CHAPTER 2: CURRENT SITUATION OF EMPLOYEE MOTIVATION AT
2.2.3. Evaluate the employee motivation at BIDV
After collecting, processing and analyzing the surveyed data and information which
3,28
3,48
3,24
3,1 3,15 3,2 3,25 3,3 3,35 3,4 3,45 3,5
I feel motivated with my current job.”
I have clearly established my career path in this bank.”
The longer I work at BIDV, the better I and the bank will be.”
collected from the in-depth interviews about BIDV‘s current motivation mechanism, the researcher found some factors that have positive impact on employee‘s motivation in work as follow.
Firstly, BIDV has the good working condition and satisfied employees in job such as office location, working room, transportation for business, security in working place. BIDV has an ideal office location, convenient for business transactions and employees. Equipment are sufficient for all employees. Furthermore, BIDV is constantly trying to improve the working condition to meet the employees‘ needs.
Those factors above help increase the employee‘s motivation, effectiveness and productivity.‖
Secondly, BIDV is very interested in using human resources. This is reflected in many aspects, such as good salary, bonus and good salary. BIDV is always among the local banks with the highest average income. BIDV has built the method of calculating salary based on the working effective and KPI of each employee. This method not only creates the fairness in competition but also motivates the labor in working to receive the expected salary. However, this calculation makes some pressures for employees to get the good performance. In addition, that BIDV also do not complete the system of standard and scientific KPI leads to ineffectiveness in the evaluation of employee‘s work performance. Thus, BIDV should have suitable and clearly target for employees and solutions for encourage the employees in working. At the same time, BIDV have to research and finish the measure of evaluating employees to create the fairness and assess the labor in comprehensive.
Thirdly, employees also feel motivated in their relationship both with interpersonal relations with co-workers and superiors. According to collected information, the employees shared that their co-workers are sociable and helpful; the superiors are friendly and sympathetic, part of the reason is because BIDV motivate employee to join a lot of activity both in and out the bank. The managers have found that as employees feel motivated by these relationships, they tend to be more united, mutually supportive; in other words, they are more willing to work in a team in order to achieve better result.
Additionally, being able to capture the importance of policy and administration, BIDV is continuing building and developing policies and administration manner in order to motivate its employees about policy and administration. BIDV has acceptable recruitment policy, financial and welfare policy, good training policy.
This is showed as follow:
The recruitment process at BIDV was formulated and implemented in a systematic manner with clearly defined, complete and detailed documents.
The training and human resources development of BIDV is reflected in training activities (at units and staff training schools) and personnel development. At BIDV, these activities are fully processed, detailed to apply uniformly throughout the system.
BIDV always create favorable conditions for staffs to study, challenge and develop, and have good opportunities for good and competent cadres; BIDV also applies a timely recognition and reward policy in line with other forms of compensation.
Finally, employees reveal that they are satisfied with the work itself because it‘s challenging and interesting; they also get to apply their specialized knowledge learned at school as well as their practical experience, which makes them feel even more confident.
b) Demotivation factors
The first de-motivation factor is workload. Working in banking sector in general and in BIDV in particular, the employees always have to work in fixed time from 8 am to 5am and with the big amount of work, they have to work overtime till 8 pm.
One employee in BIDV share that ―Morning work from 8am to 9pm closed the transaction day to get home, in addition to the pressure of loan sales, interest, principal collection. I do not have time for my family and myself‖. In current competitive situation between banks, the employees also stand pressures in getting the target of the bank and their workload increase lead to work overtime regularly.
Besides the workload is high, the pressure is high, the banking sector has high legal risk. The job security of employees is not ensuring.
Thirdly, the bank has not developed a comprehensive and consistent human resources strategy, a career development plan for each individual. That training programs and staff development are still fragmented, lack of linkage and mutual support makes the training activities not well targeted and suitable for the demand of employees in long -term.
Fourthly, the system of tools and indicators for staff assessment is quite varied, but the comprehensive assessment has not been formulated. So, the methods of assessment have not been linked and applied tightly. The assessment results are not stored, managed in a systematic and scientific way. The assessment is subjective, emotional.
Lastly, there is no specific mechanism and policy for attracting and retaining high quality human resources to work with BIDV for a long time. According to collected information from in-depth interview, BIDV‘s employees complain that they hardly find the opportunities to get the promotion and to join the comprehensive training courses, but they admitted that while working for the bank itself, helps BIDV‘s employees gain experience, major knowledge and working skills, however, it‘s not enough to motivate them.