THESIS AutoRecovered

NATIONAL ECONOMICS UNIVERSITY
BUSINESS SCHOOL
Hau Thi Mai Anh
FACTORS AFFECTING EMPLOYEES' WORKING

MOTIVATION IN THE BRANCH OF CBRE (VIETNAM)
CO., LTD IN HANOI CITY
Bachelor of Business Administration in English (E-BBA)

Thesis
HANOI, 2020
1
NATIONAL ECONOMICS UNIVERSITY
BUSINESS SCHOOL
FACTORS AFFECTING EMPLOYEES' WORKING

MOTIVATION IN THE BRANCH OF CBRE (VIETNAM)
CO., LTD IN HANOI CITY
Bachelor of Business Administration in English (E-BBA)

Thesis
Student: Hau Thi Mai Anh
Class: E-BBA 9C
Student’s ID: 11170114
Supervisor: Assoc. Prof., PhD. Le Thi My Linh
HANOI, 2020
2
ACKNOWLEDGEMENT
This research serves as the final thesis which completes my course of

Bachelor of Business Administration in English (E-BBA), at Business School,
National Economics University.”
“First of all, I would like to give my sincere thanks to Assoc. Prof., PhD. Le
Thi My Linh who has provided invaluable comments, consultants, instructions
and guidance to my research throughout the study, as my instructor.”
“Secondly, I would like to deeply thank the professors, lecturers, instructors
and teachers of Business School in particular and National Economics University
in general, who have spent time and effort to give us new knowledge, skills and
points of view during four years of the course.”
“Thirdly, I would like to express my gratitude to the managers, sales
counsellors and staff members at CBRE Vietnam, who went through the trouble
of guiding me during my internship, giving me valuable practical experience and
participating in my study.”
“Last but not least, I truly appreciate the emotional and material support from
all of my friends and family, without whom I could not have carried on until the
end of this course and research.
3
TABLE OF CONTENT
CHAPTER 1: INTRODUCTION.......................................................................11
1.1. Rationale...................................................................................................11
1.2 Research Objectives...................................................................................12
1.3 Research Questions....................................................................................12
1.4 Research subject and Scope of Study.........................................................12
1.4.2 Scope of Study.....................................................................................13
1.5 Research Methodology..............................................................................13
1.5.1 Research Process.................................................................................13
1.5.2 Data collection....................................................................................14
1.6 Thesis Structure.........................................................................................15
CHAPTER 2: THEORETICAL FRAMEWORK OF AFFECTING FACTORS 16
2.1 Introduction................................................................................................16
2.2 Literature review........................................................................................16
2.2.1 Literature review table.........................................................................19
2.3 Work motivation........................................................................................23
2.3.1 Definition of Work Motivation...........................................................23
2.3.2 Definition of Employee Motivation.....................................................24
2.3.3 Theories on Employee Motivation.......................................................25
2.4. Research Model on Employee Motivation................................................34
CHAPTER 3: ASSESSING THE CURRENT STATUS OF EMPLOYEE
MOTIVATION AT THE BRANCH OF CBRE (VIETNAM) CO., LTD IN
HANOI CITY.....................................................................................................40
3.1. An overview of CBRE VIETNAM HANOI BRANCH............................40
3.1.1 General Information............................................................................40
3.1.2. Mission – Vision – Core Values.........................................................40
3.1.3. Financial Situation..............................................................................41
3.1.4 CBRE Vietnam Hanoi Branch’s Human Resources............................44
3.2 Reliability verification (Cronbach’s Alpha)...............................................49
3.3. Exploratory Factor Analysis (EFA)..........................................................52
3.3.1 Exploratory Factor Analysis Independent Variable.............................53
3.3.2. Exploratory Factor Analysis Dependent Variable...............................56
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3.4. Correlation Analysis.................................................................................57
3.5. Regression Analysis..................................................................................58
3.5.1. Model Summary.................................................................................59
3.5.2. ANOVA analysis................................................................................59
3.6. Research result summary..........................................................................63
CHAPTER 4: RECOMMENDATIONS TO IMPROVE EMPLOYEE
MOTIVATION AT CBRE VIETNAM HANOI BRANCH COMPANY
LIMITED............................................................................................................65
4.1 CBRE Vision for Human Resources Management....................................65
4.2. Recommendations for Improving Employee Motivation at CBRE Vietnam
Hanoi Branch...................................................................................................66
4.2.1. Improving Hygiene Factors................................................................66
4.2.2. Improving Motivation Factors............................................................70
CHAPTER 5: REFERENCES.............................................................................78
CHAPTER 6: APPENDIX..................................................................................80
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LIST OF ABBREVIATIONS
No
Acronym Meaning
.
1. “EFA” “Exploratory Factor Analysis”
2. “KMO” “Kaiser-Meyer-Olkin Test”
3. ANOVA Analysis of Variance
4. “SPSS” “Statistical Package for Social Sciences”
5. “VIF” “Variance Inflation Factor”
6. “Sig.” Significant
7. A “Achievement
8. JC “Job Characteristic
9. S “Salary
10. PA Company’s Policies & Administration
11. JS “Job Security
12. TD “Training & Development
13. M “Motivation
14. MBA Master of Business Administration
15. MA Master of Art
16. CBRE Coldwell Banker Richard Ellis
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LIST OF TABLES
Table 2. 1. Literature review table..............................................................................
Table 2. 2. Motivation model......................................................................................
Table 2. 3. Overserved Variables................................................................................
Table 3. 1. General cash flow information..................................................................
Table 3. 2. Annual Revenue before Tax of CBRE Vietnam Hanoi Branch from
2017 to 2019...............................................................................................................
Table 3. 3. Profit before Tax of CBRE Vietnam Hanoi Branch from 2017 to 2019
....................................................................................................................................
Table 3. 4. Payroll Fund..............................................................................................
Table 3. 5. CBRE Vietnam Hanoi Branch’s Labor Structure by Age.........................
Table 3. 6. CBRE Vietnam Hanoi Branch Employees’ Department...........................
Table 3. 7. CBRE Vietnam Hanoi Branch by Years of Working Experience.............
Table 3. 8. Cronbach’s Alpha Result...........................................................................
Table 3. 9. KMO and Bartlett’s Test...........................................................................
Table 3. 10. Cumulative of Variance...........................................................................
Table 3. 11. Rotated Component Matrixa...................................................................
Table 3. 12. KMO and Bartlett’s Test.........................................................................
Table 3. 13. Total Variance Explained........................................................................
Table 3. 14. Component Matrixa.................................................................................
Table 3. 15. Rotated Component Matrixa....................................................................
Table 3. 16. Correlation Analysis................................................................................
Table 3. 17. Model Summaryb.....................................................................................
Table 3. 18. ANOVA analysis for the dependent variable..........................................
Table 3. 19. Coefficients of the independent variables................................................
Table 3. 20. Hypotheses verification...........................................................................
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LIST OF FIGURES
Figure 2. 1. Maslow hierarchy of Needs theory..........................................................
Figure 2. 2. Maslow hierarchy of Needs theory..........................................................
Figure 2. 3. The Herzberg’s Two-factor theory of Motivation....................................
Figure 2. 4. Research Model.......................................................................................
Figure 3. 1. Revenue Growth and Profit Growth annually from 2017 to 2019............
Figure 3. 2. CBRE Vietnam Hanoi Branch’s Labor Structure by Gender...................
Figure 3. 3. CBRE Labor Structure by Qualification..................................................
Figure 3. 4. CBRE Vietnam Hanoi Branch’s Labor Structure by Monthly Income
....................................................................................................................................
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EXECUTIVE SUMMARY
The research purpose of this topic is to clarify the theory of employee
motivation at CBRE Real Estate Group in general and The Branch of CBRE
(Vietnam) CO., LTD in Hanoi city in particular, to determine and measure the
influence of factors on employee's motivation CBRE Vietnam Hanoi Branch and
proposes and recommends solutions based on the found factors to provide a
supporting tool for management and reporting maximizing employee work
efficiency.
The research method includes quantitative research based on online
questionnaires via Google Form application (n = 165). Employees working at
CBRE Vietnam Hanoi Branch as well as the employees who have quit their jobs.
This result is used to complete the research model and to adjust the scales from
previous studies
The scale is tested through the reliability of Cronbach Alpha and EFA factor
analysis. Multivariate regression model and 5% significance test (Working
motivation = B0 + B1 * Achievement + B2 * Training & Development + B3 Job
Security + B4 Company's Policies & Administration + B5 * Salary + B6 *
Working Condition + B7 Job Characteristic). Then proceed to test the hypotheses
of the model and the overall suitability of the model. Finally, test the T-Test and
analyze ANOVA (Analysis of Variance) to find the statistically significant
differences of certain groups in employee's work motivation.
By T-Test test and ANOVA analysis, we have the following results: there is no
difference between men and women in employee's work motivation, employee's
work motivation depends a lot on Job characteristic. Some factors of hygiene and
morale are not met, which leaves CBRE workers more and more unhappy, such
as: inadequate business practices, vague incentive distribution, no acceptable
official performance evaluation, confused achievement rules, tedious and tiring
jobs, no improvement, no training and growth, etc. In addition, in maintaining
and inspiring the company's workers, certain other hygiene factors and
motivational factors are very reasonable: good general working conditions,
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productive health and other social benefits, pleasant and open interpersonal
relationships between staff, safe job security, skills and expertise acquired while
working at the firm, equal and frequent reviews from managers.
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CHAPTER 1: INTRODUCTION
1.1. Rationale
What is motivation? Why do individuals carry on within the way they as a rule
do? Why do they act in numerous distinctive ways? Is it conceivable for a
company to impact its employees in an unsurprising and systematic way to act
because it needs them to? Those questions are battled with by supervisors on an
everyday premise and it is likely for the reason that motivation and the variables
of motivation are one of the foremost widely researched subjects embraced to get
its motivation definition and motivation factors in an organizational setting.
Brilliantly directors realize that in order to motivate their representatives, they are
in genuine need of understanding their employees and recognizing what
persuades them to decide a few fitting techniques to ensure a profoundly spurred
workforce in their companies. Building up a balance between organizational
objectives and employee objectives will go a long way to guarantee a motivated
workforce to realize the anticipated level of execution while simultaneously
fulfilling their claim individual
Hence, making strides worker motivation has been getting to be an urgent
demand for numerous companies in Vietnam, counting Coldwell Banker Richard
Ellis – CBRE Company Hanoi Branch. The Company was set up by Tucker,
Lynch & Coldwell August 27, 1906. In Vietnam, CBRE is directed by Ms. Hang
Hang and its headquarter located in 76A Le Lai, Ben Thanh, District 1, Ho Chi
Minh City and in Hanoi branch, CBRE is directed by Ms. An Nguyen at BIDV
Tower, 194 Tran Quang Khai, Street, Hoan Kiem District, Ha Noi. At the Hanoi
Branch, the Company has 165 full-time members. The Company encompasses
a colossal number of clients in Asia and all over the world.
However, in spite of many highlighted successes of the Company, it has to face
up with a sad reality: due to ineffective motivation policies, the workers are
not committed themselves to their work. The working resolve at the Company is
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extremely moo, reflected in staff turnover and enthusiasm in working. Every
years, the company has nearly 20% employees quit, Concurring to them, the
hardworking ones pick up no more than the sluggish ones, so they fair got
to spend a portion of their time and exertion on wrapping up their obligations and
that’s all! In this manner, the Company presently is surely in a emergency in
human assets since it still cannot alter the motivation status for
its claim representatives. The over leads to the most issue of the proposal to be
studied and analysed,
1.2 Research Objectives
General objectives: Based on this investigate, Chief and chief officers of

CBRE Vietnam Hanoi branch department will profoundly get it why
the motivation of their representatives are going down day by
day. Subsequently, they will have viable procedures to progress their
employees’ motivation which isn't time-consuming and taken a toll less.
Specific objectives:
 Find out what components influencing employees’ motivation at
CBRE Vietnam Hanoi branch
 Analyse the effect of those components on motivation of CBRE
Vietnam Hanoi branch staff
 Propose recommendations to improve employee motivation at
CBRE Vietnam Hanoi Branch
1.3 Research Questions
 What makes the turnover rate in CBRE Vietnam Hanoi Branch is

so high?
 What are the motivational strengths at CBRE Vietnam Hanoi
Branch?
 How to improve the turnover rate in CBRE Vietnam Hanoi
Branch?
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1.4 Research subject and Scope of Study
1.4.1 Research subject:

Components influencing work motivation of workers who have the
work effectiveness isn't truly tall and who spend much time as well on
a extend without a great result.
1.4.2 Scope of Study
Boundaries of Space: The research is carried out at CBRE Vietnam Hanoi branch
Boundaries of Time:
The research is conducted from 27th October 2020 to 29th December 2020.
The primary data is collected from 20th November 2020 to 15th December 2020.
The secondary data is synthesized between 2017 and 2018.
1.5 Research Methodology
1.5.1 Research Process
Literature Review
Theoretical Framework on
employee motivation at CBRE
Vietnam Hanoi Branch
Data collection
Primary data: In-depth Secondary data: Internet,

interview and survey library, CBRE’ report
Finding on current employee

motivation at CBRE based on
hygiene factors
13& motivation
Recommendation
With the process part, it will start with Literature Review to learn the previous
s to find the next research directions for this
research papers and based on that
research paper. This is a very important step to starting an effective research
Next, based on the framework of the employee ‘motivation assumptions, in
particular the Maslow tower measuring the satisfaction of the individual's needs
and Herzberg's theory. Based on these two theories, I can have a deeper analysis
of employee satisfaction while working at CBRE
Next is how to get data at CBRE Ltd Co., using surveys for each person is the
most effective way to see how they are feeling with their current job at CBRE
Vietnam Hanoi Branch. The survey was sent to 172 people and collected 165
responses from Google Form. In addition, CBRE's reports in 2017 2018 and
2019 are also used to make research data for this topic. Some information on the
website, social media and company are also used as an official source of
information on current issues and the status of the company's personnel in the last
3 years.
Next is a research on outstanding issues that caused high turnover rate of CBRE
Vietnam Hanoi Branch in recent years. SPSS software was used to analyze data
collected from 165 research samples from the company
Finally, some solutions are given based on the factors outlined in the article for
the company to have a better development direction in the future.
1.5.2 Data collection
1.5.2.1 Secondary Data Collection
Some methods to collect secondary data for the thesis:

 Web look, utilizing online assets to accumulate information for inquire
about goals. That information was not ordinarily exceptionally solid and
required suitable quotation and basic examination for findings
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 Library search and indexing.
 Daily papers and magazines, diaries and other comparable periodicals.
 CBRE’ report from 2018 to 2019
1.5.2.2. Primary Data Collection
There are two steps to gather essential information in this proposition: in-

depth interview and survey.
In-depth interview: In subjective inquire about, 02 individuals who just left the
company (01 marketing manager and 1 valuation department manager)
were met to discover out the reasons they stopped. After that, 02
current individuals of CBRE Vietnam Hanoi Branch were interviewed to get
further information on employee motivation
1.6 Thesis Structure
Chapter 1: Introduction
Chapter 2: Theoretical background on employee motivation
Chapter 3: Assessing the current status of employee motivation
Chapter 4: Recommendation
.
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CHAPTER 2: THEORETICAL FRAMEWORK OF AFFECTING
FACTORS
2.1 Introduction
The common conviction is that all individuals can be spurred. In any case,
individuals are not persuaded by the same things, at the same time, for the same
reasons, or with the same concentrated. For this reason, it is imperative that both
directors and supervisors understand the variables that persuade individuals.
Motivational speculations give managers with a system for understanding and
propelling their workers by highlighting the affect that certain variables have on
motivation. Each motivational theory provides the supervisor with understanding
and contains recommendations for better human capital administration
Concurring to Kreitner & Kinicki (2008), directors cannot basically take one of
the hypotheses of motivation and apply it word for word due to the elements
within the organization that meddled with applying motivation hypotheses in
“pure” form, because in spite of the fact that all speculations of motivation
endeavour to clarify why individuals work and what will increment their slant to
operate effectively and successfully, not all motivational speculations view the
motivational prepare within the same way.
It is for these reasons the Analyst of this ponder regarded it critical to provide an
expository diagram of a few of the more broadly advanced hypotheses of
motivation, to get an understanding of their commonalities and recognize the
factors that each hypothesis proposes moving forward worker motivation. Prior
to analysing a few of the better-known hypotheses of motivation and identifying
variables of motivation, it would be useful to see more closely at the meaning of
the term “motivation”.
2.2 Literature review
In Nguyen Quang Nhi research on “ Tao dong luc lam viec cho nhan
vien tai cong ty TNHH CEDO Vietnam “. The author Clarifying the basic
theories about work motivation, at the same time synthesizing and commenting
16
research projects related to employee motivation problem. Apply theory to
consider, evaluate the current situation as well as research factors affecting the
motivation to work for employees at CeDo Vietnam. Clarify the development
orientation and goals of CeDo Vietnam Co., Ltd to 2020 and seek solutions to
improve working motivation for employees at the company. As the theoretical
basis for motivating working in enterprises in general and foreign-invested
enterprises in Vietnam in particular.
A research at Prisma Mikkeli named “Employee satisfaction and work
motivation” written by Anna Salanova and Sanni Kirmanen in 2010 has shown
that one of the greatest qualities of the organization is the relationship and
communication between the workers and the supervisors. The greatest
advancement is required within the field of the monetary rewards, since most of
the workers are not fulfilment with it.
In a research conducted by Brent Keijzers in 2010 named “Employee
Motivation and Performance”, he centred on the relationship of employee. The
point of this proposition is to expand on the relationship between representative
motivation and representative execution and to supply associations and
supervisor valuable data on this
In the study on: “Motivation among employees in multinational
corporations” by Kristina Trifunovska Robin Trifunovski in 2010, the author
believe that Managers need to have a clear understanding of what motivates
various individuals, which variables impact their level of motivation and what
actions can be taken to increase or sustain motivation at an acceptable level
(Molander, 1996). Latham (2007) describes motivation as a key leadership
competence and offers examples of industries where motivation plays an
important role in the term. They also use type of interview is also called
“quantitative research interview” and the semi-structured interview (Saunders et
al., 2009) to gather data. The analysis is divided into three parts: analysis of
demographic variables, analysis of motivational factors and analysis of
motivation theories. Data were collected from 112 employees of 2 companies.
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Nguyễn Văn Toản studied: “Tạo động lực cho nguời lao động tại công
ty cổ phần tổng công ty công trình đường sắt” using the methodology of
dialectical materialism and historical materialism of Marxist-Leninist ideology
and the Vietnamese Communist Party's line-of-view thinking on human
development and theories of human resource management in enterprises. The
study use Observation method, Integrated approach, Statistical and analytical
methods, Survey method and interview method with the main surveyed subjects
are Company leaders (Directors, deputy directors), managers (Head of
department, deputy head of department ...), indirect workers (Administrative
staff, and departments ...) and employees working directly at the construction.
In a research on “Cac yeu to anh huong den dong luc lam viec cua
nhan vien ngan hang thuong mai co phan Phuong Nam” The author uses the
quantitative method to measure the factors affecting the motivation of employees
in the company. With 135 research samples, the author pointed out that the most
influencing factor on employee's work motivation is "Salary". The author also
emphasizes that the managers of the company not only need to focus on the good
factor "Salary" but also need to reinforce other factors such as "Company's
policies", "Working condition" or "Advancement" for employees can freely
devote himself to the common work of the company
In a research conducted by Rosli Ibrahim, Ali Boerhannoeddin and Bakare
Kazeem Kayode work performance in an organization named “Organizational
culture and development: testing the structural path of factors affecting
employees”. Random sampling procedures were carried out in 10 different
Malaysian companies, which consisted of about 1200 soft skills trainees, from
which 260 participants were selected. The findings revealed that the model of
trainer effectiveness and training methodology factors have provided a
reasonable explanation for the influence of soft skill acquisition which is the
latent variables. The model also revealed that soft skill acquisition positively
influenced employees' work performance. The authors recommend need for
employers to restructure the methodology for training employees on soft skills. It
is also recommended that; corporate institutions need to adopt ‘time-spaced
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learning’ training method in order to circumvent the hindrances associated with
training transfer.
2.2.1 Literature review table
Table 2. 1. Literature review table
Research Title Industry Focus Main finding Citation

TẠO ĐỘNG LỰC Plastic Find out The thesis Hoang Thai
LÀM VIỆC CHO directions, clearly states (2015)
NHÂN VIÊN TẠI solutions and the role of a
CÔNG TY TNHH ways to motivate manager,
CEDO VIỆT NAM employees in the analyzing the
enterprise in current situation
general and at of motivating
CeDo Viet Co., managers in a
Ltd in particular. number of
- Improve your enterprises in
knowledge of Hanoi. Thereby
theoretical bases offering a
and practical number of
research for solutions to
yourself after motivate
studying and managers in
doing research at enterprises
University of
Economics -
Hanoi National
University.
EMPLOYEE Human The main subjects Within hundred Salanova( 2010)
SATISFACTION Resource will be leadership years the amount Kirmanen(2010)
AND WORK Management and motivation, of people
MOTIVATION and the affect management has
they have on grown towards
employee the situation
satisfaction. After where the
the target recognition of
organization had employee needs
been found, the is more and more
research question important
was composed:
what the level of
employee
satisfaction in
19
Prisma, Mikkeli
EMPLOYEE To what extent The aim of this Brent Keijzers
MOTIVATION AND can the different thesis is to (2010)
PERFORMANCE types of employee elaborate on the
motivation relationship
influence the between
performance of employee
employees at the motivation and
workplace? employee
performance and
to provide
organisations and
managers useful
information on
this topic. The
answers to all
research
questions will be
based on
literature
research. Thus,
by conducting a
comprehensive
review of the
published work
concerning the
subject (Sekaran,
2003). The
results of this
thesis may lead
to empirical
research on the
relationship
between
employee
motivation and
performance.
MOTIVATION Human The purpose of After analyzing Kristina
AMONG Resource this dissertation is the motivational Trifunovska
EMPLOYEES IN Management to explore what factors in our Robin
MULTINATIONAL motivates study, we can Trifunovski
CORPORATIONS employees to make the (2010)
work. Focus will conclusion that
be on employees motivation is
working in highly personal
multinational and differs from
20
corporations in individual to
Sweden. In order individual. Work
to do so, we aim motivation is
to identify key also not
factors which consistent over
have an impact on time, meaning,
motivation at the factor which
work motivates an
individual today
will most likely
not be the same
motivational
factor a year
from now. It is
clear that
personal
circumstances
will have an
impact on
employee
motivation.
Results reveal
that employees
who are in the
same profession
are similarly
motivated and
satisfied in their
work.
TẠO ĐỘNG LỰC On the basis of Systemize Nguyễn Văn
CHO NGUỜI LAO theoretical theoretical issues Toản (2018)
ĐỘNG TẠI research and related to
CÔNG TY CỔ analysis of the motivating
PHẦN TỔNG CÔNG situation at the employees in the
TY CÔNG TRÌNH company, the enterprise
ĐƯỜNG SẮT author proposes Evaluate the
solutions to motivating
enhance effective situation for
operation of employees at the
motivation for Company,
employees at synthesize and
Railway evaluate the
Construction achieved results,
Corporation. limitations and
causes of the
current situation.
21
Proposing
solutions to
perfect the work
of motivating
employees at the
Railway
Construction
Corporation
CAC YEU TO ANH Human Clarify the theory There is no To Ngoc Hung
HUONG DEN Resource about employees' difference (2015)
DONG LUC LAM Management work motivation between men and
VIEC CUA NHAN in general and women in
VIEN NGAN HANG bank employees employee's
THUONG MAI CO in particular, motivation.
PHAN PHUONG identify and There are
NAM measure the differences in
impact of factors work motivation
affecting work between age
motivation of groups,
Phuong Nam particularly those
Bank employees under 25 years
and propose and old and those
recommend some between 25 and
solutions based 35 years old.
on the found There is no
factors to provide difference in
a support tool for working
the management motivation
and maximum between
exploitation of seniority groups.
employees' work There is no
efficiency. working
motivation
difference
between the
accounting and
business sectors
ORGANIZATIONA In the world of The study was Rosli Ibrahim,
L CULTURE AND business skills designed to use a Ali
DEVELOPMENT: training, survey research Boerhannoeddin
TESTING THE employees' skills method in and Bakare
STRUCTURAL can be generally studying the Kazeem Kayode
PATH OF FACTORS divided into two effects of soft (2017)
AFFECTING main categories: skills on
EMPLOYEES’ hard skills and employee work
WORK soft skills. For performance.
22
PERFORMANCE IN organization to The units of
AN wax stronger and analysis were the
ORGANIZATION competitive in the selected
business managers and
environment executives of a
today, employees few Malaysian-
need to possess based companies
soft skills in
addition to hard
skills. The
purpose of this
study is twofold:
first, to examine
the direct
influence of both
training
methodology and
trainers'
effectiveness on
soft skills
acquisition,
followed by
identifying soft
skill
competencies and
their influence on
employees' work
performance
2.3 Work motivation
2.3.1 Definition of Work Motivation
Work motivation is one of the foremost central and exceedingly inquired about
points in industrial-organizational brain research. Indeed, the most punctual
course readings in I/O brain research to motivation and subjects related to it, such
as resolve, work states of mind, efficiency, and work execution. A few
definitions have been advertised, but the one embraced here was to begin with
progressed by the creator.
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It also alludes to the human drive to work in arrange to get benefits from the
work, whether those rewards are physical, mental, social or financial. Inquire
about appears that the motivation for work varies with age, person brain research,
and is regularly associated to natural variables and capacity. A few individuals
work exclusively for cash (outward motivation) for case, whereas others work
since they appreciate the work, the company's reason or other natural thought
process.
Motivation is separated into three primary parts, the primary being the jolts
related to the equipment or vitality behind each person activity. Individuals are
driven by their intrigued in making a great impression on others, doing curiously
employments, and being fruitful at what they do. The moment portion bargains
with the individuals who select and coordinate the behaviour they perform. The
third portion concerns behaviour that supports endeavours to realize one’s
objective (Greenberg & Noble, 2009)
2.3.2 Definition of Employee Motivation
According to Nel (2004), motivation can be portrayed as purposefulness and

directional. The word ‘intentional’ alludes to individual choice and tirelessness of
action. The word ‘directional’ demonstrates the nearness of a driving constrain
pointed at attaining a particular goal. Agreeing to Bagraim, Cunningham,
Potgieter and Viedge (2007), the definition of motivation alludes to the constrain
inside a individual that stirs, coordinates and sustains his behaviour. The primary
portion of the definition, excitement, is almost the energy that drives a person’s
behaviour. The moment portion of the definition is around the choices a
individual makes on distinctive behaviours to attain his objective, the heading of
his behaviour. The third portion of the definition is concerned with how long an
individual is willing to continue at endeavours to meet his objectives, to support
his behaviours.
Moreover, motivation is partitioned into two distinctive sorts. The primary one is
called intrinsic motivation and it alludes to the motivation that comes from
24
interior the individual. It is an inside crave that stems from sentiments such as
pride for contributing to something beneficial, being energized by work’s related
challenges and fulfilment within the individual improvement or development that
will come from errands or certain work exercises that we perform. Outward
motivation on the other hand occurs when outside components such as laud,
compensation and status, impact our levels of motivation.
2.3.3 Theories on Employee Motivation
In reality, there are numerous speculations on worker motivation that can be

studied in this proposition, such as: Maslow’s Hierarchy of Needs Theory,
McClelland’s Learned Needs Theory, ERG Theory, Herzberg’s Two-factor
Theory, Skinner’s Reinforcement Theory, Job Characteristics Model, etc.
However, in this thesis, the Researcher only focuses on studying three
motivation theories: Maslow’s Hierarchy of Needs Theory, Herzberg’s Two-
factor Theory and Job Characteristics Model because of their high
applicability in reality at CBRE Vietnam
Maslow’s Progression of Needs is chosen to be considered since it appears

the fact that a fulfilled require may lose its motivational potential and it is
therefore important that directors oto continuously plan programs pointed at
fulfilling new and developing needs that are neglected in arrange to propel
workers. From that point of see, CBRE can approaches to encourage spur its
workers.
Herzberg’s Two-factor Hypothesis makes a difference considering the

Company’s arrangements, supervision, interpersonal relations, working
conditions and compensation, etc. The supervisors of CBRE Vietnam Hanoi
Branch can appreciate the fulfilment and disappointment of almost all
employees' works. From that, they will be able to discover which factors
satisfy the representatives at the Company, which components disappoint
them and discover the arrangements to spur them .
25
2.3.3.1 Maslow’s Hierarchy of Needs Theory
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham

Maslow in his 1943 paper "A theory of Human Motivation" in Psychological
Review.[2] There is little scientific basis to the theory: Maslow himself noted this
criticism. Maslow's progression of needs could be a motivational hypothesis in
brain research comprising a five-tier show of human needs, frequently portrayed
as various levelled levels within a pyramid. Needs lower down within the
pecking order must be fulfilled some time recently people can go to to needs
higher up. From the foot of the pecking order upwards, desires are physiological,
security, adore and having a place, regard and self-actualization
Figure 2. 1. Maslow hierarchy of Needs theory
(Source: The study “A Theory of Human Motivation”, Abraham Maslow, 1954)
26
This five-stage show can be partitioned into insufficiency needs and
development needs. The to begin with four levels are frequently alluded to as
lack needs (D-needs), and the beat level is known as development or being
needs (B-needs). Deficiency needs emerge due to hardship and are said to
spur people when they are neglected. Moreover, the motivation to fulfil such
needs will become stronger the longer the term they are denied. For case, the
longer a person goes without nourishment, the hungrier they will become.
Maslow (1943) at first expressed that people must fulfil lower level deficit
needs some time recently advancing on to meet higher level development
needs. In any case, he later clarified that fulfilment of a needs isn't an “all-
or-none” phenomenon, admitting that his prior articulations may have given
“the wrong impression that a require must be fulfilled 100 percent some time
recently the following require emerges”(1987,p.69)
Figure 2. 2. Maslow hierarchy of Needs theory

(Source: The study “A Theory of Human Motivation”, Abraham Maslow, 1954)
Maslow (1943, 1954) expressed that individuals are persuaded to realize

certain needs and that a few needs take priority over others
27
These needs are:
1. Physiological needs - these are organic prerequisites for Human

survival, e.g. discuss, nourishment, drink, shield, clothing, warmth,
sex, sleep. If these needs are not fulfilled the human body cannot work
ideally. Maslow considered physiological needs the foremost
important as all the other needs gotten to be auxiliary until these needs
are met.
2. Safety needs - protection from elements, security, order, law, stability,
freedom from fear.
3. Love and belongingness needs: after physiological and safety needs
have been satisfied, the third level of human needs is social and
involves sentiments of belongingness. The require for interpersonal
relationships propels behaviour
Examples incorporate fellowship, closeness, believe,
and acknowledgment, receiving and giving fondness and cherish.
Affiliating, being portion of a gather (family, friends, work).
4. Esteem needs: The require for being self-respected and recognized by
others. Cases of regard needs incorporate the requirements for victory,
acknowledgment and appreciation of accomplishment.
5. Self-actualization needs: The most noteworthy level of Maslow’s
pecking order of needs is the require for self-actualization. Self-
actualization is the total development of an individual’s potential.
Typically, the foremost troublesome got to fulfil in an organization
context. Maslow isolated his progression of needs into higher and
lower arrange needs. Physiological and security needs were portrayed
as lower-order needs and social, esteem and self-actualization needs,
as higher-order needs. Too, the differentiation between the two orders
was made on the introduce that higher-order needs are satisfied inside
(inside the individual), while lower-order needs are predominantly
fulfilled remotely (by such things as pay, union contracts, and tenure).
28
6. The key to an understanding of Maslow’s schemata is the definition of
"prepotency”. This essentially implies that as a lower-level need(s)
becomes substantially satisfied, the another higher-order need(s)
which increments in quality thus becomes a capable motivation. Much
inquire about has appeared that beat directors are better able to fulfil
their regard and self-actualization needs than lower-level managers;
portion of the reason is that beat supervisors have more challenging
occupations and opportunities for self-actualization.
 In any case, in reality, modern supervisors realize that the wants of
their employees cannot be kept to a straightforward five-step
progression. A few of the reasons for this incorporate:
 It isn't simple to decide the level of needs at which an person is
motivated at a certain point of time.
 It is outlandish for the chief to decide the level of each employee’s
unsatisfied require, particularly in huge organizations.
 The degree at which a particular require which has been fulfilled varies
from one person to the following. What could be satisfactory to one
employee, to move on to another level within the need’s progression,
might not be worthy to another representative.
 The wants progression is based on U.S. cultural values and so, in spite
of the fact that wants that Maslow recognized may be universal, the
rationale or sequence of the progression varies from culture to culture.
When one sees desires pecking order from a Vietnamese point of
view, there are numerous angles of the Vietnamese society that the
pecking order does not offer assistance to get it. A person with tall
political ideals (a self-actualization requires) for illustration, may seek
after these thoughts at the cost of his security or social needs. Much
inquire about has appeared that the arrange of the chain of command
may not apply over all societies.
29
2.3.3.2 Herzberg Motivation/Hygiene theory
Figure 2. 3. The Herzberg’s Two-factor theory of Motivation
(Source: Herzberg, Frederick; Mausner, Bernard; Snyderman. Barbara B. 1959)
Herzberg’s motivation/hygiene hypothesis is additionally known as the two-

factor theory. Herzberg begun the study work fulfilment within the 1950’s in
Pittsburg. The premise of Herzberg’s work is within the Maslow’s Chain of
command of Needs. He begun with the thought that cause the work
fulfilment are the inverse of those things that cause job dissatisfaction. Be
that as it may, after considering thousands of books he couldn’t draw any
guidelines. He conducted a study where he inquired members to recognize
those things that made them feel positive with their work and those that
made them feel negative. As a result, Herzberg found out that what makes
individuals cheerful is what they do or the way they’re utilized and what
make individuals despondent is the way they are treated. Things that make
individuals fulfilled at work are distinctive from those that cause
dissatisfaction so those two sentiments cannot be inverse. Based on Herzberg
30
made his hypothesis of Motivations and Cleanliness variables. Both
components can motivate specialists, but they work for distinctive reasons.
Cleanliness components tend to cause only short-term fulfilment to the
laborers whereas sparks most likely cause longer-term work fulfilment
Motivator factors
Motivations, or satisfiers, are those variable cause sentiments of fulfilment at

work. These variables spur by changing the nature of the work. They challenge a
individual to develop their gifts and fulfil potential. For case including duty to
work and giving learning openings to an individual to work at the next level can
lead positive execution development in each errand an individual is anticipated to
do in the event that the conceivable destitute comes about are related to boredom
of the task they are gathered to achieve. Motivations are those that come from
inherent sentiments. In expansion to duty and learning openings too
acknowledgment, accomplishment, progression and development are motivation
components. These variables don’t disappoint in case they are not present but by
giving esteem to these, fulfilment of the representatives is most likely
progressing to develop. (Bogardus 2007, 34) When cleanliness variables are kept
up, disappointment can be dodged. When inverse, disappointment is most
plausible to occur, and motivation can’t take put.
 Achievement:
Achievement can be defined as the desire for a person to fulfil achievable
expectations, gain input and feel a sense of achievement. The following are
included in this category: successfully finishing a job or part of it, getting a bright
idea or solution to problems, making money for the business. The official
performance evaluation method can be used in an organization to measure and
provide workers with any accomplishment for their job.
 Recognition:
Recognition has been described as one of the most significant ingredients in the
workplace. It increases the commitment of workers, the conduct of performance i
31
mprovement, faith in the company, intent to remain and satisfaction with manage
ment
 The work itself
This category mentions an employee's thoughts towards his work. Work may
also be repetitive or brought, imaginative or research, unnecessarily simple or
excessively complex. In line with this definition, Richard's Work Characteristics
Model Hackman and Greg Oldham claim that people
would be more driven to work and more pleased with their employment to the
degree that jobs have some primary attributes that are connected to beneficial
performance
 Responsibility:
An obligation or duty to fulfill or accomplish a mission satisfactorily (assigned b
y another or produced by one's own promises or circumstances) that one must per
form, with a consequent punishment for failure. This will include major task allo
cation, clear duties, limits of the responsibilities of each job, limits of the respons
ibilities of each agency, etc.
 Advancement:
Promotion of an employee's prospects within a business position or work
assignment. A career advancement may be the product of the proactive
acquisition of a higher ranking by an individual or a recognition for good work
by managers. It is often usually correlated with a higher wage or financial
incentive rate.
Hygiene factors
Cleanliness variables, or dissatisfiers, are those that the representative anticipates

being in good condition. As motivations are show cause fulfilment, cleanliness
factors are those that don’t cause fulfilment but in case they are missing, it causes
job dissatisfaction. Pay rates or compensation must be proportionate to those pay
rates that other people in the same industry or geological range get. The status of
the individual must be recognized and kept up. Representatives must feel that
their work is as secured because it is possible within the current prudent
32
circumstance. The working conditions ought to be clean, sufficiently lit and
secure in other way. Adequate sum of periphery benefits like health, pension and
childcare mut be given and remuneration in common comparable to the sum of
work done. Arrangements and authoritative hones such as flex hours, dress code,
excursion plans and other planning influence laborers and ought to be run
efficiently. These components relate to the substance of the work and in case they
are in proper form, it tends to dispose of work disappointment. (Ellis 2005, 83).
The most finding of Herzberg is that the opposite of fulfilment isn't
disappointment but no fulfilment
 Company’s policies and administration:
There are two kinds of overall
policy and administration features of the organization. One requires the adequacy
or inadequacy of arranging and handling the business. This suggests that the com
pany and its management ought to be specific on the roles of staff and their mana
gers. Render them happy with their task.
Human resources practices, management procedures, disciplines and internal legi
slation, etc., may be main forms of business policies and administration, etc
 Supervision:
It may be defined as a supervisor's skill or incompetence, honesty or unfairness.
This group is often regarding the readiness or reluctance of the boss to assign acc
ountability or his willingness or unwillingness. In a set of events that lead to outst
anding feelings about work, a boss keeps stuff smoothly and effectively register
 Working conditions:
Physical working conditions, quantities of jobs or equipment required to do the
job. Relevant, secure, clean and hygienic working arrangements should be
provided; work facilities should be modified and well maintained. Any of the key
categories in this category which include office supply, occupational safety,
transportation for work and workplace services
 Salary:
33
It is a function of reward. The pay should be suitable and fair. It needs to be fair a
nd comparable with those in the same field and jurisdiction. Present basic salarie,
incentives, healthcare and other perks can be the major forms of salary.
 Job security:
Assurance (or lack of it that an employee has about his or her professional life ov
er the continuity of gainful jobs. Job protection generally derives from the provisi
ons of work contract, collective bargaining agreement, or labour statute that forbi
ds unfair termination, dismissals, and lockouts. General economic trends can also
affect it.
2.4. Research Model on Employee Motivation
It is evident from studies that the influence of motivation on workers' overall suc
cess is very significant for many different factors, and companies should afford t
o neglect employee motivation, an important factor that has a huge impact on the
organization's intellectual capital and overall well-being.
One of the inquire about objectives is to perform a writing survey to decide
factors that are imperative to consider when deciding the motivation levels of
CBRE Vietnam employees
Factor Hypothesis of Herzberg is used specifically to evaluate since two other hy
potheses suggest that administrators would emphasize the adequacy of hygiene a
spects to discourage employee satisfaction. In addition, administrators must ensur
e thatthe task is stimulating and satisfying in order to inspire workers. The work
must exploit the talents and expertise of the staff to the fullest. Focusing on motiv
ational variables may increase the quality of work. Three hypotheses are used in t
he combination.
The researcher is of the opinion that it is reasonable to say that the degree that
CBRE Vietnam offers the variables will be adequate as a reliable evaluation
instrument to determine the extent to which the company’s workers are inspired.
34
Table 2. 2. Motivation model
Motivation factor Hygiene factors

Achievement Company’s policies and
 Problem solving by introducing administration
ideas  Policies from Human
 Job Completion Recourses Department
 Recognition one’s work once  Internal disciplines
they have done a great job
 Bringing revenue to the
company
Job characteristics Working conditions

 Job demand  Office equipment
 Skill needed  Security
 Task significance  Colleagues
 Performance feedback
 Personal desire
Job security Salary
 Stability  Basic salary
 Bonus
 Other benefits (vacation,
party...)
Training and development
 Initial training
 On job training
 Employee’s skill enhances
(Source: Research results of the author)
35
Achievement
Job characteristics
Training and
development
Company’s policies
and administration EMPLOYEE MOTIVATION
Working conditions
Salary
Job security
Figure 2. 4. Research Model
Table 2. 3. Overserved Variables
Scale name Observations References

1 Achievemen Achievement is an important part of each
t person's development.
Having goals and ambition in life can help us Martin
to achieve things that can give us a sense of Seligman
accomplishment (2011)
Having accomplishments in life is important
to push ourselves to thrive and flourish
Achievement policy is very important in Kovach
promoting employee motivation (1987)
Employees won't be motivated to work if the Bartol&Mart
company doesn't acknowledge their in (1988)
performance Nelson
36
(1996)
when employees find their interest in their Hart (1994),
job and values consistent with the team, they Vancouver
Job are often more motivated to work. và Schmitt
characteristi (1991)
2
cs The jobs interest fit is proportional to the Netemeye
employee's work motivation (1997),
O’Reilly,
(1991)
Employees will stick with the organization
that promotes career opportunities through Jiang and
learning and the ability to apply those new Klein (2000)
skills to the job.
When employees believe that an
organization is ready to provide appropriate
Chang
training, they will feel the organization's
(1999)
interest in enhancing their abilities and skills.
Training and
3 Developmen
The business provides me with
t
many opportunities for professional develop Simonsen
ment. (1997),
Employees will work better if equipped with Tran Kim

the necessary skills Dung (2011)
When employees do not have the
Nelson
opportunity to learn and develop themselves,
(1996)
they are not motivated to work
Welfare plays an important role in
Artz (2008)
determining employee motivation
Welfare shows the concern of the business to Tran Kim
Company’s
its employees Dung (2011)
policies and
Achievement recognition policies such as
4 administrati Kovach
rewarding, and bonus are very important in
on (1987)
order to promote employees' motivation
Employees want to know information about Stanton and
conditions, promotion policies of the Crossleey
organization, development opportunities (2000)
5 Working Working conditions are important factors Barzoki
conditions affecting work motivation (2012)
Good working conditions related to safety, Kovach
hygiene and working time (1987)
Creating a good working environment Vuong Duc
promotes employees' motivation Hoang Quan
& Phan
Khanh
37
(2004)
To motivate employees, the salary must Kovach
match their performance (1987)
Income not only helps employees to meet
Salary Luhans
6 their basic needs, but also meet their senior
(2006)
needs
Income is the measure of employee success Linder
(1998)
The job is more stable, the higher the Kovach
motivation to work (1987)
Job security is a psychological state that
Pearce
employees expect for their work to be
(1998)
continuously lasting in the organization.
Job security Job security is also known based on the trust
7
and attachment between employees
Simons &
Job security protects employees from layoffs
Enz (1995)
and staff flexibility, and maintains job
stability for them
Employees with low job stability are not
Tzeng (1993)
motivated
I feel very comfortable working at the
Simons &
company
Employee’s Enz (1995)
8 The work I do is very interesting
motivation
Being able to work at the company makes Barzoki
me feel very proud (2012)
38
CHAPTER 3
ASSESSING THE CURRENT STATUS OF EMPLOYEE

MOTIVATION AT THE BRANCH OF CBRE (VIETNAM) CO., LTD
IN HANOI CITY
3.1. An overview of The Branch of CBRE (Vietnam) Co., LTD in Hanoi City
3.1.1 General Information
Company’s name: THE BRANCH OF CBRE (VIETNAM) CO., LTD IN

HANOI CITY
Head office’s address: 13th Floor, AB Tower, 76A Le Lai, Ben Thanh Ward,
District 1, HCMC
Hanoi Branch Office’s address: 6th Floor, BIDV Tower, 35 Hang Voi, Ly Thai
To Ward, Hoan Kiem District, Hanoi
Established on August 2003
General director: Ms. Dang Phuong Hang
Hanoi Branch Director: Ms. Nguyen Hoai An
Company’s workforce at the Hanoi Branch Office: 43 full-time employees
Business lines: For occupiers, CBRE provides facilities management, project
management, transaction (both property sales and leasing) and consulting
services, among others. For investors, CBRE provide capital markets (property
sales, commercial mortgage brokerage, loan origination and servicing), property
leasing, investment management, property management, valuation and
development services, among others.
3.1.2. Mission – Vision – Core Values
39
3.1.2.1. Mission
CBRE offers a broad range of integrated services, including facilities, transaction

and project management; property management; investment management;
appraisal and valuation; property leasing; strategic consulting; property sales;
mortgage services and development services
We owe our success to our clients. You trust us to represent your interests and
push us to continually provide better service. At CBRE, our focus is client
satisfaction; our job ends when you say it ends. Secondly, our most important
resource is our human resources. CBRE Vietnam can bring a tremendous array of
resources to bear on a project, but without adept and motivated people, we cannot
succeed. We are an Employer of Choice, being in a unique position to attract and
retain the most qualified talent.
3.1.2.2. Vision
Through our global network we bring industry leading standards to our projects,
which we leverage with our intimate knowledge of the local market to succeed.
From Argentina to Zimbabwe, our global network provides thought leading
insight and resources to support our clients in Vietnam
3.1.2.3. Core value
Responsibility: The Company conducts its activities with a high level of

accountability that is perfectly represented in achievements in each project. In
addition to assuming action on behalf of clients and partners, the company still
considers corporate responsibility as one of the most relevant considerations.
Creation: The Company is now studying and introducing professional designs to
offer the brightest Service solutions; strengthen operating procedures to improve
working conditions; efficiency; and also guarantees the consistency standards to
provide the consumers with the best benefits.
Humanism: With a deep conviction, the Organization strongly appreciates and
supports its members. The Organization understands that investment in human
capital means investment in sustainable and healthy growth. The importance of
40
each operation is generated based on human capital and the Organization is
prepared to approve enthusiastic personnel to provide many possibilities for the
success of its programs and promote their skills.
Customer: Customers are an important element in the growth and creation of an

enterprise. The company undertakes all its endeavors to please its clients. The
Business's customer happiness indicates success: it represents civic
accountability, social responsibility and adds to the country's economic growth.
3.1.3. Financial Situation
3.1.3.1 General financial situation
CBRE's branch office in Vietnam was officially put into operation in 2003, as the
leading real estate service company in Viet Nam, supplying real estate service
which includes Research & Consulting Service, Office Services, Retail
Serviced,... After 15 years of establishment and development
Table 3. 1. General cash flow information
Revenue US$78 million (2018)
Operating income US$12 billion (2018)
Net Income US$11 billion (2018)
Total Assets US$56 billion (2018)
Total Equity US$35 billion (2018)
Source: Annual reports of CBRE Vietnam Hanoi Branch from 2017 to 2019
41
Table 3. 2. Annual Revenue before Tax of CBRE Vietnam Hanoi Branch
from 2017 to 2019
Unit: billion VND/year
2017 2018 2019
9 12 16
Table 3. 3. Profit before Tax of CBRE Vietnam Hanoi Branch from 2017 to
2019
Unit: billion VND/year
2017 2018 2019
6 9 12
18
16
14
12
10
0
2017 2018 2019
Annual revenue before tax Profit before tax

S
ource: Annual reports of CBRE Vietnam Hanoi Branch from 2017 to 2019
42
Figure 3. 1. Revenue Growth and Profit Growth annually from 2017 to 2019
3.1.3.2. Payroll Fund
Table 3. 4. Payroll Fund
Unit: USD
No Position Number Salary Amount
1 Director 1 3000 3000
2 Associate Director 4 2500 10000
3 Business Line Leader 10 1900 19000
4 Senior Analyst 36 1200 43200
5 Salesman 81 900 72,900
6 Assistant Analyst 33 500 16500
Total 165 164600
3.1.3.3. Business Performance
Over 10 years of sustainable development, CBRE Vietnam has now become a

strong brand in the real estate market, providing many convenient real estate
services, contributing to the development of the real estate market real estate in
Vietnam. CBRE Vietnam provides customers with a variety of real estate service
packages to choose from to suit each requirement, including the following
services: research and consulting, consulting and valuation, asset management
real estate, project management.
43
3.1.4 CBRE Vietnam Hanoi Branch’s Human Resources
Functional structure is a type of organizational structure in which each

management function is separated by a part of an agency. This structure is
characterized by functional employees who are professionally knowledgeable
and proficient within their management scope.
The functional organizational structure developed by FWTaylor as he worked as

a manager, “divides the management work so that each person from the CEO
down will take on the fewest functions possible. can”.
According to Terry, “Organizational by function is an organization divided into

several functions such as finance, manufacturing, sales, human resources,
administration and R&D. Each function is performed by one function. expert".
The authority of the executive department, the employees, and the authority
functioned as a third type of authority of this type of organization
3.1.4.1 CBRE Vietnam Hanoi Branch’s Labor Structure by Age
Table 3. 5. CBRE Vietnam Hanoi Branch’s Labor Structure by Age
Age Employees Percentage
18 – 25 years old 76 46,06%
25 – 35 years old 63 38,18%
Above 35 26 15,75%
44
Source: Human Resources Department, CBRE Vietnam Hanoi Branch
Table 3. 6. CBRE Vietnam Hanoi Branch Employees’ Department
Research & Consulting Services 29
Office Services 39
Retail Services 31
Marketing 7
Valuation & Advisory Services 23
Investment Properties 19
Project Management 17
From these figures, staff between the ages of 25 and 35 will see that accounting
for the company's highest proportion (46.06 percent). There are few too young or
too old employees; this ensures that the business has a staff that requires
employees who are very young and successful in supplying its clients with the
highest real estate services efficiency.
45
3.1.4.2. CBRE Vietnam Hanoi Branch’s Labor Structure by Gender
Gender
53
112
Male Female
Figure 3. 2. CBRE Vietnam Hanoi Branch’s Labor Structure by Gender
From the figure above, it can be seen that the proportion of gender of CBRE
Vietnam Hanoi Branch is unequal. There are 112 females but only 53 males.
Female employees mainly are managers, director and male staff specialize in
sales work.
3.1.4.3. CBRE’ Labor Structure by Years of Seniority
Table 3. 7. CBRE Vietnam Hanoi Branch by Years of Working Experience
Years of working experience Employees Percentage

in CBRE Vietnam Hanoi
Branch
< 2 years 79 57,87%
2– 4 years 48 29,09%
46
> 4 years 38 23,03%
As can be seen from the above table, CBRE classifies seniority into three
divisions that are substantially different. There are only 38 workers who have
worked for more than 4 years with CBRE Vietnam Hanoi Branch; each of them
is now over 30 years old.
There are 48 staff, comprising 29,09 percent, who served there from 2 to 4 years.
For less than 2 years, 57,87 percent of the workforce, equivalent to 38 persons,
have been working there. Experienced workers do not stick with the company,
they quitted for many reasons.
In the next generation, innovative and ambitious workers are ready to help CBRE
Vietnam grow. CBRE Vietnam specializes in real estate’s services, so it is
important to hire professional personnel to be able to provide consumers with the
highest services quality.
3.1.4.4. CBRE Vietnam Hanoi Branch’s Labor Structure by Qualification
CBRE has a legacy of nearly 10 years, but the company's human resources have
been structured and developed effectively in many separate areas, such as:
manager, consultant, designer, salesman. The power, expertise and education of
its employees are therefore very significant.
CBRE’s human resources have strong employees with prestigious quality of

MBA/MA (11 people) Bachelor (84 people) College (70 people). Some people
studied abroad, and some people have MBA/MA, bachelor’s degree from
Vietnamese University.
47
90
80
70
60
50
40
30
20
10
0
MA/BA Bachelor Degree College Degree
Figure 3. 3. CBRE Labor Structure by Qualification
For an organization doing business in language zones, such prices are

appropriate. Employee training at CBRE Vietnam will provide its clients with the
best real estate facilities. Satisfying CBRE workers with such a high degree of
qualification, though, would be more difficult with CBRE
3.1.4.5. CBRE Vietnam Hanoi Branch’s Labor Structure by Monthly

Income
Monthy Income
24.8
30.9
44.2
From 5 million to 10 million From 10 million to 15 million Above 15 million
48
Figure 3. 4. CBRE Vietnam Hanoi Branch’s Labor Structure by Monthly
Income
Regarding salaries at CBRE, most employees at CBRE have a stable monthly

income of over 5 million. With percentages as follows: 30.9% of employees say
that they are paid between 5 and 10 million VND monthly. This figure with an
income from 10 to 15 million is 44.2% and 24.8% of employees at CBRE receive
a salary of over 15 million VND.
3.2 Reliability verification (Cronbach’s Alpha)
The reliability of the scale is assessed through Cronbach's alpha coefficients

calculated from data analysis using SPSS software. According to Hoang Trong
and Chu Nguyen Mong Ngoc (2008) “Many researchers agree that when
Cronbach alpha is from 0.8 to nearly 1, the scale is good, from 0.7 to nearly 0.8
is acceptable. There is also a researcher suggesting that Cronbach alpha 0.6 or
higher is usable in the event that the scale concept is new or new to the
respondent in the research context. The observed variables have variable-total
correlation coefficient greater than or equal to 0.3, the variable meets the
requirements and Cronbach alpha is greater than or equal to 0.6, that scale is
acceptable in terms of reliability (Nunnally & Bernstein 1995)
Table 3. 8. Cronbach’s Alpha Result
STT Scale Cronbach’s Corrected Cronbach's

Alpha Item-Total Alpha if Item
Correlation Deleted
1 Achievement 0.837 0.533 - 0.715 0,786 – 0,834
2 Job characteristic 0.758 0.610
3 Training and 0.879 0.650 – 0.722 0.845 – 0.868
Development
4 Company’s 0.829 0.644 – 0,689 0.771 – 0.790

policies and
administration
5 Working 0.791 0.596 – 0.653 0.695 – 0.754
conditions
49
6 Job Security 0.808 0.477 – 0.633 0.750 – 0.804
7 Salary 0.754 0.554 – 0.644 0.598 – 0.704
8 Employee’s 0.810 0.615 – 0.704 0.695 – 0.788
motivation
Source: Survey results 2020
After the first verification, the outcome of the above Cronbach Alpha study
revealed that the reliability figure of 0.837 at a high degree of reliability for these
four variables of this scale indicates that this system has acceptable integrity to
be included in the upcoming analysis
All the coefficient of the Corrected Item-Total Correlation is greater than 0.4 and
there are no cases where the Cronbach Alpha of the entire scale would be higher
than 0.837 if an item is omitted.
If all of these are deleted, the variables in the scale would all lower the Cronbach
Alpha of the entire scale, and the difference between the variables is not
especially conspicuous.
About Job characteristic Scale. The Cronbach figure for this 5-item scale is
0.758, which is higher than 0.6. This shows that this scale has acceptable
reliability. Cronbach's Alpha of the scale is 0.758, the total variable correlation
coefficients of the observed variables in the scale are greater than 0.4 and there is
no case of eliminating any observed variables that can make Cronbach's Alpha of
this scale larger. 0.758. Therefore, all observed variables are accepted and will be
used in the next factor analysis.
For the "Training and Development" scale of Cronbach = 0.879, the outcome of
this study indicates an extraordinarily high Cronbach coefficient. Furthermore,
the Corrected Item-Total Correlation result of all the variables is greater than 0.6.
This scale therefore has ample stability and is approved for further study.
Cronbach's alpha of the Company’s policies and administration scale was 0.829,
the correlation coefficient variable sum of the observed variables in the scale are
greater than 0.4 and no cases eliminate observed variables can make Cronbach's
50
alpha of this scale greater 0.829. So, all the observed variables are accepted and
will be used in subsequent factor analysis.
The reliability coefficient of 6 components for the "Working condition" scale has
shown to be exceptionally high at 0.928. This figure reveals that with the
customers at CBRE Vietnam Hanoi Branch the scale is absolutely credible.
The figures from the Corrected Item-Total Correlation column are above 0.4. As
the present Cronbach Alpha is 0.791, if any of the variables in the scale is
deleted, the scale's reliability coefficient will fall. Thus, the scale is already at its
highest-level reliability
Job Security alpha of Cronbach was 0.808, the total variable correlation
coefficient of the observed variables in the scale is greater than 0.4, and no cases
of exclusion of observed variables will make the alpha of Cronbach greater than
0.808 from this scale. Thus, all the variables observed are accepted and can be
considered for future factor analysis.
About Salary Scale. The Cronbach figure for this 5-item scale is 0.784, which is
higher than 0.6. This shows that this scale has acceptable reliability. Cronbach's
Alpha of the scale is 0.784, the total variable correlation coefficients of the
observed variables in the scale are greater than 0.4 and there is no case of
eliminating any observed variables that can make Cronbach's Alpha of this scale
larger. 0.784. Therefore, all observed variables are accepted and will be used in
the next factor analysis
Employee’s motivation scale alpha of Cronbach was 0.754, the total variable
correlation coefficient of the observed variables in the scale is greater than 0.5,
and no cases of exclusion of observed variables will make the alpha of Cronbach
greater than 0.754 from this scale. Thus, all the variables observed are accepted
and can be considered for future factor analysis.
All in all, in the current study, every independent factor scale has acquired a
significant level of reliability in order to continue conducting the research and
analyzing exploratory factors, no further verification is necessary
51
3.3. Exploratory Factor Analysis (EFA)
The EFA method is widely used in research to evaluate the set of scales. When
analyzing the nucleus to discover, the researchers often pay attention to the
following criteria:
The KMO coefficient (Kaiser-Meyer Olon) is a factor used to consider the
relevance of factor analysis. The value of KMO high (between 0.5 and 1 is
sufficient for nucleation analysis to be appropriate, if it is less than 0.5, factor
analysis is likely to be inconsistent with the data). data (Hoang Trong and Chu
Nguyen Mong Ngoc, 2008)
The Bartlett test of sphencity (Batlett test of sphencity) is true to see if the
correlation matrix is a unit matrix, is a matrix whose components (correlation
coefficients) are zero, and the diagonal coefficient is correlated with itself) equals
1. If the Bartlett test has Sig <0.05, we reject the assumption that H0 (correlation
matrix is a unit matrix) means that the seas are related to each other.
The factor loading factor (factor loading)> 0.5, If the sea observes have a factor
<0.5, it will by type (Nguyen Dinh Tho, 2011). Total Variance Explain TVE
(Total Variance Explain) represents the percentage of factors extracted from the
variable. This sum must be 50% or more and the minimum eigenvalue must be 1
(> = 1), the EFA model is suitable.
Difference factor of factor load factor of an observed variable between factors>
0.3 to ensure discriminating value among factors. (Nguyen Dinh Tho, 2011)
3.3.1 Exploratory Factor Analysis Independent Variable
3.3.1.1 KMO and Bartlett’s test
The KMO and Bartlett's test findings show that the coefficient is greater than 0.5,
thus the exploratory factor study is statically important. In comparison, the
significant amount of the Bartlett test is smaller than 0.05, since all variables are
compared with each other in one group element.
52
Table 3. 9. KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .704

Approx. Chi-Square 1765.336
Bartlett's Test of Sphericity df 351
Sig. .000
The EFA result show that all 27 observed variables in the 7 factorial components
retained the original composition. The coefficient KMO = 0,704 so the EFA
corresponds to the Chi-quare data and statistic of the Bertlett test with a value of
1765.336 with a significant level of 0.000. Thus, the observed variables are
correlated on a global scale
3.3.1.2 Cumulative of variance
Table 3. 10. Cumulative of Variance
Compone Initial Eigenvalues Extraction Sums of Rotation Sums of Squared

nt Squared Loadings Loadings
Total % of Cumulati Total % of Cumulativ Total % of Cumulati
Varian ve % Varia e % Varian ve %
ce nce ce
12.04
1 3.251 12.041 12.041 3.251 12.041 3.087 11.432 11.432
1
11.41
2 3.081 11.413 23.454 3.081 23.454 2.975 11.019 22.451
3
10.50
3 2.836 10.504 33.958 2.836 33.958 2.863 10.603 33.054
4
4 2.611 9.672 43.630 2.611 9.672 43.630 2.678 9.918 42.972
5 2.088 7.732 51.362 2.088 7.732 51.362 2.090 7.741 50.713
6 1.960 7.259 58.621 1.960 7.259 58.621 1.969 7.293 58.006
7 1.557 5.766 64.387 1.557 5.766 64.387 1.723 6.381 64.387
8 .829 3.070 67.457
9 .811 3.004 70.461
10 .745 2.758 73.219
11 .692 2.564 75.783
12 .679 2.516 78.299
13 .592 2.192 80.491
14 .564 2.089 82.580
53
15 .522 1.933 84.513
16 .496 1.838 86.351
17 .468 1.735 88.086
18 .438 1.621 89.707
19 .385 1.427 91.134
20 .380 1.407 92.540
21 .350 1.296 93.837
22 .342 1.265 95.102
23 .314 1.163 96.265
24 .305 1.130 97.395
25 .261 .966 98.362
26 .239 .885 99.247
27 .203 .753 100.000
Extraction Method: Principal Component Analysis.
After the exploratory factor analysis is conducted, the results clearly state
that with the 4 groups of independent variables, its accumulated total variance is
64.387% (above 50%). This number depicts that the explainable level of the
independent variables for their variance is considerably high. Specifically, all the
analyzing factors have explained 64.387% of the variance between those
variables.
3.3.1.3 Rotated Component Matrix
Table 3. 11. Rotated Component Matrixa

Component
1 2 3 4 5 6 7
A1 .838
A4 .827
A5 .802
A3 .733
A2 .686
TD5 .793
TD2 .771
TD3 .754
TD1 .753
TD4 .723
54
JS5 .811
JS2 .793
JS3 .790
JS1 .718
JS4 .629
PA1 .888
PA3 .859
PA4 .743
PA2 .718
S1 .861
S3 .785
S2 .771
WC3 .784
WC1 .783
WC2 .772
JC2 .913
JC1 .902
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 5 iterations.
All loading factors are above 0.5, which means that virtually all the variables are
significant. The findings of the EFA exploratory factor analysis also suggest that
the distribution of factors for the variables observed is logical, which follows the
intentions mentioned by the researcher.
3.3.2. Exploratory Factor Analysis Dependent Variable
3.3.2.1. KMO and Bartlett’s Test
Table 3. 12. KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .704

Bartlett's Test of Sphericity Approx. Chi-Square 167.288
df 3
Sig. .000
55
The results for the KMO and Bartlett’s Test indicates that the coefficient is
higher than 0.5 (0.704), therefore the analysis for exploratory factor is statically
significant. In addition, the significant level of the Bartlett’s test is lower than
0.05, thus all the variables in one group factor is correlated with each other
Table 3. 13. Total Variance Explained
Component Initial Eigenvalues Extraction Sums of Squared

Loadings
Total % of Cumulative Total % of Cumulative
Variance % Variance %
1 2.180 72.672 72.672 2.180 72.672 72.672
2 .477 15.911 88.582
3 .343 11.418 100.000
The Cumulative of Variance is 72.672 > 50% which means the EFA model is
acceptable. Depend factor can be showed by 1 variable with 62.586% accuracy
of observed variable’s variation
Table 3. 14. Component Matrixa
Component
1
M1 .879
M3 .856
M2 .822
Extraction Method:
Principal Component
Analysis.
a. 1 components extracted.
All observes variable has the index higher than 0.5 which means that is a
valuable index
Table 3. 15. Rotated Component Matrixa
56
a. Only one
component was
extracted. The
solution cannot
be rotated.
3.4. Correlation Analysis
The results of analysis of Pearson's statistical correlation between the variables

explained that the correlation coefficient between the dependent variable and the
independent variables had the statistical significance of p <0.01. In addition, this
correlation matrix is also used to test the distinguishing value between the
independent variables and the dependent variable. Results of correlation
coefficients less than 0 indicates that differential values are likely to exist
between 2 variables (John and Benet-Martin 2000).
Table 3. 16. Correlation Analysis
M A JC TD PA WC S JS
Pearson Correlation 1 .267 **
.410 **
.262 **
.290 **
.284 **
.251 **
.257**
M Sig. (2-tailed) .001 .000 .001 .000 .000 .001 .001
N 165 165 165 165 165 165 165 165
Pearson Correlation .267 **
1 -.055 -.115 .068 .109 .043 .017
A Sig. (2-tailed) .001 .484 .142 .387 .165 .584 .830
N 165 165 165 165 165 165 165 165
-.055 1 .121 -.025 .034 .091 -.042
JC Sig. (2-tailed) .000 .484 .122 .754 .663 .244 .595
N 165 165 165 165 165 165 165 165
-.115 .121 1 .031 -.119 .007 .038
TD Sig. (2-tailed) .001 .142 .122 .690 .128 .926 .632
N 165 165 165 165 165 165 165 165
Pearson Correlation .290** .068 -.025 .031 1 -.020 .067 .054
PA Sig. (2-tailed) .000 .387 .754 .690 .799 .395 .495
N 165 165 165 165 165 165 165 165
.109 .034 -.119 -.020 1 -.033 -.006
WC Sig. (2-tailed) .000 .165 .663 .128 .799 .673 .936
N 165 165 165 165 165 165 165 165
.043 .091 .007 .067 -.033 1 -.073
S Sig. (2-tailed) .001 .584 .244 .926 .395 .673 .348
N 165 165 165 165 165 165 165 165
57
Pearson Correlation .257** .017 -.042 .038 .054 -.006 -.073 1
JS Sig. (2-tailed) .001 .830 .595 .632 .495 .936 .348
N 165 165 165 165 165 165 165 165
**. Correlation is significant at the 0.01 level (2-tailed).
The correlation analysis result shows that all the independent group
variables have the significant level 2-tailed below 0.05. Therefore, all the
independent variables have significant correlation with the dependent variable –
Employee’ Motivation.
As shown in the final row of the table, it is clear that:
+ “Achievement” has positive correlation with Employee’s Motivation.
+ “Job Characteristic” has positive correlation with Employee’s Motivation.
+ “Training and Development” has positive correlation with Employee’s
Motivation.
+ “Company’s policies and administration” has positive correlation with
Employee’s Motivation.
+ “Salary” has positive correlation with Employee’s Motivation.
+ “Job security” has positive correlation with Employee’s Motivation
3.5. Regression Analysis
After the correlation analysis between the independent variables and the
dependent variable, the analyzing process continues with regression analysis,
includes:
Independent group of variables: “Achievement” - A, “Job Characteristic” -
JC, “Training and Development” - TD, “Company’s policies and administration”
– PA, “Salary” – S, “Job security” – JS, “Working Condition” – WC.
Dependent variable: Employee’s Motivation - M
3.5.1. Model Summary
Table 3. 17. Model Summaryb
Model Summaryb
58
Mode R R Square Adjusted R Std. Error of Durbin-
l Square the Estimate Watson
1 .754 a
.568 .549 .48775 2.151
a. Predictors: (Constant), JS, JC, PA, A, TD, WC, S
b. Dependent Variable: M
After conducting regression analysis, the researcher has found out that the 6
groups of independent variables can explain 54.9% of the variance of employee’s
working motivation
3.5.2. ANOVA analysis
Table 3. 18. ANOVA analysis for the dependent variable
ANOVAa
Model Sum of df Mean F Sig.
Squares Square
1 Regression 49.127 7 7.018 29.500 .000b
Residual 37.351 157 .238
Total 86.478 164
a. Dependent Variable: M
b. Predictors: (Constant), JS, JC, PA, A, TD, WC, S
The significant level of the whole model is below 0.05, which means the model
is statistically significant.
3.5.3. Coefficients
Regression analysis will be performed with 7 independent variables

“Achievement” - A, “Job Characteristic” - JC, “Training and Development” -
TD, “Company’s policies and administration” – PA, “Salary” – S, “Job security”
– JS, “Working Condition” – WC.
Dependent variable: Employee’s Motivation - M
and one dependent variable is M. The value of each factor used to run the
regression is price. mean value of observed variables belonging to that factor.
Table 3. 19. Coefficients of the independent variables
59
Coefficientsa
Model Unstandardized Standardized t Sig. Collinearity
Coefficients Coefficients Statistics
B Std. Beta Tolerance VIF
Error
1 -
(Constant) -2.705 .435 .000
6.218
A .290 .060 .255 4.788 .000 .968 1.033
JC .316 .044 .380 7.134 .000 .970 1.031
TD .244 .050 .260 4.854 .000 .958 1.044
PA .252 .053 .251 4.751 .000 .985 1.015
WC .285 .053 .288 5.413 .000 .972 1.029
S .233 .057 .215 4.059 .000 .978 1.023
JS .307 .061 .263 4.991 .000 .988 1.012
a. Dependent Variable: M
The VIF coefficient of all the factors is approximately 1.02, therefore the
model is considered to experience no collinearity
In addition, all these factors have significant level below 0.05, which means
they are all statistically significant.
Job characteristic is the most important factor affecting employee work
motivation (because it has the largest Beta coefficient). The positive sign of the
Beta coefficient means that the relationship between the factors of Job
characteristic and employee work motivation is a positive relationship. The
convergence results show that the money factor has Beta = 0.380 and Sig = 0.000
(<0.05), meaning that when other factors do not change if the Job characteristic is
increased by 1 unit, the employee's work motivation for the company increased
by 0.33 units so the hypothesis is accepted
Working condition is a second important factor affecting work motivation
of employees. Positive signs of significant Beta coefficient is the relationship
between factors Working condition and work motivation of staff is the
relationship the same way. The regression results show that factors Beta = 0.288
cash and Sig = 0.000 (<0.05), which means that when other factors do not change
if Job security increases to 1 unit, motivation of staff for the company increased
60
Thirdly, the Job Security factor affects employee's work motivation.
Positive signs of significant Beta coefficient is the relationship between factors
Job security and work motivation of staff is the relationship the same way. The
regression results show that factors Beta = 0.263 cash and Sig = 0.000 (<0.05),
which means that when other factors do not change if Job security increases to 1
unit, motivation of staff for the company increased by 0.263 units so the
hypothesis is accepted
Next, Achievement also affect CBRE Vietnam Hanoi Branch employee’s
working motivation. Positive signs of significant Beta coefficient is the
relationship between factors Achievement and work motivation of staff is the
relationship the same way. The regression results show that factors Beta = 0.288
cash and Sig = 0.000 (<0.05), which means that when other factors do not change
if Achievement increases to 1 unit, motivation of staff for the company increased
From the above analysis, it can be concluded that:
- The unstandardized regression equation:
M = -2.705 + 0,290*A + 0,316*TD + 0,244*JS + 0,252*PA + 0,285*S +
0,233*WC + 0,307JC
Under the condition all other factors do not variate
+ When A increases by 1 unit, M increases by 0,290unit.
+ When TD increases by 1 unit, M increases by 0,316unit.
+ When JS increases by 1 unit, M increases by 0. 0,244 unit.
+ When PA increases by 1 unit, M increases by 0,252unit.
+ When S increases by 1 unit, M increases by 0,285unit.
+ When WC increases by 1 unit, M increases by 0,233unit.
+ When JC increases by 1 unit, M increases by 0,307unit.
=> The signs of the independent variables are all suitable with the intent
hypotheses of the research.
- The standardized regression equation:
M = 0,255*A + 0,380*TD + 0,260*JS + 0,251*PA + 0,288*S + 0,215*WC +
0,263JC
61
=> The standardized regression equation has illustrated that all seven factors
“Achievement” - A, “Job Characteristic” - JC, “Training and Development” -
TD, “Company’s policies and administration” – PA, “Salary” – S, “Job security”
– JS, “Working Condition” – WC have the same impact tendency.
Table 3. 20. Hypotheses verification
Hypothesis Content of hypothesis Result
Achievement has positive impact on the

H1 Verified
Job Characteristic has positive impact on the

H2 Verified
Training and Development has positive impact on

H3 Verified
the Employee’s Motivation.
Company’s policies and administration has

H4 Verified
positive impact on the Employee’s Motivation.
Salary has positive impact on the Employee’s

H5 Verified
Motivation.
Job security has positive impact on the

H6 Verified
Working Condition has positive impact on the

H7 Verified
The purpose of this study is to identify and measure the impact of factors
affecting employee's motivation at CBRE. Subjects of the study in the topic are
employees in the office of CBRE Hanoi Branch. The scales in the model are
developed to suit the actual context through group discussion and EFA factor
analysis.
The results of multivariate regression analysis have identified that the work
motivation of employees CBRE Vietnam Hanoi Branch is influenced by factors
62
including “Achievement” - A, “Job Characteristic” - JC, “Training and
Development” - TD, “Company’s policies and administration” – PA, “Salary” –
S, “Job security” – JS, “Working Condition” – WC.
Dependent variable: Employee’s Motivation – M. In which JC is a strong
influencing factor. most to employees' motivation, followed by factors ... This
result is consistent with the actual situation of organizations and companies in
Vietnam in general, of the banking industry in particular and appropriate. with
previous studies.
3.6. Research result summary
The research has been carried out with 7 hypotheses, all of them been proven to
be statistically significant through the study. This also means that these scales
have been once again verified to be reliable and have significant reliability
between variables (Heidig, 2012). Moreover, these scales are usable in the Real
estate industry, not just in hotel industry and car rental industry in previous
studies (Friestad, 1994).
Table 3. 21. Research results summary
Expected Experimental Statistically

Impact
Tendency Tendency Significant
“Achievement” -> “Employee’
- + Yes
Motivation”
“Job Characteristic” ->
- + Yes
“Employee’ Motivation”
“Training and Development” -
+ + Yes
> “Employee’ Motivation”
“Company’s policies and
administration” -> “Employee’ - + Yes
Motivation”
“Salary” -> “Employee’
- + Yes
Motivation”
63
“Job security” -> “Employee’
+ + Yes
Motivation”
“Working Condition” ->
+ + Yes
“Employee’ Motivation”
After the analyzing and surveying process, the study of “Factors affecting
employee’s motivation in the Real Estate Company CBRE Vietnam Hanoi
Branch” has reached the following conclusions:
First, “Achievement” (0.290), “Job Characteristic” (0.380) are expected to
have negative impact on employee’s working motivation, but the result show the
diverse trend. It has positive impact on the possibility of motivating employee to
work better and are arranged in respectively descending order of impact based on
the standardized Beta coefficients.
Second, “Training and Development”, “Job Security” and “Working
Condition” is the only positively influencing factors to be statistically proven in
the current research with a notable standardized Beta coefficient of 0.263; 0.288;
0.260
Third, “Company Policies & Administration” and “Salary” has positive
impact on the possibility for employee’ motivation
64
CHAPTER 5
RECOMMENDATIONS TO IMPROVE EMPLOYEE

MOTIVATION AT THE BRANCH OF CBRE (VIETNAM) CO., LTD
IN HANOI CITY
The main goal of this thesis is to enhance employee motivation at CBRE by

using the Two-Factor Theory of Herzberg as the basis, together with Maslow's
Hierarchy of Needs Theory and Job Characteristics Model by Greg Oldham and
Richard Hackman.
Interview questionnaire for 3 CBRE Vietnam’s employees. In Chapter 3, CBRE's
sanitation variables and motivating variables were evaluated to figure out why
workers became unhappy with the management of CBRE. This chapter will
provide some suggestions for CBRE to increase employee morale based on those
results.
4.1 CBRE Vision for Human Resources Management
The main objectives of the company are:

 To fairly handle workers on the grounds of their commitments to the
Company progress, also in industry and in corporate development of
culture.
 Promoting innovation and promoting the growth and advancement of staff
promoting.
 To build and grow an international business corporate culture but the
Vietnamese organization is also profoundly imbued with discipline,
fitness, cooperation, friendship, enjoyable, high-income workers and
greater company wealth.
 To develop and help workers better themselves by gaining expertise,
abilities, experience and experience in line with the success of the
company - orientation.
The working environment is designed:
65
 To promote employee’s creation
 To recruit many excellent workers through the prestige of the business
established in the field of real-estate services in nearly ten years.
 To create conditions for all workers to operate in a spirit of collaboration
 To firmly allow all workers to fulfil all their duties and also obtain
encouragement from management.
 Owing all workers, the freedom to share their thoughts and their skills in
an open and comfortable working atmosphere.
 Both techniques are based on developing a working environment to
develop all policies. In which the staff of CBRE are more relaxed, stable
with the greatest chance to grow.
4.2. Recommendations for Improving Employee Motivation at CBRE

Vietnam Hanoi Branch
CBRE has many benefits, such as being the largest real estate company in the
world according to 2019 finance’s report. With a long tradition of establishment,
CBRE has a great deal of expertise in running its own company and has a wide
number of loyal clients within and outside the country. In addition, CBRE has
very good and well-educated staff who will help it produce the highest standard
of real-estate service.
With the substantially growing number of new real estate however, companies,
managing and making lengthy commitments for their staff is a great task for
CBRE. Therefore, to make them feel more satisfied and function more
effectively, it needs to strengthen its own labour regime.
The CBRE managers will work on developing the vulnerabilities listed in the last
segment. The following segment would discuss in more depth how CBRE can
steer and guide the organization in order to increase employee morale.
4.2.1. Improving Hygiene Factors
Hygiene considerations, including the policy and management of the company,

workplace conditions, salaries, interpersonal interactions and job security, seem
66
suitable because they are sufficient for the company's size. It is necessary,
however, to use them as useful tools to handle workers efficiently, inspire them
and improve efficiency in order to produce more benefits for the company.
4.2.1.1 Improving Salary
To determine the potential for long-term commitment to an organization, welfare

policies are always carefully considered by employees. This is evaluated as one
of the suitable bases to help candidates measure the attractiveness of the business
and make a decision before the suggestion of the employer.
Besides, salary is also an indispensable factor when you are promoted to a
promotion, moved to a position in the company, or changed jobs. Many studies
show that, with job transfer or promotion situations, a salary accounting for 70%
of total income is a good sign for the employee. Pay close attention to the
remaining 30% of the remaining value through the benefits or incentives the
company promises to you are worth it or not! The benefit of performance
bonuses, alongside the extra income, is mental encouragement. When a company
recognizes its employees' efforts and pays off, you will have more goals to strive
for and motivate to grow better. Of course, the total annual income will not
disappoint if employees have really tried your best in their job.
Although most employees at CBRE Vietnam were satisfied with the desired
salary. The reason is because employees' salaries are based on their performance,
especially real estate sales positions. Administrative, human resources and
accountant positions will be added bonus in peak season or will be plus bonus if
they have to work overtime. Therefore, the salary at CBRE always ensures
fairness for all employees. In addition to the basic salary, employees are also
rewarded after each major project by domestic and foreign vacation trips.
Therefore, the salary factor should be strengthened in the coming years at CBRE.
In addition to the clear salary and bonus scheme, CBRE Vietnam Hanoi Branch
should supplement health insurance policies for individual employees and their
families. The payment policy and application of most types of health insurance
for businesses on the market today are much better incentives than health
67
insurance paid by individuals. The highlight of this welfare policy is the
expression of deep concern and desire to nurture long-term relationships between
employees as enterprises. At the same time, feeling secure about your health as
well as your family will allow you to free your mind from your worries and is a
benefit that is not easy to invest in yourself.
4.2.1.2 Improving Working condition
As described in the last part, with fully fitted facilities and equipment, the
working conditions at CBRE are very pleasant. Nonetheless, several staff still
worry about concerns about traffic jams and needing to wait too long for the lift.
One good solution for the company, therefore, is that it can have two
headquarters: one to welcome customers (on a crowded street) and one to work
for employees (at a more quiet and convenient street).Not only can it help the
organization take advantage of a crowded and well-known region to draw buyers,
but it will also create a productive and desirable working atmosphere for its
workers to improve their job morale.
In addition, in the CBRE's office, it is also advisable to add more trees to help
employees feel more comfortable when working stress, using trees is also a way
to help decorate the office every time a visitor comes. This will help to enhance
the image of the whole company. Some studies show that a beautiful office will
help employees be more excited at work.
In addition, the company should hold some office decoration contests between
departments within the company. This will help employees take breaks after
hours of stressful work as well as increase the cohesion among employees as the
company facilitates them to entertain and do activities together.
Third, the chairs at the company are not completely comfortable for employees
when working. The backrest is stiff, which is very uncomfortable when
employees must sit for long hours. Companies should change all existing chairs
and replace them with more comfortable office chairs
68
4.2.1.3. Improving Company’s Policies and Administration
As scheduled by the company, human resources policies are very good; The

managers, however, do not regularly organize the events, or many events are just
in theory. It is therefore important to note that the managers must obey them and
comply with each subsection when those human policies are compiled in writing
and officially published to the entire company. The staff will have to remind their
superiors if they forget, because it affects their benefits directly. A notice board
would be beneficial so that every week or month the managers and staff will
remember the activities.
Some incorrect employee positioning decisions have been made regarding the
recruitment process. It is important to point out, to improve the situation, that the
interview process will be even more important than usual. In the decision-making
process, the questions used to ask the candidates will be vital. The company
should only ask questions that separate the ideal worker from the ideal employee.
In order to get an understanding of how each candidate feels, problem-solving
questions are extremely important for one candidate. A clear example of this is to
question them about a recent challenge encountered by the organization
pertaining to the job they are applying for, and to ask them how they can cope
with the problem and/or solve it.
The Company should, in terms of disciplines and internal legislation, develop a

committee that deals in dealing with breaches within the business. To maintain
equity and justice, the Company should consist of one Deputy Director, one
project manager. The disciplines and internal regulations set up must be complied
with strictly; and anyone violating the rules will be sent to the Committee for
punishment. The decision by the Committee will be submitted to the Director
before enforced.
Senior managers or senior leaders are the people responsible for leading the
direction of the business. They define the organization's common goals, inspire
and build culture, and drive long-term growth. A key aspect of this role is to
69
install a spirit of collaboration and innovation at all levels, from team
departments and management to its employees. All talented candidates want to
work in dynamic environments that can help them develop their professional
skills and expertise. That is why employers attach great importance to the
development of the environment, working culture in the company and enabling
employees to develop their careers.
To improve this problem, CBRE Vietnam Hanoi Branch should change or add
some policies to make employees feel more opportunities at work. Job rotation is
a smart way for employees to experience different positions and create a new
feeling when working. Consider allowing employees to work in different parts or
positions but within a certain field. This opportunity will help team members
build new skills, better understand the work of colleagues and businesses.
Job rotation is also an effective way to strengthen departmental collaboration and
build relationships within teams. As a result, the company will own a staff of
more comprehensive development
Second, hard work is a prerequisite for a person to develop a career, but that does
not mean a dense work schedule, no days off. Encourage your employees to work
intelligently, maximize productivity, and devote time to other external interests,
especially those who cannot separate their jobs from their daily lives.
By adopting flexible policies that help employees balance work and life, a
company can improve employee morale, helping its employees allocate
reasonable time for successful completion. work and meet other personal needs.
If possible, enable employees to implement their novel ideas. This will motivate
employees to work more responsibly and develop competencies in many
different fields.
However, sometimes your employees do not know that the jobs they are in
charge will benefit both the company and themselves. Regularly emphasize their
role in the company and clearly define the goals they need to achieve.
4.2.2. Improving Motivation Factors
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4.2.2.1. Improving Achievement
Employees believe, according to the revealing findings of the study, that owing

to no official performance evaluation scheme, the achievements they receive by
adding something important to the organization are not fair and realistic. As
mentioned above, the company can aim to develop and strengthen its own
official performance evaluation and ensure that all workers can attain what they
earn for their contributions to the company. Mapping a promotion path clearly is
an affirmation to potential employees that you not only want to invest in their
professional development, but also want them to reach higher positions. Make a
clear promotion pathway for everyone, every important position in the company
because it has the ability to motivate employees to learn more skills and
knowledge needed to advance in their careers.
4.2.2.2. Improving Job Characteristics
In order for the employees to be more enthusiastic in the job, the manager needs
to assign the right capacity as well as passion (if possible). Because only when
they really love and feel interested in the job can they focus and try their best to
complete the assigned tasks well. Specifically, you need to pay close attention,
actively learn the strengths of each person to have a "strategy" to assign
appropriate tasks to members.
Perhaps, after working under such scrutiny, the organization should consider
providing more rest time between working hours so that workers can balance
their minds. In order to minimize the tedious level of the work, the company
should also equip them with certain leisure facilities to relax during break time .
In addition, based on their translation speed and skill, it can fairly delegate
translation duties to its employees; and avoid pressuring them to work too hard.
While workers are unable to finish a translation assignment, staff can be used
successfully to reduce the workload and burden of in-house translators. As
mentioned in the last chapter, the identity of the mission is a matter of realizing a
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visible effect from the completion of a mission. A significant motivator for
workers is to be able to consider the end product of the job they do. Adding more
roles and duties to a current role is one way to simplify work identification. A
team with a project manager and five to six translators, for example, can oversee
a translation project from start to finish instead of breaking it into small parts and
inadvertently handing it to the company's other translators . In reality, it is vital
that enriching the job brings more responsibilities and more diversity to the
workers, not just more jobs. The importance of the task includes how important
the task is to those in the Company, which is important for telling workers how
the job they do matches with the rest of the company's work. It would be a
motivator to do the best job they can if workers will see how their work impacts
people. Many salespeople at CBRE feel like they are not necessary at all, and so
avoid their role in the company's growth and service. Therefore, the company can
take them on a tour and have training sessions on how each component of the
company functions with the other components. It is vital that salesmen know how
the different areas of the business operate together in order to embrace and
manage responsibility. It is very difficult for them to handle decision-making
roles without this knowledge. Putting them into preparation teams from various
parts of the business will also help them see the importance of the activities they
do. The degree of equality, equality, and flexibility at work involves autonomy at
work. Employees have the decision-making capability to accomplish delegated
assignments. Many individuals want to be assigned responsibility; it displays
respect and helps encourage employers to live up to their confidence.
Responsibility may also help speed up job cycles by encouraging the worker to
make choices without having to wait for permission from the managers.
Autonomy is really important because it provides authority and a sense of
importance to the employee. A kind of workplace autonomy improvement to
better complement the Employment renovation is an individual to the job. Job
restructuring will concentrate on merging current roles, creating working groups
and/or encouraging workers and their colleagues, employees and managers to
have better contact. The philosophy behind job reconstruction is to pair workers
72
with a job they want and are ideally suited to do. Self-managed teams are a
method of work design in which workers are organized into teams and assigned
certain instructions to be met and goals to be accomplished, and then left alone to
meet those goals. Self-managed teams reflect the confidence of the organization
in the workers and offer employees a sense of strength and satisfaction in the job
they do. At CBRE, many staff argue that clients and even their peers do not offer
equal and reliable reviews. The company should post all the reviews it gets from
consumers on the company's website about each translation project to improve
the situation. It not only improves the company's image, but also serves to inspire
and honor its workers. For example, certain awards will be offered to individuals
who earn the highest reviews from CBRE's clients. For other jobs, this would
generate inspiration. In addition, to allow workers able to accept positive input
from their peers, what the organization can do is, as stated above, to strengthen
interpersonal connections between them.
4.2.2.3. Improving Training and Development
CBRE, in particular, does not have a training and development policy for its
workers. Consequently, certain training and development systems need to be
developed because they can help the organization, with more competent and
efficient workers, accomplish its goals. Training systems can be what workers
look forward to boost their skills and success overall. In addition, the primary
objective of any training program is to create qualified worker who can execute
the activities needed to fulfil the company's business needs effectively,
effectively and economically. CBRE should pick certain staff who are perceived
to be training to really get them awareness and job prospects in order to create a
successful training and growth program. It not only costs a lot, but also requires
time when preparation does not accomplish the target. That is why CBRE should
know what to do with new hires, on-the-job and on-the-job preparation and on-
the-job training and on-the-job education. A modern preparation curriculum for
recruiting offers a basic understanding of the job and how the position works into
the company's organizational framework. The more context details the new
73
employee gets on how one workgroup communicates with another, the more the
new employee knows the company's effect. Therefore, with the creation of an
employee training manual, in either notebook format or online, a strong new
recruit training program begins. This guide serves as a building block of realistic
skills necessary to train the new person for his or her job. The boss must ensure
the manuals or internet instruction of workers in order for the new employee to
grasp existing policy and procedures. Furthermore, when developing instruction
manuals or online content, it is vital to keep the customer in mind; keep the
employee training content enjoyable for the learner. Use non-"corporate"
terminology to provide photographs and multimedia. Most of this preparation
and reference content for staff is online on the intranet of the organization.
However, keep the guides up-to-date and interesting if the business is not able to
accept the online environment. Where possible, integrate graphic representations
of the computer screen (multi-media screen capture) into computer training to
explain features, scenarios, and how to do so. Training on the job means training
the incoming hire right next to a current employee. This method of job
preparation helps the new employee to see the multiple aspects of the job first-
hand. In comparison, on the job preparation gives the new recruit the chance to
build a professional relationship with a current employee. This style of
preparation for workers strengthens lessons taught in the original training which
can be used to improve the same acquired lessons and incorporate them. As
important as new recruit preparation, continued training and education in
workforce training is just as important. When recruiting new workers, it is
possible to see that only about 40 percent of the data learned in the initial training
session will be kept. Therefore, a relentless effort must be made to remind the
worker of different processes and principles. It may be formal or casual with this
continued education. The formal, or conventional, approach to workforce training
also entails a management member giving each employee a memo. The casual
approach to a visual learner, and more enticing, is to give workers a one-page
knowledge sheet. This data sheet should be informative and delivered in a non-
threatening way, called a training warning. Therefore, the casual solution will
74
help train the employee to undergo this presentation if the policy or protocol
changes. The managers must focus about their desired result prior to bringing
together a continued education staff training package. One crucial question to
address is, "Do you want the program to enhance the skills of the employee?" or
"Do you want to help the employee with personal development?" While there is
some commonality in both responses, the key distinction is the ability for
managers to form potential members of the management team. If the intended
result is merely to develop abilities, without personal skills, growth, the agency
may have an accomplished person who clearly knows how to do a bit more about
their job. Although this is a good result, the organization must think "outside the
box," and design a curriculum that facilitates critical thought and problem
solving, and also encourages them. Therefore, the intended effect can be a
combination of both technological and personal development when developing a
continuing education program. This style of training curriculum helps workers to
learn good management skills, combined with a strong management capacity.
Better understanding of their status and purpose, and how this blend into the
company's relationship.
Training programs will help promote employees' career development. So, to help
your employees advance in their careers, encourage them to attend courses and
seminars that are relevant to the field they are pursuing. Today there are
countless direct and affordable online courses that any company can invest in
employees. Even if current budgets are tight, keep in mind that investing in
employees' development will bring big benefits to the company in the long run.
In addition to helping employees develop specific skills, don't forget to expand

their understanding of other areas. One effective and cost-effective method is to
invite some guests inside or outside the company for lunchtime conversations.
Alternatively, give your employees time to attend online events and ask them to
share what they have learned with other members of the department.
75
Motivated and fulfilled workers not only get higher performance or efficiency
at work or promotion, incentive, appreciation, but also employee morale and
happiness by allowing them the freedom to make choices, more flexibility and
control in solving challenges for themselves to complete assigned tasks
through these above guidelines.
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CONCLUSION
Employees are strategic resources of an organization, which determine the

organization's success or failure. Established in 2003, it is a tremendous
achievement of the managers and staff of the whole CBRE to go through such
major improvements and become a CBRE today. However, CBRE also has
several shortcomings that contribute to inadequate incentive for staff, generating
a high turnover rate and poor employee engagement. . These lack an official
performance evaluation scheme, inadequate business practices in the distribution
of incentives, success and acknowledgement, job itself, preparation and growth,
etc. After evaluating these shortcomings, the researcher recommended several
solutions to boost the morale of CBRE workers to add courses on soft skills,
adjust some services, improve promotion, plan more internal activities of the year
to increase cooperation, etc.
A further study in Human Resources Management and employee morale at

CBRE could be needed for more productive review due to time constraints and
restricted capacity of the researcher.
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CHAPTER 5 REFERENCES
English References
1. A.H. Maslow (1943), “A Theory of Human Motivation”, Psychological
Review, 50, 370-96
2. Le Quang Thang, “Questionnaires”, EMBA Thesis, EMBA8B
3. Kreitner, R. & Kinicki, A. (2008), “Organizational Behavior” (3rd
edition), Boston: McGraw-Hill.
4. Herzberg, Frederick; Mausner, Bernard; Snyderman, Barbara B.
(1959), “The Motivation to Work” (2nd edition), New York: John Wiley.
5. Salanova Kirmanen, 2010. “Employee satisfaction and work motivation”
6. Brent Keijzers, 2010. “Employee motivation and performance”
7. Kristina Trifunovska Robin Trifunovski, 2010. “Motivation among employees
in multinational corporations”
8. Rosli Ibrahim, Ali Boerhannoeddin and Bakare Kazeem Kayode, 2017.
“Organizational culture and development: testing the structural path of factors
affecting employees’ work performance in an organization”
Vietnamese references
1. Nguyễn Đình Thọ, 2011. “Phương pháp nghiên cứu khoa học trong kinh
doanh”
2. Hoàng Trọng and Chu Nguyễn Mộng Ngọc, 2008. “Phân tích dữ liệu nghiên
cứu với SPSS”
3. CBRE Vietnam Hanoi Branch – Annually Report
4. Tô Ngọc Hưng, 2015. “Các yếu tố ảnh hưởng đến động lực làm việc của nhân
viên ngân hang Thương mại cổ phần Phương Nam”
5. Hoàng Thái,2015. “Tạo động lực làm việc cho nhân viên tại công ty TNHH
CEDO Việt Nam”
6. Nguyễn Văn Toản,2018. “Tạo động lực cho người lao động tại Công ty cổ
phần tổng công ty công trình đường sắt”
78
Website references
1.
https://www.sciencedirect.com/science/article/pii/S1029313215200772
2. https://thegioiluat.vn/bai-viet-hoc-thuat/Luan-van-thac-si--Cac-yeu-to-anh-
huong-den-dong-luc-lam-viec-cua-nhan-vien-ngan-hang-thuong-mai-co-phan-
Phuong-Nam-10727/
3. https://www.researchgate.net/publication/262639924_Herzberg's_Two-
Factor_Theory_on_Work_Motivation_Does_it_Works_for_Todays_Environmen
t
4.
https://www.simplypsychology.org/maslow.html
5. https://www.semanticscholar.org/paper/Employee-Satisfaction-and-Work-
Motivation-Kirmanen-Salanova/788491efd538239bafdd56edc2c8b28c739f6762
6.
6.
https://www.worldcat.org/title/motivation-to-work/oclc/803681223
7.
https://www.slideshare.net/trongthuy2/luan-van-tao-dong-luc-cho-nguoi-lao-
dong-tai-cong-ty-cong-trinh-duong-sat
8. https://toc.123doc.net/document/322148-nguyen-dinh-tho-2011-phuong-phap-
nghien-cuu-khoa-hoc-trong-kinh-doanh-nxb-lao-dong-xa-hoi-ha-noi.htm
79
CHAPTER 6 APPENDIX
APPENDIX 1: EMPLOYEE MOTIVATION QUESTIONARE

(ENGLISH)
First of all, I would like to thank you for your consideration to complete this
questionnaire.
You are not required to provide your name or other personal information.
You can skip any question if answering it makes you feel uncomfortable.
I commit that all of your information is only used for research objective, and
for any other beneficial purposes.
Part 1: General Information

(Please check X or fill in the most appropriate blanks)
1. Gender: Male/Female
2. Age:
o From 18 – 25
o From 26 – 35
o Above 35 tuổi
3. Academic Level:
o Colleges
o MA/MBA
4. Position: ……………………………
5. Monthly income:
o Below 5 million dong
o From 5 – 10 million dong
o From 10 – 15 million dong
o Above 15 million dong
Part 2: Survey content: Please indicate your level of consent to the following
statements by ticking an X in the box that you think best reflects your opinion in
the questions, according to the level of:
80
(1) = Completely Disagree
(2) = Disagree
(3) = Neutral
(4) = Agree
(5) = Completely Agree
Please complete the questionnaire by indicating with an (X) to what extent

each of the following statements is true.
Level 1: Very dissatisfied – Level 2: Dissatisfied – Level 3: Somewhat
satisfied – Level 4: Satisfied – Level 5: Very satisfied
I – How do employees satisfy with the Hygiene and Motivation factors at CBRE?
Statement Level
1 2 3 4 5
How do you satisfy with those factors on keeping you to stay at the Company
and on motivating you to work better?
Achievement
Job security
Company’s policies and administration
Working conditions
Salary
Job security
Training and development
II – Detailed analysis
STT Elements Level

1 Achievement
1.1 Achievement is an important part of each person's 1 2 3 4 5
development.
81
1.2 Having goals and ambition in life can help us to 1 2 3 4 5
achieve things that can give us a sense of
accomplishment
1.3 Having accomplishments in life is important to 1 2 3 4 5
push ourselves to thrive and flourish
1.4 Achievement policy is very important in 1 2 3 4 5
promoting employee motivation
1.5 Employees won't be motivated to work if the 1 2 3 4 5
company doesn't acknowledge their performance
2 Job characteristics
2.1 when employees find their interest in their job 1 2 3 4 5
and values consistent with the team, they are
often more motivated to work.
2.2 The jobs interest fit is proportional to the 1 2 3 4 5
employee's work motivation
3 Training and Development
3.1 Employees will stick with the organization that 1 2 3 4 5
promotes career opportunities through learning
and the ability to apply those new skills to the
job.
3.2 When employees believe that an organization is 1 2 3 4 5
ready to provide appropriate training, they will
feel the organization's interest in enhancing their
abilities and skills.
3.3 The business provides me with 1 2 3 4 5
many opportunities for professional development.
3.4 Employees will work better if equipped with the 1 2 3 4 5

necessary skills
82
3.5 When employees do not have the opportunity to 1 2 3 4 5
learn and develop themselves, they are not
motivated to work
4 Company’s policies and administration
4.1 Welfare plays an important role in determining 1 2 3 4 5
employee motivation
4.2 Welfare shows the concern of the business to its 1 2 3 4 5
employees
4.3 Achievement recognition policies such as 1 2 3 4 5
rewarding and bonus are very important in order
to promote employees' motivation
4.4 Employees want to know information about 1 2 3 4 5
conditions, promotion policies of the
organization, development opportunities
5 Working conditions
5.1 Working conditions are important factors
affecting work motivation 1 2 3 4 5
5.2 Good working conditions related to safety, 1 2 3 4 5
hygiene and working time
5.3 Creating a good working environment promotes 1 2 3 4 5
employees' motivation
6 Salary
6.1 To motivate employees, the salary must match 1 2 3 4 5
their performance
6.2 Income not only helps employees to meet their 1 2 3 4 5
basic needs, but also meet their senior needs
6.3 Income is the measure of employee success 1 2 3 4 5
7 Job security
7.1 The job is more stable, the higher the motivation 1 2 3 4 5
to work
83
7.2 Job security is a psychological state that 1 2 3 4 5
employees expect for their work to be
continuously lasting in the organization.
7.3 Job security is also known based on the trust and 1 2 3 4 5
attachment between employees
7.4 Job security protects employees from layoffs and 1 2 3 4 5
staff flexibility, and maintains job stability for
them
7.5 Employees with low job stability are not 1 2 3 4 5
motivated
III – Additional question
Do you have any comments on the Company’s policies?
APPENDIX 2: EMPLOYEE MOTIVATION QUESTIONARE

(VIETNAMESE)
Chào các anh/chị, tôi là Mai Anh sinh viên Viện Quản trị kinh doanh trường Đại
Học Kinh Tế Quốc Dân
Lời đầu tiên tôi xin cảm ơn sự quan tâm của các anh/chị để hoàn thành bài bảng
câu hỏi. Anh/chị không bắt buộc phải cung cấp tên hoặc thông tin cá nhân khác
của mình. Anh/chị có thể bỏ qua bất kỳ câu hỏi nào nếu trả lời khiến bạn cảm
thấy không thoải mái. Tôi cam kết rằng tất cả thông tin của bạn chỉ được sử dụng
cho mục tiêu nghiên cứu, và cho bất kỳ mục đích có lợi nào khác
Phần 1: Thông tin chung

(Tích xấu X vào lựa chọn phù hợp)
1. Giới tính: Nam/Nữ
2. Tuổi:
84
o Từ 18 – 25
o Từ 26 – 35
o Trên 35 tuổi
3. Trình độ học vấn:
o Cao đẳng
o Đại học
o Sau đại học
4. Vị trí làm việc: ……………………………
5. Thu nhập cá nhân:
o Dưới 5 triệu đồng
o Từ 5 đến 10 triệu đồng
o Từ 10 đến 15 triệu đồng
o Trên 15 triệu đòng
Phần 2: Nội dung khảo sát: Vui lòng cho biết mức độ đồng ý của bạn đối với
các nhận định sau bằng cách đánh dấu X vào ô mà bạn cho rằng phản ánh đúng
nhất ý kiến của bạn trong các câu hỏi, theo mức độ:
(1) = Hoàn toàn không đồng ý
(2) = Không đồng ý
(3) = Trung lập
(4) = Đồng ý
(5) = Hoàn toàn không đồng ý
Vui lòng hoàn thành bảng câu hỏi bằng cách cho biết (X) ở mức độ nào mỗi câu
sau đều đúng. Mức độ 1: Rất không hài lòng - Mức độ 2: Không hài lòng - Mức
độ 3: Khá hài lòng - Mức 4: Hài lòng - Mức 5: Rất hài long
I – Đánh giá độ hài lòng của bạn khi làm việc tại CBRE qua các yếu tố sau đây
Yếu tố Mức độ
1 2 3 4 5
Những yếu tố nào giữ bạn ở lại Công ty và thúc đẩy bạn làm việc tốt hơn?
Thành tích
Tính chất công việc
Chính sách và quản trị
85
Điều kiện làm việc
Tiền lương
Đảm bảo công việc
Đào tạo và phát triển
II – Detailed analysis
STT Elements Level

1 Thành tích
1.1 Thành tích là một phần quan trọng trong quá trình 1 2 3 4 5
phát triển của mỗi người.
1.2 Có mục tiêu và tham vọng trong cuộc sống có thể 1 2 3 4 5
giúp chúng ta đạt được những điều có thể cho
chúng ta cảm giác thành công
1.3 Có được những thành tựu trong cuộc sống là điều 1 2 3 4 5
quan trọng để thúc đẩy chúng ta phát triển và
hưng thịnh
1.4 Chính sách thành tích rất quan trọng trong việc 1 2 3 4 5
thúc đẩy động lực của nhân viên
1.5 Nhân viên sẽ không có động lực làm việc nếu 1 2 3 4 5
công ty không thừa nhận hiệu suất của họ
2 Tính chất công việc
2.1 Khi nhân viên thấy họ quan tâm đến công việc 1 2 3 4 5
của họ và các giá trị phù hợp với nhóm, họ
thường có động lực làm việc hơn.
2.2 Công việc phù hợp với sở thích tỷ lệ thuận với 1 2 3 4 5
động lực làm việc của nhân viên
3 Đào tạo và phát triển
3.1 Nhân viên sẽ gắn bó với tổ chức thúc đẩy các cơ 1 2 3 4 5
hội nghề nghiệp thông qua học tập và khả năng áp
dụng những kỹ năng mới đó vào công việc.
86
3.2 Khi nhân viên tin rằng một tổ chức đã sẵn sàng 1 2 3 4 5
cung cấp các khóa đào tạo thích hợp, họ sẽ cảm
thấy sự quan tâm của tổ chức trong việc nâng cao
khả năng và kỹ năng của họ.
3.3 Doanh nghiệp cung cấp cho tôi nhiều cơ hội phát 1 2 3 4 5
triển nghề nghiệp.
3.4 Nhân viên sẽ làm việc tốt hơn nếu được trang bị 1 2 3 4 5
những kỹ năng cần thiết
3.5 Khi nhân viên không có cơ hội học hỏi và phát 1 2 3 4 5
triển bản thân, họ không có động lực làm việc
4 Chính sách và quản trị
4.1 Phúc lợi đóng một vai trò quan trọng trong việc 1 2 3 4 5
xác định động lực của nhân viên
4.2 Phúc lợi thể hiện sự quan tâm của doanh nghiệp 1 2 3 4 5
đối với người lao động
4.3 Các chính sách ghi nhận thành tích như khen 1 2 3 4 5
thưởng xứng đáng rất quan trọng nhằm thúc đẩy
động lực làm việc của nhân viên
4.4 Nhân viên muốn biết thông tin về điều kiện, chính 1 2 3 4 5
sách thăng tiến của tổ chức, cơ hội phát triển
5 Điều kiện làm việc
5.1 Điều kiện làm việc là yếu tố quan trọng ảnh
hưởng đến động lực làm việc 1 2 3 4 5
5.2 Điều kiện làm việc tốt liên quan đến an toàn, vệ 1 2 3 4 5
sinh và thời gian làm việc
5.3 Tạo môi trường làm việc tốt thúc đẩy động lực 1 2 3 4 5
của nhân viên
6 Tiền lương
87
6.1 Để tạo động lực cho nhân viên, mức lương phải 1 2 3 4 5
phù hợp với hiệu quả công việc của họ
6.2 Thu nhập không chỉ giúp nhân viên đáp ứng các 1 2 3 4 5
nhu cầu cơ bản của họ mà còn đáp ứng các nhu
cầu cấp cao của họ
6.3 Thu nhập là thước đo thành công của nhân viên 1 2 3 4 5
7 Đảm bảo công việc
7.1 Công việc càng ổn định thì động lực làm việc 1 2 3 4 5
càng cao
7.2 An toàn công việc là một trạng thái tâm lý mà 1 2 3 4 5
nhân viên mong đợi để công việc của họ được
liên tục lâu dài trong tổ chức.
7.3 Sự đảm bảo việc làm còn được biết đến dựa trên 1 2 3 4 5
sự tin tưởng và gắn bó giữa các nhân viên
7.4 An ninh công việc bảo vệ nhân viên khỏi bị sa 1 2 3 4 5
thải và sự linh hoạt của nhân viên, đồng thời duy
trì sự ổn định công việc cho họ
7.5 Nhân viên có mức độ ổn định công việc thấp 1 2 3 4 5
không có động lực
APENDIX 3: DESCRIPTIVE STATISTICS RESULT
Table 4-1 Gender
Frequency Percent Valid Percent Cumulative

Percent
Valid Male 90 54.5 54.5 54.5
Female 75 45.5 45.5 100.0
Total 165 100.0 100.0
88
Table 4 – 2 Age

Percent
Valid From 18 to 30 80 48.5 48.5 48.5
From 31 to 40 64 38.8 38.8 87.3
Above 40 21 12.7 12.7 100.0
Total 165 100.0 100.0
Table 4–3 Academic Level

Percent
Valid College 70 42.4 42.4 42.4
Bachelor 84 50.9 50.9 93.3
Above 11 6.7 6.7 100.0
Total 165 100.0 100.0
Table 4-4 Monthly Income
Frequency Percent Valid Cumulative

Percent Percent
Valid From 5 million to 10
51 30.9 30.9 30.9
million
From 10 million to 15
73 44.2 44.2 75.2
million
Above 15 million 41 24.8 24.8 100.0
Total 165 100.0 100.0
APENDIX 4: DESCRIPTIVE STATISTICS
Achievement
N Minimum Maximum Mean Std. Deviation

A1 165 1 5 3.29 .827
A2 165 1 5 3.44 .836
A3 165 1 5 3.13 .813
89
A4 165 1 5 3.22 .829
A5 165 1 5 3.30 .806
Valid N
165
(listwise)
Job characteristics

JC1 165 1 5 2.79 .972
JC2 165 1 5 2.81 .973
Valid N
165
(listwise)
Training and Development

TD1 165 1 5 2.80 .977
TD2 165 1 5 2.80 .958
TD3 165 1 5 2.65 .979
TD4 165 2 5 2.76 .856
TD5 165 2 5 3.35 .936
Valid N
165
(listwise)
Company’s policies and administration

PA1 165 1 5 2.92 .972
PA2 165 1 5 3.04 .847
PA3 165 1 5 2.82 .850
PA4 165 1 5 3.02 .883
Valid N
165
(listwise)
Working conditions

WC1 165 1 5 2.95 .861
WC2 165 2 5 2.82 .843
WC3 165 1 5 3.15 .912
90
Valid N
165
(listwise)
Salary

S1 165 2 5 3.39 .867
S2 165 1 5 3.24 .797
S3 165 2 5 3.36 .797
Valid N
165
(listwise)
Job security

JS1 165 1 5 3.14 .833
JS2 165 2 5 3.32 .862
JS3 165 1 5 3.33 .872
JS4 165 1 5 3.18 .780
JS5 165 2 5 3.24 .797
Valid N
165
(listwise)
Motivation

M1 165 2 5 3.18 .892
M2 165 1 5 3.15 .823
M3 165 2 5 3.24 .842
Valid N
165
(listwise)
APENDIX 5: CRONBACHS’ ALPHA RESULT

Achievement
Reliability Statistics
Cronbach's N of
Alpha Items
.837 5
91
Item-Total Statistics
Scale Mean Scale Corrected Cronbach's
if Item Variance if Item-Total Alpha if
Deleted Item Correlation Item
Deleted Deleted
A1 13.09 6.534 .715 .783
A2 12.94 7.155 .533 .834
A3 13.25 7.057 .584 .820
A4 13.16 6.560 .704 .786
A5 13.08 6.785 .668 .797
Job characteristic
Cronbach's N of
Alpha Items
.758 2
Deleted Deleted
JC1 2.81 .946 .610 .
JC2 2.79 .945 .610 .
Training and Development

Cronbach's N of
Alpha Items
.879 5
Deleted Deleted
TD1 11.56 9.516 .742 .845
TD2 11.56 9.711 .722 .850
TD3 11.71 9.964 .650 .868
92
TD4 11.61 10.167 .740 .847
TD5 11.01 9.902 .707 .854
Company’s policies
and administration
Cronbach's N of
Alpha Items
.829 4
Deleted Deleted
PA1 8.88 4.693 .650 .790
PA2 8.76 5.173 .644 .790
PA3 8.98 5.024 .689 .771
PA4 8.77 5.020 .650 .787
Working conditions
Cronbach's N of
Alpha Items
.791 3
Deleted Deleted
WC1 5.96 2.365 .653 .695
WC2 6.10 2.527 .596 .754
WC3 5.77 2.227 .652 .696
Salary
Cronbach's N of
Alpha Items
93
.754 3
Deleted Deleted
S1 6.61 1.813 .644 .598
S2 6.75 2.139 .554 .704
S3 6.63 2.137 .556 .702
Job Security
Cronbach's N of
Alpha Items
.808 5
Deleted Deleted
JS1 13.07 6.629 .561 .780
JS2 12.89 6.256 .633 .758
JS3 12.88 6.193 .640 .756
JS4 13.04 7.133 .477 .804
JS5 12.97 6.420 .662 .750
Employee’s motivation
Cronbach's N of
Alpha Items
.810 3
Deleted Deleted
M1 6.39 2.289 .615 .788
94
M2 6.42 2.307 .704 .695
M3 6.33 2.333 .662 .736
95

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NATIONAL ECONOMICS UNIVERSITY

Hau Thi Mai Anh

FACTORS AFFECTING EMPLOYEES' WORKING

Bachelor of Business Administration in English (E-BBA)

FACTORS AFFECTING EMPLOYEES' WORKING

Bachelor of Business Administration in English (E-BBA)

This research serves as the final thesis which completes my course of

2. “KMO” “Kaiser-Meyer-Olkin Test”

3. ANOVA Analysis of Variance

4. “SPSS” “Statistical Package for Social Sciences”

5. “VIF” “Variance Inflation Factor”

1.2 Research Objectives

General objectives: Based on this investigate, Chief and chief officers of

1.3 Research Questions

 What makes the turnover rate in CBRE Vietnam Hanoi Branch is

1.4.1 Research subject:

1.4.2 Scope of Study

1.5 Research Methodology

1.5.1 Research Process

Primary data: In-depth Secondary data: Internet,

Finding on current employee

1.5.2 Data collection

1.5.2.1 Secondary Data Collection

Some methods to collect secondary data for the thesis:

1.5.2.2. Primary Data Collection

There are two steps to gather essential information in this proposition: in-

1.6 Thesis Structure

2.2 Literature review

2.2.1 Literature review table

Table 2. 1. Literature review table

Research Title Industry Focus Main finding Citation

2.3 Work motivation

2.3.1 Definition of Work Motivation

2.3.2 Definition of Employee Motivation

According to Nel (2004), motivation can be portrayed as purposefulness and

2.3.3 Theories on Employee Motivation

In reality, there are numerous speculations on worker motivation that can be

Maslow’s Progression of Needs is chosen to be considered since it appears

Herzberg’s Two-factor Hypothesis makes a difference considering the

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham

Figure 2. 1. Maslow hierarchy of Needs theory

(Source: The study “A Theory of Human Motivation”, Abraham Maslow, 1954)

Figure 2. 2. Maslow hierarchy of Needs theory

Maslow (1943, 1954) expressed that individuals are persuaded to realize

1. Physiological needs - these are organic prerequisites for Human

Figure 2. 3. The Herzberg’s Two-factor theory of Motivation

(Source: Herzberg, Frederick; Mausner, Bernard; Snyderman. Barbara B. 1959)

Herzberg’s motivation/hygiene hypothesis is additionally known as the two-

Motivations, or satisfiers, are those variable cause sentiments of fulfilment at

Cleanliness variables, or dissatisfiers, are those that the representative anticipates

2.4. Research Model on Employee Motivation

Motivation factor Hygiene factors

Job characteristics Working conditions

Figure 2. 4. Research Model

(Source: Research results of the author)

Table 2. 3. Overserved Variables

Scale name Observations References

Employees will work better if equipped with Tran Kim

ASSESSING THE CURRENT STATUS OF EMPLOYEE

3.1.1 General Information

Company’s name: THE BRANCH OF CBRE (VIETNAM) CO., LTD IN

3.1.2. Mission – Vision – Core Values

CBRE offers a broad range of integrated services, including facilities, transaction

3.1.2.3. Core value