Ineffective communication between direct manager, employee and low promotion satisfaction at melcosa vietnam ltd ,

N e c e s s a r y ofconductingsurvey“EmployeeJobSatisfactionatMelcosaoffi c e ”

AuthorhasbeenworkingasMerchandiserformorethan3yearsandbeoneoftheyoungeste mployeesatoffice.Itisabout80%ofmanagerialpositionatMelcosaisbabyboomerswhohavebeen workingformorethan15years,andnearly40%oftotalemployeeshavebeenworkingformorethan 5years.TheseevidencespointedoutthatMelcosamaybeagoodplacetoworkandmaintainwelllon g- termemployees.Butinfact,itiseasytoobservethatwithin9firstmonthsofyear2018,therearetota lly6employeeswhoareunder30yearsoldwithlessthan3yearsworkingperiodatMelcosa, decidedtoleavewhilethereisnorestructureatoffice,andMelcosahadtoreplaceall6thosepositio ns.

I t isextremelyn ecessary totakeitintoaccountbecausemoreandmoreyoungemployeeshavebe enr e c r u i t e d for3years.Willthatbeabigpotentialprobleminthenearfuture?

Aftersomec o n v er s a t i o n withHRadmintocheckiftheyarealertofthisandbecauseourofficed oesno thaveanyinternalreportaboutemployeejobsatisfaction.AndHRadminalsowouldl i k e toi nvestigateaboutit,authordecidedtoconductsurvey“EmployeeJobSatisfactiona t MelcosaVietna mLtd.,”

Detailofconductingsurvey………… …………………………………………… 4S U R V E Y : EmployeeJobsatisfactionatMelc osaVietnamLtd; ……………… 4R e s e a r c h q u e s t i o n …………………………………………………… ……………….4P u r p o s e ofresearch………………………………………………………… ……… 4L i t e r a t u r e reviewtochoosethesuitablesurveytoconduct“EmployeeJobSatisfact

SURVEY:EmployeeJobsatisfactionatMelcosaVietnamLtd.,R e sea r ch quest ion

Whatisthecurrentjobsatisfactionwithdemographicvariablesuchasage,g en d e r , jobpo sition,workingperiod?

Thepurposeofthisquantitysurveyistoevaluatethelevelofemployeesjobsatisfaction atMelcosaVietnamingeneralandineveryfacetlike:Natureofwork,Pay,B e n e f i t s , Co- worker,Supervision,Contingentrewards,Operatingprocedures,Promotion,Communication.

(2),thissurveyissuitablewithhumanservice,ithastotal36sentencesincludepositiveandnegati vedirection.Spectorused

Likert6scalesfrom1.Disagreeverymuchto6.Agreeverymuch.JSSisdividedto9asp ects: Pay ,Promotion,Supervision,FringeBenefits,ContingentRewards(performancebasedrewards),Opera tingProcedures(requiredrulesandprocedures),C o - w o r k e r s , NatureofWork,andCommunication.

Everyaspectiswith4sentences.Ahalfamountofsentenceswithnegativedirection such as:2,4,6,8,10,12,14,16,18,19,21,23,24,26,29,31,32,34,36.The scoredofthesesentencesshouldbemarkedinreversebeforecalculatethetotalscore.

Totalscoreofjobsatisfactionissumofall36sentences,andscoreofeveryaspect issumof 4sentencesatthataspect.

Eventhetoolhasbeendevelopedformorethan20yearsbutuntilnow,manyresearchers stillusethistooltosupportfortheirresearchrelatedtojobsatisfaction.Forexample,

(3)stilluseJSStobeasuitabletoolforhis/ herresearchtodemonstratether e l a t i v e betweenEmotionalintelligence,leadershipstyle,andjo bsatisfactionincontrastingworkplaceenvironments.WhilethisJSSisalsohasweaknessliketheE n g l i s h questionisnoteasytounderstand.ThatiswhyauthortrytotranslatetoVietnameseinreall yVietnamesewordstosecurefullmeaning.

Inresearchof(35),theyhastoadoptthatJSSisstillveryusefuluntil nowbutonlyneedtoadjustifnecessaryforeverysituationandorganization,beforeusingthismeasur e,authorhasalreadyinterviewedwithemployeetoconfirmtherelative.

Finally,authorhadtoconductin- depthinterviewwithcolleaguetoconfirmther e l a t i v e betweenJSStoolandcurrentthinkingofe mployeesaboutjobsatisfaction,ifusingthistoolnowisstillsuitableanduptodate.

 Part1isintroductionaboutthesurveyandmaderespondentfeelcomfortablew h e n answe rthesurveybyinformingtothemallinfoiskeepingsecretandonlys e rv e forresearchpurpo se.

 Part2ismainquestionswith36itemsappliedLikertscales6pointswhich1isD i s a g r e e verymuchto6isAgreeverymuch.

 Part3isdemographicquestionslike:gender,age,jobposition,workingperiod,w o r k i n g pe riodinthiscurrentposition,ranktheaspectsofjobsatisfactionfrom1i s themostimportantas pectto9istheleastimportantaspect.

AuthorpreparedoriginalsurveyinEnglishforforeignercolleaguesandVietnameseonefor Vietnameseemployees.Themostimportantthingisthatauthorn e e d s totranslateallthesentences tobecomerealVietnamesesentencesinordertosecurefullmeaningfromEnglishversion.

Afteraskingsomefriendtoreadandcheckifsentencesaresmooth.Thenauthorhastodoso metestwithcolleaguesatofficetomakesuretheyreadthroughalltheitemsa n d askthemifsomethin gisnotclearandneedtobeexplainedoradjusted.Finally,nobi gmodificationsweremadetotheactu alprocessofsampling.However,minorchangesw e r e madetotheparticipantinformationsheettoi ncreaseclarity.

Authorsenthardcopyofsurveytoallemployeesofofficeabout60employees,exceptGen eralManageron17-Aug-

2018.Withforeignercolleagues,authorsenttoth e m Englishversion,andVietnameseversionforall otherVietnameseemployees.

After3days,authorcollectedbackallthesurveysandafterchecking,47r e sp o n ses arequ alified.

Asdataisnotverycomplicated,thenauthordecidedtoinputdataandanalyzethef i g u re by normalExceltool.Followingisdetailreportwithtotalscoreofjobsatisfactiona n d jobsatisfactionb aseoneveryaspect.Inaddition,itisalsoshowedsomerelationw it h othervariablessuchas:age,gen der,workingposition,workingperiod.

Scoreofjobsatisfactionbyaspectsasbelowchart:withthehighestscorebelongst o Paywith4 24,nextisSupervision4.18,thirdplaceisOperatingConditions3.98andN at ur eofworkis3.97.In general,manyaspectsgetgoodresultwhilePromotionSatisfactionhastheworseperformanc e,isonly1.97,aboutContingentrewardsS a t i s f a c t i o n isonly2.79comparedwithothers.

Problemfindingprocess

Thefirstpotentialproblem:Flatorganization

AccordingtoMrsBichThuy,sheinformedthatMelcosahasexistedwiththisstructurefor2 5years,andall20otherH-

OIofficesintheworldwithsimilarflato r g a n i z a t i o n likethis.Itisadoptedthattherearealotof benefitsfromthisstructuresuchas:moreteamwork,lessbureaucracy,bettercommunication,f orceemployeetoh a v e betterperformance,pushforindividualresponsibility(10).

Inaddition,MrsBichThuymentionedthatwithflatorganizationstructure,employeeshavec hancetomakedecisionthemselvesandtakeresponsiblefortheird e c i s i o n Sothefewermanage riallayers,agreaternumberofemployeesenjoysuccessintheircareer.Shementioned“Imeanyou canseethatourofficehaslessopportunitytop r o m o t e internalemployee.Everyteamhasmanage rwhoisbabyboomerfromb e g i n n i n g untilnowandstructureoforganizationisstablefromthepas tuntilnow.

Evenbusinessexpansion,managercanrecruitmoreemployeetoinchargeorsharingwo rkincaseof overload.Inmypointofview,maybebecausethereisreallynoplacetomo ve forward,becausethisi sstructureofourofficealready.Ifthereisnobigchangeinthefuture,everythingwillrunsmoothlyas before.Butthenemployeecanworkindependenceincomfortableenvironment,flexiblehourwo rkingtime,…andtheycanbet h e m s e l v e s atwork”.

Itissaidthatmanagerialpromotionopportunityisoneofthefactorshasas i g n i f i c a n t effe cttopromotionsatisfactionandjobsatisfaction(11)(12).Butasin- depthinterviewwithMrsBichThuy,shetruststopmanagementwerenotafraidofit,shesaid“infac t,nearly50%ofouremployeearemorethan36yearsoldandworkheremorethan7years.Ithinkthe yareokwithourstructure,policiesandotherbenefits.Maybey o u r resultshowsthattheyarenot satisfiedwithpromotionbuttheyhavelesschoicetoothercompanies.Fortheseemployees,wedon otworrymuch.Just3yearsrecently,wehaverecruitedmoreandmoreyoungemployeesunder30ye arsold,perhapsweshouldp a y attentiononthisgroup”.

Payisat2 ndplace ofimportanceofjobsatisfaction,andPayhasoccupiedthe highestscorein9aspects:4.2.Itmeansalmostemployeesaresatisfiedwiththeirc u r r e n t paya ndtheyunderstandthatMelcosacouldnotofferthemmanagerialposition.O n theotherhand,tocha ngetheorganizationstructureisnotthateasythatMelcosaVietnamcanimplement,becauseitisg lobalorganization.Therefore,Potentialproblem“ F l a t organization”shouldbeeliminated.

Thesecondpotentialproblem:Personalfavouritismfrommanager

Itisstatedthatfavouritismmeansmanagerialpeopleintendtotreatonebetterthanothersor givenunfairadvantagetoemployees.Fromthat,theyevaluatesomef a v o u r employeesbaseonth eirperceptionorfeeling,notfromofficialperformanceevaluation.Favouritismmakesemployeef eelthattheyarenottreatedfairlytoothersleadtolowsatisfaction(13).

Thisterm“favouritism”hasbeenmentionedbyMsTramandMrsTran,fromtheirperspect ive,theysuggestedthismaybeacauseleadtolowpromotionsatisfaction,b e c a u s e employee feelunfairinrecognitionopportunities,andtheyalsogetlesschancetohandlechallengingandnewre sponsibility(14).

Aftersomemorein- depthinterviewwithMrsTramtoexplorewhatishappeningr e l a t e d tofavouritism,shesaidthats heoftenbaseonherexperiencetoobserveandevaluateemployeesherselffordailyworking.Sheis notsureifthisactioncanbe called”favouritism”butsheisresultorientedmanager,shedrivetheteamsuccessfullyf o r 15y earsthereforeshethinkthatsheisafairmanager.Besides,shefeelsthattherea r e someemployees whoareeasytotalkandsheoftenaskedthemforsupportinu n f o r e s e e a b l e case.Incontrast,MsTransaidthatsomehowsheisnottreatingfairlyasother swhileshedidagreatjobandonlydidthes ametaskfor4yearsbutothernewcomersdohaveachancewithmanynewtasks.

ButauthorhasanevidencetoprovethatfavouritismisnotimportantcauseatMelcosabeca usefromthesurveyresult,SupervisionSatisfactionaspectismeasuredby4 followingsentences,o neofthemis“Mysupervisorisunfairtome”.Authorhasa l r e a d y convertedthescoretosatisfacti on,andwithscore4 5 7 4 i s thegreatestscorew i t h i n thisaspect,itmeansemployeearesatisfie dwithsupervisor,especiallyseemsverylessfavouritismfrommanagers.

Therefore,secondpotentialproblem:PersonalFavouritismfromManagerisalson o t import antcauseleadtolowpromotionsatisfactionandshouldbeeliminatedaswell.

Mysupervisorsh owstoolittleint erestinthefeeli ngsofsubordin ates

2.2.3 Thethirdpotential problem:I n e f f e c t i v e managerialco mm un ic at io n t oe m p l o y e e s

MsTram,MsTranandMsAnhThu.ButfromMrsTram’spointofviewshehaslistedoutallpromot ionopportunitieswhichshetriedtoo f f e r toheremployeesasmentionedabovebutemployeesse emnotrecognizethatortheyrecognizeincorrectly,thatiswhytheyarenotsatisfiedwithcurrentpro motionopportunities.

Frommanagerialside,MsTramisconfidentthattheydidagoodjobandunderstandwel lhowtomakeemployeesatisfyinpromotionaspectwhilefromemployee’sside,MsAnhThu,shec omplainedaboutcommunicationofhermanagerw h i c h arenotclearandpersuasivetoher.Ands hedidnotrecognizeanypromotion opportunitiesfor2yearswhileshehasbeendoingformoreworkandbeeninbusinesst r i p fortoGe rmany,freetoleaveofficeearlierforpersonalpurpose.

Moreover,MsThureceivednewtaskornewresponsibilityviaemailforwardedfromherm anager,andverylessexplanationfortheneedandtheimportancerolewiththenewtasks.Oncesheas kedforfurtherdetail,thenhermanagertrytoanswerasquickaspossiblebecausesheisverybusy.Iti sdemonstratedthatopentalkbetweenmanagera n d employeesalsohelptoincreaseemployee’ssa tisfaction(15).

MsTramalsosaidthat“well,Iseethatthereislesscommunicationfrequencyb e t w e e n ma nagersandstaffs,frommyside,wearesobusywithdailyworkandsolvealotofissueseveryday,Ido nothavetimetotalkdirectlywithmystaffs,normallyIusee m a i l toassignthework,emailisthem aintoolincommunicationatwork.Iseeotherma n a g er s didthesamelikeme.ButIhavetoadoptt hatthisineffectivecommunication effecttorelationshipwithemployees,thetrustandincreasethegapbetweenmanager’sp e r ce p t i o n andemployee’sperception,wearethinkinganddoingin2differentwaysa n d ofcourse,thebusi nessgoalscanbereachedbetterifwecansolvethis”.

Itisindicatedthatemployee’sperceptionaboutfairnessalsotheconsequencesoftheineffect ivecommunicationfromthemanager(16).ThisissimilarsituationwhichMsTranhasalreadyme ntioned.

Therefore,authorhasstudiedforthismismatchproblembetweenmanagerialsidea n d em ployeessideandproblemcanbecalledas“Ineffectivecommunicationbetweend ir e c t managera ndemployee”.MrsTramhaspointedoutthatmaincausemaybeemployeedidnotrecognizethatthe yareinpromotionalready.AndinformationfromMsAnhThu,HRadminandauthor’sprimarydat afromsurveyresult,itshowedthattheyarenotsatisfiedwithpromotionopportunitiesbutthenasking forquitintention,theydonothavethatintention.Almostemployeesstillhavelongtermcommitment witho f f i c e , theydecidetostay,notintendtoleavebecauseofotheraspects:Pay,Benefit,Work,S upervisorisgood.

Ineffectivecommunicationbetweendirectmanagerandemployeeleadtonoc l e a r caree rgrowthpathisclarifiedtoemployees.MrsTransaid“Iwouldrefertohave aclearercareergrowthpathwhenIcommitedforalongtimewithMelcosa”.Employeedidnotunder standwellthejobrequirementandincaselikeMsTran,shethoughtthatsheisoverqualificationwith hercurrentjob,thatleadstolowsatisfaction.Moreover,incorrectperceptionofpromotionopportun itiesalsoconsequencesfromlacko finformationorineffectivecommunication,andmakeemploye esfeelthattheygetlesschallengingandlessnewtaskatwork(16).Alloftheseexistingvariableseffec tn e g a t i v e l y topromotionsatisfaction.

Oncethiscentralproblemhasbeensolved,communicationbetweendirectmanagerandem ployeecanbeimproved,employeewillhavemoreopentalkwithmanagerstosharetheirexpectatio n,aspiration.Allinformationwasinformedtoallemployeesintherightwayandsuitableforeveryin dividual,employeecanperceivec o r r e c t l y promotionopportunitiesatoffice.Itwillimprovethei rsatisfaction,limitedc o n f u s i n g communicationandunderstanding,increaseoffice’seffectivene ss,buildupthetrustandincreasecommitmentofemployee,transparencyandreducefavouritismtr eating.

MrsBichThuyhaspointedoutheridearegardingtocentralproblem“allofficeswithh o r i z o n t a l organization,thereforewehavelesschancetooffermanagerialpromotion.Soineffectivecomm unicationbetweenmanagersandemployeescouldbeacentralp r o b l e m becauseatMelcosaoffice ,evenIamHRadminbutmanagerwillbethepersonwhocommunicatewithemployeeregularlyand solvealltheproblemrelatedtoworka n d promotion.Theircommunicationisveryimportant,andm anagercanhelptoimproveemployeesatisfaction.ButIhavetoadoptthateverymanagerhasthei rownw a y aboutleadershipandcommunication.Iusuallyseethattheyevaluatethep erforman ceveryshort,withoutdiscussingtogethertounderstanddeeplytheproblem.Ia m notsureifemploye ehaschancetotalkwiththeirmanagerabouttheirthinkingande x p e c t a t i o n ”.

Inconclusion,thefirstandsecondpotentialproblems:FlatorganizationandP e r s o n a l Fav ouritismfrommanagerhasbeeneliminatedafterauthorvalidatedi n f o r m a t i o n frominterview dataandliteraturereview.Ineffectivecommunication betweenmanagerande m p l o y e e isaCentralProblemthatleadtoLowPromotionSatisfact ionwhichneedtobesolved.

P r o b l e m D e f i n i t i o n

C o m m u n i c a t i o n d e f i n i t i o n ……………………………………………………… 21 2.3.2Measureofcommunication

Communicationisaprocesswhichinformationistransmittedanditisoperativem a n a g em e n t process(17).Communicationisatooltomakesurethatmanagerscanc r e a t e , maintainand managemeaningofdecisionstoemployees.Effectiveco mmu nicati on willhelptoavoidmisma tchbetweenintendedandimplemented(18).

Itisstatedthatifcommunicationisineffective,itleadstoconfusingandmi sun der st an di n g(19).Therefore,managershoulddelivercommunicationtoeveryindividualemployeeinsuitabl emethod,thenmakeemployeesfeelsatisfied.Withcontinualchange,effectivecommunicationpla ysahugeroleforeffectiveprocessine v e r y organization(20).

’sperspectiveandtheinformationmanagerwouldliketoinform.N o r m a l l y employee’s perceiveperformancemismatchwithmanager’sactualperformance,leadtonotsatisfyatemp loyees(21).

 Whencommunicationiseffective,itwillbuildupemployee’strust,satisfaction,loyalty,pro ductivityinorganization.Communicationqualityissupportedbyc l e a r communicationc ontent(22).

 Insteadofcommunicationisjustthetoolformanagertofindouttheproblemandsolution, (23)suggestedthatmanagersshouldconcentrateonindividuald e v e l o p m e n t andthestre ngthsofeachtobuildstrongrelationships,taskorientationandincreaseemployee’ssatisfac tion.

 Communicationfrequencyisamountorthedurationofcontactviacom mun icat io n ch annelsthatwillbementionedasfollowing.Andfrequencyofc o m m u n i c a t i o n willeffe cttoemployee’sperceptionandclimateoftrustinorganization(18).

 Communicationchannels:therearemanycommunicationchannelssuchas:viaemail,f acetoface,phone,writingdocumentsandothertechnologicaltoolsw h i c h canbeusedino rganization.(25)pointedoutthatthemosteffective channelisfacetofaceinteractionbecauseof2waydialogueandemotionalengagementand effectbesttoemployees’ssatisfaction.

 Incontrast,managersseethatemailcommunicationiseasytouse,moreefficientandlessti meconsuming(26).Thiscommunicationchannelcanbecalledas1waycommunication.Iti sexplainedthatemailcommunicationnormallywithveryshortandlesswordsleadtolimitedc ommunicationandmakeemployeesfeelstressful,leadtonegativefeedback(27).

Justifyt h e e x i s t e n c e o f I n e f f e c t i v e c o m m u n i c a t i o n b e t w e e n d i r e c t

Fromabovemeasurement,MsBichThuyhaspointedoutthatdirectmanagersarev i e w e d ascommunicatoratMelcosa,theyarethepersonwhotransmittedallHRp r a c t i c e s , changesor newinformationtotheiremployeesandabsolutelytheirc o m m u n i c a t i o n hassignificanteffe cttoemployee’sperception.Andcommunicationf r o m everymanagerisdifferent,itdependsonthe irmanagementstyle.Sherecognizedthatannualappraisalisusuallydonewithoutdiscussingdire ctlybetweenmanagersandemployees,somehowtheydiscussedandagreedthemselvesveryquick viashorttalka n d nomeetingtoconfirmforevaluation.Moreover,almostmanagersarebaby- boomerswhohavegreatexperienceatworkbutstilllimitincommunicatione f f e c t i v e n e s s

MrsBichThuysaidthat,officeorganizedtheworkshopwithattentionofHRC h i e f fro mHongKongofficeandallmanagersonceayear,andeverymanagerwithd i f f e r e n c e s inper sonalexperiencesandidiosyncraticpreferencesperceiveinformationi n differentway,thisleadtoe mployeesforeveryteamhasdifferentperception ofac h a n g e ornewinformation(29)(30).

(29)hasalsoexplainedthatemployee’sperceptionwer efrequentlyincontrasttomanagers’percep tionsoftheirpracticeswithemployees.M s Trammentionedthereasonmaybehercommunicatio nskillsorhercompetencyisn o t sogoodthatmakeemployeefeelunsatisfiedorshehaslimitedwel lcomprehensiona b o u t HRpracticesorpromotionopportunitiesfromworkshop,thenmaybesh ecouldn otbringtheideafromtopmanagertoallemployees.Inaddition,sheseldomexplaintot e a m membersforherdecision,shejustaskherteammemberfortheconfirmation,thenp r o c e e d i mmediatelywithoutexplanationfortheneed,thebenefitsandthereasonableo f herdecisiontoempl oyees.

Moreover,itseemspromotionopportunitieshasbeenimplementedforalongtime,thenno wemployeesfeelthatitisnormal,theyarenothappyanymorebecausetheirrequirementisbecomi nghigher.Promotionopportunitiesshouldbefairedtoeveryonetopushfortheireffortsandtheydes ervetogetofficiallycomplimentwhileitisseldomhappenatoffice

Lesscommunicationfrequencybetweenmanagerandemployees,thereforei n f o r m a t i o n flowisnotcompletedandinaccurated.Thatmakesemployeesfeelunfaira n d notwellinformeda boutwhathappenwiththeircolleaguesorwiththemselves(29).M sT r a m saidthatheremployees aregrowingupwithmoreexperience,theycanworkindependentlyandwouldliketoseparatefro mmanagementleadtolessinteractionwithmanagerandthesituationpasseddaybyday.Moreover ,everyemployeeatMelcosacanloginthemselvesatH-OIwebsitetoseewhathappenedinH- OIglobalofficesinsteado f askingmanagerasbefore.

Inaddition,Tramhasadvisedthatshenormallyusedemailisthemaintooltoc o m m u n i c a t io n withherteammembers,justincasesheneedtoclarifysomethingorn e e d explanationfrom employees,thendiscussfacetoface.Sheknowsthatdiscussd i r e c t l y isbetterthanemailbeca useshecanexplainbetterandmakesurethatemployeesunderstandcorrectly,butiftoincreasethi scommunicationtool,shehasnotime.Andeveryemployeearebusyintheirdailyownworkaswel l.

TrambelievedthatshecandrivebettercommunicationprocesswithsupportfromH R andup gradehercommunicationskillsbecausedirectmanagersatMelcosausuallyplayanimportantrolet oreactwithemployees,issuesandperceptionsofemployeesw h i l e HRadminwereleftoutsideth eprocess.MrsBichThuyisjustHRadminandG en e r al Managerassistant,herresponsibilityista kingcareaboutoperationatoffice,o f f i c i a l benefitsforemployees.Besides,Trampointedouttha tmanypolicieswerenotcon si st ently appliedorinterpretedandnotwellcommunicated.Thisin consistencyleadst o unfairnessandlackoftrust.

Therefore,conflictingandconfusinghappenedbetweenemployeeswhenc o m m u n i c at io n betw eenmanagerandemployeeispoor.Finally,Tramconfirmedthati n e f f e c t i v e communicatio nbetweendirectmanagerandemployeeisthemajorproblema t Melcosathatleadtolowpromotion satisfactionatemployees.

2.5 Justify the importance of “Ineffective managerial communication toe m p l o y e e s ”

Itisprovedthat“Ineffectivecommunicationbetweendirectmanagerandemployee”isthem ajorproblematMelcosathatleadtolowpromotionsatisfactionatemployees.Itisalsoreportedthatm anagersarestillnotcommunicatingeffectivelywitht h e i r employees,just10%ofmanagersareeff ectiveincommunication(31).Supervisorsa n d directmanagersshouldunderstandtheimportance ofcommunicationeffectivelytoemployeesbecausetheycaninfluence,builduprelationshipwithe mployees.Inaddition,effectivecommunicationcanreducethegapbetweenmanager’sperception a n d employee’sperceptionforwhatmanagersdidthatleadtoincreaseemployee’ss a t i s f a c t i o n andcommitmentwithoffice,especiallyforyoungemployeesinordertoincreasesuccessofor ganization.

Effectivecommunicationisasarequiredfunctionofleadership.Moreover,eff ectiv e co mmunicationtoemployees,managercanconnectemployeestotheorganization’svisionandgo alsandconnectemployeestoeachothers,improvethe workingenvironmentwhereemployeesfeeltheyarerespectedandworkintrustingenvironment andtreatfairlywitheachother(25).

MiddlemanagerisalwaysimportantinfrontlinewheninformandimplementH R practi cesandchangesfromtopmanagementtoallemployees,thereforeeffectivec o m m u n i c a t i o n c anhelpmanagertransferinformationinsuitablewayandmakesuret h e informationwillbeunders toodconsistently.Incontrast,ifcommunicatebetweenmanagerandemployeeisineffective,auth orwouldliketoanalyzetheimpactin2a s p e c t s : employeesandorganization.

 Middlemanagersareusuallyisaofficialconnectionlinebetweenorganization,H R practi cesandemployees,theyarethekeychannelsinthetwo- waycommunicationsandmakesureinformationwasmovedforwardinsufficientwa y.Therefore,ifmanagercannotcommunicateeffectivelytoemployees,co n f u s i n g and wrongunderstandingwillhappen,leadtolackoftrustandlowcommitmentfromemplo yees(29).

 Failinincreaseemployee’sworkskills,notimproveemployeesmoralesorcommitment. Negativelytoemployees’senseofmembershipandjobsatisfaction( 2 9 )

 Lackoftwowaycommunication,listeningleadtolackoftrusttomanager,organiza tionandthelackofeffectivenessoftheworkplace’senvironment.

 QuitintentionandTurnoverrate,ifemployeesarenotsatisfiedwiththeirpromotionopport unities,theirjob,thenyoungtalentedemployeeswillleaveso f f i c e withinfiveyears.And whenlongtermemployeesretiredorhighpotentialemployeesdecidedtoleaves,itisveryex pensivetoreplacebecausealmostk n o w l e d g e andskillswillgowiththem(32).Itisabo ut73%ofbabyboomersin managerialpositionatMelcosawillretirein10moreyearsandwillwidentheg a p betwee ntalentavailabilityandsupply.

Manager(merchandising,QA&QC,accounti ng,shipping,HR,…).

 Employeesisthemostimportantfactorforsuccessorfailofeveryorganization,w i t h allab oveconsequenceswhichineffectivemanagerialcommunicationeffectt o employees,itlea dstodisputeswhichreducedorganization'seffectiveness.

 Reputationoforganization- employerofchoice:Employeeperceivedlimitedinformation willeffectreputationofor ganizationi n therecruitingmarketwithu n t r u s t w o r t h y information,leadtolesspote ntialcandidate.Andwordsofmouthbecomeineffectivemethodtointroducehighpotentiale mployeesuccessfullytoo r g a n i z a t i o n

Toavoidmissinganypotentialcausesleadtocentralproblem:ineffectivec o m m u n i c a t i o n betweendirectmanagerandemployee,authorhadtoreviewtheories.5potentialcauseshavebee ninvestigatedsuchas:

Accordingto(29),iforganizationhasthebestHRpracticesbutifdirectmanagerd o e s notha veenoughcommunicationcompetency,theycannotmoveforwardinformation totheiremployee seffectively.Moreover,itisquestionedthatdoesmanagerh a senoughknowledgeandabilitytocom municationandtransferthecorrectidea,perception fromHRdepartmenttoemployees(21)(33)? MrsBichThuysaidthatthiscausecaneffecttoineffectivecommunicationbutshementionedt hat“Iseeeverymanagerhastheirownmanagementanddrivebusinessg r o w i n g yearbyyearver ysuccessfully,Ithinktheircommunicationcompetencyisnott h a t importantrightnow”.AndMsTra mexplainedthatthiscauseisnotimportantcause,butmaybethedifficultyforherandothermanager sislackofwellcomprehensiveHRpoliciesandpromotionopportunitiesthattheycannotmovefor wardc o r r e c t informationtomotivatetheiremployees.

MsTramsaidthatnormallyshereceivednewchangesornewpoliciesviaemailf r o m HRa dminandsheseldomstudywellonit,normallysheforwardemailimmediatelytoherteammember andtheycanstudythemselves.Thisactualsituationisn o t thatgoodenoughandTramadoptedthat almostmiddlemanagersatofficehaslimitedcomprehensiveaboutHRpoliciesandpromotionop portunities.Therefore,itisa l s o difficulttoexplaintoteammembersforbetterunderstanding,while officeonlyhas1 HRadminandHRdepartmentisa t HongKongheadofficeandworkshopwithChi efH R isorganizedahalfday,onceayear.TramwishesshegetmoreoftenHRtraining andworkshopaboutthechangesinorganization,HRpractices,promotionopportunities.T h e n infor mationwillbeunderstoodandappliedconsistently(29).

Moreover,Trammentionedthatshewasconfusedbecausealotofinformationa v a i l a b l e andmanyupdatepoliciesandchangesforpromotionopportunitiesandsomehowitisnotclearen oughforherunderstandingviaemailannouncementorjustveryshortworkshoponceayearasmenti onedabove.

Asorganizationstructureatoffice,sheunderstandwellthatsheplaysanimportantroleinco mmunicationandtakecaremanyresponsibilitiesofHRdepartmentlikerecruit,inspire,develo p,motivateemployees,evaluateperformance,createrequirement,buildcloserelationship,buildlo yaltyforemployeesinordertotheyareh a p p y toworkforalongtermtoreachbusinessgoals,buts heneedssupportfromHRsinceshehaslimitedabilitytodoallresponsibilitiesinprofessionalwa ywithoutu n d e r s t a n d i n g welltheHRpractices,opportunitiesandthebenefitsfromthat. 2.6.3 Thereismissing2waysdiscussingbetweendirectmanagersandemployeesaboutpr omotionopportunities

Afterin- depthinterviewwithemployees:MsThu,MrsTran.Infact,theydonoth a v e achancetotalkaboutt heircareerexpectation,andtheirdevelopmentinthefuturea t office.Because,normally,managere valuateandsetupsametargetaspreviousyear.MrsTranhassaidthat“Ihavebeenworkingherefor morethan4yearsandmym a n a g e r s havenotaskedmeformycareeraspirationh e r e evenone time,Ireallydoesnothavechancetomentionortalkaboutthis.EvenItriedtotalkonetimeandgot theincreasingsalaryafterthat,butthenmanagerarenotcuriousindiscussingmyfurtherca r ee r aspiration”.

MrsTram- merchandisingmanagersaidthatsheonlycansupportinincreasingsal ary andcreateindependent environmentforheremployeestowork,thereisnon e ed ed furtherdiscussionaboutotherpromoti onopportunitiesbecausesheunderstand thatMelcosaofficecannotoffer.Sheismanagerandsaidthatifherstaffarenots a t i s f i e d withtha t,shehasnochoiceandreallycannotoffermore.Shealreadytriedherb e s t toprotectheremployee’ sbenefitsatoffice.

FromHRpointofview,MrsBichThuysawthatbothdirectmanagersandemployeesseem snotspendtimeforopentalkingtounderstandbettertheaspirationf r o m employeesandpossibility supportfromdirectmanagers,thenemployeeswills a t i s f y withtheircareerdevelopmentandkn owhowtogetsupportfromdirectmanagers.

(18)hasmentioned“noorganizationorHRMstrategy”canbeacauseofineffectivemana gerialcommunicationtoemployeesbecauseofwithoutclearstrategyorinstruction,itisnotthateasyt ocomprehendandimplementcorrectlyfrombeginning.

Fromin- depthinterviewwithMsTram,itisrecognizedthatofficehasHRMs t r a t e g y itisestablishedfro mHRheadofficeandeverychange,itwasannouncedviaemailorintranettoeveryofficesinthewor ld.AndChiefHRwilltraveltoofficesoncea yearforworkshoptomanagersandgeneralemployees

Therefore,thiscause“TherewasnoorganizationorHRMstrategy”canbeeliminated. 2.6.5 Badqualityofinformationchannelswithinoffice

Afterin- depthinterviewwithMsTram,shesaidthatatthemoment,informationf l o w canbedistortedbyin appropriatechannelsbecausealmostmanagerialpositionintendtocommunicateviaemailandintr anetthatinformationflowswasnotfullye x p l a i n e d toallemployees.Thisisalsocanbeacaus eofineffectivemanagerialc o m m u n i c a t i o n toemployees.

Shesuggeststousingbothformalandinformalchannelstobuildrelationshipandn et wor k a crossorganization.(33)n o m i n a t e d thesimilarsuggestioninorderto informationcanbecommunicatedin2waydialoguemoreregularlyandreceivef e e d b a c k assoo naspossible.

Afteranalyzingallin- depthinterviewinformationfromMsTram,MrsTran,MsT h u , MrsBichThuy,authorwascon vincedtoconfirm“Thereismissing2wayd i s c u s s i n g betweendirectmanagersandempl oyeesaboutpromotiono p p o r t u n i t i e s ”is themaincauseleadtoineffectivecommunicatio nbetweendirectmanagerandemployeethatleadtolowpromotionsatisfactionatemployees.Th ismainc a u s e canbeprovedasfollowing:

 Thismaincauseistopurgentmatterwhichneedtosolveimmediatelytoimprovethesituatio n,becausedirectmanageristhepersonwhocommunicatedirectlyw i t h employeesforalla spectsfromworkuntilHRpractices.Itisnecessarytorealizethiscause,takeanimproveda ctiontoavoidallconsequencesasmentionedabove.

 Itdemonstratestheimportanceofinforming,engagingandempoweringmanagersinorderto theycantakeresponsibilityasapartofHRteamasquickasp o s s i b l e toimprovethesituati on.

 AccordingtoMsTram,shepointedoutthatitisveryimportanceofprovidingworksho pmoreregularlyandtraining,supportfromHRdepartmentsothatmanagercanbeconfid enttodeveloptheirmanagementskills,knowledgeinc o n s i s t e n t l y translatingstrate gyintopracticeseffectively.

Fromallpreviousanalysis,maincause“Thereismissing2waysdiscussingb et w e e n direc tmanagersandemployeesaboutpromotionopportunities”leadtoCentralproblem:Ineffectivecom municationbetweendirectmanagerandemployeethatleadtoS y m p t o m : Lowpromotionsatisfac tionatemployees.Alternativesolutionswillbed e si g n e d tosolveproblematthischapter.Authorhas designedsolutionbaseonin- depthinterviewwithMsTram,MrsTran,theoriesandpersonalexperience.

Figure4:Solutionmap 3.1 Thefirstalternativesolution:Everydirectmanagerisaskedtobuildtheiro w n strat egytoimprovesituationwiththeirownteam

Directmanageristhepersonwhounderstandstheirteambestandhastheirownw a y tohand leteamfromthepastuntilnow.Managerunderstandthepersonalityandk n o w thesituationofever yteammember,thereforedifferentsolutionwillbefollowedw i t h everyindividualteammembers. Afterindepthinterviewwithmerchandisingm a n a g e r -

M s Tram,shesaidthatmaybeshewillorganizeaninternalmeetingwithall membersatherteam,thendiscusstogetherfortheactualsituation,thenshewouldliketocollectadvi ce,solutionfromherteammembers,whatshecandotomakeheremployeeshappyaboutpromoti onopportunityatwork.

3.1.2 Cost: totalcost of thissolutionis1,000USD

 Dependoneveryteam(contingencycost:maybeforlunchbreakifnecessary):1 0 0 USD /team,7teamswithtotal700USDand1bigteamofQA:300USD.

3.2 Thesecondalternativesolution:Buildup“Mydialog”systemandorganizeworksh opforalldirectmanagers,employees.

ShehasbeenworkingforMelcosafor18years,itisenoughtimeforhertoo b s e r v e andha dtoadoptthatthereisverylessofficialdiscussingbetweenmanagersa n d employees,theyignoreth eimportantprocesstoevaluateandbuilduptherightplantodeveloptheiremployees.Besides,offi cealsocannotfindoutandtrackthepotentialemployeesforfurtherinvestment.

Letemployeesraisetheirvoicetoshowtheirinterest,theirexpectation,aspiration,thencan findthesuitableplantogrowuptogetherwithdirectmanagers.O p e n talkingalsosupportemplo yeestolookbackthemselvescarefullybeforeaskingforanypromotionandtheyneedtopreparethe mselvestoqualifyforthethingsthey wantandlettheirmanagersrecognizetheircompetency.Thiswillcreatethefairpromotionopportu nitiestoeveryemployee.

 MelcosacannotofferformanyavailablemanagerialpromotionsbutProjectLeaderisconcer nednowfromthetop- management.Therearemanyprojectsinthefuture,t h e r e f o r e qualified,potentialemployee scanbecomeleaderin1project,employeewillhaveaspacetogrowth.

 Currentpromotion:salaryadjustment;opportunitytogoforbusinesstriptoopenmindsetan dexpandknowledge;trusttogivemorechallengetasks;letemployeebecomeleaderthemsel ves;chancetoworkindependentlyandtakeresponsibilityt h e m s e l v e s ; favorforindivi dualneeds:flexibletimeperdayorperweek,workathome;…

Itisadialoginvolvingastructuree v a l u a t i o n , recognitionandmeasurementofperf ormanceandachancetohavetransparencyonindividualdevelopmentandpotential.Besidesth emeaningofitself“dialog”,itstandsforDevelopment,I m p r o v e m e n t , Aspiration,Learning, Opportunity,Growth.

Directmanagersandemployeesshoulddiscussdirectlytogetherto:plan,monitor,reviewa nemployee'sworkgoalsandoverallcontributiontotheoffice.

Thedialogueisthemostimportantparttomanageperformance,setexpectationsandproce edintwowaydialog.Bothdirectmanagersandemployeeshavetododialogasaofficialproceduret oavoidsignofforconfirmationwithoutdiscussing.Dialogcreatesofficialopportunityforemployee storaisetheirvoiceintheirperformance, understanddirectmanager’sexpectationandpossibleopportunitiesatoffice.Attheend,thedialogis focusingondevelopmentofemployees.

Tomakedialogismoreeffective,employeesanddirectmanagersshouldprepareb ef o r e a ndduringthedialogcarefully.Therearesomesuggestionstothinkaboutbya n s w e r belowquestion s.

Hashe/sheshownpotentialbehaviorsasidentifiedbyyouandMelcosaoffice?HowFrequently? Howdidhe/sheaccomplishthegoalsthatdirectyoutwohavesettogether?

Duringthedialog,bothdirectmanagersandemployeesshouldbeopenminded,a ct i v e lis tening,givingpositiveandconstructivefeedback,askingifsomethingisnotcl ear immediatelyforf urtherexplanation.

Directmanagerscanconductperformancereviewbystayfocusedtodiscussandd e v e l o p spe cificsolutions,alwaysencouragetwowaydiscussionandletemployeesfeelc o m f o r t a b l e totalkors haringtheirreview,listenandpreparetochangemindifnecessary,maintaineverydiscussionisconfide ntial.Moreover,managercanexplainbygivingexamplebutitshouldbespecific,behavioralnotpersona l.

Strengthsandimprovementopportunity;performancegoalsandcompetencies;careerobjec tives,organizationrequirements- presentandfutureskillsgaps;availabled e v e l o p m e n t a l resources;reasonsforperformancegapsa reconsideredwhensettingd e v e l o p m e n t priorities.

Fordevelopmentandgoalsettingtalk,itisnecessarytoconductenoughfor4b e l o w stages: Howtostartadevelopmenttalk;Howtogetintomoredetailduringthedevelopmenttalk;Howto concludeadevelopment;Howtoorganizefollow-up?

Whataresomeprojects,assignments,committees,jobroles,thatwouldmakethemostofyourstr engthsandhelpyouimproveuponyourdevelopmentareas?

Whatsupportdoyouneed,tobuildon/workon,foryoutoreachyourlong-termg o a l ?

Therearedifferentbehaviorsthatindicatepotentialemployeessuchas:Insight,Comm it m ent ,Motivation,Curiosity,Aspiration.

Managershouldbaseontheirobjective,realfactsandnotinfluencedbypersonalb e l i e f s , judgmentorfeelingtoevaluateemployeesbyratingtoall5behaviors.Ther a t i n g scaleisthefr equencyofthatbehavior:rarely,sometimes,usually,always.

Aftergoingthroughallprevioussteps,itistimeforendingthedialogwithanagreementand confirmationclaritybybothdirectmanagersandemployees.Inaddition,employeesknowwellthea ccountability,actionplantofollowup,askandanswerq u e s t i o n ifany.

2workshopwillbeconductedafterthat:oneisforalldirectmanagersatoffice,a n o t h e r on eisforallemployeesatofficetointroduceaboutnewsystem“Mydialog”ino r d e r toalldirectma nagersandemployeescanunderstandwhatisitandknowhowtoap p ly correctly.

 “Mydialog”canbeappliedimmediatelyeasily.Officecanarrangeworkabletimeeasil yfor2workshops,thenexpandtowholeoffice.

 Thisisofficialopportunityforemployees,managerstohaveopentwowayd i s c u s s i n g Andallexpectations,aspirations,challenges, andmanyothera s p e c t s areclarified,m easuredandrecognized.Thenspecificplanningismadeforeveryemployeetoincreaseth eirpromotionsatisfaction.

 Allemployeescanevaluatethemselvesmoreaccuratebaseonthefacts,actualsituationbydi scussingdirectlywiththeirdirectmanager.Ithelpstoreducetheg a p betweenimpossibleex pectationsandreality,thenpromotionsatisfactioncanbeincreased.

3.2.7 Cost: total costfor thisprojectis 1,210 USD

 ITtosetupthe“Mydialog”:1,000USDforthisproject(Source:Vietnam2018s al a r y gui defirstalliances).

MsTram,shesaidthatitisbettertohavegeneralstandardforallpeopletoconductinthesamewayl i k e “Mydialog”insteadofeverymanagershastheirownwaytodealwith.Thenmaybesomeday,th econflictwillhappenagainbecauseallmanagersdonotsingthesamesong,andemployeeswillperc eiveinformationinmanydifferentways.And“Mydialog”h a s aclearinstruction,shesuggestedt odoatestinginsmallgroupandlet’sseetheoutcomeandifsomethingneedtoadjustforbetterresult,t henexpandtowholeofficef o r thisSep-2019evaluation.

MrsTranandMsThuwhoareatemployeeposition,theyaresoexcitedwith“Mydialog” becauseatleastrightnowtheyhaveanofficialopentwowaydiscussingwith theirdirectmanager, thechanceforthemtoraisetheirvoice.Moreoverwithclearguide, theythinkthattherewillbeso mebrightpointintheircareerinthefuture.

Ontheotherhand,forthefirstsolutionwhichletalldirectmanagersbuilduptheirownstrate gyfortheirownteam,therewillhavefavouritismfromdirectmanagersf o r differentindividuals,a nditisnotsurethateveryemployeeishappyandsatisfied.Inaddition,itwillcreatethechanceforemp loyeestokeepsilence,seemsagreeeverythingb u t infactitdoesnot.Everydirectmanagerhastheir ownleadershipstyling,theirownw a y tosolveproblemandofficecannotfollowthestatusforthei mprovement.

Inconclusion,therearemanyreasonablereasonstoimplementthesolution“BuildupMydial ogsystemandorganizeworkshopforalldirectmanagersandemployees”.Thiswillhelptoimprove communicationbetweendirectmanagersandemployees,thecommunicationaboutpromotionopp ortunitywillbemoreeffective,thatsupporttoincreasepromotionsatisfactionatemployees.

Step1:IntroduceMydialogandguidelinetonominatedpeopleS t ep 2:Testi ngMydialog

Step5:FinishMydialogsystemandorganizeworkshopforallmanagers,employeesS t e p 6:Imple mentMyDialogpage

 Responsibleperson:HR-admin:MrsBichThuy,authorLamPhuongThuy

May Jun Jul Aug Sep Oct

Step1:Introd uceMydialog andguideline tonominated p eo pl e

- Letmanagera ndemployeeh ave timetore adandprepar eforthetestin gdialog

- Manageran demployeea reaskedtopr eparedcare fullyforthedi alog

Mydialog - Tomakesur eMydialogisa ppliedeasilyan dallquestions areundersto odcorrectly

- Toconfirmi fsomethingn eed toadjust ed

- Individualop entwowaydi alogbetwee ndirectmana gersandem ployees

Step3:Finali zeMydialo gcontenttow riteapage

- ITcreateapag etoshowupall requiremento fMydialogfr omHRadmin andauthor

+Clearandlo giccontent +Consumele sstime +Easytoputin formationf rommanager sside afterdi alog,andcon firmationfro memployeea fter that.

- Sendthelinkt osomemana gers,employ eestogetfee dback

Mydialogs ystemandor ganizework shopforallma nagers,empl oyees

- Trainingmana gersandemplo yeesab out M ydialog

- Organizewor kshopfordetai ltrainingtofa miliarwithM ydialog +Whatisit +Howtoappl y

+Rolesofma nagers,empl oyees,HR +StepsofDia log

- Askforoffici alimplementn ew Mydialog system

- Alldirectman agersand em ployeesatoff iceneedtoco nductthedial ogbeforeinp utinformati ontofinishev aluationatM ydialogpage

Step7:Measu retheeffecti venessofM ydialog

- Getfeedbackf romallemplo yees,di r e ct managerabo ut benefitsfro mthechangea ndtheirsatis factionafte rimplement ingthechang e

- Surveyorgro upinterview byaskinge mployees,ma nagerstor an ktheirsatisfac tionwiththec hange,effecti venessofMy dialog

4 Frequencyforofficialdialogbetweenma nagersandemployees atleasttwice/ ayear Oct-2019

Fromallanalysis,GeneralManagershouldagreetoimplementimmediatelythea c t i o n pla ntosolvethemaincause“Thereismissing2waydiscussingbetweendirectmanagersandemployee saboutpromotionopportunities”assoonaspossibleinordertoimprovetheeffectivecommunicatio nbetweenmanagersandemployeesinordertoincreaseemployee’spromotionsatisfactionandjobs atisfaction.

Nowadays,internaleffectivecommunicationbetweenmanagersandemployeesisplayin ganimportantroleineveryorganizationandthisisalsothechallengeford e c a d e s becauseofma nyreasons:leadershipskills,HRstrategy,lackofwellcomprehensionfrommiddlemanagera boutHRpracticesandpromotionopportunities,missing2waydiscussingbetweendirectmanagers andemployeesaboutpromotiono p p o r t u n i t i e s , communicationcompetencyfrommanagers, qualityofcommunication channels,…

Thisthesisaimstofindoutthepotentialcauseswhichleadto “Lowpromotionsatisfactio natemployees”.This symptomhasbeenrealizedbysurveyresultconductedbyauthor“Employeej obsatisfactionatMelcosaVietnam”.Authorhasconductedin- d ep t h interviewtheactualsituationatofficecombinewiththeoriestodemonstratethat “Ineffecti vecommunicationbetweendirectmanagersandemployees”is acentralproblem.

Therearesomepotentialcausesthatleadtothiscentralproblem,butitisco n v in ce d thatm aincauseis “Thereismissing2waydiscussingbetweendirectm a n a g e r s andemployeesaboutp romotionopportunities ”

Authorhasconductedin- depthinterviewagainforthesolutionproposal.Andincomparisonaboutcostandbenefits,suitableb ettersolutionis “Buildup" Mydialog" s y s t e m andorganizeworkshopforalldirectmanagers,em ployees ”

- ToproveJSSisevi dencefor thescale'sreliabi lityandconstruc tvalidity

- JSSmeasures9aspects:Pa y,Promotion,Supervisio n,FringeBenefits,Conting entRewards,OperatingPro cedures,Co- workers,NatureofWork,an dCommunicationvia36ite ms

- Respondentisem ployeeswhower eallfromhumans ervice,public,an dnonprofitsector organizations

- Thestrongestrelat ionshipswerewith intentionofquitting thejob,organizati oncommitment,per ceivedjobcharacte ristics,andpercep tionsofthesupervis or.

- Relationshipswithp ersonalcharacterist ics,absenteeismw erequitesmall

- Todeterminetheef fectsofemotionali ntelligenceandtra nsformationall eadershipstyleone mployeesjobsatis factionlevelinblue -andwhite- collarenvironm ents.

35managersand12 0workersfromasin gleorganization locatedintheState ofTexas

- Employeesjobsa tisfactionincrease swiththeapplicatio nof emotionalintelligencea n d transformationalleaders hipstyleofthemanagers

- Thereisastatisticallys ignifi cantdifferencea boutthisrelationshipbe tweenblue-andwhite- collarenvironments.

Isthejobsatisfacti onsurveyofPaul Spectoragoodto oltomeasurejobsa tisfaction,evidenc efrom(MNHWs)i ngovernmentf aci l it i es inruralNep al

- TheJSSstatementswere organisedintothedimensi ons:Pay/Benefits,Co- workersandSupervisors,P romotion,Workenviro nmentandGeneralJobSati sfaction.

- UsebothJSSandmixed methodstoassessits validityandreliabilityinme asuringjobsa t i sf a c t i o n atMNHWs

- Surveyallstaffwo rkedforatleast1ye ar:maternalan d ne wbornhealthworke rsMNHWs.

- JSSwasabletomeas urejobsatisfactioni nNepal.However,it didnotincludekeycont extualfactorsaffectin gjobsatisfactionof MNHWs.

- Thistoolcanbeus edinsimilarsetting sandpopulation swithsomesuitable changingserver esearchpurpose.

- Suggestaddingtrai ningandjobsecurit ytothepromotionan dg en er al satisfactio nofthetool.

Thisstudyinvestig atedtheinfluenc efactorsofjobsatis factionanditsrelat ionshipwithturn overintention

- CombineTheMinnesot aSatisfactionQuestion nairewithdomesticstudi esonjobs ati sfa ct io n

- Jobsatisfactionin cludes sixdimensionsvia35items :satisfactionwiths al a r y an dwelfare,workit sel f, lea derbehaviour,personalgr owth,interpersonalrelati onshipsandjobcompete ncy.

- 30enterprisesofdi fferentindustries, naturesandscalesi nShandongProvi nce,Shanghai,andJ iangsuProvince.

- Earlyemployee:co ncentrateondevel oppersonalgrowth butlessonsalaryand welfare.

- Nextitemsaresala ryandwelfare,wor kitself,interpersona lrelationships,a ndleaderbehaviour.

- Jobcompetencyisthel astbecausetheyareinea rlyemployee,inthelearn inganddevelopingst ageoftheircareer

- Toclarifythelevelo fjobsatisfaction ofChinesecomm unityhealthwor kersbetweename tropolitan(Shenya ng)andasmallcity(

Benxi)inLiaonin gprovinceandexp loreitsassociate dfactors

- UseMinnesotaSatisfact ionQuestionnaire(MS Q)with20items,use5poin tLikertscaleinclude2dimen sions:intrinsicjobsatisfacti onandextrinsicjobsatisfacti on.

- Intrinsicjobsatisfacti onincludes12itemsthatref ertoactivity,abilityu ti li z atio n,achievement.

- Extrinsicjobsatisfactio nincludes6itemsthatrefer tosupervision- humanr el a t i o n , compa nypolicies,compensatio n,andsoforth

-Amulti- stagesample wasusedandatotalo f2,100Chineseco mmunityhealthwor kersfrom2cities

- Studystrengthenedthee videncethatstressandb urnoutwerenegativelya ssociated withhigherj obsatisfaction

Curtis,E -WhatisPHNs -Quantityresearch -Surveyall -Lowlevelofjob

A., currentlevelof -2-factortheory:Factors employeedPHN, satisfactionamong

&Glacken, jobsatisfaction thatenhancejob get332responses publichealthnurses M.(2014) andactualfactors satisfaction,Factorsthat emerged.

(38) contributetojob causejobdissatisfaction -Professionalstatus, satisfaction through5facets:Pay, interactionand amongPHNs? Autonomy,Task autonomycontributed

-What requirement, mosttojob relationships Organizationalpolicies satisfactionwhilepay existbetween andProfessionalstatus andtask-related demographic Interaction activitiescontributed factors least. andjob -Ageandtenurewere satisfaction? factorsthatcorrelated significantlywithjob satisfaction

Are Russia workers satisfied with their job? If not, why does it matter and what can be done?-Quantity research

Survey include 7 statementsabout job satisfaction -Use Likert 5 point scales.

Job satisfaction is dependent variable

- Survey 1200 Russia employees in summer 2000.

Relative importance of respondent characteristics, job characteristics, and attitude toward the workplace.

Generally they were satisfied with their own job.

Russia worker will report high level of job satisfaction whether their job provides opportunities to develop skills and abilities

Asdataisnotverycomplicated,thenauthordecidedtoinputdataandanalyzethef i g u r e by normalExceltool.Followingisdetailreportwithtotalscoreofjobsatisfactiona n d jobsatisfactionb aseoneveryaspect.Inaddition,itisalsoshowedsomerelationwithothervariablessuchas:age,gen der,workingposition,workingperiod.

.24,nextisSupervision4.18,thirdplaceisOperatingConditions3.98andN a t u r e ofworkis3.97.In general,manyaspectsgetgoodresultwhilePromotionSatisfactionhastheworseperformanc e,isonly1.97,aboutContingentrewardsS a t i sf a c t io n isonly2.79comparedwithothers.

Thosewhodow ellonthejobstan dafairchance ofbeingpromot ed

WhenIdoagoo djob,Ireceiveth erecognitionfor itthatIshouldre ceive

Idon’tfeelmyef fortsarerewar dedthewaythe yshouldbe

Mysuperviso risquitecom petentind oin g his/herjob

Manager(merchand ising,QA&QC,acco unting,shipping,HR,

Natureofwork:36.2%adoptedthatitisthemostimportantaspects,and42.6%v otepayisa t2ndplace,3rdplaceisbenefitswith34%ofresponse,co- workeristhef o u rt h importantaspectwith31.9%.FollowingaspectsareSupervision:5thplace,C ontingentrewardsandPromotionseemsareat6thplace.Operatingprocedurescanbea t 7 thand 8 thpla ceamongallaspects.9 thplace isCommunicationwithinorganization.1 s t : Natureofwork

Co- workers5th:Supe rvision

6th:ContingentrewardsandPromotion7thand 8th:Operatingprocedures

SURVEY:EMPLOYEESJOBSATISFACTIONATHERMES- OTTOINTERNATIONAL VIETNAM/MELCOSAVIETNAMLTD

UniversityofEconomicsH o ChiMinh).AftergettingapprovalfromGeneralManager,Iallowedtoconductthesisatouro ffice.

Thissurveytargetsallemployeesat Melcosaoffice,and itjusttakesabout10to15minutestofinish Y o u r helpisreallyhighlyappreciated.

20 18 I f youh a v e anyi r i e s , f e e l f r e e t o c o n t a c t meviaemailthuy.lam@h- oi.com or mycellphoneno0989543976.

Ip l e d g e a l l a n s w e r s willb e k e p t c o n f i d e n t i a l l y a n d s e r v e onlyf o r r e s e a r c h p u r p o s e N o nameo f r e s p o n d e n t isrequired.

Under25 From25to35 From36to45 Older45

Under3years From3to5yearsFrom6to10years Over10years

Supervisor/Manager(merchandising,QA&QC,accounting,shipping,HR,…).

Tôi làLâmPhương Thúy, họcviêncaohọccủaviệnđàotạoquốctếISB,trườngđạihọcKinhTếTP.HCM.Dướisựchophépcủatrưởngvănphòng,tôi đượcphépthựchiệnkhóaluậncủamìnhtạivănphòngđạidiệnMelcosa.

Mọi thôngtin thu thậpđược chỉphụcvụchomụcđíchnghiêncứu,khôngđượccôngkhaidướibấtkì hìnhthức nào.RấtmongAnh/Chịdànhkhoảng10-

15phútđểhoànthànhbảngkhảosátnàyvàgửilạichotôitrướcngày17tháng8 năm2018.Nếuanhchịcóbấtkìthắcmắcnào ,vuilòngliênhệtrựctiếpvớitôiquaemailthuy.lam@h-oi.comhoặc điệnthoại0989543976.

Khôngcóthôngtin tênngườitrảlời đượcyêucầuđểđảmbảotínhbảomật.X i n chânthànhcảm ơn!

Chịv ềcâuđó (1.Hoàntoànkhôngđồngý;2.Khôngđồngý;3.Tươngđốikhôngđồngý;4.Tươngđốiđồngý;5.Đ ồngý;6 Hoàntoànđồngý)

1 Tôicảmthấytôiđược trảlươngxứngđáng với côngviệctôi làm 1 2 3 4 5 6

3.Giámsát/quảnlícủatôi khágiỏitrongcôngviệccủa anh/chịấy 1 2 3 4 5 6

5.Tôi đượcvănphòngghinhận,khenthưởngkhi tôilàmtốt côngviệc 1 2 3 4 5 6 6.Nhiềuquytrình,thủtụcphứctạpởvănphònglàmchocôngviệccủatôitrởnênkhókhănh ơ n 1 2 3 4 5 6

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21.Giámsát/quảnlícủatôi thểhiện quáít sựquantâmđếncấpdướicủahọ 1 2 3 4 5 6

26.Tôi thườngkhôngbiếtnhữnggìđangdiễn raở văn phòng 1 2 3 4 5 6

36.Tôikhôngđược giảithíchrõràng,đầyđủnhiệm vụcủamình trongcôngviệc 1 2 3 4 5 6

Dưới25 Từ25đến35 Từ36đến45 Trên45

Dưới3 năm  Từ3đến5năm  Từ6đến10năm  Trên10năm

 Giámsát/Quảnlí(bộphậnquảnlíđơnhàng/bộphậnquảnlíchấtlượng/bộphậnkếtoán/bộphậnchứngtừgiaohàng/ bộphậnnhânsự,…).

12 Anh/Chịhãyxếphạngtheothứtựtừ1đến9chocácyếutốcủacôngviệc(1làquantrọngnhất,9làítquantrọngnhất).

Nộiquyvàquytrình Đồngnghiệp Cơ hộithăngtiến Truyềnđạtthôngtin trongvănphòng

Appendix2:1 st Interview transcript-MrsNguyenThiBichThuy- HRadminTime:10:00,10/08/2018

LamPhuongThuy:HelloMsThuy,IhavebeenworkingatMelcosaofficeformorethan3yearsatmerch andiserposition.Recently,Ihaveobservedthatin9firstmonthsofyear2018,therearetotally6employee sdecidedtoleaveofficewhiletheirworkingperiodhereisjustu n d e r 3yearsandallofthemareunder30y earsold.IknowMelcosahasalreadyreplacedallp o s i t i o n s Whatdoyouthinkaboutthisphenomenon

NguyenThiBichThuy:well,youareright.Thisyearisthefirstyearwithhighturnoverr a t e Therear emanyreasonsforthat,ingeneralitispersonalreason.Andinmypointofview,besidesthattheyarenots atisfiedwiththeirjobandtheyneedtofindanothere n v i r o n m en t

NguyenThiBichThuy:ofcourse,employeejobsatisfactionplayanimportantroleateveryo rg an iza t io n, especiallywearerepresentativeofficewhodoservices,weneedemployeesw h o aresatisfiedwithth eirjobandhavelongtermcommitmenttoworkforoffice.However,a l l officesintheworldjustmeasurea bouttheemployeeengagement,notjobsatisfaction.

LamPhuongThuy:So,employeejobsatisfactionisveryimportantwithoffice,canyouplsg i v e meso meexample?

NguyenThiBichThuy:forexample,youaremerchandiserwhoworksdirectlywithbuyerv i a dailyema ilordirectworkingatmeeting.Understandbuyerandenthusiasmatemployeeist h e importantfactorma kebuyersatisfyaboutourservices.Evenotherdepartmentslike:accountant,shipping,althoughtheydonot communicatedirectlywithbuyerbutiftheylove theirjob,theywillcommittoworklongtimeandmakeworkismuchmoreeffective.Whenc u r r e n t e mployeesarehappy,andnewcomersalsofeelfineandinterestedinnewe n v i r o n m e n t Moreover,if employeesaresatisfiedwiththeirjob,fromHRpointofview,wea l s o cansavecost,timetoreplaceandtrai ningnewcomers.

N g u y e n ThiBichThuy:salary,natureofwork,position,culture,socialbenefits,reward,leadershipsty le,colleagues,promotion,opportunity,…

NguyenThiBichThuy:Ithinkitissalary,IamHRadminandIseethatingeneral,salaryatt h i s officeisq uitehigh,abovemediumandcompetitiveinthemarket.Ithinkalmostemployeesaresatisfiedaboutsalary Andbenfitsarealsoimportant.Aboutnatureofwork,IthinkIcannotcommentbecauseeverydifferentpo sitionwithdifferentnatureofwork.

NguyenThiBichThuy:FromreportresultaboutEmployeeengagement2018,therearehighc o m m i t m e n t s withoffice,andjobsatisafactionhasslightlyincreased,relationshipbetweenmanagersandemployees isgood,balancehappinessinworkandlifeisnotthathigh.Ing e n er a l , almostemployeesaresatisfiedand cooperatewellatoffice.

“Itstartswithme”programhasstarted,employeesareatcentertopushthelimitf o r customer.Ihopenex tyear,therewillbesomechange.

LamPhuongThuy:asyousaidthatmanyemployeesaresatisfiedwiththeirjob,soistherea n y peopleord epartmentarenotsatisfied?Whatarethereasons?

NguyenThiBichThuy:therearesomephenomenonswhichweshouldpayhighattention,f o r examp leinQA&QC,merchandisingdepartment.Therearesomepositionswhichwen e e d toreplacemoreth an3timesuntilwecanfindsuitableonewhoaccepttowork.Oneofthereasonmaybetheyareyoungand needtofindmoreactiveenvironment.Andafewlong termemployeeshasleft,Ithinktheyneedtofindtheplacewhocanofferforthempromotiono p p o r t u n i t e s

LamPhuongThuy:asyourabovesharing,canyouplsevaluatethejobsatisfactionviaev er y aspects? NguyenThiBichThuy:IthinkIjustcanevaluateingeneralbaseonmypersonalexperienceonly. LamPhuongThuy:Whatdoyouthinkaboutcommunicationbetweenoffices,doesallemployeesknow aboutthestrategyofofficeclearly,iscommunicationimportantatoffice?

N g u y e n ThiBichThuy:Iseethatemployeeshavenotcaredaboutstrategyofofficebuttheirt e a m g oals,however,everyendoftheyear,Gerneralmanagersummarizesthecurrentresulta n d strategyforne wyear.Ithinkallofthemcanknowiftheypayattention.

LamPhuongThuy:youhavesharedthatpromotionopportunitiesatthisofficearenotthatg o o d likeoth erplaces.Isthisfactoreffectmuchtoouroffice?

NguyenThiBichThuy:Ithinkitwilleffectinthelongrun,becausefromthepastuntilnow,a l l ofmanag erialpositionisbabyboomerwhoworkformorethan15yearsandnotdividebyl o w e r managerialposi tion,thereforeyoungemployeehasverylesschancetobepromotedinmanagerialposition.

NguyenThiBichThuy:aboutpromotionopportunities,itisnotonlyaboutmanagerialp o s i t i o n , ou rofficehastriedtoofferotherbenefitstomakeemployeesatisfy:increasesalary,traininganddevelopment,

NguyenThiBichThuy:itwillhavebadeffecttooffice,ofcourse,lesscooperationandnotp r o d u c t i v i t y atwork,customerarenotsatisfiedandclaimus,lesseffectiveoperationleadtolackoftrust,looseor ders,loosecustomersandreoutationofoffice.

NguyenThiBichThuy:infact,itisnot.Justfrombeginningofyear2018,weneedtor ep l ac e morefor

LamPhuongThuy:Incaseyouneedtorecruitnewemployees,isitdifficulttorecruitq u a l i f i e d candi date?Whatisthecostforit?

NguyenThiBichThuy:no,itisnotdifficult,weusuallyusevietnamworkandaskforhelpf r o m internal employeetointroducequalifiedcandidate.Costcomsumingisnotbigdeal,timeconsumingtoconfirmsui tablecandidateislong,becauserequirementfrommanagerish i g h andtheyarewillingtowaituntiltheyc anfindthebestcandidate.

NguyenThiBichThuy:Inthisrecently3years,ourofficeintendtorecruityoungemployeesw h o havele ssthan3yearsexperienceorjustgradudatewhilerestofemployeeswhohaveb e e n workingformorethan 7years,somepeoplewhohaveworkedfor15,20,25years.

Becauseofmoreandmoreyoungemployees,thereforethejobsatisfactionwillbedifferenta n d thisisals ochallengeforHRdepartment,weneedtofindthewaytomaintainandd ev el op potentialemployeeand motivatethemtoworkforlongtermatoffice.

NguyenThiBichThuy:Itisagreatidea,let’sseetheresultfromyoursurveyifwecanimprovesomethi ngfromthat.Becauseinfactuntilnowwedonothaveanyreportaboutjobs a t i s f a c t i o n forouroffi ce.

Appendix3:2 nd Interview transcript-MrsNguyenThiBichThuy-

11:00am,25/09/2018 Venue:MelcosaVietnamLtd,SaigonmeetingroomInterview er:LamPhuongThuy

HRadmin(18yearsworkingatMelcosa)LamP h u o n g Thuy:Goodafternoon,MrsThuy.Thanky ouforbeingwithmeagaintoday.Asyouknow,Iconductedsuccessfullythesurveyaboutemployeejobsati sfactionatourofficea n d theresultshowedthatjobsatisfactioningeneralisatmediumlevelbuttolookthr oughjobsatisfactionviaeveryaspects,itisabsolutelyneedtopayattentionaboutpromotionaspectwit hscore1.973/6,comparedwithotheraspects:scoreabove3.7/6.ThatiswhyIdohopewehaveatalkagaint oinvestigatetheproblemthatledtolowpromotionsat i sf ac ti o n

Theinterviewcantakeabout15minutes,andplsallowmetotakenoteinmyhandbooktoav o id missingin formation.Areyouready?

NguyenThiBichThuy:Goodafternoon,Iunderstandandhavealookonyourreportalready,ok,Iamw illingtobewithyou.

NguyenThiBichThuy:well,Ithinkitreflectedthegeneralsituationofouroffice,asyousee,wehavequit estableemployeewithlongtermcommitment,allmanagersworkedhereformorethan10yearsandtheydi dagoodjob.

Sorry,Iamnotsoclear.N g u y e n ThiBichThuy:Imeanyoucanseethatourofficehaslessopportunit ytopromoteinternalemployee.Everyteamhasmanagerwhoisbabyboomerfrombeginninguntilnow a n d structureoforganizationisstablefromthepastuntilnow.Evenbusinessexpansion,managercanre cruitmoreemployeetoinchargeorsharingworkincaseofoverload.

NguyenThiBichThuy:inmypointofview,maybebecausethereisreallynoplacetomovef o r w a r d , becausethisisstructureofourofficealready.Ifthereisnobigchangeinthefuture,everythingwillrunsmo othlyasbefore.Butthenemployeecanworkindependenceinc o m f o r t a b l e environment,flexibleh ourworkingtime,… andtheycanbethemselvesatwork.L a m PhuongThuy:Doyouhaveanyconcernwhenemployeesaren otsatisfiedaboutpromotionopportunityhere?

NguyenThiBichThuy:infact,nearly50%ofouremployeearemorethan36yearsoldandw o r k here morethan7years.Ithinktheyareokwithourstructure,policiesandotherbenefits.Maybeyourresultshow sthattheyarenotsatisfiedwithpromotionbuttheyhavelesschoicetoothercompanies.Fortheseemploy ees,wedonotworrymuch.Just3yearsrecently,wehaverecruitedmoreandmoreyoungemployeesunder 30yearsold,perhapsweshouldpayattentiononthisgroup.

NguyenThiBichThuy:Imeanwealsodidalotofthingtopromoteemployees,formovingtoupperleve lmaybewecannotoffer.Butasyoualsorecognizedthateveryyear,withgoodperformance,besidesann ualraise,somepersonsalsogetthehigherraisethanothers,maybeyoudidnotknowbutinfact,itis.Thisisa lso1methodofpromotionwediduntilnow.

Moreoever,Iseethatdirectmanageristhepersonwhohastheirownwaytopromotetheiremployees,to motivatethembutofcourseeverymanagerhasdifferentmanagementstyling.L a m PhuongThuy:ah yes,canyouplstalkmoreaboutwhatdirectmanagercanpromotetot h e i r employees?

NguyenThiBichThuy:Icannottellyouexactly,maybeyoualsocanhaveapointofthis,f r o m mypoin t,Iseethatsometeams,managerallowemployeetohavebusinesstriptoE u r o p e togetherwiththem,Ithi nkthisisalsopowerfulmethodtomotivateemployee,let themhavechancetovisitbuyer,opentheirmindandbeconfidentmoreandmoreintheirw o r k Thisisal sogood.

LamPhuongThuy:thankyou,andyoudidtalkaboutyoungemployeesunder30yearsold,youshouldp ayattentiononthisgroup.Whatdoyoumean,pls?

NguyenThiBichThuy:Imeanforyoungemployee,theyhavelesscommitmentwithofficean d easyto makedecisiontoleave,alsomaybetherearemanyreasonsfortheirdecision.

Let’sseetheoutcomeinsomenextyearaboutyoungworkforce,thenIwillinformtoHRH o n g Kongour situationtoaskfortheiradvice.

LamPhuongThuy:withyoungemployees,exceptthelimitedpromotionopportunityasyousaid,whatel sethat youcanconfidentthatourofficecanofferforthem?

NguyenThiBichThuy:asIsaid,itdependsondirectlymanageraswell,fromHRpractices,w e alsoorga nizeeveryyearsoftskillsclass,andfromH-

OI,theyhavechancetoupgradek n o w l e d g e ofemployeesfornewproject,andItrustwithgreatcompet ency,theywillhavech an ce todevelopthemselves.

Appendix4:1 st Interview transcript-MsPhanThiNgocTram-MerchandisingM a n a g e r Time:1 st interview:

3:00pm,25/09/2018 Venue:MelcosaVietnamLtd,SaigonmeetingroomInterviewer:Lam

LamPhuongThuy:Goodafternoon,MsTram.Thankyouforyourtimetoday.Asyouk n o w , lasttim eIsentsurveytoallofouremployeesaboutJobsatisfaction.Afteranalyzing,theresultshowedthatjobsat isfactioningeneralisatmediumlevelbuttolookthroughjobs a t i s f a c t i o n viaeveryaspects,itisab solutelyneedtopayattentionaboutpromotionaspectw i t h score1.973/6,comparedwithotheraspects:s coreabove3.7/6.ThatiswhyIdohopew e haveachancetotalktounderstandtheproblemthatledtolowpr omotionsatisfaction.

Theinterviewcantakeabout15minutes,andplsallowmetotakenoteinmyhandbooktoav o id missingi nformation.Areyouready?

LamPhuongThuy:yes,youareright.Asyouareatmanagerialpositionandworkedforo f f i c e forlo ngtime,whatdoyouthinkabouttheresult,47respondentsandfinalmediumscoreisonly1.97/6?

PhanThiNgocTram:becausestructureofoffice,wearemanagerformorethan10yearsa n d haveabi gteam,totalkaboutmovingtoupperlevelseemsnotworkableevenIwantit,Iw an t mystaffhaschanget omoveupbutatrepresentativeofficetheyreferlessmanagerial level.IunderstandandthatiswhyIpromotemyteammemberinotherwaysandIthinkstillf i n e

PhanThiNgocTram:theyareinpromotionbutitseemstheydidnotrecognizethat,sometimesitmake smefeeluncomfortablewhenIamfightingfortheirraise,andwhenItellt h e m itseemsverynormalne wsforthem,makemedisappointedaswell.Theydidnotu n d e r s t a n d howdifficultIhavetoovercome anddealwithGeneralManagerfortheirraisee v e r y year.Notonlystopatthat,Ialwaystrytoobserveands hareworkloadifnecessarytoa v o i d anyoverload.Andthisistheruleinourteam,notofficialinpaper,wh enfeeloverloadjusttellmeandIwillarrange,Ihaveneverwantmystaffstaylateforworking.Forme,they a l s o canworkathome,noneedtoshowcompetencybaseontheirspendingtimeatofficebutt h e effectiv enessatwork.

P h a n ThiNgocTram:Iseeonlywithmyteaminthisoffice,Iamsuccessfulinaskingfor2s t a f f s tog oforbusinesstriptogetherwithmeeverytime(twiceayear),becausemyaccountisbigand1timevisitGer manywehave7vendorsgotogether,thereforeweneedenoughp e o p l e atMelcosatohandlewell.Tom akedecisionwhowilljoinwithmeisbasedonmyevaluationiftheyareconfident,greatinEnglishandper formewellatwork.AndIwouldliket o promotethemwithbuyertoaddmorepowerfulforthem.Butsom ehow,IheardthattheycomplaintaboutthatopportunityandIhave1casethatmyteammembercanceledt hetrip1d a y beforetheflightdate.

PhanThiNgocTram:itishardtosaybutyounowsheismybrother’swife,besidesworkw e havefamil yrelationship.ButnoweverythingisfineagainandshegoestoGermanyeverytimewithme,onlyneed1m orestaff,soIdecidetochangeeverytripinordertomyteammemberhassameopportunitytovisitGerma ny.IthinktheyareokwiththisbutIamnotsure abouttheirsatisfactionuntilIreceivedyourresult.AndonemorepointIhavejustthought,f a v o r a b l e andunfairtreatingmaybecausetolowpromotionsatisfactionaswell.

LamPhuongThuy:youmentionedsomereasons:structure;youtriedyourbesttopromotea n d motiv atebyraising,opportunitytogofortriptoyouremployeesbutmaybetheydidnotr e c o g n i z e ; favouri tism,whatelsedoyouwanttomention?

PhanThiNgocTram:Icreateopportunitiesformyteammembertoworkindependentlya n d makedec isionthemselves,andIalwaysrespecttheirdecision.Igivethemmorec h a l l e n g e workandnewtaskif Iseetheyhaveenoughcompetence,andsupportoneofmyworkifnecessary.

LamPhuongThuy:asIsee,youarepersonwhotrytopromoteandmotivateyourteammember,whatis youropinionaboutothermanagers?Willtheydosimilarwaywithyou?

P h a n ThiNgocTram:honestspoken,anditiseasytosay,onlymyteamhasabudgetfortripwith3per sons,allotherteamonlymanagercangoandstaffjusthereinVietnamandmeetbuyerwhentheyvisitVi etnam.Iseethattheyarestillintraditionalmanagementanda f r a i d thattheirstaffwillletthembehindi nthenearfuture.Ithinkso.

LamPhuongThuy:Manythingsyoudid,butfromsurveyresultthispromotionsatisfactioni s verylowi nsteadofitshouldbehigher,whatisyouropinionaboutmaincauseforthis?

PhanThiNgocTram:maybeemployeesdidnotrecognizethattheyareinpromotionorinmotivationa lready.Ontheotherhand,itisrealisticsituationthattheydonothavechancetod o challengingandnewre sponsibilityatwork,theydonothavechancetodevelop,justdosameworkforalongtime,anddonotseew heretheycangrowatoffice.Maybetheser e a s o n s makethemnothappy.

LamP h u o n g T h u y : G o o da f t e r n o o n , M s T r a n T h a n k youf o r yourtimet o d a y A s youk n o w , lasttimeIsentsurveytoallofouremployeesaboutJobsatisfaction.Afteranalyzin g,t h e resultshowedthatjobsatisfactioningeneralisatmediumlevelbuttolookthroughjo bs a t i s f a c t i o n viaeveryaspects,itisabsolutelyneedtopayattentionaboutpromotion aspectw i t h score1.973/6,comparedwithotheraspects:scoreabove3.7/6.ThatiswhyId ohopew e haveachancetotalktounderstandtheproblemthatledtolowpromotionsatisfaction.

Theinterviewcantakeabout15minutes,andplsallowmetotakenoteinmyhandbooktoav o id missinginformation.Areyouready?

LamP h u o n g T h u y : thanks,d o your e m e m b e r w h a t ist h e measuref o r t h i s p r o m o t i o n s a t i s f a c t i o n onlastsurvey?

LamPhuongThuy:yes,youareright.Youareamerchandiserrightnow,whatofficecano f fer toyouasapromotionandmakeyousatisfy?

DuongBaoTran:raisingsalary,ofcourse,thisisthemostimportantthing.Andhavechancet omoveu ptohigherl eve l, butI seeitis notgreati dea atMelcosa Havechance to workindepende nly,dochallengingwork,takecareformoreaccountandrecruit1assistantforme.I w o u l d r e f e r t o h a v e a c l e a r e r c a r e e r g r o w t h p a t h w h e n I c o m m i t e d f o r a l o n g timew i t h Melcosa.

LamPhuongThuy:thankyouforsharing,theyarewishesforeverypeople.So,comebacktorealit y,areyousatisfiedwithpromotionopportunitieshere?

DuongBaoTran:well,notthateasytoanswer,itdependsalotatdirectmanagerevaluatemyp erformanceandthecompetency.SometimesIfeelthatIamoverqualifiedwithcurrentj o b , I wouldliketodomoretoseemaximumcompetencybutitseemsmymangerdidnotr e co g n iz e t h a t , i t makesmef e e l l e s s c h a l l e n g i n g a t w o r k A l s o s o m e h o w iti s n o t f a i r i n evaluationandreward.Youknow,whenyouworkmuchandtalkless,it alsogetopposite r e s u l t whenpeoplefeelthatyouarenotsonicewiththem.

DuongBaoTran:yes,Igettwiceraiselastyearwhilenormallyonlyonceayear.Yes,Iamq u i t e hap py butnotthatmuch.Igotraise1moretimeinOct,Iseethatwithmycontributiona t teamandoffice,itiss tillunderexpectation,Ideserveitbuteverytimewehavetofighttog e t it,ifIdecidetokeepsiliencean dnothingwillhappen.SoitiswhatIdeserve.

DuongBaoTran:atMelcosaoffice,onlyManagerwhodiscusswithGeneralManageraboute v e r y th ing,th ere fo re , I c a l l e d o u t tomymanager a n d s h e w i l l a s ke d Ge ne ral managert o a p p r o v e ThenshetalkedtomethatshegetveryverydifficultytoaskforapprovalthatIget1moreraise.Andn oofficialletteraboutraise,onlymanagerinformedtome.Whenyouneedt o getsomething,andev erythinghappenedinnoisyanddifficulty,youdonotfeelhappyanymore.

Melcosayouhavelesschanceto moveupto higherlevel,youunderstandthisfrombeginninga n d itisokwithyou?

DuongBaoTran:Ithinkthemainreasonisaboutunfairinrecognitionopportunitiesfrom manager,favoritism.SomehowIfeelthatIdeservetogetmorepromotionopportunitiesthanmycoll eague,andIshouldgetmorechallengingworkinsteadofthem.

DuongBaoTran:becausesalaryhereisreasonable,comparedinmarketsandstablework.I n addition,thebenefitspackageisgood,Ineedpromotionopportunitiesbutifnot,Ineedtoconsid erwholepicturebeforedecidetoleave.

LamPhuongThuy:Goodafternoon,MsThu.Thankyouforyourtimetoday.Asyouknow,l a s t timeI sentsurveytoallofouremployeesaboutJobsatisfaction.Afteranalyzing,ther e su l t showedthatjobsati sfactioningeneralisatmediumlevelbuttolookthroughjobs ati sfa ct io n viaeveryaspects,itisabsolutel yneedtopayattentionaboutpromotionaspectw i t h score1.973/6,comparedwithotheraspects:scoreabo ve3.7/6.ThatiswhyIdohopewehav e achancetotalktounderstandtheproblemthatledtolowpromotions atisfaction.

DangAnhThu:Promotionopportunityispromoteemployeetomanagerialposition,getincreasesalary, inchargeofmoretasks.IamokwithmycurrentworkbecauseIhavebeenw o r k i n g herefor6yearsbut ifneedtosayaboutmypromotionsatisfaction,Ithinkitisstillatlowlevel.Becauseitisverydifficulttoget forpromotionhere,aslasttimeIaskedforincreasesalarybecausefor2lastyears,Igotnoraiseandaskfor explanationfrommanager.S h e explainedthatbecausejobissameandmysalaryisathighlevel,therefo reofficecannotb r e a k thebudgetforeveryposition.Ifeeltheexplanationisnotreasonable,Iwouldliketo h a v e aclearpicturewhereIcangoandupgrademycontribution.

DangAnhThu:No,infact,directmanageristhepersonwhosolveontheissueofemployeesa n d dealina dvance,justregardingtobenefitspackageortheoperationatofficeorimplement,w e contactwithHRadm in.Therefore,directmanagerwhogivemealltheanswersevenIamhappyornot,andIamalsonotsureifsh ecanrecognizethat,sheisexcellentinprofessionaljobbutinhumanmanagingitseemslimitedandeveninf ormationforsamethingisstilldifferentinourteam,sometimesweconfusedandmisunderstanding.

DangAnhThu:Ineedtohaveregularlycommunicationaboutclearinformationandclearmeasurestofoll ow.Ifwecangetit,Ithinkwecanreducetheunfairevaluationandeveryoneh a s samechancetomoveforw ardwiththeirresponsibilityandnewchallengingtask.

DangAnhThu:IthinkIgetnopromotionfor2years,verylesspromotionopportunitiesh e r e 3yearsa go,Igotraise.

DangAnhThu:well,fromannualappraisal,Iseethatmyperformanceissameasbefore,b ut Ihavemor eworkandtheyaskforhigherrequirement.Ialsohavetogoforbusinesstriptomeetcustomer.Sometim esitisverytoughforme,thatafterworkIhavetogosoonerformymasterclass.

LamPhuongThuy:itseemsnicethatyouhavechancetogoforbusinesstrip,howmanyp e o p l e inyou rteamhavethesamechancelikeyou?

DangAnhThu:onlymymanagerandI,becauseIunderstandwellallcustomersfrombeginningandIta kecarefordetaildailyworkandunderstandwhathappenedwithbookingf r o m vendorandargumentbetw eenforwarderandvendors.Iamsobusyatworkandalsoh a v e togoforbusinesstrip.Regardingtomystud y,Iarrangemyselftheworkloadinorderto

Icanleaveofficeealier,andwealsogetthenewpolicythatwecanleaveearlier30minutes( t w i c e aweek). Itisourrightandwedeservetohaveitforhardworkingeveryday.

D a n g AnhThu:Imayconsideraboutitbutnotnow,atthemomentIamstillokatworkbutI feelthatIrec eivedverylesspromotionopportunitieshereitmakesmeuncomfortable

Appendix7:2 nd Interview transcript-MsPhanThiNgocTram-MerchandisingManager Time:2 nd interview:

Respondent:MrsPhanThiNgocTram-MerchandisingManager(15yearsworkingatM e l c o s a ) LamPhuongThuy:continutewithyourcommentbefore,whatisthemaincentralproblemo f lowpro motionsatisfactionatemployeesatMelcosaoffice?

BecauseIalreadytoldyoubeforethatmystaffsseemdoesnotrecognizewhatId i d forthemandtheirperce ptionisdifferentfrommine.Moreover,maybemycommunications k i l l s isnotsogoodthatmakesempl oyeesfeelunsatisfied,andIhavelimitedwellc o m p r e h e n s i v e aboutpromotionopportunitiesatoffice ,thenItriedmybestbutcannotbringwelltheideafromtopmanagerstomystaffs.

PhanThiNgocTram:well,Iseethatthereislesscommunicationfrequencybetweenmanagersandstaff s,frommyside,wearesobusywithdailyworkandsolvealotofissuese v e r y day,Idonothavetimetotal kdirectlywithmystaffs,normallyIuseemailtoassignthework,emailisthemaintoolincommunicatio natwork.Iseeothermanagersdidthesamel i k e me.ButIhavetoadoptthatthisineffectivecommunicat ioneffecttorelationshipwithemployees,thetrustandincreasethegapbetweenmanager’sperceptionand employee’sp e r c e p t i o n , wearethinkinganddoingin2differentwaysandofcourse,thebusinessg oalsc a n bereachedbetterifwecansolvethis.

Appendix8:3 rd Interview transcript-MrsNguyenThiBichThuy-

HRadmin(18yearsworkingatMelcosa)L a m PhuongThuy:fromyourpointofview,whichfactor isthemainproblemthatleadstol o w promotionsatisfactionatemployees.

NguyenThiBichThuy:asyouknow,allofficeswithhorizontalorganization,thereforeweh av e lesscha ncetooffermanagerialpromotion.Soineffectivecommunicationbetweenmanagersandemployeescoul dbeacentralproblembecauseatMelcosaoffice,evenIamHRadminbutmanagerwillbethepersonwhoco mmunicatewithemployeeregularlyandsolvea l l theproblemrelatedtoworkandpromotion.Theircom municationisveryimportant,andmanagercanhelptoimproveemployeesatisfaction.ButIhavetoadoptth ateverymanagerh a s theirownwayaboutleadershipandcommunication.Iusuallyseethattheyevaluatet heperformanceveryshort,withoutdiscussingtogethertounderstanddeeplytheproblem.Iamn o t sureif employeehaschancetotalkwiththeirmanagerabouttheirthinkingandexpectation.

Appendix9:4 th Interview transcript-MrsNguyenThiBichThuy-

11:00am,1/10/2018 Venue:MelcosaVietnamLtd,SaigonmeetingroomInterviewer:Lam

LamP h u o n g T h u y : l a s ttime,weh a v e t a l k e d a b o u t e x i s t e d m a i n p r o b l e m : i n e f f e c t i v e c o m m u n i c a t i o n b e t w ee n d i r e c t managersa n d e m p l o ye e s I h a v e s t u d i e d o n t h e o r i es tos ee p o t e n t i a l causesofthisproblem andIseetheresultisquitesimilarwithwhat wehavetalked.Can Isharewithyou,thenwecanfinalizewhatistherealcausehappenedatouroffice?

LamPhuongThuy:therearesomepotentialcausessuchas:lackofcommunicationcompete ncyfrommanager,thereismissing2waydiscussingbetweendirectmanagersandemployee saboutpromotionopportunities,lackofwellcomprehensionfrommiddlemanagera b o u t HRp oliciesorpromotionopportunities,therewasnoorganizationalorHRMstrategy,b a d qualityofi nformationchannelswithinoffice.

NguyenThiBichThuy:asmentiontoyoubefore,Iseethatmaincause“thereismissing2waysd i s c u s s i n g b e t w e e n d i r e c t managersa n d e m p l o y e e s a b o u t p r o m o t i o n o p p o r t u n i t i e s ” s h o u l d besolvedinprioritybecausedirectmanageristhepersonwhocommunicat edirectlyw i t h employeesanditisnecessarytosolvetheproblem,itshouldstartfromthem.Foro therc a u s e s , Ithinkitisnotreallyimportantandhappenedatouroffice.

NguyenThiBichThuy:wehavetomake2waydiscussingbecomecompulsoryprocedurei n e valuateemployeeperformanceandplanforfurtherdevelopment.Thenbothdirectmanagersand employeesunderstandtheimportantroleofdiscussingdirectly,officiallyandd o notallowt oignorethisprocedureanymore.

Appendix7:3 rd Interview transcript-MsPhanThiNgocTram-

LamPhuongThuy:thankyouverymuchforyourtimewithmeagain,Ineedyoursupportf o r solution ofmissing2waysdiscussingbetweendirectmanagerandemployee.

PhanThiNgocTram:inmypersonalexperience,Iwillsetupameetingformyteamtolete v e r y onecan raisetheirvoice,theirexpectation,thenwholeteamcanfindsolutiontogether.A n d afterthat,wecangoto getherforlunchtimetogetitbackthecloserelationshipandhavef u n somehow.

PhanThiNgocTram:ahyes,ifsoitlookslikeofficialtalkingbutthenconsumealotoft i m e forthischa nge.

LamPhuongThuy:yes,buttheresultwillbemorevaluablevia“Mydialog”- thisis2waystalkingtoolforyouand youremployees.IandHRadminwillcreateindetailwhatshoulddof o r youandemployees,itdoesnotsp endyourtimemuchtounderstandandproceedthisdialog.

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P o t e n t i a l c a u s e s

Lackofcommunicationcompetencyfrommanager