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Chapter 2

Chapter 3
Analysing current situation of staff motivation in GB-I company
3.1.Introduction of GB-I company
3.2. Analysing current situation of staff motivation in GB-I company
3.2.1. Analyzing of GB-I company staff motivation based on Maslows hierarchy
of needs.
Until now, the GBI company has not formally identified the needs of workers.
Actually, the desires and aspirations of employees are mainly due to their self-
suggestion to the company leaders or reflected through management directly or
through weekly briefings. Therefore, the company does not really understand the
system of labor demand so the measures to motivate labor in the company is still
general. The main motivational measures of the company are not focused on each
group, but they create a motive spread. The company is meeting a number of
essential needs of its employees and the company has also developed measures to
meet the needs of employees. However, because there is no method to identify
needs, the company does not fully understand the needs of workers.
In order to accurately assess the needs of staff at the company, the author
conducted a survey to study the demand system through 72 questionnaires and
obtained results in the table: System Needs of staff
According to the table above, the most important needs of employees are their
physiological needs. Maslow's theory has shown that physiological needs can be
met through good and fair pay, free lunches, benefits, bonuses, etc. As such,
physical stimuli are the main contributing factor to labor motivation for employees
at the company.
Table: Needs of staff System

No Needs Result
Senior Middle Leader Staff
managers managers Amount Level

1 Biological and Amount 1 5 9 50 65 1


physiological
needs Percent 1% 7% 13% 69% 90%
2 Safety needs Amount 3 4 7 30 44 2

Percent 4% 6% 10% 42% 61%

3 Belongingness Amount 4 8 5 20 37 4
and Love
needs Percent 6% 11% 7% 28% 51%

4 Esteem needs Amount 5 5 4 6 21 5

Percent 6% 6% 4% 14% 29%

5 Self- Amount 5 6 5 22 38 3
actualisation

Percent 6% 7% 6% 35% 53%

(Survey by author)

There is a large difference in demand:


- For senior managers: Higher-level needs groups are more selective: the need for
self-improvement, the need to be respected, the need for society. Lower-level
needs such as safety needs and physiological needs are no longer the first choice.
For leaders, managers, they have the desire to satisfy their own development
needs, to be creative, to make their potential, income and stability in the work is
not much. Motivation for them to strive. Therefore, to motivate this group, the
company should focus on mental stimulation such as: fair assessment and use in
HR policies, human resources development and The ability to advance for
workers.
- For middle managers: Belongingness and Love needs are the highest demand, in
addition to other needs are selected. Mid-level management of business, finance
and accounting towards high-level needs. Intermediate management of technical
services, human resources administration more choice than the low demand. It can
be seen that the income level of these components is a certain difference.
Therefore, the company should focus on material and spiritual encouragement.
- With team leader and staff: There is a demand system that is the opposite of
senior management and leadership team. Lower-level needs get their attention,
physiological needs are the most demanded, lower than safety needs. The need for
self-improvement and the need to be respected is a group of higher order needs,
but they are less noticeable because their lower needs are still not satisfied due to
their low income. In order to create a motive force for this group, the company
should use material stimuli and create favorable working conditions and
conditions for staff.
In order to have effective labor-motivating measures, in addition to satisfying the
needs of the majority of the workers mentioned above, the company should pay
attention to the construction and operation of the team. To employ labor-induced
measures in accordance with the needs of each target group.

3.2.2. Improving staff motivation by using ficancial tools


3.2.2.1. Base wage, salary
Employee salaries are calculated as follows:
Total salary = LCB + LKDC + PC - KGT
LCB: Basic salary: the official salary stated in the employment contract, salary
decision or other formal agreement. The basic payroll system is built into the rank
and rank of each position and notified to the state management agency. This is
also the salary paid social insurance, health insurance, unemployment insurance of
employees in the enterprise.
LKDC: Fixed Business Salary: This is the fixed monthly salary of the employee,
which is determined on a fixed business wage scale consisting of 50 positions,
each position has 7 salary levels. . From 2010 up to now, the fixed business wage
scale has changed three times. This shows that the company has made certain
adjustments to the level of income of employees to keep up with the market.
PC: Allowance:
- Gasoline allowance: Every month, every official employee is in the specific
position or contact with customers, regular partners, support 350,000 VND /
person / month.
- Telephone allowance: Most of the employees are provided monthly phone
allowance. This money is paid by phone card on the 26th of every month
Staff: 150,000 VND / month
Team leader: 200,000 VND / month
Sales Manager / Manager: 400.000VND / month
Sales Manager: 800.000VN / month
Board of Directors: 1.500.000VN / month
In fact, more than half of respondents agree that the allowance is reasonable.
Meanwhile, the number of people who disagreed and gave neutral opinions was
nearly equal. Thus, the allowances have promoted their role in generating labor
force in the company. However, there is still a small section not satisfied with this
allowance, the company should consider and balance more effectively.

Table: List of salary deductions

No Index Value
Personal income tax According to regulations
1 of the Law
Social insurance
2 8%
Health Insurance
3 1.5%
Unemployment insurance
4 1%
Union fees (if applicable)
5 1% / 0.5%
Party fee (if applicable)
6 1%
Other deductions of the individual
7 In fact

(Source: human resources deparment)

According to company regulations, each year the company will consider twice the
wages and the months of March and September, depending on the results of
personnel assessment and achievements. In addition, depending on the actual
needs, the board and management will make salary decisions, adjust for each
special case. In recent years, the company has made a one-time salary increase for
staff members, with exceptionally excellent cases that are increased four times a
year. The increase in pay is the total number of full-time employees who have
been working for more than 6 months and whose job performance in the most
recent period has been satisfactory. The direct manager will propose salary
increases, the human resources department will approve and submit to the board
for approval.
The proposed salary increase depends on:
-A result achieved department goals
- The result of evaluation of the completion of work of the employees
- Work position
-Working period
- The salary of the position of the job
Reward-rule
- Desire of employees
In these criteria, the criteria for evaluating personnel is an important criterion that
directly affects wage adjustment.

Table: Human resources assessment


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Employees self-assess their level of accomplishment based on each specific
indicator assigned. Then direct management staff will re-evaluate again. The
results of the final evaluation will be determined once the direct manager and the
competent authority approve the meeting together. From there, the ratings and
proposals (salary increases, new appointments, etc.) for staff members.
Although the payroll adjustment period for staff has been shortened but compared
to the annual CPI, the salary increase of staff is still much lower. Typically each
person is only increased from 5% to 10% each wave. The few are up from 15% to
30%. Officials with higher pay increases are usually key managers. Raising wages
at high rates to retain talents, minimizing job hopping to competitors.
Table: Statistics about current salry

Income
No Staff Leader Middle manager Senior manager Result

Amount Percent Amount Percent Amount Percent Amount Percent Amount Percent

Less
1 than 5
million
VN 2
2 3 3%

5 10
million
2 VN 18 25% 1 1% 19 26%

10 20
million 44%
27 38% 5 7% 32
3 VN

20 30
million 10%
4 6% 3 4% 7
4 VN

5 More
than 30 17%
1 1% 1 5 7% 5 7% 12
million
VN
Total
52 72% 10 14% 5 7% 5 7% 72 100%

(Survey by author)
Based on the statistics above:
Employees with less than $ 5 million are two, accounting for just 3% of the 72
employees. These are two employees who work as courier and company
secretaries. With time and level of work, they feel satisfied with their income
- Employees with salary of VND5 million to VND10 million have 19 employees,
accounting for 26%. Of which 18 staff and 1 team leader. For employees, this is an
acceptable salary. Most of these salaried employees are senior long-term
employees working for the company or experienced recruiters in similar positions.
- Employees with a salary of 10 to 20 million dong have 32 employees, accounting
for 44% with 27 employees and 5 team leaders. This is the majority of GBI's
salary. Due to the nature of the business, this is the main revenue generator of the
company. Commissions from this group's sales are also very high.
- The group of cadres with salary from 20 to 30 million has 7 people, accounting
for 10%. Including 4 excellent employees of the sales department and 3 team
leaders.
- Employees with salary of 30 million or more are 12, accounting for 17%,
including 5 senior managers, 5 middle managers, 1 team leader and 1 employee.
We can see that the company has a clear employee classification. The company
has great incentives with excellent employees and key managers to attract and
retain talented people. However, the company should soon have the next
generation to manage risk when the key person is attracted to the entanglement, or
leave the company.

Table: Evalution about current salary

Measure Do you feel satisfied with current Amount Percent


salary?
1 Dissatisfied 24 32%
2 Normal 11 15%
3 satisfied 23 33%
4 Very satisfied 14 20%
Total 72 100

(Survey by author)

There were 32% of people are not satisfied with their salary. Most of these are staff of the
administration and accounting department. The figures above have raised the need for
further attention by the company's leaders on wage policy.

3.2.2.2. Encouragement and reward


*Overtime pay rates
Due to the specific nature of the work, the company usually has to implement the
project for partners outside the working time. So, with many locations,
moonlighting is unavoidable. However, the total number of overtime hours in the
year must not exceed the provisions of the Labor Code. According to the
company's regulations, for overtime, workers are entitled to full time off as a part
of overtime and the difference is paid on a monthly basis. Time offset is proposed
by the worker and approved by the management.

Table: Overtime pay rate

Day Coefficient
weekday 50%
Rest day or non-workingday 100%
Holiday, 200%

(Source: human resources deparment)

However, in fact, after more than 4 years of application of new salary calculation
policy, the rate of staff compensation is not high. According to statistics in 2016,
there are still over 150 overtime hours not yet compensated by the staff. The
reason is that the workers are less willing to take time off or want to take time off
work, but they do not allow work so they can not take breaks.
Therefore, in order to ensure the interests and encouragement of employees, the
company management should have a policy to adjust the overtime pay, so only full
pay, no compensation.

*Year-end bonuses based on personnel assessment


Company welfare regulations, holiday holidays in addition to the right to receive
paid leave under the Labor Law. The company also has small gifts to encourage
spirit according to the norm in the table below
In addition, on the occasion of each employee's birthday, according to regulations,
leaders will come to congratulate the gift of 500,000 vnd.
Table: Policy public holidays in the year

Content Trial work Less than 6 6 12 More than


period months months 12 months
New year, N/A 500.000
Death Anniversary of
the Hung Kings
The South revolution

Independence Day
General manager, N/A 700.000 1.000.000 1.500.000
deputy general
manager,
professional director,
department manage
Team leader, pm, 600.000 750.000 1.200.000
senior specialist
Specialists, staff 500.000 600.000 700.000

(Source: human resources deparment)

13th month salary bonus for all employees of the company for more than 6 months
13th month bonus = monthly salary / 12 * working coefficient in the year
A number of holidays for women in the year as 8-3, 20-10, the company
management board will celebrate the congratulations and send greetings to the
sisters.
On the occasion of New Year's Day and Mid-Autumn Festival, the company will
send to the staffs staff a small gift: moon cakes, circus tickets ....
For female employees, at birth, the company will send a 500,000 VND gift to each
born baby. In addition, every summer, cadres with excellent academic
performance will be rewarded in time. For the staffs of the company, in addition to
the joy of pride in their children's academic achievement, they also have the
motivation to work and dedicate to the company.
Table: Formating provitutions for children

Content Bonuses
Excellent students in elementary school 200.000 VN
Good students in elementary school 100.000 VN
Excellent students in secondary school 400.000 VN
Good students in in secondary school 200.000 VN
Excellent students in high school 600.000 VN
Good students in in high school 300.000 VN
Good students of distric 1.000.000 VN
Good students of city 2.000.000 VN
National excellent students 5.000.000 VN

(Source: human resources deparment)

The above regulations are highly respected by staff members. However, at the
elementary school level, the Ministry of Education no longer evaluates the level of
good students, which has made certain difficulties in applying the policy.
Therefore, the company should timely reward the achievements of the extra-
curricular activities of the children such as chess, chess and sports.
Staff bonus will be received on the Lunar New Year, the reward per person is
different, depending on many factors:
+ The results of the company's business activities in the year
+ Results of the performance of the department in the year
+ Evaluate the annual performance of each employee
Bonus levels at the end of the year are usually 1-3 months of salary for accounting
and administration. The highest belong to the sales department, completing the
annual sales can be up to 8 months plus extra salary. Employees are very
interested in the bonus at the end of the year, more than 70% of the staff are
satisfied with the level they receive. However, last year, the pay period was
delayed more than 3 months later. This causes psychological panic, wait, affect the
motivation of employees.
*Health care staff
Every staff member who becomes an official employee of the company will be
entitled to an annual health care regimen with comprehensive screening
appointments at a quality health facility designated by the company. .

* Employee Holiday Schedule


One year travel calendar is arranged in three waves: spring, summer, end of the
year. All were enthusiastically responded to by the staff.
At present, the resort is based on the principle of who is entitled, who do not go is
not entitled (regardless of reasons). Therefore, many employees due to unplanned
work are not entitled to lose their job benefits from their work. Thus leading to
some dissatisfied cases, feel unfair. The company should consider carefully.
*Paying for important ceremonies
During important ceremonies of employees' families such as funerals and
weddings, small gifts are always sent by company's executive board as part of
their sympathy and support.when an employee is hospitalize due to serious illness,
the company arranges visits in a thoughtful way.

3.2.3. Improving staff motivation by using non-ficancial tools


* New staff appointment
Proper placement of the right people makes the employees more motivated and
enthusiastic to work, creating superior labor productivity and maximizing the
employee's ability to work. The management of the company has paid great
attention to the development of job descriptions, working procedures,
responsibilities and rights of employees.
The construction of the job descriptions and working procedures has been around
for a long time, but the actual situation is always changing so these documents
need to be supplemented and adjusted to suit the actual situation. In addition, the
relationship between individuals and departments has not been specifically
detailed.
* Employee training
Training and development of human resources is a particularly valued activity of
the company. The company always creates conditions for employees to attend
training courses, improve their professional knowledge and skills, and meet their
work demands. Currently, to meet the needs of employees, the company mainly
based on the following grounds:
- Business strategy, human resource development strategy of the
company. This is the first criteria to consider in the process of determining the
training needs.
- The results of the assessment of the limitations still exist to come up
with a reasonable solution
- System requirements for professional qualifications
Based on the human resource development needs, according to the opinions of the
departments, the HR department will make specific proposals and training plans.
Since the establishment of the company, the company has always organized
training courses inside and outside the country, inside and outside the enterprise
* Developing a Training Program for New Employees

New entrants to the company are welcome friendly, open. New employees come
to the company through an appointment from email or telephone. Usually
appointment appointment falls around 9am. Personnel staff will do the same
procedures at the same time to guide and support new employees to quickly
integrate. Then, direct management of staff will introduce and allocate work.
Training brief introduction about the company and the procedures will be
completed within 1 day.
+ Training to improve the capacity of workers:
The company prioritizes training programs for its service, sales and certification
teams. With each certificate learned and successfully tested receive the incentive
1,000,000 VND. Other departments and departments have not applied the policy.
Board of Directors should consider policies to expand incentives, invest more
training budgets especially in business, R & D, accounting and human resources
departments.
+ Policies for employees when leaving the company:
Company leaders not only care about the policy of the employees working in the
company but also the policy for those who have completed working time at the
company. The company always resolved quickly procedures to ensure the interests
of employees such as payroll payment to pay the number of working days, closing
social insurance for employees, not cause difficulties for workers to find a job. At
other companies.
* Promotion at work
Promotional activities, the promotion of the company is open, open, democratic,
companies always have priority personnel on the spot. Appointment of managers
from outside sources is only possible when in-place personnel are not available or
external staff is of a high standard, in line with the intended function.
*Working conditions, working time, rest
The working and resting regime of employees is stipulated by the company as
follows. The morning is from 8:00 to 12:00 in the afternoon, from 13:00 to 17:30.
A 5-week workweek is from Monday to Friday and the first Saturday morning and
the end of the month. The labor regime has been adopted by many companies in
Vietnam, ensuring the need for rest and other activities of workers. The office is
designed in accordance with international standards modern with full of facilities:
lights, air conditioners, computers, photocopiers, stationery equipment ... fully
equipped fire extinguishers and other Fire fighting means.
The company strives to create a professional working environment, comfortable
atmosphere to create the most favorable conditions for employees at work.
3.3. Assessment of labor market dynamics at GBI
To evaluate the motivational results at the company, the research period from
2012 to 2016, can be evaluated based on the criteria mentioned above.
3.3.1. Impact of staff motivation on performance
Productivity, quality and efficiency
Productivity, quality and efficiency at the company can be calculated using the
following formula:
Labor productivity = total turnover / number of employees

Table: Average Labor Productivity 2012 -2016


(Unit: Million VN)

Year Total number of Revenue Labor productivity


employees
2012 53 1.897,522 35,802
2013 58 2.117,869 36,515
2014 65 2.647,877 40,737
2015 68 3.377,368 49,667
2016 72 3.287,118 45,654

(Source: financial report)

The table shows that annual average productivity at constant value increases over
the years suggesting that employees tried their best in their work to accomplish
their assigned tasks. The company had a certain result in motivational work at the
company.

Labor discipline
In order to assess the sense of discipline by assessing the quality of motivation in
the company, some statistics such as the number of absenteeism, the number of
violations labor.
Table: Statistic about Conscious discipline

Content 2011 2012 2013 2014 2015 2016 Total


The number 0 0 0 0 1 0 1
of people left
the company
without
reason
The number 2 0 11 0 0 0 3
of people
violated labor
discipline
Total 2 0 1 0 1 0 4

(Source: human resources deparment)

During the period 2011 to 2016, the number of violations is very low. In 2015,
there was only one staff left the company without reason. And in 6 years, there
were 3 cases of labor discipline violation. Thus, the sense of compliance with the
labor discipline in the company is very good, the case of violations of labor
discipline is less, proving that motivational work at the company is highly
supported by workers.

Percentage of employees left the company


This is one of the important indicators to assess the motivation and retention of
talents, while also expressing self-rejection to improve the quality of human
resources of the company. Going into the facts about the number of employees
resigned, the author has the following table:
Table: Statistic about the number of staff left the company in 2011 - 2016

Content 2011 2012 2013 2014 2015 2016 Total


Staff quit 2 3 0 0 1 0 6
their job
without
reason
Staff quit 5 9 7 6 5 7 39
their job
with right
reason
Staffs were 0 1 3 0 0 0 4
encouraged
to quit
Total
Staffs left 7 13 10 6 6 7 50
the
company
Total 52 53 58 65 68 72
number of
employees
Percent 13.46 24.53 17.24 9.23 8.82 9.72

(Source: human resources deparment)

From 2011 to 2016, at the GB-I company, the number of people resigned from the
company accounts for more than 10% of the total number of employees (mostly
good personnel). . Thus, motivation in the company is still limited. The key person
is often partner or rival companies are welcome and invited to the policy increased
150% income. The number of employees who encourage a 6-year leave with only
four employees. These are the rare cases, the workers do not meet the needs of
work and the company has many difficulties should be forced to encourage rest.

Evalution about satisfaction with work


In the past time, to assess the level of job satisfaction of employees, the HR
department often uses information from peer reviewers, opinion leaders, listeners'
feedback and sharing. Workers but no tools to accurately determine the level of
satisfaction of employees. The participants conducted the survey through 72
questionnaires and obtained the following results:
Table: Evalution about satisfaction with work
Content Unit Very Satisfied Dissatisfied No idea Total
satisfied
The number Amount 13 38 14 7 72
of staff Percent 18.1 52.8 19.4 9.7 100
Job position

Board of Amount 1 0 0 0 1
directors
Percent 1.4 0 0 0 1.4
Department Amount 2 2 1 5
leaders

Percent 2.8 2.8 1.4 0 6.9

Staff
Amount 10 36 13 7 66
Percent 13.9 50.0 18.1 9.7 91.7

(Source: Servey by the author)

According to the aggregate data on the satisfaction of employees on the job, the
satisfaction rate and satisfaction with the job was high, accounting for 70.9%.
They are usually managers, have good qualifications or key people, and hold key
positions in the team's performance. They are satisfied with the level of income,
on the recognition of their capacity and competence in evaluating work
performance and the opportunity to develop their career in the company. It can be
seen that the needs of different individuals are different, the company has been
interested in finding out how to create motivation suitable for workers.
However, the level of staff not satisfied with the work still accounted for 19.4%
and 9.7% of staff did not have a clear idea of their satisfaction with the work.
These are the numbers that the company management is interested in. Because
when you are not satisfied with the job or whether the job will make you satisfied
or not, any cause will have a certain impact on labor productivity. In this group,
the low income level when comparing correlation with new co-workers in the
firm, not seeing opportunities for job development and dissatisfaction with direct
management were the main reasons for this. unsatisfied. Management needs to
consider the needs of this group to meet their legitimate needs as they are the main
contributors to the development process.

3.3.2. Evaluation of strengths and limitations


*Advantages:
Clear clarity of position scales, which helps staff understand and understand
monthly salary details, creating clarity and clarity in payroll.
-The salary and bonus evaluation is based on the evaluation of personnel and
personal contributions to the company, which helps the staff to feel what they have
achieved and to make it fair and transparent. Although nothing is absolutely
correct, this change has been much more advanced than previous departmental
assessment methods.
- The company leaders always promptly give material and spiritual encouragement
to employees and holidays, birthdays, as well as support in sickness.
-Results and policies on human resources are based on the actual needs of the
company and staff.
- Human resources are always timely support to new employees easy to integrate
with the company, old employees are assured of work.
*Disadvantages:
Negative impact comes from low wages resulting in the survey. 46% of
respondents said that their wages were still lower than the average.
- The work of emulation and commendation is still small, the reward level is only
formal, not really improving, improving the lives of workers.
-Some performance evaluation criteria are still general, complex. The survey
results show that more than 60% of respondents said that the assessment did not
accurately reflect the results. Some of the criteria too high makes it difficult for
employees to achieve results.
-The results of capacity assessment have not influenced the decisions on
appointment, promotion or salary increase
- Overtime is not attractive enough to motivate workers
-The process of building corporate culture is still not standardized. At units, the
cultural environment is still governed by the personality and attitude of managers
and management.
*Reasons
In the current difficult economic environment, the competition in the market is
very large, the GB-I company is a small and medium enterprises, financial
resources are not abundant, so the liquidity of the salary, bonuses are limited.
cover.
Causes of employee lack of trust and results of personnel evaluation: Due to the
fact that the job description is not close to reality, staff members have not fulfilled
their responsibilities yet despite their Very trying to work. In addition, the criteria
for assessing personnel are not yet clear.
Causes of limitation of career advancement of employees: Due to the avoidance of
current staff disruption and cost savings in training, as well as the utilization of the
work experience of employees, the company recruits New high level positions. So
for current employees, the job is not innovative and the promotion is very rare.

Chapter 4: Recommendation for improving staff motivation at GB-I company


4.1. Motivational orientation at GB-I company
4.1.1. General orientation target of GB-I company
Vietnam has the opportunity to develop new and successful businesses through expansion,
identification of highly qualified personnel, and retention of talented personnel. With
participation in training with experts, exemplary management, and access to advice and
consultants for guidance, businesses can become successful and prosper from their efforts.
However, many enterprises in Vietnam do not have the skills they need to become
successful nor do they have easy to the skills they need to become successful enterprises.
GB-I company will serve the purpose of providing the resources to businesses as well as
other kinds of organization in terms of personnel, consulting, recruitment and retention,
training and development, market solutions and foreign office representation, and
management of events and media.

GB-I company is a knowledge-based company headquartered in Vietnam with contacts


and connections worldwide. Presently, G-BI is developing as effective organizational
structure and model based on innovative facilities, ISO 9001:2008 standards, corporate
identity system, and enterprise resource planning (ERP) software to manage and coordinate
business more effectively and efficiently. Beginning in October 2010, G-BI will adopt a
Blue Ocean strategy focusing on quality, service, learning and socialization based on
practical level knowledge networks, and innovation.

Vision: To build G-BI to be a leading specialized consultancy and outsourcing corporation


in Vietnam, as well as the first global Vietnamese online school of management integrating
business practices, academic and social, to provide excellent solutions in term of
organizational and personal development.
Mission: Provision of excellent client services through innovative solutions
Core values: Client first, quality foremost, high level of professionalism, being an
innovative company, high level of community involvement, long-term approach, stressing
teamwork as essential, knowledge sharing, stressing the importance of fun, and continual
up grading and improvement.

Business Philosophy: Bringing fresh new ideas and professionalism to business community

4.1.2. Human resource management s target vision of GB-I company


-Recuit the staff and keep them
-Treat staff ass their worthy contributions to the development of the company
-Encourage the creativity and support staff in development and promotion
-Create and develop a company culture of internaltional business but still deeply
imbued with Vietnamese: healthy, solidarity, high income staff
-Support the growth and development of each individual
-All policies are concentrated in creating a working environment in GB-Is staff
feel most comfortable, stable, the biggest opportunity to develop.
-All staff have right to express opinions, fully their tallents in an open and
friendly working environment.
- Build a harmonious working relationship between managers and employees. Do
not let strikes happen

4.2. Recommendation for improving staff motivation at GB-I company


4.2.1. Determine the needs and wants of the target staff
At present, the company has no formal work to collect information on the needs of
employees. Therefore, the development of measures to motivate workers is not
effective. Individuals and individuals will have different needs in different areas
such as: professional qualifications, current job position, sex, age, etc ... So it is
advisable to identify the demand system. Of each target group in the company.
According to the author, A. Maslow's needs system is a system with many
advantages, the company should use this theory to determine the needs of workers.
It is based on the view of A. Maslow to develop a sociological survey
questionnaire. Conducting this method needs to do some of the following:
Step 1: Design survey form (including contents related to determination of labor
demand such as food, accommodation, safety ...).
Step 2: Set up questions regarding Maslow's system. Each type of demand
presents the corresponding questions for each of the demand factors, such as the
physiological needs, the design of five content questions about eating,
accommodation, transportation, education and child custody. . Each question
poses four levels of employee satisfaction in hierarchical order: satisfactory,
satisfied, dissatisfied, and without clear feedback.
Step 3: Disseminate and implement with all employees to know their feelings and
aspirations for the company.
Step 4: Investigate each department, department to understand the needs, and drill
down into the survey of employees to take measures appropriate to their needs.
Step 5: Collect the questionnaire, analyze and process the questionnaire in order to
produce results according to 4 levels of satisfaction. Thereby, considering the
urgent need to meet immediately and the important but not urgent need, the
measures will be completed later.
In addition to understanding the needs and aspirations of staff, the company
should operate the internal communication system well. The union, the human
resources department, should be a bridge between workers and management.
Management need to pay attention, regularly exchange staff support, pay attention
to the feedback system of employees. The company should promote labor dialogue
and create favorable conditions for employees to express their aspirations through
the use of internal email system and comment box.
The HR department needs to be strengthened, limiting many other tasks. At
present, the company's human resources department is in addition to its full-time
duties. The number of personnel is small but the workload is high. Therefore, it is
dominated by not focusing entirely on human resource management and labor
motivation
In addition to the specialized human resources department, middle and senior
managers also play a critical role in defining the need to motivate employees.
More than anyone else, managers at all levels of functional departments when
assigning work will be directly listen to the opinions of employees to complete the
assigned work. In the course of work, the need for improved knowledge, skills or
flexible working time to meet work needs will be directly proposed by the worker
to the manager or through the HR department. . Therefore, management levels
need to define their roles in motivating employees within their own departments,
and in collaboration with the human resources department in general motivational
policies to bring a change.
4.2.2. Improving the salary policy
Pay-for-performance is good idea but the employees will not be happy if its not
fair. The answer to this problem can come from the following basic tools and
measures:
Firstly, build up the job description, apply the test to apply regularly to employees
to understand their work, self management of assigned work and to keep on hand
Tracking, subordinates can be monitored.
Second, use measures to help the staff grasp the content of the job description
directly related to the current job position, grasp the content of work of the higher
and lower direct.
- For the recruitment process, applicants have to understand the job description
table about the position they are applying for.
- For new employees, apart from participating in integration training, the
immediate supervisor shall have the task of appending training and evaluation in
the first period of working at the unit.
- For employees who have worked at GB-I for a long time, this content should be
checked quarterly or half yearly.
- All job assignments must be based on job description. Every month, based on the
job description of the higher level, directly review the performance of each
employee. Job description should be updated promptly, in accordance with the
actual requirements of the job.
- This level of combination with the level of completion of the targets set for
salary calculation. In other cases, leaders need to explain the adjustment and get
the consensus of their subordinates.
- There should also be consistency in the assessment of personnel and based on the
job descriptions to evaluate the performance of the duties associated with each
specific position.
The third is GB-I will base on the results of monthly work to determine the salary
that employees received in that month.
According to J Adam 's theory of fairness, the company want to create labor
motivation, the company needs to distribute wages, increase equity. The same
quality of work must be assessed fairly and objectively, from which the same
wage distribution increases, only so creating a comfortable psychological
environment. To the employees, so that they have the motivation to work better,
higher work efficiency to be distributed higher income. The company should
conduct periodicly, fair review as proposed below.
Evaluation based on job description table
(A): comments of direct management and concurrent opinions based on feedback
from colleagues at the periodical activities, feedback of customers in the month (if
applicable)
Excellent Good Normal Bad

10 marks 8 marks 6 marks 0 marks


Evaluation based on result (B):
75%- 90% of
>=90% of work 50%-74% of work <50% of work
work
10 marks 8 marks 6 marks 4 marks
The salary : X
X = (30% *A + 70%*B)/10* (LCB+LKD)+PC-KGT
LCB: Basic salary
LKD: Business Salary
PC: Allowance
KGT: Salary deductions

4.2.3. Designing an effective welfare and competitive bonus


In order to create more motivation for employees from the reward, it is necessary to
agree on the payment of bonus in a specific policy, clear reward criteria for employees to
know and take action to receive the level. That bonus.
Rewards must be timely, transparent, and the reward must be large enough to
stimulate the employee. There is no incentive policy when the employee immediately
motivated to work because when the employee has met the criteria for rewarding the
company can not arrange to pay the bonus in a timely manner, their goal will be long. One
more tomorrow. Non-transparent award work will not create the consensus of employees,
leading to psychological suspicion, jealousy among employees in the company, this has a
very negative impact on the fisheries colleagues. ring.
Labor incentive is a form of periodical reward, rewarding employees in certain
criteria to encourage employees to strive for production and business goals and achieve the
organization's goals. The company should have the form of reward worthy of the staff work
force such as:
+ Monthly bonus, quarterly from salary fund:
The main purpose of the monthly bonus is to encourage staff to strive to meet the
criteria set by the Company. In order to effectively implement this form of bonus, the
Company should determine the reward criteria including: the level of accomplishment of
work assigned, innovative ideas in work performance, the spirit of mutual assistance to
help colleagues , Implementation of the rules. In addition, managers need to have "ability
to organize their work". Obviously, due to the different labor characteristics, the criteria of
each type of labor are also different. Therefore, for each group of workers, it is necessary
to specify the specific award criteria of each group. In addition to the general norms, it is
possible to consider specific targets such as professional staff, management staff, leading
cadres.
+ Reward for the efficient use of budget allocated, saving regular expenses such as
electricity, water, consumable materials, property, office ... Company to build electricity
consumption norms Proper water, supplies, standards, encourage the saving room by 10-
20% of the budget saved;
+ Bonus to improve professional skills:
The main purpose is to encourage employees to strive for high achievement in work,
training and professional knowledge and skills. The company must take seriously to show
respect for the awardee.
Currently, when applying the award regime usually after 2 to 3 months of receiving
new individuals / units, this will reduce incentive incentives in time. In addition, the
Company should develop a new Rewards Regulations with a broader scope of application,
detailing more specific bonus criteria and time of application. To develop this Regulation,
the most important point is the process of assessing and scoring according to each indicator.
Bonus rules are implemented in 5 steps:
Step 1: Preparing to set up the Council for the Development of the Regulation on
Rewards, including the General Director or Deputy General Director acting as the
Chairman, the person in charge of the Human Resources Department as the standing
member. Members of the Council include representatives of the grassroots trade union
executive committee, accounting department and representatives of other departments.
Step 2: Define bonus criteria for each form of reward. Based on the research of the
company's status, development goals. The award committee can use the social survey
method to identify and improve the reward criteria.
Step 3: Develop the draft bonus regulation, the draft bonus regulation refers to the
forms and bonus regimes, the purpose of each form and bonus system, bonus sources,
bonus funds, Bonus criteria, payment time. To make the drafting work effective, the
council directs the expert team to implement the draft, then meets and approves the draft.
Step 4: Collect staff comments The draft construction bonus code is sent to the units
and departments in the Company for comments. Units will send their written comments to
the Council for the development of the bonus regulation. Based on these comments, the
Board conducts seminars and finalizes bonus rules that are appropriate to the Company's
conditions.
Step 5: Apply trial and issue bonus rules. After adjusting the regulations according to
the comments of the staffs, employees, the General Director decided to issue a rewarding
regulation for the company to apply.
This type of bonus is intended to encourage staff to study, improve their knowledge,
theoretical knowledge, skills, skills and professional experience to meet professional
development.
* The handling of disciplinary violations
The most important aspect of disciplinary action is the person in charge of the crime.
The rigor and power of this work not only deal with offenders but as a means of deterring
those at risk. Correct people, right guilt will create the power of justice, building the
confidence of employees in equality before the rules. Some errors to be dealt with:
- Fines or reprimand for violations of internal rules affecting the operation and
prestige of the organization.
- Lower wages or layoffs for individuals with poor performance, less work on
common development.
* Allowances need to be increased
Currently, the allowances are low but not attractive to employees, especially seniority
allowances. Seniority allowance is an allowance that can keep employees working longer.
There is no need to apply a large bonus to employees who have worked for 5 years or more
on Company birthday. Should apply seniority bonus in the form of step ladder, every year
is to increase the bonus. For example, if you add 1 million VND per year, 1 million VND
will be added every additional year. This makes the staff feel encouraged, more attached
to the company.
* In addition, there should be paid holiday leave for employees. Annually, the number
of remunerations left by staff is very high, especially for the Technical Service when there
is a full day off work. Therefore, the Board of Directors of the Company applies the
payment of allowances to employees. Remaining days from the previous year will be paid
in cash on March 31 of the following year. As a result, the staff will feel satisfied, reduce
the discontent because their rights are not guaranteed.
* Employee Holiday Schedule also need to consider. For employees can not take
part in the holiday because of work, The company should pay a sum of money for them.
The payment amount can be all or half of the cost for a vacationer.
4.2.4. Personnel layout work
When employees work with their favorite jobs, they will be more suited to their work
and therefore, they will be more effective and bring more benefit to the business. Therefore,
the arrangement and arrangement of suitable work for the employee plays a very important
role in motivating staff.
In order to effectively organize and arrange work, the Amigo Board of Directors
should take the following steps:
Step 1: Analyze characteristics, requirements of each position, each section, provide
detailed job description and performance criteria for the employee.
Step 2: Assess the ability of each person. This is very important because when
evaluating these points, arranging the employees in each position suitable work will
promote the efficiency of each employee in the best way. In addition, the employee is
working properly with the ability of his head will be more favorite, stick with work,
motivation at work. To do this, the company can conduct a retrospective interview to know
the ability to grasp the work of the staff while listening to each other's wishes to create
peace of mind. Working for the employee. In interviews and surveys of employee
satisfaction survey content, it is important to point out the level of satisfaction with the job
and to find out why employees are not satisfied with the job. If the employee does not work
well or is not satisfied with the current job position.
Step 3: After the interview, the management will make conclusions about the work
done in the past with staff and listen to feedback from them to ensure the information is
reflected objectively, exactly. Simultaneously make timely and necessary adjustments
(including transfer, appointment, dismissal or dismissal) to express the Board's interest in
the work of the staff and aim to maximize the Appropriate capacity, strengths and
weaknesses of each employee and each job position.

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