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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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

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


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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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)

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*,



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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,

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

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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.

 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

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

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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.

-

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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0

0

0

.649

.498

1.010

.470

Minimum

1

1

1

1

Maximum

4

2


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

Valid Percent

Cumulative Percent

Male

155

45.1

45.1

45.1

Female

189

54.9

54.9

100.0

Total


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

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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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%,


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


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

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


8.093

.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


.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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