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NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES DEPARTMENT OF BUSINESS ENGLISH

TOPIC: FACTORS AFFECTING EMPLOYEE MOTIVATION

AT SHINMEI VIETNAM CO., LTD

Hanoi, 11/2022

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NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES DEPARTMENT OF BUSINESS ENGLISH

TOPIC: FACTORS AFFECTING EMPLOYEE MOTIVATION

AT SHINMEI VIETNAM CO., LTD

Supervisor: Dr. Nguy Thuy Trang

Hanoi, 11/2022

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I would like to express my deep gratitude to my honorable professor, Dr. Nguy Thuy Trang, who supported me by providing accurate direction, sincere feedback, and advice, as well as showing the best path to follow when I was conducting this research.

I am appreciative that the National Economics University and the Foreign

Languages Faculty provided me with an intensive learning environment so that I could acquire the essential skills and practical experience to deal with a realistic working environment. I also would like to express my gratitude to all of the respected professors at the Faculty of Foreign Languages who generously shared their knowledge and experience with me over four years.

<small>Lastly, Iam thankful to my family and friends for their support during my four years</small>

at NEU.

I would try my best to use acquired skills and knowledge to achieve my desired career goals.

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EXECUTIVE SUMMARY

Work motivation plays an important role in Shinmei Co., Ltd, contributing to improving the production and business performance of the company. Therefore, in order to motivate employees effectively, HR managers should pay attention to the factors affecting employee motivation, from which propose solutions to enhance employee work motivation.

After analyzing and studying two motivational theories namely Abraham Maslow’s Hierarchy of Needs and Herzberg’s two-factor theory, the author has selected seven

factors affecting employee motivation to study: (1) Recognition, (2) Individual growth and development, (3) A good relationship with supervisor and colleagues, (4) Salary, (5) Rewards, (6) Working conditions, (7) Promotion opportunities.

The study was carried out on 45 employees at Shinmei Vietnam Co., Ltd by online questionnaire. The findings show that Salary, Working conditions, and Rewards are the three most affected factors on employee motivation. Whereas, Recognition, Individual growth and development, and A good relationship with supervisor and colleagues have fewer influences on that.

Based on these findings, it is recommended that the HR manager should focus more on improving the salary policy, reward system, and working conditions.

il

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The organizational structure of Shinmei Co., Ltd... 8 The organizational structure of Shinmei Vietnam Co., Ltd... 9 Maslow’s hierarchy of needs... cà sài 13 Employees’ øender...- như 20 Employees’ age... 0.0 cece cece cence eee e nce e cee ne ence eae nh nh ng 21 Employees’ education levelÌL...-..--- c2 22 Employees’ position in the organ1zation...--.-- 22 The number of years employees working at the company... 23

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3.1.1. Employees’ background [HƒOFHIQfÏOHH... se, 21

3.1.2. Detailed information about employees and their job at the company . 22 3.2. The real situation of motivating employees at Shinmei Co., Ltd... 24 3.3. Factors affecting employee motivation at Shinmei Vietnam Co., Ltd .... 27

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REFERENCES 000. ... 1 APPENDIX 021 ...4ẢẦ... 3

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INTRODUCTION 1. Rationale

Although there are many elements like social forces and environmental factors

influencing the development of enterprises, human resources remain the most significant one. As economic competition has risen sharply day after day, the trend of integration and globalization has gotten closer and closer to every company, especially with the most recent development in science and technology, the 4.0

technological revolution. As a result, the crucial role of human capital in achieving organizational goals cannot be ignored. The success of most managers can be ascribed to the best use of potential human talents, so any attempt to sublimate organizations without human empathy is practically guaranteed to fail. On the other

hand, to inspire employees, managers need to consider what drives them to actively contribute to the achievement of the organization's objectives. Organizations and, obviously, managers must pay attention to such motivations, even though it is

<small>challenging to identify employee motivations leading to better performance.</small>

Employee productivity increases, the workplace becomes happier, absenteeism decreases, and satisfaction increases as a result of effectively motivating employees. When it comes to issues involving organizational behavior management and human resources management (HRM), motivation is regarded as one of the most crucial aspects. An important factor in the operation of the department and even the company is employee work motivation. Motivated staff will determine the company's success because they are frequently in charge of developing innovative ideas and enhancing operational efficiency. Without employee motivation, businesses suffer from decreased production, and, likely, they cannot accomplish key objectives. As a result, management must seek out strategies and techniques to enhance employee motivation. The various factors that affect motivation have already been the subject of several studies; however, these are contextual and geographically focused. The purpose of this research is to determine and investigate factors affecting employee motivation at Shinmei Vietnam Co., Ltd.

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As a subsidiary of Shinmei Co., Ltd, Shinmei Vietnam Co. Ltd. is deeply aware of the importance of a motivated workforce. As a result, the enterprise has always made a strategic investment in the training and development of its people resources. Many policies regarding salaries, rewards, welfare, and team-building exercises have been implemented. The goal is to develop qualified personnel for the company's medium- and long-term plans. However, the company's approach to managing its human resources still has a lot of shortcomings. For example, the company's reward policy is not diversified and flexible. In addition, the salary system is not really fair and transparent. Therefore, the research hopes to contribute some new perspectives to the human resource development of Shinmei Vietnam Co., Ltd.

2. Objectives of the study The study aims:

To investigate factors affecting employees’ motivation at Shinmei

<small>Vietnam Co., Ltd company</small>

To propose possible recommendations to help improve the employees’

motivation, then enhance the labor productivity of the Shinmei company. 3. Scope of the study

The main research subjects of this study are employees at Shinmei <small>Vietnam Co., Ltd.</small>

Time scope: from August to October 2022. 4. Research questions

To achieve the research aims and objectives, the study is to find out the answers to the following research questions:

What are the factors affecting employee motivation at Shinmei Vietnam Co., Ltd?

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What should be done to help improve employee motivation at Shinmei Vietnam Co., Ltd?

5. Research methodology

To answer the three research questions, the study was conducted by combining both qualitative and quantitative methods.

In detail, survey questionnaires were conducted to collect data from respondents that show their perspectives and attitudes about factors influencing their work motivation.

Besides, documentary data including articles and research papers have been used as

useful sources.

6. Design of the study

The study includes three parts below. Introduction

The first part consists of the rationale, purposes, scope, research method, and structure of the research.

Chapter 1. Introduction of Shinmei Vietnam Co., Ltd Chapter 2. Theoretical framework

Chapter 3. Data analysis and discussion Chapter 4. Recommendations

Conclusion References Appendix

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CHAPTER 1. INTRODUCTION OF SHINMEI VIETNAM CO., LTD

A brief introduction of the company I have done the internship for more than two months was presented in the first part. Chapter one deals with the company overview, historical background, corporate philosophy, and organizational structure.

1.1. Company overview

The company I have done the internship for more than two months is named Shinmei Vietnam Co., Ltd, which is a subsidiary of Shinmei Co., Ltd. The holding company was established in April 1958 by the founder Mitsuo Yukawa and is located in Ota Ward, Tokyo. In the beginning days of its establishment, the enterprise faced many financial difficulties and fierce competition from other companies. However, now it has become a large company when the oversea market

<small>is more and more expanding, particularly in Asia countries like Vietnam and China.</small>

Shinmei Co., Ltd has more than 60 years of experience in manufacturing and supplying food packaging materials. These products are manufactured in many stages with strict management in qualifying, choosing materials, and testing. The main fields of the company include (1) the manufacture and sale of food packaging materials and daily necessities, (2) the import and export of food packaging materials and daily necessities, (3) the manufacture and sale of foodstuffs, and (4) all business incidental to each item.

The company always values being considerate of people and products and

approaching work with a smile. Shimei’s slogan is “Good smile, Enjoy life”, and the concept of the company is “making employees feel brighter and smiling”. The team

hopes that the future of their customers, business partners, employees, and all stakeholders will be enriched through the supply of products born from a workplace

<small>full of smiles. The company is also grateful for the relationships of trust employees</small> have cultivated with their business partners. From now on, with the motto “Design food culture” with independence, aggressiveness, and a sense of speed, the group will create things that truly enrich hearts and provide these products to the world. “A

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lot of big smiles bloom on every dining table”. Challenging ourselves is to realize

our ideals and pioneering new eras to create new value.

Shinmei Vietnam Co., Ltd was established in July 2017 with an initial capital of 500,000 USD. The subsidiary is located in E Area, Pho Noi A Industry Park, Van Lam district, Hung Yen Province, Vietnam. This is a favorable geographical location because it is only 27 km from the center of Hanoi, 45 km from Noi Bai airport, and 102 km from Hai Phong Port. The location is convenient for transportation in importing and exporting goods, as well as domestic delivery. The area of the company is 1880.12 square meters with the office accounting for 197.46 square meters, and the factory is 1442.4 square meters. After more than 5 years of establishment and development, the company now has about 47 employees. Moreover, the company likes a team of enthusiastic and professional staff combined with modern production equipment; they always try further efforts to give the

customers the best product and perfect service with competitive prices to satisfy all

demanding customers. For Shinmei Vietnam, human capital is one of the most

important factors to create success for the company because human capital is a key element to build an organization with high qualifications and enthusiasm.

1.2. Historical background

In the beginning, the founder Mitsuo Yukawa established Tuya Co., Ltd in April 1958 located in Ota Ward, Tokyo. One month later, the company’s capital reached 2,000,000 Yen, and first started with winding aluminum foil and manufacturing aluminum foil containers. After four years, the business became an official agent of Asahi Dow Co., Ltd, and prepared to sell saran wrap. In May 1965, there was a double increase in the capital to 4,000,000 Yen, so the full-scale production of aluminum foil containers was put into operation. The name of the company luya Co., Ltd was changed to Shinmei Leaf Container Co., Ltd in May 1967. Then, just three years later, the capital rose three times to 12 million Yen. Aluminum cases were manufactured for the first time at the Yokohama factory in September 1973. Representative director Takanori Yukawa assumed office in October 1976. The second factory was established 10 years later in Yokohama and then the company name was officially changed to Shinmei Co., Ltd in January 1987.

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Shinmei Shika Co., Ltd headquartered in Nagoya was established in April 1995 to strengthen paper product manufacturing. After three years, a new head office and factory in Yokohama were constructed, and the head office was relocated. In September 2001, the first overseas factory was launched in Shanghai, China with the name Shanghai Shinyang Light Packaging Co., Ltd, and this subsidiary focused on manufacturing and selling foil containers. It was a great pleasure when Shinmei Co., Ltd acquired ISO9001 in August 2002. In 2005, the Kansai branch office was established; at the same time, the second factory in China was established to manufacture and sell paper and film containers with the name Shanghai Shenlong Packaging Co., Ltd. The capital increased rapidly to 48 million yen in October 2005. This factory acquired ISO9001 just two years later. Soichiro Yukawa was appointed as president in September 2007. He set up an overseas business department and started sales of a new product “Aluminum case for commercial use”. Besides, sales

<small>33 6</small>

of new products “NEW pure white pet case”, “Pet non-woven case”, “cooking

case”, “and “Egg pouch” were launched in turn after that.

In 2015, the Shimane factory was established, and the Kansai branch office was

renamed the Kansai sales office. The Tokyo sales office was also opened in

November 2016. Shinmei Shiko Co., Ltd split its stock business and changed it to

“Nagoya Factory” in January. One year later, the capital of the company reached

100 million yen (approximately 730,000 $). At the same time, the president decided

to establish Shinmei Vietnam Co., Ltd in July 2017, which is located in Hung Yen. Shanghai Shenyang Trading Co., Ltd in China was also founded in April 2019, and the Food business office was established in August 2020). The company obtained biomass mark certification (plastic cutlery No. 200240) in March 2021. At last, the Shinmei factory and Tokyo office were located in June 2021. Currently, the company is still innovating and developing with the orientation of expanding the market in Asian countries.

1.3. Corporate Philosophy

In 1958, with new dreams and great challenges, the company had a big change from a food manufacturer to a food container manufacturer.

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The Shinmei Group's motto, "Don't be afraid of change and enjoy it," has been the spirit since founding the company, and is still firmly passed down to each and every one of the employees.

After its establishment, the organization mainly produced products using aluminum foil as raw materials, but now a wide variety of materials is handled in line with changes in people's lifestyles and eating habits.

The Nagoya factory was established in 1994, the Shanghai factory in 2001, the

Shimane factory in 2015, and the Vietnam factory in 2017.

Changes in markets are rapidly accelerating, and only producers and sellers who can

respond instantly to those changes are needed and allowed to exist.

The enterprise will continue to perceive the changes of the times and adapt to them

<small>by flexibly changing its shape like water.</small>

In 2019, a trading company was established with a worldwide and global perspective to propose various things and things from Japan to the world and from the world to Japan.

From now on, the group will increase our sense of speed and act proactively and proactively to bring big smiles to many people by designing a food culture toward the realization of a more comfortable life.

<small>The team will deliver more excitement and excitement than you can imagine, so</small>

please look forward to it.

We — Shinmei Co., Ltd appreciate your continued patronage. 1.4. Organizational structure

1.4.1. Shinmei Co., Ltd

It can be seen from the diagram above that the company is operated based on the functional organization chart. The head of the organization is the Representative Director and President, who runs the company and makes important decisions. At a

<small>7</small>

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lower level, there are boards and departments, which perform separate functions, namely the Food business office, Quality management, and four functional departments. Each department has smaller branches undertaking different professional duties. This structure allows a high degree of specialization and can be easily scaled up as the organization grows.

Manufacturing Manufacturing Manufacturing Production

<small>Section 1 Section 2 Section 3 Technology</small>

<small>Business Department</small>

<small>Business Accounting and General</small>

<small>Division Affairs Division</small>

cme |

Figure 1.1. The organizational structure of Shinmei Co., Ltd

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1.4.2. Shinmei Vietnam Co., Ltd

Figure 1.2. The organizational structure of Shinmei Vietnam Co., Ltd

On behalf of the president Mr. Soichiro Yukawa, the general director Mr. Serizawa Hiroaki manages all the affairs of Shimei Vietnam Co., Ltd. At a lower level, the factory manager is responsible for production, and the office staff is responsible for all administrative and personnel matters. Besides, there is a leader, a QC staff, and

workers of the company.

1.5. Employee motivation at Shinmei Vietnam Co., Ltd

In general, the company’s policies for motivating employees are quite good, which has created positive psychology for employees for contributing to increasing labor productivity. However, several employees have not been satisfied with these policies in some aspects. Besides the good points, the company’s policies still exist some shortcomings that need to be improved.

On the positive side, as a subsidiary of the holding company in Japan, Shinmei Vietnam has a good financial background to ensure the salary and reward policy for employees in accordance with state regulations. The salary level is also better than

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that of domestic companies, which is a strong point to create an advantage in motivating employees. In addition, the good welfare regime of a Japanese company always creates satisfaction for their employees. Besides, the working environment is equipped based on strict standards in Japan, thus creating peace of mind and comfort for employees when working at the company.

In terms of shortcomings, the company's reward and welfare policies have not been diversified and rich, making employees feel there is not much motivation to persist in efforts and stick with the company for a long time. Second, the evaluation of employees and the implementation of promotion policies are still unclear. In addition, opportunities for advancement in the company are few, because most of the company's management positions were held by senior managers in Japan. Third, the method and content of staff training and development are not appropriate. In fact, the training content is sometimes not close to the actual service work, it is still theoretical.

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CHAPTER 2. THEORETICAL FRAMEWORK

Chapter 2 provides a thorough framework for understanding motivation and the reasons why it is essential in the workplace. Definitions of motivations, concepts, and theoretical models such as employee motivation and its role will be illustrated. Besides, two motivational theories are discussed namely Abraham Maslow’s Hierarchy of Needs and Herzberg’s two-factor theory. Based on these theories, intrinsic and extrinsic factors affecting employee motivation are drawn at the end of this chapter.

2.1. Work motivation

2.1.1. Definition of motivation

Motivation is a broad term, therefore, there are several ways to define it. Motivation is the cause of a behavior's initiation, continuation, or termination in humans and other animals at a specific time. Michael J. Jucius (1975) defined motivation as

<small>“Motivation is the act of stimulating someone or oneself to get a desired course ofaction, to push the right button to get the desired results”.</small>

Another scholar emphasizes that “Motivation can be described as the need or drive

<small>that incites a person to some action or behavior. The verb motivate means to provide</small>

reasons for action” (Bjorklund, 2001). According to Kessler (2003), action will be influenced by the interaction of needs and motivation. In another aspect, Latham (2007) states that “The term motivation is a derivation of the Latin word for movement,

<small>movere ”.</small>

In simple words, the process of inspiring someone’s inner drives and behaviors toward a specific goal and committing their energies to achieve that goal is

motivation. A person experiences a shortage of specific necessities, for which they

feel the need to work harder. A person is motivated to perform better than usual by

the need to satisfy their ego.

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2.1.2. Employee motivation

For employees to give their best efforts in reaching organizational goals, employee motivation is a critical element. Strong positive motivation will increase employee productivity while strong negative motivation will decrease it. The success of a business depends on its capacity to inspire its workforce. It refers to the level of dedication, drive, and energy that individuals bring to their work every day.

According to a study, employee motivation is defined as “a set of energetic forces

<small>that originate within individuals, as well as in their environment, to initiate </small>

work-related behaviors and to determine their form, direction, intensity and duration”

<small>(Pinder, 2008, p. 11). Moran, Barbara B. (2013) writes that “Motivation can bethought of as the willingness to expend energy to achieve a goal or a reward.Motivation at work has been defined as ‘the sum of the processes that influence the</small>

arousal, direction, and maintenance of behaviors relevant to work settings”. According

<small>to Eliza Paul (2017), “Motivated employees are essential to the success of anorganization as motivated employees are generally more productive at the workplace ”.</small>

In conclusion, employee motivation refers to the level of commitment, energy, and creativity exhibited by the company's employees while they are at work. Because not all duties will be interesting, many firms may struggle to keep and increase employee motivation. Consequently, businesses must develop strategies to retain employee engagement.

2.1.3. The role of employee motivation

Regardless of where your organization is in its development, employee motivation is

essential. Output and income may not be far behind when it starts to decline. Motivation helps to turn a negative outlook into a positive one. In addition, the organization’s resources are useless if they are not used by the employees. The efficiency of using resources is highest with motivated employees.

Besides, employee performance is enhanced by motivation. Employee efficiency increases as a result of increased motivation, which means workers start doing tasks to the best of their abilities with the least amount of time and resource waste 12

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possible because highly motivated workers always prioritize resource efficiency. Motivation fills the gap between willingness and ability to work, which always increases productivity. Since they understand that only via the accomplishment of the organizational objective can they reach their own personal goal, motivated employees consistently work toward achieving the organizational goal and contributing their best efforts to its realization. Each employee makes a contribution toward the achievement of the overall objective.

On the other hand, a motivating workplace environment is created when employees are inspired. The relationships between superiors and subordinates are constantly improved in motivation. Employees always provide a helping hand to superiors when their needs are met or when they receive recognition and respect within the firm. In the company, there is greater cooperation and coordination, and everyone works together in a spirit of teamwork. Furthermore, employees get confidence as a

result of motivation that their needs will be met within the company. They

consistently choose the option to stay with the company and earn more money over quitting the company and earning more money. Employee turnover is reduced when there is motivation because contented workers stay on the job longer.

2.2. Motivational theories

There are many theories illustrating motivation, but this research only focuses on

two main theories, namely Abraham Maslow’s Hierarchy of Needs and Herzberg’s

two-factor theory. They have some relationships with one another and have practical applications in real life.

2.2.1. Abraham Maslow’s Hierarchy of Needs

A psychological theory called Maslow's hierarchy of needs explains why people are driven to pursue particular desires at various levels of intensity. The theory holds that humans prioritize putting their wants first. The most fundamental needs come first, then the more complex needs. The ultimate goal in this hierarchy is self-actualization, which is represented by the fifth level of a pyramidal hierarchy.

People must attend to needs at the bottom of the hierarchy before moving up the <small>hierarchy.</small>

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<small>desire to become the most that one can be</small>

<small>respect, self-esteem, status, recognition, strength, freedom</small>

Love and belonging

<small>friendship, intimacy, family, sense of connection</small>

Safety needs

<small>personal security, employment, resources, health, property</small>

Figure 2.1. Maslow’s hierarchy of needs

Abraham Maslow first described the hierarchy of needs in 1943, "A Theory of Human Motivation," and later developed it in 1954, "Motivation and Personality,"

which has since been a common topic in sociology, management development, and psychology classrooms.

There are five main phases in Maslow's hierarchy of needs. These levels are arranged from the most basic demands to the most complex needs. Maslow initially believed that to advance to the subsequent level, one had to complete the preceding one. A person's motivation changes more in this direction as they go to greater levels. They will pursue the lower levels of the hierarchy with less zeal even though

<small>they are primarily focused on the higher levels.</small>

a. Physiological needs

They include basic needs like food, health, shelter, drink, clothes, sleep, and other biological necessities for human survival. If these requirements are not met, the

human body cannot perform at its highest level. Maslow believed that physiological requirements were more important than all other wants because, if they are not met, all other needs are subordinated.

b. Safety needs

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On Maslow's second level of the hierarchy of requirements, safety demands are discussed. The term "safety or security requirements" refers to a person's need to feel secure and at ease in their life and surroundings. Motivation comes from a desire for safety, security, and protection against dangerous and unpredictable conditions.

There are many instances of safety standards in modern society. To feel stable and secure, a person must consider their physical safety. This comprises seeking protection from the elements, risky circumstances, or health hazards and illnesses. To survive and prosper in modern societies, a person also needs financial stability. This emphasizes the importance of a stable job, consistent income, and savings. One method to acquire financial security is to become knowledgeable.

c. Love and belongingness needs

After the needs for safety and physiology are met, the third level of human desires

includes feelings of belonging. Belongingness is the term used to describe a person's emotional demand for group membership, affiliation, and interpersonal connections.

d. Esteem needs

The fourth level of Maslow's hierarchy of requirements is esteem needs. A person's need for self-esteem is linked to their need for respect, prestige, and recognition. Once their needs for affection and belonging are satisfied, someone attempts to

<small>fulfill their requirements for esteem.</small>

Maslow divided the need for self-esteem into two categories: the need for respect from others and the desire for respect from others. Being respected by others has a connection to achieving reputation, position, and recognition. Self-respect is correlated with one's sense of self-worth, confidence, aptitude, independence, and freedom.

e. Self-Actualization Needs

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Realizing one's potential, discovering fulfillment in oneself, pursuing personal development, and having pinnacle experiences are the greatest levels in Maslow's hierarchy. This level, according to Maslow (1943), is the desire to maximize one's potential and realize one's full potential.

For instance, someone can have the desire to be the ideal parent. Whereas, others might show themselves through the arts, sciences, or athletics. Others may express themselves artistically through the creation of works of art like paintings, photos, or inventions.

2.2.2. Frederick Herzberg’s Motivation-Hygiene Theory (Two-Factor Theory)

Frederick Herzberg conducted research to identify the elements of an employee's workplace that contributed to their satisfaction or dissatisfaction. His research was published in the 1959 book The Motivation to Work.

The research comprised interviews with employees in which they were questioned about what they were pleased with and displeased with their jobs. Herzberg discovered that the elements that contribute to job satisfaction differed from those that contribute to job dissatisfaction. In order to explain these findings, he created the motivation-hygiene theory. He referred to these as dissatisfiers motivators and satisfiers motivators, using the term "hygiene" in the sense that it is a maintenance component that is required to prevent unhappiness but does not by itself bring satisfaction.

Motivating factors

The following elements can contribute to satisfaction:

Achievement: Those who have a strong want to set and achieve goals, enjoy working alone, are willing to take calculated risks, and desire regular feedback on their accomplishments and progress have this desire. This motivates people to achieve success at work.

<small>Recognition: Giving employees praise not only makes them feel appreciated and</small>

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with the actions that led to great performance. An employee is more likely to repeat a behavior and maintain motivation if it is appreciated at work.

The work itself: Workers who feel that their work matters and that their activities have a purpose are more likely to be driven to perform effectively.

Opportunities for career growth: Ensuring that employees are aware of a clear

strategy for advancement within their position at work might inspire them to strive <small>for a promotion, which can boost productivity.</small>

Growth opportunities: Employees are typically more motivated at work when there are numerous options for both personal and professional development. Giving employees the chance to grow in their skills and improve their efficiency at work generates a sense of pride and success, which is a strong incentive for employees.

Hygiene factors

The following factors can lead to dissatisfaction:

Relationship with peers: Promoting teamwork among employees can increase job satisfaction.

Company policies: This can include measures to support a healthy workplace, like mask use and social isolation.

Physical workspace: A physical workspace size and amenities, such as a gym on-site

<small>and modern furnishings, are some of its components.</small>

Working conditions: The official terms under which the company hires its staff, including pay rates, employment contracts, and workday duration.

Salary: To maintain high employee satisfaction, businesses can provide competitive pay and incentives.

Status: Having a sense of status as an employee comes from doing a meaningful job.

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