SOLUTIONS FOR IMPROVING QUALITY OF EMPLOYEES’ EMPLOYEES’ PARTICIPATION PARTICIPATION IN SUGGESTION SCHEME AT BOSCH VIETNAM

UNIVERSITY OF ECONOMICS HO CHI MINH CITYInternational School of Business--- Nguyen Thi Anh Nguyet SOLUTIONS FOR IMPROVING QUALITY OF EMPLOYEES’ IN SUGGESTION SCHEME AT BOSCH VIETNAM BAC

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business -

Nguyen Thi Anh Nguyet

SOLUTIONS FOR IMPROVING QUALITY OF

EMPLOYEES’

IN SUGGESTION SCHEME AT BOSCH VIETNAM

BACHELOR OF BUSINESS

Ho Chi Minh City –

Ho Chi Minh City – Year 2017 Year 2017

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business -

Nguyen Thi Anh Nguyet

SOLUTIONS FOR IMPROVING QUALITY OF

EMPLOYEES’

IN SUGGESTION SCHEME AT BOSCH VIETNAM

BACHELOR OF BUSINESS

SUPERVISOR: Ho Trong Nghia

Ho Chi Minh City – Year 2017

Table of Contents 

INTRODUCTION   1

1    Project overview   1

2    Project objectives 1

3    Methodology   2

3.1    Secondary research   2

3.2    Primary research: The interview with SS managers   2

3.3    Primary research: The interview with Bosch Vietnam employees   3

4    Estimated contributions   5

5    Structure of the final report   6

CHAPTER 1 – PROBLEM IDENTIFICATION   7

1.1    Company overview   7

1.1.1    Bosch Vietnam’s introduction   7

1.1.2    Bosch Vietnam’s culture   7

1.2    Suggestion Scheme overview   9

1.2.1    Suggestion Scheme board of management (BOM)   9

1.2.2    Suggestion categories   10

1.2.3    Suggestion Scheme procedure    11 11 1.2.4    Suggestion award    13 13 1.2.5     No-go sugges  No-go suggestions tions   14

1.3    Problem overview    14 14 1.3.1    Problem statement   15

1.3.2    Consequences   15

1.4    Problem validation 16

1.4.1    Secondary data – results   16

1.4.2    Primary data – results: Interview with SS managers   19

1.4.3    Primary data – results: Interview with Bosch Vietnam’s employees   22

1.5    Summary of the Summary of the chapter  chapter     25 25   CHAPTER 2 – LITERATURE REVIEW    26 26 2.1 Theories   26

2.1.1    Definition of used terms   26

2.1.2    Importance of knowledge sharing   26

2.1.3    The roles of The roles of knowledge sharing knowledge sharing   27

2.1.4    Factors that influence knowledge sharing   27

2.1.5    Different categories of Different categories of motivators motivators    30 30 2.1.6    Iceberg motivation    31 31 2.2 Bosch Vietnam employees motivation analysis   31

2.2.1 Motivation for joining SS   31

2.2.2 Motivation for knowing other 2.2.2 Motivation for knowing other suggestion suggestionss    33 33

2.3 Summary of the chapter  34

CHAPTER 3 – SOLUTIONS AND ACTION PLAN    35 35

3.1    Solution overview    35 35 3.2    Detail of solutions 35

3.2.1    Bosch Connect webpage    35 35

3.2.2    Efficiency workshop    38 38 3.2.3    Formal award days   40

3.3 Action plan   44

3.4 Summary of the chapter  47

LIMITATION AND CONCLUSION   48

REFERENCES    49 49 APPENDIX   51

1    Appendix 1   51

1.1    SS tracking file   51

1.2    Suggestion Scheme’s card   51

1.3    SS’s evaluation criteria    52 52 2    Appendix 2   53

2.1    Guidelines for in-depth interview in Guidelines for in-depth interview in manager level manager level   53

2.2    Responses of the interviews with managers   54

3    Appendix 3   60

3.1    Guidelines for in-depth Guidelines for in-depth interviews with employees interviews with employees   60

3.2    Responses of the interviews employees   62

LIST OF TABLES  

Table 1: Overviews of Bosch activities in Vietnam   7

Table 2: Suggestion categories 11

Table 3: People supporting the process 12

Table 4: First interview series: Information of interviewees   19

Table 5: Pending suggestion of 2015   21

Table 6: Second interview series: Information of interviewees 22

Table 7: Bosch Connect: SS introduction   37

Table 8: The layout of topics and suggestions in sharing section    43 43

Table 9: Overall timeline 44

Table 10: Timeline of SS page on Bosch Connect 45

Table 11: Timeline of SS Workshop   45

Table 12: Timeline of SS award    46

LIST OF FIGURES  Figure 1: S  Figure 1: SS BOM stru S BOM structure cture 10

 Figure 2: Th  Figure 2: The suggesti e suggestion procedu on procedure re 12

 Figure 3: Ov  Figure 3: Overview SS erview SS 2014 2014 16

 Figure 4:  Figure 4: Overvie Overview of SS – w of SS – Manufactur Manufacturing  ing  17

 Figure 5: Ov  Figure 5: Overview SS erview SS – Office – Office    18 18  Figure 6: Ov  Figure 6: Overview o erview of SS  f SS    18

 Figure 7: Ov  Figure 7: Overview o erview of SS – Offi f SS – Office ce    19 19  Figure 8: SS  Figure 8: SS categorie categories based on s based on employee employees' perce s' perception ption   23

 Figure 9: Fac  Figure 9: Factors that a tors that affect kn ffect knowledge owledge sharing among sharing among employees employees in companie in companiess 29

 Figure 10: A  Figure 10: A model of model of knowledge knowledge sharing among sharing among employee employees in compa s in companies nies    29 29

 Figure 11: T  Figure 11: The icebe he iceberg model  rg model    31

 Figure 12: A  Figure 12: An ice-berg n ice-berg motivation motivation of Bosch V of Bosch Vietnam’s e ietnam’s employees mployees   33

LIST OF ABBREVIATIONS

SS Suggestion Scheme

Dept REP Department representative

HoD Head of department

BOM Board of management

HcP Ho Chi Minh Plant

CSR    Corporate Corporate Social Social ResponsibilityResponsibility

Suggestion Scheme categories

CS Cost Saving

PI Productivity improvement

HSE Safety, health, environment improvement

WI Work efficiency improvement

No.  Number of suggestions

Name of department TEF Technical function

PRS Protection & Security

HSE Health, Safety & Environment

CI Corporate Information

PM Plant management

1.   Project overviewThis material offers a brief introduction of the Bosch Vietnam in terms of company

overview, its culture and core values; and introduction of its tool used to manageknowledge and solution sharing It aims to identify challenging problems by analyzingsecondary data from annual reports and exploring the core team and departmentrepresentatives’ view and perception about their employees in contributing their ideas Inthe meantime, interviews with employees, who are the end-user of this idea sharingsystem – Suggestion Scheme (SS) are also conducted to strengthen the importance ofcurrent problems, figure out the motivation and attitude of employees towards thissystem In other words, two methodologies (secondary source, qualitative researches asin-depth interviews with system’s managers and employees) are utilized in this project.After reviewing literature, theories and defining problems, a set of solutions are proposed

in the hope that they can address current concerns and boundaries, together with promoting

 promoting high-quality high-quality contribution contribution of of ideas ideas and and solutions solutions from from Bosch Bosch Vietnam’sVietnam’sassociates The limitation and conclusion of this project will be presented Reference andAppendix are also included.  

2.   Project objectives

This project is to strengthen the fact that knowledge sharing and innovativesuggestion play a crucial role in the development of a company In other words, this process determines

 process determines the competitive advantage the competitive advantage over its competitors over its competitors and is and is valuable capitalvaluable capitalsource of the firm Its concentration is to discover the challenges grappled by thecompany’s management in terms of effectively utilizing SS and calling their employees

to participate and contribute to its next innovative step

Root causes will be searched and revealed by conducting qualitative researchesand collecting secondary data provided by company in order to figure out the ongoingsituations and challenges Afterwards, plans as solutions will be presented and analyzed

in an effort of utilizing and triggering the SS effectively and efficiently to meet board ofmanagement (BOM)’s requirements.  

to-date as they record data in the 3 latest years from 2014 to 2016, which assist to reflectthe current situation of the implementation of

the current situation of the implementation of SS.SS.  

3.2.   Primary research: The interview with SS mPrimary research: The interview with SS managersanagers3.2.1.   Purposes and motivation

Besides secondary source, primary research is put into account to figure out theongoing situations of SS systems in the view of those who manage this system in order tocompare with those from employees who will be interviewed in the second interview

series These managers’ perspectives are important because they are not only the oneswho control and have a right to access the most confidential information (data ofsuggestion, annual reports) which ordinary employees will not know but also have anoverall view about the system’s operation and its limitations over the period of 3 years.The guideline consists of four main areas with twelve questions In each interview, anexpected duration is approximately 30 minutes with a variation of ten minutes according

to the length of answers and the level of openness for sharing The sample size of thisseries is five people who were randomly chosen from 15 members of SS managers (coreteams and dept REPs).  

3.2.2.   Areas to interviewThe first interviews with managers include questions to discover the currentsituation of SS regarding to quality and quantity of submitted suggestions, encouraging programs

 programs and and events events and and information information flow flow That That information information is is asked asked because because they they areare

indicators of whether the system works effectively and efficiently and if it has any promoting

 promoting events events to to communicate communicate with with employees employees And And based based on on annual annual reports reports andandwhat they witness in reality, their perceived comments and evaluations towards SSoperation are also recorded and analyzed with primary data

In the next area, the ways which manager perceived that their employees thinkabout the system’s purpose is also asked during this first series so that the differences between

 between two two different different levels’ levels’ views views become become manifest manifest and and obvious obvious to to compare compare forforanalyzing purposes The perception of SS’s influence on them as individual worker andtheir company is another point to be considered from manager’s mindset in order tounderstand how they – as in the role of SS managers, see the level of this system ‘ssignification in company vision and culture Furthermore, there are questions which aretargeted to reveal managers’ comment and knowledge about up-to-date status ofimplementation

3.3.   Primary research: The interview with Bosch Vietnam Primary research: The interview with Bosch Vietnam employeesemployees3.3.1.   Purposes and motivation

After considering all components which exert considerable influence on the process

 process of of contributing contributing and and sharing sharing knowledge, knowledge, ideas ideas and and solutions, solutions, the the underlyingunderlyingelement is motivation and attitude of employees since the opportunity to share is manifestand nature of knowledge in this field does not exert significantly negative impact on the

SS Therefore, this research now focuses on discovering Employees' motivation andattitude towards participating in contributing ideas as a form of the SS by in depthinterviews Afterwards, by figuring the root causes of the problems, an elaborate plan for

solving problems and improving the situation will be presented, discussed and analyzed

If the first series of interviews concentrate on discovering the SS from themanagers’ perspective, the second series take advantage of the first and continue to findout the root cause from employees’ side Six areas will be interviewed with roundly 20questions and some other additional questions to fully understand about employees’

motivation and perception about SS Each interview will last from 30 minutes to 40minutes and occur in formal context – meeting rooms The chosen target interviewees areemployees working in office areas and technical-office areas because according tosecondary source, people in these areas have the lowest and average number of submittedsuggestions They are newcomers and those who have been in this company for morethan 2 years Based on current situation and possibility of the interviews, the sample size

is six persons.  

3.3.2.   Areas to interviewThe second series focuses on evaluating employees’ general understanding about

SS in terms of SS fields which currently highlighted by Bosch Vietnam, how to submit asuggestion and a SS evaluation process In this section, it aims to obtain information ofwhat is in employees’ top of mind when mentioning about SS, which will be utilized tocompare with current expectation and understanding of SS managers on their employees.The size of this gap will be used to form solutions if it is significant enough to be atremendous concern

Other information worth taking into account such as personal participation andKPIs in this system and general comments about SS is simultaneously asked Knowingwhat is expected from them and their contribution makes it easier to further developguideline to uncover the reasons of their performance in joining in this SS

In addition, this second series’ guideline digs into root causes relating to theirmotivation and obstacles when participating in the SS from the first step to gettingapproved This is the main part of this series and a base for plan next steps for SS’s

improvement In other words, this second series of interviews is a foundation regarding to

 behavior and  behavior and attitudes for attitudes for setting plans setting plans of justification, mof justification, modification and odification and improvement ofimprovement ofthe SS, making it more end-user-oriented.

Last but not least, the guideline is also asking for their suggestions to improve thesystem and their willingness to engage themselves in SS future step As drafting forsolution needs signal of potential success and expected engagement, a number ofquestions will be asked to gain a

questions will be asked to gain a hint of whether it is applicable or hint of whether it is applicable or not.not

4.   Estimated contributionsSince this project is done in the hope that it can provide better understanding ofmotivation and attitude of Bosch Vietnam’s associates towards participating in SS, the benefits are as follow:

   As managers pay attention to their employees’ motivational aspects and strive toameliorate the system, the end-users – associates probably have a highersatisfaction about their job in general

   The proposed solution can be customized and able to motivate them to contributemore valuable and higher quality suggestions

The contributions of this project are abstract and implausible to count directly.Admittedly, a valuable suggestion related to cost saving feasibly results in an enormous

of expense cutting valued more than billions VND Or the replacement of one brand of

machines to another may both reduce the cost and increase the productivity However,the saving on work efficiency and effect on environment is hard to measure

The three proposed solutions take advantage of internal resources such as meetingrooms and spaces inside the company as locations, webpage’s community platform,financial fund for entertaining activities and employees’ capacity In other words, thesewill not generate much cost to establish, run, maintain and hence, reduce a financial barrier

 barrier to to implement implement the the new new approach approach for for SS SS They They focus focus on on raising raising awareness awareness ofofassociates about SS’ basis information (Bosch connect), promote the sense of belongingthrough teamwork activities (Efficiency workshop), sense of importance and self-

actualization (Focus week), as well as self-esteem (Formal award day) Therefore,employees will have more positive motivation to contribute their ideas to the company.

5.   Structure of the final reportThe remainder of this paper is as following:

Chapter 1: Problem identification

Chapter 1: Problem identification.  This section is presented to provide readers  This section is presented to provide readerswith basic knowledge about company overviews regarding to its culture and businesssection Moreover, as a main concentration of this research, SS and its information(system structure, suggestion categories, procedure, award structure and why suggestionsare rejected) are virtually manifest in chapter 1 The primary focus of this section lies inthe two parts: problem overview and its validation where readers are given a briefdescription about the facing obstacle and provided with trustworthy and up-to-date

evidences to prove for its manifestation and impact by a secondary research and a series

of in-depth interviews

Chapter 2: Literature review

Chapter 2: Literature review Definitions of concepts such as knowledgeDefinitions of concepts such as knowledgesharing and motivation are provided because these are the topic and main focus of the project

 project Likewise, Likewise, to to emphasize emphasize the the signification signification and and necessary necessary of of SS, SS, an an importance importance ofofknowledge sharing its role is also mentioned in this chapter Additionally, factors whichaffect to knowledge sharing are also analyzed In order to process further analysis, thetwo theories named different categories of motivators and iceberg motivation model are put into consideration

Chapter 3: Solutions and action plan

Chapter 3: Solutions and action plan.  Based on the interviews’ results and  Based on the interviews’ results andfindings from these responses, solutions are proposed to resolve the tremendouschallenges which they are facing Together with detail plan of solutions, an action plan ofthese and timeline to implement also provided

Conclusion and limitation

Conclusion and limitation.  This section provides a brief conclusion for what  This section provides a brief conclusion for whathave been done, analyzed and proposed Furthermore, limitation of this research is alsomentioned

CHAPTER 1 – PROBLEM IDENTIFICATIONCHAPTER 1 – PROBLEM IDENTIFICATION  

1.1.   Company overview1.1.1.  Bosch Vietnam’s introduction

Bosch has been in Vietnam in operation since 1994 Bosch is one of only fewglobal companies in Vietnam substantially increasing activities in all of the four fields,namely sales, productions, and R&D and services centers The company in Vietnam hasits main office located in Ho Chi Minh City, two branch ones in two other big citiesnamed Hanoi and Da Nang city, and a Gasoline Systems plant in the Dong Nai province

to manufacture push belts for continuously variable transmissions (CVT) in automobiles

In this project, its scope is applied to the Gasoline systems plant

Below are details of four fields of Bosch’s activities in Vietnam:

Table 1: Overviews of Bosch activities in Vietnam (2)

SALES Automotive Aftermarket; Automotive electronics;

Drive and Control technology; Security systems;

Packaging technology; Thermo technology; Power tools PRODUCTION Production of CVT – push belts in Long Thanh, Dong Nai R&D Software and engineering R&D center located in HCMC

Bosch automotive R&D center located in HCMC

SERVICES CENTRES Global service center accounting (GSA) in HCMC

Ordering center (OC) in HCMC Foreign trade master data (FTAP) in HCMC

1.1.2.  Bosch Vietnam’s culture

The company culture is learning and encouraging continuous improvement, as a part

 part of of a a distinctive distinctive global global corporate corporate one one It It promotes promotes the the attitude attitude of of striving striving forforimproving the best to make it more innovative and competitive Innovation is highlyfocused as it means that Bosch’s creativity and eagerness to learn enables hi-techmanufacturing in Vietnam that translates into high quality products and more satisfied

associates Additionally, Bosch Vietnam assists and provides a number of meeting roomsand spaces (around 25 rooms) for its employees to work together, to inform newtechnologies, meeting and discuss the new ideas of employees (2) In addition, its vision

is to continuous improving and developing the whole company, starting from its humanresource and its humane talents to operate state-of-the-art innovations and processes

At the same time, Bosch Vietnam’s seven core values that they build on areobvious and livable among associates, as following (1):

“Initiative and determination.”

“Initiative and determination.” As in the introduction, they act on their initiativeAs in the introduction, they act on their initiativeand in the spirit that they are a pioneer and competitive competitor in the industries Inaddition, Bosch Vietnam takes entrepreneurial responsibility and pursues the goals withdetermination

“Future and result focus.”  Their actions and orientation for actions are oriented These allow them to maintain the future of continuous improvement anddevelopment It also creates a sound base and foundation for the social initiatives ofBosch Vietnam

result-“Responsibility and sustainability.”

“Responsibility and sustainability.”  They obligatorily act in the interest of the  They obligatorily act in the interest of thecompany for a vision of sustainable growth They also take the social and ecologicalimpact of their actions into consideration as caring for the community and society wheretheir business is located

“Openness and trust.”

“Openness and trust.”  They communicate significant problems in a timely and  They communicate significant problems in a timely andopen fashion without any hesitation and in contributing spirit This provides the optimumfoundation for a relationship which is built on trust

“Fairness.”

“Fairness.” They treat their colleagues and business partners fairly and view this They treat their colleagues and business partners fairly and view thisfairness as a cornerstone of their success They believe that when every associate is givenequal opportunities to grow and benefits as compensation for employees’ contribution,this will promote job satisfaction and sustain humane capacity of Bosch

“Reliability, credibility, legality.”

“Reliability, credibility, legality.”  They promise only what they can deliver,  They promise only what they can deliver,accept agreements as binding, and respect and observe the law in all our businesstransactions Working in a different country rather than home one, it is mandatory to obey

to the local rules and regulations

“Diversity.” They appreciate and encourage diversity for the enrichment it brings,and see it as essential for our success In fact, cross-cultural and multi-cultural working place

 place are are promoted promoted so so that that associates associates can can learn learn from from each each other’s other’s and and take take advantage advantage ofofwhat is good for the company.  

1.2.   Suggestion Scheme overview

According to Bosch Vietnam (3) in the SS work information, it stated that thescope of the SS is to provide a platform for the stimulation of employee suggestions, their

evaluation and implementation This system was established in the end of 2013 and put in practice

 practice in in the the beginning beginning of of 2014 2014 While While in in 2014, 2014, it it was was encouraged encouraged among among blue-collarblue-collarworkers, and from 2015, it enlarged the scope to officers in order that the company couldobtain more innovative suggestions, equalize and give the same opportunity for allemployees to contribute, be awarded and live with company’s vision (3)

SS can be submitted by paper form and email form For those workers who work

in the factory and manufacturing, they are provided a lot of suggestion papers withstandardized frame and blank space to fill into (see Appendix 1) After filling their ideasand some required personal information, these papers are put in the box and thencollected by the department representatives (Dept REPs) on every Monday The officers,otherwise, have one more option, which is submitted via email to their departmentrepresentative Employees who submit a beneficial improvement idea will be honoredand/or awarded to raise their motivation, as noted in Bosch Vietnam (3)

1.2.1.   Suggestion Scheme board of management (BOM)

The SS includes 3 main levels The highest level is a chairperson which leads thewhole team and support Suggestion process and approve for policy award scheme and

events This chairperson is a representative for the SS to have meeting with the companyBOM and in returns, transfer information from top management to the team In thesecond level is SS leader and SS coordinators The main duties of SS leader are tomanage Suggestion program, define task of core team as well as REPs, keep tracking of

the progress regularly, prepare for events and report in Management meeting Meanwhile,the obligations of SS coordinator are to create and modify work instruction, keep track of progress, prepare suggestion monthly a

 progress, prepare suggestion monthly awards and prepare rewards and prepare reports Below the second ports Below the second levellevelare department representatives (dept’s REPs), whose responsibilities are mentioned later

in the Suggestion procedure (3)

Figure 1: SS BOM structure (3)1.2.2.  Suggestion categories

Bosch Vietnam determined its concentration for ideas suggesting lying among five

mainly critical areas, namely “Safety, health, environment improvement” (HSE),

“Quality improvement” (QI), “Productivity improvement” (PI), “Cost saving” (CS) and

“Work efficiency improvement” (WE) Each employee is not limited in number ofsuggestions and in number of areas which their suggestions are in (3)

Whilst WE focuses on the processes and procedures of how the jobs get done, WIcares for the overall and detail quality of company’s products namely push belts, andother gadgets to produce these products In addition, Bosch Vietnam pays a greatattention to sustainable long-term development by indicating HSE as one of five majorsections, concentrating on other aspects apart from financial profits CS in this industry is

SS chairperson

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also a key to success and makes competitive advantage as it offers more financial savingsfor other purpose of company, including but not limited to deducting the products’ prize,generate more capacity for corporate social responsibility (CSR) activities.

The table below provides details of each area:

Table 2: Suggestion categories (3)

1

Safety, Health, Environment Improvement  

- Improve occupational health and safety.

- Improve natural environment, energy saving, e.g CO2 deduction, waste water

2 Quality Improvement   Improve Improve quality quality of of the the products, products, tools, tools, spare spare parts, parts, materials materials

- Improve workflow which impacts production directly workflow which impacts production directly

4 Cost saving   Reduce Reduce costs costs and and expenses expenses

 production output tput

- Make work easier and more efficient

1.2.3.  Suggestion Scheme procedure

When employees have suggestions on any one of five areas mentioned, they, orsuggestion initiators, can submit them via forms of either manual paper of email to therepresentative of their dept REP In the second step, these dep REPs will follow up andupdate status (whether the suggestion is focusing on inside or outside department of theinitiator department) of the suggestions If the suggestions are focused for improvement

of different departments, dept REP will send it to other dept REP which the suggestionsare related to Other main duties of dept REP in this phrase is to translate thesecontributing ideas from Vietnamese to English and input manual information to theexcel-formed file on computer systems to send to judgment council group which include

a foreign Head of department (HoD), a specialist and dept REP (p.3)

In the third stage, the judgment council discusses to evaluate suggestions aboutwhether or not they are accepted and have potential for implementation Aftersuggestions get through the third phrase, they are implemented by the initiator and thenevaluated by performance in order to come to the fifth step: reward for useful and

effective contribution (p.3) The process repeats itself when a new suggestion comes tothe dept REP, as briefed in a figure below

Figure 2: The suggestion procedure (3)The below is the list and detail duties of people who are in the evaluation process

Table 3: People supporting the process (3)

Persons supporting

Author (Suggestor)

or group of authors

The author of suggestion shall be obliged to:

Prepare a fully detailed description of the optimization suggestion Take into account all necessary calculations/ checks/ evidences.

Specify direct benefits deriving from implementation of the suggestion.

Group of authors is allowed when all group`s members involve in the suggestion’s implementation.

Give feedback to suggestors.

Monitor implementation progress internally and support other Departments if any.

Present and defend the best suggestions of department in Suggestion Council Meeting.

Technical Process Owner/Business Owner/ Expert

Technical Process Owner/ Business Owner/ Expert are the persons who are expertise/ experienced in a specific scope, e.g.: health/ safety/ environment, quality, machinery and equipment, operation management Technical Process Owner/ Business Owner will be involved in reviewing suggestions which are complicated and need to be considered carefully, evalua

carefully, evaluated from ted from different points of view different points of view If a suggestion affects more than 1 department, related experts of affected departments should involve the review.

 process owner/ busine er/ business owner ss owner Acknowledge, commend suggestor’s achievement

1.2.4.  Suggestion  award

SS offers a variety of financial incentives to motivate contributing attitude andencourage those contributions The first type is monthly rewards with the amount of

100,000 VND for each approved suggestion to the author Among the accepted ideas, thefive most outstanding and practical ones will be selected by the council meeting and then

 be reward with double amount of ordinary s

 be reward with double amount of ordinary suggestions – 200,000 VND In addition, thereuggestions – 200,000 VND In addition, there

is a department prize for one which has the highest ratio of participation having acceptedsuggestions (p.3)

The second kind is awards which will be handed to author every half year inTeambuilding and Year end party This type offers more valuable incentives compared tothe first type, with maximum of 2,000,000 VND and minimum of 500,000 VND A range

of awarded sections are 05 gold prizes, 05 silver prizes and 01 individual prize withhighest accepted suggestions Furthermore, there is also a prize for department as the firsttype, and a lucky draw for random no-go suggestions as compensating for those rejectedsuggestions but showing great enthusiastic about c

suggestions but showing great enthusiastic about contribution (p.3).ontribution (p.3)

 personal complaints complaints or or issues, issues, they they are are also also rejected rejected The The suggestion suggestion is the is the task task requiredrequired

in daily duties and responsibility; related to the planned project which is published or thesuggestor involves in that project And if it repeats or is similar to an existing acceptedsuggestion, it also receives a no-go decision (p.3).  

1.3.   Problem overview

The company problems related to SS are revealed through analyzing annualreports on the number of suggestions which are in progress, approved or rejected (No go)

SS system is not well known and well recognized by many of Bosch Vietnam’semployees in terms of its information, vision and importance.  

1.3.2.  Consequences

The point which is worth taking into account is that because of contributing ideaswith the attitude of just meeting required quantity of suggestions, the target andexpectation from

expectation from BOM on truBOM on true meaning of e meaning of SS are not SS are not fulfilled fulfilled As a rAs a result, theesult, thecompany’s vision is not livable among its employees as it is expected

Due to the overwhelmed workload, dept REP cannot focus on reviewingsuggestions carefully, thus, some suggestions which are not sufficient to meet the criteriaare probably awarded This might causes unfairness in the system when both under-qualified and qualified suggestions receive the same award In addition, the acceptedsuggestions brought into the Council are not well prepared and do not have convinceddata, which also de-motivates those who judge the low quality suggestions

Another challenge is that because the half year reward takes place in informaloccasions, contribution seems not be listened In fact, in the teambuilding and year end party,

 party, employees employees are are distracted distracted by by games games and and other other recreational recreational activities activities Undeniably,Undeniably,the information such as who are going to receive the suggestion prizes, what are thesuggestions about, and why they are the chosen one for that prize becomes less appealing

to them

1.4.   Problem validation1.4.1.  Secondary data – results

In the first year of implementing the SS system into the manufacturing-relatedarea, it can be clearly seen that the number of suggestions varied according todepartments MFG2 was the department which experienced the highest figures of totalsuggestions with approximately 330 suggestions, followed by MFG3 and MFG1 withnearly 285 and 245 suggestions respectively Among the 7 departments, TEF witnessedthe lowest number of submitted suggestion, merely 30 suggestions in 2014 More particular,

 particular, the the number number of of suggestions suggestions which which are are pending pending to to review review is is noticeably noticeably highhighwhereas no go suggestions accounted for the lowest (4)

Figure 3: Overview SS 2014 (4: p.2)

In the second year when the scope of SS opened to the office sections, as can beclearly seen from the below two graphs, the number of suggestions contributed byemployees from manufacturing department outnumbered ones of officers The striking

data was MFG2 with outstanding amount of suggestions submitted and more than

M

MFFGG11 MMFFGG22 MMFFGG33 LLOOGG TTEEFF FFCCMM QQMMMMActual accepted

suggestions 9966 5588 9988 6611 2244 112266 7755

 No Go 113366 222222 117755 9999 9 3388 111177

050100150200250300350400

   N  o    o    f

   S  u  g   g   e   s    t

   i  o  n  s

Ove

doubled the second place (MFG1) However, it is obvious that among MFG2’ssuggestions, pending suggestions outnumbered the approved ones exceeding 1000suggestions.

Figure 4:

Figure 4: Overview of SS Overview of SS – Manufacturing – Manufacturing (5: p.2)(5: p.2)

On the other hand, HRL had a total of 14 suggestions submitted, became thehighest number in office area In addition, although there was very modest number ofsubmission, the one of ideas and solutions in review constituted for almost of the total

M

MFFGG11 MMFFGG22 MMFFGG33 LLOOGG TTEEFF FFCCMM QQMMMMActual accepted

suggestions 228811 668855 221177 110055 222233 113399 110022

 No Go 663399 447722 336666 8833 3355 113344 111122Review in progress 7 11002288 6655 2211 1199 6611 5500

05001000150020002500

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Overvie

Figure 5: Overview SS – Office (5: p.2)

In the third year, the trends of SS population remained the same as in 2015, with amoderate increase of number of submitted suggestions in manufacturing and office area

Figure 6: Overview of SS (6: p.2)

H

HRRLL PPJJMM PPRRSS HHSSEE CCII PPMMActual accepted

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Overv Overview Sugge iew Suggestion Sche stion Scheme – me – Office (20 Office (2015) 15)

M

MFFGG11 MMFFGG22 MMFFGG33 LLOOGG TTEEFF FFCCMM QQMMMMActual accepted

suggestions 223344 770099 445522 110022 334455 114411 116644

 No Go 334455 338866 447755 112233 113344 113355 113322Review in progress 110000 990077 112288 3322 4455 7733 5500

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Overview of Suggestion Scheme (2016)

Figure 7: Overview of SS – Office (6: p.2)

As can be clearly seen from the above graphs, the number of suggestionssubmitted increased, meanwhile, the figure of suggestions approved remained a slightchange The ratio of number of suggestions approved over the total submitted is under 50 percent

1.4.2.  Primary data – results: Interview with SS managers1.4.2.1.    Information of interviewees

Table 4: First interview series: Information of interviewees (author)

(data in April 2017) A1 SS SS coordinator coordinator Nearly Nearly 4 4 years years (from (from the the planning planning of of SS)SS)A2 SS SS leader leader About About 6 6 monthsmonths

A3 Dept.’ Dept.’ REP REP of of other other office office areas areas About About 1 1 year year and and a a halfhalfA4 Dept.’ Dept.’ REP REP of of QMM QMM About About 2 2 years years and and a a halfhalfA5 Dept.’ Dept.’ REP REP of of FCM FCM About About 2 2 years years and and a a halfhalf

H

HRRLL PPJJMM PPRRSS HHSSEE CCII PPMMActual accepted

051015202530

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1.4.2.2.   Current situations of SS

The existence, procedure and purpose of the SS are delivered to newcomers bytheir supervisors, not the core team whose main obligation is managing SS Therefore,only few new employees are well-informed about this system in the first month of

working Moreover, there is no file or person to keep track of how and whether or notthese messages are conveyed to newcomers at beginning: “I am not sure because as I said before, that information is transmitted by supe

 before, that information is transmitted by supervisors’ of employees” – said rvisors’ of employees” – said by A1 who isby A1 who is

a SS coordinator

In terms of level of participation, there are three groups of employees The first isactively and enthusiastically contribute ideas and solutions, with the highest figure of one person

 person is is 106 106 approved approved suggestions suggestions in in one one year year (data (data in in 2015) 2015) The The second second group,group,meanwhile, seems contribute moderately less amount of suggestions in considerationwith the first group The third group brings the least valuable suggestions and highestnumber of rejected suggestions Overall, A4 summarized: “The ratio of acceptedsuggestion over the submitted ones is fairly average with ranges from 50 to 60 percent.”

In addition, all five interviewees admitted that it is still a mandatory duty with at leasttwo suggestions per person in one year In other words, it is not based on voluntary andcontributing attitude, but by rules and policies only

There are very few formal events for SS To illustrate, the authors of approvedsuggestions are awarded in informal occasions such as teambuilding and Year end partyinstead of having a formal event to receive the prizes Therefore, the situations of notknowing what suggestions of coworkers are awarded, what impact it has on the companyand who are honored are manifest during a period of three years

1.4.2.3.   Current challenge of SS

Core team reckons that due to the current systems of communication for SS,employees may or may not understand the meaning of the system And there is a lack ofcommunication between HoD and dept REP about SS, the value and importance of thissystem is diminishing

Another point is that since both complex and simple ideas go into the same judgment

 judgment system, system, it it takes takes nearly nearly same same amount amount of of time time for for the the submitters submitters to to receive receive thethecouncil’s final decision for whether or not approving an idea Then, it accumulates a greatamount of suggestions in need of reviewing and evaluating, especially in MFG1, MFG2,

MFG3 and FCM with 169, 1128, 173 and 97 suggestions respectively in the year of 2015

Table 5: Pending suggestion of 2015 (5: p.3)

progress

accepted suggestions

Target Ratio of accepted

suggestions to target (%)

 performance of of SS SS recently, recently, and and they they struggle struggle to to motivating motivating employees employees to to contributecontributevaluable ideas A4 also confessed that “They seem to submit a lot of suggestions, quiteactive but the number of accepted suggestions is quite low I see that they can recognize

 problem  problem but but cannot cannot provide provide clear clear and and optimal optimal solutions solutions This This makes makes it it difficult difficult for for thetheevaluators to judge the suggestions.”

Additionally, dept REP is not provided enough capacity to do the role that theyare unable collect suggestion forms in the idea boxes promptly and unable updatesuggestion boards, tracking file frequently because SS is only voluntary work task theyare in charge, and not the things they are hired for Furthermore, it makes them hard toreview suggestions frequently and because of manual input of information and data, thechance of data missing or paper lost is also obvious

Therefore, they can fulfill the duties related to SS, and since they also have other professional

 professional responsibilities responsibilities for for which which they they are are employed, employed, it it de-motivates de-motivates theirtheirenthusiasm to contribute Therefore, being a dept REP, A5 said that, “if I was givenmore time capacity to concentrate on doing suggestion scheme work, the quality ofsuggestion is improving.”

1.4.3.  Primary data – results: Interview with Bosch Vietnam’s employees1.4.3.1.    Information of interviewees:

Table 6: Second interview series: Information of interviewees (author)

PERSON DEPT WORKING WORKING AT AT BOSCH BOSCH VN VN FOR FOR GENDER

B4 FCM About About 2 2 years years and and a a half half Female

1.4.3.2.   Current situation

As one of implementation from the interview, when asking about what they know

of the suggestion categories which the company currently concentrates on, four out of six people

 people recognized recognized that that “HSE” “HSE” and and “safety” “safety” are are categories categories of of suggestions; suggestions; meanwhilemeanwhile

“QI”, “PI” and “WE” are merely mentioned by half of interviewees Although all the five

areas were mentioned, there is only one individual who did mention the five, theremaining four provided one or two right categories and there is one person who couldnot name details but told in general The person B6, who has the least detail about hisknowledge about SS said that, “I think we can contribute suggestions in any topics… I

am not sure about the evaluation process but I think OFE team will be responsible for thisevaluation”, indicated that he even got the wrong understanding about the SS in terms ofwho are obligated in the procedure and areas to focus on

Figure 8: SS categories based on employees' perception (author’s result from

interview)Moreover, they seem to be ill-informed about SS’s information or to be informed poorly

 poorly and and not not clearly clearly about about this this system system at at beginning beginning of of their their work work They They said said that that theytheywere aware of this system by its existence and its award valued 100,000VND, but not thesteps to submit suggestion, where to get the Suggestion form, evaluation process andwhich topic should be focused Although they recognize that the nature of SS is good, butmost of them agree that its operation is limited and needs improving

Five out of six people commit to and meet their KPIs that each associate isrequired to have at least two approved suggestions per year, though there is one personhas not fulfilled the requirement and confused that whether the two required suggestions

012345

Q QII P PII H HS SE E S Saaffeetty y W WE E S Sttaan nd daarrd diizzaattiio on n C CS S

Suggestion Scheme categories based on Suggestion Scheme categories based on employees' perception employees' perception

 Number of people

are the submitted or accepted ones In addition, they claim that waiting time is a common problem

 problem which which can can be be found found among among associates associates Some Some explained explained that that due due to to a a largelargenumber of employees, the board of judgment needed time to carefully consider, and hopethat the responses worth the wait Another complained that timely plays an important role

in her motivation for contribution, “as normal, I receive feedback after one to threemonths, but also have suggestions which have not received any response for a year.”

Another point which is worth taking into account is that the implementation stepfails to meet authors’ expectation In fact, person B2 said that she was de-motivated whenher accepted suggestions have not put into practice, and hence, “they have not generatedany effect and initial purpose of helping people.” Likewise, person B4 agreed that hehimself had 3 suggestions stuck in implementation stage, which made him “worry andnot satisfied”

1.4.3.3.   Challenges

There are some basic problems as following:

There are differences in interviewees’ perceptions about characteristic of highquality suggestion Some said that suggestion should be detail but not name clearly whatshould be detailed Other said “suggestion ought to be fully included elaborate ideas, rootcauses, solutions” One said benefits should be proved in general And another said itshould define “clear timeline” This indicates the fact that all six interviewees only got partly

 partly understanding understanding and and were were not not informed informed about about Suggestion Suggestion evaluation evaluation criteria criteria andandwhat is expected from their suggestions (since the information is mainly referred fromtheir logic) Therefore, it partially explains for the statement of inconsistent and lowquality suggestions of SS managers in the first interviewing series

The trend of only thinking of SS when there is a problem is manifest But the othertendency is delaying the submission of their suggestions later in ending months of theyear when they are rush to do to meet the least requirement of contribution In addition, because

 because of of time time pressure, pressure, the the quality quality of of suggestion suggestion is is admitted admitted to to be be ignored ignored or or underunder

considered

considered Authors of suggestion Authors of suggestion sometimes are not sure sometimes are not sure the validity the validity of the problem,of the problem,which surprisingly does not dissatisfy the author, but the judges who have to evaluate anenormous amount of submitted suggestions, and including in these, ones with low possibility of implementation

Moreover, there is low connection and teamwork between employees when joining SS

 joining SS In fact, In fact, most of most of interviewees interviewees do not do not know which know which problems problems and what and what ideas ofideas oftheir colleagues (within department and outside department) are accepted, areimplemented or are about Therefore, there are not many signs of the liable spirit ofcontinuous improvement among employees

1.5.   Summary of the chapter

The defined problem is an increase in inconsistent suggestions that have atendency to be lower and lower in quality, which worries the SS BOM This concern is proved and illustrated by reviewing data

 proved and illustrated by reviewing data in 3 years and applying quain 3 years and applying qualitative researches onlitative researches on

SS managers and employees Furthermore, the mentioned problem feasibly and obviouslyleads to numbers of related problems, from the lightest as not meeting annual KPI to thedeeper impact on company culture and its vision of continuous improvement

In addition, through interview with the two target groups, the causes of the main problem

 problem are are critically critically revealed, revealed, including including but but not not limited limited to to workload, workload, low low quality quality inputinput

of information, visual of SS and lack of communication between different layers ofemployees Therefore, apart from providing and proving for the current concerns, thissection also gives a hint for solution’s foundation and orientation to search for relevantacademic theories to further understanding about this problem and employees’ motivation

to join in knowledge sharing

CHAPTER 2 – LITERATURE REVIEW

2.1 Theories

2.1.1.   Definition of used termsAccording to Lin (7), the term “knowledge sharing” was clarified as a socialinteraction culture which involves “the exchange of employee knowledge, experiences,and skills through the whole department or

and skills through the whole department or organization.”organization.”

Meanwhile, Dyer and Nobeoka (8) defined that knowledge sharing could be seen

as series of actions and activities which assist the teamwork spirit and facilitate theknowledge exchange, promote learning capacity of the organizations, and enhance theirability to attain both individual and organizational objectives

According to Business Dictionary (9), motivation is provoked by both inner andouter sources which stimulate “desire and energy” within every individual, make themintrigued in and committed to their company, job and duties in order to achieve a specificgoal In other words, motivation is one of the most reliable indicators for people’s behavior

 behavior and and there there is is at at least least one one reason reason of of why why people people behave behave in in this this way way rather rather thanthanothers Also mentioned in this dictionary, the sources of motivation can be conscious,unconscious factors or a combination of the two For instant, they are “intensity of desire

or need, incentive or reward value of the goal, and expectations of the individual and of

his or her peers.”

2.1.2.   Importance of knowledge sharing

As mentioned in Armbrecht (10), knowledge sharing contributes to disseminateinnovative ideas and there is a critical link between one’s creativities and innovativeorientation in the company In terms of the organizational level, it is converted intoeconomic and competitive advantage for the organization, according to Hendriks (11).Meanwhile, the shortage of knowledge sharing has proved to be an enormous and high-weighted obstacle to the effective management of knowledge in any company ororganizations.  

2.1.3.   The roles of knowledge sharingAccording to Stenius (12), the motivation’s facet related to quality is criticallysignificant for working based on knowledge, especially for areas where productivityreflex via quality rather than quantity In the study of Bartol, it is demonstrated that there

is a positive link between knowledge sharing and “human factors” (such as “commitmentand trust”) and a negative relation between the first and “structural factors” (for example

“officialism, centralization and complexity”) Additionally, there is also positivecorrelation among “knowledge sharing, creative and supportive culture” Also in thedocument, the existing relationship between trust with knowledge sharing revels that “it

is possible to increase the commitment of employees and managers through equity andfairness; recognizing capabilities; delegating authority; participative management andcreation of job security.”

 Noted  Noted in in Hsu’s Hsu’s work work (13), (13), “expected “expected reciprocal reciprocal benefits, benefits, reputation, reputation, expectedexpectedrelationships, trust and altruism” can exert impact on authors Also mentioned in Hsu(13), according to Davenport and Prusak, these components have a positive influence on people’s tendency to share and their attitudes

2.1.4.   Factors that influence knowledge sharingAccording to Lyu and Rynyan (14), there are five main facets which exert asignificant influence on this process:

significant influence on this process:  

Nature of knowledge

Nature of knowledge. This considerably affects the process of knowledge sharing This considerably affects the process of knowledge sharingand solution contributing according to the variables and potential to obtain a deepunderstanding to come up with an innovative decision of change For example, themanufacturer will have more ideas about products and tools to make these products, havehigher opportunity seeing the problem and have enough expertise and ability torecognize, evaluate and tackle the problems Whereas, the officers whose workplace is inthe office and have less chance to come to production area, they probably have less ideas

and contributions about improving products and its tools

and contributions about improving products and its tools.  

Motivation to share.

Motivation to share.   According to According to Stenmark (15), emploStenmark (15), employees are not yees are not willing twilling tooshare their knowledge without sufficiently strong personal motivation, which can bedivided into facets: internal and external factors The internal factors consist of “the perceived power

 perceived power attached attached to the to the knowledge aknowledge and the nd the reciprocity that reciprocity that result from result from sharing”,sharing”,whilst, external factors include “relationship with the recipient and rewards for sharing”.whilst, external factors include “relationship with the recipient and rewards for sharing”.  

Opportunities to share

Opportunities to share Lyu and Rynyan (14) showed that formal chances forLyu and Rynyan (14) showed that formal chances forsharing consist of “training programs, structured work teams, and technology-basedsystems that facilitate the sharing of knowledge’ And informal ones cover “personalrelationships and social networks that facilitate learning and the sharing of knowledge”.Rulke and Zaheer (16) linked these informal opportunities to “relational learningchannels.”

channels.”  

Culture of the work environment.  According to Gold et al (17), anorganizational-level vision conveys the message “sense of purpose” to the organizationand contributes to engender “a system of organizational values” These values whichaffect this knowledge sharing process consist of making people aware of their sense ofinvolvement and contribution that are “valued, and knowledge-related values such astrust and openness.” (p.14)

Relationship between the factors that influence knowledge sharing

Relationship between the factors that influence knowledge sharing.  Lyu and  Lyu andRynyan (14) indicated that among the three factors mentioned, the organizational cultureexerts a wide extent of which knowledge is appreciated, the way that is valued, “whatkinds of relationships and rewards it encourages in relation to knowledge sharing”, andoccasions which people can share their knowledge both formally and informally

Figure 9: Factors that affect knowledge sharing among employees in companies (14:

 p.1) p.1)  

Figure 10: A model of knowledge sharing among employees in companies (14: p.1)

 Noted in the work of Lyu and Ru Noted in the work of Lyu and Runyan (14), the relative signification of each of thenyan (14), the relative signification of each of thementioned facets is interfered by “the business objectives of the organization, itsstructure, business practices and policies, reward systems, and culture.” The lack of any

of these factors in a company does not prevent this process of sharing knowledge.  

2.1.5.   Different categories of motivatorsThere are two kind of motivators which come from distinguishing source namelyinside and outside of individuals (18)

Extrinsic motivators (or identified motivators)

Extrinsic motivators (or identified motivators). They are outside factors which They are outside factors whichexerts influence on employees, such as financial incentives (bonuses, benefits, fines, andaward) and visible to count and compare Since they base on monetary incentives, itrequires ongoing expense such as fund and cost for labor The motivator also can be people; in

 people; in this this case, case, they they are are managers, managers, supervisors, supervisors, colleagues, colleagues, which which strengthen strengthen powerpowerstructure of the top managers

Intrinsic motivators

Intrinsic motivators. In contrast with the first type, this second comes from inside In contrast with the first type, this second comes from inside

of the employees, affected by their beliefs and values and driven by relationship andorganization culture Therefore, the motivators are intangible and self-remaining and can

 be

 be transfer transfer from from one one person person to to another another This This category category reinforces reinforces the the independence independence andandshared responsibility In addition, Lindenberg (19)

shared responsibility In addition, Lindenberg (19)   differentiates this category of

motivators into 2 sub-types, they are:

   Enjoyment-based intrinsic motivation People who experience this type of intrinsicmotivation tend to do their work enthusiastically, enjoyably and

motivation tend to do their work enthusiastically, enjoyably and passionately.passionately

   Obligation or challenge-based intrinsic motivation People in this kind are oriented and willing to satisfy their self-interest to comply with the work norms

task-“Different kinds of motivators drive different kinds of performance.” Therefore, it

is critical to match employees’ desires with two kinds of motivators Moreover, in the

finding of Koestner and Losier (20), the sense of importance, which belongs to intrinsicmotivator, has the strongest effect on actual behavior.  

2.1.6.   Iceberg motivationAccording to Wheeler (21), an iceberg is described to have minority of its capacityabove the water line whereas majority of it is under that line A tip of iceberg above thewater level is visible, which indicates the observable events, problems and situations.Below the line, there are patterns – recurrence of the visible parts, which are crucial toidentify since these are not “an isolated incident.” Similar to a number of levels of aniceberg “deep beneath the patterns are the underlying structures or root causes that create

or drive those patterns.” These invisible parts are important because they are root causes

of the above And if people can understand them, they feasibly propose more “long-termand sustainable solutions.”

Figure 11: The iceberg model (21)2.2 Bosch Vietnam employees motivation analysis

2.2.1 Motivation for joining SSExtrinsic motivation

Regarding to extrinsic motivation, it is obvious that financial incentive is one ofcritical factors which exert understandable influence on employees’ motivation to participating

 participating in in this this system, system, mentioned mentioned by by five five out out of of six six interviewees interviewees In In addition, taddition, theyhey

are encouraged by supervisors, managers (in form of consulting specialist knowledge)and colleagues (willing to support and answer questions) to submit their ideas andcontribution to the working process and make it operate better Receiving detail respondwith clear elaboration from Dept.’s REP also a determining element which moderatelyimpacts on people’s determination to continue contributing actively Simultaneously,another thing which is worth taking into account is a need of quick responses that therewill be not too much waiting time for re

will be not too much waiting time for receiving results.ceiving results

Intrinsic motivation

Enjoyment-based intrinsic motivation of interviewees varies As one conveyedthat his contribution in SS as a fresher to company is high and based on his voluntary behavior to submit a

 behavior to submit a lot of suggestions lot of suggestions By doing this, he By doing this, he can prove hcan prove his capability, abilityis capability, abilityand creativity to his supervisors and others colleagues It is also said that full of ideas andapplying the good which they gained from working for previous companies

Obligation-based intrinsic motivation is obvious that they just wanted to meetindividual KPI in the hope that it will not negative effect on the working performanceevaluation People tends to be more task-oriented (quickly completing the suggestions)rather than voluntary and enjoyable contribution, because they are in time pressure andrush to find topic and solutions

Ice-berg motivation

Above the line, it is financial incentive which is mentioned Another visible part isthat their suggestions are implemented so that their work is easier thanks to the change.Their contributions can make the working place better and more satisfying to work Andhaving two accepted suggestions assures that they will not lose points in his annuallyworking performance evaluation On the other hand, below the line, they have a highconcern for knowing their suggestions are read and their ideas are heard Moreover, the

desire for proving oneself’ capacity to contribute to the company development is invisible