Chuyên đề tốt nghiệp: The evaluation of the elements of company culture influencing on employee motivation at Adecco Vietnam company - Hanoi branch

<span class="text_page_counter">Trang 1</span><div class="page_container" data-page="1">

NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES DEPARTMENT OF BUSINESS ENGLISH

NGUYEN THI THU HOAI

THE EVALUATION OF THE ELEMENTS OF COMPANY

CULTURE INFLUENCING ON EMPLOYEE MOTIVATION ATADECCO VIETNAM COMPANY- HANOI BRANCH

</div><span class="text_page_counter">Trang 2</span><div class="page_container" data-page="2">

NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES DEPARTMENT OF BUSINESS ENGLISH

NGUYEN THI THU HOAI

THE EVALUATION OF THE ELEMENTS OF COMPANY

CULTURE INFLUENCING ON EMPLOYEE MOTIVATION AT ADECCO VIETNAM COMPANY- HANOI BRANCH

Hanoi, March, 2023

</div><span class="text_page_counter">Trang 3</span><div class="page_container" data-page="3">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

During my time at the National Economics University, I received support and guidance from various unions, individuals, and teachers both within and outside the university.

First and foremost, I express my sincere appreciation to all the lecturers who have diligently taught and guided me throughout the past three years. I would like to extend my heartfelt gratitude to MBA. Pham Thuc Anh, who actively led and assisted me during the internship and thesis writing process with a strong sense of responsibility and enthusiasm.

I am also grateful to Mrs. Le Bich Van (Payroll and Staffing Manager) of Adecco Vietnam company for facilitating my exposure to real-world work,

providing me with the opportunity to apply theoretical knowledge to practical

situations, and offering vital information and data for my research. Moreover, I

would like to thank all of the employees and managers at Adecco Vietnam

company for their helpfulness whenever I needed it. Without their assistance, I

could not have accomplished my work.

</div><span class="text_page_counter">Trang 4</span><div class="page_container" data-page="4">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

EXECUTIVE SUMMARY

The main purpose of this study was to thoroughly explore elements of company culture affecting the employee motivation Adecco Vietnam company. This descriptive study investigated the elements of expressions and components of company culture at Adecco Vietnam company. Existing literature was analyzed and reviewed to highlight some of the important concerns explored in this study. The investigation was handled deductively and quantitatively, with questionnaires

used to perform a survey. The population used for the study was 40. According to

the findings, architectural features, symbols, logo, vision/mission, values, beliefs, and attitudes, management and business philosophy, operating procedures, movements, rituals, and ceremonies, organizational commitment, and job satisfaction all have a significant relationship with salespeople's performance, whereas symbols, logo and information exchange systems has no significant impact on employee motivation. In conclusion, the results of the survey are discussed in an attempt to suggest some recommendations on improving work motivation through company culture for employees at Adecco Vietnam company

li

</div><span class="text_page_counter">Trang 5</span><div class="page_container" data-page="5">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

1.2 Characteristics of the market and customers of the Company... -- 7

CHAPTER 2: THEORETICAL FRAMEWORK — EMPLOYEE MOTIVATION AND COMPANY CUL/TURAL...- -ó- 5 5 5+ 3313 E*E#EEEEEEeEeeEeekeserserserskrs 10 2.1 Work motivation 8 ... ... 10

2.2 Company Cultural ...- -. 5 + + 1 1 TH TH HH 11 2.3 Employee motivation and company CuÏtUTC€...- - --- s5 s++<s*ssseesseeeeeerss 12 2.3.1. Motivating through the expression of company culture ...- -- 12

2.3.2. Motivating through the components of company culture ... .- 17

2.4. Criteria for evaluating the effectiveness of employee motivation ... 18

CHAPTER 3: FINDINGS AND DISCUSSION ...ececeeceeseeseeeeeeneeeeeeeeeeees 20 3.1. Sample characteristics ...ceccccessccesscesseceseeeeseeeeseeeseeceeeceseeesaeeesaeseeeeeeneeseaees 20 3.2. Creating employee motivation through expressions of company culture... 21

3.2.2 Creating employee motivation through the components of company culture —... 25

3.3. Discussion Of the SfUY ...- Gà HH HH HH HH nh nh Th n nnH 32 CHAPTER 4: RECOMMENDA TIONS... SH HH re 35 4.1 Development direction of the company in the near future ... -- 35

4.2. Viewpoint on motivating employees through company culture at the company. 36

11

</div><span class="text_page_counter">Trang 6</span><div class="page_container" data-page="6">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

4.3. Some solutions to motivate employees through company culture at Adecco Vietnam - Branch HanOI...- -- «s11 91193 E91 91119111 37 4.2.1 Emphasizing vision and Tm1SSIOH...- s5 61+ E* kESeEsreEseerseerskree 38 4.2.2 Creating core values throughout the organization. ...-- --«----«<+ 38 4.2.3 Building a leadership culture, business management philosophy. ... 38

4.2.4 Improving human resources DỌICI€S...- eseeesseeeceeesseeeseeeaeeaees 39 4.2.5 Promoting a culture of exchange. ...ceceesceceseeeneeeeeeeseeceeeeeeeeesaeeeseeesaes 39

4.2.6 Changing to enhance and improve the quality of company culture to create ITOfIVAfIOH...- - G G << E115 kg 5k kkkkkkEEH 39 FN a od SAN) DD D, --L- Ă c1 1E 1111310 1S 1n KH kg kkErrr 44

1V

</div><span class="text_page_counter">Trang 7</span><div class="page_container" data-page="7">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

LIST OF TABLES AND FIGURES

Table 3.1: Survey results on workplace architecture and layout at the company 21

Table 3.2: Survey results on logo and symbol of the company ... -- 22

Table 3.3: Survey results on vision and mission of the company... 23

Table 3.4: Survey results on core values, beliefs, and attitude...-- -- 25

Table 3.5: Survey results on philosophy of management and business... 26

Table 3.6: Survey results on procedures, regulations, polIC1es...- - --- -- 27

Table 3.7: Survey results on information exchange SysteM ... --- 28

Table 3.8: Survey results on meetings, ceremonies, protOCoÏS... .-- -- 30

Table 3.9: Employee Turnover of Adecco Vietnam company ... -- 31

Table 3.10: Survey results on the company’s commifment...- ---- --‹+-s+ 31

Table 3.11: Survey results on the job satIsfaCtiON...- 55-5552 32 Table 4.1: Survey results on solutions for enhancing company culture within the

COMPANY ... G1 1k TT kh 37

</div><span class="text_page_counter">Trang 8</span><div class="page_container" data-page="8">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

1.Research rationale

Many economic studies have confirmed that, in the current global context, successful businesses are not determined solely by their capital or technology, but

by how they organize their human resources and whether their workforce is

strongly motivated or not.

In addition to the convergence of resources, capital, and technology, there is also a diverse exchange of cultures that affects the working style and attitude of businesses and employee motivation. People's needs have shifted towards focusing

on cultural values. In today's flat world, competition in the labor market for job positions, salaries, benefits, and training systems is no longer the only criterion for retaining and motivating employees. Instead, the company culture in motivating the workforce is a critical issue because, unlike the aforementioned factors,

company culture is difficult or impossible to copy entirely. It will create unique identities for the business, leaving a mark and motivation in the hearts of each employee working for the company as well as in the labor market.

Currently, in Vietnam, motivating employees through company culture is also being discussed. However, all activities are still not deeply specialized or given the appropriate attention. The vast majority of businesses have not yet realized the important role of building company culture in motivating the workforce, nor have they recognized employee motivation through company culture as a sustainable competitive advantage and a driving force for business development.

Along with outstanding development and increased human resources, creating employee motivation with content through company culture can be considered an inevitable trend that each business needs to achieve, while also being

a guideline for the development of companies in today's market. Companies

understand that a strong business requires motivated human resources, creating strong employee motivation through a strong culture and their unique cultural identity.

The company culture at Adecco Vietnam's Hanoi branch is not be effectively motivating employees, leading to potential issues with employee retention, job satisfaction, and overall productivity. There is a lack of understanding of the key elements of company culture that positively impact employee motivation, or a

</div><span class="text_page_counter">Trang 9</span><div class="page_container" data-page="9">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

disconnect between the stated culture and the actual experiences of employees. It is important to evaluate the current state of company culture at Adecco Vietnam's Hanoi branch to identify areas for improvement and ensure a positive work

environment for employees.

Realizing the importance of this issue, Adecco Vietnam company, especially

in Hanoi Branch, focuses on efforts to promote and motivate the workforce,

especially through company culture, enhancing and constantly improving the

employee motivation of human resources through its own unique cultural identity,

developing sustainability, and asserting its name in the national market.

From the theoretical gap and the practical necessity, the researcher chose the topic "The evaluation of the elements of company culture influencing on employee motivation at Adecco Vietnam company— Hanoi branch’. This chapter shows the theoretical basis of the topic, research objectives, research questions, research objects, research scope, and structure of the topic.

2. Research objectives

First, identifying elements that create employee motivation through the expressions and components of company culture at Adecco Vietnam company.

Second, assessing the motivation of employees through elements of company culture at Adecco Vietnam company.

Thirdly, proposing recommendations for the company to adjust company

culture to motivate employee

3. Research questions

To achieve the aforementioned goals, research is carried out to discover the answers to the following research questions:

Question 1: What are the elements that create employee motivation through the expressions and components of company culture at Adecco Vietnam company? Question 2: How specific elements of company culture at Adecco Vietnam company contribute to the motivation of its employees?

Question 3: What solutions should be taken to improve the work motivation in the company?

4. Research object and scope 4.1. Research objects

This study concentrates on studying company culture, work motivation and the expressions and components of company culture.

</div><span class="text_page_counter">Trang 10</span><div class="page_container" data-page="10">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

4.2. Research scope

Geographical scope: Adecco Vietnam company in Hanoi

Time scope: Data were collected from the survey responses of all employees at Adecco Company in 2023 from January 3, 2023 to March 15, 2023.

Content scope: The content of this study includes issues related to company culture, work motivation, such as a conceptual framework to make the identification, analysis, and evaluation of elements that create employee

motivation through the expressions and components of company culture to

motivate employees in Adecco Vietnam company.

5. Research methodology

The dissertation has utilized various research methods combined as follows:

Data collection methods

Descriptive statistics method: The thesis uses many sources of statistical data provided from documents of....; These documents are collected and described by the author of the thesis to clarify the motivation through corporate culture at Adecco Vietnam in the North region.

Methods of sociological research:

- Primary data collection: Through survey by questionnaire.

- Collecting secondary data: through documents, reports on Labor productivity of Sales department, Report on turnover rate in 2022-2023, Recruitment report of HR Department, Revenue report of Department Sales,

Revenue Report Service Parts Department of the company.

After collecting data, use Microsoft Excel software to analyze and process the collected data.

Research Design

This study employs a descriptive survey research design to examine company culture, work motivation, and elements create employee motivation through the expressions and components of company culture to motivate employees. To achieve this, a descriptive survey research design will be employed, as defined by Orodho (2003) as a method of collecting data by administering questionnaires or conducting interviews with a sample of individuals. This approach enables the researcher to gather crucial information on the state of the phenomenon being studied and draw general conclusions based on the data collected. By utilizing a descriptive survey, the study aims to systematically collect

</div><span class="text_page_counter">Trang 11</span><div class="page_container" data-page="11">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

and present data to examine the ways in which company culture can be used to

motivate employees in Adecco Vietnam company.

Research Instruments

The primary data collection tool utilized in this research is a questionnaire,

which is divided into three parts based on the research objectives and administered

using a drop and select method. The selection of a questionnaire as the preferred method of data collection is based on its significant management benefits,

including the ability to uniformly stimulate a large number of people at the same

time and easily investigate accumulated data (Borg & Gall, 1989).

Additionally, the questionnaire allows respondents to freely express their thoughts and provide suggestions (Gay, 1992). The Mikita Compensation

Questionnaire, utilizing a five-point Likert scale ranging from 1 ("Strongly

disagree") to 5 ("Strongly agree"), was used to measure all factors under

Sampling Procedures and Sample Size

Sampling is the process of selecting individual observations in a biased or random manner for the purpose of making statistical generalizations. For this study, a sample of 40 currently employed at Adecco Vietnam company employees was selected. The sample size was determined by Kothari (2004) to be sufficient for the study's objectives. To ensure an optimal sample size, a stratified random

sampling approach was utilized to select Adecco Vietnam workers.

Data Collection Procedure

The data gathering lecturers instructed the author to ensure smooth survey and information collection procedures. Due to the research participants being employees of a specific organization with their own communication and notification systems, an online data acquisition method was utilized, which met the essential requirements.

With every question being mandatory, a 100% response rate was achieved for the total number of survey questions obtained. The survey was distributed to all Adecco employees, and to expedite the data collection process, the researcher sought assistance from her supervisor to make the research widely available to the

company community.

</div><span class="text_page_counter">Trang 12</span><div class="page_container" data-page="12">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

Data Analysis

The data collected for this study is systematically organized to facilitate analysis. Descriptive statistics were employed to analyze the data, which involved calculating percentages, frequencies, and means. A frequency table was created to

present the data in a clear manner. Bell (1993) suggests that descriptive statistics

are comprehensible to a broad readership, as opposed to complex statistical methods.

6. Research structure

The research comprises of four main chapters:

Chapter 1: Introduction of the Adecco Vietnam company

Chapter 2: Theoretical framework — Employee motivation, Company culture Chapter 3: Employee Motivation with Company Culture at Adecco Vietnam

Chapter 4: Recommendations

</div><span class="text_page_counter">Trang 13</span><div class="page_container" data-page="13">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

CHAPTER 1: INTRODUCTION OF THE ADECCO COMPANY

This chapter is designed to provide general and unique information about Adecco Company, such as its development history, business characteristics,

organizational structure, compensation system, and working environment. This valuable information will assist students in analyzing and compiling the following sections of their research.

1.1. Organization profile

1.1.1. History of the company

Adecco Vietnam company, which is a part of The Adecco Group, was founded in 2011, and it is the foremost recruitment, payroll, and headhunting agency in Vietnam. Adecco Vietnam company is committed to providing its clients with an extensive range of services aimed at enhancing efficiency and profitability while ensuring a balance for both organizations and individuals. It caters to the HR needs of small and medium-sized businesses as well.

Adecco boasts a team of seasoned professionals who possess a wealth of experience, local and global expertise, a 360° solutions ecosystem, an in-depth understanding of the market, a strong brand identity, an in-house legal department, transparent communication, and a team that is both qualified and dedicated. As a result, Adecco is always able to offer its clients the most optimal legal solutions.

As the demand for consulting services, recruitment services, payroll, and HR

outsourcing continue to rise, Adecco Vietnam company is constantly expanding to

meet the demand. The company is currently headquartered in Ho Chi Minh City and has a branch located in Hanoi.

1.2 Some basic characteristics of the Company 1.1.2 Services of the company

Recruitment Service: Executive Search / Headhunting Service, Recruitment

Process Outsourcing (RPO), mass Recruitment Service

Payroll & HR Outsourcing: Payroll & Staffing Service, Payroll Admin Service, HR Outsourcing Service

HR Solutions & Consulting Service: Assessment Centre Salary

Benchmarking Service, HR Consulting & Compliance Service Expat Services / Work Permit Registration, Professional Reference Check, Candidate Assessment

Training Service: Leadership & Personal Development, Training Digital

</div><span class="text_page_counter">Trang 14</span><div class="page_container" data-page="14">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

Skills Training, HR Compliance Training, Career Preparation Workshop &

Personal Coaching

1.2 Characteristics of the market and customers of the Company

Over the course of the past 11 years, Adecco Vietnam company has been

expanding its operations and prioritizing quality in its customer interactions. As a

result, the company has gained a reputation for providing high-quality services and excellent employee attitudes, which has helped it to attract a growing number of

customers. Currently, Adecco Vietnam company has over 1000 customers,

including around 550 regular customers operating in various fields throughout the country, such as banking, insurance, and financial services.

With the principle of managing and operating the Company's activities according to a specific and clear decentralization regime, the system of processes, working regulations and internal documents of the company are issued according to the control process. Adecco Vietnam gathers a team of young, enthusiastic, passionate employees with specialized knowledge and solid practical knowledge to jointly implement future goals and orientations to help the company. growing and integrating with the world.

In addition, the company also has a close and regular cooperation relationship with major companies and investors in Hanoi and a network of collaborators who are leading experts in the fields of Payroll, Recruitment & Consulting services.

Headhunting by Adecco Vietnam. The Company's organizational structure is

specialized to ensure the quality and professionalism of the service, functions and

responsibilities of the departments.

Functions and responsibilities of the departments:

The recruitment department is responsible for recruiting new employees for the company. This includes building relationships with clients, sourcing candidates, interviewing, and placing them in suitable roles. They also search for quality candidates in specific industries, attract them through various means, and provide consultation to candidates and clients throughout the hiring process. The recruitment department is responsible for achieving targets set by the company and

working closely with colleagues to achieve team objectives.

Business Development & Reference Check department: This department develops key client and agency relationships in Vietnam, pitches Adecco's offerings, targets and hunts for new business opportunities, maintains good

</div><span class="text_page_counter">Trang 15</span><div class="page_container" data-page="15">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

relationships with existing clients, and continuously improves profitability. They negotiate and close deals, collaborate effectively in the media industry in Vietnam, and offer a strategic perspective while remaining involved in daily details and numbers. The department also ensures timely and accurate reports of target

accounts, opportunities, and sales calls, follows up on timely payments from

customers, and is responsible for customer qualification and on boarding protocols. The payroll and Staffing department performs the functions of recording

employee information and issuing labor contracts with other relevant HR

documents, ensuring the employee's profile is well-arranged; preparing attendance records, and updating employee information and employee's annual leave. Moreover, this department handles monthly Social Insurance reports and inputs

and calculates monthly payroll via the company payroll system; registers PIT code,

and dependent’s PIT code for PIT deduction; checks and process payment for employees’ expense claims and handle employees’ queries.

The back office department has sub-teams including Admin, HR, and Marketing. The Admin team manages company standards, culture, and code of

conduct, while the HR team handles labor-related issues and provides HR services. The Marketing team is responsible for developing and managing marketing campaigns and promotions, creating content and visual direction, and executing product marketing and communications plans in line with the company's

1.3 Working environment of Adecco Vietnam company

In the past, companies primarily focused on financial incentives, such as

salaries and bonuses. However, in today's context, non-financial rewards have become an essential aspect that firms must address once workers' basic needs for food and clothing have been met. Properly executed non-monetary compensation can help workers develop a passion for their jobs and invest more in the organization. An appropriate and comfortable working environment always makes employees feel secure and motivated to come to work. Adecco Vietnam recognizes this and is continuously working to create and enhance a positive work environment for its staff.

Adecco Vietnam is a company that values a respectful and friendly culture among its employees, with superiors and subordinates treating each other fairly. The employees are also sociable, happy, and always willing to help each other

</div><span class="text_page_counter">Trang 16</span><div class="page_container" data-page="16">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

complete their work. The company prioritizes a safe, clean, comfortable, and welcoming workplace environment to ensure the well-being of its employees. Adecco Vietnam encourages a sense of responsibility for the job and has a defined reward and punishment policy to measure work successes. Working hours at Adecco Vietnam are from 9:00 to 12:00 in the morning and from 13:30 to 18:00

in the afternoon, with a break for rest from 12:00 to 13:30.

All rooms of company are equipped with air conditioning system and heaters

for thunderstorms and summers, telephones, adequate lighting. Each employee

owns a personal laptop along with the necessary equipment to perform his or her job. In addition, each room is equipped with a printer, photocopier, projector for convenience in printing, copying documents, training personnel for the professional work of each department.

Having a pleasant working environment can boost employees’ motivation and enthusiasm. Adecco's leadership has recognized this and has worked to create a welcoming and enjoyable workplace. However, some areas of the organization still have a heavy and uninteresting atmosphere due to the nature of the work.

In the event of disagreements between employees, whether related to work or decisions made by superiors, the company's managers strive to listen and resolve

them promptly. They foster an environment where every employee can freely

express their thoughts and opinions when there are pressing and conflicting issues. The organization ensures that its staff have access to a pleasant working

environment and enough time to complete their tasks. It 1s the employees'

responsibility to ensure that all working conditions, such as lighting, temperature, and humidity, are met. The rooms and departments are equipped with modern amenities such as computers, telephones, air conditioning, coffee machines, and photocopiers.

By providing a competitive pay policy and a comfortable working environment, the organization can create a sense of satisfaction and happiness among its employees, which can lead to increased productivity and employee retention.

</div><span class="text_page_counter">Trang 17</span><div class="page_container" data-page="17">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

CHAPTER 2: THEORETICAL FRAMEWORK —- EMPLOYEE MOTIVATION AND COMPANY CULTURAL

This chapter goes through the study's theoretical and conceptual foundations. To gain knowledge about the problem at hand, conceptual frameworks and theoretical views will be employed. Other writers’, practitioners’,

and theorists’ findings and results will be evaluated in order to gain a better understanding of the subject at hand and the structure of the research model.

2.1 Work motivation

The following definitions of work motivation can be inferred from various authors’ perspectives: Maier and Lawler (1973) considered work motivation as an individual's willingness and desire to work, Kreitner (1995) viewed it as a psychological process that directed individuals towards certain goals.

According to the textbook on Human Resource Management by Associate Professor Dr. Nguyen Ngoc Quan and Master Nguyen Van Diem from the National Economics University, "work motivation" is understood as the desire and willingness of employees to increase their effort towards achieving the goals of the organization. Under this understanding, work motivation is not subject to any coercion, does not arise from administrative orders, and is not expressed through language but rather through specific actions. It originates from the internal drive of employees.

Therefore, work motivation encompasses the following aspects based on various authors’ definitions: (1) the willingness and desire to work, (2) a psychological process, (3) the effort to achieve goals, and (4) voluntary work or the desire to do work that assists employees in accomplishing personal goals in line with the organization's objectives. Hence, it can be inferred that "work

motivation is an individual's voluntary work, desire, and effort to work, which

helps them achieve personal goals aligned with the organization's objectives."

Numerous studies have been conducted by scholars around the world on the topic of motivation. For example, Maslow's hierarchy of needs (1943) proposes that human needs are arranged in a hierarchical structure, where basic physiological needs such as food and shelter must be met before higher needs like self-esteem and self-actualization can be pursued. Herzberg‘s(1959) two-factor theory distinguishes between "hygiene" factors like salary and working conditions, which can prevent dissatisfaction if they are adequate, and "motivators" like

10

</div><span class="text_page_counter">Trang 18</span><div class="page_container" data-page="18">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

achievement and recognition, which can lead to satisfaction and improved performance if they are present.

Vroom's expectation theory (1964) suggests that employees are motivated by

the belief that their effort will lead to performance, performance will lead to

rewards, and those rewards will satisfy their personal goals. McClelland's (1985) need theory focuses on three main motivators: achievement, affiliation, and power. Employees who are motivated by achievement seek out challenging tasks, those

motivated by affiliation seek social connections, and those motivated by power

seek influence and control.

In general, these theories offer valuable perspectives on the multifaceted aspects of work motivation and emphasize the significance of recognizing and

meeting individual needs and aspirations to cultivate a motivated and committed

2.2 Company cultural

Company culture can be defined as the shared values, beliefs, and behaviours that shape the interactions among employees within a company. Scholars such as Edgar Schein, Cameron and Quinn, and Denison and Spreitzer have identified various dimensions of company culture, highlighting the importance of shared values and beliefs in shaping employee behaviour and organizational outcomes.

However, the aforementioned definitions only address one aspect of company culture, which is the spiritual values and beliefs, while neglecting an equally important aspect of company culture, which is the material values. Therefore, based on the inheritance and development of the above perspectives, company culture can be understood more fully as the entire cultural factors that a company selects, creates, uses, and expresses in business activities, creating the business identity of that company. In other words, Company culture refers to the collective set of cultural values, beliefs, and customs that are formed and ingrained into a company over time through its growth and development, and which become deeply rooted in the company's operations, governing the emotions, thoughts, and behaviours of all members in pursuing and achieving common goals.

Company culture is a set of shared values, beliefs, and practices that define the unique character of an organization. Scholars have identified several key features of company culture, including its humanistic nature, its values-based orientation, and its stability over time.

lãi

</div><span class="text_page_counter">Trang 19</span><div class="page_container" data-page="19">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

Firstly, company culture is often described as having a "humanistic" dimension, which emphasizes the importance of people and their well-being. According to Hofstede et al. (2010), this is reflected in the way that organizations treat their employees, with a focus on respect, empathy, and a sense of community.

This can be seen in practices such as mentoring programs, team-building activities,

and opportunities for personal growth and development.

Secondly, company culture is often characterized by a strong values-based

orientation, reflecting the core beliefs and principles that guide the organization.

As noted by Cameron and Quinn (2011), these values may be expressed through mission statements, codes of conduct, and other formal documents, as well as through the behaviours and attitudes of employees at all levels of the organization.

Finally, company culture is often seen as having a high degree of stability

over time, reflecting its role in providing a sense of continuity and identity for the organization. This can be seen in the way that company culture shapes the way that employees approach their work, interact with one another, and make decisions, even as the organization evolves and adapts to changing circumstances (Denison and Spreitzer, 1991).

2.3 Employee motivation and company culture

Motivating employees is the duty and objective of management, which involves implementing a set of policies, measures, and management techniques aimed at influencing employees to become motivated in their work.Therefore, the essence of motivation is to identify the drivers, needs of employees and to implement measures to satisfy their reasonable needs, increasing benefits for them so that they are motivated to work. Motivating employees through corporate culture can be understood as a system of policies, measures, techniques to build, promote, and maintain corporate culture that impacts employees to make them

motivated in their work.

2.3.1. Motivating through the expression of company culture

Expressions of corporate culture are manifested through typical signs, manifestations, and symbols. Symbols are anything that can be used as a means to express the content of corporate culture, philosophy, values, dominant beliefs, ways of perception, and thinking methods to support members in the cognitive process to reflect the level of awareness of members and the entire organization

(Nguyen, 2018). Furthermore, in their study of the relationship between corporate

12

</div><span class="text_page_counter">Trang 20</span><div class="page_container" data-page="20">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

culture and performance, Denison and Mishra (1995) found that companies with strong and adaptive cultures had higher levels of financial performance compared to those with weak cultures. This suggests that a strong corporate culture can serve as a competitive advantage for organizations.

2.3.1.1 Visual symbols of company culture

a. Architectural features and employee motivation

The distinctive architecture includes the exterior and interior design of office buildings. The exterior design includes features such as the gate, facade, company headquarters, layout of different parts, and more. These constructions are highly valued by organizations and companies as a means to showcase their unique characteristics.

Exterior architecture such as gate architecture, facade, company

headquarters, layout of parts. These structures are used as symbols and images of

the organization According to research by Haq et al. (2019), the exterior

architecture of a building can create an impression of prestige and professionalism, increasing employee pride in working for that company. Interior design is also highly valued by companies and organizations. From larger issues like standardizing colour and packaging design to the layout of the interior space, counters, tables, chairs, product displays, pathways, service types, clothing, and even small details like the location of electrical switches and devices in different

All of these are used to create a familiar, friendly, and attentive atmosphere. Research by Nguyen et al. (2018) also showed that architectural and interior design can affect employee motivation, when employees are working in a comfortable and friendly environment, they will feel more comfortable and productive, higher

productivity. The exterior and interior design of an organization should showcase

its working spirit, facilitate communication and interaction between people and departments in the organization, and have a great influence on employees' desire to work and contribute to the organization.

Architectural constructions have a direct impact on employees’ desire to contribute and integrate into the community. They serve as a visual symbol of the intangible spirit, encouraging employees to work diligently every day. The structural design can be considered a symbol of the organization's strategic approach. The organization's strategy reflects a series of actions that demonstrate

13

</div><span class="text_page_counter">Trang 21</span><div class="page_container" data-page="21">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

the ultimate goal of the organization.

b. Rituals, Ceremonies and Work motivation

One of the symbols of company culture is rituals and ceremonies. Ceremonies and rituals are important elements of organizational culture and can

affect work motivation. Several studies have showna positive impact of rituals and

rituals on work motivation.

According to research by Burke et al. (2012), rituals can increase employee

commitment to the organization and play an important role in building a positive

organizational culture. Research by Loi et al. (2019) also show that etiquette such as regular meetings can increase agreement and interaction among employees, leading to increased work motivation.

Four basic types of rituals in organizational culture are identified according to the study of Quan, N. M. (n.d.). Company culture, Transfer ceremonies are often used to transfer knowledge, skills, and values from experienced employees to new employees. Consolidation ceremonies are often used to honour the achievements and contributions of individuals or groups within the organization. Reminder rituals are often used to remind members of an organization about its rules, policies, or core values. Bonding ceremonies are often used to build relationships,

enhance teamwork, and unite within the organization. c. Symbols, logos, and employee motivation.

Another tool that represents the characteristic of company culture is the

symbol. Architectural structures, rituals, narratives, slogans all contain the characteristics of symbols. Through material values, specific, tangible, and visual forms, these symbols want to convey hidden values and meanings to recipients in different ways. Another symbol is a Logo or a creative work designed to represent

an organization, a business in a common artistic language.

Building a brand Logo must have a specific cultural meaning, imbued with the cultural identity of the organization, business. According to a study by O'Cass and Lim (2001), the design of a brand's logo can affect consumer behaviour and brand loyalty. For employees in the organization, symbols, logos with deep cultural characteristics are more valuable as symbols of pride when dedicating to the organization, and are a motivation for employees to work in growth.

d. Legends, anecdotes, exemplary models, and work motivation

In an article published in the International Journal of Business and

14

</div><span class="text_page_counter">Trang 22</span><div class="page_container" data-page="22">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

Management, the author suggests that storytelling is a powerful tool for creating and sustaining organizational culture, as it helps to transmit important information, values, and beliefs among members of an organization (Hussein, 2016).

When implementing activities in practice, there are often typical examples of success or failure in a value or philosophy that organizations can use as lessons or

typical illustrations that are easy to understand about the company's culture. Stories are often woven from real-life events that exemplify the values and philosophies of the company culture that members of the organization often recall and disseminate to new members. These stories serve to maintain the vitality of the organization's initial values and help to unify the awareness of all members.

e. Language, slogan, and work motivation.

Another important symbolic form commonly used to influence company

culture is language. Many organizations and businesses have used special words, slogans, metaphors, or a tone of voice to convey a specific meaning to their employees and stakeholders, improving work morale and motivating employees. For example, IBM uses the metaphor of "wild ducks" to express respect for

employee creativity. Slogans are the most concise expression of an organization's mission and business philosophy. Therefore, they need to be linked to the organization's mission statement, such as British Airways’ slogan "The world's favourite airline," Viettel's "Speak your way," and Trung Nguyen Coffee's "Ignite creativity." Managers often use these symbols to demonstrate the underlying values of motivation, work morale, and concern for employees.

2.3.1.2 Non-visual symbols of company culture a. Vision/mission and employee motivation

Vision, with the meaning of applying theory into practice, the cultural aspect of a business is understood as emphasizing on the motivations, meanings, high values, fundamental and profound ones that help people empathize, share and lead people in perception, feelings and emotions towards objects and phenomena. The vision is formed from the belief, values and emotions of people. For example, "Vinamilk wants to become a beloved product in every region and territory. Therefore, we believe that quality and creativity are our companions, see customers as the center and commit to meeting their needs.’ Thus, the vision has originated in the thinking and emotions of people before they realize it.

There are various scientific studies that support the concept of vision in the

15

</div><span class="text_page_counter">Trang 23</span><div class="page_container" data-page="23">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

business world. For instance, research by Sutcliffe and Vogus (2003) highlights the importance of shared values and beliefs in creating a shared sense of purpose within organizations.

b. Values, beliefs, and attitudes and work motivation.

Beliefs, perceptions, thoughts, and emotions with an unconscious nature are inherently recognized in business. They are formed after a long period of

operation, collisions, and handling many practical situations, penetrating into the psyche of most members of the organization and becoming a recognized norm.

Belief is a concept that refers to what people believe to be right or wrong. In reality, it is difficult to separate this concept because it always contains values. Research by and colleagues (2013) suggests that shared values and beliefs are positively related to employee commitment and behaviour.

Attitude is the adhesive that binds belief to value through emotions. Attitude is defined as a habit of thought based on experience to react consistently in a desired or undesired way to a phenomenon.

In summary, belief and attitude are spiritual values of the business, a system of values and principles shared and disseminated among employees. These values are formed from the personality, desires of the leader, and contributions of all

employees in the business process.

c. Development history and cultural traditions

The history and traditions of an organization are symbols of the values and philosophy that have been refined throughout its operations, and have been respected and preserved by various subsystems of the organization. They are used by the organization to demonstrate its core values and guiding principles that need to be persistently pursued. These traditions, customs, and cultural elements that have shaped and emerged in history are both a foundation and a precious lesson for future generations to follow.

In support of this, various research studies have emphasized the importance of organizational culture and traditions in shaping the behaviour of employees and

impacting the overall performance of an organization. For instance, a study

published in the Journal of Management and Organization highlights the positive correlation between organizational culture and employee job satisfaction and retention (Goffin et al., 2010). Similarly, another study published in the Journal of Business Research found that strong organizational traditions can help increase

16

</div><span class="text_page_counter">Trang 24</span><div class="page_container" data-page="24">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

employee loyalty and commitment to the organization (Marinova et al., 2007).

2.3.2. Motivating through the components of company culture a. Management and business philosophy

The history of development and tradition of an organization is a symbol of

the values and philosophies that have been refined and respected by various

systems of the organization's operation. They are used by the organization to demonstrate the dominant values and principles of action that need to be

consistently pursued. The traditions, customs, and cultural factors that have shaped

and appeared in history are both a foundation and valuable lessons for future generations of employees to follow. Leaders are the ones who build the foundation of the business, create and nurture the environment and standards, stimulate those who fit the cultural values and are the role models and motivators for employees. Management and business philosophy helps employees see clearly the goals, direction, and essence of their work, making employees feel that their work is meaningful and proud to be a member of the company. This is even more significant when the phenomenon of "brain drain" is becoming more common. Income is only a part of work motivation, and the spiritual motivation is the added value that employees need and deserve.

b. The motivation of individuals and organizations.

The second most important element of company culture is the motivations that motivate individuals to act, and the overall motivational environment of the organization. Motivation is specific to the job, organization, and working environment, and is not a universal characteristic of individuals. Therefore, individuals cannot be categorized as either motivated or unmotivated in general, as motivation is context-dependent. Additionally, motivation is not a personality trait.. Individuals without motivation can still get the job done.

c. Standard operating procedures

Processes, regulations, and policies help the enterprise operate stably and according to standards. Company culture is not about rigid processes and regulations that hinder members' creativity; on the contrary, shared values of the enterprise and good relationships among employees that company culture brings will create a comfortable, healthy working environment and promote the innovation and creativity of employees.

d. Information exchange system

17

</div><span class="text_page_counter">Trang 25</span><div class="page_container" data-page="25">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

This is the fourth component of company culture that meets the diverse, multidimensional, accurate, and timely management information needs. This system needs to ensure that all necessary information for the business is collected, conveyed, stored, and processed. At the same time, it ensures that all members of the business can easily access and use the necessary information for daily activities as well as planning and strategic direction. According to a study by Hoa Sen University in Vietnam, information management systems help businesses improve

their decision-making capabilities, enhance communication and collaboration

among employees, and increase efficiency and productivity e. Movements, rituals, and ceremonies.

This is the building block of the surface culture, reflecting the life and activities of the business. Although it does not directly affect business results, its impact on all business activities as well as the direct impact on the spirit of work and labor motivation is significant. It disseminates the company's ideology and policies, creates the company's differentiation from the outside, and creates a good image for the company in the community, thereby contributing to improving work motivation to build a strong organization.

2.4. Criteria for evaluating the effectiveness of employee motivation

There are several criteria to evaluate the effectiveness of employee motivation, including job satisfaction, organizational commitment, labor

discipline, and labor productivity.

Criteria for evaluating the effectiveness of employee motivation, such as job satisfaction, have been studied extensively. For instance, Han and 's (2019) research in Korea demonstrated that job satisfaction and management support are

correlated with employee productivity. Similarly, Nguyen et al. (2019) found There is a direct correlation between job satisfaction and organizational commitment

Organizational commitment: This criterion evaluates the degree of loyalty and attachment that employees have towards the organization. Employees who are

committed to their organization are more likely to have a positive attitude towards

their job, be more engaged in their work, and have a stronger sense of responsibility towards their tasks.

Labor discipline: Labor discipline is a crucial criterion for evaluating employee motivation. Research by Chen et al. (2018) found that strict attendance

18

</div><span class="text_page_counter">Trang 26</span><div class="page_container" data-page="26">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

policies and performance monitoring led to higher levels of labor discipline and improved work efficiency.

Labor productivity: This criterion assesses the output of work produced by employees in a given period of time, relative to the resources used. High levels of

labor productivity are indicative of motivated and skilled employees who are able to perform their tasks efficiently and effectively.

19

</div><span class="text_page_counter">Trang 27</span><div class="page_container" data-page="27">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

CHAPTER 3: FINDINGS AND DISCUSSION 3.1. Sample characteristics

The study's specific goal is to determine elements that create employee

motivation through the expressions and components of company culture at Adecco Vietnam. The study's findings will be addressed throughout this chapter. The

questionnaire was used to gather information from the respondents.

We gathered 40 responses from Adecco Vietnam company's employees. The

survey was delivered to Adecco Vietnam company workers after being uploaded

online using Microsoft Forms. I guarantee respondents’ confidentiality, and participants can opt out of the poll at any moment. Following an evaluation of the honesty of the responses, 40/40 was valid. There are a total of 40 samples that can be analyzed.

The gender criteria from the table above show a significant variance in the sex ratio between men and women. Of the 40 samples examined, 28 women made up 70% and just 12 man made up 30%. Despite the gender imbalance, this matches

the features and nature of work at the company's office.

According to the survey results, the age group accounting for the greatest proportion is between the ages of 22 and 30, with a rate of up to 62.5%. The second age group is under 22 years old, accounting for 20%, followed by 30 to 40 years old which represents 12.5%. Employee aged from above 40 years old accounting for the least percentage with only 5% of the total. With such a ratio, we can observe that the company's employees are quite young. They are all in their prime working

The proportion of workers with Doctor of Philosophy, accounting for 5% of the total number of employees, is 2 people. Those with master's degrees account for 7.5% with 3 people, while workers with bachelor's degrees account for 62.5% with 25 people. Eleven individuals, representing 28% of the total, were undergraduate students.

It is also very reasonable for a group of young individuals to make up the majority, given the nature of the profession, which demands communication skills and agility. This will make the company's operations and activities run more smoothly and efficiently.

20

</div><span class="text_page_counter">Trang 28</span><div class="page_container" data-page="28">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

3.2. Creating employee motivation through expressions of company culture

a. Employees’ assessment on architectural features and employee motivation Adecco Vietnam is a multinational company, therefore it has its own standards for demonstrating the architectural features, interior and exterior design,

and workspace layout. The architecture of Adecco Vietnam's Hanoi branch, which

belongs to the Adecco Group, is heavily influenced by the representative culture and follows the high standards of the leading international corporation,

emphasizing convenience, optimization, and professionalism.

The reception area, guest areas, and office departments are also designed with the principle of optimizing interaction between employees and departments. The open space is entirely separated by glass partitions and is furnished with amenities such as waiting rooms and relaxation areas. The architectural design provides a stimulating work environment for all employees and administrative support staff.

Table 3.1: Survey results on workplace architecture and layout at the

<small>company</small>

Unit: person/%

<small>Completely Agree Neutral | Disagree | Strongly</small>

<small>Contents agree disagree</small>

<small>SL TL | SL | TL | SL} TL | SL} TL | SL| TL</small>

(%) (%) (%) (%) (%)

<small>The architecture and layout of the</small>

<small>workplace is beautiful, impressive | 11 | 27.5 | 13 |32.5| 9 | 22.5] 6 15 1 | 2.5</small>

<small>and inspiring.</small>

<small>The layout of the company's</small>

<small>interior architecture is suitable for 12 30 17 | 35 | 6 | 22.5] 5 | 12.5] 0 0</small>

<small>the needs of interaction when</small>

<small>Facility conditions are the</small>

<small>motivation for you to want to 12 30 15 | 37.5) 4 | 10 6 15 | 3 | 7.5come to the Company every day</small>

<small>You feel pressured and difficult</small>

<small>with the position at work. 6 15 10 | 25 | 12| 30 9 | 22.5 | 3 | 7.5</small>

<small>You are satisfied with your 7 175 | 16 | 40 | 12| 30 4 10 1 |2.5| position at work.</small>

Looking at the data table, we can see that the arrangement and utilization of the architecture, interior and exterior design, and facilities of the company are quite effective in terms of the workplace architecture and layout. This is evidenced by the fact that 32.5%, 35%, and 37% of employees agree respectively with the architecture, layout, interior architecture, facility conditions. With the criterion of job satisfaction at the current position, up to 47.5% are satisfied and completely

satisfied with their current job position. In additionally, a large number of

21

</div><span class="text_page_counter">Trang 29</span><div class="page_container" data-page="29">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

employees feel motivated to go to work every day due to the favourable facility conditions, accounting for 67.5%.

b. Employees’ assessment on symbols, logo, and employee motivation

In order to emphasize the organizational awareness in each employee and to

lay the groundwork for future brand promotion activities, Adecco Vietnam developed a common logo design in 2017. During the initial development phase, business operations and brand identity were mainly focused on highlighting the logo icon. Recognizing the importance of unifying the employee culture at each member company, Adecco company issued the use of the most common logo template, not aimed at the prerequisite of branding with the public but actually prioritized for internal circulation within the company to create a sense of

cohesion, to bring to each employee a shared sense of work consciousness, common ideals, and motivation.

Table 3.2: Survey results on logo and symbol of the company

Unit: person/%

<small>Completely Agree Neutral Disagree StronglyContents agree disagree</small>

<small>SL | TL | SL [ TL |SL[ TL | SL [ TL | sy] TL</small>

<small>®) (%) (%) (%) (%)</small>

<small>The current logo reflects the identity of the 5</small>

<small>organization. 1 25 4 10 8 20 21 $2.5 6 15</small>

<small>The current logo are consistent across</small>

<small>business lines. regardless of location and 2 5 7 17.5 | 12 30 § 20 11 |27.5</small>

<small>The meaning of the logo is explained to</small>

<small>reflect the desires of the individual. 3 | 7.5 5 125 | 9 | 22.5 18 45 5 | 12.5</small>

<small>You desire to frequently use this logo in 6 15 10 25 12 | 30 9 22.5 | 3 7.5</small>

<small>your work and transactions.</small>

<small>You are willing to promote the logo and 7 | 175 9 22.5 | 15 | 37.5 8 20 1 2.5</small>

<small>brand of the company to the market.</small>

It can be seen from the above table that the meaning of the logo is not explained to reflect the desires of the individual (57.5% disagree), suggesting that the logo is personalized to reflect the personal desires of the company's owner.

Since the formation of the logo did not rely on the wishes of the employees,

many employees are not willing to promote the logo and brand of the company to

the market. Additionally, only 22.5% of employees agree that the current logo is consistent across business lines, regardless of location and department, with the remaining 47.5% disagreeing.

22

</div><span class="text_page_counter">Trang 30</span><div class="page_container" data-page="30">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

c. Employees’ assessment on vision/mission and employee motivation

In parallel with the expansion of the northern region, Adecco Vietnam repositioned its operational vision and mission with the following contents:

Vision: To be the number one company in providing payroll, recruitment & staffing outsourcing services in Vietnam. To build a work environment with high

"happiness" index, and build an inclusive society by unleashing everyone's

Mission: Adecco Vietnam is committed to providing the highest quality candidates at an affordable cost, utilizing our advanced technology systems and delivering exceptional services via multiple communication channels to our clients. Our innovative ecosystem of solutions allows us to achieve this mission with efficiency and effectiveness.. Providing employees with a professional working environment, reasonable treatment, and unlimited development opportunities.

It can be seen that the vision and mission that the company always focuses on do not prioritize customers or partners, but instead focus on employees, the company's human resources. Both ideals and missions emphasize creating a working environment, bringing benefits, treatment, and opportunities for employees. These ideals and missions reflect the motivation and significance of the entire organizational operation. They also highlight the organization's goals, which are both suitable for the employees’ goals and satisfy the company's purposes, thereby motivating employees to work for the company.

Table 3.3: Survey results on vision and mission of the company

Unit: person/%

<small>Contents Completely Agree Neutral Disagree Strongly disagree</small>

<small>SL TL(%)|SL |TL(%) |SL |TL(@%) |SL |TL(®%) | SL TL(%)You agree with the 15 37.5 16 40 8 20 1 25 0 0company’s vision and</small>

<small>mission that they purse.</small>

<small>The company’s vision and 9 22.5 11 27.5 14 35 5 12.5 1 2.5mission also reflect your</small>

<small>own goals.</small>

<small>You believe that carrying 4 10 6 15 11 27.5 14 35 5 12.5</small>

<small>out this vision and missionis feasible.</small>

<small>You feel that this vision 8 20 10 25 9 22.5 11 27.5 2 5and misson increases your</small>

<small>motivation to work.</small>

23

</div><span class="text_page_counter">Trang 31</span><div class="page_container" data-page="31">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

The level of agreement with the company's vision and mission is very high: 77.5% of employees fully agree and agree with this mission statement. Based on the same data, the majority of employees who endorse the mission statement believe that it reflects their personal goals (50% agree, 35% provide unclear

responses, and only 15% do not agree).

However, the feasibility of the company's mission has not created strong belief among employees. Only 25% of employees believe that the mission statement is feasible, 27.5% have no clear opinion, and 47.5% believe that the feasibility of the mission statement is non-existent. Looking at the data table, we can see the effectiveness of the company's mission statement in motivating employees: 45% fully agree and agree that they are motivated by the mission

statement, while 22.5% have no clear opinion and 32.5% feel that they are not

motivated or have not been fully motivated through the mission statement.

d. Employees’ assessment on values, beliefs, and attitudes for creating employee motivation

Adecco places great emphasis on creating core values, beliefs, and attitudes within the organization. These values reflect principles of behaviour, guidance for perception, thought, and action of members within and outside the business. Based

on these foundations, Adecco has summarized five core values as follows:

Honesty: Accuracy, consistency in words, reports, and operations. Not for

personal gain (even when there is no management regulation).

Transparency: Actions always create clear, objective, controlled

mechanisms, certified by others (related parties), systems.

High energy: Determined, passionate in carrying out tasks and work objectives. Quick and nimble attitude, open and friendly demeanour.

Responsibility: Always protect the image, reputation, and interests of the

corporation. Stick to goals, strive to complete tasks. Finish the work instead of working overtime. Provide the most value, convenience for customers, partners, colleagues, superiors to feel "exceeding expectations." Always aim for the

responsibility of "compassion."

Unity: All for the common goal and benefit of the team. Support, share, help, and cooperate when each member of the team encounters difficulties: work (guidance, substitution, ...), life (visiting colleagues, relatives when they are sick,

...). Say NO to "bad-mouthing colleagues" and "bad-mouthing the company."

24

</div><span class="text_page_counter">Trang 32</span><div class="page_container" data-page="32">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

Table 3.4: Survey results on core values, beliefs, and attitude

Unit: person/%

<small>Contents Completely Agree Neutral Disagree Strongly</small>

<small>agree disagree</small>

<small>SL TL(%) SL TL(%) SL TL(%) | SL | TL(%) SL TL(%)</small>

<small>You are aware of the company’s 9 22.5 7 17.5 8 20 13 32.5 3 T.5core values, beliefs, and attitide.</small>

<small>You are satisfied and in 9 22.5 10 25 8 20 9 22.5 4 10agreement with the company's</small>

<small>core values, beliefs, and attitude.</small>

<small>You are pleased with the 9 22.5 11 27.5 14 35 6 15 0 0behavior culture in the company</small>

<small>after the dissemination of thecore values.</small>

<small>12.5 9 22. 18 45 6 15k2tr"tanw ta</small>

<small>The company's core values,beliefs, and attitude encourage</small>

<small>you to work with a higher senseof responsibility.</small>

From the data table, it can be seen that the construction company has a good foundation of core values, beliefs, and attitudes, providing satisfaction to employees. 40% of employees are aware of the company's values. The behaviour culture of the company has achieved a high level of agreement (50%), showing that employees are quite satisfied. However, the value system covers many aspects, is dispersed, and lacks focus, which results in various issues in the company's work culture, leading to a lack of high sense of responsibility among employees.

3.2.2 Creating employee motivation through the components of company

a. Employees’ assessment on management and business philosophy

Adecco Vietnam's management and business philosophy, especially in the

Hanoi area, includes the following aspects:

Management philosophy: Building a working environment that provides each employee with a sense of satisfaction with their physical and mental desires based on the company's organizational principles, operating principles, and

consistent behaviour throughout the work process.

Business philosophy: "Customer satisfaction beyond expectations” is the value that every member of the company must always strive for.

25

</div><span class="text_page_counter">Trang 33</span><div class="page_container" data-page="33">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

Table 3.5: Survey results on philosophy of management and business

Unit: person/%

<small>Completely Agree Neutral | Disagree | Strongly</small>

<small>and rigorously applied.</small>

<small>Contents agree disagree</small>

<small>SL | TL | SL | TL | SL] TL | SL | TL | SL} TL</small>

(%) (%) |__| (%) (%) | | %)

<small>You know about the company's</small>

<small>philosophy of management and 18 45 7 |17.5| 8 | 20 3 7.5 | 4 | 10</small>

<small>The philosophy of management and</small>

<small>business motivates you to achieve 2 5 5 |12.5| 9 | 22.5] 18 | 45 | 6 | 15</small>

<small>desired results.</small>

<small>The company's philosophy of</small>

<small>management and business is widely 5 12.5 1 2.5 | 15 |37.5| 9 | 22.5] 10} 25</small>

Looking at the survey data on the management and business philosophy of Adecco Vietnam company, particularly in the Hanoi branch, 62.5% of employees are familiar with the company's management and business philosophy, 20% have no clear opinion, and 17.5% do not perceive the level of familiarity with the philosophy. However, the level of agreement is quite low regarding the criteria for accurately and thoroughly applying the management and business philosophy, with 60% of employees not agreeing with its effectiveness.

Therefore, employees also partly perceive that the philosophy does not effectively motivate work motivation as expected, with only 15% perceiving motivation, 37.5% giving unclear answers, and 47.5% not being motivated by the management and business philosophy.

b. Employees’ assessment on standard operating procedures

The process of establishing policies and regulations is a particularly important issue in the management of Adecco Vietnam. However, the company has only been able to develop small-scale policy and regulation processes through specific periods, rather than a comprehensive and consistent system. The policies and regulations implemented by the company in the Hanoi area include the following items:

- Labor regulations

- Regulations on the management and use of seals

- Regulations on employee behaviour and working hours

- Internal payment procedures

- Sales processes for the business department

26

</div><span class="text_page_counter">Trang 34</span><div class="page_container" data-page="34">

<small>Nguyen Thi Thu Hoai — 11192040 — Business English 61A</small>

- Repair processes for the service department.

Table 3.6: Survey results on procedures, regulations, policies

Unit: person/%

<small>Completely Agree Neutral Disagree StronglyContents agree disagree</small>

<small>SL TL SL TL | §L | TL SL TL | §L | TL(%) (%) (%) (%) (%)</small>

<small>‘You are familiar with the procedures, _ _ _</small>

regulations, and policies issued by the 1 25 3 T5 10 25 19 | 475 | 7 | 175

<small>The procedures and regulations are</small>

<small>strictly followed, and incidents are 2 5 4 10 § 20 19 |475 | 7 |17.5avoided.</small>

<small>The procedures and regulations are</small>

<small>reasonable, clear, and transparent. 0 0 2 5 12.5</small>

<small>The policies meet your expectations.</small>

<small>1 2.5 3 7.5 22.5</small>

<small>The company's procedures, regulations,</small>

<small>and policies encourage your energy and 0 0 5 12.5 17 | 42.5</small>

<small>motivation, and your dedication.</small>

It can be observed that the lack of synchronization in the policy and regulation process, as well as the absence of fundamental policies in the company's operations such as payroll regulations, salary policies, and incentives, has resulted in a low level of employee satisfaction with the company's policy and regulation process in Hanoi branch. As the result, the procedures, regulations, and policies fail to meet the expectations of employees, with only 10% agreeing with this statement, 25% giving unclear answers, and 65% disagreeing.

The level of popularity of the policy and regulation process is also low, with inadequate and unclear policies leading to poor implementation and frequent incidents. Therefore, only 12.5% of employees perceive motivation from the policy and regulation process, 15% provide unclear answers, and 72.5% disagree

with this issue.

c. Employees’ assessment on information exchange systems

The formation and development process of Adecco Vietnam Company in the Hanoi area is a breakthrough process of the company. During the initial stage of construction and development, the company lacked the experience to identify issues in the information exchange system. Meanwhile, the company's nature in Hanoi was developed almost independently with a completely independent organizational structure. However, the company was oriented towards a common

27

</div>