CHAPTER 3: SOLUTIONS TO PROMOTE WORK MOTIVATION FOR WORKERS AT NOI BAI INTERNATIONAL AIRPORT
3.1. Direction and tasks of Noi Bai International Airport
Post
3.1.1. Goals and development orientation of the International Airport
Noi Bai by 2025
Profitable business, preserving and developing assigned capital, completing tasks assigned by the State and Vietnam Airlines Corporation. Maximizing operational efficiency, developing production and business of the enterprise, ensuring jobs and income for employees. Diversifying production and business sectors and occupations according to the direction of the Corporation, the Ministry of Transport and the Government to maximize the exploitation of resources to bring high efficiency in production and business.
2020 is a very important development milestone in the medium-term and long-term development strategy of Noi Bai International Airport. The airport strives to become a leading enterprise in the airport sector by 2025. Accordingly, the airport will promote investment in these areas, especially in the period of 2020 - 2025. At the same time, the airport will mobilize all internal and external resources to perform its tasks. In addition, Noi Bai International Airport effectively exploits internal human resources, especially direct employees. The airport divides the working process of direct employees into 3 shifts, mobilizing all forces to work overtime to meet the needs of port expansion. Noi Bai International Airport focuses on building, applying and maintaining a quality management system according to ISO 9001:2008 and CE Marking standards, ensuring that 100% of departments and divisions in the company build and apply correct operating procedures according to ISO 9001:2008 standards. The airport sets a goal for 2020 as follows:
10,143 billion VND; consolidated and 4,720 billion VND in after-tax profit, equivalent to an increase of 51% and 56% compared to the results achieved in 2019; In addition to areas such as aviation services, aviation security and safety services. The port aims to further promote non-aviation service areas. Regarding labor safety activities, the port sets a goal of ensuring that 100% of company employees are aware of and comply with safety regulations in performing their work; no electrical short circuits or explosions occur in the port. The port regularly trains all staff and workers on basic knowledge of labor safety and hygiene. The port sets out rules and regulations to handle violations of labor safety.
3.1.2. Directions for creating motivation for employees at Noi Bai International Airport
The orientation to motivate employees in the coming time is to take care of both the material and spiritual life of employees. The port will focus on implementing some main aspects: arranging and using labor reasonably, building a suitable salary and bonus policy, creating development opportunities for employees, and training officers and employees to better meet the requirements of the job.
In addition, the Port's leadership also clearly identified that motivating employees is a long-term activity that needs to be carried out regularly. This is an effective solution to attract and retain talent.
Noi Bai International Airport cares about the needs of employees and creates conditions for them to develop. At the same time, it arranges the right people for the right jobs that suit each person's ability, builds and implements good policies for employee treatment, maintains and promotes corporate culture to enhance cooperation and mutual support to strive together to complete the goals set by the company.
3.2. Proposing some solutions to promote work motivation for workers at Noi Bai International Airport
To have suitable motivational solutions, Noi Bai International Airport first needs to grasp the needs of each group of workers. For the group of middle-level and above staff, the priority needs are welfare regime, stable work, rich spiritual life... Meanwhile, for the group of workers and employees, the priority is the need for high income, work suitable to their abilities, the need for training, and opportunities for promotion.
For the unskilled labor group, they prefer high and satisfactory salary, job stability and good welfare. From clearly identifying the needs of each labor group, the new Noi Bai International Airport can provide effective and suitable solutions.
3.2.1. Complete solution to determine work motivation for employees
As analyzed in chapter 2, the leaders of Noi Bai International Airport clearly recognize the important role of labor as well as the impact of motivating labor on the company's production and business results; many different tools have been used to motivate labor, but among those tools, many are not really suitable for their needs and desires. The reason for this is that the company does not do a good job of identifying labor needs as well as factors affecting labor motivation, using it as a basis for building policies to motivate employees.
To do that, Noi Bai International Airport must pay attention to the needs of workers and then propose measures to satisfy those needs. Every year, the Port's human resources department conducts a survey of workers' needs regularly at least twice through listening.
listen, survey form sent to employees. For example: For the group of employees whose most important need is high income concentrated in the age group of 31-39, the company should focus on salary tools and improve working conditions to help them satisfy the needs that employees consider most important. Depending on each age group and their needs, we will come up with reasonable policies.
3.2.2. Solutions related to organization to motivate employees
3.2.2.1. Group of organizational solutions to motivate employees through financial compensation
a) Perfecting salary policy associated with performance evaluation
job
In any unit or organization, salaries and wages are also
is considered the most important factor in stimulating employees to work. To motivate employees to study hard and improve their qualifications in order to contribute to the organization to the maximum, the company needs to have a reasonable and fair salary and wage policy. Noi Bai International Airport needs to establish a minimum monthly wage for some direct labor departments who are currently paid piecework wages based on completed work. If they complete the assigned workload, they will be paid an additional salary. By applying the form of piecework wages combined with bonuses, the Company will encourage employees to work more actively.
Therefore, the author has reconstructed the criteria for evaluating the Ki coefficient so that this coefficient can fully reflect the level of work completion of each individual and the effectiveness of that person's work.
Through research on the current status of work as well as the working situation of employees and the opinions of HR staff, the author would like to present
There are 5 criteria to evaluate Ki, the criteria will be arranged in decreasing order of level:
Based on the characteristics of the part-time salary staff and the opinions of the HR department staff, the author would like to propose 5 criteria to evaluate Ki, the criteria will be arranged in order of decreasing level:
1. Level of work completion
2. Responsibility of work
3. Guaranteed number of working days
4. Have good relationships with colleagues
5. Ensure proper implementation of labor discipline
Based on the above order of importance, the author would like to give specific scores for evaluation (on a scale of 100) as follows:
1. Level of completion of work: 50 points
2. Job responsibility: 20 points
3. Guaranteed number of working days: 15 points
4. Have good relationship with colleagues: 10 points
5. Ensure proper implementation of labor discipline: 5 points
Table 3.1. Specific evaluation table of criteria
STT
Criteria | Level | Point | |
1 | Level of completion and work efficiency (50 points) | Type 1: Complete 100 or more jobs | 50 |
Type 2: Complete work from 80- below 100% | 45 | ||
Type 3: Complete work from 60-under 80% | 35 | ||
Type 4: Work completed less than 60% | 20 | ||
2 | Job responsibility (20 points) | Type 1: Do responsible work high, must propose plans, solutions to solve problems in the unit | 20 |
Type 2: Do responsible work, relating to the business of the unit | 15 | ||
Type 3: Do responsible work, must monitor the implementation of business plans | 8 | ||
Type 4: Doing simple work, simple, easy | 0 | ||
3 | Guarantee number of working days per month (15 points) | Type 1: Guaranteed full working days, no travel late come early | 20 |
Type 2: Late for less than 3 days, stay in month 1-2 days | 15 | ||
Type 3: Late for 3 days or more, absent for 3-5 days day | 8 | ||
Type 4: Rest for 6 days or more | 3 | ||
4 | Have good relationship with colleagues (10 points) | Type 1: Have a sense of solidarity and help each other career | 10 |
Type 2: Help if a colleague asks | 8 | ||
Type 3: Not interested in colleagues | 5 | ||
Type 4: Causes disunity in the business | -5 | ||
5 | Discipline and labor (5 points) | Type 1: No disciplinary violations | 5 |
Type 2: Reminder, reprimand | 3 | ||
Type 3: Violation 1 time with disciplinary action, warning | 0 | ||
Type 4: 2 or more times with disciplinary action, warning | -5 |
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Table 3.2. Scoring table of criteria
STT
Target | Type 1 | Type 2 | Type 3 | Type 4 | |
1 | Level of completion of work | 50 | 45 | 35 | 20 |
2 | Responsibility of work | 20 | 15 | 8 | 0 |
3 | Guaranteed number of working days per month | 15 | 12 | 8 | 3 |
4 | Have good relationships with colleagues | 10 | 8 | 5 | 0 |
5 | Comply with labor discipline | 5 | 3 | 1 | 0 |
Total | 100 | 83 | 57 | 23 | |
To determine Ki, based on the following limits: From 90 points or more: Ki = 1.2
From 80 to under 90 points: Ki= 1.0
From 60 to under 80 points: Ki= 0.7
Under 60 points: Ki= 0.5
Through the construction of the Ki coefficient according to the above method, it will make the salary of employees be evaluated and paid fairly and accurately. Although the Ki determined above does not fully reflect the issues in the working process, in some aspects, it has met some requirements such as: building the Ki coefficient is the evaluation coefficient on all aspects of the monthly working process of employees. However, to correctly determine this Ki requires the qualifications and abilities of the leaders and heads of departments in the evaluation process to be objective, must have a general and comprehensive view because the Ki coefficient is an important coefficient that directly affects the salary of employees.
In addition, enterprises need to focus on improving the qualifications of staff working on salary and standardization work. Because this is the department that directly implements and implements the salary policies set forth by the company. If this department has good qualifications and is responsible, it will increase the real effectiveness of the enterprise's salary regulations. At the same time, improve the dissemination and propaganda of salary regulations in the enterprise. Bring salary regulations to each employee, help them understand clearly the ways of calculating salary and be able to calculate their own salary. Avoid conflicts due to lack of understanding of salary regulations in the regulations.
To do this, the company's management board also needs to pay attention, make plans, and assign specific tasks to employees. At the same time, closely monitor and evaluate the scale of salary calculation criteria to put into use.
With this method of calculation, the evaluation of results for employees will ensure more fairness, employees will try harder, and be more responsible for the assigned work. Ensure that wages are paid according to the employee's ability. Applying this form of salary payment not only makes the salary reflect the labor cost but also encourages employees to be interested in their work, be proactive and creative in their work, and complete their work with high efficiency.
b) Perfecting bonus policy
In addition to rebuilding the salary policy, in the coming time, Noi Bai International Airport also needs to develop and promulgate a clear, public, and transparent reward policy so that employees can clearly understand and orient their efforts, thereby adjusting their working spirit and attitude. Good work performance that is highly appreciated by leaders must also be accompanied by appropriate and specific rewards for each level of work completion, not just a formality or leveling as it is now. Specifically as follows:
+ Establish reasonable bonus criteria and bonus conditions, because this is the initial basis for bonus consideration. If the bonus criteria and conditions