Company background
April 6 th , 2001: was established with name Saigon Plastic Packaging Limited Company as forerunner and started building factory in an area 5,208 m2
February 2003, the factory had been finished, in turn the machinery was invested, began with gravure printing machines, laminating, slitting and bag making machines
January of 2006, Saigon Plastic Packaging Limited Company was the first who granted both quality management certificates ISO 9001:2000 and environment management certificate ISO 14001:2004
In 2007, the company equitized and rename to Saigon Plastic Packaging Joint Stock Company (SAPLASTIC.JSC)
In September 2008, SAPLASTIC.JSC was officially listed on the stock market under the code SPP, attracting significant investments from major funds like BIDV Investment and Vietnam Holdings.
In late 2010, SAPLASTIC.JSC established a state-of-the-art LAB department, becoming the first and only packaging company fully equipped with modern technology This LAB serves three key functions: research and development activities, input material testing, and output product quality control.
• Công ty Cổ Phần Bao Bì Nhựa Sài Gòn
• English name: SAIGON PLASTIC PACKAGING JOINT STOCK COMPANY
• Address: Lot II, 2B, Group V, Industrial Group II, Tan Industrial Zone, Tay Thanh Ward, Tan Phu District, Ho Chi Minh City
• Business license: 0302272627 - Date of Issue: 10/05/2001
• Website: http://www.saplastic.com.vn
• General Director: Dương Quốc Thái tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
• Email: info@saplastic.com.vn 1.2 Mission and Vision
Our mission is to foster the sustainable growth of Vietnamese brands within the packaging industry, targeting not only the Southeast Asian market but also the broader Asian market, with the ultimate goal of reaching the global market in the future.
SAPLASTIC.JSC aims to evolve into a leading interdisciplinary corporation by 2030, focusing on sustainable development while prioritizing eco-friendliness and social responsibility.
1.3 SAPLASTIC.JSC organization chart (Appendix 1) 1.4 SAPLASTIC.JSC Sales department chart (Appendix 2)
Symptom
2.1 Symptom description 2.1.1 High turnover rate
Table 1 1 - Statistics of changes in human resources in the Sales department of SAPLASTIC.JSC for the period of 2015 - 2017
Breakout Ratio / Total Sales Staff (%) 17.65 23.81 33.33
The article discusses the latest updates and resources available for graduate theses and master's degree projects at SAPLASTIC.JSC It emphasizes the importance of accessing comprehensive materials and support for academic success For further assistance, individuals can reach out via the provided email address.
Figure 1 1 - Chart of statistics of changes in human resources in Sales department of
SAPLASTIC.JSC for the period of 2015 - 2017
According to the figures above, the retirement status of employees at the Sales Department of SAPLASTIC.JSC has increased steadily over the years 2015 - 2017
In 2015, the total number of employees in the sales department of the company is 17, with 3 employees retiring accounting for 17.65%
In 2016, SAPLASTIC.JSC's sales department saw an increase in employees to 21, marking a 23.52% rise from 2015 However, the department faced a concerning turnover, with 5 employees leaving, which is 23.81% of the total staff and represents a 66.67% increase in departures compared to the previous year Despite recruiting 4 new sales staff to support business expansion, the number of employees leaving exceeded new hires, highlighting a troubling trend in the sales department.
In 2017, SAPLASTIC.JSC's sales department expanded to 27 employees, with 6 new recruits, marking a 28.57% increase from 2016 However, the turnover rate within the sales team remains a concern.
RESIGNING STAFFS tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
In 2023, SAPLASTIC.JSC's sales department faced a significant challenge, with employee turnover reaching 9 individuals, representing 33.33% of the workforce and an alarming 80% increase from 2016 This turnover rate indicates that the number of new hires in the sales department has not kept pace with those leaving, highlighting a critical shortage of human resources Consequently, this deficiency has adversely impacted the company's manufacturing and business operations in recent months.
Another alarming problem SAPLASTIC.JSC is facing is sales are tending to decrease, as follows:
(Source: Sales Department - SAPLASTIC.JSC)
Figure 1 2 - Revenue Results at SAPLASTIC.JSC for the period of 2015 - 2017
Looking at the table above, we see the business results of SAPLASTIC.JSC fluctuating unevenly through the years 2015 - 2017 Specifically:
79,192 Revenue Cost Profit before tax tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
In 2015, total sales of the company reached VND 426,511 million, profit reached VND 93,634 million
In 2016, SAPLASTIC.JSC experienced a revenue increase to VND 548,254 million, marking a rise of VND 121,743 million or 28.54% compared to 2015 The company's profit also rose to VND 125,555 million, reflecting an increase of VND 31,921 million, with a growth rate of 34.09% This indicates that the company's business performance met its targets, with profit growth outpacing revenue growth Additionally, the sales department recruited 4 new staff members while 5 retired, suggesting that staff turnover did not significantly impact the company's sales revenue and profit.
In 2017, the company's sales revenue declined to VND448,963 million, marking a decrease of VND99,291 million or 18.11% compared to 2016 Alongside the drop in sales, pre-tax profit also fell to VND79,192 million, reflecting a reduction of VND46,363 million, which is a 36.93% decrease compared to 2015.
In 2017, the company's sales revenue declined to VND448,963 million, marking a decrease of VND99,291 million or 18.11% compared to 2016 Additionally, pre-tax profit fell to VND79,192 million, reflecting a reduction of VND46,363 million, which is a 36.93% decrease from 2015.
Between 2015 and 2017, the increasing status of salespersons at SAPLASTIC.JSC had a significant impact on the company's revenue and profit This trend is evidenced by the business results of SAPLASTIC.JSC during that period, as detailed in the second symptom.
In terms of personnel condition in the sales department of SAPLASTIC.JSC, in
In 2017, SAPLASTIC.JSC faced significant challenges as it recruited only 6 new employees while experiencing a turnover of 9 staff members This imbalance in the sales team adversely impacted both sales and profits for the company.
In 2017, SAPLASTIC.JSC faced challenges in expanding its business activities and acquiring new customers, as the limited focus on existing clients proved insufficient The high turnover rate among sales staff negatively affected the company's overall business performance.
The current state of the sales team not only impacts the revenue and profit of SAPLASTIC.JSC but also has a direct effect on recruitment and training expenses.
The plastic packaging industry requires salespeople to possess specialized knowledge and skills to effectively advise and support customers in areas such as design, ordering, and contracting To ensure that sales staff are well-equipped with the necessary expertise in packaging, companies invest significant time and resources in recruiting and training employees According to the Head of Sales, this commitment to employee development is crucial for success in the industry.
Mr Tran Phu Vinh emphasized that the recruitment process for new employees takes 2-3 months, followed by a minimum of one month of training for those with specialized packaging knowledge, and at least three months for individuals unfamiliar with plastic packaging Consequently, the retirement of numerous employees significantly affects the company's business performance.
One significant consequence that often goes unnoticed is the risk of exposing a company's trade secrets, particularly for competitors in the plastic packaging industry like SAPLASTIC.JSC When sales staff leave, rival companies may offer higher salaries and better working conditions to attract these employees, leading to the potential leakage of sensitive information This could enable competitors to gradually acquire customers from SAPLASTIC.JSC, making the ongoing departure of sales staff a critical issue that could have severe implications for the company's future.
Initial cause effect map
To understand the causes of job stress contributing to the high turnover rate in the Sales Department at SAPLASTIC.JSC, the author interviewed five current and former employees.
1 Sales Director: Mr Tran Phu Vinh
2 Deputy Sales Manager: Ms Tran Thi Bao Tram
3 Sales Executive: Mr Mach Thanh Hai
4 Sales Manager (Resigned): Ms Pham Thi Que
5 Human Resource Manager: Mr Vo Quoc Hung
A survey conducted with five experts from SAPLASTIC.JSC revealed that the primary reason for employee turnover in the sales department is the excessively high sales targets set by the board of directors These targets often exceed the employees' capabilities, leading to a failure in achieving their goals.
14 the target assigned by the board of director For the illustration, we review the business plan of SAPLASTIC.JSC for the period of 2015 - 2017 as follows:
Table 1 2 - Business plan of SAPLASTIC.JSC for the period of 2015 – 2017
The number of sales staff
(Source: Sales Department – SAPLASTIC.JSC for the period of 2015 - 2017)
From 2015 to 2017, SAPLASTIC.JSC consistently increased its planned revenue In 2015, the company set a revenue target of 400,000 million, achieving an actual revenue of 426.511 million, which represented 106.63% of the planned target Additionally, the target sales per staff member amounted to 23.529 million.
In 2016, the company aimed for a sales target of VND 560,000 million, reflecting a VND 160,000 million increase and a 40% rise compared to 2015 However, the actual revenue achieved was VND 548,254 million, which accounted for 97.90% of the planned target Consequently, the sales per employee for the year stood at VND 26,667 million.
2016, the company is close to achieving the target The sales target for each salesperson increased to VND 3,137 million/person, corresponding to a 13.33% of increasing
In 2017, the company set a sales target up to 750,000 million VND, equivalent to an increase of 190,000 million VND and a growth rate of 33.93% compared to 2016
In 2017, SAPLASTIC.JSC reported a revenue of VND 448,963 million, achieving only 59.86% of its sales target Each salesperson was expected to generate VND 27,778 million annually, reflecting an increase of VND 1,111 million or 4.17% from 2016 The significant decline in sales revenue was primarily attributed to the departure of nine experienced staff members, who had strong customer relationships The new hires lacked the necessary knowledge and skills to effectively engage with customers, requiring time to adapt to the new environment.
In 2017, a significant decline in sales revenue occurred due to insufficient manpower to adequately serve customers To address this issue, the sales department needs to collaborate with the Organization and Administration Department to recruit additional staff and fill existing vacancies.
SAPLASTIC.JSC faces significant challenges due to outdated facilities, including a backward production line and a limited number of aging machines that require maintenance and upgrades, adversely impacting product quality and quantity Despite these issues, the company has set ambitious business targets, achieving a 40% increase in 2016 compared to 2015 and a 33.93% growth in 2017 compared to 2016 This pressure to meet high sales targets has contributed to workplace stress, resulting in increased absenteeism among sales staff.
The concept of stress in the workplace is of great interest to many researchers in biology, psychology, medicine, and economics in the world and in Vietnam
Job stress is prevalent across all departments and companies, characterized by feelings of tension, anxiety, frustration, and emotional exhaustion According to Lamber E.G et al (1), this stress arises from various stressors in the work environment and significantly impacts correctional staff, leading to numerous negative consequences.
A recent survey of five employees at SAPLASTIC.JSC revealed that stress is a significant factor contributing to job resignations The respondents identified several key stressors within the sales department, including work pressure from KPIs, regular meetings, sales reports, and customer management Additionally, personal relationships with leaders and coworkers, conflicts between work and personal life, limited career development opportunities, and unfavorable working conditions were also highlighted as major sources of stress.
In his book, MacLean J.P highlights a significant link between low compensation and high employee turnover rates The author compiles various studies that illustrate how inadequate wages contribute to increased turnover within companies.
The compensation packages offered by a company, encompassing both tangible and intangible elements, significantly influence employee morale and directly impact recruitment and retention rates Consequently, a company's ability to attract and retain quality employees is hindered when compensation is inadequate, leading to challenges in hiring new talent and overall employee satisfaction.
SAPLASTIC.JSC is applying salary policy through KPI system, in which the efficiency of work (the revenue that sale can get in month) accounted for 50%
Since 2017, the management board revised the performance score calculation, increasing the KPI for revenue to 50%, which now accounts for 25% of purchase orders and 25% of sales This change, coupled with unrealistic sales expectations, has significantly impacted the income of sales executives.
The Deputy of Current Accounts Manager at SAPLASTIC.JSC highlighted the unreasonable calculation of bonus points for exceeding targets, noting that while staff are expected to meet these targets, there are no regulations or bonuses for those who surpass excellent criteria within the month The bonus, which is tied to the sales pitch proposal, does not exceed 10% of the KPI score Furthermore, the company's policy regarding the 13th-month salary involves splitting this bonus into two phases: one portion is paid at the end of the year, while the other half is disbursed at the end of the following year.
Sales executives often face the challenge of not having their telephone and gasoline expenses covered by the company, despite the frequent travel required by their roles This lack of support for essential costs significantly impacts employees, highlighting a critical issue in employee compensation and support.
Updated cause effect map
To understand the factors influencing turnover rates in the manufacturing industry, researchers have examined existing literature to uncover additional reasons for high employee turnover Various causes contribute to employees leaving their jobs, often in search of better opportunities or due to job dissatisfaction A study by Strolin et al highlights that the reasons for workforce turnover are numerous and can be categorized into three primary areas.
17 throughout the literature: individual factors, supervisory factors and organizational factors”
Stronlin et al report also concreted its findings by categorized each group:
Individual factors influencing turnover include worker characteristics like education, commitment, and demographics Supervisory factors arise from inadequate support and competency of supervisors Organizational factors encompass issues such as caseload size, workplace climate and culture, salary and benefits, promotional opportunities, and administrative burdens.
After considering the previously mentioned factor groups, I revisited the interviewees to explore additional reasons contributing to the company's high turnover rate The potential causes I identified include:
Individual factors such as burnout, demographics (including age, tenure, gender, and ethnicity), and professional commitment play a significant role in workplace dynamics According to Wallace, individuals who demonstrate a higher commitment to their profession and its goals tend to exhibit lower levels of commitment to their organization.
Inadequate supervision is a significant factor influencing caseworkers' decisions to leave their jobs, as highlighted by Fleischer Conversely, Dickinson et al emphasize that perceptions of supervisory support play a crucial role in encouraging caseworkers to remain in their positions.
Organizational factors influencing employee compensation, such as salary, bonuses, and benefits, were primarily discussed during the initial round of personnel interviews, leading to their omission in subsequent discussions.
After conducting the interview again, I found that many responses aligned with my initial observations Burnout is frequently associated with excessive workloads, as employees are often required to work overtime without additional pay or increased annual leave.
At SAPLASTIC.JSC, former employees reported that the sales department is overwhelmed with excessive workloads Ms Tram, the deputy sales manager, highlighted that many employees are required to work late, often until 8 or 9 PM, to manage customer demands effectively This situation is exacerbated by the need to cover for absent colleagues, adding to the overall pressure on the team.
Many employees often find themselves working late, past 10 PM, to review samples for timely delivery, yet the company does not provide any compensation for this extra effort This ongoing situation raises concerns that, if it persists, it may lead to a repeat of the resignations seen in 2018, as some employees struggle to cope with the mounting pressure.
Respondents noted that the limited employment of Northern workers poses challenges for the company, particularly after holidays when these workers are more likely to extend their absences or resign This issue primarily affects laborers rather than office staff Additionally, interviewees indicated that there is no clear evidence linking professional commitment factors to the high turnover rate in the flexible plastic packaging industry.
Respondents expressed satisfaction with their direct supervisor, the Sales Director, highlighting his supportive communication and valuable experience shared with all sales executives.
The Sales Department prioritizes training by pairing experienced staff with new employees in a 1:2 arrangement, fostering teamwork in customer engagement and market research This structure has led to high satisfaction among sales staff regarding the support from their direct managers However, feedback indicates that support from higher management, such as the board of directors, is perceived as less significant since employees do not interact directly with them.
Tran Phu Vinh emphasized that his CEO is highly engaged with the department's work and is open to receiving feedback, providing support as long as it aligns with the company's conditions.
Basing on literature review and interview data, the author updated cause effect map as below:
Potential central problems
Updated cause effect map shows 04 main problems that leads to high turnover rate in Sales department in recently:
A: High goal expectations B: Job stress
C: Low compensation and benefits D: Over workload
The board of directors' high expectations and job stress are critical challenges facing the company Given the current situation, both investors and banks demand that the company meet projected sales figures to secure long-term investment agreements, making sales pressure unavoidable.
With the expansive reach of the industry and the Saplastic brand, anticipated sales targets can be achieved Consequently, the board of directors will hold the sales team accountable to investors, placing significant pressure on the sales department This environment can lead to increased stress and dissatisfaction among sales personnel, potentially prompting them to consider leaving their positions.
Job stress is a significant concern for employees, with factors such as unrealistic goal expectations, inadequate compensation and benefits, and excessive workloads contributing to feelings of depression These stressors often lead staff to consider leaving their current positions, seeking better work environments, or even changing careers altogether.
Stress significantly contributes to high turnover rates in sales departments, negatively impacting work efficiency and causing emotional instability This often results in irritability and heightened tension between the sales team and other departments.
The cycle of stress and its causes leads to detrimental effects on employees, making them feel increasingly overwhelmed and anxious Therefore, the author argues that "job stress" is a critical issue that requires immediate attention and resolution.
The final cause-effect map reveals the sources of stress within the sales department of SAPLASTIC.JSC.
Work pressure at SAPLASTIC.JSC arises when job demands surpass the salesperson's capabilities, often due to unrealistic KPIs that do not align with available human resources and factory capacity Frequent client complaints and a strict managerial approach further exacerbate this stress As the workload increases, so does the level of job-related stress within the sales department.
Poor working conditions, such as excessive heat, noise, inadequate lighting, radiation, and air pollution, can significantly contribute to workplace stress Additionally, frequent travel, long working hours, and highly technical tasks further exacerbate this stress A lack of support from management also plays a crucial role in increasing employee stress levels.
Career development opportunities : Stabile (or unstable) work, promotion
(promotion or downgrade), job rotation, and career development opportunities are stress-inducing factors
Personal relationships within a company can significantly influence an individual's stress levels, serving as both a source of stress and a form of social support Factors such as workplace aggression, including bullying, violence, and lack of support for staff, contribute to heightened stress in the workplace.
Work-life role conflicts can lead to significant stress, as a typical job only satisfies a portion of an individual's purpose and personal needs When these roles clash or when there is insufficient time to balance both, it can result in heightened stress levels.
Problem definition
Job stress is a prevalent issue in companies worldwide, with various studies and definitions highlighting its significance Lazarus (1993) defines stress as an interaction process where individuals perceive environmental events as threats, prompting them to utilize their adaptive potential Similarly, Sager's research emphasizes that job stress reflects an individual's psychological response to challenges, opportunities, and uncertain outcomes.
According to DeFrank R S et al (9), stress in the workplace belongs to personal reaction; it is different from general stress because it is related to organization and work
Job stress occurs when factors related to workplace interactions disrupt or enhance an individual's psychological or physiological state, leading to deviations from their normal activities.
According to Kahn et al (1964), stress is a multifaceted process that significantly impacts individuals, primarily arising when employees struggle to balance their personal capabilities with job demands Key contributors to stress include work pressure, interpersonal relationships, inadequate resources, low wages, and an unsafe work environment.
William C Moncrief et al (11) identified that mundane jobs, poor management, and unsatisfactory working conditions significantly contribute to employee stress Factors such as unfulfilling roles, lack of career development, inadequate coworker support, and conflicts between work and personal life exacerbate this stress Additionally, organizational changes and ineffective information exchange further heighten feelings of anxiety among workers.
In 2009, Jaffe-Gill et al presented a comprehensive table detailing the various stress exposures faced by employees.
Table 2 1 - External expressions of stress
Symptoms of Neuropathy Emotional Expression
- Short-term Temper or Anger
Body Expression Out-body expression
- Eating more or less than usual
- Sleeping more or less than usual
- Bad Habits (nail biting, pounding …)
Problem existence
To evaluate the stress levels within the Sales Department at SAPLASTIC.JSC, the author developed a set of questions addressing the sources of stress experienced by employees A survey was then conducted among 25 sales staff members at SAPLASTIC.JSC to gather insights on this issue.
25, and the number of collected was 22, through the screening process, only 20 valid questionnaires were used by the authors for processing and analyzing survey results
The data collection was conducted using a questionnaire survey, which included a scale developed by the author This scale was based on study results and identified five independent variables contributing to stress in the Sales Department at SAPLASTIC.JSC.
The study utilized a 5-point Likert Scale to assess the factors influencing stress within the Sales Department at SAPLASTIC.JSC, where responses ranged from 1 (Strongly Disagree) to 5 (Strongly Agree) Employees were directly provided with the questionnaire and received instructions on how to complete it This approach ensured that the data collected accurately reflected the employees' perceptions of stress-related factors in their work environment.
The author addressed 24 responses individually, clarifying any misunderstandings caused by incorrect scales or answers Invalid responses, including blanks, multiple answers for the same statement, or uniform ratings across all observation variables, were refined and eliminated.
Table 2 2 - Observation variables define Job stress causes at SAPLASTIC.JSC
WP1 You find your work very stressful 1 2 3 4 5
WP2 Your work is overloaded 1 2 3 4 5
WP3 You do not have enough time to finish the tasks 1 2 3 4 5 WP4 The superiors always set out of ability tasks to you 1 2 3 4 5
WP5 You often think about leaving the current job at
The atmosphere in the workplace which is near Factory is hot and often exposed to the smell of solvent, glue, ink, affecting your health and working spirit
EC2 Inadequate infrastructure, old equipment which is often ruined, affecting the speed of working settlement 1 2 3 4 5 EC3 Workplace’s noise makes you feel stressed and tired 1 2 3 4 5
CDO1 There are not much opportunities to develop your career at the company 1 2 3 4 5
CDO2 Lack of training programs for promotion 1 2 3 4 5
CDO3 The promotion and nomination policies at the company are unfair and not transparent 1 2 3 4 5
CDO4 You do not have many opportunities to show your personal ability in the company 1 2 3 4 5
Conflicts with colleagues can arise frequently in the workplace, impacting team dynamics and productivity It's essential to address these issues constructively to foster a collaborative environment Effective communication and conflict resolution strategies can help mitigate misunderstandings and promote a positive work culture.
2.1 Work pressure Figure 2 1 - Measurement of work pressure factors
(Source: Appendix 7 – The survey result collection)
WP1 WP2 WP3 WP4 WP5
PR2 You are not able to maintain a good relationship with your superiors 1 2 3 4 5
PR3 You do not receive support from your colleagues and superiors 1 2 3 4 5
PR4 You have no belief in working with colleagues 1 2 3 4 5
PR5 Customers often complain and give negative feedback about you 1 2 3 4 5
5 Conflict between work-life roles
WL1 You are unable to balance work and life 1 2 3 4 5
Your work takes too much time and effort, so you do not have time for personal life 1 2 3 4 5
Balancing work and personal relationships can be challenging, often leading to difficulties in maintaining connections and fulfilling other important roles in life.
The evaluation of job stress factors within the Sales Department at SAPLASTIC.JSC revealed a notably high stress level A survey response to the question, "Do you find your work very stressful?" showed that 100% of participants acknowledged the high stress associated with working in the packaging industry This role demands employees to utilize a diverse set of skills, including human communication, problem-solving, and planning.
A recent evaluation revealed that many sales staff feel the tasks assigned by superiors exceed their capabilities, scoring an average of 4.70 points This indicates a disconnect between the company's sales targets and the factory's production capacity Historically, when sales orders reached 60% of the goals (40 billion VND), the factory experienced chaos and delays in goods delivery The sales target for each employee rose from VND 23,529 million in 2015 to VND 26,667 million in 2016, marking an increase of 13.33% By 2017, the target further increased to VND 27,778 million, reflecting a growth rate of 4.17% These escalating business goals and excessive workloads have led employees to spend an inordinate amount of time working.
Staff at SAPLASTIC.JSC expressed a strong consensus, with an average score of 4.55, indicating they feel they do not have enough time to complete their tasks To address this issue, leaders, particularly in the Sales Department, should implement task norms to prevent work overload Additionally, the frequency of meetings and weekly sales reports adds significant pressure on the sales team, further impacting their time management.
A recent survey revealed that the sales staff, with a rating of 4.75 points, frequently contemplate leaving their current positions due to work pressure and the overwhelming business goals set by the company.
The sales staff of the company reported a significant workload, with an average score of 4.50 points indicating feelings of job stress and task overload, while WP1 received an even higher score of 4.65 points, highlighting the pervasive issue of excessive demands in the office environment.
2.2 Working environment Figure 2 2 - Evaluation of working environment factors tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
(Source: Appendix 7 – The survey result collection)
The factor of working environment also has a direct impact on the sales department's stress at SAPLASTIC.JSC The most stressful and most selected factor is
Inadequate infrastructure and outdated office equipment significantly hinder work efficiency, with sales staff frequently facing issues like malfunctioning air conditioners and essential devices such as printers and photocopiers This leads to delays in document transfers and employee dissatisfaction To cut costs, SAPLASTIC.JSC has reduced spending on stationery, but employees emphasize that proper office supplies are crucial for productivity Instead of excessive cost-cutting, the company should focus on providing guidance for the effective use of equipment and invest in upgrading office resources Neglecting these aspects can create unnecessary stress and pressure in the workplace.
The environmental air quality in workplaces near factories significantly impacts employee health and morale, with a rating of 4.15 indicating its critical importance Proximity to workshops exposes sales department employees to harmful substances such as solvents, colloids, and ink, adversely affecting their well-being and work performance Consequently, it is essential for the company to invest in improving air quality and ensuring a healthier work environment.
WORKING INVIRONMENT tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The design of working offices and factories should prioritize the separation of sample checking and testing areas from the main production zone to minimize contact between sales staff and production activities If sales personnel need to access the production area, they must wear protective clothing to safeguard their health and alleviate stress among employees working in the company.
Problem importance
3.1 The studies relate to job stress consequences
Numerous studies have explored the impact of stress on human, organizational, and social factors Research by S Kyle Hight and Jeong-Yeol Park identifies two primary areas affected by stress: the human consequences facet and the organizational consequences facet.
Human consequences facet includes the impact on human health and it is more important to the individual than the company Stress affects human physical strength, psychology and human behavior
Research indicates that stress is a significant contributor to various health issues Notably, Cobb & Kasl (1972) established a link between stress and high blood pressure, while Shirom et al (1973) discovered an association between stress and elevated cholesterol levels Additionally, Reeder et al (1973) further explored these connections, underscoring the detrimental effects of stress on physical health.
(16) reported the relationship between stress and electrocardiogram abnormalities In
In their 1975 report, Hennigan and Wortham highlighted that serious illnesses significantly contribute to heart attacks and strokes, posing a risk to workers' health, with the most tragic outcome being death.
- Psychology : The simplest and most obvious effects of stress on employees’ psychology are the depressing, dissatisfaction with the job In Beehr's study in 1976
Job stressors have been shown to have a positive correlation with job dissatisfaction, as noted by Caplan et al in 1975 and Ivancevich in 1974 When employees experience stress, they often find their daily work monotonous, leading to a lack of motivation and creativity This can result in difficulties in decision-making and an increased likelihood of errors Over time, persistent stress can foster negative thoughts, prompting employees to leave their current positions in search of a less stressful work environment.
Human behavior significantly influences both the physical and psychological effects of stress Understanding these connections is crucial for addressing stress-related issues effectively.
34 behaviors are smoking, drinking alcohol that has a serious impact on human health
Cigarette smoking is a leading cause of cancer and cardiovascular disease Research indicates that occupational status negatively impacts smoking rates, while stress is linked to increased alcohol consumption Despite unclear connections between stress and road traffic accidents, it remains a significant factor contributing to employee depression, prompting individuals to seek stimulants like cigarettes and alcohol In Vietnam, the prevalence of drinking poses serious implications for individuals, families, and society as a whole.
Employees experiencing severe stress will lead to many negative consequences for the company's business The most common effects will be seen in the following aspects:
Numerous studies have explored the impact of stress on job performance, with Jamal M (1984) highlighting key factors such as employee effectiveness, commitment, and turnover His research indicates that stress diminishes productivity, leads to neglect of responsibilities, stifles creativity, and increases the likelihood of poor decision-making Additionally, the study reveals a correlation between stress and absenteeism, as employees often take extended breaks to seek a better work-life balance When overwhelmed by stress, employees tend to disengage from their tasks and may ultimately choose to leave their positions.
Employee suggestions play a crucial role in enhancing the work environment, as highlighted by Caplan R.D (25), who notes that staff regularly make recommendations to improve their conditions This aspect is linked to the stress experienced by the business, as addressing employee needs incurs both costs and time A study by Margolis et al (1974) (26) found a positive correlation between frequent employee recommendations regarding an inadequate work environment and work overload Additionally, factors such as a lack of self-expression, an unsafe environment, and employee disengagement further contribute to these challenges.
35 in making decisions This means that employees do not usually recommend when encountering these three issues
Employee withdrawal, a prevalent consequence of stress, significantly affects organizations This report highlights various forms of withdrawal, including absenteeism, turnover, and psychological disengagement, which manifest as reduced job involvement and diminished organizational identification Chapter 1 illustrates how absenteeism negatively impacts business operations, leading to decreased revenue and escalating costs associated with recruitment and training, without any assurance of retaining talent.
In addition, many staff after leaving have bad behaviors, comments, which affects the recruitment of employees in the future
3.2 The consequences of job stress affects to SAPLASTIC.JSC
Salespeople play a crucial role in driving revenue and profitability for a company Their effectiveness and proactive approach are key contributors to the overall success of the business A strong and dynamic sales team is essential for achieving financial growth and sustaining competitive advantage.
SAPLASTIC.JSC is currently grappling with significant stress within its business department, as revealed by recent surveys Research conducted by the author, supported by reference documents, highlights the impact of stress on the company's overall performance and employee well-being.
From 2015 to 2017, SAPLASTIC.JSC experienced a significant decline in revenue and income, with 2017 being the most affected year As illustrated in Table 1.2 and Figure 1.2, revenue increased by 28.54% in 2016 compared to 2015, but then fell by 18.11% in 2017 compared to 2016.
Revenue before tax in 2016 increase 34.09% compared with 2015 and 2017, reduce 36.93% compared with 2016
With the fall of revenue and income, not only affect the business situation of company, but also lead to other consequences such as:
- Firstly, the company does not meet the requirement of investor can make them underestimate the company and withdraw capital or new investor has no trust in company
A decline in revenue will negatively impact the ability of banks to assess lending capabilities, making the approval of documents more challenging.
The decline in revenue and sales income will lead companies to reduce costs, particularly in areas such as promotions, training, and company trips Consequently, sales personnel may find themselves overwhelmed with their assigned workload.
If a company reduces its workforce without a strategy for innovation or alternative solutions, it risks exacerbating existing issues, creating a challenging cycle that is hard to resolve.
Causes validation
Job stress is significantly influenced by unclear job responsibilities and performance, as highlighted by Orly Michael Work overload, defined by Nor Farah Hanis in 2015, refers to the perception of having excessive tasks with insufficient time to complete them A report by Garima Mathur et al in 2007 emphasizes that work overload and time constraints create pressure that leads to stress among workers For instance, the feeling of not having enough time to finish tasks exemplifies this issue Peterson et al further explain that work overload occurs when individuals face an excessive workload, time pressure, and lack the necessary resources to fulfill their job-related commitments.
A positive working environment is crucial for reducing employee stress and enhancing work efficiency, as highlighted by Herzberg (1968) and Spector et al (2000) Ellickson et al emphasize that comfort in the workplace directly contributes to increased productivity Ceylan et al report that favorable working conditions, such as adequate lighting, temperature control, and cleanliness, significantly boost job satisfaction and lower stress levels Pellens notes that poor physical work conditions can lead to decreased job satisfaction and hinder daily performance Additionally, Mohyin et al assert that a professional atmosphere, proper equipment, and a pressure-free environment are essential for improving productivity and minimizing job stress.
Maslow's theory of motivation posits that human behavior is influenced by a hierarchy of needs, starting from basic desires to higher-level aspirations McGregor emphasized that this hierarchy drives employee engagement and job satisfaction, highlighting the importance of training and development as essential for workers to enhance their income and commitment Additionally, Nyakundi noted that opportunities for promotion serve as a key motivator, encouraging individual creativity and effort towards organizational success.
A study by Mehta S et al (2010) highlights that personal relationships among coworkers, superiors, subordinates, salespeople, and customers significantly influence employee work stress and organizational loyalty Akman et al suggest that various studies have explored how relationships with colleagues affect employee stress levels While research on the impact of peer relationships on job stress in Vietnam is limited, it is evident that positive personal relationships among employees can lead to reduced work-related stress Thus, fostering good relationships among colleagues is essential for alleviating workplace stress.
1.5 Conflict between Work-Life roles
Greenhaus (42) identified that role conflict between work and personal life contributes significantly to workplace stress Kahn noted that when employees are overwhelmed by numerous tasks, they struggle to allocate sufficient time for their families, resulting in heightened stress that hampers their ability to perform effectively both at work and in their personal lives.
Solution
The primary issues affecting performance are excessive workloads and unrealistic sales targets that do not align with the company's current capabilities, particularly in relation to outdated production facilities.
To address the 42 requirements and the asynchronous quality of products, as well as the high demand for skills in the job market and the pressure for timely delivery to customers, I propose the following solutions:
The Board of Directors at SAPLASTIC.JSC should reevaluate the feasibility of sales targets by engaging with all departments to gather their insights on past challenges, enabling a collaborative approach to gradually overcome these obstacles.
The Board of Directors must collaborate with the Sales department management to reassess and redefine KPI requirements that align with the company's current dynamics and the unique strengths of individual team members Established employees with extensive experience and high-value clients should have elevated sales targets compared to new hires Furthermore, the company should implement a targeted training program to help new employees quickly acclimate to their roles and effectively engage with both internal teams and external clients.
To enhance product quality and quantity at SAPLASTIC.JSC, it is essential to replace, repair, and upgrade the factory's production line system This will ensure adherence to the production schedule and meet the current production demands.
To enhance employee retention and motivation, SAPLASTIC.JSC should prioritize developing a comprehensive training program that equips staff with essential professional knowledge and outlines clear pathways for promotion and rewards In the plastic packaging industry, expertise and experience are crucial, requiring time for employees to cultivate these skills within the workplace Additionally, the company must implement more appealing incentives for sales staff to foster loyalty and discourage them from pursuing more attractive offers from competitors.
Sales staff at SAPLASTIC.JSC require support from the Sales Manager and company leaders to effectively address challenges that arise during their work processes This assistance is crucial in alleviating stress for the sales team, enabling them to perform their duties more efficiently.
The sales manager at SAPLASTIC.JSC must effectively balance personnel and workload within the department to recommend to leadership the recruitment of additional employees This strategy aims to alleviate the pressure on sales staff and improve their Key Performance Indicators (KPIs).
SAPLASTIC.JSC, particularly its sales department, should frequently arrange picnics and outdoor activities to foster connections among employees These events provide opportunities for team members to interact, share experiences, and enhance mutual understanding, ultimately leading to better support and coordination in their work This approach aims to improve overall work efficiency and quality.
+ Shall regularly get opinions, feedbacks of employee on the policies of the SAPLASTIC.JSC to find out shortcomings and limitations for giving better solutions
The workplace's high temperatures and exposure to solvents and odors negatively impact the health and morale of sales staff at SAPLASTIC.JSC To address this, it is essential to create a separate sampling area and meeting space between sales and the factory, while also establishing a working room that isolates toxic chemical odors This redesign will facilitate sample transfer and review while minimizing health risks for the sales team Additionally, upgrading the air conditioning and fan systems is crucial to maintain a cool environment, preventing overheating and reducing stress for sales personnel.
The company aims to ensure that office equipment is well-maintained and properly invested in, guaranteeing it remains in optimal condition Additionally, management will communicate to employees the best practices for using the equipment to maximize its durability.
Investing in building material facilities, such as offices and workshops, is essential for enhancing employee productivity Regular maintenance of equipment and machines, including printers, fax machines, scanners, and Wi-Fi systems, is crucial to ensure efficient work processing speeds.
+ Building and design the office for sales staff to reduce the noise (from the factory), creating a quiet space to solve and handle works
Incorporating more trees into the office environment can significantly enhance the atmosphere, making it fresher and more inviting This natural addition helps employees feel more comfortable and relaxed while working, ultimately boosting productivity and well-being.
The sales manager at SAPLASTIC.JSC should prioritize employee engagement and effectively manage conflicts to foster a supportive and collaborative work environment.
SAPLASTIC.JSC should facilitate and announce clear criteria for promotion or the procedure for the position transferring to the sales staff of the company
The human resources department should prioritize cost-effective training for sales staff by implementing internal courses led by existing employees, fostering both skill development and stronger interpersonal relationships within the organization.