology, the levels of the group's workers have developed well Of course, with Vinashin's financial situation today, the next challenge will be more serious In the context of corporate restructuring, VFC will take much more negative affects than positive ones Nevertheless, it should recognize that this is an opportunity for VFC and businesses within the Group to reform the entire structure and operations more professional, safer and more effective (Source: http://dantri.com.vn/c20/s20-414255/vinashin-huong-toi-muc-tieu-sau-nam-2015-co-lai.htm ) The above rationales urged the author to conduct this research with the utmost care 1.2 Research objectives This research is conducted to suggest the solutions to help VFC develop more stably; enhance the competitive advantages with an appropriate distribution expenses Thus the research objectives are as below: - To identify the relevant theoretical framework for VFC case - To analyze the current motivation practice of VFC to find out its strengths, weaknesses and their root causes - To make some recommendations to enhance motivation for staffs at VFC 1.3 Research questions For the research objectives that mentioned above, the aim of this thesis is to answer five questions: - What theoretical framework can be applied for VFC case? - What and how did VFC to motivate the professional employees? What are the strengths? What are the weaknesses? - Why people stay or go? What are the root causes of turnover and low satisfaction in VFC professional employees? - How to improve VFC’s motivation policies in a short term and long term? 1.4 Research methodology 1.4.1 Research process The process of study of this thesis could be summed up in following chart: Step 6: Write the research report Step 2: In-depth interview Step 3: Survey by questionnaires Step 4: Collect the data Step 5: Analyze and interpret the data Step 1: Problem Identification & Select a mixed method/mixed model research motivation Figure 1.2 Research process 1.4.2 Secondary data The secondary data was collected by qualitative method mainly base on company’s annually reports, regulations, brochures, and official documents of VFC, Internet and newspapers, thesis, and specially the results of exit survey for the turnovers (Appendix 3) 1.4.3 Primary data * In-dept interview question guideline: (Appendix 1) Table 1.1 In-depth interview question guideline Id Target group Board of Directors Manager of Planning & General Affair Dept (Personnel Group belonging to this dept) Line Managers Staff from different departments Turnover employees (from 2007 to now TOTAL Quantit Purposes y 18 To find conclusions concerning the assessment of job satisfaction To find out which factors VFC professional employees motivated by To identify what main causes of the turnover/ dissatisfaction in VFC To find the relationship between the turnover rate/ the dissatisfaction and other indexes (such as: average age, sex, seniority, education level, labor group…) To understand what VFC has been doing to motivate the professional employees? * Questionnaire for professional employees: (Appendix 2) The research design for this study employed a descriptive survey method and online survey method The target population of this study included professional employees at VFC The sample size included all 125 employees of the target population 75 of the employees participated in the survey for a participation rate of 60 % Data was collected through use of a written questionnaire hand-delivered and online-delivered by website http://qualtrics.com to participants Questionnaires were filled out by participants and returned to an intradepartmental mailbox Participants were asked to rank the importance of eleven factors that motivated them in doing their work: 1=most important 11=least important As a result of the pilot test, minor changes in word selection and instructions were made to the questionnaire Collected questionnaires were processed by SPSS 16.0 software This software allows creating statistical reports quickly and accurately, combining two or more qualitative/quantitative variables Table 1.2.Demographic Statistics of Respondents Demographic Gender N=75 Percent (%) Female 57 76.0 Male 18 24.0 Educational Level (years) Age group Labor's seniority at VFC Number of job changes Kind of labor Intermediate 6.7 Colleges, universities 62 82.7 Postgraduate 10.7 Fewer than 30 years 59 78.7 From 30 years to 40 years 15 20.0 Over 45years 1.3 Fewer than year 10 13.3 From to under years 28 37.3 From to under years 31 41.3 Over years Never 58 77.3 - times 15 20.0 - times 2.7 Professional employee 64 85.3 Management staff 11 14.7 (Source: Survey by author, Oct 2010) The data for this study was collected within six months (from March to August 2010) using both in-depth-interview and survey VFC’s profiles was analyzed basing on demographic characteristics of the respondents in terms of length of employment, gender, level of education, age of employees, age of the departments, size of dept All of the respondents were employees working for VFC The demographic statistics of respondents is shown in Table 1.2, Findings showed that of all respondents, more than 78 percent (78.7%) were aged fewer than 30 followed by the age groups of 30 - 40 and over 50 which accounted for 20% and 1.3% percent respectively About 76% percent were female Staff at non-managerial position represented more than half (85.3%) of the total respondents and managers for only 14.7% Most of the respondents were from function departments like credit departments, investment department, accounting department, etc As the initial aim was to survey mainly professional employees due to this kind of labor is by VFC’s majority In terms of education level, 82.7% percent of these employee respondents had completed colleges and universities, while a total of 17.4% percent educated at intermediate (6.7%) level or Postgraduate (10.7 percent) Findings have shown that of the 75 respondents, a majority were aged fewer than 30, meaning that this age group accounted for a considerable portion of the Vietnam labor market, or at least in the financial sector Most of these people were working at an entry-level, with basic educational background Additionally, 78.6% of the respondents have been working for VFC over one year, while only 8% percent has worked for the company for over years This could be the reason that VFC were short or it could be an indicator of high employee turnover rate in this industry Evaluating of the author’s questionnaire, VFC’s staff said that: "The Personnel group has made the most practical thing which gives us this questionnaire promptly and appropriately The comment questionnaire help us to express our personal opinions freely, honestly and in the most objectively way The consultation meeting like that should be promoted because its work is very well, and is not waste time Whenever the company wants to set up any policy, the company should also consult this form And hope the Personnel Group to read carefully and consider the each employee’s opinions." However, interview result and quality of information fluctuate following “telling true, tell frankly” from the turnover staffs Staffs who want to quit job usually double-talk or talk what interviewer want to hear in order to finish quickly the interview or avoid breaking good relationship Hence, the author used information from many exit interviews previously years Information from those meetings needed to be combined, compared, and checked with not only information from applying interview of those staffs, but also their responses, comments during their working time For excellent staffs who quitted, the author always keeps contact to them and receives a lot of useful helps in the questionnaire analysis * From observation The author has been working for VFC nearly years Thus, I have witnessed its development and change I have a chance to work with staff and understand how the motivation affects working’s quality and effectiveness I also knows joining and leaving of staff in the organization and is aware of impact of change in HR to the organization’s operation All observation helped the author to have a board overview on VFC and its situation during last years It is also an advantage to the author Besides, friendship among VFC and other credit organizations supported the author a lot in conducting the research in term of information 1.5 Research scope Firstly, the research concentrated on the Head office because of their important roles in VFC Secondly, the research concentrated on enhancing the motivation of professional employee because in VFC Head office, approximate 73 % employees are professional employee Finally, the research collected information about VFC in the 2006-2010 periods And recommendations will aim to the non-financial motivation solutions 1.6 Structure of the thesis The thesis included five chapters: Chapter 1: Introduction Chapter 2: Theoretical background Chapter 3: An overview of Vinashin Finance Company Chapter 4: Findings Chapter 5: Solutions for motivating Vinashin Finance Company’s employees TABLE OF CONTENTS CHAPTER : INTRODUCTION 1.1 Rationales of the thesis 1.2 Research objectives 1.3 Research questions 1.4 Research methodology 1.4.1 Research process .3 1.4.2 Secondary data 1.4.3 Primary data 1.5 Research scope .6 1.6 Structure of the thesis .7 ACKOWLEDGEMENT LIST OF TABLES 12 CHAPTER LIST OF FIGURES 13 CHAPTER 13 CHAPTER : THEORATICAL BACKGROUND ON MOTIVATION .17 2.1 The definition, substance and necessary of motivation .17 2.1.1 What is motivation? 17 2.1.2 The substance of work motivation 19 2.1.3 The necessary of improving the work motivation for employees 20 2.1.4 Relevant motivation surveys/ researches: .22 2.2 Theoretical motivation theories 23 2.2.1 Maslow’s Hierarchy of Needs .23 2.2.2 The Two-Factor Theory (Herzberg) 26 2.2.3 Equity Theory (John Stacey Adams) .30 2.2.4 Job Characteristics Model .31 2.2.5 Goal Setting Theory 33 2.3 Relevant theories and model for the case of VFC 33 CHAPTER : OVERVIEW ABOUT VINASHIN FINANCE COMPANY 36 3.1 General introduction about VFC 36 3.1.1 The vision, development principle, and target for 2010 of VFC 36 3.1.2 VFC’s labor force characteristics 38 3.2 Products and services 42 3.3 VFC’s HRM strategy and practice .42 CHAPTER : FINDINGS 45 4.1 Findings on VFC employee’s general motivation opinion 45 4.2 Findings VFC’s motivation problem in relation to Hygiene factors (work environment) .50 4.2.1 Pay and security 50 4.2.2 Clear goals .54 4.2.3 Quality of supervision 58 4.2.4 Working conditions .61 4.3 Findings VFC’s motivation problem in relation to Motivational factors (work content) .65 4.3.1 Recognition 65 4.3.2 Work itself .66 4.3.3 Advancement and growth 68 4.4 Findings the root cause of turnover and low satisfaction in VFC’s professional employee .70 CHAPTER : SUGGESTIONS FOR VFC TO ENHANCE EMPLOYEE MOTIVATION 73 5.1 Being wary of Financial Incentives and Rewards 73 5.2 Clarifying expectations (ensure clear goals for each unit) 76 5.3 Hiring the Right People & Weed out Poor Managers 79 5.4 Improving working conditions at VFC 82 5.5 Redesigning work to enrich jobs 83 5.6 Using smart training as a development tool for employees 84 5.7 Other feasible solutions when the firm falls into the disadvantage context 86 CONCLUSION 88 Chapter ACKOWLEDGEMENT First of all, taking this opportunity, I would like to thank my family and friends for their great support in helping me complete this research With sincere gratitude to my thesis supervisors, Dr.Dao Thi Thanh Lam for her valuable time and precious comments which contributed much to my work Special thanks to Mr Hoang Gia Hiep and Ms Tran Thi Phuong Anh – the Deputy General Director and the Manager of the Planning & General Affairs Department of Vinashin Finance Company as well as the line managers from other function departments, for the enormous help they provided There is too much to say in too few words but without each and every one of you, this could never have been accomplished I truly appreciate you all! Bui Kim Lien Nov 2010 10 93 APPENDIX 2: QUESTIONAIRE FOR PROFESSIONAL EMPLOYEES QUESTIONAIRE FOR PROFESSIONAL EMPLOYEES Dear Mr /Ms This questionnaire aims to collect necessary information relating current expectations of professional employees in Vinashin Finance Company (VFC) The information you provide by answering the following questions will be used solely for the above purpose and will be held in strictest confidence Best regards, For further information, please don’t hesitate to contact: Bui Kim Lien Personnel Management Group - Planning & General Affair Dept VIETNAM SHIPBUILDING FINANCE COMPANY (VFC) 120 Hang Trong Street, Hoan Kiem Dist, Hanoi, Vietnam Tel: (84.4) 39365329 or Hand phone: 098 336 1122 Email: Buikimlien@gmail.com PART I GENERAL INFORMATION Sex: Male or Female What is the highest qualification having you got? Intermediate Colleges, universities Postgraduate How old are you? Under 30 years From 30 years to 40 years From 40 years to 45 years Over 45years How long have you worked for VFC? (Please mark appropriate box) Under year From year to years From years to years Over years How many time did you change your job position since be recruited to VFC? No transfer 1-3 times 4-5 times Over times What kind of labor are you belonging to? Professional employees Managers Leaders 94 According to you, what is the factor which has the most decisive impact on your productivity and your hard working spirit? (Please rate from to 12 effects, including: for the highest level and 11 for the lowest level) TT Impact factors Ranking Clear goals for your unit Quality of Supervision Working conditions Interpersonal relations: superior, subordinate & peers Pay and security Company policies and administration Achievement Recognition Work itself 10 Responsibility 11 Advancement and growth 12 Other factor:…………………………………………………………… II Main content: Each question has four choices, you choose one answer that you think it is right for each of the following conclusions (numbered your option to agreement level column): 2.1 Hygiene factors, relevant to work environment YOUR COMMENTS ARE: (1 Strongly disagree Disagree Agree Strongly agree ) Agreeme nt Level About the company ‘s strategy & goals VFC has a clear vision and relevant parties agreement ……… Values that VFC follow are often discussed and everyone agreed ……… VFC's mission reflects what the organization is doing, to whom and why it is important ……… VFC regularly review the strengths, weaknesses, opportunities and challenges ……… VFC purpose and clear goals under the SMART standards ……… VFC can distinguish clearly the priority issues to do, should and can ……… VFC has clear indicators to measure the impact of job ……… VFC’s BOD has proven their effectiveness and efficiency in managing the company ……… 95 The work is done in accordance with the different areas and has close relationships ……… 10 Context within and outside of the VFC are relatively stable and not much has changed in the past year ……… 11 According to you, with the current context, what strategies and objectives should VFC have? Quality of supervision 12 Your superior is capable of leadership, capable of lighting up the flame of enthusiasm in his/her collective staff, and making them feel passion about the company and connect people with the company's vision, even when the company encountered difficulties ……… 13 Your superiors always consulted when there are problems related to your work and encourage you to participate in important decisions 14 Your superior always requires in your spirit of hard work, quality ……… ……… 15 Leadership is always interested in finding out your views and respecting your thoughts 16 Scientific work allocation, and support for staff develop their capabilities ……… ……… 17 According to you, how to improve the leadership style? Feedback & Performance appraisal 18 VFC’s managers have high-appreciated of the role of performance appraisal (PA) ……… 19 Method of evaluating work efficiency that VFC applied is scientific, fair and effective 20 The appraisal criteria are given clearly and measurable ……… ……… 21 It’s only line managers who are responsible for evaluating the employees’ work performance ……… 22 The results of PA is the important foundation for pay the salary and reward at VFC ……… 23 VFC’s assessment cycle of ranking class A, B, C (on the date of 26 monthly) is appropriate 24 You are satisfied the assessment capability of your line manager ……… ……… 25 All employees know about the superior’s comments about their work performance ……… 26 The constant assessment has really helped you improve the quality of the work, plans for training and career path development ……… 96 27 If not good, which ones to change first? (from section 18 to 26) ……… 28 And how should be changed? Interpersonal relations: superior, subordinate & peers 29 All people have the quick and on time working style ……… 30 Colleagues within one department have the enthusiastic cooperation to help you to complete the job ……… 31 Colleagues from different departments have the enthusiastic cooperation to help you to complete the job 32 All people have high responsibilities in work performance ……… ……… 33 Your job at VFC make you set up more individual relations with clients and partners ……… 34 You are always be respected and treated in balance by your superior ……… 35 If not good, which ones to change first? (from section 29 to 34) ……… Company policies and administration 36 The company always has fully informed changes in policies, procedures related to the employees ……… 37 You are provided enough information to work ……… 38 Your task are determined the scope and powers clearly ……… 39 There is no overlapping of functions of the division, department ……… 40 VFC has created a comfortable environment for employees where they can present their opinions and give effective proposals 41 If not good, which ones to change first? (from section 36 to 40) ……… ……… Pay and security 42 You understand clearly the VFC’s regulation concerning about salary and conditions to be increase salary ……… 43 You understand clearly all VFC’s criteria concerning about reward policy ……… 44 You understand clearly VFC’s regulation about expenses for business trip ……… 45 The company guarantees to pay timely and adequate wages for all staffs even when VFC is facing with financial difficulties ……… 46 Wage that you receives equivalently with your work performance and ensures internal fairness ……… 47 VFC’s current lunch allowance is suitable ……… 48 You are satisfied about VFC’s fuel allowance ……… 49 Every year, VFC has organized the annual health check for all the staffs The 97 procedures for insurance payment are fully and promptly ……… 50 You feel satisfied with VFC attempt to maintain welfare besides salary like: annual vacation, welfare related staff’s family (wedding and funerals, policy family…), and recover labor’s power (take a nap after lunch) ……… 51 VFC’s remuneration policy is always competitive with other credit institutions that have similar size and business results ……… 52 If not good, which ones to change first? (from section 42 to 51) ……… 53 And how should be changed? Working conditions 54 Office equipment is supplied enough with well-done operation (computer, printer, fax, photocopy, telephone…) ……… 55 Office stationary is supplied enough with high quality ……… 56 Vehicles for working is convenient ……… 57 Working room ensure in term of area, temperature and noise ……… 58 Security in work areas are guaranteed ……… 59 If not good, which ones to change first? (from section 54 to 59) ……… 2.2 Motivational factors, relevant to work content or the work-task itself YOUR COMMENTS ARE: (1 Disagree Unsure or not applicable Agree Strongly agree ) Agreeme nt Level Achievement 60 You feel be motivated of successful completion of a job, solutions to problems, vindication, and seeing the results of your work ……… 61 The reason why you not agree with the above conclusions:.…………………… Recognition 62 Your supervisor has recognition about your effort of implementing the job ……… 63 Your peers has recognition about your effort of implementing the job ……… 64 Your client has recognition about your effort of implementing the job ……… Work itself 65 You is required to use a wide variety of skills (Skill variety) ……… 66 You are involved in an activity from start to finish the work process.(Task identify) 67 You believe that you make a difference, and are adding real value to colleagues, ……… 98 the organization, or the larger community (Task significance) 68 You always have individual choice and discretion involved in a job (Autonomy) ……… ……… 69 You always receive many information about your performance and the impact of the work (Feedback) 70 If not good, which ones to change first? (from section 65 to 69) ……… ……… Responsibility 71 VFC always assigned to you the necessary authority to implement your tasks more creatively, flexibly and more efficiently ……… 72 The reason why you not agree with the above conclusions:.………………… Advancement and growth 73 You are willing to participate in training for the job requirements ……… 74 You are trained or delegated for training the skills needed to perform the job better ……… 75 VFC’s current investment in training has really met the needs of the professional development of employees ……… 76 You can see your career path with many opportunities for advancement within VFC ……… 77 Promotion and appointment policy of VFC is fair ……… 78 You understand clearly about the conditions of being promoted and delegated ……… 79 At VFC, the capabilities of job performance is the most deciding factor for ……… promotion ……… 80 The reason why you not agree with the above conclusions?.…………………… 81 Suppose that you are the VFC’s manager and you have a job which needs to be completed soon, you needs your employee efforts to achieve the goal on time, even to work overtime, Do you have any feasible method can be applied in this case to motivate your employees? Sincere thanks for your kind assistance! 99 APPENDIX 3: QUESTIONAIRE FOR TURNOVER EMPLOYEES I General information: Age : Gender : Department : Position : Education : Working duration: Turnover date : Reason for turnover : II In-depth Questions: • About work content - Let’s describe your job since working in VFC? - Do you understand the above work in the interview? Yes No - What is the main reason why you decide to work in this position? - What makes you decide to leave? - What make you most satisfied with your work? - What make you not happy at your job? - What make you most satisfied with VFC? - What make you not satisfied at VFC? • About your managers and colleagues Let’s assess at the following levels: Very good Good Acceptable (1) (2) Average (3) (4) Poor (5) Line managers Top leader Colleagues • About compensation policy - How you think of the suitable level between your salary and your position? High - Suitable Too low Are you rewarded equivalently with your work performance? If no, why? Yes - Acceptable No How you think of the VFC’s remuneration? 100 (1) Good (2) Acceptable (3) Not good Salary & Bonus Training Insurance policy Other policies • Training and advancement - How are you trained in VFC? - How you think about your advancement opportunities in VFC? • Other comments about your work, your department and the company 101 APPENDIX 4: VFC’S WAGE DISTRIBUTION REGULATION TỔNG CÔNG TY CÔNG NGHIỆP TÀU THUỶ VIỆT NAM -Công ty Tài Công nghiệp Tàu thuỷ CỘNG HOÀ XÃ HỘI CHỦ NGHĨA VIỆT NAM Độc lập - Tự - Hạnh phúc Hà Nội, ngày 28 tháng 02 năm 2006 QUY CHẾ TRẢ LƯƠNG TRONG CÔNG TY TÀI CHÍNH CÔNG NGHIỆP TÀU THUỶ Ban hành kèm theo Quyết định số 428 QĐ/VFC ngày 28/02/2006 Tổng giám đốc Công ty Tài Công nghiệp Tàu thuỷ I CĂN CỨ PHÁP LÝ: Căn Nghị định số 205/2004/NĐ-CP ngày 14/12/2004 Chính phủ quy định hệ thống thang lương, bảng lương chế độ phụ cấp lương công ty nhà nước; Căn Thông tư 01/2005/TT-BLĐTB-XH ngày 05/01/2005 Bộ lao động thương binh xã hội hướng dẫn chuyển xếp lương cũ sang lương Tổng giám đốc, Giám đốc, Phó Tổng giám đốc, Phó Giám đốc Kế toán trưởng công nhân, viên chức, nhân viên công ty nhà nước theo Nghị định số 205/2004/NĐ-CP ngày 14/12/2004 Chính phủ; Căn Thông tư số 03/2005/TT-BLĐTBXH-BNV ngày 05/01/2005 Bộ lao động thương binh Xã hội - Hướng dẫn thực chế độ phụ cấp trách nhiệm công việc công ty nhà nước theo Nghị định số 205/2004/NĐ-CP ngày 14/12/2004 Chính phủ; Tham khảo Quy chế trả lương hành Tổng công ty Công nghiệp Tàu thuỷ Việt Nam, II PHẠM VI ÁP DỤNG VÀ NGUYÊN TẮC TRẢ LƯƠNG: Quy chế áp dụng cho CBCNV Công ty Tài hưởng lương hệ số theo thang, bảng lương nhà nước Tiền lương CBCNV làm việc Công ty Tài trả sở thâm niên công tác, trình độ đào tạo, chức trách nhiệm vụ giao, tính chất phức tạp, hiệu lao động mức độ hoàn thành công việc III QUY CHẾ CỤ THỂ: Công ty Tài trả lương đến CBCNV theo công thức: Ti = T1i + T2i Trong đó: 102 a) Ti: Tiền lương tháng người thứ i b) T1i: Tiền lương theo Nghị định 205/NĐ-CP tháng người thứ i ( Li + Pi ) M c Ni 22 Li: Hệ số lương cấp bậc theo Nghị định 205/NĐ-CP người thứ i T1i = Pi: Hệ số phụ cấp lương theo Nghị định 205/NĐ-CP người thứ i Mc: Mức lương tối thiểu chung Nhà nước quy định (hiện tính theo Nghị định 118/2005/NĐ-CP ngày 15/9/2005 Chính phủ 350.000đ) Ni: Số ngày công làm việc tháng người thứ i c) T2i: Tiền lương điều chỉnh tăng thêm tháng người thứ i T2i = H i ki M Ni 22 n: Số CBNV Công ty Tài (hưởng lương theo quy chế này) M1: Mức lương điều chỉnh tăng thêm tối thiểu Công ty Tài Mức lương điều chỉnh tăng thêm M áp dụng theo Quyết định số 192/QĐ/VFC ngày QLt − QLcb − QLk M1 = n ∑ H i ki i =1 26/10/2004 Giám đốc Công ty Tài là: 600.000 (kể từ tháng 10/2004) QLt: Quỹ tiền lương tháng Công ty Tài QLt = ∑ ( Li + Pi ) M + QLk n i =1 M mức lương tối thiểu lựa chọn theo Nghị định 118/2005/NĐ-CP, M dao động từ 350.000đ đến 1.050.000đ QLk: Quỹ lương khoán hàng tháng Công ty Tài QLcb: Quỹ tiền lương Công ty Tài theo Nghị định 205/2004/NĐ-CP n QLcb = ∑ T1i i =1 Hi: Hệ số điều chỉnh tiền lương tăng thêm người thứ i Hi xác định sở chức vụ bổ nhiệm, chuyên môn nghiệp vụ giao, trình độ đào tạo, thâm niên công tác: Chức danh STT Tổng Giám đốc Hệ số điều chỉnh Hi 103 Phó Tổng Giám đốc, Kế toán trưởng 6.5 Thành viên chuyên trách Hội đồng quản trị 5.5 Trưởng phòng tương đương 4.5 Phó phòng phụ trách tương đương 4.3 Phó phòng tương đương 3.8 Chuyên viên/ Kỹ sư chính, hệ số lương 4,99-5,65 2.5 Chuyên viên/ Kỹ sư chính, hệ số lương 4,33-4,66 2.4 Chuyên viên/ Kỹ sư chính, hệ số lương 4,00 2.3 10 Chuyên viên/ Kỹ sư, hệ số lương 4,20-4,51 2.3 11 Chuyên viên/ Kỹ sư, hệ số lương 3,58-3,89 2.2 12 Chuyên viên/ Kỹ sư, hệ số lương 2,65-3,27 2.1 13 Chuyên viên/ Kỹ sư, hệ số lương 2,34 14 Cán sự/ Kỹ thuật viên, hệ số lương 3,51-3,89 2.1 15 Cán sự/ Kỹ thuật viên, hệ số lương 2,75-3,32 16 Cán sự/ Kỹ thuật viên, hệ số lương 1,99-2,56 1.9 17 Cán sự/ Kỹ thuật viên, hệ số lương 1,80 1.8 18 Thủ quỹ/ Kiểm ngân viên, hệ số lương 2,75-3,89 19 Thủ quỹ/ Kiểm ngân viên, hệ số lương 1,99-2,56 1.9 20 Thủ quỹ/ Kiểm ngân viên, hệ số lương 1,80 1.8 21 Lái xe doanh nghiệp 1.8 22 Nhân viên bảo vệ, nhân viên phục vụ, văn thư ki: Hệ số A, B, C người thứ i Loại A: k = 1,2 Loại B: k = 1,0 Loại C: k = 0,7 Các quy định khác: a) Hiện tại, cộng thêm vào hệ số Hi cán nhân viên phòng sau: - Phòng Tín dụng - Đầu tư 1; Phòng Tín dụng - Đầu tư 2; Phòng Thẩm định; Phòng Tài - Kế toán; Phòng Kinh doanh Tiền tệ: 0,6 104 - Phòng Kế hoạch - Tổng hợp; Phòng Kiểm toán nội bộ;, Phòng phát triển dự án,: 0,45 - Phòng Nguồn vốn, Phòng Kinh doanh: 0,6 - Phòng Giao dịch ngân quỹ: 0,3 Những cán kiêm nhiệm thuộc phòng nêu cộng thêm lần vào hệ số Hi Hệ số cộng thêm hệ số phòng kiêm nhiệm cao Ngoài ra, tuỳ theo tình hình công việc, số CBNV cộng thêm vào hệ số H i lãnh đạo trực tiếp đề xuất Hội đồng lương thông qua b) Đối với cán lãnh đạo kiêm nhiệm chức danh quyền: chức danh kiêm nhiệm hưởng hệ số kiêm nhiệm tính theo mức lương tối thiểu Nhà nước quy định sau: - Trưởng phòng: 0,4 - Phó phòng: 0,3 Những cán kiêm nhiệm từ hai phòng trở lên cộng thêm lần hệ số kiêm nhiệm Hệ số công thêm hệ số kiêm nhiệm cao Áp dụng phụ cấp trách nhiệm công việc tính theo mức lương tối thiểu Nhà nước quy định với đối tượng sau: - Thành viên Hội đồng quản trị không chuyên trách: 0,3 - Thành viên Ban Kiểm soát (không kể trưởng Ban Kiểm soát): 0,2 - Tổ trưởng Tổ nghiệp vụ: 0,1 c) Đối với cán kiêm nhiệm chức danh Đảng, đoàn thể Công ty cộng thêm vào hệ số Hi sau: - Bí thư chi bộ: 0,5 - Chủ tịch Công đoàn: 0,4 - Bí thư chi Đoàn niên: 0,3 - Trưởng ban nữ công: 0,3 - Trưởng ban tra nhân dân: 0,3 d) Đối với chuyên viên có thời gian làm việc 12 tháng, hưởng lương ngạch có hệ số khởi điểm 2,34; nhân viên có thời gian làm việc 06 tháng Công ty hưởng lương ngạch có hệ số khởi điểm hưởng 80% hệ số H i theo quy định 105 (không bao gồm hệ số kiêm nhiệm) đủ 12 tháng chuyên viên, tháng nhân viên Trường hợp chuyên viên hoàn thành xuất sắc công việc, sau tháng Hội đồng lương xem xét, phê duyệt việc hưởng 100% lương trước thời hạn theo đề nghị lãnh đạo trực tiếp e) Đối với trường hợp bổ nhiệm thì: - Hệ số Hi tính từ thời điểm bắt đầu bổ nhiệm - Phụ cấp tính từ đầu tháng bổ nhiệm f) Đối với trường hợp chuyển công tác công ty, thời gian chưa hoàn tất hồ sơ tính lương hệ số khởi điểm tương ứng (và hưởng 80% hệ số Hi), sau hoàn tất hồ sơ định mức lương cụ thể Đối với trường hợp chuyển công tác trình độ chuyên môn phù hợp với công việc, hệ số Hi phải có xét duyệt riêng Hội đồng lương g) Các trường hợp khác với quy định trường hợp đặc biệt khác Hội đồng lương xem xét, thông qua IV TỔ CHỨC THỰC HIỆN: Tiêu chuẩn xếp loại A, B, C hàng tháng cá nhân: • Loại A: - Hoàn thành tốt nhiệm vụ chuyên môn, nghiệp vụ giao - Có tinh thần nhiệt tình tham gia hoạt động đoàn thể Công ty - Có 90% số ngày công Công ty chi trả tháng (không tính ngày nghỉ không lương nghỉ chế độ) - Không vi phạm nội quy kỷ luật lao động Công ty • Loại B: - Hoàn thành nhiệm vụ chuyên môn, nghiệp vụ giao - Có tinh thần tham gia hoạt động đoàn thể Công ty - Có 80% số ngày công Công ty chi trả tháng - Không vi phạm nội quy kỷ luật lao động Công ty mức khiển trách trở lên • Loại C: Không đạt yêu cầu loại A loại B 106 Vào ngày 26 hàng tháng, cá nhân phòng (ban) tự xếp loại A, B, C theo tiêu chuẩn nêu • Loại A, B, C Trưởng (Phó) phòng loại A, B, C phòng • Việc xếp loại A, B, C phòng xác định sau: - Phòng xếp loại A không 70% cá nhân phòng xếp loại A xếp loại C (chỉ áp dụng cá nhân xếp loại C không hoàn thành tốt nhiệm vụ chuyên môn, nghiệp vụ giao vi phạm nội quy kỷ luật lao động Công ty) - Phòng xếp loại B không đủ điều kiện xếp loại A không thuộc loại C - Phòng xếp loại C có từ 70% trở lên cá nhân phòng xếp loại C • Loại A, B, C Ban lãnh đạo Công ty Hội đồng thi đua - khen thưởng Công ty định • Trên sở tự xếp loại A, B, C cá nhân phòng (ban), Hội đồng thi đua khen thưởng Công ty họp đưa định cuối • Trường hợp đặc biệt Hội đồng thi đua - khen thưởng Công ty xem xét, định Hàng tháng, kết họp Hội đồng thi đua - khen thưởng, Phòng Kế hoạch Tổng hợp tổng hợp kết xếp loại A, B, C, hệ số lương bản, hệ số điều chỉnh tiền lương tăng thêm CBCNV chuyển sang phòng Tài - Kế toán để tính lương trích quỹ lương Quy chế trả lương thực kể từ tháng 02/2006 Mọi quy định trước trái với Quy chế bị bãi bỏ Trong trình thực hiện, Công ty tiếp tục nghiên cứu để có sửa đổi, bổ sung cần thiết, kịp thời nhằm khuyến khích tập thể cá nhân CBCNV Công ty nâng cao suất, chất lượng hiệu công việc TỔNG GIÁM ĐỐC CÔNG TY Hồ Ngọc Tùng (đã ký) 107 APPENDIX 5: VFC’S ORGANIZATIONAL STRUCTURE CHART ... target population of this study included professional employees at VFC The sample size included all 125 employees of the target population 75 of the employees participated in the survey for a participation... TABLE 4.8 VFC EMPLOYEES OPINION ABOUT THE “ACHIEVEMENT” FACTOR .57 TABLE 4.9 VFC EMPLOYEES OPINION ABOUT THE FACTOR “QUALITY OF SUPERVISION” .58 TABLE 4.10 VFC EMPLOYEES OPINION... VFC EMPLOYEES OPINION ABOUT THE FACTOR “WORKING CONDITIONS” 61 TABLE 4.12 VFC EMPLOYEES OPINION ABOUT THE FACTOR “FEEDBACK & PERFORMANCE APPRAISAL” 63 TABLE 4.13 VFC EMPLOYEES