VIETNAM MARITIME UNIVERSITY INTERNATIONAL SCHOOL OF EDUCATION "` + WN ee 7 V <<< NY Ay Ñ ` yy Ƒ_——<= SCIENTIEIC RESEARCH EMPLOYEE ENGAGEMENT AFTER THE COVID-19 PANDEMIC: A CASE IN HAI PHONG Members: Pham Thi Thanh Xuan - 88486 Trần Bình Mỹ Phương - 88813 Nguyễn Thị Phương Thảo - 89535 Vũ Dũng Nghĩa - 94625 Lecturer: Phan Thị Minh Châu Hai Phong, 04/2023 ACKNOWLEDGEMENT We would like to express our gratitude to everyone who contributed their priceless assistance to the completion of our study. First and foremost, we want to thank our supervisor, MBA. Phan Thi Minh Chau, for all of her help with the research work, including the amazing collaboration, insightful advice, and considerable support. Second, we want to thank the lecturers at Vietnam Maritime University for their help and for imparting the English knowledge that allowed us to finish our studies.
In addition, we appreciate the International School of Education students’ passionate participation, without which we could not have finished this work. Last but not least, we would like to thank our parents and friends for their support and patience. We appreciate any feedback from our readers who are interested in this research. TABLE OF CONTENT [.
5 LIST OF PICTURE. A brief literature review on the employee engagement after the Covid-19 pandemic. The aims of the study and researcÌ ques€iOTS. -- -- -- - - SH ng ng nh He 8 1.4 The Scope of the study.- - SH TH HT TH TH TH TH TT HT IEH 9 1.
Outline of the research. 10 PC ca hố hố. 12 PO NI si. Supervisor”s supporf an €00pP€FAfÏ0T.
-- 2 SH HH ng TH TH in nh 13 2. Inputs on policies and procedIres. -- -- cà HT nh TT nh TH 14 P (CO l0. Vision and employee engaø€n€n(.
- + + nọ HT TH TT HH KH 19 P0 Nà n. Abstract yet challenging. -- - - - - - - - L TT LH HT TH TH TH TH To TH cư 21 PP N '.Ềằằ 22 PP Vào. 26 CHAPTER 4: RESULTS AND DISCUSSION.
HH HH HH TH nh He ket rk 29 1N.1 Proportion of individuals have continued to work in their present occupation post the Covid- 19 outbreak. Factors affecting that influence commitment’s EmpÌoyee.- -- --- cà sen ex 30 F15 n6).eee eee eeeeeeeeeeeeee 34 I;3039. 42 LIST OF TABLE Number Name Page 3.1 Number of valid participants 27 3.2 Number of participant gender 27 3.3 Number of participant age 27 3.4 Number of participant income 28 4.1 The Reliability of Value 29 4.2 The Reliability of Voice 29 4.3 The Reliability of Variety 29 4.4 The Reliability of Virtue 29 4.5 The Reliability of Vision 30 4.6 Mean of factors 30 LIST OF PICTURE Number Name Page 2.1 Framework of research 22 4.4 Figure of model 31 CHAPTER 1: INTRODUCTION 1. Statement of the problem The Covid-19 epidemic has significantly altered how businesses run, especially in Hai Phong.
Mass layoffs, remote work, and a substantial change in organizational goals were all brought on by the epidemic. Employee engagement has therefore elevated to a crucial concern for businesses and organizations. While some employees have experienced personal or financial challenges, others have had to deal with the stress of transitioning to a new work environment. Their productivity and motivation have been affected by this, which has reduced engagement and led to subpar performance.
The main problem that companies and organizations in Hai Phong are facing when it comes to employee engagement is how to keep their workforce motivated and engaged despite these challenges. Employees that are feeling anxious or stressed about their work situation are more likely to become disengaged and disenchanted with their work. Nonetheless, organizations must find creative ways to keep their employees engaged while maintaining their morale during these unprecedented times. In addition, the pandemic's effects on furloughs, layoffs, and more remote work have reduced staff workers' opportunities for social engagement.
Lack of frequent communication, social connection, and collaboration possibilities might have a negative impact on employee engagement. It has become difficult for companies to sustain a spirit of cooperation and connection among their staff as a result. There are several reasons why one may choose to study employee engagement after the COVID-19 pandemic in companies and organizations in Hai Phong. Firstly, the pandemic has significantly impacted the way businesses operate, requiring them to adapt to new working arrangements and protocols.
This has invariably impacted employee engagement, as employees adjust to remote work and cope with increased job insecurity, workloads, and stress. Secondly, employee engagement has always been a critical factor in determining a company or organization's productivity, profitability, and success. Engaged employees are more likely to be productive, proactive, and committed, which ultimately drives business success. Thus, understanding the impact of the pandemic on employee engagement and identifying ways to enhance engagement ts vital for the recovery and survival of companies and organizations in the post-COVID-19 era.
Thirdly, studying employee engagement after the pandemic can provide valuable insights into the role that management, communication, leadership, and other factors play in maintaining or enhancing employee engagement in times of crisis. Companies and organizations can use these insights to develop effective engagement strategies that foster a sense of belonging, purpose, and motivation among their employees, leading to improved performance, creativity, and innovation. In conclusion, studying employee engagement after the COVID-19 pandemic in companies and organizations is urgent and essential. It helps to enhance business recovery and survival by identifying the impact of the pandemic on employee engagement and developing effective engagement strategies to mitigate the impact.
A brief literature review on the employee engagement after the Covid-19 pandemic 1. Oversea Understanding how the pandemic has affected employee engagement 1s crucial for companies that aim to support their employees’ resilience and growth, and enhance their overall performance. In this brief literature review, we will explore existing studies that have investigated employee engagement with the company and organization after the COVID-19 pandemic, examine the research questions explored, methods used, and summarize the key findings. "The Impact of COVID-19 on Employee Engagement and Well-Being: A Study of US Hospitals" by Weinzimmer et al.
This study investigated the impact of COVID- 19 on employee engagement and well-being among hospital employees in the US. The findings suggested a significant decrease in engagement levels following the pandemic, with employees reporting higher levels of stress, burnout, and anxiety. "Employee Engagement and Job Insecurity during the COVID-19 Pandemic: A Study of UK Workers" by Klett-Davies et al. This study explored the impact of COVID-19 on employee engagement and job insecurity among workers in the UK.
The results indicated that job insecurity was negatively associated with employee engagement, which in turn affected job satisfaction and psychological well-being. "Managing Employee Engagement during COVID-19: The Role of Leadership, Organizational Support, and Trust" by Ali et al. This study examined the role of leadership, organizational support, and trust in managing employee engagement during the pandemic. The findings demonstrated that effective leadership, supportive organizational culture, and high levels of trust were key factors in maintaining or improving employee engagement levels.
While these studies provide important insights into the impact of COVID-19 on employee engagement, there are some limitations to consider. Firstly, the studies were conducted in specific contexts (hospitals, the UK) and may not be generalizable to other industries or countries. Secondly, they relied on self-reported data, which may be subject to social desirability bias. Finally, the studies were conducted during the early stages of the pandemic, and it remains to be seen how engagement levels may change in the long-term.
In Vietnam According to recent research, employee engagement has been severely impacted by the COVID-19 pandemic in Vietnam. Many companies have had to adjust their working conditions to comply with safety regulations, leading to a remote working environment that has made it more challenging for employees to stay motivated and engaged. "Employee Engagement in Vietnam during COVID-19 Pandemic: A Qualitative Study" by Nguyen Thi Huyen Trang and Dinh Lan Linh, published In the Journal of Asian Finance, Economics, and Business. The study found that the pandemic had a negative impact on employee engagement, with many employees experiencing lower levels of motivation and job satisfaction due to increased workloads, longer working hours, and decreased social interaction.
"The Impact of Covid-19 on Employee Engagement in Vietnam" by Nguyen Trong Hoai Nam and Nguyen Thanh Long, published In the International Journal of Scientific Research and Management. The authors used a mixed-methods approach, including an 7 online survey and qualitative interviews with employees and managers in different industries. The study found that the pandemic had a significant negative impact on employee engagement due to various factors such as remote working, financial insecurity, and heightened stress levels. The authors recommend that organizations prioritize employee well-being, communication, and support to sustain and improve employee engagement during and after the pandemic.
"Employee Engagement in Vietnam during Covid-19: Evidence from a Survey of Enterprises" by Nguyen Minh Uyen, Nguyen Thi Minh Chau, and Nguyen Dieu Linh, published in the Journal of Asian Business and Economic Studies. The authors conducted a survey of 250 Vietnamese enterprises and found that employee engagement in Vietnam decreased during the pandemic due to various factors, mcluding reduced work hours, job insecurity, decreased productivity, and a lack of support from managers. The authors suggest that managers should prioritize employee engagement practices to maintain motivation, productivity, and organizational performance during the pandemic. The study concludes by highlighting the importance of frequent communication, remote work flexibility, and employee recognition to improve employee engagement during crises.
The limitation of this research 1s these studies may have relied on self-reporting measures. As a result, the findings may not be entirely objective, as participants might present their experiences in a more favorable light. The research instruments used in these studies may not have been validated in the Vietnamese context, which could mean that the results are not entirely reliable. COVID-19 is an evolving pandemic.
Therefore, the timeframe of these studies may not fully capture the entire impact of the pandemic on employee engagement. Some of the studies might have focused on specific industries, which would make it difficult to generalize findings to other sectors or regions. There 1s the possibility of bias in these studies, particularly if the researchers have a particular perspective to promote or a preconceived notion about the topic. This bias may affect the interpretation of results.
In conclusion, the 5V model has been developed to identify the key factors that impact employee engagement, and it has proven to be an effective framework for many companies. However, it's important for each company to determine which factors are most important for their particular workplace, taking ito consideration factors such as location and customs. This will help companies make the most efficient use of their resources, since they may not be able to invest equally in all 5 factors at once. Specifically, we want to identify the most important factor out of the 5V model for white-collar workers in Hai Phong, 1n order to maximize employee engagement in a cost-effective manner.
The aims of the study and research questions The study aims to investigate the extent to which employee engagement levels have been affected after the COVID-19 pandemic and identify strategies that companies can use to improve employee engagement and maintain their productivity. The findings of the study conclusions will give important new insights into the difficulties businesses experience in fostering employee engagement both during and after the epidemic and will offer doable suggestions for raising engagement levels among employees at work. The study will be very helpful to company managers, human resource specialists, and organizational researchers since it will give them knowledge on how to keep employee engagement levels high in a corporate climate that 1s continually changing and uncertain.