VNU UNVERSITY OF SOCIAL SCIENCES AND HUMANITIES

VIET NAM NATIONAL UNIVERSITY, HA NOI

--------

REPORT WRITING

ASSESSMENT 1

COMMUNICATION AND BEHAVIOR IN ORGANISATION

Tên thành viên Mã sinh viên

Đào Tiến Dũng : 21031314
Nguyễn Quang Huy : 21031328
Bùi Minh Quang : 21031354
Nguyễn Nhật Toàn : 21031362

Ha Noi, October 28, 2023

 MỤC LỤC

INTRODUCE.......................................................................................................1
CHAPTER 1: COMPANY INTRODUCTION....................................................2
1.1. Introduction................................................................................................2
1.2. Mission..........................................................................................................2
1.3. Core values................................................................................................3
1.4. Functions and tasks....................................................................................3
1.5. Product.......................................................................................................3
1.6. Organizational Structure............................................................................4
CHAPTER II: PERFORMANCE-RELATED INITIATIVES.............................5
2.1. Concept, Theory........................................................................................5
2.2. Initiatives and Specific Measures..............................................................6
2.1. Income...................................................................................................6
2.2.2. Career Advancement Opportunities...................................................7
2.2.3.Working condition...............................................................................8
2.3. Measurement of the success of performance-related initiatives................8
CHAPTER III: CULTURE-RELATED INITIATIVE.......................................10
3.1. Concept, Theory......................................................................................10
3.1.1. organizational Culture......................................................................10
3.1.2. Schein model of culture....................................................................10
3.1.3. The Cameron and Quinn Competing Values Culture Model...........12
3.2. Culture-related initiatives........................................................................14
3.2.1. Artifact (The structured organization of a business)........................15
3.2.2. Espoused Values...............................................................................20
3.2.3. Basic Underlying Assumptions........................................................21
3.3. Measurement of the success of Culture-related initiatives......................22
CONCLUSION...................................................................................................25
REFERENCES...................................................................................................26
 INTRODUCE

Corporate culture and human resource performance improvement

programs play an important role in building a strong and effective organization.
Corporate culture shapes the core values, work ethics and codes of conduct
within the company. It's not just an appearance but also reflects how employees
interact, collaborate and solve problems in the work environment.
With HR performance enhancement programs, companies can increase
employees' skills and knowledge through training and career development. This
not only helps them work more effectively but also strengthens their loyalty and
commitment to the company. In addition, these programs often include
performance evaluation methods, which help companies define goals and
evaluate each employee's contributions
When corporate culture is combined with employee performance
programs, companies can create a positive work environment that encourages
creativity and enhances teamwork, creates long-term benefits by attracting and
retaining talented employees.
In this report, we will analyze corporate culture and programs to improve
human resource efficiency with the object of VNG Joint Stock Company.

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 CHAPTER 1: COMPANY INTRODUCTION

1.1. Introduction

VNG is a Vietnamese technology company, established on September 9,

2004. VNG is currently operating in 4 main product areas: digital content &
online entertainment, community links, software & utilities, e-commerce.
Location: Flemington Tower, 182 Le Dai Hanh, P15, Q11, Ho Chi Minh
city, Viet Nam
Business areas: Internet and technology.
Website: http://vng.com.vn
Company logo:

Image 1.1. Logo VNG Company

1.2. Mission

“Developing the Internet to change Vietnamese people's lives”

VNG believes in the power of the Internet and sets itself the mission of
bringing Internet users meaningful experiences. Every day, millions of
Vietnamese young people entertain, make friends, shop online or participate in
community activities through VNG products, that is how VNG has been creating
value for society.

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 VNG also understands that the potential of the Internet is still huge, and is
constantly looking for new ways to make the Internet closer, bringing more
valuable changes to Vietnamese people. Focus on investing in research and
development, constantly improving technology, while maintaining
organizational efficiency. That's what VNG is doing to pursue the mission of
"Developing the Internet to change the lives of Vietnamese people".

1.3. Core values

VNG Guided by 3 core values:

 Take on the challenge
 Partner development
 Maintain integrity

1.4. Functions and tasks

Providing Internet services, software publishing, commercial advertising

and video game business, research, design, and production of Internet-based
products.

1.5. Product

VNG is proud to develop a diverse online product system that meets

many different needs, ensuring that every moment in the online space is a
meaningful and rewarding experience. With 4 main product areas:
Digital Content & Online Entertainment: This category includes
products that allow users to stay updated with the latest news, listen to their
favorite music, and enjoy engaging online games. Notable products in this
category include Zing Mp3, ZingTV, and a variety of online games like Võ Lâm
Truyền Kỳ and Võ Lâm Chi Mộng.
Community Engagement: VNG recognizes the value of connecting
friends and helping people make new acquaintances in the online world. To
facilitate this, they have researched and developed products to foster

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connections within the Vietnamese online community. Examples of such
products include the free messaging and calling app Zalo and the social network
Zing Me.
Software & Utilities: VNG aims to provide internet users in Vietnam with
access to the best entertainment products and trustworthy websites with high-
quality content. Products in this category include the computer room
management solution CSM and the Vietnamese Internet directory Laban.vn.
E-commerce: VNG aims to create a convenient online shopping platform
where everyone can shop easily, bringing people closer together regardless of
distance. Notable products in this category include the online payment gateway
123pay and the application for viewing movie schedules and booking cinema
tickets, 123phim.

1.6. Organizational Structure

Image 1.2. Organizational structure of VNG Joint Stock Company

(Source: Company human resources department)

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 CHAPTER II: PERFORMANCE-RELATED INITIATIVES

2.1. Concept, Theory

The Two-Factor Theory by Frederick Herzberg, also known as the

"Motivation-Hygiene Theory" or "Motivation-Hygiene-Herzberg's Theory," is
one of the most important theories in the fields of management and industrial
psychology. Herzberg developed this theory based on his research into
employee satisfaction and dissatisfaction in various workplaces. He categorized
factors into two groups: maintenance and motivators.
Firstly, maintenance factors are related to employee dissatisfaction with
their job. These factors include working conditions, salary, company policies,
and interpersonal relationships. When maintenance factors are not met or are
perceived negatively, employees become dissatisfied. However, when these
maintenance factors are fulfilled, they only remove dissatisfaction and do not
necessarily contribute to satisfaction or motivation in the job.
Secondly, motivator factors are related to higher-level needs, including
achievement, recognition, responsibility, and advancement opportunities.
Herzberg believed that in the absence of motivators, employees would perform
at a neutral level, but the presence of motivators would lead to increased job
satisfaction and motivation. Therefore, maintenance and motivator factors have
different impacts on employee motivation.
Herzberg's Two-Factor Theory suggests that managers need to address
both maintenance and motivator factors to create a work environment where
employees are not only free from dissatisfaction but also actively motivated and
satisfied in their jobs.

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 2.2. Initiatives and Specific Measures

2.1. Income

Income is kept stable, creating a sense of security for work, and it clearly
defines the level of completion and effectiveness of work for each group of
employees.
Policies related to employee income include salary, bonuses, and various
allowances, which are well-defined. Specifically:
Regarding salary policies, the salary level is assessed during the initial
selection process, depending on qualifications, professional capabilities, the
applied position, and the mutual agreement between the parties. Every year, the
salary level is reevaluated and adjusted with an annual increase in April.
As for policies concerning allowances, each month, employees receive a
lunch allowance of 660,000 VND per person per month, which is directly added
to their monthly salary. Additionally, there are other allowances such as
telephone allowances and travel allowances in cases that arise from job
requirements.
Regarding bonus policies, various bonus structures are currently in place,
including:
 Monthly KPI-based bonuses to establish a salary structure that
incentivizes and motivates employees to complete their work with high
quality. Each department has a fixed budget for each month, and this
budget depends on the characteristics of that department. At the end of
each month, department heads assess KPI results and allocate bonuses
accordingly.
 Year-end achievement bonuses, which depend on VNG's business
performance, departmental results, and individual performance. These
bonuses are paid before the Lunar New Year annually.

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 o Project-Based Bonuses: Members participating in VNG projects
receive additional bonuses based on the scale and results of the
projects.
o Holiday Bonuses: All employees at VNG are entitled to full pay for
10 holidays per year as stipulated by the law. In addition,
employees receive bonuses for holidays, typically amounting to
1,500,000 Vietnamese Dong, and these bonuses are disbursed in the
company's birthday month, which falls in September.
o In addition to these mentioned bonuses, the company may also
consider additional bonuses for employees who are required and
approved to work on VNG's birthday or during holiday periods.

2.2.2. Career Advancement Opportunities

The company places a strong emphasis on employee training and

development. Various training programs are designed to meet the needs of
employees and the job requirements, providing opportunities for career growth.
Some specific training policies include:
 Regularly organizing training courses: These courses are designed based
on the analysis of training needs, supporting employees in improving their
professional skills to meet job requirements. The courses encompass
internal training programs as well as external ones, covering both hard
and soft skills, as well as foreign languages.
 Internal Training: Internal courses are held within the company, with the
involvement of in-house trainers and external guest instructors.
Employees can register to participate in these courses.
 External Training: If employees need specific training based on their job
requirements, they can propose it to their department head. If the request
is valid, the department head will approve it, and the company will
reimburse the entire course fee once the employee completes the course.

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  Language Training: Language training is provided to equip employees
with the knowledge and skills in foreign languages necessary to perform
their job effectively. When an employee requests language training, they
will be responsible for covering the tuition fees initially. The financial
support will be applicable once the employee successfully completes the
course, with a maximum support period of 18 months.
 Furthermore, the company regularly organizes knowledge-sharing
sessions and seminars...
In addition, as a company with a large scale, employees also have the
opportunity to advance in their careers. The annual performance evaluation and
promotion review process is conducted once a year in April.

2.2.3.Working condition

Although the current working hours are stipulated in the labor contracts
signed with employees from 8 AM to 5 PM daily, in reality, these working hours
are quite flexible and vary depending on each department. The main focus is on
employees' ability to efficiently complete their tasks.
The working environment within the office ensures safety, comfort, and a
sense of openness, with a particular emphasis on green spaces. The office is
well-organized, neat, and reflects the individuality of each member. Due to the
specific job requirements, the necessary equipment is provided in the office
according to the needs of the work.
The Two-Factor Theory by Herzberg has significant implications for
management in the following ways:
 Factors that satisfy employees are different from those that create

dissatisfaction. Therefore, it is not possible to expect employee

satisfaction simply by eliminating the factors causing dissatisfaction.
 Motivating employees requires addressing their needs appropriately, and

both categories of factors, maintenance, and motivators, need to be

addressed. Focusing solely on one category is insufficient.
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 2.3. Measurement of the success of performance-related initiatives
Based on the company's human resources policies, we can see:
Income policies (salaries, bonuses, allowances) are maintenance factors.
They are mainly aimed at meeting material needs, creating minimum
satisfaction and avoiding employee dissatisfaction. Employees bring great
benefits to the business, so they also expect to be rewarded for their efforts
through the income they will receive.
Opportunities for training, advancement, and working conditions are
factors that drive motivation. Career advancement opportunities reflect whether
employees have the chance to develop and progress in their careers within the
organization while they are working. Advancement opportunities are considered
a motivating factor in Herzberg's theory. When there are clear paths to career
advancement based on future capabilities and transparent, fair policies,
employees work more effectively and are more satisfied with their jobs. This is
reflected in their contributions to the company and their outstanding
performance at work. In other words, job satisfaction and satisfaction in the
work environment are mutually reinforcing. Additionally, employees always
desire to work in an environment that prioritizes safety and provides adequate
support for their working conditions. The safer and more supportive the working
conditions, the more at ease employees feel, resulting in significant benefits for
the business.
Policies that create working conditions, stable income, peace of mind to
work, clearly define the goals and work efficiency of each employee, and the
office that performs the work

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 CHAPTER III: CULTURE-RELATED INITIATIVE

3.1. Concept, Theory

3.1.1. organizational Culture

An organization’s culture can most simply be thought of as “the way

things are done around here” (Deal & Kennedy, 2000)
"The distinctive character of an organization is the perception that
distinguishes it from other organizations in the field." (Gold, K.A.)
"Culture represents a synthesis of commonly held values and mutually
dependent behavior patterns prevalent in the enterprise and tends to be self-
perpetuating, often over a long period." (Kotter, J.P. & Heskett, J.L.)
"Corporate culture is common and relatively stable beliefs, attitudes, and
values existing in the enterprise." (Williams, A., Dobson, P. & Walters, M.)
All definitions have in common that corporate culture is the entire set of
cultural values built throughout the existence and development of an enterprise,
influencing the emotions, thinking and behavior of every member. members of
the enterprise; creates differences between businesses and is considered the
unique tradition of each business

3.1.2. Schein model of culture

Organizational culture plays a vital role in the success and development of

an organization. Edgar Schein's cultural model is a powerful tool that helps us
explore and gain a deeper understanding of organizational culture.

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 Image 3.1 Schein’s Culture Triangle

These are the three levels of corporate culture:

 Artifacts:
o Artifacts are the tangible elements within an organization, such as
logos, architecture, structure, processes, documents, and company
attire.
o They are what people can see, hear, and feel when they come into
contact with an organization. Artifacts serve as identification
markers for customers.
o This level of culture is relatively easy to change, for example, when
rebranding. However, the fundamental cultural values do not
change.

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  Espoused Values:
o Espoused values are related to communication within the
organization and pertain to the standards, values, and behavioral
principles of the business.
o They guide members on how to react in certain situations and
cultivate behavior within the corporate environment.
o Espoused values influence the way employees interact and make
decisions within the company.
 Basic Underlying Assumptions:
o Basic underlying assumptions represent the most critical element of
a corporate culture, sharing values among members and the
organization.
o These implicit beliefs deeply influence the commitment and value
creation of the workforce.
o They underpin the core beliefs and values that are deeply ingrained
in the organization's culture, affecting how employees perceive and
interpret various aspects of their work environment.

3.1.3. The Cameron and Quinn Competing Values Culture Model

Robert Quinn and Kim Cameron created a four box culture model used to
categorize organizational cultures. Its vertical axis looks at whether an
organization is more focused on stability or flexibility, and its horizontal axis
looks at whether the organization is more inwards or outwards looking.

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 Image 3.2. Quinn & Cameron’s Culture Model

 Clan Culture:
o This is a friendly working environment where employees share
similarities, like in a large family.
o Leadership is seen as supportive, often referred to as "parental"
figures.
o The organization is bound by loyalty and company traditions.
o Success is defined by meeting customer needs and caring for
people.
o The culture emphasizes shared values, teamwork, and group
consensus.
 Hierarchy Culture:
o This is a structured and organized work environment where
processes lead the way.

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 o Leaders take pride in being organizers and coordinators of work
toward good results.
o Maintaining smooth operations is a top priority.
o Policies and strict regulations bind the company together.
o The organization aims for long-term goals, efficiency, and stability.
o Success is defined by reliability, sound work plans, and cost-
efficiency.
 Market Culture:
o Organizations with a market culture are results-driven, focusing on
efficient task completion.
o Employees have a competitive spirit and strive for goals.
o Leaders are both guides and producers, with a strong competitive
edge.
o Success is centered on reputation and achievements.
o Defining success means market dominance and leadership.
o Competition in pricing and market leadership is vital.
 Adhocracy Culture:
o Adhocracy culture is dynamic and creative, with a willingness to
explore and embrace risks.
o The glue for this culture is commitment, experimentation, and
innovation.
o A focus on setting trends in the market is key.
o Success is defined by new products and services, pioneering is
crucial.
o The organization encourages individual freedom and innovation.

3.2. Culture-related initiatives

Similar to other businesses, VNG also divides its company culture into
three levels:
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 + Artifact
+ Espoused Values
+ Basic Underlying Assumptions

3.2.1. Artifact (The structured organization of a business)

*Company logo
The new logo (2022) represents the aspiration for innovation, creativity,
and the ambition with a technological imprint of VNG, originating from
Vietnam and reaching out to the world. Inspired by a pioneering spirit, readiness
to embrace challenges, the new brand identity carries a sense of freedom in
design, breaking free from spatial constraints and pushing boundaries – all of
which VNG strives to achieve every day. The vibrant orange color symbolizes
the development journey, starting as a game publisher, and now evolving into a
leading technology company VNG.

Image 3.3. VNG Logo

* Slogan
“Embracing Challenge”
Signifies a strong determination and consciousness of facing difficulties
without fear, always confronting the seemingly insurmountable challenges, and
aspiring to overcome every challenge as a collective goal of VNG.

* VNG's primary services:

Online Games: VNG Games is recognized as one of the leading game
publishers in Vietnam. With 17 years of experience in publishing games in the
Vietnamese market and several international regions, including Southeast Asia,
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North America, and South America, VNG Games is currently taking serious
steps to conquer the global market.

Image 3.4. Outstanding products of VNG

VNG Cloud Storage System: Provides comprehensive cloud services for

organizations, businesses, and local entities. These systems and intelligent
technology solutions are based on Internet connectivity and cloud technology.

Image 3.5. VNG Cloud

Connectivity Platform (Zing TV, Zing MP3, Zalo, etc.)

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 Zalo Pay Payment System: ZaloPay is a mobile payment platform with
special features integrated to meet all payment needs for both personal and
business purposes. To date, ZaloPay has collaborated with all local banks and
major e-commerce platforms nationwide, such as Tiki, Lazada, BigC, and
BAEMIN.

Image 3.6. Overview of VNG products

* Products currently in development and future prospects:

Zalo AI: Vietnamese virtual assistant experience with Kiki on Zing MP3,
integrated into cars and smart speakers.
TRUEID: Introduced in June 2020, trueID is an eKYC solution awarded
"Made in Vietnam" that uses artificial character recognition, facial recognition,
and optical character recognition (OCR) technology.
* Working Environment:
VNG Campus is designed with an open, highly flexible style, minimal
partitions, maximizing natural light through skylights, featuring abundant
greenery and relaxation spaces. The building incorporates a range of smart
technologies that enhance safety, energy efficiency, and environmental
friendliness, including solar energy systems, smart lighting controls, smart
meeting rooms, and intelligent camera systems. Since 2019, VNG has relocated

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its headquarters to KCX Tan Thuan, District 7, and the new main headquarters
is called VNG Campus.

Image 3.7. VNG Campus

Image 3.8. Atrium Center

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Image 3.9. VNG Canteen

Image 3.10. VNG Gym

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 Image 3.11. Convenience stores in VNG
3.2.2. Espoused Values

Mission "Creating Technology & Developing People for a Better Life":

Vinagame believes in the power of the Internet and has set a mission to provide
meaningful experiences to Internet users. This can be as simple as entertainment
through playing games or sharing a song online with friends. On a larger scale, it
includes connecting millions of young people through the largest social network
in Vietnam. This is how VNG has been and continues to create value for the
community through its products. Looking at VNG's products, the target and
main customer base of VNG are still domestic users. The Zalo messaging
platform is truly everyone's companion. ZaloPay remains the leading e-wallet
for Vietnamese users. VNG's games still have a large player base and generate
significant revenue for VNG.
Vision "Becoming the Best Company in Vietnam in Human Resource
Development": Developing human resources is the biggest challenge for every
Vietnamese business today. How to have enough talent for technology research,
product operation, human resource and project management, and capacity
building for those around us? How to awaken the potential of 85 million people

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in Vietnam? Therefore, VNG always focuses on nurturing its people. The
company always strives to create opportunities, improve the working
environment for Vinagame's people to develop to the best of their abilities, from
granting stock options, providing fair salaries, career orientation, to organizing
training programs,...
Brand positioning: Currently, VNG positions itself as a general technology
company, rather than specifically as a game publisher. Therefore, all images
from media, press and products that VNG brings to the market carry a
technological hue, aimed at users.

3.2.3. Basic Underlying Assumptions

Embracing Challenge:
The motto "Embracing Challenge" has been closely associated with VNG
since its early days. To turn dreams into reality, we are determined to build a
culture where challenges are always embraced as opportunities for everyone to
grow and develop together. The courage to dream big and the willingness to
tackle challenges have helped VNG overcome obstacles and achieve the success
it enjoys today.
Focusing on the Young Generation:
It can be said that to maintain the rapid pace of development as seen today,
the youthful workforce of VNG is indispensable. The senior leaders of VNG
always aim for talented individuals and consider them as the decisive factor for
the company's success. The young workforce motivates each other, driving their
mutual development. They also make VNG members not afraid of difficulties
and always eager to learn new knowledge, being less constrained.
Sustaining Integrity:
Integrity is the promise that VNG commits to fulfill with customers,
business partners, and all its members. At VNG, we strive to build an
organization where everyone can trust each other and act based on the
foundation of honesty and trust. We want to ensure that our members can take
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pride in being part of the company and as a part of a community where everyone
is respected for their integrity, honesty, and personal values.

3.3. Measurement of the success of Culture-related initiatives

In Cameron's opinion, VNG corporate culture tends to be more clearly

expressed in the direction of (clan culture).
First is about "VNG People", it is shown in the following points:
Starter
At VNG, members are called by familiar names - Starter. VNG, despite
its position as a leading technology company, always wants to maintain the
spirit of entrepreneurship, accepting work as new challenges, every day is an
adventure, and Starters are the real "pathfinders". receive.
Authorize
VNG's human development strategy is expressed right in the way the
business is organized: subordinates are allowed to make more decisions.
Learn
"Never stop learning" is what VNG always encourages Starters: Learn
from challenging projects, from colleagues, from books, and from many
professional and technical training programs. soft capabilities that VNG builds.
Sport
One of the most prominent cultural features at VNG is sports. From team
building activities, VNG Run Club to IRONMAN, VNG encourages Starters to
participate in sports and training activities to keep themselves healthy and
motivated.”
Second is about "VNG's working environment"
The office has the largest floor space in Vietnam (52,000m2), applied
according to the most modern Campus model in the world, with the goal of
becoming a "homebase" - the roof for Starters to return after each journey of
striving.

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 At VNG Campus, it can be seen that VNG is building a comfortable,
creative working environment in accordance with a culture of solidarity that
makes employees feel like a family-like working environment, where employees
are valued and their personal development is valued. Priority is given, suitable
for Camelon-quinn's clan culture. Effectiveness can be measured by surveying
employee satisfaction levels.”
Starters have access to modern facilities including a 24/7 gym, fitness
classes, sauna, medical room, canteen, convenient supermarket, snack and
beverage supply room. Free with shuttle. The headquarters also has a children's
playground supervised by professional babysitters to support Starters with
young children.
Third is about "Employee engagement"
“VNG members are always encouraged to participate in internal engagement
activities, taking care of their physical and mental health to increase
performance and happiness at work. Intellectual challenging activities (Kahoot
game, board game), physical challenge, chat with CEO (Lunch & Learn),
community jogging (UpRace), VNG Care hotline, vaccination Covid-19, online
shopping voucher giveaways... are organized regularly and continuously
innovated, creating connections and meaningful experiences for each member.
The participation and input of employees is considered an important basis for
VNG to continuously improve policies and services in the company to become
better and better. Every quarter, VNG conducts surveys to listen to Starter
opinions; Organize VNG Connect - a periodic event for the company's Board of
Directors to update business results, operations, and upcoming directions of each
department and directly answer questions and suggestions from members. .”
It can be seen that VNG is building a comfortable, creative working
environment in accordance with a culture of solidarity that makes employees
feel like a family-like working environment, where employees are valued and
their personal development is valued. Priority is given, suitable for Camelon-

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quinn's clan culture inward looking and flexible, Clans value team-work and
collaboration and are close nit and supportive of each other as they respond to
the world. Effectiveness can be measured by surveying employee satisfaction
levels.

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 CONCLUSION
VNG's strengths are its people and corporate culture. Based on the
guideline of 3 core values (Embracing Challenges, Developing Partners and
Maintaining Integrity), VNG members always have a spirit of dedication for the
common development of VNG and the community.
Any organization must have a culture to survive. If a nation or a country
wants to develop, it must have a strong culture. And corporate culture cannot be
an exception to that rule. To continue to develop in today's environment,
businesses must consider culture as their guiding principle. At the same time, in
the development process, in addition to its own identity, human resources
development policies also need to be focused and changed to suit the benefit of
the business itself and also to compete with other competitors. other businesses.
Because, without human resources policies as well as its own cultural identity, it
will be very difficult for businesses to find a solid foothold in today's
challenging and fiercely competitive market. From there, it helps provide
lessons for Vietnamese businesses to step more firmly on the path of self-
assertion and have more aspirations to reach the world playground.

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 REFERENCES

1. Reference documents in Vietnamese

[1.1] VNG official website, https://vng.com.vn/.
[1.2] Công ty Cổ phần VNG, Báo cáo thường niên 2022.
[1.3] Nguyễn Khắc Hoàn (2010), Các yếu tố ảnh hưởng đến động lực làm việc
của nhân viên. Nghiên cứu trường hợp tại Ngân hàng Thương mại Cổ phẩn Á
Châu, Chi nhánh Huế, Tạp chí khoa học, Đại học Huế, Số 60, 2010.
[1.4] Huỳnh Kiều Chinh (2015), Phân tích các nhân tố ảnh hưởng đến mức độ
hài lòng trong công việc của nhân viên khối văn phòng tại thành phố Trà Vinh,
Tạp chí Phát triển Khoa học Công nghệ số 11 năm 2005.
2. Reference documents in English
[2.1] Frederick Herberg (1987), One More Time How Do You Motivate
Employees?, Harvard Business Review.
[2.2] Karen Cacciattolo (2014), Understanding organisational cultures,
European Scientific Journal November 2014 /SPECIAL/ edition vol.2 ISSN:
1857 – 7881 (Print) e - ISSN 1857- 7431.

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