INTRODUCTION
Background of the research
This study investigates the factors influencing employee work motivation in Japanese-invested companies in Binh Duong province following the COVID-19 pandemic The author, having worked closely with employees from these companies, noticed distinct differences in their motivation levels compared to those in firms from other countries, including Vietnam Additionally, there was a notable shift in work motivation before and after the pandemic's outbreak in the second half of 2021 This prompted the author to explore the topic further.
“Investigating the factors that affected employee motivation after the Covid-19 pandemic: A study on Japanese manufacturing enterprises in Binh Duong in 2023”
Binh Duong province, part of Vietnam's Southern Key Economic Region, is rapidly becoming a top choice for foreign investors, as highlighted by Vietnam Briefing (2022) With a population exceeding 2.5 million, predominantly of working age, Binh Duong is recognized for its robust economy and swift development, bolstered by its proximity to Ho Chi Minh City The province boasts 30 industrial zones and ranks second only to Ho Chi Minh City in attracting foreign direct investment (FDI).
On the other words, the province has experienced significant economic growth, with a focus on industrialization and modernization
Before the COVID-19 pandemic, Binh Duong province experienced robust economic growth, with a Gross Regional Domestic Product (GRDP) of VND 288,000 billion in 2020, marking a 7.05% increase from 2019 The industrial sector, accounting for 67.2% of the GRDP, was primarily driven by manufacturing in electronics, textiles, and garments, attracting significant foreign direct investment (FDI) from multinational corporations This industrial growth not only bolstered the province's economy but also created numerous job opportunities for locals However, the pandemic adversely affected the economy, leading to a 6.53% decrease in GRDP during the first half of 2021 compared to the same period in 2020, with the industrial sector declining by 7.78% and the service sector by 3.04%.
Japanese-invested companies in Vietnam are distinguished by their unique work culture and management practices, particularly their emphasis on long-term employment and job security, which fosters employee commitment and motivation These companies prioritize teamwork and collaboration, creating a cohesive work environment that encourages employees to achieve common goals Additionally, they invest significantly in employee training and development, offering various programs that enhance skills and career growth The Japanese cultural principle of "kaizen," or continuous improvement, underscores their approach to work motivation and job satisfaction, valuing loyalty, hard work, and dedication However, individual experiences regarding work motivation can vary, as each company maintains its own distinct culture and management practices, which may differ from those of Vietnamese firms and other foreign-invested companies in Vietnam.
As of December 2022, Binh Duong has successfully attracted around $40 billion in investment through 4,082 projects from 65 countries and territories, with Japan contributing nearly $6 billion, making it the second-largest investor in the region.
In 2021, seven of the top ten largest Japanese companies in Vietnam were located in Binh Duong, highlighting the significant role of Japan-invested enterprises in the province's economic development These companies have not only contributed to local growth and job creation but have also enhanced the quality and productivity of the workforce through advanced technology and management practices Additionally, their corporate social responsibility (CSR) initiatives have fostered a positive image and bolstered their reputation within the community.
The Covid-19 pandemic severely impacted Vietnam, particularly Binh Duong province, from July 2021 to January 2022, disrupting global supply chains and slowing economic growth Prior to the pandemic, Binh Duong enjoyed steady economic growth with a GDP growth rate of 7.82% in 2019, largely driven by its manufacturing sector, which constituted over 77% of its GDP The province successfully attracted over $34 billion in foreign investment that same year However, as of March 2022, the pandemic's global situation remained complex, posing challenges for enterprises in restoring production and import-export activities, as highlighted by Tieu-My in Binh-duong News Despite facing high production costs and pressures, businesses continue to adapt and strive for development.
This research paper focuses on work motivation, a critical factor for organizational success, especially in the post-COVID-19 era The pandemic has transformed workplace dynamics, introducing remote work and social distancing, which have significantly influenced employee motivation Understanding the elements that drive motivation is essential for organizations aiming to sustain productivity and achieve their goals in this new landscape This study will examine key factors affecting work motivation, including the nature of work, working conditions, wage and welfare policies, job security, relationships with colleagues, and company culture, all of which have been shaped by the pandemic.
Research problem
The COVID-19 pandemic has triggered significant shifts in the global economy and workforce, resulting in widespread job losses and altered work arrangements This upheaval has heightened stress and anxiety among employees, ultimately influencing work motivation and the various factors that contribute to it.
Motivation has been a widely researched topic both globally and in Vietnam prior to the Covid-19 pandemic However, the pandemic has significantly impacted personnel stability within companies, highlighting the need for further studies on factors that sustain employee motivation in the post-Covid era Additionally, there is a noticeable gap in research regarding employee motivation in foreign direct investment (FDI) firms located in Binh Duong.
The pandemic has profoundly affected both the workplace and the economy, highlighting the necessity for research that offers insights into enhancing employee motivation and driving organizational success in the post-pandemic landscape.
Research objectives
To enhance employee motivation in Japanese companies in Binh Duong province post-Covid-19, management must clearly understand the key motivational factors Identifying these significant elements is crucial for fostering a motivated workforce in the current context.
This paper explores the factors influencing work motivation in Binh Duong post-COVID-19, offering valuable insights for organizations seeking to adapt and succeed in the evolving work landscape It highlights the unique challenges faced by businesses in the region and suggests strategies to enhance employee motivation, ultimately driving organizational success.
Scope of the Research
Content scope: the factors that affected employee motivation after the Covid-19 pandemic in Binh Duong from July 2021 to January 2022, specifically Japanese manufacturing enterprises in Binh Duong in 2023
Place scope: Binh Duong, Vietnam
Time scope: September 2022 to May 2023
Research structure
There are five chapters in this research
Chapter 1: Introduction There is an explaination about the ideas of the research in terms of the background, objective, scope, and significance
Chapter 2: Literature review In this chapter, the author builds a comprehensive understanding of complicated concepts of risk attitudes in business management as well as entrepreneur's personality traits
Chapter 3: Methodology The content in this chapter is to describe the conceptual model and how the research is designed and carried out
Chapter 4: Results and findings In this chapter, the author gives the results researchs
Chapter 5: Discussion and conclusion The main points in this chapter is to discuss the results of the research and summarize the contributions, limitations, and intentions for future research
This research paper includes a comprehensive reference section that cites all sources utilized Following the references, an appendix is provided, featuring a list of survey questions presented in English.
LITERATURE REVIEW
Theoretical background
2.1.1 ERG theory of motivation by Alderfer
Alderfer's ERG theory, introduced in 1969, offers a unique perspective on work motivation by highlighting the simultaneous fulfillment of various human needs It categorizes these needs into three groups: Existence needs, encompassing physiological and safety requirements; Relatedness needs, which focus on social and interpersonal relationships; and Growth needs, related to self-esteem and self-actualization This theory posits that individuals can be motivated by multiple needs at once, such as an employee seeking job security (existence need), fostering positive relationships with colleagues (relatedness need), and pursuing opportunities for personal development (growth need).
The theory emphasizes the importance of addressing three fundamental needs to create effective work environments that cater to employees' diverse requirements Existence needs encompass essential elements like adequate food, water, shelter, and healthcare access Relatedness needs highlight the significance of social interactions and relationships with colleagues, supervisors, and customers Lastly, growth needs focus on the aspiration for personal and professional development, self-esteem, and self-actualization.
ERG theory supports the following factors that affect work motivation:
Job satisfaction plays a vital role in employee motivation, as individuals are more driven to perform well when they feel content in their roles According to ERG theory, fulfilling existence needs, such as job security, along with relatedness needs, like fostering social relationships, is essential for enhancing overall job satisfaction.
Fair compensation plays a crucial role in motivating employees by addressing their fundamental needs, including physiological and safety requirements According to ERG theory, employees are driven to pursue higher-level growth needs only after their lower-level needs have been adequately met.
Achieving a healthy work-life balance significantly enhances employee motivation, as supported by ERG theory, which emphasizes that personal growth can only occur when social and personal needs are met.
Organizational culture plays a significant role in influencing employee motivation, as a positive and supportive environment can boost morale, while a toxic culture can lead to demotivation According to ERG theory, the fulfillment of relatedness needs, such as social relationships, is essential for enhancing motivation among employees.
By understanding these factors and applying ERG theory, organizations can create a motivating work environment that can enhance employee performance and productivity
2.1.2 Hofstede's Model of Organizational Culture
Hofstede's model of organizational culture identifies six key dimensions that influence work motivation: power distance, individualism vs collectivism, uncertainty avoidance, masculinity vs femininity, long-term vs short-term orientation, and indulgence vs restraint These dimensions shape how employees view their roles and what they expect in terms of rewards and recognition For instance, in high power distance cultures, employees often seek motivation through recognition from superiors, whereas in low power distance cultures, they may prefer collaboration and autonomy Additionally, individualistic cultures tend to motivate employees through personal recognition and growth opportunities, while collectivist cultures emphasize team recognition and social connections.
Hofstede's Model of Organizational Culture identifies six key factors that can impact work motivation:
Power distance measures how comfortable individuals in a society are with unequal power distribution In organizations characterized by high power distance, employees often feel less motivated to take initiative or provide feedback to their superiors.
Individualism and collectivism represent contrasting cultural values regarding the prioritization of personal versus group goals In individualistic cultures, individuals tend to seek personal recognition and rewards, while in collectivistic cultures, the emphasis is placed on achieving success as a team Understanding these differences can enhance workplace motivation and collaboration.
Masculinity vs Femininity reflects how societies prioritize traditionally masculine traits like assertiveness and competition versus feminine values such as collaboration and caring In masculine cultures, employees are often driven by competition and achievement, while in feminine cultures, the focus shifts to work-life balance and social responsibility.
Uncertainty avoidance reflects how comfortable individuals in a society are with ambiguity and risk In organizations characterized by high uncertainty avoidance, employees often exhibit lower motivation to engage in risk-taking or innovation.
Long-term vs short-term orientation highlights how societies prioritize planning and goals, with long-term oriented organizations fostering employee motivation towards future success, while short-term oriented organizations focus on immediate rewards.
Indulgence versus restraint highlights the balance between hedonistic values, such as enjoyment and fun, and restrained values, including self-discipline and modesty, within a society In cultures that embrace indulgence, employees are often driven by personal fulfillment and enjoyment, while those in restrained cultures tend to be motivated by duty and self-control Understanding this dynamic is crucial for fostering workplace motivation and satisfaction across different cultural contexts.
These factors can influence work motivation in a variety of ways, and understanding them can help managers create a more supportive and motivating work environment
2.1.3.Three-Factor Theory of David Sirota
The Three-Factor Theory of David Sirota (2005) is a model that identifies three key factors that can impact work motivation:
Equity in the workplace is essential for fostering employee motivation, as it encompasses their perception of fairness, including equal pay for equal work and just treatment by supervisors When employees believe they are treated fairly, their motivation to perform and contribute effectively increases significantly.
Achievement signifies an employee's aspiration for personal and professional growth When workers perceive their tasks as challenging and filled with opportunities for development, their motivation to excel in their roles significantly increases.
Definition and previous studies
Work motivation, as defined by Kovach (1987), is the essential force that drives individuals to reach their workplace goals Kovach highlights ten key factors influencing work motivation: recognition and rewards, clear goals and objectives, autonomy, challenging work, a supportive environment, fairness and equity, opportunities for growth and development, and maintaining a positive work-life balance By focusing on these factors, organizations can enhance employee motivation, leading to a more productive and engaged workforce.
Employee motivation is a psychological process that energizes and sustains human activity related to work (Hitka et al., 2019) It is defined as an employee's willingness to exert effort toward organizational goals, driven by the need to satisfy individual needs (Mulyani et al., 2020) Additionally, employee motivation encompasses the commitment, energy levels, and creativity that individuals bring to their roles (Ramyasri & Ch, 2020) Recognizing that different employees have varied motivations based on their unique interactions with the work environment is crucial Enhancing employee motivation leads to numerous organizational benefits, including increased job satisfaction and improved performance (Forson et al., 2021) Therefore, motivating employees is a vital responsibility for business managers, as it directly impacts the achievement of organizational goals and overall success (Rahaman et al., 2020).
A study by Gubler et al (2020) revealed that the pandemic has accelerated the trend of remote work while reducing in-person interactions among employees This transition has resulted in mixed effects on work motivation, presenting both advantages and challenges.
Remote work offers greater autonomy and flexibility, often resulting in increased motivation However, the absence of face-to-face interactions and social support may contribute to feelings of isolation, potentially diminishing motivation levels.
A 2014 research paper by Bui and Le examined the factors influencing work motivation among direct production employees in a Vietnamese machine assembly corporation The study identified seven key factors affecting employee motivation, with salary and welfare being the most significant contributors.
A later study by Tran Thi Phuong Thuy and Tran Thi Bich Nhung, "Factors affecting work motivation of office workers – A study in Ho Chi Minh City, Vietnam," in 2018
In Chi Minh City, key factors influencing work motivation include relationships with superiors, individual recognition, opportunities for promotion, wages and welfare policies, work interest, working conditions, and personal responsibility However, the study does not identify which of these factors has the most significant effect on employee motivation.
In "The Changing Nature of Work," Howard offers a thorough definition of work, detailing the various tasks, duties, and responsibilities associated with a job He emphasizes the importance of the knowledge, skills, and abilities necessary for successful job performance, highlighting both the physical and mental components, including manual labor and problem-solving Additionally, Howard addresses the social and organizational contexts that influence how work is conducted.
Numerous studies highlight the crucial relationship between the nature of work and employee motivation (Hackman & Oldham, 1976; Karasek, 1979; Deci & Ryan, 1985; Amabile, 1993) These findings emphasize the importance of creating challenging and meaningful jobs, offering opportunities for professional growth, and recognizing employees' achievements to enhance motivation To foster a motivated workforce, employers should focus on job design that encourages development and actively reward employees for their contributions.
The COVID-19 pandemic has significantly transformed work dynamics and employee motivation, presenting both challenges and opportunities Remote work can enhance motivation for some, yet the absence of social support and heightened job demands may diminish it for others To foster high motivation levels, employers must offer sufficient resources and support to help employees effectively manage these complexities.
Working conditions encompass the physical, social, and organizational environments that significantly influence work motivation Research by Karasek and Theorell (1990) identified job demands and job control as critical factors affecting work conditions and, consequently, employee motivation.
Job demands encompass the physical and mental effort, time pressures, and workload necessary for job performance While excessive job demands can lead to stress and burnout, appropriately challenging demands can enhance work motivation by fostering a sense of accomplishment and mastery Balancing job demands is crucial for maintaining employee well-being and motivation.
Job control is the level of autonomy and decision-making power that employees possess in their roles When employees feel a sense of ownership and control over their tasks, it can enhance their work motivation Conversely, if employees experience micromanagement or lack essential resources and support, their motivation may suffer.
A study by Hackman and Oldham (1976) identified key job characteristics—skill variety, task identity, task significance, autonomy, and feedback—that significantly influence work motivation The findings indicated that jobs enriched with these characteristics enhance motivation, resulting in increased job satisfaction and improved performance.
Wage and welfare policies play a crucial role in an organization's compensation strategy, encompassing the types and amounts of compensation employees receive, such as wages and benefits These policies can significantly influence employee motivation, either enhancing or hindering it, based on various factors.
The fairness of wage and welfare policies significantly influences work motivation, as highlighted by a study from Greenberg and Ornstein (1983) Their research indicates that employees who view these policies as fair exhibit higher motivation levels, while those who perceive them as unfair tend to be less motivated This underscores the importance of perceived fairness in shaping employee engagement and productivity.
Research hypothesis
This research paper examines six key factors influencing work motivation: the nature of work, working conditions, wage and welfare policies, job security, relationships with colleagues, and company culture These factors have been extensively studied and are particularly relevant in today's workplace, especially in light of the COVID-19 pandemic By investigating these elements, the paper aims to offer valuable insights for employers seeking to foster a positive work environment and enhance employee satisfaction.
This study hypothesizes that multiple factors significantly affect employee motivation in the workplace It aims to identify these factors and analyze their importance and impact on work motivation By understanding these contributions, organizations can develop effective strategies to boost employee motivation and productivity The research will explore how these factors influence work motivation, offering recommendations for organizations looking to enhance employee motivation and job satisfaction.
This study aims to achieve its research objectives through quantitative online surveys administered to a diverse sample of employees across various organizations The surveys will gather data on employees' perceptions of the factors influencing their work motivation Statistical techniques will be employed to analyze the data, identifying significant relationships between these motivational factors and employee productivity.
This research offers a thorough analysis of the factors influencing work motivation, contributing valuable insights to existing literature It presents practical recommendations for organizations aiming to boost employee motivation By recognizing the significance of these factors, companies can foster a supportive workplace culture that prioritizes employee well-being, ultimately enhancing productivity and overall organizational performance.
The study will explore how cultural differences affect work motivation, highlighting the significant influence of cultural norms and values on employee engagement Recognizing these differences allows organizations to customize their motivation strategies, fostering a supportive workplace culture that enhances employee motivation and well-being across diverse cultural backgrounds.
Overall, this study will provide valuable insights into the factors that affect work motivation and how organizations can enhance their employees' motivation
H1: "Nature of work" has a positive effect on the work motivation of Japanese
H2: "Working conditions" have a positive effect on the work motivation of Japanese enterprises' employees in Binh Duong
H3: "Wage and welfare policies" has a positive effect on the work motivation of Japanese enterprises employee in Binh Duong
H4: "Job security" has a positive effect on the work motivation of Japanese enterprises' employees in Binh Duong
H5: "Relationships with colleagues" have a positive effect on the work motivation of Japanese enterprises' employees in Binh Duong
H6: "Company culture" has a positive effect on the work motivation of Japanese enterprises' employees in Binh Duong.
Conceptual framework
METHODOLOGY
Research process
This research paper was conducted by the following steps:
Measurement scales
The structure of the survey is measured using a 5-point Likert scale, where: 5 is
‘Strongly Agree’, 4 is ‘Agree’, 3 is ‘Neutral’, 2 is ‘Disagree’ and 1 is ‘Strongly Disagree’
The questionnaire consists of two primary sections The first section includes eight questions designed to identify the study's target demographic, featuring two screening questions and six inquiries about demographic characteristics such as gender, age, education level, work duration, job position, and income The second section focuses on employee work motivation, comprising thirty-four questions related to their experiences within the company Additionally, there is a comments section for respondents to share any further insights regarding their work motivation experiences during or after the Covid-19 pandemic.
Meet supervisors for finalizing the literature review and questionnaire Collect the data
The measurement scales were adopted from the review theories and previous studies and shown in the below table:
Code Measurement scales of independent variables Sources
NK1 I fully understand my responsibilities at work (Howard,
NK2 I have been given appropriate authority in proportion to my job responsibilities.
NK3 I have the skills and knowledge to perform the assigned work
My job has many challenges for me to overcome and progress.
NK5 I have completed many new tasks that arise during the
NK6 I am happy with my current job at the company
WC1 My workplace is fully equipped.
WC2 My workplace is very comfortable.
WC3 I actively arrange my work to achieve the best work efficiency.
WC4 I have enough time to complete the assigned work
WC5 I have the right to actively work from home when necessary after the Covid-19 pandemic
WP1 My current salary is commensurate with my ability and contribution to the company.
The company has a good variety of welfare policies for every employee.
WP3 The income meets the needs of my life
WP4 I am satisfied with the company's salary and welfare policy for employees during the Covid-19 pandemic
I am satisfied with the company's salary and welfare policy after the Covid-19 pandemic
Code Measurement scales of independent variables Sources
JS1 My job is almost guaranteed for a long time at the company.
(Trinh, 2021) JS2 The company is operating stably and effectively.
I believe in the development activities of the company in the coming time.
RC1 My colleagues are open and honest with each other
RC2 I work with trustworthy colleagues
RC3 My colleagues often help each other to get the job done well
RC4 My colleagues are willing to share their experiences
RC5 I am satisfied with my colleagues at work
RC6 We are excited about social activities outside of working hours
My comments on making decisions and solving common problems of the company are welcome (Denison &
CC2 Members cooperate closely in work.
CC3 I receive the rewards that I deserve for my contributions to the company.
CC4 In the context of the Covid-19 pandemic, the company made quick changes to suit this difficult situation.
EM1 The company inspires me at work (Hitka et al.,
EM2 I volunteer to improve my skills to work better.
EM3 I am willing to sacrifice my interests to get the job done.
EM4 I usually work in my best mood.
EM5 I am always excited to do my current job.
Sampling and data collection
Research by Hair et al (1998) emphasizes that the sample size (n) must be sufficiently large to effectively analyze factors, recommending a size that is at least five times the number of observed variables (m) Additionally, Tabacknich and Fidell (1996) provide a formula for determining the sample size: n ≥ 50 + 8*m, where n represents the sample size and m denotes the number of independent factors Furthermore, Bentlow and Chou (1987) suggest that each variable should have a minimum of five observations for accurate analysis.
To align with the findings of previous research and the objectives of this study, the author determines the required number of observations to be at least 160, based on the formula n >= max (5*32; 50 + 8*7) = (160; 106), which corresponds to 32 observed items and 7 independent factors.
In the collected data, the prediction may contain invalid data Therefore, to prevent the collection of not enough valid data, the author will take the number of observations as
300 The survey in the form of a link will be sent to employees of eighteen Japanese companies operating in Binh Duong province Data will be collected in April 2023
This cross-sectional study involved distributing a questionnaire to randomly selected employees from eight Japanese factories in Binh Duong, who have been employed in these companies since before the Covid-19 pandemic The questionnaire included a greeting, an explanation of the survey's purpose, and a commitment to maintaining the confidentiality of participants' information To ensure the accuracy and completeness of the data collected, subjects received a reminder message encouraging them to answer all questions attentively The author expresses gratitude for the support and cooperation of the participants in this important research.
In April 2023, a survey was conducted among approximately 300 Vietnamese full-time employees working in Japanese manufacturing companies in Binh Duong Ultimately, 160 valid responses were collected, providing comprehensive data for analysis.
Having worked at a Japanese language center in Binh Duong for over nine years, the author has established connections with students, 35% of whom are employed in Japanese companies To gather data, the author engaged with respondents during classes and requested their assistance in completing and sharing survey links Additionally, survey links were distributed to groups of former students who had completed their studies at the center Ultimately, a total of 160 valid responses were collected for analysis.
Data analysis method
There are five steps in data analysis method:
The first step: descriptive statistical analysis of the samples
Second step: reliability analysis and exploratory factor
Third step: descriptive statistic of research variables
Fourth step: modified the research model
DATA ANALYSIS AND FINDINGS
Descriptive statistics of the samples
Three hundred survey questionnaires were distributed through online social media, and
A total of 185 survey questionnaires were collected, with 160 valid responses remaining after excluding unsatisfactory votes, representing 53.3% of the original submissions The characteristics of the survey participants are detailed in the following tables, which classify the 160 employees by gender, education level, years of employment, and average monthly income.
Regarding gender: Table 4.1 shows that 69 men and 91 women participated in the interview, the number of men accounted for 43.1%, and the number of women accounted for 56.9%
Frequency Percent Valid Percent Cumulative Percent
Table 4.2 reveals that individuals with professional secondary and college degrees constitute the majority at 51.9%, followed by those with university degrees at 38.8% Additionally, 5.0% of the population holds other qualifications, while post-graduate degree holders make up 4.4%.
Frequency Percent Valid Percent Cumulative Percent
According to Table 4.3, the majority of employees have been with the company for 5 to less than 10 years, comprising 38.1% or 61 individuals Those who have worked for 3 to less than 5 years represent 35.6%, while employees with over 10 years of service account for 15.6% Additionally, 6.9% of employees have been with the company for under 1 year, and 3.8% have worked there for 1 to less than 3 years.
Table 4.3: Table of years of service
Frequency Percent Valid Percent Cumulative Percent
Regarding income: Table 4.4 shows that, among 160 interviewees, those with income from 22 to less than 32 million VND/month account for the most, 38.2%; income from
12 to less than 22 million VND/month, 32.5%, From 8 to under 12 million VND/month 17.5%; Under 8 million VND/month, 7.5% war Over 32 million VND/month, accounting for 4.3%
Frequency Percent Valid Percent Cumulative Percent
Performing Exploratory Factor Analysis (EFA)
4.2.1 Check the reliability of the scales
The reliability of scales is assessed using Cronbach's Alpha, which indicates the internal consistency of a measurement tool A Cronbach's Alpha coefficient exceeding 0.95 suggests redundancy among observed concepts, warranting the removal of such variables Furthermore, any observed variables with an item-total correlation below 0.4 should also be excluded The findings from the Cronbach's Alpha analysis of the scales are detailed in the subsequent table.
Table 4.6 Cronbach's Alpha analysis results
Scale average if the variable type
Scale variance if the variable type
Cronbach's Alpha when excluding variables Nature of work: Cronbach's = 0,755
Wage and welfare policies: Cronbach's Alpha = 0,868
Relations with colleagues: Cronbach's Alpha = 0,885
Source: Author's data analysis results
The reliability analysis reveals that all scales exhibit Cronbach's Alpha coefficients ranging from 0.664 to 0.885, indicating acceptable to high reliability Specifically, the Nature of Work has a Cronbach's Alpha of 0.755, Working Conditions at 0.664, Salary and Welfare Policy at 0.868, Job Security at 0.847, Relationships with Colleagues at 0.885, Company Culture at 0.644, and Employee Motivation at 0.868.
To conduct a regression analysis that assesses the impact of various factors, survey data is utilized to evaluate the convergence scale of these factors within the regression model.
The KMO coefficient (Kaiser-Meyer-Olkin) assesses the suitability of Exploratory Factor Analysis (EFA), with values ranging from 0.5 to 1 indicating appropriateness for factor analysis Additionally, Bartlett's test evaluates the null hypothesis that the correlation among observed variables in the population is zero; a statistically significant result (Sig ≤ 0.05) suggests that the observed variables are indeed correlated within the population.
Factor loading serves as a key criterion for assessing the practical significance of Exploratory Factor Analysis (EFA) A factor loading greater than 0.3 indicates minimal significance, while a loading above 0.4 is deemed necessary For a factor loading to be considered practically significant, it must exceed 0.5.
Third, the scale is accepted when the total variance extracted is ≥ 50%, and the Eigenvalue is ≥ 1
4.2.2.1 Analysis of factors affecting the work motivation after the Covid-19 pandemic
In a study assessing the reliability of Cronbach's Alpha, seven key observed variables were selected for exploratory factor analysis (EFA): nature of work, working conditions, salary and welfare policy, job security, relationship with colleagues, company culture, and employee motivation.
Table 4.7 presents the results of the KMO and Barlett test and the second-factor analysis after removing the KMO variable
Table 4.7: Second KMO and Bartlett test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy ,770
Bartlett's test: Sig = 0.000 < 0.05: The observed variables in the above factor analysis
Factor analysis is an effective method for analyzing research data, as evidenced by a cumulative coefficient of 69.88%, which shows that the seven identified factors account for this percentage of data variation Additionally, all factors have eigenvalues greater than 1, indicating satisfactory results, and all variables exhibit factor loadings exceeding 0.5, confirming their significance.
Table 4.8: Second-factor analysis of the components of work motivation observed variables The factor loading factor of the component - Component
The observed variables demonstrate high loading coefficients on the representative factors while showing significantly lower coefficients on other factors, confirming that the seven components of the scale exhibit both convergent and discriminant validity.
4.2.2.2 Exploratory factor analysis for work motivation scale
The results of KMO and Bartlett's test in factor analysis indicate a significance level of 0.000 and a KMO coefficient of 0.855, which exceeds the threshold of 0.5 These findings demonstrate that the observed variables within the population are correlated, confirming the appropriateness of exploratory factor analysis (EFA) for this study.
Table 4.9: KMO test and Bartlett's work motivation scale
Kaiser-Meyer-Olkin Measure of Sampling Adequacy ,855
Source: Research data the author extracted from
The EFA factor analysis of the work motivation scale reveals an Eigenvalue of 3.191, indicating a significant factor extraction using the Principal Component method with Varimax rotation This analysis extracted one factor from seven observed variables, accounting for 63.82% of the variance, which is above the 50% threshold, confirming the scales' acceptability Additionally, Table 4.6 demonstrates that all five observed variables have factor loadings exceeding 0.5, thereby affirming the scale's validity and reliability.
Table 4.10: EFA results of the work motivation scale
The Exploratory Factor Analysis (EFA) results indicate that both the independent and dependent variables in the research model exhibit convergent validity and acceptable discriminant values, confirming the appropriateness of EFA for the data The analysis revealed seven factors derived from thirty-four observed variables that fulfill the necessary criteria for subsequent analytical steps.
4.3 Descriptive statistics of research variables
The results of the Cronbach's Alpha test and EFA factor analysis indicate that while the working conditions scale's content has been modified, the number and names of the factors remain consistent with the original model The revised research model continues to reflect the seven key factors influencing work motivation: Nature of Work, Working Conditions, Wage and Welfare Policies, Job Security, Relations with Colleagues, Company Culture, and Employee Motivation.
This study focuses on employee motivation as the dependent variable, which is closely linked to the independent variables The anticipated correlation between these variables highlights the linear relationship that will elucidate the impact of the factors in the research model Consequently, all independent variables are suitable for inclusion in the regression analysis.
Modified research model
Multiple regression analysis evaluates the impact of six factors on work motivation, utilizing the adjusted coefficient of determination (R²) and F-test for assessment Additionally, it identifies multicollinearity issues through the Variance Inflation Factor (VIF) coefficient.
The regression analysis reveals a strong correlation between the independent and dependent variables, with an R² coefficient of 0.766 and an adjusted R² of 0.757 This indicates that six independent variables in the model account for 75.7% of the variation in the dependent variable.
Table 4.12: Model summary table model R R 2 R 2 correction estimated error Durbin- Watson
The author's research, utilizing ANOVA analysis of the regression model, indicates a strong overall fit, evidenced by an F value of 80.35 and a significance level of 0.000, which is less than the threshold of 0.05.
Table 4.13 Analysis table ANOVA model sum of squares
The multicollinearity test in Table 4.14 shows that the variance inflation factor (VIF) is all < 10, so it can be concluded that the model does not have multicollinearity
Table 4.14: The results of the linear regression show that the variance exaggeration factor
Nature of work Sig (2-tailed) 000 000 002 018 000 000 000
Regression analysis
To evaluate Hypotheses 1 through 7, a multiple regression model was created to analyze the factors influencing employee motivation The model considers various elements, including the nature of work, working conditions, wage and welfare policies, job security, relationships with colleagues, company culture, and employee motivation itself.
Table 4.15: Summary of regression results model
Level of significa nce Sig
Relatio ns with colleag ues
The research findings presented in Table 4.15 reveal seven significant factors influencing employee motivation: Job characteristics, Working conditions, Wage and welfare policies, Job security, Relations with colleagues, Company culture, and Employee motivation, all with a significance level of sig.= 0.00 < 0.05 Notably, the company culture factor shows a significance level of sig.= 0.017 < 0.05 Consequently, all hypotheses (Hypothesis1 through Hypothesis7) are accepted, indicating that these seven independent variables significantly impact employee motivation.
Motivation = 0.229 * Nature of work + 0.166 * Working conditions +0.376 * Wage and welfare policies+ 0.166 * Job security + 0.206 * Relationship with colleagues + 0.273 * Company culture + 0.399 * Employee motivation
Company culture has the most significant impact on employee motivation, as evidenced by the highest standardized regression coefficient, with a normalized Beta of 0.399 and a significant p-value of 0.000 Recognizing and rewarding employees' contributions and dedication in a timely manner can substantially boost their motivation.
Wage and welfare policies significantly influence employee work motivation, with a standardized Beta coefficient of 0.376 and a significance level of 0.000 When employees perceive their salaries as fair and reflective of their contributions, their motivation levels tend to rise.
The third most significant factor influencing employee motivation is the relationship with colleagues, demonstrated by a standardized Beta of 0.273 and a significance level of 0.000 When employees perceive strong, supportive relationships with their coworkers, their motivation to work increases substantially.
The fourth impact of the nature of work on employee motivation shows a normalized beta coefficient of 0.229 with a significance level of 0.000 This indicates that when employees perceive their salary as fair and aligned with their contributions, their motivation levels increase significantly.
Job security significantly influences employee motivation, ranking fifth with a standardized Beta coefficient of 0.206 and a significance level of 0.000 When employees perceive their work as engaging and aligned with their skills, their motivation levels rise correspondingly.
Working conditions play a crucial role in employee motivation, with a standardized Beta of 0.166 and a significance level of 0.000 When employees perceive their working environment as favorable, equipped with reliable tools and machinery, they are more likely to perform effectively in their roles.
This analysis identifies key factors that significantly influence employee work motivation, highlighting those that require enhancement and those that need improvement By focusing on these elements, businesses can implement recommendations to boost employee motivation Enhancing these factors fosters a positive work environment, leading to increased motivation as employees recognize and appreciate the changes made.
1 The nature of work affects the work motivation of employees after the Covid-19 pandemic in Japanese manufacturing enterprises in Binh Duong in 2023
2 Working conditions affect employee motivation after the
Covid-19 pandemic in Japanese manufacturing enterprises in Binh Duong in 2023
3 Wage and welfare policies affect employee motivation after the Covid-19 pandemic in Japanese manufacturing enterprises in Binh Duong in 2023
4 Job security affects employee motivation after the Covid-19 pandemic in Japanese manufacturing enterprises in Binh Duong in 2023
5 Relations with colleagues affects employee motivation after the Covid-19 pandemic in Japanese manufacturing enterprises in Binh Duong in 2023
6 Company culture affects employee motivation after the
Covid-19 pandemic in Japanese manufacturing enterprises in Binh Duong in 2023
7 Employee motivation affects the work motivation of employees after the Covid-19 pandemic in Japanese
4.5.2 Test the difference between work motivation and personal characteristics variables
4.5.2.1 Testing the difference in work motivation by gender variable
The Independent Sample T-Test is a statistical tool used to determine if there is a significant difference in the mean values between two independent populations, such as men and women This method involves testing a hypothesis to assess the variations in the two groups.
H0: There is no difference in work motivation between men and women
H1: There is a difference in work motivation between men and women
Table 4.17 results of testing the difference in work motivation between men and women accreditation t-test for Equality of Means
F Sig t df Sig Mean Std Error 95%
(2- Difference Difference Confidence tailed) Interval of the
T-Test shows that in Levene test, Sig = 0.424 > 0.05; that is, accept the hypothesis that the variances of the two groups of men and women are not different Therefore, we use the results of the t-test at the equal variances assumed The t test results have Sig 0.96 > 0.05 Inferring not enough grounds to reject the hypothesis H0, we can conclude that there is no difference in employee's work motivation by gender
4.5.2.2 Testing the difference in work motivation according to the variable of education level
The results from the Homogeneity of Variances test (table 4.18) indicate a significance level of 0.128, which is greater than the threshold of 0.05 This suggests that the variance in work motivation evaluation across different educational attainment groups is not statistically significant, allowing for the valid application of ANOVA analysis.
Table 4.18: Result Test results of Homogeneity of Variances academic level accreditation Levene df1 df2 Sig
H0: There is no difference in work motivation by education level
H1: There is a difference in work motivation by education level
According to the ANOVA results, the Sig significance level = 0.173 > 0.05, so it can be concluded that the working motivation between groups of education levels is not different (Accept H0)
Results of testing the difference by working time:
Table 4.19: Results of testing the difference by working time sum of squares df mean squared F Sig
H0: There is no difference in work motivation by working time
H1: There is a difference in working motivation by working time
According to the ANOVA results, the Sig significance level = 0.001 < 0.05, so it can be concluded that the working motivation between groups according to working time is different (Reject H0)
Table 4.20 Test of difference by average monthly income
Sum of squares df Mean squared
H0: There is no month difference for employees
H1: There is a difference in working motivation according to the average monthly income of employees
According to the ANOVA results, the Sig significance level = 0.0 < 0.05, so it can be concluded that the working motivation between groups of average monthly income is different (Reject H0)
Summary
This chapter presented the results of testing scales, research models, and differences in work motivation by gender, education level, and working time
A study conducted in 2023 on Japanese manufacturing enterprises in Binh Duong revealed six key factors influencing employee work motivation post-Covid-19 These factors, ranked by their level of impact, include company culture, wage and welfare policies, relationships with colleagues, job security, and working conditions.
DISCUSSION AND RECOMMENDATIONS
Discussing research results
The author analyzes the impact of various factors on worker motivation at Japanese manufacturing enterprises in Binh Duong post-Covid-19, utilizing both qualitative and quantitative research methods The findings confirm that the proposed research model is appropriate, with all hypotheses accepted The factors influencing motivation, ranked by their strength of impact, are: (1) Nature of work, (2) Working conditions, (3) Salary and welfare policy, and (4) Job security.
(5) Relationship with colleagues, (6) Company culture, (7) Employee motivation At the same time, the research results also show that the above 7 factors explain 75.7% of the variation in employee motivation
The author provides targeted recommendations for managers at Japanese manufacturing enterprises in Binh Duong to enhance employee motivation based on newly discovered insights The research findings align with the study's objectives and validate seven hypotheses, demonstrating that these seven factors significantly influence the work motivation of employees in this sector.
The study confirms that seven interrelated factors positively influence the work motivation of employees in Japanese manufacturing enterprises in Binh Duong It provides empirical evidence on how these factors affect employee motivation and utilizes theoretical scales that have been appropriately adjusted for assessing their impact.
This study offers significant theoretical and practical contributions to management by enhancing the understanding of employee work motivation in Japanese manufacturing enterprises in Binh Duong post-Covid-19 It provides valuable insights into the factors influencing worker motivation, enriching existing theories on employee engagement In today's technology-driven market economy, it is crucial for these enterprises to grasp the desires and needs of their workforce to effectively retain talent.
Implications
The regression analysis reveals that the normalized beta coefficient for the Nature of Work variable is β = 0.229 While the standardized beta coefficient indicates a strong influence, the average score of the observed variables remains below 4 (agree) In comparison to Salary and Benefits, the Nature of Work has an average value exceeding 3 and nearing 4 Notably, the assessment of the Nature of Work scale shows an average score of 3.75, indicating that employees find the characteristics of their jobs to be engaging.
The author has the following policy suggestions:
Assessing each employee's individual capabilities is crucial for effectively matching them with roles that align with their skills and expertise, ensuring that tasks are completed efficiently and successfully.
Evaluate and recognize that their employees' work is always important so that people feel they are of significant value to the organization
Develop a policy of rotating jobs for employees and creating a comfortable atmosphere while performing work so that employees can avoid boredom at work
Assigning rights to employees with accompanying responsibilities, employees can decide to handle work within the permitted scope
According to the regression results, the normalized beta coefficient of Working
The assessment of working conditions in Japanese manufacturing enterprises in Binh Duong reveals that the average score of 3.17 indicates a perception among workers that their workplace is not favorable Despite being the highest among the observed variables, this score has not yet reached the threshold of 4 (agree), highlighting ongoing concerns regarding the work environment for employees.
The author has the following policy suggestions:
Arrange the most comfortable workplace for employees, and equip labor support equipment to help employees feel a safe working environment
Invest in technology will help improve labor productivity and help employees work more comfortably
The regression analysis indicates a significant standardized beta coefficient for the wage and welfare variable, suggesting its importance However, despite a high coefficient for salary and benefits, the average score of the observed variables remains below the threshold of 4 (agree), currently just above 3 This highlights the need for managers in Japanese manufacturing enterprises in Binh Duong to implement effective salary and welfare policies to enhance employee satisfaction The author proposes several policy recommendations to address this issue.
The development of salary and welfare regulations must involve the participation of employees
To enhance employee well-being, it is essential to increase opportunities for rest during illness Understanding labor laws and sick leave regulations will enable organizations to make informed decisions that support their employees' health and productivity.
To address the current inflation situation, it is essential to reassess salary structures by conducting a survey of industry salaries This will enable the development of a suitable salary policy that supports employee well-being and fosters long-term commitment to the company.
Japanese manufacturing managers in Binh Duong should evaluate employee qualifications and create specific job descriptions to develop a fair working plan Treating all employees equally in terms of salary can lead to perceived unfairness, which may diminish long-term engagement and motivation This approach can foster a negative work mentality, ultimately affecting productivity and employee satisfaction.
To enhance employee satisfaction, businesses must implement a variety of welfare policies that showcase diverse benefits beyond standard insurance Additionally, establishing a clear and consistent bonus structure from the outset, with defined reward levels for specific achievements, is essential for motivating employees and recognizing their contributions.
The regression analysis reveals that the standardized beta coefficient for "Relations with Colleagues" is notably high at β = 0.376, indicating its significant impact However, despite this strong correlation, the average score for the observed variables in this category has not yet achieved a score of 4, which signifies agreement.
The assessment of colleague relations within the company indicates that employees feel comfortable and supportive of one another in their work environment However, there is a noticeable lack of sympathy and trust among colleagues when it comes to addressing personal issues To enhance workplace camaraderie, managers should implement strategies that foster empathy and trust among employees, encouraging a more supportive atmosphere for personal problem-solving.
The author has the following policy suggestions:
Establish clear guidelines for fostering a positive communication culture among colleagues, emphasizing the importance of mutual trust and support in both professional and personal matters.
Build a team working model, set out requirements that the results and work efficiency must be based on the team, not the individual
Company culture significantly influences employee motivation in Japanese manufacturing firms in Binh Duong, with an adjusted β coefficient of 0.376 The average perceived value of company culture stands at 3.02, while other related variables score 2.92, indicating a low overall perception among employees As businesses strive for sustainable development, fostering a strong corporate culture is essential, as it instills pride in employees, encouraging them to fully commit to the organization.
Japanese manufacturing companies in Binh Duong face several limitations that hinder their growth To address these challenges, it is essential for managers to implement both short-term and long-term business development strategies, along with tailored development plans to foster improvement and success.
Employee motivation significantly influences the work performance of staff in Japanese manufacturing firms in Binh Duong, with a notable impact coefficient of β = 0.399 To thrive in a competitive environment, these enterprises must stay attuned to their surroundings, including customers, suppliers, partners, and competitors Consequently, it is essential for managers to continuously update their knowledge and leverage modern technology platforms, enabling employees to swiftly adapt to contemporary scientific advancements and gain insights from successful business practices.
The evaluation of employee motivation reveals a modest average score just above 3, indicating that it falls short of the desired level of agreement at 4 Based on these findings, the author proposes several policy recommendations to enhance motivation among employees.
Review the Employee motivation policy of the enterprise Specifically, employees with high performance at work should promote that employee, when promoting careers for employees, transparency is required
Create many forms and training programs for employees so that they feel they have many opportunities to be trained and promoted.
Limitations of the research and future research directions
This study highlights that the assessment of employee motivation in Japanese manufacturing companies in Binh Duong relied solely on subjective insights from management and employees, rather than consulting experts with extensive experience in the manufacturing sector.
The author's exploration of employee motivation in Japanese manufacturing enterprises is constrained by time limitations, resulting in a narrow reference to previous studies This lack of diverse authors and foundational research leads to errors and limitations in the comparative analysis of the findings.
This research has notable limitations that could affect the generalizability and reliability of its findings As an MBA student, the researcher may lack the resources and expertise available to professional researchers, potentially constraining the study's scope Furthermore, the exclusive focus on Binh Duong province in 2023 may not offer a complete understanding of the factors influencing work motivation in different regions or time periods.
The ongoing COVID-19 pandemic presents a dynamic challenge that could unpredictably influence work motivation Consequently, the results of this research may not be relevant in different contexts or future periods Additionally, the study's scope may be constrained by the availability of data and resources, along with participants' willingness to share their insights and experiences.
The research, despite its limitations, offers valuable insights into work motivation factors during the COVID-19 pandemic By examining job design, recognition and rewards, leadership, and workplace culture, the study provides recommendations for employers aiming to foster a positive work environment and enhance employee satisfaction.
Future research should focus on a broader scale, ideally involving a larger number of participants in major cities like Hanoi and Ho Chi Minh City This is crucial for Japanese manufacturing companies to effectively compare and accurately assess the factors influencing employee motivation.
Further research is essential to identify additional factors beyond the six identified in this study that influence employee work motivation in Japanese manufacturing enterprises in Binh Duong By understanding these factors, managers can develop effective policies to enhance employee motivation within their organizations.
Contributions
This study enhances the current understanding of work motivation by examining the key factors influencing it Specifically, it focuses on identifying the significant elements that either boost or diminish employee motivation within eighteen Japanese manufacturing companies located in Binh Duong province.
Research emphasizes the significance of factors like working conditions, wages, welfare policies, employee recognition, growth opportunities, work-life balance, and job security By recognizing the impact of these elements, organizations can adopt effective strategies to enhance employee motivation and boost productivity.
Research highlights that Japanese culture prioritizes work motivation and job satisfaction, largely influenced by the principles of "kaizen" and a strong work ethic Although the uniqueness of Japanese manufacturing firms in terms of work motivation isn't explicitly examined, their focus on continuous improvement and commitment to their roles likely fosters a highly motivated workforce Additional research is needed to identify the specific factors that distinguish Japanese manufacturing firms in this context.
In summary, this research offers essential insights for organizations aiming to boost employee motivation and job satisfaction It highlights the importance of addressing multiple factors that influence work motivation to enhance both employee productivity and overall organizational performance.
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I am Ngoc But, a student in the Master of Business Administration program at Vietnam Japan University Currently, I am researching my thesis with the topic
“Investigating the factors that affected the employee motivation after the Covid-19 pandemic: A study on Japanese manufacturing enterprises in Binh Duong in 2023”
We kindly request you to take a moment to answer the following questions, as your support is crucial for the success of our research and thesis Please remember that there are no right or wrong answers; every response is valuable for this study Rest assured, all information and opinions shared will be kept strictly confidential.
1 Are you currently working in a Japanese company in Binh Duong?
Yes (Continue to the next question)
2 Did you work during the Covid-19 pandemic from July 2021 to January 2022 Yes
3 Please tell us your gender:
4 Please indicate your birth year: ………
5 Please indicate your education level:
6 Please indicate the number of years (s) you have worked at your current company Under 1 year
From 1 year to under 3 years
From 3 years to under 5 years
From 5 years to under 10 years
7 Please indicate your current department
8 Please indicate your current income
From 12 to under 22 million VND/month
From 22 to under 32 million VND/month
II THE MAIN CONTENT OF THE RESEARCH
Please rate your agreement with the statements below on a scale from 1 to 5 by selecting the corresponding number box Each question allows for only one response, with the following levels of agreement:
1.1 I fully understand my responsibilities at work □ □ □ □ □
1.2 I have been given appropriate authority in proportion to my job responsibilities □ □ □ □ □
1.3 I have the skills and knowledge to perform the assigned work □ □ □ □ □
1.4 My job has many challenges for me to overcome and progress □ □ □ □ □
1.5 I have completed many new tasks that arise during the
1.6 I am happy with my current job at the company □ □ □ □ □
2.1 My workplace is fully equipped □ □ □ □ □
2.2 My workplace is very comfortable □ □ □ □ □
2.3 I actively arrange my work to achieve the best work efficiency □ □ □ □ □
2.4 I have enough time to complete the assigned work □ □ □ □ □
2.5 I have the right to actively work from home when necessary after the Covid-19 pandemic □ □ □ □ □
My current salary is commensurate with my ability and
3.2 The company has a good variety of welfare policies for every employee □ □ □ □ □
3.3 The income meets the needs of my life □ □ □ □ □
3.4 I am satisfied with the company's salary and welfare policy during the Covid-19 pandemic □ □ □ □ □
3.5 I am satisfied with the company's salary and welfare policy after the Covid-19 pandemic □ □ □ □ □
4.1 My job is almost guaranteed for a long time at the company □ □ □ □ □ 4.2 The company is operating stably and effectively □ □ □ □ □
4.3 I believe in the development activities of the company in the coming time □ □ □ □ □
5.1 My colleagues are open and honest with each other □ □ □ □ □
5.3 My colleagues often help each other to get the job done well □ □ □ □ □
5.4 My colleagues are willing to share their experiences
5.5 I am satisfied with my colleagues at work
5.6 We are excited about social activities outside of working hours □ □ □ □ □
6.1 My comments in making decisions and solving common problems of the company are welcome
6.2 Members cooperate closely in work □ □ □ □ □
6.3 I receive the rewards that I deserve for my contributions to the company
6.4 In the context of the Covid-19 pandemic, the company made quick changes to suit this difficult situation □ □ □ □ □
7.1 The company that inspires me at work □ □ □ □ □
7.2 I volunteer to improve my skills to work better □ □ □ □ □