Work overload in card business team at BIDV – phu my branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business HO CAM CHI WORK OVERLOAD IN CARD BUSINESS TEAM AT BIDV – PHU MY BRANCH MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2018 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business HO CAM CHI WORK OVERLOAD IN CARD BUSINESS TEAM AT BIDV-PHU MY BRANCH MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR.PHAN THI MINH THU Ho Chi Minh City – Year 2018 Executive summary The global trend and constant changes in service which makes companies change endlessly including banks, especially in Tan Thanh district where banks compete intensely The purpose of thesis is that finding the reason of late debit card issuing problem in BIDV – Phu My branch The findings of thesis revealed that work overload at card business team is the key cause of late debit card issuing problem at BIDV – Phu My branch in recent years Basing real human resource status of the branch and interviews with managers and staff, transferring staff from other departments to card business team is the best reasonable solution Acknowledgements I would like to acknowledge all people who supported me during my studies without whom I could not finish my thesis I would especially thank to my supervisor – Professor Phan Thi Minh Thu for her advice and guidance, without her help my thesis could not be completed in right way I also would my thankfulness to my colleagues at BIDV – Phu My branch for the continuous support I also send my gratitude to my family and friends for their encouragement and support Table of content Contents LIST OF TABLES LIST OF FIGURES: Introduction 1.1 Background of Joint stock commercial Bank for Investment and Development of Vietnam (BIDV).5 1.2 Background of BIDV-Phu My branch and card team Symptoms 2.1 Compared with branches of BIDV system in Southern essential economic zone (not including branches in Ho Chi Minh city) 10 Table 5: The late debit card issuing of branches in Southern essential economic zone (not including branches in Ho Chi Minh city) 10 2.2 Compared with competitors in same area 12 3.Problem identification .16 3.1 Customers 16 3.2 BIDV card center .17 3.3 Card business team of the branch .17 3.3.1 Capability of staff 17 3.3.2 Errors from the relating department (customer support team) 18 3.3.3Work Overload .18 Central problem validation .19 4.1 Capability of staff in card business team 20 4.2 Errors from relating departments .21 4.3 Over workload in card business team 23 Alternative solution 26 5.1 Recruiting more staff 28 5.2 Training 29 5.3 Modify the workload 30 5.4 Transfer staff from another department 32 Action plan .37 Conclusion 38 8.1 Data collection 39 8.2 Methodology 39 Appendix 39 9.1 The first qualitative research 39 9.1.1 Interview guide 40 9.1.2 The first qualitative research findings 43 9.2 The second qualitative research 45 9.2.1 Interview guide 45 9.2.2 The second qualitative research findings 48 Reference list 50 LIST OF TABLES Table 1: Business operating status of BIDV – Phu My branch Table 2: The number of card of BIDV – Phu My branch from 2013 to 2016 Table 3: The late debit card issuing rate from 2013 to 2016 Table 4: The number of complaint about cards of BIDV-Phu My branch from 2014 to 2016 Table 5: The late debit card issuing of branches in Southern essential economic zone (not including branches in Ho Chi Minh city) Table 6: The number of debit card of other banks in Tan Thanh district Table 7: The late rate of debit card issuing of competitors compared with the standard of each bank in Tan Thanh district Table 8: The late card form transferring rate from support team Table 9: The over time working average a week per staff at departments in BIDV-Phu My branch Table 10: The cost for recruiting one staff Table 11: Expected cost of card staff attending training in Ho Chi Minh city Table 12: Expected cost of organize training at the branch for card staff Table 13: Expected cost of training for 24 staff of customer support team at the branch Table 14: Expected cost of sending 24 staff to BIDV training center Table 15: The table of number of staff Phu My branch, Southern essential economic zone, BIDV system Table 16: Expected cost of training for 24 staff at the branch Table 17: Expected cost of sending 24 staff to BIDV training center Table 18: Comparing cost between alternative solutions Table 19: Action plan LIST OF FIGURES: Figure 1: BIDV – Phu My branch structure Figure 2: Process of issuing debit card Figure 3: The late debit card issuing rate of branches belong to Southern essential economic zone (not including branches in Ho Chi Minh city) Figure 4: The late rate of debit card issuing in banks in Tan Thanh district from 2014 to 2016 Figure 5: Initial cause – effect map Figure 6: CAUSE – EFFECT MAP Figure 7: The number of staff at every department of Phu My branch, Southern essential economic zone, BIDV system in 2017 Figure 8: The number of staff in operation area in BIDV Phu My branch, Southern essential economic zone and BIDV system Figure 9: MAP SOLUTION Unit: 1,000,000,000 VND 2012 2013 2014 2015 2016 Mobilized capital sum 1,413 1,423 1,672 2,177 2,774 Loan outstanding balance 1,322 1,519 1,763 1,989 2,014 Overdue loan rate 3.6% 4.2% 2.8% 3.2% 3.0% 13.3 13 12.6 15 18.5 Earning from loaning 21.9 25.1 25.2 29 35.2 Earning from service 8.2 8.9 11 16 16.7 Earning before tax 28.2 31.4 43.4 54.1 79.4 Earning from mobilized capital (Source: Internal Management Department – BIDV Phu My branch) Business operating status of the branch increased gradually during years from 2012 to 2016 Overdue loan rate has increasing compared with 2014 Figure 1: BIDV – Phu My branch structure Introduction 1.1 Background of Joint stock commercial Bank for Investment and Development of Vietnam (BIDV) BIDV founded on 1957 under the name of Bank for Construction of Vietnam Since 2012, the bank is equitized and renamed Joint Stock Commercial Bank for Investment and Development of Vietnam Now, BIDV is one of the four biggest banks in Vietnam BIDV working in banking, insurance, securities and financial investment field Until 04/2017, BIDV has 191 branches and nearly 1000 transaction offices in Vietnam BIDV also offices in some countries including Laos, Cambodia, Russia, Myanmar and The Czech Republic 1.2 Background of BIDV-Phu My branch and card team Compared with branches of BIDV system, BIDV – Phu My branch is rather young At initial, Phu My branch is a transaction office of BIDV – Ba Ria Vung Tau branch which started to operate in 1998 with 10 staff Now, it has more than 100 staff with head office and transaction offices BIDV Phu My located on Tan Thanh district which is the place having many industrial zones of South East of Vietnam and seaport system Thus, potential development of BIDV Phu My branch is high BIDV – Phu My branch currently provide more 100 products and services With the development history, BIDV – Phu My branch identifies that it focus on retail banking and small and average companies The branch always serves customers with full banking services same as in other branches of BIDV such as automatic teller machines (ATM) service, Master card, Visa card, Western Union, BSMS… Table 1: Business operating status of BIDV – Phu My branch Nguyen Van Huan: I don’t think so Card issuing documents are simple so the errors from these are not much and late transferring cards from BIDV card center to branch is not frequently Ho Cam Chi: So, what is the main reason? Nguyen Van Huan: The key reason is that the workload in my team is so much, we could not reach the standard time for issuing cards There is error of customer support team Card issuing forms usually transferred from customer support teams, when we registering issuing cards, we found that some forms haven’t tick the types of cards or card service so we have to contact customers to ask them which makes time Ho Cam Chi: Thanks for the conversation In – depth interview Interviewer: Ho Cam Chi Interviewee: Dinh Xuan Tuan Title: card team staff Experience at card team: years Ho Cam Chi: Hi, could you introduce about yourself and position which you are working ? Dinh Xuan Tuan: Hi, I am Tuan, I have worked for BIDV nearly years and I work at card team about years Ho Cam Chi: How you evaluate about issuing debit card of BIDV – Phu My branch? Dinh Xuan Tuan: BIDV using one form for all bank services, so customers could register many services in one form and card staff will register all these services However, workload is too large, I not have enough time to check all, sometimes I miss registering card service Ho Cam Chi: Could you tell more details ? Dinh Xuan Tuan: There are many companies issuing debit card for workers, some days I have to register banking services for hundreds of workers, so missing registering card is unavoidable Ho Cam Chi: Are there any other reasons ? Dinh Xuan Tuan: The reason comes from customer support team There are customers go to the bank to receiver their cards, we check in system and there no any cards Then we found that customer support team has not transferred card issuing forms on time or has not transferred them to us but these situation are seldom Ho Cam Chi: Thanks for the conversation In-depth interview Interviewer: Ho Cam Chi Interviewee: Le Huy Hoang Title: card team staff 41 Experience at card team: years Ho Cam Chi: Hi, Could you introduce about yourself and position which you are working ? Le Huy Hoang: Hi, my name is Hoang I have worked for BIDV for years and I work in card team for years Ho Cam Chi: Are you the person who has the most experience in card team ? Le Huy Hoang: Yes, I Ho Cam Chi: Could you tell more details about work of a card business staff ? Le Huy Hoang: We consultant, solving complaining about cards, freight money to ATM, registering and issuing cards, registering banking services such as BSMS, Internet banking, smart banking, paying e-bill (all non credit banking services), write reports, check document Freight money to ATM is one of many tasks which spend much time Ho Cam Chi: Could you tell more details about freighting money to ATM ? Le Huy Hoang: BIDV Phu My has 18 ATM, the farest is from head office about 25km, everyday, we have to freight money to the least ATM which spend at least half a day, in the day companies pay salary for workers, we have to freight money for all 18 ATM, there some ATM have to been freighted money times a day These days, we have to work until or 9pm Ho Cam Chi: Do you know the late debit card issuing problem ? Le Huy Hoang: Yes, I Ho Cam Chi: Do you think what is the reason ? Le Huy Hoang: Card team has many tasks, most of them have to be done immediately such freight money to ATM, solving problems of ATM so debit card issuing is postponed Ho Cam Chi: Thanks for conversation In-depth interview Interviewer: Ho Cam Chi Interviewee: Phan Thi Nhu Quynh Title: a customer support staff Experience at card team: years Ho Cam Chi: Hello, could you introduce yourself and your position you are working ? Phan Thi Nhu Quynh: Hi, my name is Quynh, I have worked in BIDV for years and I have had years at customer support team Ho Cam Chi: What is your main job everyday ? Phan Thi Nhu Quynh: My work includes supporting customers printing transaction documents, consult all non credit services, help customer register banking service form and import basic data of customers in BIDV system 42 Ho Cam Chi: How is your work? Phan Thi Nhu Quynh: Most days of the week, the number of customers go to the bank to make transaction is crowded We only to have enough time to guide customers fill out banking service form At the end of the day, we just have time to import basic data into BIDV system and check the information in forms However, there are errors such as guiding customer enter information inaccurately or not full which leads to make time to contact customers to justify Ho Cam Chi: You mean that these errors are reasons fro high late debit card issuing rate ? Phan Thi Nhu Quynh: Yes, but I not think they are key reasons Ho Cam Chi: Thanks for the conversation In – depth interview Interviewer: Ho Cam Chi Interviewee: Nguyen Thi Hong Van Title: a customer support staff Experience at card team: years Ho Cam Chi: Hello, could you introduce yourself and tell something about your work ? Nguyen Thi Hong Van: Hi, my name is Van I have worked for BIDV for years in which year in customer support team Ho Cam Chi: Do you know that the rate of late debit card issuing is high? Nguyen Thi Hong Van: Yes, I Ho Cam Chi: In your opinion, what are reasons? Nguyen Thi Hong Van: Firstly, it comes from customers We have responsibility in receiving card documents as well as guiding customers registering information Attached documents are simple but there is documents which are not accurately Most of accuracy comes from wrong information in the identification or customers’ identifications using by others, we spend much time to check and justify these Secondly, it also comes from my team Sometimes, we missing banking service form exists but it is not frequently A number of documents are much so sometimes some forms are missed Some day later, we found that and transfer them to different department which leads registering late other services Ho Cam Chi: Thanks for your information 9.1.2 The first qualitative research findings Group 1: staff of card business team 1.1: Nguyen Van Huan 1.2: Dinh Xuan Tuan 1.3: Le Huy Hoang Data collected after interview: 43 # Question Findings 1.1 1.3 Experience of years at card business years at card business years at card business work 1.2 team0 team Like or dislike It’s ok but the workload current work is so much in card business team The It’s Ok is so much, want to change Work linking to cards and non card services Consulting for customers Consulting cards, about cards and non credit ebanking, solving services, register them, complaints check report, of freight customers, money to ATM workload another department Detail of work team freight money to ATM High workload, wrong information in card form, BIDV card center High What workload, wrong are transferring card late, information in card form, reasons ? errors from customer errors from support support team while high customer team Many tasks, registering cards postponed to prioritize freight money to ATM, solving problem of ATM workload is the main reason Group 2: Staff of customer support team 1.1: Phan Thi Nhu Quynh 1.2: Nguyen Thi Hong Van # Question Findings 1.1 44 Experience of work (customer support team) years In your opinion, what are Customer reasons ? 1.2 years support staff Customers guiding customers not clearly documents attach inaccurate 9.2 The second qualitative research Time of interview: 17h, 23 August 2017 Duration of each interview: 10 – 15 minutes Address: BIDV – Phu My branch, 2457 – Doc Lap street –Phu My ward – Tan Thanh district – Ba RiaVung Tau province 9.2.1 Interview guide Research objective: to explore key causes of late debit card issuing and finding the reasonable solutions Duration: 15-20 minutes for each interview Overall discussion framework Key session Objectives Timing Overall background Work position and experience of the 2-3 minutes interview Explore key causes of Explore key causes of late debit card 13- 17 minutes late debit card issuing issuing and solutions and solutions In-depth interview Interviewer: Ho Cam Chi Interviewee: Nguyen Thi Thuy An Title: vice head of individual customer transaction department and the supervisor of card team Experience at card team: years Ho Cam Chi: Hi, could you introduce yourself and position which you are working ? Nguyen Thi Thuy An: Hi I work in BIDV about 11 years, I wok as vice head of individual customer transaction department for years and I am responsible for card team for years Ho Cam Chi: How is the branch’s card business operating status ? Nguyen Thi Thuy An: Tan Thanh is a dynamic area Almost banks has branches here, BIDV – Phu My branch is under great competitive pressure, especially from big three (Vietcombank, Agribank and Vietinbank) Earning comes from card service of the branch still grow gradually over years but it has not reach the target of Head office Thus, the branch wants to occupy more card market share, it has to improve its card service quality Ho Cam Chi: how is the late debit card issuing rate in recent years? Nguyen Thi Thuy An: I and Board of Directors recognized the late debit card issuing problem and the rate has been increasing much in recent years The reasons for that comes from many factors including customers, BIDV card center and departments in the branch 45 Ho Cam Chi: Do BIDV card center usually send card late ? Nguyen Thi Thuy An: BIDV card centers transferring cards to the branch late which is not frequently Sometimes, the branch receives the notifications of BIDV card center which announced that materials from abroad have not transferred to Vietnam yet so the time to issuing card will be later about or days BIDV card center could transfer cards to wrong address Ho Cam Chi: Which reason you think is the key reason ? Nguyen Thi Thuy An: The number of the branch’s debit card is much The staff at card business team is not enough for work Ho Cam Chi: Compared with branches of BIDV system, the late debit card issuing rate of the branch is high or low? Nguyen Thi Thuy An: Compared with eighteen branches of BIDV system of Southern essential economic zone (not including branches in Ho Chi Minh city), the late debit card issuing rate of the branch is high in top five This shows clearly that this rate of the branch is considered carefully Ho Cam Chi: How you evaluate capability and attitude of card business team members ? Nguyen Thi Thuy An: All card staff have at least years at card team In work, they hard working and responsible, customers appreciate helpful and friendly of them Every year, BIDV have online and offline classes for all staff to improve abilities and I register for them all classes about card, they pass all tests In the early establishment of card business team, errors usually happens, quality of consultants is not high, customers usually complaints However, in recent years, service quality is improved much, this is show clearly in the table: The number of complaint about cards of BIDV-Phu My branch from 2014 to 2016 Ho Cam Chi: How you think about late debit card issuing problem of team which you supervise ? Nguyen Thi Thuy An: Workload in card team is actually very high, freight money need the least is people, after freight money they have to write reports, only work linking to ATM spends all days Work linking to cards also have many types including consulting, issuing, solving problems or complaints, cancel cards and check reports Moreover, they have to work not relating card including registering non credit services as well as solving complaints about them These work also account for much time of staff Thus, time to issue cards is prolonged Ho Cam Chi: Besides the reasons you said above, you think there are any different reasons ? Nguyen Thi Thuy An: There is also reasons coming from customer support team which are card forms transferred to card business team late Missing card forms or late card form transferring exists but they are not much Basing data from Internal Department of the branch, in 2015, in 41 percent cards issued late, errors from customer support team only account 10% of this In addition, in 2016, when the late debit card issuing rate increased to 49%, reasons comes from customer support team decreased to 7% of this Thus, they are not the main reasons for the late debit card issuing problem 46 Ho Cam Chi: Do you have any solutions for this problem ? Nguyen Thi Thuy An: We know that workload in card team is over, one of reason is that they have to work which is not of card area Transferring them back individual customer transaction is one of many solution Moreover, the branch should provide more staff for us In – depth interview Interviewer: Ho Cam Chi Interviewee: Do Khanh Linh Title: Head of human resource Experience at customer support team: years Ho Cam Chi: Hi, could you introduce yourself and say something about your work? Do Khanh Linh: I have work for BIDV nearly years and I have years at head of human resource position Ho Cam Chi: How is BIDV – Phu My branch’s human resource status ? Do Khanh Linh: Generally, the branch is not enough human capital at some department such as customer relationship department or card business team Average a week, staff at card business team work over time from 10 hours to 12 hours This is the department has the highest overtime working at the branch Ho Cam Chi: How are other departments? Do Khanh Linh: Generrally, most internal departments such as risk management department and credit support department which they not have to work overtime The departments contacting with customers such as customer relationship department and transaction offices have to work over time but this time is not much which is from 0.5 hour to hour To vault department, the over time working is rather high which not come from the workload, there are some work of this department is only done after working hours This is similar to internal management department Ho Cam Chi: How is the branch’s policy about that ? Do Khanh Linh: The branch will recruit some staff and it could transfer some staff from departments having exceed staff to departments not having enough staff Ho Cam Chi: How is about the case of card business team ? Do Khanh Linh: The manager of card team has suggested recruit two people for the team Compared with the workload of the team as well as compared with the number of staff of card team in other branches, Board of Director and I also know over workload status at the team Thus, the branch also has the plan recruit more staff for the team However, status of over workload status does not only happens at this team, but it also happens at other departments Recruiting more staff is accepted by Head office in Ha Noi In future, we could only recruit one staff for the team 47 Ho Cam Chi: Compared with the branches of BIDV system, how is BIDV – Phu My branch’s human resource status ? Do Khanh Linh: The number of staff in operation area of branch is same with average of branches of Southern essential economic zone but it is higher much than average of BIDV system although the total staff of branch is less The Board of Director intend to modify the number of staff following rate of system so it will transfer staff between department, it could transfer staff from customer transaction team to card team because the number of staff in customer transaction team is higher much compare with that of system and Southern key economic zone and card team is not enough human resource This plan is also more reasonable than recruiting more staff since it save more money, the branch could decide actively as well as it is suitable with human resource policy of the branch 9.2.2 The second qualitative research findings # Question Findings Nguyen T.Thuy An (supervisor of card business team) Experience of work How is the branch’s card business operating status ? What are reasons for late debit card issuing ? What are the key reasons ? How you evaluate capability and attitude of card business team members ? years at card business team Card market is high competitive Earning comes from card service of the branch still grow gradually but it has not reach the target of Head office Reasons: customers, BIDV card center and departments in the branch There is not enough human resource for card business team The workload of this team is over Hard working, responsible, customers appreciate helpful and friendly All they pass exams of the branch Compared with branches in BIDV Compared with eighteen branches of BIDV system of system, the late debit card issuing Southern essential economic zone (not including branches rate of the branch is high or low? in Ho Chi Minh city), the late debit card issuing rate of the branch is high in top five 48 What are solutions ? Transferring work not relating cards back individual customer transaction and provide more staff # Question Findings Do Khanh Linh (Head of Human resource) Experience of work How is BIDV–Phu My branch’s human resource status ? What are solutions for card business 49 team ? years Not enough human resource at customer relationship department and card business team through some data Recruiting more staff or transfer staff from other departments to card business team while transferring staff is more reasonable Reference list Macdonald, J Quality and the financial service sector Managing Service Quality, 1995,5(1), 4346 Akan, P Dimensions of service quality: A study in Istanbul Managing Service Quality, 1995, 5(6), 39-43 Galloway, L & Ho, S A model of service quality for training Training for Quality, 1996, 4(1), 20-26 Anderson, E., Fornell, C & Lehmann, D.R Customer satisfaction, market share, and profitability: Findings from Sweden Journal of Marketing, 1994, 58, 53-56 Leverin, A & Liljander, V Does relationship marketing improve customer relationship satisfaction and loyalty?.International Journal of Bank Marketing,2006, 24(4), 232-251 Heskett, J.L., Jones, T.O., Loveman, G.W., Sasser, W.E & Schelesinger, L.W Putting the service profit chain to work Havard Business Review, 1994, March - April, 105-111 Mittal, B & Lassar, W.M Why customers switch? The dynamics of satisfaction versus loyalty Journal of Services Marketing, 1998, 12(3), 177-194 Roig, J.C.F., Garcia, J.S., Tena, M.A.M & Monzonis, J.L Customer perceived value in banking services International Journal of Bank Marketing, 2006, 24(5), 266-283 Julian, C.C & Ramaseshan, B The role of customer-contact personnel in the marketing of a retail bank's services International Journal of Retail & Distribution Management, 1994, 22(5), 2934 10 Wang, Y., Lo, H.P & Hui, Y.V The antecedents of service quality & product quality & their influences on bank reputation: Evidence from the banking industry in China Managing Service Quality, 2003, 13(1), 72-83 11 Khalid S, Mahmmod B, Abbas M, Hussain S Customer satisfaction with service quality in conventional banking in Pakistan: The Case of Faisalabad International Journal of Marketing Studies 3: 2011; 165-174 12 Ben I Evaluating customer satisfaction in banking services Management & Marketing 5: 2010; 143-150 13 Nochai R, Nochai T The impact of internet banking service on customer satisfaction Thailand: A case study in Bangkok International Journal of Humanities and Management Science 1: 2013; 101-105 14 Seyoum S, Karunakaran R Customer satisfaction towards banking services- A study in Hawassa city administration, SNNP region Ethiopia International Journal of Multidisciplinary Research Review 1: 2015; 150-159 50 15 Sabir RI Factors affecting customer satisfaction in banking sector of Pakistan International Review of Management and Business 3: 2012; 869-876 16 Towo NN, Mbuya L Determinants of customers’ satisfaction in commercial banks: A case of Uchumi Commercial Bank Limited in Moshi municipality, Tanzania International Journal of Economics, Commerce, and Management 3: 2015; 608-616 17 Rossan, S The capability of young people On the Horizon, 2010, 18(1), 71-78 doi:http://dx.doi.org/10.1108/10748121011021029 18 Chien, S -, & Tsai, C - Dynamic capability, knowledge, learning, and firm performance Journal of Organizational Change Management, 2012, 25(3), 434-444 doi:10.1108/09534811211228148 Cited by: Vu, M V., & Huan, H H The relationship between service quality, customer satisfaction and customer loyalty: An investigation in Vietnamese retail banking sector Journal of Competitiveness, 8(2) 2016 doi:http://dx.doi.org/10.7441/joc.2016.02.08 19 Barney, J B Firm resource and sustained competitive advantage Journal of Management, 1991, 17, 99–120 20 Carpenter, M A., Sanders, W A., & Gregersen, H B Bundling human capital with organizational context: The impact of international assignment experience on multinational firm performance and CEO pay Academy of Management Journal, 2001, 44(3), 493–512 21 Coff, R W Getting to ‘yes’ when acquiring firms in human capital intense industries: Medium of exchange, diversification strategy, and impasse, working paper St.Louis, MO: Washington University, 1997 22 Youndt, M A., & Snell, S A Human resource configurations, intellectual capital, and organizational performance.Journal of Managerial Issues, 2004, 16(3), 337–360 23 Pfeffer, J Competitive advantage through people California Management Review, 1994, 36(2), 9–28 24 Hitt, M A., Bierman, K., Shimizu, K., & Kochhar, R Direct and moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective Academy of Management Journal, 2001, 44(1), 13–28 25 Schmidt, F L., & Hunter, J E The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings Psychological Bulletin, 1998, 124, 262–274 26 Florin, J., Lubatkin, M., & Schulze, W A social capital model of high growth ventures Academy of Management Journal, 2003, 46(3), 374–384 27 Unger, J M., Rauch, A., Frese, M., & Rosenbusch, N (2011) Human capital and entrepreneurial success: A meta analytical review Journal of Business Venturing, 2011, 26, 341–358 51 28 Ackerman, P L., & Humphreys, L G Individual differences theory in industrial and organizational psychology In Hough, L M (Ed.), Handbook of industrial and organizational psychology, 1990, (Vol 1, 2nd ed., pp 29 Hunter, J E Cognitive ability, cognitive aptitudes, job knowledge, and job performance Journal of Vocational Behavior, 1986, 29, 340–362 30 Huselid, M A The impact of human resource management practices on turnover, productivity and corporate financial performance Academy of Management Journal, 1995, 38, 365–672 31 Pennings, J M., Lee, K., & Witteloostuijn, A Human capital, social capital, and firm dissolution Academy of Management Journal, 1998, 41(4), 424–440 32 Fan, S., Kang, L., & Zhao, J L Workflow-aware attention tracking to enhance collaboration management Information Systems Frontiers, 2015, 17(6), 1253-1264 doi:http://dx.doi.org/10.1007/s10796-015-9565-2 33 Basu, A., and Kumar, A “Research Commentary: Workflow Management Issues in e-Business,” Information Systems Research (13:1), pp 1–14 2002 Cited by Fan, S., Kang, L., & Zhao, J L Workflow-aware attention tracking to enhance collaboration management Information Systems Frontiers, 2015, 17(6), 1253-1264 doi:http://dx.doi.org/10.1007/s10796-015-9565-2 34 Majchrzak, A., Ronald, E R., Malhotra, A., King, N., and Ba, S “Technology Adaption: The Case of Computer-Support Inter- Organizational Virtual Team,” MIS Quarterly (24:4), 2000, pp 569–600 35 Smith, H A., and McKeen, J D “Enabling Collaboration with IT, ” Communications of the Association for Information Systems (28: 6), 2011,p Article 16 36 Zeng, D D., and Zhao, J L “Effective Role Resolution in Workflow Management,” INFORMS Journal on Computing (17:3), 2005, pp 374–387 37 Spink, A., Cole, C., and Waller, M “Multitasking Behavior,” Annual Review of Information Science and Technology, 2008, (42:1), pp.93–118 38 Zhao, J L., Bi, H H., Chen, H., Zeng, D D., Lin, C., and Chau, M “Process-Driven Collaboration Support for Intra-Agency Crime Analysis,” Decision Support Systems 2006, (41:3), pp 616–633 39 Sobia Ali and Yasir Aftab Farooqi Effect of work overload on job satisfaction, effect of job satisfaction on employee performance and employee engagement (A case of public sector university of Gujranwala division); 2014 Available from http://webcache.googleusercontent.com/search?q=cache:http://www.ijmse.org/Volume5/Issue8/pa per5.pdf 52 40 Jex, S.M Stress and job performance: Theory, research and implications for managerial practice Thousand Oaks, CA: Sage;1998 41 French, J.R.P Jr, Caplan, R.D., & Van Harrison, R The Mechanism of Job Stress and Strain Chichester, UK: Wiley; 1982 42 Nwadiani, M Level of perceived stress among lectures in Nigerian Universities, Journal of Instructional Psychology.2006 Cited by: Andrew, A., & Kishokumar, R Influence of working environment and workload on occupational stress among staff in the financial services industry International Journal on Global Business Management & Research, 2014, 3(1), 70-79 Retrieved from https://search.proquest.com/docview/1783989455?accountid=63189 43 Johnson, S The experience of work-related stress across occupations, Journal of Managerial Psychology, 20.178-187 2005 Cited by: Andrew, A., & Kishokumar, R Influence of working environment and workload on occupational stress among staff in the financial services industry International Journal on Global Business Management & Research, 2014, 3(1), 70-79 Retrieved from https://search.proquest.com/docview/1783989455?accountid=63189 44 Vivek M., Janakiraman S A Survey on Occupational Stress of Bank Employees, International Journal of Management, 2013, Volume 4, Issue 6,pp36-42 Cited by: Andrew, A., & Kishokumar, R Influence of working environment and workload on occupational stress among staff in the financial services industry International Journal on Global Business Management & Research, 3(1), 70-79.2014 Retrieved from https://search.proquest.com/docview/1783989455?accountid=63189 45 Seaward, B Managing stress: Principles and strategies for health and wellbeing, Sadbury, Massachusetts: Jones and Bartlett Publishers 2005 Cited by: Andrew, A., & Kishokumar, R Influence of working environment and workload on occupational stress among staff in the financial services industry International Journal on Global Business Management & Research, 2014, 3(1), 70-79 Retrieved from https://search.proquest.com/docview/1783989455?accountid=63189 46 Quick, J C., Quick, J D., Nelson, D L., & Hurrell, J J Preventative stress management in organizations (2nd ed.) Washington, DC: 1997, American Psychological Association Cited by: Andrew, A., & Kishokumar, R Influence of working environment and workload on occupational stress among staff in the financial services industry International Journal on Global Business Management & Research, 3(1), 70-79.2014 Retrieved from https://search.proquest.com/docview/1783989455?accountid=63189 47 Kirmeyer, S L., & Dougherty, T W Workload, tension, and coping: Moderating effects of supervisor support Personnel Psychology, 1988, 41, 125–139 53 48 Brotheridge, C M A comparison of alternative models of coping: Identifying relationships among coworker support, workload, and emotional exhaustion in the workplace International Journal of Stress Management, 2001, 8, 1–14 49 Tyler, P., & Cushway, D Stress in nurses: The effects of coping and social support Stress Medicine, 1995, 11, 243–251 50 Searle, B., Bright, J E H., & Bochner, S Helping people to sort it out: The role of social support in the job strain model Work & Stress, 2001, 15, 328–346 51 Searle, B., Bright, J E H., & Bochner, S Testing the 3-factor model of occupational stress: The impact of demands, control and social support on a mail sorting task Work & Stress, 1999, 13, 268–279 52 J Kalsbeek Do you believe in sinusarrhythmia? Ergonomics 1, 1973, 99-104 53 Garg P Case Study, Vol 3,Punjab, 2010,52-58 Cited by: Andrew, A., & Kishokumar, R Influence of working environment and workload on occupational stress among staff in the financial services industry International Journal on Global Business Management & Research, 3(1), 70-79.2014 Retrieved from https://search.proquest.com/docview/1783989455?accountid=63189 54 Allan, C., Loudoun, R., & Peetz, D Influences on work/ non-work conflict Journal of Sociology, 43, 2007, 219-239 DOI: 10.1177/1440783307080104 55 Katherina Kuschel Quantitative and qualitative work overload and its double effect on the workfamily Interface, 2015, 27 56 Searle, B., Bright, J E H., & Bochner, S Helping people to sort it out: The role of social support in the job strain model Work & Stress, 2001, 15, 328–346 57 Chen, C - J., & Huang, J - W., Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity, Journal of Business Research, 2009, Vol No 1, pp 104–114 58 Song, M., Nason, R W., & Di Benedetto, C A., Distinctive Marketing and Information Technology Capabilities and Strategic Types: A Cross-National Investigation, Journal of International Marketing, 2008, Vol 16 No 1, pp 4–38 59 Mäkelä, K., Björkman, I., Ehrnrooth, M., Smale, A., & Sumelius, J., Explaining stakeholder evaluations of HRM capabilities in MNC subsidiaries, Journal of International Business Studies, 2013, Vol 44 No 8, pp 813–832 60 Pérez-López, S., Montes Peon, J M., & Vazquez Ordas, C J., Human Resource Practices, Organizational Learning and Business Performance, Human Resource Development International, 2005, Vol No 2, pp 147 – 164 54 61 Syed Saad Hussain Shah, Ahsan Raza Jaffari, Jabran Aziz, Wasiq Ejaz, Ihsan Ul-Haq, Syed Neiman Raza Workload and Performance of Employees Interdisciplinary journal of contemporary research in business 2011,volume DOI: http://journal-archieves8.webs.com/256267.pdf 62 Syed Saad Hussain Shah, Ahsan Raza Jaffari, Jabran Aziz, Wasiq Ejaz, Ihsan Ul-Haq, Syed Neiman Raza Workload and Performance of Employees Interdisciplinary journal of contemporary research in business 2011,volume DOI: http://journal-archieves8.webs.com/256267.pdf 63 Syed Saad Hussain Shah, Ahsan Raza Jaffari, Jabran Aziz, Wasiq Ejaz, Ihsan Ul-Haq, Syed Neiman Raza Workload and Performance of Employees Interdisciplinary journal of contemporary research in business 2011,volume DOI: http://journal-archieves8.webs.com/256267.pdf 55 ... compete intensely The purpose of thesis is that finding the reason of late debit card issuing problem in BIDV – Phu My branch The findings of thesis revealed that work overload at card business team. .. CHI MINH CITY International School of Business HO CAM CHI WORK OVERLOAD IN CARD BUSINESS TEAM AT BIDV- PHU MY BRANCH MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR.PHAN THI MINH... the late debit card issuing rate of BIDV Phu My is third in branches in this province but in 2016 BIDV Phu My becoming the branch has the highest late debit card issuing rate in this area Ms