I-Shou University
Master Thesis
Factors affect Employee Motivation at Hanoi HD bank
Advisor:
Dr. Joe. Y.C.Yang
Co-Advisor:
Dr. Le Khac Doa
Graduate Student:
Vu Thi Thu Ha
Acknowledgements
In our life, there is no success without assistance from others. During my master course, I am very lucky to receive many helps from professors, friends, and my family. There are no words to express my appreciation.
Firstly, I would like to express my sincere gratitude to my advisor Prof. Joe Ying Chin Yang and Dr. Le Khac Doa for the continuous support of my Master study and related research, for their patience, motivation, and immense knowledge. Their guidance helped me in all the time of research and writing of this thesis. I could not have imagined having a better advisor and mentor for my Master study.
Besides my advisor, I would like to thank the rest of my thesis committee: Prof Jiin Ling Lin, Prof Wanching Chang and other professors at HUBT and I-shou University, for their insightful comments and encouragement, but also for the hard question which incented me to widen my research from various perspectives.
My sincere thanks also goes to all my friends for the stimulating discussions, for the sleepless nights we were working together before deadlines, and for all the fun we have had during the Master course.
Last but not the least, I would like to thank my family: my parents and to my younger sister for supporting me spiritually throughout writing this thesis and my life in general.
Abstract
Ranked in the top ten of trade banks in Vietnam, HD bank not only has financial capacity and modern facilities, but also is a working place attracting many people. With great number of employees, it is very important for HD Bank to study its employees’ motivation. This study aims to examine factors that affect employees’ motivation at HD bank. This on-site survey was conducted and 150 usable questionnaires are collected in May and June 2015 from employees at Hanoi HD Bank. Data are analyzed by SPSS software with descriptive analysis, testing Cronbach’s Alpha, using Regression, ANOVA and T-test. Results show that working environment and development prospects have positive effect on employees ‘motivation. Besides, human environment has stronger influence on employees’ motivation than other factors. Wage and benefit doesn’t affect employee motivation. In addition, there are differences between gender and employee motivation. Although having some limitations, these findings are very useful for managers to make specific policies which can motive employees to work harder and more effectively.
Key words: employee motivation, working environment, wage and benefit, way of organizing work, development prospects.
Table of contents
Acknowledgements ... i
Abstract ... ii
List of Figures ... v
List of Tables ... vi
Chapter 1.INTRODUCTION ... 1
1.1. Background ... 1
1.2. Overview of Hanoi HD Bank ... 2
1.3. Research objectives ... 2
1.4. Research questions ... 3
1.5. Contributions of the research ... 4
1.5.1. Theoretical contribution ... 4
1.5.2. Practical contribution: ... 4
Chapter 2.LITERATURE REVIEW ... 5
2.1. Definition of Employee Motivation ... 5
2.1.1. Definition of Motivation ... 5
2.1.2. Definition of Employee Motivation ... 6
2.2. The role of Employee Motivation ... 8
2.3. The theory of creating employee motivation ... 9
2.3.1. Maslow theory ... 9
2.3.2. Frederic’s two-factor theory ... 10
2.4. Factors affect employee motivation ... 13
2.4.1. Employee’s factors ... 13
2.4.2. Job’s factors ... 15
2.4.4. The factors of external environment. ... 17
Chapter 3.METHODOLOGY ... 19
3.1. Research Design ... 19
3.2. Sample Design ... 20
3.3. Data collection ... 20
3.4. Measures ... 21
3.5. Data analysis ... 21
Chapter 4.RESULTS AND DISCUSSION ... 23
4.1. Descriptive analysis ... 23
4.1.1 Demographic characteristics of sample ... 23
4.1.2. Analysis of Mean and Standard Deviation ... 24
4.2. Cronbach’s Alpha test ... 28
4.3. Regression analysis ... 29
4.3.1 Hypothesizes ... 29
4.3.2. Results for regression analysis ... 30
4.4. Analysis of Variance (ANOVA) ... 32
4.4.1. Hypothesis... 32
4.4.2. Results of Anova and T-test ... 32
Chapter 5.CONCLUSION AND SUGGESTION ... 35
5.1. Research Summary ... 35
5.2. Theoretical and Practical implications ... 36
5.3. Research Limitations ... 37
5.4. Suggestion for further studies ... 37
References ... 38
List of Figures
Figure 1: Maslow’s Hierarchy of Needs ... 10
List of Tables
Table 1: Respondents ‘profile ... 23
Table 2: Mean and Std. Deviation ... 26
Table 3: Result of Crobach’s Alpha ... 29
Table 4: Regression model for H1a ... 30
Table 5: Regression model for H1b ... 31
Table 6: Regression model for H1c ... 31
Table 7: Regression model for H1f ... 32
Table 7: T- test for gender and employee motivation ... 33
Table 8: One way Anova between demographic and employee
motivation ... 33
Chapter 1.INTRODUCTION
1.1. Background
Banking activities are indispensable to each country. In Vietnam, now, there are nearly 100 operating banks. Beside the state-owned banks, there are a number of foreign banks and joint venture banks that have large branch network, focusing on the big cities, such as, Hanoi and Ho Chi Minh City, these banks’ activities are really vibrant. If 2013 is considered as the most difficult time of banking activities over the years, the recent years, with the economic restructuring efforts of the government, the banking industry becomes more active in restructuring the banking system according to the government's given objectives. The banking system is gradually more positive. The explosive growth in banking operations as well as the establishment of a number of new commercial banks since 2006 has led to increase the competition in the banking industry. If a bank wants to stand firmly on the market, it has to not only expand the service types to attract customers, but also improve its service quality because of the increase of competitive pressure.
Human factor plays an important role in financial service activities. Choosing leadership style efficiency or not influences in the success or failure of a bank. The employee is always an asset, is lifeblood of the organization. However, the organization always has to face to a number of human resource problems, such as, overstaff, under staff, and job change. In Vietnam, there is a huge of people who wish to work at the bank, as the number of banks increases, a number of bank employees also go up. However, the figure of bank staffs changed their job is very high. Many banks understand the important role of human resource in current competitive market. An organization cannot operate effectively for a long time if it does not have good labor forces; even it has some advantages, such as, modern technology, high service quality, and good infrastructure. Finding a good way for using the human resource to support to the organization development as well as for social development is an urgent issue for human resources managers. To manage effectively the human resource, managers need to aware that human is a really important factor, and it should be considered as a main element of development. It is very helpful if the managers give employees opportunities to show all their potential. Therefore, a waste of human resource will be prevented, creating the motivation for each individual to be better, and developing the organization.
1.2. Overview of Hanoi HD Bank
Hanoi HD Bank is an operating organization in the banking and financial sector, where having the increase of competition along with banking system development.
HD Bank is one of the first joint-stock commercial bank of Vietnam, is established on 4th January, 1990. On the basis of steady, efficient and safe development, HD Bank is a bank with high and sustainable growth rate in banking and financial market.
With strong growth rate during recent years, HD Bank has achieved a number of good result, such as, completing organizational restructuring, and accumulating financial resources, service products, human, technology, and so on to be more developed and vibrant. This got the bank raising a new level.
By the end of year 2012, HD Bank had more than 120 commercial offices across the whole country, located at the economic centers of Vietnam, such as, Ho Chi Minh city, Hanoi, Da Nang, Nha Trang, Binh Duong, Can Tho, Long An, Vung Tau, Dong Nai and Nghe An, An Giang, Hai Phong, Dak Lak, Bac Ninh.
In 2013, a banking crisis happened; the bank met a number of difficulties, so they had to edit the employee structure, and this decreased work motivation of bank staff. Although Hanoi HD Bank owned a young, proficient and dynamic workforce, the number of employees who change their job was high. Now, the bank creates policies that impact on the work motivation of employees, including: work environment policy, wages and benefits policy, the way to organize the job, a policy that is about creating the interest in working and taking care about employees’ prospect. However, in reality, how these policies impact on staff is really important. Therefore, Hanoi HD Bank needs to analyze the factors that influences in employee motivation to make their employees work more effective, as well as the whole bank's activities be better, besides, improving the loyalty of staff.
1.3. Research objectives
There are some objectives when this research is performed.
- Systemizing the basic theories about employee motivation, and the theory models about creating employee motivation in an organization to clarify motivation factors.
- Analyzing and evaluating the factors that have effect on the employee motivation of Hanoi HD Bank's employees. Thence, considering about the factors that increase or decrease the employee motivation and causes.
- Considering if there is any difference in the employee motivation between demographic factors such as age, gender, working position, working time.
- Proposing the solution to improve the employee motivation of Hanoi HD Bank's staff to achieve the effectiveness in working during a period of time between 2014 and 2016.
1.4. Research questions
RQ1: Which factors affect employee’s motivation at Hanoi HD bank?
H1a: Physical environment has positive effect on employee motivation
H1b: Human environment has positive effect on employee motivation
H1c: Wages and Benefit has positive effect on employee motivation
H1d: The way of organizing job has positive effect on employee motivation
H1e: The interests in working has positive effect on employee motivation
H1f: Development prospect has positive effect on employee motivation
RQ2: Are there any difference between demographic variables in employee motivation?
H2a: There are differences between genders and employee motivation at HD bank Hanoi.
H2b: There are differences between ages and employee motivation at HD bank Hanoi.
H2c: There are differences between working time and employee motivation at HD bank Hanoi
H2d: There are differences between job position and employee motivation at HD bank Hanoi
H2e: There are differences between time in current position and employee motivation at HD bank Hanoi.
1.5. Contributions of the research
1.5.1. Theoretical contribution
This research topic can become a useful scientific document for other researches about employee issues in the banking. It provides the literature about which factors have effects on working motivation on which other researchers can build their own research framework for their specific research cases.
1.5.2. Practical contribution:
Besides theoretical contribution, this can be a helpful reference for HR managers to plan human resource strategies to train and maintain the highly qualified staff and good leadership. This research topic will support to solving existing employee issues in HD Bank, for example, the high rate of job change. Researching about factors influenced on the employee motivation helps leaders understand their employees’ thinking and have suitable policy to encourage their staff. In addition, the staff can understand their leaders’ opinions in managing human resource.
Chapter 2.LITERATURE REVIEW
2.1. Definition of Employee Motivation
2.1.1. Definition of Motivation
Studying about motivation in general and employee motivation in particular attracts concern from many researchers in the world. There are many different viewpoints of motivation. Most of them prone to two approaches .The first approach focus on the relationships among need, incentive, and motive. The second approach prefers to intrinsic and extrinsic motivation.
• The first viewpoint of motivation:
In this first approach of motivation, most researchers pay attention to the role of three components. They are: Need, Incentive and Motive.
Michael Armstrong (1999) suggested that motivation is created by both conscious and unconscious of needs which are unsatisfied and itself creates desire to gain something. Motivation plays an important role in explain why people are doing what they are doing. Individuals who have need will try to make a way lead them to achieve goals. Maehr and Meyer (1997) proposed a definition of motivation: “Motivation is a theoretical construct used to explain the initiation, direction, intensity, persistence and quality of behavior, especially goal directed behavior”.
Need: Need is described as disequilibrium. It is considered as necessary and urge.
Taking an example: If an employee lacks of working environment. They will want to be offered incentive to fulfill their need. If an incentive is offered, it will have effect on their behavior.
Incentive: The second component which is mentioned in this approach is incentive.
Incentive is from outside. It can be tangible or intangible. For instance, in a company, tangible incentives are salary, bonus, quality of working environment, safe and health care. Intangible is praise, the good relationship with colleagues, so on.
Motive: Besides need and incentive, the third component is motive. Motive is from
inside of a person. Motive can be considered as internal factor which direct behavior of a person. Motive has five characteristics (Barry L.Reece and Rhonda Brandt, 1999):
- Motive has personal characteristic. Each individual has their own motive. There no two people who have the same motive
- Motive always changes in our life. The things which satisfy us nowadays may not satisfy us in the future.
- Motive is unconscious. We can’t aware of all our motives.
- Motive is inferred. It is very difficult for us to understand and guess them
- Motive is hierarchical. It is similar to need. It can be rank based on their importance
• The second viewpoint of motivation
The second approach of motivation prefer to classifying motivation into two groups: Intrinsic motivation and extrinsic motivation. This viewpoint is preferred using in Anglo-American literature.
Intrinsic Motivation: Intrinsic motivation is personal factor which creates a pathway
for people’s behavior. This factor has deep and long-term effect because it exists in each individual (Armstrong, A Handbook of Human Resource Management, 1999). Malone and Lepper also suggested motivation as: “What people will do without external inducement.”
Extrinsic Motivation: Extrinsic motivation is considered as factor which is from
outside environment and has effect on each individual. According to Brown, in his research: “Psychology of motivation” (2007) gave a definition of extrinsic motivation: Extrinsic motivation refers to our tendency to perform activities for known external rewards, whether they are tangible (e.g., money) or psychological (e.g., praise) in nature.
2.1.2. Definition of Employee Motivation
In textbook: “Human resources management” which has been written by M.A Nguyen Van Dien, PhD Nguyen Ngoc Quan proposed an employee motivation: “Employee
motivation is employee’s desire and voluntary to strengthen their effort for a specific goal and result”. PhD Bui Anh Tuan also suggested a definition of employee motivation: “Employee motivation is intrinsic factor which stimulates employees to work effectively for high efficiency. The expression of motivation is willingness, efforts and passion in working in order to achieve the goals of organization as well as employee by themselves”. Another definition of employee motivation which was given by Robbins (1993): “the willingness to exert high levels of effort toward organizational goals conditioned by the effort’s ability to satisfy some individual need.”
In general, employee motivation can be defined as the efforts from employees. Employee motivation also has intrinsic motivation and extrinsic motivation. According to Armstrong (1999), intrinsic motivations are affected by the following factors:
• Challenges: Employees feel to be motivated when their job has the different level of challenges and difficulties.
• Curiosity: Working environment can attract employees who want to experience novelty.
• Control: Control work and working environment is very important for employees so that they can feel respect their jobs.
• Fantasy: Employees will use metal image to think of the activities which stimulates their behavior
• Competitive: Employees prone to compare their results with others.
• Cooperation: Most employees feel happy when helping others to complete their common tasks and goals
• Recognition: An employee will be satisfied when others recognize their jobs
In term of extrinsic motivation, according to Barry L.Reece and Rhonda Brandt in the articles: Human Relations in Organizations (1999), praises from outside is good incentive for employee when beginning a new job or company want to stimulate their employees to promote their strength. Extrinsic motivation cannot be maintained for a long time. It has just affect employees for a short term. Extrinsic motivation can be
positive and negative. Regarding to positive aspect, extrinsic motivations include salary, bonuses, promotion or day off. The wrong payment system or criticism can be some examples of negative extrinsic motivation.
2.2. The role of Employee Motivation
• For Employee:
According to Carter, S., Shelton, M (2009), Blumberg, M. and Pringle (1982), motivation in workplace plays an important role in determining efficiency of employee. When the employee has work motivation, they will have passion for their work and career. Thus, they will work more enthusiastic and engrossed and bring into full play their potential so it helps to enhance their existing capacity. Thanks to this, organizational goals will be done with high efficiency. Work motivation is not only help employee co-ordinate together better in work but also reinforce attachment in spirit in a community, together to support for common target. If there is no work motivation, the employee will not work seriously and affects to working atmosphere of the organization and surrounding people. This makes reducing work efficiency.
• For Organization:
In an enterprise (company), human resource is an important part and indispensable so motivation of employee plays an important role determining the strength of organization. Employee motivation is basis of bringing creativity in organization: The employee has motivation; they feel comfort and passion with assigned tasks. Thus, they always express creativity in work and from there this helps the organization has more creative idea, innovation and make breakthrough and helps the organization adapt to changes and initiative created changes.
Employee motivation helps reducing these issues have a negative impact arising the activities of the organization: The employee has work motivation, occupational accidents are less frequent, violate moral issues, quit job, and violate discipline less. The employee with work motivation less prone to depression and has good health, physical and metal. The employee with high work motivation will link with organization, more creative and serve customer demand better. So, they will contribute into success of the organization. Therefore, they are considered the most valuable assets of any organizations. Beside, work
motivation in organization also helps to build friendly working atmosphere, share co-operation and fewer disputes. The employees belong to organization are ready to adapt to changes and have no negative reaction with changes. This is an important basis to enhance effective of state administration organization activities.
• For society:
To make motivation showing increasing satisfaction of people and ensures their happiness and comprehensive development. Thus, this makes to promote social ascent contributing develop economic country.
2.3. The theory of creating employee motivation
2.3.1. Maslow theory
In 1943, the famous psychologist Abraham Maslow – American (1908-1970) developed one of theories which its influence widely recognized and used in different fields. This is the theory about scale of people’s demand that is origin of motivation. He divided demand system into 5 groups according to order from lower-order to higher-order. When the satisfied demand will arise higher demands, as follows: Demand is a psychological and physiological state which people feel deprived, not satisfy about something and desire to meet it. Demand is very diversity and plentiful, demand and demand satisfaction associated with social production and the distribution of material and spirit value in the society. Follow Maslow, each individual has different level of demand. Lower-demand is satisfied, higher-demand will become motivation which promote people’s behavior. After the demand is satisfied, another demand will appear. Result is people always have un-meet demands and these demand will promote people perform any activities to satisfy them.
Figure 1: Maslow’s Hierarchy of Needs
2.3.2. Frederic’s two-factor theory
Frederic Herzberg (1923-2000) is the American psychologist. He showed the two-factors theory in 1959 – The theory has been applied widely in business administration. To build the theory, he interviewed 203 accountants and engineers in America. He suggested they listed pleasing and highly satisfied factors as well as required them listed the factors make them depressed, discontent. His findings have created big surprise for the administrators at the time. He claimed that “the contrary with satisfaction in work is not discontent, just have no satisfaction in work”.
Herzberg brought a group of maintenance factors (external factor belongs to outside satisfaction) prevented discontent of employee. For maintenance factors, Herzberg said that if satisfaction is not good, this makes discontent for employee but if the company perform the demand well, this prevent discontent and not sure create satisfaction. Herzberg also stated a group of encouragement factors (internal factors – the factors satisfied internal nature) made employee satisfied. For the encouragement factors, he stated that if these factors are not well performed causing not satisfied and not sure makes employee discontent. However, if company to be done well, this promotes work motivation of employee and helps them love their job and dedicate for the organization. Herzberg also stated, guarantee of work external factors in active state is essential to
maintain level of job reasonable satisfaction. However, to increase level of job satisfaction need to pay attention to improve encouragement factors.
• Hygiene factors.
Policies and rule management of company: That means how are all operations of company managed and organized. It also aims to orient company operation in general and employees in particular according to certain standards to obtain target of company. If the policies and suitable rules are not detrimental to employees that make them not considerate as well as no discontent with company and vice versa.
The supervising work:
For any company, supervising employee always play an important role to managers. From there it bringing for the manager analysis and evaluation capacity, qualifications and weakness to give timely supported method for employees as well as giving forms of reasonable reward and discipline. This depends on professional capacity, social communication skills and openness of manager. However, unreasonable and strict supervision will cause discontent for employees and make them have feeling of being superior scrutiny. That leads to be difficult to concentrate on working and reduce labor productivity. So that the manager need to have specific plan and identification of each supervising object, conscious and discipline in working.
Salary:
This is supervised finding of Herzberg, in general salary is not motivational effect to employee, although slow salary will make them dispirited. The initial goal of employee is working for earning money and they will not pay attention to this matter when they love their job (with condition is their salary appropriates with their efforts and matching labor market). In order to put the salary for a position, manager must considerate some factors such as: position, type of work, contribution to company, financial ability of company and average salary in labor market for such position… The confidentiality of salary between employees is important issue and in some company, this is confidential issue and they require their employees not to be provided to anyone because an unequal of salary causing comparison and discontent for employee.
The relationship between leader, colleague: In a company there are many different relationships between employees together, employees and manager. If the internal relationship worsens, this hinders work. But vice versa if this relationship is good or can be acceptable, it will not make any difference in member’s behavior.
Working conditions:
Herzberg has found that if working condition is maintained in quite good level, this do not affect to working result of employee and also prevent their discontent. Contrary to, if the working condition is not good, the working result will be affected according to negative direction and make discontent for employee. The working result will be increased when the working condition is good level.
• Motivational factors
The success:
The success is personal satisfaction when performing a work. This is created each individual or people’s evaluation. Obtaining this, employees feel more confident, more and more love and have a passion work. Thanks to this, they will create strong motivation for themselves. They desire and expect the working result will be better in the future, especially their work motivation is increased many times when they are recognized and appreciated by their manager and colleagues.
The recognition:
The recognition is the recognition of completion a job. 16.This can be created by each individual or people’s evaluation. The recognition is shown in two forms as: material rewards (bonuses, gifts…) and spiritual rewards (merits, compliment…). In a company, if employee are recognized their achievement timely, this is not only create their work motivation but also makes them extremely proud. Moreover, this makes another employee try to work hard to get the same achievement. The recognition will create labor movement at company which contributed enhancing efficiency of company’s activities. However, the recognition of achievement need to be performed fairly, timely and correctly.
The nature of internal job:
According to Herzberg, the nature of internal job can affect to employee’s work motivation. For example: An interesting, diversified, creative and challengeable job will have positive influence to each employee and make them love and have passion this job. This leads labor productivity remarkable increasing.
Labor Responsibility:
Labor responsibility is influence level of one person to job may be affected by its powers and responsibilities. Employee always desire to be trusted by manager and colleague, appreciate themselves value. When the job associated with their responsibility, the employee will work more determined and try to complete assigned tasks well. However, responsibility assignment to each individual needs consideration, if the arrangement is not appropriate; it will make negative direction for employee and eliminate their capacity and creativity.
The Promotion:
When employees are recognized achievement, they often have trend to desire having opportunity for promoting, developing and improving themselves. For any employees, career development plays an important role and it proves capacity and qualification in a organization. Having promotion opportunity is big work motivation.
2.4. Factors affect employee motivation
Based on the master thesis of MA Bui Minh Thi (2013) about the motivation of employees in Techcombank as well as the literature review in the article : Human resources
management which has been written by PhD Tran Thi Van Hoa, the factors affecting
employee motivation are classified into the following groups:
2.4.1. Employee’s factors
Labor demand:
Each employee takes part in an organization; he also desires to satisfy himself demand. Basically, demand system of people can be divided into two types as: material demand
and spiritual demand. Each individual has different demand. Thus, in order to create work motivation, the first important thing is know what do employees want from their undertook work. From there, we can show demand satisfied methods.
Characteristic of Employees:
Characteristic of gender, age, personality, religion…They affect to work behavior of employees. For example: The young people like adventure, creation. The older people are often more mature and cautious…Managers understand about the characteristic of employees and then they can find the better treatment and use their employees.
Capacity and capacity awareness of Employees:
Employee motivation includes all of their knowledge and skills which is suitable with their work. Their skills have been caused congeniality or practicing during working process. Proper assessment of employee’s capacity is basis of managers to use employees the best in company. Each employee feels comfortable when they are assigned to the appropriate work and vice versa. In common, the employee has higher requirement with his work if he has high qualification, ability to work well and perform work quickly and efficiently.
Attitude and opinion of employees with their work and organization:
This is satisfaction of work which it can affect positive or negative direction to employee’s work motivation. The employee motivation will be big if they really want to work long-term in the organization or they have passion to work.
Economic status of Employees:
Different economic status impacts on employees’ demand in work. Income of each employee is assessed different importance and this depends on economic status of each employee. Job with high salary is the main factor created employees’ work motivation in some developing country including Vietnam.
2.4.2. Job’s factors
Feature of each job:
Feature of each job will determine employees’ action. An appropriate job with employees will help them do well and in case inappropriate job causing for employee discontent and uninteresting to do work. However, positive or negative influence depends on the suitable between factors of job and human factors. This suitability will create work motivation and vice versa.
The essential skills to perform work:
Performing work get high efficiency when it is suitable with employees’ skills. Employee motivation will be created if there is the proper and right assignment with employee’s qualification. Thus, it is so important to identify certain right and clear tasks, responsibilities and standards of performing work for each employee.
Complex and professional level of work:
Each different work requires employees’ knowledge and skill is different. So, Managers have to recognize the possibility to assign tasks for employee properly and having support them when necessary.
Working environment and condition:
Most of working time of employees takes place at company so it is important to make the suitable working environment and condition for employees. This factor has huge influence to employee’s working process in organization or company. Moreover, this influences directly to employee, especially to their psychology, health and safety.
The degree of physical and mental power consumption: With different work has different labor intensity and different degree of physical and mental power. Thus, employees always want to get their worthy thing. Managers need to recognize clearly differences in order to have encouraged methods timely and properly to make work motivation for employees.
2.4.3. Organization’s factors
Administration of human resource policies: such as recruitment, salary, evaluation of work performance, promotion, encouragement… If the policies is stated properly, this make increases work motivation for employees. On the other hand, this makes them uninterested in their work. They just want to maintain current work or even bringing more negative reactions. In the fact, if managers aware the importance of building and completion administration human resource system, the right of employees will be ensured. From there creating strong motivation for them in working long-term in a company and performing work well.
Organizational culture:
Organizational culture is synthesis of factors as: target, assignment, habit, conception of value custom, custom of behavioral standards which formed in organization and shared by organization’s members. Organizational culture plays an important role like encouraged motivation. Each organization has own cultural character would become a bridge between members and organization, creating belief and reinforcing loyalty. Employees will have work motivation if they feel appropriate and culturally inclusive in organization and vice versa.
Organizational Structure:
Organizational Structure is arrangement parts and units in an organization into a unified whole with clear powers and tasks that aimed to make an advantage environment for each work of each individual and part. All towards completes general target of organization. The reasonable organization structure has impact on work motivation. Organization structure of business is built properly; responsibilities and powers of work are assigned clearly to each member. From there, managers can evaluate the importance of every position, forming mechanisms of reward and punishment fairly. There is no unity between 3 factors: task, responsibility and power if organizational structure of business is built inappropriately. Since then, leading internal dissent and causing discontent, worried and not create work motivation for employees.
Technology and engineering system:
This factor affects to performing work of employees so that it impacts on their work motivation. The proper Technology and engineering system will allow to bring into full play working capacity of employees. Contrary to the weakness infrastructure will hinder their implementation process. This makes to reduce the implementation of work.
Position of business:
Position of business has big influence to work motivation. Employees will be proud when they work in a prestigious organization and higher position comparing with competitive companies in the sector. As a result, the attention of enhancing position and image of company in order to any employees feel proud of their company.
System of regulations and policies:
System of regulations and policies include regulations, policies about salary, emulation, reward, discipline…The policies greatly impact on employees’ behavior. A system of police is built strictly, detailed, fairly; clearly will strength belief of employee with organization.
2.4.4. The factors of external environment.
Regional and national culture:
Employee will be impacted by value of regional and national culture. When gathering into one organization, individuals will take the values. Difference of regional and national culture will affect to demand, spirit and working attitude of employees. Therefore, building of the administration human resource police need to considerate the respect of cultural and national value, especially for diversified culture organizations.
State police:
All policies and state law related to labor, they are impacted to employees’ work motivation. The policies of salary, insurance, regulations on paying overtime, personal income tax… will affect to policies of organization and employees’ work motivation.
Economic factors as economic cycles, inflation, local living standard, unemployment level… or factors of political – social stability affect to create work motivation in organizations.
In the period of economic recession unemployment rate increases highly so the work with stable income is the work motivation of employees. However, in the period of economic growth, their work motivation will be different. Employees desire to have higher income or opportunity of study, promotion…
Chapter 3.METHODOLOGY
3.1. Research Design
Figure 2: Research framework
This study used research framework which is on the science article of Hue University (No 60, 2000). This research framework has been applied successfully for the case of ACB bank- branch in Hue.
Physical environment
Human environment
Wage and Benefit
The way of organizing work
The interest in work
Development prospects
Employee motivation
Type of demographic characteristics H2 H1a H1b H1c H1d H1e H1fThere are some steps in designing the research of the factors that have effect on work motivation of the employees of HD Bank. The first step is existing data research, the information or document of bank staff’s work motivation will be researched and collected in this step. Next, actual observations at Hanoi HD Bank will support to the process of finding out the suitable research model and the survey.
Based on the literature relating to this topic, especially the theory 2- factors about motivation of Frederic, the questionnaire is built including two parts. The first part is about demographic information, such as, age, gender, working time, and working position. In the second part, the Likert scale will be used ( 5 points), with level 1 is strongly disagree and level 5 is strongly agree, to evaluate the factors that influence on the work motivation of the employees. These factors are divided into different types below:
Working environment (the physical environment and the human environment) Wages and benefits
The way to organize the job The interests in working Development Prospects
3.2. Sample Design
* Population: All employees in HD bank Hanoi
* Sample: Sampling method for this study is probability sampling. In HD bank, there four
levels of working position. That is top- manager, middle-level manager, internship and employees. In each position, participants are choose randomly
*Sample size: In exploratory factor analysis, Hair, Anderson,Tatham and Black (1998)
suggested that sample sizeis decided by the number of variables. It must be at least greater 5 times than the number of variables. In this study, there are 31 variablesÆ the sample size at least is 31x5=135. To avoid the case of non-responding, the sample size should be 185.
3.3. Data collection
After identifying the sample size and questionnaire, data is collected through survey research. 185 questionnaires were collected and only 150 usable questionnaires were
obtained. The survey conducted for 2 weeks in Hanoi HD bank, the data is collected into Excels before putting in SPSS.
3.4. Measures
The scales which are used in this study is nominal scale and Likert scale
• Nominal scale is used for demographic variables such as gender, age, working time.. • Likert scale with 5 point presented in the following table is used for quantitative variables:
1 2 3 4 5
Strongly disagree Disagree Neutral agree Strongly agree
3.5. Data analysis
Then, there are some tasks that have to be done in data analysis step: synthesizing the data and put it in the SPSS, removing the invalid answer sheets, filtering and analyzing the data, and evaluating results
In the data analysis step, there are a number of statistical tools that are used:
Descriptive statistic: using the average value, standard deviation with a system of tables
showing the number and percentage of employees' opinions to find out the characteristics of the researching sample.
Cronbach’s Alpha: the purposes of this are determining the degree of correlation
between the scales, eliminating the unsatisfactory observed variables. Cronbach’s Alpha coefficient verifies the reliability of the scale, and allow to remove the inappropriate variables in research models.
+ Variables that have suitable total variables' correlation coefficient (Corrected Item – Total Correlation) from over 0.3.
+ Cronbach's alpha coefficients of the variables must be over 0.6
- Explaining some symbols and meanings:
+ Cronbach's Alpha: Cronbach's Alpha coefficient
+ N of Items: the number of observed variable
+ Scale Mean if Item Deleted: Scale average if deleting variable
+ Scale Variance if Item Deleted: The variance scale if deleting variable
+ Corrected Item-Total Correlation: the correlation of total variable
+ Cronbach's Alpha if Item Deleted: Cronbach's Alpha if deleting variable
Regression analysis: verifying the reliability of the research model, checking the
hypothesis to define clearly the factors that influence on the work motivation of the employee.
Anova and T-test: making clear that is there any difference of work motivation between
the demographic factors, such as, age, gender, and working time, job position and time in current position ?
Chapter 4.RESULTS AND DISCUSSION
4.1. Descriptive analysis
4.1.1 Demographic characteristics of sample
A total of 150 usable questionnaires were obtained, and there were 55% female and 45% male. Therefore, we can see that the rate of female employees in HD bank Hanoi is higher than the rate of male. Most respondents were between 30-40 years old with 42%, followed by 20-30 year old with 32%. From these findings, we can see that human resources of HD bank Hanoi is really young. Those labor resources will be very active, creative and maybe have high motivation. In terms of work experience, there were 28% of respondents between 2-3 years and 25% between 3-4 years. The top- managers account for 3.33% while the middle-level managers account for 6.7% as equal as the percentage of intern-ship. Most participants are employees with the highest percentage 83.3%.With most respondents have lower seniority; the time they have been in their current position is also low. 29.3% of employees have worked in their position under 1 year. The percentage of 1-2 and 2-3 years is 28% and 26%. The number of employees have worked in their position over 5 years is 5.3%.
Table 1: Respondents ‘profile
Characteristics Frequency Valid percent (%)
Gender Male 68 45.3 Female 82 54.7 Age 20-30 48 32.0 30-40 63 42.0 40-50 30 20.0 50-60 9 6.0
Working time under 1 year 17 11.3 1-2 years 25 16.7 2-3years 42 28.0 3-4 years 38 25.3 4-5 years 13 8.7 over 5 years 15 10 Working time in current position under 1 years 44 29.3 1-2 years 42 28.0 2-3 years 39 26.0 3-4 years 17 11.3 4-5 years 8 5.3
Job position top manager 5 3.3
middle level manager 10 6.7
Employee 125 83.3
Internship 10 6.7
4.1.2. Analysis of Mean and Standard Deviation
In this study, a Likert scale 5 point is used. This scale has point 3 (neutral). This point will help us assess the satisfaction level of respondents for each variable. With the question has point over 3, it means that most respondents agree with observed variable. If it is under 3, the respondent tents to not agree with observed variable. The result of mean and Standard Deviation is presented in table 2.
• Group of factors A: Physical environment.
All questions from A1 to A5 have mean greater than 3.5. Therefore, most respondents agree that Physical Environment has effect on their working motivation, especially; a beautiful and airy workplace is an element that motivates most respondents to work better.
• Group of factors B: Human environment.
The group of question B has mean greater than 3 and higher than group of question A. Most respondents consider human environment as an element affecting their motivation. In which, the respondents have high rate of agreement with question B4. They will work harder if the leader concern about them and encourage them.
• Group of factors C: Wages and Benefits
As same as group of question A or B, group of question C has mean relatively high. The highest mean belongs to question C4. So, we can see that wage and benefit play an important role in motivating employees especially, Holiday bonuses and the rewards for good accomplished work is very important to them
• Group of factors D: The way of organizing work
Most respondents agree that giving the tasks to the right staff is important to them. Group of this question has mean under 3 group of question A, B or C
• Group of factors E: Interest in working
In this group of question, the questions have the similar mean which are over 3. The interest in working is also important factor affect respondents’ working motivation
• Group of factors F: Development prospects
With high means, all questions from F1 to F4 receive respondents’ high agreement. Most respondents agree that getting the opportunities to learn work experience is an important factor for them
The question in this group is about motivation of respondents in HD bank Hanoi. The rate of agreement is also high. Most respondents think they have strong commitment with their company.
Table 2: Mean and Std. Deviation
No Scale Mean Std
Physical environment
A1 A comfortable working atmosphere is an important factor for me 3.86 .769
A2 A beautiful and airy workplace is an element that motivates me to
work better 3.92 .781
A3 The clear and transparency information sources, that are updated
regularly, are really important for me 3.84 .80
A4 Modern and convenient facilities are important factors for me 3.71 .81
A5 The workplace is not far from my home, that motivates me to work
harder 3.92 .78
B. Human environment
B1 Getting appreciation from colleagues is important to me 3.84 .79
B2 Having good relationship with colleagues, and being integrated with
everyone make me work harder 3.85 .77
B3 A charismatic leadership makes me believe and be motivated in
working more 3.84 .79
B4 I will work harder if the leaders take care and encourage me 4.00 .70
C1 The reasonable way to pay salary is very important to me 4.02 .67
C2 Equity in income is an important factor for me 4.06 .76
C3 A good welfare (overtime wage, paid vacation, health checks) is
important to me 3.87 .58
C4 Holiday bonuses and the rewards for good accomplished work is
important to me 4.16 .78
D. The way to organize the job
D1 Giving the tasks to the right staff is important to me 4.11 .71
D2 Teamwork helps me develop myself to be better 3.72 .71
D3 It is better if I participate the training courses related to my job 3.80 .77
D4 To be rewarded after finishing a good task is important to me 3.75 .67
D5 To be punished when not complete a task makes me work harder 3.95 .75
E. The interests in working
E1 An interesting and challenging job is a factor that motivates me to
work 3.68 .73
E2 A stressful job decreases my work motivation 4.26 .72
E3 Entertainment time and other activities are more important than work
to me 3.49 .79
E4 Working with a specific goal is important to me 3.46 .86
E6 Getting a good balance between my job and my personal life
motivates me to work 4.15 .62
F. Development prospects
F1 Having a number of opportunities for advancement is a factor
motivated me to work 3.72 .76
F2 Getting the opportunities to learn work experience is an important
factor for me 3.86 .82
F3 It is important to me if i am trained to improve my skills and working
ability 3.80 .77
F4 Long-term commitment with the company is an important factor for
me 3.6200 .78
F5 Having the opportunity to get higher education in the company is an
important factor for me 3.72 .76
G. MOTIVATION
G1 You are really interested in this job and always try to best to complete
your tasks 3.84 .79
G2 You have strong commitment with your company 3.86 .76
G3 You will contribute to your company with all your best 3.85 .77
4.2. Cronbach’s Alpha test
Cronbach’s Apha analysis is used for testing the reliability of measure scale. The conbach’s alpha should be greater than 0.6 and under 1. If this coefficient is lower than 0.6, it means that there no correlation among questions or the respondents don’t pay attention to survey. If it is too high, it means that all questions in questionnaire are similar to each other.
The result of testing cronbach’s alpha is presented in table 3 .We can see that group of factors D and E don’t meet the requirement so we eliminate all of them because their reliability is low.
Table 3: Result of Crobach’s Alpha
Items Cronbach’s Alpha
A: Physical environment 0.719
B. Human Environment 0.67
C. Wage and Benefit 0.62
D. The way of organizing work 0.15
E. Interest in Working 0.47
F. Development Prospect 0.61
G. Employee motivation 0.82
4.3. Regression analysis
4.3.1 Hypothesizes
H1a: Physical environment has positive effect on employee motivation
H1b: Human environment has positive effect on employee motivation
H1c: Wages and Benefit has positive effect on employee motivation
H1e: The interests in working has positive effect on employee motivation
H1f: Development prospect has positive effect on employee motivation
4.3.2. Results for regression analysis
Because the Cronbach’s Alpha of factors D and E is too low, we don’t use regression for testing H1d and H1e.
* Regression for H1a: Physical environment has positive effect on employee
motivation
Regression was used for tested H1a. Physical environment was independent variable while employee motivation was treated as dependent variable. The findings show that the variance of employee motivation is decided by 40.6 % of physical environment. F sig is under 5%, so the research model is appropriate. Besides, the result also indicated that physical environment has positive effect on employ motivation (ß= 0.64, p < 0.005)
(table 4)
Table 4: Regression model for H1a
*Regression for H1b: Human environment has positive effect on employee motivation
Regression was used for tested H1b. Human environment was independent variable while employee motivation was treated as dependent variable. The findings show that employee motivation and human environment together explained 78.6% of variance. F sig is under 5%, so the research model is appropriate. Besides, the result also indicated
Variable B ß p F F sig
Perception .792 .64 .000 102.704 .000a
that human environment has positive effect on employ motivation (ß= 0.88, p < 0.005)
(table 5)
Table 5: Regression model for H1b
*Regression for H1c: Wage and benefit has positive effect on employee motivation
Regression was used for tested H1c. Wage and benefit was independent variable while employee motivation was treated as dependent variable. The findings show that p value is over 5%, so wage and benefit doesn’t have effect on employee motivation (table 6)
Table 6: Regression model for H1c
*Regression for H1f: Development prospects has positive effect on employee
motivation
Regression was used for tested H1f. Development prospects was independent variable while employee motivation was treated as dependent variable. The findings show that employee motivation and human environment together explained 13.4 % of variance. F sig is under 5%, so the research model is appropriate. Besides, the result also indicated that development prospects has positive effect on employ motivation (ß= 0.37, p <
0.005) (table 7) Variable B ß p F F sig Perception 1.01 0.88 .000 549 .000a R= .888a , ,,R2 = .788, Adj R2=.786 Variable B ß p F F sig Perception -.097 -.069 .399 .715 .399a R= .069a,R2 = .005, Adj R2=-.002
Table 7: Regression model for H1f
4.4. Analysis of Variance (ANOVA)
4.4.1. Hypothesis
H2a: There are differences between genders and employee motivation at HD bank Hanoi.
H2b: There are differences between ages and employee motivation at HD bank Hanoi.
H2c: There are differences between working time and employee motivation at HD bank Hanoi
H2d: There are differences between job position and employee motivation at HD bank Hanoi
H2e: There are differences between time in current position and employee motivation at HD bank Hanoi.
4.4.2. Results of Anova and T-test
• Results of T-testThe finding shows that sig when testing for equality of variances is over 0.05, so the variances are equal. Sig (2-tailed) is under 0.05, so there are differences between gender and employee motivation.
Variable B ß p F F sig
Perception .47 .37 .000 23.9 .000
Table 7: T- test for gender and employee motivation
Levene's Test for Equality of Variances
T-Test
Employee motivation
F sig Sig (2-tailed)
Equal variances assumed 1.206 .273 .000
Equal variances not assumed .000
• Results of Anova
The result of Anova is presented in table 8. The findings show that sig when testing homogeneity variances of age and working time variables is under 5%. Therefore, there is not enough evidence for conclusion if there are differences among age, working time and employee motivation at HD bank Hanoi. Regarding to Job position and Time in current position, sig of F is over 5%, so there are no differences among job position, time in current position and employee motivation.
Table 8: One way Anova between demographic and employee motivation
Employee motivation
Demographic characteristics Sig (homogeneity
of variances)
F F sig
Age 0.001 7.559 0.000
Working time 0.016 6.154 0.000
Job position
Time in current position
0.927 0.512 3.017 2.060 0.084 0.89
Æ In conclusion, working environment, and development prospect have positive effect on employee motivation and there are differences between gender and employee motivation
Table 9: Results of research
Hypothesis Results H1a: Physical environment has positive effect on
employee motivation
Support
H1b: Human environment has positive effect on
employee motivation
Support
H1c: Wages and Benefit has positive effect on
employee motivation
No support
H1d: The way of organizing job has positive effect
on employee motivation
Low reliability
H1e: The interests in working has positive effect on
employee motivation
Low reliability
H1f: Development prospect has positive effect on
employee motivation
Support
H2a: There are differences between genders and
employee motivation at HD bank Hanoi.
Support
H2b: There are differences between ages and
employee motivation at HD bank Hanoi.
Lack of basis for conclusion
H2c: There are differences between working time
and employee motivation at HD bank Hanoi
Lack of basis for conclusion
H2d: There are differences between job position and
employee motivation at HD bank Hanoi
No support
H2e: There are differences between time in current
position and employee motivation at HD bank Hanoi.
Chapter 5.CONCLUSION AND SUGGESTION
5.1. Research Summary
For most countries in the world, banking is one of the most important activities which maintain the operation of national economy. Banking in Vietnam is more and more developing with the appearance of many types of bank such as private banks or state banks. Being a service sector play an important role in national economy, human resources always get much attention from most banks. Banks have competition not only on services but also on human resources. Many attractive polices are proposed to attract good human resources. Besides attracting human resources, creating motivation for employees and stimulating them to work more effectively always attract many concerns of banks. Because of this importance, studying about factors affect employee motivation at Hanoi HD bank is conducted.
After building the topic thesis, doing research is conducted. This study is implemented through survey research at HD bank Hanoi. Before doing this survey, I collect the existing information as well as studying about literature which relates to human resources and motivation in bank. It is useful for making hypothesizes, questionnaire. Questionnaire is given to employees in HD bank Hanoi. Most people are willing to participate in the survey. 185 questionnaires are collected and 150 questionnaires are usable. After that, SPSS is used for analysis the data.
Results show that working environment and development prospect have positive effect on employee motivation and there are differences between gender and employee motivation. The reliability of variable “way of organizing job” and “interest in working” is low. It is because of some reasons. The first reason is due to the respondents. The respondents didn’t pay attention to the questionnaires. The second reason is questionnaire design. The questions don’t have correlations. There are no differences between job position, the time in current position and employee motivation. Besides, there no evidences to conclude if there are differences between age, working experience and employee motivation or not. The results are due to sampling design. The representative of sample is not high. Wage and benefit don’t have effect on employee motivation. This finding is aligned with the research of Herzberg (1959). Wages and benefits in general play an important role in keeping
employee dissatisfied. The initial purpose may come from the financial matter, however the situation could change as they find another favorable working environment.
5.2. Theoretical and Practical implications
* Theoretical implications:
In term of theoretical implications, this study will provide literature of factors which affect employee motivation at bank in general and at HD bank Hanoi in particular for further researches. The framework research in this thesis will also be basis in which human resources managers can build their own framework when research about the issues which relates to human resources in bank.
* Practical implications:
This study is the basis of human resources managers and leader of a company. Based on it, they can offer some appropriate policies to enhance employee motivation as well as promote efficiency and productivity.
*Some suggestions for increase employee motivation at Hanoi HD bank:
As the results of this study, employee motivation is affected by working environment and development prospects
Regarding to working environment issues, the bank need invest to modern facilities and design office in a special way such as choosing color which can stimulate employee or put some plants in office so that employee can feel comfortable. It is very necessary to organize more activities in order to strengthen solidarity among employees. The managers also take care of their employees, make plan for health care system for employees, and give them opportunities to take part in some therapy activities in order to motivate them to work effectively, praise right people for right tasks.
In term of development prospects, the bank should have some course for employees to improve their skill and working ability. Besides, it is useful to give employees the chances to get higher education such as giving them opportunities to study abroad or participate in some soft-skill courses. Moreover, for the talent employees, leader should give them promotion.
5.3. Research Limitations
* Firstly, this study has temporal limitation. Because the time for doing research is limited, I
can’t do survey on all employees at Hanoi HD bank. The sample size which I compute is not large enough to represent for population; therefore there are some limitations on collecting and analysis data.
* Secondly, the skill and knowledge of researcher has some limitation, therefore this study is still subjective.
5.4. Suggestion for further studies
This research identifies factors affecting employee motivation at Hanoi HD bank. After finding out which factors motivate employees, another issue need concerning. That is assessment of the satisfaction of employee at bank as well as studying about the relationship between it and organization commitment. Studying more about this topic will complete the policies of human resources at bank. It assists bank in having plan for assessment of employee motivation and degree of their satisfaction with bank’s policies. Based on this, managers can make specific policies in forming a good skill staff and high commitment to organization. Due to the importance of this theme, studying about the relationship between employee satisfaction and organization commitment is offered for further research.
References
1. Bui Anh Tuan (2003). Organizational Behavior. Statistics Publisher, Hanoi.
2. Bui Minh Thi (2003), Employee motivation at card center of Techcombank Vietnam. Master thesis. National Economic University, Hanoi
3. Hoang Trong and Chu Nguyen Mong Ngoc (2005). Analysis data research with SPSS. Statistics Publisher, Hanoi.
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https://giasuvanthong.files.wordpress.com/2012/09/huongdansudungspss_p1-11.pdf
6. Nguyen Huu Than (2004). Human resources management. Statistics Publisher, Hanoi.
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Appendix A: QUESTIONNAIRE IN ENGLISH
Dear participants!
Hello everyone. I am a student of business administration, and also a staff of Hanoi HD Bank. I am making a science project: “Factors affect Employee Motivation at Hanoi
HD bank” to understand what motivates employees to work hard to achieve the best results.
The research will be a reference in proposing orientations and solutions to improve the working quality in the bank.
I look forward to your participation, please answering a few questions below by putting X in the boxes that are identical with your opinion. Questions are really short, and that does not take too much of your time.
Look forward to your cooperation and help. Sincerely thanks!
PART A: GENERAL INFORMATION
1. Gender a. Male b. Female 2. Age:…………..
3. How long have you been working in this bank?:………..
4. How long have you been working at your current position?...
5. What is your job title in the bank?
Top manager Middle level manager employee Internship
PART B: Please read each item carefully and circle the appropriate number that indicates HOW MUCH YOU AGREE OR DISAGREE with each of the sections below:
Strongly
disagree Disagree Neutral Agree
Strongly agree
1 2 3 4 5
A. Physical environment
1. A comfortable working atmosphere is an
important factor for me
2. A beautiful and airy workplace is an element
that motivates me to work better
3. The clear and transparency information sources, that are updated regularly, are really important for me
4. Modern and convenient facilities are important
factors for me
5. The workplace is not far from my home, that
motivates me to work harder
B. Human environment
1. Getting appreciation from colleagues is
important to me
2. Having good relationship with colleagues, and being integrated with everyone make me work harder
3. A charismatic leadership makes me believe and
be motivated in working more
4. I will work harder if the leaders take care and
encourage me
C. Wages and Benefits
1. The reasonable way to pay salary is very
important to me
2. Equity in income is an important factor for me 3. A good welfare (overtime wage, paid vacation,
health checks) is important to me
4. Holiday bonuses and the rewards for good
accomplished work is important to me
D. The way to organize the job
1. Giving the tasks to the right staff is important to
me
2. Teamwork helps me develop myself to be better
3. It is better if I participate the training courses
related to my job
4. To be rewarded after finishing a good task is
important to me
5. To be punished when not complete a task
makes me work harder
E. The interests in working
1. An interesting and challenging job is a factor
that motivates me to work
2. A stressful job decreases my work motivation
3. Entertainment time and other activities are more
important than work to me
4. Working with a specific goal is important to me
5. Completing my goal is important to me
6. Getting a good balance between my job and my
personal life motivates me to work
