Low intrinsic motivation–problem of esnetworks vietnam co , ltd

Some employees experience a heavy workload for many reasons, including tight deadlines, projects increase in the peak season that have caused staff shortages and unplanned company growth

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-

Nguyen Huu Quynh Phuong

LOW INTRINSIC MOTIVATION–

PROBLEM OF ESNETWORKS VIETNAM CO., LTD

MASTER OF BUSINESS ADMINISTRATION

Ho Chi Minh City – Year 2018

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

-

Nguyen Huu Quynh Phuong

LOW INTRINSIC MOTIVATION–

PROBLEM OF ESNETWORKS VIETNAM CO., LTD.

MASTER OF BUSINESS ADMINISTRATION

Ho Chi Minh City – Year 2018

Method of the analysis is combination between theory-informed and validated data, collected through interview and survey to identify and confirm existence of the problem as well as causes and alternative solutions

From the general diagnosis of potential problem at Esnetworks Vietnam Co., Ltd., findings suggest the existence of low intrinsic motivation as the main problem The study examines 03 main Departments within the Company especially Business Avisory Department Low intrinsic motivation is analyzed in terms of its existence, antecedents, consequences, and solutions are proposed to tackle such a problem Finally, this report indicates organization of actions to deal with problem in the lead time of one year and limited budget approved by the company

Recommendations discussed focus on two main causes of low intrinsic motivation within the Company, which are job characteristic and Compensation and Benefits The report also investigated three accordant solutions:

- Conduct clear job description

- Provide ideal working environment

- Complete the system of compensation and benefits

Total estimated cost to implement these 3 solutions is approximately 253 mil VND, which is in line with company’s approved budget of 255 mil VND while benefit brought is

453 mil VND

Since there is limitation of time and resources constrain as well as research exist such as the current company conditions data did not provide enough information and only sample of interviews are performed However, the report provides diversified and validated data in conjunction with theory to propose meaningful suggestion for Esnetworks Vietnam Co., Ltd

to strengthen its personnel resources and organization behaviors

I INTRODUCTION

Firstly established in Vietnam in 2008 with initial name is Flagship, Es Networks Vietnam Co., Ltd (herein after referred as “Es Networks VN” or “The Company”) is 100% directly invested by Es Networks Japan Co., Ltd As described in the Figure 1, the Company focuses on three segments: market entry, accounting/tax/labor, M&A and other services With an aim of establishment, Es Networks Vietnam’s main vision is to provide professional consulting services such as accounting, investment and Human Resource services for Japanese clients who have investment activities in Vietnam The Company provides consulting service for all procedures and problems from establishment to termination the operation of the clients

Figure 1 Business lines of Es Network Vietnam

Currently, Es Networks VN has two offices in Ho Chi Minh City and Ha Noi City with around 56 employees Given the short history of operation from establishment, Es Networks VN owns the qualified employees who committed to provide the completed services, the Company gains clients’ belief, therefore, its clients portfolio is expanded by days Even that the market of consulting companies is became more competitive nowadays, the board of management and all of employees are building Es Networks VN’s position more

and more stable especially in Japanese segment

Today, due to the investment stipulating policy of Vietnamese government, Vietnam becomes more and more attractive investment destination for foreign investors, in which Japanese investors are not exception In advance of thinking about operation and generating profit, those investors have to carry out procedures in compliance with the Vietnamese law, tax regulations and other administrative procedures For which, many consulting firms are launched Particularly, in segment of consulting firms that serving for Japanese investors, except the leading position of companies from Big 4 group (PWC, Ernst and Young, Deloitte and KPMG), there are a big competition from second tier companies, in which the big rivals

of Es Networks VN are KT accounting Vietnam, AGS Vietnam and I-Glocal Co., Ltd In which, I-Glocal Co., Ltd is considered as the biggest rival

Figure 2 Organization chart of Es Network Vietnam

As mentioned above, Es Networks VN currently provides consulting services, the company consists of three departments: Business Advisory Department (hereinafter referred

to as “BA Dept.”), Accounting Department (hereinafter referred to as “AC Dept.”) and Administration Department (hereinafter referred to as “AD Dept.”) accordingly Each Department has its own function The AC Dept specializes in providing the accounting services such as: tax compliance, tax advisory, booking accounting books and financing advisory BA Dept.’s main duties are seeking and directly accessing the clients, the department with Japanese experts and other Vietnamese experts that can use Japanese language excellently always play the role of listening, explaining and providing alternatives directly for Japanese clients Furthermore, BA Dept also providing Human Resource services including applying for visa, work permit, calculating payroll and declaration of

personal income tax for Japanese clients Finally, AD Dept comprises director, manager, human resource team and internal accounting team that is in charge of maintaining the relationship with clients, authorities, internal human resources, financing, and further general management

Table 1 The Profit and Loss Summary of Es Network Vietnam

In 2015, Es Networks VN generated profit of 4,714 billion VND which is counted about 57.28% of Sales From 2015 to 2016 the operating profit increased 1.202 times while the increase of that from 2016 to 2017 is up to 2.654 times In general, the Company is steady growth but it is still not reach its target over the years However, the different amount of profit between actual and target is insignificant Moreover, the target amount of sale and profit increases rapidly over the years This means the Company is trying to expand its market, hence, the number of clients are raised by years However, the staffs of the Company just raise a little bit and the current staffs are now facing with the problem of overload

II PROBLEM SYMPTOMS

In order to have an overview about the backlog issues within the company, we conducted the initial interviews with 02 staffs of BA Dept and AC Dept and 03 managers

of 03 departments The detail of these initial interview is displayed in Appendix 1 Due to

the nature of work, AC Dept undertakes the accounting job for clients which is considered

as the specialized job Therefore, they may have precise idea and judgment AD Dept is the non- profit department which is responsible for the internal operations and support other departments hence, they can stand on the management point of view to provide unbiased judgments in the general way In addition, the BA Dept is the department that generates the highest profit for the Company The jobs in BA Dept are also much more distinctive with the others while its job content changes depend on the request of the clients As the most important Departments of the Company which has to communicate with other teams while working, the manager and staff here can provide multidimensional outlook about the Company The study applies qualitative questions to investigate the interviewee’s point of view about the problems existing in the Company

1 The turnover rate status

From the interview with HR managers of the Company, the most prominent symptoms that mentioned by many interviewers that currently the Company has high turnover rate In general, the turnover rates fluctuated over time In 2017, the turnover rate was 27% while in year 2016, such amount reached 20% The table is collected base on criteria by gender, age and departments of the Company According to the table, there is no significant upward or downward trend of gender in turnover rate is apparent This means turnover rates in the Company does not depend on the gender, the one rate for women was essentially the same as that for men The table below shows the turnover rate from 2015 to 2017:

2015 2016 2017 Gender (%)

Age (%)

Under the age of 32 70 75 80

32 and above the age of 32 30 25 20

Table 2 Turnover rate of Es Network Vietnam from 2015 to 2017

As stated in the above table, younger employees had higher turnover The HR manager believes that the younger ones are willing to take risk and challenge in their job, from which they can gain more knowledge and experience for their future career, hence, they quite easy to move and out the Company On the other hand, middle-aged employees who are from 32 year olds and above had lower turnover, probably because the middle-aged employees has the tendency to stick with stable job, they conceive the important of their job Moreover, they afraid to change the working environment as starting the interview and make acquaintance of new job, new colleague and new working style at their age

Finally, those with different job characteristic suffer higher turnover For example, in year 2017, the turnover rate for those with Administration Department was 25%; for those with Accounting Department was 15%; while such rates of Business Advisory Department was up to 60% This pattern may arise because of job characteristic The specific of Business Advisory Department requires that employees must to take the time to research and update

new regulations of the laws The employee may work under high pressure during long time While employees from other department may do with stable job during working here

2 Over workload

The Company receives many complaints of employees regarding to the over workload Some employees experience a heavy workload for many reasons, including tight deadlines, projects increase in the peak season that have caused staff shortages and unplanned company growth that has created more work for the same staff It can be difficult

to manage an overworked staff, and even the most dedicated employees often reach their breaking points The staffs face with the difficulties of work-life balance because it’s an activity that needs to be maintained over time Moreover, there is bad meeting due to unsuitable reason for the meeting, poor agenda or none at all, the meeting "creeps" its way into a several-hour ordeal, staff unprepared, and/or no contribution The staffs intend to keep silence during the meeting although they are offered for contribution requirement from supervisor Their managers do not receive any active feedback regarding to work overload status or aspiration Thus, there is no any improvement or effective ways to change working style or encourage employee motivation This may lead to waste time and deflate energy for

the participants

3 Low compensation and benefits

According to interview with Mrs Doan Thi Nhu Truc, a staff of BA Dept for her experience during working time at The Company She is disappointed about benefit policy

applied for the employee Especially, in the peak season of project increase that requires employee must work overtime and get high pressure to meet the deadline, even they must work for double person’s jobs Even though, the employees shall receive the overtime allowance, they still believe the few promotion and poor benefit cause lack of energy and enthusiasm In addition, another issue worth paying a special attention to is the cooperation and support from colleagues She mentioned about the attitude and expression

of the colleagues when shared the jobs Accordingly, the employee may just want to keep

with current job instead of taking the time to research and do new tasks

of operations Whenever the Company receives orders from the new clients especially the client in the brand new fields, it has to make many researches about that fields The Company also has to bear the higher risk rate because it is the first time it enters into the new market That is the reason why unpredicted problems are mainly occurred in the BA Dept in various

types and difficult to solve

5 Low job commitment

The interview with HR manager provides the general point of view through the survey

of the Company in the end of 2017 As Es Networks Japan desires to reform the HR management within the Company to increase the job efficiency They ask the Administration Department to conduct the survey to take the employees’ opinion of the following aspects: job satisfaction, work environment, job stress, job commitment, working motivation, working effectiveness The survey with 22 questions was send to 46 employees in the Company The survey is considered as the basic understanding of employees’ concern on current organization behavior The survey has been done by all employees in 03 departments and have the following result:

Result Criteria

Business Advisory

Dept

Accounting Dep

Administration Dept

Table 2: Survey result of Es Networks Vietnam Co, Ltd in 2017

The table result shows that in general the three departments have the same tendency The ratio of the job satisfaction, work environment, working motivation, working

effectiveness are higher than 50%, which are the acceptable ratios The employees satisfy with their job in acceptable ratios but not really highly satisfying On the other hand, the job stress ratios are quite high in all 03 departments In which, the assessment of job stress by

BA Dept ranks the highest position with 76% One significant point from this survey is that the job commitment in all departments are lower than 51%, especially BA Dept with only 38%

Then, the interview was conducted with Mrs Truc, a consultant and Mr Hoa, an accountant, they reveal that they intend to work for the Company for around 2-3 years for gaining enough experience, knowledge then they will take the new challenge to get a promotion opportunity They tend to complete their tasks as acceptable level rather than taking time to investigate new tasks from the others The commitment to the organization is low so their perception is to search for another job outside the Company

In conclusion, based on the initial interview and the internal survey of the Company

in 2017, there are several symptoms of current problems that can be realized including: high

turnover rate, over workload, low performance appraisals, passive job involvement, low job commitment Even though it has not been defined which one is the most important

backlog of the Company, the Company still need to have the action plan to solve these problems because they may partly influence the working efficiency of the employees in particular and the whole Company in general

III PROBLEM IDENTIFICATION

In order to identify the potential problem of the Company, the in-depth interview are conducted with 05 interviewers including managers of 03 departments and an ex-employees

As mentioned before, the AC Dept is responsible for specialized jobs, their characteristic therefore distinctive with the others The manager of AC Dept is the one who communicates and has regularly interactive with the staffs, her judgment will be precise and show the actual status of employees The BA Dept is the most important department which provides various services in different extensive fields, hence, the manager of this team shall have the overall view from diversified perspectives According to the internal survey, the manager of AD Dept has a certain understanding of the Company together with her view of a HR manager, her idea is valuable in justifying the problems raised by the interviews

Similar to the initial interview, the qualitative questionnaire is applied to investigate the most potential problem Besides, with the aim of exploiting information thoroughly, the wh-question and yes/no question are used interlace depending on each situation The interview will figure out the main problem currently existing in the Company from 05 symptoms above The Appendix 2 is detailing the content of the in-dept interviews

In generally, the turnover rate is increasing over the year In which, the job characteristic, over workload and job satisfaction may be the main factors which affect to such rates According to the statistic of the Company, BA Dept reached the highest turnover rate and AD Dept ranks the second position

Job satisfaction is one of factors influencing to turnover intentions According to survey was conducted among employees at the Company, the rate of job satisfaction is acceptable The employees are not satisfied with their job in case of job stress they may face with However, this situation only takes place during the peak season when employees have

to work overload and it is irregular Besides, as mentioned above, job stress may be caused due to high turnover rate It’s quite difficult for the Company to timely recruit new employee replacing for employees who leave off work Thus, current employees must to receive handover and fulfill all tasks from others Whether the Company has found the new employees, job stress may be reduced In sum, job satisfaction is not completely positive related to turnover intention

Job characteristic is an important key in organizational outcomes like job satisfaction, Most of companies care about knowledge and experiences of candidates when hiring the employees While the employees may concern to company reputation when they apply for job, they even don’t mind whether they fit to the employee personality and value of work which brings to them Some employees stick to the Company for a long time because they prefer working in environment which fits to their personality So, when employees find the difference between individual and organizational, their characteristic is opposite with work values, they may intend for turnover However, the fit between the individual and organization has been discovered easily for the probation period During two months of the probation period, the employees realize that they may fit or not for job On the other hand, the job characteristics also can be approached in 2 aspects: unclear job description, repeated and boring works Some interviews shows that as the high work volume, in order to protect themselves the employees tends to pass the jobs that have unclear job description to the others and concentrate in their daily jobs With the huge number of clients they have to serves, their task area is limited and they cannot expand their knowledge and experience the

new field to find the work inspiration Gradually, they feel boring about their job and loss the inspiration to work Then, as the result, the exit interview showed that the employees in

BA Dept faced with the difficulties in maintaining their enthusiasm at work after 1-2 working years

In a general expression, this relationship looks like a circle problem:

On the perspective of employees in AC Dept and AD Dept., they are facing with the problems in developing themselves, or lack of assiduous and creative characteristics to work effectively Different with BA Dept., their jobs are stable and remain mainly the same from time to time The majority of employees in these departments are satisfied with their current jobs and behaviors so they have the tendency of maintaining their current working style

High turnover rate

Lack of suitable employees

Over workload

Pressure to the remaining employees

Loss enthusiasm with work

without any significant improvement As revealed by Ms Chi, manager of AC Dept and her staff, Mr Hoa, most of employees thinks that they want to maintain their stable life, do not want to take change which is similar to take risk, so that it is easier for them to balance their work- life It can be said that with low intrinsic motivation, the employees cannot fully express themselves, show their strength and potential abilities as well as they cannot recognize their weakness to improve it That is the reason why day by day, they feel boring

at work and become passive, do not want to strive and challenge themselves with the new things Low intrinsic motivation prevents employees to reach the high working effectiveness and reduce the profitability of the Company

One of the problem that is claimed by many interviewers is that the Company provides low performance appraisals It means the Company does not have the assessment system to evaluate the working of the employees as well as the reward package is evaluated as low comparing with the other Company From which it affects the desire of work of the employees They do not want to take risk and receive more jobs because they believe that even though they work harder or more effective, they still receive the same salary A staff of

BA Dept commented that as her colleague takes the maternity leave or quit job, she has to cover multiple tasks in the time of personnel shortage in a long time, she still received the same benefits as before She felt it not fair when the Company does not appreciate and evaluate her effort precisely She believed that in such case, no one is willing to take that challenges and share the burden with the Company In addition, an ex-employee of AC Dept mentioned about the undefined career growth for the employees Unfair compensation and

benefit package as well as unclear career growth are the main reason that he decided to find another opportunity outside the Company He admits the compensation and benefit are the motivation to push the employees’ performance and the Company satisfied it It can be said that the low intrinsic motivation prevents employees to have positive reactivity with their jobs, and develop themselves while their benefit requirement remains unchanged

In conclusion, there are several duplications in the result of the interviews, however they can be summarized into 03 potentials problems occurring in the Company They are over workload, low extrinsic motivation and low intrinsic motivation The table below shall provide the main interview result from 04 interviewees:

motivation

Low intrinsic motivation

The staffs complaint about the job stress and over workload

Staffs do not feel motivated at work Staffs protect themselves by rejecting other unclear defined tasks Staffs do not rearch or try new strategy in

order to improve working efficiency

Staffs do not feel enthusiasm with work, do not want to communicate with teammate, colleagues

Staffs just want to maintain their stable life, do not want to try new challenge, or take risk

of my colleage quited his job

I feel unfair when I’m paid the same while I have to do more tasks

Not interest at work

Table : Summary the interview result of potential problems

Firstly, regarding to the over workload of the employees, the main reason that leads

to the over workload of the Company is human resource shortage Currently, due to the limited Company’s scale, the Company does not have demand to establish the professional Human Resource Department which can itself conduct the completed recruitment process

In order to overcome this problems, the Company refers to outsource the recruitment to an professional Headhunter Company to find the skillful and suitable candidates Moreover, the Company also takes advantage of employees’ relationship by encouraging them to introduce their friends, acquaintances for the Company In this case, the Company shall pay the reasonable introduction fee corresponse with the position in the Company of the candidate Besides promoting the recruitment, the Company also changes its personnel strategy As the number of new clients increase, two or more employees are responsible for the same clients

so that they can support and assist each other With this arrangement, it is not necessary to have two or more employees with professional skill and knowledge With the aim of saving cost, new graduate students shall be recruited to support and assist their mentor The new strategy is apply and gain several achievements It is not only reduce the workload of the current employees, employees can substitute and support each other when the other leaves work, but also saving the training cost for new employees by learning and gaining experience during the working time By the above reasons, over workload in the Company is improving day by day so it is not considered as the most important potential problem to solve

Secondly, mentioned about the extrinsic motivation, Ariani, D.W.1 defined:

“Extrinsic motivation refers to activities that are engaged to ways to get the final result, gain

respect or avoid criticism, and not to satisfy the activity” and it is divided into three types: identified regulation (motivation to participate in activities to successfully gain new skills but not to enjoy the activity), introjection (motivation to perform well to avoid negative emotions such as anxiety or humility), and external regulation (motivation derived from the need to get rewards or punishment) Curently, the Company have operated recognition program for all the employees to set their target, doing mid-year and full year review The targets are set for both business result of all departments and employees objective to ensure the employees work efficiency and employee’s ability The recognition program forces employees to try their best to achieve their personal target and required a strong collaboration between departments to reach the Company’s objectives In addition, beside the insurance stipulated by the Government, the Company also have additional insurance policy which is fixed every year for 1-year employees and above This insurance policy allowes the empoyees to enjoy the 24/7 insurance package in a wige range of hopital and higher percentage of medical examination fee Salary budget is revised by the mother company every year to ensure that the employees receive appropriate salary

Finally, through the interview with managers, ex- employee and internal survey of the Company in 2017, it is reasonable to determine “low intrinsic motivation” as the potential problem of the Company and to do deeper investigation in term of company resource limitation From the investigation, low intrinsic motivation is affecting directly to company working quality and employee’s daily emotion, which leads to the demand to solve it timely from both Company and employees’ perspective In addition, from the interview, “low

intrinsic motivation” is recognized as the most important problem initial evidence to prove the existence and damage to work quality Taking consideration of the biggest concern from the interview, the research will focus on dealing with low intrinsic motivation

1 Problem definition

Motivation is one of the most important factors in any organization Chintallo & Mahadeo2 confirmed that all organization encounters the matter of motivation whether they are in public or private sector The research of Salman, M., Aamir, M., Asif, M., & Khan, I3defined “Motivation is about the ways a business can give confidence staff to give their most excellent” and “Motivation is the act of stimulating someone or oneself to achieve preferred course of action” In fact, this definition contributes basic idea for psychological research on people behavior, especially in working environment It can be understood that motivation is the best tool for improving performance in short term and in the long term Therefore, up to now, there are many research about the relationship between motivation and employee’s efficiency and organization efficiency For example, the research of Muogbo U.S4 showed

“Not only non-monetary motivation factors but also monetary motivations such as attractive salaries or pays act as a valuable tool and play an important role to increase employee's performance and also increase the productivity of an organization”

Together with the development of the international economic, many companies focus and spend all of their heart and mind to gain the customer loyalty, they ignore the employee motivation There is one thing that should be recognized that when the customers interact with the employees frequently and the behavior and attitude of the employees display the

image of the Company Therefore, “Company should move their attention towards the employee motivation Now the era of globalization companies face competition in the market, if company could not successfully motivate their employees, company will not exist

in the competitive environment of business” as Ahmad MF, et al.5 researched Deci & Ryan6 divided motivated behavior into two types: intrinsic motivation and extrinsic motivation In which, “The first deals with behavior performing itself, in order to experience pleasure and satisfaction in the activity, and has been called intrinsic motivation” and “the second, which involves performing behavior in order to achieve some separable goal such as receiving rewards or avoiding punishment, has been termed extrinsic motivation”

Deci & Ryan6 defined “Intrinsic motivation refers to voluntary activities or behaviors for their own desires and attaches to joy, satisfaction, interest, and enjoyable because of their participation” Moreover, the researchers also justify that the individuals promoted by intrinsic motivation are motived to find challenges and improve the ability to learn new things In addtion, Vallerand & Bissonnette7 stated “ intrinsically motivated individuals will participate voluntarily in activities and do not expect rewards” Clearly, intrinsic motivation

is good for the improvement of work creativity, work quality and job performance when people have internal desires to perform a particular task that gives them more pleasure, develops a particular skill, or satisfies their self- esteem Intrinsic motivation helps employees have more creativity and strong desire to perform their best ability and expect to receive good evaluations from their supervisors and business partners Therefore, intrinsic motivated employees are interested in explore new pathways and to take greater risks as Amabile et al8 discussed

Lindenberg9 ddifferentiates between two types of intrinsic motivation The first type is enjoyment-based intrinsic motivation This type is defined by the research of Deci, Koestner and Ryan10 as below: “People who experience enjoyment-based intrinsic motivation derive pleasure from the activity itself and often report a "flow experience" that makes them lose track of time” And the second type is introduced by Frey11 is obligation-/ challenge-based intrinsic motivation He believed that “Individuals feel better when they observe group norms, such as ethical standards, professional codes of practice, or norms of procedural fairness” and “People who experience obligation or challenge-based intrinsic motivation are prepared to follow the norms, even if those norms limit their self-interests-as long as these individuals accept the legitimacy of the norms, which can be an organization or a profession that frequently corresponds closely with its members' value systems”

First of all, the study regarding to the level of knowledge workers is dependent upon perception of job characteristics were investigated by Kumar13 Beaumont et al14 informed that kknowledge workers take the work such as research and development, advertising, education and professional services e.g., law, accountancy and consultancy Moreover,

theory assumes that a person's motivation to work arises from the characteristics of the jobs

he or she performs Results from interviews declared that detail jobs of accountants and HR are almost repeated everyday and it is not required any innovation In contrast, part of jobs

in BA Dept are always changed and transformed due to the demand of the clients and the remaining part of job description is still in unchanged situation The opinion of HR staff reveals that “HR job is naturally paperwork, they do not involve in the Company’s business which is not directly generate profit for the Company They participate in the Company activity as the back office to manage the human resource, support other departments and perform all requests from mother company, hence, they do not know the main operations of the Company and how do they work” Similar to HR department, the accountants also suffer the paper work The main function of this department is do the accounting jobs for clients Their main tasks are bookkeeping and prepare financial report As they have to do the same job every day, of course, they will feel demotivated The fact is that employees feel bored when performing a repeated list of actions in their daily work They also did not feel satisfied while working in a stressful environment In long time, it creates stagnation in people thinking and behavior

Secondly, as confirmed by the interviews, most of employees have poor ambition and almost do not want to prove for their abilities since their career development is not paid attention to They feel confused when the interviewer mentioned about their personal goal development and whether it is in line with company goal or not It is not a major task to build

up strength for employees in Company’s development orientation Less chance to have promotion or to expand working experience are the symptoms of low goal orientation In the

physical domain, Lee et al17 suggested that differences in goal orientations can affect intrinsic motivation by influencing perceived competence or autonomy People who are higher on task orientation and lower in ego orientation should experience feelings of competence, because judgment of ability is self-referenced and success is determined by learning and self-improvement Because these criteria are under the person's control, individuals higher in task orientation are expected to experience an increase in intrinsic motivation when activities are mastered In real life, they face difficulty on concentrating in the specific work and experiencing give-up feeling as not being master in the area they intend to investigate From time to time, the intrinsic motivation is going down and abraded The resulted feeling is that they “finish the work without considering which is good for their career development” as shared by legal executive In fact, career development and talent sustainability for employee level is not in the current focused list of the company, therefore employees may feel inertia

in their thinking and it constrains their intrinsic motivation

Thirdly, the Company cares about manager level by offering a more attractive rewards rather than employee level There is a deep decentralization in benefit system by level of employees, which may decrease intrinsic motivation of them In addition, the recognition from line manager is as important as from company as it is not frequent to get acknowledgement from organization, on-time compliment from line manager will have positive effects According to Oldham et al18, extrinsic and intrinsic motivation are not independent of each other Employee will work hard if he knows the results of his behaviors can satisfy certain needs, so organizations can motivate employees by some methods, which

methods of motivation Organizations know which methods motivate their employees more effectively Whereas verbal rewards tended to enhance intrinsic motivation, physical rewards (even when the rewards were given controllably) can have a negative impact on intrinsic motivation when they are offered to people for engaging in a task without consideration of any standard of performance (Cameron et al19) In reality of the Company, it is unable to provide specific physical reward as HR manager mentioned in in-depth interview, the Company tends to change to use in-time verbal recognition and reward to compensate to employees However, consultant employees claimed that they have not received deserved benefit and verbal recognition and compliment is not performed naturally to get it effect employee’s comprehension and activity Furthermore, there is no basic standard for manager

to perform the encouragement without being selfish and biased The HR staff has pressed the comment that company has not use effectively the “in-time encouragement and oriented employees to reach personal success” It naturally increases the feeling of dissatisfaction and therefore, employee’s intrinsic motivation decreased accordingly

Finally, motivational climate was the strongest predictor of enjoyment/interest and pressure/tension subscales Researchers have identified a mastery motivational climate as being associated with higher levels of intrinsic motivation according to Seifriz et al20 Comparing with the real situation of the Company, even empowered employees are one of the key elements leading to success, it is not performed clearly by BA Dept There is not confidence from employees to express their own idea to improve working environment and they tend to maintain the norm of current condition In addition, company did not have much competition for employees to show their skills or innovation through projects After a long

time, “employees’ willing and effort should be affected” has been mentioned by the former analyst

Overall, from results of interview, job characteristic, goal orientation, verbal recognition and compliment and motivational climate are considered as potential causes to employee’s low intrinsic motivation in the Company

According to the impact of the problems, many interviewees revealed that they care about two main valid cause: Job characteristics and performance appraisals Employees feel easier

to adapt gradually to the change instead of applying mass transformation in every working aspect The basic action to show company’s goodwill to enhance employees’ working quality

is to allocate and to have clear job description for staffs It is basic and effective tool for functional employees to reassess their value and mission in conjunction with Company’s development Besides, verbal recognition and rewards should be built up as a connection between management team and employees rather than its felicitation It could be communicational bridge to deliver employees’ aspiration to managers as well as sending hope and encouragement to staffs

They also claimed that maintaining personal goal orientation following company’s development requires long steps and much more improvement since it should be review annually to reflect correctly the change of business condition Likewise, motivational climate improvement in the company cannot be applied for employees only It should be built as one

of big action program for whole company to take part in to develop competition while maintaining collaboration It is in line with the limited budget for the first time company