This thesis focus on retaining and motivating human resource in VTN – a state owned companies in telecoms firms.

According to the statistic of William Mercer, a human consultancy firm about the labor market in Viet Nam, the number of employees who gave up their job increase sharply in recent year, from 3,3% in 1998 to 11,9% in 2005 and it is predicted that the number will increase to 20% in 2009. The labor working in business area and non-business are those who tend to change their job most. About 11-14% in 2005 and in 2009, the technical employees and managerial employees will change their jobs most. And according to DDI (Development Dimensions International), there are about 40 to 50% of the talent employees will change their jobs in the next five year. This is meant that the expenditure for recruiting and training will increase about 15% to 30% of the total salary expenditure with the high level of risky. These also lead to the poor in development of an organization and also make that organization go to the failure. And in the telecoms market of Vietnam, the competition is becoming more and more severe. New providers join and share the market. The government has put a higher priority on telecoms development because the telecoms field plays an important role in providing diversified and copious services to comply with all the demand of socio-economic development of the country. The government has implemented policies to further privatize this fast growing sector. As being one of the largest operating enterprise, Vietnam post and telecommunication (VNPT) is a state organization charged with the responsibility of providing, managing and operating all public telecoms and services in Vietnam. The government has also allowed more and more other enterprises to take part in the telecommunication market, such as Viettel, HT mobile, EVN telecoms, S-phone... And due to process of joining WTO, the participation of foreign enterprises in the next few years is committed. This make the competition become more and more highly. With the speed of changing and developing so quickly like that, telecoms field was choose to study about the human resources management. VTN (Vietnam telecoms national) belongs to VNPT and to be one of the biggest companies in telecoms field but over the past years VTN still have to face the problem of losing its employees. More and more talent staffs, especially the technical staffs, gave up their job and applied for another job in competitive organization or in other organization that need telecoms expertise. Every year, the number of employees gave up their job is increasing dramatically. In the past five years, the total number of staff who gave up their jobs and came to work for the competitive organization is 133 and account for about 8% in the total number of organization’s staffs. The staffs who gave up their jobs were almost technical staffs and key engineers and they played very important roles in the organization so their departure caused lots of difficulties for VTN. In telecoms field, in order to get a high skilled staff or a good engineer, the organization must spend much of time and money to train them and give them chances to practice in real situation. Whenever the new employees do any thing, they always need an experience one to be besides them to help them and give them the right instruction. So to have a skilled staff in telecoms field, it needs at least 4 years of training and practicing in real situation. The expenditure for recruiting and training the new employees increase considerably but this is not the most urgent problem facing VTN. The real problem is that the away staffs played a key role in the organization. When they come to other organizations, there is a real shortage in their places. One more problem is that some employees not only work for VTN but also work for other competitive organizations. These employees were trained by VTN and have lots of opportunities to get the new technologies and knowledge and these advantages will be used for the sake of competitive organization not only for VTN. One more problem which is facing VTN now is that there is no strategy of retaining and motivating employees. This seems to be a serious shortage in human resource management. As we know, human resource is a very important asset of an organization. An organization could develop or not completely based on its human resource. Every year, each organization has to spend a great amount of money for recruiting and training the new employee. Being a state owned company in a very important field, VTN, like other state owned companies, still keep the old thinking of management. Almost employees are the relative of the former employees or may be some employees were accepted to work in VTN based on the relationship with a high ranking person. VTN was sponsored and protected by the government so people who are working in VTN do not suffer from the threat of being dismissed. The employees have become lazy and conservative. They don’t seem to be interested in the job and there is no endeavor in the work. Many people do not care about improving their knowledge and skill. The sluggish has become the attitude of many employees and these people just come to work to wait the day by and they may waste their time in having breakfast, drinking coffee and having gossip with each other. Whenever problem occurs, they need a lot of time to solve and even in some cases, they need to have professors come and help them in solving problems. These not only fade away the image of the organization but also decrease the turnover of the organization. The belief of the customers is following decreasing. From the above statistic, it is clear that the relationship of supply and demand in labor market is operating very exciting and the fighting for high skill employees is very tough and is showing through the brain drain. This thesis focus on retaining and motivating human resource in VTN – a state owned companies in telecoms firms.

1 TABLE OF CONTENTS ACKNOWLEDGEMENT First of all, I want to say thank to all the lecturers as well as other members at NEU business school for the past time With all the lectures during the past time, I now can well in my work and also can use that knowledge in many fields of the life One more important thing is that now I have enough confidence to face all the difficulties of the life and know how to analyze all the situations in the way as they are I owe an enormous debt of gratitude to Doctor Nguyen Quoc Duy who helps me a lot in this thesis and always besides me to give me useful advices, guidance in research methodology and reading He also gave me a lot of suggestions and gave me the motivation to keep following the course and finish the thesis on time This thesis surely can not finish without the help of him and with so many worthwhile comments on this thesis he really plays the key factor for the success of the thesis Besides that I also want to say thank to my colleagues, my friends who are really enthusiastic and they also give me lots of information I need so that I could finish the thesis on time The last but very important is that my beloved family They have given to me lots of favorable conditions both in physical and mental ways that helps me to follow the course I was also given many motivating words from my family that helps me to follow the course Ha noi, 2009 NGUYEN HUY TUNG APPREVIATE TABLE NEU National Economics University IT Information Technology HR Human Resource HRM Human Resource Management VNPT Vietnam Post and Telecommunications Group VTN Vietnam Telecoms National VTN1 Vietnam Telecoms Nation of Zone VDC Vietnam Date Company VTI Vietnam Telecoms International Viettel Viettel Telecoms DDI Development Dimensions International WTO World Trade Organization NGN Next Generation Network LIST OF TABLE Table 1.1 Mallow’s hierarchy of needs Table 1.2 Example of collecting information Table 1.3 The differences between the two ways of recruiting Table 2.1 Number of employees through the years Table 2.2 The number of employees gave up their jobs throughout the years Table 2.3 Market share of telecoms organizations Table 2.4 Table 2.5 Expenditure for recruiting and training throughout the years Age and gender of the employees Table 2.6 Resigning employees according ages: Table 2.7 Choices of employees about work Table 2.8 Choices of employees about achievement Table 2.9 Choices of employees about recognition Table 2.10 Choices of employees about work Table 2.11 Choices of employees about work Table 2.12 Choices of employees about opportunities of advancement Table 2.13 Choices of employees about work Table 2.14 Choices of employees about working conditions Table 2.15 Choices of employees about work Table 2.16 Choices of employees about work Table 2.17 Choices of employees about work Table 2.18 Choices of employees about relationship EXECUTIVE SUMMARY VTN (Vietnam telecoms national) is a state-owned company which belongs to VNPT and was established in 1990 It is responsible for the national telecommunication network VTN provides core national telecom services: telegraphy, Telex, facsimile, data communication and transmission, transmitting national broadcasting and television signals, domestic private leased lines At the beginning, telecoms field is monopolist by the state but with the process of joining WTO all sectors would have the same condition and would have the right to business in all fields Many new organizations have been set up to business in telecoms field and they have to compete fierce with each other New organizations in telecoms field need a lot of technical staffs so they have done with their best to lure technical staffs from the other company As a result, in the past five years, VTN has been facing a big difficulty in human resource A lot of the company’s employees have leaved the company and joined in the competitor’s companies The consequence of VTN is that the market share has decreased considerably and there has been a big shortage in high skilled technical staffs Many traditional customers of VTN have changed their opinion and they no longer use the telecoms services of VTN With so many problems like that the author decided to study the thesis about retaining and motivating employees in VTN Retaining and motivating employees is very difficult for any organization so that the author had to collect much information on human resource Besides collecting the information over the human resource in VTN the author also collect many theories on human resource management One of the theories about retaining and motivating employees that the author used in this thesis is the two factor theory by Frederick Herzberg In the theory of Frederick Herzberg he divided all the reasons affecting the retaining and motivating employees in to two catalogues so that the author also divided the collecting information in to two catalogues There are many reasons affecting employees so that the author have to make a questionnaires and survey that cover all the reasons Many current and former employees had been asked and all of their answers had been recorded All the collected information had been carefully analyzed to clarify the weak and strong point in the strategy of retaining and motivating employees in VTN All the answer of the current and former employees had been put in a table result and by synthesizing the author showed out many shortages in the strategy of retaining and motivating employees in VTN Through the study the author clearly clarified that the high skilled technical staffs in VTN are the main subjects that the organization should pay much attention and a good strategy of retaining and motivating employees should be applied for this group of employees The study also gave out some suggestion on both motivating factors and retaining factors such as the salary policy, the relationship within the organization… INTRODUCTION RATIONEL According to the statistic of William Mercer, a human consultancy firm about the labor market in Viet Nam, the number of employees who gave up their job increase sharply in recent year, from 3,3% in 1998 to 11,9% in 2005 and it is predicted that the number will increase to 20% in 2009 The labor working in business area and non-business are those who tend to change their job most About 11-14% in 2005 and in 2009, the technical employees and managerial employees will change their jobs most And according to DDI (Development Dimensions International), there are about 40 to 50% of the talent employees will change their jobs in the next five year This is meant that the expenditure for recruiting and training will increase about 15% to 30% of the total salary expenditure with the high level of risky These also lead to the poor in development of an organization and also make that organization go to the failure And in the telecoms market of Vietnam, the competition is becoming more and more severe New providers join and share the market The government has put a higher priority on telecoms development because the telecoms field plays an important role in providing diversified and copious services to comply with all the demand of socio-economic development of the country The government has implemented policies to further privatize this fast growing sector As being one of the largest operating enterprise, Vietnam post and telecommunication (VNPT) is a state organization charged with the responsibility of providing, managing and operating all public telecoms and services in Vietnam The government has also allowed more and more other enterprises to take part in the telecommunication market, such as Viettel, HT mobile, EVN telecoms, S-phone And due to process of joining WTO, the participation of foreign enterprises in the next few years is committed This make the competition become more and more highly With the speed of changing and developing so quickly like that, telecoms field was choose to study about the human resources management VTN (Vietnam telecoms national) belongs to VNPT and to be one of the biggest companies in telecoms field but over the past years VTN still have to face the problem of losing its employees More and more talent staffs, especially the technical staffs, gave up their job and applied for another job in competitive organization or in other organization that need telecoms expertise Every year, the number of employees gave up their job is increasing dramatically In the past five years, the total number of staff who gave up their jobs and came to work for the competitive organization is 133 and account for about 8% in the total number of organization’s staffs The staffs who gave up their jobs were almost technical staffs and key engineers and they played very important roles in the organization so their departure caused lots of difficulties for VTN In telecoms field, in order to get a high skilled staff or a good engineer, the organization must spend much of time and money to train them and give them chances to practice in real situation Whenever the new employees any thing, they always need an experience one to be besides them to help them and give them the right instruction So to have a skilled staff in telecoms field, it needs at least years of training and practicing in real situation The expenditure for recruiting and training the new employees increase considerably but this is not the most urgent problem facing VTN The real problem is that the away staffs played a key role in the organization When they come to other organizations, there is a real shortage in their places One more problem is that some employees not only work for VTN but also work for other competitive organizations These employees were trained by VTN and have lots of opportunities to get the new technologies and knowledge and these advantages will be used for the sake of competitive organization not only for VTN One more problem which is facing VTN now is that there is no strategy of retaining and motivating employees This seems to be a serious shortage in human resource management As we know, human resource is a very important asset of an organization An organization could develop or not completely based on its human resource Every year, each organization has to spend a great amount of money for recruiting and training the new employee Being a state owned company in a very important field, VTN, like other state owned companies, still keep the old thinking of management Almost employees are the relative of the former employees or may be some employees were accepted to work in VTN based on the relationship with a high ranking person VTN was sponsored and protected by the government so people who are working in VTN not suffer from the threat of being dismissed The employees have become lazy and conservative They don’t seem to be interested in the job and there is no endeavor in the work Many people not care about improving their knowledge and skill The sluggish has become the attitude of many employees and these people just come to work to wait the day by and they may waste their time in having breakfast, drinking coffee and having gossip with each other Whenever problem occurs, they need a lot of time to solve and even in some cases, they need to have professors come and help them in solving problems These not only fade away the image of the organization but also decrease the turnover of the organization The belief of the customers is following decreasing From the above statistic, it is clear that the relationship of supply and demand in labor market is operating very exciting and the fighting for high skill employees is very tough and is showing through the brain drain This thesis focus on retaining and motivating human resource in VTN – a state owned companies in telecoms firms OBJECTIVES OF THE PROJECT  Clarifying the need of retaining and motivating employees in VTN Human resources play a very important role in the development of an organization They are the key factors and they always lure a lot of attention from the managers of the organization It is said that the human resources contribute over 60% in the success of the organization Each year, each organization has to spend a lot of capital for recruiting, training When an employee leave the organization, he causes a lot of difficulties for the organization and if that employee is the key staff, he even cause the failure for the organization so retaining and motivating employees is very important for an organization For VTN, a stated-own company, because of being supported by the government in many years so the board of directors does not care much about the importance of retaining and motivating employees From the time that the government allows other organization to business in telecoms field, VTN has to face up the situation of losing its employees to new telecoms organizations The leaving employees often play important part in VTN so when they give up the job VTN meets a lot of difficulties in solving the work The market share of VTN is falling gradually over the past five year and now VTN loose a lot of traditional customers Competition is now a concept that all the managers of VTN talk about and the first and the most important thing is to retain employees  Evaluating the real situation of retaining and motivating employees in VTN In order to know the problems of retaining and motivating employees in VTN, the author have to collect a lot of information from the secondary data and primary data especially from the primary data The author has to make a lot of interviews and make a lot of surveys with the current and former employees of VTN All the information is collected following the suggestion of Frederick Herzberg based on the two factors theory This theory divided all the factors into two catalogues and each catalogue of factors plays a specific role in the strategy of retaining and motivating employees From the analyzing these factors, the author hopes to show out the role of each factor and also hopes the organization will find the right way to apply these factors in their own business This is very important for the development of VTN Through surveys and making interview, the author also tries to identify the attitude of its employees Beside that, the author also tries to identify the expectation of employees and give out some suggestion to satisfy the expectation of the employees  Finding out the reasons of why employees gave up their jobs: Of course, all organizations have to face a fact that their employees, for one day, will resign from their current position to apply for another in other organizations Even in a leading organization the employees still give up their job because changing job is very naturally and but when employees resign from their job became a tendency and the consequence of losing employees cause trouble to the organization and make the speed of the development of the organization decrease, the work of finding out the reasons and solving it become the key factor for the success of an organization  Suggesting some recommendations for the strategy of retaining and motivating employees in VTN This is the biggest desire of the author Even there is no strategy that can help to retain employees in every situation but when an organization want to keep its employees 10 and want to make them dedicate to the development of the organization, that organization should have a positive view over this issue The author also knows that in order to build the strategy of retaining and motivating employees in an organization, the board of directors in this organization must have a big change in the point of view However, with all the collected information and from the analyzing these information, the author could find some weak points in the strategy of retaining and motivating employees in VTN so that the author still gave out some recommendations with the hope that these recommendations could help the organization METHODOLOGY In order to analyze the problems completely to achieve the objective of the thesis, through the “two factors theory” of Frederick Herzberg, the author make a lot of interviews and surveys with current and former employees in VTN and building a resulting table and did analyze all the collected information to find out the real shortage of the organization and what is the real attitude and feeling of the employees toward the organization’s policy for improvement In this thesis the author has used both quantitative and qualitative methods  The secondary data are collected from the following sources: + Public: internet, seminar material, newspaper, etc + Report: Organization report, other competitors in telecoms field report + Previous thesis and research of retaining and motivating human resource The secondary data helps the author to get more knowledge on the retaining and motivating employees The way of retaining and motivating employees that was used mainly nowadays This data also help the author to know about the real situation in VTN and help the author to evaluate the strength and weakness of VTN  Primary data To get the good result, the author made several interviews and surveys with the current employees in VTN as well as other employees who already applied for another jobs in competitive organization The survey is based on the questionnaires and the questionnaire is based on the “two factor theory” It is concentrated on the motivating factors and hygiene factors After collecting the result, the author set up a table to evaluate the remark of 56 employee live in this province have to come to another province to work so that they not feel satisfactory - It is not fair for employees to get opportunity of advancement Many talent employees who could the work well and could take charge of important position not have the chance to get higher position - The corporate culture of VTN is so poor VTN operates under the orientation of VNPT so that the organization does not care much on building a business philosophy for itself Employees not follow strictly with the working prescribes of the organization and they hardly be penalized when breaking the rules 3.2 SOME RECOMMENDATIONS FOR IMPROVEMENT 3.2.1 Recruiting for retaining and motivating: This is the first step in the strategy of retaining and motivating employees Being a state owned enterprise so that VTN still recruit new employees based on the relationship not based on the certification and skill Many poor performance employees have the same salary level or even higher than the good one so that it sometimes causes the dissatisfaction for other employees One more thing added to this problem is that in VTN, there is only one model of recruiting employees With the speed of changing now and in the market, there are lots of model of recruiting that could suitable for people to choose Hereafter are five suggested model of recruiting for retaining and motivating: - Key employee model is a model that aims at recruiting the talent ones who work only for the organization and all the given duties This model is very effective for the position of high level manager and other position that affect the development of the organization Some organization made a mistake when consider that key employees model is the only model they have and aim all the recruiting process at this model and can not have good result - Flexible work model: in this model, the employees not have to work at a stable place and at a specific time but they can work from the distance area and may share the work at urgent time This model is suitable for the work such as the work that does not need to set up a group, administration work and sale and marketing work 57 - Free employee model This model is very useful for job that based much on the technology Money is paid based on the production result not based on the time This model is suitable for the high skilled and dynamic employees For VTN, the telecommunication network is designed and installed by highly technology and good quality equipments It is hard to get problem so the work does not need to force the high skilled employees to stay at the work for the whole time They can take part in other works and when the network gets a trouble, they can consult the solution for other technical employees to solve - Transit the production process model This is also an important factor in the strategy of retaining and motivating employees In the working process, there are some products not feet with the organization so that the effect of the work is low and the turnover can not meet the hope of the organization This is the right time to transit the production line to other organizations so that the organization could save up a big amount of salary budget - Transit the work for the customer The last model of recruiting for retaining and motivating employee is transit the work for the customer This model will save up a lot of time and money for VTN because the customers of VTN are from many area and it is a big difficult in retaining the employees for the work of maintaining and supporting customers or customer care The solution is to transit the work for the customers but still have the satisfaction of the customer The example of this model is like ATM, Leased Line, self service store… 3.2.2 Changing in salary payment system The theory of Mallow showed out that a proper salary payment is very important in the strategy of retaining and motivating employees VTN should find the average salary level in the labor market and also the labor demand-supply relationship in order to set up a prosper salary scale within the organization Being a state-owned company belongs to VNPT, VTN was given a specific amount of money to pay for the employees depend on the performance the organization VTN has its own salary payment policy but this policy is not fair enough The policy not based on the performance of its employees but based much on the relation and the feeling of the board of directors As we all know that 58 enterprises are now operating under the direction of market mechanism so that enterprises must find the way to increase the labor productivity and reduce the cost price of theirs product - The salary payment should be equal or higher than the average salary of this field in the market: For this policy takes effect, VTN should let the personal and salary department to collect and make study the salary of all fields in the market and especially the salary in telecoms field to offer a suitable salary level - Salary policy should be based on performance of employees: A good performance-based compensation will encourage the employees to behave in ways that could result in attainment of the goals of the organization, while also meeting the employees' personal objectives To so, VTN should not only pay the salary according the certification of employees but should follow the contribution of employees to the organization In the work place, there should be a production norm and employees will be paid based on this norm - Ensure the pay plan is objective and fair to all employees, this will not cause any resent for the employees A reward for the excellent employees is commensurate with contributions Through the pay plan, the behaviors and attitude of the employees will be encouraged in the following fields: honesty, professional pride, continuing professional education, loyalty, thoroughness, accuracy, efficiency, teamwork, salesmanship, courtesy, concern for clients, self-direction, frugality and long-term thinking 3.2.3 Allocate the right employee at the right place and assign a clear and specific job, enhancing facility at the workplace Because the telecoms network cover all over the country so that VTN has put many branches in many different provinces When recruiting new employees VTN not care much about the geographic location so many employees after being recruited have to work very far from their home Employees working in telecoms station in provinces could work on shift and a shift could last for 15 days Employees still accept this policy but of course they still want to work as near their home as possible This is a proper expectation of employees but VTN still keep illogical policy of allocating technical staffs Now it is the time for the organization to investigate and care about the 59 desire of its employees The organization should not let the employees to work too far from their family If in some work place really need some high skill employees and no one at that place can meet the demand, the organization could let other employee on another area to come to work but the organization should to have special and suitable compensation Each employee should be assigned a clear and specific job The organization should avoid assign an unspecific job and should care more about their achievement Every month the organization should praise the contribution of its employees in the whole company A small gift or reward should be awarded for the employees who have a good performance In the work place, the organization should equip some suitable tools that are necessary for employees so that they can feel the respect of the organization reserve for them A good working place with suitable facility will bring the employee a good mood and these would encourage them to the work well 3.2.4 Strengthening the corporate culture and the relationship within employees: VTN should try to change its corporate culture This is very important for the development of the organization The corporate culture is regarded a determinant in making employees feel comfortably and staying with the firm In VTN, employees have a very good relation and the sentiment is quite nice but to show out the sentiment or to solve any problem of the work, almost employees tend to ask each other to come to restaurant and having drink Any events, any chances, the organization will let the employees come out to drink, from the birthday anniversary to having new things, employees come to restaurant and they this event in the working time Changing this habit, this bad culture is quite an obstacle but VTN should it step by step and could as the following in order to strengthen it corporate culture: - Anniversary should be organized regularly and it is very important to improve the relationship among employee but all anniversary should be hold it in a familiar way and the organization should never consider that a good drunker is the image of enthusiasm 60 - Managers and employees should interact regularly Exchanging and understanding the concerns and suggestion of each other is very important Any new and useful suggestion should be praised and should be make public - A clearly defined goal should be informed for all employees and the organization must make sure that the employees well understand their professional growth path in the company - Encourage employees to communicate to each other in order to develop an open and trusted relationship - The manager should be equipped with the right tools and should be trained the skill about leadership so that the manager could control and solve all the arising problems - Setting a sustainable work place and try to keep employees from inefficiently working excessive hours which may cause to sickness and burnout - Evaluating the effectiveness of the employees should be based on the working performance The time that they spend in the office is just for reference - Creating an interesting work place for the employees so that they could feel comfortable and relax When employees in a good mood, they could the work well and the relationship within the employees will be better 3.2.5 Training program: Now in VTN, the training program is not very proper VTN has created many chances for its employees to be trained and train themselves VTN also holding many training course in the office and asking professor to come to share the experience and knowledge for the employees But VTN not care much about who is suitable to receive the training course Of course, the existing employees should be fully re-trained in all aspects of the working skills as well as individual development These play very important role in the behavior of employees With this tactics, the employees will feel the respect of the organization reserves for them But VTN should clearly clarify which fields and which employees should take part in a particular training course The training course should hold as follow: 61 - Managerial staffs should be well trained with the knowledge of modern management, psychology and ways of motivating people Besides that they should be equipped with interpersonal skills, communication skills - Staff in charge of technical operation to be regularly updated with new specialized knowledge and enhanced capabilities of independently making research They should be trained about the team work spirit and sharing experience - Staff in charge of sales and marketing to be furnished with communication and marketing research skills Abroad training should be carefully considered by the organization Particularly, training program must be systematically designed and regularly renovated And VTN itself must often assess effectiveness of each training program in order to make corresponding adjustments To so, VTN should make the following requirement: - After completing a training program, attendants must report to their direct manager in term of training contents and materials as well as certificate if any - Attendant must make report in writing on new and advanced knowledge that can be applicable in the company - Managers should exchange views with attendant so that they can complete the “action plan” - Action plans will be carried out by attendants and checked by managers for appropriate adjustments If much effective improvements are obtained, recommendations should be made to higher ranked managers for training and application on a broader scale APPENDIXES Appendix 1: Questions using in the interview: Could you give out some remark about your work-place? How you feel about the procedure and policy of your organization? Do you get a suitable welfare and privilege from your organization? How is other interest that you received? Do you get any promises and how your organization fulfill that promises? What are the promises for the individual development? How you feel about training course that you have been given during the working process 62 What you think about the promotion that you could receive from the organization? Do you well understand about your organization? 10 What is your corporate culture? 11 Do you think that the performance evaluation in your organization is fair? 12 How you feel about the ability of showing goals and targets of your organization? 13 What could you receive when there was a changing in the responsibility of the work? 14 When you could the work well, the organization ……………… 15 What you feel about the help and assistance of the managers when you get into trouble or meet some specific problems? 16 What is the attitude of the manager toward the contribution of the employees? 17 How you feel about the team work spirit of other employees? 18 What is your thinking about the specific projects that you were take part Appendix 2: Questions using in the surveys: About the work How you feel about your work? Very interesting Interesting common boring very boring Do you think that it is challenging to complete the work? Very challenging challenging common unchallenging easy Do you feel exciting when coming to the work everyday? Very exciting exciting normal tired very tired How clear is your work assignment? Very clear clear no idea vague unclear Do you agree that the work assignment you are taking charge now is suitable with your ability? Totally agree Achievement Agree No idea Disagree against 63 How you feel about the work performance evaluation at your place? Very fair Fair No idea Unfair Very unfair How often the manager updating the working performance of the employees in your organization? Always usually sometimes rarely never What is your remark about the criteria of the working performance evaluation? Very suitable Suitable No idea Unsuitable worst How often does your direct-manager give the remark publicly about the work performance of the employees? Always Usually Sometimes Rarely Never How often you feel resent with the working performance evaluation? Never rarely sometimes usually always How you feel when you get the evaluation about your working performance? Totally Satisfactory No idea Unsatisfactory satisfactory Totally unsatisfactory Do you agree that the working performance evaluation creating the motivation for the employees to the work well? Totally agree Agree No idea Disagree Against Recognition How does your organization make record about your contribution? Promotion increase salary Reward praise How often you get a good remark from your manager? nothing 64 Always usually sometimes rarely never Do you think that the bonus policy of the organization is suitable? Very suitable Suitable No idea Not suitable Against How you feel about the compensation policy in your organization? Very high High Reasonable Low Too low How often you get the bonus or reward when you showed out a good working performance? Always usually sometimes rarely never Responsibility How often you feel the responsibility to finish the work on time? Always usually sometimes rarely never rarely never rarely never Do you try to the work with your best? Always usually sometimes Do you stay late at the office to finish the work? Always usually sometimes How you feel when you have to help other colleagues to finish the work? Very willing willing No idea Unwilling Angry What you feel when the work can not be finished well? Very bored Bored So so happy Interest in the job How you feel before the time you have to your job? Very happy 65 Very enthusiastic enthusiastic so so bored pressure Have you ever use your free time to study to finish your work? Always usually sometimes rarely never usually always Have you ever think of changing your job? Never rarely sometimes How often you talk about your work with other people? Always usually sometimes rarely never Opportunity for advancement Do you often see the opportunities for advancement of yourself? Always usually sometimes rarely never How you feel about the development of yourself when doing your job? Very developing Developing Nothing change Backward Very backward Do you agree that chances of promotion are equal for all employees in your organization? Totally agree Agree No idea Disagree against Do you work with your best with the hope of getting higher position? Always usually sometimes rarely never Do you believe that you will have higher position in the future? much believe Company Policy believe No idea don’n believe against 66 What you think about the policies of your company? Very good Good No idea Not good bad Do you agree that the company policies are suitable with current situation Totally agree Agree No idea Disagree against Do you agree that the company policies aim at developing the life standard? Totally agree Agree No idea Disagree against Not good bad Working condition How is your place at your work? Very good Good No idea How you feel about the facility at your work-place? Totally Satisfactory No idea Unsatisfactory satisfactory Totally unsatisfactory How you feel about the atmosphere at your work-place? Very good Good No idea Not good bad Do you think that the organization have supplied enough tools for the employees to the job? Very good Enough No idea Nearly enough Not enough Job sercurity Do you agree that you are having a stable job? Totally agree Agree No idea Disagree Have you ever feel wory about loosing your job? against 67 Never rarely sometimes uselly always How good is the commitment of the organization to you when signing labor contract? Very good Good so so bad Very bad Salary How you live with your current salary? Very good Enough No idea Nearly enough Not enough Do you feel satisfactory with your current salary? Totally Satisfactory so so Unsatisfactory satisfactory Totally unsatisfactory How you feel about the salary of other employees compare to their contribution for the organization? Very high High Average Low Too low How you feel about your current salary compare with the contribution you made for the organization? Very high High Average Low too low Do you have an equal wage compare to other employees? Very equal equal No idea unequal very unequal Employee benefit How often you get the chances to take part in training program to meet the need of the work? Always Usually Sometimes Rarely Never 68 Do you agree that the work performance is increase much after you were taking part in the training course? Totally agree Agree No idea Disagree against Do you feel that it is necessary to get more training course to the work better? Very necessary Necessary No idea Not necessary Useless How you feel about the attitude of your colleagues with the training cources? Totally agree Agree No idea Disagree against Do the labor union cares about your family? Very Considerate No idea Inconsiderate Very considerate inconsiderate How feel about the welfare of the organization? Totally Satisfactory No idea Unsatisfactory Totally satisfactory unsatisfactory Relationship among employees How you feel about the manager behavior with the employees? Very good Good No idea Not good bad How fast you get the feed back when informing a problem? Very fast Fast No idea Slow Very slow How you feel about the relationship between the employees? Very good Good no idea worst very bad The treatment of the manager to employees is fair or unfair? Very fair Fair No idea unfair Very unfair 69 How you feel when talking with your manager? Totally Comfortable No idea Uncomfortable comfortable Totally uncomfortable How you feel about your corporate culture? Very proud Proud No idea Disappointed Ashame Do you get the support of your colleagues at the difficult situation? Always Usually Sometimes Rarely Never Do you agree that the support of your colleagues is very important for the completion of your work? Totally agree Agree No idea Disagree against How often you get the support of your managers? Always Usually Sometimes Rarely Never 70 REFERENCES Human resources management, author Tran Kim Dung published by Statistic Publishing House Human resources management, author Nguyen Trong Hieu, published by National Politics Publishing House Human resources management, author Nguyen Huu Huaan, published by Statistic Publishing House Human resources management in Vietnam, theories and practices, author Pham Thanh Nghi, published by Science and Technology Publishing House Qualities of manager, author Quoc Hung, published by Cultural and Informative Publishing House Organizing work scientifically, author Nguyen Hien Le, published by Cultural and Informative Publishing House Retaining top employees, J.Leslie Mc Keown Human resource management Braton J and J.Gold (1994) Human resource management in a business context International Thomson Business Press J.Price (2004) 10 Staff motivation a research on traphaco joint stock company (Master of business administration thesis 60.34.05 11 Motivating and retaining employees of people income tax at Zeromillion.com