Low employee motivation in JAMJA Corp

Abstract

JAMJA is a promotion driven platform that helps merchants increase traffic and sales (online and traditional stores). This startup aims to become a discount app in Vietnam with hourly discount bookings and rapid expansion from restaurants and entertainment to beauty. The platform will be upgraded day by day to help merchants optimize sales by offering various discounts based on the number of empty tables, time frames and actual sales in a day. Customers will also benefit from these improvements, such as instant booking of up to 50% off at certain times of the day besides an average drop of 10% to 30%. JAMJA has reached nearly 5 million views per month and aims to become the number 1 daily transaction app in Vietnam pioneering time-based discounts for bookings along with the ability to quickly expand into many markets ranging from entertainment to travel. The KPI of the Partnership Department includes many factors such as GMV (Gross Merchandise Value/ Volume), commission from providers, leads, new contracts, renew contacts and partner feedback,... Although other factors also have bad manifestations but not really as prominent as the three symptoms mentioned in Symptoms Chapter. In addition, they account for a high proportion in the KPI evaluation of the members as well as a prominent expression of the business situation of the department. Therefore, I can call all three symptoms briefly as the low KPI performance of the Partnership Department. Based on quality data from interviewing Mrs. Thuy, Ms. Thao and Mr. Trung combined with literature, I have discovered potential problems that exist in the Partnership Department. In particular, there are some problems that seem to be quite serious and should have been solved as soon as possible such as high pressure, ineffective discount programs but they are out of control of our department. Although we want to solve it thoroughly, it depends on other groups such as the Marketing or HR department so it is very difficult to do it right now. So, in the end, I chose the low motivation as a central problem because it is completely under the control of the department and will definitely bring good results. Because it can even help solve partly high pressure problem and thereby improve the unprofessional sales communication problem when employees feel more comfortable and satisfied with their work. The relationship between employee motivation and performance seems to be clear. Because when we recognize a task to be important and valuable, employees will do it with a high level of dedication and enthusiasm to accomplish it. With that in mind, managers need to have the right ways to keep their employees motivated as much as possible. Employee motivation is critical for every organization to improve the performance and productivity. In the Central problem part, I delved deeper into the problem of employee motivation, from the definition and the impact factors and the consequences. This will be a solid foundation for the next chapter to find the cause and solution for this problem. Research on factors affecting work motivation will provide information for managers to determine which factors have a strong impact on employee motivation, creating a premise to build right solutions to encourage and motivate employees to work hard in order to increase the efficiency of human resource management as well as improve the business results. The effect of motivation depends on the incentives (material and mental) that stimulate employees to use up their potential capabilities and try their best in doing the job. Despite the efforts to persuade and create the best conditions to promote their productivity, many managers still fail. The reason is that from the beginning, they did not eliminate all the false ideas in stimulating subordinates' motivation. Some managers think money is everything. Certainly, if paid well, the staff will be willing to do everything for you. However, the feeling of excitement for high pay is short. Remember that putting concerns, giving compliments, confirming the contribution and position of employees is the real stimulus that can really boost work performance. With the alternative solutions proposed in Chapter IV, I hope to bring motivation to employees to have greater efforts to learn, draw on their work experiences, improve their knowledge, qualification for self-improvement. In addition to the direct values and benefits, we can see that motivating employees also brings indirect value that is the solidarity of collectives and teams. It is this solidarity that brings about efficiency in employee performance.