3
Job Characteristics | Alamdar Hussain Khan and his allies (2011) Tran Kim Dung (2005) Parker P.Christopher et al. (2003) | |
4 | Working conditions | Mosammod Mahamuda Parvin (2011) Alamdar Hussain Khan & Associates (2011) |
Maybe you are interested!
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Average Employee Satisfaction Rating Results for Work Environment Factors -
Identify Rating Levels and Rating Scales
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of the islanders. Therefore, this indicator will be divided into two sub-indicators:
a1. Natural tourism attractiveness a2. Cultural tourism attractiveness
b. Tourist capacity
The two island communes in Quan Lan have different capacities to receive tourists. Minh Chau Commune is home to many standard hotels and resorts, attracting high-income domestic and international tourists. Meanwhile, Quan Lan Commune has many motels mainly built and operated by local people, so the scale and quality are not high, and will be suitable for ordinary tourists such as students.
c. Time of exploitation of Quan Lan Island Commune:
Quan Lan tourism is seasonal due to weather and climate conditions and festivals only take place on certain days of the year, specifically in spring. In Quan Lan commune, the period from April to June and from September to November is considered the best time to visit Quan Lan because the cultural tourism activities are mainly associated with festivals taking place during this time.
Minh Chau island commune:
Tourism exploitation time is all year round, because this is a place with a number of tourist attractions with diverse ecosystems such as Bai Tu Long National Park Research Center, Tram forest, Turtle Laying Beach, so besides coming to the beach for tourism and vacation in the summer, Minh Chau will attract research groups to come for tourism combined with research at other times of the year.
d. Sustainability
The sustainability of ecotourism sites in Quan Lan and Minh Chau communes depends on the sensitivity of the ecosystems to climate changes.
landscape. In general, these tourist destinations have a fairly high level of sustainability, because they are natural ecosystems, planned and protected. However, if a large number of tourists gather at certain times, it can exceed the carrying capacity and affect the sustainability of the environment (polluted beaches, damaged trees, animals moving away from their habitats, etc.), then the sustainability of the above ecosystems (natural ecosystems, human ecosystems) will also be affected and become less sustainable.
e. Location and accessibility
Both island communes have ports to take tourists to visit from Van Don wharf:
- Quan Lan – Van Don traffic route:
Phuc Thinh – Viet Anh high-speed boat and Quang Minh high-speed boat, depart at 8am and 2pm from Van Don to Quan Lan, and at 7am and 1pm from Quan Lan to Van Don. There are also wooden boats departing at 7am and 1pm.
- Van Don - Minh Chau traffic route:
Chung Huong high-speed train, Minh Chau train, morning 7:30 and afternoon 13:30 from Van Don to Minh Chau, morning 6:30 and afternoon 13:00 from Minh Chau to Van Don.
f. Infrastructure
Despite receiving investment attention, the issue of infrastructure and technical facilities for tourism on Quan Lan Island is still an issue that needs to be resolved because it has a direct impact on the implementation of ecotourism activities. The minimum conditions for serving tourists such as accommodation, electricity, water, communication, especially medical services, and security work need to be given top priority. Ecotourism spots in Minh Chau commune are assessed to have better infrastructure and technical facilities for tourism because there are quite complete and synchronous conditions for serving tourists, meeting many needs of domestic and foreign tourists.
3.2.1.4. Determine assessment levels and assessment scales
Corresponding to the levels of each criterion, the index is the score of those levels in the order of 4, 3, 2, 1 decreasing according to the standard of each level: very attractive (4), attractive (3), average (2), less attractive (1).
3.2.1.5. Determining the coefficients of the criteria
For the assessment of DLST in the two communes of Quan Lan and Minh Chau islands, the students added evaluation coefficients to show the importance of the criteria and indicators as follows:
Coefficient 3 with criteria: Attractiveness, Exploitation time. These are the 2 most important criteria for attracting tourists to tourism in general and eco-tourism in particular, so they have the highest coefficient.
Coefficient 2 with criteria: Capacity, Infrastructure, Location and accessibility . Because the assessment area is an island commune of Van Don district, the above criteria are selected by the author with appropriate coefficients at the average level.
Coefficient 1 with criteria: Sustainability. Quan Lan has natural and human-made ecotourism sites, with high biodiversity and little impact from local human factors. Most of the ecotourism sites are still wild, so they are highly sustainable.
3.2.1.6. Results of DLST assessment on Quan Lan island
a. Assessment of the potential for natural tourism development
For Minh Chau commune:
+ Natural tourism attractiveness is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined as average (2 points) and the coefficient is quite important (coefficient 2), then the score of Capacity criterion is 2 x 2 = 4.
+ Exploitation time is long (4 points), the most important coefficient (coefficient 3) so the score of the Exploitation time criterion is 4 x 3 = 12.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is assessed as good (3 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 3 x 2 = 6 points.
The total score for evaluating DLST in Minh Chau commune according to 6 evaluation criteria is determined as: 12 + 4 + 12 + 4 + 4 + 6 = 42 points
Similar assessment for Quan Lan commune, we have the following table:
Table 3.3: Assessment of the potential for natural ecotourism development in Quan Lan and Minh Chau communes
Attractiveness of self-tourismof course
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
CommuneMinh Chau
12
12
4
8
12
12
4
4
4
8
6
8
42/52
Quan CommuneLan
6
12
6
8
9
12
4
4
4
8
4
8
33/52
b. Assessment of the potential for humanistic tourism development
For Quan Lan commune:
+ The attractiveness of human tourism is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined to be large (3 points) and the coefficient is quite important (coefficient 2), then the score of the Capacity criterion is 3 x 2 = 6.
+ Mining time is average (3 points), the most important coefficient (coefficient 3) so the score of the Mining time criterion is 3 x 3 = 9.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points.
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is rated as average (2 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 2 x 2 = 4 points.
The total score for evaluating DLST in Quan Lan commune according to 6 evaluation criteria is determined as: 12 + 6 + 6 + 4 + 4 + 4 = 36 points.
Similar assessment with Minh Chau commune we have the following table:
Table 3.4: Assessment of the potential for developing humanistic eco-tourism in Quan Lan and Minh Chau communes
Attractiveness of human tourismliterature
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Quan CommuneLan
12
12
6
8
9
12
4
4
4
8
4
8
39/52
Minh CommuneChau
6
12
4
8
12
12
4
4
4
8
6
8
36/52
Basically, both Minh Chau and Quan Lan localities have quite favorable conditions for developing ecotourism. However, Quan Lan commune has more advantages to develop ecotourism in a humanistic direction, because this is an area with many famous historical relics such as Quan Lan Communal House, Quan Lan Pagoda, Temple worshiping the hero Tran Khanh Du, ... along with local festivals held annually such as the wind praying ceremony (March 15), Quan Lan festival (June 10-19); due to its location near the port and long exploitation time, the beaches in Quan Lan commune (especially Quan Lan beach) are no longer hygienic and clean to ensure the needs of tourists coming to relax and swim; this is also an area with many beautiful landscapes such as Got Beo wind pass, Ong Phong head, Voi Voi cave, but the ability to access these places is still very limited (dirt hill road, lots of gravel and rocks), especially during rainy and windy times; In addition, other natural resources such as mangrove forests and sea worms have not been really exploited for tourism purposes and ecotourism development. On the contrary, Minh Chau commune has more advantages in developing ecotourism in the direction of natural tourism, this is an area with diverse ecosystems such as at Rua De Beach, Bai Tu Long National Park Conservation Center...; Minh Chau beach is highly appreciated for its natural beauty and cleanliness, ranked in the top ten most beautiful beaches in Vietnam; Minh Chau commune is also home to Tram forest with a large area and a purity of up to 90%, suitable for building bridges through the forest (a very effective type of natural ecotourism currently applied by many countries) for tourists to sightsee, as well as for the purpose of studying and researching.
Figure 3.1: Thenmala Forest Bridge (India) Source: https://www.thenmalaecotourism.com/(August 21, 2019)
3.2.2. Using SWOT matrix to evaluate Quan Lan island tourism
General assessment of current tourism activities of Quan Lan island is shown through the following SWOT matrix:
Table 3.5: SWOT matrix evaluating tourism activities on Quan Lan island
Internal agent
Strengths- There is a lot of potential for tourism development, especially natural ecotourism and humanistic ecotourism.- The unskilled labor force is relatively abundant.- resource environmentunpolluted, still
Weaknesses- Poorly developed infrastructure, especially traffic routes to tourist destinations on the island.- The team of professional staff is still weak.- Tourism products in general
quite wild, originalintact
general and DLST in particularalone is monotonous.
External agents
Opportunity- Tourism is a key industry in the socio-economic development strategy of the province and Van Don economic zone.- Quan Lan was selected as a pilot area for eco-tourism development within the framework of the green growth project between Quang Ninh province and the Japanese organization JICA.- The flow of tourists and especially ecotourism in the world tends toincreasing
Challenge- Weather and climate change abnormally.- Competition in tourism products is increasingly fierce, especially with other localities in the province such as Ha Long, Mong Cai...- Awareness of tourists, especially domestic tourists, about ecotourism and nature conservation is not high.
Through summary analysis using SWOT matrix we see that:
To exploit strengths and take advantage of opportunities, it is necessary to:
- Diversify products and service types (build more tourism routes aimed at specific needs of tourists: experiential tourism immersed in nature, spiritual cultural tourism...)
- Effective exploitation of resources and differentiated products (natural resources and human resources)
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Employee Perspectives on Work Environment Survey Results -
Management of capacity building in organizing experiential activities in a multicultural educational environment for teachers of primary schools in Bac Kan city - 16 -
Study on the influence of soil environment on the growth and development of Aquilaria crassna - 12
(Source: Author's own compilation, 2020)
In order to survey employees' assessment of the working environment when working at GOSU Online Joint Stock Company Branch - Hue City, the topic has conducted quantitative research through a comprehensive survey method for the research subjects being employees working at GOSU Online Joint Stock Company Branch - Hue City. After studying and researching previous studies, the author proposed the research framework for the topic as follows:

Figure 1. 2: Proposed research framework
(Source: Author's own compilation, 2020)
1.2.4. Scale design and coding
The questionnaire is designed with 3 main parts:
- Part 1: Introduction
- Part 2: Main content of employees in the Company's assessment of the working environment: With 29 questions to measure the working environment of employees at GOSU Online Joint Stock Company Branch - Hue City. Including 29 questions and divided into 6 main factors:
(1) Material and spiritual facilities are measured by 6 observed variables.
(2) Relationships between coworkers were measured using five observational variables.
(3) The nature of work is measured by four observed variables.
(4) Compensation policy is measured by 4 observed variables.
(5) Online work environment measures 4 observed variables
(6) Working atmosphere was measured using five observation variables.
All 29 questions were designed on a Likert scale ranging from 1: Very unsatisfactory
Agree to 5: Strongly agree.
- Part 3: Personal information of employees such as: Gender, age, job position, number of years of work, average income... These questions are used to describe the survey sample and are used in some tests. These questions are designed according to an ordinal or nominal scale.
The content of the questionnaire is used to focus on collecting employees' opinions and assessments of factors related to the working environment and job satisfaction at GOSU Online Joint Stock Company Branch - Hue City.
To make the results more authentic, the questionnaire was adjusted through a pilot interview with 10 employees in the Company, to see if they understood the meaning, purpose and usage of words in accordance with the Company's culture, and whether they agreed to provide the requested information. After being adjusted according to the comments, the questionnaire was used for the official survey.
Scale design
All observed variables in the components use a Likert scale with 5 levels: 1- strongly disagree, 2- disagree, 3- undecided, 4- agree, 5- strongly agree. And are denoted as follows:
- Material and spiritual factors include (6 variables), symbols CSVC1 to CSVC6.
- Factor Relationship between colleagues (6 variables), symbols QHĐN1 to QHĐN5.
- Nature of work factor (4 variables), symbols BCCV1 to BCCV4.
- Welfare Policy factor (4 variables), symbols CSĐN1 to CSĐN4.
- Online working environment factor (4 variables), symbols MTTT1 to MTTT4.
- Working Climate factor (5 variables), denoted BKK1 to BKK5.
- Factor Satisfaction with working environment (3 variables), SHL1 to SHL3. Specifically, the content of the scales is presented in the table below:
Table 1.3: Employee assessment scale of working environment.
Factor
Observation variable | Symbol | Source | |
The company has good, modern facilities. | CSVC1 | ||
MATERIAL AND SPIRITUAL FACILITIES | Staff are fully equipped with necessary equipment to support efficient work | CSVC2 | Tran Kim Dung (2005) Nguyen Lien Son (2008) |
Dynamic and flexible workspace | CSVC3 | ||
The company arranges the locations of the departments reasonably. | CSVC4 | ||
Cool, clean, and environmentally friendly workplace unpolluted workplace | CSVC5 | ||
Reasonable working hours at the company | CSVC6 | ||
Superiors always understand and sympathize with your difficulties at work. | QQHN1 | Phan Thi Minh Ly (2011) |
RELATIONSHIP BETWEEN COLLEAGUES
Your superiors treat you and other colleagues fairly. | QHĐN2 | Tran Kim Dung (2005) Nguyen Lien Son (2008) | |
You are comfortable communicating and interacting directly with your superiors. | QQHN3 | ||
Your colleagues are friendly, easy-going and sociable. | QHĐN4 | ||
Colleagues in the company are willing to share, support and help each other when needed. design | QHĐN5 | ||
You and your colleagues always cooperate well with each other at work. | QQHN6 | ||
NATURE OF THE WORK | Your job is suitable for your professional skills | BCCV1 | Tran Kim Dung (2005) Nguyen Lien Son (2008) |
Work that facilitates improvement of skills and knowledge | BCCV2 | ||
The work is full of difficulties and challenges. challenge | BCCV3 | ||
Reasonable workload | BCCV4 | ||
POLICY TREATMENT | Clear and fully implemented compensation policy | CSDN1 | Based on interview results |
The company always fully implements the insurance regime for employees (Sickness, maternity, death benefits, etc.) retirement) | CSĐN2 | ||
The company has a suitable compensation policy for employees. | CSĐN3 | ||
Useful and attractive compensation policy | CSĐN4 | ||
ONLINE ENVIRONMENT | Do you find it convenient to use online tools in work communication? | MTTT1 | Based on interview results |
The company uses financial exchange tools. optimal, efficient, and highly secure data | MTTT2 | ||
Information, events, and programs are regularly updated on the Website and Company Group. | MTTT3 | ||
Work exchange and unification in a flexible, time-saving online working environment | MTTT4 | ||
Comfortable working atmosphere, | BKK1 | ||
no stress and pressure | |||
The atmosphere is united, everyone always has a positive spirit at work. | BKK2 | Tran Kim | |
The company regularly organizes internal competition movement | BKK3 | ||
VOTE NO | Dung (2005) | ||
WORKING GAS | Nguyen Lien | ||
The company regularly organizes activities entertainment on special occasions | BKK4 | ||
Son (2008) | |||
The company regularly organizes social volunteer activities and meaningful programs for employees to participate in. family | BKK5 | ||
You feel satisfied when doing | SHL1 | Tran Kim | |
work at the company | Dung (2005) | ||
SATISFACTION | You have a positive attitude and want to stay with the Company for a long time. | SHL2 | Nguyen Lien Paint |
Do you feel that working at the Company is the right decision? | SHL3 | (2008) |
(Source: Author's own compilation, 2020)
CHAPTER 2: EMPLOYEES' ASSESSMENT OF THE WORKING ENVIRONMENT AT GOSU ONLINE JOINT STOCK COMPANY BRANCH - HUE CITY
2.1. Overview of GOSU Online Joint Stock Company
2.1.1. The formation and development process of GOSU Online Joint Stock Company Branch in Hue City
GOSU Online Joint Stock Company in Hue City is a unit under the Joint Stock Company model, operating under the Enterprise Law and various current regulations of the Socialist Republic of Vietnam. Established on September 18, 2012. GOSU strives to become the first leading enterprise in technology and digital content in Thua Thien Hue Province, GOSU Company wishes to create a Vietnamese brand.
Career journey from establishment in 2012 to present:
- 2012: "Starting a business - Joining hands" - Learning from the experiences of predecessors
- 2013: “Together We Can” - Providing service with passion
- 2014: “We Are One” – Stand Up, the Cumulative Recovery Phase
- 2015: “One Life- One Dream”- Accelerating to keep up with the game market
vibrant
- 2016: “We Share-We Build Up”- Changing perceptions, sharing together
- 2017: “Teamwork Makes Dreamwork” - Strong team bonding
- 2018-2020: “Sea To Ocean” - Reaching out to the ocean
- 2021-2025: “Unicorn”
Business information:
- Vietnamese name: BRANCH OF GOSU ONLINE JOINT STOCK COMPANY IN HUE CITY
- English name: GOSU ONLINE CORP
- Address: No. 02 Le Quy Don, Phu Hoi Ward, Hue City
- Hotline: 19007189
- Website: www.gosu.vn
- Company Logo

Image 2.1: Logo of GOSU Online Joint Stock Company
2.1.2. Functions, tasks and organizational structure
2.1.2.1. Functions and tasks
Function:
With the aim of providing many choices of quality online game products and services.
GOSU performs the following functions for customers:
- Production and business activities in the field of digital content technology and online game industry
- Provide a variety of online game services, character image design and content suitable for traditional customs
Mission
- Develop and organize the implementation of short-term and long-term plans for online game service business according to State regulations and instructions of the Ministry of Information and Communications, at the same time plan business and development strategies according to the Company's plans and goals.
- Continuously learn and improve professional expertise in digital content technology industry, increase production and business efficiency, reduce costs to satisfy customer needs, grasp the needs of the game industry market and build
Develop effective production, business and service operation plans.
- Products delivered to customers must have positive value, with clear regulations on tasks during the login process.
- Effectively use and preserve the Company's business capital and technical infrastructure.
- Fulfill duties to the State well, take care of the material and spiritual life of workers.
2.1.2.2. Organizational structure
The Company's organizational structure is shown in the following diagram:

Diagram 2.1: Management organization structure
(Source: Human Resources Administration Department of GOSU Company)





