Abstrac – First_Author_Le Nhat Truong Chinh – EMPLOYEE MOTIVATION IN VIETNAM 2021 – 2024 ANALYSIS AND RECOMMENDATIONS

PUBEC 2025 – Phenikaa University, Business and Economics’ Conference 

EMPLOYEE MOTIVATION IN VIETNAM 2021 – 2024: ANALYSIS  AND RECOMMENDATIONS 

Le Nhat Truong Chinh 

Success Partner Founder  

Address: 182/1/6C De Tham Str., Cau Ong Lanh Ward, District 1, Ho Chi Minh City,  Vietnam  

Email: chinh@successpartner.vn 

Mobile: 091-468-1628 

Research rationale:  Employee motivation plays a critical role in determining work performance and organizational  engagement. This research aims to analyze key motivational factors affecting employees in  Vietnam over the period from 2021 to 2024. Understanding these factors allows businesses to  develop strategies that enhance workforce productivity, reduce employee turnover, and  mitigate burnout risks.  Research problem/question:   What are the key determinants of employee motivation in Vietnam, and how have they changed  over time? How do these factors influence employee retention, burnout risk, and overall  organizational performance?  Research methods:  This study is based on data collected from the Motivation Questionnaire (MQ) administered  between 2021 and 2024. The dataset comprises responses from over 2,200 employees across  200 medium and large enterprises in Vietnam. The analysis focuses on key motivation  indicators such as the Individual Motivation Index (IMI), Recognition Satisfaction (RECS),  Achievement Needs, Perceived Control, Employee Leaving Risk, and Burnout Risk. Data  analysis includes trend evaluations and correlation studies to identify key motivational  patterns.   Main results: 
  • Trends in Employee Motivation: 
o 2021: IMI at 60.9, indicating post-COVID-19 recovery, with emphasis on work life balance.  o 2022: IMI increased to 64.3, highlighting improved recognition and personal  growth opportunities.  o 2023: IMI declined slightly to 60.6, reflecting increasing work pressure. o 2024: IMI dropped to 55.7, suggesting severe work-life imbalance and  heightened burnout risks.   PUBEC 2025 – Phenikaa University, Business and Economics’ Conference 
  • Key Factors Affecting Motivation and Performance: 
o For employees: Recognition Satisfaction (RECS), Needs for Achievement,  Excellence, Autonomy, and Energy Release Level.  o For managers: Recognition Satisfaction (RECS), Needs for Achievement,  Challenge, Power, Excellence, Perceived Control, and Job Security  Satisfaction. 
  • Turnover and Burnout Risks: 
o Low recognition and poor utilization of abilities increase employee turnover  risk.  o Companies without structured development programs experience a 35% higher  turnover rate.  o High energy release strongly correlates with burnout risk (r = 0.71), while  positive work attitude inversely correlates (r = -0.74).  o Poor work-life balance exacerbates burnout, particularly in high-stress  industries.  Main implications: 
  • Practical Implications: 
o Implement flexible work policies to enhance work-life balance.  o Establish structured recognition systems and clear career pathways. o Introduce stress management programs to mitigate burnout risks. 
  • Managerial Implications: 
o Encourage employee participation in decision-making to increase engagement. o Train managers to provide regular feedback and recognition to employees. o Balance workload distribution to prevent excessive job demands. 
  • Policy Implications: 
o Develop national guidelines for employee well-being and work-life balance. o Promote mental health initiatives within workplaces to improve workforce  sustainability.  Keywords: Employee motivation, work-life balance, burnout risk, employee retention, recognition  satisfaction, career development  
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