How can motivation impacts on productivity on insurance sales staff

RESEARCH PROJECT (BMBR5103) HOW CAN MOTIVATON IMPACTS ON PRODUCTIVITY OF INSUARANCE SALES STAFF? STUDENT’S NAME STUDENT ID INTAKE ADVISOR’S NAME : OAN TRUNG CHAU : CGS00019866 : September 2015 : DR BUI PHI HUNG (March 2017) DOAN TRUNG CHAU – CGS00019866 Advisor’s assessment Advisor’s signature Content Format: DOAN TRUNG CHAU – CGS00019866 TABLE OF CONTENT EXECUTIVE SUMMARY CHAPTER 1: INTRODUCTION 1.1 Research Aim CHAPTER 2: LITERATURE REVIEW 2.1 Introduction 2.2 Motivation 2.3 Concept of Motivation 2.4 Conceptual Framework 13 2.4.1 Compensation 14 2.4.2 Benefit 14 2.4.5 Promotion 16 2.4.6 Training and coaching 16 2.4.7 Taking care of Managers 15 2.5 The Gap in Literature 17 2.6 Conclusion 18 CHAPTER 3: RESEARCH METHODOLOGY AND DATA COLLECTION METHOD .19 3.1 Introduction .19 3.2 Research design 19 3.3 Target population 20 3.4 Sample design 21 3.5 Research instrument 22 3.6 Validity and Reliability 24 3.7 Data analysis 25 3.8 Ethical consideration 25 3.9 Conclusions 26 CHAPTER 4: RESULTS, FINDINGS AND PRESENTATION OF DATA 27 4.1 Introduction 27 4.2 Distribution of the Respondents by Gender 27 4.3 Distribution of Insurance Sales staff by Highest Academic Qualifications 27 DOAN TRUNG CHAU – CGS00019866 4.4 Distribution of Insurance Sales staff by Age Bracket 28 4.5 Distribution of Sales staff by Experience in Insurance Industry 29 4.6 The influence of compensation on insurance sales staff motivation at Manulife Viet Nam 29 4.7 The influence of benefit on insurance sales staff motivation at Manulife Viet Nam 31 4.8 The influence of taking care of manager on insurance sales staff motivation at Manulife Viet Nam 31 4.10 The influence of training on insurance sales staff motivation at Manulife 33 4.11 Conclusion 34 CHAPTER 5: DISCUSSION AND ANALYSIS THE FINDINGS 35 5.1 Introduction 35 5.2 Discussion of Key Results 35 5.2.1 Key finding one – salary on insurance sales staff motivation 36 5.2.3 Key finding – taking care of manager on insurance sales staff motivation 36 5.2.4 Key finding – promotion on insurance sales staff motivation 37 5.2.5 Key finding – training on insurance sales staff motivation 38 5.3 Conclusion 40 CHAPTER 6: RECOMMENDATIONS AND CONCLUSION 42 6.1 Introduction 42 6.2 Summary of the Study 42 6.2.1 Addressing the Research Question 42 6.2.2 Methodology of the Study and Data Analysis 43 6.2.3 Key Findings 43 6.3 Limitation of the Study 43 6.4 Recommendation 44 6.6 Conclusion 45 REFRENCE LIST 46 APPENDIX 52 DOAN TRUNG CHAU – CGS00019866 ABSTRACT An insurance agent’s productivity when making sales is the most important task for a successful business A salesperson’s attitude can be the one thing that makes or breaks a sale to any client If your insurance sales staff are not happy or are not feeling motivated, that could be difficult to hide on a phone call to a potential client—and especially face to face If your insurance agent doesn’t feel particularly motivated, why should the potential client feel motivated to purchase insurance from him or her? With any sales job, keeping your sales staff motivated and helping them get the most out of their time at the office is one of the most important things you can to boost sales Successful insurance agent professionals have to maintain a positive attitude that is the way to keep themselves motivated, especially during tough times Keeping insurance sales staff (insurance sales staff) productive is one of the most important tasks at any insurance company because the sales staff are the key force who are going to help the company grow its business According to research, those factors that motivate the insurance sales staff are important to achieve the business goals The purpose of this case study is to determine the factors affect the insurance agency motivation in the life insurance company Delivering motivation to the insurance sales staff also help they love their work and engaging for long- term with the company This research focuses on all of insurance sales staff at Manulife Vietnam Total populations will use the number of samples is chosen at random from 500 insurance sales staff of Ho Chi Minh Office – Manulife Vietnam Questionnaires were used to collect data from sales staff The results suggest an improvement of productivity and recommend that Manulife Vietnam should build motivated policies for insurance sales staff to ensure satisfaction with their jobs DOAN TRUNG CHAU – CGS00019866 CHAPTER 1: INTRODUCTION When Vietnam delivered open-door policy, many insurance companies are formed and developed with the desire to bring the noble values help to the life of Vietnamese becoming better In current, there are 18 insurance companies Therefore, the competition between companies is becoming fiercer than to gain market share Insurance is a high humane profession because in addition to helping people practice the disciplined savings, it also helps that they can protect solid financial background in the case of occurring unexpected risks in life Meanwhile, demands and expectations of customers about savings and protection increase more and more and more diversified At any insurance company, insurance agent is one of the most important factors because the sales staff are the ones who are going to help the company grow its business Insurance Sales staff are the first line operators in the Insurance sector and they play a very critical role in the distribution and uptake of Insurance products They offer the “last mile” connection with the Policyholders where personalized service come handy when closing Insurance contracts Their role is to sell insurance; insurance is sold, not bought! Because insurance sales staff sell the intangible products, they are often rejected by their customers, who not understand about life insurance This leads to the closing ratio of insurance (especially new sales staff who lack of the selling skills) is not high Besides, the insurance agent does not have a fixed salary but receive compensation according to the number of contracts they successfully consulted, this means insurance sales staff will have no income in a month if they not close any contracts with their customers No income as expected, customers often refuse, sales target are not always reached… all this makes insurance sales staff not want to stick with the job Because of this, insurance sales staff need to be motivated, caring, sharing timely and properly By Remez Sasson, motivation is the inner power that pushes you toward taking action and toward achievement Motivation is powered by desire and ambition, and DOAN TRUNG CHAU – CGS00019866 therefore, if they are absent, motivation is absent too Sometimes, insurance sales staff might have the desire to get something done, or to achieve a certain goal, but if the desire and ambition are not strong enough, they lack the push, the initiative, and the willingness to take the necessary action In these cases, they lack of motivation and inner drive According to Kendra Cherry (2016) the instinct theory of motivation, all organisms are born with innate biological tendencies that help them survive This theory suggests that instincts drive all behaviors Instincts are goal-directed and innate patterns of behaviors that are not the result of learning or experience For example, infants have an inborn rooting reflex that helps them seek out a nipple and obtain nourishment while birds have an innate need to build a nest or migrate during the winter Thus, the motivation for the insurance sales staff will play an important role to achieve the goal of increasing sales 1.1 Research Purpose This research aim at finding out how motivation can impact on production of sales staff (insurance sales staff) at Manulife Vietnam Company 1.2 Research Question: “How can motivation impacts on productivity of insurance sales sales staff at Manulife Vietnam Company?” 1.3 Context and Relevance This study is important because there are many insurance sales staff have just come to the office every day without sales and they could not find a job results in their business They think that they have not achieved that what they want They feel that size their endeavor in work has not been of recognized worthy yet When lack of motivation to work, they could not inspire others positively That will cause the insurance sales staff boredom and not want to come to the office And this will greatly affect the business results of the company This topic will explore the factors of motivation that affect the insurance sales staff DOAN TRUNG CHAU – CGS00019866 By highlighting these factors, Manulife Vietnam may make decisions to motivate the agency forces 1.4 Structure The study has six chapters:  Chapter will be introduction about study  Chapter will aims to analyze the literature around the topics of sales staff motivation  The next section chapter will discuss the research methods that will be used to collect relevant data from the target population who are insurance sales staff at Ho Chi Minh Office  Chapter will present results, findings of the primary data collected and presentation of data  Similarly, chapter will analyze the data and discuss how the results relate to the literature  Finally, chapter will conclude conclusion about the research, and provide recommendations for further studies DOAN TRUNG CHAU – CGS00019866 CHAPTER 2: LITERATURE REVIEW 2.1 Introduction There are many studies researched the motivational factors for sales staff at different organizations, which may be the motivation for the sales staff in a particular department within an organization Overall, this studies mentioned factors such as compensation, payment package, reward system, benefit, training and development, work situation factors, leadership, relationship between sales staff and managers, and so on Base on referring to available literatures in relation to the research question “How can motivation impact on sales staff at Manulife Vietnam Company?” The purpose of chapter two is investigate literatures in regards to determine factors affect to insurance sales staff motivation at Manulife Vietnam And this chapter was accomplished under the following subheadings: Motivation, Concept of motivation, Conceptual Framework, Compensation, Benefit, Taking care of managers, Promotion, Training 2.2 Motivation Motivation refers to “the reasons underlying behavior” (Guay et al., 2010, p 712) Paraphrasing Gredler, Broussard and Garrison (2004) broadly define motivation as “the attribute that moves us to or not to something” (p 106) Intrinsic motivation is motivation that is animated by personal enjoyment, interest, or pleasure As Deci et al (1999) observe, “intrinsic motivation energizes and sustains activities through the spontaneous satisfactions inherent in effective volitional action It is manifest in behaviors such as play, exploration, and challenge seeking that people often for external rewards” (p 658) Researchers often contrast intrinsic motivation with extrinsic motivation, which is motivation governed by reinforcement contingencies Traditionally, educators consider intrinsic motivation to be more desirable and to result in better learning outcomes than extrinsic motivation (Deci et al., 1999) Motivation involves a constellation of beliefs, perceptions, values, interests, and actions that are all closely related As a result, various approaches to motivation can DOAN TRUNG CHAU – CGS00019866 focus on cognitive behaviors (such as monitoring and strategy use), non-cognitive aspects (such as perceptions, beliefs, and attitudes), or both For example, Gottfried (1990) defines academic motivation as “enjoyment of school learning characterized by a mastery orientation; curiosity; persistence; task-endogeny; and the learning of challenging, difficult, and novel tasks” (p 525) On the other hand, Turner (1995) considers motivation to be synonymous with cognitive engagement, which he defines as “voluntary uses of high-level self-regulated learning strategies, such as paying attention, connection, planning, and monitoring” (p 413) Motivation is the word derived from the word “motive” which means needs, desires, wants or drives within the individuals It is the process of stimulating people to actions to accomplish the goals In the work goal context the psychological factors stimulating the people’s behavior can be -desire for recognition, success, money, job-satisfaction, team work, etc One of the most important functions of management is to create willingness amongst the sales staff to perform in the best of their abilities Therefore the role of a leader is to arouse interest in performance of sales staff in their jobs The process of motivation consists of three stages: A felt need or drive, A stimulus in which needs have to be aroused, When needs are satisfied, the satisfaction or accomplishment of goals Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan Effectively motivating sales staff has long been one of management's most important and challenging duties Motivation refers to the psychological processes that stimulate excitement and persistence of voluntary actions aimed at some goal Because motivation can be highly individualized, managers use a wide range of techniques to keep their sales staff motivated and happy Therefore, it is essential for managers to understand the psychological processes involved in motivation so that they can effectively direct sales staff towards organizational goals Motivation results from the interaction of both conscious and unconscious factors such DOAN TRUNG CHAU – CGS00019866 10 CHAPTER 6: RECOMMENDATIONS AND CONCLUSION 6.1 Introduction The previous chapter has discussed the key results that were established from the primary research which included quantitative findings The management research investigated in accordance to the research question of “what factors of motivation impact on the sales staffs at Manulife Vietnam?” Additionally, the key results have been interpreted in relation to the literature review in chapter two Therefore, aim of chapter six is to present a summary of the investigation as well as the outline of the research question In addition, this chapter also aims to provide the research approaches utilized to conduct the investigation and examine the data for this study 6.2 Summary of the Study With the open door policy of the state of Vietnam, more and more insurance companies are established, especially the entry of large multinational corporations That has created more opportunities for insurance sales staff Thus, companies want to retain talents for their long service to the overall objectives of the organization, the company needs to come up with convincing benefits for them, to motivate them to work Therefore, a comprehensive study was need explore factors affect to insurance sales staff motivation at Manulife Vietnam 6.2.1 Addressing the Research Question This study aimed to explore factors affect to Insurance agent motivation at Manulife Vietnam Subsequently, in addressing the research question of “what factors of motivation impact on the sales staffs at Manulife Vietnam?”; Five key themes such as Compensation, Benefit, Taking care of Managers, Promotion, Trainings were analyzed However, in order to provide a broad understanding of the investigation, it is critical to assess the imperative methodology of this research required DOAN TRUNG CHAU – CGS00019866 41 6.2.2 Methodology of the Study and Data Analysis Quantitative data was gathered through distributing questionnaires to trainers at Manulife Vietnam, again to achieve different perspectives in relation to the research questions Accordingly, emphasize questionnaires are very effective as it is helpful to gather flexible statistical analysis and achieves the aim of this study Consequently, quantitative data collection approaches increased the validity and reliability of this study Overall, the collected data were analyzed using descriptive statistics which identified five key factors of findings that provided further understanding of the research question 6.2.3 Key Findings The key findings showed that a large percentage of respondents about statements in relation to motivation for insurance sales staff In addition, the key findings transpired and the literature supports that Manulife Vietnam can effectively implement strategies to motivate and retain sales staff for long-term development Subsequently, it is necessary for Manulife Vietnam to implement these strategies to have more satisfied trainers as well as to promote insurance sales staff 6.3 Limitation of the Study During the research process, there are certain limitations such as time, resources, sample, sample size, answers of respondents It might be considered as a small sample size, then inferring for all insurance sales staff The answers of respondents can be not right compare with reality Because opinions of each person are different The study was examined in short time with limited resources So, it can bring the exact results are not high Despite of having limitations, this research is significantly important because it adds value to the effectiveness of the strategies adopted as a good understanding of the strategies achieved This research identified some of the factors that need to motivate for insurance sales staff 6.4 Recommendation Through this study, it suggested the company Manulife Vietnam should review policies on the rights of the insurance sales staff, and managers also need to recognize DOAN TRUNG CHAU – CGS00019866 42 the relationship between them and the sales staff in the team Additional, Manulife Vietnam must also create favorable conditions for sales staff have many development opportunities for themselves and their career of path at the company Subsequently, it also created their loyalty for companies Managers are leaders who led the development of the team, so managers have to build yourself a good model, so team members see it as an example to study It also creates the respect for managers from team members In addition, managers should assess the capacity of each member, then assigning added special works for them Beside, managers should also propose to the company for the donation of time and the attached conditions to upgrade them to higher level Sales staff need to be regularly trained to consolidate and develop the knowledge and skills Thus, companies need to provide them with in-door and out-door courses, or give them vouchers for training skills when they achieved excellent goals The review these issues can create great motivation for insurance sales staff to engage with the company for long term 6.5 Future research Future research should give more research questions regarding motivation for sales staff such as leadership, work and life balance, favorable policies for female sales staff, etc However, the future research has ensured correlations between the data and the existing literature This study aslo explored the factors affect to motivation for sales staff But, if the future research adds the above factors to research, it will help company plans strategies for insurance sales staff motivations better 6.6 Conclusion Motivation can be properly or improperly achieved and can either hinder or improve productivity Management must understand that they are dealing with human beings, not machines, and that motivation involves getting people to something because they want to it This cannot be achieved without knowing what is important to associates Management must use the proper incentives to achieve the desired results Simply stated, if the proper motivational environment is in place, managers will be rewarded with productive associates DOAN TRUNG CHAU – CGS00019866 43 Conclusion for this study, the company should provide effective strategies to motivate insurance sales staff, to help them work securely, and engage with the company for long term Since then, the company will have a strong agency force with good profession and proficient skills The company will reduce costs for the recruitment of new sales staff and reduce leaving company because of discouraged status Since then, the company can increase revenue The research to find out which factors increase in motivation for insurance sales staff at Manulife Vietnam That really have great significance for strategies related to personnel matters Because personnel is one of the key factors determining the success of the company Besides, competition among insurance companies is becoming increasingly fierce, so keeping talented people is an essential thing that any company will have to focus REFRENCE LIST Boyett, H.J., and J.T Boyett 2000 "World-class advice on managing and motivating people." http://www.jboyett.com/managing1.htm Howell, H 2000 "Motivating and appreciating your c.com/catanzaro/mgtinfo/newsletter/spring2000/motivat.htm staff." http://v-p- Kovach, K 1999 Employee Motivation: Addressing a Crucial Factor in Your Organization's Performance Ann Arbor, MI: University of Michigan Press U.S Department of Agriculture, UF/IFAS Extension Service, University of Florida, IFAS, Florida A & M University Cooperative Extension Program, and Boards of County Commissioners Cooperating Nick T Place, dean for UF/IFAS Extension Aguinis, H., Joo, H., & Gottfredson, R K (2013) What monetary rewards can and cannot do: How to show sales staff the money Business Horizons, 56(2), 241–249 Asensio-Cuesta, S., Diego-Mas, J A., Canós-Darós, L., & Andrés-Romano, C (2012) A genetic algorithm for the design of job rotation schedules considering ergonomic and competence criteria International Journal of Advanced Manufacturing Technology, 60(9–12), 1161–1174 DOAN TRUNG CHAU – CGS00019866 44 Ashmos, D P., & Duchon, D (2000) Spirituality at work: A conceptualization and measure Journal of Management Inquiry, 9(2), 134–145 Azizi, N., & Liang, M (2013) An integrated approach to worker assignment, workforce flexibility acquisition, and task rotation Journal of the Operational Research Society, 64(2), 260–275 Baldwin, T T., Magjuka, R J., & Loher, B (1991) The perils of participation: Effects of the choice of training on trainee motivation and learning Personnel Psychology, 44(1), 51–65 Barney, E C., & Steven Elias, M S (2010) Flex-time as a moderator of the job stress-work motivation relationship: A three nation investigation Personnel Review, 39(4), 487–502 Barton, L C., & Ambrosini, V (2013) The moderating effect of organizational change cynicism on middle manager strategy commitment International Journal of Human Resource Management, 24(4), 721–746 Bell, B S., & Ford, J K (2007) Reactions to skill assessment: The forgotten factor in explaining motivation to learn Human Resource Development Quarterly, 18(1), 33– 62 Beretti, A., Figuières, C., & Grolleau, G (2013) Using money to motivate both ‘saints’ and ‘sinners’: A field experiment on motivational crowding- out Kyklos, 66(1), 63–77 Bussing, A T., Bissels, T., Fuchs, V., & Perrar, K.-M (1999) A dynamic model of work satisfaction: Qualitative approaches Human Relations, 52(8), 999–1028 Candi, M., Beltagui, A., & Riedel, J C K H (2013) Innovation through experience staging: Motives and outcomes Journal of Product Innovation Management, 30(2), 279–297 Cannon-Bowers, J A., Salas, E., Tannenbaum, S I., & Mathieu, J E (1995) Toward theoretically based principles of training effectiveness: A model and initial empirical investigation Military Psychology, 7(3), 141–164 DOAN TRUNG CHAU – CGS00019866 45 Casad, S (2012) Implications of job rotation literature for performance improvement practitioners Performance Improvement Quarterly, 25(2), 27–41 Cheng, A., & Brown, A (1998) HRM strategies and labor turnover in the hotel industry: A comparative study of Australia and Singapore International journal of human resource management, 9(1), 136–154 Cheng, Y., Chen, I.-S., Chen, C.-J., Burr, H., & Hasselhorn, H M (2013) The influence of age on the distribution of self-rated health, burnout and their associations with psychosocial work conditions Journal of Psychosomatic Research, 74(3), 213– 220 Creswell, J., W (2012) Educational research: Planning, Conducting, and Evaluating Quantiative and Qualiative Research, 4th ed Patton, M.Q (2002), Qualitative Research and Evaluation Methods, Thousand Oaks, CA: Sage Research Design in Occupational Education Copyright 1997 James P Key Oklahoma State University Except for those materials which are supplied by different departments of the University (ex IRB, Thesis Handbook) and references used by permission Centre for Educational Research and Innovation 1996 Education at a OECD Indicators Paris: OECD Glance Converse, J.M.; Presser, S 1986 Survey questions: handcrafting the standardized questionnaire California: Beverly Hills, Sage Foddy, W 1993 Constructing questions for interviews and Cambridge: Cambridge University Press questionnaires Guttman, L 1950 A problem of attitude and opinion measurement In: Stouffer S.A (ed.), Measurement and prediction New Jersey: Princeton University Press, Princeton Johnstone, J.N 1976 Indicators of performance of education systems Paris: IIEP/UNESCO Johnstone, J.N 1988 Educational indicators In J.P Keeves (ed.), Educational research, methodology and measurement: an international handbook New York: Pergamon Press, pp 451-456 DOAN TRUNG CHAU – CGS00019866 46 Likert, R 1932 A technique for the measurement of attitudes In: Archives of Psychology, 140:52 Munck, I 1991 Plan for a measurement study within the Swedish IEA Reading Literacy Survey and some results for population A Stockholm: Institute of International Education, University of Stockholm K Popper, The Logic of Scientific Discovery (1959), reprinted (2004) by Routledge, Taylor & Francis S Ackroyd and J A Hughes, Data Collection in Context (1981) Longman Creswell, J., W (2012) Educational research: Planning, Conducting, and Evaluating Quantitative and Qualitative Research, 4th ed Patton, M.Q (2002) Qualitative Research and Evaluation Methods Thousand Oaks, CA: Sage “Ethical Principles of Psychologist and Code of Conduct” published in the American Psychologist, 47 (1992) “Guidelines for Use of Humans as Research Participants” (1982) Industrial Research Institute (2010) Research management Michigan: Industrial Research Institute Goddard, W & Melville, S (2004) Research Methodology: An Introduction Lansdowne: Juta and Company Ltd Redman, L V & Mory, A V H (2009) The Romance of Research Baltimore: The Williams & Wilkins Co urgess, R G (Ed.) Psychology Press (1989) The ethics of educational research (Vol 8) Devlin A (2006) Research Methods Thompson Wadsworth Dich, L., McKee, H A., & Porter, J E (2013) Ethical Issues in Online Course Design: Negotiating Identity, Privacy, and Ownership Selected Papers of Internet Research, Grady, C (2010) Do IRBs protect human research participants? JAMA: The Journal of the American Medical Association, 304(10), 1122-1123 Hoyle, R H., Harris, M J., & Judd, C M (2002) Research methods in social relations DOAN TRUNG CHAU – CGS00019866 47 May, T (2011) Social Research: Issues, Methods and Research McGraw-Hill International Munhall, P L (1988) Ethical considerations in qualitative research Western Journal of Nursing Research, 10(2), 150-162 Mazur, D J (2007) Evaluating the science and ethics of research on humans: a guide for IRB members OECD 1995 Definitions, explanations and instructions In: UNESCO, OECD, EUROSTAT data collection instruments for the 1996 data collection on education statistics Paris: OECD Oppenheim, A.N 1992 Questionnaire design, interviewing and attitude measurement London: Pinter Publishers Limited Osgood, C.E.; Suci, G.; Tannenbaum, P 1957 The measurement of meaning Urbana, Illinois: University of Illinois Press Payne, S.L 1951 The art of asking questions Princeton University Press, Princeton, New Jersey Sheatsley, P.B 1983 Questionnaire construction and item writing In: P.H Rossi; J.D Wright; A.B Anderson, Handbook of survey research New York: Academic Press UNESCO 1976 International Standard Classification of Education Paris Wolf, R.M 1993 Data quality and norms in international studies In: Measurement and Evaluation in Counselling and Development, 26: 35-40 According to Teresa Kemunto Nyakundi (2012) Factors affecting teacher motivation in public secondary schools in Thika West District According to Yiming Yang (2015) Ho different types of compensation affect sales staff’ motivation to work overtime: an individual perspective According to Caroline Njambi Gichure (2014), Factors influencing employee motivation and its impact on employee performance: a case study of Amref Health Africa Kenya DOAN TRUNG CHAU – CGS00019866 48 According to Imrab Shaheen, Mushtaq A.Sajid, Qudsia Batool (2013), Factors Affecting the Motivation of Academic Staff (A case study of University College Kotli, UAJ & K) According to Sarah O.Akali, (2010), The factors affecting motivation and performance of Diploma teacher trainers in Kenya According to a case study of Greenwich University (2013), an investigation on the effectiveness of employee engagement strategies implemented in a large retail organisation to retain talented staff http://www.ijbmi.org/papers/Vol(2)1/Version_3/N021105112.pdf http://ir-library.ku.ac.ke/handle/123456789/3501?show= full https://managementisajourney.com/motivation-applying-maslows-hierarchy-ofneeds-theory/ http://www.successconsciousness.com/strengthen_motivation.htm Explorable.com (Nov 15, 2009) Research Population Retrieved Aug 20, 2016 from Explorable.com: https://explorable.com/research-population http://www.simplypsychology.org/sampling.html http://www.slideshare.net/hafizahhajimia/research-method-sampling http://www.okstate.edu/ag/agedcm4h/academic/aged5980a/5980/newpage16.ht m http://www.socialresearchmethods.net/kb/introval.php https://psucd8.wordpress.com/2011/11/20/why-is-validity-important-in-research/ Martyn Shuttleworth (Oct 20, 2008) Validity and Reliability Retrieved Aug 21, 2016 from Explorable.com: https://explorable.com/validity-and-reliability http://libweb.surrey.ac.uk/library/skills/Introduction%20to%20Research%20an d%2 0Managing%20Information%20Leicester/page_51.htm https://www.nyu.edu/classes/bkg/methods/005847ch1.pdf http://slideplayer.com/slide/6575662/ http://www.tankonyvtar.hu/en/tartalom/tamop412A/2011_0009_Vincze_SzilviaResearch_Methodology/ch06s02.html DOAN TRUNG CHAU – CGS00019866 49 APPENDIX QUESTIONNAIRE SECTION A: BACKGROUND INFORMATION Gender : Male ( ) Female ( ) What is your highest academic qualification? Masters Degree ( ) Any other ( specify) Bachelors Degree ( ) Age Bracket 18-25 Years [ ] 26-35 Years [ ] 46-55 Years [ ] Above 55 Years [ ] 36-45 Years [ ] How long have you been in the Insurance Industry ? less than one years ( ) 1-3 yrs ( ) 4-6 yrs ( ) 7-10 yrs ( ) over 10 yrs ( ) For how long have you worked at your current company? What region you belong? North ( ) Central ( ) DOAN TRUNG CHAU – CGS00019866 South ( ) 50 SECTION B: COMPENSATION INFORMATION How you feel about each of information (Tick a single response for each statement below) Strongly Statement Agree Disagree Agree f Strongly Total Disagree % f % f % f % f % I am satisfied with the company's compensation I am paid for my works fairly The Compensation is competitive with similar job What are other factors affecting motivation for sales staff? SECTION: BENEFIT INFORMATION How you feel about each of information (Tick a single response for each (Tick a single response for each statement below) DOAN TRUNG CHAU – CGS00019866 51 Strongly Statement Agree Agree f % f Disagree % f % Strongly Total Disagree f % f % I am satisfied with the company's sales campaign The Sales Campaign is competitive with similar job 10 What are other factors affecting motivation for sales staff? DOAN TRUNG CHAU – CGS00019866 52 SECTION D: TAKING CARE OF MANAGER INFORMATION 11 How you feel about each of information (Tick a single response for each (Tick a single response for each statement below) Strongly Statement Agree Agree f % f Disagree % f % Strongly Total Disagree f % f % I am satisfied with my manager (Agent Leader) My manager (Agent Leader) communicates well with team sales staff My manager always treats me with respect My manager listens to what I am saying My manager is able to inspire others My manager gives me praise and recognition when I a good job 12 What are other factors affecting motivation for sales staff? DOAN TRUNG CHAU – CGS00019866 53 SECTION E: PROMOTION INFORMATION: 13 How you feel about each of information (Tick a single response for each (Tick a single response for each statement below) Strongly Statement Agree Disagree Agree f Strongly Total Disagree % f % f % f % f % I have adequate opportunities for professional growth I have development map for sales staff clearly My work is challenging I receive spiritual reward for achieving challenging My manager assigns special target for me 14 What are other factors affecting motivation for sales staff? DOAN TRUNG CHAU – CGS00019866 54 SECTION F: TRAINING INFORMATION 15 How you feel about each of information (Tick a single response for each (Tick a single response for each statement below) Strongly Statement Agree f % Agree f % Disagree f % Strongly Disagree f % Total f % I often attend training by Training Department and Agent Leaders (managers) I often attend outdoor- training organized for sales staff by Training Department of Manulife Vietnam I have voucher for selling skill course each year 16 What are other factors affecting motivation for sales staff? 17 What would you recommend other factors in improving insurance agent motivation beside the company compensation; benefit, taking care of manager; promotion; trainings? THANK YOU FOR YOUR COOPERATION DOAN TRUNG CHAU – CGS00019866 55 ... finding one – salary on insurance sales staff motivation 36 5.2.3 Key finding – taking care of manager on insurance sales staff motivation 36 5.2.4 Key finding – promotion on insurance sales staff. .. impact on production of sales staff (insurance sales staff) at Manulife Vietnam Company 1.2 Research Question: How can motivation impacts on productivity of insurance sales sales staff at Manulife... respondents, section B contained items on Compensation information, section C contained items on Benefit information, section D contained items on Taking care of manager information, section E contained