About Toyota Motor Vietnam Co., Ltd (TMV)
Overview TMV
Toyota Motor Vietnam Co., Ltd (TMV), established in September 1995, is a prominent automobile joint venture with a total investment of 89.6 million USD The investment is primarily sourced from Toyota Motor Corporation, which holds a 70% stake, followed by Vietnam Engine and Agricultural Machinery Corporation (VEAM) at 20%, and KUO Singapore Pte Ltd at 10%.
As one of Vietnam's pioneering automobile joint ventures, TMV is committed to "Moving Forward" alongside the country With a focus on delivering high-quality products and exceptional customer service, TMV aims to achieve maximum customer satisfaction while actively contributing to the growth of the Vietnamese automobile industry.
Since its establishment, TMV has consistently expanded its sales and production capabilities, currently leading the Vietnamese automobile market with an annual capacity exceeding 30,000 units through two daily shifts With total sales surpassing 305,799 units, TMV's products hold a significant market share From a modest start with just 11 employees, TMV now boasts over 1,900 staff members, alongside more than 6,000 employees across 41 dealers and branches nationwide.
TMV is committed to contributing to the state budget by fulfilling its tax obligations and actively promoting sustainable development within the community and society through various long-term, practical initiatives.
TMV has achieved significant milestones in the Vietnamese automobile market, thanks to the dedication of its employees, dealers, and suppliers Committed to fulfilling customer needs, TMV continuously enhances its operations, earning recognition as one of Vietnam's most successful foreign direct investment (FDI) companies The Government has honored TMV with the Second-Class Labor Medal, highlighting its contributions to both the industry and society.
Top manager
- Vice President: Madame Đoàn Thị Yến
Business fields
- Producing and assembling Toyota vehicles and Spare Parts
- Providing the services of repairing maintaining for vehicles
- Order and purchase from the Vietnamese supplier, including export processing enterprises, all kinds of automobile spare parts for processing, packaging and export
- Imports of automobile spare parts and equipment, specialized machinery follow to Toyota’s standards
- Consulting, training, support of internal implementation of business development, services and products maintenance to all Toyota’s affiliates, Dealers, Candidate Dealers and TASS.
Products
- Locally-produced Toyota models: CAMRY, COROLLA ALTIS, VIOS,
- Imported Toyota models: LAND CRUISER, HILUX, YARIS, LAND
CRUISER PRADO, HIACE và TOYOTA 86
- Imported Lexus models: LS 460L, GS 350, ES 350, LX 570, RX 350, GX
History
Opening of Training Center at Headquarter
Opening of Ho Chi Minh City Brand Office
Opening of Central Parts Depot (CPD) at Headquarter
Introducing the first generation CAMRY to meet customer demand
- 1999: Becoming the first automobile manufacturer to receive ISO 14001
- 2000: Expanding and upgrading the Training Center at Headquarter Officially distributing the Completely Built Up LAND CRUISER
- 2003: Opening Stamping Shop, boosting TMV's localization rate considerably
Toyota Auto Parts Export Center officially put into operation
Introducing the first ever Express Maintenance Service in Vietnam
- 2008: Lining off the 100,000th vehicle
- 2009: Opening Toyota South Center where transit and delivery of spare parts and Toyota cars to Southern region
- 2011: Lining off the 200,000th vehicle
- 2013: Reaching a sales record with 33,288 units and an export turnover record with 39.2 million US Dolar
New record in service area with 590,000 units car put into the shop
Introduced many new high second generation vehicles and all 5 models of TMV are in the TOP TEN BEST SELLER CAR IN 2014
- 2015: The 300,000th vehicle line-off.
Vision and Strategy
Toyota Vietnam will try all best to lead a good mobility and enrich lives for Vietnamese people
TMV is dedicated to exceeding customer expectations by prioritizing quality, enhancing safety, and fostering satisfaction Their commitment extends to contributing positively to Vietnam's industry while respecting the environment and community Ultimately, TMV strives to be the most beloved company in Vietnam, earning rewards through the smiles of their satisfied customers.
TMV will meet our challenging goals by engaging the talents & passion of human resources for a better way
TMV is committed to sustainable development and aims to be the "most favored auto brand" in Vietnam by prioritizing customer and partner satisfaction while making a positive impact on the economy and society.
TMV's strategy focuses on enhancing customer satisfaction by diversifying its product offerings, which provides customers with more choices The company aims to create added value by incorporating benefits and improvements into upgraded models like the Innova, Fortuner, Camry, Toyota 86, Hiace, Land Cruiser Prado, Yaris, Vios, and Altis Notably, a report from TMV highlights that in 2015, five of its models ranked among the top ten best-selling cars in Vietnam.
2015 include: Fortuner, Innova, Vios, Corolla altis and Camry (Vietnam, T M.).
Problem statement
In recent years, Vietnam's economy has experienced significant growth, leading to an increased demand for skilled manpower As companies compete to attract top talent, it is essential for them to implement effective strategies for human resource development, particularly in selecting the right candidates However, merely choosing the right individuals is insufficient; organizations must also prioritize retention strategies to ensure they keep their best employees.
In today's competitive landscape, the shortage of skilled human resources has made employee retention a critical concern for business owners The key to maintaining a competitive edge lies in nurturing long-term talent within the organization As the business environment evolves, companies face increasing pressure to innovate, developing new technologies, products, and services to satisfy the ever-growing demands of customers.
Vietnam, as the 150th member of the WTO and a participant in organizations like AFTA and APEC, faces increased competition from both domestic and foreign companies investing in the country In this competitive landscape, career satisfaction becomes a unique and personal evaluation for each individual, serving as a crucial indicator of career success.
This research aims to identify key factors influencing employee career satisfaction, specifically examining job conditions, developmental experiences, career commitment, and perceived person-organization fit The study highlights how these factors affect overall career satisfaction and seeks to explain why some individuals may feel fulfilled in their careers despite not achieving conventional success By analyzing these elements, the research provides insights into the dynamics of career satisfaction among employees.
Research objective
This research aims to investigate the factors influencing career satisfaction among employees at TMV through a comprehensive survey and analysis of individual feedback By evaluating employee comments and assessments, the study seeks to assess the effectiveness of the company's evaluation processes Additionally, it will provide recommendations and solutions to enhance the operational efficiency of TMV's human resource management Ultimately, this study addresses practical issues related to employee career satisfaction within TMV.
My research will focus 3 main factors:
- Firstly: search related information and try to define what meaning Career
Satisfaction is of employees at TMV
- Secondly: design research model and test related factors to check influence between factors to access strong / weak level of each factor in influence progress
- Thirdly: discussing and proposing recommendation to improve the effectiveness and forecast the human resources management at TMV in the next time.
Scope of research
This research aims to explore career satisfaction and the factors influencing it, focusing on employees' perceptions of their careers and their fit within the organization The study surveyed 500 employees from TMV at two locations: the Ho Chi Minh City and Hanoi Branch Offices.
Contents of this research are only including factors influencing to Career Satisfaction at TMV; it does not have intention of re-structuring, changing and replacing the employees
The study was conducted from June 1 to June 25, 2016, utilizing quantitative methods to evaluate employee career satisfaction through a 5-point scale survey A questionnaire was employed as the primary data collection tool, and the results were processed to derive insights on career satisfaction levels The detailed questionnaire can be found in the Appendix section.
This research highlights the critical role of career satisfaction in fostering a strong connection between employees and organizations By understanding its importance, organizations can implement effective policies and plans to enhance career satisfaction, leading to greater stability and development Satisfied employees experience positive psychological effects regarding their careers, enabling them to express themselves, hone their skills, and cultivate loyalty to the organization.
Enhancing employee loyalty to the organization not only fosters a committed workforce but also strengthens the financial stability of the company, ensuring its growth and success in the future.
This research faces limitations due to the small number of employees participating in the survey Additionally, the varying cultures across the company's branches contribute to differing perceptions among individuals regarding their careers.
This research only focuses related contents at TMV and also can be not generalized for real car industry
The survey conducted in slightly short time that I just conduct only 350 questionnaires that 280 responses were returns in which 70 questionnaires were left blank or invalid in almost questions
The survey participants possess diverse qualifications and perspectives on Career Satisfaction Additionally, the translation from English to Vietnamese may introduce grammatical errors, potentially leading to confusion for respondents when completing the survey.
Career satisfaction is positively linked to various factors, including employment in general management, higher salary levels, the number of promotions, perceptions of career advancement opportunities, organizational sponsorship, job acceptance, discretion, supervisory support, effective career strategies, alignment between personal and organizational values, the existence of an internal labor market, and overall job performance Conversely, reaching a career plateau negatively impacts career satisfaction Additionally, confirmatory factor analysis indicates that general perceptions of career satisfaction are distinctly different from financial and hierarchical success within an organization.
Numerous studies highlight the importance of job satisfaction in enhancing employee motivation and performance, which is a primary goal for business owners When employees are satisfied with their jobs, they tend to work harder and more efficiently Conversely, a lack of job satisfaction can lead to decreased labor productivity and negatively impact both physical and mental health Furthermore, employee job satisfaction tends to remain stable even during holidays This article explores various definitions of job satisfaction from different researchers and presents a cohesive understanding of the concept for the purpose of this study.
Job satisfaction, as proposed by Spector (1997), is fundamentally about loving one's job and can be viewed as a behavioral variable It encompasses both satisfaction with specific job aspects and an overall sense of contentment in the workplace Additionally, various authors, including Bergmann (1981), suggest that individual factors and the influence of labor organizations significantly shape perceptions of job satisfaction.
According to Hoppock (1935), job satisfaction is influenced by a combination of psychological, physiological, and environmental factors that contribute to an individual's overall sense of well-being at work He proposed that job satisfaction can be assessed in two ways: by evaluating overall job satisfaction and by examining specific aspects related to the work experience.
Job satisfaction, as defined by Ellickson and Logsdon (2001), refers to how much employees enjoy their work, influenced by their perceptions of the job and work environment Essentially, a work environment that aligns with employees' needs, values, and personalities leads to higher levels of job satisfaction.
Job satisfaction, as defined by Schemerhon (2011), is an emotional response to various aspects of one's work experience Key factors influencing job satisfaction include job placement, quality of supervision, relationships with colleagues, the nature of work, incentives and rewards such as promotions, workplace conditions, and the organizational structure.
Participation in trade literature highlights that employees typically possess greater knowledge about their job functions than their managers Involving subordinates in decision-making is seen as a way for leaders to enhance their decision-making capabilities, leading to improved outcomes (Peters and Waterman, 1982).
Research indicates that group discussions significantly enhance problem-solving and action planning (Hackman and Walton, 1986; Paulus, 1983) This study posits that the cognitive advantages gained from participating in decision-making processes outweigh the motivational benefits For instance, Erez and Arad (1986) demonstrated that in high information-sharing conditions, supervisors provided guidance on task execution, while in low discussion conditions, such support was absent These manipulations primarily focused on task clarification rather than fostering genuine participation in decision-making, with information flowing predominantly in a top-down manner rather than encouraging a more collaborative approach.
To demonstrate the cognitive benefits of participation, it is essential to show that knowledge arises from discussions involving subordinates This experiment focuses on task knowledge as an emergent phenomenon, highlighting that relevant knowledge can develop through participation A comprehensive study should ideally identify specific learnings, such as newly developed strategies from participative discussions Previous research on participation often involved predetermined task strategies, limiting subordinates to learning only what supervisors intended for them to know.
Limitation of research
This research faces limitations due to the small number of employees participating in the survey Additionally, the varying cultures across the company's branches contribute to differing perceptions among individuals regarding their careers.
This research only focuses related contents at TMV and also can be not generalized for real car industry
The survey conducted in slightly short time that I just conduct only 350 questionnaires that 280 responses were returns in which 70 questionnaires were left blank or invalid in almost questions
The survey respondents possess diverse qualifications and perceptions regarding Career Satisfaction Additionally, the presence of grammatical errors resulting from the English-Vietnamese translation process may lead to confusion for readers while answering the survey.
LITERATURE REVIEW
Definition of Constructs
Career satisfaction is positively linked to various factors including employment in general management, higher salary levels, the number of promotions, perceptions of upward mobility, organizational sponsorship, job acceptance, discretion, supervisory support, effective career strategies, alignment with personal and organizational values, the presence of an internal labor market, and overall job performance Conversely, reaching a career plateau negatively impacts career satisfaction Additionally, research indicates that general perceptions of career satisfaction are distinct from financial and hierarchical success within an organization.
Numerous studies highlight the importance of job satisfaction in enhancing employee motivation and performance, which ultimately benefits business owners When employees experience job satisfaction, they are more likely to work efficiently, leading to higher productivity Conversely, a lack of job satisfaction can result in decreased labor productivity and negatively impact both physical and mental health Additionally, employee job satisfaction tends to remain stable even during holidays This article explores various definitions of job satisfaction from different researchers and presents a cohesive understanding of the concept for this study.
Job satisfaction, as defined by Spector (1997), encompasses both a love for one's job and overall contentment with work, viewing it as a variable behavior It can refer to satisfaction with specific job aspects or a general sense of fulfillment in the workplace Additionally, factors such as individual characteristics and the influence of the labor organization play a significant role in shaping perceptions of job satisfaction, as highlighted by authors like Bergmann (1981) and Luddy.
According to Hoppock (1935), job satisfaction is influenced by a blend of psychological, physiological, and environmental factors that contribute to an individual's overall positive feelings about their work He proposed that job satisfaction can be assessed in two primary ways: by evaluating overall job satisfaction and by examining specific aspects related to the work environment.
Job satisfaction, as defined by Ellickson and Logsdon (2001), refers to the extent to which employees enjoy their work, influenced by their perceptions of the job and work environment Essentially, when the work environment aligns with the needs, values, and personalities of employees, job satisfaction increases significantly.
Job satisfaction is defined as an emotional response to various elements of an employee's work experience, including job placement, supervision quality, colleague relationships, job content, incentives and rewards, promotion opportunities, workplace conditions, and organizational structure (Schemerhon, 2011).
Research indicates that employees typically possess greater knowledge about their job functions than their managers Consequently, involving subordinates in the decision-making process allows leaders to enhance their decision-making capabilities, leading to more effective outcomes (Peters and Waterman, 1982).
Research indicates that group discussions significantly enhance problem-solving and action planning (Hackman and Walton, 1986; Paulus, 1983) This study posits that the cognitive advantages gained from participation in decision-making are more crucial than the motivational aspects For instance, Erez and Arad (1986) demonstrated that in high-information sharing conditions, supervisors provided guidance on task execution, while in low conditions, such guidance was absent These manipulations focused more on task clarification rather than true participation in decision-making, with information flowing primarily in a top-down manner rather than encouraging bottom-up or lateral communication.
To demonstrate the cognitive benefits of participation, it is essential to show that knowledge arises from discussions with subordinates The current experiment examines task knowledge as an emergent phenomenon, highlighting how participation leads to the development of relevant strategies Ideally, a cognitively focused study should identify specific learnings gained from participative discussions Previous research on participation often involved predetermined task strategies, limiting subordinates to learning only what supervisors intended.
This study examined the strategies employed by participants in both participative and non-participative conditions The strategies developed during participative conditions were analyzed as mediators of the cognitive participation effect.
Developed by Wayne, Shore, and Liden (1997), this measure evaluates the formal and informal development opportunities provided to employees by an organization It emphasizes the organization's commitment to investing in both structured and unstructured training and development Work experience plays a crucial role in various career models and theories related to career success, work behavior, and human resource management (Ng et al., 2005; Quinones et al., 1995; Tesluk & Jacobs, 1998).
Developmental job experience (DE) refers to the challenging assignments that provide individuals with opportunities for learning and leadership The perceived value of these assignments often varies based on the employee's perspective Common characteristics of developmental assignments include unfamiliar responsibilities, opportunities for change, significant responsibility, collaboration across different areas, and the management of diversity.
Digital entrepreneurship (DE) presents opportunities for growth and future benefits, but it also carries significant risks and uncertainties An individual's perception of DE as a challenge or a threat, along with their coping abilities, influences their emotional responses, resulting in either positive or negative experiences The study highlights advancement potential as a positive outcome and turnover intention as a negative one, emphasizing that DE can evoke both pleasant and unpleasant feelings simultaneously, leading to a mix of outcomes.
Career commitment is a crucial aspect of organizational commitment, which refers to the degree of an individual's identification with and involvement in a specific organization Understanding career commitment necessitates a clear grasp of organizational commitment, as defined by Porter and Smith, highlighting its significance in the workplace.
Career commitment reflects an individual's attitude towards their profession, encompassing the establishment of personal career goals and a deep identification with those goals This commitment drives individuals to invest effort in their careers, aligning their actions with the values of their chosen vocation.
Argument for the relationship among the constructs
Maslow's hierarchy of needs, proposed in 1943, categorizes human needs into five ascending levels: Physiological, Safety, Social, Esteem, and Self-actualization Once individuals satisfy a particular need, they seek fulfillment at the next higher level This theory underscores the importance for managers to understand their employees' current needs to effectively support their progression to higher levels of fulfillment.
Figure 1: Maslow’s hierarchy of Need Pyramid
(Source: http://what-is-the-meaning-and-purpose-of-life.com/hierarchy-of-needs/)
This study applies the theory of human needs, emphasizing that employee satisfaction in the workplace can only be achieved when their fundamental needs are met.
This theory highlights the relationship between various needs and their corresponding variables For instance, job stress serves as a measure of social needs satisfaction, while empowerment at work reflects the fulfillment of self-actualization needs.
Clayton Paul Alderfer, an American psychologist born on September 1, 1940, in Sellersville, Pennsylvania, expanded upon Maslow's hierarchy of needs by introducing his ERG theory, which categorizes needs into three groups: Existence, Relatedness, and Growth The Existence category focuses on fulfilling basic material needs essential for human survival, encompassing the physiological and safety needs identified by Maslow.
The second group of needs focuses on relatedness, highlighting the human desire to maintain significant interpersonal relationships These social and status needs necessitate interaction with others for fulfillment and correspond to Maslow's social needs and the external aspects of esteem Additionally, Alderfer identifies growth needs, which represent an intrinsic motivation for personal development, encompassing elements from Maslow's esteem category and aspects of self-actualization.
Alderfer's ERG theory categorizes needs into three groups: Existence, Relatedness, and Growth The Existence category encompasses lower-order needs such as physiological and safety needs, while the Relatedness category includes Maslow's interpersonal love and esteem needs The Growth category features self-actualization and self-esteem needs Additionally, Alderfer introduced a regression theory, suggesting that when higher-level needs remain unmet, individuals tend to intensify their focus on lower-level needs For instance, if self-actualization or self-esteem is unfulfilled, people may redirect their efforts toward fulfilling their relatedness needs in hopes of eventually achieving higher-level satisfaction.
2.2.3.1 McClelland’s theory of Human Motivation
Developed by psychologist David McClelland in the 1960s, the motivational model explores how the needs for achievement, power, and affiliation influence managerial behavior Building on Maslow's hierarchy of needs from the 1940s, McClelland asserts that these three types of motivation are universal, transcending age, sex, race, and culture However, an individual's dominant motivation can shift over time due to personal experiences and cultural perspectives.
Figure 3: McClelland’s theory (Source: www.mindtools.com/pages/article/human-motivation-theory.htm)
The two-factor theory, also referred to as Herzberg's motivation-hygiene theory, posits that workplace factors influence job satisfaction and dissatisfaction independently Developed by psychologist Frederick Herzberg, this theory identifies specific elements that contribute to employee satisfaction, while a distinct set of factors leads to dissatisfaction.
The two-factor theory, rooted in Abraham Maslow's motivation theory, highlights the significant link between attitudes and industrial mental health Herzberg posits that mere satisfaction of lower-order needs, such as minimum salary and safe working conditions, is insufficient for individuals in the workplace Instead, employees seek higher-level fulfillment and motivation beyond these basic requirements.
Herzberg’s two-factor theory introduces a distinct model of motivation that identifies two separate sets of job characteristics: those that lead to worker satisfaction and those that result in dissatisfaction Unlike Maslow's hierarchy of needs, Herzberg posits that satisfaction and dissatisfaction are independent phenomena, not merely opposite ends of a continuum To enhance job attitudes and productivity, it is crucial for administrators to address both sets of characteristics, recognizing that improving satisfaction does not automatically reduce dissatisfaction.
2.2.3.3 Hackman and Oldham's Job Characteristics
In 1975, Greg R Oldham and J Richard Hackman developed the Job Characteristics Theory (JCT), building on earlier research by Turner and Lawrence, as well as Hackman and Lawler This theory identifies key objective job characteristics that influence work design and emphasizes how these characteristics directly affect employees' work-related attitudes and behaviors A critical aspect of JCT is the concept of Growth Need Strength, which highlights the individual differences in employees' needs for personal development.
In their 1980 book "Work Redesign," Hackman and Oldham finalized the Job Characteristics Theory, introducing two new moderators: Knowledge and Skill, and Context Satisfaction They eliminated work outcomes related to absenteeism and turnover, placing greater emphasis on Internal Work Motivation Additionally, several outcome variables were either removed or renamed, with a shift in focus towards affective outcomes due to empirical studies indicating a weak connection between psychological states and behavioral outcomes.
Oldham and Hackman developed two key instruments, the Job Diagnostic Survey (JDS) and the Job Rating Form (JRF), to evaluate their job characteristics theory The JDS assesses jobholders' perceptions of five core job characteristics, their psychological states, Growth Need Strength, and related outcomes In contrast, the JRF gathers evaluations from external observers, like supervisors or researchers, regarding these core job characteristics.
Figure 5: Hackman and Oldham's Job Characteristics (Source: edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_1.htm)
2.2.3.4 Previous Researches on career satisfaction
Many studies have been conducted to find out the definition, the factors that impact on career satisfaction As research of Greenhaus et al., 1990 They are study about
The study by Gulsah Karavardar (2014) investigates the impact of race on organizational experiences, job performance evaluations, and career strategies within the hazelnut processing industry in Giresun, Turkey The findings highlight a significant relationship between career commitment and subjective career success, emphasizing the importance of fostering a supportive work environment to enhance career satisfaction.
The study by Martins, Eddleston, and Veiga (2002) highlights that career commitment significantly influences subjective career success, ultimately affecting career satisfaction It empirically establishes a negative relationship between work-family conflict and overall career satisfaction, suggesting that managing work-family dynamics is crucial for enhancing professional fulfillment.
Research Hypotheses and Research Model
Based on the theoretical basis of the above, I would like to propose four hypotheses (H) influence to CS as below:
H1: Job Cognitions has a positive effect to Career Satisfaction
H2: Developmental Experiences has a positive effect to Career Satisfaction
H3: Career Commitment has a positive effect to Career Satisfaction
H4: Perceived P erson-Organization F it has a positive effect to Career
Figure 6: Research model of Career Satisfaction