ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN QUỲNH MAI STAFF SATISFACTION AT AVIVA VIETNAM LIFE INSURANCE COMPANY LIMITED SỰ HÀI LÒNG CỦA NHÂN VIÊN TẠI CÔNG TY TNHH BẢO HIỂM NHÂN THỌ AVIVA VIỆT NAM LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN QUỲNH MAI STAFF SATISFACTION AT AVIVA VIETNAM LIFE INSURANCE COMPANY LIMITED SỰ HÀI LỊNG CỦA NHÂN VIÊN TẠI CƠNG TY TNHH BẢO HIỂM NHÂN THỌ AVIVA VIỆT NAM Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRẦN HUY PHƯƠNG HÀ NỘI - 2020 DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article The other‟s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Date………………………… ACKNOWLEDGEMENT Foremost, I would like to express my sincere gratitude to my supervisor Dr Tran Huy Phuong for his continuous support of completing my research, for his patience, motivation, enthusiasm, and immense knowledge His guidance helped me in all the time of research and writing of this thesis Besides my supervisor, I would like to thank the staffs and managers of Aviva Vietnam Life Insurance Company Limited who provided me insight and expertise that greatly assisted the research and shared with me a lot of useful information as well as opinion in relation to Aviva Company‟s business operation, human resources and performance I would like to extend my sincere thanks to the staffs of Aviva Vietnam Life Insurance Company Limited who spent their time on completing my long questionnaire and be patient to correct or satisfy my questions Last but not the least, I would like to thank my family for supporting me spiritually throughout my life and encouraging me to complete the thesis Nguyen Quynh Mai CONTENT INTRODUCTION 1 Rationale Literature review Aims of research 4 Objects of research 5 Scope of research Research methodology Thesis structure CHAPTER THEORETICAL BACKGROUND ON STAFF SATISFACTION IN ENTERPRISES 1.1 Theoretical background on staff satisfaction 1.1.1 Staff satisfaction 1.1.2 Theory of staff satisfaction 1.2 Factors affecting on staff satisfaction 20 1.2.1 Job characteristics 20 1.2.2 Training and promotion 20 1.2.3 Leadership 21 1.2.4 Colleagues 22 1.2.5 Salary/ income 22 1.2.6 Working condition 25 1.2.7 Welfare 26 1.3 Research model 26 CHAPTER ASSESSING CURRENT STAFF SATISFACTION AT AVIVA VIETNAM LIFE INSURANCE COMPANY LIMITED 30 2.1 Overview about Aviva Vietnam Life Insurance Company Limited 30 2.1.1 Establishment and development 30 2.1.2 Organizational structure of Aviva Vietnam Life Insurance Company Limited 30 2.1.3 Business results of Aviva Vietnam Life Insurance Company Limited in the period of 2016-2018 32 2.2 Overview of human resources of Aviva Vietnam Life Insurance Company Limited 34 2.2.1 Statistics of human resources of Aviva Vietnam Life Insurance Company Limited 34 2.2.2 Labor structure by age 36 2.2.3 Labor structure by gender 37 2.2.4 Labor structure by education 37 2.3 Factors affecting staff satisfaction at Aviva Vietnam Life Insurance Company Limited 38 2.3.1 Job characteristics 41 2.3.2 Training and promotion 43 2.3.3 Leader 47 2.3.4 Colleague 49 2.3.5 Salary/ income 50 2.3.6 Working condition 57 2.3.7 Welfare 61 2.4 Overall assessment about staff satisfaction at Aviva Vietnam Life Insurance Company Limited 65 2.4.1 Achievements 65 2.4.2 Limitations 66 2.4.3 Causes of limitations 68 CHAPTER PROPOSAL ON SOLUTIONS TO IMPROVE STAFF SATISFACTION AT AVIVA VIETNAM LIFE INSURANCE COMPANY LIMITED 69 3.1 Orientation and general targets at Aviva Vietnam Life Insurance Company Limited 69 3.2 Orientation and general targets of staff satisfaction at Aviva Vietnam Life Insurance Company Limited 70 3.3 Some solutions to improve staff satisfaction at Aviva Vietnam Life Insurance Company Limited 70 3.2.1 Improving salary and bonus for employees 70 3.2.2 Supplementing welfare 72 3.3.3 Innovating training and promotion for employees 73 3.2.4 Increasing recognition of employees‟ achievements 78 3.2.5 Improving the environment and working conditions 80 3.2.6 Improving the layout and arrangement of work for employees 81 CONCLUSION 84 REFERENCES 85 APPENDIX 89 LIST OF ABBREVIATIONS CEO Chief Executive Officer JDI Job Descriptive Index HR Human Resources NPL Non-performing Loan VND Vietnam Dong LIST OF TABLES Table 2.1: Business result of Aviva Vietnam from 2016-2018 33 Table 2.2: Labor structure by age of Aviva Vietnam in 2018 36 Table 2.3: Labor structure by gender of Aviva Vietnam in 2018 37 Table 2.4: Labor structure by education of Aviva Vietnam in 2018 38 Table 2.5: Job evaluation table of Aviva Vietnam 54 Table 2.6: Salary table of positions for administrative and sales staff at Aviva Vietnam 55 Table 2.7: Welfare regulations of Aviva Vietnam 64 Table 2.8: Plan for organizing collective exchanges and vacation trips of Aviva Vietnam 65 LIST OF FIGURES Figure 1.1: Maslow's Needs Theory (1943) 10 Figure 1.2: Victor Vroom's theory of expectations (1964) 14 Figure 1.3: Proposed model to measure staff satisfaction at Aviva Vietnam Life Insurance Company Limited 27 Figure 2.1: Organizational structure of Aviva Vietnam 31 Figure 2.2: Statistics of human resources of Aviva Vietnam from 2016-2018 35 Figure 2.3: Gender structure of Aviva Vietnam‟s respondents 39 Figure 2.4: Age structure of Aviva Vietnam‟s respondents 39 Figure 2.5: Education structure of Aviva Vietnam‟s respondents 40 Figure 2.6: Department/division structure of Aviva Vietnam‟s respondents 40 Figure 2.7: Seniority structure of Aviva Vietnam‟s respondents 41 Figure 2.8: Staff satisfaction about job characteristics at Aviva Vietnam 42 Figure 2.9: Staff satisfaction about training and promotion at Aviva Vietnam 43 Figure 2.10: Staff satisfaction about leader at Aviva Vietnam 48 Figure 2.11: Staff satisfaction about colleague at Aviva Vietnam 49 Figure 2.12: Staff satisfaction about salary/income at Aviva Vietnam 51 Figure 2.13: Staff satisfaction about working condition at Aviva Vietnam 58 Figure 2.14: Office of Aviva Vietnam in Ho Chi Minh headquarters 60 Figure 2.15: Office of Aviva Vietnam in Hanoi headquarters 61 Figure 2.16: Staff satisfaction about welfare at Aviva Vietnam 62 Based on the performance evaluation results, quarterly, the company asked each department to select outstanding candidates to reward and encourage The company recorded a list of excellent employees, as a basis to create a list of source staff for the company The company needs to apply a combination of solutions, implemented continuously and regularly to motivate them to make efforts in their work and improve their performance The company also needs to pay special attention to young employees so that they can be assured to work and devote themselves to the company 3.2.4 Increasing recognition of employees’ achievements One of the factors affecting the performance evaluation system at the Company is both the employee and the employer Thus, the company needs to implement some good solutions as follows: - Focusing on propagating and disseminating to all employees in the company about the work performance evaluation system and evaluation process: Currently at Aviva Vietnam, after performing the assessment, the employees only know the general results of the evaluation of their performance but they are not clear about the evaluation of the manager and the management of the company to know their own advantages and disadvantages for more improving Therefore, firstly, for the Company's performance evaluation system to be optimal, the employees and the company must really understand the job performance evaluation system - Openly and transparently the systems of criteria for evaluating work performance, establishing a system of performance evaluation to ensure objectivity and fairness From there, employees will be very confident and participate in the performance evaluation of the Company - Investing in building and implementing evaluation software to perform work through the quantification of evaluation criteria Performance evaluation software that can be built and put on the intranet would be a useful solution The HR department will be in charge of relevant guidance documents such as evaluation forms, work performance standards, assessment guidance documents as well as how to use the software and how to handle it Data processing evaluation results will be pushed to the intranet and decentralized to the departments and each member has the right to view and download, etc Before each evaluation period, HR department should inform all departments of the Company about the assessment plan and all members can access and take the initiative This helps to improve the transparency, fairness and 78 proactive in assessing work performance, helping the processing and notification of evaluation results quickly and accurately - Creating conditions for all employees to participate in the performance evaluation process The company needs to create conditions for both managers and employees to participate in the process of developing the criteria, standards, and evaluation process to perform the work This not only enhances the integrity of the performance evaluation system, but also helps managers and employees to better understand their own tasks - Effective use of assessment results in human resource management activities: The results of the assessment should be used in the decision to pay, reward and raise wages, to help employees understand the relationship between the performance of work and salaries, bonuses and this is a criterion to consider a raise Since then, employees have realized the importance of company leadership attaching importance to the actual working capacity of each employee attached to the performance of the job - It is necessary to use the evaluation results in human resource training and development: Based on the performance evaluation, finding out the cause of the human resources in the company not fulfilling its tasks (due to limitations) about qualifications or because the assigned norms are too high compared to the current level) so that the knowledge and skills of human resources can be identified and training needs will be determined and use them in layout and arrangement of employees in the appropriate manner for promotion - Using the performance evaluation results in the arrangement and use of human resources: For employees who always perform well in a long time, the Company must show respect and appreciation for their capabilities by giving them higher duties, expanding their work, assigning a number of challenging jobs to give human resources the opportunity to develop After a period of assignments, they will evaluate and interview together to discover more qualities that human resources are currently available but have not been exploited before to make adjustments to their responsibilities and duties in the near future, avoid letting employees see that after the assessment, the Company's leaders not make any moves for themselves, which easily makes frustrated psychology (affecting the task completion results) For those who have poor performance evaluation results: the company needs to find out the cause to have appropriate solutions such as adjusting tasks or transferring to take other tasks more suitable or can be sent for re-training to overcome the gaps in knowledge and skills compared to the job requirements Employees who not complete their duties 79 regularly and have a poor sense of discipline will be considered in accordance with the labor regulations - Using the performance evaluation results in promotion: At the end of the evaluation process, the information gathered for each employee will be updated in the personnel file The evaluation information in several consecutive periods along with the information has been updated in the personnel profile of the human resource, combined with the evaluation of the direct manager By monitoring the development situation of the employees, the company leaders can see those can put in planning, promote to a higher job position, more responsibility and a corresponding salary for them to work safely and devote to the company 3.2.5 Improving the environment and working conditions Aviva Vietnam has gradually built facilities and infrastructure to facilitate the work of workers The company is relatively well equipped with working equipment including personal computers, desks, chairs, offices, lighting, air conditioners In order to gain more efficiency in building a working environment for workers, the author proposes a number of solutions to continue to maintain good working environment as follows: - Regularly cleaning, checking, repairing and improving material facilities such as broken tables and chairs that need to be repaired; regularly warranty air conditioners, computers, elevators It is necessary to ensure the hygiene of working equipment of workers; renovate the exhaust and deodorization systems Carpets should be periodically cleaned to ensure a clean working environment for workers - Application of information technology to work to save time and effort for employees at the company: timekeeping software, training management software, various types of internal documents that have been compressed on the software and the staff only need download them if necessary - Promoting hygiene and food safety: To ensure the health of all workers, the company needs to regularly communicate food safety and hygiene knowledge to workers, so that they are aware of such importance In addition, the leadership can equip additional microwave ovens, refrigerators, water purifiers to further improve the hygiene and food safety issues for officials and employees - Creating a friendly and solid working environment: The company should organize meetings, exchanges, and share experiences in work so that employees can learn from each other, and also an opportunity for them to understand each other better, unite and stick together The division heads need to understand their employees, promptly detect and 80 directly mediate when conflicts occur in the colleague relationship, if the conflicts occur between departments, the company leadership will directly stand out to mediate, in the spirit of understanding, sympathy and sharing to further improve the friendly working environment and solidarity in the company - Investing money in organizing cultural and sport exchange and physical training activities for laborers: This activity is to create favorable conditions for laborers to participate in cultural and cultural exchange activities Technology, physical training and sports, rest and relaxation will create labor force, increase labor efficiency The company should strengthen measures to organize picnics on holidays and public holidays, organize activities such as March 8, October 20 or September 2,… - Creating favorable conditions for employees to bring their families to join the company's activities: In order to create a strong bond between employees and the company, the company leadership should encourage and create favorable conditions for the employees‟ family in the company can also attend the company's activities In order to this, the Company can organize parties, or exchange programs by Mid-Autumn Festival, International Children's Day, which can encourage all family members to join - Building new cultural values and propagating corporate culture: The company needs to develop policies and standards on corporate culture Management also needs to educate employees to remember collective values, build and strengthen employees' beliefs, create solidarity and cooperation relationships This is the way to create a good cultural atmosphere, the staff feels proud to stick, and consider business as their second home Building a healthy culture, a unique personality, and a high sense of solidarity, in which employees feel happy, care about each other in both work and in life and they will try to their work to achieve business goals Aviva Vietnam leaders need to assign the HR department to be responsible for building a business culture manual that specifies the rights, benefits and obligations of all employees working at the Company for all employees Resources at the Company are better understood, thereby building the company more developed 3.2.6 Improving the layout and arrangement of work for employees The satisfaction of the workforce will not be high if it is not arranged with the right jobs, their strengths and aspirations, and it also wears out over time without the richness and diversity and just repeat from time to time Therefore, job analysis plays a very important role The more detailed and accurate analysis with the contribution of manpower 81 and leadership helps the employees understand their tasks to be performed by week, month and quarter Aviva Vietnam pays salaries and bonuses to employees based on job evaluation In order to create fairness and objectivity from which to create staff satisfaction, employers must evaluate the performance of the work fairly and accurately The company needs to complete the job analysis in the direction of conducting job analysis every months to review the nature of the job If there is a big change, it is necessary to develop job descriptions and job standard accordingly The job analysis can be conducted according to the following basic steps: Step 1: Developing a to-do list to be analyzed and coding for different jobs Step 2: Developing the necessary tables and selecting the appropriate information collection method for the Company to collect information accurately There are many methods of collecting information but with the actual situation of the Company, the Company should use the questionnaire method combined with interviews and additional observations to collect information comprehensively and fully, which facilitates the analysis to be easy and accurate The questionnaire given may include open-ended questions, requiring workers to answer a lot of time, but the employee can give specific details of his work The questionnaire is sent to the jobs to be analyzed Step 3: Collecting information Information to be collected for analysis is information about the work, working conditions, tasks and responsibilities, job requirements of the person in charge Step 4: Processing the collected information and developing job analysis to use for specific goals Information processing methods used are statistical, mathematical and inference methods to synthesize and analyze survey results After the information has been collected and processed, the job analyst, the employee and the direct manager should review, discuss and agree on the job description and performance standards According to the survey results, the number of workers who only know their job duties through direct managers is still high In order for employees to know clearly and accurately their goals, the results of job analysis must be typed in writing and sent to each employee 82 - The job description includes information on tasks, responsibilities, powers, conditions for performing the work, relationships and issues related to the performance of a specific job - Performance standards: list all criteria that reflect the quantity and quality requirements of the completion of the tasks recorded in the job description 83 CONCLUSION Labor resources play an increasingly important role, determining the success or failure of an organization Human ability is infinite, so every business, every organization needs to pay attention to promoting the human element One of the particularly important measures to promote the capabilities of workers and to increase their dedication to the organization is satisfaction Creating staff satisfaction is an indispensable requirement because it directly affects the existence and development of every business Satisfaction is a desire to affirm your capacity and willingness to promote all efforts to achieve personal and corporate goals To improve staff satisfaction, businesses need to systematically apply policies, measures, management methods to keep them motivated at work, motivate them to be more satisfied with their jobs and look forward to contributing to the business The thesis has completed the contribution in both scientific and practical applications The thesis has systematically studied theoretical issues about staff satisfaction in enterprises The thesis analyzed and assessed the status of staff satisfaction at Aviva Vietnam in period of 2016-2018, clarified the advantages and limitations, the causes of those limitations and proposed new solutions for motivating work for the employees at the company in the coming time The solutions are highly practical The research results of the thesis will be a useful reference for managers in the company on the development of staff satisfaction policies Improving staff satisfaction is a complex and difficult job that requires perseverance, persistence and unity, determination of employees as well as management levels in the company, which need to be implemented simultaneously 84 REFERENCES Adams, J Stacy 1963 “Inequity in social exchange” Behavioral research service, pp 267 -297 Alf Crossman and Bassem Abou-zaki 2003 “Job satisfaction and employee performance of Lebanese banking staff” Journal of Managerial Psychology, 18 (4), 368-376 Artz, B (2008) Journal compilation © 2008 CEIS Fondazione Giacomo Brodolini 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I am , currently working at Aviva Vietnam Life Insurance Company Limited I am doing research on Staff satisfaction at Aviva Vietnam Life Insurance Company Limited I hope my colleagues will take some time to answer some of the following questions, all of the answers are valuable for this study I guarantee that the information collected from this survey will be used for research purposes only and the information provided by you will be kept confidential Sincere thanks for your attention and help! I Personal information Put the tick (x) in the option you choose: You are? Male Female Your age is: < 25 years old 25 – 45 years old > 45 years old Your education is: Higher education College Lower education Currently, you are working in the: Distribution channel Operations department HR department Financial Accounting Department Legal, compliance, and risk management account Up to now, you work in the company for: < year 1-3 years 3-5 years > years 89 Questions about staff satisfaction Please circle the number equivalent to the following choice: Completely dissatisfied Dissatisfies Neutral Satisfied Completely satisfied I Job characteristics The work is challenging and interesting You are proactive at work The work has promotion opportunities The work is stable, always demanding creativity 5 The work is suitable with the capacity and forte II Training and promotion 5 5 5 5 I am recognized and given the opportunity to advance based on ability, seniority and performance at work The company publicizes promotion and development policies I was treated equally in promotion opportunities like other colleagues with similar seniority and training I was given the opportunity to improve my ability to 10 11 meet the requirements of my current job I am supported by the company when attending the training courses necessary for my job The training activities are useful for my work I can apply the knowledge and expertise gained from 12 III the training to the job Leader Leaders 13 always give clear and appropriate instructions and for the work of employees Leaders are fairly, honest, open and listening to 14 employees' opinions 90 Leaders respect the talents and contributions of 15 employees Leaders/managers 16 are always ready to 5 help employees IV Colleague 17 I get the help of my colleagues at work 18 Colleagues are friendly 5 5 I always work with colleagues to complete the work 19 easily 20 Colleagues are always ready to help V Salary/Income Company allowance for job positions is suitable and 21 attractive 22 Wages is paid on time 23 Wages are distributed in accordance with job title 5 Overtime pay is reasonable compared to the effort 24 and contribution to the company Wages are paid fairly and equitably based on work 25 performance VI Working condition 26 Workplace facilities are good 27 Working time is reasonable 5 5 5 Employees are fully equipped with working 28 equipment such as computers, phones, desks, 29 Working condition is good VII Welfare 30 I am satisfied with the benefits of the company I get the help of the company union as well as the 31 company welfare fund The 32 company organizes vacation (collective activities) for its employees annually The company complies with all laws regarding 33 insurance and leave 91 Do you have any suggestion to help the company improve staff satisfaction in the future? Thank you very much! 92 ... NGUYỄN QUỲNH MAI STAFF SATISFACTION AT AVIVA VIETNAM LIFE INSURANCE COMPANY LIMITED SỰ HÀI LÒNG CỦA NHÂN VIÊN TẠI CÔNG TY TNHH BẢO HIỂM NHÂN THỌ AVIVA VIỆT NAM Chuyên ngành: Quản trị kinh doanh... structure of Aviva Vietnam‟s respondents 40 Figure 2.7: Seniority structure of Aviva Vietnam‟s respondents 41 Figure 2.8: Staff satisfaction about job characteristics at Aviva Vietnam 42... products and services for the people of Vietnam On July 17, 2017, VietinAviva was officially renamed Aviva Vietnam Life Insurance Company Limited (Aviva Vietnam) under the adjustment license No 64/GPDC4/KDBH