UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Tran Thanh Hoa TURNOVER RATE AND PERFORMANCE APPRAISAL BIASES FROM SUPERVISORS IN VINA ONE MANUFACTURING CORPORATION MASTER OF BUSINESS (Honours) Ho Chi Minh City - 2017 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Tran Thanh Hoa TURNOVER RATE AND PERFORMANCE APPRAISAL BIASES FROM SUPERVISORS IN VINA ONE MANUFACTURING CORPORATION ID: 22140017 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: NGUYEN THI MAI TRANG Ho Chi Minh City - 2017 Executive Summary Intellectual capital of human resource, which is often considered the most important asset in all organizations, needs to be well identified and studied Organizations need to ensure they operate in a way that labor loss due to worker turnover is minimized In order to so, organizations need to understand why people choose to stay or leave their jobs In many manufacturing companies, especially in heavy industry, front - line employees (or in short, they would be called as “workers” in this thesis) are considered less important than those who are in the offices and their voices are the weakest ones in the companies The way their supervisors treat and rate them on the scales of performance and contribution is also a new factor impacting on the turnover rate of these workers The purpose of this thesis is to explore the causes of high turnover rate through the current problems with workers at Hot-Rolled Steel factory - Vina One Manufacturing Corporation (in short, it would be called Vina One in this thesis) The findings of the study revealed that biases from supervisors on performance appraisals tend to play a significant role in turnover intention of workers The findings are discussed in details in the research along with some recommendations for the company and management board to increase the level of employee satisfaction and reduce the turnover intention in Vina One Manufacturing Corporation Acknowledgements I would like to acknowledge all who supported me during my studies without whom I wouldn‟t be where I am today I would especially like to thank my supervisor – Professor Nguyen Thi Mai Trang for all her advice and guidance, without her help this could not have been possible I also would like to show my gratitude to my colleagues at work and classmates at ISB for their continuous support I also send my sincere thankfulness to my parents and friends for their support and encouragement TABLE OF CONTENTS Executive Summary Acknowledgements LIST OF FIGURES LIST OF TABLES INTRODUCTION 1.1 The company background 1.2 Company structure and mission PROBLEM CONTEXT .3 2.1 The turnover rate status in the industrial and construction sector 2.2 The turnover status of Hot-Rolled Steel factory in Vina One .5 PROBLEM IDENTIFICATION 15 3.1 Job safety 16 3.2 Performance appraisal 18 3.3 Errors in recruitment process 22 3.4 Compensation and benefits 23 3.5 Work-life balance 24 3.6 Cause –and –effect tree 26 CAUSE VALIDATION .27 ALTERNATIVE SOLUTIONS 32 5.1 The first alternative solution: biases from untrained supervisors 32 5.2 The second alternative solution: biases caused by inconsistency across supervisors 35 5.3 The third alternative solution: recency bias and personal bias from supervisors 38 ORGANIZATION OF ACTIONS .43 CONCLUSION 46 SUPPORTING INFORMATION 47 APPENDIX 62 REFERENCES .63 LIST OF FIGURES Figure 1: Vina One organizational structure Figure 2: Employed population above 15 years old categorized by economic activities Figure 3: Number of workers at Hot-Rolled Steel factory Figure 4: Employees‟ age at Hot Rolled Steel factory Figure 5: Employees‟ working experience Figure 6: The turnover rate of Hot-Rolled Steel workers at Vina One Figure 7: The turnover rate of Hot-Rolled Steel workers Figure 8: The average wages of steel workers Figure 9: The turnover rate of Hot-Rolled Steel workers in detail for each positon Figure 10: Reasons why people quit their jobs at Vina One in 2015 Figure 11: Recruitment cost Figure 12: Cause - and - effect tree LIST OF TABLES Table 1: Quantity and income/month of Hot Rolled Steel Factory in 2015 Table 2: Action plan 1 INTRODUCTION 1.1 The company background Vina One Manufacturing Corporation (herein called Vina One), which was established in 2007 with charter capital of VND 450 billion, is one of the biggest steel manufacturing company in Long An province, Viet Nam In 2015, Vina One achieved stunning operating results with profits before tax of above VND 3,200 billion, charter capital increased to VND 700 billion (Financial statement 2015) Vina One was honorably awarded the certificate of ISO 9001:2008 issued by the International Bureau Veritas Organization It is also listed in the VNR 500 of biggest private enterprises of Vietnam 1.2 Company structure and mission Board of Director General Director Board of Assistants Supervisory Board Deputy General Director Domestic Sales Division Import & Export Sales Division Procurement Division Planning Division Operation Division Administr -ation and HR Division Financial Division Accounting Division Hot Rolled Steel Factory Cold Rolled Steel Factory Figure Vina One organizational structure (Source: Vina One Human Resource Department) Vina One includes main functions: Sale (domestic, import & export), Supply chain (procurement, planning), Finance, Operation, Factory In Factory function, they are divided into small divisions: Hot-Rolled Steel factory and Cold-Rolled Steel factory Hot-Rolled Steel factory has the responsibility to produce hot-rolled steel from the steel billet furnaces This is the first process to produce Hot-Rolled Steel, galvanized, rectangular tubing, square tubing and Cold-Rolled Steel This division has the largest employees in the company with 1,218 workers In this thesis, workers will be the main objects of the study because they are front-line employees who have the responsibilities for producing Hot-Rolled Steel, being an extremely important factor in Vina One Steel Factory‟s successful operation The main products of Vina One include Hot-Rolled Steel (U Channels, Angles, with volume of 250,000 ton annually) and Cold-Rolled Steel (round tubing, rectangular tubing, square tubing, with volume of 300,000 tons annually) as well as galvanized strips, billets, steel plates, etc Vina One goes with the mission of sustainable development to become the leading steel manufacturer in Vietnam and Southeast Asian region in coming years To achieve this mission, Vina One has recently focused on upgrading steel production lines and increasing factory acreage of more than 100,000m2, extending office buildings to 30 rooms with specialized functions and developing transportation systems with 30 new trucks In 2015, they invested in the steel billet furnace system, galvanized Hot-Rolled Steel system and a barcode system stored in warehouses with modern technology in order to build a closed process that brought high efficiency However, paying too much attention to develop physical properties has made the management board forget that they also have another more important asset which is the intellectual capital of employees According to the statistics shown in the company‟s reports, the number of employees leaving Vina One has dramatically increased in the past years (2013-2015) Especially in Hot-Rolled Steel factory, this number of workers quitted their jobs are even more surprising This problem poses a threat to the company‟s mission to become the leader in its field PROBLEM CONTEXT 2.1 The turnover rate status in the industrial and construction sector According to General Statistics Office of Viet Nam, the numbers of employees aged above 15 are about 52.9 million people, increasing 142 thousand people compared to 2014 As shown in Figure 2, the sector of agriculture, forestry and fishery accounted for 44.3% (46.3% in 2014); industrial and construction sector was 22.9% (21.5% in 2014) and services sector was 32.8 % (32.2% in 2014) 32,80% 32,20% Services Industrial and construction 22,90% 21,50% 2015 2014 Agriculture, forestry and fishery 44,30% 46,30% 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% Figure Employed population above 15 years old categorized by economic activities (Source: General Statistics Office of Viet Nam) In each sector, the problem of high turnover rate has significantly affected to the allocation of employee According to Price et al.1 with Causal Model of Turnover (voluntary leaving from an organization), turnover is defined as the ratio of the number of organizational members who have left and divided by the average number of people in that organization during the period Opportunity, routinization, participation, instrumental communication, integration, pay, distributive justice, promotional opportunity, professionalism, general training, kinship responsibility are independent variables in models impacting to job satisfaction and intent to stay or leave The model indicates that intent to stay has a direct negative impact on turnover, when job satisfaction increases, intent to stay with the organization will be increase as stated by Price et al.1 There are many reasons leading to increasing number of employees leaving their companies Mrs Nguyen Lan Ngoc - Human Resources Manager - Vina One Corporation stated that: Hot-Rolled Steel production is listed in the group of heavy - harmful – dangerous jobs by Ministry of Labor, War Invalids, & Social Welfare Workers have to work very hard in toxic environment which is full of heat, dust and noise Therefore, they easily quit jobs if they are not paid as what they deserve to cover their sufferings Workers intend to quit after only one or two years working because of various reasons such as heavy workload, unfair performance appraisals, job safety, etc More than 70 % workers in steel organizations who joined the annual surveys provide that they are unsatisfied with current jobs and want to leave the jobs Most workers in group of manufacturing organizations suggest that biases from supervisors and unfair treatments are important factors that push them to leave 53 In-depth interview 5:  Interviewer: Tran Thanh Hoa  Interviewee: Mrs Nguyen Tuong Vi  Title: worker at Reheating furnace department  Age: 27  Working experience period: 2years  Status: left Vina One month ago Tran Thanh Hoa: Firstly I would like to thank you for accepting me for this opportunity so that I can explore the reason why workers like you want to leave Vina One Could you introduce something about yourself and the position you are working in? Nguyen Tuong Vi: My name is Vi I am currently working for TVP Manufacturer in Long An province I left Vina One month ago after year working Now, I love my new company culture, my supervisor‟s management style and the working environment here Tran Thanh Hoa: I see Could you share why you decided to leave Vina One and why you feel satisfied in TVP Manufacturer? Nguyen Tuong Vi: I decided to leave Vina One after year working because of bad working environment, lack of life insurance lack of reward, recognition and unfair pay which are the same problem to many other employees Reheating furnace department is the most dangerous workplace but I had no employment insurance In addition, my performance appraisals depended much on my supervisor bias I was willing to work hard as long as to gain better salary and benefit but my efforts were not paid off In-depth interview 6:  Interviewer: Tran Thanh Hoa  Interviewee: Mr Tran Cao Thang  Title: Worker at Hot-Rolled Steel factory  Age: 24  Working experience period: years  Status: left the company months ago Tran Thanh Hoa: Good afternoon, thank you for joining with me in the interview today Could you introduce something about yourself and the position you are working in? Tran Cao Thang: My name is Thang I had worked as a worker at Hot-Rolled Steel factory for months I just quitted Vina One months ago and now am looking for a new job 54 Tran Thanh Hoa: I would like to invite you to join the in-depth interview in order to explore the causes of high turnover rate of Hot-Rolled Steel factory For you, what is the most important reason that makes workers like to leave Vina One? Tran Cao Thang: Well, many workers have been suffering poor working conditions with consecutive shifts, unfair working assessment and unanswered requests Many supervisors know that but they can‟t help them because each supervisor has a different management style Some even have biases on how to evaluate their team‟s performance and only say good words for those who they like This negatively impacts on the relationships between them and their team Tran Thanh Hoa: If you could have the rights to change the current situation, what actions you think should be taken to solve this problem? What is the best solution? Why? Mr Tran Cao Thang: I think that if supervisors were well trained, they would have known how to evaluate their employees fairly and considered this task as important as many other tasks assigned This could help increase our trust and ease the relationship between supervisors and workers In-depth interview 7:  Interviewer: Tran Thanh Hoa  Interviewee: Mr Nguyen Quang Huy  Title: Senior worker at Hot-Rolled Steel factory  Age: 28  Working experience period: years  Status: return to work for Vina One Tran Thanh Hoa: Good morning I would like to ask you about yourself first Could you please introduce a little bit about yourself? Nguyen Quang Huy Yes, sure My name is Huy I have been working for Vina One-Hot rolled steel factory for years Tran Thanh Hoa: I heard from HR that you wanted to leave in 2015 and then you decided to come back Could you share with me the reason why you decided to leave? Nguyen Quang Huy: I had intention to leave my job because I hoped to receive high salary for the hard and dangerous task Unfortunately, I did not go along well with my supervisor and all my outstanding contributions were not recognized through all these years with the low salary when compared with the market My supervisor only evaluated my performance based on his personal bias I want to change to another company which has the better working environment than Vina One 55 Tran Thanh Hoa: I see This demonstrates that the evaluation of supervisor has big influence on your decision to leave Could you share with me the reason why you decided to stay at Vina One? Nguyen Quang Huy: Actually, I am now working as a worker at Cold-Rolled steel factory instead of Hot Rolled steel factory I have presented my intention to quit the job to the HR department but they suggested that I can move to other departments with the same position I decided to move to Cold-Rolled Steel factory because I truly love my job and want to try another department where the workplace is safer and my performance is evaluated by another supervisor In addition, work-life balance is an important problem impacting on turnover intention, so I have found more free time to enjoy with my family since I moved here THE FIRST QUALITATIVE RESEARCH FINDINGS Interviewer: Tran Thanh Hoa Interviewees: people from different groups as below Group 1: Managers/supervisors/workers who are currently working for Vina One (1A) - Mrs Nguyen Lan Ngoc - Human Resources Manager (1B) - Mr Nguyen Hoai Nam - a supervisor at Hot-Rolled Steel factory (1C) - Mr Tran Nhat Tan - a worker at Hot-Rolled Steel factory (1D) - Ms Nguyen Thi Thanh Thao - Operation manager of Hot-Rolled Steel factory Group 2: Workers who already left Vina One (2A) - Mrs Nguyen Tuong Vi - a factory worker in Reheating furnace department (2B) - Mr Tran Cao Thang – a worker at Hot-Rolled Steel factory Group 3: Workers who intended to leave the company, but decided to stay (3A) - Mr Nguyen Quang Huy – a senior worker at Hot-Rolled Steel factory Data collected after the interview: # Question The reasons why many workers at HotRolled Steel left the company Findings 1A 1B 1C 1D 2A 2B 3A The weak engagement in the team, lack of support from their supervisors; job danger, harmfulness Lack of rewards and recognitio ns; lack of workplace safety toolkit Lack of support from supervisors; bias from supervisor on performanc e appraisal (inconsisten cy across The failures in recruitment (inexperienced recruiter, priority acquaintance); poor career development and team engagement Bias from supervisor on performan ce appraisal; job danger, harmfulne ss ; lack of life Unfair working assessmen t (superviso rs are not trained); unanswere d requests; work-life unbalance Work-life unbalance (time pressure, unhealthy lifestyles); lack of support from their supervisors; unfair on 56 supervisors) ; unclear job description The main cause that leads to high turnover rate Bias from supervisor on performanc e appraisal The solutions that the company has currently taken (workload ) performanc e evaluation (base on personal bias from supervisor) Bias from supervisor on performan ce appraisal Unfair on performan ce evaluation Unfair on performanc e evaluation Building a suitable training course and improving biases from supervisors on performance appraisal Other solutions are suggested What is the best solution? Recruitment errors insurance lack of reward, recognitio n and unfair pay Create a direct line between workers-top managers Training supervisors Provide practices and tools to improve internal communications Training supervisor s 57 THE SECOND QUALITATIVE RESEARCH:  Time of interview: 16:00, 24 June 2016  Duration for each interviewer: 10-20 minutes  Address: Vina One Steel Manufacturing Corporation (National Road 1A, Voi La Hamlet, Long Hiep Commune, Ben Luc District, Long An Province) In-depth interview 1:  Interviewer: Tran Thanh Hoa  Interviewee: Mrs Nguyen Lan Ngoc  Title: Human Resources Manager  Age: 35  Working experience period: more than years  Status: currently working for Vina One Tran Thanh Hoa: Hello Ms Ngoc, thanks for accepting to join the second in-depth interview with me In your point of view, could you share the main reason why many workers at Hot-Rolled Steel leave the company? Nguyen Lan Ngoc: One of important reason is lack of support from their supervisors Many of them decided to work for other steel companies such as Nguyen Minh Steel Manufacturing & Trading Co., Ltd, Hoa Phat Steel Joint Stock Company, TVP Steel though these ones offered less attractive benefits Tran Thanh Hoa: In the previous interview, you said that training the current supervisors is better than hiring new ones Could you share me more details about the reason why you have said that? Nguyen Lan Ngoc: In the period of 4/2015-8/2015, we recruited new supervisors from other companies to replace the old ones However, they need at least 20 days to adapt with our culture and the procedures There were two of them quitting their job because of the high pressure and not yet adapting to the culture, the internal process as well as the lack of engagement from their team Replacement of knowledgeable skilled employees is also very expensive The old ones have more experiences and get used to the tasks, which help save time to train new ones According to career path of team leaders at each factory, they would be promoted to be supervisors This is an necessary process to motivate and increase employees‟ satisfaction In addition, Vina One should organize social events, office tours, company trip to increase employees‟ engagement Currently, these activities are considered as apply for only officers and not yet extended to all remaining employees including workers, due to limit of budget 58 In-depth interview 2:  Interviewer: Tran Thanh Hoa  Interviewee: Mr Tran Nhat Tan  Title: Worker at Hot-Rolled Steel factory  Age: 28  Working experience period: years  Status: currently working for Vina One Tran Thanh Hoa: Good afternoon, Mr Tan, how are you today? Tran Nhat Tan: I‟m fine, thank you Tran Thanh Hoa: Could you share your opinion about the reason why you comment that bias from supervisors on performance appraisal is the main reason that workers want to quit the job at Hot-Rolled Steel factory? Tran Nhat Tan: Firstly, worker‟s performance evaluation is based on their supervisor‟s perspectives There is inconsistency in the way supervisor evaluate their team A few workers have good performance but are not recognized because they don‟t have good relationship with their supervisors Supervisors have the full right to evaluate the results of their performance The main reason for this problem I think is that their voices are not really listened Secondly, Directors and Human Resources manager not care about the real performance of workers, they only judge based on the evaluation from supervisors Many workers would like to appeal the results of this evaluation but there is no feedback for them Tran Thanh Hoa: What alternative actions you think should be taken to solve this problem? Tran Nhat Tan: I think that the problem of KPIs disconnected from job descriptions (assessment criteria are “unsure” and subjective) should also be solved Vina One should provide effective KPIs for both worker and supervisor position 59 In-depth interview 3:  Interviewer: Tran Thanh Hoa  Interviewee: Ms Nguyen Thi Thanh Thao  Title: Operation manager of Hot-Rolled Steel factory  Age: 42  Working experience period: years  Status: currently working for Vina One Tran Thanh Hoa: Hello, Ms.Thao How about your business situation in recent year? Nguyen Thi Thanh Thao: The business situation of my company is pretty good However, in the period 2014-2015, the profit before tax decreased slightly over the same period due to increased costs The capacity of factory reduced from 250,000 ton/year to 160,000 ton/year due to high turnover, which takes the factory more time to train new workers This is one of the causes of huge wastes and low profit margin Tran Thanh Hoa: In the previous interview, you share that Vina One should built training course for supervisor to improve biases from supervisors on performance appraisal besides providing practices and tools to improve internal communications Could you share me more detail about this solution? Nguyen Thi Thanh Thao: We used to have training classes for a group of supervisors who are currently working as excellent employees in the company in many years This process is considered as pilot training for only supervisors and not yet extended to all remaining supervisors Though there are only a few people attending this program, their effectiveness in working with their subordinates proves this solution to be workable A recent survey for the second half of 2015 showed that 71.5% employees under the trained supervisors were more satisfied with their jobs, working environment and supervisor‟ leadership style From 2015 up to now, there are no employees leaving or having any bad feedbacks about their supervisors However, the Board of director of Vina One has not yet focused on training employees due to many difficulties in steel industry nowadays The company would like to cut costs and look down to the importance of training people 60 In-depth interview 4:  Interviewer: Tran Thanh Hoa  Interviewee: Mrs Nguyen Tuong Vi  Title: worker at Reheating furnace department  Age: 27  Working experience period: 2years  Status: left Vina One month ago Tran Thanh Hoa: Could you share more detail about the main reason why worker decided to leave Vina One? Nguyen Tuong Vi: Lack of reward, recognition and unfair pay are the biggest reason why employee decided to leave Vina One The inconsistent career paths, severe discipline as well as poor promotional opportunities pushed me to leave In my new company, I am treated fairly through KPIs that are dependent on not only the supervisor‟s perspective but also the evaluation of HR and top managers Overall, I am satisfied with my current job In-depth interview 5:  Interviewer: Tran Thanh Hoa  Interviewee: Mr Tran Cao Thang  Title: Worker at Hot-Rolled Steel factory  Age: 24  Working experience period: years  Status: left the company months ago Tran Thanh Hoa: In the previous interview, you said that poor working conditions and unfair working assessment and unanswered requests are the reasons that make workers want to leave Vina One Could you share with me more detail about that? Mr Tran Cao Thang: Heavy workload and lack of support from supervisors leading to the work-life unbalance and low engagement in team All workers are well aware of this fact, but we must accept to the job as their job risks because we not know any other better job to move We could not arrange time for both work and family because of the busy working schedule from Monday to Saturday, am to 5h30 pm In many days, we have to work overtime (3 to hours/day including Sunday) in order to keep up with the production progress 61 Tran Thanh Hoa: In the last time, you said that Vina One should provide training course for supervisors This could help enhance the relationship between supervisor and workers that lead to reduce turnover rate What are your opinions about the effectiveness of above solutions? Mr Tran Cao Thang: Vina One used to have training classes for a group of supervisors Employees of the trained supervisors also were more satisfied in their jobs than a group of workers whose managers did not undergo training However, this solution has some limitations due to some reasons: short-time training (only day), not yet extended to all remaining supervisors, the trained supervisors don't always have the ability to share everything with their employees THE SECOND QUALITATIVE RESEARCH FINDINGS Interviewer: Trần Thanh Hoà Interviewees: people from different groups as below Group 1: Managers/supervisors/workers who are currently working for Vina One (1A) - Mrs Nguyen Lan Ngoc - Human Resources Manager (1C) - Mr Tran Nhat Tan - a worker at Hot-Rolled Steel factory (1D) - Ms Nguyen Thi Thanh Thao - Operation manager of Hot-Rolled Steel factory Group 2: Workers who already left Vina One (2A) - Mrs Nguyen Tuong Vi - a factory worker in Reheating furnace department (2B) - Mr Tran Cao Thang – a worker at Hot-Rolled Steel factory Data collected after the interview: # Question The main cause that leads to high turnover rate What is the best solution? Findings 1A 1C 1D 2A 2B Lack of support from their supervisors Bias from supervisor on performance appraisal Recruitment errors Lack of reward, recognitio n and unfair pay Unfair on performanc e evaluation Training supervisors Provide effective KPIs Provide practices and tools to improve internal communications, training supervisors Training supervisors 62 APPENDIX I II III IV V I II III IV V Current KPIs (Report from Human Resources Department in 2015) Performance indicators Worker Supervisor Safety and environment: Number of accidents at work X X Efficiency Efficiency of employees in production X X Energy used X X Quality Percent of final products, which not meet quality criteria X X Production plan tracking Percent of production orders finished ahead X X Percent of production orders finished late X X People Management Compliance with regulations and attitude at work X X Lost workdays due to injury and illness X Ensure an effective interface with is maintained with other teams and X 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ECONOMICS HO CHI MINH CITY International School of Business Tran Thanh Hoa TURNOVER RATE AND PERFORMANCE APPRAISAL BIASES FROM SUPERVISORS IN VINA ONE MANUFACTURING CORPORATION ID:... turnover rate of Hot-Rolled Steel workers at Vina One (Source: Vina One Human Resource Department) Compared to other competitors in this industry, Vina One has the highest turnover rate with 41% in. .. Report from Vina One Human Resource Department) 12 Increasing turnover rate of Hot-Rolled Steel workers poses a threat to Vina One s vision of being a leading steel manufacturer in Viet Nam and