How to Motivate the Employees in Taiwanese Multinational Corporations Operating in Vietnam
Main Article Content
Abstract
Abstract
The study draws on recently gathered data about 210 employees of seven Taiwanese enterprises operating in the Northern Vietnam, includingHanoi, Bac Ninh and Thai Binh provinces. The data was analyzed using mean item score and Spear correlation matrix. The analysis results show that: (1) The average score of human resources index is about 3.4527, in which relationships, organizational effectiveness and organizational objectives factors are highest; (2) The top five motivating factors with highest satisfaction are included work safety, interpersonal relationships, social aspect of important work, helping others work, and social security; (3) There is a significant positive correlation between insensitive satisfaction and human resources index. Based on these analysis results, this study proposes some solutions to improve human resource management in Taiwanese multinational corporations operating inVietnam.
Received 17 May 2016, revised 9 June 2016, accepted 28 June 2016
Keywords: Motivation, Taiwanese multinational corporations, Vietnam, human resources index, satisfaction.References
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Saari, L. M. Judge, T. A., “Employee attitudes and job satisfaction”, Human Resource Management, 43 (2004), 395-407.
[2] Thomas, D. C., Essentials of international Management. USA: Sage Publications, 2002.
[3] Friedman, B. A., “Globalization Implications for Human Resource Management Roles”, Employee Responds Rights Journal, 19 (2007), 157-171.
[4] Pfeffer, J., The Human Equation. Boston, MA: Harvard Business School Press, 1998.
[5] Bjorkman, I., Xiucheng, F., “Human resource management and the performance of Western firms in China”, International Journal of Human Resource Management 13 (2002), 6.
[6] Chilton, K., “Lincoln Electric’s incentive system: Can it be transferred overseas?”, Compensation and Benefits Review, 25 (1993) 6, 21-30.
[7] Nam Anh, “The number of strikes of Taiwanese companies in Vietnam are the largest”, http://vneconomy.vn/20110517043745390P0C5/doanh-nghiep-dai-loan-dang-dan-dau-ve-dinh-cong-tai-viet-nam.htm
[8] Hong-zen Wang, “Asian Transnational Corporations and Labor Rights: Vietnamese Trade Unions in Taiwan-Invested Companies”, Journal of Business Ethics, 56 (2005) 1, 43-53.
[9] Dutta, A. et al., “On the road in Vietnam: Sizing up the next Asian Tiger” CLSA Asian-Pacific Markets, Economist Intelligence Unit - Vietnam country Commerce report (April 2006), http://www.eiu.com/report_dl.asp?issue_id=390371224&mode=pdf.
[10] Robbins, S., Organizational Behavior (9th ed.). New Jersey: Prentice Hall Inc., 2001.
[11] Madsen, K. B., Theories of Motivation (4th ed.). Ohio: The Kest State University Press, 1986.
[12] George, J. M., Jones, G. R., Understanding and Managing Organizational Behavior. Reading. Massachusetts: Addison-Wesley Publishing Company, 1996.
[13] Newstrom, J. W., Davis, K., Organizational Behavior: Human Behavioral Work (9th ed.). New York: McGraw-Hill, Inc., 1993.
[14] Mullins, L., Management and Organizational Behavior (2nd ed.). London: Pitman Pub., 1989.
[15] Huang, X. Van de Vliert, E., “Where intrinsic job satisfaction fails to work: national moderators of intrinsic motivation”, Journal of Organizational Behavior, 24 (2003) 2, 159-179.
[16] Robert, C., Probst, T. M., Martocchio, J. J., Drasgow, F., Lawler, J. J., “Empowerment and continuous improvement in the United States, Mexico, Poland, and India: Predicting fit on the basis of the dimensions of power distance and individualism”, Journal of Applied Psychology, 85 (2000) 5, 643-648.
[17] Ali Halici, Gülten Yurtseven, “Importance of the motivational factors affecting employees satisfaction”, International Business Research, 5 (2012) 1.
[18] Pool, S. W., “The relationship of job satisfaction with substitutes of leadership, leadership behavior, and work motivation”, The Journal of Psychology, 131 (1997) 3, 271-283.
[19] Tsai, P. C. F., Yen, Y. F., Huang, L. C., Huang, I. C., “A study on motivating employees’ learning commitment in the post-downsizing era: Job satisfaction perspective”, Journal of World Business, 42 (2007) 2, 157-169.
[20] Igalens, J., Roussel, P., “A study of the relationship between compensation package, work motivation and job satisfaction”, Journal of Organizational Behavior, 20 (1999) 7, 1003-1025.
[21] Cummings, T. G., Bigelow, J., “Satisfaction, job involvement, and intrinsic motivation: An extension of Lawler and Hall's factor analysis”, Journal of Applied Psychology, 61 (1976) 4, 523-525.
[22] Orpen, C., “Interactive effects of work motivation and personal control on employee job-performance and satisfaction”, Journal of Social Psychology, 134 (1994) 6, 855-856.
[23] Shuming Zhao, “Across-cultural study of organization culture in Four National cultures”, USA-China Business Review, Inc., USA, 3 (1994) 5 (Serial No. 18).
[24] Ryan, A. M., Schmit, M. J., Johnson, R., “Attitudes and effectiveness: Examining relations at an organizational level”, Personnel Psychology, 49 (1996).
Saari, L. M. Judge, T. A., “Employee attitudes and job satisfaction”, Human Resource Management, 43 (2004), 395-407.