thesis._mai tuan linh (18.6.2013) ver eng - official

8/10/2019 Thesis._mai Tuan Linh (18.6.2013) Ver Eng - Official

1/60

CHAPTER I

INTRODUCTION

1.1. Justification

In the period of the economic development in Vietnam recently there has been a big

change in awareness of business management on workers in the enterprise. Businesses

increasingly emphasis on building human resources issues, especially in selecting and retaining

top talents who hold a key role in the company.

The employees used to be considered as the input costs, but now a day employees are viewed

as assets, valuable resources who decide the success or failure of a business. Personel stability

will help businesses save time and costs (recruitment, training, etc.., reduce errors (caused by

new employees who are not familiar with the new !ob, creat trust and solidarity in the enterprise.

"rom which staff will consider the business as an ideal place for them to promote their

capabilities as well as long#term commitment, the most important thing is that the stability will

help businesses work more effectively, create the trust from customers in $uality products and

service business. %o, in order to have a strong team work, business owners do not mind rough up

the terms of attractive remuneration, willing to spend large investments in creating the best and

most comfortable work space,..., but many people still feel less satisfied with their work. &any

people feel the pressure is too big, boss and co#workers are pinched, unfair competition, there is

no place to ma'imie their abilities and eventually they will leave the company for other betterwork environment company, a more scientific environment, in which there is fair competition

they are not under pressure from the boss or co#workers and from which they can freely promote

their talent.

) survey conducted by *areerBuilder # a leading employment website that has shown that !ob

dissatisfaction of workers is increasing+ every four people feel dissatisfied with their !obs, and

the rate of some people who are not satisfied with their work increase an average of - in the

last two years/ every ten respondents, si' people are intending to leave the current !ob to find

another !ob within the ne't two years.

In fact many of them only focused on working and earning money they do not care about

other issues even they are suffering much oppression, they are pinched from colleagues,

superiors, they dare not and doom to struggle for a peaceful work/ however, the people who want

1


2/60

a comfortable work environment, not stress, not under pressure from colleagues and superiors.

Then they worked with enthusiasm and fervor.

Therefore, the employers are always interested in how to help employees achieve ma'imum

satisfaction in the !ob because only the satisfaction can help them work enthusiasticaly

fervorandly and effectively, so that they will associate with businesses.

In recent years, enterprises in the country are always difficult in recruiting personnel. Pho 0en

&echanical 1oint %tock *ompany ("2&3*2 is not an e'ception. 4ast year the company had to

settle for a lot of cases to resign for various reasons, mostly for termination of the contract to

move to another company. This makes the board worried/ they think that there is no !ob

satisfaction for those who resign. *ompany leaders understand that 5bleeding5 talents is a very

dangerous thing for the company if there is no remedy. Therefore, this study was conducted to

5measure the !ob satisfaction of employees in the Pho 0en &echanical 1oint %tock *ompany("2&3*25. 6esearch findings will help the company better understand the factors that can

bring in !ob satisfaction for employees, thereby making appropriate policies and know how to

use the most effective labor.

1.2. Research objecties

1.2.1. The general objective

The pro!ect is made for the purpose of determining the best factor that affects the satisfaction

level of employees for Pho 0en &echanical !oint#stock company.

1.2.2. Specific objectives

6esearch ob!ectives of the pro!ect include+

# The systematiation of the theoretical model on the satisfaction level of employees for

businesses to build up the model to study and assess the satisfaction level of employees for the

company.

# Identify the factors that are important in assessing the impact on the satisfaction level of

employees for the company.

# %uggest some solutions for the company to improve the level of employee satisfaction and

work efficiency.

2


3/60

1.!. Research sco"e

1.3.1. Research objects

2b!ect of study is the level of satisfaction with the !ob perceived by the workers, from

workers7employees to the deputy chiefs (e'cept for the Board at Pho 0en &echanical !oint#stock

company.

1.3.2. Scope of study

# Time+ This study uses descriptive statistics for the period from 1anuary 89 thto )pril 8-th, -8:/

the main tool to collect data is $uestions and $uestionnaire samples

# Place+ The study was conducted at Pho 0en mechanical !oint#stock company.

# *ontent+ satisfaction with the !ob perceived by the workers.

1.#. Contributions

6esearch results will help the company leadership have an overview of the !ob satisfaction inmany factors, different aspects and !ob satisfaction in general workers; shareholding at Pho 0en

mechanical !oint#stock company. )t the same time aware the scale used to measure !ob

satisfaction and factors affecting the !ob satisfaction of employees, from which to find

appropriate solutions to improve customer satisfaction of employees in the company.

3


4/60

CHAPTER 2

$ITERATURE RE%IE&

2.1. Theoretica' foun(ation

2.1.1. The concept of job satisfaction level of employees

There are many definitions of the !ob satisfaction level. 1ob satisfaction can be measured at a

general level/ can also measure satisfaction with each component of the work.

2.1.1.1. The concept of the general job satisfaction level

)ccording to argued that the !ob satisfaction is an attitude about work represented by feelings,

beliefs and behaviors of employees.

)ccording to %pector (8==> 1ob satisfaction is simply the way people like their work and

other aspects of their work. This is the level where people satisfy or do not satisfy with their

work.

2.1.1.2. The concept of satisfaction for each job components

)ccording to %mith,


5/60

&igure 2.1 ' Maslows hierarchy of needs model

(%ource+ Internet

)ccording to this theory, human needs appear in order from low to high. @hen the low

demand is met the higher demand will appear. %o, managers must know to create motivation for

employees to work better, help them secure more work by satisfying their current needs. But it is

important for administrators to implement the motto 5feeding when hungry, water when thirsty 5,

that is to find out if your employees are at which demand level, to give suitable solutions.

2.1.2.2. Two(factor theory of &rederic !er)berg "1#*#%

This theory is based on the motivation view as a result of the interaction of many factors

including the elements that make up the satisfaction and dissatisfaction. 3ach element itselfconsists of those both sides depending on how it is implemented, how it is met to see clearly the

nature of the elements. This theory is divided into two factor groups+

C Promoting factor group+ These are factors that create satisfaction, achievement, recognition of

achievement, the nature of work, !ob responsibilities and promotions. This is the basic needs of

the workers participating in working. The character of this is, if not fulfilled, leading to

dissatisfaction, if satisfied, there will be motivation.

C &aintains factor group+ including the elements of the work environment of employees, level ofsupervision, salary, !ob guidance, relationships with people, the working conditions. If these

factors are well#organied, it can prevent the effects that are not satisfied with the work of the

employees.

D

9

:

8

5

D. %elf#actualiation

9. %elf#3steem

:. Beloing and 4ove

. %afety

8. Physiological


6/60

2.1.2.3. Mc+lellands theory of need for achievement

Theory of &c*lelland launched three human needs, namely+

C )chievement demand+ the effort, the effort to achieve success, what they want to achieve

the best results.

C Eemand for power+ is the need to dominate, control, lord others as the way they want.

C Eemand for connection+ social communication needs, desire for intimate relationships, and

intimacy with others towards their goals.

&c*lelland;s achievement needs are presented in this study in the form of !ob characteristics.

1obs should be designed so that employees can 5achieve5 what they desire. Auman alliance needs

is reflected in relationships with superiors and colleagues. "inally, the demand for power is also

done in the promotion opportunity.

2.1.2.$. ,dams- euity theory "1#/3%

1. %tacey )dams said that employees tend to evaluate fairness by comparing their effort to

what they get and then compare their rates with the proportion of colleagues within the company.

If the result of the comparison is e$ual, they will continue efforting to work. If remuneration

received e'ceeds their e'pectations, they will tend to increase their effort at work, whereas if

they receive lower remuneration than their contributions, they will tend to reduce their effort to

find other solutions or absent or termination during working hours.

This theory can also be considered in the perspective of the sub!ect of this thesis. )n

employee can not get satisfaction if they realie that they are being treated unfairly in the wages,

advancement opportunities and training support from superiors.

2.1.2.*. 0ob escription nde 0 by Smith4 5endall and !ulin "1#/#%

%mith,


7/60

2.1.!. The factors affectin, the job satisfaction of e*"'o+ees in the enter"rise

2.1.3.1. ncome

@hen mentioning the !obs and the $uality of the !ob, ma!ority of people always evaluate,

measure the income it brings. Income is considered as a measure for the !ob as well as the

success of the employee at work. Therefore, paying a properly suited salary to the capacity of

workers has always been a challenging problem for managers in all businesses. Aigher income

will make employees more satisfied materially, they can live with the wages they earn, so that

they can dedicate to work, they work feverishly to prove their value.

Income impacts greatly on the morale of the workers. @hen workers are paid as worthy as

their dedication, they will be e'cited and enthusiastic about the !ob, they would not thought to

leave the company to find another !ob, they will be fine mental and higher responsible for the

assigned work.2.1.3.2. Relationships with colleagues

@ork production gains most effectively when there is coordination and mutual assistance

between the members of the company. %atisfaction of employees with colleagues in the company

appears only when colleagues are friendly, happy and comfortable with each other and are

willing to help each other in the !ob and in life. These factors have a great influence on !ob

satisfaction of employees.

2.1.3.3. Support from superiors

To create the !ob satisfaction of employees, leaders need to know to treat fairly the

employees/ the leader should give the emergency support and encouragement to motivate staff to

complete their work most effectively.

2.1.3.$. Training and promotion opportunities

People never satisfy with what they have, they always strive to achieve what they want. )t

work the staff always wants to strive to be promoted, when their position is deputy they want to

strive to head position, and so in my mind they always have higher ambitions. )s &aslow said

human needs appear in order from low to high. @hen low demand is satisfed the higher demand

will appear. To satisfy the employees, managers must know to make fair competition policy, and

facilitate personal development opportunities for employees. )nd !ust when promotion

opportunities are shared among all the new workers the motivation to strive and they do not to

7


8/60

leave the company that will help yield higher efficiency. )dministrators should also open

training courses and seminars to improve knowledge and skills for workers.

2.1.3.*. 6or7 factors

To avoid pressure on the employees, the managers must know how to distribute the work

properly to the right people with the right !obs. ) good manager always knows how to use

talents. In a business not everyone is good/ every person has their own strengths and weaknesses.

%o, to be successful, managers must know the right people, the right people in the right place,

know their own ability. %o new workers can promote the best ability and help achieve the highest

performance.

In fact, a lot of people get bored with their current !ob. The repetition at work, no innovation that

creates uninspired. There are those who prefer to work in groups, there are those who prefer towork independently to e'press creativity and self#determination, some people prefer to work

under the seniorsG command... But in general, employees want to do a !ob that suits to their right

forte, their capacity, the work gives them the opportunity to use the skills trained at school and

they can work freely. These factors will help to avoid boredom for workers and bring about !ob

satisfaction which helps employees to work with enthusiasm and dedication to the business.

2.1.3./. 6or7ing conditions

To let workers can work safely/ managers must fully meet the rising demand for machinery

and e$uipment, sanitation, safety e$uipment, labor, appropriate working time and break time,

corporate culture and welfare policies for employees. Building a working environment in which

all members of the company are able to promote all conditions and demonstrate their uni$ue

capabilities. @orkers want to work in a clean and modern environment, where employees feel

respected with scientific style at work and they do not like working in dangerous conditions,

disadvantages that is inconvenient for them. Hood working environment does not cause

depression at work/ employees will no longer feel comfortable and en!oy their !ob that affecs

labor productivity. Therefore, managers must focus on improving the working conditions for

employees, creating a working environment where employees feel comfortable, e'cited to work

and develop their full potential, his forte in order to achieve the highest labor productivity.

8


9/60

2.1.3.8. 6elfare

@elfare is the benefits that people get from his company in addition to the money that he

earned.

)dministrators must ensure the rights and modes as well as allowances for employees that make

a new push to encourage employees to work. @hen welfare is guaranteed, the employee will be

willing to work, and do not intend to leave the company for other company to search a better

remuneration.

There are also a number of other factors affecting the !ob satisfaction of employees, such as !ob

autonomy, !ob stability, !ob performance evaluation, communication...

2.2. Re'ate( e*"irica' stu(ies

Aere are some of the results of research on !ob satisfaction level of employees.2.2.1. ,ndrews study "2992%

)ndrew;s survey in -- gave the results of research on !ob satisfaction in one of the

following countries+

In the Fnited %tates, 9= of employees surveyed said they felt satisfied with their !obs and only

a few replied not satisfied. The other researchs showed that employees are very satisfied with the

current !ob ? In Eenmark and respectively :- in 1apan.

)ccording to the above results of the study, the women;s !ob satisfaction level is higher than

men;s and the satisfaction with age is F#shaped curve.

The study identified the factors that raise the level of !ob satisfaction include+

# %afety at work.

# %mall workplace.

# Aigh income.

# *olleague 6elationship.

# 4ess moving time.

# &onitoring problem.

# Public 6elations.

# The opportunity to improve their learning.

9


10/60

)ccording to the study results also showed that satisfaction level of female is higher than the

level of !ob satisfaction of male with F#shaped curve age, the issue of !ob safty is the most

important.

2.2.2. :uddy-s study "299*%

4uddy used 1EI to learn the !ob satisfaction of employees in the Institute of Public Aealth in the

@estern *ape, %outh )frica. 4uddy had the satisfaction survey in five aspects of !ob satisfaction,

such as income, promotion, supervision from their superiors, colleagues and the nature of the

!ob. The results show that workers at the Institute of Public Aealth in the @estern *ape satisfied

mostly with their colleagues, followed by the nature of work and the supervision. Promotion

opportunities and salary are two the factors that workers feel discontent. In addition,

occupational category, race, gender, education level, seniority, age, and income and position

influenced significantly !ob satisfaction.)lthough this 4uddy study;s results said that all D factors as the nature of work, the treatment, the

supervision, promotion and co#workers are related to the !ob satisfaction of employees (the

number is -: samples, he said that future studies need to be further done to confirm this

relationship. ) notable feature of this study is that 4uddy he had tried dividing factors affecting

!ob satisfaction factors into two groups. The first group is the factors and marital status. The

second group called institutional factors including the nature of work, the compensation 7 salary,

superior supervision, promotion opportunities, and position.

2.2.3. ;oeve-s study "2998%

Boeve (--> conducted a study of !ob satisfaction of lecturers in the faculty of doctor

assistant training in medical schools in the Fnited %tates based on using two#factor theories of

Aerberg and work description inde' of %mith,


11/60

with !ob satisfaction of these lecturers. 6egression analysis showed that in addition to the four

factors are the nature of work, relationship with colleagues, opportunities for development and

support from their superiors, working period at the faculty also affects the satisfaction of the

lecturers (The longer they work the more satisfied they are. This also e'plains the !ob

satisfaction in this study is greater than the satisfaction of each of the 1EI factors. It is clear that

in addition to the factors mentioned in the 1EI other factors also affect the !ob satisfaction at

work and the working duration is a factor. Euration of work that affects !ob satisfaction in this

case is due to the particular nature of scientific work in this teaching !ob. )mong the influencing

factors to be considered in this study, the nature of the !ob is the most influential factor on the

overall !ob satisfaction. Through his research, Boeve also tested the correctness of the theory of

Aerberg and 1EI.

2.2.$. The study of Tran 5im ung et al

The study of Tran


12/60

seven independent variables (K are+ (8 income, ( colleagues relationship, (: conditions and

working environment, (9 training and promotion opportunity, (D the support from superiors, (?

!ob characteristics, (> welfare.

Diagram:

&igure 2.2. :inear model +hart

3.1.*. The hypothesis for the study model 2n the basis of the research results on the influence factors to the overall satisfaction of

employees in the company there is hypothesis for the research models as follows+

A8+ @hen employees are satisfied with the salary they get, they are more satisfied with the work.

A+ @hen employees are satisfied with the support and the help of colleagues, they are more

satisfied with the work.

A:+ @hen employees are satisfied with the working conditions and environment of the company,

they are more satisfied with the work.

A9+ @hen employees are satisfied with the training and promotion opportunities of the company,

they are more satisfied with the work.

AD+ @hen employees are satisfied with the support and help from superiors, they are more


12

*olleague 6elationship

1ob characteristics

%upport from superiors

@orking environment

Training and promotion

2pportunities

@elfare

1ob %atisfaction4evel

Income

Individual factorsC )geC Hender

C LualificationsC IncomeC 1ob positionM


13/60

A?+ @hen employees are satisfied with social welfare policies of the company, they are more


A>+ @hen employees are satisfied with the !ob characteristics, they are more satisfied with the

work.

13


14/60

CHAPTER !

RE)EARCH /ETHODO$O0

!.1. Ana'+tica' fra*e-or

3.1.1. ,nalytical model

&odel+ Input # Process # 2utput.

Input+ shows the profile of the asked person about age, gender, education level, working

seniority and general information on business related to research problems. It also includes the

respondent;s perception of the level of !ob satisfaction of employees.

Process+ shows the data collection, assessment through $uestionnaire analysis, checklists and

the data e'plaination.

2utput+ %hows that companyGs consideration on the level of !ob satisfaction of employees.&igure 3.1. The model of measuring the satisfaction level of the employees wor7ing at

&=M>+=

Input Process 2utput

14

63%P2E3T%GP62"I43

# )ge# Hender

# @ork seniority# 3ducation attainment# 1ob position

63%P2E3T%G 12B%)TI%")*TI2

# Income# 6elationships withcolleague# Improving the !obsatisfaction level of

employees in thecompanyes# @orking conditions# Training andpromotion opportunities# %upport from superiors# @ork factors# @elfare

))40%I% )E3V)4F)TI2

# Eata collection # Eata processing # Eata )nalysis

&3%F)6IH TA312B

%)TI%")*TI243V34 2" TA33&P42033% )TTA3 PA2 03

&3*A)I*)4 1%*

# %olution# 6ecommendations# Improving the !obsatisfaction level of

employees in thecompany


15/60

3.1.2. Research uestions

The thesis has been made to answer the following $uestions+

# @hy the satisfaction level of the employees should be measured at work in the Pho 0en

mechanical 1oint %tock *ompanyN

# @hich factors can affect !ob satisfaction of employees in the Pho 0en mechanical 1oint

%tock *ompanyN

# )re workers in Pho 0en mechanical !oint stock company really pleased with their work or

notN

# @hat is the result after implementing the survey, rating the !ob satisfaction level of

employees in Pho 0en mechanical !oint stock companyN

# @hat is the solution to improve the !ob satisfaction level of employees in Pho 0en

mechanical !oint stock companyN3.1.3. >plaining variables

Independent variable K (also known as e'planatory variables+ 6eflects the causes that lead to

results.

The dependent variable 0 (or e'planatory variables+ 6eflects an aspect, an attribute of the

research issues that will be changed when impact variables change, in other words+ It is the

response to the effects of independent variables.

In addition, the thesis also studies the characteristics and needs of workers, such as gender,

education level, working time, average income, the improvement need in the business, and the

current difficulties of workers.

!.2. Data co''ection

3.2.1. ?rimary data

Purpose of collecting information is to assess the work and the !ob satisfaction level and !ob

performance of each employee at Pho 0en mechanical !ont stock company. Then point out that at

which rate the !ob satisfaction level of employees is, and compare it with the criteria and policies

that the company has launched to meet the needs and satisfaction of employees.

To gather data, in the research, the $uestionnaire survey for interviewing directly and indirectly

the employees. The content of the $uestions in the $uestionnaire are presented in the appendi'.

15


16/60


17/60

%tep 8+ *ombining random sample and choosing sample according to the introduction with

the number of sample is 88.

%tep + Eeveloping a survey to 88 people available at Pho 0en mechanical !oint#stock

company.

%tep :+ Hathering the survey and collecting information then aggregate results.

%tep 9+ Erawing *onclusions.

!.!. Data ana'+sis

3.3.1. Method of aggregating data

# "or secondary information

)fter collecting the secondary data, I classify, organie information in order to prioritie the

importance of information.# "or primary information

To assess the level of !ob satisfaction of the employees who were asked to rate the D level

4ikert scale as follows+

i,ure !.!. 3 'ee' $iert sca'e

)ca'e Ran,e %erba' e4"'anation

D 9.-8 Q D.-- *ompletely satisfied

9 :.-8 Q 9.-- %atisfied: .-8 Q :.-- Temporarily satisfied 8.-8 Q .-- Eissatisfied8 -.-8 Q 8.-- Very dissatisfied

(Source: !nternet)

Luestionnaires after completion will be checked and typed into the computer using 3'cel

software to perform aggregate and process data.

%ynthetic &ethodology+ Based on survey results to synthesie the comments on the contents

need asking.

Aandling+ %ynthesie feedback results in scale on 3'cel software.

3.3.2. Methods of analy)ing data

17


18/60

( Methods of descriptive statistics@are used to describe the basic properties of data collected

from e'perimental studies on various forms.

Eescriptive statistics+ the process of gathering, synthesiing and processing data to transform

data into information.

The method used to represent the data+

C Table

C Hraphs

C umber

( Methods of comparison

*omparison method is the method of reviewing analysis criteria by relying on the comparison

with a target data base (the original target. The criteria for comparison are+ Plan target of abusiness period, the implementation of the previous business period, typical enterprise target in

the same branch.

*onditions for comparison are+ The comparison target must be consistent with the elements of

space, time, and the same content of economic, units of measurement and calculation methods.

&ethod of comparing has two forms+ absolute and relative comparison. )bsolute comparison is

based on the difference of the two comparison criteria which are analysis and base targets. The

relative comparison is the proportion ( of the analysis target compared with the original target

to show the completed degree or the ratio of the absolute difference with the original targets to

e'press growth speed.

@ith this method we can compare the data, reports, labor productivity, production and

business activity results in the previous $uarters, years to assess, identify changes to take

measures to ad!ust accordingly.

5eviding method

The thesis is devided according to two criterias+ the managers and workers and employees

are working in "2&3*2.

CHAPTER #

RE)EARCH INDIN0)

18


19/60

#.1. Oerie- of Pho en /echanica' J)C

$.1.1. The formation and development process of the company

$.1.1.1. :egal status and formation history

# PA2 03 &3*A)I*)4 12IT %T2*< *2&P)0 # "2&3*2, formerly known as

Pho 0en bearings factory was established by establishment decision dated on 8-.8=.8=>9#

Eecision o+ :7LE7T*%ET &inister of Aeavy Industry (the &inistry of Industry and

Trade.

# 8==? the *ompany was renamed as Pho 0en &echanical *orporation under Vietnam 3ngine

and )gricultural &achinery *orporation (V3)& Eecision o.+ 9-7LE#T**B on -87-?78==?

by the &inistry of Industry.

# &ay -97--, the company changed its name as Pho 0en mechanics+

C Pursuant to Eecree >9#*P of ovember 8st, 8==D of the Hovernment on the functions, tasks,powers and organiational structure of the &inistry of Industry/

C Pursuant to Eecree D-#*P of )ugust th, 8==? of the Hovernment on the establishment,

reorganiation, dissolution Bankruptcy and %tate Eecree o.: of )pril th, 8==> on amending

and supplementing a number of articles of Eecree o. D-#*P/

C )t the re$uest of the Vietnam 3ngine and )gricultural &achinery *orporation on document

o. - 7 &E4# 7 VP &arch 8th, -- on renaming the Pho 0en &achanical *orporation/

C )t the re$uest of the head of 2rganiation # Personnel Eepartment.

# In --: the company converted to Pho yen &achinery *orporation under the Eecision o+

8787--: 8D7--:7LE#B* of the &inistry of industry.

$.1.1.2. !ead office for operation and transaction

# ame+ Pho 0en &echanical 1oint %tock *ompany

# )bbreviation+ "2&3*2

# )ddress+ Bai Bong Town # Pho 0en # Thai guyen Province.

# Tel+ --: ?:-: "a'+ --: ?:88

# 3mail+ fomecoRvnn.vn @eb+ http+77www.fomeco.vn

# Trading )ccount o.+ 8--8----999=8 VietinBank # Vietnam 1oint %tock *ommercial Bank

for Industry and trade# %ong *ong# Thai guyen branch.

# Initial capital+ capital+ D.9?> billion.

19
mailto:[email protected]:[email protected]


20/60

$.1.1.3. The development process of the company and the achievements

C "rom formation period to before ---+

The company was firstly put into operation so there are many difficulties, the production

technology is still backward, has no e'perience in production, $uality of products is not high, is

difficult to search a stable market. Aowever, by the time the country situation remained difficult,

the subsidy period, the company had achieved the set targets. In 8=, the company was awarded

the national &edal of employeesG first class, second class and merits by the province.

%tage after ---+

The company has produced steady, focus on improving product $uality, technological

innovation, and market e'pansion across the country.

*urrently, the company;s products are reputed in the market, gaining the respect from customers.

)ll products of the company are $uality management standard I%2 =--+---.

#.1.2. unctions an( (uties of the co*"an+

$.1.2.1. &unction

Eesigning, manufacturing, selling and purchasing materials, parts, e$uipment, bearings,

tools, manufacturing and saling automotive parts, agricultural machinery, motorcycle, roberval

balance, overhead track scale, installing industrial machinery, tractors, cars and other mechanical

products.

$.1.2.2. uties

The main task of the Pho 0en &achinery *orporation is as producing engineering products such

as bearings, gearbo'es, bevel, automotive parts, motorcycles to meet the increasing demands of

the domestic and abroad market in terms of $uantity and $uality. In addition, the company also

ensures officers and employees living, implements the state obligation to contribute to the

development of national economy.

#.1.! The co*"an+6s *ana,e*ent structure

2rganiational structure of the company is arranged according to the following principles+

20


21/60

C Indirect compact organiational struture, reducing the focal task, ensuring fast resolution of

the management.

C Fsing effective utiliation and building capacity, accountability of leaders.

C 2rganiing the production in line with business plan of the company.

C The *ompany applies market mechanisms, fle'ible employers to ensure and encourage

skilled workers

+hart $.1@ =rgani)ational +hart of &=M>+=.

21


22/60

(Source: "uman resource department#F$%&'$)

C %tokeholder Board+ is the highest management department, have full right to represent the

company to decide all matters relating to the rights and obligations of the company.

22

%tockholder Board

&anagement Board

Board of directors

%upervisory

Board

Thefu

ncti#ons

center

Produc#in

gfactori#es

Prod

ucing

mang

ermentcenter

&ark

etbusin

esscente

r

"inan

ceand)cco

untin

g *ent

er

6esear#ch andEevelo#pment*enter(6E

Eesi

gnTech

nolog

y *ent

er

3ner

gyengin

eerin

g e$uip

ment

*ent

er

Production plan

mon

i

toring *entr

e

Beari

ngs

prod

ucing

facto

ry

Aeat

treat

ment

facto

ry

3$ui

pment

repai

ring

facto

ry

3ngi

neeri

ngfacto

ry8

3ng

i

neeri

ngfacto

ry,

Trade Promotion*enter


23/60

C Board of Eirectors+ The board is elected by %toke holder Board, is directly responsible in

charge of all business operations.

C Board of %upervisors+ is elected by %toke holder Board whose duty is to supervise and control

and investigate all activities of the &anagerment Board and the Board of Eirectors to ensure the

rights of the members in the company.

C The function centers+

# Prodution &anagement and 3'ecutive *enter+ managing, organiing labor, arranging internal

labor...

# Business market center+ introducing and consuming.

# "inance and accounting center+ There are accounting tasks, ensuring financial accurately,

transparently, supervising business activities/ assisting the director control production, the

company;s business, financial statement preparation.# Eesign Technology *enter+ Preparing production plan by month, $uarter or year in the

company, planning short and long term production. In charge of the technical issues, product

manufacturing technology, researching, improving technology, organiing, managing, and

assessing initiatives.

# 3nergy Technical device *enter+ 6esponsible for repairing machinery, e$uipment and power

supply for the entire company.

# Production plan monitoring *entre+ supervising the companyGs business as planned.# Trade Promotion *entre+ supporting the product policy, pricing and distribution policy of thecompany.# 6esearch and Eevelopment *enter+ &arket 6esearch, capture market demand, researching,

improving product design.

*e manu+acturing +actories:

# Bearings producing factory# Bearings producing factory+ %pecialiing in manufacturing all kinds of bearings for machinetools.# Aeat treatment factory+ heating specialist items in the company and orders outside the

company.# 3$uipment repairing factory+ 6esponsible for repairing machinery and e$uipment.# 3ngineering factory 8+ %pecialiing in producing parts, tools of molds, !igs for the other factoryin the company, processing and producing mechanical items such as rollers, conveyor for unitsand coal mining, cement factories.# 3ngineering factory + Producing the goods for Aonda Vietnam *ompany as+ cone, pot, bowl,

nut, and scooter.

23


24/60

$.1.$. The situation in terms of capital4 labor and technical infrastructure of the company

$.1.$.1. The capital situation

"2&3*2 is now D8 owned shares under Vietnam 3ngine and )gricultural &achinery

*orporation (V3)& so the capital is previously granted by the state. )fter e$uitiation, the state

capital declines, the capital and loans increase.

$.1.$.2. The labor situation

@ith large#scale production, Pho 0en &echanical 1oint %tock *ompany has $ualified and

skillful staffs with large number. To develop, the labor factor is essential, management and

employers will effectively promote business activities smoothly and effectively.

Table $.2@ The situation of wor7ers at &=M>+= 2912

*riterion -8 6ate (Total number of employees

8. )ccording to the nature of labor

# Total direct labor

# Total indirect labor

?:

D-9

8>=

>:.

?.. )ccording to $ualified labor

# Fniversity and college

# Intermediate, technical workers

# 2ther

8-8

9??

88?

89.>

?.

8>:. )ccording to gender

# &ale

# "emale

DD>

8?

8.DD

8.9D9. )ccording to age.

# Fnder :- years old

# "rom :- to 9D years old

# 2ver 9D years old.

:9

:

8>

9>.99

:9

8.D?

D. )ccording to working duration# The indefinite working contract

# @orking contracts 8 to : years

# @orking contracts under 8 year

# ot sub!ect to contract

9-8

9?

88D

88

D.>8

?.>:

8?.9


24


25/60

The above table shows, the number of employees is relatively big. The number of $ualified

employees accounts for a large proportion. "or the company produces technical items so most

labors are male.

To meet the needs of employers with increasingly levels, the company has training programs,

fostering employeeGs skill such as applicating !ob training forms, at workplace organiing

workshops, conferences, seminars, worker level training and retraining to create a new political

theory training, training on occupational safety...

C %trong point+ workforce with an average age of : is enthusiastic determined young force. The

company always creates an environment for employees to develop e'pertise and professional

organiations to improve their skills in school, additional knowledge. The company has the

human resources policies to attract young workers who have good morals in particular. @orking

Policy is reasonable for hours 7 day, the company has diet shifts for workers in public holidays,allowed under provisions of the 4abor *ode, workers are e$uipped and in labor safety mode, ful

social insurance. In addition, the company also has preferential regimes such as tourism

organiations every year, employee incentives, organiing holiday activities such as 7:,

birthdays for staff and employees...

C 4imit+ bulky staff management doesnGt promote the efficient management, discipline is not

strict. Teams of ine'perienced young workers, self#discipline consciousness make it difficult to

manage labor.

$.1.$.3. The situation of technical facilities

Pho 0en &achinary *orporation is mechanical production company specialiing in parts,

molding fittings, bearings, auto parts motorcycle ... re$uires high precision devices e$uipped

with the modern advanced epuiptment. Technical facilities ensure good manufacturing, always

e$uipped with appropriate and innovative work re$uirements and improve labor productivity.

&achinery imported with high value and high accuracy.

$.1.*. Summary results of the company-s business in the years from 2919 to 2912

In recent years, the domestic and foreign economy meets difficulties. Inflation economic

crisis increases so the factories face difficulties in production and consumption. Aowever, the

Pho 0en &achinary *orporation still completed the plan, sales remained strong.

25


26/60

Table $.3@ Status of the business results of the company.

o Luota Fnit -88 -8Eisparity

Price

8 %ales providinggoods and services

VS 9.-?.:-.8= D8.88.>8.8 .:>9.=D-.=== 88=.D

*ost of goods sold VS :?.=.D:9.?D 9?.-:.>.-- =.-.>9:.::D 8>.-?

: *ost of sales VS .9.>8=.:>= 98=.:=.: #8.?D.:=-.898 8.:D

9Businessadministration cost

VS :.:D8.-:>.D9= :.:8.9:.8=: #:.DD9.:D? ==.-:

D "inancial cost VS =8>.:D>.:-: 8.:==.:.8-9 98.=-.-8 8D.D9

? 2ther incomes VS -D.>=>.8?> .8?:.?? #88>.?::.D-D 9.9

> 2ther costs VS 8?>.-->.D: D8.D?.>?D #88D.8D-.>?> :8.-D

Profit beforeTa' VS -.8->.: ?:.8-D.-?- #8>.--.: >.>>

= Business income Ta' VS -.-?.=>8 8D.>>?.?D #9.D-.>-? >.>>

8- Profit after ta' VS ?-.--.=8 9>.:.>=D #8.>D.88> >.>>

(Source: Finacial report #F$%&'$)

The current economy is tough, but sales of the company had increased. In -8, revenue

increased 8= compared to -88. Aowever, profits fell due to the cost of inputs increases,

reducing profitability.$.1./. The survey results through data stored in ?ho Aen Mechanical 0oint Stoc7 +ompany

office

Through the process of collecting historical data, statistical data on welfare policies, labor

safety, and worker support in -8-#-8, the thesis obtained the following results+

$.1./.1. The propaganda of safety4 occupational health4 fire

The propaganda and guidance on safety, occupational health, fire in the recent years there

have been many advances. Production &anagement *enter has developed the promotional

activities such as organiing training courses, hanging banners, slogans around the company and

launching the legal contests on safety, occupational hygiene, and fire. %pecified as follows+

Table $.$. issemination results on safety4 occupational health4 fire.

26


27/60

No Contents 2717 2711 2712

8 2pen training courses on safety, occupational

health, fire protection (class

:

*heck the safety, occupational health, fireperiodically (times

9 9

: 2rganie contests on safety, occupational

health, fire (times

8 8

(Source: Sa+ty actiity report F$%&'$)

In -8 the company opened three training courses on labor safety and hygiene, fire safety for

workers, safety inspections and occupational health, fire periodically every : months. The

company has also organied competitions and improved work safety and fire protection in

productive labor.$.1./.2. 6or7er support

@orking mode support, welfare policies, personal insurance e$uipment, professional

refresher training is done and fully implemented. The result is done in the following table+

Table $.*. The the wor7er support results through the years

No Contents 2717 2711 2712

8 6eplace personal protective e$uipment

(times

8 8

The birthday celebration for staff (times - 8 8: Periodic health e'amination (times 8 9 2pen training courses and professional

training courses

9 > 88


Two years ago, though there were economic fluctuations, but the company always strived to

ensure that any support, welfare policy and replace protective e$uipment for workers. umber of

replacement e$uipment and personal protective periodic health e'amination is every ? months.

The birthday celebration for staff and workers is 8 times 7 year and in -8 the company has

organied 88 training courses and professional training for employees.

$.1.8. Salary and allowances situation for employees

C "or managers and office staffs who are not directly related to production will be paid

according to the actual working time.

27


28/60

C "or labors who directly produce will be paid by product

In addition, employees also receive salary allowances such as night work, overtime, position

allowances or regional allowances (when traveling, to'ic compensation, year#end bonuses,

lunch support, wedding gifts, birthday gifts, the sick leave interest...

The non#salary allowances such as travel, picnics, gifts for individuals who have children

with outstanding academic achievement, holidays and insurance coverage such as health

insurance, social insurance, body insurance, and unemployment insurance.

$.1.B. =ther activities

# Sports and cultural actiities+ with the aim of ensuring the employees to have a stable

health and strong team spirit, solidarity, enthusiasm productive labor, $uarterly and annual public

the company organies cultural programs to encourage sports enthusiasm and responsibility ofthe member as the football, workshops, inter#company football, the table tennis, badminton,

tournament between departments, cooking fairs, cultural shows ew 0ear, *hristmas, birthday

party, sightseeing schedule for officers and employees of the company.

# 3mulation activity+ *ompany holds annual competition by rewarding employees with

innovative ideas to improve organiational structure, work style, improve product, production

process and certified by the Eirector to create e'citement for each employee, to promote

creativity in the implementation of company#wide goals, distributes emulation for e'cellent

production, the movement labor, work, the environment in the factories, building a strong and

clean working environment in the whole company.

# raining courses+ the company regularly organies training courses for the staff for the

development needs of the company or of the %tate trend+ the protective cover safety strengthens

propaganda and raises the awareness of the safety for each employee group. 6egular training

plan, advanced training and professional $ualifications for staff and improves the skills of

workers, organies wage increasing performance annually for workers.

#.2. The research resu'ts on the satisfaction 'ee' of the e*"'o+ees at the Pho en

/echanica' J)C 5 O/ECO

$.2.1. Statistical sample surveys and research

28


29/60

%urveyees are managers (e'cluding board members and employees, workers at "2&3*2

Votes sent are 88 votes, received 8=: votes. The response rate is =8.

Table $./. The number of uestionnaires sent and received

The nu*ber of

8uestionnaires

)ent

9for*s:

Receie(

9for*:

Res"onse rate 9;:

&anager : : 8--%taff 8>= 8?8 =-

(Source: !nestigated results)

)t the shift briefings, the total emitted survey has 88 votes, individual leadership of the

company;s receipt of 8--, while the number of employees feedback is only =-.

$.2.1.1. &or the investigated objects who are managers

6esults+ "orms sent are : votes, received : votes. The response rate was 8--.

Table $.8. The number of sent and received uestionnaires "for managers%

The nu*ber of 8uestionnaires )ent

9for*s:

Receie(

9for*:

Res"onse rate

9;:

2ffice &anager 9 9 8--"actory &anager 8--

(Source: !nestigated results )

( nformation on the respondents "managers%

Table $.B. The survey results on the staffs ualifications4 seniority.

Criterion

Aera,e

a,e


30/60

( The income structure of managers wor7ing in &=M>+=

Table $.#. The income structure

Inco*e )e8uence Rate 9;:

Fnder : &illion"rom : #D &illion"rom ?#8- &illion : >2ver 8- &illion =

Total : 8--(Source: !nestigated results )

In general, the salary of managers in Pho 0en &achinery *orporation is not high

compared to the current average income. %alary which is over 8- million for department

heads and managers accounts for . %alary is under 8- million for managers in the lower

position.

$.2.1.2. &or the respondents who are laborers

Investigated 2b!ects are the company;s employees working in the department and in

factories.

6esults+ The $uestionnaires sent are 8>= votes, received 8?8 votes. The response rate was

=-.

Table $.19. The number of sent and received uestionnaires "for employees%.

The nu*ber of 8uestionnaires )ent

9for*s:

Receie(

9for*:

Res"onse rate

9;:

2ffice staff ?- D9 =-"actory staff 88= 8-> =-

Total 8>= 8?8


( nformation of the respondents "employees%

-uali+ication

Table $.11. The survey results on ualified wor7ers in &=M>+=.

0en(er

D 8:"emale D > = :Total 8 :> 9 8?8

30


31/60


The table above shows that the education level of workers in "2&3*2 is not uniform, the

number of general workers is $uite high (D. 2n the intermediate level and general workers

accounted for 88 of the 8?8 total in survey data (>D.

or/ seniority

Table $.12. The survey results seniority of employees.

Criterion

Aera,e

a,e

&or seniorit+

Tota'8#>

years

#89

years

8D#-

years

2ver -

years&ale

"emale

:

=

>=

8?

:

9

8=

8

8:

:

Total =9 :? - 8- 8?8


The survey results on average age and seniority of the employees working at "2&3*2 show the

rather young average age.

This is a producing company so the ma!ority of workers were men (?, women accounts for

89.

%taffs with 8#> years seniority are =9 people accounted for D proportion, %taffs with #89

years seniority are :? people accounted for , %taffs with 8D#- years seniority are - peoplefrom 8D#- years accounted for 8, %taffs with - years or older seniority accounted for about

?.

$.2.2. Survey results on overall satisfaction and satisfaction in each factors group for the

managers at &=M>+=

$.2.2.1. Ceneral satisfaction of management staffs at the company

Table $.13. Ceneral satisfaction of management staff at &=M>+=.

Criterion 0enera' )atisfaction accor(in, to

sca'e

8. @orking conditions and environment 9.8. @elfare 9.8:. Training and promotion 2pportunities :.9

31


32/60

9. %upport from superiors 9.D. Income :.??. 1ob characteristics 9.8>. 6elationship with colleagues :.>


The above table shows general satisfaction level in two criterias that are the opportunity for

training and promotion, and income of managers in the company is $uite low. &ost of the

managers are only temporary consent of income and promotion opportunities, particularly in this

difficult economic period, the salary can not meet the e'pectations of managers that will e'ert

adverse impacts on the level of !ob satisfaction that leads to bad conse$uences to production

activities of the company.

32


33/60

$.2.2.2. Survey results on satisfaction in each factors group for the managers at &=M>+=

a4 Satisfaction level of managers with the wor7ing condition and environment of the company

Table $.1$. ,ssess the satisfaction level of managers with wor7ing environmental and condition at the company

Ea'uation resu'ts on the

-orin, con(ition an(

eniron*ent

Abso'ute'+ (o not

satisf+

Do not satisf+ Te*"orari'+

satisf+

)atisf+ Abso'ute'+

satisf+)u**ar+ of fee(bac

resu'ts accor(in, to the

sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

*lean environment ? 8 ? 8= 9.4abor safty :- =9 ? 9.8@orking presure ? 8= 9 8 8 D? 9 8 :.?3$uipments for the work 8= D= 8: 98 9.9


b4 The satisfaction level of managers with welfare schemes and policies of the company

33


34/60

Table $.1*. ,ssess the satisfaction level of managers with welfare schemes and policies at the company.

Ea'uation resu'ts on -e'fare

sche*es an( "o'icies of

the co*"an+

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+


resu'ts accor(in, to

the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

Personal support

(transportation, lunch,

illness,etc.: = D > 9 8: 9.-

Periodic health e'amination D > > 9.)nnual travels 8= D= 8: 9- :.9%ocial insurance 8 : - ?: 9.?


c4 Satisfaction level of managers with training and promotion opportunities

Table $.1/. ,ssess the satisfaction level of managers with training and promotion opportunities at the company.

34


35/60

Ea'uation resu'ts on trainin, an(

"ro*otion o""ortunities

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+

satisf+ )u**ar+ of fee(bac


the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

The companies create more

opportunities for personal development

= 89 99 = :.-

0ou are given training and career

development opportunities

: = > ?= :.?

*lear and fair promotion policy D 8? = 8 D? :.90ou are engaged in promotion ? 88 :9 8= D= :.D


d4 The satisfaction level of managers with their leadership at &=M>+=

Table $.18. ,ssess the satisfaction level of managers with their leadership at the company.

Ea'uation resu'ts on the

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+


35


36/60

'ea(ershi" at the co*"an+ resu'ts accor(in, to

the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

4eaders with ability, good vision and

the ability to run the company

9 8: 88 :9 8> D: 9.9

@orkers who receive much attention

from the seniors

> 89 99 88 :9 9.8

4eaders listen to the views and

thoughts of employees

8- :8 8 D? 9 8: :.

4eaders who value the talents andcontributions

? 8D 9> 8D 9> 9.9


e4 The satisfaction level of managerment staff with income level

Table $.1B. ,ssess the satisfaction level of managers with income.

Ea'uation resu'ts on the inco*e

Abso'ute'+ (o

not satisf+

Do not satisf+ Te*"rorari'+

satisf+

)atisf+ Abso'ute'+


36


37/60


the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

The salary is commensurate with the

results of work

? 8= > 8? D- : = :.D

"air and reasonable policy : = D 89 99 > :.The salary are paid completely and on

time

8> D: 8D 9> :.D

0ou can afford your living based on the

salary

: = 88 :9 8 D? :.D


f4 The satisfaction level of managers with job characteristics

Table $.1#. ,ssess the satisfaction level of managers with job characteristics.

Ea'uation resu'ts on

job characteristics

Abso'ute'+ (o

not satisf+

Do not satisf+ Te*"rorari'+

satisf+

)atisf+ Abso'ute'+ satisf+

)u**ar+ of fee(bac resu'ts

accor(in, to the sca'eumber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

37


38/60

Very interesting !ob : > = 9.:

&any challenge !ob D 8D 9> = 9.-&oderate workload D 8? ? 8 8 : :.=The work re$uires

creativity

: = - ?: = 9.


g4 The overall satisfaction level of managers

Table $.29. ,ssess the overall satisfaction of company managers.

Ea'uation resu'ts on oera''

satisfaction 'ee'

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+



the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

38


39/60

In general, I feel that working

conditions, policies, welfare of the

company is very good.

: = 8? D- 8- :8 : = :.9

I want to work long#term in the

company.

? 88 :9 8 : > :.

3veryone in the company is very

friendly

9 8 D 8D 9> D 8? :.>


39


40/60

Co**ent>

D The survey results on measuring the job satisfaction level of the managers at

&=M>+=@

# $n t*e 0or/ing conditions and enironment:

)ssessments on working condition and environment (Table 9.89+ : respondents were

satisfied with working conditions and environment of the company. "or the working pressure,

there are ? people dissatisfied (8=.

# el+are sc*emes and policies o+ t*e company:

)ssessment on welfare regime and the policy of the company (Table 9+8D+ : respondents

were satisfied with personal support (transportation, lunch, visiting ... periodic health

e'amination and company pays health insurance, social insurance for managers. "or annual

traveling regulation, there are 8= people temporarily happy (not really satisfied accounted

for D=.

# raining and promotion opportunities:

3valuation results on training and promotion opportunities (Table 9+8?+ : people were

asked and = respondents are not satisfied with the development opportunities (, :

respondents are not satisfied with the training and professional development policy (=, D

respondents are not satisfied with promotion policy (8?, respondents are not satisfied

with the criteria to participate in promotion (?.

# *e companys leaders*ip:

The assessment on the company;s leadership (Table 9+8>+ In general, all managers are

satisfied with the company;s leadership.

# !ncome:

The assessment on income of managers in the company (Table 9.8+ : people were asked ?

respondents are not satisfied with wages (accounted for 8= and : respondents are not

satisfied with compensation policy of the company (accounted for =. There are : peoplewho are not satisfied with the living standard (=.

#2o3 c*aracteristics:

The assessment on !ob characteristics (Table 9+8=+ In general, most people are satisfied with

their !ob characteristics.

2verall, we can see that the managers of the company are satisfied with the above criteria

e'cept for two criteria as wages and promotion opportunities. They want long#term

commitment to the company. They said that their colleagues are friendly.


41/60

$.2.3. Survey results on overall satisfaction and satisfaction in each factors group for the

wor7ersEemployees at &=M>+=

$.2.3.1. =verall satisfaction level of wor7ersEemployees in the company

Table $.21. The satisfaction level of general manager at &=M>+=.

Criterion 0enera' satisfaction accor(in, to

sca'e

8. @orking conditions and environment 9.8. @elfare :.:. Training and promotion 2pportunities :.99. %upport from superiors :.>D. Income :.:?. 1ob characteristics :.>

>. 6elationship with colleagues :.>(Source: !nestigated results)

&ost employees in the "2&3*2 are satisfied with the above criteria, but the scale of income

and promotion opportunities remain low and may affect the !ob satisfaction level of workers.


42/60

$.2.3.2. Survey results on satisfaction in each factors group for the wor7ersEemployees at &=M>+=

a4 The satisfaction level of employee with the wor7ing environment at the company

Table $.22. ,ssess the satisfaction level of employees with wor7ing conditions and environment in the company.

Ea'uation resu'ts on

-orin, eniron*ent

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+

satisf+)u**ar+ of fee(bac resu'ts accor(in

to the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

*lean environment > 8> 8 >? 8 > :.=4abor safty 8:D 9 ? 8? 9.@orking presure 99 > == ?8 8 88 :.3$uipments for the work DD >: 9D 9.D


b4 The satisfaction level of employee with welfare schemes and policies of the company

42


43/60

Table $.23. ,ssess the satisfaction level of employee with welfare schemes and policies of the company.

Ea'uation resu'ts on -e'fare

sche*esan( "o'icies of

the co*"an+

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+



the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

Personal support (transportation,

lunch, illness,etc.

9 8D D> :D - D- :.:

Periodic health e'amination = DD > 9D 9.9)nnual travels 9- D ?: := D :? :.8%ocial insurance =: D ? 9 9.9


c4 Satisfaction level of employee with training and promotion opportunities at &=M>+=

43


44/60

Table $.2$. ,ssess the satisfaction level of employee with training and promotion opportunities at the company.

Ea'uation resu'ts trainin, an(

"ro*otion o""ortunities

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+



the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

The companies create more

opportunities for personal development

:D D: :: ?? 98 > 9 :.:

0ou are given training and careerdevelopment opportunities

8= 8 D8 : : D D :.D

*lear and fair promotion policy :> : ?9 9- : - 8> :.:0ou are engaged in promotion :? :9 8 >: 9D 8 88 :.D


d4 The satisfaction level of employees with their leadership at &=M>+=

Table $.2*. ,ssess the satisfaction level of employee with their leadership at the company.

Ea'uation resu'ts on 'ea(ers

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+


44


45/60

resu'ts accor(in, to the

sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

4eaders have ability, good vision and the

ability to run the company

8> >= :9 8 9.

@orkers receive much attention from the

seniors

D 8? D8 : DD :9 :- 8= :.?

4eaders listen to the views and thoughts

of employees

9- D 99 > D9 :9 : 89 :.9

4eaders value the talents andcontributions

9> = :> : 99 > :: - :.9


e4 The satisfaction level of employee with income

Table $.2/. ,ssess the satisfaction level of employee with income.

Ea'uation resu'ts on inco*e

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+


45


46/60


the sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

The salary is commensurate with the

results of work

?? 98 D : :: - 8- ? .=

"air and reasonable policy 9 ? D= :> : 9 89 :.The salary are paid completely and

on time

:9 8 DD := 9 9.-

0ou can afford your living based on

the salary

9 8D D D: 9- 9 8 > :.


f4 The satisfaction level of employee with their job characteristics at &=M>+=

Table $.28. ,ssess the satisfaction level of employee with their job characteristics at the company.

Ea'uation resu'ts onjob

characteristics

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+

satisf+ )u**ar+ of fee(bac resu't

accor(in, to the sca'eumber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

46


47/60

Very interesting !ob : 89 := 9 >= 9= - 8 :.?

&any challenge !ob ? 8? :> : ?D 9- :: - :.>&oderate workload 8= 8 8 88 88D >8 = ? :.=The work re$uires creativity :- 8= 8 88 =? ?- 8> 8- :.?


g4The overall satisfaction level of wor7ers at &=M>+=

Table $.2B. ,ssess overall satisfaction level of the employees at the company.

Ea'uation resu'ts on oera'' satisfaction

Abso'ute'+ (o

not satisf+


satisf+

)atisf+ Abso'ute'+

satisf+ )u**ar+ of fee(b

resu'ts accor(in, t

sca'e

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

umber

of votes

6ate

47


48/60

In general, I feel that working conditions,

policies, welfare of the company is very good : 9 9: > ? 9 8 > :.:

I want to work long#term in the company = D ?: := D8 : : 9 :.>

3veryone in the company is very friendly D 8? :? ?? 98 :9 8 :.>(Source: !nestigated results)

48


49/60

Co**ent>

4 *e surey results on assessing t*e 5o3 satis+action leel o+ employees at F$%&'$:

# *e 0or/ing condition and enironment:

C )ssessment results on working condition and environment (Table 9.+ 8?8 employees who

were asked are satisfied with the working condition and environment of the company. "or the

working pressure and environmental hygiene, there are >8 people who are not really satisfied

(99.

# el+are sc*emes and policies o+ t*e company:

C)ssessment results on welfare and the policy of the company (Table 9+:+ in 8?8

respondents, 9 are not satisfied with the personal support (transportation, lunch, visiting ..., 9-

are not satisfied with the travelling (D.

# raining and promotion opportunities: C 3valuation results on training and promotion opportunities (Table 9.9+ @ith 8?8

respondents, there are :D are not satisfied with the promotion opportunities (, 8= are not

satisfied with the training policy and professional development (8, :> are not satisfied with

promotion policy (:, and :? are not satisfied with the criteria to participate in promotions

(.

# *e companys leaders*ip:

C 3valuation results on the company;s leadership (Table 9+D+ There are >D people who are

not satisfied with the concerns of leadership (98, 9> people who are not satisfied with the

talent and contribution criteria (=.

# !ncome:

C 3valuation results on income of workers in the company (Table 9+?+ @ith 8?8

respondents, there are ?? people are not satisfied with the salary (98, 9 people are not

satisfied with the bonus policy (? and 9 people who are not satisfied with the living

standards (8D.

# 2o3 c*aracteristics:

C 3valuation results on !ob characteristics (Table 9+>+ @ith 8?8 respondents, there are =

people who are not satisfied with the !ob characteristics (?8, and >= people are completely

satisfied with the !ob characteristics (9.

49


50/60

In general, we find that there are many people working at the company "2&3*2 who are

not really satisfied or not satisfied with their work. But for some reason, they still have the desire

to work and commit to the company.

$.2.$. +omparing survey results on measuring the job satisfaction among staff and

management at &=M>+=

Table $.2#. ntegrating survey results on job satisfaction.

The oera'' assess*ent /ana,ers E*"'o+ees

8. @orking conditions and environment 9.8 9.8. @elfare 9.8 :.:. Training and promotion 2pportunities :.9 :.99. %upport from superiors 9. :.>D. Income :.? :.:?. 1ob characteristics 9.8 :.>>. 6elationship with colleagues :.> :.>


%ummary of responses according to the scale of overall assessment of the !ob satisfaction

level of managers and employees at "2&3*2 shows that the satisfaction level among managers

and employees has significant differences, especially in terms of wage policy. The results show

that the $ualifications and seniority between managers and employees in the company are not

homologous so evaluating the awareness and the same problem will have certain influence, the

comparison is $uit not suitable.

$.2.$.1. ,chivements

@ith a view to respect labor as a key component of the company, the company is not waiting

passively for labor to reflect difficulties, whether they are not satisfied with, do not agree with

the views and policies of company leadership so the company actively surveys, captures the

needs of the employees to give an appropriate policy to support the aspirations, the needs for

work, the best conditions to work.

"or welfare regime, the company always meets the minimum re$uirements for workers tomeet the individual support, such as transportation, lunch, sick visits, and meeting, traveling,

birthdays, *hristmas, and cultural and sports activities... create conditions for employees and

company leaders to meet and e'change more intimate closeness, and encourage workers.

"or wages, generally meet consuming activitie needs of the ma!ority of workers.

50


51/60

"or working condition and environment, the company has met the full e$uipment of labor

protection, a clean environment and good working conditions for employees.

The company also regularly organies professional training courses for officers and employees in

the company, and advocacy seminars on safety, occupational health, and fire prevention to ensure

fire safety for workers, willing to work hard. )void the unfortunate accident to workers.

$.2.$.2. +ause and limits

*e income:

# @orkers find themselves underpaid, wages are not commensurate with the results of work,

salary is not guaranteed for the life of their needs. The payment is based on the basic salary and

the salary level of each person creates a situation that employees are not willing to work at their

best. There are people who do simple !obs that do not re$uire high $ualifications, but they still

get high#wage because of seniority. There are people who do !obs that re$uire high$ualifications, work pressure ... but they get low salary !ust because of less seniority. %o the

wages do not ensure fairness between workers.

# In recent years, economy is unstable, the cost of living rising simultaneously and continuously,

but the company has not made timely ad!ustments to increase wages for workers. ow, the

average income of employees is :#9 millions, in which food accounts for :-#9- of the income,

and because of the lack of housing for employees, many of them have to rent houses.

# "2&3*2 was formerly known as Pho 0en 8 state business that has e$uitied be the state still

holds over D- of shares so the implementation of wage policy is still not fle'ible. The company

is not forceful to pay people who really contribute to the company but pay in average so do not

create incentives to stimulate workers, causing the une$ual pay between the workers.

*e promotion policy:

# The company was spun off as a !oint stock company, but the state still holds over D- of all

shares so there is no innovation in the operation of the company. )ll staff positions are directed

by leaders/ they are $ualified, capable but have a not very well relation with the personality of

the boss so they are not used as an important staff. Thus, causing psychologically discomfort to

workers, workers are no longer enthusiastic and satisfied with your current !ob position.

51


52/60

CHAPTER 3

CONC$U)ION AND PO$IC I/P$ICATION

3.1. Conc'usions

"rom these findings and investigations on the !ob satisfaction level of employees in "2&3*2,

Thai guyen, I have some following comments+

The study was conducted to determine how the relationship between !ob satisfactions affects

the work performance of employees at "2&3*2. empirical research results has identified seven

factors that affect !ob satisfaction of employees as+ (8 income, ( working condition and

environment, (: welfare policy, (9 training promotion and opportunities, (D relationships with

colleagues, (? support from superiors, (> !ob characteristics. Aowever, after the surveying and

processing data there are two factors that can affect significantly on the !ob satisfaction level ofemployees at "2&3*2 as+ (8 income, ( opportunities for promotion

In which promotion opportunity factor mostly influences !ob satisfaction level of employees

(with : of the employees who are not satisfied with the promotion policy of the company.

In general, employees at the company are $uite satisfied with their !ob. They are most

satisfied with 5welfare policy factor. ) small number of workers are not satisfied with income

and promotion opportunities.

"inally the research presents solutions based on direct analysis of factors affecting !ob

performance of employees, thus helping the company measure to improve the work performance

of employees.

The study has the following limitations+ because the study were conducted in Pho 0en

&achinery *orporation so the result in this study is not representative for all other companies in

the same industry. The reason for this restriction is limitation of time and cost so I have to

minimie the scope of the study to achieve a consistent and reliable result.

"urther research+ I need to e'pand the scope of research for other companies to be able to

compare, have overall assessment results on businesses in Vietnam and the effects of !ob

satisfaction on the employee;s !ob.

52


53/60

3.2. Po'ic+ i*"'ications

The company has set the development direction in the ne't year+ continue innovating regulation,

structure and production management direction, marketing, enhancing, searching capabilities

!oint ventures, diversifying traditional products to e'ploit all the available capacity of the

company, gradually upgrading and renewing e$uipment and machinery, applying the latest

technological achievements in accordance with company production line, improving product

design $uality, accounting client trust, thereby increasing the volume of product sales, e'panding

domestic and foreign markets.

*.2.1. ?roduction development

*ompany regular guides and inspects and monitors stringent design and $uality standards in

accordance with the regulations and the company;s commitment to customers, deliveries are

always on time and $uantity is right.6eserving materials reasonably is to minimie the impact of with rising prices of raw materials

that affects the production and business activities.

The company continues researching effective management of products, manufacturing

products in accordance with I%2 standards of $uality management systems, improving product

$uality to meet customer needs.

*.2.2. ;usiness epansion4 mar7et development

&aintaining a reasonable policy with traditional customers and constantly looking for new

clients. Promoting the development of agent networks, e'panding sales network rapidly in

domestic and worldwide market.

&aintaining traditional markets, *ontinue strengthening and improving distribution channels,

completing the price mechanism in consistent with the market to improve competitiveness and

e'pand market.

1oin in the stock market to raise financial position, image, and enhance understanding and

interest of investors and customers for the *ompany;s products and the company, creat a positive

image of the company in society and investors.

*.2.3. The development of human resources

*e deelopment o+ t*e *uman resource+

# "orming the labor system, organiing the high#level structure of the logical structure and

industry level to each sector, each business unit or operating management responsibility to

53


54/60

clarify ... each employee. 3ach person working in each location has to ensure ade$uate standards

prescribed by labor positions. 6emove untrained labor status.

# Investigating officials and employees in the unit under the criteria of age, professional

$ualifications, competence, e'cellence, and health for training and retraining suitable labor plans.

# Increasing, constructing and consolidating staff capablity and political $uality for

professional technical high level staff.

# *aring the staffGs life.

*.2.2. Solutions to improve the satisfaction level of employees at &=M>+=

*.2.2.1. Solution for factor improvement Fpromotion at wor7F

# Promotion policies+ %urvey results show that : of workers are not satisfied with the

promotion policies in the company. "air promotion and incentive policies will be attractive tostaffGs efforts, commitment and they will contribute to the sustainable development of the

company.

# The company;s leaders need to build lots of professional development for each !ob. @ith

this schedule, each employee will know which level they are in so that they are aware of what

knowledge, skills to be improved and developed, powered and then they can advance to higher

positions. @ith each position there will be suitable proportionate salary, bonus, allowances, and

incentives.

*.2.2.2. Solution for FincomeF factor improvement

a, ayment and income distri3ution

# To pay salary for the employees well, the unit needs to improve the evaluation system to

accurately determine the stage of completion of work, thereby determining the e'act number of

comple' systems work by performance of individual employees, as a basis for calculation of

reasonably and accurate salaries, bonuses. "or e'ample+

C *omplete assessment conducted to determine the e'act e'tent of the system done by the

efficiency of individual workers, as the basis for the calculation of salary and bonus.

C "ocus on doing work and assigned plan.

C )fter completing the assessment, the e'change of salaries and bonuses for teams and

individuals is needed making based on the results of performance evaluation of team and

54


55/60

individual. 4abor management department is indirectly paid according to the $uality and results

of the completion of assigned tasks.

3, re0arding and, encouraging employees

# 3ncouraging and prioritiing new ideas, new innovations that can bring practical results for the

unit in production and business operations, enabling ideas in empirical conditional units.

# Henerating competition across units and in each group, implementing new ideas to create

multi#faceted competition.

# There are parts to receive directly comments of employees in the company to constantly

complete services, process rules.

)lthough there have been many attempts by myself, but due to time and access to the

documents is limited, thesis may not advoid shortcomings. I hope to get more valuable

suggestions from teachers so that I can improve my knowledge, e'periences for my future work.By the way I am so honor to give my sincere thanks to Er. Aoang Thi Thu who was so

enthusiastic when guiding me to complete this thesis.

55


56/60

APPENDICE

)UR%E


57/60

: )nnual travels

9 %ocial insurance

:. Eo you satisfy with the training and promotion opportunitiesN

o *riterion 8 : 9 D

8 The companies create more opportunities for personal

development 0ou are given training and career development

opportunities: *lear and fair promotion policy

9 0ou are engaged in promotion

9. Eo you satisfy with the employersNo *riterion 8 : 9 D

8 4eaders have ability, good vision and the ability to run

the company @orkers receive much attention from the seniors

: 4eaders listen to the views and thoughts of employees

9 4eaders value the talents and contributions

D. Eo you satisfy with the incomeNo *riterion 8 : 9 D

8 The salary is commensurate with the results of work

"air and reasonable policy

: The salary are paid completely and on time

9 0ou can afford your living based on the salary

?. Eo you satisfy with the !ob characteristicN

o *riterion 8 : 9 D

8 Very interesting !ob

&any challenge !ob

57


58/60

: &oderate workload

9 The work re$uires creativity

>. The general satisfaction level

o *riterion 8 : 9 D

8 In general, I feel that working conditions, policies,

welfare of the company

thesis._mai tuan linh (18.6.2013) ver eng - official

Documents