Solutions for improved employee motivation in apollo english

Application with the internship process at Apollo Vietnam Education and Training Organization - a prestigious center with 100% foreign capital with a diverse number of departments and th

Rationale of the research

Nowadays, in the context of the strong development of information technology and the trend of integration with innovative business models, companies are forced to achieve certain standards by improving its performance to deal with the huge demands of the market According to M M Bergman, Z Bergman, & Berger (2017), the nature of work changes with the emergence of new technologies and globalization Demand for product quality is increasing (Journal of Business Economics and Management, 2019) In connection with the above changes, human resources become the main strength of any business, where employees constantly strive to put organizational decisions into action to accomplish goals Haghighi

(2005) also argued that human resources are essential for organizational excellence and can be considered as a key factor in achieving the organization's intended goals

Facing this context, enterprises in general and managers at all levels, in particular, are required to have skills, and measures to motivate and encourage employees to work through meeting employee demand, providing good working conditions to improve employee performance, maintain competitiveness as well as ensure business performance Successful businesses depend on employee productivity (Pintão, Chaves, and Branco, 2018) Therefore, improving work motivation is considered the most basic task of Human Resource Management (HRM) (Gupta & Subramanian, 2014) People work for different reasons and the factors in each individual's work needs at the organization act as determinants of their motivation to work Application with the internship process at Apollo Vietnam Education and Training Organization - a prestigious center with 100% foreign capital with a diverse number of departments and the nature of work that requires professionalism and diligence, Apollo English always appreciates the importance of motivating employees through its measures and policies; However, the research on the factors affecting the working motivation of human resources at the organization has not been carried out methodically and objectively, leading to the unclear effectiveness and existed limitations From the above reality, I decided to choose:

"Solutions for improved employee motivation in Apollo English" as my thesis research topic.

Literature review

Work motivation is one of the key issues in the field of human resource management because it shows the desire and willingness to perform tasks of employees to achieve organizational goals When motivated to work, employees themselves will love their work and always strive to complete the assigned tasks well Therefore, issues related to motivational work have received a lot of concern from domestic and international researchers Various theories trying to explain work motivation and related factors have been developed over the years, these include Equity Theory of John Stacy Adam (1863), Maslow's Hierarchy of Needs (1954), Herzberg's Two Factor Theory (1959), Victor Vroom's Expectancy Theory (1964), Porter and Lawler's Expectancy Theory (1968) and Alderfer's ERG Theory (1969), Based on the mentioned theories, researchers have proposed factors affecting work motivation in many different subjects and scales Remarkable studies include:

Internationally, applying Herberg's Two-Factor Theory, Christine Lundberg et al (2008) investigated the working motivation of seasonal workers in a tourist destination The research results suggested that hotel managers need to consider that different groups of workers will have different needs that need to be satisfied, such as the less concerned about the salary of the migrant worker community, but they are more interested in meeting new people than those in the resident community In

2014, Irum Shahzadi and colleagues collected data from 160 teachers of public and private schools to understand the factors that influence these employees' work motivation in the Pakistani organization, in addition, they found out how motivation affects performance Regression analysis was applied and showed a significant positive relationship between employee motivation and performance The results also showed that intrinsic reward has a significant positive relationship with employee motivation In addition, based on the SEM model, Anja H Olafsen et al

(2015) studied the influence of salary amount, employee's perception of fair salary

3 distribution, support needs, and transparent salary procedures on employee motivation The main post-study finding only showed the effect of fair salary procedures Moreover, the need for support is the most important factor to promote intrinsic work motivation both directly and indirectly in the research model This result is a profound reminder to organizations that they need to care about motivating their employees Contributing further to the research on work motivation, Abdullah Khan et al (2017) presented and assessed the role of factors that help motivate employees in the banking sector in Pakistan The research results also recognized that the management and the factors coming from the manager are the most priority to help improve the working motivation of employees at the bank.

In Vietnam, there have been many studies on employee motivation Based on Herzberg's two-factor theory and the model of Teck-Hong & Waheed (2011), Luu Thi Bich Ngoc et al (2013) conducted research on 136 employees at 3-5 star hotels in Ho Chi Minh City The research found that four factors greatly affect the work motivation of hotel staff in descending order of importance, including relationships with superiors, career development, working conditions, and job characteristics One of the other studies is “Factors affecting work motivation of workers directly engaged in Production at Vietnam Association Corporation (LILAMA)” by Bui Thi Minh Thu and Le Nguyen Doan Khoi (2014) This study analyzed and outlined 7 factors affecting the work motivation of employees directly producing at the company: culture, work, training and development opportunities, working conditions, compensation and benefits, relations with colleagues, and relations with leaders According to this study, compensation and benefits with corporate culture are the most influential factors Recently, based on previous studies, Pham Thi Ha

An et al (2020) identified the factors affecting the work motivation of employees at Vietnamese commercial banks by surveying 300 employees via email Using exploratory factor analysis combined with Bayesian linear regression, research has shown that empowerment, as well as training and teamwork, have a positive impact on employee motivation in this industry Research by Doan Hong Le et al (2021) with the aim of determining the influence of different factors on working attitude and working motivation at Groz-Beckert Vietnam Co., Ltd has used the following

4 methods: quantitative research analysis surveyed and distributed questionnaires to

300 employees from units, departments at Groz-Beckert Vietnam Co., Ltd The research showed that 7 factors: income and benefits, superior, work results, colleagues, working conditions, training and promotion, and job characteristics have a significant positive influence on the staff in the organization Analyzed by SPSS

26 software, the research results also showed that most of the variables are positively correlated with the motivation to perform work of employees in the workplace.

Most studies have different approaches, and each study has certain advantages and disadvantages, but it is difficult to say that one theoretical framework can apply to motivation of employees in a specific organization The researches aimed at using analysis and results to perfect the application of human resource management, opening up opportunities for effective management and maximizing the potential of human resources in the organization However, due to the limitation of scale, most of the studies are only able to focus on a population of workers in the labor field in a specific region Up to now, there has not been any research paper using quantitative methods on employee motivation at Apollo Vietnam Education and Training Organization to see the situation and give specific directions to solve existing problems in human resource management of enterprises Therefore, it is extremely necessary to study the factors that really affect the work motivation of employees at the organization.

Objectives

The overall research objective of the topic: to detect and evaluate the actual factors affecting the work motivation of employees at Apollo English Vietnam, giving the most objective view based on the research results, thereby proposing relevant solutions so that the organization can improve and promote motivation in particular and improve efficiency in human resource activities in general

Regarding specific research objectives: the study aims to answer the following research questions:

- What is the current situation of motivating employees at Apollo Vietnam Education and Training Organization?

- What factors affect employee motivation at Apollo English?

- What solutions for enhancing employee motivation at Apollo English through the impacts of those factors?

Subject and scope of the research

- Research subject: Work motivation of employees at Apollo Vietnam

Education and Training Organization – Hanoi area

- In terms of space: Conduct surveys and collect data at the main facilities of Apollo English Center: Pho Hue, Lieu Giai, Xuan Dieu,

- In terms of time: Collecting and processing parameters obtained from internal information sources and the company's website in combination with conducting a survey of employees currently working at the organization in 2023

- In terms of content: The thesis studies the status, importance and order of factors affecting employee's work motivation Thereby, propose measures to contribute to improving the motivation of employees at the organization in the present and future.

Research methodology

- Secondary data source: collected through domestic and international research related to the implemented topic, textbooks, books, company website, and internal information updated in the lasted time

- Primary data source: Collected through surveys and evaluations from employees through face-to-face and online survey questionnaires; combined with the method of observation, synthesis, to give objective and accurate results b Data collection method

The thesis uses three main methods of data collection:

- Survey method by questionnaire: Surveying employees at Apollo organization by questionnaire to obtain valid observations using for analysis

- Observation method: Observe the environment, working style as well as working attitude, and communication relationships between employees at the organization to get the basis for completing the survey form, contributing to getting the most accurate results

- Synthetic method: Summarize results and evaluate, thereby removing bad information affecting the obtained results c Data processing method

The results collected through the survey will be coded and processed through the software Excel and SPSS version 26 to analyze the factors affecting the work motivation of Apollo employees.

Research structure

In addition to the introduction, the list of tables, the conclusion, references, and appendices, the thesis is structured in 4 main parts:

- CHAPTER 1: Theoretical Framework of Work Motivation

- CHAPTER 3: The Status of Motivational Activities at Apollo English

- CHAPTER 4: Solutions for Improved Morale in Apollo English

THEORETICAL FRAMEWORK OF WORK MOTIVATION

Definition and the importance of work motivation

Work motivation, one of the long-standing concepts in the study of organizational behavior, is a fundamental factor determining the performance of all fields There are many variations of the definitions that describe motivation Herberg (1959) mentioned that: "Motivation is the desire and willingness of employees to exert their best efforts for the organization's goals" Some scholars

(Robbins, Judge, Odendaal, & Roodt, 2009) have described motivation in the work environment as an employee's willingness to put in considerable effort to achieve organizational goals, related to their satisfaction needs It can be seen that work motivation is not only a factor that motivates employees to achieve organizational goals, but also refers to employees' inner satisfaction and desire to perform work effectively Maduka and Okafor (2014) also agree when considering the concept of motivation as the deliberate desire to direct one's behavior towards specific goals In other words, motivation is often expressed as an employee's internal desire to successfully perform a job because it is important and reflects their desire (Hanaysha, 2016)

Many Vietnamese scholars have proposed different definitions of motivation Bui Anh Tuan and Pham Thuy Huong (1998) mentioned that "Work motivation is an internal factor that motivates employees to work in the right conditions to achieve high productivity and efficiency The manifestation of motivation is the willingness, effort, and passion to work towards achieving the goals of the organization as well as their own.” Research by Nguyen Van Diem and Nguyen Ngoc Quan (2007) agrees with Herzberg (1959) when stating that “Motivation is the internal factor that motivates employees to want and is willing to make efforts to achieve organizational goals” Phuong and Tu (2017) defined motivation employee's effort as the willingness, passion, and effort to achieve organizational

8 goals and performance In addition, motivation is a key element of labor potential and is related significantly to employee productivity in the organization

In summary, by combining the definitions of the above studies, motivation can be defined as: “an individual's desire and willingness to exert all efforts to direct oneself to achieve individual and organizational goals” When discussing employee motivation in the organization, managers often agree on the following statements:

- Motivation associated with the job, the organization, and the working environment, there is no general motivation, no association with any specific job

- Motivation is not a personality trait That means there are no motivated people and no motivated people

- In case other factors remain unchanged, motivation will lead to higher productivity and work efficiency However, it should not be assumed that motivation inevitably leads to productivity and work efficiency because job performance depends not only on motivation but also on the ability of workers, means, and resources to do the job

- If employees are not motivated, they can still complete the work However, if an employee loses or loses motivation, he or she will tend to leave the organization

1.1.2 The importance of work motivation

Based on the model of individual job performance proposed by Maier and Lawler (1973):

Ability = Innate ability x Training x Motivation

It can be seen that motivation has a great impact on the performance of each individual, which in turn determines the effectiveness of the organization If motivation is zero, a person with good workability and well-equipped resources may not be able to achieve the goal However, a highly motivated person can

9 perform better than expected, even if he or she has limited knowledge and skills According to Muogbo (2013), motivation is one of the most important issues for any organization, playing a key role in determining success Therefore, the role and importance of work motivation cannot be denied In fact, it is one of the most essential factors for employee achievement, and ultimately organizational goals (Berman et al., 2010) This importance is reflected in the following three aspects: a For employees.

Creating drive to work for employees: Being able to work in good conditions with a suitable cultural environment will help employees have a stable and stress- free mental state, thereby maintaining their health status, which drives them to discover the joy of work

Improve work efficiency: With the push of motivation, employees will try to complete and improve work assigned Research by Kamery (2004) and Ekerman

(2006) has shown that motivation increases the level of work engagement of employees by making them perceive work as meaningful and interesting In fact, it helps employees work more efficiently and improve their work performance When this happens to the majority of employees in an organization, the working environment will become dynamic, thereby promoting human resources to develop, be more proactive and creative While employees are trying to create more income for themselves, they also create better working environment, which helps to improve the sense of responsibility and progressive spirit of the employees

Labor power enhancement: When workers are given material incentives such as bonuses, this will be an amount that helps to regenerate their labor Employees can use this amount for personal purposes (shopping, travelling and so on) to satisfy personal needs; from there they will have more motivation to improve their labor force b For organization.

Increase labor productivity: When the employees of the organization are motivated to work, not only can they successfully complete the assigned work, but

10 they also create solutions to improve work efficiency, save resources (time and money), reduce operating costs, and boost the company's revenue and profit

Stabilizing production - business activities: When the needs of employees are satisfied, they will be assured of work From there, the production and business activities of the enterprise will ensure enduring stability and be a premise for future development

Increase engagement and attract talents to the organization: High employee motivation is the satisfaction and sense of pride in their work So the higher the work motivation is, the higher the level of commitment of these employees to the organization will be (Linz et al., 2006) In the operation process, businesses will inevitably encounter difficult times, motivational work will be an invisible rope connecting employees and businesses Moreover, when the motivational policy of the enterprise is attractive, it will draw strong attention to employees, especially qualified and capable workers in the market

Improve relationships, and enhance organizational adaptability: In an organization, relationships are indispensable, typically the relationship between employees and superiors, employees and their coworkers Many studies have shown that when employees are motivated to work, problems such as occupational accidents, disciplinary violations, and job abandonment also significantly declined Relationships in organizations are also friendly, cooperative, and less controversial Organization members are willing to adapt and not react negatively when changes happened c For society

When labor motivation is promoted, it will contribute to the overall productivity of society, thereby leading to the growth of the economy At the same time, more and more workers feel like their work, with all the above benefits of individuals and organizations, society will become more and more developed and civilized

Theories and research models on employees motivation

1.2.1 Theoretical framework of work motivation

The two-factor theory was developed by an American psychologist named Frederich Herberg This theory is mainly based on the results of investigations and analyzes conducted with more than 200 engineers and accountants in various industries in Pittsburgh, Pennsylvania In the survey, Herzberg asked the question

"What do you want from your work?" and ask people to describe in detail situations in which they felt particularly good or bad about their work Factors affecting attitude towards work based on the results of 12 surveys conducted by Herzberg

From the responses, Herzberg found that internal factors such as achievement, recognition, job characteristics, responsibility and promotion seem to be strongly related to job satisfaction On the other hand, disgruntled respondents often cited external factors such as company policies, administrative mechanisms, relationships and working conditions Since then, Herzberg argued that the factors leading to job satisfaction are separate and unrelated to the factors leading to job dissatisfaction The opposite side of “Satisfied” is “Unsatisfied”, the opposite side of “Dissatisfied” is “Not Dissatisfied”, not what we think Removing dissatisfying traits from a job is unlikely to make the job more satisfying

Table 1.1 Hygiene factors and Motivator factors

 Salaries, Wages and other Benefits

When in place, these factors result in: When in place, these factors result in:

 Prevention of Dissatisfaction  High Satisfaction

 Strong Commiment Therefore, managers need to find ways to eliminate the factors that create job dissatisfaction, which brings stability but does not necessarily motivate employees According to Herzberg, factors such as company policy, supervision, interpersonal relations, working conditions, and wages should be sufficiently ensured so that employees do not become dissatisfied with their jobs When it comes to motivating employees, Herzberg suggests focusing on elements of achievement, recognition, work itself, responsibility, and promotion – allowing employees to take more responsibility for their work, planning and controlling their work

Despite receiving agreement from many researchers, the two-factor theory also remains certain limitations Typically, this theory does not address individual differences; no overall measure of satisfaction (a person may not like a part of his or her job, but still consider it acceptable); or the questionnaires are mainly conducted with scientists and engineers, so they are not objectively representative

Maslow's hierarchy of needs is a theory of psychology proposed by Abraham Maslow in his article "A Theory of Human Motivation" in Evaluation of Psychology (1943) In fact, this is the best known motivational theory He hypothesized that in every human being there exists a five-level hierarchy of needs as follows:

Physiological needs: In the five types of needs, physiological needs are the lowest of human needs This is a basic need to maintain human life such as the need for food, clothing, shelter, transportation and other physiological needs When these needs are not satisfied to the extent necessary to sustain life, the other needs will not be able to progress any further

Safety needs: After meeting the necessary and sufficient conditions for existence, people will want their lives to be developed and better protected Life safety is the most basic need, a premise for other contents such as occupational safety, environmental safety, occupational safety, etc

Belongingness and love needs: are one of the higher-order human needs, including: love, belonging, acceptance, and friendship According to Maslow, people possess an emotional need for the feeling of belonging and acceptance in a certain social group, even large or small The lack of this level of factors (neglect, avoidance, ostracism, etc.) can exert negative effects on the ability to create and maintain emotions in relationships

Esteem needs: The need to express a person's desire to be accepted and respected by others, including internal factors such as self-esteem, self-control and external factors such as status, recognition, and attention

The need for self-actualization: "What a man can be, he must be", this quote is the basis for the perceived need for self-actualization This level of need refers to realizing one's full potential This is the need to become what we are capable and desired; including progress, development of one's potential and autonomy in work

Figure 1.1 Maslow's hierarchy of needs

From a motivational perspectives, if these "deficient needs" are not satisfied

- except for the most fundamental (physiological) needs - they may not show any outward signs, but the individual will feel anxious and stressed Maslow believes that each person has different needs that needs to be satisfied in different ways When a lower-level need is satisfied, a higher-level need becomes the driving force that drives people to act However, the human brain is a complex system and

14 contains parallel processes running at the same time, so many different dynamics from different levels of Maslow can occur simultaneously

This expectation theory was developed by Victor Vroom (professor at the Yale School of Business Administration, and Doctor of Science at the University of Michigan in 1964), and then revised and supplemented by several scholars, including Porter and Lawler (1968) While Maslow and Herzberg study based on the relationship between intrinsic needs and efforts to produce results to satisfy that intrinsic need, Vroom separates effort (derived from motivation), action, and efficiency He assumed that an individual would act in a certain way based on expectations of a certain outcome or the attractiveness of that outcome to the individual Despite subjecting many criticisms, this theory is by far the most comprehensive explanatory theory of motivation The theory is built according to the formula:

Valence x Expectancy x Instrumentality = Motivational Force

Valence (reward) = attractiveness to a certain goal (What is the reward for me?)

Expectancy (performing work) = employee's belief that if they work hard, they will complete the task (How hard must I try to achieve the goal?)

Instrumentality (belief) = employee's belief that they will be rewarded for completing the task (Whether people know and appreciate my efforts?)

The outcome of these three factors is motivation This is the source of power that leaders can use to steer the team to accomplish goals When an employee wants to advance at work, promotion is highly attractive to that employee If an employee believes that when he or she does a good job, people will appreciate it It means that this employee has high expectations Whether a person is willing to work at any given time depends on the specific goals and the person's perception of the relative evaluation of activity as a path to achieve these goals

Firstly, what results do employees perceive their work brings to them? The outcome can be positive: wage, security, camaraderie, reliability, benefits, opportunity to utilize talents or skills, and take advantages of relationships On the other hand, workers may also perceive the outcomes as negative: fatigue, boredom, frustration, anxiety, harsh supervision, threats of dismissal What matters is what the individual perceives the outcome to be, regardless of whether the perception is correct or not

RESEARCH METHODOLOGY

The proposed model and research hypotheses

2.1.1 Formation basis and proposed research model

Based on the basic theories of motivation presented above and many research papers applying these theories, the factors affecting motivation are emphasized and shown in a clear and comprehensive way During the research process, considering the previous studies with the same topic, I also found out that many factors affecting motivation have been put into the research model In general, key motivators include work nature, work conditions, salary and benefit policy, recognition and reward policy, relationship with co-workers, company culture, promotion, etc When summarizing all of those factors, eliminating coincided elements, looking at the essence as well as the homology between the factors together with the characteristics of working culture and personal working experiences at Apollo, I propose a scale of seven factors affecting work motivation of employees in this organization:

‘‘Working conditions are created by the interaction of employees with their organizational climate, and includes psychological as well as physical working conditions’’(Gerber et al., 1998) Working condition is considered a factor affecting the health and convenience of employees during work time, including workplace facilities, working time, safety, and comfort workplace (Dublin, 1995) Working conditions generally include the physical conditions around the employee’s work area with all conditions that form part of organizational culture as well as the involvement of employees with the work itself (Edgar & Geare, 2005) Good working conditions are closely related to adequate facilities, safety, hygiene, and suitable working time Building a pleasant working space is what an organization needs to aim for to gain the work motivation of employees and increase the productivity of labor Maslow's theory of motivation has raised concerns about Physiological Needs - the basic and mandatory human needs The working environment is mentioned as one of the important conditions related to this need In poor working conditions, the mental and physical well-being of employees can be badly disturbed They often have negative thoughts and stress out, resulting in poor performance and low loyalty to the organization Otherwise, good working conditions could be a source of motivation for employees to work better with advanced efficiency (Irons & Buskist, 2008) As a result, the following hypothesis is presented:

H1: Work condition has a positive influence on work motivation. b Job Charateristics (JC)

Job characteristics are the combination of jobs’ objectives, particularly the degree to which jobs are designed to increase both internal work motivation and the job incumbents’ satisfaction (Hackman & Oldham, 1974a) Generally, five-core features of job characteristics are task significance, task variety, task identity, autonomy and feedback, which stated positively correlate with job motivation (Hunter, 2006) Skill variety is referred when individual has to use various and different skills and talents to perform the job or a part of the job (Buys et al., 2007)

Task identity requires from a worker to understand that it is necessary to complete all the tasks in the job from beginning to the end without interrupting or pending (Hackman & Oldham, 1974b) When the employees are given an acceptable freedom and power to practice their own authority in decision how they will do their job is the next feature of job characteristics named autonomy (Buys et al.,

2007) When an employee receives clear and straight forward information about how well performance on his job it is known as feedback in job (Hunter, 2006) Not only the feeling of employees with the job but the importance of a job is also reflected in its influence on colleagues, customers, and the direct development of the organization

Research by Scott and Cummings (1969) has shown that the more interesting, attractive, and challenging the job is, the greater the employee's motivation will be to self-explore, learn, and improve knowledge skills to get the job done in the best way In addition, job diversity is closely related to employee motivation Therefore, employees performing diverse jobs will be more motivated than those who keep doing repetitive and boring tasks Juhdi and Saad (2007) found out the fact that job characteristics are considered a principal indicator influencing the degree of employees’ motivation As a result, the following hypothesis is presented:

H2: Job charateristics have a positive influence on work motivation. c Wages (W)

Wage is the amount of money an employee is entitled to after having contributed labor and expertise to create outcomes for the employer and is usually hired with a work contract (agreement) to perform specific tasks that are packaged into a job or function Wages may be paid periodically as a salary, or as a lump-sum payment, upon termination of the employment contract A study by Kuvaas (2006) found that higher base pay was associated with better performance and affective commitment partially mediated through higher pay fostering intrinsic motivation The relationship between wages and employee motivation has been widely researched in labour economics (Coviello et al., 2019) Maslow's motivation theory

30 also points out that an increase in wages will lead to an increase in employee motivation Therefore, the following hypothesis is presented:

H3: Wages have a positive influence on work motivation. d Reward and Recognition (RR)

Individuals usually compare both their inputs (such as working-experience, efforts and educational background, tenures) and outputs (salary, feedbacks or rewards) with others’ (Timothy P Summers, 1990) Equity theory by J Stacy Adam also shows that workers will find it unfair when their input-output ratio is not tantamount to that of others, and this causes dissatisfaction and attempt to correct them Therefore, managers must create an effective, fair, and appropriate reward system to motivate employees to work harder because of incentive compensation that rewards their efforts Rewards also refer to the relation between the organization and the individual in which human resources are considered as the value of that organization (Chen & Hsieh, 2006) According to Armstrong and Taylor (2017), reward and recognition system is the official combination of policies, strategies, and practices in organization for rewarding employees in the line with abilities and contributions and achievements of them by giving various flexible types, levels of pays, benefits and so on The basic purpose of giving rewards and designing suitable reward system are motiving employees to work, to achieve, and to complete the goals successfully All employees have a desire to be appreciated and recognized as a member in a group when they completed challenging tasks Thus, the following hypothesis is presented:

H4: Reward and recognition have a positive influence on work motivation. e Supervisor Support (SS)

Supervisor, who is one of the administrative officers, generally takes responsibility for controlling or guiding activities in a business The supervisor position refers to one's immediate superior and responsible for productivity in the workplace Supervisor support is defined as perceives of employees concerning the degree their supervisors care about their wellbeing as well as value or appreciate

31 their contributions (Eisenberger & Sowa, 1986) In the organization, supervisors take responsibility for giving direction and evaluating performance of their in charged subordinates Thus, employees usually consider feedback from their supervisor as part of the organization’s orientation Support from supervisors related to jobs and emotions helps employees perform their jobs more efficiently Supportive supervisory behaviors can help to increase the degree of work motivation in employees Buble et al (2014) agreed that support of supervisor enhances organizational goal achievements by boosting work motivation in every employee who working in that organization Therefore, the following hypothesis is presented:

H5: Supervisor support has a positive influence on work motivation. f Coworkers (C)

Co-workers are group of employees who hold the same rank with each other in department belonged to an organization Co-workers are essential part of the working environment, and most of employees expect to work with their coworkers in friendly and harmonious environment (Ali, 2013) Coworker support is ‘‘the extent to which employees believe their coworkers are willing to provide them with work-related assistance to aid in the execution of their service-based duties’’(Susskind & Borchgrevink, 2003) Relationship with coworkers along with supervisor is the Social Needs (Belonging Needs) in Maslow’s Hierarchy of Needs

In an organization, regardless of its particularity or size, there always exists a division of labor Harmonious interactions and cooperation between an individual and their coworkers, as well as the bond among employees with each other positively affect individual's organizational commitment and work motivation (Ahmed, 2010) Motivation in the organization will increase when an individual worker has a close and attached relationship with colleagues The support from coworkers can help employees solve job-related problems or issues, reduce source of stressors as well as free from emotional exhaustion, therefore, support from coworkers influences job attitudes and job performance of employee (Cho & Johanson, 2008) Kangas and McKee-Waddle (1999) make it clear that a supportive

32 working environment among colleagues is a factor that affecting employee's motivation Similarly, with the relationship with supervisor, employees also need support from coworkers when needed, a comfortable, friendly and sharing working environment with their fellow employees (Hills & Owens, 1971) Thus, the following hypothesis is presented:

H6: Coworkers have a positive influence on work motivation. g Promotion and growth (P)

Promotion and growth in organization is considered one of the factors that motivate employees work better With a clear promotion path, an employee has a objective view of the direction and long-term goals at work They will consider the volume and time spent striving to achieve the goal, which can be a specific position in the business The training and development of human resources as well as creating opportunities for promotion to meet the self-improvement and esteem needs of employees – are the highest needs in the Maslow’s hierarchy of needs; thereby boosting their motivation at work Thus, the following hypothesis is presented:

H7: Promotion and growth have a positive influence on work motivation.

Research methodology

The questionnaire is a formalized list of questions for getting input information from participants (Malhotra & Dash, 2016) The structure of the questionnaire is built by mostly closed (multiple choice) questions The survey questionnaire will be divided into two main parts:

The first part consists of demographic profile such as age, gender, marital status, education, tenure in work:

About gender: Male and Female

About age: There are 4 age groups used for the survey: The first group is under 22 years old, this group has a fairly large number of students who are still in

33 the university working part-time to experience corporate culture, equip more professional knowledge or simply earn extra income The second group is from 22 to 30 years old and the third group is from 31 to 40 years old There are groups with good experience employees in the organization The other group is over 40 years old, often being in charge of high positions in the organization.

About marital status: Single and Married

About education: Based on the age group design, the education level is divided into 3 groups: The first group is High school, which indicates students who go to work before university graduation The second group is University, which indicates employees having a bachelor's degree and working full-time And the last group is Post-graduate, which indicates employees who have completed and are pursuing higher qualifications for work (Masters, PhDs, etc.)

About tenure in work: The tenure in work is divided into 5 groups: Less than

1 year is used for interns From 1 to 3 years of experience shows new or subordinated employees For employees who have established themselves with enough time in an organization, they usually have 3 to 5 years of experience The rest, from 5 to 10 years and 10 years or more, are people who have a lot of experience, deeply understand about the organization and often keep high positions

The second part consists of the independent and dependent variables based on previous studies using Likert Scale According to Wu & Leung (2017), the format of the questionnaire contains Likert-type scales ranged from three measures and up, commonly used scales in most researches is from 5 up to 7 (Martín et al.,

2018) Trong nghiên cứu này, the 5-point Likert Scale was used from: 1= Strongly Disagree to 5=Strongly Agree (D H Le et al / Management Science Letters 11,

2021) With the proposed research model, the scale is shown in the table below:

Table 2.1 Latent variables measurement items and reference sources

Indicators Items References sources Work

WM1 I feel comfortable in my work Akkermans et al

(2016) WM2 I feel a sense of personal satisfaction when I do (The McKinsey

WM3 I feel excited when I go to work Self-proposed

WM4 I try to think if ways of doing my job effectively (The McKinsey

Quarterly, 2006) WM5 I expect to continue working as long as I Akkermans et al

WC1 Physical condition in workplace is comfortable for me Edgar and Geare

WC2 Well-equipped working environment Tran Thi Phuong

Thuy et al (2018) WC3 My working hours are reasonable Roberts (2005)

WC4 Safety working environment Tran Thi Phuong

JC1 This job requires me to use a number of complex or high-level skills

JC2 I was well aware of my job Bellingham (2004)

JC3 This job is suitable for my competences JC4 I often get feedback on work

JC5 The job is challenging and interesting Wages (W) W1 My wage is equal to the completed tasks Netemeyer (1997)

W2 My wage reflects what I have contributed to company Munyengabe et al

(2016) W3 The wage is enough to meet my life's demand Netemeyer (1997) W4 The company pays fair wages among employees

W5 Wage is equivalent to other companies in the same field Reward and

RR1 My contributions are recognized Munyengabe et al

RR2 The evaluation criteria are reasonable and clear Fey et al (2009) RR3 The company evaluates and rewards accurately and timely

RR4 Reward and recognition are given in a fair and consistent manner

SS1 My supervisor is fair and trustworthy person Tran Thi Phuong

Thuy (2018) SS2 My supervisor demonstrates how a person can jointly be successful on and off the job

(2009) SS3 My supervisor gives feedback in a way that feels safe

SS4 Achievement can be improved with the support of superiors

SS5 When I need help, my superiors are always ready to help

Coworkers (C) C1 My coworkers are friendly to me Lori J.Ducharme

C2 My coworkers really care about me (2000)

C3 I feel appreciated by my coworkers

C4 My coworkers are helpful in getting my job done

C5 My coworkers give useful advices on my job problems

Promotion and P1 Have opportunities to improve skills Tran Thi Phuong

Growth in P2 Can learn from job Thuy (2018)

P3 Clear, fair and transparent promotion policy

P4 Create promotion opportunities for employees having competence and contribution

Research data was collected through questionnaires sent directly or indirectly to employees working at Apollo in 3 centers: Pho Hue, Lieu Giai, and Xuan Dieu

To meet the research objectives, the respondents' opinions are guaranteed to be objective without interference from other external factors Furthermore, the survey respondents focused on full-time and part-time employees at the time of the survey from March 20 to April 18, 2023

The sample size depends on the method of particular study Each quantitative test method will typically require an appropriate minimum sample size for the test to produce meaningful estimates For EFA analysis, Hatcher (1994) determined the sample size to be at least five times the observations Another experience in determining the sample size for EFA is that the number of observations should be at least 5 times the number of factors (Truong & Ngoc, 2005) In addition, according to Tabachnick and Fidell (2007), to get the best results from regression, the minimum sample size must meet the requirements: n ≥8m+50 (n is the sample size, m is the number of independent variables) This study has 7 independent variables and 36 observations, so the minimum sample size is 106

After distributing the survey questionnaire, the study obtained 176 total responses After deleting incomplete, invalid and obvious extreme data which all the items have the same opinions, 160 valid samples were retained Therefore, the sample size was satisfactory for inclusion in the quantitative analysis

To achieve the research objective, the quantitative and qualitative approach was applied Qualitative approach is used to analyze theories, doctrines, and factors affecting work motivation Quantitative approach is used to test the effectiveness of

36 the scale and evaluate the factors affecting the work motivation of the employees at Apollo Center in three research places

The quantitative research process will begin with descriptive statistical analysis of the sample to obtain general characteristics of the research sample This step ensures that the research object is suitable for the original research purpose After implementing descriptive statistics, the reliability of the scale was evaluated through Cronbach's Alpha This test helps to determine whether the observable variables of the latent variable are reliable or not Then, exploratory factor analysis is used to reduce and summarize the significant observable variables, before introducing Multiple Regression Analysis to clearly identify the factors and their degree of influence on the Work Motivation variable.

Research result

Table 2.2 Sample descriptive statistics results

After 160 valid samples were included in the descriptive analysis, the survey results showed a significant difference in the male-female responsive ratio (76.2% vesus 23.8%) Meanwhile, the number of surveyed people aged between 22 and 30 accounted for the majority with 46.9%, followed by employees under the age of 22 with 33.8%, and only 0.5% or 1 person over 40 years old participated in the survey The majority of employees surveyed are single (unmarried) with 80.6% Regarding education level, the data shows that 61.3% of employees have graduated and owned a university degree, this is equivalent to the number of employees over the age of

22, and 4.9% are or have been participated in post graduate programs This shows that 100% of the full-time employees at Apollo have a university education or higher This is also the finding of the survey when generalizing the educational level of employees at the organization The results reflect the current situation when the majority of employees at companies and organizations with university and college degrees account for a large proportion Regarding work experience, the survey respondents are mainly young people between the ages of 20 and 30 and the survey locations at Apollo facilities in Hanoi - the central city with many job opportunities for the youngsters This is the reason why 42.5% of people surveyed having less than 1 year of experience, 77 respondents with 1 to 3 years of experience At the same time, there were ten employees answering with 3 to 5 years of experience and five people who had 5 to 10 years of experience

Table 2.3 Frequencies statistics of indicators

Indicators Mean Std.Dev Skewness Kurtosis

To ensure the collected data were considered adequate for exploratory factor analysis (EFA) which based on the principle of maximum likelihood estimate where the precondition of this method is that variables satisfy the multivariate nornal distribution, I analysed the mean, standard deviation, skewness and kurtosis of indicators to confirm the multivariate distribution normalization of the collected data, by which:

- Mean: is the average of the data of the variable

- Std deviation: Standard deviation The higher this value, the larger the difference in Likert scale of the respondents

- Skewness: Deviation Will the distribution graph be skewed to the right or to the left?

- Kurtosis: Sharpness Will the distribution graph be sharp or obtuse?

As shown in Table 2.3, the mean value of variable data is mostly above level

4, which proves that the majority of respondents are quite sympathetic to the proposed statements The lowest mean level was found to be 2.91 and then 3.07 (neutral opinion), which in turn belongs to following statements: “This job requires me to use a number of complex or high-level skills” and “The wage is enough to meet my life's demand” According to the survey, these opinions also have a large standard deviation and the opinion: “The salary reflects what I have contributed to the organization” have a standard deviation of 1.145 The skewness ranged from - 2.003 to 0.183, and the kurtosis ranged from -1.921 to 3.052 Value of skewness smaller than 3 and of kurtosis smaller than 10 indicate that the current data satisfies the assumption of multivariate normal distribution (Kline, 2011)

Cronbach's Alpha is a test that reflects the level of close correlation between observed variables in the same factor This test helps to determine whether the observable variables of the latent variables (the parent factor) are reliable or not The good Cronbach's Alpha results show that the observable variables measuring the factor are reasonable and reflecting the characteristics of the parent factor Thus, if a scale in which the observable variables are positively correlated, the more consistent that scale is, the higher the Cronbach's Alpha coefficient will be

Cronbach's Alpha coefficient has a variable value in the interval [0,1] According to Nunnally (1978), a good scale should have Cronbach's Alpha reliability of 0.7 or higher, which is in agreement with the study of Hair et al

(2009) However, in a preliminary study, Cronbach's Alpha 0.6 can be acceptable

Another important indicator is Corrected Item - Total Correlation, which represents the correlation between each observable variable with the rest of the variables in the scale Cristobal et al (2007) said that a good scale is when the

40 observable variables have the Corrected Item - Total Correlation value from 0.3 or more If the observed variable has a stronger positive correlation with other variables in the scale, the higher the value of Corrected Item - Total Correlation is, the better the observable variable is

Table 2.4 Cronbach's Alpha analysis results of WM scale

The test results show that: The test results show that the reliability coefficient of Cronbach's Alpha scale of WM is 0.621 > 0.6 (qualified) All observable variables have Corrected Item – Total Correlation greater than 0.3 Thus, the scale is reliable, the observable variables are significant to explain the WM variables

Table 2.5 First Cronbach's Alpha analysis results of WC scale

The test results show that: Cronbach's Alpha reliability coefficient of WC is equal to 0.625 > 0.6 (qualified) However, the observable variable WC2 has Corrected Item – Total Correlation equal to 0.284 < 0.3 This shows that the observable variable WC2 explains very weakly for the factor WC, so the variable will be removed from the scale Conducting the second Cronbach's Alpha analysis gave the following results:

Table 2.6 Second Cronbach's Alpha analysis results of WC scale

As can be seen, the reliability coefficient of Cronbach's Alpha scale of WC is 0.634 > 0.6 (qualified) and all observed variables have Corrected Item - Total Correlation greater than 0.3 Thus, the scale is reliable, the remaining observed variables have good explanations for the WC factor

Table 2.7 First Cronbach's Alpha analysis results of JC scale

The test results show that the reliability coefficient Cronbach's Alpha of JC is 0.625 > 0.6 (qualified) However, the observed variables JC1 and LC4 have Corrected Item – Total Correlation equal to 0.247 and 0.166 respectively, which are lower than 0.3 This shows that the two observable variables explain very weakly for the WC factor, so the variable will be removed from the scale Conducting the second Cronbach's Alpha analysis gave the following results:

Table 2.8 Second Cronbach's Alpha analysis results of JC scale

As can be seen, the reliability coefficient of JC's Cronbach's Alpha scale is 0.712 > 0.6, showing that the scale is well used All observable variables have

Corrected Item – Total Correlation greater than 0.3 Thus, the scale is reliable, the remaining observed variables have good explanations for the JC factor

Table 2.9 Cronbach's Alpha analysis results of W scale

The test results show that the reliability coefficient of Cronbach's Alpha of

JC is 0.875 > 0.6, which shows that the scale has high reliability and very good measurement It can be seen that the observable variable W3 has a Cronbach's Alpha if Item Deleted coefficient of 0.888, which is larger than the Cronbach's Alpha coefficient of the W scale as mentioned, which is 0.875 However, the coefficient of Corrected Item – Total Correlation was 0.451 > 0.3 and Cronbach's Alpha of the scale was higher than 0.7 (Hair et al., 2009) Therefore, the variable W3 will be kept in this case

Table 2.10 Cronbach's Alpha analysis results of RR scale

The test results show that: the reliability coefficient of Cronbach's Alpha scale of RR is 0.860 > 0.6 (qualified) This shows that the scale has high reliability and very good measurement All observable variables have Corrected Item – Total Correlation greater than 0.3 Thus, the scale is reliable, and all the observable variables have good explanations for the RR factor

Table 2.11 First Cronbach's Alpha analysis results of SS scale

The test results show that: the reliability coefficient of Cronbach's Alpha of

SS is 0.820 > 0.6, which shows that the scale has high reliability and very good measurement However, the observable variable SS2 has Corrected Item – Total Correlation equal to 0.274 < 0.3 This shows that SS2 explains very weakly for the

SS factor, so it will be removed from the scale Conducting the second Cronbach's Alpha analysis gave the following results:

Table 2.12 Second Cronbach's Alpha analysis results of SS scale

THE STATUS OF MOTIVATIONAL ACTIVITIES AT

About Apollo English

Apollo English is the first English training center having 100% of foreign capital 100% in Vietnam Apollo English Center was established in 1995 and is a member of International House - the UK's oldest and prestigious English organization Following the slogan "Where the best become better", Apollo always aspires to train the young Vietnamese generation to become global citizens to promote prosperity and help them change the world for the better

Vision: “Generations of confident children fulfilling their potential in changing world.”

Mission: “Bringing English to life through real-world learning.”

- Khalid Muhmood: Khalid holds a degree in Business and Law (Hertfordshire University) as well as a Postgraduate Certificate in Education (Exeter University) in the UK He has been active in the business of education in Vietnam since 1995 in which he co-founded Apollo English and the British University Vietnam He lived in Vietnam for 18 years before moving to Singapore which is now Apollo’s regional office Khalid is a senior member of many international organizations including Young President’s Organization (YPO)

- Arabella Peter: Educated in the United Kingdom, Ms Arabella Peters holds a BSc (Hons) in Economics and Law from the University of Herefordshire In 1995, she co-founded Apollo English and the British University Vietnam She is involved in developing general and marketing strategies for both organizations

Number of Employees: Close to 1400 (as of May 2021)

Coming in Vietnam in the early 1990s, the co-founders determined to establish Apollo English as the first foreign-owned education and training organization in Vietnam Through Apollo English, they expect to educate the youth of Vietnam to become global citizens and foster prosperity During the process of formation and development, Apollo has trained many students in a more positive direction and cooperated with many prestigious partners to spread the passion for learning, including Vietnamese Television througn well-known and beloved television programs such as “Bring the golden bell" and "Road to Olympia" Moreover Apollo has been consistently developing products and implementing teaching methodology, typically named: L.E.T.S – Learning English through subjects lauching in 2014; AGLS – Future Skills Training Systems; Apollo Advance – IELTS Exam Preparation Courses; Apollo Home and so on

In order to create "Generation of confident children as fulfilling their potential in changing the world" as the philosophy and vision put forward, Apollo prioritizes the practicality of English education Students at Apollo learn English

59 through the most practical experiences from inside to outside the classroom Prominent are the extra-curricular activities which are methodical constructed and scaled for students in the market This is also a factor that asserts Apollo's position in Vietnam within 30 years

The success is recognized by many prestigious organizations at home and abroad., reflected in a number of outstanding awards such as: Inspirational Brand Award – APEA 2022; Education Investor Awards; Best Managed Company – Deloitte 2022; Golden Dragon Award.

The status of motivational activities at Apollo English

Apollo was built in working conditions following international standards With aiming at the high-end segment of students, the facilities at Apollo are also well-invested for both employees and students As a large-scale educational institution, the center has a modern, friendly design, comfort, and cleanliness Full- time employees are provided with their computers, and the center also equips necessary working pieces of equipment for employees Because of the difference in the job's nature, each department will have a separate area with full amenities (air conditioner, computer, TV, table and chair, wardrobe, etc.) (Figure 3.1.b) but still ensure cohesion between departments through the close arrangement of some related departments

Figure 3.2.a Educational Consultant Figure 3.2.b Marketing Meeting

For example, Figure 3.2.a is the location of the Educational Consultant (EC) counter, this is always the location at the entrance to the center, where ECs will consult and interact directly with customers The CM's room (Centre Manager) is arranged right next to the EC counter so that CM can promptly observe, handle and discuss with ECs about arising problems and coordinate activities at the center more smoothly

The staff room is also fully equipped with facilities: large printer, shelves for storage, drinking water, cake, tea and coffee The center also designed a private room with full kitchen utensils: bowls, plates, refrigerator, microwave for staff to have lunch and reheat food

The multicultural environment is also a plus when employees at Apollo have the opportunity to interact with teachers from many different countries According to survey data from Apollo English's human resources department across all facilities, the number of female employees accounts for 80% in general At Apollo, respecting individual identities and women in the workplace is a priority New employees are enthusiastically supported, worked and trained in skills and knowledge by colleagues and a team of leading education experts With an expansion strategy accompanied by quality and commitment, Apollo always has full resources available from facilities to operations

The job characteristics will depend on each different position Under normal circumstances, a center will have the basic positions with the following characteristics:

- Centre Manager (CM): Manage revenue generation & center operations;

Responsible for the revenue result of the center, including activities to attract new customers and renew current customers; Oversees daily center operations and coordinates center activities; Addresses any issues that may arise in relation to students, ensuring their timely resolution and that the appropriate action is taken; Supervise all operations in the center to provide the best experiences for customers; Ensure business efficiency by optimizing

61 the center's operational efficiency; Continuous training and development of staff members and manage the Center’s operational compliance with policies, procedures, rules and regulations

- CSO (Customer Service Officer): CSOs are responsible for customer care to all internal and external customers At all times CSOs need to report on all aspects of the responsible areas related to sales and customer service efficient and high-quality operations Communicate with other CSOs and ECs and staff from other departments in the center including teachers, admin staff, tea ladies, security guards and etc Identify opportunities to develop, improve and add value to Apollo’s Centre Operations in line with the strategic goals of the current center

- EC (Educational Consultant): Introducing Apollo English, understanding customer needs, and consulting the right course Finding new customers through data obtained from Marketing activities, making phone calls to invite customers for children to experience trial lessons (Demo) or events (Infoday) organized by the center Register, arrange classes for students, and complete the course payment procedures Responsible for own and team sales

- SEC (Supervisor Educational Consultant): Support, help, and manage the activities of ECs

- TA (Teaching Assistant): Pick up and look after the students in class; Explain to students anything they don’t understand if requested by teachers; Help teachers with registers/attendance check/record of work; Assist in monitoring students’ work and ability to follow instructions; Assist teachers with classroom discipline, assessing students, clarifying instructions and checking homework

- TA Sup (Teaching Assistant Supervisor): Managing and training TA team

Arrange class schedules for students, and book teachers to support events organized by Marketing

- ME (Marketing Executive – Event and Relationship Building): Finding and building relationships with partners (schools, apartments, bookstores) Build

62 and maintain a network of partners to support brand activation and brand recognition Coordinate with other departments to implement the set plan

Apollo English is an educational institution for young children students Therefore, on the side of job characteristics, respect, calmness, and grasping the child's psychology from employees are extremely necessary With the image of a high-segment target-oriented organization, the staff at Apollo English must show professionalism and integrity in both appearance and attitude toward students and their parents This seems easy but in fact is very difficult, a small mistake when communicating with customers and being reported can cause great damage to the company's image For this reason, the more customer contact a position requires, the more pressure will be on the employees in that role Not only stopping the pressure of contacting and taking care of customers, but the staff will also have typical indicators such as KPIs from their superiors to evaluate their work performance on a monthly and yearly basis However, in return, employees also receive an environment and salary worthy of the results evaluated

- Payday: based on 8 working days per month

According to Apollo regulations, salary will be recorded from 20 months ago to 19 of this month, and payment will be made through Vietcombank account on the 8th of next month The time from recording to receiving salary is quite long (more than two weeks), however, this gives the HR department time to solve problems arising from salary and record on the system Therefore, the salary payment to employees every month is very regular and the delay in salary is rare If pay day falls on a weekend or a holiday, staff will receive their remuneration on the next Monday or upon return from the holiday

In addition to receiving a salary, the personal income tax policies applied at Apollo are in accordance with the government's rule and in some cases are reduced, specifically:

Table 3.1 Progressive Tax Rates (Sources: Human Resources Department)

Taxable Income (VND) Tax rate

Table 3.2 Personal Income Tax Deduction Objects (Sources: Human Resources Department)

 Personal deduction: VND 11 million per month

 Dependent deduction: VND 4.4 million per month for each dependent, which may be claimed by one taxpayer only

 Donations to approved charities, human aid, education funds

 Payments for compulsory insurance contributions

 Disable offspring over 18 years old and unable to work

 Students at universities, colleges, job-training schools with no income or average income under 1.000.000 VND per month

 Over or in working-age but disabled persons with no income or income prescribed by laws including: spouses, parents, parents-in-law, other helpless individuals whom taxpayers are obliged to directly nurture

3.2.3.2 Leaves and Employee Engagement Activities

According to the provisions of labor law, employees at Apollo will have administrative leave according to public holidays in Vietnam and still receive salary on these days (in case of those holidays fall on weekend/normal weekday off, there is no compensation) There are 11 Public Holidays and Christmas day:

Table 3.3 Public Holidays (Sources: Human Resources Department)

Calendar New Year 1 day (1st Jan: calendar year)

Lunar New Year (Tet) 5 days (last 2 days of lunar year & first 3 days of new lunar year) Hung Kings Commemoration Day 1 day (10th of the third lunar month)

Victory Day 1 day (30th Apr: calendar year)

International Labor day 1 day (1st May: calendar year)

National Day 2 days (2nd Sep and the previous or next day: calendar year)

Christmas 1 day (25th Dec: calendar year)

Table 3.4 Leaves paid by company (Sources: Human Resources Department)

- Level Manager: 20 days per year

- Level Full-time Employee: 15 days per year

- No AL during probation period

- Working period 0.05), the Reward and recognition

66 variable in fact still shows a certain degree of influence on the dependent variable The reasons for this phenomenon may stem from the unclear reward and recognition policy that is not enough to motivate employees, specifically demonstrated through the following statements Firstly, Apollo's current rewards are mainly salary bonuses without any other form of reward This proves that the work of reward and recognition has not been implemented in various forms Second, reward decision-making depends a lot on the subjective opinion of the employee's supervisor This poses a risk when the supervisor's evaluation results are not clear and accurate, causing dissatisfaction among other employees They will perceive that reward and recognition are not given in a fair, reasonable, and consistent manner Third, recognition and awarding are not implemented publicly in front of all employees This casts doubt on employees whether their contributions have been recognized, thereby reducing the impact of reward and recognition on their motivation at work

Overall, the findings confirmed the right direction from previous studies by showing a significant impact of the above variables on employee motivation The study has made certain theoretical contributions to clarify the factors affecting the work motivation of employees at Apollo English in particular, brings practical contributions in the research evaluation, and recommends measures aimed at improving employee motivation at the organization

Research results have shown that this is the factor that has the greatest influence on employee motivation at Apollo English After experiencing EFA, meaningful observed variables are kept for regression analysis including: JC2 (I was well aware of my job), JC3 (This job is suitable for my competences), JC5 (The job is challenging and interesting) This objectively complements Hunter's (2006) theory with five-core features of job characteristics consisting of task significance, task variety, task identity, autonomy and feedback, which stated positively correlate with job's behavior such as motivation, job satisfaction and job performance The observed variables all have characteristics belonging to some of the above five-core

67 features of JC In this case of the study, the measures for JC belong to the characteristics related to skill variety, task identity, and task significant Through research, it can be seen that employees at Apollo clearly understand the extent to which the job is required to be completed and their ability to perform the job, which also shows that they understand the importance of the job and the impact of their work on individuals and surrounding organizations The perception of diversity and interestingness included in the job is a trait that shows the skill variety in job characteristics

Research results show that wage has the second greatest impact on employee motivation at the surveyed organization This is verified by previous studies such as Kuvaas (2006) or Maslow's Motivation Theory Despite taking influential degree after Job characteristics, Wage is still a motivating factor for employees, making them work more dedicated In other words, an increase in salary leads to increased labor productivity (Kim & Choi, 2018) Physiological needs are indispensable, which means that meeting those needs is a prerequisite for workers to devote themselves to work

Therefore, managers should build a specific salary and benefits framework that fully describes the benefits at each level In special cases, it is necessary to make a clear distinction on other factors (working capacity, development potential) to develop an appropriate salary policy

The colleague factor poses a positive impact on the dependent variable (Work motivation) in the research model The results show an objective assessment because almost employees have a desire for Social Needs (Belongingness Needs) in Maslow's Hierarchy of Needs and work in a workplace where colleagues are friendly and harmonious (Ali, 2013) After experiencing the EFA, the observed variables that are meaningfully retained are C2 (My colleagues really care about me), C3 (I feel appreciated by my colleagues), and C4 (My colleagues are helpful in getting my job done) In the colleague relationship, employees at Apollo prioritize

68 group acceptance, empathy, and respect In addition, the level of willingness to support work from coworkers is also a factor that employees in the organization appreciate Harmonious interactions and cooperation between an individual and their colleagues, as well as the bond among employees with each other positively affect an individual's organizational commitment and work motivation (Ahmed,

2010) From there, the company should consider promoting an interactive environment among colleagues, thereby improving the spirit of solidarity and willingness to support among members of the company

3.3.4 Promotion and growth in organization

When participating in an organization, employees not only want to earn extra payment but also want to be fully equipped with professional knowledge, orientation about the career path, title, and social status Research has shown similar results since the factor Promotion and growth in an organization positively affects employee motivation Through EFA, significant observed variables are retained including P1 (Have opportunities to improve skills), P2 (Can learn from job), and P4 (Create promotion opportunities for employees having competence and contribution) Correspondingly, developing skills and abilities through work is highly appreciated by employees at the organization

Therefore, managers should develop a specific career development path for employees In feasible cases, they can assist employees in taking special training courses or pursuing higher education This not only motivates employees but also constructs a powerful human resource contributing to the development of the business in the future

Work Condition also shows a positive correlation with employee motivation at Apollo English From the EFA, significant observed variables are kept including WC1 (Physical condition in the workplace is comfortable for me), WC3 (My working hours are reasonable), WC4 (Safety working environment) Being compatible with the study of Kovach (1987) and Dublin (1995), this study indicates that working condition is a factor affecting the health and convenience of

69 employees during work time, including workplace facilities, working time, and safe workplace According to Maslow's theory, working conditions are considered a concern in Physiological Needs (Ashraf, 2019) because it can affect the mental and physical health of workers Therefore, organizations need to build a comfortable working space because it could be a source of motivation for employees to work better with advanced efficiency (Irons & Buskist, 2008)

Research results show that supervisor support positively affects employee motivation at Apollo English The supervisor's level of fair treatment and enthusiastic support is currently posing a good impact towards employee motivation at Apollo English Although the level of influential degree derived from the analysis results is not substantial, it cannot be denied that supervisor support enhances organizational goal achievements by boosting work motivation in every employee who works in that organization (Buble et al., 2014) In Maslow's hierarchy of needs, supportive supervision belongs to Social needs, so supervisors should continually give consistent expresses as ways to appreciate the participation and contribution of the employee.

Evaluation of motivational activities at Apollo English

Facilities are always focused on being equipped to match the development trend and strategic direction of the center, fully meeting the requirements of employees' job, contributing to improving work efficiency Multicultural working environment that respects individual identity Colleagues are friendly and always ready to help

The working procedure is clearly defined, the work of providing feedback during the working process is conducted in accordance with the regulations, so the employees can ensure the progress schedule as well as the accuracy in work Employees between different departments and positions have the opportunity to closely contact, creating more favorable working conditions

Wages are built based on the characteristics of each position (working hours or KPIs) to ensure fairness Payroll work is carried out in accordance with Apollo's regulationsandemployees always get paid on time

Work on benefit, leave and personal income tax is carried out by the company and ensures the basic rights and obligations of employees complying with the provisions of law In addition, employees at Apollo also enjoy preferential treatment for courses at the center They have the opportunity to participate in training courses and workshops organized by the Human Resources department and receive bonuses when referring new employees

Individuals are given the opportunity to express themselves and get promoted at work This promotes self-control and enhances their sense of responsibility The selection and testing of employees' capacity is prioritized Therefore, individuals are designated on the basis of fair and accurate results, without the phenomenon of particular purpose or acquaintance

The work of recognition and reward has not been done in a clear, public and transparent manner The process and criteria for evaluating and rewarding employees are ambiguous, mainly based on subjective assessment from the employee's supervisor

The company has not conducted a survey on the promotion needs of employees The training courses are organized methodically but with a low frequency The participants are not clearly defined meanwhile the skills and knowledge required for each employee in particular position is different

Salaries have a large difference between positions, which can be explained by the different work characteristics, but in general, it is likely to create dissatisfaction for employees Moreover, with the high-end brand that Apollo is building, the main concern is focusing on customers rather than employees in the business, so the salary is assessed as not showing competitiveness in the market

Chapter 3 focuses on analyzing the current situation of motivational work at Apollo English With the clarified results of the quantitative analysis from Chapter

2, this is the basis for discussing the influence of factors as well as explaining the degree of influence Through comparison with the existing situation, the advantages and limitations of motivational work are shown through the Status Evaluation From there, chapter 4 will propose solutions to promote the advantages and overcome the drawbacks through each factor, in order to further improve the working motivation of employees at Apollo English

CHAPTER 4 SOLUTIONS FOR IMPROVED MORALE IN APOLLO ENGLISH 4.1 Development orientation of Apollo English

After more than 25 years, Apollo English is still oriented to be the leading organization that brings Vietnamese children the latest trends in English education helping students become global citizens To fulfill this vision and mission, it is impossible not to mention the great contribution of the staff behind Consequently, Apollo has set the following specific goals:

- Constantly expanding the business scale through new centers (most recently is Apollo Vu Pham Ham), improving the quantity and quality of labor in

2023 and in the following years through the detailed recruitment plans, training and development human resources

- Keeping up with trends and always innovating the company's image to be in line with market trends

- Considering professional ethics as the basis to expand the scale, taking customers as the goal to implement business strategies, thereby orienting employees to develop themselves

- Building a professional, friendly, efficient and united working environment for employees Considering employees as the core element for business operations

- In addition to focusing on teaching quality, Apollo will become a company with high compensation and benefit, and at the same time attract many talented young people to become employees of the organization

4.2 Solutions for improved morale in Apollo English

A safe and comfortable working environment is one of the prerequisites for motivating employees and increasing work productivity Through the survey results, it can be seen that the working environment has a positive influence on the work motivation of employees at Apollo English, but the level of influence is

73 currently not high Currently, Apollo is still doing well in ensuring adequate facilities and working equipment such as tables, chairs, air conditioners, computer systems, photocopiers, water purifiers, lights In fact, there are many other factors that greatly affect employee morale So in order to improve the quality of the working condition, some solutions are proposed as follows:

- With Apollo's youthful and dynamic environment, the common office can add more trees and additional entertainment areas for employees (coffee table, guitar, video games, some beautifully decorated areas for staff to take pictures on special occasion such as Tet Holiday, Woman's Day, Christmas, etc.) In reality, when the company prepares to have projects or events, employees will have to work

OT continuously to keep track progress Therefore, the arrangement of the above areas helps employees maintain properly physical and mental health

- In addition, Apollo facilities can provide a nap room for employees now A small nap will help staff regain their energy and maintain focus The above space will bring employees a comfortable place to take the necessary rest after working for a long time

Solutions for improved morale in Apollo English

A safe and comfortable working environment is one of the prerequisites for motivating employees and increasing work productivity Through the survey results, it can be seen that the working environment has a positive influence on the work motivation of employees at Apollo English, but the level of influence is

73 currently not high Currently, Apollo is still doing well in ensuring adequate facilities and working equipment such as tables, chairs, air conditioners, computer systems, photocopiers, water purifiers, lights In fact, there are many other factors that greatly affect employee morale So in order to improve the quality of the working condition, some solutions are proposed as follows:

- With Apollo's youthful and dynamic environment, the common office can add more trees and additional entertainment areas for employees (coffee table, guitar, video games, some beautifully decorated areas for staff to take pictures on special occasion such as Tet Holiday, Woman's Day, Christmas, etc.) In reality, when the company prepares to have projects or events, employees will have to work

OT continuously to keep track progress Therefore, the arrangement of the above areas helps employees maintain properly physical and mental health

- In addition, Apollo facilities can provide a nap room for employees now A small nap will help staff regain their energy and maintain focus The above space will bring employees a comfortable place to take the necessary rest after working for a long time

- Promote work-life balance: A happy working environment is an environment in which employees can work and devote themselves to their job but still keep a good balance between work and personal life Because the characteristics of the job is to directly serve students outside of their official school hours, Apollo staffs will be busier in the evenings and weekends Therefore, Apollo can apply a policy for employees to register for alternate shifts on weekdays, which helps employees have time to rest instead of going to work

Through the research results, the job characteristics were identified as the factor that poses the greatest influence on the work motivation of employees at Apollo English The factors in the nature of work that affect employees at Apollo are skill variety, task identity, and task significance Therefore, in order to improve the motivation of employees, the job analysis, description and orientation need to be further improved

First of all, the company's vision and mission need to be expressed in a transparent and clear way for each department, division and employee so that they can deeply understand what they need to do and how hard they try to attain the overall success of the company To this end, some solutions are proposed such as organizing annual meetings in the presence of all employees or mid-level personnel and above; setting up a page on social media for internal communication about the company's goals and mission; organizing internal contests to learn about the company, combined with clarifying the company's goals to each employee

In addition, job analysis should be done under careful observation and research because it needs to clearly show the elements that make up the job, the specific tasks and activities, as well as skills required for the job When having a detailed job description, employees can rely on it to understand the core characteristics and importance of the work they are doing, which helps them to be over self – confident about their capability and their own strong point The superiors at Apollo need to encourage their employees to give feedback, participate in contributing ideas to improve the work process All ideas, initiatives and contributions should receive appropriate concern and consideration

Through the analysis results, wage has the second highest level of influence through employee evaluation Currently, Apollo English has many different job positions, which means there is a difference between their actual salary Therefore, a few solutions to improve salary work at the organization are as follows:

Employees should be made clear about the payroll process, how wages are calculated for each position and when they are paid monthly, and the privileges they receive as an Apollo employee (specified, duration and the number of leave sessions, regulations on receiving incentives on courses at Apollo, receiving bonuses when introducing new employees) or regulations on salary when working overtime Currently, Apollo may consider adding some other benefits for employees: lunch allowance, OT allowance, and birthday gift

Researching and developing a competitive salary policy in the market is necessary to attract and retain high-quality employees Senior employees at Apollo need to regularly survey and make reference to salaries and bonuses of other organizations in the same position of employee level Based on that, it can be determined whether the salary of Apollo English now is competitive or not Income is the core element of motivation that strongly affects the psychology of employees, so if they feel that the salary is not satisfactory with what they have contributed, it is easy for employees to feel dissatisfaction that reduces work motivation as well as doubts about their level of engagement to the organization Therefore, an increase in salary based on seniority should also be considered as this shows fairness in recognizing employees’ efforts but also shows the organization's appreciation for the value of each employee, stimulating employee productivity

4.2.4 Solutions for reward and recognition

As the results presented, reward and recognition were the only factors that did not show an effect on work motivation in the model However, in fact, this factor exerts a certain influence on motivating employees in the working process With the group of young employees (20-30 years old) making up the majority, being recognized for their achievements at work is what they always demand

With the desire to make employees happier, achieve higher performance, and work more efficiently, managers as well as the team of the business need to be trained to communicate with subordinates, giving them the feeling of the winner Positive, enthusiastic employees who bring achievements beyond the target need to be praised, rewarded, or given worthy recognition The reward can be money, exhibits, or the opportunity for growth and promotion, which is showing a positive impact on work motivation

Regarding the reward system, Apollo needs to develop a reward policy with specific requirements and evaluation framework (working time, achievements, seniority, etc.) The process, criteria and time of evaluation should be disseminated to employees, making sure employees deeply understand about those criteria In the evaluation process, it is advisable to remove private factors, external factors that

76 affect the results of performance evaluation The evaluation process can be done through the following steps:

Step 1: Making a plan for implementation and appoint assessment participants (depending on each position and department)

Step 2: Communicating the evaluation plan and evaluation scale to employees through internal communication media

Step 3: Based on the planned criteria, the superior in charge of the evaluation will proceed to select meritorious candidates

Step 4: After finding a candidate with outstanding achievements and satisfying the criteria, the person conducting the assessment will be responsible for proposing to the superior to make an official announcement and resolution in front of the members in the company