Research about employee’s motivation at sales department in ho chi minh city prudential finance

In the end, I would like to thank my fellow students and staff from the sales department of Prudential Finance, Ho Chi Minh City, for their participation in this thesis Summary This dis

OUM OPEN MALAYSIA UNIVERSITY

RESEARCH PROJECT

(BMBR5103)

MOTIVATION AT SALES DEPARTMENT

IN HO CHI MINH CITY PRUDENTIAL

Acknowledge

On the occasion of the completion of the dissertation I would like to thank all those who assisted me while I was doing my course and attended the course Firstly, I thank my family and especially my wife for taking care of my family so that I have time to attend the course Secondly, I would like to thank the teachers who guided me in this course and especially Dr Bui Phi Hung who led me to this thesis Third, I thank the board of directors and colleagues of Prudential Finace for making time and funding for this course In the end, I would like to thank

my fellow students and staff from the sales department of Prudential Finance, Ho Chi Minh City, for their participation in this thesis

Summary

This dissertation to answer the question: "What factor affect employee motivation at sales department in Ho Chi Minh Prudential Finance" The content of the research clearly identifies the factors that affect the motivation of an employee, thus changing the company to improve the performance of the employee Research using quantitative methods, 25 questionnaires and sampling results were analyzed and quantified using SPSS software to find the end result of

Contents

Chapter 1 – Introduction 5

1.1 Research Aims 5

1.2 Research Questions 5

1.3 Context and relevance 5

1.4 Scope of research 6

1.5 Structure of the Paper 6

Chapter 2 - Literature Review 7

2.1 Introduction 7

2.2 Motivational Review 7

2.2.1 Intrinsic & Extrinsic Motivation 8

2.3 The importance of motivating employees in the organization 10

2.4 Staff satisfaction affects performance 11

2.5 Motivational Theories & Concept 11

2.6 Herzberg’s Two Factor Theory 13

2.7 Conclusion 14

2.8 Conceptual Framework 15

CHAPTER 3 – Research Methodology 16

3.1 Introduction 16

3.2 Research Approach 16

3.3 Qualitative and Quantitative data 17

3.4 Research Design 17

3.5 Data Collection 17

3.6 Data Analysis 18

3.7 Validity and Reliability 18

3.8 Limitations 19

3.9 Conclusion 19

Chapter 4 - Finding 20

4.1 Sample description 20

4.1.1 Age 20

4.1.2 Sex 21

4.1.3 Working Experience 21

4.1.4 Position 22

4.2 Analyze and evaluate Cronbach's Alpha reliability 22

4.2.1 Variable description 23

4.2.2 Cronbach's Alpha reliability 24

4.3 EFA analysis 29

4.3.1 Variable independence - EFA analysis 29

4.3.2 Variable dependence - EFA analysis 33

4.3.3 Model calibrated by EFA 35

4.3.4 Build hypotheses 35

4.4 Regression analysis 36

4.4.1 Evaluate the suitability of the model 36

4.4.2 Analysis of variance 37

4.4.3 Statistical parameters of each variable in the model 37

4.4.4 Hypothesis test results 39

CHAPTER 5: CONCLUSION AND SOLUTION 40

5.1 Introduction 40

5.2 Conclusion 40

5.3 Recommendation - Solution 40

5.3.1 Individual development opportunity factor 41

5.3.2 Company p o l i c y F a c t o r 43

5.3.3 N a t u r e o f w o r k f a c t o r 43

5.3.4 Supervisor leadership factor 44

5.4 Limitation of research 44

5.5 Further research directions 45

Bibliography 45

Chapter 1 – Introduction

1.1 Research Aims

Motivation plays a key role in employee job performance Thus, employee motivation has

long been a central research topic for scholars and practitioners The purpose of this study was to

identify factors that may affect the motivation of sales staff at Prudential Finance, Ho Chi Minh

branch From there, there are incentives and motivation for employees to improve their

performance In addition, the company's orientation in personnel policy, recruitment, training to

help employees maintain motivation to work continuously The working environment is

efficient, employees show themselves as important factors in keeping the staff working with the

company as long as the quality of human resources from outside This is one of the competitive

advantages of human resources compared to competitors in the industry

1.2 Research Questions

The miniature research framework is Prudential's Ho Chi Minh City sales staff so the

questionnaire for research is also within Ho Chi Minh City and it is easy to carry out research

The question is "What factor affect to employee ’s motivation at sales department in Ho Chi

Minh Prudential Finance" Clarifying and providing answers to this question clarifies the key

issues affecting the motivation of the sales staff of Prudential Finance in HCM City

1.3 Context and relevance

Why do employees have years of experience, productivity has declined? How to increase the

productivity of sales staff? Why are there employees who are high paid and have good positions

in the company but move the new company with the same salary and position? One of the

reasons is that they lack motivation to work

How to motivate employees? What points should focus on the employee motivation process?

All of this is the concern of the managers, personnel management of every business

Prudential Finance operates in the area of finance and personal loan products Of a total of

nearly 2000 employees Salespeople account for 1,700 people, of which 500 are from Ho Chi

Minh The company encounters similar cases as mentioned above, the business division has

implemented a variety of methods to increase the productivity of sales staff, motivate the sales

staff by bonus schemes, promoting But the effect was not as expected, the staff turnover rate has not improved, productivity has not improved Within the research scope of this dessertation,

we will study and outline the key factors that affect the motivation of the sales force staff in the HCM City area so that a rational policy of creating motivation to work for employees

1.4 Scope of research

Motivation research has many different views in the work of scientists They approach motivation in two groups of doctrines: One is the content theory group as Maslow's Hierarchy of Needs (Maslow, 1943), Two-Factor Theory (Herzberg, 1959) show how to approach the needs of managerial labor The other two are the theory of the process as of Expectancy theory of motivation (Vroom, 1963, 1969), Equity theory (Adams, 1963, 1969) Reinforcement theory of motivation (Skinner) research the causes of various actions in the work of the individual

For a limited amount of time, this paper only uses Herzberg’s Two- Factor to base the theory

of research In order to ensure the time and ability to allow this study paper is only made at Prudential Finance branch in Ho Chi Minh City But the results of the research can be considered nationwide, as the sales team as well as turnover account for 60% of the company across the country

The research question was randomly distributed to 300 employees in Prudential Finance sales team Ho Chi Minh branch

1.5 Structure of the Paper

This research is structured into six chapters, easily aligned with the system Chapter one, briefly explains the context of research options Summarize the topic, identify and select the theoretical background to study This chapter also identifies the scope and limitations

of the study Furthermore, the first chapter contains explanations of the studies aimed at the goals and objectives, and includes the structure of the study

Chapter two reads and discusses and analyzes studies and theoretical frameworks relevant to the subject being studied This helps the researcher have deep knowledge about the topic he is doing Besides, this chapter contains definitions of main terms and Explained search strategy for

Chapter three, provides different approaches of research design implementation

Furthermore, the mixture of methods, sample sizes, reliability and validity as well as ethical

considerations will be discussed further in this chapter

In addition, chapter four provides statistical analysis of the results established using SPSS

Presentation of key result data has been facilitated through bar charts / pie charts This chapter

plays an important role in achieving research goals and objectives The results of the literature

review were compared with the main data findings in this chapter, and the depth of discussion

was provided regarding each individual research goal

However, the fifth chapter discusses this further along with recommendations for backing up

with literature The results of the literature review were compared with the main data findings in

this chapter, and the depth of discussion was provided regarding each individual research goal

Includes summaries and conclusions based on found evidence and future research areas needed

Chapter 2 - Literature Review

2.1 Introduction

How to increase the productivity of employees? Or how long-term employees do not feel

boring work Just as to answer the question "Why are there people who are not satisfied with

their current job?" To solve the above problems, one of the inevitable requirements is to create

motivation for the staff Managers must be motivated to work for their employees so they can

work more effectively and more closely with the company Increasing base salary, increasing

income or promoting employees these are just one of the factors, not all, in the motivational

process There are many factors that motivate employees As (Massey and Brown, 1998)

diversity and interest in work (Brehm and Gates , 1997) Argue that salaries are just one of the

motivating factors This article aims to clarify which factors affect the motivation of employees,

namely the sales staff of Prudential Finance at the HCMC branch

2.2 Motivational Review

We all feel familiar with the concept of motivation and yet, when asked to, we struggle to

find a proper definition In fact, no less than 140 distinct definitions Thus, if we are to answer

the question of how to motivate public employees, we first need to understand what motivation

exactly does mean This chapter clarifies the notion of motivation as well as illuminates different facets of the concept Labor motivation is the willingness and willingness of the employees to increase their efforts towards achieving the goals of the organization Under this understanding, labor motivation does not stem from any coercion, it does not arise from administrative orders, it does not manifest through words but through concrete action it exits From the inside of the worker Motivation refers to "the underlying underlying behavior" (Guay, 2010) There are those who think wrongly that motivation is a human characteristic so there will be people who have and who do not have this characteristic According to (Danish, R Q., Khalid Khan, M., Shahid,

A U., Reza, & & Humayon, A A , 2015) Motivation is influenced by many factors, which are frequently changing, abstract and elusive The first is the factor that belongs to the worker himself, such as self-direction, authority, memory, and feelings The second component, the degree of influence and control of individual behavior The third component is the ability to maintain motivational behaviors (Denibutun, 2012) Has reasearch "Working Motivation: Theoretical Framework" Discover the difference between motivational theories and motivational considerations as a basic human psychological process Motivational theories help explain the behavior of a certain person at a given moment Or as research shows, employees will feel unhappy if we only provide health care, medical factors without a motivational element Employees will not bring high performance ( Ghahremani Germi & Delghavi, 2014)

2.2.1 Intrinsic & Extrinsic Motivation

In every human being, intrinsic motivation is not the only form of motivation or even voluntary activity But it is very important in human life Thanks to it, since we were born, we have learned, learned, developed and become human Intrinsic motivation in labor is when an employee engages in activities to satisfy their curiosity, interest, passion or desire to overcome the challenge themselves For example, salespeople want to conquer difficult customers, have high incomes and have many difficult questions for sellers What are salespeople going to learn about the behavior of high-income customers? How often do they have thoughts? From which they can confidently reach these customers They view persuading a hard-earned customer to buy his company's products as a win Intrinsic motivation refers to doing something because the task itself is interesting or enjoyable (Deci and Ryan, 2000) Intrinsic motivation is important to the

intrinsic motivation will not be sustained long enough for an employee if the employee does not

receive the incentive and recognition of the manager or company (Rizwan Qaiser Danish1*,

2015) Intrinsic rewards moderately correlated with task performance and there was a full

mediation of extrinsic and intrinsic motivation and slightly low mediation of job satisfaction with

the dependent and independent variable of the study The employees who are appreciated by

intrinsic rewards within the organization not only perform well according to their job description

but also get motivated positively for welfare of organization and for them Employees struggle

when their organization appreciate their work, reward them, respect them and consider them as a

vital part of the organization The employee efficienthly do their jobs, behave effectively in the

performance appraisal techniques can be improved by paying attention on human resource

management approaches that improve the performance of the organization

Extrinsic motivation occurs when we are motivated to perform a reward or avoid action

Extrinsic motivation can also occur when the person receives guidance, inspiration from another

person Extrinsic motivation can be defined as doing something because it leads to a decisive

outcome (Deci and Ryan, 2000) For example, a team leader of sales team A always finds that

the monthly sales target that the company assigns to our team is always high and difficult to

reach, and the leader team will have negative thoughts and leads To the bad impact on the team

members But when he was the manager of the show business good results of a team B has the

same sales target as himself The manager explains how to get Team B to achieve good business

results in the same article The Teamleader of Team A sees that we and our team can do it and

start having positive actions (Rynes, Gerhart, and Minette, 2004) Relating to job evaluation,

extrinsic motivation, especially money and pay rewards, are a very important motivator to make

a decision on whether to join an

Extrinsic motivation and intrinsic motivation are both important ways of driving behavior

To comprehend how these can be best utilized, it is important to understand some of the key

differences between the two types of motivation including the impact that each one has on

behavior The organization or manager needs to create a good working environment and policies

to promote extrinsic motivation and intrinsic motivation in the company and employee life

2.3 The importance of motivating employees in the organization

Having answered the question of what motivation is, the next question is why it is important for management, and moreover why it should be of special interest to managers in the public sector It focuses on three parts: First, it reflects on the effects of motivation on employee performance; second, it establishes motivation as a managerial duty; and third, it explicates the importance of employee motivation in the public sphere What makes motivation so important?

In one word, the answer is “performance” In the market economy, enterprises want to survive

and develop, in addition to the infrastructure is equipped with modern, advanced, need to maximize human resources Because people are the most important factor for business success Having a loyal and dedicated team for business is something any leader wants to achieve How

to create motivation for employees, maintain a human resource with enthusiasm, enthusiasm and high efficiency work is always a question that the leaders pay attention and put much effort to find out answer There are 14 motivational factors, which were translated to 46 concrete and practical tactics that can help motivate public employees Furthermore, it was demonstrated how the different tactics can be combined to tackle a specific problem that the public sector confronts Motivation is an individual phenomenon, thus a one-size-fits-all approach to employee motivation does not work, and there is no recipe for motivation (Yair Re’em, 2010) Motivation

is an essential area, which can lead to high quality of work life, and, indirectly, to better life balance Organization of well established motivational systems increase employee loyalty, which, in turn, boost work performance (Zijada Rahimića, Emina Resićb, Amra Kožoc, c* a, ,

work-2012) Identify factors that employees think are essential to motivating the job: job evaluation, hope to advance, becoming more autonomous in affairs, specifying the limits and duties Organizational objectives, giving more employee freedom of choice and discretion, paying attention to innovation, endeavoring work, removing the tight control, more desirability of work, the authority of moral support, and the on-the-job Training (Hooman Khoshnevisa,*, Abbas Tahmasebib, 2016) Salary of workers, professional advancement and opportunity for promotion appear to be the most important factors of motivation The other important factors that the study revealed are work conditions, as well as the evaluation and the objective assessment of performance measurement (Naim Ismajli*, Zekiri, Ermira Qosja, Krasniqi, 2015) The effects of motivation do not stop with performance Motivated employees feel less stress, enjoy their work,

employees are more committed to their organizations and show less insubordination and

grievance They are also more creative, innovative, and responsive to customers, thus indirectly

contributing to the long-term success of the organization In short, motivated employees are the

greatest asset of any organization

2.4 Staff satisfaction affects performance

Benefits of employee satisfaction Employee satisfaction and loyalty are seen as critical to the

ability of service organizations to effectively respond to the needs of their clients It is also

necessary to control cost reductions by reducing the costs of recruiting and training and the

cost-effectiveness that is accumulated by skilled workers who are fast and familiar Attached to their

duties Quality teachers in the United States such as Deming (1986) and Juran (1989) agree and

are clear in their view that increasing ownership and job satisfaction will return to profitability in

both quality and productivity Japanese quality experts also emphasized the importance of the

"human factor" factor in creating an environment for superior production and Ishikawa (1985)

argue that quality organizations denote Characteristic by paying attention to humanitarianism,

human resource education, concern for employee well-being and providing pleasant working

places Ishikawa emphasized that effective quality control is based on the understanding of

human control This includes the satisfaction of doing a good job, the happiness that goes from

being partners with others, and from personal development and fulfillment

2.5 Motivational Theories & Concept

So far in the world there are quite a number of different theories that attempt to explain the

nature of motivation These doctrines can be divided into two groups: (Group1) the content

agenda focuses on identifying the needs of individuals that affect their behavior at work,

including: Maslow's Hierarchy of Needs (Abraham) Maslow, 1943), all people are motivated by

the need to satisfy five basic kinds of needs Five needs are arranged in a pyramid shape The

basic needs at the bottom of the tower must be satisfied before thinking of higher demands

These needs are, Physiological, Safety, Love and belonging, Self-esteem, Self Actualization

According to Maslow, there are two main groups of human needs: Basic needs and Meta needs

However, the limitation of this theory is that it is difficult to know what the needs of workers are

and how satisfactory they are to motivate employees Because if this demand is satisfied then

there is no motive anymore Meanwhile, Two-Factor Theory (Herzberg, 1959) Herzberg's

research has identified two factors that influence the motivation of employees: Demotivative Factor and Motivate Factor In particular, Demotivate factor provides the factors leading to the dissatisfaction of employees in organizations are: regime, policy, supervision of the organization does not match Salaries, bonuses are inappropriate or do not show fairness Demotivate factors also suggest that dissatisfaction with relationships with superiors and colleagues is also a major influence In contrast, Motivate Factor refers to the satisfaction factors of an organization's employees: Achievement, recognition of the organization, leader, colleague (Recognition), Responsibility, Advancement Jobs, Growth (as expected) The cause of satisfaction lies in the content of the work, but the cause of dissatisfaction lies in the work environment, this is Herberg comment Herzberg's theory has been widely spread in management The doctrine, however, is still limited: it is the hypothesis of the relationship between satisfaction and productivity, but the methodology he employs only considers job satisfaction, not consideration productivity (Group 2) Theory of the process of focusing research on the process of human thinking This thinking process influences the decision to perform various human actions at work, including the following theories: Expectancy theory of motivation (Victor Vroom, 1964), very important in managerial theory Personality treatment, complementary to Abraham Maslow's demand theory Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational force such that the employee acts in ways that bring pleasure and avoid pain Equity theory (John Stacy Adams, 1963), examines the comparative relationship between individual dedication to the organization and the response that

it receives from the organization Adams argues that in order for a member of the organization to retain a relatively high level of enthusiasm, the organization's response must be fair and reasonable, making the organization's members feel the organization's distribution is equal Reinforcement theory of motivation (B.F Skinner), it states that individual behavior is a function

of its consequences I.e., individual's behavior with positive consequences tends to be repeated, but individual's behavior with negative consequences tends not to be repeated Reinforcement theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives

of individuals are ignored by skinner This theory deals entirely on what happens to an individual when he takes some action Thus, according to Skinner, the external environment of the organization must be designed positively and positively as to motivate the employee This theory

is a powerful tool for analyzing the controlling mechanism for individual behavior However, it

does not focus on the causes of individual behavior

However, within the scope of the study of the subject, the author applies only theoretical

models that is Two-Factor Theory (Herzberg, 1959) Herzberg theory raises the basic needs of

workers, thereby influencing their motivation These are the factors that bring about material

gratification, such as salaries, bonuses, benefits, etc., which provide mental satisfaction such as

stable job, free participation in social relationships Factors that bring both physical and mental

satisfaction such as promotion, commitment to training programs, and development

2.6 Herzberg’s Two Factor Theory

Federic Herzbeg (1923-2000) was an American psychologist who introduced the two-factor

theory in 1959 - a theory that has been widely adopted by managers in corporate governance To

build the theory, he conducted interviews with 203 accountants and engineers in the United

States He asked them to list the factors of satisfaction and satisfaction, and also asked them to

list the factors that discouraged them His discovery created a great surprise for the

then-administrators He argues that "the opposite to job satisfaction is not job dissatisfaction but job

satisfaction."

Herzberg presented a set of retention factors (external factors, external satisfaction) that

prevent employee dissatisfaction For retention factors, Herzberg said that if it did not work well,

it would create dissatisfaction for the workers, but if the company did well, it would only prevent

dissatisfaction and not create satisfaction

Herzberg also offers a group of motivators (internal factors, factors that satisfy the intrinsic

nature) that make the employee satisfied For motivational factors, Herzberg said that if it was

not well served, it would create dissatisfaction and not necessarily make workers dissatisfied

The work force of the employees in the enterprise, help workers love the work, devoted

themselves to the organization

Motivational Factors Maintenance factors

 Success

 The company's policies and management

 Recognition of achievements  Supervision of work

 Labor responsibility  Leadership, colleagues

Herzberg said that ensuring that external factors work in positive positions is necessary to maintain a reasonable level of job satisfaction But to increase the level of job satisfaction, attention should be paid to improving the motivational factors Attribute human beings solely a mechanical behavior excluding the process aspect of motivation That is, acknowledging the capacity of individuals to gather and analyze information and make rational decisions Motivationtheories that take this process into account are called cognitive theories, or “person as scientist” theories, because they emphasize not only humans’ needs, but also the way people

choose to satisfy them And the way is no less important than the need itself

2.7 Conclusion

With all of the above, motivaton has a strong and wide impact on all areas of society and life For motaivation organizations that have a great influence on the performace of the employee, the company affiliation Identify the key components of motivation as the company, the manager identifies the next steps to be taken To maintain the morale of employees as well as help employees balance work and life Moreover, deep research into motivation theories gives the company a long-term strategy for training, retaining personnel, and high productivity in the future In the next chapter we will clarify how to conduct research such as sampling, research objects

The company's policies

Working condition

CHAPTER 3 – Research Methodology

3.1 Introduction

The previous chapter discussed the existing research on the topic of Motivaton, in which we also defined what Motivaiton was, the main motivation factors, and motivational importance for employees in the organization At the same time, review the motives of authors such as Maslow's Hierarchy of Needs, Two-Factor Theory of Herzberg, and Expectancy theory of motivation of Victor Vroom

To be answer the question “What factor effect to employee’s motivation at sales

are design? Now this chapter of the research will go on to discuss the research approach that was used during this dissertation This chapter will cover the method of data collection and analysis,

as well as the validity and reliability of the study being conducted

3.2 Research Approach

Discussion of the research approach is a vital part of any scientific study regardless of the research area In this article we will look at the specific number of salespeople at the Prudential Finace branch in Ho Chi Minh City and the factors that influence the motivation to work Therefore, the research approach that has been adopted is a bottom-up reasoning inductive approach Inductive approach, also known as inductive reasoning, starts with the observations and theories are proposed towards the end of the research process as a result of observations (Goddard, W & Melville, S, 2004) We might begin with thinking about our topic of interest

We narrow that down into more specific hypotheses that we can test We narrow down even further when in collect observations to address the hypotheses This leads us to be able to test the hypotheses with specific data - a confirmation (or not) of our original theories Inductive research "searches for patterns for observation and development of explanations - theories - for those patterns through the series of hypotheses (Bernard, H.R, 2011)

3.3 Qualitative and Quantitative data

research is a way of collecting numerical research or data which then can be converted into

useable statistics It uses measureable data to formulate facts and uncover patterns in research

Common methods used is questionnaires For case studies research, I would use this types of

methods to get numerical data so then I can turn this into facts and statistics and find the

trends.The term quantitative is described as the use of statistics and numbers in the analysis as

well as collection of raw data (Bryman and Bell, 2011)

3.4 Research Design

Topics that use a combination of specific methods are Survey-based Tables Data collection

in this study was conducted through questionnaire survey with respondents being employees and

managers of the sales department of Prudential Finance Company in HCM City Sample size is

about 300 people The company has four branches in HCM, a questionnaire of 25 questions,

clarifying the factors that affect motivation to work All of the data collected from selected

sample surveyors will be processed to draw conclusions based on selected theories The research

method uses the questionnaire as it is appropriate for my situation, saving cost, not renting

location, hiring interviewer, less time to survey Meanwhile, with this method is also convenient

for employees to answer, do not take up much time, and not cause confusion during the survey

In addition, the processing and analysis of survey data is facilitated by SPSS analysis techniques

3.5 Data Collection

The Prudential Finance sales team has a total of 10 supervisors, 50 Teamleaders and 500

Salesmans The number of people selected for the survey was 344 The sampling period is from

June 15, 2017 to June 22, 2017 After explaining the purpose of the study to the sales staff The

researcher briefly explained the content and the way to mark the items selected by the

respondents Session 1, the questionnaire is sent to the supervisor Because the supervisor has

only 10 people, the researcher decides to choose all to do the survey On the second survey, the

questionnaire was sent to 50 teamleaders The third survey is the Salesman survey 20 minutes is

the amount of time a surveyor completes the questionnaire survey Then the questionnaire was

collected

3.6 Data Analysis

SPSS would be appropriate when presenting and analyzing the data specifically for charts, graphs and averages Each question is encrypted and given a code before being inserted into the data matrix According to Pallant (2010), each answer collected must be provided with a code before logging on to the SPPS software

3.7 Validity and Reliability

Questions developed following the conceptual framework should be clear The tick boxes and questions about Likert ratios are used to make the data easy The 25-item questionnaire focused on issues related to the motivation of the sales force staff Synthesize the answers then divide to give the result Content validity refers to the appropriateness of the content of an instrument In other words, do the measures accurately assess what you want to know? This is especially important with the achievement tests Consider that a tester wants to maximize the validity of a unit test for 7th grade mathematics This would involve taking representative questions from each of the sections and evaluating them against the desired outcomes

Reliability can be thought of as consistency Does the instrument consistently measure what

it is intended to measure? It is not possible to calculate reliability; however, there are four general estimators that you will encounter in reading research:

- Inter-Rater / Observer Reliability: The degree to which different raters / observers give consistent answers or estimates

- Test-Retest Reliability: The consistency of a measure over time

- Parallel-Forms Reliability: The reliability of the tests made the same way, from the same content

- Internal Consistency Reliability: The consistency of results across items, often measured with Cronbach's Alpha

Reliability refers to the extent to which data collection techniques or analysis procedures will yield consistent findings To ensure reliability, 344 samples were taken from 4 different branches, as such Samples are taken in a wide area so the result will be high accuracy and objectivity With this kind of sampling, results can represent all employees, not just the ones in the sample

Reliability is directly related to the validity of the measure There are several important

principles First, and the test can be considered reliable, but not valid Consider the SAT, used as

a predictor of success in college It is a reliable test (high scores relate to high GPA), though only

a moderately valid indicator of success (due to the lack of structured environment - class

attendance, parent-regulated study, and sleeping habits - each holistically related to success)

Second, validity is more important than reliability Using the above example, college

admissions may consider the SAT a reliable test, but not a valid measure of other high cost

colleges seeking, such as the civic leadership ability, altruism, and civic involvement The

combination of these aspects, alongside the SAT, is a more valid measure of the potential for

graduation, later social involvement, and generosity toward the alma mater

Finally, the most useful instrument is both valid and reliable Proponents of the SAT argue

that it is both It is a moderately reliable predictor of future success and a moderately valid

measure of a student's knowledge in Mathematics, Critical Reading, and Writing

3.8 Limitations

There is no research covering all other departments in the company because of limited

research conditions Limitation on the precise identification of the factors that influence

motivation as a result of identification is subjective The questionnaire used for all levels of staff

is unreasonable Only a Likert 5 scale is used for all questions so the results are relative Survey

data obtained about not fully exploited to evaluate the analysis of the impact factors

3.9 Conclusion

The research question "What factor affects employee motivation at the sales department in

Prudential Finance in HCM Branch" has been integrated to help clarify the motivational

problems of the sales department staff The questionnaire was distributed to 344 participants at 4

branches in HCM to obtain their remarks on motivation The data was collected, the data was

encoded and entered into SPSS software to determine the average, generate graphs and charts,

and identify trends and popularity Quantitative data is the primary method of collecting although

a quantitative question Sample is a fairly random sample to the sales department staff The next

chapter highlights the basics of the research and further analyzes the results that are considered

relevant

Chapter 4 - Finding

4.1 Sample description

The research was conducted on 344 people and no samples were missing or missing (Missing

= 0) Generally, satisfactory samples (representing the whole) are included in subsequent analyzes 344 valid samples were processed and analyzed with SPSS software, with the following contents

4.1.2 Sex

SEX Frequency Percent Valid Percent Cumulative Percent

Valid

The survey results showed that out

of 344 sample surveyed, the number of people participating in the survey were male is 155 persons corresponding to 45.1%, the number of people participating in the survey were female accounted for 189 employees with 54.9% respectively According to statistics, there are discrepancies between the surveyed male and female who were surveyed But this is not much difference

Valid

According to survey results, the working experience (WE) structure of the survey participants is as follows: under 2 years are 179, contributed 52% The number of people have working experience from 02 to 04 years of age is 49, contributed 14.2% And 96 people, accounting 27.9% is number of people participating in the survey have We from 04 to 08 years The remaining are those over 8 year was 20 people percentage of 5.8%

4.1.4 Position

POSITION

Percent

Cumulative Percent

4.2 Analyze and evaluate Cronbach's Alpha reliability

The general idea of employees in businesses is represented by the descriptive statistics of the sample being computed, including the following: concentration-oriented features (Mean - Mean, Minimum Value - min, maximum value - max) and the characteristic of the dispersion measure (standard deviation) of the observation variable As discussed in the previous chapter, when analyzing the exploratory factor, the study will test the scale with Cronbach's Alpha SPSS software to test the reliability of the component scales in the research model

4.2.1 Variable description

Variable independence Nature of work

WOR1 Interesting job

WOR2 The work facilitates the good use of personal capacity

WOR3 The work requires flexibility and dynamism

WOR4 Work does not usually require overtime

WOR5 Work stable, less anxious job loss

Individual developing opportunity

DEV1 The company has professional training policies and guidelines

DEV2 You are guided the skills necessary for the job

Recognition

REC1 Individual contributions are always colleagues, superiors recognized

REC2 The useful contribution of the individual will be rewarded

REC3 The useful initiatives are recorded and widely applied

Promotion

PRO1 There are many opportunities for advancement in your current job

PRO2 Promotion opportunity is fair for everyone

PRO3 Everyone is aware of the conditions necessary to advance

Supervisor leadership

MAN1 Leadership is polite, gentle

MAN2 Leaders care about employees

MAN3 Employees are treated fairly, without distinction

MAN4 Always keep a good relationship with your boss

Salary

SAL1 Wages are paid at the right level for the company

SAL2 Increase the salary according to the ability of employees

4.2.2 Cronbach's Alpha reliability

Item Deleted

Scale Variance if Item Deleted

Corrected Total Correlation

POL1 Policies to encourage, reward the company's clear

POL2 Policy Salary and bonus of the company is worthy of every individual contribution

POL3 The company has a good welfare regime

Working condition

WOC1 Equipment enough to work

WOC2 Safe, clean working conditions

Variable dependence Motivation

MOT1 I always feel excited about my current job

MOT2 I usually work with the best mood

MOT3 I volunteered to improve my skills to work better

MOT4 I am willing to sacrifice personal rights to get things done

The scale component consists of five observable variables (WOR1, WOR2, WOR3, WOR4,

and WOR5) Cronbach's Alpha = 0.834 > 0.6 and coefficients of correlation - the sum is

greater than the permissible criterion of > 0.3 At the same time the coefficients "Cronbach's

Alpha if Item Deleted" are less than 0.835 So we do not type any variable in the component

Measurements of the "Nature of work" component are used for EFA analysis

 Individual developing opportunity

Reliability Statistics

Cronbach's Alpha N of Items

Item-Total Statistics Scale Mean if

Item Deleted

Scale Variance if Item Deleted

Corrected Total Correlation

Item-Cronbach's Alpha if Item Deleted

The scale component consists of two observable variables (DEV1, DEV2) Cronbach's Alpha

= 0.789 > 0.6 and coefficients of correlation - the sum is greater than the permissible criterion of

> 0.3 So we do not type any variable in the component Measurements of the "Individual

developing opportunity” component are used for EFA analysis

 Recognition

Reliability Statistics

Cronbach's Alpha N of Items