Luận Văn Unclear Task Identity In G-Tech Viet Nam Company.doc

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
------------------------------
LE QUANG KHOI
UNCLEAR TASK IDENTITY
IN G-TECH VIET NAM COMPANY
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: DR. PHAN THI MINH THU
Ho Chi Minh City – Year

Executive Summary
In recent years, construction industry in Viet Nam has a significant change
since the economic crisis in 2008. The good macroeconomic signal along with the
foreign investment flows and the development of real estate market would be the
evidence for the continuous growth of construction industry in the future. The more
developed the industry gets, the more competitive the market is. Since year 2016, G-
Tech Viet Nam has faced a tremendous problem when company profit has declined.
There are many factors for the financial problem of company, which may come from
the external environment or within the organization. One of the internal issue that
could be distinctly seen is the increasing number of employees leaving company.
The purpose of this study is to conduct a research on what are
the factors affecting employee intention to leave the job and to have a
clear view about the situation of high turnover rate in G-Tech Viet Nam
Company during period from year 2016 to year 2018.
Researcher collects information from two data resources. Firstly, the
secondary data are mostly provided by Human Resources Department and
other departments in company, like Accounting Department. Secondly,
researcher collects primary data by conducting in-depth interview with two
groups of interviewees, one group concludes employees who left company in
the period 2016 – 2018 and the other concludes current employee of company.
By synthesizing and analyzing collected data, research has found a few of
factor affecting the intention to leave the job of employee and the situation of high
turnover rate. Unclear task identity is the significant factor influencing the job
performance and job dissatisfaction of employee and employee turnover intention.
In the end, by meaning of this study, researcher would like to suggest
potential solution to help company recognize the problem that company has
faced in recent years. Then, a reasonable and practical action plan would be a
potential solution for company to solve the problem.

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CONTENTS
CHAPTER I: PROBLEM CONTEXT .................................................................................... 2
1. Company Introduction ............................................................................................... 2
2. Symptom: High turnover rate ..................................................................................... 3
CHAPTER II: PROBLEM IDENTIFICATION........................................................................ 7
1.Problem mess ............................................................................................................. 7
2. Updated Cause – Effect Map ..................................................................................... 11
3. Problem Justification ................................................................................................ 19
3.1. Problem Definition ............................................................................................ 19
3.2. Existence and Importance of the Problem .......................................................... 19
CHAPTER III: ALTERNATIVE SOLUTIONS ..................................................................... 21
1. Potential causes of the problem ................................................................................. 21
2. Alternative sets of solution ........................................................................................ 23
2.1. The first alternative set of solution: Writing job description for each position and
orientation session ........................................................................................................ 23
2.2. The second alternative set of solution: Orientation and Training session for
employee...................................................................................................................... 26
3. Implementation ........................................................................................................ 27
3.1. Justifying and selecting the suitable set of solution .............................................. 27
3.2. Plan design ........................................................................................................ 27
CONCLUSION................................................................................................................... 33
REFERENCES................................................................................................................... 34
APPENDIX 1: THE FIRST INTERVIEW............................................................................. 37
APPENDIX 2: TRANSCRIPT OF THE FIRST INTERVIEW – GROUP 1 ........................... 38
APPENDIX 3: TRANSCRIPT OF THE FIRST INTERVIEW – GROUP 2 ........................... 42
APPENDIX 4: THE SECOND INTERVIEW........................................................................ 48
APPENDIX 5: TRANSCRIPT OF THE SECOND INTERVIEW........................................... 49
APPENDIX 6: THE THIRD INTERVIEW ............................................................................ 53
APPENDIX 7: RESULT OF THE THIRD INTERVIEW ....................................................... 54

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CHAPTER I: PROBLEM CONTEXT
1. Company Introduction
G-Tech Viet Nam Co., Ltd is a 100% foreign-invested company. Forerunner of
G-Tech Viet Nam is Global Technical and Construction established in 2002.
Company is located in Ho Chi Minh City, Viet Nam. Since its establishment,
main business functions of company are industrial construction, civil
construction, interior decoration, installation of the fire fighter and
prevention equipment, installation of internal telecommunication system,
installation of electricity – refrigeration equipment for industrial and civil
uses, construction consulting and design for industrial and civil purpose.
Vision, Mission and Core Value of G-Tech Viet Nam:
- Vision: To become a top provider in construction: civil and
industrial construction, design, decoration and M&E in Viet Nam.
- Mission: To offer and help client so they can find G-Tech Viet Nam
as a good alternative for their chosen.
- Core Values:
o General Tech Engineering and Construction
o Local Leading Company
o To give full satisfaction to client’s needs
o To be great in construction field
o To work towards a Goal
o Let’s go together
Organizational Structure of G-Tech Viet Nam

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Figure 1: Organizational Structure of G-Tech Viet Nam (from Company profile)
2. Symptom: High turnover rate
Turnover rate is one of the most important aspect that each and every company
must take a serious concern. According to Price (1), turnover is defined as the ratio
of the number of organizational members who have left during the period being
considered divided by the average number of members in organization during the
period. On the other hand, turnover may be known as a process of replacing one
worker with another to fill the job vacancy: when there is a blank position in
organization regardless of reason, a new employee will be hired and trained.

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Turnover rate can be calculated for any time period. Each year, HR
Manager have responsibility for reporting turnover rate to Board of
Directors by making the Human Resources Report. The turnover rate is
equal to the number of employees leaving divided by the average total
number of employees and this rate is calculated once a year
=
High turnover rate could be costly to organization and impact company revenue
and profitability by increasing hiring expense, training labor cost as well as decreasing
employee’s productivity. Employee could leave an organization for a wide range of
reasons, including: lack of development and opportunities, lack of recognition and
reward from company; unsuitable company culture and working environment;
dissatisfaction with manager, unclear role or work is not as expected, v.v….
Recently, G-Tech Viet Nam has faced with the problem on the increase of
employee turnover rate. Figure 2 below describes the percentage of employee turnover
from year 2016 to 2018. Looking at the Figure 2, the statistics in HR Report have showed
that the turnover rate of employees has increased from 9.1% in 2016 to 12.5%
in 2017 and 15.6% in 2018.
Year Number of employees leaving
Average total number of
employees
2016 8 88
2017 11 88
2018 14 90
Table 1: Statistic of the number of employees leaving in period 2016-2018
(Source: Internal Human Resource Report )

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Turnover rate during period 2016 - 2018
15.56%
12.50%
9.09%
Year 2016 Year 2017 Year 2018
Figure 2: Turnover rate of G-Tech Vietnam Company during period 2016-2018
(Source: Internal Human Resource Report)
The data collected for the number of employees leaving in each
department in G-Tech Viet Nam Company are showed in the figure below.
Percentage of resigned employees in each department
100
90
80
70
60
50
40
30
20
10
0
Year 2016 Year 2017 Year 2018
Design 12.5 7.1
Q.S 37.5 45.5 35.7
Plan 12.5 9.1 14.3
Purchasing 12.5
General Affairs 25 36.4 35.7
Accountant 9.1 7.1
Figure 3: Percentage of resigned employee during period 2016-2018
(Source: Internal Human Resource Report)
The figure above showed the general view of the situation in company. From year
2016 to year 2018, every department in company had employees who quit their jobs. It
could be seen that General Affairs Department and Q.S Department are two departments
that had the highest turnover rate in company. The reason for this problem

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is that these two department have the largest number of employees in
company. With smaller scope, the number of employees in other
departments is only 5-10 people so the turnover rate is not high. However,
combined with the number of resigned employees from other departments
which makes the employee turnover rate of company is quite high.
In accordance with the annual report of Hoa Binh Construction Group (2),
turnover rates in construction industry in Viet Nam have fluctuated from 18 to 20% in the
period 2016 – 2018. During that period, the turnover rates of G-Tech Viet Nam are not
higher than the average rates of the industry. Even though, the number of employee
turnover is tending to increase rapidly every year. In the global context with high
competitive environment, turnover rate is one of most important factors to evaluate
competiveness ability of one company. And for these reasons, it is extremely necessary
for company to identify and analyze all the causes affecting high turnover rate problem
before this issue seriously affects operation activities of company.
In recent years, the competition in industrial construction market is getting
higher and higher, even though the Vietnamese construction industry had a growth rate
of 9.1% in 2016 and 10.8% in 2015 in accordance with the data in Construction report in
Viet Nam, key trends and opportunities to 2021 (3). Construction industry is one of the
most significant economic growth sector in Viet Nam. The economic recovery and the
trade war between China and US could bring a positive impact on construction industry
in Viet Nam. Even though the instruction sector has growth recently, the competition
between construction companies is getting higher and higher. G-Tech Viet Nam has
faced the problem when the profit of Company has declined from 35.6 billion VND in
2016 to 27.5 billion VND in 2017 and 12.8 billion VND in 2018.
The analysis above has showed that the business situation of G-Tech Viet Nam
is getting worse: the profit decreased significantly and the turnover rate increase
gradually. The reasons cause to these problems might come from the low satisfaction
with the human resources management of company. The problem comes from
organizational structure of company, the poor of communication among departments

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leads to conflict; inconsistency management style makes employee feel hard to follow
up; or the dissatisfaction of employees on their unclear duties and responsibilities.
CHAPTER II: PROBLEM IDENTIFICATION
1. Problem mess
To investigate causes leading to the high turnover rate and low job performance
of company, researcher conducted an interview as a method for Qualitative
research to collect data to have an overview on general situation of company.
Interview method is particularly suitable for intensive investigation. Researcher
conducted a semi-structured interview with a set of same question and
additional questions could be asked to clarify or to expand the answer further.
Researcher divides participants into two group: employees who left
company during the period 2016 – 2018 and employees who are currently
working at company. First group – Resigned employees
No. Full name Gender Position Department Year of Seniority
leaving
1 Nguyen Phi H. Male Site Manger Q.S 2018 10 years
2 Duong Cong K. Male Site Engineer Q.S 2018 3 years
3 Lam Thi T Male Site Engineer Q.S 2018 2 years
Mr. Nguyen Phi H. said that the biggest reason he left the company that he did
not see his future career development if he still worked for company. He told that
company did not have any specific regulation on job promotion. According to what he
said, there are only two factors could help you get promotion: first factor is the number
of year you have work for company and second one is only based on decision of
General Director of Company. You do not know when and how you can get promotion,
even if you have performed good performance. In addition, Mr. Nguyen Phi H mentioned
that his salary was very low compared to his position in rival company. His salary in
current company is nearly double the amount that G-Tech paid him.
Mr. Duong Cong K. said that he left company due to the lack of training and
development. He could not develop and learn new knowledge since he joined company.

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One more reason that company does not provide shuttle bus for employee who
works at site, each day he had to travel from 3-4 hours from his house to site and
back. He also mentioned another reason is that the way his manager distributed
jobs was unfair among employees. He explained that this problem might come from
the poor management skill of his manager; also because when he started to work
for company, HR Manager and his direct manager did not inform specifically his
main duties and responsibilities or work process in company.
Mr. Lam Thi T. shared that there were a few reasons why he left company.
He mentioned that his salary level was low, and he could not enhance his
professional knowledge and skills much during the time working for company.
He also shared that he could not understand the working process in company
as well as its complication. Second group – Current employees
No. Full name Gender Position Department Seniority
1 Tran Huynh Ngoc T. Female Accountant Account 10
2 Nguyen Thi P. Female Plan Staff Plan 2
3 Tran Thi Ai V. Female Admin Staff
General
3
Affairs
4 Bui Thi H. Female Plan Staff Plan 3
5 Nguyen Thanh S. Male M&E Staff Q.S 2
Ms. Tran Huynh Ngoc T., an accountant of company shared her opinions
about what she feels dissatisfied about the company as well as difficulties she
encountered when working. She mentioned that poor development in company,
lack of training for employees, as well as company does not have specific
regulation for reward and punishment which she felt in the way managers in
company making decision. In addition, she also shared that unclear working
process in company is not clear and then some of other employee refused to
understand the job process of her position and kept pushing them to do quickly.

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Ms. Nguyen Thi Kim P. added to opinions of Ms. Tran Huynh Ngoc
T. is that tasks of each employee in department were not assigned clearly
and specifically by company and her manager also.
Ms. Tran Thi Ai V, admin staff of company answered to researcher that
there were a few aspects in company made her feel dissatisfied and difficult
to work. She mentioned about low salary and less chance to develop career,
less promotion opportunity and condition to develop herself. Moreover, she
mentioned that the most annoying problem was that her unnamed and
unclear jobs were too much and her confusion about these jobs.
Ms. Bui Thi H, employee in Plan Department, also had same problems
with Ms. Tran Thi Ai V. The job was not clear enough, her manager
distributed job unfairly. And not only her job was not clear, but also she had
experience many cases that employee pushed work and responsibilities for
other employee or other department. And it affected a lot to her work by
taking so much time and effort to finish what was not her job.
And the last interviewee, Mr. Nguyen Thanh S. also shared his problem about
the ambiguity in work when he had to do non-related jobs. Low salary, no regulation
for training and promotion are other factors that made him feel dissatisfied.
After the first interview, researcher analyzed all the information in
order to make a map of the Problem mess that describes problems
leading to the high turnover rate of G-Tech Viet Nam.

No shuttle bus for employees working
at site
Salary is lower than other company
Limited Manager Position
No communication on career vision
Lack of training for new skill or
knowledge
Leaders change decision frequently
Evaluation is based on leader’s
emotion
Tasks of some employees are more
than others
Have to work tasks not under his/her
duties
Not clear about duties and
responsibilities in company
Do not know the workflow in
company
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SYMPTOM
High Turnover Rate
Figure 3: Initial Cause – Effect Map

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2. Updated Cause – Effect Map
The cause – effect map above is only based on unprocessed information from
interview, researcher find a need to make other investigate for further information by
reading articles, studies, researches related to the resignation topic in order to
complement and complete the cause and effect map. According to the information and
data collected from the first interview, researcher also get confirmed from information
and data provided by HR Manager in G-Tech Viet Nam. All the data researcher collected
from the interview helps justifying the information and update the initial cause
– effect map. Furthermore, by reading articles, journal and studies related
to the high turnover rate subject, and combined with the information
obtained, researcher could have a more general view so that the cause –
effect map could be more complete and accurate.
Low compensation
According to Noe, Hollenbeck, Gerhart & Wright (4), compensation is the
total direct or indirect payments, cash and non-cash payments that is given to
employee in exchange for the work or service they perform. Or According to
Deluca (5), Compensation is salary, reward and remuneration management or
financial obligations (6) to employee as a part in employment contract.
There are many studies have found the impact of the compensation to employee
retention. William & Dreher (7) found that salary is one of the main factors affecting
employee retention. Ramlall (8) investigated a similar study which found the impact of
compensation on retention of employee and the significant connection between them.
The salary base in G-Tech Viet Nam is lower compared to the average salary of
construction industry. According to the salary survey conducted by Vietnamworks in
Construction industry in Viet Nam in 2017, the average salary for Manager position is 25
million dong, while the average salary level for same position in G-Tech Company is 21.7
million dong – approximate to 86.8% of the industry average salary.
Head office of company is in Ho Chi Minh, although most of projects of
company are in Long Thanh, Bien Hoa, Nhon Trach, which distance are from 100 to

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200 km. Each day, each engineer takes 4 to 5 hours to travel from home to
work and they usually travel by motorbike which is very dangerous and
might affect job performance and their job satisfaction to company.
Unclear career path
In accordance with Herr et al. (9), career path basically means the series of
available position in organizational structure that one employee could be
promoted to. Career path is essential to guide employee development. Without
communication and guidance from manager, employee could not be provided
access to opportunities and information to develop and pursue a career path.
Based on the information in the interview, there is no conversation or specific
regulation about promotion opportunity for employee.
Lack of training and development
Armstrong (10) stated that training is “systematic development of the
knowledge, skills and attitudes required by an individual to perform a given task
or job”. Training and development helps increasing knowledge and skills so that
employee to perform a particular job. According to Huselid (11), training and
development in organization helps to increase productivity and satisfaction of
employee which involve in employee retention. On other hand, the lack of
training and development might be the cause why employees decide to quit their
job. Training helps employees with specific knowledge and skill to perform their
job effectively and productively, while development provides employees with
new knowledge and skill for new responsibility in the future.
Mr. Nguyen Duy H. – HR Manager said that there is no specific regulation on
training and development. Each year, company does hold a workshop for that all
employees could gather and share information to each other. However, most of the
subject in workshops are project review so that there is no much new knowledge or new
skill to for employee to learn. According to Mr. Tran Vinh T. - Project Director of
company, most of information shared in the workshop is specialized knowledge then

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not any employee in other departments could be able to understand
content of these workshops.
Ineffective leadership
As Yukl (12) noted, “leadership is the process of influencing others to understand
and agree about what needs to be done and how to do it, and the process of facilitating
individual and collective effort to accomplish shared objectives”. Or it could be defined
as the act of individual directing activities of a group toward a common goal (13). Hence,
leadership is a method to motivate a group of people by providing guidance and support
with a strategy to contribute to the effectiveness and success of an organization. In
accordance with Peter Drucker (14), leadership is an ability that could not be created,
taught or learned. The effectiveness of leadership is measured based on the contribution
of the leader to the quality of group process and enhancement to group cohesiveness,
member cooperation, member commitment that the group could accomplish the mutual
goal. In the case of G-Tech Viet Nam Company, there is a lack of qualified
communication between employee and manager when assigning jobs, also the
communication of managers among departments in company. Furthermore, most of
leaders in company make emotional decision and change it frequently which make
employees feel difficult to implement, and they have to spend more time to complete it.
Another factor is that the job evaluation is completely based on subjective opinion of
manager. Ineffective leadership in company makes impact on reduction in work
efficiency; job dissatisfaction, tension and job quitting of employees.
Unclear Task Identity
According to Hackman and Oldham (15), task identity involves to which employee
perform work from the beginning to the end and can identify required result from their
work. Task identity is the factor that impact employee’s motivation (16) and employee’s
commitment (17). Fundamentally, it impacts employee’s intention to leave the
organization. Employees who left G-Tech Viet Nam company said that they were not be
informed their duties and responsibilities specifically, most of their jobs are told

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to work by the direct manager. For that reason, they felt difficult to work and follow
up job assignment from manager or understand working process of their position.
New Findings from Literature Review
In the time of conducting theoretical research, researcher also found that there a
few causes leading to the high turnover rate problem of company. In accordance with the
job characteristics model written by Hackman (18), belong with task identity, there are
other job dimension affecting the turnover intention of employee, which are: skill variety,
task significant, autonomy and feedback. Skill variety describes how much of different
skills employee need to perform their work effectively. Task significance describes how
the job makes impact on the lives or works of other employee in organization. Autonomy
is how the job provides freedom, independence and discretion to the individual in
scheduling the work. Feedback describes how the job provides direct and clear
information on the effectiveness employee’s performance (15).

Low salary and allowance
Unclear career path
Lack of training and
development
Ineffective leadership
Figure 4: Updated Cause – Effect Map
No shuttle bus for employees working
at site
Salary is lower than other company
No communication on career vision
Lack of training for new skill or
knowledge
Leaders change decision frequently
Evaluation is based on leader’s
emotion
Tasks of some employees are more
than others
Have to work tasks not under his/her
duties
responsibilities in company
Do not know the workflow in
company
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SYMPTOM
High Turnover Rate
NEW FINDINGS
LITERATURE REVIEW
Skill Variety
Task Significance
Autonomy
Feedback

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In accordance with information analyzed above, there are several causes
leading to the problem of high turnover rate of G-Tech Viet Nam Company. With
the limited resources of information and knowledge, researcher is unable to
solve all the potential causes. Hence, it is very necessary for researcher to focus
on the most significant cause affecting the problem on turnover rate increasing.
Firstly, the problem about compensation – salary and travel allowance of
company for employees. With information collected from the first interview, most of
person left company said that low salary and allowance are not the most important
reason they choose to leave company. Furthermore, all regulations on salary and
allowance for employees are prescribed by Board of Directors of Company. It will
take time, resources and studies on current salary level of company compared to the
average salary level of rivals and the industry. With limited resources and
knowledge, researcher would be unable to solve thoroughly this cause.
For the next cause, lack of career development due to unclear career path and
lack of training, development makes employee decide to leave to have a better
opportunity to develop their career. All of promotion for higher position in G-Tech Viet
Nam is made by the decision of founder – General Director of company, there is no
specific regulation or communication about career development of company. For that
reason, with limited resources researcher is unable to change regulations of company.
Leadership style is personal ability of each manager, so it is not easy to change.
Moreover, company provides no training and development course to improve
management capabilities for manager position. Although the ineffective leadership lead
to job dissatisfaction of employee which is not the most important reason why employee
leave the company in accordance with the information from the interview.
With the data collected, there is no evidence supporting those causes in new
findings from the literature review. Those causes based on the theoretical research
are not the practical factors impacting the high turnover problem of company.
Consequently, researcher would not consider them as the main problem.

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Final factor affecting the high turnover rate of company is the ambiguity of
task identity. According to the analysis from the interview, many employees who left
company mentioned that unclear task identity is one of the reason they decided to
leave company. And other employees who are currently working for company does
mention about unclear task identity as a problem when they perform their job. And
of all them agreed that the problem in task identity significantly impact their
satisfaction and effectiveness in job, which make them decide to leave company.
After analyzing all potential causes might lead to the high turnover rate of
company, researcher has found that the unclear task identity has a significant
impact on employee. Confusion in working makes employee feel dissatisfied and
impact their ability to fulfill the job. Research focuses on the unclear task identity
because of its importance as well as its influence on employee and company.

No shuttle bus for
Low salary and
employees working at site allowance
Salary is lower than other
company
Unclear career path
No communication on
Lack of career career vision development
Lack of training and Lack of training for new
development skill or knowledge
Leaders change decision
frequently
Ineffective
leadership
Evaluation is based
on leader’s
emotion
Tasks of some employees
are more than others
CENTRAL PROBLEM Have to work tasks not
under his/her duties
Unclear Task
Identity responsibilities in
Do not know the workflow

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SYMPTOM
High Turnover Rate
Figure 5: Final Cause-Effect Map

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3. Problem Justification
3.1. Problem Definition
Task Identity is one in five core dimensions in the Job Characteristics Theory written by
Hackman & Oldham (15). In accordance with the model and many practical studies, there are
five core job dimensions influence the work result of employee: skill variety, task identity, task
significance, autonomy and feedback. Five core characteristics help employee: (1) experience
meaningfulness of the work, (2) feel responsibility for the result of their work and
(3) have knowledge of the impact of work result.
Each characteristic in the model has a positive relationship to the work
outcome of employee. There are many studies conducted to examine the
relationship of Task Identity along with other characteristics in the model with
employee’s internal motivation (16), job satisfaction (19) which directly impact the
reduction in the absenteeism and the intention to leave the organization (20).
3.2. Existence and Importance of the Problem
Through the information analyzed from the first interview, it could be seen that there are
complaints from employees about how the problem on unclear task identity at G-Tech Viet Nam
are affecting their works. Both employees who left company and current employees recognized
the unclear in task identity which make them feel difficult to work and be stressful sometimes.
And for further information on this problem, researched conducted an in-depth interview to
have better understanding of this problem as well as its impact on employees. The second
interview has 4 question. The first question is about the personal information of interviewee.
The second question focuses on the experience of employee on the unclear of task identity.
And the third question will help researcher be aware of the impact on employee. And for the
final question, researcher asks interviewee to suggest solution. From information collected
from the interview, it could be seen that most of interviewees felt difficulties in their work due to
unclear and unreasonable work distribution.
In addition, they experienced unfair at work when jobs are not distributed equally by
their manager. If this problem continues to happen, they may leave company in the future. The
importance of unclear task identity is a reflection on how it would impact the company and its

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employee through various aspects. According to the result from the interview
and literature research, researchers found that there are three aspects that they
and their work have been affected and how importance the problem are.
Low motivation
Low job High Turnover
performance Intention
Figure 6: Importance of unclear task identity in G-Tech Viet Nam
Motivation is a force that stimulates people to work hard and achieve the goals.
According to motivational theory of Herzberg (21), there are six factors in particular
strongly affecting employee’s effectiveness in the organization: achievement, recognition,
the work itself, responsibility, advancement and possibility of growth. These factors are
associated with the task employee performs, hence have a positive relationship with the
motivation of employee. Over the years, there are many studies proving that there is a link
between task identity and motivation of employee. For instance, Prisca (16) showed that
task identity and other fives core job characteristics are important factors for motivating
employees. In context of G-Tech Viet Nam, employees felt not motivated to work because
of the work itself. Interviewees, who are currently working for company, did not have
feeling that company recognized and evaluated their ability, and be treated fairly. Moreover,
a few of employees have experienced pressure when not doing the right job.
In organizational environment, there are numerous factors might affect the performance
of employee. From the standpoint of management, employee is more productive in specialized
and standardized jobs. Task identity is a critical and important part of job performance by
defining duties and responsibilities of each employee in detail. It could be distinguished from
theory that five job characteristics influence significantly and positively on job performance
among employees. Hence, this job characteristic could affect the ability of staff to perform job

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effectively and efficiently. In the second group, most of current employees of G-Tech
Viet Nam admitted that doing all other jobs, especially which are not related to their
main duties make them unable to perform their work well. Mr. Nguyen Thanh S. said
that it made him feel uncomfortable and unhappy; and those tasks really took a lot of
his time. In addition, Ms. Bui Thi H. shared same opinions that she had to work
overtime just because these jobs took so much her working time and other important
jobs were still needed to be done. This ambiguity has a huge impact on performance of
employee, by taking more time, distracting from their main duties; and most
importantly, employees have to take responsible for jobs that they are not in charge of.
When employee’s personal values, such as job knowledge, skills and abilities are
fitting with working environment of organization, employee would feel professionally and
personally committed to that organization and have less intention to quit the job. This view
was supported by many researches before like O’Reilly, Chatman, & Caldwell (22) or
Nguyen (20). In the interview, Ms. Bui Thi H. said that she had thought about quitting her
job for several times because of the stress of working unnamed tasks. It is also one of the
reasons why Mr. Duong Cong K. decided to quit his job.
It could be seen that unclear task identity is an important problem happening in
G-Tech Viet Nam Company, especially in the period when the financial situation of
company is not good. Based on the findings, unclear task identity has a significant
impact on the motivation, job performance and turnover intention of employee.
CHAPTER III: ALTERNATIVE SOLUTIONS
1. Potential causes of the problem
Unclear Task Identity is considered as one of main problems leading to the instability in
small and medium organization in Viet Nam. In practice, as analyzed above, employees in G-
Tech Viet Nam has faced the problem in high employee turnover which is an implication of a
weak organizational structure. In this case, duties and responsibilities are not clearly defined,
difficulties arise when employees perform their duties. Employees stated their issues in working
are unequal workload distribution and role ambiguity. Both of these causes potentially

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take serious impact on company by decreasing employee’s satisfaction and job
performance which ultimately impact the turnover intention of employee.
Unequal workload Role Ambiguity
Figure 7: Potential causes
Unequal workload distribution
Workload is the amount of tasks are expected to done. According to Wickens
(23), the main purpose of workload is to evaluate and predict the amount of task so that
it could be distributed and managed equally and to be avoid overload or underload
problem. In the situation when the work is not distributed equally, one employee could
be responsible for more components of job than others. Hence, the result could be the
reduction in job performance, employee satisfaction and the increase in negative
behaviors such as absenteeism and turnover intention of employee.
Role Ambiguity
According to Karatepe & Sokmen (24), role ambiguity is a stressful condition
when employee does not be provided necessary information on how to perform
task properly and does not sure how their jobs are evaluated. Role ambiguity
makes employee feel uncertainly about the scope of their responsibilities and the
expectation and behaviors required for the work. Role ambiguity are associated
with the job characteristics, such as task identity, autonomy and feedback.
Rizzo et. al (25) stated that every position in company should have a specific list
of tasks, responsibilities so that employee could acknowledge what their main duties
and responsibilities are, what are the specific result required to achieve from their job
and in order to help manager to provide suitable guidance and training for employee. In
a stressful condition, role ambiguity might lead to the job dissatisfaction, ineffective
performance then ultimately affecting turnover intention of employee.

Page 23
2. Alternative sets of solution
In an article on the topic of unequal workload, Rebecca Knight (26) said that one of key
elements to divided work fairly is to make sure that all employees are sure about their roles
and responsibilities. She also suggested to make a list of all the tasks that needed to be
done and then assigning these tasks in accordance with position and ability of employee.
Cassie Field (27) suggest that the solution for the role ambiguity in workplace is to
discuss the specific roles and responsibilities of each employee and determine who is to
do what task. And in the article, she also mentioned that if a large group of employees
lacks of role clarity, intervention from company managers is really necessary through
training or orientation session. In some case, role ambiguity happens because employee
could not understand the education of manager on their role (28).
In accordance with the findings from the information of interviews and information
researcher got from articles and studies, researcher recognized that there is a common point
between two solutions for unequal workload and role ambiguity, which is to clarify duties and
responsibilities of each employee. And based on what researcher could know about the
function of job description is that it provides a summary of key duties and a detailed list of
responsibilities for each position in organization and a well-written job description can help
employee have insight of work flow of company. In addition, orientating employees on their
work or training employee to perform them are also potential solutions that company could
apply to help employee clarify their role and responsibilities.
Based on the previous analyzes, researcher suggested two alternative
sets of solution which focus to resolve two causes of unequal workload and
role ambiguity, and then resolve the problem of unclear task identity.
2.1. The first alternative set of solution: Writing job description for each
position and orientation session
Mr. Nguyen Duy H. – HR Manager said that company does not provide job description
and assign main duties, responsibilities in specific for employee even new employee. Employee
would be assigned tasks by his/her direct manager. Most of employee knows what are their
main duties based on their experience while working for a long period for company.
As in job characteristics theory, Hackman and Oldham (15) argued that five job core
dimensions, including the task identity should be distinctly defined in job description. In the

Page 24
book on human resource management written by Armstrong (10), he argued
that job description should clarify the role of each employee in organization,
which explains what are the tasks of an individual, how they should be
performed and required outcomes for each of them.
It could be seen that the problem of unclear task identity is the consequence of the non-
existence of job description in G-Tech Viet Nam. Job description is a written document for one
particular position in the organization, otherwise it could be understood as an instrument to
people who does not be acquainted with the job or working procedure, especially to new
applicants who have just come into the organization (29). Hence, in order for the organization to
provide a clear and specific task identity to its employees, the existence of job description is
absolutely indispensable. A good job description should provide necessary information that
accurately explain duties and responsibilities, required qualification and relationship with other
jobs of a particular position in the organization. There is no standard format for writing a job
description and its components, even though one organization could use one or more formats
of job description for different position. However, Carrell & Kuzmits (30) mentioned that job
description typically provides information as follows: job identification, job summary, job
responsibilities and duties, and job specification. In which, job summary and job
responsibilities and duties are potential elements directly related to those difficulties on the
task identity of employees while working in G-Tech Viet Nam Company.
Job identification is a necessary part of job description which helps to identify and
indicate the job. In accordance with Carrell & Kuzmits (30), this first part includes the
information about the job title, location of the job, immediate supervisor and the pay grade.
Its function is to provide clear information and make distinction of the job from the other
jobs. Another key element in this part should be concerned is the relationship with other
jobs. By which, employee would not only understand his/her job but also be aware of how
his/her job is connect to the work of colleagues in different departments and vice versa. A
well-structured organization gives employee insight of the work flow in organization.
In accordance with Armstrong (10), job duties and responsibilities is the essential
element of job description. In which, a list of job should be comprehensively listed and
indicated main duties and responsibilities that an individual would perform while working in
that position. This component is considered as the heart of job description for the reason that

Page 25
it would help employees by telling what they should need to know about their
jobs then preventing unnecessary misunderstandings in work.
In human resources department, job descriptions are used for various
purposes, hereinafter, most important usage of the job description are as followings:
- Recruitment and interviewing: To give candidate with accurate
information about the job and provide list of required qualifications.
- Orientation: To help employees identify job duties and responsibilities
which they are in charge.
- Training: To specify what type of section employee needed to train to
enhance job performance.
- Performance appraisal: To provide a list of criteria to evaluate the
performance of employee.
Employee orientation is to provide to new employees the background information about
their jobs, their duties and responsibilities and how to perform them (31). Orientation could be
used for several purposes which one of them is to help to reduce the employee turnover.
There are various benefits that orientation could bring to both employer and employee:
- To acknowledge the organization, working environment and the job then
reducing the anxiety for working in new environment;
- To provide instructions for behavior, conduct and working process of company.
- To develop the job expectation and job satisfaction.
By giving employees an effective orientation, company make employees feel that they
are put in the right position and they can perform their jobs well and it also proves
that company values employees. Orientation is not only important for new
employees but also for existing employees if they are not received the proper
orientation or there have been many changes in their jobs and in the organization.
In summary, job description is suitable solution for the situation of G-Tech Viet Nam
Company. It is seen that employees in company are confused about their duties and
responsibilities, what tasks they should and how to perform them, and also the association with
other departments. The content of job identification in the job description could provide
necessary information for employee. In addition, an orientation session to introduce

Page 26
specifically them about their tasks in job description would help employee get
rid of the role ambiguity and also help manager distributes workload equally.
2.2. The second alternative set of solution: Orientation and Training session
for employee
In any organization, training and orientation is unquestionably necessary for
employees, whether they are new or existing employees. Training and orientation are
important parts which makes positive impact on the organization and employees.
Training and orientation take different role in an organization and human resources
has an important role in coordinating the program in most of the case.
If employees do not know exactly what jobs they have to do and how to perform, they
will not be able to determine what their duties and responsibilities are, as well as the main and
important tasks needed to be completed well. In order to eliminate the role ambiguity problem,
employees might need a training course. According to Armstrong (10), training is to
systematically build up or enhance necessary knowledge skills and attitudes so that employee
could perform their given task or job effectively. The benefits training could bring to both
employer and employee explained by Garavan (32) which are to increase commitment of
employees to their jobs and organization, to motivate and inspire employees by providing them
all the information, knowledge or skills they need to perform their works effectively.
On-job-training is a method of training at the actual work situation where the tasks are
learned corresponding to the duties and responsibilities of employee (33). With the criteria of
learning by doing, this training method is suitable for a construction company. Most of persons
in management position have worked for company for many years. This solution could be
applied by the way immediate manager and experienced employees could guide and show the
trainees what tasks they should do and how to perform them. And then trainees could have
better understand for their works thanks to the guidance and training session.
By implementing this set of solution, employees are firstly introduced about
their tasks and then employees in management position would take responsible for
training skills and knowledge required for their staff to perform job well. The
purpose of this solution is to eliminate the unclear on task identity by increasing
the awareness of employees of their duties and responsibilities, as well as working
process in company through the knowledge and experience passed down.

Page 27
3. Implementation
3.1. Justifying and selecting the suitable set of solution
As analysis of potential problem as above, the unclear task identity is considered as the
main problem leading to the high employee turnover in G-Tech Viet Nam Company. And after
analyzing and indicating two potential sets of solution, researcher conducted another interview
to collect opinions of employee on which option is better evaluated and more selected. There
are ten candidates participating in this round and the interview concluded two questions. The
first question is for interviewees to choose one of the two set of solution. And the second is to
ask them to explain the reason for their choice. The result showed that seven out of ten thought
that the set solution of writing job description and orienting employee is a better choice.
In addition, researcher considers the solution of writing job description as potential
option for solving the problem of high employee turnover in G-Tech Viet Nam Company for
many reasons. The first reason is that the existence of job description in organization is
completely indispensable to an effective organization structure. Secondly, it was
recognized that there is no system of job description for each position so that most of
employees in organization were confused about their duties and responsibilities. Moreover,
the result from the interview showed that employees would prefer to choose to be provided
proper job description than to have orientation or training program. Interviewees shared
similar opinions about the reason why they choose.
- Job description should be provided on the first working day.
- If there is no job description, on what manager relies to guide or assign
tasks to employee in a reasonable and accurate way.
- Not all employees trust in the management ability of their manager to
guide or evaluate them well.
3.2. Plan design
According to above analysis, the suitable solution is to write the job
description for each position in the company. Hereinafter, researcher would
design an action plan to implement the solution.
3.2.1. Objectives
With benefits that an effective Job Description and Orientation could
bring to company, the solution has various objectives as follows:

Page 28
- To have job description for each position in company.
- To recruit right candidate and put employee in appropriate position.
- To enhance awareness, knowledge and skills of employee about their
tasks as well as the work flow in company.
- To assign tasks to employees in an appropriate and fair way.
- To eliminate role ambiguity in company, then employee could focus on
important task which helps to increase job performance.
- To have the tool to evaluate employees in an objective and accurate way.
- To increase motivation, satisfaction and engagement of employees with
the company. 3.2.2. Action plan
Researcher has written an action plan, activities in detail and estimated cost to
implement the solution and apply it to company, as prescribed in the table below.

No. Action Activities
People in
charge
All of departments in company have a meeting to
Determine the functions and
the functions and tasks of each
1 determine exactly
task of each department
department
Page 29
Estimated
Time
1 week
2 Perform Task Analysis
3 Job description
Training employees in charge of human resources
and managers at other departments how to perform
task analysis for writing job description.
Conduct in-depth Interview with all employees and their
supervisors to find out exactly what their tasks are and
how they perform each task from general to very specific
Analyze current duties and responsibilities of
each position and reallocate tasks appropriately
Design Job Description containing all the
necessary information
HR
Departments
&
Managers
of other
Departments
1 week
1 week
2 weeks

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HR Departments and other Managers would evaluate the
Evaluation newly-made job descriptions again and consult with a few
employees
Human resources department conducts the approval of job
5 Approval and Announcement descriptions and informs all of employees
about the application for the whole company
HR Departments cooperates with other managers to plan
Orientation and make content to orientate employee about their job
description
Table 2: Action Plan
1 week
1 week
HR
Departments
&
Managers
of other
Departments
4 weeks

Page 31
No. Action Week
1
August –
2019 Week
Week 2 3
Week
4
Week
5
September –
2019 Week
Week 6 7
Week
8
October – 2019
Week Week
9 10
Determine the functions and
1
tasks of each department
2 Perform Task Analysis
3 Job description
4 Evaluation
5 Approval and Announcement
6 Hold Orientation session
Table 3: Timeline to implement the solution

Page 32
After referring to one Human Resources Consulting Company about the
cost to write job description for all positions in G-Tech Viet Nam Company,
here is the table of estimated cost.
Action
Unit Cost
(VND)
Determine the functions and Cost of tea-break (30.000
task of each department VND/person/day *10 persons*7 days)
Cost of training (1.500.000
Perform Task Analysis
VND/person*15 persons)
Cost of tea-break (30.000
VND/person/day *10 persons*14 days)
Total Cost
(VND)
2.100.000
26.700.000
Job description
Evaluation
Approval and Announcement
Hold Orientation session
Cost of materials (10.000
VND/person *90 persons)
Total Cost
Table 4: Estimated Cost
4.200.000
2.100.000
2.100.000
9.300.000
46.500.000
In summary, the total cost to implement the solution is 46.500.000 VND. It is
not the big amount so that company could afford and apply this solution. Moreover,
this solution could help employee understand their job, reduce the confusion in
work of employee and then increase the job performance of employee, increase
employee’s motivation. Thereby, company could reduce the number of employee
turnover and increase profits by increasing effective of job performance.

Page 33
CONCLUSION
In summary, it might be concluded that unclear task identity took serious impact on
the employee turnover in the context of G-Tech Viet Nam Company. It has affected the
motivation and job performance, especially leading to the turnover intention of employee.
The study was written in according to practical context as well as referring to relevant
theories and studies. It could be seen from the findings of this study that human resource
management plays an extremely important role in company. General Affair Department of
company takes responsible for human resources management, should put more
consideration in discovering the needs and wants, and also the difficulties of employee
while working for company. So that, with the solution researcher suggest, company could
help employees understand their work as well as how to complete the job in the best and
most effective way by providing a good job description and orientation.
Besides the problem on unclear task identity, there are other potential problem
that also affected the employee turnover of company. Further investigation could focus
on these problems and then find potential solutions for them.

Page 34
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APPENDIX 1: THE FIRST INTERVIEW
INTERVIEW GUIDE
Thank you so much for accepting my interview today. My name is Quang Khoi and
the content of interview today is about the issues happening in G-Tech Viet Nam
Company. As you might know, a lot of employees have left company in recent
years, so that I would like to research the problem leading to this problem. I hope
you could share issues that you are experiencing at company. All of your opinions
would be valuable information to human resources management of company.
The interview might take 10 to 15 minutes. For the best, I would like to record this interview
so that I could not miss anything information you share to me. And all responses in this
interview will be kept confidential. So please open your mind to share with me.
I. General Information
1. Could you please introduce yourself?
2. What is your position in Company?
3. How long have you been working for Company?
II. Interview questions Group
1: Resigned employees
1. Could you describe your main duties in company?
2. May I ask you the reason why you decide to leave company?
3. Besides this reason, is there other reason impact
your decision? Group 2: Current employees
1. Could you describe your main duties in company?
2. Is there any difficulty you feel at work?
3. Could you describe in detail?
4. Could you tell me what problem affect you the most?
5. How do those difficulties affect you?
6. Is there anything else you would like to share?
Thank you so much for your support today. I will analyze all of the comments
you share and write down. After that, I will send a copy of researcher result to you.

Page 38
APPENDIX 2: TRANSCRIPT OF THE FIRST INTERVIEW – GROUP 1
Interviewee 1: Nguyen Phi H.
1. Could you do introduce a little bit about yourself?
Hello. I am Nguyen Phi H. I’m 45 years old.
2. How long had you worked for G-Tech Viet Nam and what was your
position when you left company?
Before I left G-Tech, I worked as Project Manager. As I remembered, I had worked for
about 10 years.
3. Could I ask about the position and what company you are working for?
After leaving G-Tech, I’m working as Project Manager, same position in G-Tech, for
4. So how do you think about your new job?
Well, I have just worked for several months, so there’s nothing much to
say about it. But everything is great, my new job is just like as I want.
5. Could you share with me things that make you feel dissatisfied when
working for G-Tech Viet Nam?
Well, I don’t think it’s good to say bad things about the old company. But I think there
are a few things that make mse really dissatisfied, you know, that’s why I decided to leave.
Salary, the first thing I dissatisfied is my salary. My salary level at G-Tech is quite low.
6. How about is your salary in new company?
I can’t share with you the exact number, but it is higher than the amount I received while
working in G-Tech.
7. So, besides the low salary, is there anything else that you think about?
Besides salary, I think that company didn’t have any specific regulation. Sometimes, it
was really hard to work.
8. Could you tell me what regulation you think it’s need to be more specific?
For example, promotion. I don’t think that there is any regulation about the
promotion, it’s all depended on the decision of Mr. Lee, General Director. And in some
promotion decisions, I felt that was unfair. And one more thing, I don’t this is a problem
or not, but I didn’t see any future for my career development in company. G-Tech is not
a big company, there’s such a small room for higher management positions.

Page 39
9. All the problem you mentioned, which affects decision to quit the job the most? I
quit because my salary was low and I didn’t think I could get promotion.
10. So could you suggest any solution for company?
Higher salary for employees, maybe, and specific regulation for promotion and reward.
Thank you so much! Wish you the best with your new job.
1. Could you do introduce a little bit about
yourself? Nice to meet you. I am Duong Cong K.
My position was Construction Engineer. I had worked for 3 years from 2015 to 2018.
3. Could I ask about the position and what company you are
working for? I also work as Construction Engineer position.
4. Could you share with me the reason why you quit the job in G-Tech?
I would like to challenge myself, to develop my skills and my knowledge.
5. So Did company not help you to improve and develop your ability?
Yes, I think so. Of course, the tasks that I worked every day help me have more
knowledge, improve skill in drawing, making report, calculating quantity, so on… but
that was not enough. I think company should make workshop so that experienced
people can present and guide knowledge and skills required for working in site.
6. Besides that, is there anything else that made you dissatisfied, about
salary, allowance promotion, jobs, …?
I also feel about my career, about promoting to the manager position. I think
the manager position is limited, one construction site needs only 1 or 2 managers,
depending how big it is, and I don’t know how and how long I will get promoted.
About salary, I think my salary is not lower than other company. About the
allowance, I think about the travel. Because most of the construction sites were
quite far from Ho Chi Minh, I had to drive 3 to 4 hours a day from my house to
the site and in contrast. It was quite tired when I had to travel a lot each day.
7. Anything else you like to share?

Page 40
Another thing, I think is the ability of my manager. The way he assigned
the tasks to me and other staff made me fell unfair. Sometimes, I felt like my
jobs were much more than my coworker, even we worked in same position.
Talking about the task, I realized that I was not informed what specific tasks I had to do. You
know the feeling when you do your job but you don’t know that is actually under your
responsibilities or someone else’s. And when there was problem, who should be blamed for.
8. So how did they affect your work?
I sometimes felt frustrated when I had to work more than my coworker. And doing all
the other unrelated jobs made me distracted from my work, it took me more time.
9. With all the problems you mentioned, which one affects decision to quit
the job the most?
All the things I told you really affected my works, but maybe affect me the most is that
10.So could you suggest any solution for company?
Company needs to announce employee about their jobs, what they have to and guide
how to do. And company should have course to train and develop employee’s
knowledge and skill.
1. Could you do introduce a little bit about yourself?
Hello, nice to meet you. I’m Lam Thi T. I’m 29 years old.
My position was Construction Engineer. I had worked for 2 years from 2016 to 2018.
3. Could I ask about the position and what company you are
working for? My current position is Electric Engineer
4. Could you share with me the reason why you left G-Tech?
There are a few problems so I decided to quit company.
5. Tell me more about your reason.
First, I didn’t satisfy with my salary level at company, it was quite low. G-Tech required
high-level qualification of employee with university degree and communication in English,

Page 41
but salary is not inadequate, increase slowly and lower than other company
with similar requirements.
Second, I think I cannot develop myself on knowledge, skill and
experience if I continue to work for company.
6. Please explain to me more.
During 2 years that I had worked for company, company did not organize training
session to develop professional knowledge and skills. I did not learn and enhance my
experience much on skills like using software Autocad, Project, amount estimation.
Also I thought that my chance for promotion was very low, because G-
Tech is small-scale company, most of manager positions were filled.
7. Is there anything else you would like to tell me?
I think that company is lack of connection and support among employees in company.
Functions of each department are not clear, some working processes were
complicated and lengthy and had to go through too many departments.
8. So how did they affect your work?
In general, they made me cannot complete my jobs as I wanted, quality of construction
was sometimes not guaranteed. My work was not processed smoothly and I did
not develop my knowledge and skills. And all of that made me feel no
enthusiasm to continue to work for company.
9. With all the problems you mentioned, which one affects decision to quit
the job the most?
I think because I am still young, I want to develop myself, to get more
knowledge and skills for my career future.
10.Would you like to suggest any solution for company?
I hope that company could pay attention in developing staff.
Thank you so much. Wish you the best with your new job.

Page 42
APPENDIX 3: TRANSCRIPT OF THE FIRST INTERVIEW – GROUP 2
Interviewee 1: Bui Thi H.
1. Could you please introduce yourself?
Hello. My name is Bui Thi H. I’m 25 years old and I’m currently working in Plan
2. How long have you been working for company?
Until now, I have worked for 2 years.
3. Could you please describe your main duties in company?
Well, in my position I do a lot of works, but now I want to tell you about some main
works that I usually do. I responsible for making Construction Contracts and tracking
Payment Status of Clients. I am also in charge of making payment request document and
other document related to expense matter at head office. Besides that, managing
company’s homepage and mail system is also one of my duties. And there are many other
works that I have to do at company but I cannot tell you all in a short time.
4. Is there anything that make you feel difficult or dissatisfied at work? Please
describe it. (about salary and compensation, career, promotion, leader, work)
Absolutely I have to face difficulties and even disatisfaction at work. Firstly,
comparing to job description at the job interview, the workload in fact is much higher.
During working time, there are many unnamed works assigned to me and even the work of
other department. For example, I also have to attend in matter of issuing and tracking
invoice of accounting department, I contact with accounting department of other company
while it should be handled by my company’s accounting department. Although I am not
professional in accounting field, my superior orders me to do. In case like this, it makes me
lose time to solve the work. And because of the overload, I have to work overtime.
However, my company doesn’t pay overtime salary for staff working at office.
Secondly, I feel it’s really unfair with other staffs who have the same position
as me. I have to do a lot of work but my salary is lower than the one who do few
works. In addition to this, the irresponsibility at work of other staff makes trouble
for me. To be more specific, after finishing thed first step of that work, I hand over
to other department to proceed the next step but they refuse and push to the third
person. Sometimes, they ask me to do the next step while it’s not my duty.

Page 43
5. How does that affect your work?
It is clear that these problems affect me a lot. Because there is too many
unnamed works, my main works are delayed. And in other to meet deadline I
have to work over time or work at home to complete my work.
More seriously, I usually get stress when working. And due to the
unfairness among staff, I intend to quit the job many times.
6. Do you have any suggest for company to solve that?
I think the solution for this problem is that the BOD and HR Department
should consider the work in detailed of staffs and assign work suitably and
properly. More importantly, everything should be clear at the beginning. Finally,
managers shouldn’t order works to unprofessional staff in that matter. Because
it leads to waste time and the work will not be solved effectively.
Interviewee 2: Tran Thi Ai V.
1. Could you please introduce about yourself?
My name is Tran Thi Ai V. I’m 30 years old. I am working in Admin Staff in company.
2. How long have you been working for
company? About 3 years.
My main duties are administrative works in office, such as follow up and pay expenses
incurred in the company office; receive, send and distribute mails and other job
when my manager requires me to do.
4. Is there anything that make you feel difficult or dissatisfied at work? Please describe it.
(about salary and compensation, career, promotion, leader, work)
- About salary and compensation: I think my salary level is not high. Although, each year,
salary increase and bonuses are considered based on the company's revenue results, however,
the salary increase is based on subjective opinions, not based on employees' working capacity.
- Career development: Company did not have training course or create
condition to develop myself.
- Promotion: I think promotion in company is based on the seniority not on the
performance of employee, but I don’t know that I could be promoted or not. Because my

Page 44
position is quite hard to have opportunity to be promoted. And since the day I
worked for company, nobody has discussed to me about this thing.
- Leader: In general, I think she is a good manager. There is a problem is that she often
changes decision and sometimes it’s really difficult to follow her decision. Like I’m almost
finished work she told me, and then she changed her minds, and I had to work again.
- Work: My fixed works are not much, but most of work assigned to me are urgent.
And these arisen works are much more than my fixed works and take up more time.
And no matter that I perform these works well, I am not recognized for my effort.
These arisen works overlap my fixed works and I usually have to delay my
main work to do those work first. For that reason, it took me so much time for
me to arrange my work and then affect the quality and efficiency of my work.
And because of these unnamed and unclear jobs, company did not evaluation
my capacity well. And sometimes I don't feel motivated to do these jobs.
If company could provide a detailed list of my tasks, it will help me a lot in
managing my work easier, more active, save time, be more flexible, complete
many tasks, but be more effective.
I am Tran Huynh Ngoc T. I’m 35 years old. I am working as Accountant
2. How long have you been working for company?
I have worked for G-Tech for a long time, more than ten years.
My job is to monitor and pay debts to subcontractors of company, make
guarantee document and other jobs related to banking accountant.
4. Is there anything that make you feel difficult or dissatisfied at work? Please describe it.
(about salary and compensation, career, promotion, leader, work)
- Chance for Career development in company is not high because of
company scope. I have self-cultivation and self-development only through 10
years of experience of working for company, not by trained by company.

Page 45
- Company does not have any clear rule or regulation on reward and
punishment, so managers often deal with issues by their emotion.
- Working procedure is not clear so that it leads to confusion or argument between
employees or between departments in company, like employees at other
department do not understand payment process at my department, so when it
comes to urgent works, they just push me to do quickly but they don’t understand
that there are many more steps to do before I make the payment. Some employees
do not plan their own work which affect work plan of other departments.
I have to solve works in passive way and feel difficult to work well and then affect to the
effective of other works.
There must be a job description of each department and new person who
must be handed over the work by the old person to grasp the process and
operation of each relevant department and company.
My name is Nguyen Thi Kim P.. I’m 27 years old. Currently I work in Plan Department
2. How long have you been working for company? I
have worked for more than 2 years.
My main job is to control contract, contact with subcontractors and make
payment document.
My work is mainly related to contract and papers work but company does not have form
or specific regulation, mostly based on the specific situation. Each subcontractor
or contract have different types of document and company only follows them. It
took me so much time and effort to finish work and also it is easy to make mistake.
In my department, there are two employees, but there is no specific assignment for me
and my coworker. And my manager also doesn't know which staff is in charge of what kind

Page 46
task, that’s why the situation of messy and confused work happen frequently.
Job of this person is handed over to the other person and vice versa. And my
manager usually makes decision on emotion and then change it frequently.
It is really annoyed and confused to work in such situation like I told you. Have to do
the job that you do not know and repeatedly make document, that is really
taking so much time.
I think my manager should assign tasks to us in detail, what are my tasks
and what are under responsibilities of my coworker. And he should consider
the way he makes decision. Interviewee 5: Ms. Nguyen Thanh S.
I’m Nguyen Thanh S. I’m 28 years old. I’m an Electrical Engineer in Q.S Department.
2. How long have you been working for company? I
have worked for more than 3 years.
My main duties are checking drawings, calculate electrical quantity based
on drawings and support bidding process in company.
First, about the salary, as I know, my salary level is quite lower than other company.
Secondly, after two years working for company, I realized that company does not
have any regulation for training employee to perform job better or enhance professional
skills and knowledge. It is very important for technical position like mine. I also realized
that employee get promoted not by his/her performance, it’s only based on decision of
General Director of company, he is the one decide all the things. But G-Tech is a company
with small scope, management position is limited so I could understand that.
Finally, I usually have to do tasks which are not under my responsibilities and not related
to my work. My manager assigned my job, but in many case I have to do task of other
department, especially repairing equipment and machinery in company. As, I know that is

Page 47
duties of General Affairs Department and there is one employee taking
responsibilities for this type of work. But somehow, I also have to do it.
Like I tell you, I have to do other tasks not my duties that make me very uncomfortable
and unhappy about this, as well as I cannot complete the work assigned because
when it is not my expertise. And when other coworker see I work that job, they
think that is my job, and then the next time they continue to work on that job.
In addition, by taking time to work on these task, my main job is delayed and sometimes
I have to work overtime to complete it, especially the work related to bidding process.
And to be honest, there are a few times I feel unmotivated to keep doing
those tasks and I had thought about jumping to other company couple times.
I think company must clarify the work of each department as well as each employee,
must specify the work that they must be responsible for. And managers should also
support their employees by refusing to allow their employees to do unrelated jobs.

Page 48
APPENDIX 4: THE SECOND INTERVIEW
INTERVIEW GUIDE
Hello, nice to meet you.
Before we start, I would like to thank you for taking saving your time for me.
My name is Quang Khoi. As you know, in the last interview we have discussed about
the factor affecting your satisfaction to company and the difficulty you experienced
while working in G-Tech Viet Nam. After collecting and analyzing the information that
you and other interviewees shared to me, I have recognized the problem about the
unclear in task identity in company. The purpose of this interview is to verify and
investigate the impact of this problem to you and company. So that your opinion will
be certainly valuable and contribute to improving the situation of employee turnover.
This interview will only take 5-10 minutes and like the last time, this interview
will also be recorded and all information will be kept confidential.
1. Personal information: Name/position in company
2. Have you ever experienced the unclear of your work?
3. How does it impact on you and your job?
4. What is your suggestion to solve this problem?
Thank you so much for your support today. I will analyze all of the comments you
share and write down. After that, I will send a copy of researcher result to you.

Page 49
APPENDIX 5: TRANSCRIPT OF THE SECOND INTERVIEW
Interviewee 1: Tran Huynh Ngoc T.
1. Could you please introduce yourself one more time to me?
My name is Tran Huynh Ngoc. My job is Accountant of company.
2. Have you ever experienced the unclear of your work? Please describe it.
Of course I did. Like I have mentioned you about employees at other departments did
not understand the working nature as well as the process of Accounting Department. So there
were a lot of difficulties happening while working with them, especially in urgent case.
Like when bidding, they will ask for guarantee (depending on the requirements
of the investor), but the dossier recipient does not share the information and assigns
the work to the relevant department to prepare. When it is almost time to submit a new
application, make me working passively, not having much time to prepare better.
My duty is to make payment document when all of required documents
are finished, but in many case, other manager and employee force me to collect
and make those documents that are their job.
It made me feel passive at work, unable to arrange and complete my work
as I wanted. And in urgent cases, I felt extremely pressured and difficult to
perform my job well, while accounting was easy to lead to errors. And even
sometimes I felt so stress and then I thought about leaving company.
I think company must make clear about the job of each employee and make
him/her have to complete the job, not push work and responsibilities to the others. And
manager must make decision based on rules or regulation, not on his/her emotion.
My name is Tran Thi Ai V. I’m a Admin Staff in General Affairs Department.
Yes, I do. The nature of administrative work is repetitive, and then new job arises and
overlaps with old job. And most of works are assigned by manager without clear delimitation.
Like for same job but my manager assigns the job to this person, and then assigns it to another

Page 50
person. I don’t know that task is my responsibilities or what. And other thing is
that the amount of work of other people in the same department as me is not
divided equally. Sometimes I feel I have to work harder than they are.
And in many cases, managers of other departments just give me the job
without knowing whether the job is in charge of me or not.
It really affects my ability to work, takes a lot of time to finish the job that is not my
job. This issue repeats constantly and it make me feel very tired and just want
to quit and find a better company to work.
I think company must specify the work of each employee and manager must know how
to divide the work, do not let an employee work hard while others
have less work. Interviewee 3: Bui Thi H
1. Could you please introduce yourself one more time to
me? I’m Bui Thi H. I’m working in Plan Department.
Yes, I do. The first thing is the workload between me and my coworker is divided
unfairly. I have to cover a lot of works in my department, and even from other departments.
And also there are a lot of tasks unrelated to my works but I have to do them. And one
problem often happens is to identify that the work is under what department or which
employee takes responsibilities to do it. When I get a job from the director, I will announce
that job to the department to do the job. The push-up situation between departments often
happens, especially the work related to maintenance and repair at the office, because there
is no clear that General Affairs or Q.S Department takes responsibilities to do.
The unfair in distributing jobs of my manager makes me very uncomfortable and when
I have to deal with too much work, I absolutely don't feel motivated to work and
just want to quit. And my work efficiency is also reduced because I have to do
many unrelated and inhibited jobs at work.

Page 51
The manager must transfer part of my work to other employees to reduce
my workload. And company must clearly define the functions of each
department, the work of each employee.
Interviewee 4: Nguyen Thi Thanh P.
1. Could you please introduce yourself one more time
to me? I’m Nguyen Thi Thanh P. I’m a Plan Staff
I think about the workload between me and another employee is not divided equally.
My manager does not know the work of each employee in the department and
then he often handles the work of this person to the other.
I feel unfair and less motivated to work. For the reason that why I have to work more
than other people. And sometimes it’s really confused when my mangers give
me the job that is not mine, and then affect my job performance.
Manager must re-divide the works in the department, specify what jobs each employee
must do. Thus, they have grasped the work of their employees to monitor as
well as the workload of each employee is equal.
I’m Nguyen Thanh S. I’m an Electrical Engineer in Q.S Department.
2. Have you ever experienced the unclear of your work? Please describe it
Of course I do. I remember that I talked about this in the last interview with you. Till
now, it is the biggest problem I feel while working for company. My duties and
responsibilities are not clear. And I think other employees feel the same problem with me.
By taking too much to finish other job, my main duties are not performed well and I
usually have to take more time to finish and without support from other person. This problem
takes impact on my motivation to work, and I don’t really put my best effort in my work.

Page 52
If my jobs and other employees are not clear enough, I think company should have a
solution to make them clear. It will help employee a lot by let them know what they should
do and what other employee should do. So there will be no confusion while working.

Page 53
Explanation
The content of job identification in the job description could provide necessary information:
position, duties and responsibilities, what are main tasks and how to perform them, required
A. Job Description and Orientation
skills and knowledge to perform.
Company would hold orientation session to introduce the job description the each employee.
First, company would have an orientation introduction to employees about their main duties
and responsibilities, and their immediate manager.
B. Orientation and Training
And then, their manager would take responsible for introduce and training
employee what are their jobs and how to perform them.
2. Could you please explain the reason for your answer?
1. Which set of solution would you
prefer to? Solution
APPENDIX 6: THE THIRD INTERVIEW
INTERVIEW GUIDE
Please answer following questions:

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