Nghiên cứu về sự hài lòng công việc tại Sacombank - Ky Hoa Transaction Office

Nghiên cứu luận văn thạc sĩ về sự không hài lòng trong công việc tại văn phòng giao dịch Sacombank Kỳ Hòa, phân tích nguyên nhân và giải pháp.

• Tác giả: Ta Thi Diep Tan
• Người hướng dẫn: Dr. Le Nhat Hanh
• Trường học: University of Economics Ho Chi Minh City
• Chuyên ngành: Master of Business Administration
• Đề tài: Job Satisfaction in Sacombank – Ky Hoa Transaction Office
• Loại tài liệu: Thesis
• Năm xuất bản: 2016
• Địa điểm: Ho Chi Minh City

Mục lục chi tiết

• ACKNOWLEDGEMENT
• 1. CHAPTER 1: COMPANY INTRODUCTION
• 1.1. General Information about Sacombank
• 1.2. Company details
• 1.3. Organization chart
• 2. CHAPTER 2: PROBLEM IDENTIFICATION
• 2.1. Problem context
• 2.2. General symptoms
• 2.2.1. The first symptom: High employee turnover rate
• 2.2.2. The second symptom: Decreasing in profit
• 2.3. Identifying and Diagnosing Tentative Problems
• 2.3.1. The first potential problem: Low satisfaction in training and development opportunity
• 2.3.2. The second potential problem: Low satisfaction in salary, compensation, and benefits
• 2.3.3. The third potential problem: Low satisfaction in job security and promotion opportunity
• 2.3.4. The fourth potential problem: Low satisfaction in relationships with other employees and supervisors
• 2.3.5. The real problem: Low job satisfaction
• 2.3.6. Verifying the importance of job satisfaction
• 2.3.7. Verifying the existence of real problem: Low job satisfaction in Sacombank
• 2.3.8. Causes and Effects chart of real problem: Low job satisfaction in Ky Hoa
• 3. CHAPTER 3: ALTERNATIVES ANALYSIS AND POSSIBLE SOLUTIONS
• 3.1. Justify the importance of the causes
• 3.2. Solution 1: Increasing employee motivation by improving workplace harmony
• 3.3. Solution 2: Increasing employees’ professional skills and career development through training and development plans
• 3.4. Solution 3: Motivating employee by a better performance and reward system
• 4. CHAPTER 4: SUPPORTING INFORMATION
• 4.1. Questionnaires of employees’ satisfaction
• 4.2. The results of the focus group interview to justify the main causes

Tóm tắt

I. Tổng quan về giải pháp nâng cao sự hài lòng công việc tại Sacombank

Sự hài lòng công việc là yếu tố quan trọng ảnh hưởng đến hiệu suất làm việc và sự phát triển bền vững của Sacombank. Để nâng cao sự hài lòng này, cần có những giải pháp cụ thể và hiệu quả. Bài viết này sẽ phân tích các vấn đề hiện tại và đề xuất các giải pháp khả thi nhằm cải thiện môi trường làm việc tại Sacombank.

1.1. Đánh giá hiện trạng sự hài lòng công việc của nhân viên

Đánh giá sự hài lòng công việc của nhân viên tại Sacombank là bước đầu tiên để xác định các vấn đề cần giải quyết. Các khảo sát và phỏng vấn cho thấy nhiều nhân viên không hài lòng với các chính sách phúc lợi và cơ hội thăng tiến.

1.2. Tầm quan trọng của sự hài lòng công việc

Sự hài lòng công việc không chỉ ảnh hưởng đến tinh thần làm việc mà còn tác động đến hiệu suất và sự gắn bó của nhân viên với tổ chức. Một môi trường làm việc tích cực sẽ giúp Sacombank thu hút và giữ chân nhân tài.

II. Vấn đề và thách thức trong việc nâng cao sự hài lòng công việc

Mặc dù Sacombank đã có nhiều nỗ lực trong việc cải thiện môi trường làm việc, nhưng vẫn còn nhiều thách thức cần phải vượt qua. Các vấn đề như tỷ lệ nhân viên nghỉ việc cao và sự không hài lòng với chính sách đã ảnh hưởng đến hiệu quả làm việc.

2.1. Tỷ lệ nhân viên nghỉ việc cao

Tỷ lệ nghỉ việc cao tại Sacombank cho thấy sự không hài lòng của nhân viên với môi trường làm việc. Điều này không chỉ gây tốn kém cho ngân hàng mà còn ảnh hưởng đến chất lượng dịch vụ.

2.2. Chính sách phúc lợi chưa hợp lý

Nhiều nhân viên cho rằng chính sách phúc lợi hiện tại chưa đáp ứng được nhu cầu và mong đợi của họ. Việc cải thiện các chính sách này là cần thiết để nâng cao sự hài lòng công việc.

III. Giải pháp cải thiện môi trường làm việc tại Sacombank

Để nâng cao sự hài lòng công việc, Sacombank cần triển khai một số giải pháp cụ thể. Những giải pháp này không chỉ giúp cải thiện môi trường làm việc mà còn tăng cường sự gắn bó của nhân viên với tổ chức.

3.1. Tăng cường giao tiếp nội bộ

Giao tiếp hiệu quả giữa các bộ phận và giữa nhân viên với quản lý là rất quan trọng. Việc tổ chức các buổi họp định kỳ và các hoạt động giao lưu sẽ giúp cải thiện mối quan hệ giữa các nhân viên.

3.2. Đào tạo và phát triển nhân viên

Đào tạo và phát triển kỹ năng cho nhân viên là một trong những giải pháp quan trọng. Sacombank cần xây dựng các chương trình đào tạo phù hợp để nâng cao năng lực và sự tự tin của nhân viên.

3.3. Cải thiện chính sách phúc lợi

Cần xem xét và điều chỉnh các chính sách phúc lợi để đáp ứng tốt hơn nhu cầu của nhân viên. Các phúc lợi như bảo hiểm, thưởng và cơ hội thăng tiến cần được cải thiện để tạo động lực cho nhân viên.

IV. Ứng dụng thực tiễn và kết quả nghiên cứu

Việc áp dụng các giải pháp đã đề xuất sẽ giúp Sacombank cải thiện sự hài lòng công việc của nhân viên. Các nghiên cứu cho thấy rằng khi nhân viên hài lòng, hiệu suất làm việc sẽ tăng lên đáng kể.

4.1. Kết quả từ khảo sát nhân viên

Khảo sát cho thấy rằng sau khi áp dụng các giải pháp, tỷ lệ hài lòng của nhân viên đã tăng lên rõ rệt. Điều này cho thấy rằng các giải pháp đã được thực hiện có hiệu quả.

4.2. Tác động đến hiệu suất làm việc

Sự hài lòng công việc không chỉ cải thiện tinh thần làm việc mà còn tác động tích cực đến hiệu suất và chất lượng dịch vụ của Sacombank.

V. Kết luận và tương lai của sự hài lòng công việc tại Sacombank

Tương lai của sự hài lòng công việc tại Sacombank phụ thuộc vào việc thực hiện các giải pháp đã đề xuất. Cần có sự cam kết từ ban lãnh đạo và sự tham gia tích cực từ nhân viên để đạt được mục tiêu này.

5.1. Cam kết từ ban lãnh đạo

Ban lãnh đạo cần thể hiện cam kết mạnh mẽ trong việc cải thiện môi trường làm việc và nâng cao sự hài lòng công việc của nhân viên.

5.2. Tương lai bền vững cho Sacombank

Một môi trường làm việc tích cực sẽ giúp Sacombank phát triển bền vững và thu hút nhân tài trong tương lai.

Trích đoạn nội dung tài liệu

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ----------------------------------------- TA THI DIEP TAN LOW JOB SATISFACTION IN SACOMBANK – KY HOA TRANSACTION OFFICE ID: 22130064 MASTER OF BUSINESS ADMINISTATRION SUPERVISOR: Dr. LE NHAT HANH Ho Chi Minh City – Dec, 2016 1 TIEU LUAN MOI download : [e-mail] 2 TIEU LUAN MOI download : [e-mail] TABLE OF CONTENT ACKNOWLEDGEMENT . 2 CHAPTER 1: COMPANY INTRODUCTION .1 General Information about Sacombank. 7 CHAPTER 2: PROBLEM IDENTIFICATION .1 The first symptom: High employee turnover .2 The second symptom: Decreasing in profit .3 Identifying and Diagnosing Tentative Problems .1 The first potential problem: Low satisfaction in training and development opportunity.2 The second potential problem: Low satisfaction in salary, compensation, and benefits 16 2.3 The third potential problem: Low satisfaction in job security and promotion opportunity.4 The fourth potential problem: Low satisfaction in relationships with other employees and supervisors .4 The real problem: Low job satisfaction.5 Verifying the importance of job satisfaction . 18 3 TIEU LUAN MOI download : skknchat@gmail.6 Verifying the existence of real problem: Low job satisfaction in Sacombank .7 Causes and Effects chart of real problem: Low job satisfaction in Ky Hoa . 23 CHAPTER 3: ALTERNATIVES ANALYSIS AND POSSIBLE SOLUTIONS .1 Justify the importance of the causes .1 Solution 1: Increasing employee motivation by improving workplace harmony .2 Solution 2: Increasing employees’ professional skills and career development through training and development plans .3 Solution 3: Motivating employee by a better performance and reward system. 30 CHAPTER 4: SUPPORTING INFORMATION .1 Questionnaires of employees’ satisfaction .4 The results of the focus group interview to justify the main causes: . 0 4 TIEU LUAN MOI download : [e-mail] ACKNOWLEDGEMENT I am grateful to my supervisor, Dr. Le Nhat Hanh, whose expertise, understanding, generous guidance and support made it possible for me to work on a topic that was of great interest to me. It was my pleasure working with her. I am very thankful to Managers and Directors of Sacombank for give me time to response to my questions for being ever so kind to show interest in my research and for giving their precious and kind advice regarding to my topic. I would like to express my gratitude to co-workers at Sacombank Ky Hoa bank for being so generous to reply to my questionnaires. Words can never be enough to thank your all kindness. 1 TIEU LUAN MOI download : [e-mail] EXECUTIVE SUMMARY Ky Hoa Transaction Office (Ky Hoa) of Sacombank located in Su Van Hanh Street, District 10, Ho Chi Minh City is one of the top transaction offices of Sacombank, the top biggest public commercial bank in Vietnam. The transaction office has impressive growth since the very first day of business. It achieved the title of “Potential Transaction office”, a very honor title for a transaction office of Sacombank, place them equivalent to many branches, which usually included the branches and many smaller transaction offices. However, Ky Hoa’s management team still unsatisfied with the result of its business. Despite the great growth of many aspects like customer base, customer deposit and saving, services fee, foreign exchange business…, Ky Hoa’s profit still under performance as pointed out by both the management team of this transaction office and Sacombank headquarter. As profit is the key to the survival of any business, lacking of profit means the future of Ky Hoa is in danger. In order to figure out the problem with this transaction office, the full scale of problem finding methods have been conveyed including interview with Ky Hoa management team; managers of others transaction office of both Sacombank and competitors; focus group with all the related employees of Ky Hoa; and combined with related market condition and literatures. After all these step, the lacking of employee satisfaction of Ky Hoa (especially the employees of credit department) that lead to the symptom of low credit growth rate is the main problem of this transaction office. The possible cause of the problem also pointed out in according with the KPI of KY Hoa Credit department: the inexperience and limited knowledge of the Bank credit 2 TIEU LUAN MOI download : [e-mail] services of credit employees; the satisfaction of employees on salary, work load, benefits and promotion opportunities; and lack of guidance from supervisors. Therefore, the first solution for this problem is improving the knowledge of the bank’s services for both the sale team and management team. After that, the frequently KPI check for each of employee will be conveyed as the standard for credit department. There should be some type reward, visible and recognizable reward for the good work of employee. In the mean time, anyone who could not qualified or did not show significant improvement will be replaced by more competent candidates. For these solutions to be effective, the management team and supervisors also need to be restructured as creating the competing environment, providing guidance and encouragement for all members to achieve both personal and department targets. In other word, the harmony in working environment is the key to balance the need of employees, manager, superviors and customers. 3 TIEU LUAN MOI download : [e-mail] CHAPTER 1: COMPANY INTRODUCTION 1.1 General Information about Sacombank Sai Gon Thuong Tin Commercial Joint Stock Bank (Sacombank) was established in 1991, currently one of the top Vietnamese joint stock banks. In term of charter capital, it is reaching over 14,000 billion VND and the rank is in the top ten of biggest private banks in Vietnam regards as large amount of capital. Currently, Sacombank have 448 Transaction Offices from many big cities to small rural areas such as Hanoi, Danang, Ho Chi Minh City, Cu Chi and An Giang. Sacombank’s team of professional ability provides banking services a large amount of customers from individual, personal banking service to companies like exporters or importers and Small and medium enterprises (Statebank, n. Sacombank is accepted to be a member of Visa Card network and many reputable financial institutions. With roughly 13,000 employees, Sacombank locates its head office at the downtown in Ho Chi Minh City. This bank is increasingly becoming the valuable choice of many enterprises as well as thousands of individuals (Sacombank, n. In order to determine problem existence, a preliminary assessment of financial report was released as displayed in Appendix 2. A random key managers or employees of Sacombank were selected to join in this survey and the results (Appendix 1) showed that apart from customer profile and preliminary assessment (Sacombank, n. One more thing, the figure from financial report can be shown out the performance of employee in certain stance. The decrease of credit growth tends to be increased in relation to the last quarter or the same quarter of last financial report. Mostly, the gap between borrowing and lending are tend to be higher while Sacombank strategy has been create many unique sale point to produce several sustainable competitive 4 TIEU LUAN MOI download : [e-mail] advantage for its product (Sacombank, n. Although its advantages are quite significant, the sale team or the volume of sale has been improved in terms of credit growth. Meanwhile, a client survey was carried out with the purpose of take a 360-degree point of view about these problems (Sepehri & Akram-lodhi, 2005). In addition, after several survey and deeply research with the clients or the supervisors, Ky Hoa Transaction Office was identified many phenomenon’s from low productive and incompetent credit sale to heavily job-unsatisfaction of many of its employees. Comparing with the size and the benchmark of another transaction office, the potential value and operation profit were under expected and the effect growth comparing with June 30th was not positive number. A client survey can quickly recognize the issues with individual or group. In Ky Hoa Transaction Office of Sacombank, client or enterprises are main businesses customers. Once again, the feedback from customers was undervalued in many aspects. Overall customer services of the Transaction Office do not satisfy the standard of service requirements. Several negative responses mean employee performance is not exceeding expectations. Besides, the quality of work is one of the evident for those problems. The standard that can be measuring employee performance seems to be lower. The work is likely to carry out in higher length of time or lower than average commitment. Those indicators above were come from the results the interview with chief operational officers of Sacombank (Appendix). After those researching and clarify this phenomenon, I truly realize that low performance among employee, which is defined as the main place where a bank's revenue was born by strategic management and professional service (Tu, Ha & Yen, 2015). It is a hot issue in the view of competitive environment, especially in the dynamic economy in Vietnam and has great impact on the sustainable growth (Chinh & Anh, 2008). Thus, I would like to do a research about this 5 TIEU LUAN MOI download : [e-mail] issue at this Ky Hoa Transaction Office with the purpose of improving the situation. Productive employees are the lifeblood of any banking system. It is necessary to assess the performance level in order to comprehend and evaluate the employees.2 Company details Sacombank Head Office Address: 266 - 268 Nam KY Khoi Nghia Street, Ward 8, District 3, HCMC Tel: [phone] Fax: [phone] Email: [e-mail] Swift: Code: SGTTVNVX 6 TIEU LUAN MOI download : skknchat@gmail.3 Organization chart 7 TIEU LUAN MOI download : [e-mail] CHAPTER 2: PROBLEM IDENTIFICATION 2.1 Problem context According Coudert and Pouvelle (2010), the single most important thing to boost a bank profit in the age of globalization is a strong employee. It has increasingly been a cornerstone of any banks in Vietnam to achieve their goals. Under the encouragement of banking sector, Vietnamese domestic banks find them hard to manage their human resources due to the dynamic economy and uncertain monetary market. Ky Hoa Transaction office is one of the dynamic transaction office, which is located in the heart of busy areas in Ho Chi Minh. Through many years of expressive growth, this office has faced the issues known as low employee performance in credit department. Further, those issues could be a main barrier to drag the growth down in the future as well as damage the commitment of employees in this office. This paper would like to concentrate on this issues based on performance of current staff and some current problems with the purpose of enhancing banking service in Ky Hoa Transaction Office of Sacombank. The fundamental purpose of this thesis is figuring out the solutions to decorate the degree of employee engagement of branch in Ky Hoa Transaction Office. It includes gathering the information, analyzing the necessary of the issues; pick out the root motives of low worker engagement at Ky Hoa Transaction Office, which are company policy and career path, working environment. Moreover, primarily based on the root reasons of the issue, the attainable strategies to decorate the level of employee commitment the place of business additionally are determined out. From the conceivable solutions, the efficient solutions will be built and proposed to Ky Hoa Transaction Office so that the effective action can be executed. The research will use the basic qualitative method such as interview and survey managers and employees, and reference some 8 TIEU LUAN MOI download : [e-mail] journal articles as well as theories to decide the main symptom, trouble as properly as ideal solutions. The following step was executed to find the problem of this transaction office:  The predefine symptoms of Ky Hoa is its profit rate is not as good as management team expected.  Interview with Ky Hoa management team and Sacombank authorities to understand the situation of Ky Hoa.  Further study of Ky Hoa accounting data and literature suggested that the main reason for this low profit rate is the extreme low credit growth rate.  Review with competitors and industry data to confirm the problem with Ky Hoa transaction office 2.