Job stress in sales department at SaiGon plastic packaging joint stock company

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Lê Thị Đoan Hạnh JOB STRESS IN SALES DEPARTMENT AT SAIGON PLASTIC PACKAGING JOINT STOCK COMPANY MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Ph.D NGUYEN PHONG NGUYEN Ho Chi Minh City – Year 2018 CONTENTS LIST OF TABLES LIST OF FIGURES .6 CHAPTER Company background 1.1 History of company 1.2 Mission and Vision 1.3 SAPLASTIC.JSC organization chart (Appendix 1) 1.4 SAPLASTIC.JSC Sales department chart (Appendix 2) Symptom .8 2.1 Symptom description 2.1.1 High turnover rate 2.1.2 Low sales revenue 10 2.2 Symptom consequences 11 Initial cause effect map .13 3.1 High goal expectation 13 3.2 Job Stress 15 3.3 Low compensation and benefits 15 Updated cause effect map 16 Potential central problems 19 CHAPTER 22 Problem definition .22 Problem existence 23 2.1 Work pressure 25 2.2 Working environment 26 2.3 Career development opportunities 28 2.4 Personal relationship .29 2.5 Conflic between work – life roles 31 Problem importance 33 3.1 The studies relate to job stress consequences 33 3.2 The consequences of job stress affects to SAPLASTIC.JSC 35 3.2.1 Performance consequence .35 3.2.2 The increasing of customer complaint 36 3.2.3 Higher training and hiring cost .37 3.2.4 The employees go to work late and ask for day-off frequently .38 CHAPTER 40 Causes validation .40 1.1 Work pressure 40 1.2 Working environment 40 1.3 Career development opportunities 41 1.4 Personal relationship 41 1.5 Conflict between Work-Life roles .41 Solution .41 2.1 Work pressure 41 2.2 Working environment 43 2.3 Career development opportunities 44 2.4 Personal relationship 44 2.5 Conflict between Work-Life roles .46 APPENDIX - SAPLASTIC.JSC ORGANIZATION CHART .47 APPENDIX - SAPLASTIC.JSC’s SALES DEPARTMENT CHART 48 APPENDIX – IN-DEPTH INTERVIEW – ROUND 49 APPENDIX – IN-DEPTH INTERVIEW – ROUND 53 APPENDIX – QUESTIONAIRE – ENGLISH VERSION 57 APPENDIX – QUESTIONAIRE – VIETNAMESE VERSION 60 APPENDIX – SURVEY RESULT COLLECTION 63 REFERENCES 65 LIST OF TABLES Table 1 - Statistics of changes in human resources in the Sales department of SAPLASTIC.JSC for the period of 2015 - 2017 Table - Business plan of SAPLASTIC.JSC for the period of 2015 – 2017 14 Table 1- External expressions of stress 23 Table 2 - Observation variables define Job stress causes at SAPLASTIC.JSC 24 Table 3– Summary of complaint cases from customers 36 Table - Training and hiring cost of salesman in SAPLASTIC.JSC in 2015 – 2017 .37 Table - Statistics of hours that staff go to work late and the number of vacations of sales department in SAPLASTIC.JSC 38 LIST OF FIGURES Figure 1 - Chart of statistics of changes in human resources in Sales department of SAPLASTIC.JSC for the period of 2015 - 2017 .9 Figure - Revenue Results at SAPLASTIC.JSC for the period of 2015 - 2017 .10 Figure - Measurement of work pressure factors 25 Figure 2 - Evaluation of working environment factors 26 Figure - Evaluating opportunities for career development 28 Figure - Evaluating personal relationship factors 29 Figure - Evaluating the conflicting factors between work and life .31 CHAPTER 1 Company background 1.1 History of company April 6th, 2001: was established with name Saigon Plastic Packaging Limited Company as forerunner and started building factory in an area 5,208 m2 February 2003, the factory had been finished, in turn the machinery was invested, began with gravure printing machines, laminating, slitting and bag making machines January of 2006, Saigon Plastic Packaging Limited Company was the first who granted both quality management certificates ISO 9001:2000 and environment management certificate ISO 14001:2004 In 2007, the company equitized and rename to Saigon Plastic Packaging Joint Stock Company (SAPLASTIC.JSC) September 2008, the share was officially listed on the stock market, as the code SPP SAPLASTIC.JSC has been invested by great investment fund, such as: BIDV Investment, Vietnam Holdings, to name a few In the end of 2010, SAPLASTIC.JSC invested in setting up LAB department, became first and only packaging company which had been equipped fully and modernly equipment This LAB was built with three functions: R&D activities input material checking and output product control • Cơng ty Cổ Phần Bao Bì Nhựa Sài Gịn • English name: SAIGON PLASTIC PACKAGING JOINT STOCK COMPANY • Trading name: SAPLASTIC.JSC • Tax code: 0302272627 • Address: Lot II, 2B, Group V, Industrial Group II, Tan Industrial Zone, Tay Thanh Ward, Tan Phu District, Ho Chi Minh City • Business license: 0302272627 - Date of Issue: 10/05/2001 • Operation date: 01/05/2001 • Website: http://www.saplastic.com.vn • Phone number: 028 3815 5263 • General Director: Dương Quốc Thái Fax: 028 3815 5262 • Email: info@saplastic.com.vn 1.2 Mission and Vision Mission: Contribute to the stable development of Vietnamese brands in the packaging industry, not only in South East Asia but also whole Asia Market, in order to aim at the global market in future Vision: Corporate vision for the period 2010 – 2030 is to build SAPLASTIC.JSC to become the great interdisciplinary corporation SAPLASTIC.JSC’s business base is the stable development in association with eco-friendly and social responsibility 1.3 SAPLASTIC.JSC organization chart (Appendix 1) 1.4 SAPLASTIC.JSC Sales department chart (Appendix 2) Symptom 2.1 Symptom description 2.1.1 High turnover rate Table 1 - Statistics of changes in human resources in the Sales department of SAPLASTIC.JSC for the period of 2015 - 2017 Targets 2015 2016 2017 Total Sales Staffs (Person) 17 21 27 Resigning Staff (Person) New staff (Person) Rate of increase (%) 66.67 80.00 17.65 23.81 33.33 Breakout Ratio / Total Sales Staff (%) (Source: Administration & Human Resources department in SAPLASTIC.JSC ) Figure 1 - Chart of statistics of changes in human resources in Sales department of SAPLASTIC.JSC for the period of 2015 - 2017 RESIGNING STAFFS 2015 2016 2017 According to the figures above, the retirement status of employees at the Sales Department of SAPLASTIC.JSC has increased steadily over the years 2015 - 2017 In 2015, the total number of employees in the sales department of the company is 17, with employees retiring accounting for 17.65% In 2016, the total number of employees in the sales department of the company increased to 21, corresponding to an increase of people, corresponding to a 23.52% increase over 2015 But this year the number of employees leaving the department is up to people, accounting for 23.81% compared with the total staff of the sales department The number of employees leaving the sales department increased to people, corresponding to the increase of people compared with 2015, corresponding to the rate of increase of 66.67% Thus, in 2016 SAPLASTIC.JSC has recruited sales staff to expand its business activities in the company's business plan But this year the number of salespersons leaving SAPLASTIC.JSC was higher than the number of employees recruited by the company This is quite dangerous and alarming situation in the sales department of SAPLASTIC.JSC In 2017, the total number of employees in the sales department of SAPLASTIC.JSC increased to 27, in which people are recruited by the company, increasing by 28.57% compared to 2016 But the turnover status at the dales department of SAPLASTIC.JSC is more serious when this year the number of employees leaving is up to people, accounting for 33.33%, corresponding to an increase of persons and an increase of 80% compared to 2016 Thus, the number of employees recruited to the sales department SAPLASTIC.JSC is lower than the number of employees leaving sales department This proves that the current demand for human resources in the sales department of the company is lacking and significantly affecting the manufacturing and business activities of SAPLASTIC.JSC in the past period 2.1.2 Low sales revenue Another alarming problem SAPLASTIC.JSC is facing is sales are tending to decrease, as follows: Unit: million VND Targets 2015 2016 2017 Total revenue 426,511 548,254 Total cost 332,877 Profit before tax 93,634 2016/2015 2017/2016 +/- % +/- % 448,963 121,743 28.54 (99,291) (18.11) 422,699 369,771 89,822 26.98 (52,928) (12.52) 125,555 79,192 31,921 34.09 (46,363) (36.93) (Source: Sales Department - SAPLASTIC.JSC) Figure - Revenue Results at SAPLASTIC.JSC for the period of 2015 - 2017 Revenue Cost Profit before tax 125,555 93,634 79,192 422,699 369,771 332,877 426,511 548,254 448,963 2015 2016 2017 Looking at the table above, we see the business results of SAPLASTIC.JSC fluctuating unevenly through the years 2015 - 2017 Specifically: 10 Ms Pham Thi Que (Sales Manager) I left my job in 2017 because of overwork with the department she manages, many employees quit in this year, the work of these leaving employees she had to deliver to the remaining staff in the department and everybody felt tired when the workload increased, sales of the company in 2017 dropped dramatically She was often called by the boss to the meeting and then explained the reasons for the decreased turnover too much work, stress for her At this time, she had a new baby, so she could not bear the pressure of work plus family work Mr Vo Quoc Hung (Human Resources Manager) He thought it was overloaded, because the sales department does not have enough employees His department is recruiting staff for the sales department to reduce the workload and avoid the current overload Quitting jobs due to geographical differences in this company mainly occurred in the factory, mainly workers after Lunar New Year holidays (mostly workers in the north) usually not return to the company to work, either Mr Tran Phu Vinh because they the family work, or they find (Sales Director) work near home But the number of employees who quit in this way is always so small because workers in the company are fully insured, they usually take leave according to regulations Do you think that the geographic location difference makes many sales staff leave work? Ms Tran Thi Bao Tram (Deputy Sales Manager) I found the status of quitting jobs due to geographical differences only occasionally occurs in the factory, while the business department has no the status of quitting when there are geographical differences Mr Mach Thanh Hai (Sales Staff) My department has not had employees leaving their jobs when there are geographical differences since I worked in the sales department of the company Previously, I did not know Ms Pham Thi Que (Sales Manager) In my opinion, the difference in geographic location does not make the sales staff quit Mr Vo Quoc Hung (Human Resources Manager) So far, I have not seen any sales staff stopping because of geographical differences in the company 54 I think that this is an important factor affecting the employee's decision to quit So I myself is the manager of the sales department, I try my best to support them when necessary, to guide them in sales, work and interaction with different departments Mr Tran Phu Vinh (Sales Director) I personally also get support from Ms Hang (CEO) whenever I need it I found myself being listened to and supported by her Ms.Tran Thi Bao Tram (Deputy Sales Manager) Do you think the management support is important and is one of the reasons for high quitting work status in SAPLASTIC.JSC? Mr Mach Thanh Hai (Sales Staff) My current workload is pretty much so I not support them well However, I also participated in training for them so that new employees quickly catch up and work confidently As for myself, I am happy with the support from Mr Vinh (Sales Director) When I need to ask for opinions about customers, or discuss the production arrangements, support the progress, they always listen to me and guide the best solution On the side of the board of directors, I not work directly with them, so I cannot evaluate whether they support or not Not only I but also all employees in the sales department need the support of managers to complete the work assigned If you give work to the employees and then they it themselves, it is very stressful, and sometimes I myself are under pressure to work alone without the support of management But now the workload of the mangers is very much so that I also try to solve the problem myself I just hope the Board of Directors will invest in upgrading machinery and equipment, thereby improving the quality of the product, the arising problems will also be reduced, which makes every day work less stressful Ms Pham Thi Que (Sales Manager) This is one of the reasons but for me it is not the main reason at SAPLASTIC.JSC When she worked at this company, she received enthusiastic support from Mr Vinh and Ms Hang on the transaction, new client development, and building proper business and marketing campaigns Mr Vo Quoc Hung (Human Resources Manager) I think the staff must need the support of management! If managers not support, some employees will not know where they need to start from, what they do, etc and then they will feel 55 depressed, less productive and will soon leave the company I myself not work directly in the Market Sales department, so I not know the level of support that managers there give their employees, especially new employees However, when the staff of the business department quit, I did not find anyone complaining about the management of Mr Vinh (Sales Director) or other managers 56 APPENDIX – QUESTIONAIRE – ENGLISH VERSION Dear, Mr./Ms My name is Hanh Le Today, I am studying thesis of: “JOB STRESS IN SALES DEPARTMENT AT SAIGON PLASTIC PACKAGING JOINT STOCK COMPANY (SAPLASTIC.JSC)” I am looking forward to receive your support by answering this questionnaire I hope you answer all questions without false or true options The information you supplied will be kept secret and very useful to have clear understandings of causes for job stress of sales department in Sai Gon Plastic Packaging Joint Stock Company I PERSONAL INFORMATION: Please provide the following information by circling the answer: Gender: Male Female Age: Under 25 From 25 to under 40 Over 40 Education background: College University Post-graduate Other II CONTENT Please grades his/her agreement level for each question below by circling number respective with agreement level, and scores of scales is as follows: Strongly disagree Disagree Do not know whether agree or not (neutral) Agree Strongly agree 57 No Category Scale Work pressure WP1 You find your work very stressful WP2 Your work is overloaded WP3 You not have enough time to finish the tasks WP4 The superiors always set out of ability tasks to you 5 5 5 5 5 5 WP5 You often think about leaving the current job at SAPLASTIC.JSC Working environment conditions The atmosphere in the workplace which is near EC1 Factory is hot and often exposed to the smell of solvent, glue, ink, affecting your health and working spirit EC2 Inadequate infrastructure, old equipment which is often ruined, affecting the speed of working settlement EC3 Workplace’s noise makes you feel stressed and tired Career development opportunities CDO1 CDO2 CDO3 CDO4 There are not much opportunities to develop your career at the company Lack of training programs for promotion The promotion and nomination policies at the company are unfair and not transparent You not have many opportunities to show your personal ability in the company Personal relationship PR1 You often conflict with colleagues PR2 PR3 PR4 You are not able to maintain a good relationship with your superiors You not receive support from your colleagues and superiors You have no belief in working with colleagues 58 PR5 Customers often complain and give negative feedback about you Conflict between work-life roles WL1 You are unable to balance work and life 5 5 Your work takes too much time and effort, so you WL2 not have time for personal life Working makes you unable to maintain relationships WL3 or other roles in a best way 59 APPENDIX – QUESTIONAIRE – VIETNAMESE VERSION PHIẾU KHẢO SÁT Thân gửi Anh/Chị! Tôi tên Lê Thị Đoan Hạnh Hiện nay, thực đề tài nghiên cứu: “JOB STRESS IN SALES DEPARTMENT AT SAIGON PLASTIC PACKAGING JOINT STOCK COMPANY (SAPLASTIC.JSC)” – “VẤN ĐỀ CĂNG THẲNG TRONG CƠNG VIỆC TẠI PHỊNG KINH DOANH THỊ TRƯỜNG, CƠNG TY CỔ PHẦN BAO BÌ NHỰA SÀI GÒN” Rất mong hỗ trợ Anh/Chị việc trả lời câu hỏi bảng khảo sát Xin Anh/Chị vui lòng trả lời tất câu hỏi, khơng có câu trả lời sai Những thơng tin mà anh/chị cung cấp hồn tồn giữ bí mật giúp ích nhiều việc hiểu rõ nguyên nhân gây căng thẳng công việc phận bán hàng Cơng ty Cổ Phần Bao Bì Nhựa Sài Gịn I THƠNG TIN CÁ NHÂN : Anh/chị vui lịng cho biết thơng tin sau cách khoanh trịn vào câu trả lời: Giới tính Anh/Chị:  Nam  Nữ Độ tuổi Anh/Chị:  Dưới 25  Từ 25 đến 40  Trên 40 Trình độ học vấn:  TC - CĐ II  Đại Học  Sau Đại Học  Khác NỘI DUNG Anh/Chị vui lòng đánh giá mức độ đồng ý anh/chị câu hỏi cách khoanh tròn vào chữ số tương ứng với mức độ đồng ý anh/chị, điểm thang đo sau: Rất không đồng ý Không đồng ý Phân vân- đồng ý hay không( trung lập) Đồng ý 60 Rất đồng ý Mã WP1 Thang đo Danh mục Tính chất cơng việc áp lực Anh/Chị cảm nhận cơng việc áp lực WP2 Anh/Chị bị tải cơng việc Anh/Chị khơng có đủ thời gian để hồn thành WP3 cơng việc 5 5 5 5 Cấp đặt nhiệm vụ vượt khả WP4 anh chị Anh/Chị thường nghĩ đến vấn đề xin nghỉ công WP5 ty SAPLASTIC.JSC Mơi trường làm việc Anh/Chị nhận thấy khơng khí nơi làm việc gần nhà máy nên nóng Anh/Chị thường xuyên EC1 tiếp xúc với mùi dung môi, keo, mực… mà tổn hại đến sức khỏe tinh thần Anh/Chị Anh/Chị cảm thấy công ty chưa đầu tư đắn vào cở hạ tầng, trang thiết bị cũ thường EC2 xuyên hư hỏng khiến Anh/Chị không giải công việc nhanh Tiếng ồn nơi làm việc (do gần nhà máy) khiến EC3 Anh/Chị mệt mỏi Cơ hội phát triển nghề nghiệp Anh/Chị khơng có nhiều hội phát triển CDO 1 nghiệp làm việc cho công ty Anh/Chị thấy cơng ty thiếu chương trình CDO đào tạo để thăng tiến Anh/Chị cảm thấy sách thăng tiến công CDO ty không công minh bạch 61 Anh/Chị thấy khơng có nhiều hội chứng CDO tỏ khả thân công ty PR1 Mối quan hệ cá nhân Anh/Chị thường bất đồng với đồng nghiệp 5 5 5 Anh/Chị giữ mối quan hệ tốt đẹp với PR2 cấp Anh/Chị không nhận hỗ trợ từ đồng PR3 nghiệp cấp Anh/Chị khơng có lịng tin làm việc đồng PR4 nghiệp Khách hàng Anh/Chị thường xuyên phàn nàn PR5 cơng việc Mất cân vai trị công việc sống Anh/Chị cân công việc WL1 sống Công việc Anh/Chị chiếm nhiều thời WL2 gian cơng sức nên Anh/Chị khơng cịn thời gian cho sống cá nhân 5 Công việc khiến Anh/Chị khơng thể giữ WL3 mối quan hệ hồn thành tốt vai trò khác sống Chân thành cảm ơn Anh/Chị hợp tác này! Chúc Anh/Chị ngày làm việc vui vẻ! 62 APPENDIX – SURVEY RESULT COLLECTION No Name Trần Phú Vinh Lê Nho Lập Nguyễn Trung Ngọc Mạch Thanh Hải Phạm Công Anh Nguyễn Quang Huy Trần Thị Bảo Trâm Nguyễn Thị Ngọc Tiên Trần Xuân Trường 10 Trần Ngọc Vinh Age range > 40 years old < 25 years old > 40 years old < 25 years old 25 40 years old < 25 years old 25 40 years old 25 40 years old 25 40 years old 25 40 WORK PRESSURE WORK-LIFE BALANCE PERSONAL RELATIONSHIP CAREER DEVELOPMENT OPPORTUNITIES ENVIRONMENT CONDITIONS WP1 WP2 WP3 WP4 WP5 PR1 PR2 PR3 PR4 PR5 WL1 WL2 WL3 CDO1 CDO2 CDO3 CDO4 EC1 EC2 EC3 5 5 3 5 3 4 4 5 5 5 5 5 5 4 5 5 3 5 3 4 5 5 4 3 4 5 5 4 5 4 4 3 5 5 5 4 5 4 3 4 5 5 5 5 4 4 5 5 5 4 4 4 3 4 5 3 3 4 5 4 4 2 5 5 63 11 Nguyễn Văn Sơn 12 Nguyễn Quốc Khánh 13 Nguyễn Thị Mỹ Dung 14 Nguyễn Văn Hiếu 15 Dương Minh Truyền 16 Hoàng Minh Thư 17 Phan Huy Hoàng 18 Lê Mạnh Hùng 19 Trần Quang Khải 20 Vương Thị Phượng Mean years old > 40 years old 25 40 years old < 25 years old < 25 years old 25 40 years old 25 40 years old 25 40 years old > 40 years old 25 40 years old 25 40 years old 5 5 3 4 4 5 4 5 5 3 5 3 4 5 4 5 4 3 3 4 5 3 4 3 5 5 4 4 3 5 5 5 4 5 3 3 4 5 4 5 4 4 5 5 5 5 5 5 4 4 4 5 5 4 5 5 5 5 5 4 5 5 4.65 4.50 4.55 4.70 4.75 4.45 2.50 3.85 3.40 4.30 4.25 3.90 3.45 3.90 4.20 4.05 2.50 4.15 4.45 2.25 64 REFERENCES Lambert, E G., Hogan, N L., Paoline, E A., & Clarke, A (2005) The impact of role stressors on job stress, job satisfaction, and organizational commitment among private prison staff Security Journal, 18(4), 33-50 MacLean, P J (2001) Taming Turnover: Creating Strategies for Employee Retention Silver Creek Press Strolin, J S., McCarthy, M., & Caringi, J (2006) Causes and effects of child welfare workforce turnover: Current state of knowledge and future directions Journal of Public Child Welfare, 1(2), 29-52 Wallace, J E (1995) Organizational and professional commitment in professional and nonprofessional organizations Administrative Science Quarterly, 228-255 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