MINISTRY OF EDUCATION AND TRAINING

HO CHI MINH CITY UNIVERSITY OF EDUCATION

DEPARTMENT OF ENGLISH
SUBJECT OF BUSINESS RESEARCH

RESEARCH PAPER

THE SITUATION OF EMPLOYEE RETENTION

AT VIETNAMESE COMPANIES IN HO CHI MINH CITY
IN 2014 AND SUGGESTIONS

Instructor: Hung Quoc Nguyen, MEd., MHrm.

Research group: Halo
Members:
Anh Bao Tran
Phuong Bich Thi Huynh
Tran Bao Ngoc Pham
Tuyen Kim Nguyen
Vy My Tran

Ho Chi Minh City, May, 2014

 ADVISORS COMMENTS

........
 ABSTRACT
Employee retention is the cornerstone of any organization success, particularly in the wage
of globalization with the hostile competition between businesses. Previous study indicates
the total cost of employee turnover can reach the amount of 150% of an employees salary;
hence it is a critical issue facing many companies today. In Vietnam in 2010, among 168
foreign and local companies queried in a survey conducted by the executive recruitment
solutions provider Navigos Group, 64% companies ranked staff retention as the most
significant challenge which is worthy of long-term investment. In search of appropriate
retention schemes for Vietnamese companies in Ho Chi Minh City, the paper employed
quantitative method in which questionnaires on staffs satisfaction and suggestions towards
their companys retention practices were conducted. The results assembled regarding the
major reasons for employees departure are undesirable salary and the lack of opportunities
for promotion and career development. From these findings and practices adopted currently
by some Vietnamese companies, two recommendations suggested are linking salary to
staffs performace and benefits to retention, and making the job more challenging and
interesting. How the research comes to these suggestions and some possible ways to
implement them will be revealed in the following chapters.

i
 TABLE OF CONTENTS
Title Page
Advisors Comments
Abstract ........................................................................................................................ i
Table of Contents ......................................................................................................... ii
List of Figures .............................................................................................................. iv
Chapter 1: Introduction ............................................................................................ 1
1.1. Background ............................................................................................ 1
1.2. Objectives ............................................................................................... 1
1.3. Limitation ............................................................................................... 1
1.4. Outline ................................................................................................... 1
Chapter 2: Literature Review ................................................................................... 2
2.1. Definition of talented employee ............................................................ 2
2.2. Definition of employee retention ........................................................... 3
2.3. Definition, classification and effects of employee turnover .................. 3
2.4. Herzbergs Motivation and Hygiene Theory in retaining employees ... 5
2.5. Retention practices proposed by previous studies ................................. 6
2.6. Prevailing retention practices at some Vietnamese companies ............. 8
2.6.1. Offering competitive salary and benefits in an equitable
and transparent working environment ......................................... 8
2.6.2. Offering stock options ................................................................. 9
2.6.3. Building a strong corporate culture ............................................. 9
Chapter 3: Methods and Materials .......................................................................... 10
3.1. Research methods .................................................................................. 10
3.2. Research materials ................................................................................. 11
3.2.1. Questionnaire description ............................................................ 11
3.2.2. Respondent description ................................................................ 11
3.2.3. Other materials.............................................................................. 11
3.3. Overview ............................................................................................... 11
Chapter 4: Findings and Analysis ............................................................................ 12
4.1. The main reason for changing company to work for ............................ 12
4.2. Employees satisfaction with salary and benefits at current company .. 13

ii
 4.3. Employees satisfaction about training and development programs ..... 14
Chapter 5: Conclusion and Suggestions .................................................................. 15
Suggestions .............................................................................................................. 15
5.1. Linking salary to performance and linking benefits to retention ........... 15
5.2. Making the job more challenging and interesting ................................. 16
Conclusion ............................................................................................................... 17
References List ........................................................................................................... 18
Appendices

iii
 LIST OF FIGURES
Title Page
Figure 1. Talent pyramid and choices ........................................................................... 2
Figure 2. Turnover classification of Scheme ............................................................... 3
Figure 3. Hygiene and motivator factors ..................................................................... 5
Figure 4. The research process .................................................................................... 10
Figure 5. The main reason for changing company to work for ................................... 12
Figure 6. Employee's satisfaction with salary and benefits at current company ......... 13
Figure 7. Employee's satisfaction about training and skills development program ..... 14

iv
 Chapter 1: Introduction

INTRODUCTION
1.1. Background
In a globalized environment - the time of high turnover, keeping talents permanently
employed is difficult yet crucial to a companys survival and success. Being regarded as an
emerging economy, Vietnam has been provided many opportunities for global integration but
has also encountered many challenges, including business competition facing by local
companies. Therefore, Vietnamese companies should have the know-how to retain and to
develop their young and creative workforce in order to bolster the companys productivity and
to enhance organizational competitiveness.
1.2. Objectives
This paper aims to investigate the prevailing retention policies of business
organizations in Ho Chi Minh City and the level of employees satisfaction with those policies
as well as their aspirations for improving them. According to the findings and several patterns
learned from some Vietnamese companies famous for their retention schemes, some programs
of retaining talented staff are suggested and believed to be of good use for Vietnamese
companies in general and those in Ho Chi Minh City in particular.
1.3. Limitation
The research addresses the situation of retention schemes employed by Vietnamese
companies within Ho Chi Minh City in the year of 2014. The target population is Vietnamese
white-collar workers of the above firms. Foreign organizations, companies located in other
cities and blue-collar workers are excluded from this study.
1.4. Outline
The paper is comprised of five chapters beginning with the introduction part. The
important theories and some effective retention practices suggested by previous studies are
covered in chapter 2. Chapter 3 includes methods, questionnaire and respondent description,
other materials used and the overview of current situation of employee retention at Vietnamese
firms. Chapter 4 concentrates on findings and analyzing the data collated on retention schemes
of Vietnamese companies in Ho Chi Minh City. Finally in chapter 5, some suggestions and
the conclusion of the research are presented.

Research Author: Halo Group Page 1

 Chapter 2: Literature Review

LITERATURE REVIEW
2.1. Definition of talented employee
Identifying who are talents in the firm is the initial and fundamental step to take prior
to look at other steps in retention strategy designing process. According to the modern
viewpoints, all staff members of an organization are regarded as individuals with unique
competencies and characteristics who are worthy of respect, as they have the potential of
becoming organization leaders (Drake, n.d.). Sharing the same notion, Ulrich and Smallwood
(2011) indicated four kinds of talents: C-Suite executives, leadership cadre, high potentials
and all employees, ranking from high to low position in a company as follows:

Figure 1. Talent pyramid and choices (from Ulrich and Smallwood, 2011, p.1)
Apart from the C-suite executives who have ultimate responsibility for overseeing the
company operations and the top leaders who take the role of developing companys business
model, the high potentials and all employees are also future talents of the company. Ulrich
and Smallwood (2011) defined talent as something all employees possess and it can be
measured by the formula:
Competence x Commitment x Contribution
Competence refers to an employees knowledge and skills, yet competence means
nothing if there is no or little commitment. When employees needs are satisfied, they will
actively engage in their work and contribute to their organization with enthusiasm. From
Ulrich and Smallwoods study, it can be concluded that every employee possesses latent talent.
Only when being offered the right motivations and incentives, e.g. high salary and rewards,

Research Author: Halo Group Page 2

 Chapter 2: Literature Review

great working environment, good communication with managers and colleagues, etc. will they
become the major boost to their companys objectives accomplishment.
2.2. Definition of employee retention
Browell (2003) indicated that employee retention is keeping the members of staff the
organization wants to keep and not losing them for whatever reasons, especially to the
competitors. However, McKeown (2002) argued that as every manager perceives differently
about retention, some of them defined it as the reducing the employee turnover to an
acceptable level whilst to others, it is about compensation and benefits. In sum, retention can
be regarded as various policies and practices employed with the aim of retaining the staff
members a company wishes to keep for a long period of time. It is also vital to note that staff
retention of a firm is heavily depends on its organizational culture in which people behave
towards a set of values, norms, and beliefs (Jones, 2007) when working with each other to
achieve companys objectives.
2.3. Definition, classification and effects of employee turnover
The retention strategy cannot be successfully implemented without tackling the
problem of employee turnover. Generally, turnover is the rate at which staff depart from a
company and are supplanted by the other people (Parkinson, 2008). As per Allen (2008),
turnover is classified into two prime categories namely voluntary and involuntary, each of
which has different organizational implications.

Avoidable
Dysfunctional
Voluntary Unavoidable
Turnover Functional
Involuntary

Figure 2. Turnover classification of Scheme (from Allen, 2008, p.2)

Voluntary turnover is initiated by the employee, and it is the employees volition to

leave the organization. By contrast, the involuntary turnover is the case in which an employee
is asked to leave by the firm, usually due to his or her poor performance. Therefore, voluntary
turnover is more concerned than involuntary turnover and should be paid a great attention by
managers and HR practitioners. So as to minimize the voluntary turnover, a thorough

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 Chapter 2: Literature Review

understanding of the reasons for employees departure and staying in a particular organization
is highly required (Allen, 2008).
With regard the voluntary category, it is crucial to discriminate the dysfunctional and
functional turnover as they exert contrasting impacts on an organization. The dysfunctional
turnover is harmful to a firm and it can be in various forms, e.g. the departure of high
performers or staff with hard-to-replace skills and the turnover rates that lead to high
replacement costs (Allen, 2008). Whilst the dysfunctional turnover is detrimental, the
functional turnover does not harm an organization, e.g. the departure of staff with poor
performance or with easy-to-replace skills.
It is impossible for a firm to retain all the valued employees they desire to keep, hence
the existence of avoidable and unavoidable turnover. Avoidable turnover is caused by some
agents that the firm is able to influence or obviate. For instance, if employees are leaving due
to bad working conditions, the company can redesign the office with more space for staff to
work or provide them with more modern facilities and equipment. Unavoidable turnover is a
result of causes on which the firm has little or no control, e.g. health problems or a desire to
return to school of some employees.
From the study of Allen (2008), it can be observed that among types of turnover, the
dysfunctional one, especially the avoidable turnover is the most significant threat yet can be
controlled by an organization. Thus, efforts, time and money should be adequately invested
by companies in managing this type of turnover.
As regards the impacts of high turnover on
a firm, it is stated that the total cost of employee
turnover is from 90% to 200% of an employees
salary, including recruitment costs, training costs,
lost productivity costs and lost sales costs
(Ramlall, 2003). High turnover can pose a threat
to the companys reputation, e.g. no one feels
confident dealing with an organization that cannot keep their employees. Furthermore, it can
negatively effect staffs morale and company productivity, e.g. the sense of frustration,
instability and tension between new and current staff can lead to employees poor
Research Author: Halo Group Page 4
 Chapter 2: Literature Review

performance. Additionally, vacant positions would create heavier workloads for other staff
members who are probably inexperienced or not trained for these tasks.
2.4. Herzbergs Motivation-Hygiene Theory in retaining employees
Evidence suggests that motivation plays a vitally important role in staff retention since
motivating staff will create and promote their satisfaction towards the job; hence will lead to
strong desire to remain with the organization. One of the most well-known theory of
motivation is Frederick Herzbergs two-factor theory. Having conducted a number of
studies in the region of Pittsburg, USA in the late of 1950s, Herzberg asserted that at work
there are some factors causing job satisfaction whilst others lead to job dissatisfaction (Cotton,
1988), as being shown in the Figure 3.

HERZBERGS TWO-FACTOR THEORY

HYGIENE MOTIVATORS

The No No Job The Job Job

Dissatisfaction
Environment Dissatisfaction Satisfaction Satisfaction

Pay Meaningful and challenging work

Status Recognition for accomplishment
Security Feeling of achievement
Working conditions Increased responsibility
Fringe benefits Opportunities for growth and advancement
Pocily and admistrative practices The job itself
Interpersonal relations

Figure 3. Hygiene and motivator factors (from Mondy and Premeaux, 1995, p. 318)
On the one hand, hygiene factors are in the job context - the interrelated conditions in
which the job is conducted. These factors are comprised of pay and benefits, working
conditions, interpersonal relations, etc. It is concluded by Herzberg that hygiene factors cannot
Research Author: Halo Group Page 5
 Chapter 2: Literature Review

enhance motivation yet can lead to dissatisfaction. Thus, a clean and well-organized office
such as the following shown here may be crucial to prevent dissatisfaction amongst staff
members but employees who work in such
office are not necessarily motivated and
happy. In other words, hygiene factors can
only obviate the problems, they cannot
create or promote positive motivation as
well as retention.
Motivators, on the other hand, can
generate high level of well-being,
satisfaction, therby building the staffs
desire to stay and contribute to the
enterprise. Motivatiors reside in challenging work, recognition for accomplishment,
achievement, increased responsibility, career propects and the job itself. Whereas hygiene
factors are concerned with the job context, the motivators relate to the job content which is
internal to the job (Mondy & Premeaux, 1995). Herzberg argued that instead of giving a great
attention to the motivators, many managers are focusing on employee salary, benefits and
working conditions, which cannot tackle the problem of staffs low satisfaction and retention.
Hence, so as to obtain excellence, it is a must that organizations satisfy employees needs for
both hygiene factors and motivators. Moreover, HR practitioners should show considerable
concern over the latter by providing more challenging and interesting work, increasing
recognition, responsibility as well as offering more opportunities for growth and advancement.
2.5. Retention practices proposed by previous studies
As being synthesized from numerous researches on employee retention by Allen
(2008), there are some HR practices which can assist an organization in obtaining its retention
objectives including recruitment, training and development, compensation and rewards,
supervision, and employee engagement.
Since recruitment practices considerably influence turnover, Breaugh and Starkes
study (as cited in Allen, 2008) suggests presenting candidates with a realistic job preview

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 Chapter 2: Literature Review

(RJP) in the recruitment process will

positively affect their desire to remain
with the firm in the future. An RJP
showing job characteristics, potential
challenges encountered while working
and performance expectations from the
company will help prospective
employees prepare and adjust
themselves to adapt to new working environment.
Because training and development provide many opportunities for promotion and high
salary earning, they can keep staff satisfied and certain about future growth within an
organization, thereby reducing the employees desire to leave. This practice can be particularly
crucial in certain jobs which require constant updating of skills such as jobs in the field of
information technology.
Amongst several compensation and rewards practices, the one proposed by Ippolitos
research (as cited in Allen, 2008) which is the explicit link between rewards and retention is
most likely to ensure the fairness and transparency. For instance, long vacation can be
associated with senior staff, retention bonus or stock options can be offered to longtime
employees, or defined benefit plan payouts can be linked with years of service.
As the staffs satisfaction with their boss
and the equitable treatment by supervisors are
argued to be related with retention, developing
better managers is vital. Some practices which are
training managers in leadership, holding them
accountable for subordinates retention and
identifying and removing abusive supervisors can
be useful in retaining staff.
Ramsays study (as cited in Allen, 2008) shows that there is a strong correlation
between engagement and retention, i.e. engaged staff are five times less likely to leave than
not engaged ones. In this regard, job design, recruitment and selection, training and
Research Author: Halo Group Page 7
 Chapter 2: Literature Review

development, and compensation and performance management are powerful practices that can
influence and strengthen employees engagement within an organization.
2.6. Prevailing retention practices at some Vietnamese companies
2.6.1. Offering competitive salary and benefits in an equitable and transparent
working environment
As stated above, the hygiene factors, including pay, do not promote employees well-being
and positive motivation, thereby cannot ensure retention within an organization.
Notwithstanding, staffs dissatisfaction can be caused if their needs related to hygiene factors
are not satisfied, resulting employees departure. Moreover, in the difficult economic time
with the high inflation rate, the cost of living constantly increases, leading to a growing need
for high income amongst Vietnamese workers. As per a recent survey conducted at the
beginning of 2014 by BestViet a national rating employment program, 70% Vietnamese
workers are now focusing much on short-term benefits such as salary and benefits package
besides long-term benefits such as training programs and advancement opportunities.
Accordingly, not only competitive salary and benefits are
valued but an equitable and transparent working environment
is argued to be crucial to obviate employees dissatisfaction
and partially enhance their desire to remain with a company.
At Golden Communication Group one of the leading Vietnamese communication companies
- an open and transparent working environment and a salary grade which matches staffs
contribution after a year or a successful projet is the key for company development.
Furthermore, the transparency in rewarding and in assessing each employees performance is
also vital to retain high quality staff. Golden
Communication Group shows its high respect and
appreciation towards employees by sharing its profits
with them, i.e. a staff member working at overseas
communication agency can be rewarded with an amount
of money that equals to the salary of two or three
months, depending on their constribution and the
success of the project they run (Bao Nhi, 2014).
Research Author: Halo Group Page 8
 Chapter 2: Literature Review

2.6.2. Offering stock options

Offering stock options remains new in Vietnam yet is very common all over the world
nowdays. Nonetheless, there are some major Vietnamese enterprise that have adopted and
developed this practice so as to attract, retain good staff and to encourage their engagement
and dedication such as REE, Kinh Do, Alphanam, Sacombank, and FPT. At FPT, the source
of this kind of reward comes from the companys net profit margin and fund. Only the staff
members with above two years of constant service are offered the priviledge of buying
companys stock at a favourable price. At Alphanam, directors of affiliates will be rewarded
1 billion nominal value of stock if their organizations have three years running 40% rising
each year and 30% profit growth. The stock options program at REE is for three main type of
staff members - senior managers, high-performers including sales staff, caliber engineers, and
high potential staff (Pham, 2014).
2.6.3. Building a strong corporate culture
As mentioned above, employee retention is highly contingent
on corporate culture in which people behave towards a set of
values, norms, and beliefs when working with each other to
achieve companys objectives (Jones, 2007). Evidence suggests
that separate favorable treatment is purely short-term tool whilst
a friendly and open working environment where employees are
respected, actively involved in decision-making process, are
trained and provided with opportunities for challenges, experiences to achieve success, etc is
the determinant of staff engagement promotion, thereby retaining them. With that vision,
VPBank has attracted and retained many talented senior staff from major banks and financial
companies (Pham, 2014). Golden Communication Group is also famous for its flexible
structure and creative-promoted culture. In the company, there is no distance between
managers and employees; all staff members are encouraged to voice their interests and needs.
The prominence in this culture is the elimination of bureaucracy from the structure and the
studying from foreign companies style with necessary alterations with the aim of adapting to
the culture and the characters of Vietnamese people (Bao Nhi, 2014).

Research Author: Halo Group Page 9

 Chapter 3: Methods and Materials

METHODS AND MATERIALS

3.1. Research methods
So as to achieve the mentioned objectives, the paper employed quantitative approach
in which questionnaire is used to collate the staffs opinions about retention policy at their
company. The process of conducting the research occurred within 15 steps and is summarized
as follows:

STEP 1: Topic choosing, STEP 2: Proposal STEP 3:

information collecting adjustment, Questionnaire design
and proposal writing questionnaire
preperation

STEP 6:
STEP 5: Questionnaire STEP 4: Questionnaire
Questionnaire conducting revision
analysis

STEP 7: Research STEP 8: Research STEP 9: Research paper

paper draft paper draft writing draft revision and
preperation adjustment

STEP 12: Presentation

STEP 11: Research paper STEP 10: Research
preperation
revision paper writing

STEP 13: STEP 14: Research STEP 15: Research

Presentation and paper adjustment paper submission
adjustment

Figure 4. The research process

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 Chapter 3: Methods and Materials

3.2. Research materials

3.2.1. Questionnaire description
The questionnaire is comprised of three prime sections. The first section resides in
some closed questions about general information of respondents. The second part investigates
the current situation of retention policy at Vietnamese companies in Ho Chi Minh City and
includes nine questions in the form of rated responses, ranging from staffs opinions about
salary and benefits to that on information and communication channels. The third section
consists of six questions about employees sugeestions towards retention practices of their
firms which are in the form of multiple response.
3.2.2. Respondent description
The target population of the questionnaire are the white-collar workers who are
working for Vietnamese firms within the area of Ho Chi Minh City in 2014. The respondents
include 42 male and 51 female white-collar workers raging from 18 years old to above 35
years old who are living and working in Ho Chi Minh City.
3.2.3. Other materials
The sources of this research are search engine, topic-related books, printed sources,
Microsoft software and online sources. In terms of Microsoft software, the Microsoft Word
2007, the Microsoft Excel 2007, and Microsoft PowerPoint 2007 are used.
3.3. Overview
According to a research of BestViet conducted at the beginning of 2014, 70%
Vietnamese employees asserted that a stable job which helps them to earn enough for living
is their most important career target. This is because in the difficult economic time with the
high inflation rate, the cost of living constantly increases, leading to a growing need for high
income amongst Vietnamese workers. From 2009 to 2012, the average salary grade increased
by 35%, particularly in 2012, the average salary grade went up faster than the inflation rate
did at that time (Bao Nhi, 2014). Moreover, due to the impacts of the economic recession on
Vietnam in 2008, many Vietnamese businesses are compelled to cut cost, and the expense for
human resource is considered more carefully and strictly calculated. Consequently, employee
retention practices at many companies may not be received an adequate investment.

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 Chapter 4: Findings and Analysis

FINDINGS AND ANALYSIS

4.1. The main reason for changing company to work for

0% Poor working conditions

8%

10% No opportunity for

37% promotion and
development
Low salary

Bad working relationship

with boss/colleagues
45%
Other reasons

Figure 5. The main reason for changing company to work for

It can be observed from the figure 4 that undesirable salary (45%) and a lack of
opportunity for propmotion and development (37%) are two most common reasons causing
the departure of white-collar workers. This is due to the fact that although in Ho Chi Minh
City nowadays there are numerous Vietnamese companies, the small and medium-sized
businesses still take the larger proportion compared with the major ones. Consequently, these
firms are not able to offer their staff a very high salary as well as put a heavy financial
investment in high-level training and development programs to ensure the significant growth
of their employees in the future. Furthermore, as poor working conditions take 0% amongst
the above departure causes, it shows that Vietnamese organizations have sufficiently invested
in modern facilities and equipment so that their staff can work in the most comfortable
environment, thereby producing high productivity.
It can be concluded from the chart that high incomes and opportunites for promotion
and development are currently the most concerned and critical reasons for white-collar
workers in Vietnamese companies in Ho Chi Minh City to remain with their firms. Therefore,
only when these needs are satisfied will the staffs desire to stay be enhanced. Unfortunately,
the low salary and the shortage of promotion and development opportunities are now the
weaknesses of many Vietnamese firms retention schemes in Ho Chi Minh City.
Research Author: Halo Group Page 12
 Chapter 4: Findings and Analysis

4.2. Employees satisfaction with salary and benefits at current company

100% 2% 5%
8% 8% 8%
90%
80% 32%
70% 38%
52% 54% 47%
60%
50%
40% 52%
30% 31%
54% 33%
20% 38%
10%
14% 14%
3% 7%
0% 0%
My salary is My salary is balanced I receive good The benefits I receive I am satisfied with my
competitive compared by my responsibility benefits beiside my from my company is companys policy on
with the domestic and my performance. salary. more attractive than salary raises and
labor market. that of my friends in benefits.
other companies.

Very agree Agree Disagree Very disagree

Figure 6. Employee's satisfaction with salary and benefits at current company

From the figure 5, it can be seen that the number of employees who consider their salary
competitive and suitable constitutes large proportion: 54% and 52% respectively.
Nevertheless, a high proportion of employees are dissatisfied with the benefits package they
receive (52%) and consider it less attractive than what other workers are offered by their firms
(54%). This fact has showed that the benefits package in some Vietnamese companies in Ho
Chi Minh City does not match the employees efforts and needs. Moreover, the percentage of
staff members who are satisfied with their firms policy on increasing salary and benefits is
also a bit smaller than that of those who are not (45% and 47% respectively). Although this
may cause little or no problem in the short term but in the long-term run, if there is no
adjustment to the schemes, the proportion of dissatisfaction will probably rise, resulting in a
growth in turnover.
Overall, the action of staying and working for a particular company at the survey time
has proven that to a certain extent, these employees find their salary grade acceptable or even
competitive. However, the benefits package and the policy on raising salary and benefits do
not fit the prevailing needs and expectations of the staff. Accordingly, these schemes require
a review and modification from HR practitioners of these organizations.

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 Chapter 4: Findings and Analysis

4.3. Employees satisfaction with training and development programs

100% 0.0% 0.0% 3.2% 2.2%

90% 15.1%
25.8%
80%
70% 54.8% 55.9%
60%
62.4%
50%
40% 63.4%
30% 26.9%
34.4%
20%
10% 22.5%
10.8% 15.1%
7.5%
0%
I participate in seminars and I am provided with adequate I have many opportunities My company invests in
workshops needed to work materials and training for development and training and development
effectively. programs to develop promotion. programs for staff.
working skills.
Very agree Agree Disagree Very disagree

Figure 7. Employee's satisfaction with training and development programs

In general, most Vietnamese companies in Ho Chi Minh City are aware of the
importance of basic training courses and programs which assist their staff in acquiring job-
specific knowledge and skills and enable them to conduct their work more easily and
effectively. This has been shown by the high level of satisfaction from employees with 63.4%
of them approve of the job-skills workshops organized and 62.4% of staff members satisfied
with the amount of necessary materials and training working skills programs.
Nonetheless, there is still little opportunity for them to grow and to be promoted within
their organization (54.8% employees do not have chances to upgrade their position and 55.9%
of white-collar workers are serving in some firms which do not invest in high-level
development programs). This fact can be explained by the hostile competition among small
and medium-sized companies in the city which lead to the tight budget for advanced training
and development courses investment. Furthermeore, it seems that these organizations are too
focusing on making profit to pay attention to their staffs future growth. As a consequence,
they have overlooked this need of staff which can ensure the sustainable future of an
organization if it possesses the know-how to balance its profitability and individuals
development need of its staff.

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 Chapter 5: Conclusion and Suggestions

CONCLUSION AND SUGGESTIONS

Suggestions
5.1. Linking salary to performance and linking benefits to retention
Based on retention practices proposed by previous studies and some most favourable
suggestions from the respondents of the survey, the first retention scheme that Vietnamese
companies in Ho Chi Minh City can employ to achieve their retention goals is to explicitly
link salary grade to employees performance and benefits to years of service. These practices
are particularly powerful in not only balancing a companys profitability and its paying budget
but also in assuring the equity within the firm and encouraging high performance and retention
amongst staff.
With regard to the link between salary and performance, each member of staff will
certainly be paid a fixed salary grade every month, yet one can earn more than that if he or
she has a good or excellent performance in that month. Thus, an employees salary will
accurately reflect his or her effort and contribution to the organization. This practice can be
conducted by evaluating ones performance according to their effectiveness and efficiency at
work, which may vary amonstg different jobs and positions. For example, the performance of
an employee in Sales department can be measured by the sales he or she abtains in a month
whilst for staff in HR department, their performaces are assessed by the success and efficacy
of the HR practices implemented in the firm, which are usually intangible. It is vital to note
that the paying plan and the assessment process should be carefully and equitably designed
and conducted so as to ensure the fairness and transparency in the organization, otherwise this
scheme will only cause staffs dissatisfaction, hence the increase in turnover.
Concerning the practice of linking benefits to years of dedication, Vietnamese firms
can offer more vacation hours with cost sponsorship to senior staff members and their families
or link defined benefit plan payouts to years of service. For the latter, it is suggested that an
employee who has been working for his or her company for longer than 10 years can have his
or her own benefit plan payouts with the defined levels of benefits equal to the years of
contribution. This means that the longer one stays and serves in an organization, the more
benefits this person will gain from his dedication.

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 Chapter 5: Conclusion and Suggestions

5.2. Making the job more challenging and interesting

So as to make a job more meaningful and interesting, mangers can give employees
short, small and challenging projects which require them to stretch their abilities or to learn
new skills and knowledge. Thus, they can have more growth opportunities.
Prior to assign employees any project, a manager needs to define the employees job
content, characteristics and result expectation. It is vital to note that managers should obviate
his or her assumption about the job and the result as staff are likely to have different ideas
from those of mangers and if there is any unclear or conflicting expectations about the
performance, the working relationship can be damaged. Thus, the discussion should be open
and managers should emcourage and provide more opportunites for employees to talk about
their needs and to contribute suggestions to the work.
After these discussions, managers can design some challenges an employees job or
assign the employee a demanding project which their needs and competencies can handle. In
this stage, grouping some staff members into a team to run the project can create more
challenges for them since this presents opportunites for building and honing some important
skills such as communication skills, teamwork and interpersonal skills, trouble-shooting skills,
etc. Although the project or the work poses certain challenges, a clear and attainable goal
should be set for the staff or team members so as they can understand what they are going to
do and achieve the excellence.
While running the project, it is crucial for managers to practice an appropriate and
effective project management as well as to show appreciation and give compliments on
employees good performance. These courses of action not only let them know that managers
value tham as high potential individuals but also motivate them to obtain more improvements
and good results. It is noteworthy that the project should be sufficiently short and small so that
the employees are not be overwhelmed and stressed by the workload but they have time to
gain necessary skills and valuable experience from it (Bragg, 2002).
Creating more challenges in work and motivating them to raise to these challenges and
reach higher performance can be a powerful retention practice since it makes employees job
more meaningful and provides many chances for them to acquire more skills and knowledge
for their advancement, thereby increasing their satisfaction and desire to remain with the firm.
Research Author: Halo Group Page 16
 Chapter 5: Conclusion and Suggestions

CONCLUSION
Andrew Carnegie, a renowned industrialist of 19th century once said: Take away my
factories, my plants; take away my railroads, my ships, my transportation, take away my
money; strip me off all these but leave me my key employees, and in two or three years, I will
have them all again. These words remain true in todays evolution of technology and global
integration. It is a prime concern of many firms that whether their ability to attract, engage
and retain the right people is considerable enough to achieve the organizational objectives and
to enhance their competitiveness. Studies have shown that the future success of a firm heavily
depends on how they can adopt an appropriate and effective retention strategy by which
satisfaction, innovation and flexibility in the work environment are created and developed.
The quantitative method is employed in the paper with the secondary data is used to
collate conceptions and theories in literature review. In addition, questionnaires on staffs
notions and aspirations for essential alterations in their companies retention policy are
delivered. The result regarding main reasons for white-collar workers in Ho Chi Minh City to
change company to work for are the low salary and the shortage of promotion and
development opportunities.
Making the job more interesting and challenging is believed to be the most cost-
effective and appropriate retention practice for Vietnamese companies in Ho Chi Minh City
since it can bring the long-term benefits for both organizations and their staff members. In this
practice, assigning employees short, small and challenging projects can provide them more
opportunities to obtain and to hone their skills and priceless experiences which are vital to
their growth and advancement.
Due to the shortage of time, human sources and knowledge in the field, the paper has
some limitations. Several parts of the questionnaire are still left open without analyzing and
offering solutions. Wishfully in the near future, there will be an opportunity for the researchers
to return to these matters. The research also serves as a reference for those who have interests
in the topic as well as for further study.

Research Author: Halo Group Page 17

 REFERENCE LIST
Allen, D. G. (2008). Retaining talent [ebrary Reader version]. Retrieved from
ebrary database.
Bao Nhi. (2014, March 16). Giu chan nhan su: Khong chi bang luong thuong [Retaining
employees: Not only by salary and benefits]. Lao Dong. Retrieved from
http://laodong.com.vn/kinh-doanh/giu-chan-nhan-su-khong-chi-bang-luong-thuong-
186375.bld
Bragg, T. (2002). Motivate your employees by offering more interesting, challenging job
experiences. Retrieved from
http://www.bizjournals.com/louisville/stories/2002/09/02/editorial2.html?page=all
Browell, S. (2003). Staff retention in a week [ebrary Reader version]. Retrieved from
ebrary database.
Cotton, D. (1988). Keys to management (1st ed.). Southend-on-Sea, United Kingdom:
Longman.
Drake International. (n.d.). Employee retention reducing recruitment by increasing retention
[White paper]. Retrieved from
http://www.drakeintl.co.uk/Publications/Employee-Retention.pdf
Jones, G. R. (2007). Introduction to business How company creates value for people
(1st ed.). West Patel Nagar, New Delhi: Tata McGraw-Hill.
Mondy, R. W., & Premeaux, S. R. (1995). Management concepts, practices and skills
(7th ed.). Englewood Cliffs, NJ: Prentice-Hall.
Parkinson, D. (Eds.). (2008). Oxford Business English dictionary. New York, NY: Oxford
University Press.
Pham, L. (2014, January 7). Chieu giu nhan tai hieu qua cua cac dia phuong, doanh nghiep
[Effective retention practices in some regions and at some businesses]. Giao duc Viet
Nam. Retrieved from
http://giaoduc.net.vn/Muc-cu/Vi-khat-vong-Viet/Chieu-giu-chan-nhan-tai-hieu-qua-
cua-cac-dia-phuong-doanh-nghiep-post137329.gd

Research Author: Halo Group Page 18

Ramlall, S. (2003). Organizational application managing employee retention as a strategy
for increasing organizational competitiveness. Applied H.R.M Research, 8(2), 64-72.
Retrieved from
http://www.xavier.edu/appliedhrmresearch/2003-
Winter/MS%208_2_%20Ramlall.pdf
Ulrich, D., & Smallwood, N. (2001). What is talent [ebrary Reader version]. Retrieved from
ebrary database.

Research Author: Halo Group Page 19

 APPENDICES

Appendix 1A: Questionnaire English version

Appendix 1B: Questionnaire Vietnamese version

Appendix 1C: Questionnaire results by charts

Appendix 1D: Questionnaire results by table

Appendix 2: Research Agenda

Appendix 3: Members Percentage

 APPENDIX 1A: Questionnaire English version

MINISTRY OF EDUCATION AND TRAINING

HO CHI MINH CITY UNIVERSITY OF EDUCATION
DEPERTMENT OF ENGLISH
SUBJECT OF BUSINESS RESEARCH
_____________

QUESTIONNAIRE ABOUT EMPLOYEE RETENTION POLICY

OF VIETNAMESE COMPANIES IN HO CHI MINH CITY

Dear Sir/Madam,
We are students from Department of English of Ho Chi Minh City University of Education.
We are conducting a research about employee retention policy of Vietnamese companies in
Ho Chi Minh City. The results will assist us in making some suggestions about important
policies on keeping talented staff to enhance the Vietnamese companies competitive
advantage and the development of these companies. Your responses will be treated with
confidence and all of the information provided will be served for the research purpose only.
I. General information
Gender: Male Female
Age: 18 25 26 35 Over 35
Current working department:
Marketing Financial - Accounting Administration
Human resource Research and Development Sales
Other:
Current position:
Staff Team leader Manager Other: ..
 II. Current situation:
1. Have you ever changed to another company to work? (If YES, please continue
with question 2. If NO, please continue with question 3)
Yes No
2. The main reason for that? (Tick one box only)
Bad working conditions
No opportunity for developing and promoting
Bad working relationship with colleague/manager
Low salary
Other:
3. How satisfied are you with these criteria in your current company?

My company
Satisfied Normal Unsatisfied does not
provide
Salary and benefits

Staffs health and working safety

Training and development programs

Company policy and work flow

Working relationship with collegues and

manager
Information and communication channels

From question number 4 to question number 9, please rate the following statements
according to these levels of agreement/disagreement and tick in the appropriate column.
A. Very agree B. Agree C. Disagree D. Very disagree
 4. Regarding the salary and benefits:
Opinions A B C D

My salary is competitive compared to the domestic labor market.

My salary is balanced by my responsibility and my performance.

I receive good benefits beiside my salary (perks travel, meal,

and vacation)
The benefits I receive from my company is more attractive than that of
my friends in other companies.

I am satisfied with my companys policy on salary raises and benefits.

5. Regarding the staffs health and working safety

Opinions A B C D

The executive board hold staffs health and working safety workshops
for all employees.
I am provided with sufficient modern facilities and equipment necessary
for finishing the work.
My working environment is safe and modern.

6. Regarding the training and skill development programs

Opinions A B C D

I participate in seminars and workshops needed to work effectively.

I am provided with adequate materials and training programs to develop

working skills.
I have many opportunities for development and promotion.

My company invests in training and development programs for staff.

 7. Regarding the company policy and work flow
Opinions A B C D

I was introduced to the work with clear instructions.

The promotion and nomination process in my company are conducted

fairly and transparently.
I can discuss with my boss or HR department about salary-related issues
and the regulation concerning perks.

Assessments are frequently held to help staff recognize the aspects they
need to improve in work.
I really like the programs that encourage staff morale (vacations, family
days, team building activities, etc.) in my company.

8. Regarding the working relationship

Opinions A B C D

I collaborate well with my collegues and I like working with them.

I learn a lot from my colleagues.

There is unfair competition between staff in my office/company.

My boss listens and respects my opinions.

There is no discrimination and bias in my workplace.

9. Regarding the information and communication channels

Opinions A B C D

I am provided with sufficient and correct information to finish the work.

I usually have meetings with my team and assessments with my boss.

 I am informed timely about the changes in company.

My boss asks for employees opinions before making decisions that can
influence on their work.

I understand clearly what should be done and who I can ask for
advices/instructions if I have any problem in the work.

III. Solutions:
Please circle the letter with the change you would like your company to make. More than
one answer is accepted.
10. Which of the followings you would like your company to change in terms of the
salary and benefits?
a. Pay according to productivity
b. Increase salary in accordance with the increased work intensity
c. Support the travels, meals expenses
d. Organize more vacations for employees and their families
e. Others:
11. In your opinion, which of these salary grades is match with your job and
position at present?
a. 3-5 million/month c. 11-15 million/month
b. 6-10 million/month d. Other: .
12. Which of the following changes you would like your company to make
concerning the staffs health and working safety policy?
a. Provide staff with adequate and more modern facilities and equipment
b. Provide safer and more comfortable working space.
c. Staffhealth is checked periodically.
d. Organize staffs health workshops
e. Employees are trained in case of emergencies (fires, earthquakes, etc.)
f. Others: ..
13. Which of the following changes you would like your company to make concerning
the training and development policy?
a. Provide more training and development courses
b. Pay more attention to the quality and the practicality of training and
development programs
c. The trainees are selected overtly and equitably (the selection is based on staffs
performance, competency, attitude and morale, etc.)
d. Provide more opportunities for studying and exchanging experience in inter-
cultural environment.
e. Others: ...
14. Which of the following changes you would like your company to make
concerning the company policy and work flow?
a. Flexible working hours
b. The promotion, reward, punishment and job arrangement are conducted equitably
and transparently.
c. Employees have the right to nominate and self-nominate for promotion
d. The nomination and promotion are only from within the company
e. Employees can make their voice freely and have the autonomy in their work
f. Company has a policy on caring and enhannncing staffs spiritual life.
g. Others:
15. Which of the following suggestions you would like to make to your company
concerning the working relationship?
a. No discrimination between sexes, races, ages
b. Strictly handling matters involving the evasion and the harassment
c. The boss listens and respects staffs voice
d. There are no bias and individualism in the workplace
e. Others:

---------THE END--------
THANK YOU VERY MUCH FOR YOUR CONTRIBUTION
 APPENDIX 1B: Questionnaire Vietnamese version

B GIO DC V O TO
TRNG I HC S PHM THNH PH H CH MINH
KHOA TING ANH
MN NGHIN CU THNG MI
_____________
PHIU KHO ST V CHNH SCH TRNG DNG NHN VIN V NHN TI
CA CC CNG TY TI THNH PH H CH MINH

Knh cho Anh/Ch,

Chng ti l nhm sinh vin Khoa Ting Anh trng i hc S phm TP.HCM. Hin nay,
chng ti ang tin hnh kho st v chnh sch trng dng nhn vin v nhn ti ca cc
cng ty ti TP.HCM. Kt qu kho st s gip chng ti a ra mt s xut v nhng
chnh sch quan trng trong vic gi nhn vin v nhn ti nhm nng cao li th cnh tranh
v pht trin doanh nghip. Tt c cc thng tin Anh/Ch cung cp s c bo mt tuyt i
v ch phc v cho mc ch nghin cu, khng phc v cc mc ch khc.
I. Thng tin chung:
Gii tnh: Nam N
Tui: 18 25 26 35 Trn 35
Anh/Ch hin ang lm vic trong phng ban:
Marketing Ti chnh - K ton Hnh chnh
Nhn s Nghin cu Pht trin Kinh doanh (Sales)
Khc:
Anh/Ch hin ang lm vic v tr:
Nhn vin Trng nhm Trng phng Khc:
II. Thc trng:
1. Trc khi lm cng vic hin ti, Anh/Ch tng thay i ni lm vic hay
cha? (Nu c, xin vui lng tip tc vi cu 2, nu cha xin vui lng tip tc vi 3)
C Cha
 2. L do chnh Anh/Ch thay i ni lm vic: (Ch chn 1 p n)
iu kin lm vic km Khng c c hi pht trin, thng tin
Lng thp Quan h vi ng nghip/cp trn khng tt
Khc:
3. Anh/Ch vui lng cho bit mc hi lng vi nhng iu sau ti ni lm vic
hin ti
Cng ty
Trung Khng hi
Hi lng khng cung
bnh lng
cp
Lng bng v phc li
Sc khe v an ton lao ng
Chng trnh o to v pht trin
cho nhn vin
Chnh sch v quy trnh lm vic
Quan h vi ng nghip v cp trn
Vic thng bo/thng tin n nhn vin

T cu s 4 n cu s 9, xin Anh/Ch vui lng nh gi nhng kin trong bng theo cc

mc sau v nh du X vo ct tng ng.
B. Rt ng B. ng C. Khng ng D. Rt khng ng
4. V lng bng v phc li
kin A B C D
Mc lng ca ti rt cnh tranh so vi th trng lao ng trong nc.

Ti c tr lng xng ng cho trch nhim v cht lng cng vic.

Ti nhn c phc li tt ngoi tin lng (chi ph i li, n ung, ngh

mt).
Ti cm thy phc li ti nhn c t cng ty hp dn
hn so vi bn ng nghip nhng cng ty khc.
Ti rt hi lng vi cch quy nh ch tng lng v cc phc li khc
ca cng ty.
 5. V sc khe v an ton lao ng

kin A B C D
Ban lnh o t chc nhng bui hi tho v tha thun v sc khe
ngh nghip v an ton ni lm vic cho ton b nhn vin.
Ti c cung cp y c s vt cht v thit b hin i cn thit
hon thnh tt cng vic.
Ti cm thy mi trng lm vic ca ti hin i v rt an ton.

6. V vic o t v pht trin

kin A B C D
Ti c tham gia cc kha hun luyn cn thit lm vic hiu qu.

Ti c cung cp y ti liu v chng trnh hun luyn pht

trin k nng lm vic.
Ti c nhiu c hi pht trin v thng tin trong cng ty.
Cng ty ti u t vo nhn vin qua cc chng trnh hun luyn v pht
trin.

7. V chnh sch v quy trnh lm vic

kin A B C D
Ti c gii thiu v hng dn cng vic r rng.

Ti cm thy vic c v thng tin c thc hin cng bng v

minh bch.
Ti c th tho lun vi cp trn hoc phng nhn s v vn lng
hoc ch phc li.
Cng ty ti thng xuyn t chc cc bui nh gi gip nhn vin hiu
r nhng mt cn ci thin nng cao hiu qu cng vic.
Ti rt thch nhng chng trnh khch l tinh thn lm vic ca nhn
vin (ngh mt, ngy gia nh, hot ng xy dng tinh thn ng i v
cc chng trnh khch l khc).

8. V quan h cng s

kin A B C D
Ti lm vic rt tt vi ng nghip v ti thch lm vic vi h.

Ti hc c rt nhiu t cc ng nghip.

Ti thy r s cnh tranh khng lnh mnh gia cc ng nghip trong

vn phng/cng ty.
Cp trn ca ti lng nghe kin ca ti v tn trng ti.

Ti cm thy mi trng lm vic khng c ch ngha c nhn/ khng

i x theo cm tnh.

9. V vic thng bo, thng tin

kin A B C D
Ti c y thng tin ng v cn thit hon thnh tt cng vic.

Ti thng xuyn c cc bui hp nhm v hp vi cp trn ca ti.

Cp trn ca ti lun thng bo kp thi cho ti v nhng thay i trong
cng ty.
Cp trn ca ti tham kho kin ca cp di trc khi ra quyt nh
c nh hng n cng vic ca h.
Ti hiu r nn lm g v gp ai nu c thc mc v cng vic.
 III. Gii php:
Anh/Ch c th chn nhiu p n hoc va chn nhiu p n va cung cp thm kin
khc.
10. Anh/Ch mun thay i g v chnh sch lng v phc li cho nhn vin ti
cng ty?
a. Tr lng theo nng sut
b. Tng cng lm vic v tng lng tng ng
c. H tr chi ph i li, n ung
d. Cng ty t chc nhiu hn nhng k ngh, d ngoi cho nhn vin v gia nh
nhn vin
e. Cng ty c chnh sch h tr nhn vin mua nh, mua xe,
f. Khc:
11. Theo Anh/Ch trong nhng mc lng sau, mc lng no l ph hp v
xng ng vi cng vic v v tr hin ti ca Anh/Ch:
a. 3-5 million/month c. 11-15 million/month
6-10 million/month d. Other:
 12. Anh/Ch mun thay i g v chnh sch sc khe v an ton lao ng cng ty?
a. Nhn vin c cung cp y c s vt cht v trang thit b hin i hn
b. Nhn vin c khng gian lm vic thoi mi, an ton hn
c. Nhn vin c kim tra sc khe nh k
d. Cng ty t chc cc hi tho t vn sc khe
e. Nhn vin c tp hun PCCC v cc tnh hung khn cp khc
f. Khc:
13. Anh/Ch c gp g v chng trnh v chnh sch/chng trnh o to v pht
trin ca cng ty?
a. Tng cng t chc cc kha hun luyn, o to
b. Ch hn n cht lng v ngha thc t cc kha hun luyn, o to
c. i tng c hun luyn v o to c tuyn chn cng khai v cng bng
(da trn thnh tch, nng lc v thi lm vic)
d. To iu kin cho nhn vin hc tp v trao i kinh nghim trong mi trng
quc t
e. Khc:
14. Anh/Ch mun thay i iu g v chnh sch v quy trnh lm vic trong cng
ty?
a. Gi lm vic linh hot
b. Cng bng v minh bch trong thng chc, thng, pht v chuyn i cng vic
c. Nhn vin c quyn c v t c
d. Vic thng chc, bt ch xy ra trong ni b cng ty
e. Nhn vin c t do ng gp kin (v lng bng, phc li,) v c quyn
t quyt nhng cng vic ca mnh
f. Cng ty c chnh sch quan tm v nng cao i sng tinh thn ca nhn vin
g. Khc: .
h. Anh/Ch c gp g v quan h ng nghip v cp trn trong vn phng/cng ty?
a. Bnh ng v gii tnh, sc tc v thi gian lm vic trong cng ty
b. X l nghim cc vn xm phm v quy ri
 c. Cp trn lng nghe v tn trng kin nhn vin
d. Mi trng lm vic khng c ch ngha c nhn v khng i x theo cm tnh
e. Khc:

---------HT---------
XIN CHN THNH CM N S NG GP NHIT TNH CA ANH/CH.

APPENDIX 1C: Questionnaire results by charts

Chart 1. The main reason for changing company to work for

0%
Poor working conditions
8%

10% No opportunity for

37% promotion and development

Low salary

Bad working relationship

with boss/colleagues
45%
Other reasons
Chart 2. Employee's satisfaction with salary and benefits at current company
100% 2%
8% 8% 5% 8%
90%
80% 32%
38%
70% 47%
52% 54%
60%
50%
40% 52%
30% 31%
54%
38% 33%
20%
10%
14% 14%
3% 7%
0% 0%
My salary is My salary is balanced I receive good The benefits I receive I am satisfied with my
competitive compared by my responsibility benefits beiside my from my company is companys policy on
with the domestic and my performance. salary. more attractive than salary raises and
labor market. that of my friends in benefits.
other companies.

Very agree Agree Disagree Very disagree

Chart 3. Employee's satisfaction with training and development programs

100% 0.0% 0.0% 3.2% 2.2%
90% 15.1%
25.8%
80%
70% 54.8% 55.9%
60%
62.4%
50%
40% 63.4%

30% 26.9%
34.4%
20%
10% 22.5%
10.8% 15.1%
7.5%
0%
I participate in seminars and I am provided with adequate I have many opportunities My company invests in
workshops needed to work materials and training for development and training and development
effectively. programs to develop promotion. programs for staff.
working skills.
Very agree Agree Disagree Very disagree
 APPENDIX 1D: Questionnaire results by table

Numbers Percentage
I. Thng tin chung:
Gii tnh:
Nam 42 45.2
N 51 54.8
93 100.0
Tui:
18 25 37 39.8
26 35 32 34.4
Trn 35 24 25.8
93 100.0
Phng ban:
Marketing 11 11.8
Ti chnh K ton 23 24.7
Hnh chnh 14 15.1
Nhn s 12 12.9
Nghin cu Pht trin 6 6.5
Kinh doanh 7 7.5
Khc 20 21.5
93 100.0
V tr:
Nhn vin 54 58.1
Trng nhm 15 16.1
Trng phng 18 19.3
Khc 6 6.5
93 100.0
II. Thc trng
1. Trc khi lm cng vic hin ti, Anh/Ch tng thay i ni lm vic hay cha?
C 49 52.7
Cha 44 47.3
93 100.0
2. L do chnh Anh/Ch thay i ni lm vic:
iu kin lm vic km 0 0.0
Khng c c hi pht trin 18 36.7
Lng thp 22 44.9
Quan h vi ng nghip 5 10.2
Khc 4 8.2
49 100.0
3. Anh/Ch vui lng cho bit mc hi lng vi nhng iu kin sau ti ni lm vic
hin ti:
Lng bng v phc li
Hi lng 29 31.2
Trung bnh 43 46.2
Khng hi lng 17 18.3
Cng ty khng cung cp 4 4.3
93 100.0
Sc khe v an ton lao ng
Hi lng 56 60.2
Trung bnh 28 30.1
Khng hi lng 7 7.5
Cng ty khng cung cp 2 2.2
93 100.0
Chng trnh o to v pht trin cho nhn vin
Hi lng 21 22.6
Trung bnh 49 52.7
Khng hi lng 16 17.2
Cng ty khng cung cp 7 7.5
93 100.0
Chnh sch v quy trnh lm vic
Hi lng 23 24.7
Trung bnh 55 59.1
Khng hi lng 13 14.0
Cng ty khng cung cp 2 2.2
93 100.0
Quan h vi ng nghip v cp trn
Hi lng 52 55.9
Trung bnh 31 33.3
Khng hi lng 10 10.8
Cng ty khng cung cp 0 0.0
93 100.0
Vic thng bo/thng tin n nhn vin
Hi lng 49 52.7
Trung bnh 31 33.3
Khng hi lng 10 10.8
Cng ty khng cung cp 3 3.2
93 100.0
4. V lng bng v phc li
Mc lng ca ti rt cnh tranh so vi th trng lao ng trong nc
Rt ng 0 0.0
ng 50 53.8
Khng ng 35 37.6
Rt khng ng 8 8.6
93 100.0
Ti c tr lng xng ng cho trch nhim v cht lng cng vic
Rt ng 13 13.9
ng 48 51.6
Khng ng 30 32.3
Rt khng ng 2 2.2
93 100.0
Ti nhn c phc li tt ngoi tin lng (chi ph i li, n ung, ngh mt)
Rt ng 3 3.2
ng 35 37.6
Khng ng 48 51.7
Rt khng ng 7 7.5
93 100.0
Ti cm thy phc li ti nhn c t cng ty hp dn hn so vi bn ng nghip nhng
cng ty khc
Rt ng 7 7.3
ng 31 33.3
Khng ng 50 54
Rt khng ng 5 5.4
93 100.0
Ti rt hi lng vi cch quy nh ch tng lng v cc phc li khc ca cng ty
Rt ng 13 14.0
ng 29 31.2
Khng ng 44 47.3
Rt khng ng 7 7.5
93 100.0
5. V sc khe v an ton lao ng
Ban lnh o t chc nhng bui hi tho v tho thun v sc khe ngh nghip v an ton
ni lm vic cho ton b nhn vin
Rt ng 9 9.6
ng 57 61.3
Khng ng 25 26.9
Rt khng ng 2 2.2
93 100.0
Ti c cung cp y c s vt cht v thit b hin i cn thit hon thnh tt cng
vic
Rt ng 12 12.9
ng 73 78.5
Khng ng 8 8.6
Rt khng ng 0 0.0
93 100.0

Ti cm thy mi trng lm vic ca ti hin i v rt an ton

Rt ng 11 11.8
ng 61 65.6
Khng ng 17 18.3
Rt khng ng 4 4.3
93 100.0
6. V vic o to v pht trin
Ti c tham gia cc kha hun luyn cn thit lm vic hiu qu
Rt ng 10 10.8
ng 59 63.4
Khng ng 24 25.8
Rt khng ng 0 0.0
93 100.0
Ti c cung cp y ti liu v chng trnh hun luyn pht trin k nng lm vic
Rt ng 21 22.5
ng 58 62.4
Khng ng 14 15.1
Rt khng ng 0 0.0
93 100.0
Ti c nhiu c hi pht trin v thng tin trong cng ty
Rt ng 14 15.1
ng 25 26.9
Khng ng 51 54.8
Rt khng ng 3 3.2
93 100.0
Cng ty ti u t vo nhn vin qua cc chng trnh hun luyn v pht trin
Rt ng 7 7.5
ng 32 34.4
Khng ng 52 55.9
Rt khng ng 2 2.2
93 100.0
7. V chnh sch v quy trnh lm vic
Ti c gii thiu v hng dn cng vic r rng
Rt ng 18 19.4
ng 69 74.2
Khng ng 3 3.2
Rt khng ng 3 3.2
93 100.0
Ti cm thy vic c v thng tin c thc hin cng bng v minh bch
Rt ng 13 14.0
ng 51 54.8
Khng ng 26 28.0
Rt khng ng 3 3.2
93 100.0
Ti c th tho lun vi cp trn hoc phng nhn s v vn lng hoc ch phc li
Rt ng 9 9.7
ng 39 41.9
Khng ng 41 44.1
Rt khng ng 4 4.3
93 100.0
Cng ty ti thng xuyn t chc cc bui nh gi gip nhn vin hiu r nhng mt cn ci
thin nng cao hiu qu cng vic
Rt ng 9 9.7
ng 49 52.7
Khng ng 32 34.4
Rt khng ng 3 3.2
93 100.0
Ti rt thch nhng chng trnh khch l tinh thn lm vic ca nhn vin
Rt ng 18 19.3
ng 53 57.0
Khng ng 17 18.3
Rt khng ng 5 5.4
93 100.0
8. V quan h cng s
Ti lm vic rt tt vi ng nghip v ti thch lm vic vi h
Rt ng 20 21.5
ng 61 65.6
Khng ng 12 12.9
Rt khng ng 0 0.0
93 100.0
Ti hc c rt nhiu t cc ng nghip
Rt ng 16 17.2
ng 61 65.6
Khng ng 13 14.0
Rt khng ng 3 3.2
93 100.0
Ti thy r s cnh tranh khng lnh mnh gia cc ng nghip trong vn phng/ cng ty
Rt ng 17 18.2
ng 24 25.8
Khng ng 38 40.9
Rt khng ng 14 15.1
93 100.0
Cp trn ca ti lng nghe kin ca ti v tn trng ti
Rt ng 13 14.0
ng 54 58.1
Khng ng 19 20.4
Rt khng ng 7 7.5
93 100.0
Ti cm thy mi trng lm vic khng c ch ngha c nhn/ khng i x theo cm tnh
Rt ng 13 14.0
ng 46 49.5
Khng ng 26 28.0
Rt khng ng 8 8.5
93 100.0
9. V vic thng bo, thng tin
Ti c y thng tin ng v cn thit hon thnh tt cng vic
Rt ng 16 17.3
ng 59 63.4
Khng ng 11 11.8
Rt khng ng 7 7.5
93 100.0
Ti thng xuyn c cc bui hp nhm v hp vi cp trn ca ti
Rt ng 11 11.8
ng 57 61.3
Khng ng 13 14.0
Rt khng ng 12 12.9
93 100.0
Cp trn ca ti tham kho kin ca cp di trc khi ra quyt nh c nh hng n
cng vic ca h
Rt ng 17 18.3
ng 44 47.3
Khng ng 24 25.8
Rt khng ng 8 8.6
93 100.0
Ti hiu r nn lm g v gp ai nu c thc mc v cng vic
Rt ng 10 10.8
ng 46 49.5
Khng ng 30 32.3
Rt khng ng 7 7.4
93 100.0
Ti cm thy mi trng lm vic khng c ch ngha c nhn/ khng i x theo cm tnh
Rt ng 18 19.4
ng 52 55.9
Khng ng 16 17.2
Rt khng ng 7 7.5
93 100.0
III. Gii php:
10. Anh/Ch mun thay i g v chnh sch lng v phc li cho nhn vin ti cng ty?
Tr lng theo nng sut 40 32.3
Tng cng lm vic v tng lng tng ng 0 0.0
H tr chi ph i li, n ung 32 25.8
Cng ty t chc nhiu hn nhng k ngh, d ngoi cho nhn
vin v gia nh nhn vin 52 41.9
Cng ty c chnh sch h tr nhn vin mua nh, mua xe, 0 0.0
Khc 0 0.0
124 100
11. Theo Anh/Ch trong nhng mc lng sau, mc lng no l ph hp v xng ng
vi cng vic v v tr hin ti ca Anh/Ch:
3-5 triu 0 0.0
6-10 triu 53 57.0
11-15 triu 24 25.8
Khc 16 17.2
93 100.0
12. Anh/Ch mun thay i g v chnh sch sc khe v an ton lao ng ca cng ty:
Nhn vin c cung cp y c s vt cht v trang thit b
hin i hn 38 19.6
Nhn vin c khng gian lm vic thoi mi, an ton hn 44 22.7
Nhn vin c kim tra sc khe nh k 42 21.6
Cng ty t chc cc hi tho t vn sc khe 33 17.0

Nhn vin c tp hun PCCC v cc tnh hung khn cp khc 32 16.5

Khc 5 2.6
194 100
13. Anh/Ch c gp g v chng trnh v chnh sch o to v pht trin ca cng ty?
Tng cng t chc cc kha hun luyn, o to 34 21.0
Ch hn n cht lng v ngha thc t cc kha hun
luyn, o to 39 24.1
i tng c hun luyn v o to c tuyn chn cng
khai v cng bng 30 18.5
To iu kin cho nhn vin hc tp v trao i kinh nghim
trong mi trng quc t 51 31.5
Khc 8 4.9
162 100
14. Anh/Ch mun thay i iu g v chnh sch v quy trnh lm vic trong cng ty?
Gi lm vic linh hot 34 16.8
Cng bng v minh bch trong vic thng chc, thng, pht v
chuyn i cng vic 31 15.3
Nhn vin c quyn c v t c 29 14.4
Vic thng chc, bt ch xy ra trong ni b cng ty 20 9.9
Nhn vin c t do ng gp kin (v lng bng, phc
li,) v c quyn t quyt nhng cng vic ca mnh 38 18.8
Cng ty c chnh sch quan tm v nng cao i sng tinh thn
ca nhn vin 42 20.8
Khc 8 4.0
202 100
15. Anh/Ch c gp g v quan h ng nghip v cp trn trong vn phng/cng ty?
Bnh ng v gii tnh, sc tc v thi gian lm vic trong cng
ty 29 17.9
X l nghim cc vn xm phm v quy ri 18 11.1
Cp trn lng nghe v tn trng kin nhn vin 52 32.1
Mi trng lm vic khng c ch ngha c nhn v khng i
x theo cm tnh 52 32.1
Khc 11 6.8
162 100
 APPENDIX 2: Research Agenda

Date Time Place Content People in

charge
Week 1 3:00 p.m. Ho Chi Minh City - Topic choosing All
6:00 p.m. University of members
(18.2.2014) Education - Information
collecting

- Task assignment

- Proposal writing
Week 2 1:30 p.m. Ho Chi Minh City - Proposal adjustment All
(25.2.2014) 3:00 p.m. University of members
Education - Questionnaire
preparation
Week 3 11:00 a.m. Ho Chi Minh City Questionnaire design All
(4.3.2014) 3:00 p.m. University of members
Education
Week 4 11:00 a.m. Ho Chi Minh City Questionnaire revision All
(11.3.2014) 3:00 p.m. University of members
Education
Week 5 1:30 p.m. Ho Chi Minh City Questionnaire All
(18.3.2014) 3:00 p.m. University of conducting members
Education
Week 6 1:30 p.m. Ho Chi Minh City Questionnaire All
(25.3.2014) 3:00 p.m. University of Conducting members
Education
Week 7 11:00 a.m. Ho Chi Minh City Research paper draft All
(1.4.2014) 3:00 p.m. University of preparation members
Education
Week 8 11:00 a.m. Ho Chi Minh City - Questionnaire All
(8.4.2014) 3:00 p.m. University of analysis. members
Education
- Research paper draft
writing
Week 9 11:00 a.m. Ho Chi Minh City Research paper draft All
(15.4.2014) 3:00 p.m. University of writing members
Education
Week 10 11:00 a.m. Ho Chi Minh City Research paper draft All
(22.4.2014) 3:00 p.m. University of writing members
Education
Week 11 11:00 a.m. Ho Chi Minh City Research paper draft All
(29.4.2014) 3:00 p.m. University of revision and members
Education adjustment

Research paper
writing and revision
Week 12 11:00 a.m. Ho Chi Minh City - Research paper All
(6.5.2014) 3:00 p.m. University of writing and revision members
Education
- Presentation
preparation
Week 13 11:00 a.m. Ho Chi Minh City - Presentation All
(13.5.2014) 3:00 p.m. University of preparation members
Education
Week 14 12:30 p.m. Ho Chi Minh City - Research paper All
(20.5.2014) 3:00 p.m. University of submission members
Education
- Presentation
 APPENDIX 3: Members Percentage

Members name Members percentage Members signature

1. Anh Bao Tran 100%
2. Phuong Bich Thi Huynh 90%
3. Tran Bao Ngoc Pham 100%
4. Tuyen Kim Nguyen 90%
5. Vy My Tran 90%