Research about employee’s motivation at sales department in ho chi minh city prudential finance

OUM
OPEN MALAYSIA UNIVERSITY

RESEARCH PROJECT
(BMBR5103)

RESEARCH ABOUT EMPLOYEE’S
MOTIVATION AT SALES DEPARTMENT
IN HO CHI MINH CITY PRUDENTIAL
FINANCE
STUDENT FULL NAME

: LE HONG CHUONG

STUDENT ID

: CGS00064969

INTAKE

: MAY, 2017

ADVISOR'S NAME AND TITLE

: DR. BUI PHI HUNG

July, 2017


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Abstract
How to make employees work effectively? How to keep employees motivated to work ...
This is a problem that any manager encountered. There are many theories concerning motivation
in which Hezberg's two-factor theory can be broadly described and adapted to the motivations of
employees in companies and organizations. In this study, 344 samples were selected and
collected from sales staff from four branches of Prudential Finance. Data were analyzed by SPSS
software and qualitative research methods and questionnaires were used. The research results
show the four factors affect the motivation of the HCMC branch office staff: Individual
development opportunity, Company policy, Nature of work, Supervisor leaderships. These four
factors divide the intrinsic motivation and extrinsic motivation of Hezberg's theory. Analyze and
assess further to clearly see the relationship between the factors and their impact on the
motivation of the employee. From there, there are solutions that help the company to improve
employee motivation.

Acknowledge
On the occasion of the completion of the dissertation. I would like to thank all those who
assisted me while I was doing my course and attended the course. Firstly, I thank my family and
especially my wife for taking care of my family so that I have time to attend the course.
Secondly, I would like to thank the teachers who guided me in this course and especially Dr. Bui
Phi Hung who led me to this thesis. Third, I thank the board of directors and colleagues of
Prudential Finace for making time and funding for this course. In the end, I would like to thank
my fellow students and staff from the sales department of Prudential Finance, Ho Chi Minh City,
for their participation in this thesis

Summary
This dissertation to answer the question: "What factor affect employee motivation at sales
department in Ho Chi Minh Prudential Finance". The content of the research clearly identifies

the factors that affect the motivation of an employee, thus changing the company to improve the
performance of the employee. Research using quantitative methods, 25 questionnaires and
sampling results were analyzed and quantified using SPSS software to find the end result of
which factors influenced motivation of employee.
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Contents
Chapter 1 – Introduction............................................................................................................................ 5
1.1

Research Aims ............................................................................................................................. 5

1.2

Research Questions ..................................................................................................................... 5

1.3

Context and relevance ................................................................................................................ 5

1.4

Scope of research......................................................................................................................... 6

1.5

Structure of the Paper ................................................................................................................ 6

Chapter 2 - Literature Review ................................................................................................................... 7
2.1

Introduction ................................................................................................................................. 7

2.2

Motivational Review ................................................................................................................... 7

2.2.1.

Intrinsic & Extrinsic Motivation ....................................................................................... 8

2.3 The importance of motivating employees in the organization .......................................................... 10
2.4 Staff satisfaction affects performance ............................................................................................... 11
2.5 Motivational Theories & Concept..................................................................................................... 11
2.6 Herzberg’s Two Factor Theory ......................................................................................................... 13
2.7 Conclusion. ....................................................................................................................................... 14
2.8 Conceptual Framework ..................................................................................................................... 15
CHAPTER 3 – Research Methodology ................................................................................................... 16
3.1 Introduction ....................................................................................................................................... 16
3.2 Research Approach ........................................................................................................................... 16
3.3 Qualitative and Quantitative data. ..................................................................................................... 17
3.4 Research Design................................................................................................................................ 17
3.5 Data Collection ................................................................................................................................. 17
3.6 Data Analysis .................................................................................................................................... 18
3.7 Validity and Reliability ..................................................................................................................... 18

3.8 Limitations ........................................................................................................................................ 19
3.9 Conclusion ........................................................................................................................................ 19
Chapter 4 - Finding................................................................................................................................... 20
4.1 Sample description ............................................................................................................................ 20
4.1.1 Age ............................................................................................................................................. 20
4.1.2 Sex.............................................................................................................................................. 21
4.1.3 Working Experience ................................................................................................................ 21
4.1.4 Position ...................................................................................................................................... 22

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-----------------------------------------------------------------------------------------------------------------------------------------4.2 Analyze and evaluate Cronbach's Alpha reliability .......................................................................... 22
4.2.1 Variable description................................................................................................................. 23
4.2.2 Cronbach's Alpha reliability ................................................................................................... 24
4.3 EFA analysis ..................................................................................................................................... 29
4.3.1 Variable independence - EFA analysis................................................................................... 29
4.3.2 Variable dependence - EFA analysis ...................................................................................... 33
4.3.3 Model calibrated by EFA ........................................................................................................ 35
4.3.4 Build hypotheses....................................................................................................................... 35
4.4 Regression analysis ........................................................................................................................... 36
4.4.1 Evaluate the suitability of the model ...................................................................................... 36
4.4.2 Analysis of variance ................................................................................................................. 37
4.4.3 Statistical parameters of each variable in the model ............................................................ 37
4.4.4 Hypothesis test results ............................................................................................................. 39

CHAPTER 5: CONCLUSION AND SOLUTION ................................................................................. 40
5.1 Introduction. ...................................................................................................................................... 40
5.2 Conclusion ........................................................................................................................................ 40
5.3 Recommendation - Solution.............................................................................................................. 40
5.3.1 Individual development opportunity factor .......................................................................... 41
5.3.2 Company p o l i c y F a c t o r .................................................................................................... 43
5.3.3 N a t u r e o f w o r k f a c t o r ................................................................................................... 43
5.3.4 Supervisor leadership factor ................................................................................................... 44
5.4 Limitation of research ....................................................................................................................... 44
5.5 Further research directions ................................................................................................................ 45
Bibliography ................................................................................................................................................ 45

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Chapter 1 – Introduction
1.1 Research Aims
Motivation plays a key role in employee job performance. Thus, employee motivation has
long been a central research topic for scholars and practitioners. The purpose of this study was to
identify factors that may affect the motivation of sales staff at Prudential Finance, Ho Chi Minh
branch. From there, there are incentives and motivation for employees to improve their
performance. In addition, the company's orientation in personnel policy, recruitment, training to
help employees maintain motivation to work continuously. The working environment is
efficient, employees show themselves as important factors in keeping the staff working with the
company as long as the quality of human resources from outside. This is one of the competitive
advantages of human resources compared to competitors in the industry.

1.2 Research Questions
The miniature research framework is Prudential's Ho Chi Minh City sales staff so the
questionnaire for research is also within Ho Chi Minh City and it is easy to carry out research.
The question is "What factor affect to employee’s motivation at sales department in Ho Chi
Minh Prudential Finance". Clarifying and providing answers to this question clarifies the key
issues affecting the motivation of the sales staff of Prudential Finance in HCM City

1.3 Context and relevance
Why do employees have years of experience, productivity has declined? How to increase the
productivity of sales staff? Why are there employees who are high paid and have good positions
in the company but move the new company with the same salary and position? One of the
reasons is that they lack motivation to work.
How to motivate employees? What points should focus on the employee motivation process?
All of this is the concern of the managers, personnel management of every business.
Prudential Finance operates in the area of finance and personal loan products. Of a total of
nearly 2000 employees. Salespeople account for 1,700 people, of which 500 are from Ho Chi
Minh. The company encounters similar cases as mentioned above, the business division has
implemented a variety of methods to increase the productivity of sales staff, motivate the sales

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staff by bonus schemes, promoting ... But the effect was not as expected, the staff turnover rate
has not improved, productivity has not improved. Within the research scope of this dessertation,
we will study and outline the key factors that affect the motivation of the sales force staff in the
HCM City area so that a rational policy of creating motivation to work for employees.

1.4 Scope of research
Motivation research has many different views in the work of scientists. They approach
motivation in two groups of doctrines: One is the content theory group as Maslow's Hierarchy of
Needs (Maslow, 1943), Two-Factor Theory (Herzberg, 1959) show how to approach the needs of
managerial labor. The other two are the theory of the process as of Expectancy theory of
motivation (Vroom, 1963, 1969), Equity theory (Adams, 1963, 1969). Reinforcement theory of
motivation (Skinner) research the causes of various actions in the work of the individual.
For a limited amount of time, this paper only uses Herzberg’s Two- Factor to base the theory
of research. In order to ensure the time and ability to allow this study paper is only made at
Prudential Finance branch in Ho Chi Minh City. But the results of the research can be considered
nationwide, as the sales team as well as turnover account for 60% of the company across the
country.
The research question was randomly distributed to 300 employees in Prudential Finance sales
team Ho Chi Minh branch.

1.5 Structure of the Paper
This research is structured into six chapters, easily aligned with the system.
Chapter one, briefly explains the context of research options. Summarize the topic, identify and
select the theoretical background to study. This chapter also identifies the scope and limitations
of the study. Furthermore, the first chapter contains explanations of the studies aimed at the goals
and objectives, and includes the structure of the study.
Chapter two reads and discusses and analyzes studies and theoretical frameworks relevant to
the subject being studied. This helps the researcher have deep knowledge about the topic he is
doing. Besides, this chapter contains definitions of main terms and Explained search strategy for
secondary data.

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Chapter three, provides different approaches of research design implementation.
Furthermore, the mixture of methods, sample sizes, reliability and validity as well as ethical
considerations will be discussed further in this chapter.
In addition, chapter four provides statistical analysis of the results established using SPSS.
Presentation of key result data has been facilitated through bar charts / pie charts. This chapter
plays an important role in achieving research goals and objectives. The results of the literature
review were compared with the main data findings in this chapter, and the depth of discussion
was provided regarding each individual research goal.
However, the fifth chapter discusses this further along with recommendations for backing up
with literature. The results of the literature review were compared with the main data findings in
this chapter, and the depth of discussion was provided regarding each individual research goal.
Includes summaries and conclusions based on found evidence and future research areas needed.

Chapter 2 - Literature Review
2.1 Introduction
How to increase the productivity of employees? Or how long-term employees do not feel
boring work. Just as to answer the question "Why are there people who are not satisfied with
their current job?" To solve the above problems, one of the inevitable requirements is to create
motivation for the staff. Managers must be motivated to work for their employees so they can
work more effectively and more closely with the company. Increasing base salary, increasing
income or promoting employees ... these are just one of the factors, not all, in the motivational
process. There are many factors that motivate employees. As (Massey and Brown, 1998)

diversity and interest in work. (Brehm and Gates , 1997) Argue that salaries are just one of the
motivating factors. This article aims to clarify which factors affect the motivation of employees,
namely the sales staff of Prudential Finance at the HCMC branch.

2.2 Motivational Review
We all feel familiar with the concept of motivation and yet, when asked to, we struggle to
find a proper definition. In fact, no less than 140 distinct definitions. Thus, if we are to answer
the question of how to motivate public employees, we first need to understand what motivation

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exactly does mean. This chapter clarifies the notion of motivation as well as illuminates different
facets of the concept. Labor motivation is the willingness and willingness of the employees to
increase their efforts towards achieving the goals of the organization. Under this understanding,
labor motivation does not stem from any coercion, it does not arise from administrative orders, it
does not manifest through words but through concrete action it exits. From the inside of the
worker. Motivation refers to "the underlying underlying behavior" (Guay, 2010). There are those
who think wrongly that motivation is a human characteristic so there will be people who have
and who do not have this characteristic. According to (Danish, R. Q., Khalid Khan, M., Shahid,
A. U., Reza, & & Humayon, A. A. , 2015) Motivation is influenced by many factors, which are
frequently changing, abstract and elusive. The first is the factor that belongs to the worker
himself, such as self-direction, authority, memory, and feelings. The second component, the

degree of influence and control of individual behavior. The third component is the ability to
maintain motivational behaviors. (Denibutun, 2012) Has reasearch "Working Motivation:
Theoretical Framework". Discover the difference between motivational theories and
motivational considerations as a basic human psychological process. Motivational theories help
explain the behavior of a certain person at a given moment. Or as research shows, employees
will feel unhappy if we only provide health care, medical factors without a motivational element.
Employees will not bring high performance ( Ghahremani Germi & Delghavi, 2014).

2.2.1. Intrinsic & Extrinsic Motivation
In every human being, intrinsic motivation is not the only form of motivation or even
voluntary activity. But it is very important in human life. Thanks to it, since we were born, we
have learned, learned, developed and become human. Intrinsic motivation in labor is when an
employee engages in activities to satisfy their curiosity, interest, passion or desire to overcome
the challenge themselves. For example, salespeople want to conquer difficult customers, have
high incomes and have many difficult questions for sellers. What are salespeople going to learn
about the behavior of high-income customers? How often do they have thoughts? ... From which
they can confidently reach these customers. They view persuading a hard-earned customer to buy
his company's products as a win. Intrinsic motivation refers to doing something because the task
itself is interesting or enjoyable (Deci and Ryan, 2000). Intrinsic motivation is important to the
employee because it gives the employee a sense of self-confidence and creativity at work. But

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intrinsic motivation will not be sustained long enough for an employee if the employee does not
receive the incentive and recognition of the manager or company. (Rizwan Qaiser Danish1*,

2015) Intrinsic rewards moderately correlated with task performance and there was a full
mediation of extrinsic and intrinsic motivation and slightly low mediation of job satisfaction with
the dependent and independent variable of the study. The employees who are appreciated by
intrinsic rewards within the organization not only perform well according to their job description
but also get motivated positively for welfare of organization and for them. Employees struggle
when their organization appreciate their work, reward them, respect them and consider them as a
vital part of the organization. The employee efficienthly do their jobs, behave effectively in the
performance appraisal techniques can be improved by paying attention on human resource
management approaches that improve the performance of the organization.
Extrinsic motivation occurs when we are motivated to perform a reward or avoid action.
Extrinsic motivation can also occur when the person receives guidance, inspiration from another
person. Extrinsic motivation can be defined as doing something because it leads to a decisive
outcome (Deci and Ryan, 2000). For example, a team leader of sales team A always finds that
the monthly sales target that the company assigns to our team is always high and difficult to
reach, and the leader team will have negative thoughts and leads. To the bad impact on the team
members. But when he was the manager of the show business good results of a team B has the
same sales target as himself. The manager explains how to get Team B to achieve good business
results in the same article. The Teamleader of Team A sees that we and our team can do it and
start having positive actions. (Rynes, Gerhart, and Minette, 2004). Relating to job evaluation,
extrinsic motivation, especially money and pay rewards, are a very important motivator to make
a decision on whether to join an.
Extrinsic motivation and intrinsic motivation are both important ways of driving behavior.
To comprehend how these can be best utilized, it is important to understand some of the key
differences between the two types of motivation including the impact that each one has on
behavior. The organization or manager needs to create a good working environment and policies
to promote extrinsic motivation and intrinsic motivation in the company and employee life.

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2.3 The importance of motivating employees in the organization
Having answered the question of what motivation is, the next question is why it is important
for management, and moreover why it should be of special interest to managers in the public
sector. It focuses on three parts: First, it reflects on the effects of motivation on employee
performance; second, it establishes motivation as a managerial duty; and third, it explicates the
importance of employee motivation in the public sphere. What makes motivation so important?
In one word, the answer is “performance”. In the market economy, enterprises want to survive
and develop, in addition to the infrastructure is equipped with modern, advanced, need to
maximize human resources. Because people are the most important factor for business success.
Having a loyal and dedicated team for business is something any leader wants to achieve. How
to create motivation for employees, maintain a human resource with enthusiasm, enthusiasm and
high efficiency work is always a question that the leaders pay attention and put much effort to
find out answer. There are 14 motivational factors, which were translated to 46 concrete and
practical tactics that can help motivate public employees. Furthermore, it was demonstrated how
the different tactics can be combined to tackle a specific problem that the public sector confronts.
Motivation is an individual phenomenon, thus a one-size-fits-all approach to employee
motivation does not work, and there is no recipe for motivation (Yair Re’em, 2010). Motivation
is an essential area, which can lead to high quality of work life, and, indirectly, to better worklife balance. Organization of well established motivational systems increase employee loyalty,
which, in turn, boost work performance (Zijada Rahimića, Emina Resićb, Amra Kožoc, c* a, ,
2012) Identify factors that employees think are essential to motivating the job: job evaluation,
hope to advance, becoming more autonomous in affairs, specifying the limits and duties
Organizational objectives, giving more employee freedom of choice and discretion, paying
attention to innovation, endeavoring work, removing the tight control, more desirability of work,

the authority of moral support, and the on-the-job Training. (Hooman Khoshnevisa,*, Abbas
Tahmasebib, 2016) Salary of workers, professional advancement and opportunity for promotion
appear to be the most important factors of motivation. The other important factors that the study
revealed are work conditions, as well as the evaluation and the objective assessment of
performance measurement (Naim Ismajli*, Zekiri, Ermira Qosja, Krasniqi, 2015). The effects of
motivation do not stop with performance. Motivated employees feel less stress, enjoy their work,
and as a result have better physical and mental health (Robison, 2010). Furthermore, motivated

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employees are more committed to their organizations and show less insubordination and
grievance. They are also more creative, innovative, and responsive to customers, thus indirectly
contributing to the long-term success of the organization. In short, motivated employees are the
greatest asset of any organization.

2.4 Staff satisfaction affects performance
Benefits of employee satisfaction Employee satisfaction and loyalty are seen as critical to the
ability of service organizations to effectively respond to the needs of their clients. It is also
necessary to control cost reductions by reducing the costs of recruiting and training and the costeffectiveness that is accumulated by skilled workers who are fast and familiar. Attached to their
duties. Quality teachers in the United States such as Deming (1986) and Juran (1989) agree and
are clear in their view that increasing ownership and job satisfaction will return to profitability in
both quality and productivity. Japanese quality experts also emphasized the importance of the
"human factor" factor in creating an environment for superior production and Ishikawa (1985)
argue that quality organizations denote Characteristic by paying attention to humanitarianism,
human resource education, concern for employee well-being and providing pleasant working

places. Ishikawa emphasized that effective quality control is based on the understanding of
human control. This includes the satisfaction of doing a good job, the happiness that goes from
being partners with others, and from personal development and fulfillment.

2.5 Motivational Theories & Concept
So far in the world there are quite a number of different theories that attempt to explain the
nature of motivation. These doctrines can be divided into two groups: (Group1) the content
agenda focuses on identifying the needs of individuals that affect their behavior at work,
including: Maslow's Hierarchy of Needs (Abraham) Maslow, 1943), all people are motivated by
the need to satisfy five basic kinds of needs. Five needs are arranged in a pyramid shape. The
basic needs at the bottom of the tower must be satisfied before thinking of higher demands.
These needs are, Physiological, Safety, Love and belonging, Self-esteem, Self Actualization.
According to Maslow, there are two main groups of human needs: Basic needs and Meta needs.
However, the limitation of this theory is that it is difficult to know what the needs of workers are
and how satisfactory they are to motivate employees. Because if this demand is satisfied then
there is no motive anymore. Meanwhile, Two-Factor Theory (Herzberg, 1959). Herzberg's

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research has identified two factors that influence the motivation of employees: Demotivative
Factor and Motivate Factor. In particular, Demotivate factor provides the factors leading to the
dissatisfaction of employees in organizations are: regime, policy, supervision of the organization

does not match. Salaries, bonuses are inappropriate or do not show fairness. Demotivate factors
also suggest that dissatisfaction with relationships with superiors and colleagues is also a major
influence. In contrast, Motivate Factor refers to the satisfaction factors of an organization's
employees: Achievement, recognition of the organization, leader, colleague (Recognition),
Responsibility, Advancement Jobs, Growth (as expected). The cause of satisfaction lies in the
content of the work, but the cause of dissatisfaction lies in the work environment, this is Herberg
comment. Herzberg's theory has been widely spread in management. The doctrine, however, is
still limited: it is the hypothesis of the relationship between satisfaction and productivity, but the
methodology he employs only considers job satisfaction, not consideration productivity. (Group
2) Theory of the process of focusing research on the process of human thinking. This thinking
process influences the decision to perform various human actions at work, including the
following theories: Expectancy theory of motivation (Victor Vroom, 1964), very important in
managerial theory. Personality treatment, complementary to Abraham Maslow's demand theory.
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence
interact psychologically to create a motivational force such that the employee acts in ways that
bring pleasure and avoid pain. Equity theory (John Stacy Adams, 1963), examines the
comparative relationship between individual dedication to the organization and the response that
it receives from the organization. Adams argues that in order for a member of the organization to
retain a relatively high level of enthusiasm, the organization's response must be fair and
reasonable, making the organization's members feel the organization's distribution is equal.
Reinforcement theory of motivation (B.F Skinner), it states that individual behavior is a function
of its consequences. I.e., individual's behavior with positive consequences tends to be repeated,
but individual's behavior with negative consequences tends not to be repeated. Reinforcement
theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives
of individuals are ignored by skinner. This theory deals entirely on what happens to an individual
when he takes some action. Thus, according to Skinner, the external environment of the
organization must be designed positively and positively as to motivate the employee. This theory

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is a powerful tool for analyzing the controlling mechanism for individual behavior. However, it
does not focus on the causes of individual behavior
However, within the scope of the study of the subject, the author applies only theoretical
models that is Two-Factor Theory (Herzberg, 1959). Herzberg theory raises the basic needs of
workers, thereby influencing their motivation. These are the factors that bring about material
gratification, such as salaries, bonuses, benefits, etc., which provide mental satisfaction such as
stable job, free participation in social relationships. Factors that bring both physical and mental
satisfaction such as promotion, commitment to training programs, and development.

2.6 Herzberg’s Two Factor Theory
Federic Herzbeg (1923-2000) was an American psychologist who introduced the two-factor
theory in 1959 - a theory that has been widely adopted by managers in corporate governance. To
build the theory, he conducted interviews with 203 accountants and engineers in the United
States. He asked them to list the factors of satisfaction and satisfaction, and also asked them to
list the factors that discouraged them. His discovery created a great surprise for the thenadministrators. He argues that "the opposite to job satisfaction is not job dissatisfaction but job
satisfaction."
Herzberg presented a set of retention factors (external factors, external satisfaction) that
prevent employee dissatisfaction. For retention factors, Herzberg said that if it did not work well,
it would create dissatisfaction for the workers, but if the company did well, it would only prevent
dissatisfaction and not create satisfaction.
Herzberg also offers a group of motivators (internal factors, factors that satisfy the intrinsic
nature) that make the employee satisfied. For motivational factors, Herzberg said that if it was
not well served, it would create dissatisfaction and not necessarily make workers dissatisfied.
The work force of the employees in the enterprise, help workers love the work, devoted
themselves to the organization.

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Motivational Factors

Maintenance factors
 The

 Success

company's

policies

and

management

 Recognition of achievements

 Supervision of work

 The nature of work

 Salary (SAL)

 Labor responsibility

 Leadership, colleagues

 Promotion

 Working conditions

 ……

 …..

Herzberg said that ensuring that external factors work in positive positions is necessary to
maintain a reasonable level of job satisfaction. But to increase the level of job satisfaction,
attention should be paid to improving the motivational factors. Attribute human beings solely a
mechanical behavior excluding the process aspect of motivation. That is, acknowledging the
capacity of individuals to gather and analyze information and make rational decisions.
Motivation theories that take this process into account are called cognitive theories, or “person as
scientist” theories, because they emphasize not only humans’ needs, but also the way people
choose to satisfy them. And the way is no less important than the need itself.

2.7 Conclusion.
With all of the above, motivaton has a strong and wide impact on all areas of society and life.
For motaivation organizations that have a great influence on the performace of the employee, the
company affiliation ... Identify the key components of motivation as the company, the manager
identifies the next steps to be taken. To maintain the morale of employees as well as help

employees balance work and life. Moreover, deep research into motivation theories gives the
company a long-term strategy for training, retaining personnel, and high productivity in the
future. In the next chapter we will clarify how to conduct research such as sampling, research
objects...

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2.8 Conceptual Framework

Promotion
Working
condition

The
company's
policies

Recognition

Motivation

The nature
of work

Developme

nt

Salary

Leadership

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CHAPTER 3 – Research Methodology
3.1 Introduction
The previous chapter discussed the existing research on the topic of Motivaton, in which we
also defined what Motivaiton was, the main motivation factors, and motivational importance for
employees in the organization. At the same time, review the motives of authors such as Maslow's
Hierarchy of Needs, Two-Factor Theory of Herzberg, and Expectancy theory of motivation of
Victor Vroom.
To be answer the question “What factor effect to employee’s motivation at sales
department in Ho Chi Minh Prudential Finance” What anlysed? How to approach and what
are design? Now this chapter of the research will go on to discuss the research approach that was
used during this dissertation. This chapter will cover the method of data collection and analysis,
as well as the validity and reliability of the study being conducted.

3.2 Research Approach

Discussion of the research approach is a vital part of any scientific study regardless of the
research area. In this article we will look at the specific number of salespeople at the Prudential
Finace branch in Ho Chi Minh City and the factors that influence the motivation to work.
Therefore, the research approach that has been adopted is a bottom-up reasoning inductive
approach. Inductive approach, also known as inductive reasoning, starts with the observations
and theories are proposed towards the end of the research process as a result of observations
(Goddard, W. & Melville, S, 2004). We might begin with thinking about our topic of interest.
We narrow that down into more specific hypotheses that we can test. We narrow down even
further when in collect observations to address the hypotheses. This leads us to be able to test the
hypotheses with specific data - a confirmation (or not) of our original theories. Inductive
research "searches for patterns for observation and development of explanations - theories - for
those patterns through the series of hypotheses (Bernard, H.R, 2011).

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3.3 Qualitative and Quantitative data.
In this dissertation, the research methodology will be primarily quantitative. Quantative
research is a way of collecting numerical research or data which then can be converted into
useable statistics. It uses measureable data to formulate facts and uncover patterns in research.
Common methods used is questionnaires. For case studies research, I would use this types of
methods to get numerical data so then I can turn this into facts and statistics and find the
trends.The term quantitative is described as the use of statistics and numbers in the analysis as
well as collection of raw data (Bryman and Bell, 2011).

3.4 Research Design

Topics that use a combination of specific methods are Survey-based Tables. Data collection
in this study was conducted through questionnaire survey with respondents being employees and
managers of the sales department of Prudential Finance Company in HCM City. Sample size is
about 300 people. The company has four branches in HCM, a questionnaire of 25 questions,
clarifying the factors that affect motivation to work. All of the data collected from selected
sample surveyors will be processed to draw conclusions based on selected theories. The research
method uses the questionnaire as it is appropriate for my situation, saving cost, not renting
location, hiring interviewer, less time to survey. Meanwhile, with this method is also convenient
for employees to answer, do not take up much time, and not cause confusion during the survey.
In addition, the processing and analysis of survey data is facilitated by SPSS analysis techniques.

3.5 Data Collection
The Prudential Finance sales team has a total of 10 supervisors, 50 Teamleaders and 500
Salesmans. The number of people selected for the survey was 344. The sampling period is from
June 15, 2017 to June 22, 2017. After explaining the purpose of the study to the sales staff. The
researcher briefly explained the content and the way to mark the items selected by the
respondents. Session 1, the questionnaire is sent to the supervisor. Because the supervisor has
only 10 people, the researcher decides to choose all to do the survey. On the second survey, the
questionnaire was sent to 50 teamleaders. The third survey is the Salesman survey. 20 minutes is
the amount of time a surveyor completes the questionnaire survey. Then the questionnaire was
collected.

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3.6 Data Analysis
SPSS would be appropriate when presenting and analyzing the data specifically for charts,
graphs and averages. Each question is encrypted and given a code before being inserted into the
data matrix. According to Pallant (2010), each answer collected must be provided with a code
before logging on to the SPPS software.

3.7 Validity and Reliability
Questions developed following the conceptual framework should be clear. The tick boxes
and questions about Likert ratios are used to make the data easy. The 25-item questionnaire
focused on issues related to the motivation of the sales force staff. Synthesize the answers then
divide to give the result. Content validity refers to the appropriateness of the content of an
instrument. In other words, do the measures accurately assess what you want to know? This is
especially important with the achievement tests. Consider that a tester wants to maximize the
validity of a unit test for 7th grade mathematics. This would involve taking representative
questions from each of the sections and evaluating them against the desired outcomes
Reliability can be thought of as consistency. Does the instrument consistently measure what
it is intended to measure? It is not possible to calculate reliability; however, there are four
general estimators that you will encounter in reading research:
-

Inter-Rater / Observer Reliability: The degree to which different raters / observers give
consistent answers or estimates.

-

Test-Retest Reliability: The consistency of a measure over time.

-

Parallel-Forms Reliability: The reliability of the tests made the same way, from the same
content.

-

Internal Consistency Reliability: The consistency of results across items, often measured
with Cronbach's Alpha.
Reliability refers to the extent to which data collection techniques or analysis procedures will

yield consistent findings. To ensure reliability, 344 samples were taken from 4 different
branches, as such. Samples are taken in a wide area so the result will be high accuracy and
objectivity. With this kind of sampling, results can represent all employees, not just the ones in
the sample.

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Reliability is directly related to the validity of the measure. There are several important
principles. First, and the test can be considered reliable, but not valid. Consider the SAT, used as
a predictor of success in college. It is a reliable test (high scores relate to high GPA), though only
a moderately valid indicator of success (due to the lack of structured environment - class
attendance, parent-regulated study, and sleeping habits - each holistically related to success).
Second, validity is more important than reliability. Using the above example, college
admissions may consider the SAT a reliable test, but not a valid measure of other high cost
colleges seeking, such as the civic leadership ability, altruism, and civic involvement. The

combination of these aspects, alongside the SAT, is a more valid measure of the potential for
graduation, later social involvement, and generosity toward the alma mater.
Finally, the most useful instrument is both valid and reliable. Proponents of the SAT argue
that it is both. It is a moderately reliable predictor of future success and a moderately valid
measure of a student's knowledge in Mathematics, Critical Reading, and Writing.

3.8 Limitations
There is no research covering all other departments in the company because of limited
research conditions. Limitation on the precise identification of the factors that influence
motivation as a result of identification is subjective. The questionnaire used for all levels of staff
is unreasonable. Only a Likert 5 scale is used for all questions so the results are relative. Survey
data obtained about not fully exploited to evaluate the analysis of the impact factors

3.9 Conclusion
The research question "What factor affects employee motivation at the sales department in
Prudential Finance in HCM Branch" has been integrated to help clarify the motivational
problems of the sales department staff. The questionnaire was distributed to 344 participants at 4
branches in HCM to obtain their remarks on motivation. The data was collected, the data was
encoded and entered into SPSS software to determine the average, generate graphs and charts,
and identify trends and popularity. Quantitative data is the primary method of collecting although
a quantitative question. Sample is a fairly random sample to the sales department staff. The next
chapter highlights the basics of the research and further analyzes the results that are considered
relevant

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Chapter 4 - Finding
4.1 Sample description
The research was conducted on 344 people and no samples were missing or missing (Missing
= 0). Generally, satisfactory samples (representing the whole) are included in subsequent
analyzes. 344 valid samples were processed and analyzed with SPSS software, with the
following contents.
Statistics
AGE

SEX

WORKING
EXPERIENCE

POSITION

344

344

344

344

0

0

0

0

.649

.498

1.010

.470

Minimum

1

1

1

1

Maximum

4

2

4

3

N

Valid
Missing

Std. Deviation

4.1.1 Age
AGE

42.2

Valid
Percent
42.2

Cumulative
Percent
42.2

173

50.3

50.3

92.4

From 30 to under 45 year old

22

6.4

6.4

98.8

Over 45 year old

4

1.2

1.2

100.0

344

100.0

100.0

Item

Frequency

Percent

Under 20 year old

145

From 20 to under 30 year old

Total

According to survey results, the structure of the survey participants is as follows: under 20
years of age is 145, accounting for 42%. The number of people aged from 22 to 30 years of age
is 173, accounting for 50.3%. People participating in the survey from 30 to 45 years old is 22
people, accounting for 6.4%. The remaining are those over 45 was 4 percentage of 1.2%. This
shows that the number of people participating in the survey were widely distributed of all ages.

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4.1.2 Sex
SEX

Valid

Frequency

Percent

Valid Percent

Cumulative Percent

Male

155

45.1

45.1

45.1

Female

189

54.9

54.9

100.0

Total

344

100.0

100.0

The survey results showed that out

SEX

of 344 sample surveyed, the number of
people participating in the survey were
male is 155 persons corresponding to

Female;
55%

45.1%,

Male;
45%

the

number

of

people

participating in the survey were female
accounted for 189 employees with
54.9%

respectively.

statistics,

there

are

According

to

discrepancies

between the surveyed male and female
who were surveyed. But this is not much difference.

4.1.3 Working Experience
WORKING EXPERIENCE

Valid

52.0

Valid
Percent

52.0

Cumulative
Percent
52.0

49

14.2

14.2

66.3

From 4 to under 8 years

96

27.9

27.9

94.2

Over 8 years

20

5.8

5.8

100.0

Total

344

100.0

100.0

Frequency

Percent

Under 2 years

179

From 2 to under 4 years

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According to survey results, the working experience (WE) structure of the survey
participants is as follows: under 2 years are 179, contributed 52%. The number of people have
working experience from 02 to 04 years of age is 49, contributed 14.2%. And 96 people,
accounting 27.9% is number of people participating in the survey have We from 04 to 08 years.
The remaining are those over 8 year was 20 people percentage of 5.8%.

4.1.4 Position
POSITION

Valid

82.6

Valid
Percent
82.6

Cumulative
Percent
82.6

50

14.5

14.5

97.1

SUPERVISOR

10

2.9

2.9

100.0

Total

344

100.0

100.0

Frequency

Percent

SALESMAN

284

TEAM LEADER

Participated in this sampling positions is designed in the form of 344 as follows: 82.6%,

accounting for 284 Salesman. Team leader of 50 accounted for 14.5% and Supervisor gnuoi 10
people accounted for 2.9%.

4.2 Analyze and evaluate Cronbach's Alpha reliability
The general idea of employees in businesses is represented by the descriptive statistics of the
sample being computed, including the following: concentration-oriented features (Mean - Mean,
Minimum Value - min, maximum value - max) and the characteristic of the dispersion measure
(standard deviation) of the observation variable. As discussed in the previous chapter, when
analyzing the exploratory factor, the study will test the scale with Cronbach's Alpha SPSS
software to test the reliability of the component scales in the research model.

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4.2.1 Variable description
Variable independence
Nature of work
WOR1 Interesting job
WOR2 The work facilitates the good use of personal capacity
WOR3

The work requires flexibility and dynamism.

WOR4

Work does not usually require overtime

WOR5

Work stable, less anxious job loss

Individual developing opportunity
DEV1

The company has professional training policies and guidelines

DEV2

You are guided the skills necessary for the job

Recognition
REC1

Individual contributions are always colleagues, superiors recognized

REC2

The useful contribution of the individual will be rewarded

REC3

The useful initiatives are recorded and widely applied

Promotion
PRO1

There are many opportunities for advancement in your current job

PRO2

Promotion opportunity is fair for everyone

PRO3

Everyone is aware of the conditions necessary to advance

Supervisor leadership
MAN1

Leadership is polite, gentle

MAN2

Leaders care about employees

MAN3

Employees are treated fairly, without distinction

MAN4

Always keep a good relationship with your boss

Salary
SAL1

Wages are paid at the right level for the company

SAL2

Increase the salary according to the ability of employees

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Wages are paid at the right amount and time

SAL3

Policy of company
POL1

Policies to encourage, reward the company's clear

POL2

Policy Salary and bonus of the company is worthy of every individual contribution

POL3

The company has a good welfare regime

Working condition
WOC1

Equipment enough to work

WOC2

Safe, clean working conditions
Variable dependence

Motivation
MOT1

I always feel excited about my current job

MOT2

I usually work with the best mood

MOT3

I volunteered to improve my skills to work better

MOT4

I am willing to sacrifice personal rights to get things done

4.2.2 Cronbach's Alpha reliability
 Nature of work
Reliability Statistics
Cronbach's Alpha

N of Items

.834

5
Item-Total Statistics
Scale Mean if

Scale Variance if

Corrected Item-

Cronbach's Alpha

Item Deleted

Item Deleted

Total Correlation

if Item Deleted

WOR1

13.89

8.865

.584

.814

WOR2

13.96

8.342

.615

.806

WOR3

13.99

7.574

.753

.764

WOR4

14.00

8.093

.651

.796

WOR5

13.89

8.970

.570

.818

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The scale component consists of five observable variables (WOR1, WOR2, WOR3, WOR4,
and WOR5). Cronbach's Alpha = 0.834 > 0.6 and coefficients of correlation - the sum is
greater than the permissible criterion of > 0.3. At the same time the coefficients "Cronbach's
Alpha if Item Deleted" are less than 0.835. So we do not type any variable in the component.
Measurements of the "Nature of work" component are used for EFA analysis.
 Individual developing opportunity

Reliability Statistics
Cronbach's Alpha

N of Items

.789

2
Item-Total Statistics

DEV1

Scale Mean if
Item Deleted
3.77

Scale Variance if
Item Deleted
.692

Corrected ItemTotal Correlation
.653

Cronbach's Alpha if
Item Deleted
.

DEV2

3.83

.792

.653

.

The scale component consists of two observable variables (DEV1, DEV2). Cronbach's Alpha
= 0.789 > 0.6 and coefficients of correlation - the sum is greater than the permissible criterion of
> 0.3. So we do not type any variable in the component. Measurements of the "Individual
developing opportunity” component are used for EFA analysis.
 Recognition
Reliability Statistics
Cronbach's Alpha

N of Items

.723

3

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