Tạo động lực cho người lao động tại ngân hàng thương mại cổ phàn đầu tư và phát triển việt nam

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN HỒNG HẠNH MOTIVATING EMPLOYEES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM JSC (BIDV) TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM (BIDV) LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2019 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN HỒNG HẠNH MOTIVATING EMPLOYEES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM JSC (BIDV) TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM (BIDV) 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 KIM HÀO HÀ NỘI - 2019 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 the laws for above-mentioned declaration Date………………………… ACKNOWLEDGEMENT First and fore most I offer my sincerest gratitude to all Professors of Hanoi School of Business, Vietnam National University (HSB, VNU) for giving me knowledge that is used as basement for my thesis I am heartily thankful to my supervisor, Dr Tran Kim Hao whose precious patience, valuable guidance and support from the initial to the final level enabled me to develop an understanding of the subject, thereby applying knowledge into real cases throughout my thesis Without his encouragement and effort, this thesis would not have been completed or written One simply could not wish for a better or friendlier supervisor During the implementation process, due to limitations of experience and research time, my thesis has unavoidable mistakes I would like to receive the comments of the professionals, and friends to complete thesis better TABLE OF CONTENT ABBREVIATIONS i LIST OF TABLES ii LIST OF FINGERS iii INTRODUCTION .1 CHAPTER 1: THEORY BACKGROUND ON EMPLOYEE MOTIVATION 1.1 Overview of motivation .8 1.1.1 Motivation and employee motivation 1.1.2 Role of employee motivation 1.1.3 Types of motivation .10 1.1.4 Motivation process .10 1.2 Motivation theories 11 1.2.1 Maslow's hierarchy of needs theory .12 1.2.2 Two-factor theory of Herzberg .14 1.2.3 McClelland‘s Achievement Theory .17 1.2.4 Adams‘s Equity Theory .19 1.3 Research model for analyzing employee motivation 21 1.4 Experience about motivating employees of some organizations .23 CHAPTER 2: CURRENT SITUATION OF EMPLOYEE MOTIVATION AT BIDV 26 2.1 Overview of BIDV .26 2.1.1 General information .26 2.1.2 Organizational structure 27 2.1.3 Business line 28 2.1.4 Financial status: 28 2.1.5 Labor force structure 29 2.1.6 Summary of policies and changes to policies for employees 32 2.2 Analyze and evaluate current situation of employee motivation at BIDV – head office 36 2.2.1 Respondent‘s profile 36 2.2.2 Analyzing the situation of motivate employees at BIDV 37 Achievement is an important factor to motivate for employees to work better and contribute for the success of the company Achievement shows successful completion of work, having a good idea or solutions to problems, made revenue for the company… Achievement is at the fourth level in Maslow hierarchy of need, after the physical, safety, and social needs, but it is internal esteem need So, it is necessary for all company to makes their employees get achievement in working progress 46 2.2.3 Evaluate the employee motivation at BIDV 51 CHAPTER 3: RECOMMENDATIONS FOR IMPROVING EMPLOYEE MOTIVATION AT BIDV 55 3.1 Development of BIDV toward 2020 55 3.2 Solutions and recommendations to enhance employee‘s motivation 57 3.2.1.Determining the needs of employees 57 3.2.2 Improving and completing the Key Performance Indicators (KPI) .57 3.2.3 Adjusting the daily workload .59 3.2.4 Set up the suitable training course and training policy to improve knowledge and skill for employee 62 3.2.5 Providing promotion opportunities to employees‖ 64 3.2.6 Setting up the encouragement culture in internal bank itself .70 3.2.7 Encouraging the employees to motivate themselves 72 3.2.8 Maintaining and continuously developing BIDV‘s strengths in motivation 73 CONCLUSION 74 LIST OF REFERENCE 75 APPENDIX 78 APPENDIX 79 APPENDIX 83 ABBREVIATIONS BIDV Bank for Investment and Development of Vietnam JSC HR : Human Resources HRM : Human Resources Management HSB : Hanoi School of Business KPI : Key Performance Indicator KPIs : Key Performance Indicators MBA : Master of Business Administration i LIST OF TABLES Table 2.1: Financial performance of BIDV from 2015 to 2017 .28 Table 2.2: List of Board of Directors and Management of BIDV 31 Table 2.3: BIDV's employee structure in gender 36 Table 2.4: BIDV's employee structure in age 36 Table 2.5: BIDV's employee structure in qualification 37 ii LIST OF FINGERS Figure 0.1: Research process .5 Figure 1.1: Motivation process 11 Figure 1.2: Maslow's Hierarchy of Needs 12 Figure 1.3: Two factor - theory 14 Figure 1.4: Research model .23 Figure 2.1: Organizational structure of BIDV 27 Figure 2.2: Labor structure of BIDV .30 Figure 2.6: Employee's assessment about BIDV‘s working conditions 38 Figure 2.7: Employee's assessment about BIDV‘s supervision 39 Figure 2.8: Employee‘s assessment about BIDV‘s salary 40 Figure 2.9: Comparison of average income of banks during the first months of the year 2018 41 Figure 2.10: Employees‘ assessment towards BIDV‘s Policy and administration 42 Figure 2.11: Employees‘ assessment towards BIDV‘s interpersonal relations 44 Figure 2.12: Employee's assessment towards BIDV‘s job security 45 Figure 2.13: Employee's assessment toward BIDV‘s achievement 46 Figure 2.14: Employees‘ assessment towards BIDV‘s recognition 47 Figure 2.15: Employees‘ assessment towards BIDVs advancement 48 Figure 2.16: Employees‘ assessment towards BIDV‘s work itself 49 Figure 2.17: Employees‘ assessment towards BIDV‘s personal growth 50 Figure 2.18: Overall employees‘ motivation at BIDV 51 iii INTRODUCTION Rationale Currently, Human Resource Management is becoming more important because employees and their knowledge are the most important aspect affecting productivity of the organization To maintain and develop the human resource and attract the talented employees, motivation is one of the most important tools of Human Resource Management A reality of Vietnam‘s job market is that not many companies can develop clear strategies and plans to motivate the talented, so after working for a period of time at the company and having obtained certain knowledge, experience and relationships, they‘re willing to quit the current job to apply for another job that offers better welfare and career prospect Unfortunately, when enterprises lose the talent, they not only lose employees but also other investments such as training cost, time, customers and even opportunity cost, etc Thus, the enterprises also need to design motivation systems in order to encourage employees to perform as well as to attract and retain potential candidates BIDV was established on 26 April 1957 as Bank for Construction of Vietnam, under the Ministry of Finance At 01 May 2012, BIDV has successfully equitized, converting into Joint Stock Commercial Bank for Investment and Development of Vietnam During the years operating in Vietnam, the bank had a lot of achievements and breakthroughs At the present, BIDV is one of the biggest and strongest banks in Vietnam In the recent years, affected by many factors both in outside such as unstable economy, increasing inflation and difficult stock market, BIDV‘s policies just focused on keeping the stable status for both of employees and the bank but not on boosting the employees‘ motivation and morale And inside, that the bank has some internal problems such as risk in career and human policies has led to the decreasing of many employees both at staff and managers According to the bank's quarterly financial report for the fourth quarter of 2017 at nearly 20 banks including both private and state-owned banks, three banks saw a sharp drop in the number of employees last year, including BIDV, NCB and SHB Remarkably, BIDV last year increased the staff expense from 24.8 million dongs per month to 28.6 million a manager towards his subordinate should not be revealed It is all about work, and it is wise for the managers to respect what his employees achieve.‖ About the relationships between employees and their colleagues, many employees claim that some people are uncooperative in working and it is hard to share tasks or work in the same group with them Here the researcher will propose some methods that can help BIDV achieve closer employee cooperation and promote teamwork in the office Firstly, the managers should enforce a strict policy to clearly define their expectations regarding employee cooperation They can add bold bullet points to address each type of work that requires teamwork and cooperation and how employees are required to perform in such instances Detailed information should be included about the consequences of non-compliance and what type of behavior is considered as insubordination After that, all the employees must sign a commitment to make this policy enforced.‖ Secondly, the managers should become good examples No matter how firm and clearly defined cooperation policy may be, if the managers not abide by employees may follow in their footsteps For instance, if the Deputy Director holds meetings to give assignments but is consistently absent and unavailable, the employees may not take such team activities very seriously This is the reason why the managers of BIDV should lead by example and conform to the bank‘s rules and regulations.‖ Thirdly, cross training method should be used The term "cross training" means to teach individual employees how to perform multiple positions within BIDV Creating several "universal" employees allows them to easily move from one position to the next Cross training aids in promoting cooperation because it enables employees from different positions to work together with ease and with a common knowledge of procedures When cross training is done, employees are proficient in many aspects of BIDV‘s business, it reduces or eliminates responses like, "It's not my job" or, "I don't know how" when asked to help co-workers Finally, the managers should create work groups to encourage teamwork and dependency Though the ability to work independently is a valuable quality, creating a sense of 71 dependency on one another can considerably enhance the level of employee cooperation in the workplace By creating small work groups in which employees are expected or required to complete assignments as a unit, for instance, each piece of a project, each person relies on the others to complete the job successfully Employees participating in work groups tend to cooperate with each other because they are all working towards a common goal and are graded as a group rather than individually.‖ 3.2.7 Encouraging the employees to motivate themselves Organizations always want to motivate their workforce but the responsibility of changing ultimately lies with the employees That is the reason why the organizations should encourage their staff to create their motivation So, what are some proactive ideas for encourage self-motivation and initiative in BIDV?  Take control: Employees can decide to take control of their careers rather than wait for good things to happen An organization can promote such behavior by offering or subsidizing classes and training that develop worker skills Employees benefit from increased skill sets that expand their career prospects, and organizations benefit from an increasingly capable workforce  Increase Responsibility: Employees can decide to take on more responsibility While the prospect might seem daunting at first, increasing worker responsibility leads to greater engagement and job satisfaction For example, directing employees to take specific steps won‘t engage their minds, but incorporating their suggestions and allowing them to take point on a project encourages selfsufficiency Employees who are self-starter free up management‘s time because they don‘t require constant hand-holding  Increase Knowledge: Employees can learn much through observation if they make a conscious decision to expand their knowledge of everyday business operations For example, a sales department employee might not understand the distribution system the company uses, so gaining experience and knowledge in that aspect of the business provides a valuable, wide-angle perspective Even if the knowledge fails to offer immediate benefits, it will improve the employee‘s 72 chances to advance to management, where a comprehensive understanding of a business can be invaluable  Think positively: Abandoning negative thinking is vital to self-motivation Often, negative self-conceptions prove true only because people fail to take advantage of opportunities for self-improvement and advancement But a positive-minded individual is confident, understanding that failures can be learning opportunities and that taking chances is the only way to grow An organization can promote positive thinking by encouraging workers to be their best and by offering support during rough times 3.2.8 Maintaining and continuously developing BIDV’s strengths in motivation Beside resolving the shortcoming in motivation policies, BIDV needs to maintain and continuously improve the aspects which are already good such relationship and job security, working condition, achievement and work it-self.‖ In further, the managers also need to find out reasons which cause the difference in motivation between genders, hence, give out the solutions to balance the difference in order to make employees motivated to work.‖ 73 CONCLUSION BIDV is a state bank in Vietnam which has a long operational history, and it has reputation throughout the country Through many years of construction and development, beside the tremendous achievements and goals that BIDV got, there exists some shortcomings which the bank needs to resolve in order to continue developing strongly in future The HRM or specifically the motivation of the employees which is one of the issues needed to resolve After conducting investigation about the current motivation in the bank, the researcher found a number of issues such salary policy, daily workload, promotion opportunities, personal growth, etc that are in unmotivated status Therefore, the researcher has provided some recommendations and solutions in order to help BIDV improve the motivation of the employees by payroll adjustment, created more promotion opportunities for the employees, enabling the employee to participate in training courses organized by the bank or advanced training programs, building internal encouragement culture, adjust the daily workload, and finally to improve the quality as well as quantity of the supervisor at the bank.‖ ―With those recommendations above, the researcher hopes they will somehow help BIDV raise the motivation of the employees in particular and HR in general.‖ 74 LIST OF REFERENCE ―Abraham Maslow (1943), A Theory of Human Motivation, Psychological Review 50(4):370-96.‖ ―Ahmed A Al Araim, (2013), Exploratory Study on Employees’ Motivation In The Omani Private Banking Sector, International Journal Of Organization Theory And Behavior, 16 (2), 208-220, India.‖ Armstrong, M (2006), A Handbook of Human Resources Management Practice 10th edition, Kogan Page, London ―Butkus, R T and Green, T B, (1999) Motivation, beliefs and organizational transformation Organizational Quorum Books, Ireland.‖ BIDV annual report 2017, 2016, 2015 ―Bruce, A Pepitone, J.S (1999) “Motivating Employees‖ McGraw-Hill International.‖ Butkus and Green, (1999), Motivation, Beliefs and Organizational Transformation Catherine Adenle (2018), How to deal with a heavy workload ―Daft, R L and D Marcic (2004), Understanding Management (4th ed.), Thomson South-Western.‖ 10 ―Daniels, T., & Spiker, B (1987) Perspectives on organizational communication, Wm C Brown Publishers, Ohio‖ 11 Daniel H Pink (2009), Drive – The Surprising Truth About What Motivates Us 12 ―Deci, E.L (1975) Intrinsic Motivation New York: Plenum Publishing Co Japanese Edition, Tokyo.‖ 13 ―Deci, E L., & Ryan, R M (1985) Intrinsic motivation and selfdetermination in human behavior New York.‖ 14 ―Deci, E L., Koestelr, R., & Ryan, R M (1999) A nieta-anualytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation Psychological Bulletin, 125, 627-668.‖ 75 15 ―Doan Thi Thanh Tam, (2013), Enhancing Employee Motivation At Anphanam International Co., Ltd, Hanoi, Vietnam.‖ 16 Edward L Deci and Richard M Ryan (1980), The Journal of Mind and Behavior 17 ―Herzberg, F., B Mauser, & B Snyderman, (1959) The Motivation to Work New York: John Wiley.‖ 18 ―Hellriegel, D., R W Woodman, and J W Slocum, Jr (1992), Organizational Behavior (6th ed.) St Paul: West Publishing Company.‖ 19 ―Herzberg, F (1968) Work and the nature of man, London, UK‖ 20 https://mmrg.pbworks.com/f/Ryan,+Deci+00.pdf, Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions 21 ―Kovach, K A (1987) What motivates employees? Workers and supervisors give different answers Business Horizons, 30 58-65.‖ 22 ―Maslow, Abraham, (1954) Motivation and Personality New York: Harper & Row.‖ 23 ―Mol, A (1992) Motivating subordinates IPM Journal, Vol 11, no 2, pp.19-22, America.‖ 24 McClelland, D.C (1961), The Achieving Society Princeton, NJ: Van Nostrand 25 Mindtools.com, Adam’s Equity Theory, Balancing Employee Inputs and Outputs 26 mba-institute.org, MBA Leadership Training 27 Ngo Thi Tam (2015), Tạo động lực cho người lao động Công ty Cổ phần Xây dựng Kinh doanh Địa Ốc Hịa Bình 28 Nguyễn Tiến Đức (2006), ―Giữ nhân tài: Phải hiểu nhu cầu người lao động, vietnamnet.vn 29 Robbins, S P & Judge, T A (2013) Organizational Behaviour Boston Pearson Education, Inc 76 30 Tran Thi Thu Ha - head of human resources of Vietnam Joint Stock Commercial Bank for Industry and Trade (2015), Tạo động lực lao động Vietinbank, Vietinbank website 31 Vroom, V H (1964) Work and motivation 32 Vu Hong Van - Thai Nguyen university (2015), Tạo động lực cho người lao động nhằm nâng cao hiệu công tác quản trị nhân lực Công ty Diesel Sông Công 33 Dr Vo Thi Ngan Khanh – Học viện tài (2018), Đánh giá hoạt động quản trị nguồn nhân lực ngân hàng TMCP Đầu tư Phát triển Việt Nam, Tạp chí doanh nghiệp 34 Wikipedia.org, What is Motivation, Equity Theory 35 Website: huaweico.wordpress.com, How us operate – Motivation 36 Website: business.hsbc.uk (2018), Motivating employees 37 Zaneta Bernotaite (2013), Importance of motivational factors among young employees in the service sector, Copenhagen Business School 2013 77 APPENDIX LIST OF QUESTIONS FOR IN-DEPTH INTERVIEWS I) “LIST OF QUESTIONS FOR EMPLOYEES” ―Generally, what you think about the current motivation of the company?‖ ―Individually, what are the reasons make you stay at BIDV for present job?‖ ―What are the factors make you motivated the most? Why?‖ ―What are the factors that you think the most important for you? Why?‖ ―What are the training courses which you are joined? When and where?‖ ―What you think about your managers and supervisors?‖ ―What you think about advancement policy of the company?‖ ―When you achieve a goal, how your managers and co-workers compliment you?‖ ―What you think about job security and your relationship with peers, managers in company?‖ 10 ―If you had the right, what would you to motivate the company?‖ II) “LIST OF QUESTIONS FOR HUMAN RESOURCES MANAGER” ―Generally, what you think about the current motivation of the company?‖ ―What are the company‘s motivation policies which impact positively and negatively to employees‘ motivation? Why?‖ ―What is the payroll calculation method which applied in company? Why does the company apply it?‖ ―What are the training courses that company provides to employees? When and where are they organized?‖ ―Personally, what will you to solve the problem?‖ ―What is the company‘s HR developing trend in the future?‖ 78 APPENDIX EMPLOYEE MOTIATION QUESTIONAIRE ―First of all, I would like to thank you for your consideration to complete this questionnaire Your provided information is highly useful for me to have full understanding of BIDV‘s employee motivation, which mostly helps to give productive recommendations to enhance employee motivation and performance at BIDV in general.‖ ―You are not requested to provide your name and relevant personal information Any questions making you uncomfortable to answer could be definitely skipped.‖ ―It is committed that all of your information is only used for the research objectives without any other beneficiary or commercial purposes.‖ “PART A: GENERAL INFORMATION” Please indicate your choice by marking the appropriate block with an (X)” “1 Gender:” ― Male‖ ― Female‖ “2 Age:” ― 22 – 30‖ ― 31 – 40‖ ― > 40‖ ― Bachelor‖ ― Master‖ “3 Qualification:” ― College‖ “4 Years of experience:” ― < years‖ ― – years‖ 79 ― > years‖ “PART B: SURVEY QUESTIONAIRE Please rate your satisfaction level (from to 5) of these following factors by circle (), in which Level represents Totally disagree, Level – Disagree, Level – Neutral, Level – Agree, Level – Totally agree.” “No.” I “Statements” “Level” 5 5 5 5 5 5 Working conditions The working environment at my workplace are safe and convenient (location, transportation), not have harmful factors to health The bank‘s equipment and facilities are equipped and provided fully My workload is reasonable and working time is flexible.‖ The bank continuously finds way to improve its working conditions.‖ II Supervision” My rights are always protected by my direct supervision My performance is evaluated quite fairly I feel free to ask for advice/support from my superiors.‖ III My direct supervisor gives me regular feedback for my work.‖ Salary” My current salary is suitable with my talents and contribution in work My salary and other monetary benefits are fair and are 10 applied reasonable for the real situation and my responsibilities 11 The payroll calculation method is suitable and effective.‖ IV Policy and administration” 80 “No.” “Statements” “Level” 5 5 sociable.‖ My colleagues have mutual respect in work the whole bank 19 I feel satisfied with my relationships with managers.‖ VI Job security” 20 I feel optimistic about the future and stability of the bank.‖ 21 The policy and allowance for firing is reasonable 22 I have signed long-term labor contract with the bank.‖ VII Achievement” 5 done.‖ I get respected and admired from my colleagues.‖ 5 12 The bank‘s reward policy is fairly, appropriate and public 13 I feel motivated with the bank‘s wage policy.‖ 14 15 V 16 17 18 23 24 VIII 25 26 27 IX Welfare and other policies (insurance, travel, annual leave, etc.) in the bank are suitable and reasonable My bank‘s administration and working procedure is efficient and smooth.‖ Interpersonal relations” My colleagues at the bank are friendly, helpful and My colleagues often communicate and share experiences in My boss and colleagues recognize my contribution fairly and appropriate I usually complete my tasks on time with excellent results.‖ Recognition” My boss gives me compliments when my works are well I feel appreciated when I achieve or complete an important task.‖ Advancement” 81 “No.” 28 29 30 “Statements” bank.‖ career.‖ the bank.‖ I feel interested in my current job 34 35 5 5 5 5 Promotion opportunities are given fairly to all employees at 31 XI I will choose monetary incentives advancement rather than Work itself” 33 I can see promotion opportunities when working at the X 32 “Level” My job requires me to apply specialized knowledge and expertise.‖ I need to be creative and dynamic to finish my work perfectly.‖ Personal growth” I have chance to improve specialized and language knowledge.‖ I have chance to enhance working skills (communication skills, teamwork skills, etc.), experience and expertise.‖ XII Overall employee motivation” 36 I feel motivated with my current job.‖ 37 I have clearly established my career path in this bank.‖ 5 38 The longer I work at BIDV, the better I and the bank will be.‖ “PART C: ADDITIONAL QUESTION” Please give some recommendations to improve employee motivation at your bank 82 APPENDIX SURVEY RESULT No I Statement Mean 0 20 25 3.70 0 24 18 3.68 10 28 12 3.04 0 27 19 3.54 12 15 20 3.28 29 13 3.22 14 18 16 2.96 12 20 14 2.96 11 22 12 3.82 25 14 3.54 18 24 3.5 22 12 11 3.58 Working conditions The working environment at my workplace are safe, not have harmful factors to health II III The bank‘s equipment and facilities are equipped and provided fully My workload is reasonable and working time is flexible.‖ The bank continuously finds way to improve its working conditions.‖ Supervision My rights are always protected by my direct supervision My performance is evaluated quite fairly I feel free to ask for advice/support from my superiors.‖ My direct supervisor gives me regular feedback for my work.‖ Salary My current salary is suitable with my talents and contribution in work My salary and other monetary benefits are 10 fair and are applied reasonable for the real situation and my responsibilities 11 IV 12 The payroll calculation method is suitable and effective.‖ Policy and administration The bank‘s reward policy is fairly, appropriate and public 83 No 13 Statement I feel motivated with the bank‘s wage policy.‖ Mean 23 20 3.26 20 22 3.64 30 3.2 11 12 15 12 3.56 15 18 11 3.68 18 16 3.48 0 20 25 3.7 15 14 17 3.88 18 14 2.46 10 10 21 3.82 15 28 3.72 16 19 13 3.86 12 23 15 3.06 3.3 Welfare and other policies (insurance, travel, 14 annual leave, etc.) in the bank are suitable and reasonable 15 V 16 17 18 19 VI 20 21 22 VII 23 24 My bank‘s administration and working procedure is efficient and smooth.‖ Interpersonal relations My colleagues at the bank are friendly, helpful and sociable.‖ My colleagues have mutual respect in work My colleagues often communicate and share experiences in the whole bank I feel satisfied with my relationships with managers.‖ Job security I feel optimistic about the future and stability of the bank.‖ I have no fear about the risks in my work I have signed long-term labor contract with the bank.‖ Recognition My boss and colleagues recognize my contribution fairly and appropriate I usually complete my tasks on time with excellent results.‖ VIII Achievement 25 26 My boss gives me compliments when my works are well done.‖ I get respected and admired from my 84 24 16 No Statement Mean 23 15 3.36 27 3.22 15 15 12 2.26 10 23 12 3.24 19 13 15 3.8 20 18 10 3.72 18 16 13 3.78 0 26 24 3.48 22 21 3.4 22 10 3.28 3 20 15 3.48 21 12 3.34 colleagues.‖ 27 IX 28 29 30 I feel appreciated when I achieve or complete an important task.‖ Advancement I can see promotion opportunities when working at the bank.‖ I will choose monetary advancement rather than career.‖ Promotion opportunities are given fairly to all employees at the bank.‖ X Work itself 31 I feel interested in my current job 32 33 XI 34 incentives My job requires me to apply specialized knowledge and expertise.‖ I need to be creative and dynamic to finish my work perfectly.‖ Personal growth I have chance to improve specialized and language knowledge.‖ I have chance to enhance working skills 35 (communication skills, teamwork skills, etc.), experience and expertise.‖ XII Overall employee motivation 36 I feel motivated with my current job.‖ 37 38 I have clearly established my career path in this bank.‖ The longer I work at BIDV, the better I and the bank will be.‖ 85 ... VÀ KINH DOANH - NGUYỄN HỒNG HẠNH MOTIVATING EMPLOYEES AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM JSC (BIDV) TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU... in Vietnam with sustainable development with total assets of more than VND850 trillion (~USD38.6 billion)  Company name in Vietnamese: Ngân hàng Thương mại Cổ phần Đầu tư Phát triển Việt Nam ... TẠI NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM (BIDV) 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