Luận văn improving teller’s motivation at joint stock commercial bank for investment and development of viet nam bidv sgd1 branch

DAT HOC QUOC GIA HA NOT KHOA QUAN TRI VA KINH DOANH NGUYEN THU TRANG IMPROVING TELLER’S MOTIVATION AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM BIDY— SGD

DAT HOC QUOC GIA HA NOT

KHOA QUAN TRI VA KINH DOANH

NGUYEN THU TRANG

IMPROVING TELLER’S MOTIVATION AT JOINT STOCK

COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDY)— SGD1 BRANCII

NANG CAO DONG LUC LAM VIRC CIO GIAO DICIT

VIEN TALNGAN HANG TMCP DAU TU VA PHAT TRIEN

VIET NAM — CHI NHANH SGD1

LUẬN VĂN THAC Si QUAN TRI KINH DOANH

HÀ NỘI - 2020

ĐẠI HỌC QUỐC GIA HA NOT

KIUOA QUAN TR] VA KINH DOANIL

NGUYEN THU TRANG

IMPROVING TELLER’S MOTIVATION AT JOINT STOCK

COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM (BIDY) —- SGD1 BRANCH

NANG CAO DONG LUC LAM VIEC CHO GIAO DICH

VIEN TAI NGAN ITANG TMCP DAU TU VA PIIAT TRIEN

VLET NAM— CHI NHANH SGD1

Chuyén nganh: Quan tri kinh doanh

Mã số: 60 34 01 82

LUẬN VĂN THẠC SĨ QUẦN TRỊ KINII DOANIT

NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRAN KIM HAO

HA NOT - 2020

DECLARATION

The author confirms thal tho rescarch outcome in the thesis is the tesull of

author's independent work during, study and research period and it is not yet published in other’s research and article

The olher’s tescareh result and documentation (extraction, lable, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given

The author is responsible in front of the Thesis Assessment Committee, Hanoi

School of Business and Management, and the laws for above-mentioned declaration

Dats

ACKNOWLEDGEMENT

I would like to send my sincere thanks for the help and support of parents, lecturers,

family, friends, and colleagues, all of whom helped me complete this study Particularly, 1

would love to send my gratitude toward the following significant advisors and contributors:

I would like to extend my warmest thank to Tran Kim Hao for his support and

encouragement He spent much time on reading my research and offering invaluable

detailed advices on grammar, organization, and the theme of the study

Second, I would like to thank all lecturers from HSB-MBA for advising much valuable intellectual knowledge during the course I would like to thank my classmates for their provision of valuable advices

Talso would like to thank my colleagues, tellers and managers at BIDV — Transaction Center 1, managers for their help and support to complete this thesis

4, Objects 0Í TreS2aTCh icon etrrerrrmirrnie

6 Research methodology

CTIAPTER 1: THRORETICAT BACKGROUND ON EMPLOYER MOTIVATION _ 6

1.1 Overview of employes motivation caro

LL Definition of employee motivation 6 1.1.2, Nature of employee motivation

1.2 Theories on employee motivation cssensemmnentnemenenen

1.3 Employee mmotivalion iu banking scelor - - l8 L.4, Employee motivation experience in sorne baHlks ào seo 29 1.4.1, Employee motivation experience of Technology and Commercial Joint Stock

1.4.2 Lien Viet Post Joint Stock Commercial Bank (Lien VietPostBank) 33

1.4.3 Lessons drawn in terms of employee motivation in BIDV Transaction Center

2.1.1 Llistory and development of BIDV - ‘Transaction Center 1 - lô 2.1.2 Human resources of RIDV - Transaction Centchr 1 - 8

2.2 Job description and human policies applied for tellers at BIDY - Yransaction Center

1 - _- 2.3 Analyzing currznt crmpleyee mmotivation at BIDV - TransacHion Cenfer l 33

2.3.2 Analyzing current employee motivation at BIDV - Transaction Cenfer 37 2.4, Summary of Ending of tellers’ motivation at BIDV - Transaction Center L 62 2.4.1, Overall assessment of tellers’ motivation at Bi12V - Transaction Center 1 .62 2.4.2 Achievernents 63

2.4.3, Limitations and possible causes

CHAPTER 3% PROPOSAT ON SOLUTION TOR IMPROVING TELLER’S

MOTIVATION AT BIDV TRANSACTION CENTER1 68

3.1 Development orientation of BIDY - Transaction Center 1 68

3.1.1 Gsneral business đevelopInnf sec 68

3.1.2 Development orientation of human resources - S 69 3.2 Recommendations to improve tellers’ motivation at BIDV - Transaction Center 1 72 3.2.1 Incrzasing income for sia[ffs - - 72 3.2.2 Supplementing more promotion opportunities and better policies for tellers 73 3.2.3 Improvinys working conditions hy dividing work info many shifts to reduce working time for tellers 5 3.2.4 Other recommendations - - 79 CONCLUSION 80 REFERENCES - 81

Human Resource Department

‘Vietnam Technological and Commercial Joint stock bank

Vietnam Deng

LIST OF FIGURES

Higure 13: Proposed model of employee motivation for tellers at BID - ‘Transaction

Center | - ¬ ` Figue 2.1; Organizational structure of Transaction Center 1

Figure 2.2: Gender of tellers at BLDY - ‘Transaction Center |

Figure 2.3: Maritualstatus of tellers al BIDV - Transaction Cenler | 3

Figure 2.4; Age of tellers at BIDV - Transaction Center 1

Figure 2.5: Education of tellers at BIDV - ‘Transaction Center 1 - _- 895 Figure 2.6: Major of tellers mì BIT2V - Transaction Cenler | - 36

Figuie 2.7, Seniority of tellers at BIDV - Transaction Center 1

Figure 2.8: Work itself of tellers at BIDV - Transaclion Center 1

Figure 2.9: Salary of tellers at BIDV - Transaction Center | - - AB

Figure 2.10; Salary for staff at banks in Victnam

Figure 2.11: Working conditions of tellers at BIDV - Transaction Center 1

Figure 2.12: Promotion of tellers at BIDV - Transaction Center | - SI

Table 2.1: Staff's qualificalion al BINV - Transaction Center 1 29

Table 2.2: Staff's gender at BIDV - Transaction Center 1 29

‘rable 2.3: Staff's age at BLDV - Transaction Center L - - - 19 'Table 2.4: Staff's seniorify at BIDV - Transaction Center } - 29

Table 2.5: Work itsefl of tellers at BIDV - Transaction Center Ì 37

‘lable 2.6: Salary of tellers at BIDV - ‘rransaction Center 1 42 Table 2.7: Working coruitions of tellers al BIDV - Transaction Cenler | - 6

Table 2.8: Promotion of tellers at BIDV - Transaction Center L „30

‘Table 2.9: ‘Training and development of tellers at BID - ‘Transaction Center 1 53, Table 2.10: Dirced supervision of Icllers al BIDV - Transaction Center 1 - $6

Table 2.11: Overall work motivation of tellers at BIDV - Transaction Center |

Table 2

Overall assessment of tellers’ motivation at BIDV - Transaction Center 1 63

INTRODUCTION

1 Rationale

In the market economy, businesses if wishing to survive and develop, mm addition to ths infrastructure is fully equipped with modem and advanced ones, need to maximize tmman resources becanse people are the most important factor for business success Having a tcam of loyal and dedicated people for business is thing any Ieadcrs want to achieve,

Towever, in (acl, there is now coramon phenomenon is that enuployees often move another job, they do no longer work with the business After a pariod of inadequate sense, they will find new job ‘This considerably iniluences the organizational structure as well as

Eimance - Banking is a key area in the economy Therefore, employees in such industry are passionate, creative, dynamic and always have to adapt to change, Over the years, Joint Stock Commercial Bank for Investment and Development of Viemam (BIDV) always strives to maintain its leading position, of which the bank is considerably contributed by the staffs Banking sector is one of the particular sectors since the quality of products and services depends mainly on suppliers and stalls directly serving for cuslamets

More than 60 years of establishment and development, up to now, BIDV is one of the three biggest joint stock banks in Vistnam BLDV is not only famous for its great dovelapment in technology, successfully rapid growth, a large numibor of customers, it alsa possesses more than 24,000 officials and staffs in more than 180 branches and over 800 wansaction offices ‘Iransaction center is one of the ‘Top biggest branches of BIDV Of which, position of tellers in BIDV in patticular and in banks in Vietnam in general is very necessary and important Every day, they have to contact with customers to receive tequests, handle transactions and record all transactions related to cash transactions, checks, savings, transfer, foreign currency exchange, account opening arising al the counter Every teller has the role of a salesman and introduces a cross-service, while also creating an image, brand and excellent service quality of a bank; thereby helping banks raise capital and interests However, nowadays rale cmmployce lummover in teller position in BIDV in general and in this branch in particular is quite high, approximately 22% Most of

1

tellers must work hard within more than 8 hours per day (usually before 8 a.m until about 7 p.m); ineanwhile their income is much lower than other positions in the bank and they seem not to be given the appropriate promotion and development opportumties, These are ths main reasons of demotivating at work of employees

For many above reasons, the anthor decided to chaose the topic “iuproving Teller's motivation in BIDV — Transaction Center 1” with an aim of analyzing the current situation of BIDV’s tellers at the ‘Transaction Center 1 and then recommending solutions for improving their motivation al work and reducing intention lummover in teller position

According to Andrew Oswald, in his 2001 book, "tre you happy at work," the working motivation of people is the degree to which employees enjoy their work and the attitude bascd on the perecption of the canployees (positive ot negative) about their job or working environment Simply, the better the working environment meets demands, desires, values and characlers of employees, the higher employees gel working motive and taotivation

In 2007, Boeve studied about “Factor creating motivation for teachers in faculty of assistant doctors in medical schools in the US” on basis of Merzberg theary and job

description indicator of Smith, Keendall & Aulin He divided motivation factors into two

group such as internal factors: nature of work and opportunities training and promotion and

extemal factors: salary, support of senior managers and relationship

In June, 2010, Quang Truong, Beatrice JIM and Chris Rowlcy showed their

viewpoint and research results on human government in Vietnam in the research

“Glabalization, competition and human government in transition econany: The Case of

Vieman” According to the article, companies in Visinamn generally only have a General

Administration Office in charge of administration and personnel management Typically,

this department focuses solely on paperwork or human resource management but not on major human resources decisions such as planning, recruiting, training and developing and

retaining qualified employees

Bui Thỉ Minh Llong (2015) studied about “improving employee motivation in Viemam Technological and Commercini Joint Stock bank — Thang Long Branch” The research focused on clarifying general theoretical framework on employee motivation, analyzing current employee motivation in ‘Thang Long Lranch through studying personnel documents of the Branch and questionnaires, thereby proposing solutions to improve the employee motivation for the employees in the whole Branch

Nguyen Si Hung (2016) studied about “Creating employee motivation in Joint Stock Commercial Rank for Foreign Trade of Viemam — Vietcomthank Kon Tun” tn this research, the author clarified basic theoretical framework about working motivation and theoretical models, analyzing and assessing current working motivation of employees and recommending possible: solutions for cnhancing working motivation of employees

Research by Nguyen Khac Toan (2019) of "Factors influencing the employee motivation in Astan Commercial Bank, Hue Branch”, there are 5 factors impacting on employees’ motivation such as: Working environment, wages and welfare, nature of work: excitement in work, and development prospects Most of the sales staffs arc satisfied with these factors of the Bank The research results also show some shortcomings in human resource management that the hark needs to address

In general, the above researches only mentioned to the motivation for employees or laborers in the bank and there has been no studies about motivation of taller in bank, especially im BIDV — Transaction Center 1 Therelore, the author decides to choose this lopie as my rescarch topic

5, Scope of research

- Time: Secondary data: was collecled from 2016 to 2018,

Primary data; 2019

- Location: 31D¥ — ‘Transaction Center 1, Vincom Tower, No 191 Ha Trieu Sireet,

Le Dai Hanh Ward, Tai Ba Trung District, Tanoi City

6, Research methodology

‘The thesis uses collection methods of secondary data and primary data

| For collection methods of secondary data, it will be collected from both internal and external sources, Of which, extemal sources consisted of the Internet resources, newspaper, articles and agency related to employee motivation; meanwhile, intemal

ors af BIDV (2016, 2017 and 2048) lo collcet the tek

information about employze motivation; employee effective survey 2019

+ For collection methods of primary data, the author uses two methods namely qualitative and quantitative method For qualitative method, the author will conduct the following in-depth interviews with 02 pcople including Dircetor of Human Resource of BIDV — Transaction Center 1 and Chief accountant of BIDV — Transaction Center 1, The contents of the interviews with Director shall focus on getting his viewpoints about the staff motivation at BDV — Transaction Center 1 in particular, how the staffs think about the branch’s motivation and motivation plans for improving working satisfaction for staffs

at BIDV — Transaclion Center 1 The conients of the interview with chief account will

conventrate on her opinions about salary policy of the bank for the staffs,

at BIDV Transaction Center L

In tem of quantitative method, primary shall be collected through structured

ally tellers

questionnaire survey: the simvey shall be conducted via structured questiomaires The designed questionnaires aim at collecting employee assessment on conditions, work environment, personal goals and organizational goals when working at teller position at BIDV — Transaction Center 1

- Respondents: Tellers who are working at BIDY — Transaction Center 1

- Sample size: At the Transaction Center T has over 240 tellers, and with the pinpose of reaching the objectivity of the survey data, Twauld like lo use random samplings method and sample size chosen is all 240 people

- Questionnaire design: the questionnaire covers motivation factors on Herzberg’s

two-factor theory The author applios the measuremant seale of Linkerl, S-point ranking

from 1: Strongly disagree, 2: Disagree, 3: Neither agree or disagree, 4: Agree, and 5:

Qualitative data will be analyzed by using qualitative data analysis techniques such

as critical incident technique, content analysis Quantitative surveyed data will be analyzed nsing descriptive statistics such as percentage (9), frequency (0) and mean

+ Data processing method: The data was pre-processed by using the Microsoft Excel for Microsoft Professional Windows XP and SPSS package for frequencies,

reliability analysis and correlation analysis Such SPSS package helped the author illustrate

hor study by many uscfid and cffective charts, diagrams and piss

7 Thesis structure

Besides introduction, conclusion, references and appendix, the research includes

‘three main parts as follows:

Chapter 1: Theoretical background on employee motivation

Chapter 2: Assessing the situation of leller’s motivation al, BIDV — Transaction

Center |

Chapter 3: Proposal on solution for improving teller’s motivation at BIDV

“Pransaction Center 1

CHAPTER 1: THEORETICAL BACKGROUND ON EMPLOYEE MOTIVATION

1.1 Overview of employee motivation

LLL Definition of employee motivation

‘There are many definitions of motivation defined by many authors and writers in the world In English, the word “motivation” is derived from the word “motive” which refers to dcmands, expectations, desires, wants or drives of an individual The motivation

is factors inside that influence action of people, ‘Think of “motive” as the thing that moves your actions and changes your behaviors

According to Drummond (1990) “Motivation is in the individual and helps to explain behavior, Motivation is an intricate inside process with three components: what

organizational climate that is motivating”

Bagraim, Cunningham, Poigieter and Viedge (2007) defined motivation as the intemal force of person that arouses, directs and sustains our behavior It mcans motivating employees is not only a process but also the methods and art Organizations or managers make employees understand the goats, personal responsibility and associated personal’s

goals wilh the organization's goals and then crealing intrinsic motivation of employe

towards completion of orpanizational objectives

Hbrahimi and Wachtel (1995) supposed motivation is a basic psychological process Luflian (1998) reckoned motivation as “a process that starls with a physiological deticieney or need that activates a behavior or a drive that is aimed at a goal incentive”, He asserted motivation is the process that arouses, energizes directs, and sustains behaviors and performance, That is, it is the provess of stimulating people to action and Lo achieve a desired task Then one way of stimulating people is to employ efizetive motivation, which makes workers more satisfied with and committed to their jobs Maney is not the only motivator There are other incentives which gan also serve as motivators

There are some definitions of motivation, in my opmion, briet, the definition of motivation refers to the intemal force of person that arouses, directs and sustains our behaviors TL helps to explain behaviors, and actionors

‘The definitions of the authors give us different perspectives on motivation and how motivation affects human behavior According to my persomi opinion, when

considered in terms of motivation include intemal factors, extemal factors and the factors affecting the dynamics will help us to have the perspective to evaluate and promote work motivation Therefore, within the framework of this article the author used the definition of Drummond (1990) “Motivation is in the individual and helps to explain behavior Motivation is an intzicate inside process with three components: what drives the individual

to behave in certain ways, what steers the bebavior, and whal maintains the behavior To satisfy the employees’ need is very difficult because each employee has different characteristics that affect behavior ‘The factors that organizations have to be concerned

with are sotf-concopt, altitud s, personality, and life oxpericnces They have to encourage employees through a positive organizational climate that is

motivating”

When individuals are intrinsically motivated, the drive comes from intemal desires

or necds, Individuals usually have feclings of personal satisfaction or gratification after completing a task successfully Extrinsically daven motivation is determined by monetary

or tangible rewards that one receives for completing a task When an individual is cxtrinsicalty motivated, they tend to look at what they will reccive for completing a certain task such as money or anything that is of value to the individual, And improving work motivation is lo lead employees lo avtieve the goals set for the largest effort

Nguyen Văn Diem and Nguycn Ngoc Quan in “Human Resource Administration” (2003) defined employee motivation is the aspiration and voluntary of employzes towards achisving organizational goals

According to the textbook of organizational behavioral of Bui Anh Tuam in

“Textbook of Organizational behavior” (2003), employee motivation is the intrinsic factors

to motivate people to work in conditions that enable productivity and high efficiency Expression of motivation is the willingness, efforts and passion to work with an ain of achieving the organizational goals as well as the employees themselves

Tio Ba Tham in “Motivation and Creating motivation for society development” (2004) supposed employee motivation is the desires and willingness of the employees to increase their efforts towards achieving the organizational goals, Personal motivation is the result of many resources working simultaneously in human beings, in human ving and

working anvironments

Any emloyees going to work are expected to assert themselves, be successful, and wanl to cam high income far their personal lives When pzople are in different positions with different psychological characteristics, they will be different desires Managers need

to have different effects on each employee Sirong motivation will stimulatepeople to act positively and effactively and vice versa

Motivation is a system of measures, policics and organizational bchaviors affvcting workers to make themmore satisfied with their works and to strive fo achieve the personal and organivational goals Thus, employee iolivation is understood as encouraging and motivating activities that affect the employees’ needs to create a change in their behaviors

towards the organization's hopes and goals Creating motivation helps to motivate in every

business, Managers in the organizations wha want to grow their busin wast use

approptiate policies, measures, and management tools that aftzct employees in order vo help them work with enthusiasm, create creativeness in the work process to contribute to ths organization The important issue of employee motivation is to understand the employees’ needs and then recommend solutions to stimulate, create motivation for employees to work enthusiastically in the workplace

11.2 Nature of emplayee nvtivation

Employce motivation is always associated with a jcb, an organization, a specific working environment and a specific individual ‘This means that there is no general motivation, as wilh each individual being different, with each job they perform differently, with differont working conditions and different attitardes thal workers themsclyes will be different work efforts,

Employee motivation is not inherent in every human being and if is constantly

is low or it

changing, Al this point, cmployce motivation is high, but at times labor fore:

does not necessarily exist in the workers themselves, In different conditions and circumstances, employee motivation will be promoted differently ‘hanks to this feature

Employee motivation is an important factor leading to an increase in individnat lnbor productivity and cffeetive production in the context of other fietors unchanged Employee motivation is like an invisible force ftom within that motivates them to work harder, sitive harder, work tirelessly Llowever it is irmportant to understand that motivation

is a factor, not a source, that leads to an increase in individual labor productivity and business productivity because this depends a lot on the qualifications, skills of workers, and facilities, equipment and machinery

Riven though employ:

are not motivated, they can still complete their assigned jobs, and they can still meet the requirements of the managers, because they are still responsible for the work, qualified and skilled ‘hey work according to inertia and ability

At that time, the restilis of that work did not Tefleet their best When working motivated, not only do the jobs get done, they also do a lot better It is possible to get the job done sooner, be able to make better products, do more, their ability is revealed, and this capability will be an important factor for organizational development, giving organizations

competitive advantage in the current cconomy

In short, the nature of workers is what motivates people to take action to achieve certain goals, [Tuman goals ars one that is consciously reflected by workers’ motivations and their actions

1.13 Factors impacting employee motivation

Motivation of employees does nol naturally appear but is a combination of

resaurees on the part of the employge, the living and working environment of the

employee Thus, the motivated behavior of employees in an organization is influenced by

many factors and can be divided into the following three groups

a Factors belong ta the employee itself

Personal needs system: Human behavior is a purposefill act to satisfy certain needs

of yourself, very individual participating in an organization wants to satisfy his or her own uceds, These aceds conslilule a system of personal necds, including physical and spiritual needs such as high income, opportunities for advancement, and work in

accordance with competence and forts If working at the organization, their needs are

met, Therefore, firstly, the manager must know the wishes of the employee in order to take mmoasurcs 0 satisfy thair needs in order to orcale labor mativation

Personal goals: Personal goals are the gonls of each individual It dictates what each individual has to do and how to achieve it, and it also creates motivation to motivate individuals to try hard to porsne their goals In addition to personal goals, workers must also be responsible to work to achicve the organization's ovcrall goals In fact, sometimes the personal goals and the goals of the organization are in conflict, so withont compromise, the goals of both parties canmot ba achieved, Therefore, the problem for managers

know the goals of the individual according to the expectations of the organization, make employees understand and see when that the organization's goals are fulfilled is also to

is lo

achisve the goats of an individual in order to motivale an individual for the organivation

Ability and work experience; Many studies have shown that the higher the ability and experience of employzes at work, the more confident employees feel at work and they will desire to demonstrate the competencies of employees through the results of work In those people, the necd to be respected and highly appreciated by their superiars, Autonomy

in the work occupies a quite important position in creating labor motivation Therefore, the manager needs to arrange the jobs in accordance with the forte ability and experience of workers to ercate conditions for cmploycos to promote their advantages

Individual characteristics of employees: some features such as gender, age, psychology, personality, religion all afleel the working behavior af workers Tach

employee is an individual with different personal charactoristics so affective use of the organization's human resources requires managers to care, capture and understand these factors dom which to build appropriate management policies to promote the strengths of cach individual and create labor motivation

Living standard of employees: Any employee joining to work for an organization firstly desires to have a high salary, Llowaver, depending on the economic status of each individual, the "high salary” faclor is 2

workers with low income, difficult economic situation, they always consider salary as the

‘aluated in different importance levels For the

top goal while for those who have gond economic status, wealth, salary is not the top work goal, but inslead there are other needs such as interesting jobs, career development

opportunities At present, Vietnam's per capita income is still low So going to work to

get a high salary to meet daily physiological needs is still considered a top priority for most

workers

b Factors belongs io the conpany

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Position and role of industries in society: The employees working in the fields that

socicly cares about and appreciates will fel proud, love their work, strive in task Tn contrast, for jobs in areas that society is less interested in and do not appreciate, workers may be dissatisfied with the job easy to develop an inferiority mentality towards the job undertaken, reduce work motivation Therefore, in order ta motivate employees, managers noed to take measures to crcafc an interest in the work for cmployees, affecting the psychology of employees so they really respect and are proud of their work and at the same

Working conditions; Working conditions including factors such as machinery, equipment, organization and workplace layout, environmental sanitation factors (dust, noisg, elc), labor cooperahon lave a great impact on the ability ta work, health, work attitudes and work efficicney If workers arc able to work in good working conditions such as; fully equipped with machinery and equipment, properly arranged workplaces, modem production methods that bring high labor productivity, reduce lightening the hard work, ensure occupational safety and protect the health of workers, make the atmosphere comfortable, trusting All will make workers feel peace of mind to work, have conditions

to promote creativity in work to bring high productivity and vice versa ‘Iherefore, managers musl constantly pay attention Lo erealing favorable conditions for employees to motivate them to work hard,

Management style of leaders: In an organization, the leader is the persan who

directly manages and directs the employees so the leadership's working styte has a greal

without the motivation to work However, it is effective in situations that require quick and

ive decisions A democratic leadership style is a leader wha is interested in attracting employees into the decision-making process, consulting with employees to make the final decision, establishing a spirit of cooperation but sometimes will have difficulty as well as dslay in making decisions if the leader is not assertive, Idberal leadership style means that the Icader incrcases autonomy for subordinates by allowing subordinates to make decisions, reducing intermediary management costs, but if the subordinates are not capable and committed with the arganization, it will bring damage lo the organization

Each leadership style has its own advantages and disadvantages, so the leader needs

to identify himself a suitable leadership style to motivate employces at work to achieve the organization's goals,

Corporate culture: Corporate culture is created from the overall goals, management policies, human relationships, working atmosphere, working style, material and mental symbols such as post singing, costumes, etiquette and stc., which creates a corporate identity, values, belicfs, lifestyles and modes of action as well as behavior attitude of workers Enterprises with strong business culture will help members of the company to stick together, understand each other better, create a spirit of self-discipline, friendly collcagues to work together to achieve the gencral goals of the organization,

Human resource management policies: including aspects from recruiting, staffing, evaluating work performance, training and developing human resources, Tabor Tamuncration, hygiene and labor safely Such factors have great influcncos on Tomployce motivation, Proper personnel management policies not only help managers effectively run the business to achieve the organization's goals, but also ensure the rights and expectations

of the laborcr, thereby affcling the working motivation of workers, If the employee is working in a safe, high-paying environment with the performance of the job, many opportunities to advance and study, treated fairly, facilitated to promote his/her ability forte they will stick with the company, irying their best 10 contribute lo the company, On the contrary, if the personnel management policies are unreasonable ot not well implemented without amendments, in the long term, the employees may feel dissatisfied, reduce their motivation and even leave the business lo find bellzr places to work, Therefore, in order to motivate employees, 1t is necessary to set up scizntitic, clear, fair and flexible personnel management policies

Organizational Structure: The organizational structure is a system of tasks,

relationships, reports and power to maintain the operation of the organization

12

Organizational structure has a decisive rote to the entire operation of the organization

Reasonable, compact organizational slruetusc, few clues, clear, flexibe, non-overlapping

and consistent powers and responsibilities of each department as well as each member help

10 implement tasks quickly and effectively, and at the same time making employees aware

of their position in the organization and from there, they will be proactive and committed

to their work On the contrary, if the organizational structure is unreasonable, many clucs and manyoverlapping departmentss, it will lead to stagnation and inefficiency

Factor belongs to the work that workers undertake

The work that employees perform: Employees are interested, motivated to work

when they are arranged to do jobs suitable for their forte, have the opportunity to use

knowledge and skills into work, arc aulonomons in the jub and reccive feedback on work

results, enjoy the right benefits when successfully completing the assigned work However, along with long working hours, the repetitive task will appear boredom leading to reducing

and eliminating employee motivation Therefore, in order for the job to keep employees interested, managers necd te pay attention to the analysis and design of the work so that the tasks must be specifically designed, challenging, responsibilities must be clearly defined, jobs are assigned in accordance with the capacity and forte of employees so that they can amaximize their capabilitics

External enviromnental factors

Goverment law: especially labor law is the legal basis to ensure the rights and obtigations of parlics int labor yelations The more siriel the law and the more ¢ffeetive it is,

the more peace of mind that employees will work becanse their rights are protected by the

law, they are not afraid of being exploited and unreasonably forced by their employers:

Cultural values and national traditions: In Buropean countries like the United Kingdom and the United States, individuatism is promoted, individuals first care about their own interests and then their relatives, They value their own efforts, want to assert

13

themselves by their own capacity, so the cohesion and collectivism in labor are not high

Meanwhile, in the East, people tend to uphold the collective spirit, desire for cooperation,

solidarity, support, and mutual protection This difference affects the morale and working

attitude of workers Therefore, when developing human resource management policies, it

is necessary to pay attention to cultural values and national traditions,

1.2 Theories on employee motivation

1.2.1 Herzbergs’s theory

F Herzberg introduced two-factor theory of job satisfaction and motivation He

divided the elements of job satisfaction and dissatisfaction into two groups:

- Group 1: includes the key elements of motivation and job satisfaction such as

achievement, recognition of achievement, work itself (intrinsic nature of the job),

responsibility and promotion These are the factors of work and workers When these

needs are met, it creates motivation and job satisfaction,

Figure 1.1: Herzbergs Two-Factor Theory of Motivation

Source: Motivation to Work, Herzberg 1959

- Group 2: consists of elements of the organizational environment such as

company policy/ administration, direct supervision, income, interpersonal relations and

working conditions According to Herzberg, if these factors are positive, they will help

14

prevent job dissatisfaction, However, if only their pressnee they are insufficient to create motivation and job satisfaction

According to Herzberg, the factors that lead to job satisfaction are separate and unrelated to the factors that create dissatisfaction in the job ‘Therefore, managers seeking

to eliminate the elements that create dissatisfaction can bring stability but are untikely ta give motivation to work, Hence, charactezistics such as company policy and mechanism, supervision, interpesonal relations, working conditions and salary are attributed to the

characteristics of the conditions, When guaranteed, people will nol be dissatisfied and they

‘will not be satistied In his opinion, if we want to motivate them, we should emphasize on achievement, work itself, responsibility and promotion

He also said thal the hygione factors cad to be first and then the motivators will

be contributive, The uniqueness of his theory lies in the fact that he distinguishes factors that lead to satisfaction and the factors that lose satisfaction Managers need to encourage people through motivators Hygiene factors need to be reached to some extent first to cusure that motivation is not diminished, but then to focus on motivators According to him, many managers have tried to use motivators to encourage, which is wrong and ineffective

Herzberg’s theory has both advantages and disadvantages as follows

- Advantages: the theory is demonstrated through considerable empirical data Moreover, the theory is also included in ather research which is assistant for the original hypothesis, Ths theory provides practical solutions for corporations as well ss organizations In addition, this theory is apphed at every level of an organization and section,

- Disadvantages: Research methodology is criticized Morsover, the theory does not consider individual personalities relating to motivator factors or hygiene factors The theory does not provide a motivational value for each motivator ‘t'he research which was conducted by Herzberg only focused much on satisfaction and ignored productivily The rehability of theory is uncertain

Many authors have applied Herzberg’s theory ta analyze the current situation about satisfaction and molivation According to Business case sluilies, it showed the subject about “Motivational theory in practice at Tesco: A Tesco case study”, The study applied Herzberg’s theory to analyze the employee motivation ‘Through applying the

thoory, Tesco indicated thal Tosco staff can oven be affected by reslaurant monus

15

Employees thus become motivated in making choices that will increase their use of the

restaurants

1.2.2 Maslow's theory

Abraham Maslow's Hierarchy of Needs is one of the most widely used models when studying about personal motivation He argues that in every individual, there always exists a complex system of five need groups, from low to high Of which:

- Physiological needs: are at the lowest position in the system These are the needs that people are always trying to satisfy first, like air to breathe, sleep, and drinking These

needs are basic and people are always thinking first

- Safety needs: After satisfying the mentioned above physiological needs, this need will appear At this level of demand, people will respond to signs of danger that threaten themselves, and workers do not like to work in dangerous conditions that prefer to

work in the safer conditions

Figure 1.2: Maslow's Hierarchy of Needs

Source: Abraham Maslow, 1943

- Love/ belonging needs or social needs: When meeting these two needs, social or

emotional needs will become important It is the needs to be loved, to have a friendship

and to be part of a community

- Esteemed needs: include the needs or desires to obtain the high value of

automation or stimulation and respect of others Maslow has divided into two categories:

the categories of desires for power, achievement and faith for all, for independence and

freedom

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- Self-actualization needs: Lie supposed “although all the above needs are met, we

still fect new dissatisfaction and anxicty will aris individnal needs are being

fultilled that suits to them Obviously, these needs will appear when there is satisfaction of lower needs than those Not at the same time everyone has the same needs, but at different times, different people have different needs Towever, in principle the lower needs are satisfied before being encouraged to mect higher-level needs

different ways and means,

+ In principle, people need to be satisfied with the needs at a lower level before

ng encouraged to mecl higher levcF riccds,

~ Managers need to pay attention to the needs of employees From there, there are measures to satisty that need properly

Therefore, in principle, managers need to know how their employees are on the

demand ladder so that they know how to work to ercate the highcst motivation

Maslow’s theory shows both strengths and weaknesses as follows:

- The theory's advantage is that it stimulates individuals to change fimdamental

aiseds for higher needs, providing the clear information for personal growth

~ In contrast, the theory fails to clarify why people prefer to ignore lesser needs in searching process of higher ones

There are many authors applying Maslow’s theory to their sindy Calhy B.C Hsu

and Songshan Huang studied about “Travel motivation: a ctitical review of the concept's development” In this study, these authors applied Maslow’s theory to travel motivation theory and indicated the development of travcl motivation conecpt in many years Moreover, the study also argued other concepts which influence in travel motivation As Hsu and Lluang said (2008), this theory can be used to study the theoretical of many

tourism researches

Moreover, Dr Nyameh Jerome (2013) applied Maslow’s theory to find out the impacts and implications on organizational culture, employee’s performance and human resource managemenl Through analyzing the theory it plays important role in organizations which seek success and excellence Moreover, it negatively affects the organizational culture, human resource management and employee’s performance

Tt can be said thal two theorics of Mastow and Herzberg lave sore common

factors However, when considering the nature of this thesis as well as banking

17

environment, particularly 31DV - ‘Transaction Center 1, the author concludes some most suitable factors which can he sclecled and applied to measure current employe motivation

at BIDV - Transaction Center 1, These are work it self, income, working conditions, promotion, training and development, direct supervision and overall work motivation

1.3 Employee motivation im banking sector

In this rescarch, considering the work nature of tellers in banking scctor and according to opinion ftom in-depth interview with the Director of Human Resource at BIDV - Transaction Center | (he shared that curenily, the bank has applied some motivation policies such as sending good statis to training for developing their working competency, giving promotion for the better ones, recruitment always depends on clear job

cription for sach position and so on, Morcover, according to specific nature of tellers,

06 key fuetc

development and direct supervision and 01 factor of overall satisfaction

s including work itsalf, income, working conditions, promotion, training and

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supervision

Figure 1.3: Proposed model of employee motivation for tellers at BIDV -

Transaction Center 1

Source: The author's summary

- Work itself/ Nature of work: This factor reflects the appropriateness levels of the

“work itself” with employees’ capacity and desirability Proper placement explores the potential of employees, thereby helping the enterprises increase productivity and make workers more satisfied with the job they are assigned if the job is appropriate to their ability The work suitability with the workers is reflected in many aspects of “work itself” such as whether the work is consistent with the capacity and expertise of the employee or

not, whether the work is proper to their working competency and professional, whether

they clearly understand about their on-going job, whether the current job brings them

motivation, dedication or creativeness for employees, whether the job brings them challenges or prove employees’ individual capacity and whether the current job brings

them stability and safety

In banking sector, motivation of work itself could be follows:

The society shall be proud and respect their job Banking staff must apply more professional knowledge

‘Their current job influences much on other individual in the bank

“The current job is challenging and interesting Banking staff must be creative for meeting job's requirements

- Income: Income is the employee's remmneration derived from his or her job Refering to Maslow’s need theory, the demand for income is the basic nocds and physiological needs, In general, at the same job, the employees shall certainly feel more satisfied with the higher income In addition, the fair income is also appreciated by the workers The "income" factor is considered at some aspects such as suitability between income and cmployces’ contributions, workers can live om the current salary, other allowances are equally distributed

Ta banking industry, incoms

uld involve the following

¥ Income is paid properly for their contribution

Y ‘They can have a good life for current income

Y Salary is paid fully snd tìmoly They are piven the appropriate allowance The bank always has the regime for bonus giving at Tet, holidays, etc

¥ Income is competitive comparing with other banks

- Working conditions: This factor reflects the working condition of the worker, including factors such as working time, workplace safety, protective equipment for workers! work, etc The workers who are created the good working condition will make a good asscssment of their work, On the contrary, they will fool dissatisficd with working conditions, work in amaety, fear psychology and performance will certainly not be high

Ta banking industry, working conditions could be:

¥ Staff work in the modern and safe working environment

¥ The bank’s corporate culture is clear and tliendly

Y ‘The Bank has suitable regime for the staffs’ working and relaxing time

Y The Bank equips me with fidl and suitable facilitics al work

- Promotion: Promotion reflects the organization always gives the thir and full development and career growth opportunities for all workers In Llerzberg's theary, promotion refers lo a motivational or stimulating factor for employees Promotion is associated with fairness and policies of HR development, creating opportunities to improve the profassionals and skills of workers

Promotion in bariking sector could be involved

Banking staff are given many promotion and development opportunities

¥ ‘The bank always depends on employees’ capacity, senictity and contribntions ta wark lo give promation

Y ‘The bank always give the right promotion opportunities for right position andl right dnty

¥ The bank’s promotion policy is clear enough

- ‘Training: According to Wetland (2003), "training is seen as aninvestmentform of

individuals or organizations for human resource." For any positions in any organizations training for new cmployces as soon as reeruiting is necessary for cnhancing knowledge, skills and attitude For old anes, training shall help them supplement the lack knowledge This faclor can be considered under some aspects namely professional training, opportunities to develop individuals, opportunities for proficient people Development refers the bank provides suitable development opportunities for all staf,

‘Traning and de

clopmet could be

¥ Training cowses are helpful for employees’ daily work

¥ When attending training courses, I am funded

Y Training knowledge can be applied effectively for my daily job For unceting current job requircments, staff are supported with favorable conditions to enhance their qualifications

- Direct supervision: Supervision of teadership can bring satisfaction to the workers

by fair treatment, respect for their subordinate and willingness for supporting them They must be the skilled and talented persons to be able to direct their subordinate Thz snpervision cart dirsclly inflmence on employees’ motivation because the employees’

salisfaction is incrzased when their Icadersare knowledgeable and friendly and they shalt

be dissatistied and demotivated in case their supervisors don’t support and direct them when they face with difficulites, ‘They cannot accomplish their job, which considerably impacts on performance

Direct supervision refers

Y Superiors always encourage and motivate their subordinate

¥ Managers always liston and respect camployees” opinions

¥ When facing with difficulties, the subordinate are always directed and instructed by their direct superiors

s Staff feel satisfied with their superiors’ leadership and numagement slyle

` Direct superiors are skilled

1.4, Employee motivation experience in some banks

1A4.L Employee motivation experience of Technology and Commercial Joint Stock Bank

Technology and Commercial Joint Stock Bank (Techcombank) is a multi-purpose urban commercial bank providing comprehensive, diverse and highly competitive financial products and services to residents and businesses for the purpose of satisfying customers and creating added value for sharcholdcrs, benefits and devclopment for employees, contributing to the development of the community ‘Techcombank is one of the largest and growing banks in Vielnam, established on September 27, 1993

- Creating motivation through salary

‘Technology and Commercial Joint Stock Bank is a large-scale enterprise, so the

Wages arc paid in accordance with to the agrement between the Bank and employees, ensuring the interests of the Bank and employees in accordance with the provisions of law

Salary and allowances for cmployces arc determined based on the scope of responsibilities, roles, capabilities and achievements of the employees themselves as well

as the business results, policies and strategies of the Bank

d jo be fair in internal torms and

‘Wages and allowances of cmplayees are cus

competitive with the labor market in order to attract, motivate and retain truly qualified and

Jong-term employees with the Bank

- Creating motivation through bonuses

Bonuses aside from meeting material needs also have a great spiritual meaning

When employees are rewarded, their achievements are commended ‘They will be excited when working, which is a geod fom of molivakon

At Techcombank, the bonus payment for employees is based on the year-end bonus

fund, which means that the Bank will deduct 2.5% of added value to create a year-end reward fund On the basis of the year-end reward find, the Board of Directors rewards the

members of the Board of Management The General Director proposes the Board of

Directors to approve the award of bonuses to other managers and employees of the Bank with good performance on the basis of the Bank's performance aveluation system

- Creating motivation through allowances

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‘The bank divides allowances into various types such as seniority allowances, hazardous allowances, expensive allowances, capacity allowances, mobile allowances For

each type of allowance, there is some support for employees, acknowledging their

contributions fo the organization such as recognition of employee loyalty and commitment,

or assisting employees in taking care of employees Working in hazardons environment such as cashicr, cashicr, vault keeper This is a good task in motivating the Bank

- Creating motivation through benefits and services

Tu recen! years, the Rank has paid altention o welfare and services as this is one of

the motivations for employees that directly affect the business performance of the business

Officers and employees are allowed to attend fourism and entertainment activities organized by the bank when conditions peril (usually hold on weckonds or on holidays, anniversaries of the Bank or establishment of the branch, )

14.2, LienViet Post Joint Stock Commercial Bank (LienVietPostBank)

LienVietPostBank with modem technology base, strong financial potential and professional, cxpcricnced and cnthusiastic staff is on the way to become a Leading Commercial Bank and aiming to develop into a strong financial and banking group in Viemam

LicnVictPostBank always considers human resources as the core dement and valuable asset of the Bank Therefore, the HR policy here is built with the purpose of fuming human resomess into a leading competitive advanlage of LiewVieiPostRank LienVictPostBank's personnel policy is to put the relationship between the Bank and its employees at the center of the policy, with the highest goal of the development of LienVietPostBank which always accompanies the satisfaction of employees’ work and

inter

LienVietPostBank's employment policy creates fair and reasonable opportunities for all employees of the Bank, depending on the capabilities of each person in every aspect; reeruitucnt, waining, eppoinumenl, salary review, and reward consideration,

- Salary —borais policy

Satary at LienVietPostTank is paid on the principle of faimess, reasonableness, suitable to the qualifications, capabilities, performance, work quality, spiril, alfilude and responsibility assigned tasks of each employes

In addition to salary, when working at LienVietPostBank, employees also enjoy

many diffarcut allowaness dopanding on the characlaristics of cach job position such as:

Attractive allowance, Expensive allowance, Toxic allowance and the money to support

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the cost of gasoline, phone, Inch In the allowance regime, LienVietPostLank applies the Senior Allowance regime lo recognive loyally and long-term commnitment lo dedication

of staff for the Bank

In addition to the salary and allowances policy, LienVietPostBank also applies a bonus policy to motivate and encourage employees throughont the system to make every cffort and dedication in all positions to build LicnVictPostBank more and more developing and growing, ‘These collectives and individuals with outstanding achievements will be evaluated and rewarded worthily and promptly in accordance with uniform, fair and public regulations, combining spixitual rewards and material rewards

- Training and development policy

LicnViotPostRank's training cours

include both domestic and forcign training, especially Lien VietPostBank focusing, on training children of the Bank's shareholders and employees

‘Through training, employses will be improved knowledge, professional qualifications and other skills, thorcby ercating the grcatest valuc for themsclves and the Bank At the same time, through the training process, the statf also identifies their own development goals in line with the Bank's development goals

LicnVictPostBank’s training courses are cfitetively designed based on the Bank's practical business requirements to ensure that employees can fully apply the skills and knowledge trained in the work, thereby increasing employee trust and motivation,

1.4.3, Lessons drawn in terms of employee motivation in BIDV — Transaction Center 1

Prom the experience of motivating employees of some commercial banks in Vietnam mentioned above, some lessons can be drawn fiom the motivation to work for employees applied to with BIDV — ‘Transaction Center 1 as follows:

- Training and developing human resources

Planning and diversifying types of training and encouraging self-study under the allowable conditions to ercate maximum opportunities for updating knowledge and skills for cadzes to improve professional skills and skills, thereby increasing productivity, quahty and efficiency

Sending excellent officials to overseas training ta stimulate emulation employses to study and work while cxcating a sourec of high-quality cadres to achicve the goal of

Having a separate salary policy tor good employees, special positions with higher remuneration than ordinary employees to encourage ‘talents, retain good employees and attract talent from the ontside

Establishing regulations on rewarding according to work results (when exceeding the plan) to each employee in order to stimulate and encourage the spirit of emulation to work heyond the assigned plan

Paying attention to deploying regular rotation of cadres with a time-limit according

to the list of titles, creating opportunities for officials to perform many different jobs to increase the capacity af officials and increase the quality of work

CHAPTER 2: ASSESSING THE SITUATION OF TELLER’S MOTIVATION AT

BIDV — TRANSACTION CENTER 1 2.1 Introduction of BEDY - Transaction Center 1

2.1.1 History and development of BIDV - Transaction Center I

‘Transaction Center 1, formerly known as Transaction Center 1 (abbreviated as SGDI), was established on March 28, 1991 in accordanee with the Decision No 76 QD/TCCE of the General Director of Jomt Stock Commercial Bank for Investment and Development of Viemnam (BIDV), with the duty of being a direct business unit af the Head Oiifice, effectively implementing the strategic tasks of the Joint Stock Commercial Bank for Investment and Development of Vietnam In addition to the tradition of allocating capilal and serving capital needs in tho field of capital construction investment, the Transaction Center 1 step by step becomes a key unit in the system of Joint Stock Commercial Bank for Investment and Development of Viemam in terms of scale and tumover, Transaction Center 1 is a place to experiment with new products, perform special customer care tasks, and an cnvixonment to train managers and professional staff for the Joint Stock Commereial Bank for Investment and Development of Vietnam, At the same time, Transaction Center 1 is also a pioneer in successfully deploying a new technology system, a plan to modemize the bank anda payment system, a new management model in the direction of a modem bank

Since its inception, Transaction Center | has undergone smany stages, including some of the following development mitestones:

- On the 10 anniversary of its founding - in March 2001, the Transaction Center reached the scale of total assets of VND 9,900 billion, outstanding loans reached VND 4,846 billion, collected service fees of tens of billion and the service structure accounted for 16.27% of profit before tax, It can be said that the results in the inception phase have created a solid foundation for the next development step

- From 2008 - May 1, 2012; this is a period of drastic change in both BIDV system and the Transaction Center 1, BIDV has changed its operating model to TA2, accordingly credit activities were organized in a number of steps, clearly defining the functions and tasks of each department on the principle of limiting risks to the Bark On Noveriber 1,

2009, implementing the State Bank's decision that each commercial bank was allowed to

operate only one transaction office, ‘Transaction Center I was renamed Branch of

‘Transaction Cantor | with a model organization docs net change Al the samo time, during this period, the branch of Transaction Center 1 has completed the separation of 01 member

26

unit of level 1 branch under BIDV, namely [loan Kiem Branch and established 03

With great offorls and successes of the Transaction Offiee 1h, the branch has becn awarded the First-class Labor Medal awarded by the President in the 2006-2010 period, the Second-class Labor Medal in 2001- 2005, Third-class Labor Medal for the period 1997-

2001 Title of Labor [lero for the period 1997-2006 and many other noble awards These axc encouraging results, the pride and honor of all cmmployzes of the Transaction Office 1

* Organizational structure of Transaction Center 1

The Roard of Directors currently consists of OT Director and 07 Deputy Directors

‘The arganizational model is rcarranged according to TA2 model Accordingly, the mode!

of the Transaction Center 1 is arranged into $ blocks: Customer Relationship (including

corporate ad individual management, departments), Risk Management (cluding credit tisk management and intemal control department), Operations division, Internal management division and Subsidiary units (Transaction offices, savings funds)

te qi

Customer Relations Customer relations

C—|_ Risk Mmnagpmenl 1 Risk Management

¬ HR Depart

Up lo now, BIDV - Transaction Cenler 1 has 08 transaction offices under with 240

staffs, including 20 management staffs, 45 Relationship Business offices (RBO), 29

Relationship managements corporations, 118 tellers, 7 international payment specialists, 21

Cash Vaulls

Source: The statistic result, 2019

As you can see on the table, the bank tends to require of stafis having the Bachelor, and

Associate Bachelor However, the percent of Bachelor at the bank are ligher than the one of the

Associate Iiachelor III2V - ‘Fransaction Center | has had recruitment method for staffs equipped

porfcel skills which are telated to their work and are suilable with their work demands

Table 2.2: Stalf’s gender al BIDV - Transaction Center t

Male 27

Female 73

BIDV ~ Transaction Conter 1 tas the rate of Ramadi staff (73%), Inigher than the male of male staff (27%) Although the bank has the disparity between male and female, they don’t have sex discrimination, and tend to spare no efforts to supply good training quality for all staf

Table 2.3: Staff’s age at BLDV - Transaction Center 1

Source: The statistic result, 2019

As mentioned at the table, the rate of staff's age at 26-35 accounts 57%, They are

youmg and have many experiences to meet the need of the bank as well as the custorners

22 25 is the age accounting for 30% Although most of them just graduated, the bank has

recruited ther and trained thein to be suitable with the work requirement

Table 2.4: Staff’s seniority at BIDV - Transaction Center 1

Currently, most of customers tend to desire that staffs have full of experience within 3— 5 yours Staffs with more than 3-ycar-senionty will have good behavior, warm weleome , As a result, BIDV - Transaction Center 1 are always equipped stafts with knowledge, meeting the high demands of customers Moreover, 16% of stafis having

seniority are >5 years, 1 —3 years account for 12%, <Iyear account 3%

For telling position, the number of staffs in charge of this position is quite high, which shall have considerable influences on the branch’s business results, Moreover, tellers always communicate with cuslomers so this is depariment, which has significant influence on image and service quality of the bank

During nearby 25 years of establishment and development, currently BLDV has

1 striving to affirn its position, image, brand as well as reputation in a competitively

financial and monetary markets as today Within the international and intepral era, like other business organizations all over the world, all employees working for BIDV -

‘Transaction Center | are always considered one of the most important and valuable assets and one essential factor towards the sustainable devclopment of the bank, which can be believed to be the main reason why the bank made a decision to establish Department of Truman Resources right ftom the begirming of the bank with the main aim of training and motivating its well-qualified cmployees to work hard, wholcheartedly and efftetively

ihanks to Human Resources policies In fact, these HR policies play an important role in

carying out (he hank’s cors objectives and important business siralegies, which makes 4 great contribution to the slable development af BIDV

it is easily seen that when figunng out the importance of employees, BIDV -

‘Transaction Center 1 has becn paying more attention to develop them through creating and providing then wilh a wide range of training chances in order thal iL is cmplayees wha become “brand ambassadors” for the bank towards its customers In 2018, the bank implemented an activity called “liuman Resource Development” via implementing well- structured and practical programs and plans in order lo tain, improve and unlock the potential of its existing employees, Within recent years, BIDV - Transaction Center 1 has been making efforts to build up an ideal and professional working environment for all employees wilh the purpose of motivating them to dedicate their ability and talents tawards ensuring the stable growth of the bank, More importantly, the bank also provides its employees with many human resources policies to help its employses have chances to express their now ideas, opinions as woll as cnsure their rights

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In addition, the bank always cares about the qualification and ability of its

Tnvestiment in human resource development rakes a greal contribution ta pul

BIDV - Transaction Center | at the cutting edge of the finance and banking industry

‘Therefore, the bank is proud to be the first Vietnamese bank to create and develop as systomn of Gaining programs and carcer roadmaps for ils staf

2.2 Job description and human policies applied for tellers at BIDV - Transaction

Center 1

* Job des lon of Tellers at BID - Transaction Center 1

To become an official staff as a bank teller at BIDV - Transaction Center 1,

candidates who take part in recruiting activities need to figure out the typical tasks,

responsibilities and requirements for a bank teller job In general, bank tellers are cmplơyecs who arc in charge of providing several customer services in relation to efficient

and accurate transaction processing

* Key dues and responsibilities

« Receive retail and commercial deposits, loan payments, process checking

and saving account withdrawals

© Identify customers, validate and caslt checks

© Maintain an adequate cash drawer at all times, including buying and selling currency

© Balance cash drawer in accordance with the bank procedures and regulations

© Process crcdil card cash advan

© Assist in ordering, receiving, verifying and distributing cash

© Answer customer inquiries in relation to checking and savings accounts and provide customers wilh the proper service arca far issues thal cannot be

dealt with at the teller ine

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