Factors affecting the work motivation of office workers in enterprises in ho chi minh city 2022

MINISTRY OF EDUCATION AND TRAINING THE STATE BANK OF VIET NAM BANKING UNIVERSITY OF HO CHI MINH CITY NGUYỄN TRƯƠNG THẢO NHI Factors Affecting The Work Motivation Of Office Workers In Enterprises In Ho.

Introduction

Background of the study

Globalization in Vietnam has expanded job opportunities and spurred economic development, but it also intensifies competition between domestic and international firms To drive business results and sustainable growth, companies must rely on human resources—the backbone of the organization—where strong collaboration across employees and departments is essential Without an effective workforce, even the most modern infrastructure and technology fail to deliver success Therefore, managers should place people at the center of development and unlock each individual's potential by understanding what motivates them In any company, labor consists of mental labor (office staff) and manual labor (blue- or gray-collar workers), and a high-performing organization links these groups so they understand and support each other Vietnam's labor market now comprises about 98 million people, with around 54.56 million of working age (roughly 58% of the population) The share of people in the labor force is highest among the working-age groups, underscoring the importance of effective HR strategies for competitiveness.

Vietnam benefits from a golden population structure with most of the workforce in the prime age, particularly around 29 years old, yet its human resource quality remains low on the international capacity ladder, with shortages of skilled and high-level technical workers Consequently, recruiting and training highly specialized office workers demands significant time and financial resources from enterprises, underscoring the crucial role of knowledge workers who can foster cohesion across departments and sustain the company’s survival Therefore, I chose to study the topic “Factors Affecting the Work Motivation of Office Workers in Enterprises in Ho Chi Minh City” to identify the key drivers of employee motivation and to propose strategies for retaining talent and boosting organizational productivity.

Research aim and research objectives

This article investigates the factors influencing working motivation among office workers in Ho Chi Minh City and offers evidence-based solutions to attract more talents, retain good people, and improve employee work performance By identifying key motivators such as meaningful work, fair compensation, career development, recognition, and a supportive workplace, managers can tailor HR practices to the local market The proposed strategies focus on talent attraction, effective onboarding, retention programs, and performance-enhancing incentives to reduce turnover and build a stable, capable workforce As employee motivation rises, managers gain clarity in setting a suitable business direction aligned with organizational goals, which in turn drives productivity and higher profits Implementing these motivation-driven approaches helps firms in Ho Chi Minh City attract, retain, and develop top talent while sustaining competitive advantage.

Identify the factors influencing office workers' work motivation

Assess the impact of various factors on office workers' motivation to work

Research questions

What factors influence office workers' motivation at work

Influence level of factors on work motivation of office workers in Ho Chi Minh City

What are the managerial implications that can assist managers in influencing the work motivation of office workers

Scope of research

This topic focuses on the factors influencing the work motivation of office workers in Ho Chi Minh City

Geographic scope: Ho Chi Minh City area

Time scope: The author surveys are expected to last about a month, from April 2022 to May 2022.

Research Methodologies

Quantitative research was conducted using SPSS 26 for data analysis The measurement scale's reliability was evaluated with Cronbach's Alpha, followed by Exploratory Factor Analysis (EFA) to identify underlying factors, and linear regression analysis to quantify the influence of each factor on the work motivation of office workers in enterprises in Ho Chi Minh City.

The contribution of the research

This study enriches knowledge on work motivation and the factors that influence employee motivation among office workers in Vietnam It serves as a reference for researchers and suggests new research questions to guide future work Its contribution is to help managers identify the key determinants of work motivation within companies, enabling them to develop more effective motivational strategies and solutions to improve employee engagement and productivity.

Proposed structure of the thesis

The thesis is divided into five sections, which are as follows:

Chapter 1: Overview of the topic In this chapter, the reasons for choosing the topic, objectives, scope, objects and research methods will be presented

Chapter 2: Theoretical basis and research model The content will present the previous research theories, factors affecting the working motivation of office workers in enterprises in Ho Chi Minh city, thereby proposing a research model Chapter 3: Research Methodology The content presents the research process, design of the scale, methods to test the scale, test the model

Chapter 4: Analysis of the research results The content of this chapter describes the research sample and research results on the factors affecting the work motivation of office workers at enterprises in Ho Chi Minh City

Chapter 5: Conclusion and proposed solutions Based on the presented research results, this chapter will offer solutions and recommendations so that managers can use employees more effectively and retain highly qualified employees

This chapter establishes the urgency of the topic and explains the reasons for selecting and implementing this research focus, outlining the research objectives and questions, defining the research subject and its scope, and describing the chosen research methods It also discusses the anticipated contributions of the study and provides an overview of the thesis structure.

Literature Review

Theoretical foundations

Work motivation refers to the internal factors that drive people to work in conditions that enable high productivity, quality, and efficiency It is the willingness to work hard and with passion to achieve both organizational and employee goals Although researchers offer many definitions of work motivation, the core idea remains that motivation energizes effort, persistence, and direction in the workplace.

Vroom (1964) defines motivation as the state formed when employees anticipate that their effort will yield the desired results and rewards In this expectancy-based perspective, motivation arises when workers believe that their hard work will lead to those valued outcomes.

Mullins (2007) Motivation can be defined as an internal motivation that can stimulate an individual to achieve a goal to fulfill some need or expectation

According to Mujah, Ruziana, Sigh and D' Cruz (2011), motivation is an individual's ability to work, the desire to work voluntarily on things that bring them satisfaction, excitement, attraction and order

Work motivation comprises two core types: intrinsic motivation and extrinsic motivation Intrinsic motivation is driven by an inherent desire to grow, understand one’s abilities, and exercise self-determination at work, with challenging, meaningful tasks providing personal satisfaction Extrinsic motivation arises from external factors that influence performance, including rewards and recognition, feedback, deadlines, job requirements, supervision, compensation, and opportunities for promotion.

Work motivation is commonly defined as an individual's desire and willingness to exert their best efforts to direct themselves toward both personal and organizational goals Research shows there are many definitions and identifies various factors affecting employees' motivation This article synthesizes these insights and explains how these factors influence motivation in the workplace The thesis builds on these factors and includes adjustments and supplements tailored to the specific objects, objectives, and scope of the research to provide actionable guidance for enhancing employee motivation.

2.1.2 Maslow's hierarchy of needs theory

According to Abraham Maslow, human behavior is driven by a hierarchy of needs, a motivational framework that places basic survival urges at the bottom and growth-oriented aspirations at the top The pyramid starts with physiological needs such as food, water, and shelter, followed by safety needs, then belonging and love, then esteem, and finally self-actualization at the peak Maslow’s hierarchy of needs implies that lower-level requirements must be met before individuals can focus on higher-level goals, guiding how we understand motivation in education, work, and personal development.

The first is physiological needs: This is the lowest level in Maslow's hierarchy of needs, which are basic needs for human existence such as food, water, shelter, clothing,

The second is safety needs: The needs for stability, safety, protection from dangers, safety of property, life, health, family,

The third is social needs: are the needs to communicate in society, to show and receive attention from people

In Maslow's hierarchy of needs, the fourth level is the esteem needs: the desire to be valued by others, to have one's results in work and life respected, and to demonstrate self-esteem through achievement The highest level of the pyramid is self-actualization, or self-improvement, the drive to develop one's potential, overcome shortcomings, pursue passions, and reach the greatest achievements in work and life.

Maslow's hierarchy of needs acts as a guideline for managers to motivate employees by addressing their needs at each level When managers understand employees' needs, they can tailor morale-boosting actions to make fuller use of people For example, a frontline worker with low income may be motivated by a bonus or a meal, while a company director may be rewarded by feeling respected and influential within the organization In short, to effectively motivate employees, managers must identify where each employee sits on the five levels of needs and meet those needs within the organization's allowable conditions.

B.F Skinner's positive reinforcement theory deals with changing human behavior through reinforcement effects such as rewards and punishments This theory suggests that behaviors that are rewarded will tend to be repeated, and behaviors that are not rewarded (or punished) will tend not to be repeated At the same time, the shorter the interval between the time of the behavior and the time of the reward/punishment, the more effective it is to change the behavior

Effective leadership means avoiding excessive punishment and prioritizing balanced feedback that recognizes both strengths and weaknesses in employees, with managers offering guidance to help them improve By focusing on development and private feedback, leaders can reconcile an employee’s negative aspects with their potential for growth Criticism should be paired with praise, ensuring that negative feedback is delivered privately rather than in front of the group to protect morale and trust, and to foster continuous performance improvement.

Summary, to motivate employees, managers need to pay attention to good achievements and reward them The emphasis on rewards is more effective than the emphasis on punishments

Victor Vroom's expectancy theory (1964) posits that work motivation is driven by how individuals perceive the likelihood that their effort will lead to performance and that performance will be rewarded in the future People will put forth greater effort when they believe good results will yield valuable rewards Consequently, managers can boost motivation by creating clear links between tasks, performance outcomes, and rewards, thereby reinforcing desirable behavior and encouraging high performance.

Expectations theory requires the leader to understand the expectations of people in the system and align these expectations with the goals of the organization

Effective performance management starts with managers designing outcomes that employees value, creating a clear need for performance to achieve the organization's goals, and establishing achievable performance targets It also requires offering rewards that are sufficiently attractive to motivate effort while ensuring fairness and equity for everyone involved.

2.1.5 Theory of Justice (J Stacy Adam 1963)

People in groups seek fair treatment and frequently compare their own contributions and rewards with those of others Through this social comparison, an assessment of fairness can typically fall into three scenarios: under-reward, where one's inputs are larger than the rewards they receive; fair or proportional reward, where contributions and rewards are matched; and over-reward, where rewards exceed one's contribution relative to others Understanding these dynamics helps teams manage expectations, maintain motivation, and preserve equity.

When employees feel they are treated poorly and that the rewards for their effort are not worth the work they have put in, they become dissatisfied This dissatisfaction can lead to reduced effort, subpar performance, and even quitting the job, which harms productivity and morale Ensuring fair treatment, recognition, and adequate rewards is essential to maintain motivation, maximize performance, and improve retention.

 If people believe that they are treated right, and that rewards and rewards are commensurate with their efforts, they will maintain high performance

 If people perceive that rewards and rewards are higher than what they expect, they will work harder and harder

Perceived fairness affects the value of rewards in the workplace; when employees compare their own contributions to what others receive, incentives can lose their power In the face of unfairness, people may accept, tolerate, or resist, but long-term inequity tends to lead to disengagement and attrition Therefore, leaders must actively monitor how people perceive fairness, limit unfair incidents, and communicate clearly about how rewards are determined Beyond fairness, workers seek respect, status, the ability to complete tasks well, and opportunities to relax—needs that significantly influence motivation, engagement, and employee retention.

Previous research

Taguchi (2015), Motivational factors for working in Japan The study was conducted with many survey subjects in Japan, the research results have discovered

Work motivation among Japanese workers is shaped by nine key factors: employee evaluation, the company's goals, promotion opportunities, income, relationships within the organization, characteristics of work, workplace conditions, organizational structure, and work-life balance The study also reveals two newly identified drivers of motivation: company goals and work-life balance.

Kovach (1987) surveyed more than a thousand workers and supervisors to model the factors that influence work motivation across industries in the United States The findings identify ten key motivators of employee motivation: interesting work; recognition of achievements; sense of personal role; job security; high salary; training and development; good working conditions; attachment of leaders; skillful discipline; and constructive criticism and help from leaders to solve personal problems The study notes limitations, notably that coworker relationships and benefits were not addressed, factors later research has shown to affect work motivation.

Gupta and Subramanian (2014) explored the factors affecting motivation among employees in consultancy companies The study used a mixed-methods design, combining in-depth interviews with structured questionnaires to gather insights from 135 employees about their workplace motivation The data were analyzed with factor analysis and linear regression, and the results identified training, workload, and salary as the main drivers of motivation.

Nguyen Khac Hoan (2010) conducted a study titled "Factors Affecting Employee Motivation at Asia Commercial Joint Stock Bank, Hue Branch," surveying employees with a five-point Likert scale and analyzing the data using SPSS The results identify five main factors influencing motivation: the working environment, salary and benefits, job design (arrangement of jobs), enjoyment of the job, and growth prospects.

Phan Thi Hoai Thu (2018) conducted a study titled "Study on factors affecting the work motivation of employees at Phat Dat Co., Ltd," examining employee motivation at Phat Dat One Member LLC The study employed a Likert-scale survey and analyzed the data using descriptive statistics and exploratory factor analysis in SPSS The results indicate five factors affecting work motivation: (1) environment and working conditions; (2) characteristics of work; (3) salaries, bonuses, allowances and benefits; (4) co-workers; and (5) training and promotion.

In 2013, Luu Thi Bich Ngoc and co-authors studied the factors affecting the working motivation of hotel employees The research found four main drivers: working conditions, financial incentives, company policies, and the quality of relationships between coworkers and leaders, each playing a key role in motivating hotel staff.

Table 2 1 Summary Of Related Research

Factors forming motivation to work in Japan

Staff assessment; the company's goals; promotion opportunities; income; relationships within the organization; Characteristics of work; workplace conditions; organizational structure; work- life balance

What workers and supervisors need

An interesting job with recognition of achievements, a clear sense of personal role, and job security, along with a high salary It offers training and development, good working conditions, and strong leadership that provides support and fosters a sense of belonging With skillful discipline and constructive criticism from leaders to address personal problems, the environment promotes continuous growth and loyalty.

Factors Affecting Motivation among Employees in Consultancy Companies

Motivation at Asia Commercial Joint Stock Bank, Hue Branch

Working environment, salary and benefits, work arrangement, interest in work; development prospects

Research On Factors Affecting Employee

Motivation At Phat Dat Co., Ltd

Working environment and conditions; characteristics of work; salary, bonus, allowance, welfare; co-workers; training and promotion

Lưu Thị Bích Ngọc Factors Affecting working conditions, financial and other authors

Employee Motivation in the Hotel compensation, company policy, relationship between co-worker with leaders

Table 2 2 Expected Factors Included In The Proposed Model

Characteristics of work (work) Taguchi (2015); Kovach (1987);

Phan Thi Hoai Thu (2018); Luu Thi Bich Ngoc and authors (2013) Salary (pay) Taguchi (2015); Kovach (1987);

Bhumika Gupta, Jayaram Subramanian (2014); Nguyen Khac Hoan (2010); Phan Thi Hoai Thu

Benefits (ben) Nguyen Khac Hoan (2010); Phan

Taguchi (2015); Kovach (1987); Nguyen Khac Hoan (2010); Phan Thi Hoai Thu (2018); Luu Thi Bich Ngoc and authors (2013) Training and promotion (prom) Taguchi (2015); Bhumika Gupta,

Jeayaram Subramanian (2014); Nguyen Khac Hoan (2010); Phan Thi Hoai Thu (2018); Luu Thi Bich Ngoc and authors (2013)

Support from leader (sup) Taguchi (2015); Kovach (1987);

Nguyen Khac Hoan (2010); Luu Thi Bich Ngoc and authors (2013) Relationships with co-worker

Taguchi(2015); Nguyen Khac Hoan (2010); Phan Thi Hoai Thu (2018)

Hypothetical proposal and Proposed Research Model

Work consists of tasks carried out by employees, and every job has properties that suit different personalities Core job characteristics include stability versus flexibility, routine versus creativity, and normative versus free authority When employees select roles whose characteristics align with their personality, their performance and overall work capacity improve Kovach (1987) contends that an interesting job offers diversity, creativity, challenges, and opportunities to use and develop personal skills Bellingham (2004) adds that job satisfaction arises when the job aligns with an individual’s abilities.

Hypothesis H1: Characteristics of work affect the work motivation of office workers in Ho Chi Minh City

Salary is the amount of money an employer pays an employee under an agreement to perform work It is based on the job or title and may include salary allowances and other supplements as part of the overall compensation.

Many researchers have examined the effect of salary on employee motivation Luhans (2006) argues that in addition to helping people achieve and obtain their basic needs, salaries also meet people's higher-level needs Laylor and West also contribute to this discussion, highlighting the role of compensation as a key driver of motivation in the workplace Together, these views imply that salary can influence both fundamental and aspirational aspects of employee motivation, ultimately impacting performance and job satisfaction.

Research from 1992 found that employee motivation is influenced by the level of pay In a study by Lindner (1998) at Ohio University in the United States, salary was ranked as the second most important factor in a model of 10 motivating factors for employees Therefore, the hypothesis proposes that salary level significantly affects employee motivation.

Hypothesis H2: Salary has an influence on the work motivation of office workers to the motivation of office workers in Ho Chi Minh City

Employee benefits are material and non-material rewards designed to enhance the quality of life and working efficiency of staff According to Artz (2008), welfare plays a pivotal role in determining job satisfaction by helping workers maintain a minimum living standard, work with peace of mind, and boost their productivity.

In most enterprises and organizations currently employing workers in Vietnam, two types of benefits are applied as follows:

Compulsory benefits are the minimum benefits that enterprises must provide in compliance with applicable law These benefits include social insurance, health insurance, and unemployment insurance, as well as sickness benefits, coverage for labor accidents, and protection against occupational diseases, among others.

Beyond the benefits prescribed by law, businesses also offer voluntary benefits to motivate employees, provide peace of mind, and foster loyalty to the organization These programs include voluntary employee insurance, health protection plans, a range of support services, gifts on special occasions, and other fringe benefits.

Marko Kukanja (2012) examined the factors influencing employee work motivation in the tourism service industry of Slovenia’s coastal Piran region In a six-factor research model, welfare ranked second in importance as judged by respondents Accordingly, the hypothesis proposes that welfare is a key determinant of work motivation for tourism workers in this region.

Hypothesis H3: Benefits have an effect on the Work motivation of office workers on the motivation of office workers in Ho Chi Minh City

Training: is a learning activity to help employees improve their professional knowledge and working skills

Promotion: is the change of position from low to high level when employees have professional development

A company that creates a culture of learning and transparency, with a clear, transparent career path will boost employee enthusiasm

Wildes (2008) identifies career advancement and training as key factors affecting employee motivation in the hotel industry To succeed, organizations must foster a harmonious work environment and stimulate employees to perform by providing opportunities to learn and grow (Vander Zanden, 2003) Therefore, the hypothesis proposes that employee motivation in the hotel industry is enhanced by career advancement, training, a harmonious work environment, and opportunities for learning and growth.

Hypothesis H4: Training and promotion affect the work motivation of office workers to the motivation of office workers in Ho Chi Minh City

Co-workers are all the people who work together in the same organization or company Because employees spend a large portion of their working time at the company, daily contact with colleagues shapes co-worker relationships, which are a key factor influencing work motivation.

Lindner (1998) identified factors affecting employee motivation, including coworker support in identifying personal problems In addition, distrustful behavior among coworkers is destructive and negatively affects the workplace, as noted by Baron & Neuman (1996) and Giacalone & Greenberg (1997) Therefore, the hypothesis proposes that:

Hypothesis H5: The relationship with Co-workers affects the work motivation of office workers to the motivation of office workers in Ho Chi Minh City

Leadership is the process by which one person assumes a leadership role, guiding individuals in a group to do the right thing, building a cohesive team, and working in harmony for mutual development While the general objective of leadership remains constant, each leader brings a different leadership style Employees are more motivated when they work with a leader who has heart and vision, compared to a leader who lacks vision and cannot help employees.

Karsli and Hale (2009) found that teachers' motivation is influenced by leaders' management style Hulme (2006) notes that employees will seek new jobs when their current manager fails to develop them Accordingly, the hypothesis proposes that leadership style affects motivation and retention by promoting effective employee development.

Hypothesis H6: The support of leaders has an influence on the work motivation of office workers to the motivation of office workers in Ho Chi Minh City

Work environment conditions are simply understood as surrounding conditions, including working space, office design, auxiliary equipment for work,

According to Barzoki (2012), Work environment conditions are one of the important factors affecting work motivation Therefore, the hypothesis proposes that:

Hypothesis H7: Work environment conditions have an influence on the work motivation of office workers to the motivation of office workers in Ho Chi Minh City

Rooted in Maslow's hierarchy of needs (1943), Vroom's expectancy theory (1964), Skinner's reinforcement theory, and Adams' equity theory (1963), and drawing on both domestic and international studies (Kovach, 1987; Taguchi, 2015; Bhumika Gupta & Jeayaram Subramanian, 2014; Nguyen Khac Hoan, 2010; Phan Thi Hoai Thu, 2018; Luu Thi Bich Ngoc et al., 2013), this article proposes a research model with seven independent variables that influence employee motivation, including job characteristics, salary, benefits, coworker relationships, training, and two additional factors identified in the literature To analyze and evaluate these variables, a measurement scale is constructed based on prior global studies and is adjusted to suit the actual conditions in Vietnam and the specific research requirements of the topic.

The research model includes seven independent variables affecting the work motivation of office workers as follows:

This chapter reviews theories related to factors that influence work motivation and examines prior studies to identify the key determinants of office workers’ motivation in Ho Chi Minh City, including job characteristics, salary and benefits, training and promotion opportunities, relationships among coworkers, leadership support, and working environment conditions The analysis highlights gaps in previous research that provide a basis to address them in this essay After selecting the factors to include in the model, the chapter outlines the theoretical relationships between these factors and work motivation and presents the proposed hypotheses and the theoretical framework guiding the study.

Research Design

Research process

This study went through two phases including preliminary research and formal research:

Write the research: Report and present its findings

Data analysis and hypotheses testing

Data collection Formal research Adjust the scale Preliminary research Building the scale Design the research Review the literature Objective of research Define the research problem

Preliminary research involves a pilot test to assess the feasibility of the questionnaire before the actual survey A pilot survey with fifty randomly selected respondents was conducted over two days to ensure the questionnaire is free of errors Respondents were asked to answer truthfully, and after the completed questionnaires were collected, feedback was gathered on the clarity of the information and potential improvements Any issues identified in the questionnaire were corrected immediately to eliminate grammatical and typographical errors, inappropriate terminology, and irrelevant questions, ensuring the final questionnaire is ready for large-scale distribution.

Formal research: the author uses quantitative research method by creating a survey form in the form of a google form through social networking sites The study implements a convenience sampling method

Quantitative method was performed to analyze income data with the help of SPSS 26.0 software As follows:

• Descriptive statistics of the research sample through demographic factors such as gender, age, education, income,

To assess the reliability and validity of the measured variables, a preliminary evaluation was conducted using Cronbach's Alpha coefficients and factor loadings Exploratory Factor Analysis (EFA) was then applied to uncover the underlying factors shaping the motivation of office workers in Ho Chi Minh City This approach yields reliable scales and identifies the key drivers of motivation for office employees in Ho Chi Minh City, informing subsequent analysis and reporting.

• Using a regression analysis technique to test research hypotheses about the impact of factors affecting work motivation of office workers in Ho Chi Minh City.

Data collection

To achieve the research objective, a convenience sampling design is considered reasonable for this study This method is chosen because it targets easily accessible respondents who are readily available to participate, minimizing time and effort As participants are ready to answer the questionnaire, data collection is faster and costs are reduced, making the research process more efficient.

The online questionnaire is distributed on the Internet via social platforms such as Facebook, Zalo, etc to different customers around Ho Chi Minh City

When using the EFA exploratory factor analysis method, the determination of the number of samples to take will follow the formula:

According to Hair (1988), the minimum sample size must satisfy the formula: n=5*m

Where: n is the sample size; m is the number of observed variables

In the author's study, there are a total of 25 observed variables, so there will be at least 125 observed variables

According to authors Tabachnick and Fidell (1996) to conduct regression analysis in the best way, the minimum sample size should follow the formula: N >= 8M+50

N is the sample size, M is the number of independent variables in the model

Therefore, in this study, the author chooses a large enough sample size to satisfy the

2 conditions proposed by the EFA factor research method and the multiple regression method In this study with p=7 independent variables, the minimum number of samples must be: 8 x 7 + 50 = < 106

To enhance the reliability of the study, the researchers prioritize a larger sample size The project targets an expected sample size of N37, and to reach this target, 337 questionnaires will be distributed via an online form.

Scale formulation

Based on qualitative research results, this study employs a widely used five-point Likert scale in social science research The purpose of using this scale is to determine the degree of agreement among respondents regarding the factors influencing the work motivation of office workers in Ho Chi Minh City All observed variables across the study’s components are measured using this five-point Likert scale, as shown below.

Table 3 1 Five-level Likert scale

The author utilizes an identifier scale and a hierarchical scale to structure survey questions about participants, gathering demographic information such as age, gender, income, and education level These scales facilitate the screening and selection of research subjects that meet predefined criteria, ensuring the sample aligns with the study requirements.

Quantitative research model has 7 independent variables, equivalent to 25 expected factors affecting work motivation of office workers in Ho Chi Minh City

3.3.1 Scale Of Characteristics Of Job

Table 3 2 Scale Of Characteristics Of Job

Items Characteristics of work Resource

Work1 The job that suits my personality Hossain I& Hosain

Work2 The job is suitable for my ability and capacity

Work3 The amount of work that I have to do during the day is appropriate

Work4 My work is interesting and requires creativity

Tan Teck-Hong và Amna

The company pays all kinds of insurance according to state regulations

The company handles well and fully benefits from sickness and occupational diseases

Pay1 Salary commensurate with work Netemeyer (1997)

Pay2 The salary is enough to meet the living Netemeyer (1997)

The process of paying salaries and other incomes is objective and transparent

Ben3 The company's support services are effective Marko Kukanja (2012)

3.3.4 Scale of Training and promotion

Table 3 5 Scale of Training and promotion

3.3.5 Scale of Relationship between Co-workers

Table 3 6 Scale of Relationship between Co-workers

Scale of Relationship with Co-workers

Friendly co-worker, enthusiastic to help when there is a problem

Cow2 Co-worker work well together Cow3 Trusted Colleague

Cow4 I have many close co-worker

Items Training and promotion Source

The company gives me the opportunity to improve my professional skills so that I can take the exam to increase my rank

The training results help me improve my efficiency and contribute to more development at work

Prom3 Equal promotion opportunities for employees

3.3.6 Scale of Support of leaders

Table 3 7 Scale of Support of leaders

Items Support of leaders Source

Sup1 I easily exchange ideas with my leaders Brooks(2007)

Sup2 Leaders know how to behave skillfully Brooks(2007)

The leaders have a fair attitude towards the employees

3.3.7 Scale of Work environment conditions

Table 3 8 Scale of Work environment conditions

Items Work environment conditions Source

Env1 Suitable working time Skalli và đồng nghiệp Env2 I am fully equipped for the job Bellingham, 2004

Env3 A safe and comfortable workplace Shaemi Barzoki và cộng sự

Env4 The working space is clean, airy and harmoniously decorated Olcer

Preliminary quantitative research

This preliminary quantitative research aims to adjust and redefine the scale structure for use in formal research A convenience sample of 50 respondents will be surveyed Data will be cleaned using SPSS 26.0 and reliability will be evaluated with Cronbach's alpha Observable variables that meet the reliability criteria will be selected for inclusion in the formal study.

Table 3 9 Test the reliability of the scales of the preliminary quantitative research sample

Items Scale Mean if Item Deleted

Scale Variance if Item Deleted

Cronbach's Alpha if Item Deleted

Characteristics of Work: Cronbach alpha= 841

Training and promotion: Cronbach alpha= 730

Relationship between Co-workers: Cronbach alpha= 711

Support of leaders: Cronbach alpha= 842

Working environment conditions: Cronbach alpha= 842

(Source: Result of data processing)

Comment: the results of the quantitative study of 50 observed samples showed that

Prom4, Cow4 were excluded (because the total correlation coefficient is less than 0.3) Therefore, the official scale will include 23 observed variables used to measure

7 components of the independent variable.

Formal Quantitative Research

Scale of Characteristics of work

Work1 The job that suits my personality

Work2 The job is suitable for my ability

The job gives me many opportunities for professional development

Work4 My work is interesting and requires creativity

Pay1 Salary is commensurate with the work Pay2 Salary enough to meet life

Pay3 The process of paying salaries and other incomes is objective and transparent

Ben1 The company pays all kinds of insurance according to state regulations Ben2

The company handles well and fully benefits from sickness and occupational diseases

Ben3 The company's support services are effective

Scale of Training and promotion

The company gives me the opportunity to improve my professional skills so that I can take the exam to increase my rank Prom2

The training results help me improve my efficiency and contribute to more development at work

Prom3 Equal promotion opportunities for employees

Scale of Relationship with Co-workers

Friendly co-worker, enthusiastic to help when there is a problem Cow2 Co-worker work well together

Scale of Support of leaders

Sup1 I easily exchange ideas with my leaders Sup2 Leaders know how to behave skillfully

The leaders have a fair attitude towards the employees

Scale of Work environment conditions

Work environment Env1 Suitable working time conditions Env2 A safe and comfortable workplace

Env3 I'm fully equipped for work

Env4 The working space is clean, airy and harmoniously decorated

Scale reliability is evaluated by calculating Cronbach's Alpha, the reliability coefficient that measures internal consistency This assessment aims to determine which items should be retained and which should be removed from the test, ensuring a valid and reliable instrument, as described by Hoang Trong and Chu Nguyen Mong Ngoc (2008).

Total variable correlation coefficient: observed variables with total variable correlation less than 0.3 will be eliminated and the scale is accepted when Cronbach's Alpha reliability coefficient is greater than 0.6

Cronbach's alpha, a widely used reliability coefficient for measuring the internal consistency of a scale, provides practical thresholds: values above 0.8 signify good reliability, 0.7 to 0.8 are considered usable, and 0.6 and above may be acceptable when the research concept is new within the study context, as noted by Hoang Trong and Chu Nguyen Mong Ngoc (2005).

Exploratory factor analysis (EFA) is a statistical method used to reduce a large set of observed variables into a smaller, more meaningful set of key factors This reduction is driven by the linear relationships between the latent factors and the observed variables, allowing a clearer interpretation of the data structure In EFA, researchers typically examine several criteria to determine the number and nature of the underlying factors, including eigenvalues, scree plots, factor loadings, and communalities, as well as overall model fit, to identify a robust factor solution that explains the observed data patterns.

Factor loadings or factor loadings: are simple correlation coefficients between variables and factors, this coefficient ≥ 0.5 (Hair et al., 1998)

The KMO (Kaiser-Meyer-Olkin) measure of sampling adequacy is an index used to assess the suitability of data for factor analysis A KMO value between 0.5 and 1.0 indicates that the data are appropriate for factor analysis, suggesting that the correlations among variables can be explained by underlying factors If the KMO value is below 0.5, factor analysis may not be appropriate, signaling the need for data improvement, variable removal, or alternative analyses.

0.5, the factor analysis is likely to be inappropriate with the data (Hoang Trong & Chu Nguyen Mong Ngoc, 2005)

For multi-directional scales, employ factor extraction using the breakpoint method to extract eigenvalue factors greater than or equal to 1, a procedure reported to better reflect the data when using principal components with Varimax rotation (Nguyen Dinh Tho and Nguyen Thi Mai Trang, 2007) For unidirectional scales, apply the principal components factor extraction method, and consider the scale acceptable when the total variance extracted is at least 50% (Nguyen Dinh Tho and Nguyen Thi Mai Trang, 2007).

Pearson correlation analysis was performed between the dependent variable and the independent variables to confirm that there is a linear relationship between the dependent variable and the independent variables

Using regression analysis, the purpose is to assess whether each independent variable has a statistically significant relationship with the dependent variable For every independent variable, if the significance level (Sig) of its regression coefficient is less than 0.05, corresponding to a 95% confidence level, we conclude that there is a statistically significant correlation between that independent variable and the dependent variable.

After concluding that the two variables have a linear relationship with each other, this causal relationship can be modeled by linear regression (Hoang Trong and Chu Nguyen Mong Ngoc, 2005)

A multiple regression analysis using the Enter method was performed to assess the model's goodness of fit, with all predictor variables entered simultaneously and descriptive statistics evaluated The relevance of the research model was assessed through R-squared and adjusted R-squared values An ANOVA F-test determined whether the dependent variable is related to the set of independent variables, with Sig < 0.05 indicating that the model is suitable.

ANOVA analyzes differences among factors, and the ANOVA results show an F-value and its significance (p-value) If the p-value is less than 0.05, the regression model fits the collected data and the included variables are statistically significant at the 95% confidence level.

Chapter 3 of the thesis presented in a fairly detailed way the research methods used in the thesis, the preliminary assessment was made by Cronbach's alpha reliability coefficient and exploratory factor analysis (EFA) scale of factors affecting the work motivation of office workers in enterprises in Ho Chi Minh City Next, chapter 4 will determine the reliability and re-test the scale through survey data from officially collected research samples.

Research Results

Descriptive Statistics

Samples were collected by convenience sampling through online survey questionnaires Approximately 350 questionnaires were distributed via social networks and email A total of 337 responses were received, with 17 invalid responses because participants did not meet the survey conditions, leaving 320 valid responses for quantitative analysis.

Gender ratio of survey participants

According to statistics in the observed sample, the number of female sex is 55.2% more than that of sexmale with 44.8%

Most survey respondents are over 35 years old and have substantial work experience, comprising 31.5% of participants The 31–35 age group is the second-largest, at 27% The 25–30-year-old group accounts for 24%, while those under 25 make up the remaining 17.5%.

Table 4 3 Rate of marital status

The majority of respondents to the survey are married people, accounting for 65.9% The remaining proportion of single people without family accounts for 34.1%

Table 4 4 Rate of education level

Among the survey participants, university education was the most common, accounting for 80.7% Master’s degree holders made up the second-largest group at 13.1%, while those with a high school diploma comprised the smallest share at 6.2% These figures indicate that the sample is predominantly well-educated, with the vast majority holding university-level qualifications.

Table 4 5 Rate of work experience

In a survey of 337 participants, the largest group consisted of individuals with more than five years of work experience, accounting for 72.1% Those with three to five years of experience represented 14.5%, while respondents with less than three years accounted for 13.4%.

Among over 300 survey respondents, the number of people with income from 7 to

In the survey, the largest share of respondents earned 13 million VND per month, accounting for 63.5% The next largest group earned below 7 million VND, making up 21.1% The highest-income group, earning over 13 million VND per month, had the lowest participation rate at 15.4%.

Cronbach Alpha analysis

Table 4 7 Cronbach Alpha analysis results table

Scale Variance if Item Deleted

Cronbac h's Alpha if Item Deleted

Characteristics of Work: Cronbach alpha= 846

Training and promotion: Cronbach alpha= 818

Relationship between Co-workers: Cronbach alpha= 821

Support of leaders: Cronbach alpha= 817

Working environment conditions: Cronbach alpha= 814

Work motivation of office workers: Cronbach alpha= 798

All component concepts exhibit Cronbach's Alpha coefficients above 0.7, reflecting solid internal reliability The lowest value is the Employee Motivation of the Office at 0.798, while the highest is the Income component at 0.878, indicating strong coherence within each concept Consequently, the variables within the same component are closely related, supporting the reliability of the measurement model.

The variable-total correlation coefficient of all variables is greater than 0.3, distributed from 0.569 to 0.778, so all variables are accepted These variables will be included in EFA exploratory factor analysis.

Exploratory factor analysis (EFA)

4.3.1 Factor analysis for independent variable

Table 4 8 KMO and Bartlett's Test for independent variable

Kaiser-Meyer-Olkin Measure of

Hypothesis H 0 : The observed variables have no correlation in the overall

KMO coefficient = 0.5 50%: satisfactory It can be said that this factor explains 71.291% of the variation of the data

Table 4 13 The factor rotation matrix of the dependent variable

Extraction Method: Principal Component Analysis a 1 components extracted

The results showed that after performing factor rotation by the varimax method, three observed variables (3 scales) have formed a single convergent group with all convergence values greater than the minimum standard of 0.5

Correlation analysis

Correlation analysis was conducted to examine the relationship between the dependent variable, office workers’ working motivation (moti), and the independent variables—work characteristics (work), income (pay), welfare (ben), training and promotion (prom), relationship with co-workers (cow), support from leaders (sup), and working environment (env) The analysis also evaluated correlations among the independent variables to detect potential multicollinearity, a factor that can distort regression results, and to support robust interpretation of how each factor influences motivation.

Table 4 14 Pearson correlation analysis results

Work Pay Ben Prom Cow Sup Env Moti

** Correlation is significant at the 0.01 level (2-tailed)

* Correlation is significant at the 0.05 level (2-tailed)

Table 4.14 presents the correlation coefficient matrix that reveals the pairwise correlations among the model’s variables The results show that the independent variables—Work, Pay, Ben, Prom, Cow, Sup, and Env—exhibit statistically significant correlations with the dependent variable Moti Each of these independent variables also shows a positive correlation with Moti at the 1% significance level Therefore, factors related to characteristics of work, salary, benefits, training and promotion, coworker relationships, leader support, and working environment conditions are positively associated with office workers’ work motivation in Ho Chi Minh City.

Regression analysis

Std Error of the Estimate

Factor analysis yields a set of underlying factors that are then used as inputs in the regression analysis to validate the proposed research model and its hypotheses Statistical hypothesis testing is conducted at the 5% level of significance, and the results indicate whether the relationships captured by the extracted factors provide empirical support for the model.

An adjusted R-squared of 0.580 indicates that seven predictor variables in the model explain about 58% of the variance in the dependent variable, while the remaining 42% is attributable to external factors Because this adjusted R-squared value exceeds 50%, the results offer meaningful management implications for organizational decision-making and strategy development based on the model findings.

In Anova analysis of table 4.16, the significance level is 0.000 (less than 0.05), F g.410 Thus, the linear regression model was constructed in accordance with the whole

This study identifies seven independent variables that affect the work motivation of office workers and measures the magnitude of each variable's impact on this motivation, with the results detailed in Table 4.16.

Table 4 17 Result of dependent variables’ linear regression

B Std Error Beta Tolerance VIF

The multiple regression has the following form:

Moti= β0 + β1*work + β2*pay + β3*ben + β4*prom + β5*cow+ β6*sup+ β7*env+

Independent variables: work, pay, ben, prom,cow,sup, env

Moti=0,021+0,279*Work+0,172*Pay+0,160*Ben+0,113*Prom+0,096*Cow+0,1 57*Sup+0,064*Env

The research results show that the beta coefficients of work, pay, ben, prom,cow,sup, env have positive coefficients, so these factors have a positive impact on Moti

Hypothesis testing of model fit

Hypothesis H o : β1 = β2 = β3 = β4 = β5= β6= β7=0 (all partial regression coefficients are 0) Value Sig (F) = 0.000 < level of significance (5%): Hypothesis

The null hypothesis is rejected Accordingly, the combination of independent variables in the model explains the variation in the dependent variable, and the linear regression model that was built is suitable for the existing dataset.

All seven tests of the regression coefficients (β1 through β7) are significant at the 5% level (p < 0.05) The corresponding independent variables—work, pay, ben, prom, cow, sup, and env—exhibit positive coefficients, indicating these factors positively influence motivation (Moti) and have statistically significant partial regression coefficients at the 5% significance level.

Test for multicollinearity: VIF values < 10 Multicollinearity phenomenon of

Independent variables do not affect the explanatory results of the model

Figure 4 1 Histogram of the Regression Standardized Residual

Residual: from the histogram of the Regression Standardized Residual in Figure 4

1, mean value = -7.32* 10-15 ≈0, standard deviation = 0.990 1: The residual distribution has a near-normal form, satisfying the requirement of a normal distribution of residuals

Figure 4.1 illustrates the constant-variance condition (homoscedasticity): the model’s estimated residuals show no systematic increase or decrease as the fitted values of the dependent variable change This lack of pattern indicates that the residual variance remains constant across the range of predictions, meaning the regression model does not violate the homoscedasticity assumption.

To test the assumption of a linear relationship, the author uses a Scatter Plot chart By plotting the normalized residuals against the normalized predictions, this scatter plot helps detect whether the data violate the linearity assumption and provides a visual check on the appropriateness of the linear model.

Figure 4.2 demonstrates that the residuals are randomly scattered around zero, indicating that the mean of the residuals is approximately zero This lack of pattern suggests that the residual variance remains constant across observations, implying homoscedasticity and supporting the reliability of the regression model.

Testing of the sample

Table 4 18 Independent Sample T-test by gender

Levene's Test for Equality of Variances t-test for Equality of Means

The Levene’s test for equality of variances yielded a p-value of 0.149 (p > 0.05), indicating that variances can be assumed equal The independent samples t-test, assuming equal variances, produced a two-tailed p-value of 0.313 (p > 0.05), demonstrating no statistically significant difference in work motivation between genders among office workers in Ho Chi Minh City.

 The differences about marital status

Table 4 19 Independent Sample T-test by marital status

For marital status: : The result of table 4.19 showed that the Levene test results of

Sig = 0.368 greater than 0.05, so we will test the T-test based on the Sig.(2-tailed)

Levene's Test for Equality of Variances t-test for Equality of Means

Levene's test for equality of variances yielded a p-value of 0.762, indicating that the assumption of equal variances holds Consequently, the independent-samples t-test showed t(256.04) = -0.315, p = 0.753, suggesting no statistically significant difference in work motivation among office workers in Ho Chi Minh City across different marital statuses.

Table 4 20 One- way analysis of variance by age

Table 4.20 shows a Levene test with a p-value of 0.552, indicating equal variances across age groups and satisfying the equal-variance assumption for ANOVA The ANOVA result, with a p-value of 0.850, exceeds 0.05, indicating no statistically significant difference in work motivation among office workers in enterprises in Ho Chi Minh City across different age groups In other words, work motivation does not differ by age among these employees.

Table 4 21 One- way analysis of variance by experience

Table 4.21 shows that the Levene test yields a p-value of 0.627 (p > 0.05), indicating homogeneous variances across experience groups and supporting the use of ANOVA to compare work motivation The ANOVA results then show a p-value of 0.087 (p > 0.05), suggesting no statistically significant difference in work motivation among office workers in enterprises in Ho Chi Minh City across different experience levels In other words, work motivation does not differ between groups with varying years of experience.

Table 4 22 One- way analysis of variance by education

The Levene test yielded a sig value of 0.262 (p > 0.05), indicating homogeneity of variances and validating the use of ANOVA The subsequent ANOVA showed a sig value of 0.795 (p > 0.05), signaling no statistically significant difference in work motivation among office workers in enterprises in Ho Chi Minh City across different education level groups In other words, work motivation does not differ appreciably between employees with varying education levels.

Table 4 23 One- way analysis of variance by income

According to Table 4.23, Levene's test yielded a p-value of 0.413, indicating equal variances across income groups and satisfying the ANOVA assumptions The ANOVA results (p = 0.888) show no statistically significant difference in work motivation among office workers in enterprises in Ho Chi Minh City across different income levels In other words, work motivation does not differ between groups with different incomes.

Discussing research results

According to the study, the beta coefficient for the job characteristics factor (Work) on office employees’ work motivation is 0.367, indicating a positive correlation between job characteristics and work motivation In practical terms, when job characteristics increase by one unit, office workers’ motivation to perform their work rises by 0.367 units This finding highlights that improving job design—such as task variety, autonomy, and meaningful work—can boost work motivation among office staff.

Regarding the salary factor, the study finds a beta coefficient of 0.264 for its impact on office workers' working motivation (Moti), indicating a positive correlation between pay and motivation In practical terms, a one-unit increase in salary corresponds to a 0.264-unit rise in working motivation among office workers.

Under the benefits factor, the study reports a beta coefficient of 0.204 for the impact of the welfare factor (ben) on the working motivation (Moti) of office workers, indicating a positive correlation between welfare and work motivation Specifically, a one-unit increase in the welfare factor is associated with a 0.204-unit increase in office workers’ work motivation.

Training and promotion factors positively influence office workers’ motivation The study reports a beta coefficient of 0.178 for the impact of the training and promotion factor (Prom) on office workers’ motivation (Moti), indicating a positive correlation: a one-unit increase in training and promotion is associated with a 0.178-unit rise in work motivation among office workers.

According to the study, the beta coefficient for the relationship factor among co-workers on office workers' work motivation is 0.129, indicating a positive correlation between coworker relationships and motivation In other words, a one-unit increase in the co-worker relationship factor is associated with a 0.129-unit rise in office workers' work motivation.

According to the research results, the beta coefficient for leaders' support on office workers' work motivation (Moti) is 0.228, indicating a positive correlation between leaders' support and motivation In practical terms, a one-unit increase in leaders' support corresponds to a 0.228-unit rise in office workers' work motivation.

Regarding factors of work environmental conditions, recent research shows that the beta coefficient for the impact of environmental factors (Env) on office workers’ work motivation (Moti) is 0.085, indicating a positive correlation between environmental factors and work motivation In practical terms, a one-unit increase in environmental factors corresponds to a 0.085-unit increase in office workers’ motivation, underscoring the important role of workplace environmental conditions in boosting employee motivation.

Table 4 24 Summary table of hypothesis testing results

H1 Characteristics of work have an influence on the work motivation of office workers

H2 Salary and bonus affect the work motivation of office workers

H3 Benefits have an effect on the work motivation of office workers

H4 Training and promotion have an effect on the work motivation of office workers

H5 Co-worker have an influence on the work motivation of office workers

H6 The support of leaders affects the work motivation of office workers

H7 The working environment affects the work motivation of office workers

Chapter 4 presents the research findings derived from SPSS 26.0 analysis of the factors affecting work motivation among office workers in Ho Chi Minh City The study reports results from a survey conducted from April 2022 to May 2022, offering empirical evidence on how various factors influence motivation in the workplace The statistical analysis highlights the relationships and significance of these factors, contributing to a better understanding of what drives office workers’ motivation in the Ho Chi Minh City context.

During 2022, a survey was conducted using Google Forms and distributed through social networks and email Approximately 350 responses were collected, and after screening, 17 responses were deemed invalid because the participants did not meet the survey conditions, leaving 337 valid observations for analysis.

The study begins with descriptive statistics of the research sample by gender, marital status, age group, education level, seniority, and salary level, providing a clear profile of respondents and informing the subsequent analysis An empirical analysis identifies a suitable regression model, evaluates its specification and diagnostic tests, and forms the basis for testing seven hypotheses outlined in Chapter 3 Specifically, seven factor groups—Work, Pay, Ben (Benefits), Prom (Training and Promotion), Cow (Co-worker relations), Sup (Leadership support), and Env (Working conditions)—are proposed to influence the working motivation of office workers in Ho Chi Minh City The results demonstrate that these seven factors significantly affect motivation, thereby supporting the proposed hypotheses and indicating that the conclusions are well-founded and robust.

Conclusions And Management Implications

Conclusion

By integrating the domestic and international literature reviewed in Chapter Two with the theoretical foundations of work motivation for office workers, this thesis addresses and resolves the research questions posed earlier This synthesis clarifies how motivational factors influence office workers' performance and provides an evidence-based contribution to the field.

Following data collection, processing, analysis, and model execution, the author confirms seven factors influencing work motivation, ranked from high to low as outlined earlier in the hypothesis testing section The research model identifies work characteristics as the most influential factor on office workers’ motivation (β = 0.279), with salary as the next strongest factor (β not provided in the excerpt) These results support the hypothesized relationships and underscore the pivotal role of job design and compensation in driving work motivation.

Analysis shows seven factors influencing office workers' work motivation, ranked by their beta coefficients: work characteristics (β=0.172) as the strongest predictor, followed by salary (β not specified in the excerpt), then benefits (β=0.160), supervisor's support (β=0.157), training and promotion (β=0.113), coworker relationships (β=0.096), and working environment conditions (β=0.064) as the weakest All these factors—work characteristics, salary, benefits, training and promotion, coworker relationships, and working environment conditions—positively affect the work motivation of office workers Moreover, this study finds no difference in the impact of these motivational factors compared with prior studies discussed in Chapter 2.

Management implications

From the final research results, the author proposes the following solutions to increase work motivation for office workers in Ho Chi Minh

Research results indicate that Job Characteristics is the factor with the strongest positive influence on work motivation among office workers in enterprises in Ho Chi Minh City, with a standardized coefficient (β) of 0.279 and a mean effect of 3.6795 The observed variables have mean values ranging from 3.61 to 3.75, suggesting that the majority of employees are satisfied with job characteristics.

Work offers numerous opportunities for professional development and requires creativity, yet many companies have not focused on leveraging these benefits To change this, leaders across all departments should create ample learning opportunities that help employees develop professional capabilities and actively encourage creativity to innovate the way work is done This emphasis on creativity and learning improves efficiency, reduces execution time, and ultimately increases productivity.

Recent research shows that fair and transparent salary practices positively influence work motivation, ranking as the second-strongest factor (β = 0.172) with a mean score of 3.4728 among office workers in enterprises in Ho Chi Minh City The findings indicate that most employees are not fully satisfied with the salary process and with objective, transparent incomes, which diminishes work motivation and increases their willingness to detach from the company To counter this, salaries should be calculated and paid fairly across all staff by employing proper timekeeping methods, setting monthly pay based on actual working days, and applying a bonus and penalty coefficient tied to working days and overtime through the employee workflow.

It is necessary to transparently disclose the salary regime in labor contracts, in meetings with employees or departments to avoid conflicting public opinion on how to calculate salary

Salary payments must be made in full and on time to support fair compensation practices To achieve fair income distribution, businesses should benchmark pay by consulting with and comparing their employees’ salaries against those of peers in the same industry They should assess each employee’s position and responsibilities to determine the appropriate level of income This market- and role-based approach helps align compensation with both external market rates and internal value, ensuring equitable pay across the organization.

In Ho Chi Minh City, employees across companies report that income is not sufficient to cover living expenses, with an average rating of 3.48 out of 5 Consequently, companies should adjust salary structures to be commensurate with employees’ work efforts and living costs A higher income that keeps pace with current inflation will help ensure families’ welfare and make employees feel secure, boosting work motivation Determining appropriate salary levels is crucial in compensation strategy; to attract and retain talent, organizations should aim to pay salaries above the market rate.

Research results indicate that this factor positively influences work motivation among office workers in enterprises in Ho Chi Minh City, ranking as the third strongest predictor (β = 0.160) with a mean score of 3.8190 The survey shows that the majority of employees are satisfied with the company's welfare policies; however, the observed variable "the company's support services are effective" shows low satisfaction To increase work motivation, the company should implement measures to improve the effectiveness of its support services.

Beyond the statutory benefits mandated by law, organizations should offer voluntary employee benefits to boost performance, enhance job security, and increase retention These programs can include health protection schemes and initiatives that support employees’ mental well-being, demonstrating the company’s commitment to their overall welfare By providing wellness resources, mental health support, and other voluntary options, employers can improve satisfaction, reduce turnover, and foster a more engaged, loyal workforce.

Recent research identifies the opportunity to improve professional qualifications and take exams to increase rank as the fourth strongest positive factor influencing work motivation among office workers in enterprises in Ho Chi Minh City, with a beta value of 0.113 and a mean rating of 3.3650 The study shows these criteria are rated at a neutral level, particularly the criterion "The company gives me the opportunity to improve my professional qualifications so that I can take the exam to increase my rank." Satisfaction is the lowest among the three criteria, suggesting that, to boost employee motivation, companies should apply targeted measures.

• In the coming time, the company needs to organize training courses for participating employees to improve their knowledge and skills to better meet the needs of the job

To ensure fair and effective career advancement, the company should not rely solely on rank-based promotion competitions; by integrating objective performance evaluations into the promotion process, the organization can gain a broader and fairer view of each employee's contributions and potential, reducing dissatisfaction with promotion decisions among colleagues and preventing perceived bias by superiors This combined approach promotes transparency, accountability, and motivation across the workforce while aligning promotions with actual performance and potential.

5.2.5 For the relationship with co-workers

Recent research shows that this factor is the fifth strongest positive predictor of work motivation among office workers in enterprises in Ho Chi Minh City, with a standardized beta coefficient of 0.096 and a mean score of 3.7774.

Our research shows that the "Relationship with co-workers" criterion is rated quite high, with an average score ranging from 3.76 to 3.79, indicating strong peer relationships in the workplace To further increase employee motivation, leaders should leverage this strength by fostering open communication, promoting effective teamwork, and recognizing collaborative achievements They should implement regular feedback loops, provide opportunities for peer mentoring and cross-functional projects, and ensure fair workload distribution Investing in team-building activities and cultivating an inclusive culture that supports professional development will help maintain high motivation and performance.

• Create an atmosphere of the labor collective that is always happy and sociable, forming people's attitudes towards work, friends, co-worker and leaders enthusiastically, creating harmony, union

Fostering a culture of mutual care and teamwork where colleagues support each other to advance in work and life creates a positive emotional climate that spreads across the workforce When employees feel connected and valued, their psychological well-being and attitude toward work improve, which in turn boosts job engagement This emotional contagion can significantly affect labor productivity and production efficiency, highlighting the critical role of a supportive workplace culture in driving business performance.

To boost employee engagement and interdepartmental collaboration, the company should expand recognition and reward programs that energize the workplace By encouraging healthy emulation across employees and departments through activities such as creative contests, flower-arranging challenges, cooking, art, and sports, we can create more excitement and motivation in day-to-day work, strengthening teamwork and a vibrant company culture.

Recent findings indicate that leadership support is the sixth strongest positive factor affecting work motivation among office workers in enterprises in Ho Chi Minh City, with a standardized beta of 0.157 and a mean motivation score of 3.4273 The study also shows that the criteria "easily exchange ideas with leaders" and "leaders have a fair treatment attitude towards employees" are not highly valued To increase employee motivation, leaders should adopt several strategies, including improving open communication with employees and ensuring fair treatment, thereby enhancing the motivational impact of leadership within Ho Chi Minh City enterprises.

To sustain high performance, leaders should recognize and reward each employee's achievements promptly Employee encouragement goes beyond words or written notes; even a simple pat on the back can significantly boost morale and motivation Leaders can choose meaningful actions as rewards, such as public acknowledgment, opportunities for growth, targeted incentives, or special assignments that align with the employee’s strengths By selecting timely and relevant forms of recognition, organizations reinforce desirable behavior, strengthen engagement, and drive sustained productivity.

• Every week, every month, write the names of employees with excellent achievements on the message board of the whole company

• Praise and reward excellent employees in company-wide meetings

Limitations and directions for further research

Besides the contributions that the research has achieved and the practice of research results, there are still some limitations and shortcomings when the author conducts this research

A primary limitation of this study is the small sample size obtained via convenience sampling in Ho Chi Minh City, which limits the ability to generalize to the city's population For follow-up studies, it is advisable to use a larger, more reliable sample to enhance objectivity and accuracy The regression analysis shows an adjusted R² of 0.589, indicating that the model’s goodness-of-fit is only at an average level.

This study included only seven independent variables, which do not fully represent the factors that affect office workers’ work motivation For more robust follow-up research, these seven factors in the proposed model could be augmented or replaced to better assess their impact on the work motivation of office workers in Ho Chi Minh City.

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