UNIVERSITY OF SUNDERLAND

RESEARCH PROJECT
THE IMPACT OF TALENT MANAGEMENT ON EMPLOYEE
MOTIVATION IN MOCAP VIETNAM JOINT STOCK COMPANY

ACCESSOR: NGUYEN MINH TUAN

WRITTEN BY: PHAM HUU KHAI
ID NUMBER: B180032
2nd ASSIGNMENT OF RESEARCH PROJECT
TITLE: A2: TALENT MANAGEMENT

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Abstract

When the economy is growing, people also become the most important asset of an enterprise,
deciding the existence of that business. Because people are the most important factor for business
success. Therefore, investing in human development for the economy in general and for each
enterprise in particular is an urgent issue in every stage of economic development and in every
stage of business development. Therefore, businesses how to turn human resources into a strong
advantage in both quantity and quality, becoming a strong weapon for the development of the
business. To do so, it is required that leaders have appropriate policies to motivate human
resources. Especially during the Covid 19 pandemic, employee motivation is an important factor
in retaining talents and still promoting their effectiveness at work. The study was conducted with
the aim of identifying and discovering the factors of talent management that affect the work
motivation of employees at Mocap Vietnam Joint Stock Company. The author has collected data
through a survey of 180 office workers working at Mocap company. The study analyzed the results
collected from observations including: descriptive statistics, good examination factor analysis
(EFA), Pearson correlation coefficient; regression analysis and hypothesis test. The research
results show that the factors are detected and arranged in order of decreasing influence: (1) Salary,
(2) working condition, (3) relationships with colleagues and finally (4) relationships with
superiors. In which, Salary is the element of talent management that has the greatest influence on
the motivation of employees at Mocap company. Other issues and governance implications will
be discussed in this paper

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Contents
Abstract .......................................................................................................................................... 2

CHAPTER 1 .................................................................................................................................. 5

1. Background of the study ................................................................................................... 5

2. Problem statement ............................................................................................................. 6

3. Research objectives and aims ........................................................................................... 7

4. Research question .............................................................................................................. 8

5. The layout of the study ...................................................................................................... 9

CHAPTER 2 ................................................................................................................................ 11

2.1. Theoretical Background .................................................................................................. 11

2.1.1 Definitions of Terms ................................................................................................. 11

2.1.2. Theories relate to this topic...................................................................................... 13

2.2 Review of the previous studies ........................................................................................ 25

2.3 Research Model ................................................................................................................ 30

2.4 Hypotheses Development................................................................................................. 30

2.5 Research Model after Modification ................................................................................ 33

CHAPTER 3 ................................................................................................................................ 34

3.1 Research approach........................................................................................................... 34

3.2 Sampling method ............................................................................................................. 35

3.3 Variable measurement..................................................................................................... 36

3.4 Data collection strategy ................................................................................................... 39

3.5 Statistical model ............................................................................................................... 39

3.5.1 Descriptive statistics ..................................................................................................... 39

3.5.2 Reliability Analysis ...................................................................................................... 40

3.5.3 Exploratory Factor Analysis (EFA) .......................................................................... 40

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 3.5.4 Pearson Correlation Coefficient ................................................................................ 41

3.5.5 Regression analysis...................................................................................................... 41

CHAPTER 4 ................................................................................................................................ 43

4.1 Company profile............................................................................................................... 43

4.1.1. Introduction to Company ........................................................................................ 43

4.1.2 Company Performance Analysis ............................................................................. 44

4.2 Descriptive Analysis ......................................................................................................... 47

4.3 Reliability Test ................................................................................................................. 48

4.4 Exploratory Factor Analysis (EFA) ............................................................................... 52

4.5 Correlation Analysis ........................................................................................................ 62

4.6 Regression ......................................................................................................................... 64

4.7 Hypothesis Test ................................................................................................................ 71

CHAPTER 5 ................................................................................................................................ 74

5.1. Summary of findings........................................................................................................ 74

5.2. Managerial Implication ................................................................................................... 78

5.3. Limitation and Recommendation for further researches ............................................ 82

5.4. Lessons from this research findings ............................................................................... 83

Bibliography ................................................................................................................................. 85

APPENDIX: QUESTIONAIRE ................................................................................................ 90

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 CHAPTER 1
This first chapter sets up the thesis work to highlight the research and theoretical basis
of the research before discussing the problem, research objective, research object and scope,
background of study, research methods and research questions. This chapter will help readers
easily access the content as well as the presentation in this thesis.

1. Background of the study

Currently, the economic situation in Vietnam in 2020 is considered a year of great

difficulties and challenges for the world economy in general, including Vietnam. The world
economy is forecasted to have the most severe recession in history, with the growth of major
economies all falling deeply due to the negative impact of the Covid-19 epidemic. However,
Vietnam's economy still maintains growth with an estimated GDP growth rate of 2.4%.
Accordingly, the economic growth rate in the period 2016-2019 is quite high, averaging 6.8%/year.
In 2020, although the economy was heavily affected by the Covid-19 epidemic, economic growth
in 9 months of 2020 reached 2.12%, expected to reach 2% growth for the whole year- 3%. (Dung,
2021). Thereby showing that the reality of Vietnam's economy is developing, but with many
challenges and difficulties for businesses, so people also become the most important asset of an
enterprise, determine the existence of that business. Moreover, people are the most important
factor for business success. Therefore, investing in human development for the economy in general
and for each enterprise in particular is an urgent issue in every stage of economic development and
in every stage of business development. Today, in the harsh conditions of the market, competition
for resources is always a hot issue in businesses. To be able to maintain a loyal, enthusiastic and
dedicated team, motivating employees is an important factor, which should be paid attention to
and effectively utilized by managers. business operations and development. In addition, most
businesses focus on human resources, which is always considered an important and core factor to
help the organization survive and develop. Employees are motivated, they work with high
productivity, the rate of leave and leave is low. The idea of talent management and employee
motivation is one of the most important topics when it comes to talent management. Besides, talent
management includes all the work processes and systems involved in maintaining and growing a
high-level workforce for the business. This responsibility places a manager's responsibility on
recruiting, continuing to develop, and retaining senior staff. In some organizations, only the top

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potential employees are included in the talent management system. In other companies, every
employee is included in this system. In addition, not only is it a part of HR strategy, talent
management is also a business strategy and must be fully integrated in all employee related
processes of the organization. In a talent management system, attracting and retaining talented
employees is the duty of every member of the organization, especially the management levels who
have employees under them. An effective strategy also includes sharing information about talented
employees and their potential for career growth throughout the organization. This allows different
departments to identify talent when there are opportunities or vacancies to fill. In a market like
Vietnam, companies need to take a longer-term view and make commitments to their talent
management strategy. In the long term, if employees are promoted, from low-level to mid-level
even senior management and gain experience, their value will increase significantly (sam.edu,
2020). Through the issues mentioned above, it shows the constant competition in all fields along
with the development of the Vietnamese economy. Therefore, businesses how to turn human
resources into a strong advantage in both quantity and quality, becoming a strong weapon for the
development of the business. To do so, it is required that leaders have appropriate policies to
motivate human resources. As a company operating mainly in the service sector, Mocap Vietnam
Joint Stock Company with a young, enthusiastic, dynamic and strong workforce is an important
factor creating a competitive advantage in the industry. Although Mocap Vietnam Joint Stock
Company has a young, enthusiastic and dynamic staff, there is no breakthrough in work. Therefore,
the study will refer to the factors of talent management affecting the work motivation of employees
at Mocap Vietnam Joint Stock Company - Ho Chi Minh City Branch. Ho Chi Minh is essential.
Furthermore, the survey only suggested to Mocap VN employees about 150 to 300 people. (BINH,
2019)

2. Problem statement
Currently, the trend of Call center and BPO industry in Vietnam is still considered as
potential and developing because of high-performance employees and low labor costs. However,
because of that, it will lead to competition for human resources and companies. In addition,
whether employee productivity and motivation are effective or not will be influenced by several
factors of talent management. Moreover, now, because of the cause of the Covid 19 epidemic, it
has more or less affected businesses as well as the company's labor force. MOCAP Vietnam Joint
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Stock Company With a team of enthusiastic leaders, professional staff and experienced experts
from Japan, MOCAP Vietnam is striving to become a leading company in the field of supplying
call-center services and outsourced services - BPO in Vietnam. However, at present, Mocap has
nearly 1,000 employees, but the motivation of the employees is not high. This is reflected in the
slow progress of the work, low self-discipline and commitment to perform the job well of the
employees. This phenomenon has affected the business situation of the company recently. The
effects of employee motivation by several factors such as job stability; interesting job; working
conditions; career advancement and development; high salary; attachment of superiors to
employees, etc. At Mocap VN, the article shows that there are a few factors of human resource
management that have a direct negative impact on low employee motivation, that is salary and
career development conditions. These factors have reflected the reality and expressed in the plural
for the current employees who still have low productivity and work motivation, so it is highly
appreciated and has important implications for this research. In addition, because of the outbreak
of covid 19 again, many employees have to quit or reduce their salary, etc. It is these things that
have affected the exploitation and use of talent in today's increasingly fierce competition. To solve
this problem from the root, it is necessary to understand clearly what factors or groups of factors
affect the motivation of the team, from which to make recommendations on solutions to improve
work efficiency Work and motivation of employees at Mocap company. With the above reasons
shows how important business factors are affected, in order to better understand the reality of
Mocap VN's motivational activities, the achievements as well as limitations in the motivational
activities of the enterprise, from which to come to the conclusion, drawing lessons as well as
appropriate solutions and recommendations, I will conduct research and implement the thesis topic
"The impact of talent management on employee motivation in Mocap company". (BINH, 2020)

3. Research objectives and aims

The overall research aim of the topic is to identify and measure the factors of talent
management that affect the work motivation of employees, assess the importance level at Mocap
Vietnam Joint Stock Company in order to propose solutions and management implications to
motivate employees to work more effectively. Moreover, this research paper provides theoretical
foundations and overarching concepts related to talent management and employee motivation.

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Finally, the results of the study will be clearly outlined in the Conclusions and Recommendations
chapter. The goal of this study will be to help Mocap company improve their employees' work
motivation as well as their employee retention, performance, satisfaction, enthusiasm and loyalty
to their workplace. In addition, Specific objectives are: (Sang, 2019)

✓ Research theoretical bases related to factors of talent management affecting employee's

work motivation.

✓ From there, determine the factors of talent management affecting the work motivation of
employees at Mocap Vietnam Joint Stock Company in order to choose research directions
and strategies to create motivation for employees.

✓ Measuring by quantitative method and assessing the influence of factors of talent

management on employee motivation at Mocap Vietnam Joint Stock Company in order to
draw advantages and disadvantages and the reasons for limiting employee motivation.

✓ Based on reports and results, propose solutions or some recommendations mainly to meet
needs, satisfy employees, retain employees and improve the working motivation of
employees at Mocap company, helping employees work more efficiently.

4. Research question

Based on the research objectives mentioned above, the following research questions are asked:
(Le, 2021)

1. What factors affect employee motivation under talent management practice at Mocap
Vietnam Joint Stock Company?
2. How is the impact level of factors on employee motivation under talent management
practices at Mocap company?

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 3. What talent management implication should be applied to enhance employee motivation
at Mocap company?

5. The layout of the study

Chapter I: INTRODUCTION

The content of this chapter will be the introduction of the reason for choosing the topic, the research
objectives, the research objectives, the object and scope of the research, the problem statement,
the research method and the layout of the thesis.

Chapter II: LITERATURE REVIEW

The content of this chapter presents the meaning of talent management and employee motivation,
provides theoretical foundations related to the research topic as well as talent management and
components of work motivation from the researcher's point of view. From there, it serves as a basis
for building research models and developing hypotheses.

Chapter III: METHODOLOGY

The final chapter will detail methods for research including research methods, sampling methods,
data collection strategies, statistical models, building and coding the scale to measure the research
concept.

Chapter IV: Research results

The content of this chapter will present the research results and tests. At the same time, the author
also discusses the research variables according to the results compared with similar studies and
practices at enterprises.

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Chapter V: Conclusion and managerial implications

The content of this chapter will summarize the research results, offer solutions and propose
managerial implications, highlight the limitations of the research and give new research directions
for future studies.

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 CHAPTER 2
Chapter 2 is particularly focused on reviewing and providing the theoretical foundations of this
research topic. Thereby, redefining domestic and foreign research models related to the factors of
talent management affecting employee's work motivation in order to select consensus factors.
From there, based on the analysis and specific description of how those factors affect the
employee's work motivation to develop hypotheses and propose research models. A modified
model will be presented at the end of this chapter to summarize this theoretical review.

2.1. Theoretical Background

2.1.1 Definitions of Terms
Talent management
❖ What is talent?

Talents can be understood as those who carry in themselves a noble ideal, have
creativity and intelligence to develop that creativity, and at the same time contribute to the
intellectual enrichment of the country and humanity. Talent is someone who has deep knowledge,
knows how to use that knowledge in organizing resources to create benefits for individuals,
organizations and the country. Factors affecting talent are innate factors, natural-social
environment and factors in the process of formation and development of each individual.
(vieclamquantri, 2019)

❖ The definition of talent management

Talent management is an organization's commitment to recruiting, retaining and

developing top talent in the labor market, including all work processes and systems related to
employee and development. talent.

Talent management is a business strategy that organizations hope to help bring in top
talent pools. This is also a strategy to ensure talent attraction in the competition in the current
recruitment market.

When an HR person tells an employee that they are one of the many potential
candidates for talent management at the company and that they will have the opportunity to

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develop professionally, that's when the HR manager is the right person to work with. HR is trying
to attract the best talent. Studies show that the opportunity for continued growth is one of the main
motivations for employees to stay at their current company. (CAREER, 2021)

Employee motivation
❖ The definition of employee’s motivation

Work motivation is the psychological process that orients the individual towards a
certain purpose, usually an internal impulse. In an enterprise, employee's work motivation is the
internal factors that stimulate them to work actively to create productivity, quality, high efficiency,
towards achieving the goals of the employer. (Anh, 2019)

Work motivation is tied to the specific job, organization and working environment.
Manifestations of work motivation are the willingness and enthusiasm for work, the desire and
voluntary dedication to achieve the goals of the organization as well as of the employees. Of
course, productivity and efficiency also depend on many other factors, such as employees' ability,
facilities and resources to do the job... One can clearly see the extent of the impact of individual
employee motivation to improve organizational performance. (Anh, 2019)

• Types of labor motivation

Usually there are two types of motivation, internal motivation and extrinsic motivation

- Extrinsic motivation: are external factors that cause employees to act towards the completion
of a task or job goal. They are usually punishment or reward.
- Intrinsic motivation: motivation that comes from personal satisfaction about the job itself. It is
the satisfaction when an individual performs a job well or achieves the set goal, when the
individual feels that his or her work has made a great contribution to the enterprise.

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 • Motivation to work

Motivation is the application of policies, measures and management methods that

affect employees, the working environment and surrounding relationships in order to make
employees motivated. work, more satisfied with work. (Anh, 2019)

Motivating employees to work will make employees motivated to work, they will put
all their abilities to perform the assigned work, achieve the goals of the enterprise, meet and satisfy
the needs, increase employee's job satisfaction and employee's engagement with the enterprise.
(Anh, 2019)

2.1.2. Theories relate to this topic

Theories related to talent management
❖ Talent management strategy

To attract, develop and retain organizational talent, eight key strategies are devised:

First – Clear definition of purpose and direction. Everyone wants to be paid for what
they do, but good employees want to be part of an organization that represents something that
gives them personal satisfaction and meaning. When an organization has a clear sense of direction
and purpose, people are ready for more. Many organizations are now allowing their employees to
spend time with nonprofits, or to spend time outside working hours for a living improvement
organization. (San, 2021)

Second – Care management. Communication skills are an essential element of high

employee retention rates. Every employee wants to be taken care of by their superiors. However,
poor “soft skills” are one of the biggest factors that cause employees to leave the organization.
(San, 2021)

Third – Flexible benefits and timing tailored to individual needs. In today's workplace,
rules are flexible. There is an approach to fit all benefits that has long since lost its effectiveness.

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Workers will move to a company whose benefits and working hours help them meet the demands
of life, whether they are single parents, adults taking care of elderly parents, elderly workers, young
workers, part-time workers or remote workers. (San, 2021)

Fourth – Open communication. Everyone is interested in information, and they want

it immediately. High-performance workplaces place a high priority on delivering the right
information to the right people at the right time using the right methodology. Companies leave
employees at risk of a lack of information that reduces motivation – not to mention affects their
ability to adapt in the marketplace. (San, 2021)

Fifth – Dynamic working environment. People want to enjoy their work. They avoid
boring, bureaucratic, lifeless work environments. That's why high-performance environments
don't bother with traditional ways of working. They find new ways to make work more attractive
to workers. They also request, listen to, and implement ideas and suggestions from their
employees. (San, 2021)

Friday – Performance Management. It is becoming more and more difficult to find

competent workers with good attitude and work ethic. So, knowing how to manage performance
is important. Performance management includes new skills, tools, techniques, and processes to
align individual behavior with business goals. (San, 2021)

Saturday – Rewards and Recognition. Everyone needs to feel appreciated. Rewards

and recognition programs help fill that need. A workplace that rewards and recognizes people with
greater productivity and loyalty can produce better outcomes that lead to organizational success.
(San, 2021)

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 Finally – Training and development. Many employees are only looking for a
paycheck, while the best employees are looking for opportunities. They desire to improve their
ability to contribute and succeed by honing their skills and potential. Training and development
give people more control and ownership over their work, making them better able to take care of
customers and create better management-employee relationships. (San, 2021)

❖ Talent management model

Figure 1: the model of talent management (source: online)

Stage 1: Planning

The talent management planning phase consists of three main components:

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 ₋ Understand organizational/business strategy
₋ Evaluate and measure/analyze
₋ Manpower planning

Before developing the workforce plan, a review of previous initiatives, an assessment

of human resources and talent and performance to date, is carried out. The workforce plan is then
developed based on the current workforce situation and the desired future state. Manpower
planning ensures employing the right people, at the right time with the right skills, and working
strategically. In other words, workforce planning translates business strategy into organizational
talent needs. The planning phase addresses needs across the organization and is proactive, rather
than reacting to the needs of just a few units. The plan allows the organization to become more
integrated, instead of working in isolated departments, and make the best use of the resources
available to it, including human resources. (San, 2021)

Stage 2: Attracting

₋ Attracting personnel to the company includes:

₋ Employee value proposition
₋ Marketing
₋ Talent recruitment
₋ Advisory

Organizations that understand what their value is to potential employees will often
develop an employee value proposition (EVP). EVP presents employees with a realistic, yet
aspirational statement of the value the organization can bring to employees. (San, 2021)

Depending on the manpower plan and the amount of talent an organization needs to
attract, a marketing strategy is developed. This can be as simple as an online announcement of
available positions, or holding a recruitment event. EVP is part of the marketing strategy, as well
as the overall brand of the organization. (San, 2021)

Talent acquisition also forms part of the talent management attraction, and it is often
recruitment, done strategically. Instead of asking, “Is this person a good fit for the role?” An

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organization will ask, “Is this person not just a good fit for this role, but for the company as a
whole, and for what future roles they could fill?” – JP Medved, Capterra. (San, 2021)

Attraction would also include whether an organization chooses freelancers or

consultants over employees for some projects or roles. (San, 2021)

Stage 3: Development

Development includes:

✓ On-boarding
✓ Performance Evaluation / Management
✓ Learning and growing
✓ Competency Framework
✓ Career path

Employees in a well-structured on-boarding program are 69% more likely to stay with
an organization after 69 years. In particular, the first three months of employment are critical to
determining whether an employee will stay with an organization and whether they will be engaged
and productive while they are hired. This means it's important to create the best possible transition
into the workplace and clearly communicate the business vision, culture, and role responsibilities
as soon as possible to new employees. (San, 2021)

Performance management processes are important for aligning talent with the work
requirements, culture, and overall strategy of an organization. Usually performance reviews are
done annually, however an organization depending on their culture and needs may have more
casual discussions on a bimonthly or quarterly basis. Performance reviews are beneficial for
clarifying expectations and also initiating and formalizing growth opportunities. (San, 2021)

One approach to talent development could be to focus development on key roles who
demonstrate high productivity and high potential, while creating a clear path for all employees to
have the opportunity to develop. development based on the situation and needs of the organization.
(San, 2021)

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 A competency framework clarifies employees' clear expectations, outlines the
development requirements needed to move into certain roles they may be interested in, and it
makes the development and selection process easier. fairer and more objective. (San, 2021)

A career path is a form of succession planning and incentive for talent to stay in an
organization, knowing that there are clear steps in the direction they want to go. (San, 2021)

Stage 4: Retention

✓ Retain regarding:
✓ Cultural
✓ Income strategy

Culture is an ongoing commitment and can change over time. This is then linked to
an organization's attractiveness to potential candidates and current employee retention rates as well
as overall business performance. (San, 2021)

Based on the workforce plan, an organization can determine what their earnings
strategy is to attract and retain the talent they need to achieve their business goals. Talent
management involves the strategic use of recognition and rewards, often associated with
identifying high-potential and high-performing people, as well as key and highly specialized roles.
(San, 2021)

Retaining top talent is important as it can save additional recruiting costs associated
with hiring new employees, it can also save the time it takes for an employee to get on the job.
(San, 2021)

Stage 5: Transfer

Transfer includes:

✓ Succession plan
✓ Internal flexibility
✓ Retirement

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 ✓ Knowledge Management
✓ Interviews

Succession planning is a part of workforce planning that can be done when there are
unexpected changes in the workforce. Succession planning is a proactive measure and considers
the amount of time it takes to develop talent for a particular role or to bring someone outside. (San,
2021)

Succession planning may also take into account internal movements or mobility, or
may plan for such mobility if determined to be the most appropriate solution. To keep talent within
the organization, it must have a strategy and processes in place, allowing for internal mobility.
(San, 2021)

Before talented employees retire, meaning that as an employer, an organization that

can be proactive and plan for gaps in key roles will be available and can also support their
employees in advance planning for their future. (San, 2021)

When people leave, a lack of a knowledge management plan can lead to a significant
loss to the organization, reduce innovation, reduce growth, and reduce efficiency within the
organization. Having a plan ahead of time and having a reasonable idea of where employees will
be leaving allows the organization to implement a plan to transfer knowledge and retain valuable
information. (San, 2021)

Interviews are an opportunity to gather information on how to continuously improve

the organization. Some talents may consider returning to the organization, the interview is an
additional way to let employees know that you value their feedback and perspectives, thus creating
a relationship make it easier for top talent to return. (San, 2021)

Theories related to employee motivation

❖ Maslow's hierarchy of needs (1943)

Maslow's hierarchy of needs is a well-known model of human psychology and

motivation, named after the psychologist Abraham Maslow, who introduced research and
development on this model starting in 1943 in the article. wrote A Theory of Human Motivation.

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Besides, according to Maslow, human needs are classified into two main groups: basic needs
(Basic needs) and advanced needs (Meta needs). When basic needs such as eating, drinking,
sleeping, resting ... are met, people will gradually move to higher needs such as the need for safety,
respect, reputation, status... Based on this, Mr. create a demand pyramid. In addition, Maslow's
hierarchy of needs (or Maslow's hierarchy of needs) is a motivational theory in psychology,
consisting of a five-tiered model of the pyramid representing natural human needs that develop
from basic needs. to the higher needs: physiology -> safety -> love/belonging -> esteem -> self-
actualization. (Huyền, 2019)

The meaning of Maslow's pyramid is applied in many fields such as business

administration, human resource management, Marketing and life. The pyramid explains human
behavior that they themselves are not aware of. The following are the 5 levels of Maslow's
hierarchy of needs and the applications of this model in marketing, management, education and
life are shown below: (Huyền, 2019)

Figure 2: the chart show Maslow's Hierarchy of Needs (source: online)

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 The 5 levels of Maslow's hierarchy of needs are developed in order from bottom to
top, corresponding to needs from basic to more advanced. Maslow believes that the first 4 needs
stem from a lack, so there is a need to fill this desire (Basic needs). However, with need number
5, it does not come from lack of need, but from the natural desire of people to develop themselves
(Meta needs). (Huyền, 2019)

• Physiological Needs

Physiological needs are the most basic needs, which must be met so that people can
live, survive and move towards the next needs in Maslow's hierarchy of needs. Besides, it also
includes needs such as breathing, food, water, clothing, shelter... When these needs are satisfied,
people can function and develop well. (Huyền, 2019)

• Safety Needs

The next need that Maslow mentioned in this hierarchy of needs is security. This
makes perfect sense because physiological needs help people to survive, then next they need
something to ensure maintenance and help them feel more secure to develop. These needs include
physical safety, health, home security, financial or employment security, and safety in the home.
(Huyền, 2019)

• Love/Belonging Needs (social needs)

When their basic needs are fully met, they begin to want to expand their relationships
such as friendship, love, partners, colleagues... This need is expressed through relationships.
relationships such as family, friends, lovers, clubs, etc. to create a sense of belonging and
closeness, helping people to feel less lonely, depressed and anxious. (Huyền, 2019)

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 • Esteem Needs

At this level, human needs refer to the desire to be valued and accepted by others.
They begin to make efforts, trying to be recognized by others. This need manifests in a person's
self-esteem, respect, confidence, trust, trust, strength, competence, independence, freedom, and
level of success. (Huyền, 2019)

• Self-Actualization Needs

This is the highest human-need, it is located at the top of Maslow's hierarchy of needs.
When you have satisfied all your needs on the 4 levels below, the need to express yourself for
recognition, begins to appear. And Maslow said that this need does not come from the lack of
something like the above 4 needs, but it comes from the human desire to develop. (Huyền, 2019)

❖ Herzberg's two-factor theory

This theory is considered as the "guideline" of managers for the management and
motivation of employees. Thanks to this theory, managers realize the importance of the system of
individual needs to affect labor motivation. To motivate employees, managers must understand
and know where that employee is in the five levels of needs and meet those needs for employees
within the allowable conditions of the organization. (Giang, 2019)

Hygiene factors are factors that cause dissatisfaction in the workplace. They are
factors external to or independent of the work; and is related to things like wages, job stability
(ability of employees to keep their jobs, not get fired), corporate policies, working conditions,
leadership competence and relationships between supervisors, subordinates and colleagues.
(Giang, 2019)

The second group is the motivator. They are tied to employee motivation and arise
from the intrinsic conditions of the job, which depend on the job itself. Factors of motivation

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include responsibility, job satisfaction, recognition, achievement, growth and promotion
opportunities. (Giang, 2019)

Figure 3: Two Factor Theory of Motivation (source: online)

In summary, Herzberg's theory has given the factors affecting motivation and
satisfaction of workers. They have an impact on the design and redesign of jobs in enterprises. But
this theory is not feasible because of the reality for the workers. These elements are not separate
from each other, but they work and exist in parallel. (Giang, 2019)

❖ Vroom's expectancy theory - Victor

Expectation theory was proposed by Victor Vroom (a professor at the Yale School of
Business Administration (and a Doctor of Science at the University of Michigan) in 1964, then
revised and supplemented by a Other scholars, including Porter and Lawler (1968). Unlike Maslow

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and Herzberg, Vroom did not focus much on needs, but mainly on results. Maslow and Herzberg
based their research on the relationship between needs. intrinsic need and effort produce results to
satisfy that intrinsic need, while Vroom separates effort (which arises from motivation), action and
effectiveness. People's work is not necessarily determined by reality but it is determined by
people's perception of their expectations for the future. Vroom's theory explains why people are
motivated to do things. This is the most widely used theory in motivational theories. Vroom holds
that human behavior and work motivation are is determined by people's perceptions of their
expectations for the future. In addition, it is also a very important theory in the theory of human
resource management (OB), complementing the theory of the pyramid of needs of Abraham
Maslow in addition to the theory of fairness.

V. Vroom's expectation theory is built according to the formula:

M=ExIxV

₋ M - Motivation is the motivation to work

₋ E - Expectancy is expectation. It is the belief of workers that their efforts in a particular job
will lead to good results. This concept represents the relationship between effort and
performance.
₋ I - Instrumentality is the tool. Employees have a belief that good results will lead to decent
rewards. This concept represents the relationship between results (performance) and
rewards (outcome/rewards).
₋ V - Valence is value. Value represents the importance of the reward to the person doing
the work, is the personal value assigned to the reward received. This concept is expressed
through the relationship between rewards (rewards) and personal goals.

Vroom believes that employees are motivated only when their perception of all three
concepts or relationships is positive. In other words, when they believe their efforts will produce
better results, that outcome will lead to a rewarding reward that is meaningful and aligned with
their personal goals.

24
Thus, in order to motivate employees, managers must learn the individual's thought process to help
maximize E, I, and V to make employees aware of the relationship between effort and achieved
results, results with rewards and rewards must meet employee needs.

The cycle of expectations theory has 3 steps: Effort => Performance => Rewards.

Figure 4: Expectancy Theory (source: online)

2.2 Review of the previous studies

This section will provide research models of the authors who have studied related to
the topic the impact of talent management on employee motivation in Mocap company Vietnam.
In other words, it also provides fundamental research models and identifies theories and important
factors that affect employee motivation. It also contains an explanation of how the problem being
investigated relates to the theory or model. The nominal source for each theory or model must be
identified and described. Theory(s) or model(s) guide the research questions and explain what is
25
being measured (variables), and how those variables are related (quantitative). In general, the
presentation should reflect that the learner understands the theory or model and its relevance to the
proposed research. Knowledge and familiarity with the theory's historical evolution should also be
shown in the discussion.

❖ Studies in Vietnam about the impact of talent Management on employee motivation

- Research by Truong Minh Duc (TMD) (2011) with the topic is "application of a
quantitative model to assess the level of work motivation for employees of ERICSSON Vietnam
limited liability company". Through the survey, the subjects qualified, evaluated and researched
included 438 people, which is the number of employees in the company. These people are mostly
located in the company's divisions, departments, and project teams. The number of questionnaires
sent was 53, the number of responses was 51, according to the author's calculation, the minimum
number of samples to be confident was 30, still convincing 95% about the responses here.
Therefore, the actual number of survey samples 51 is satisfactory. Therefore, this study aims to
build a model of factors affecting the work motivation of employees at ERICSSON Vietnam.
Research results shows that there are 3 important factors affecting employee motivation including
working conditions, salary and relationships in the organization (relationship with superiors). In
particular, the level of influence of salary has the biggest impact on employee motivation. Through
testing the regression model, it shows the problems that are encountered and needs to be solved,
and makes recommendations to motivate employees. So, company managers should take care of a
number of basic issues including base salary, total employee income and leadership concern for
employees' well-being as well as working conditions and contractual relationships, which are the
first and foremost factors that need to be considered to motivate employees. (Đức, 2011)

- Research by Thai Tri Dung (TTD) (2018) with the topic is "Factors affecting the working
motivation of civil servants at the Information Technology Department - State Bank of Vietnam".
Through the survey, the test was carried out by means of direct interviews and discussions about
190 people at the information technology company of the state bank of Vietnam. Research results
show that there are many factors affecting the work motivation of employees at the Information
Technology Department. These factors include: salary, training and promotion, relationship with
colleagues, relationship with superiors, working conditions and performance evaluation. In

26
addition, salary and training and promotion are two factors that have the biggest influence on
employee motivation. (Dung, 2018)

Besides the factors with analytical results affecting the working motivation of civil
servants at the Department of Information Technology, the nature of the work of civil servants is
almost not done because most of the formulas are still passive, working as assigned, not actively
creating and promoting their full working capacity to improve work efficiency for the Information
Technology Department. However, this factor should not be ignored because the nature of the job,
if properly promoted, will affect the working motivation of civil servants, so the Information
Technology Department still needs to pay attention to a few points and offer specific solutions.
(Dung, 2018)

- Author Tran Van Huynh (TVH) (2016) conducted a study with the topic "Influencing the
working motivation of civil servants at the Department of Labor, War Invalids and Social Affairs
of Nam Dinh province". The author has built a model based on Herzberg's two-factor theory, in
which motivating factors (nature of the job, promotion opportunities, recognition of personal
contributions, working relationships) and retention factors (working conditions, working
environment, salary and welfare policies). Research results show that 4/8 factors according to
Herzberg model have an influence on the work motivation of the team: three factors belong to the
motivating group (nature of the job, promotion opportunities, relationships in the organization)
and one element of the maintenance group is the wage policy. The remaining factors did not
increase the power of civil servants but also did not affect their work motivation. In particular, the
relationship in the organization in this organization plays a very important role and is a factor that
greatly affects the work motivation of employees. (Vinh, 2018)

❖ International Studies about the impact of talent Management on employee motivation

- Research by Barzoki, Attafar & Jannati (B, A&J) (2012) with the topic: "Analysis of
factors affecting employee's work motivation based on Herzberg's motivation theory" with the
survey object is working employees. working at the complex of Saipa group in Golpayegan city
of Iran with a population size of 640. Stratified random sampling corresponding to the mass is

27
used in a way that by an initial pilot study of the population, conducting basic calculations and
using Cochran's formula for determining sample size, a sample size of 147 has been determined
and 100% of the questionnaires have been returned to be studied. To process the elicited data from
questionnaires and study research hypotheses, this study has used SPSS 18 and Amos 18 So, the
research results have discovered 7 factors affecting motivation: (1) Safety career, (2) Company
policy, (3) relationship with colleagues, (4) relationship with superiors, (5) Working conditions,
(6) Personal life, (7) Salary and bonus. The results show that among the factors, salary and bonus
have the greatest influence on employee's work motivation. The highlight of the study is that it has
mentioned the impact of personal life on employees' work motivation. (Barzoki, 2012)

- Research by Kovach (1987) work motivation: what workers need by supervisors. Through
a survey of more than 1,000 workers and supervisors, the study aimed to build a model of factors
affecting the work motivation of workers in various mining industries in the United States.
Research results show that 10 motivational factors for workers include: interesting work;
recognition of achievements; sense of personal role; job security; high salary; development
training; good working condition; attachment of superiors; skillful discipline criticism; and help
from superiors to solve personal problems. However, the study has limitations such as not
mentioning the co-worker relationship Welfare factors that later studies show that affect the work
motivation of workers.

Factor Author Author TTD Author TVH Authors (B, Author

TMD (2011) (2018) (2016) A&J) (2012) Kovach
(Dimension)
(1987)
Salary
✓ ✓ ✓ ✓
(income)
Working
✓ ✓ ✓ ✓
conditions

28
Conditions
for
professional ✓ ✓ ✓
development

Nature of
✓ ✓
work
Evaluate the
effectiveness
✓ ✓
of work

Personal role
✓
at work
Company
✓
policy
Relationships
with
✓ ✓ ✓
colleagues
Relationships
✓ ✓ ✓ ✓ ✓
with superiors

Bonus

29
2.3 Research Model

Salary (income)

Working condition

Conditions for professional Motivation

development to work

Relationships with
colleagues

Relationships with
superiors

Figure 5: Research model

Through the theoretical bases and research models of the above author, it shows that there are 9
factors in the dimension of talent management that affect employees' work motivation. However,
in order to identify and based on the data in the above table showing the important factors for
building research models and developing hypotheses, the results show that there are 5 factors
affecting work motivation. including wages; professional development conditions; working
conditions; relationships with employees and relationships with superiors.

2.4 Hypotheses Development

Based on the theoretical bases and research models of the previous authors to provide a proposed
research model along with the factors of the dimension of talent management that affect the
employee's work motivation. reasonable way. On the basis of the above analysis, there are 5
important and consensus factors that the previous authors have developed and discussed in
accordance with the current actual situation as well as affecting the working motivation of

30
employees at the workplace. Mocap Vietnam Company. Therefore, in order to develop a proposed
hypothesis and research model, in this study, we will present 5 factors of talent management that
affect employee's work motivation and describe in detail how their influence.

- Salary (income): Income in this study is understood as all the payments from the company
that employees receive, including basic salary, allowances and bonuses. According to Kovach
(1987), in order to motivate employees to work, the salary and employees receive must be
commensurate with the work results, ensure personal life and be rewarded or increase salary when
completing the work good job. Research by Luhan (2006) shows that income not only helps
employees meet their basic needs but also their senior needs. In Linder's research (1998), income
is the second most important factor in the factors affecting employee motivation. (Húng, 2019)

Hypothesis H1: Salary positively affects employee motivation.

- Working condition: Working conditions are factors affecting the health and convenience
of employees when working, including appropriate working hours (Skalli et al. 2007), safety at
work, safety and comfort in the workplace. work (Durst, 1997), have the necessary equipment
(Bellingham, 2004) and time spent commuting from home to work (Isacsson, 2008). Working
conditions are considered a motivating factor, according to Maslow's hierarchy of needs. It is a
necessary condition in supporting employees to work better and more efficiently Working
conditions have more characteristics of a biological factor than a motivational factor (Herzberg,
1959) and Kovach (1987) Working conditions are reflected in safety, hygiene and working time.
(Húng, 2019)

Hypothesis H2: Working condition have a positive impact on employee motivation

- Conditions for professional development: are also understood as training and

development. According to Stanton and Crossleey (2000), Training and promotion opportunities
are those related to employees' perceptions of training opportunities, personal development of
competencies, and opportunities for advancement within the organization. would like to know

31
information about the organization 's promotion conditions and policies, development
opportunities. According to Jiang and Klein (2000), employees will stay with an organization that
encourages career opportunities through learning and the ability to apply those new skills to work).
believe that when employees believe that the organization is ready to provide appropriate training,
they will feel the organization's interest in enhancing their abilities and skills, feel rightly
recognized the level, appreciation of competence and awareness of this issue will make them more
committed to the organization. (Cao Thị Thanh, 2019)

Hypothesis H3: Conditions of professional development have a positive impact on employee

motivation.

- Relationship with colleagues: Humans are a highly social entity that values social
interaction and develops positive personal relationships. In the context of Work, these relationships
are often formed between employees and leaders as well as between employees, that is, co-
workers. Therefore, employees' social relationships at work are influenced by two main
components, leadership behavior and co-worker relations (Katzell and Thompson, 1990). In the
theory of organizational behavior by Katzell and Thompson (1990), it was confirmed that the
factors of employees' social relationships have a great influence on their work motivation.
supervisory leadership) and with colleagues (colleague relations) are both important factors that
strongly influence employee motivation (Dekop et al., 2003; Organ et al., 2006). Research
hypothesis posed for the relationship between the work motivation of officials, coaches, athletes
and the relationship with colleagues, Ho Good co-worker relationship increases the work
motivation of cadres, coaches and athletes. (Cao Thị Thanh, 2019)

Hypothesis H4: Relationships with colleagues have a positive impact on employee motivation.

- Relationships with superiors: Relationships with superiors are shown to care about the
material, health and mental health of employees. Job satisfaction brings motivation to employees,
from the relationship between superiors and subordinates including ease of communication with
superiors (Ehlers, 2003), support when needed (Wesley & Muthuswamy, 2008) and superior
attention (Bellingham, 2004) , employee protection when needed (Linden & Maslyn, 1998, cited
by Dionne, 2000), superior competence superiors, the freedom to perform the work of subordinates

32
(Weiss et al, 1967), recognition of employee contributions, fair treatment of subordinates (Warren
,2008), skillful discipline, the sensitivity of superiors at work (Kovach 1987). (Hưng, 2016)

Hypothesis H5: Relationships with superiors positively affect employee motivation.

2.5 Research Model after Modification

Salary (income)
H1

Working condition
H2

Conditions for professional

development H3 Motivation
to work

Relationships with
H4
colleagues

Relationships with H5
superiors

Figure 6: the research model after modification

33
 CHAPTER 3
This chapter mentions some basic components constituting the method to determine
and measure for this thesis work. In particular, in this chapter, the research will detail the methods
and some related theories including research methods, sampling methods, data collection
strategies, statistical models and variable measurement. Besides, in the measurement of variation,
there must be reliable questionnaires and determined by other researchers to measure and collect
data accurately. In addition, as a major human study, ethics is taken seriously at the end of this
chapter.

3.1 Research approach

In other to test the hypothesis model that has been set, this study used both
quantitative-methodology to determine the impact of employee characteristics and the factors
impact on employee motivation. With the quantitative methods, in order to measure all variables,
we make survey for people to get their information which played an important role in doing this
research about employee motivation in Mocap company. The quantitative study by conducting a
survey with a sample of 180 employees (180 online) at Mocap Vietnam Joint Stock Company. We
used the SPSS software (Statistical Package for Social Science) with version 20 which could
enable for calculating the Cronbach Alpha Reliability Analysis, Exploratory Factor Analysis
(EFA), and Standard Multiple Regression Analysis. There are Likert questions which related to
independent variables and dependent variable with answer measurement scale from level 1 to level
5 such as 1 “strongly disagree”, 2 “disagree”, 3 “neutral”, 4 “agree”, 5 “strongly agree”. A list of
Likert questions about the consumer characteristic consist of five subscales which are, salary
(income); working condition; conditions for professional development; relationships with
colleagues and relationships with superiors.

34
3.2 Sampling method
a) Population

Subjects participating in this study are employees working at Mocap Vietnam Joint Stock
Company. Currently, the company has a team of young employees, mainly under 35 years old,
both male and female, who doing call-center service and BPO in the company. This survey was
conducted for 180 employees at the company.

b) Sampling method

The sampling method used for this study is convenience sampling which is a type of
non-probability sampling technique. The subjects of convenience sampling method are selected
because of their convenient accessibility and proximity to the researcher. This research used
convenience-sampling method because it is fast, inexpensive, easy and the subjects are readily
available.

c) Sample size

The population of the research are employees who working at Mocap Vietnam Joint Stock
Company. Using this formula to calculate the sample size:

n=5*m

Where:

- n is the sample size

- m is the number of questions

There are 27 questions in this research so the sample size at least 135.

35
3.3 Variable measurement

The questionnaire included two parts. The first part includes 3 variables which are gender,
hometown, age. The second part includes 4 factors of the characteristic of the customers.
Moreover, the questionnaire is used to assess the degree of agreement using a 5-point Likert scale.

❖ Part 1: Demographic (Personal Information)

Table 1. Questionnaire design for demographics

Variable Coded Description Measurement Scale

Gender GEN What is your gender? 1 = “Male”

2 = “Female”

Education EDU What is your highest level of your 1= “Intermediate”

education?
2 = “College”

3= “Bachelor”

4= “Higher Education”

Age AGE How old are you? 1= “18-20”

2= “21-23”

3= “24-26”

4= “>26”

Part 2: Factors affect Green Purchase Intention

a) Independent Variables

36
Code Salary (SA) Adapted from

SA1 The salary is commensurate with my work results. Brooks (2007)

The salary ensures the life of myself and my family. Brooks (2007)
SA2

My salary and earnings are paid in full and on time. Brooks (2007)
SA3
Tran Van
The enterprise's salary policy is fair and reasonable.
SA4 Huynh (2016)
The salary is equivalent to the salary of companies in the same industry in the
SA5 Brooks (2007)
area.

Working condition (WC)

WC1 Fully equipped with vehicles, machinery and equipment for the job.
Smith, Kendall
WC2 Working time is reasonable.
and Hulin
WC3
The workplace is safe, comfortable and clean. (1969); Weiss
WC4 (1967); Survey
The Board of Directors is always interested in improving the working
SHRM (2012)
environment and working facilities for employees.

Conditions for professional development (PD)

The company creates conditions for employees to learn and improve

PD1
knowledge and skills.

PD2 The company has a clear staff training and development plan.
Huynh Van
The current training, training and human resource development programs at
PD3 Dang (2018)
the units are very appropriate.

PD4 Opportunities for advancement at the unit are fair and equal for everyone.

PD5 The company creates promotion opportunities for capable people.

Relationships with colleagues (RC)

RC1 Colleagues at the unit are sociable and friendly people.

37
RC2 Colleagues always support and coordinate with each other to
complete the job well.

Hossain I &
RC3 Colleagues are trustworthy.
Hossain II
(2012)

RC4 Colleagues are dedicated to work.

Relationship with superiors (RS)

RS1 My superiors provide feedback, help me improve my work performance. Brooks (2007)

I easily discuss work with my superiors Brooks (2007)

RS2

My superiors protect my legitimate interests. Brooks (2007)

RS3

The boss has a fair treatment attitude among employees. Brooks (2007)
RS4

RS5 My superiors always acknowledge my contributions. Brooks (2007)

Table 2: The table show independent variables

b) Dependent Variable

Code Employee Motivation (EM) Adapted

From

EM 1 I maintain my efforts in the long run Thai Huy

Vinh (2020)
EM 2 I always strive for the organization's work and activity goals. Thai Huy
Vinh (2020)
EM 3 I do my best to get the job done. Thai Huy
Vinh (2020)
EM 4 Thai Huy
I have always actively participated in the organization's activities.
Vinh (2020)
Table 3: the table shows dependent variable

38
3.4 Data collection strategy

In the Data collection strategy, we collect the data from offline and analyze the data. With the
survey from online, we are recording the result from the answer of the respondents and bring it to
the research like an evidence. In case of offline survey, there are four steps in order to collecting
data:

- Step 1: The questionnaire must be prepared carefully in both English and Vietnamese and
approved by the advisor.

- Step 2: Then, the questionnaire will be created into a paper form and printed out.

- Step 3: After that, 180 copies of questionnaires will be delivered to the target responses, which
are employees who are working in the Mocap joint stock company.

- Step 4: Finally, the data collected will be converted to excel file and then imported to the
Statistical Package for the Social Science (SPSS) software to conduct analysis.

The target audiences of this study are employees who are working in Mocap company. The paper
form will be delivered to employees in the company, inside and outside department. Language for
survey with questionnaires for 200 employees in Vietnamese. The research method requires us to
focus on verifying the quantitative and scale data. To meet the requirement for the research, it is
necessary to collect the data from an offline to get the earliest and most accurate results.
Furthermore, the survey questionnaire is followed Likert scale and the answers are coded from “1”
to “5” to show the acceptance of the people who are participating in the survey. The primary data
collected will be evaluated and verified using Statistical Package for Social Sciences Version 20
(SPSS 20) including frequency statistics, correlation, and regression.

3.5 Statistical model

3.5.1 Descriptive statistics

Descriptive statistics are coefficients that succinctly describe or summarize a given

data set, which may be representative of the whole or a sample of a population. In addition,
descriptive statistics are divided into concentration trend measures and volatility measures.
Measures of propensity focus on mean, median, and mode, while volatility measures include
standard deviation, variance, min and max, kurtosis, and skewness. An important first step in

39
conducting statistical analysis is descriptive analysis. It assists you in thoroughly distributing data
to your ideas, allows you to find determinants among variables, and so providing you with
adequate preparation for doing statistical analysis at a deeper level. (Thảo, 2019)

3.5.2 Reliability Analysis

Reliability analysis mentions to the fact that a scale has to reflect consistently the
construct it is measuring. Statistics Solutions, is the nation's leader in statistical data analysis will
help you with reliability analysis for your dissertation, thesis, or research project. For a free 30-
minute consultation, contact Statistics Solutions now. Cronbach's Alpha test is a test to analyze
and evaluate the reliability of the scale. The correlation coefficient of the total variable is the
coefficient for the variable the degree of "linkage" between an observed variable in the factor and
the other variables. It reflects the degree of contribution to the conceptual value of the factor of a
particular observed variable. The criterion to evaluate whether a variable really contributes value
to the factor is that the correlation coefficient of the total variable must be greater than or equal to
0.3. If the observed variable has a total correlation coefficient of less than 0.3, it must be excluded
from the evaluation factor. The value of Cronbach's alpha must be at least 0.6 to be acceptable.
There are some standards to evaluate Cronbach's alpha. α ≥ 0.9 is excellent, 0.8 ≤ α < 0.9 is Good,
0.7 ≤ α < 0.8 is Acceptable, 0.6 ≤ α < 0.7 is questionable, 0.5 ≤ α < 0.6 is Poor and α < 0.5 is
Unacceptable (Nunnally & Burnstein, 1994). (luanvan1080, 2019)

3.5.3 Exploratory Factor Analysis (EFA)

Exploratory factor analysis, or EFA for short, is used to reduce a set of k observations
into a set of F (with F < k) of more significant factors but still contain most of the information
content. of the original set of variables (Hair et al. 2009). The two main goals of EFA analysis are
determined to be the number of factors affecting a set of measurement variables and the strength
of the relationship between each factor and each measurement variable. In research, we often
collect a fairly large number of variables and many observed variables in which they are correlated

40
with each other. Instead of going to study 20 small features of an object, we can study only 4 major
features, in each of these major features there are 5 small features that are correlated with each
other. This saves more time and money for researchers. Moreover, EFA examines the relationship
between variables in all different groups (factors) in order to detect observed variables loaded with
multiple factors or observed variables with factor difference from the beginning. (wikiluanvan,
2020)

3.5.4 Pearson Correlation Coefficient

Pearson correlation coefficient (symbol r) is a statistical indicator that measures the

strength and weakness of the relationship between two variables. In which, the correlation
coefficient has a value from -1.0 to 1.0. A calculated result greater than 1.0 or less than -1 means
there is an error in the correlation measurement. A negative correlation coefficient shows that two
variables have an inverse or negative relationship (absolute inverse when the value is -1). A
positive correlation coefficient indicates a positive or positive correlation (absolute covariance
when the value is equal to 1). Correlation is zero for two independent variables. There are many
types of correlation coefficients, but the most common one is the Pearson correlation. This index
measures the strength and linear relationship between two variables. It cannot measure nonlinear
relationships between two variables and cannot distinguish between dependent and independent
variables. (Thi, 2019)

3.5.5 Regression analysis

Regression analysis is a statistical technique used to estimate the equation that best
fits the observed outcome sets of dependent and independent variables. Regression analysis allows
to obtain the best estimate of the true relationship between the variables. From this estimable
equation, one can predict the dependent variable (unknown) based on the given value of the
independent variable (known). Regression analysis is a frequently used statistical tool in asset and
liability management, credit scoring and econometrics. Many econometric theories involve
theoretical benefits emerging from the application of different regression models, based on certain
assumptions about economic activity. (Tùng, 2020)

41
The linear equation has the form:

C = C̅ + cY

c is the coefficient of the equation - the coefficient estimated based on single observations derived
from the actual parameters of the population.

C̅ and c: constants obtained by the least square method, commonly known as the estimated
regression coefficients. Once they have their numerical values, they are used to predict the value
of the dependent variable C when the value of the independent variable Y is known. (Tùng, 2020)

42
 CHAPTER 4
This chapter will present the research results after running the data, analysis and
evaluation in detail and clearly. Besides, this study will present an overview of the company as
well as the current state of employee motivation at Mocap Joint Stock Company. Moreover, the
elements of talent management in the dimension will be discussed and demonstrated in the tables
and figures below.

4.1 Company profile

4.1.1. Introduction to Company

MOCAP Vietnam Joint Stock Company is established in 2017 and also is a Japanese company
with founding shareholders: Relia JSC., Harvey Nash Vietnam Company. MOCAP currently
specializes in providing customer care services, telephone sales consulting (Call Center) and
outsourced services - BPO to customers. With a team of enthusiastic leaders, professional staff
and experienced experts from Japan, MOCAP Vietnam is striving to become a leading company
in the field of providing call-center and BPO services in Vietnam. Vietnam. The headquarters of
company is Floor 6, 77 Le Trung Nghia, Ward 12, Tan Binh District, HCM city. In addition, the
four elements that represent the company's core values are honesty - perseverance - listening -
idolatry. Besides, the company's vision is to "become a company providing customer care services,
sales consulting over the phone (Call Center) and outsourced services - BPO to support and answer
customers with top quality in Vietnam". Moreover, the company's mission is "understanding that
the value of a business lies in the customer's mind, so Mocap always strives to build systems,
improve resources, and promote the technology platform to meet the needs of customers, maximize
customer expectations, help partners take advantage of new business opportunities, and spread true
values to the community and society." Currently, the company's operating scale is about 150-300
people. However, the staff is young, enthusiastic and dynamic, but there is no breakthrough in
work. Therefore, the study of factors affecting the work motivation of employees at Mocap
Vietnam Joint Stock Company - City Branch. Ho Chi Minh is essential. In addition, due to the
current epidemic of covid 19, has affected many businesses such as revenue, work, employee
motivation, etc. which includes Mocap company, which has more or less impact on the elements
of talent management on employee motivation. (Source: Human resources department of Mocap
company)

43
 4.1.2 Company Performance Analysis

Currently, with the Covid-19 epidemic situation, it has affected the business activities
of other companies and even affected the current employees. That shows that the economic
situation of Vietnam is facing difficulties and challenges. Typically, Mocap Vietnam is also facing
difficulties in company activities, pressure from sales, jobs, human resources, etc. Currently, the
situation of employees in Mocap company is showing a lack of motivation at work and a shortage
of human resources working in the company with the situation of covid 19 epidemic. Demand is
the psychological state felt. lacking something and wanting to achieve. Both theory and practice
show that human needs are very diverse, not the same in each specific situation and it is constantly
changing. Motivating employees requires managers to have skills and experience to be able to
understand the needs of employees, thereby perfecting the process of motivating employees to
achieve their goals. achieve the goals of the organization. Therefore, investing in human
development for the economy in general and for each enterprise in particular is an urgent issue in
every stage of economic development and in every stage of business development. In addition, the
factors of talent management affecting work motivation have also been selected and mentioned in
learning outcome 1 because of the consensus and common ground of previous authors' research
papers. So, the factors of talent management affecting the motivation of employees at Mocap
company will be briefly described including salary; working condition; relationships with
colleagues; relationship with superiors; conditions for professional development and last one is
employee motivation. Therefore, the author conducted a survey at Mocap Vietnam in June 2021
as follows: (Source: Human resources department of Mocap company)

• Salary

The company always focuses on salary work because salary work is considered an
important tool to create labor motivation to encourage employees to work better. Salary is the basic
income of employees at the Company. The payment of wages to employees needs to be correct
and adequate because it is an investment in human resource development, improving the sense of
responsibility and work efficiency of each individual for employees. Therefore, when an employee
is signed a labor contract with the Company, he/she will be paid a suitable salary according to the
job position specified according to the current salary scale of the Company. For some special labor
cases due to the demanding nature of the job, the paid salary cannot be arranged according to the

44
company's salary bracket and grade, the company can sign a labor contract with an agreed salary.
with workers. The basic salary of the company's employees is 5 million dong and bonus intervals
or sales lead to an average income of up to 7 million dong. In general, the current salary is relatively
even compared to the common level from companies in the same industry, and it is okay for single
people. (Source: Human resources department of Mocap company)

• Working condition

Mocap Joint Stock Company focuses on a clean and safe working environment, so
cleaning is carried out regularly every day to ensure hygiene for employees. The areas or rooms
are laid out and arranged logically and separately, each individual is arranged with a separate desk
and the staff can comfortably decorate or arrange their seats so that they are comfortable. In
addition, the rooms are air-conditioned with technology and electronic equipment such as meeting
rooms with projectors, microphones, speakers, desktop computers or laptops to serve work. Show
that the company focuses on working conditions to be able to meet the needs and create an effective
working environment to improve the work efficiency of each employee. (Source: Human resources
department of Mocap company)

• Conditions for professional development

The current situation of conditions for career development at Mocap company has not
been highly appreciated. Although Mocap company has training programs and courses to improve
the professionalism, knowledge and skills of its employees. In addition, for new employees, the
company mainly conducts on-the-job training after the first period of training at the company, the
employees train themselves to learn and improve their own capacity. It shows that the company
focuses on training and developing human resources. However, the promotion opportunities for
employees at mocap company are almost without balance and reasonable when there is a need to
find a higher-level position. In general, the current situation on this issue is not very positive.
(Source: Human resources department of Mocap company)

45
 • Relationships with colleagues

With the characteristic that the number of employees mainly works outdoors, on
construction sites, the attention of superiors as well as building their relationship with employees
is also difficult. When the group of employees was interviewed, they thought that their superiors
could show interest in the material and spiritual aspects of employees. Besides, there are also points
that need to be overcome such as the management department working mainly based on
regulations and principles, sometimes creating a feeling of dissatisfaction with some people
leading to the case that they work in a stereotyped way. sometimes lack of responsibility at work.
(Source: Human resources department of Mocap company)

• Relationship with superiors

Employees in a group or team are often interested in helping each other complete the
work, flexibly changing shifts when someone asks for support. Between the different teams,
always keep a gentle and friendly attitude, creating a comfortable working environment in the
company. In general, each employee in the company has mutual interest in work as well as in life,
learning and sharing experiences to complete the assigned work well. (Source: Human resources
department of Mocap company)

Currently, the company has also been having solutions to motivate employees to work,
promote them to be more competent at work in order to increase the efficiency of development as
well as the development of the company. The company uses tools to motivate work by financial
and non-financial methods. These are two factors that are used quite commonly by many
companies and not only Mocap company. Moreover, they are also doing quite well in this regard.
In general, the situation of motivating employees at Mocap Vietnam company has advantages and
limitations because it has not been appreciated and there are still some shortcomings that need
solutions to improve working efficiency for employees. act with the company. (Source: Human
resources department of Mocap company)

46
4.2 Descriptive Analysis

This survey was conducted to statistics the number of employees working at Mocap
in order to manage talent more effectively. The author conducted a survey for 180 employees using
the form of an online survey. After the online interview, the number of rejected votes of 0 and the
number of valid responses of 180 were included in the analysis. Categorize 180 respondents
according to gender composition, education level and age before being processed. The survey
results are as follows:

Count Column N %
What is your gender? Male 91 50.6%
Female 89 49.4%
Total 180 100.0%
What is your highest level of your Intermediate 45 25.0%
education? College 45 25.0%
Bachelor 43 23.9%
Higher Education 47 26.1%
How old are you? 18-20 52 28.9%
21-23 41 22.8%
24-26 36 20.0%
>26 51 28.3%
Table 4: The table shows the percentage of GEN, EDU and AGE

This table shows the results of a research survey for employees at Mocap in 2021. The
results show that 180 survey employees are qualified, valid and successful with a rate of 100. %.
In which, the proportion of men and women is not much different with 50.5% of men and 49.4%
of women. Since this is a job communicated by phone, both men and women can easily access the
job. In addition, Vietnam's society and economy is growing, employers for the company all have
standard requirements to meet the requirements and be eligible to enter the company so they
require standard qualifications. At Mocap company, the highest proportion is higher education
degrees with a rate of up to 26.1% with 47 votes, while up to 90 number of employees (45
intermediate votes and 45 colleges) vote for intermediate and college degrees with the same rate
of 25 %. Besides, the lowest vote rate for a bachelor's degree is around 23.9%. Furthermore, the
table also shows information about the age percentage of the participants. The results show that

47
these people are mainly 18 to 20 years old, about 28.9% with 52 votes and about 22.8% of 41
people aged 21 to 23. Moreover, the age group from 24 to 26 has a percentage. 20% of the 36
people and finally 28.3% of the 51 votes were aged 26 and over. Through this survey, the results
show that the results are consistent with the current reality for other companies in the same industry
as well as for accurate information and data through the survey on descriptive statistics of
employees at the Mocap company. Because this is an industry that tends to be mainly for young
employees who are enthusiastic about Call center work, support and customer care every day. As
a company operating mainly in the service sector, Mocap Vietnam Joint Stock Company with a
young, enthusiastic, dynamic and strong workforce is an important factor creating a competitive
advantage in the industry. Therefore, the results show that the percentage of the majority of
employees is appropriate.

4.3 Reliability Test

Cronbach's Alpha test is a test to analyze and evaluate the reliability of the scale. The
correlation coefficient of the total variable is the coefficient for the variable the degree of
"linkage" between an observed variable in the factor and the other variables. It reflects the degree
of contribution to the conceptual value of the factor of a particular observed variable. The
criterion to evaluate whether a variable really contributes value to the factor is that the
correlation coefficient of the total variable must be greater than or equal to 0.3. If the observed
variable has a total correlation coefficient of less than 0.3, it must be excluded from the
evaluation factor. The value of Cronbach's alpha must be at least 0.6 to be acceptable. According
to Urshachi, Horodnic & Zait (2015), there are some standards to evaluate Cronbach's alpha. α ≥
0.9 is excellent, 0.8 ≤ α < 0.9 is Good, 0.7 ≤ α < 0.8 is Acceptable, 0.6 ≤ α < 0.7 is questionable,
0.5 ≤ α < 0.6 is Poor and α < 0.5 is Unacceptable (luanvan1080, 2019)

❖ Independent Variable 1: Salary (SA)

Reliability Statistics
Cronbach's Alpha N of Items
.750 5
Table 5: The table shows Reliability Statistic (SA)

48
 Item-Total Statistics
Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if
Deleted Deleted Correlation Item Deleted
SA1 14.52 8.408 .509 .708
SA2 14.51 8.329 .602 .674
SA3 14.47 9.289 .443 .730
SA4 14.51 8.508 .517 .705
SA5 14.55 8.841 .508 .708
Table 6: The table shows Item-Total Statistics (SA)
The results of Cronbach's Alpha for the first independent variable - Salary - show that
0.750 is larger than 0.6, a good scale to use. Corrected Item-Total Correlation of all 5 observed
variables in the scale is larger than 0.3 and there is no Cronbach's Alpha if Item Deleted can makes
Cronbach's Alpha of this scale larger than 0.750. Therefore, all observed variables are accepted
and will be used in the next factor analysis.

❖ Independent Variable 2: Working condition (WC)

Reliability Statistics
Cronbach's
Alpha N of Items
.833 4
Table 7: The table shows Reliability Statistic (WC)

Item-Total Statistics
Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if
Deleted Deleted Correlation Item Deleted
WC1 11.22 6.618 .668 .787
WC2 11.21 6.935 .590 .821
WC3 11.26 6.317 .686 .778
WC4 11.17 6.464 .708 .769
Table 8: The table shows Item-Total Statistics (WC)
The result for the second independent variable is Working condition, it shows that
Cronbach's alpha has a value of 0.833 which is larger than 0.6, the scale is very good and the larger
Alpha is, the higher the internal consistency is. Corrected Item-Total Correlation of all 4 observed
variables in the scale is over 0.3 and there is no case where Cronbach's Alpha if Item Deleted can

49
make Cronbach's Alpha of this scale larger than 0.833. Therefore, all observed variables are
accepted and kept for analysis.

❖ Independent Variable 3: Conditions for professional development (PD)

Reliability Statistics
Cronbach's
Alpha N of Items
.848 5
Table 9: The table shows Reliability Statistic (PD)

Item-Total Statistics
Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if
Deleted Deleted Correlation Item Deleted
PD1 15.03 9.306 .689 .809
PD2 15.06 10.069 .631 .824
PD3 15.01 9.492 .726 .797
PD4 15.08 10.043 .663 .815
PD5 14.91 11.706 .612 .834
Table 10: The table shows Item-Total Statistics (PD)
Based on the above table data, the results of independent variable show that
Cronbach's alpha coefficient is 0.848, 0.6 larger than the scale is very good. Corrected Item-Total
Correlation of the observed variables in the scale are all larger than 0.3 and Cronbach's Alpha if
Item Deleted of all items is lower than 0.848. The results show that the scale is reliable. Therefore,
we retain all of them and use them in subsequent analysis (EFA).

❖ Independent Variable 4: Relationships with colleagues (RC)

Reliability Statistics
Cronbach's
Alpha N of Items
.640 4
Table 11: The table shows Reliability Statistic (RC)

Item-Total Statistics
Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if
Deleted Deleted Correlation Item Deleted
RC1 10.46 4.261 .425 .568

50
RC2 10.60 3.951 .444 .556
RC3 10.51 3.994 .489 .520
RC4 10.08 5.172 .334 .627
Table 12: The table shows Item-Total Statistics (RC)
The test results show that Cronbach's alpha coefficient is 0.640, which is over 0.6 and
in this case the scale is qualified. Corrected Item-Total Correlation of the observed variables in the
scale are all greater than 0.3 and Cronbach's Alpha if Item Deleted of all items is less than 0.640.
However, the Corrected Item-Total of RC4 is not very high with a value of 0.334 but still
satisfactory. Therefore, we retain all of them and use them for further analysis.

❖ Independent Variable 5: Relationships with superiors (RS)

Reliability Statistics
Cronbach's
Alpha N of Items
.828 5
Table 13: The table shows Reliability Statistic (RS)

Item-Total Statistics
Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if
Deleted Deleted Correlation Item Deleted
RS1 13.53 10.184 .634 .791
RS2 13.52 9.335 .681 .777
RS3 13.47 10.418 .588 .804
RS4 13.44 10.773 .561 .811
RS5 13.46 9.937 .661 .783
Table 14: The table shows Item-Total Statistics (RS)
The results of the 5th independent variable show that Cronbach's alpha coefficient is
0.828 that it larger than 0.6, so in this case the scale is used very well. Corrected Item-Total
Correlation of 4 items in the scale are all greater than 0.3 and there is no case Cronbach's Alpha if
Item Deleted of all items is greater than 0.828. Therefore, none of the items mentioned in the
reliability test will be rejected and all items will be used for further analysis.

51
❖ Dependent Variable: Employee motivation (EM)

Reliability Statistics
Cronbach's
Alpha N of Items
.751 4
Table 15: The table shows Reliability Statistic (EM)

Item-Total Statistics
Scale Mean if Item Scale Variance if Item Corrected Item-Total Cronbach's Alpha if
Deleted Deleted Correlation Item Deleted
EM1 11.14 5.740 .335 .800
EM2 10.85 4.665 .647 .637
EM3 10.94 4.589 .627 .646
EM4 11.03 4.591 .597 .664
Table 16: The table shows Item-Total Statistics (EM)
The results of the dependent variable - working condition - show that Cronbach's alpha
coefficient is 0.751 and it is larger than 0.6, so in this case the scale is well used. The Corrected
Item-Total Correlation of value of 4 items in the scale is all greater than 0.3 and Cronbach's Alpha
if Item Deleted of all items is less than 0.751, except EM1. However, although the Corrected Item-
Total Correlation of the variable is greater than 0.751, the Corrected Item-Total Correlation has a
value of 0.335, greater than 0.3, so it has met the requirements and the group's Cronbach's Alpha
is above 0.6, even above 0.7 already. So, we don't need to remove the EM1 variable in this case
and keep all the entries to use them in the next analysis.

4.4 Exploratory Factor Analysis (EFA)

Exploratory factor analysis (EFA) is a quantitative analysis method used to reduce a

set of many interdependent measures into a smaller set of variables (called factors) so that they are
significant. but still contains most of the information content of the original set of variables. The
two main goals of EFA analysis are to determine: the number of factors affecting a set of
measurable variables and the strength of the relationship. relationship between each factor and
each measurement variable (Hair et al. 2009). The scale of factors of talent management affecting
the work motivation of employees at Mocap Vietnam Joint Stock Company includes 5 independent

52
variables and 1 dependent variable with 27 observed variables that satisfied the requirements of
Cronbach's Alpha test, were included in the factor of EFA exploratory analysis. (Anh, 2021)

❖ Conditions to apply EFA

The necessary condition for the result table of the rotation matrix to be statistically significant is:

₋ KMO coefficient must be in the range from 0.5 to 1

₋ Barlett test has sig must be less than 0.05
₋ Eigenvalue is greater than or equal to 1
₋ Total variance extracted is greater than or equal to 50%. (Anh, 2021)

❖ The degree of correlation between the measured variables

EFA analysis is based on the relationship between measurement variables, so, before
deciding to use EFA, we need to consider the relationship between these measurement variables.
Using the correlation matrix, we can identify the degree of relationship between variables. If the
correlation coefficients are less than 0.30, then using EFA is not appropriate (Hair et al. 2009).

Here are some criteria to evaluate the relationship between variables:

• Bartlett test:

Bartlett test is used to see if the correlation matrix is an identity matrix or not? The
unit matrix here is understood as the matrix with the correlation coefficient between the variables
equal to 0, and the correlation coefficient with itself equal to 1. (Anh, 2021)

If the Bartlett test has p<5%, we can reject the hypothesis H0 (the correlation matrix
is the unit matrix), which means that the variables are related. (Anh, 2021)

• KMO test:

KMO test (Kaiser - Meyer - Olkin) is an index used to compare the magnitude of the
correlation coefficient between two variables Xi and Xj with their partial correlation coefficients.
(Anh, 2021)

53
 Kaiser-Mayer-Olkin coefficient (KMO): is an index used to consider the
appropriateness of factor analysis. A large KMO value (between 0.5 and 1) is a sufficient condition
for factor analysis to be appropriate, but if this value is less than 0.5, factor analysis may not be
suitable for other data (Anh, 2021)

To use EFA, the KMO must be greater than 0.50, Kaiser (1974) suggested:

KMO >= 0.90: VERY GOOD;

0.80 <= KMO < 0.90: GOOD;

0.70 <= KMO < 0. 80: OK;

0.60 <= KMO < 0. 70: TEMPORARILY;

0.50 <= KMO < 0. 60: BAD;

KMO < 0. 50: NOT ACCEPTANCE

• Factor loadings

Factor loadings are simple correlation coefficients between variables and factors. This
coefficient is less than 0.5 in EFA will continue to be excluded to ensure the value of convergence
between variables. The method of extracting coefficients is Principal components and the
breakpoint when extracting factors with Eigenvalue greater than 1, the total variance extracted is
equal to or greater than 50%. (Nguyen Dinh Tho, 2011)

• Eigenvalue

Eigenvalue is a commonly used criterion to determine the number of factors in EFA

analysis. With this criterion, only factors with Eigenvalue ≥ 1 are kept in the analytical model.
(Anh, 2021)

54
 Eigenvalue: Represents the variation explained by each factor. And Factor Loadings
(factor loading coefficients) are single correlation coefficients between observed variables and
factors. If the load coefficient is larger, it means that the observed variable has a closer relationship
with the factor. (Anh, 2021)

❖ Independent Variables

Round 1
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .735
Bartlett's Test of Sphericity Approx. Chi-Square 1631.757
df 253
Sig. <.001
Table 17: The table shows KMO and Bartlett’s Test for Independent Variables - 1st test

According to the table, it shows the first EFA test of the independent variables
giving a test result of 0.5 ≤ KMO = 0.735 and it also shows that Bartlett's Test of Sphericity's test
result is 1631,757 with Sig.= <0.001 < 0.05 indicating correlation matrix is not an identity
matrix. In addition, it also proves that the data used for factor analysis are completely consistent.
From that, it is concluded that the observed seas included in the analysis are correlated with each
other and this reliable EFA discovery factor analysis is suitable for use in the study.

Total Variance Explained

Extraction Sums of Squared Rotation Sums of Squared
Initial Eigenvalues Loadings Loadings
% of Cumulative % of Cumulative % of Cumulative
Component Total Variance % Total Variance % Total Variance %
1 4.590 19.957 19.957 4.590 19.957 19.957 3.198 13.906 13.906
2 2.983 12.971 32.928 2.983 12.971 32.928 2.991 13.004 26.910
3 2.658 11.555 44.483 2.658 11.555 44.483 2.873 12.491 39.401
4 2.010 8.738 53.222 2.010 8.738 53.222 2.130 9.262 48.663
5 1.593 6.925 60.147 1.593 6.925 60.147 1.963 8.533 57.196
6 1.041 4.526 64.673 1.041 4.526 64.673 1.720 7.477 64.673
7 .937 4.073 68.746
8 .780 3.390 72.136

55
9 .731 3.179 75.314
10 .697 3.032 78.346
11 .643 2.795 81.141
12 .523 2.274 83.415
13 .494 2.146 85.561
14 .464 2.019 87.580
15 .453 1.971 89.551
16 .420 1.828 91.379
17 .396 1.720 93.099
18 .343 1.492 94.591
19 .318 1.382 95.973
20 .289 1.258 97.231
21 .253 1.100 98.331
22 .251 1.093 99.424
23 .132 .576 100.000
Extraction Method: Principal Component Analysis.
Table 18: The table shows Total Variance Explained of Independent Variables - 1st test

The table above shows that the results of factor analysis show that there are 6 factors
drawn, all of which have initial Eigenvalues larger than 1 with Total Variance Cumulative of
64,673% > 50%. So, it meets the conditions and is accepted for retention in the analytical model

Rotated Component Matrixa

Component
1 2 3 4 5 6
PD3 .836
PD1 .793
PD4 .766
PD2 .764
PD5 .639 .631
RS2 .818
RS5 .790
RS1 .785
RS3 .742
RS4 .700
WC4 .836
WC3 .806
WC1 .746

56
WC2 .742
SA4 .800
SA5 .709
SA3 .507
RC3 .778
RC1 .709
RC2 .676
RC4 .561
SA2 .856
SA1 .757
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
Table 19: The table shows Rotated Component Matrix of Independent Variables - 1st test
The table Rotated Component Matrix illustrates factor loadings of 23 items
corresponding to each component, it shows the correlation relationship between the observed
variable and the factor. Using varimax rotation, the requirement for factor loading value must be
higher than 0.5. with an observation size n = 135. Rotated Component Matrix results of the EFA
analysis show that 5 independent variable factors have observed variables with factor loading
coefficients all greater than 0.5. However, observed variable PD5 appeared two factors with
loading coefficients of 0.639 and 0.631, difference of 0.3, so we exclude the variable in this case.
In addition, due to unsatisfactory variables affecting the results and bad data for the next analysis.
Therefore, the author rerun the data, analyzed EFA for the second time to give better results and
used them in the next analysis, so the author removed two additional observed variables which are
WC3 and RC4.

Round 2

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .737
Bartlett's Test of Sphericity Approx. Chi-Square 1186.606
df 190
Sig. <.001
Table 20: The table shows KMO and Bartlett’s Test for Independent Variables – 2nd test

57
 After running the data for the second time, the EFA exploratory analysis of the
independent variable for the second time shows that the KMO test results with the value KMO =
0.737 > 0.5, it shows that the sampling is adequate with the research. Moreover, The Barlett's
Test of Sphericity test result is 1186,606 with Sig significance level. = <0.001 < 0.05, it shows
that the data used for factor analysis are completely appropriate. As a result, all variables are
related to each other to run a reliable EFA.

Total Variance Explained

Extraction Sums of Squared Rotation Sums of Squared
Initial Eigenvalues Loadings Loadings
% of Cumulative % of Cumulative % of Cumulative
Component Total Variance % Total Variance % Total Variance %
1 3.685 18.423 18.423 3.685 18.423 18.423 2.986 14.931 14.931
2 2.891 14.456 32.879 2.891 14.456 32.879 2.830 14.151 29.082
3 2.628 13.138 46.017 2.628 13.138 46.017 2.573 12.864 41.945
4 1.743 8.714 54.730 1.743 8.714 54.730 2.111 10.556 52.501
5 1.323 6.614 61.344 1.323 6.614 61.344 1.769 8.844 61.344
6 .878 4.389 65.733
7 .842 4.210 69.943
8 .759 3.796 73.739
9 .715 3.575 77.314
10 .632 3.160 80.474
11 .534 2.669 83.144
12 .497 2.487 85.631
13 .457 2.286 87.917
14 .452 2.259 90.176
15 .424 2.121 92.297
16 .381 1.905 94.202
17 .342 1.711 95.913
18 .312 1.562 97.475
19 .254 1.270 98.745
20 .251 1.255 100.000
Extraction Method: Principal Component Analysis.
Table 21: The table shows Total Variance Explained of Independent Variables – 2nd test

58
 As can be seen from the table above, it shows the second test results of the
independent variable with all 5 components having Initial Eigenvalues larger than 1 instead of
the 6 components in the first EFA exploratory factor. In addition, analysis results show that Total
Variance Cumulative is 61.344% > 50%, satisfactory. In other words, each component can be
explained for 61.344% of the variability of the data. Therefore, factor analysis in this case is very
appropriate and valuable to proceed with the next steps.

Rotated Component Matrixa

Component
1 2 3 4 5
RS2 .818
RS5 .791
RS1 .781
RS3 .745
RS4 .700
PD3 .860
PD2 .803
PD1 .763
PD4 .744
SA2 .799
SA1 .725
SA4 .690
SA5 .673
SA3 .621
WC4 .869
WC2 .765
WC1 .744
RC3 .764
RC1 .747
RC2 .737
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 5 iterations.
Table 22: The table shows Rotated Component Matrix of Independent Variables – 2nd test

59
 The results of the second study, the Rotated Component Matrix table shows factor
loadings of 20 items respectively with each component and it shows that all observed variables
have transmission coefficients larger than 0.5. The items for each independent variable can be
summarized as below:

₋ Salary (SA): SA1, SA2, SA3, SA4, SA5

₋ Working condition (WC): WC1, WC2, WC4.
₋ Condition for professional development (PD): PD1, PD2, PC3, PC4.
₋ Relationships with colleagues (RC): RC1, RC2, RC3.
₋ Relationships with superiors (RS): RS1, RS2, RS3, RS4, RS5.

First, relationships with superiors have five items with factor loading ranging from 0.7
to 0.818. Besides, the condition for professional development includes 4 items with factor loadings
with scores from 0.744 to 0.860. Same as above, salary includes 5 items ranging from 0.621 to
0.799 and working condition shows 3 items with scores from 0.744 to 0.869. Finally, relationships
with colleagues had 3 items with factor loading ranging from 0.737 to 0.764. Therefore, it is really
important to observe the factors of talent management affecting employee motivation, they are
above the maximum cut off for the factor loadings because each of them has a weight loads above
0.5. Moreover, there was also no cross-loading between dimensions.

❖ Dependent Variables

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .737
Bartlett's Test of Sphericity Approx. Chi-Square 191.188
df 6
Sig. <.001

Table 23: the table shows KMO and Bartlett’s Test for Dependent Variable
As can be seen from the table above, the EFA exploratory factor analysis results of
the dependent variables show that the KMO Measure of Sampling Adequacy test result is 0.737 >
0.5 and Bartlett's Test of Sphericity shows a value of 191,188 with Sig. = <0.001 < 0.5, which
show factor analysis and the hypothesis about the overall correlation matrix is that the match is
rejected, it means the variables are correlated with each other and satisfy the condition in factor

60
analysis. Concluded that the observed seas included in the analysis were correlated with each other
and that exploratory factor analysis (EFA) was appropriate for use in this study.

Total Variance Explained

Initial Eigenvalues Extraction Sums of Squared Loadings
Component Total % of Variance Cumulative % Total % of Variance Cumulative %
1 2.327 58.176 58.176 2.327 58.176 58.176
2 .838 20.939 79.115

3 .439 10.967 90.082

4 .397 9.918 100.000

Extraction Method: Principal Component Analysis.

Table 24: the table shows Total Variance Explained of Dependent Variable
The table above shows that there is one component that has Initial Eigenvalues larger
than 1. Moreover, the test results show that the total variance explained is 58.176% which is higher
than 50%, eligible and satisfactory, then there is It can be said that this 1 factor explains 58.176%
of the variation in the data.

Component Matrixa
Component
1
EM2 .834
EM3 .828
EM4 .814
EM1 .532
Extraction Method: Principal Component Analysis.
a. 1 components extracted.
Table 25: the table shows Component Matrix of Dependent Variable
According to the table, it only has 1 component and all 4 items have factor loadings
higher than 0.5. Besides, employee motivation has 4 items with loadings ranging from 0.532 to
0.834. Therefore, all 4 items used for employee motivation are accepted and it can also be used
for further steps. The items remaining for dependent variable after this step can be summarized
as below:
₋ Employee motivation (EM): EM1, EM2, EM3, EM4.

61
4.5 Correlation Analysis

In correlation we have 2 types: Linear correlation and Nonlinear correlation. With

Pearson, we will look at the linear correlation between pairs of variables. In the analysis applied
to the thesis, the Pearson correlation coefficient test is used to test the linear relationship between
the independent and dependent variables. If the independent variables are strongly correlated, the
problem of multicollinearity must be taken into account when analyzing regression. (luanvan2s,
2021)
Pearson correlation coefficient (r) fluctuates in the continuous range from -1 to +1:
₋ r = 0: Two variables have no linear correlation
₋ r = 1; r = -1: Two variables have an absolute linear relationship.
₋ r < 0: Negative correlation coefficient. That is, the value of variable x increases, the value
of variable y decreases and vice versa, the value of variable y increases, the value of
variable x decreases.
₋ r > 0: Positive correlation coefficient. That is, the value of variable x increases, the value
of variable y increases and vice versa, the value of variable y increases, the value of variable
x also increases. (luanvan2s, 2021)

First, when looking at the Correlations results table, we need to be interested in the sig
value. Furthermore, Sig. must be less than α = 0.05 for the correlation r to be significant.
(luanvan2s, 2021)

Correlations
Conditions
for Relationship Relationships
Employee Working professional with with
motivation Salary condition development superiors colleagues
Employee Pearson 1 .607** .577** -.013 .161* .378**
motivation Correlation
Sig. (2-tailed) <.001 <.001 .867 .031 <.001
N 180 180 180 180 180 180
Salary Pearson .607** 1 .423** .014 -.046 .055
Correlation
Sig. (2-tailed) <.001 <.001 .854 .539 .463

62
 N 180 180 180 180 180 180
Working condition Pearson .577** .423** 1 -.065 .001 .093
Correlation
Sig. (2-tailed) <.001 <.001 .386 .990 .215
N 180 180 180 180 180 180
Conditions for Pearson -.013 .014 -.065 1 -.013 -.037
professional Correlation
development Sig. (2-tailed) .867 .854 .386 .858 .621
N 180 180 180 180 180 180
Relationship with Pearson .161* -.046 .001 -.013 1 .193**
superiors Correlation
Sig. (2-tailed) .031 .539 .990 .858 .010
N 180 180 180 180 180 180
Relationships with Pearson .378** .055 .093 -.037 .193** 1
colleagues Correlation
Sig. (2-tailed) <.001 .463 .215 .621 .010
N 180 180 180 180 180 180
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 26: the table shows correlation test
The above table shows that the linear correlation between the independent variables
and the dependent variables has Pearson Correlation (r) > 0 and has a Sig coefficient. (2-tailed) <
0.05 should qualify for inclusion in the regression analysis and also have a linear correlation
between the independent variables, so multicollinearity will be tested in the regression analysis.
Besides, it also means the dependent variable and all four independent variables are positively
correlated. The correlation between Salary and Employee motivation with the highest value among
other factors is 0.607, it shows that this independent variable has the strongest correlation for the
dependent variable. Meanwhile, relationship with superiors has the lowest correlation with the
dependent variable Employee motivation, it only accounts for 0.161. However, Conditions for
professional development have a Sig coefficient. (2-tailed) > 0.05 and r < 0 so that this independent
variable has no correlation with the dependent variable, does not meet the condition.

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4.6 Regression

Regression analysis is a statistical technique used to estimate the equation that best
fits the set of observations of the dependent and independent variables. It allows the best estimate
of the true relationship between the variables to be obtained. From this estimable equation, one
can predict the dependent variable (unknown) based on the given value of the independent variable
(known). (Anh, 2020)

Y = b0 + b1X1 + b2X2 + . . . + bnXn + i

o Y is the outcome variable

o b0 is the intercept (constant)
o b1 is the coefficient of the first predictor (X1)
o b2 is the coefficient of the second predictor (X2)
o bn is the coefficient of the nth predictor (Xn)
o εi is the difference between the predicted and the observed value of Y for the ith participant.

In addition, Model summary, ANOVA, and Coefficients are the three tables that
contains essential information that a researcher must analyze.

❖ Criteria in regression analysis

• R2 (R Square) Value, Adjusted R2 (Adjusted R Square)

The adjusted R2 and R2 values reflect the explanatory level of the dependent variable
of the independent variables in the regression model. Corrected R2 is more closely reflective than
R2. The range of these two values is from 0 to 1. Usually, we choose an intermediate level of 0.5
to separate two branches of strong significance/weak significance, from 0.5 to 1 the model is good,
less than 0.5 is the model is not good. (xulidinhluong, 2020)

• F. test

The sig value of the F test was used to test the fit of the regression model. If sig is less
than 0.05, we conclude that the multiple linear regression model fits the data set and can be used.
This value is usually in the ANOVA table. (xulidinhluong, 2020)

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 • Durbin Watson coefficient

Durbin - Watson (DW) value is used to test the phenomenon of first-order series
autocorrelation (correlation test of adjacent errors). DW has a value that ranges from 0 to 4; if the
error parts do not have a first order series correlation, the value will be close to 2, if the value is
smaller, close to 0, the error parts are positively correlated; if larger, closer to 4 means that the
error parts are negatively correlated. (xulidinhluong, 2020)

According to Field (2009), if DW is less than 1 and greater than 3, we need to be really
careful because there is a very high probability of first-order series autocorrelation. According to
Yahua Qiao (2011), usually the DW value in the range of 1.5 - 2.5 will not occur autocorrelation,
this is also the standard value we use commonly today. (xulidinhluong, 2020)

• Test t

The sig value of the t test was used to test the significance of the regression coefficient.
If the t-test sig of the regression coefficient of an independent variable is less than 0.05, we
conclude that the independent variable has an impact on the dependent variable. If the independent
variable's t-test sig is larger than 0.05, we conclude that the independent variable has no effect on
the dependent variable, and there is no need to remove that variable to run the next regression.
Each independent variable corresponds to a separate regression coefficient, so we also have a
separate t-test. This value is usually in the Coefficients table. (xulidinhluong, 2020)

• VIF multicollinearity

Variance magnification factor VIF is used to check for multicollinearity. Normally, if

the VIF of an independent variable is larger than 10, it means that there is multicollinearity with
that independent variable. Then, this variable will not have the value to explain the variation of the
dependent variable in the regression model. For topics using Likert scale, if the VIF coefficient is
> 2, there is a very high possibility that multicollinearity is occurring between the independent
variables. This value is usually in the Coefficients table. (xulidinhluong, 2020)

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 Model Summaryb
Std. Error of the
Model R R Square Adjusted R Square Estimate Durbin-Watson
1 .781a .610 .601 .35535 1.806
a. Predictors: (Constant), Relationship with superiors, Working condition, Relationships with colleagues, Salary
b. Dependent Variable: Employee motivation
Table 27: The table shows the Model Summary
According to the table above, it shows the results of multiple linear regression analysis
show that the coefficient of determination R Square is 0.610 and Adjusted R Square is 0.601,
which means 60.1% of the change of the dependent variable (Employee motivation (Employee
motivation (Employee motivation). EM)) is explained by 4 independent variables in the model,
including relationship with superiors (RS), working condition (WC), relationships with colleagues
(RC) and salary (S). This shows that this linear regression model fits the data set of the sample at
60.1%, that is, the independent variables explain 60.1% of the variation of the dependent variable
(EM). The remaining 39.9% is due to random errors, out-of-model variables and can be explained
by other independent variables that do not exist in the model of this study. In addition, the Durbin
– Watson coefficient = 1.806, is in the range of 1.5 to 2.5, so no first order series autocorrelation
occurs. In other words, it is the Durbin-Watson value that shows no significant correlation between
the residuals in the model and the model.

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 34.559 4 8.640 68.422 <.001b
Residual 22.098 175 .126
Total 56.657 179
a. Dependent Variable: Employee motivation
b. Predictors: (Constant), Relationship with superiors, Working condition, Relationships with
colleagues, Salary
Table 28: The table shows the ANOVA
In this case of this ANOVA table, testing the hypothesis about the overall fit of the
model, the value F=68,422 with sig.= <0.001 < 5%. Show that R-squared of the population is not
0. It means all 4 independent variables are important associated with dependent variable. In
conclusion, the multiple linear regression model fits the data set and is usable.

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 Coefficientsa
Unstandardized Standardized Collinearity
Coefficients Coefficients Statistics
Model B Std. Error Beta t Sig. Tolerance VIF
1 (Constant) .607 .207 2.933 .004
Salary .300 .035 .444 8.500 <.001 .818 1.222
Working condition .238 .034 .362 6.930 <.001 .816 1.225
Relationships with .214 .035 .296 6.117 <.001 .954 1.049
colleagues
Relationship with .087 .034 .124 2.577 .011 .960 1.042
superiors
a. Dependent Variable: Employee motivation
Table 29: The table shows the Coefficients
The independent variables are referred to as Salary (SA), working condition (WC), relationships
with colleagues (RC), relationships with superiors (RS). Based on the evaluation criteria
mentioned above, the above table shows the results of regression test showing that all variables
have Sig values. <0.05 shows that all four independent variables have a significant impact on the
dependent variable and no variable is excluded from the model. It means that all four hypotheses
are accepted. Furthermore, the test results of the regression analysis show that the VIF values of
the independent variables are all less than 2 including 1.222 (SA), 1,225 (WC), 1,049 (RC) and
finally 1,042 (RS), means that the residuals are normally distributed and there is no correlation
between the residuals with no violation of the assumptions. In addition, next is the normalized
regression coefficient Beta, among all the regression coefficients, the independent variable with
the largest Beta has the most influence on the change of the dependent variable. Moreover, all the
independent variables have standardized coefficients Beta larger than 0, then those variables agree
with the independent variable. Looking at the standardized coefficients Beta can explain that, for
example, the B coefficient of SA with a value of 0.300, which means that when the independent
variable increases by 1 unit, the dependent variable also increases by 0.300 and it goes the same
for the remaining variables. Therefore, there is no multi-collinearity problem in this study.
Finally, the normalized regression equation will be:
EM = 0.444*SA + 0.362*WC + 0.296*RC + 0.124*RS
Y = α + β1X1 + β2X2 + … + βnXn

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 From the equation above, it is possible to determine and sort the influence of the
independent variables in descending order:
SA (0.444) > WC (0.362) > RC (0.296) > RS (0.124)

✓ H1: Salary has a positive (positive) effect on employee motivation. (ACCEPTED)

✓ H2: Working condition has a positive (positive) effect on employee satisfaction.
(ACCEPTED)
✓ H3: Condition for professional development has a positive (positive) effect on employee
satisfaction. (REJECTED)
✓ H4: Relationships with colleagues has a positive (positive) effect on employee
motivation. (ACCEPTED)
✓ H5: Relationships with superiors has a positive (positive) effect on employee motivation.
(ACCEPTED)

❖ Analyze the residuals with a normal distribution

Residuals may not follow a normal distribution for reasons such as: incorrect use of
the model, non-constant variance, insufficient number of residuals for analysis, etc. Therefore,
conducting a variety of surveys. The simplest way to investigate is to build a histogram of the
residual histograms below. The next graph will be based on the P-P Plot chart and is also another
way to check whether the residuals are normal or not.

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 Figure 7: Histogram chart
As can be seen that the normalized residuals are distributed according to the shape of
the normal distribution. There is a bell curve in the figure which is a normal distribution, we see
the histogram frequency corresponding to that bell curve. Furthermore, the mean value of -2.52E-
15 is close to zero and the standard deviation of 0.989 is approximately =1 further confirming that
the normalized residuals follow a normal distribution. In addition, the graph also shows the
majority of the concentration and ranges from -2 to 2 of the regression standardized residual. Thus,
the conclusion that a normally distributed residual is not violated.

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 Next is the P-P Plot chart, another way to check for normalized residuals.

Figure 8: Normal P-P Plot of Regression Standardized Residual chart

According to the Normal PP Plot chart, the observed and expected values are all close
to the diagonal, showing that the normalized residuals have a normal distribution, which means
the hypothesis of the normal distribution of the residuals is not violated, the regression model is
statistically significant. The P-P plot test shows the values of the percentiles of the variable's
distribution according to the percentiles of the normal distribution. Observing the level of actual
points, centered close to the expected line, shows that the research data set is good, the normalized
residuals have a distribution close to the normal distribution.

❖ Scatter Plot chart tests the assumption of linear contact

Scatter Plot between normalized residuals and normalized prediction values helps to
find if the current data violates the assumption of linear association. In this study, the graph will
show the Standardized Residual on the horizontal axis and the Predicted Value on the vertical axis.

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 Figure 9: Scatterplot chart
Regarding the assumption of linear relationship, the method used is the scatterplot
plot. The table above shows regression standardized residual does not change in any order for the
regression standardized predicted value. In addition, the results show that the residuals randomly
scattered through the line through the point 0, without creating any particular shape, are satisfied.
Therefore, the assumption of linear relationship is not violated. What this means is this: the
normalized predictor is the normalized value of the dependent variable, and the normalized
residual is the normalized value of the residual. It shows that the dependent variable has no
relationship with the residual.

4.7 Hypothesis Test

Based on the above information, this section will present, evaluate and consider
whether the variables are eligible or not for the hypothesis test. Since then, it is concluded that
there are 4 factors of talent management that affect the motivation of employees at Mocap
company. The regression coefficients are all greater than 0. Thus, all independent variables
included in the regression analysis have the same effect on the dependent variable. Based on the
size of the normalized regression coefficient Beta, the order of influence from the strongest to the
weakest of the independent variables to the dependent variable employee motivation (EM) is:

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 ✓ H1 is supported: Salary has the strongest and positive effect on employee motivation (β =
0.444, t = 8.500, p < 0.05)
✓ H2 is supported: Working condition has a positive and second strongest effect on employee
motivation (β = 0.362, t = 6,930, p < 0.05)
✓ H4 is supported: Relationships with colleagues has a positive and third strongest effect on
employee motivation. (β = 0.296, t = 6.117, p < 0.05)
✓ H5 is supported: Relationships with superiors has the positive and weakest effect on
employee motivation (β = 0.124, t = 2.577, p < 0.05)
In conclusion, with 5 hypotheses from H1 to H5 we have posed initially in chapter 2
research hypothesis. There are 4 accepted hypotheses: H1, H2, H4, H5 corresponding to the
variables: Salary; Working condition; Relationships with colleagues; relationships with superiors.
Particularly, hypothesis H3 is rejected, the factor condition for professional development does not
affect employee satisfaction in Mocap company, in other words, the Colleague variable is not
significant in the regression model.

Hypothesis Significant Hypothesis Standardized Impact

Value Result coefficient β Ranking
H1: Salary has the
strongest and positive
effect on employee <0.001 Supported 0.444 1st
motivation

H2: Working condition

has a positive and second
strongest effect on <0.001 Supported 0.365 2nd
employee motivation
H4: Relationships with
colleagues has a positive
and third strongest effect <0.001 Supported 0.296 3rd
on employee motivation

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H5: Relationships with
superiors has the positive
and weakest effect on 0.11 Supported 0.124 4nd
employee motivation

Table 30: The table shows Hypothesis result

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 CHAPTER 5
This final chapter summarizes the study results and findings. The researcher will
present and discuss the factors of talent management that affect employee motivation in detail and
specifically. In addition, the author will make some suggestions and recommendations, highlight
the limitations of the study and give new research directions for future researchers.

5.1. Summary of findings

In order to make this research more convincing, the author used a quantitative method
and conducted an online survey for 180 employees working at Mocap Joint Stock Company. The
objective of this research paper was made through surveys and measurement methods to bring out
the results of the study and satisfy the objectives that were set at the beginning. Therefore, this
study has shown the use of research models, providing relevant theoretical content and evaluation
criteria to analyze and describe the parameters on the table/chart. Moreover, to analyze such data,
the collected data is processed by Microsoft Excel and SPSS software with Reliability Test;
Descriptive Analysis; Exploratory Factor Analysis (EFA); Correlation Analysis; Regression
analysis; Hypothesis test and tests T - Test and ANOVA. In addition, this study also briefly
introduces the profile of Mocap company and the current status of the factors of talent management
affecting the work motivation of employees at the company. In addition, the results of descriptive
statistics explain the facts and data in the company for further study for the next analysis.
According to the results of the regression analysis, a total of 180 completed this survey, and based
on the regression analysis table, it shows that 60.1% of the influence and change in employee work
motivation (EM) can be solved by four independent variables. The results show that 4 factors of
talent management affect the motivation of employees at Mocap company: Salary; Working
condition; relationships with colleagues and finally relationships with superiors. The above results
are reasonable with reality when the company's employees mostly work inside the office with Call
center work. The study has systematized the basic theoretical basis of employee's work motivation,
the factors of talent management and its impact on the employee's work motivation at Joint Stock
Company Mocap, as well as pointing out limited aspects, issues that need to be solved and
management implications in order to improve employee motivation and business performance of
the Company. In addition, arranged in order of decreasing impact of the factors of talent

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management on work motivation: Salary (β=0.444); Working condition (β=0.365); relationships
with colleagues (β=0.296) and relationships with superiors (β= 0.124).

Thus, it can be seen that Salary with Standardized coefficient β is 0.444, the factor of
talent management that has the greatest influence on employee motivation at Mocap Vietnam Joint
Stock Company. Currently, the income level is the most practical factor and almost the biggest
influence on all employees when they go to work, not just Mocap company. Therefore, businesses
or organizations need to consider carefully and have a reasonable salary calculation formula for
their employees. In Mocap company, the salary level is done by steps including a salary formula
based on the job, rank and in addition, there are additional bonus intervals according to the sales
nature achieved by each individual. Moreover, employees almost agree with the salary received
by Mocap company. In addition, the company's employees are always paid on time. However,
because the growing economy affects the environment and the demand, the average income from
5 to 7 million is relatively low compared to the current life employee needs and not enough to
create a motivation for improving performance as well as for company. So, Mocap company can
consider and consider this issue carefully to come up with more effective solutions, bringing many
benefits to the company as well as its human resources.

Working condition is the second ranking factor of talent management affecting

employee motivation at Mocap company with Standardized coefficient β 0.365. In general,
working conditions are one of the factors that play a very important role for organizations in
Vietnam, not only Mocap company, it has an influence on the work efficiency of individuals or
groups. within the organization, affecting work motivation, etc. At Mocap company, this element
of talent management includes ensuring safety and comfort in the workplace, fully equipped with
supporting equipment in performing the job, sufficient tools and resources to ensure job
completion and timely information about changes in the working environment. It shows that this
factor is currently being implemented very well by the company. However, the company also
needs to pay attention and quickly come up with solutions to improve the working conditions of
talent management because equipment such as tables and chairs, computers, projectors are having
problems or technical problems, old.

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 The third ranking factor of talent management is Relationships with colleagues,
affecting the work motivation of employees at Mocap company. Just like when conducting the
quantitative method, online survey with employees at the company, the employees think that
colleagues are friendly, positive and support each other at work, cheerful and sociable will create
their mind comfort and enjoyment in the work at hand. Although the measurement of the
Standardized coefficient β with the value of 0.296, the reality is that relationships with
colleagues are currently good and positively affect work motivation in order to increase
efficiency and effectiveness at work. In addition, in general in the Vietnamese market,
relationships with colleagues are still one of the elements of talent management that have a
positive influence on employee relationships, work, and motivation. it is able to retain talent,
they will stay with the company longer.

Finally, the element of talent management that has the least influence on the working
motivation of Mocap Vietnam Joint Stock Company is relationships with superiors. In the
current situation of Vietnam, this factor can determine the harmony between employees and
upper management, it helps both sides benefit in terms of career development, relationships,
support each other in the organization's stated goals to accomplish its own missions and missions
in the best possible way as well as for the business. At Mocap company, the communication,
support, concern and sharing of leaders and superiors for employees is there. Besides, the
superiors also sometimes listen and contribute ideas to support and create opportunities and
development conditions for employees. However, this problem of the company is not really good
and affects a lot because the nature of the employees' work is quite simple, so the relationship
with the superiors does not have many opportunities and lots of exposure at work at work.
Therefore, the measurement of the Standardized coefficient β with the value of 0.124.

Through the research results, it shows the common points about the factors of talent
management affecting the work motivation of employees. The author's research results shows
that there are a total of 4 factors of talent management that affect employees' work motivation.
First, comparing the results with domestic studies, the element of talent management has the
consensus of previous author's studies, relationships with superiors, it includes: author TMD

76
(2011) ); Author TTD (2018) and finally author TVH (2016). According to research results, the
"salary" factor of talent management has a great impact on employee motivation. Compared with
the research results of the two authors, TMD and TTD, it shows that this factor also has a
consensus and common ground on the influence of the "Salary" factor of talent management on
work motivation. It is the key to the retention of employees, their potential and their effective
performance at work. However, compared with the research results on the factor of influence of
the TVH author, training and promotion, it shows that there is no common ground and consensus
with this study. In addition, compared with the research results of TMD and TVH, the factor
"relationships with colleagues" of talent management is not considered a factor affecting work
motivation and the author of TVH alone has no results of this factor "Salary and working
conditions" in his research paper. Because these are the results of the author's research, it proves
that the four factors of talent management have an impact on employee motivation. Therefore,
the factors that the domestic authors could not show in the research paper, disagreeing with the
factors affecting the employee's work motivation are considered as limitations of the study.
Besides, the lack of common ground, the consensus of factors and the degree of common
influence is due to different company models, different industries, specific nature of work,
environment. However, other factors of talent management in the research of domestic authors
have not yet shown and seen the impact of those factors on employee motivation. Finally, the
research results are compared with the results of foreign studies, including author Barzoki, A&J
(2012) and author Kovach (1987). The results show that three factors of talent management have
consensus, unanimity and common ground with the two foreign authors, namely "salary;
working condition and relationships with colleagues". Besides, relationships with superiors, this
element of talent management has consensus with the author Barzoki, A&J although the other
author Kovach (1987) does not mention this factor in work motivation. In addition, there is a
common point and a great consensus of both foreign authors on the level of influence on the
"salary" factor that has the greatest impact on employee motivation. Although there is a
commonality in the level of Salary influence, there are common points, the consensus of foreign
authors on factors, but there are still outstanding differences that are other factors in the research
paper of these authors. This hypothesis was not detected and shown in this study. specifically,
there is no common ground on the influence of the bonus factor of Barzoki, A&J. The first
reason is that when the research model, there was no consensus of these authors, so it was not

77
selected as a research factor in the article. Secondly, the other factors of talent management in
the study by foreign authors do not show or detect that these factors affect the work motivation
of employees at Mocap company. Finally, those factors are included in the model while Vietnam
has not yet made many assessments on those factors affecting work motivation. So, it is also
considered a limitation for this study. In summary, compared with research results from domestic
to foreign, Salary is an element of talent management that has a great influence on employee
motivation and has consensus of all 4 authors except TVH. It is a huge motivator to motivate
employees to work, commensurate with the nature of their work and as well as paying a
reasonable salary that will retain talent. Currently, it is shown that most of the salary level does
not meet the needs of life, so it is still a shortcoming that needs to be implemented solutions to
improve efficiency at work.

Although Mocap Vietnam Joint Stock Company has also performed quite well in
many aspects to motivate employees, through the research, some recommendations and
implications of governance are proposed to further improve Employee motivation through
impact factors.

5.2. Managerial Implication

In this part, the author will argue for the questions in the observed variables as well as
the research question mentioned in chapter 1. In addition, the factors of talent management
affecting employee motivation will be arranged from the largest to the smallest as mentioned
above.

❖ Salary

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
SA1 180 1 5 3.62 1.079
SA2 180 1 5 3.63 .992
SA3 180 1 5 3.67 .950
SA4 180 1 5 3.63 1.047
SA5 180 1 5 3.59 .979
Valid N (listwise) 180
Table 31: The table shows Descriptive Statistics of Salary

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 Salary is the factor of talent management that has the strongest influence on work
motivation with the observed variable having the highest mean value of 3.67, showing that salary
has not really motivated employees to work. Although the results show that this factor has not
really affected the work motivation of employees, but in fact, the business as well as the employees
working in the company shows satisfaction with salary, so far. Moreover, the salary of the
employees is always paid on time or may be delayed by 2-3 days. However, in order to be more
convincing and improve the score, Mocap company should have recommendations and
suggestions that make both parties satisfied, beneficial, satisfied at work as well as achieving high
efficiency in their work and finally is retain talent. First, the company needs to pay attention to the
employee's salary deadline, it helps the company get many benefits from satisfaction, show
responsibility and increase employee motivation. In addition, the company needs to set specific
work goals for employees to pay salaries commensurate with the level of work and build a
performance measurement system to properly assess their capacity to have a suitable salary and
bonus scheme. In addition, the company must clearly grasp the advantages and disadvantages in
order to improve the performance of the work, provide solutions, find realistic ways to eliminate
the negatives as well as reduce the limitations that affect the work to this factor. At least, by the
way, the salary must meet the living needs of the workers and must be competitive with the salary
of enterprises in the same industry in the area.

❖ Working condition

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
WC1 180 1 5 3.73 1.006
WC2 180 2 5 3.74 1.009
WC4 180 2 5 3.78 1.004
Valid N (listwise) 180
Table 32: The table shows Descriptive Statistics of working condition
The research results on the factor “working conditions” of talent management show
that the highest average value is 3.78 and is the second most influential factor of talent management
affects the motivation of employees. employees, that scale shows the talent management element
of working conditions is normal, not really good. It shows that Mocap company is not satisfied
and satisfied with the working conditions for the employees in the company. So far, Mocap

79
company still does a good job in providing a clean environment and providing a full range of
supporting equipment for the job, including: desk, chair, computer, printer, fax, etc. However,
there are some recommendations and solutions to help the company optimize for this element of
talent management by changing new devices, improving technology, rearranging new workspaces,
and reorganizing new workspaces more comfortable, for cleaning the toilet is always clean every
day. Therefore, that will help increase the development of the company as well as internally,
employee satisfaction will help the work efficiency be better, when the work motivation is
increased, the work performance will be improved also increase. Besides, developing and
promoting employee motivation means increasing talent retention, contributing to the
development of talents in the company. In addition, the company should also find practical
solutions to increasingly develop and eliminate negative points to ensure that the scale as well as
performance and work efficiency are not reduced by continuing to build and improve the
environment and favorable working conditions to maximize the strengths of each employee, create
a comfortable working atmosphere to help employees connect with each other more.

❖ Relationships with colleagues

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
RC1 180 2 5 3.42 .969
RC2 180 2 5 3.28 1.048
RC3 180 2 5 3.38 .987
Valid N (listwise) 180
Table 33: The table shows Descriptive Statistics of relationships with colleagues
The research results of the "relationships with colleagues" factor of talent management
with the highest average value is 3.42 and also is the factors of talent management that affects with
a ranking of 3rd on employee motivation, that scale shows the relationship between the staff to
staff, colleagues to each other is average and has not been evaluated very well. Although, the
reality shows that the relationships between colleagues in Mocap company are not bad, they still
exchange information with each other, share experiences and support each other in work when
necessary, but that's not enough, it just a few employees and not most of the rest of the staff. The
company should have some solutions and recommendations to improve the relationship with

80
colleagues. Firstly, it is necessary to create a smooth and effective sharing and coordination in
work and expertise among colleagues. Secondly, it is necessary to create an atmosphere of a team
that is always cohesive, happy, sociable, and finally, it is necessary to build a spiritual culture,
mutual affection, colleagues help each other to progress in work, as well as expertise. In order to
completely overcome the risks and have a negative impact on that factor, the company will offer
practical solutions and methods to solve this problem by organizing a weekly seminar, together
with the following topics: professional exchange activities for employees and create opportunities
for teamwork. At that time, the better co-worker relationships will make them more motivated to
work, stay longer in the company, retain talents and help them develop more personally and
effectively in work.

❖ Relationships with superiors

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
RS1 180 1 5 3.33 .991
RS2 180 1 5 3.33 1.109
RS3 180 1 5 3.39 .994
RS4 180 1 5 3.41 .950
RS5 180 1 5 3.39 1.011
Valid N (listwise) 180
Table 34: The table shows Descriptive Statistics of relationships with superiors

For the relationship with superiors about factor of talent management, the results show
that the employee's highest level of agreement on this factor is only quite good with the highest
average value of 3.41 but can't rate it as good. Besides, this factor has the lowest influence on
employee motivation. In order to improve employee motivation, the company can improve labor
motivation through this factor. In fact, the company's superiors are always supportive and
concerned for the employees, especially those who are new to the industry, but they are not present
and appear much in front of the employees, so the relationship and connection is not really good.
Besides, when subordinates have problems or conflicts in an unresolved issue, leaders and
superiors are always present at the right time and at the right time to settle the problem
satisfactorily and reasonably with ss a superior, the adjudication and settlement of work and

81
attitudes are very fair to the employees. However, because the scale shows high appreciation,
Mocap company has some proposed solutions, so it will improve these issues in a more positive
direction. The unfair treatment of Dali will lead to stress and reduce work productivity. Therefore,
to satisfy the two problems between work motivation and talent management, the company will
find the most practical solutions and methods to eliminate the negative points for this factor by
expressing show support and care for employees more, motivate, care about employees' interests,
tact, tact in commenting and criticizing employees and fair handling attitude towards employees
with both sides. From there, the issues will be improved, the motivation of employees will be more
positive, increase work efficiency, help them have the opportunity to express themselves, develop
their professional and the most important thing is retaining talent, creating more talents to develop
the company.

5.3. Limitation and Recommendation for further researches

❖ Limitation

During the research, the author analyzed and evaluated in detail the results extracted
from the valuable information in this research paper. However, this study still faces many
limitations and difficulties in the process of conducting the research, it will be presented each
factor below:

Time limit: this is a very influential cause of research limitation. The reasons for the
time limitation are that there is not much time to do the thesis, it is not possible to conduct an in-
person survey at the company due to the impact of the covid-19 epidemic, so the survey is only
done online and there is not much time to conduct surveys as well as to do more detailed and
better research.

Cost limitation: In order to obtain valuable and useful information to support the
research survey, the author of the study will pay a sum of money to the human resources
department of it for increasing the practicality of the research.

82
 Limiting the factors of talent management affecting work motivation: The author of
the study only focuses on five factors affecting employee motivation, so factors such as
corporate culture have not been added. Education level, employee personality traits, etc. into the
research model. Further studies need to be added to the research model.

❖ Recommendation for further researches

In addition to the research limitations, there are some suggestions to develop and
expand the scale of the future research paper so that it can be fully understood and the research
paper is made more practical. An accurate survey that can be carried out in a face-to-face
meeting of all employees in another company can shed more light on the factors of talent
management that affect employee motivation to increase retention rate as well as improve the
weaknesses and continue to develop the strengths of the company. Future researchers should
conduct research on other influencing factors and survey on a larger scale including all officers
and employees at Mocap Vietnam Joint Stock Company in order to increase the value and
credibility for their research.

5.4. Lessons from this research findings

Through the above research, it not only provides basic knowledge about the
theoretical system of talent management and the factors affecting employee's work motivation,
but also helps students better understand the Research models. In addition, the research paper
also presents research papers of other authors to help students better understand and grasp the
content to be done in this research paper. Furthermore, conducting surveys helps students better
understand how to conduct surveys and perform better in the future. Besides, based on the
analysis and evaluation of test methods including descriptive statistics, exploratory analysis of
EFA, Pearson correlation coefficient, regression analysis can know the advantages and
disadvantages of the factors of talent management affect employee motivation. It shows how the
levels of that factor affect and from there suggest solutions and recommendations to improve
efficiency and productivity. Thereby, students can capture these knowledges for themselves and
contribute to great success later in project management or factor analysis through the data
described by running the SPSS software. In, through the research paper, it is shown that
regression analysis plays a great role in presenting the results of the research paper as well as the
survey results and thus leading to useful additions to help students. capture the points or points to

83
note for the research paper. From there, recommendations and proposed solutions to improve
efficiency and reduce problems are limited so students can carefully consider and apply those
solutions to problems encountered that similar in the future. However, the survey including time,
cost, sample size, number of surveyors are still limited difficulties, causing quite a lot of
obstacles for students when carrying out project research. Therefore, through this research paper,
students can draw lessons for themselves and better control and perform those problems in the
future as well as subsequent research papers.

84
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89
 APPENDIX: QUESTIONAIRE

QUESTIONNAIRE SURVEY ABOUT EMPLOYEE MOTIVATION AT MOCAP

COMPANY

My name is Pham Huu Khai, currently a third-year student at Sunderland International

University. I am working on a thesis with the topic of project research. Currently, I am in the
process of conducting a survey on "FACTORS OF TALENT MANAGEMENT AFFECTING
EMPLOYEE MOTIVATION AT MOCAP VIETNAM JOINT STOCK COMPANY". So, I
hope everyone can take a moment to complete this little survey. Please fill in your personal
information and answer the survey questions by choosing a level of agreement or disagreement
from 1 to 5 for your answers. Any information that you contribute will be extremely necessary
and useful for the research that I am doing. I look forward to receiving the help and cooperation
from everyone. Thank you very much for taking the time to complete this survey.

Part1. General Information:

01. What is your gender

Male Female

02. What is your highest education level?

Intermediate College Bachelor Higher Education

03. Which age group are you in?

18-20 years old

21-23 years old

24-26 years old

Over 26 years old

Part 2. Talent Management (Please indicate your level of agreement or disagreement with each
of the questions below by ticking (x) a number between 1 and 5. The extent of the scale will be
clarified in the table below:)

90
 1 2 3 4 5

Strongly Disagree Disagree Neutral Agree Strongly Agree

Salary (SA) 1 2 3 4 5
SA1 The salary is commensurate with my work results.

The salary ensures the life of myself and my family.

SA2

My salary and earnings are paid in full and on time.

SA3

The enterprise's salary policy is fair and reasonable.

SA4
The salary is equivalent to the salary of companies in
SA5
the same industry in the area.
Working condition (WC) 1 2 3 4 5
Fully equipped with vehicles, machinery and
WC1
equipment for the job.
WC2 Working time is reasonable.
WC3 The workplace is safe, comfortable and clean.
WC4 The Board of Directors is always interested in
improving the working environment and working
facilities for employees.
Conditions for professional development (PD) 1 2 3 4 5
The company creates conditions for employees to learn
PD1
and improve knowledge and skills.
The company has a clear staff training and
PD2
development plan.
The current training, training and human resource
PD3 development programs at the units are very
appropriate.

91
 Opportunities for advancement at the unit are fair and
PD4
equal for everyone.
The company creates promotion opportunities for
PD5
capable people.
Relationship with colleagues (RC) 1 2 3 4 5
RC1 Colleagues at the unit are sociable and friendly people.
Colleagues always support and coordinate with each
RC2
other to complete the job well.
RC3 Colleagues are trustworthy.
RC4 Colleagues are dedicated to work.
Relationship with superiors (RS) 1 2 3 4 5
My superiors provide feedback, help me improve my
RS1
work performance.

I easily discuss work with my superiors

RS2

My superiors protect my legitimate interests.

RS3
The boss has a fair treatment attitude among
RS4 employees.
RS5 My superiors always acknowledge my contributions.
Part3. Employee motivation

Employee Motivation (EM) 1 2 3 4 5

EM 1 I maintain my efforts in the long run
I always strive for the organization's work and activity
EM 2
goals.
EM 3 I do my best to get the job done.
I have always actively participated in the
EM 4
organization's activities.
------------------------------------------------------------------------

THANK YOU VERY MUCH!

92
 CÂU HỎI KHẢO SÁT VỀ CÁC YẾU TỐ CỦA QUẢN LÝ NHÂN TÀI ẢNH HƯỞNG ĐẾN
ĐỘNG LỰC LÀM VIỆC CỦA NHÂN VIÊN TẠI CÔNG TY MOCAP

Xin chào Anh/Chị/Bạn,

Mình tên là Phạm Hữu Khải, hiện đang là sinh viên năm ba của trường đại học Quốc Tế
Sunderland. Mình đang làm bài luận văn với chủ đề môn học là nghiên cứu dự án. Hiện tại, mình
đang trong quá trình thực hiện một cuộc khảo sát về “CÁC YẾU TỐ CỦA QUẢN LÝ NHÂN TÀI
ẢNH HƯỞNG ĐẾN ĐỘNG LỰC LÀM VIỆC CỦA NHÂN VIÊN TẠI CÔNG TY CỔ PHẦN
MOCAP VIỆT NAM”. Vì vậy, rất mong mọi người có thể dành ra 1 chút thời gian để thực hiện
bài khảo sát nho nhỏ này. Bạn hãy điền đầy đủ các thông tin cá nhân và trả lời các câu hỏi khảo
sát bằng cách lựa chọn mức độ đồng ý hoặc không đồng ý từ 1 đến 5 cho các câu trả lời của mình.
Mọi thông tin mà bạn đóng góp sẽ vô cùng cần thiết và hữu ích cho bài nghiên cứu mà mình đang
thực hiện. Mình rất mong sẽ có được sự giúp đỡ và hợp tác đến từ phía của mọi người.

Xin chân thành cảm ơn Anh/Chị/Bạn đã dành thời gian để hoàn thành bản khảo sát này!

Phần 1. Thông tin chung:

01. Giới tính của anh/chị/bạn là gì?

Nam Nữ

02. Trình độ học vấn của anh/chị/bạn là gì?

Trung cấp tiếng Anh Cao Đẳng Cử Nhân Đại học

03. Anh/chị/bạn thuộc nhóm tuổi nào dưới đây?

Từ 18-20 tuổi

Từ 21-23 tuổi

Từ 23-26 tuổi

Trên 26 tuổi

93
Phần 2. Quản trị tài năng (Vui lòng cho biết mức độ đồng ý hoặc không đồng ý với từng câu hỏi dưới
đây bằng cách đánh dấu (x) vào một số trong khoảng từ 1 đến 5. Mức độ của thang đo sẽ được làm rõ
trong bảng dưới đây):

Lương 1 2 3 4 5

SA1
Mức lương tương xứng với kết quả công việc của tôi.

Mức lương đảm bảo cuộc sống của bản thân và gia
SA2
đình.
Lương và thu nhập của tôi được trả đầy đủ và đúng
SA3 hạn.
Chính sách tiền lương của doanh nghiệp công bằng và
SA4 hợp lý
Mức lương tương đương với mức lương của các công
SA5
ty cùng ngành trên địa bàn.
Điều kiện làm việc 1 2 3 4 5
Trang bị đầy đủ phương tiện, máy móc, thiết bị phục
WC1
vụ công việc.
WC2 Thời gian làm việc hợp lý.
WC3 Nơi làm việc an toàn, thoải mái và sạch sẽ.
WC4 Ban lãnh đạo Công ty luôn quan tâm đến việc cải thiện
môi trường làm việc, trang thiết bị làm việc cho người
lao động.
Điều kiện phát triển nghề nghiệp 1 2 3 4 5
Công ty tạo điều kiện để nhân viên học hỏi, nâng cao
PD1 kiến thức, kỹ năng.

PD2 Công ty có kế hoạch đào tạo và phát triển nhân viên rõ

ràng.

94
 PD3 Chương trình đào tạo, huấn luyện và phát triển nguồn
nhân lực hiện nay tại đơn vị là rất phù hợp.
Cơ hội thăng tiến tại đơn vị là công bằng và bình đẳng
PD4 cho tất
cả mọi người.
Công ty tạo cơ hội thăng tiến cho những người có năng
PD5
lực.
Mối quan hệ với đồng nghiệp 1 2 3 4 5
Đồng nghiệp tại đơn vị là những người hòa đồng, thân
RC1
thiện.
Đồng nghiệp luôn hỗ trợ, phối hợp với nhau để hoàn
RC2
thành tốt công việc.
RC3 Đồng nghiệp đáng tin cậy.
RC4 Đồng nghiệp tận tâm với công việc.
Mối quan hệ với cấp trên 1 2 3 4 5

RS1 Cấp trên cung cấp thông tin phản hồi, giúp tôi cải thiện
hiệu quả công việc.

Tôi dễ dàng thảo luận công việc với cấp trên

RS2

Cấp trên bảo vệ lợi ích hợp pháp của tôi

RS3

Sếp có thái độ đối xử công bằng giữa các nhân viên.
RS4
RS5 Cấp trên luôn ghi nhận những đóng góp của tôi.

Phần 3. Động lực làm việc của nhân viên

Động lực làm việc của nhân viên 1 2 3 4 5

EM 1 Tôi duy trì nỗ lực của mình trong thời gian dài

95
 Tôi luôn phấn đấu vì mục tiêu công việc và hoạt động
EM 2
của tổ chức.
EM 3 Tôi cố gắng hết sức để hoàn thành công việc.
EM 4 Tôi luôn tích cực tham gia các hoạt động của tổ chức.

------------------------------------------------------------------------

CẢM ƠN RẤT NHIỀU!

96