INTRODUCTION
JAMJA is a discount promotion platform available as an app for Android and iOS devices, offering users valuable information on discounts and promotions from fashion brands, coffee shops, restaurants, spas, and clinics With JAMJA, customers can enjoy meals and purchases at preferential prices, especially during major promotional events like New Year holidays and Black Friday This user-friendly application serves as an essential tool for discount hunters, helping them save time and effort in finding the best deals on their favorite products and brands.
Founded in 2015 by Mr Le Hung Viet, JAMJA began as a platform dedicated to providing discount information from major brands via fanpages and websites The platform aims to serve as a comprehensive hub for promotional information, making it easier for users to find what they need At its inception, JAMJA featured over 100-150 new promotional posts daily The core functionality of JAMJA lies in its robust search capabilities, enabling users to access a wealth of information while refining their search according to personal interests Through an effective filtering mechanism, JAMJA enhances user experience and engagement, motivating users to return for more.
After three years of development, JAMJA has evolved into a comprehensive booking platform that collaborates with restaurant, coffee shop, spa, and clinic owners to offer attractive discount programs Users can easily browse deals and make reservations by selecting their preferred time and number of guests In turn, providers receive booking requests and ensure that tables are reserved for JAMJA customers.
The service industry, encompassing restaurants, hotels, and entertainment venues, often faces challenges with empty tables and unsold seats JAMJA, led by CEO Mr Hung Viet, sees this as a significant opportunity, as it is the only platform in Vietnam focused on optimizing these vacancies through hourly discounts By enabling partners like The Coffee House and Popeyes to sell their "vacancies" swiftly—sometimes in just one minute—JAMJA enhances their discount programs and adjusts rates based on available capacity Operating as a B2B platform, JAMJA aims to elevate brand awareness and connect with Generation Z consumers in today’s tech-driven world With over 1 million active users monthly and rapid growth, JAMJA aspires to become a super application for daily shopping and dining experiences.
The market for discount management applications and promotional updates is becoming increasingly competitive, with established players like TableNow, Hotdeal, and Pasgo alongside emerging startups utilizing similar technological advancements Despite this growing competition, the founder of JAMJA remains optimistic about the platform's future and its ability to stand out in the industry.
Customer Success Design Product Finance and Accounting Human Resources Partnership Marketing
Customer Success Hanoi Partnership Hanoi Marketing Hanoi
JAMJA serves as a comprehensive discount information hub in HCMC, where customers not only seek out promotional offers but also engage with a vibrant community to share and exchange updates on food, beverages, and beauty services Beyond merely providing discounts for restaurants, spas, and clinics, JAMJA extends its offerings to various sectors, including e-commerce and entertainment, distinguishing itself within the competitive ecosystem.
JAMJA, employing around 100 staff members, operates under a functional structure that defines its organizational performance This common configuration divides the company into various departments based on specialized areas, including Customer Success, Finance and Accounting, Marketing, and Partnerships.
JAMJA Hanoi operates with seven departments, while JAMJA HCMC has a more streamlined structure with only Partnership, Marketing, and Customer Success departments The Partnership team focuses on establishing strong relationships with providers, signing contracts, and collecting discount programs, which are then processed by the Customer Success department Meanwhile, the Marketing and Partnership departments collaborate to develop targeted strategies aimed at achieving corporate objectives, such as filling vacancies, boosting sales, and enhancing brand awareness for providers They also manage budgets related to promoting discount deals across various channels, including JAMJA's Facebook, Instagram, Zalo, website, and mobile application, to effectively attract customers.
Head of Department in Hanoi Head of Department in HCMC
Leader of Food team Leader of Drink team Leader of Beauty team Leader of Food team Leader of Drink team Leader of Beauty teamSales Admin
Sales development Sales development Sales development Sales development Sales development Sales development
Account Executive Account Executive Account Executive Account Executive Account Executive Account Executive
Partnership department is considered as the largest with 32 employees in both 2 branches,
17 employees in Hanoi and 15 remaining in HCMC.
The Partnership department consists of a structured team led by Mrs Nguyen Thanh Thuy, the Head of Department, who is tasked with setting both short-term and long-term goals, developing strategies, and implementing plans to enhance KPI growth across the department and its three category teams: Food, Drink, and Beauty Each category team includes a leader, a Sales Development representative responsible for lead generation and coordinating meetings, and two to three Account Executives who manage provider relationships, ensuring contract fulfillment and delivering exceptional after-sales support The Sales Admin plays a crucial role in preparing contracts and maintaining sales reports Team leaders are accountable for reporting performance metrics to the Head of Department and collaborating to drive overall departmental growth.
SYMPTOMS
Increase ratio of complaints
To identify potential issues contributing to the observed symptoms, I conducted three interviews for comprehensive and objective insights The first interviewee, Mrs Thuy, the Head of the Partnership Department, provided an overview of KPI performances and interdepartmental connections The second interviewee, Ms Thao, an Account Executive from the Food team, reported a KPI average of 55% over the past 11 months, which is below the department's average of 68% She is well aware of her challenges and actively listens to her colleagues' concerns Lastly, Mr Trung, a former provider who collaborated with JAMJA three months ago, shared his reasons for ending the partnership, along with his likes and dislikes regarding JAMJA.
Mrs Thuy, the Head of the Partnership Department, has observed a decline in engagement among team members who previously participated actively in discussions and shared positive feedback during group meetings Instead of contributing ideas and seeking solutions, many now simply follow leadership instructions without asking questions Some members have also shown a reluctance to participate in projects and events, completing their tasks but lacking the enthusiasm they once had This disengagement is evident as they disregard warnings and feedback from both Mrs Thuy and other leaders, leading to repeated mistakes.
Recent internal reports indicate a rising trend in employees working late and taking unexpected leave over the past six months Additionally, there has been an increase in the duration of lunch breaks and overall break times during the workday.
Number of work late members
Number of work late times
Total time of work late
PROBLEM IDENTIFICATION
Problems identification
Mrs Thuy, Head of the Partnership Department, has observed a decline in engagement among team members who once actively participated in discussions and shared positive feedback during meetings Recently, many have shifted to a passive approach, merely following leadership directives without asking questions or proposing new ideas She notes that some members are increasingly reluctant to participate in projects and events, completing their tasks but lacking the enthusiasm they once had This disengagement is evident as they disregard warnings and feedback from both her and their leaders, leading to a repetition of past mistakes.
Recent internal reports indicate a rise in the frequency of employees working late and taking unexpected leave over the past six months Additionally, there has been an increase in the duration of lunch breaks and overall break times during the workday.
Number of work late members
Number of work late times
Total time of work late
Table 4: The statistics of work late in 2019
Frequent employee absences due to illness or personal issues can lead to a decline in motivation and performance, as noted by BMS Performance Leaders should monitor their team members closely to ensure that key performance indicators (KPIs) remain stable Additionally, Ganta highlights that unmotivated employees often exert minimal effort, seek to avoid the workplace, and may leave the company when opportunities arise, ultimately resulting in lower quality work.
Many employees experience fatigue and stress due to overwhelming work pressure, with individuals like Ms Thao noting that they often feel "overwhelmed with work and responsibilities." The emphasis on KPIs and performance targets can lead to excessive workloads and tight deadlines, forcing employees to work long hours, often sacrificing their personal time and well-being The constant demand of new projects and events contributes to a culture of overtime, including weekends, which disrupts work-life balance and strains family relationships As a result, employees frequently neglect self-care, leading to a significant decline in enthusiasm and energy for their jobs.
Team managers need to assess if their members can meet individual and team goals without excessive pressure If team members frequently miss their targets, it's essential to evaluate whether these goals are realistic, measurable, and attainable, or consider offering additional training Many salespeople find it challenging to achieve their targets while managing paperwork and sales administration effectively.
According to Mr Trung, a survey respondent, tardiness in meetings reflects a lack of organization and respect for punctual customers He emphasizes that "the attitude of sales partnership is extremely important" for evaluating potential contracts Engaging in distractions like web surfing or chatting during meetings signals to providers that employees are not fully attentive, undermining one of the key sales skills: active listening By demonstrating seriousness and a desire for long-term collaboration through attentive participation, employees can foster better relationships with providers Conversely, unprofessional behavior, a lack of cooperation, and disorganization can hinder employee opportunities, stifle personal growth, and negatively impact the company as a whole.
Sales skills are crucial for a salesperson's performance, alongside factors like aptitude, motivation, and organizational influences (Churchill, 3) These skills can be categorized into five key areas: adaptability, consultative selling, negotiation, questioning, and effective communication style Notably, a salesperson's communication style significantly impacts their success in closing sales (4).
During the meeting between JAMJA and the provider, key topics such as discount program details, commission rates, and effective marketing strategies are discussed Following this, the provider shares company information with the Account Executive to facilitate the drafting of a service contract The Sales Admin then verifies the information, prints two copies of the contract, and compiles it with other agreements for submission to the Hanoi branch, where the Sales Admin in Hanoi receives the finalized contract.
Account Executive collect information about providers and discount programms
Account Executive script the contract
Sales Admin HCMC edits, prints and sends to Hanoi branch
The CEO signs and submits the contract for stamping before sending it to the HCMC branch The Account Executive then provides two copies to the provider—one for signing and one to return to JAMJA for retention JAMJA commits to delivering contracts within 7 to 10 working days, but delays often extend to 15 days or more, with some providers not receiving contracts even after participating in multiple programs The most significant delays occur when sending contracts to Hanoi for the CEO's signature, as his busy schedule often results in prolonged wait times Additionally, instances of contract loss during delivery have been reported Mr Trung, a former provider, noted that despite repeated inquiries about the contract for his manager, he did not receive it even after three months of ongoing collaboration with JAMJA, leading to a halt in their partnership.
Figure 6: The processing of contracts
To enhance team performance, sales managers must evaluate if a sluggish process is hindering results A clear and streamlined process is essential, ensuring that every team member comprehends and adheres to it, thereby minimizing obstacles that could impede their efforts to excel.
The provider partners with JAMJA to optimize table occupancy, boost brand visibility, and attract more customers through discount programs available on JAMJA’s website and mobile app Customers can easily select deals from various restaurants and coffee shops, booking their preferred time and party size However, JAMJA does not guarantee the success of these programs, as effectiveness can vary based on factors like weather, location, brand recognition, and the appeal of the deals offered With approximately 700 discount programs from over 300 providers available daily, the platform can only drive a limited number of customers, particularly struggling to assist smaller, less-known providers with less enticing offers To improve program visibility, JAMJA offers media packages that enhance promotional efforts, including prominent placements, SEO optimization, Facebook ads, and engaging video content Nonetheless, due to budget limitations and competitive pressures, some programs may not achieve the anticipated effectiveness.
Low ratio of renew contracts
Low KPI of Partnership department
Unprofessional sale communication Decrease new signed contracts/month
Increase ratio of complaints Slow contracts processing
Figure 7: Initial Cause and Effect Map
Problems validation
High working pressure is a significant issue, as highlighted by Mrs Thuy The inability to meet individual and team targets is not due to unrealistic expectations; rather, it stems from the recent transfer of two team members to another department This has resulted in the remaining staff shouldering additional tasks and heavier targets, creating an overwhelming sense of pressure that makes it difficult to achieve goals When this pressure becomes excessive, it can lead to unmanageable stress.
Excessive responsibilities can lead to fatigue and discomfort among employees, hindering their ability to manage leads and provide adequate care to current providers This stress negatively impacts both employee health and overall business performance To address these issues, Mrs Thuy has organized an internal meeting for all leaders and team members to discuss and share their experiences.
To alleviate employee tiredness, dissatisfaction, and aspirations, it is essential to reduce stress and enhance team connection While high work pressure issues are primarily the responsibility of the HR department, JAMJA prioritizes investment in product development, focusing on recruitment for the Product and Marketing teams As part of their recruitment strategy, the HR department plans to add three members to the Partnership department by May 2020 By ensuring adequate staffing and minimizing pressure, these challenges can be effectively addressed.
To address the slow contract processing issues, I will interview the Head of the Partnership Department to gather insightful data According to Mrs Thuy, the delays in contract processing are largely uncontrollable, influenced by external factors such as shipping companies, the contract management processes of JAMJA and its partners, and the schedules of the CEO Each month, Account Executives submit nearly 200 new contracts for the CEO's approval, which consumes a significant amount of his time Additionally, while Account Executives aim to negotiate favorable terms with partners, some partners are reluctant to offer substantial discounts due to concerns about their brand image These complexities present significant challenges that extend beyond the company's direct control.
Mrs Thuy observes that the issue of low motivation is worsening, with no signs of improvement, which could lead to stagnant KPI performance and increased dissatisfaction among partners Samson and Wainganjo emphasize that identifying factors that enhance employee performance, particularly motivation, is crucial for achieving better results.
Polite and sophisticated treatment of customers is essential, as Johlke (6) noted that salesmen's skills and efforts contribute to both individual success and overall company effectiveness Ahmad (7) also emphasized the impact of sales skills on performance All Account Executives are experienced sales professionals with a strong track record, having been meticulously recruited through three rounds of interviews and subject to random evaluations by their leaders during meetings with providers However, the high-pressure work environment can lead to stress and occasional unprofessional communication, as highlighted by Ms Thao.
Mrs Thuy conducts weekly workshops focused on enhancing sales skills and personal development, empowering members to expand their knowledge and improve themselves To alleviate working pressure and foster collaboration, it is essential for the department to recruit additional members who can share responsibilities effectively.
Quality products and customer satisfaction are essential for company performance, as highlighted by Matzler JAMJA aims to enhance brand awareness and fill vacancies by offering attractive deals that match or exceed competitors' discounts However, some providers hesitate to engage in deep promotions, fearing potential harm to their brand image Despite the encouragement from Account Executives to implement effective initial deals to differentiate themselves, the issue of ineffective discount programs remains largely dependent on the providers' choices.
To address the issues of high pressure and unprofessional sales communication in the Partnership Department, it is essential for the HR department to recruit an adequate number of employees and implement internal sharing and weekly workshops led by Mrs Thuy Conversely, the challenges related to the low contract process are influenced by external factors and the CEO's schedule, while ineffective discount programs stem from provider decisions, making these two issues beyond the Partnership Department's control Ultimately, low motivation emerges as the core problem that must be addressed to enhance the overall performance of the Partnership Department.
Central Problem
Motivation serves as a crucial link between an employee's capabilities and their commitment to work, driving them to strive for higher performance and personal goals As Robbins and Timothy noted, “Motivation is the willingness to make every effort to achieve organizational goals conditioned by this effort’s ability to satisfy individual needs.” This means that motivation enhances employee morale and inspires them to willingly put forth their best effort in their roles Ultimately, it is a vital factor in achieving exceptional results for both employees and the organization.
20 but also increase the performance and reduce the operation cost for the company Robbins and Mary (10) showed that the factors affecting motivation are divided into 2 categories:
The company’s policy and its implementation
Sense of security in the job
The motivator factors (extrinsic motivation are the driving factor):
Research indicates that companies can enhance employee motivation and performance by linking salaries to individual performance Nelson's study reveals that managerial appreciation for a job well done can be more motivating than higher pay for many employees While compensation remains a key motivator, Hughes emphasizes that it is not the sole factor, as cash incentives do not guarantee long-term productivity Investing in employee training and development benefits both the workforce and the organization in the long run Furthermore, Akkermans highlights that low employee motivation can lead to increased absenteeism and sick leave, ultimately reducing overall productivity Oriane also notes several significant consequences stemming from low motivation levels among employees.
The company is "the first to pay the price of employees’ disengagement" (15) It is necessary to remember that a low level of motivation can be contagious.
The current state of the Partnership department reveals a significant discrepancy between theoretical expectations and actual outcomes, as evidenced by the subpar KPI performance of individual members and the department as a whole, particularly in 2017.
The JAMJA Saigon branch experienced a stable and steady growth during its first year in 2018, thanks to a dedicated and energetic team However, starting in 2019, the situation deteriorated, marked by a decline in the monthly growth rate of new providers and an increase in former partners opting to cease cooperation Many partners expressed their dissatisfaction by contacting the Customer Success department with complaints In response, management organized numerous meetings to allow employees to voice their concerns and aspirations, aiming to identify the root causes of these issues and explore potential solutions Unfortunately, despite these efforts, the situation has yet to improve.
ALTERNATIVE SOLUTION
Causes validation
In the study of Ramlall (17), he analyzed and synthesized many motivation theories and then indicated some of factors that affect employee motivation.
Employees have diverse needs shaped by their personal aspirations, family dynamics, cultural values, and various external factors such as economic conditions, political influences, social status, education, and religion.
Work environment: Every employee hopes to work in a productive, and respectful environment that can provide them a feeling of inclusiveness and friendly setting.
Responsibilities: Employees may feel a need to seek additional responsibilities that are more challenging and be rewarded in a fair manner because of their try.
Supervision: Employees hope that their managers and leaders give more frequently to teach, coach, and develop.
Employees seek fair and equitable treatment and rewards, irrespective of factors such as age, gender, ethnicity, disability, sexual orientation, or geographic location Additionally, those who demonstrate increased effort and higher performance expect to receive rewards that reflect their contributions, distinguishing them from coworkers who perform at or below average Recognizing and rewarding these efforts can motivate employees to enhance their performance further.
Employees’ development: Employees expect to work in environments that not only have interesting challenges, provide new learning opportunities but also offer opportunities for advancement and personal development.
Feedback: Employees would like to have timely and open feedback from their managers.
Based on the findings of the study, Hosseini (18) claimed that there are a number of factors that affect low job motivation.
Social needs: Hosseini found out that an increase in social needs will drive prompt employee motivation "The more urgent the social needs the higher will be job motivation".
Job interest: Employees who are more interested in their job are certainly more successful and try to complete their tasks.
Job self-efficacy refers to an individual's confidence in their ability to succeed in their career, which significantly boosts job motivation When employees believe in their skills, they are not only more driven to achieve their own goals but are also inclined to assist others in their professional journeys.
Job satisfaction plays a crucial role in shaping employee attitudes, fostering positive feelings, and enhancing motivation When employees achieve a sense of job satisfaction, they are more likely to remain engaged and committed to their work, leading to improved overall performance.
Effective communication skills are essential in the workplace, as they foster positive relationships among coworkers, reduce stress, and motivate employees to reach their goals, aligning with the research findings of Bakhshi Ali Abadi.
Job promotion significantly enhances employee motivation, as the prospect of advancement encourages individuals to perform their tasks diligently and strive for career growth.
Power expectancy: Hosseini (18) argued that "an increase in employees’ power expectancy will result in enhanced job motivation" When employees achieve power in their job, their motivation would be enhanced.
Physiological needs, such as food, water, sleep, and warmth, hold greater influence over other needs, often overshadowing them When these fundamental needs are prioritized, other needs may be neglected Research by Hosseini (18) indicates that meeting employees' physiological needs can significantly enhance their job motivation.
Employee salary plays a critical role in job motivation and satisfaction When employees receive fair compensation for their time and effort, it significantly boosts their overall job satisfaction and motivation levels This is particularly true for those who may not find fulfillment in their current work environment Consequently, many individuals may opt to switch jobs, even accepting lower positions, in pursuit of better pay.
Research indicates that several factors contribute to low employee motivation, including unmet needs and inadequate support within the workplace.
To enhance employee productivity, managers must carefully assess the workplace environment, focusing on the needs of social interaction, work responsibilities, and fair recognition of efforts Key factors such as employee development, effective feedback, job interest, self-efficacy, and overall job satisfaction play a crucial role Additionally, strong communication skills and competitive salary structures are essential for fostering a motivated workforce.
In an interview with Ms Thao, an Account Executive, she identified a key issue affecting motivation in the Partnership department: a lack of recognition for employees' efforts She noted that despite hard work, many team members feel their contributions go unnoticed, leading to diminished motivation Ms Thao emphasized, “if we are acknowledged for our tries, we are willing to work harder,” highlighting the importance of compliments and encouragement in maintaining morale While JAMJA offers competitive salaries that employees appreciate, the absence of recognition remains a significant concern Nonetheless, she expressed satisfaction with the working environment, citing the company's excellent facilities and the supportive nature of her colleagues, who are eager to share knowledge and experiences.
Mrs Thuy, the Head of the Partnership department, believes that a key factor impacting work motivation is the lack of close supervision and timely reminders from leaders when employees exhibit signs of boredom Leaders often become preoccupied with their own responsibilities, leaving them insufficient time to understand their employees' duties, challenges, and overall work experiences Consequently, when new and challenging tasks are assigned, leaders tend to focus solely on the final outcomes for reporting purposes, neglecting to review the processes and efforts involved.
25 of each one” So, employees who do not try to work are not promptly reminded to make amends and improvements.
Managers often lack insight into the strengths and weaknesses of their team members, which hinders the development of effective training sessions The Partnership department has not organized workshops or training for a considerable time, leading to a decline in employees' motivation and interest in their work This disengagement can negatively impact their career progression To foster a productive work environment, it is essential for leaders to communicate openly and frequently with their team, ensuring they understand employees' needs Consequently, the lack of supervision and feedback has been identified as a primary factor contributing to low job motivation.
After discussing the importance of fair recognition with Ms Thao, Mrs Thuy acknowledged that this issue is a significant challenge that needs addressing Initially, she believed that recognition was an unnecessary expense, especially given the company's limited budget and competitive salaries However, Ms Thao's perspective made Mrs Thuy realize that recognition can also be conveyed through non-monetary means, such as spiritual values Recognizing her earlier misconceptions, Mrs Thuy is now committed to finding effective solutions to enhance employee morale and improve the overall KPI performance of the department.
The analysis indicates that Fair Recognition, Supervision, and Feedback are key factors contributing to low job motivation in the Partnership department Consequently, the next section will explore potential solutions to address these underlying issues.
Needs of the social Salary
Solutions analysis
After identifying the key factors contributing to low employee motivation in JAMJA's Partnership department, it is clear that Fair Recognition, Supervision, and Feedback play significant roles To address these issues effectively, I will develop targeted solutions: Solutions 1, 2, and 3 will specifically tackle the Fair Recognition problem, while Solution 4 will address the challenges related to both Supervision and Feedback.
4.2.1 Solutions for Fair recognition cause
4.2.1.1 Solution 1 (S1): Celebrate victories as a team when a reward is given to a team.
Public recognition serves as a powerful method to celebrate success, as highlighted in a blog on the Impraise website It not only offers visible praise to individuals or teams but also creates an educational and meaningful opportunity to acknowledge the value of their hard work and dedication.
Traveling together for meetings can significantly boost team spirit and enhance work motivation, as noted by Korning (21) This shared experience not only serves as an engaging and educational break but also fosters stronger connections among colleagues.
To enhance the performance of the Partnership department, a solution has been proposed: if the department achieves a KPI performance of 80% or higher in any quarter, a departmental trip will be organized during the last weekend of that quarter This trip will not only focus on entertainment but will also incorporate various meaningful activities to foster team bonding and engagement.
Honoring: highlighting outstanding achievements done by individuals and groups in the last quarter
Awarding: giving small gifts such as movie tickets, vouchers, to individuals and groups with the best achievements
Talking show: holding a intimately sharing between all managers and members of department about work, emotional feelings, personal desires, in order to make people feel free to talk together
Entertainment: organizing fun activities such as beach volleyball, soccer, cooking,
The total expenses for the trip, which include transportation, accommodation, meals, awards, and entertainment equipment, are estimated at VND 15,000,000 based on location, time, and the number of attendees Should the quarter's KPI performance show exceptional results, this budget may increase to VND 20,000,000 These costs are covered by the Partnership department fund If actual expenses exceed the allocated budget, the excess will be shared equally among all participants or deducted from the budget of the next trip.
The goal of post-trip interactions is to strengthen the bonds among team members and between management and staff, fostering an environment where everyone feels comfortable sharing their thoughts and ideas for departmental growth This experience allows individuals to gain a clear perspective on their contributions and those of their colleagues over the past quarter, encouraging continuous improvement and healthy competition Additionally, enjoyable moments during these trips help alleviate work-related stress and fatigue, reenergizing employees with positive spirit and motivation to enhance their contributions to the company.
4.2.1.2 Solution 2 (S2): Hold monthly “Thank you days” for recognizing good performance (Personalize trophies, plaques, and certificates/ Reward with gift certificates)
Simple praise is often the most effective and economical way to reward employees, yet many managers overlook its importance (Korning) A heartfelt thank you from the right person can convey greater recognition of an employee's value than a salary increase (Darling) According to Luthans, the impact of rewards hinges on their delivery; when managers or peers take the time to acknowledge an employee, it underscores the significance of the gesture Such recognition is often more meaningful than traditional rewards, as it is unexpected and not obligatory For instance, a personal note or a simple expression of gratitude can hold more value than material rewards.
To enhance community engagement and appreciation, we propose establishing a "Thank You Day" on the last Friday of each month, featuring two key activities designed to foster gratitude and connection among participants.
1/ Each member will design a simple card and write a thank you to another member who always tries to work or acts well in the month After that, the thank you will be read for everyone to hear and the thank you will receive applause from everyone Members who receive the most thank-you cards will receive small gifts such as movie tickets, vouchers, sponsored by the Partnership department fund.
2/ Managers will rely on KPI as well as monitoring, observing results in the month to choose "member of the month" to award a certificate The results will be kept completely confidential, only the 3 members known on the previous Thursday to design ideas for the certificate which is always different in each month and show the merits of the "member of the month" as: The best performance of the month, the earliest member go to work, the fastest member make task
30 done, the most complimented by the partner, and a small gift such as movie tickets, food vouchers, sponsored by the Partnership department fund.
The overall cost of this solution is highly economical, as both cards and certificates are handcrafted and provided at no charge Additionally, small gifts will incur a total expense of approximately VND 4,000,000 per month.
The primary goal is to ensure that all members are rewarded fairly and transparently by their colleagues and managers, eliminating any suspicion of bias in the voting process Even a modest gift holds significant meaning, as it reflects the appreciation, gratitude, and admiration from peers and supervisors This recognition not only validates the hard work and efforts of those who receive thanks or certificates but also motivates other team members to strive for similar acknowledgments in the future.
4.2.1.3 Solution 3 (S3): Make a gift to charity in the name of the recipient
Some organizations establish organization-wide formal award programs that provide
Department-specific awards, along with informal and social recognition, play a significant role in employee motivation Milas highlights that providing special charitable gifts, such as donations to local orphanages or nursing homes, can amplify this recognition To maintain transparency, it's essential to send a formal acknowledgment to the employee and publicly disclose the gift.
Managers will recognize and reward the top three performers each quarter based on KPI results and daily observations The awards include: "Best KPI Performance," given to the member with the highest average KPI in the department; "Best Seller," awarded to the individual who signs the most new contracts and receives positive feedback from partners; and "Best Professional Courtesy," determined by a vote from department members based on fairness and transparency.
31 of early commutes, the behavior towards colleagues, the spirit of work, The member with the highest number of votes will gain this title.
Each quarter, uniquely designed certificates will be crafted by team members, ensuring that every recipient feels honored and proud Alongside these certificates, a reward of VND 5,000,000 will be donated to a local orphanage or nursing home in the recipient's name, transforming the monetary gift into a charitable contribution To uphold transparency, official receipts from the recipient organizations will be provided after the donations are made.
The overall cost : The total cost is VND 15,000,000 for all 3 gifts in each quarter.
Alternative solutions
Before assessing the solutions, I will create a comparison table of the two alternative options to identify the most suitable and effective choice The table below summarizes all the criteria for comparison.
Total cost Time to action
VND 48.000.000/year for gifts in thank you days
- The Thank you day and Feedback group only takes place on the last Friday of the month, so it can be easily combined to form a formal and meaningful meeting.
- Don't take too long to prepare
- Not only helps employees identify their shortcomings in Feedback group, but also honors those who perform well in Thank you day
- Create more time for employees to interact with each other
- Bring many meaningful benefits to society
- Take a very long time and too much money to hold
- Not sure that all employees can join together
Table 5: Summary of alternative solutions
The initial alternative solution appears to be well-suited for implementation within the Partnership Department However, to ensure a thorough and unbiased evaluation, I will seek the insights of Mrs Thuy.
Ms Thao and Mrs Thuy agree that while both proposed solutions offer unique advantages, Alternative Solution 1 is more suitable due to its lower cost and feasibility, costing less than half of Alternative Solution 2 Given the current workload, team members struggle to find time for extensive planning or purchasing charity gifts Although combining travel with charity work at local orphanages or nursing homes could be meaningful, it requires significant preparation and could exceed the estimated budget Alternative Solution 2, while enjoyable and beneficial for team bonding, is deemed impractical at this time In contrast, Alternative Solution 1 is straightforward, easy to implement, and can be impactful if approached creatively Ms Thao believes that receiving handmade gifts from colleagues would foster motivation and appreciation, leading to improved team performance and KPI results Therefore, based on this analysis, Alternative Solution 1 emerges as the most appropriate choice.
Action plan
In each month, the Partnership Department regardless of superiors or subordinates will randomly divide into two groups, each group will include:
LOW EMPLOYEE MOTIVATION IN JAMJA CORP.
1 st meeting 2 nd meeting 3 rd meeting 6 th meeting review meeting review meeting review meeting
+ make sure all members write feedback for others and get a full amount of feedback for themselves
+ keep the atmosphere always open, friendly and serious
+ Be responsible for creating feedback accurately and objectively and giving it to the rest of the members
+ Explain or argue that the feedback is right or not
+ Propose solutions for themselves to overcome shortcomings
The Head of the Partnership Department, along with three leaders from the Food, Drink, and Beauty teams, will select a "Member of the Month" by evaluating KPI results and monitoring work style and attitude throughout the month.
Besides, other members will be responsible for:
Designing a unique "Member of the Month" certificate is an exciting and creative endeavor This certificate will remain confidential until the announcement, ensuring a delightful surprise for the recipient Simply fill in the member's name, print the certificate, and present it to them for a memorable recognition experience.
Design a "thank you" card by their own style to express thanks to another member who is always trying to do jobs well or often helping colleagues,
In addition, the Sales Admin will be responsible for buying small gifts to give to
The Sales Admin plays a crucial role in organizing the "Members of the Month" initiative, which recognizes the member who receives the highest number of thank you cards Additionally, the Sales Admin is tasked with scripting and hosting the meeting to ensure its smooth execution.
The Feedback group and Thank you part will be combined to form a meeting called
"Thank You Day" is an official cultural event organized by the Partnership department, occurring on the last Friday of each month This gathering, lasting 2 to 3 hours, invites all employees to come together in the meeting room after work to celebrate gratitude and appreciation.
The Feedback group session will commence the meeting, lasting approximately one hour, during which the atmosphere may become tense as participants address shortcomings and challenges However, the mood will shift to a more positive tone during the Thank You segment, which will extend for about 1-2 hours, allowing employees to fully appreciate and express gratitude for each other's contributions.
Periodic review meetings will be held to assess the effectiveness of "Thank You Day." Following the first and final meetings of each quarter, the Head of the Partnership Department and three leaders will evaluate whether any content changes are necessary to enhance efficiency for future meetings If "Thank You Day" proves beneficial, it will be established as a unique cultural activity within the Partnership Department, encouraging other departments to adopt similar practices to boost motivation and foster closer colleague relationships.
CONCLUSION
In today's competitive economy, human resources are the most valuable asset for businesses, crucial for their survival and growth To leverage this asset, companies must focus on enhancing both the quantity and quality of their workforce, transforming it into a key driver of success Business owners aspire to have a dedicated and capable team, yet many employees may underperform relative to their true potential Managers play a vital role in fostering a productive work environment, requiring a deep understanding of finance, economics, and employee behavior Effective leadership involves motivating and inspiring staff, recognizing their contributions, and building a cohesive work network Therefore, implementing strategic and efficient human resource policies is essential for driving business development to new heights.
JAMJA, a service sector company, leverages its young and dynamic workforce to gain a competitive edge; however, despite prioritizing the recruitment of enthusiastic talent, business outcomes have not significantly improved Research indicates that low employee motivation is a key issue affecting performance Thus, it is crucial to investigate the factors influencing motivation and develop effective solutions The findings will be presented to management to formulate strategies aimed at enhancing employee motivation and boosting overall business efficiency.
SUPPORTING INFORMATION
Mrs Thuy – Head of Partnership Department
Category Quote (description of coding from answer)
Q: “It can be seen that the performance of the Partnership
Department have a downtrend last year As a head of department, do you think which factors drive this issue?”
The decline in engagement among team members can be attributed to several factors Primarily, there seems to be a diminishing effort from individuals, who are increasingly passive in seeking solutions and sharing innovative ideas, instead opting to follow instructions mechanically.
The frequency of late arrivals and unexpected absences in the workplace is on the rise, likely due to employees feeling overwhelmed by daily pressures Despite my repeated warnings and comments regarding this issue, mistakes continue to occur.
- all member effort is disappearing
-“ Firstly, I consider all member effort is disappearing gradually”
-“ The second factor is the slow contract process Many providers complaint to me about this problem, even warning to stop working together”
Our product may not deliver the expected results for providers, leading to challenges in resale Additionally, the high stress and pressure from numerous tasks hinder performance improvement Another significant issue is the slow contract process, which has prompted many providers to express their dissatisfaction and consider ending our partnership.
Actually, I used to find a way to shorten process time but it depends on our CEO schedule
We need to send contracts to the
Hanoi branch and wait for the
The CEO will finalize the agreement with a signature and stamp However, it is important to note that our product may not deliver the expected results for providers, which affects our ability to resell Additionally, some providers offer unappealing deals in the hope of attracting a larger customer base.
Q: "With these problems you mentioned above, in your opinion, which one is the main problem leading to low KPI performances during the last 11 months?"
The main problem is low motivation of employees.
-“ If I choose I think low motivation is the most serious and difficult to handle.”
To enhance KPI performance, it is essential to address problems swiftly, while also possessing the determination and perseverance to identify comprehensive solutions Among various challenges, low motivation stands out as the most serious and difficult issue to tackle effectively.
High pressure in the workplace contributes to stress, fatigue, and discomfort among providers Additionally, personal challenges hinder their ability to achieve a work-life balance, resulting in feelings of exhaustion and depression Consequently, they often find themselves lacking the motivation and drive they once had.
Q: "Why do you think low motivation is the main issue?"
Employee pressure and sales behavior are significantly impacted by this issue, which appears to be worsening without any signs of improvement If this situation is not addressed promptly, it could lead to more serious consequences.
KPI performance will continue to be stagnant and have a lot of
Low motivation has a negative effect to employee performance
-“ Because it also affects the employee pressure and sales behavior.”
-“ If I don't solve the situation as soon as possible, the KPI performance will continue to be stagnant and have a lot of dissatisfied
- The slow Slow process partners and turn away." away.”
Q: "What about the remaining -“ The slow contract problems?"
The slow contract process is influenced by external factors such as the shipping company, JAMJA's contract process management, partnerships, and even the availability of the CEO As a result, the contract process often remains unmanageable each month.
- Ineffective discount programs are also beyond their control.
Ineffective product process depends on external factors like shipping company, contract process control of JAMJA and partners and even CEO' schedules.”
Account Executives bring in -“ so I think this issue nearly 200 new contracts for the is out of my control.”
The CEO is responsible for approving and signing decisions; however, some partners require significant time and attention, leading to concerns about maintaining control over the situation and avoiding excessive discounts.
Ineffective discount programs can negatively impact a brand's reputation, as Account Executives often prioritize securing favorable deals with partners Many partners hesitate to offer significant discounts, fearing that it may harm their brand image Consequently, these challenges create complex issues that extend beyond the control of individual employees and the entire company.
Q: "Have you ever thought of Recruit more Recruitment -“ I used to proposed how to deal with the main members to recruiting more staffs problem?" share the tasks for the Partnership
I have organized an internal sharing meeting for team members to openly discuss their stress, dissatisfaction, and aspirations, allowing me and their leader to better understand their needs and find collaborative solutions Additionally, I am committed to conducting weekly training sessions and workshops to enhance sales knowledge and promote personal development among my team Furthermore, I have suggested the recruitment of additional staff to support our growing needs.
Partnership department to reduce the workload, but the Product and Marketing department has a much more urgent need, so the
HR department cannot give me the priority soon I also hope that internal and intimate sharing meetings can improve their motivation but in fact it does not bring good results.”
Q: "According to the literature, there are 13 causes for the decline in employee motivation
They are: Needs of the employee,
Needs of the social, Work environment, Responsibilities,
Supervision, Fair Recognition, and decrease the working pressure the Supervision and Feedback are the main causes of low work motivation.
Job performance feedback department to reduce the workload”
“only harvest the final results to report, but do not have time to review the process and the efforts of each one”
Effort, Employees' development, Feedback, Job interest, Job self- efficacy, Job satisfaction,
Communication skills and Salary Based on the actual situation of the department, what do you think is the main causes?
Employee motivation has been declining for months, and despite leaders recognizing the issue, solutions remain elusive This oversight may stem from a lack of close monitoring and timely reminders when employees show signs of boredom The failure to address these early warning signs has resulted in serious consequences, such as low KPIs As a leader, I have been focused on final outcomes rather than reviewing the processes and efforts of my team Additionally, mistakes made by employees often go unaddressed, which can negatively impact their career development Employees crave feedback from their supervisors to enhance their skills and motivation Therefore, effective supervision and timely feedback are essential for fostering a motivated workforce.
Feedback are the main causes of low work motivation."
Q: "After talking with Ms Thao, she thought that Fair Recognition was the main reason What is your opinion?"
Recognition may not be essential, as our company prioritizes competitive salaries to motivate dedicated employees We strive to offer compensation that exceeds market standards, ensuring that our team feels valued for their commitment and hard work.
So giving bonus, extra money or gifts is very expensive and unnecessary to reward employees while the company budget was limited."
Q: "According to Ms Thao, the recognition is not only expressed through money or regular gifts but also by a compliment, an
Recognition through money is too wasteful and out of the company ability
Recognition can still be expressed through spiritual values
“very expensive and unnecessary to reward employees while the company budget was limited” encouragement What do you think about this opinion?"
A: "I know that recognition can still be expressed through spiritual values But I still think that to show my recognition to employees, money or gifts are the most valuable and practical
While employees consistently strive to achieve results, it is crucial to recognize their need for encouragement and praise, especially during challenging times As a leader, I acknowledge this shortcoming and aim to address it promptly to restore our department's former glory.
Q: "After looking at two alternative solutions, which one do you think is best suited to apply to our department?"
A: "Each solution has its own advantages and disadvantages In alternative solution 1, simplicity, ease of implementation and cost
Based on cost and feasibility, I think solution 1 is the most suitable for the company at the moment.
Implementing solution savings offers significant advantages, but it requires regular organization to become a standard cultural practice within the department for optimal results Effective assessments are essential to learn from experiences and enhance employee engagement Alternative solution 2 fosters collaboration among employees, strengthening connections and benefiting the community, which can also garner positive support from partners and society if executed correctly However, the preparation and implementation phases demand considerable time from employees, who are already burdened with heavy workloads, leading to potential disengagement Additionally, the high costs associated with this solution may exceed the initial budget, posing further challenges.
Therefore, based on cost and feasibility, I think solution 1 is the most suitable for the company at the moment."
Ms Thao – member of Team Food in Partnership Department
Category Quote (description of coding from answer)
Q: “As I know, your performance in 2019 is lower than the average of the department Which reason makes this situation?