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ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGÔ THỊ HIỀN CREATING WORK MOTIVATION FOR SALES STAFFS AT TRUONG HAI AUTOMOBILE JOINT STOCK COMPANY TẠO ĐỘNG LỰC LÀM VIỆC CHO NHÂN VIÊN KINH DOANH TẠI CÔNG TY CỔ PHẦN Ô TÔ TRƯỜNG HẢI LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2019 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGÔ THỊ HIỀN CREATING WORK MOTIVATION FOR SALES STAFFS AT TRUONG HAI AUTOMOBILE JOINT STOCK COMPANY TẠO ĐỘNG LỰC LÀM VIỆC CHO NHÂN VIÊN KINH DOANH TẠI CÔNG TY CỔ PHẦN Ô TÔ TRƯỜNG HẢI 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: PGS.TS NGUYỄN NGỌC THẮNG 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 Management, and the laws for above-mentioned declaration Date………………………… LỜI CẢM ƠN I would like to express my deep gratitude to the Associate Professor - Dr Nguyen Ngoc Thang, who kindly guided and instructed me during the research and completion of this thesis Thank you very much to all the Hanoi school of Business and Management, Vietnam National University, Hanoi for their dedicated teaching and knowledge transfer during the MBA course Thank you sincerely to all colleagues, business staff, managers at Truong Hai Automobile Joint Stock Company for facilitating and supporting me in the process of collecting research data Wishing you all teachers, all your brothers and sisters with lots of health, lots of success in work and in life Sincerely thank! Date………………………… Ngô Thị Hiền TABLE OF CONTENTS LIST OF TABLE i LIST OF FIGURE ii INTRODUCTION .1 CHAPTER 1: THEORY FRAMEWORK ON WORK MOTIVATION, FACTORS AFFECTING THE EMPLOYEES’ WORK MOTIVATION 1.1 Concepts on work motivation 1.2 Concept on work motivation: 1.3 Necessity of motivating employees 10 1.4Work motivation-related theories 11 1.4.1 Abraham Maslow's need theory 11 1.4.2 F Herzberg's two-factor theory 12 1.4.3 Skinner's Reinforcement Theory of Motivation 14 1.4.4 John Stacey Adams' equity theory 14 1.5 Factors affecting the employees’ work motivation 16 1.5.1 Job attractiveness 16 1.5.2 Promotion opportunities and training 16 1.5.3 Work relationship 17 1.5.4 Income 17 1.5.6 Award and recognition policy 20 1.5.7 Working environment 20 1.5.8 Brand and corporate culture 20 1.5.9 Leaderships style 21 1.6 Some enterprises’ experience in work motivation and lesson for Truong Hai Automobile Joint Stock Company 22 1.6.1 Experience of Sai Gon Mechanical Electrical Joint Stock Company 22 1.6.2 Experience of Coca-Cola Beverages Vietnam Limited 23 1.6.3 Lesson for Truong Hai Automobile Joint Stock Company 24 CHAPTER 2: RESEARCH METHODOLOGY 26 2.1 Research methodology 26 2.1.1 Questionnaire survey method .26 2.1.2 Questionnaire design 26 2.1.3 Survey and data collection 27 2.1.4 Interview method 27 2.1.5 Data processing method 27 2.2 Research process .27 2.3 Study assumption 27 2.4 Scale design 28 CHAPTER 3: EXISTING STATUS OF MOTIVATING SALE STAFF IN TRUONG HAI AUTOMOBILE JOINT STOCK COMPANY; MAIN FINDINGS .35 3.1 Introduce of Truong Hai Auto Corporation 35 3.1.1 Overview of Truong Hai Auto Corporation 35 3.1.2 Development process 35 3.1.3 Vision 36 3.1.4 Mission 36 3.1.5 Development strategy milestones 36 3.1.6 Business philosophy .37 3.1.7 Business model .38 3.1.8 Organizational structure 39 3.1.9 Business performance results .40 3.2 Existing status on work motivation of sale staff .41 3.2.1 Salary and salary-based allowances 41 3.2.2 Bonus salary 43 3.2.3 Treatment and welfare regulations .44 3.2.4 Training 47 3.2.5 Promotion opportunities .48 3.2.6 Working environment and corporate culture 49 3.2.7 Work relationship 50 3.3 Main findings .50 3.3.1 Gender characteristics 50 3.3.2 Age characteristics 51 3.3.3 Qualification characteristics 51 3.3.4 Service length characteristics .52 3.3.5 Income characteristics 52 3.3.6 Statistics of factors affecting the work motivation .53 3.4 Contributions of the study 63 CHAPTER 65 RECOMMENDATIONS ON IMPROVING WORK MOTIVATION FOR SALE STAFFS AT TRUONG HAI AUTOMOBILE JOINT STOCK COMPANY 65 4.1 Income and welfare 65 4.1.1 Income 65 4.1.2 Welfare 67 4.2 Award and recognition policy 67 4.3 Job attractiveness 68 4.4 Promotion opportunities and training 68 4.5 Leadership style 69 CONCLUSIONS .70 LIST OF REFERENCES .72 LIST OF TABLE Table 2.1: Personal data 29 Table 2.2: Job attractiveness scale 29 Table 2.3: Promotion opportunities and training scale .30 Table 2.4: Work relationship scale 30 Table 2.5: Income and welfare scale 31 Table 2.6: Award and recognition policy scale .31 Table 2.7: Working environment scale .32 Table 2.8: Brand and corporate culture scale 32 Table 2.9: Leadership style scale 33 Table 2.10: Employees’ work motivation scale 34 Table 3.1: Sale staff’s evaluation on job attractiveness 53 Table 3.2: Sale staff’s evaluation on promotion opportunities and training .54 Table 3.3: Sale staff’s evaluation on work relationship 55 Table 3.4: Sale staff’s evaluation on income and welfare 56 Table 3.5: Sale staff’s evaluation on award and recognition policy 57 Table 3.6: Sale staff’s evaluation on working environment .58 Table 3.7: Sale staff’s evaluation on brand and corporate culture 59 Table 3.8: Sale staff’s evaluation on leadership style .60 Table 3.9: Work motivation and working attitude of employees .62 Table 4.1: KPI for evaluating sales activities 66 i LIST OF FIGURE Figure 1.1: Maslow’s hierarchy of needs 11 Figure 1.2 Two-factor theory 13 Figure 2.1: Survey and investigation procedure .26 Figure 2.2: Factors affecting the employees’ work motivation 28 Figure 3.1: Labor structure by gender of sale staff 50 Figure 3.2: Labor structure by age of sale staff 51 Figure 3.3: Labor structure by qualification .51 Figure 3.4: Labor structure by service length 52 Figure 3.5: Labor structure by income 52 ii INTRODUCTION Rationale Human resources are always the most valuable asset of each enterprise In the globalization and economic integration trend, the competitive environment among enterprises has become increasingly severe, requiring enterprises to pay attention to building, developing and training human resources in order to improve their qualification and bring about high work efficiency Work motivation is one of the key determinants of human resources development in every enterprise When the enterprise creates high work motivation for staffs, they will be passionate, inquisitive, creative and willing to contribute to the Enterprise On the contrary, if they not have motivation, they will work with a modest attitude and not show their maximum ability, leading to lower work efficiency and affecting the overall goal of the Enterprise In fact, Enterprises have been creating different work motivations for employees However, there are still many inadequacies and their working conditions have not satisfied the requirements of employees, the welfare system is not satisfactory and the working environment is still limited Enterprises attach importance to profits and development objectives but they neglect to encouraging and motivating employees to work and devote all their abilities and capabilities to work for the development goals of the Enterprise Truong Hai Automobile Joint Stock Company is a leading corporation in Vietnam specializing in manufacturing, assembling and distributing coaches, trucks, buses and also the Number enterprise among Top 500 largest enterprises in Vietnam in 2017 In the current automobile market with increasingly fierce competition between car manufacturers to achieve sales targets, in addition to building and expanding the sales system nationwide, improving the quality of products and services, the car manufacturers also pay attention to reward and welfare policy; training and development of staffs Truong Hai Automobile Joint Stock Company has also paid much attention to building, training and changing 4.5 Leadership style In order to narrow down the gap between managers and subordinates that makes the employees feel more convenient and comfort to share and exchange the work, the managers and leaders should:  In addition to expertise, pay more attention to their employees out of the workplace, join the activities with them to create the association and make them feel that their career is concerned by the leaders and it is strongly believed that they shall be successful in near future  When the mistake is made or the expected results are not obtained by the employees, the leaders should not criticize seriously and curse at the employees Instead, the leaders should keep calm to explain and point out the development opportunities and potentials for success Then, the employees shall be further motivated and inspired to determine to fulfill the assigned tasks Summary of Chapter 4: Through Chapter on existing status of work motivation and Chapter on main findings, the possible recommendations and solutions in this Chapter are suggested to successfully improve the work motivation for Thaco Sales Staff 69 CONCLUSIONS Conclusions of the study Although certain objectives are pursued by each organization and enterprise in general and each financial institution in particular, they aim to ceaselessly develop and obtain the sustainable development The most valuable part of the company is the people; they are also the solid partners of the Company to hit the final destination Therefore, improving the work performance by motivation is an optimal solution By literature review and existing status of work motivation for Thaco employees, factors affecting the sales staff’ work motivation are designed and studied, including: job attractiveness, promotion and training, income and welfare, award and recognition, leadership style, working environment, work relationship, brand and corporate culture The study was launched by qualitative method to 150 sale staff through questionnaire, survey and interview The findings unveiled that above factors are characterized by various impacts and influence on work motivation, in which, the strongest affecting factor is income, welfare, award and recognition policy According to the findings, some solutions are proposed to improve the work motivation for sale staff as follows: Adjust the sales commission bonus policy Further promulgate the treatment policies orienting towards the employees' spirit and life Timely apply the award policy to the outperformer Offer more chances to the employees to promote to the manager level Conduct active engagement of leaders and enhance organizing the teambuilding activities with employees Each organization and enterprise are characterized by its own business model, financial resources, and human resources, etc., however, the most difference is the staff Therefore, motivation for employees must be emphasized by manager 70 because investment into the people is to investment for the company’s future longtime survival and development Restrictions of the study This study is still recorded with certain restrictions, concretely: This study is only launched for Thaco sale staff in Hanoi City Hence, its practical implications are only recognized for the companies in the surveyed site The results may be different for other areas If this study is launched nationwide, scales shall be summarized, analyzed and compared to release a better motivation system and orientation for the employees The respondents are mainly male employees This partially affects the answer reliability Some respondents failed to spend more time for the survey, hence, the honesty and accuracy of some questionnaires may not be high The sale staff’s motivation is largely affected by a series of factors, however, only factors are studied hereof due to time restriction of this study Implications The factors affecting the work motivation of Thaco sale staff have been successfully identified after study, concretely: job attractiveness, promotion and training, income and welfare, award and recognition, leadership style, working environment, work relationship, brand and corporate culture By investigating the existing status of factors affecting the work motivation, in combination with the data collected from employee survey and interview, the influence of such factors on work motivation has been analyzed by the study The findings further provide information for the Thaco leaders to master its work motivation, employee's expectations Accordingly, the Company may obtain more basis and orientation to change or amend or supplement the salary, bonus and welfare policies for the employees to help them be loyal, enthusiastic and devoted to offer the high work performance 71 LIST OF REFERENCES Domestic references Lê Thanh Hà, Nguyễn Thị Hồng, Nguyễn Bá Ngọc, Phạm Ngọc Thành (2012), HRM, publish University of Social Labor Nguyễn Vân Điềm, Nguyễn Ngọc Quân (2015), HRM, publishing National University of Economics Nguyễn Trang Thu (2013), Motivating work for employees in the organization, Publish Vietnam Education Trần Anh Tài (2014), Management , Publish VNU Vương Minh Kiệt (2005), How to keep the staff, Publish University of Social Labor Lê Tiến Thành (2011), Art of human resource management, Publish University of Social Labor Daniel H Pink, Motivation 3.0 (2010), Publish University of Social Labor M Konosuke (1999), Key personnel of success, Publish Traffic Vũ Thị Uyên (2008), Motivation for managerial labor in state-owned enterprises in Hanoi by 2020, Doctoral dissertation, National Economics University Publish 10 Nguyễn Thị Phương Lan (2015), Complete the system of motivational tools for civil servants in state administrative agencies Doctoral thesis in public management, National Academy of Public Administration 11 Nguyễn Thị Phương Dung (2016), Motivation for working of office staff in Vietnam, Economic Doctoral Dissertation, University of Economics, HCMC 12 Trương Minh Đức, Application of quantitative model to assess the level of motivational working for ERICSSON Limited Liability Center staff in Vietnam, Scientific Journal, VNU, economics and business 02/07/2011 13 Ngô Hải Anh, Some motivational factors for lecturers of the Ho Chi Minh National Political Academy, Political Theory Journal July 26, 2016 Foreign references: 72 14 Abraham F Maslow, 1943 A Theory of Human Motivation Psychological 15 Steers, R.M., Black, J.S, 1994 Organizational behavior, Harper Collins College Publishers fifth edition 16 James R Lindner (1998), Understanding Employee Motivation, Research and Extension Associate, The Ohio State University, Piketon Research and Extension Center Piketon, Ohio 17 Wright, P.C, Mondy, R.w., Noe, R.M, 1996 Human Resourse Management Prentice Hall Canada, Website: 18 Huỳnh Minh Translated from Empoyer-Employee, What motivates employees to work, http://kynangsong.xitrum.net/ 19 Dale Carnegie Vietnam (2013) Why many employees are completely unrelated to their work? Website Vietnam E-Commerce Association Quote from http://www.vecom.vn/index.php/tintuc-sukien/743-visao-nhiu-nhan-vien-hoan-toankhong-gn-kt-vi-cong-vic-ca-minh 20 Bemec Media, Ten ways to motivate employees ; http://emec Media.vn 73 LIST OF TABLES Table 1: Survey questionnaire Dear: Staff of Truong Hai Automobile Joint Stock Company My name is: Ngo Thi Hien – HSB MBA student, Currently I am implementing the project "Creating work motivation for Sales staffs at Truong Hai Automobile Joint stock company " For the purpose of surveying, assessing the situation and offering solutions to improve the motivation of business staff at Truong Hai Automobile Joint stock company We hope you can take the time to answer the questionnaire below Your information, answers provided are very important and valuable in improving the quality of human resources at the company, and also contribute to the success of my research Thank you for your cooperation and support PERSONAL INFORMATION Your gender is:  Male  Female Age  35 Working time of you at Truong Hai Automobile Joint Stock Company:  < year  1- years  3- years  > years Your qualification is:  College  University 74  Graduated What is your current income level:  < 10 m VND  11 – 15 m VND  16 – 20 m VND  21 – 25 m VND  > 25 m VND II Survey question Please answer by circling a number on each line Meaning of numbers: Very unsatisfied I unsatisfied Normal satisfied Very satisfied The attractiveness of the job Mark Work is suitable for your personality and ability Work motivates you passion, interest Your work has many challenges Work helps you discover your own abilities 5 Reasonable work division II Ability to promote and train The company has a specific development and promotion roadmap The company always creates promotion opportunities for capable people Opportunities for clear, public and transparent promotion The company fully trained to perform well the work and professional development The training of the right people, the right expertise, appropriate content Training courses help you improve your professional knowledge, confidence and skill in solving work Relationship at work 10 11 III Mark 75 Mark The work helps you to expand relationships with many friends, colleagues, partners The work helps you to expand relationships with business organizations and industry agencies The work helps you to build a strong relationship with your peers, share and help each other in work and life Income and benefits The current salary is consistent with your capacity and contribution to the Company The Company's business reward policy is clear, fair and commensurate with your contribution The Company's working allowances have ensured actual spending The remuneration regime focuses on the needs of health, spirit and life of employees Welfare policy expresses the Company's concern to employees Welfare policy encourages employees to stick with the company for a long time Reward and recognition policies The policy of fair reward commensurate with the results of work and contributions of employees Commendation policies are transparent, clear, transparent and timely 5 VI Leaders recognize proper working capacity and work results of employees The company consistently enforces reward policies and acknowledges the contribution of employees The bonus level of the Company is in line with the common ground of the automotive business market Work environment 26 The company provides a full range of equipment and working tools 27 Open, sociable, reliable colleagues 28 29 Colleagues are willing to share experiences, good support to complete the work Professional working style, friendly 30 The company listens to and recognizes staff initiatives to improve work VII Brand and company culture 31 You are proud of the company brand 12 13 14 IV 15 16 17 18 19 20 V 21 22 23 24 25 5 Mark 5 Mark 5 Mark Mark 76 32 You are proud to be an employee of the Company 33 The company has a sustainable business development strategy 34 The company always creates good products and service quality towards the needs of customers and society You love and take pride in the culture of the Company You are happy to see customers and partners appreciate the company's culture Leadership style Management always acknowledges the contribution and dedication of employees to the Company Manage respect and fair treatment of employees 5 40 Manage training guides, advice, help staff to complete the work effectively Management always listens, acknowledges employees' comments 41 Management is always clever and delicate when criticizing 42 43 Manage passionate fire transmission, create motivation for employees to strive to complete the job well Management always protects legal rights for employees 44 Any problems you can also exchange, share with management IX Measure work motivation, working attitude of employees 45 You always try your best despite all difficult circumstances to complete the assigned work You are willing to accept work away from home when receiving a transfer order from a higher level to another work unit within the same system of the Company You actively learn and voluntarily participate in intensive training courses to improve your qualifications You are always aware of complying well with the rules, regulations and integrating into the culture of the Company You always have specific plans and objectives 35 36 VIII 37 38 39 46 47 48 49 50 Mark 5 Mark 5 5 Please arrange the factors affecting the employee motivation below in order of priority from high to low (from to 8): You have comments or additional comments on motivational factors of business staff at Truong Hai Automobile Joint Stock Company 77 ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………… Thank you! Table 2: Gentle characteristics Gentle Number of HR Density Male 230 72% Female 90 28% Total 320 100% Table 3: Age characteristics Numbe Propor r tion 15 5% 165 52% 95 30% > 35 years old 45 14% Total 320 100% Age < 25 years old 25 years old 30 years old 31 years old 35 years old Table 4: Characteristics of education level Academic Number Proportion Masters 32 10% University 263 82% Colleges 25 8% Total 320 100% level 78 Table 5: Characteristics of working seniority Wor Number Proportion > years 15 5% - years 32 10% - years 155 48% < year 118 37% Total 320 100% king time Table 6: Characteristics of income level Income Number Proportion >25 million 3% 21 - 25 million 32 10% 16 - 20 million 131 41% 11 - 15 million 95 30% < 10 million 54 17% Total 320 100% Table 7: Survey results Very I The attractiveness of the job unsatisfi ed unsatisfi ed Normal satisfied Very satisfied 0.5% 8.3% 29.2% 62.0% 0.0% Work is suitable for your personality and ability Work motivates you passion, interest 0.0% 1.7% 48.3% 50.0% 0.0% Your work has many challenges 1.5% 2.5% 20.8% 70.2% 5.0% Work helps you discover your own abilities Reasonable work division 0.0% 0.8% 40.0% 49.2% 10.0% 2.0% 5.2% 30.8% 55.0% 7.0% Normal satisfied Very II Ability to advance into training unsatisfi ed 79 unsatisfi ed Very satisfied 10 11 The company has a specific development and promotion roadmap The company always creates promotion opportunities for capable people Opportunities for clear, public and transparent promotion The company fully trained to perform well the work and professional development The training of the right people, the right expertise, appropriate content Training courses help you improve your professional knowledge, confidence and skill in solving work 5.2% 9.5% 26.7% 53.0% 5.6% 9.5% 21.2% 37.5% 27.3% 4.5% 0.0% 31.7% 30.8% 37.5% 0.0% 0.0% 1.7% 29.2% 66.0% 3.1% 0.0% 4.2% 37.0% 56.2% 2.6% 5.2% 9.5% 26.7% 53.0% 5.6% Normal satisfied Very III Relationship at work unsatisfi ed 12 13 14 The work helps you to expand relationships with many friends, colleagues, partners The work helps you to expand relationships with business organizations and industry agencies The work helps you to build a strong relationship with your peers, share and help each other in work and life IV 16 17 18 19 20 The current salary is consistent with your capacity and contribution to the Company The Company's business reward policy is clear, fair and commensurate with your contribution The Company's working allowances have ensured actual spending The remuneration regime focuses on the needs of health, spirit and life of employees Welfare policy expresses the Company's concern to employees Welfare policy encourages employees to stick with the company for a long time 18.3% 75.0% 5.0% 0.0% 0.0% 23.3% 72.7% 4.0% 0.0% 1.7% 20.8% 77.5% 0.0% Normal satisfied unsatisfi Reward and recognition policies The policy of fair reward commensurate with the results of work and contributions ed Very satisfied 47.3% 31.7% 5.2% 0.0% 35.6% 45.6% 15.4% 3.4% 0.0% 12.6% 52.6% 33.3% 1.5% 0.0% 7.5% 72.1% 18.7% 1.7% 0.0% 16.8% 59.1% 20.8% 3.3% 0.0% 35.7% 41.8% 20.0% 2.5% 0.0% Normal satisfied 12.6% 2.2% unsatisfi ed 21 unsatisfi 15.8% Very V satisfied 1.7% ed 15 ed Very 0.0% Very Income and benefits unsatisfi 45.3% 80 unsatisfi ed 39.9% Very satisfied 0.0% 22 23 24 25 of employees Commendation policies are transparent, clear, transparent and timely Leaders recognize proper working capacity and work results of employees The company consistently enforces reward policies and acknowledges the contribution of employees The bonus level of the Company is in line with the common ground of the automotive business market 56.3% 32.0% 10.2% 1.5% 0.0% 0.0% 9.6% 21.8% 20.3% 48.3% 58.2% 27.1% 11.4% 2.8% 0.5% 54.2% 27.7% 16.3% 1.8% 0.0% Normal satisfied Very VI Work environment unsatisfi ed 26 27 28 29 The company provides a full range of equipment and working tools Open, sociable, reliable colleagues Colleagues are willing to share experiences, good support to complete the work Professional working style, friendly 30 The company listens to and recognizes staff initiatives to improve work VII Brand and company culture unsatisfi ed Very satisfied 0.0% 2.5% 15.0% 74.2% 8.3% 0.4% 4.2% 16.0% 64.5% 14.9% 0.0% 3.3% 21.7% 66.3% 8.7% 0.0% 5.8% 20.8% 62.2% 11.2% 0.0% 14.2% 39.6% 46.2% 0.0% Normal satisfied Very unsatisfi ed unsatisfi ed Very satisfied 31 You are proud of the company brand 0.0% 1.7% 18.6% 71.3% 8.4% 32 You are proud to be an employee of the Company The company has a sustainable business development strategy The company always creates good products and service quality towards the needs of customers and society You love and take pride in the culture of the Company You are happy to see customers and partners appreciate the company's culture 0.0% 4.2% 29.2% 60.2% 6.4% 0.0% 0.0% 19.4% 68.3% 12.3% 1.2% 8.7% 26.3% 58.6% 5.2% 5.9% 6.7% 43.1% 42.0% 2.3% 0.0% 0.0% 12.5% 79.7% 7.8% Normal satisfied 33 34 35 36 Very VIII Leadership style unsatisfi ed 37 38 Management always acknowledges the contribution and dedication of employees to the Company Manage respect and fair treatment of employees unsatisfi ed Very satisfied 0.0% 7.2% 30.1% 52.2% 10.5% 1.8% 7.5% 23.3% 61.0% 6.4% 81 39 40 41 42 43 44 Manage training guides, advice, help staff to complete the work effectively Management always listens, acknowledges employees' comments Management is always clever and delicate when criticizing Manage passionate fire transmission, create motivation for employees to strive to complete the job well Management always protects legal rights for employees Any problems you can also exchange, share with management 1.2% 10.2% 28.3% 56.6% 3.7% 0.0% 6.7% 20.8% 68.4% 4.1% 0.4% 5.1% 17.5% 71.2% 5.8% 0.0% 5.8% 24.2% 63.7% 6.3% 0.5% 2.1% 42.6% 52.3% 2.5% 0.0% 6.3% 51.3% 37.6% 4.8% Normal satisfied 25.6% 65.3% 7.2% 33.2% 18.6% 0.0% 35.0% 36.5% 28.5% 37.5% 42.5% 16.7% 31.7% 42.5% 18.3% Very IX 45 46 47 48 49 Work motivation, working attitude of employees unsatisfi ed unsatisfi ed You always try your best despite all 0.0% 1.9% difficult circumstances to complete the assigned work You are willing to accept work away from home when receiving a transfer order from 18.9% 29.3% a higher level to another work unit within the same system of the Company You actively learn and voluntarily 0.0% 0.0% participate in intensive training courses to improve your qualifications You are always aware of complying well 0.0% 3.3% with the rules, regulations and integrating into the culture of the Company You always have specific plans and 0.0% 7.5% objectives Please arrange the factors affecting the employee motivation below in order of priority from high to low (from to 8): Working environment • Relationships at work Ability to improve and train • Income and benefits Leadership style • Reward and recognition policies Relationships at work Work environment Brands and culture of the Company • Company brand and culture • Income and benefits Attractiveness of the Work • Ability to improve and train • satisfied Reward and recognition policies • The attractiveness of the job 50 Very Leadership style Table 8: Interview questionnaires 82 No Content Questions What are you most impressed at? Share it? What makes you effort and dedication in work? Which treatment regime of the Company makes you feel satisfied and not satisfied? How is your manager? What did you learn from your manager? What makes you feel satisfied and not satisfied with your management? What are your plans for the next years? Do you have suggestions and suggestions for the company to develop more? What is the reason you actually quit your job (applies to employees who have retired) Table 9: List of interviewees No Full name Nguyễn Khải Nguyên Title Seniority Note Branch manager 5.3 y Working Bùi Văn Khang Sales manager 2.5 y Working Nguyễn Ngọc Minh deputy business 1.3 y Working Nguyễn Hương Lan Sales Team Leader 1y Working Nguyễn Ngọc Quỳnh Sales consultant 8m Working Mai Văn Chiến Sales consultant 1y Working Phí Hải Phong Head of Sales 3.5 y Has retired Nguyễn Ngọc Khương Deputy Sales 2.5 y Has retired Trương Thi Nga Sales consultant 1.2 y Has retired 10 Trần Cơng Bình Sales consultant 1y Has retired 83 ... KINH DOANH - NGÔ THỊ HIỀN CREATING WORK MOTIVATION FOR SALES STAFFS AT TRUONG HAI AUTOMOBILE JOINT STOCK COMPANY TẠO ĐỘNG LỰC LÀM VIỆC CHO NHÂN VIÊN KINH DOANH TẠI CÔNG TY CỔ PHẦN Ô. .. CHO NHÂN VIÊN KINH DOANH TẠI CÔNG TY CỔ PHẦN Ô TÔ TRƯỜNG HẢI 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: PGS.TS NGUYỄN NGỌC... motivation creation for employees of ERICSSON Limited Liability Company in Vietnam, Science Journal, Vietnam National University, Hanoi- University of Economics and Business dated July 02, 2011 The author