Motivating employees reaseach at the north petro vietnam fertilizer and chemicals joint stock company

UPPSALA UNIVERSITÉT & VNU UNIVERSITY OF ECONOMICS & BUSINESS UPPSALA UNỈVERSITET _ MASTER THESIS OF MPPM MOTIVATING EMPLOYEES RESEARCH AT THE NORTH PETRO VIETNAM FERTÍLĨZKR AND C H E M IC A L S IOỈNT STOCK COM PANY Author: Tran Thanh Binh Su pervisor: Prof L ars-T orsten E riksson L ocaì Su pervisor: P h.D N guven N goe Thang C lass: MPPM INTAKE Hanoi, January 2015 ACKNOYVLEDGEMENT In completion o f this thesis, íìrst o f all I vvould like to express my sincere and deep gratitude to Prof Lars-Torsten Eriksson (Uppsala University - Swedcn) and PhD Nguyen Ngoe Thang (Vietnam National University), íor their experienced guidance and valuable suggestions throughout this thesis I would like to thank you for their support which kept me motivated throughout the writing and editing this thesis I am also grateíul to the Board o f Directors, the colleagues at North PetroVietnam Fertilizer and Chemicals Joint Stock Company who spent their valuable time to ansvver responsibly and thoughtfully the questionaire Thcretbre, the data for the rescarch could be collected conveniently Pinally, I would like to thank to my teachers, Goveming Board o f University o f Economics and Business (Vietnam National University), Uppsala ưniveristy (Sweden); managers and staiTin Centre ofIntemational Training and Education, my dear triends and my tầmily vvho constantly gave me support and encouragement during the time the study vvas carried out ABSTRA CT Research title: Motivating Employees - Research at the North Petro Vietnam Fertilizer and Chemicals Joint Stock Company Level: Final assignment for Master Program in Public Management Author: Tran Thanh Binh Supervisors: Prof Lars-Torsten Eriksson Dr Nguyen Ngoe Thang Date when the thesis is presented: 6th Decemher2014 Aim: The study has been conducted so as to tìnd out the problems o f motivating employees in PVFCCo North based on analyzing the cuưent situation of vvork motivation In this light, the study sets to recommend some solutions to improve work motivation in the company M ethod: descriptive statistic from the questionaire, sccondary data írom the data source of thc company Findings and conclusions: The study aims at investigating and then dravving conclusions : - Theoretical basic will be studied to make clear about the importance o f motivation - After analyzing the current situation o f work motivation in PVFCCo Norlh, I inysclt' find out some íầtors leading to thc íầct that crcating vvork motivation is inefficient here Theretbre, some solutions to stimulate employees at work are suggestcd as íbllovvs: • The motivation to employees by tìnancial íầctors : ctTectively reform salary payment policy by applying volumc \veight in salary calculator or paying market cadrcs by perfonnance o f tasks, sales and prìts • The motivation to employees hy noníìncial íactores: set up an evaluation system with the Key Períormance Indicator (KPI) to make sure of equality; đìne the Compctency Dictionary and Competency Model to use as the background to assess pertbrmance o f individual labor.take training soft skills of management for mid-level leaders into consideration Suggestions for futher research: A number o f limitations can be disccmed in the studv due to the time constraints and the limited scope Firstly, the subject research is only laborer in the PVFCCo North Secondly, the solutions are still incomplete This study thcrefore can be seen as an introduction for more detailed study to bc carried in the 1'uture by myself The next research can be about building up Competency Dictionary, Competency Model as a basic to evaluate an individual employee, or develop the Key Perlbrmance Indicator to ensure the tầimess of monthly/ annually assessment 10 Contributions of the thesis: The study has Consolidated the theories on motivation The results o f the study can help PVFCCo North have a vievv o f actual situations o f work motivation and how effective the stimulating methods work They also point out problems vvhich should be concemed to change Some solutions hence are given in order to improve motivation policy and vvork as the basic for labor management 11 Keywords: motivation, períbnnance, encouraee, needs, improve TABLE OF CONTENT ACKNONVLEDGEMENT .1 ABSTRACT TABLE OF CONTENT LIST OF TABLES CHAPTER I: INTRODUCTION Rationale , Aims o f the S tu d y Subịects and scope o fth e S tu d y Method o f the S tu d y 4.1 Overview o f document 4.2 Investigation survey Structure o f the th e s is CHAPTER II: THEORETICAL BASE ON MOTIVATION CREATION 10 Motivation as a company p ro b lem 10 1.1 Fundamental dìnitions 10 1.2 The role o f motivation creation 11 Motivating í a c to r s 11 2.1 The motivation to employees by íinancial factors 11 2.2 The motivation to employees by non-financial íầctors 15 Motivation theories 19 3.1 Abraham M aslow’s Hierarchy o f Nccds 19 3.2 Two Factor Theory o f Prederick H erzbcrg 21 3.3 McClelland's Human Motivation Theory 22 3.4 Equity Theory o f Stacy A d a m s 23 3.5 Expectancy Theory o f Victor Vroom 23 Literature review on motivation 24 CHAPTER III: M ETHODOLOGY 26 The basis o f research questions panel 26 Research questions construction 27 2.1 Questionnaire and process o f information collection 27 2.2 Designing research questions 27 2.3 Sam pling 29 2.4 Methodological issues 29 CHAPTER IV: RESULTS AND DISSCUSSÍONS 30 The overviexv o f PVFCCo N orth 30 1.1 The process o f fonnation & development and the business períbrmance 30 1.2 Organizational Structure 1'unctions and dutics o f parts 32 1.3 The utilization oí'resources 34 The current situation o f motivation implemcntation at PVFCCo N o r lh 37 2.1 The analysis o f current situation o f motivation implementation 37 2.2 Inherent p ro b lem s 46 CHAPTER V: CONCLUSIONS AND RECOMENDATIONS 48 Solutions 48 1.1 Solutions on motivation promotion by íìnancial íầctors 48 1.2 Solutions on motivation promotion by the non-financial 49 Recommendations 50 C onclusion 51 REFERENCES 52 APPENDIX 54 LIST O F TABLES Number Name of tables Pages tables 4.1 Business períbrmance oí' PVFCCo North 31 4.2 Structure ot labor in departments on 01/09/2014 34 4.3 Labor force by level from 2011- 2014 35 4.4 Labor force by age from 2011- 2014 35 4.5 Labor force by gender from 2011- 2014 36 4.6 Results of descriptive statistics for employees’ satisfaction about their income Results of descriptive statistics for employees’satisfaction about working conditions Results of descriptive statistics for employees, satisfaction about job charateritics Results of descriptive statistics f'or employees’ satisfaction about training and promotion opportunities Results of descriptive statistics for employees' satisfaction about leaders Results of descriptive statistics íịr employees’ satisfaction about their colleagues Results of descriptive statistics íor employees’ of work motivation 40 4.7 4.8 4.9 4.10 4.11 4.12 41 42 43 44 45 46 L IS T O F D R A W IN G S , D IA G R A M S Numbcr diagrams Name of drawings, diagrams Pages drawings 2.1 Maslow's hierarchy of needs 21 2.2 Main elements of Expectancy Theory 23 4.1 Average income of laborers over the past years 32 4.2 Organizational diagram of PVFCCo North 33 4.3 The wishes of the employees in PVKCCo North in the future 47 CHAPTER I: INTRODUCTION R ationale A great number o f people feel confuscd when fmding thc way to exploit their potentials themselves though each laborers has their own certain intcrnal resources Humans always have the physcal and mental needs to be satisíìed When laborers’ needs are met.thev wil be encouraged to work harder and harder If no motivation is present in an employee, it is difficult for them to attain labor eoals because at that time the assigned work will be completed without any creativity and effort As a result, the work will be considered as a duty to pertorm under the labor contract Organization is a group o f laborers in which they vvork tovvards common goals The goals are promoting the organization development and creating its position in the market Vice versa, in order that laborers vvill receive both íìnancial and non-íìnancial revvards from the organization, the managers need to create incentives to promote creativity and job performance of employees Managers, therefore, must thoroughly understand the management philosophy, especially the desire and psychology o f laborers in their organization for the maximum utilization o f each laborer's value When each employee become the "boss" o f his own working process, it mcans that thcy are allovved room to work, fínd the joy, realize their responsibilities and eíTorts to be more productive This will enablc hoth parties to get committed towards the fulfilment o f each other’s needs The problem o f how to motivate laborers is increasingly bcing more interested in the current enterprises In reality, employees in North PetroVietnam Fertilizer and Chemicals Joint Stock Company have been being motivated though the results are not satisíìed as đesired and vvorkers have not perfonned at their best A very hi^h yield does not reílect the true ability o f workers From the íầct that I selected the thesis subject: Motivating employees Research at the North PetroVietnam Fertilizer and Chemicals Joint Stock Company (PVFCCo North) with ambition to offer an insightful understanding of thc cuưent situation o f work motivation in the company and propose some solutions to rnotivate laborers contributing to the sustainable and eíTective development o f the cornpany - Research Qucstions: The Study will be conducted to answer the following questions: + What are the current situations o f work motivation in PVFCCo North? + What are the solutions to enhance work motivation for laborers in PVFCCo North? Aim s o f the Study The aim ofthis thesis is to summarize the current research fìndings about work motivation, to analyze the work motivation at PVFCCo North and to propose activities that can improve the motivation in this company Subjects and scope o f the Study - Subịects of the Study: the theoretical issues, practices related to motivation creation for laborers - Scope o f the Study: + About content: The content is mainly related to the motivation creation for laborers in the organization + About time: This study started from June 2014 + Abouí space: Suhịect focused on researching and proposing solutions in ordcr to create vvork motivation for laborers in PVPCCo North M ethod o f the Study 4.1 Overview of document Analyze and synthesize the documents related to creating vvorkplace motivation: - The role of the human resource management in organizations - Theoretical Foundations about creating work motivation for laborers working in the organization - The tools to create motivation for laborers at vvork novv 4.2 Investigation survey Base to build questionnaire to research vvork motivation in PVFCCo North: - The theoretical base on motivation for laborers at vvork in the organization, and many domestic and overseas researches about job satisfaction as well as tìnding about the elements to promote the workplace motivation for laborers - Theory of Herzberg and research model o f Smith (1969), vvith the reterence o f the expcrts in this íìeld The motivational í'or laborers working in PVFCCo Nơrth depends on the following íầctors: + Work itsclf + Training opportunities and advancement + Salary + Supervisor support + Co-worker relations The construction o f the questionaire is based on the above five components, as vvell as the measurement criteria o f each component Structure o f the thesis The thcsis consists o f five chapters, speciíìcally: - CHAPTER I: INTRODUCTION - CHAPTER II: THEOREOTICAL BASE ON MOTIVATION CREATION - CHAPTER III: METHODOLOGY - CHAPTER IV: RESULTS AND DISSCUSSIONS - CHAPTER V: CONCLUSIONS AND RECOMMENDATIONS 45 It is undeniable that the role o f the leadcrs is very signiílcant for the organizations to promote work motivation for employees It requires the changes o f the managers in management stylc, and the faimess in the evaluation and treatment among employees They should encourage and support for their employees so that their employees can feel concemed, froin that, they vvill be more enthusiastic vvith the tasks entrusted by the leaders + Relationship among colleagues within the organization: Every person needs to be connected and respected An organization that the relationship among colleagues is not good vvill occur conílicts, and thereby affect the results o f the operation o f the organization Relationship among colleagues in PVFCCo North is shown by the results o f the investigation as follows: Table 4.11 Resuỉts o f descriptive síatistics fo r emp/oyees ’ satisfaction about their colỉeagues Value No Factors on colleagues Number of samplcs Min Max Average My colleagues arc willing to help me 50 3,22 My colleagucs arc friendly and opcncd 50 3,34 My colleagues always make eíĩorts to complete the task 50 3,08 My collcagues arc reliable 50 2,9 (Source: Survey results) The employee in PVPCCo North are mostly very young; thereíore, it can be said that they are very dvnamic and enthusiastic Besides through this investigation, it was found that the relationship among collcagues within the company is relatively good with an average core o f 3.34 In the four above criteria, the criterion “ My colleagues is reliable” is underestimated with a score of 2.9 When colleagucs not trust each other, it is ch a llen g in g to create a United group for the co m m o n purpose, because although they may be outwardly íriendly and willing to support, in essence, they have no faith in others 46 2.2 Inhcrent problems By analyzing the policy that PVFCCo North applies to its cmployees, in combination with the survey, it shovvs some existences as follows: Firstly: Advancement opportunities are not equal for everyone Secondly: The concem and leadership style o f Board o f Directors o f PVFCCo North does not really bring about the high efficiency Thirdly: PVFCCo North has not have the speciíĩc system o f performance assessment, the assignment o f duties has not been reasonable, the evaluation has not been cared much, the assessment process has been íraught with emotional factors Fourthly: The income distribution has not yet been fair, especially for direct employees Fifthly: Culture o f solidarity, mutual support, and trust among colleagues should be more completed to build a strong organization For the reasons mentioned above, the working motivation o f the employees have not been in high eíĩiciency and is shown by the results o f the survey as follows: Table 4.12 Results o f descripíive statistics fo r em pỉoyees’ satisfaction about working motivation Value No Factors on working motivation of the employees I generally have the motivation to vvork in the company I'm glad to choose the company chose to work I regard the workplace as my second home Number of samples Min Max Average 50 3,1 50 3,52 50 2,76 (Source: Survey results) Through the above results, it is easy to íìnd that that the motivation o f the employees working in PVFCCo North is at the average level o f 3.1 This is a matter vvhich needs to be concemed because there may have a part o f the employees vvho does not have the motivation, but the cause is not from the lovv income or the poor vvorking conditions but the motivational methods In addition, the level o f agreement o f the criterion “regarding the workplace as the second home” is very 47 low (it only gains 2.76) This also demonstrates tlial llie level o f the employees vvho are loyal to the company is not high This is a troublesome issue íor the company in the future Hence, in the future, the company has to make policies not only to promote motivation for employees but also to retain them The survey also shows the wishes o f the employees in the 1'uture: ) R r í t r r i r o r k in g c o n d ílio m and rmíronnrnl ■ H i |b I i ỉ a r r , p r e ỉ r r e n t i a i p o lic ie s s o i ItịỈBCt ■ hD p ro i e a e m o i th e r t a i u a í i o n o f th e p e if» n D a n c f I ĩ r i i n l i i ị a nè mầnmC€— ■ 1oyyoiin n itie t D a r U f n r n t I i n l c ị ỉ e i mĩ t h r c o B f U T Figure 4.3 The yvìshes o f the employees o f PVFCCo North in tlìeýuture Most o f the employees in the PVPCCo Nortli hope that the company in the future vvill focus on improving the performance evaluation and giving opportunities for training and promoting, as well as building the clear and speciíĩc development stratcgies Reasons for the shortconiings: - The construction o f administration regulations (appointment o f staff, the salary payment and welfare distribution, emulation democracy, etc.), and the development strategy o f the PVFCCo North depend on PVFCCo and affiliates of pvrcco - The appointed lcaders are ot'tcn the people who have high protessional skills but lack experiences and specialized management and leadership skills - PVFCCo North lias not set up the Kcy Performance Indicator (KIM) as a basic for the evaluation - Untair income and unreasonable assignment o f tasks are also the reason vvhy the employees not trust each other and unite for the common goal o f the company 48 C H A P T E R V: C O N C L U SIO N S AND R EC O M EN D A TIO N S Solutions 1.1 Solutions on motivation promotion by íìnancial factors Aiming at timely encouraging, stimulating, creating motivation to the positions or titles with great contributions and the impacts on the business and production effectiveness, the Company should consider to apply the following effective íonnula for salarv calculation (Lhq) to improve the salary and bonus policy: U q i = T S * H hqi * G hs * Ki * (N |vi+ N ncdj) /N cđ + P C hqi In which: T S khj is the volume weight o f person i H hqi is the effective salary coeffícient o f person i G hsis the vaỉue o f an eíTective salary coetììcient in Business and Production ofthe company Ghs mav change, depending on Business and Production effectiveness, annual salary fund of the company and the approval o f the Members Council at the request o f the Director Cihs - 1.300.000 dong/1 coef LhqKj is the performance in one month o f person i Nịvi is thc actual working days o f person i Nnc(jj is the days off with salary o f person i Ncđ is thc vvorking days according to the general regime o f the company P C hqi is the responsibility allowance, over frame allowance, attracting allowance (if any) o f person i The volume vveight (TSkhi) is speciíìcally regulated as follows: - Direct production board: Market o ffícers, Officers of Warehouse/Station/Store: Enjoy the coefficient 1,2 - The management board includes the titles from Head, Deputy Head and atlevel titles: Enjoy the coefficient 1,0 - Indircct board includes the other objects: Enjoy the coefficient 0,8 49 The application o f volume weight in the above obịects will ensure the equality for those who have tasks with more volumes, more responsibilities and more dangers in sites in comparison with the indirect volumes in the office Besides, the Company also studies to pay salary for the employees being the market cadres by perfonnance o f tasks, sales or profits to increase the activeness in the implementation of work as vvell as the working motivation When applvine this method the employees have to make more eíTorts because their incomes are not íĩxed anymore but depending on their ability The salary payment can be íbllovv the effectiveness of the work perfonnance or use the way o f revvard calculation as the effective salary íormula as above 1.2 Solutions on m otivation prom otion by the non-fĩnancial - Solutions on motivation promotion by evaluation o f the performance: To ensure the effectiveness o f the bonus payment as well as salary payment the company needs to develop the Key Períormance Indicator (KPI) as a basis for evaluation The Company may hire the consultancy units to set up this indicator to ensure obịectivity In addition to the emulation forms at the end o f the year, whenever the cmployees gains the outstanding pcrfonnance, the company's leaders should have the fonns o f extraordinary bonus and timely infonn and praise the employees so they they can feel their efforts to be appreciated, and vvill continues to try harder - Solutions on motivation promotion by training and advancement policy: As analyzed, thc appointed leaders in PVFCCo North are often the people who have high proíessional skills but lack experiences, specialized management and leadership skills That the leaders are weak at management skills easily lead to mistakes in the assignment o f task for the employees They will not cover the work, or care for work and life o f their staff This will make employees feel separated, untầir, etc So PVFCCo North should take training soft skills o f management for mid-level leaders into account so that these managers can improve methods o f employee management When they convey motivation to their staff, they themselves have to make more efforts In particular, with advancement policies, a medium-sized enterprise as PVTFCCo North is difficult to have a lot o f management positions for the employee 50 to hope for the advancement; however, it does not mean that PVPCCo North will continue to shrink advanccmcnt policies for its employees as at the present time Promotion policies should be open to all staff although it takes a lot o f time to achieve any position In addition, employees need to be made aware that advancement is not just to get a certain position but also to get the position that they have from the admiration, respect o f colleagues (including colleagues as ieaders and staff) In addition, it is essential for the Company to creat the Compentency Model and the Compentency Dictionary for individual assessment Assessing employees’ performance can result in evaluating laborers' actual performance and identifying how well individual matches his job title, íbrming basic for personal management: - Work assignment - Personel appointment - Training and advancement - Paying salary and bonus - Encouraging laborers to best in vvorking process, motivate vvorkers The results o f individual compentency assessment are the tools helping managers establish íeedback system and indicate for low- level employees’ development R ecom m endations In order to vvell iinplement measures to promote motivation for employees vvorking in PVFCCo North it nceds the efforts ot’ all departments, the Board o f Management and thc Board of Directors to make the right policy Besides,when making policies, the managers should have a rcgard to the legal íactors, extemal factors, intemal ability o f the company as wcll as the desire o f the employees, which bring about a reasonable calculation for budget and direct the staff to take actions to get the eíTectiveness for the organization and to satisíy the staff It is necessary for the Company to build the open culture in vvhich employees honestly share and collaborate together The comfortable working environment vvill make the einployees and the managers timely receive feedbacks to adjust and makc the appropriate action 51 Hovvever, motivation promotion also needs the support of thc individuals They must bc willing to speak out the aspirations of themselves The employees should seek 1'or the enthusiasm in their work, just like that, the employees find out a strong encrgy in themselves and develop the innovation and creation capabilities at work C onclusion Employees are an dispensable part o f an organization F.mployees’ satisíaction is a key indicator of business success Nowadays, the development and existence o f an organization not totally depend on decisions o f Capital, technology, or equipment but on the human tactor Thereíore, the problem o f motivating employees is alvvays an issue that all organizations take into consideration Employee inotivating is extremely important, it determine the development of an organization The success or tầilure of an organization or company dues to vvhether or not that organization usc appropriate tools to well stimulate employees for capacity and productivity improvement, thus, motivating employees is an urgent requirement for executives By studying the theories o f motivating employees and basing on the actual situation at North PVFCCo, the author would like to suggest some solutions to contributc to activity o f motivating employees in PVPCCo North in the íuture This study thereíore can be seen as an introduction for more detailed study to be carried in the íuture by myself The next research can be about building up Competency Dictionary, Competency Model as a basic to evaluate an individual cmployee, or develop the Key Performance Indicator to cnsure the ĩaimcss o f monthly/ annually assessmcnt I am looking forward to receiving feedbacks from teachers and scientists íor a more complete thesis 52 R E FER EN C ES Vietnamese [1] Assoc.Dr Le The Gioi, Administration, Financial Publishing House 2007 [2] MSc Nguyen Van Diem Assoc.Dr Nguyen Ngoe Quan (2004), Syllabns Human Resource Management, Labor and Social Publishing House 2004 [3] Dr Nguyen Quoc Tuan Dr Doan Gia Dung, MSc Dao Huu Hoa, MSc Nguyen Thi Loan, MSc Nguyen Thi Bich Thu, MSc Nguyen Phuc Nguyen (2006), Human Resource Management, Statistical Publishing House [4] Paul Hersey and Ken Blanc Hard (2001), Management o f Organizational Behavior, Statistical Publishing House, HCM City [5] Nguyen Van Long (2010), “Promoting human resources by motivating'’, Journal o f Science and technology, Da Nang University - No 4(39).2010 [6] George T Milkovich and Jonh w Boudreau (2002), Human Resource Management, Statistical Publishing House [7] Hoang Trong & Chu Nguyen Mong Ngoe (2005), Analysis o f research data andhandle SPSS, Statistical Publishing House ot'HCM City English [ 8] Isabelle Zhang (2009) Master Thesis: Taking on the Chinese Challenge: Motivating Chinese employees at Swedish companies in China, Stockholm School o f Economics [9] Micheal Amstrong (2006), A handbook o f personneỉ management practice, Kogan Page Limited, London and Philadelphia.s [10] Tan Teck-Hong and Amna Waheed (2011), “Herberg^s Motivation Hygiene Theory and Job satisfaction in the Malaysian Retail Sector: the mediating effect o f love o f m oney”, Asian Acedemy o f Management Journal, Vol.16, No 1, 73-94 [11] Thang, N N (2009) “Human resource training, organisational strategy, and tìrrn performance in cmcrging economies: The case of Vietnam”, PhD thesis Degree o f Doctor in Applied Economics, Ghent University ISBN: 978-90-5864197-7 53 [12] Schieb, L J & Karabenick, s A (2011) Teacher Motivation and Proíessional Dcvelopment: A Guide to Resources Math and Science Partnership Motivation Assessment Program, University o f Michigan, Ann Arbor, MI [13] Chandra Sekhar, Manọị Patvvordhan, Rohit Kr.Singh (2013) A literature revievv on motivation International network o f Business and Management 2013 Glob Bus Perspect (2013) 1:471-487 54 APPENDIX Appcndix THE SURVEY OF EMPLOYEE’S ASSESSMENT ON MOTIVATION IMPLEMENTATION AT PVFCCo NORTH My name is Tran Thanh Binh vvorking currently in Administration Department of PVFCCo North I am in the process of doing the research vviUi the title of Motivating employees - Research at the North PetroVietnam Fertilizer and Chemicals Joint Stock Company For the objectives that the research truly and fully reílects on the current situation on employee’s motivation at PVFCCo North and then, suggests some positive comments to the board o f directors to complete this motivating system and help the employee’s demand to be met in a better way, I vvould like to get your ideas through the belovv question panel ịby m a rkin g X in checked boxes) I hearby assure that those data are only used for this research and your ideas are kept completely confidential Thank you so much for your attention Please indicate your level of agreement on those belovv statcmcnts For each statement, please kỉndly mark X in the boxes numbered 1-5: l.Totally disagree, 2.Disagree, 3.No idea, 4.Agree, 5.Totally agree Statements No Level of agreement I Job ĩeatures I love my current job I unđerstand clearly my job My job allows the maximum personal capacity My job is challenging and interesting I can give the íìnal decision of some matters within my profession II Working conditions I am provided all necessary equipments to work My working place always ensure convenience and safety The workload is distributed logically My working time is arranged logically III Trainings and Development 10 I am fully trained some appropriate skills to vvork 5 55 1am provided all good conđitions to advance professional 11 knovvledge The company usually oíTers development chances for qualitlcd 12 people 13 Training policy and development are fair to everyone IV ỉncome 5 5 14 My salary is worth to my capacity and competence 15 I have got bonuses and allovvance vvorth to my vvorking eíĩectiveness 16 Remuneration and allowances are distributed equally 17 I can live solely on the income received from the company V Managers have no difficulty in communicating and exchanging ideas with my 18 managers 19 Superiors always encouraged me when needed 20 Everyone is granted on tầir treatment 21 My superiors are capable of management 22 My superiors have highly qualitìed competence 23 My superiors are ready to authorize when necessary VI Colleagues 24 My colleagues are willing to help me when needed 25 My colleagues are tViendly and sociahle 26 My colleagues always work conscientiously 27 Vly colleagues are trustworthy people VII Employee Motivation 28 Overall, I am motivated vvhen working in this company 29 l am glad to select this company to work 30 I consider vvorking place as the second home B In your opinion, what should the company change? (you can choose many different options) 31 32 33 34 Better working conditions and environment Higher salary and incentive policy Improvement on job performance evaluation Trainings and development □ □ □ □ 56 35 Development strategy of the company c Gender: Seniority Position Qualitĩcation Average income per month Age □ Personal Inĩormation Female Male Under year From 3-5 years Manager Staff From 1-3 years Over years Expert Customer Service Worker University College Higher university Under 10 mil From 15-20 mil Under 30 From 10-15 mil Over 20 mil From 30-40 Over 40 57 Appcndix Payroll and salary scale of PVFCCo North Payroll for positions o f enterprise managers Salary grade No Job title Chairman of Administrative Council of Company Code - Salary Director - Salary Deputy Director, Members of Administrative Council - Salary Chief accountant, Head of Board of Supervisors - Salary M em bers o f Board of Supervisors - Salary Heads of departments, Heads of Branches and equivalent - Salary Vice head of departments, Vice Heads of Branches and equivalent - Co-efficient - Salary 10,64 11,66 19.152 20.988 9,28 10,18 16.704 18.324 8,38 9,28 15.084 16.704 6,58 7,32 11.844 13.176 7,49 8,38 13.482 15.084 6,15 6,86 11.070 12.348 C.05 - Co-efficient 22.842 c.04a - Co-efficient 20.988 C.04 - Co-efíìcient 12,69 C.03 - Co-efíìcient 11,66 C.02 - Co-efficient II C.01 - Co-efficient Note I C.06 4> ỉ ỉí c5 ỉ - 4.94 8.892 6.15 11.070 > D.02 D.01 VII Salary grade > Specialists, maỉn engineers - co-efficient - Salary Experts, advisors, senior specialists - co-efficient - Salary Code 2.11 3.798 3.08 5.544 X 90Q No IIIA Payroll for proíessional and server execute 2.23 4.014 3.30 5.940 vo 2.35 4.230 3.73 6.714 XII 59 Appendix AIIowances No 1.1 1.2 Allovvances Responsibility allovvance Heads of vvarehouse/station/group, people in charge of parts of company’s branches or equivalent Vice Heads of warehouse/station/group or equivalent 1.3 Manager of stores or equivalent 2.1 2.2 2.3 Danger, hazards allowance Level Level Level Allowance of rare job attraction - Skillful technical employees in the market Danger, ha/arđs allowance, high qualiricatỉon Experís, engineers with Doctor qualitìcation 4.1 4.2 6.1 6.2 6.3 w orking in the fíeld o f their major Experts, engineers with Master qualirication working in the íìeld of their mạjor Travelling/work site allovvance Seniority allovvance (from 01/09/2007) Level 1: From 36 months to 72 months Level 2: From 72 months to 96 months Level 3: More than 96 months Extra-Seniority allovvance Union concurrently allovvance Rate Amount 0,7 1.260.000 0,4 720.000 0,3 540.000 0,1 0,2 0,3 180.000 360.000 540.000 0,3 540.000 0,3 540.000 0,2 360.000 0,4 720.000 0,1 0,2 0,3 180.000 360.000 540.000 % % ... ability o f workers From the íầct that I selected the thesis subject: Motivating employees Research at the North PetroVietnam Fertilizer and Chemicals Joint Stock Company (PVFCCo North) with ambition... is Petrovietnam Fertilizer and Chemicals Corporation- a member o f Petrovietnam North Petrovietnam Fertilizer and Chemicals Enterprise (PVFCCo) was established as a subordinate unit by Petrovietnam... grateíul to the Board o f Directors, the colleagues at North PetroVietnam Fertilizer and Chemicals Joint Stock Company who spent their valuable time to ansvver responsibly and thoughtfully the