Excessive workload at tax department in district 11.pdf

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
--------------------------
VU BAO MINH
EXCESSIVE WORKLOAD
AT TAX DEPARTMENT
IN DISTRICT 11
MASTER OF BUSINESS ADMINISTRATION
Ho Chi Minh City – Year 2018

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
--------------------------
VU BAO MINH
EXCESSIVE WORKLOAD
AT TAX DEPARTMENT
IN DISTRICT 11
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: DR. NGUYEN PHONG NGUYEN
Ho Chi Minh City – Year 2018

Running head: Excessive Workload at Tax Department in District 11
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Table of Contents
Executive summary .........................................................................................................4
CHAPTER 1: BACKGROUND......................................................................................5
1.1 Company background...............................................................................................5
1.2 Symptoms of problem in Tax department in district 11...........................................5
1.2.1 High turnover rate............................................................................................6
1.2.2 Low Customer Satisfaction..............................................................................8
1.2.3 Significant decrease of growth rate in revenue ...............................................9
1.3 Initial Cause-Effect Map ..........................................................................................9
1.4 Updated cause – effect map....................................................................................14
CHAPTER 2: PROBLEM JUSTIFICATION...............................................................16
2.1 Problem definition: high workload.........................................................................16
2.2 Problem existence...................................................................................................17
2.3 Problem importance................................................................................................21
2.3.1 Work – life imbalance ...................................................................................21
2.3.2 Bad management ...........................................................................................22
2.3.3 Job stress........................................................................................................22
2.3.4 Emotional exhaustion ....................................................................................23
2.3.5 Lack of communication in working environment .........................................24
CHAPTER 3: CAUSES VALIDATION AND SOLUTIONS......................................24
3.1 The list of potential causes of the problem.............................................................24
3.1.1 Lack of career development opportunities ....................................................24
3.1.2 Unfairly treated by the manager ....................................................................24
3.1.3 Unsupportive or bulling by manager .............................................................24
3.1.4 Unequal or substandard wage structures .......................................................25
3.1.5 Outdated in technology..................................................................................25
3.2 The final cause-effect map .....................................................................................26
3.3 Root cause: outdated in technology.........................................................................26

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3.4 Possible solutions ....................................................................................................26
3.4.1 Solution 1: Building a new project: E-recruitment .............................................26
3.4.2 Solution 2: Upgrade contact center communications technology.......................28
References ....................................................................................................................34
SUPPORTING INFORMATION .................................................................................37
Methods Qualitative Research.......................................................................................37
Interview transcription...................................................................................................40

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Table of figures
Figure 1: The percentage of resigned employees of back officers from 2015 to 2017...6
Figure 2:The number of apology letter for customer in 2017 .........................................8
Figure 3: The results of revenue of mandate of tax collection from 2015 to 2017.........9
Figure 4: Initial Cause-Effect Map................................................................................10
Figure 5: Updated cause – effect map ...........................................................................15
Figure 6: Percentage of employee’s feeling about unable to spend enough time with
family.............................................................................................................................18
Figure 7: The influence of the supervisor or team leader on the participants...............19
Figure 8: The evaluate of Workplace Stress on the participants...................................19
Figure 9: Percentage of knowledge of employee about workload increases when
another employee quit their job.....................................................................................20
Figure 10: Percentage of level reaction of employee often carry heavy workload, and
felt like leaving..............................................................................................................20
Figure 11: The evaluate of communication on the participants ....................................21
Figure 12: The final cause-effect map...........................................................................26
Figure 13: Schedule of building E-recruitment and Communicate Center system.......32
Figure 14: List of interviewees......................................................................................38

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Executive summary
Today’s competitive world human resources management is considered crucial for the
efficient and effective utilization of resources. The requirements in terms of human
resources management activities also have changed along with changes in the
environment. Improving public sector performances seems to be only possible when
the public sector has qualified staff. Organizations must identify innovative ways to
increase efficiency and lower costs while maintaining quality services. The paper
begins with a brief description of the symptoms of human resource at the Tax
department in District 11. The situation analysis indicates that Tax Department in
District 11 is experiencing serious issues including excessive workload in employees,
high turnover rate (resulting from the annual report of HR), low compensation
compares with private organizations.
As a result, the overall performance has been deteriorating in recent years. One
indication for the poor performance is the decreasing annual growth rate, low customer
satisfaction. Another evidence is the mandate of tax collection is underperformed.
Besides, the current contingent of civil servants is still generally perceived as lacking
the necessary competence, work ethic and motivation to meet the requirements of the
tax department’s development.
Given the identified problems, the following recommendations aim to help the Tax
Department in District 11 to overcome these challenges, improve performance, and
lower operational costs: Building a new project (E-recruitment); Upgrade contact
center communications technology.

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CHAPTER 1: BACKGROUND
1.1 Company background
Tax Department of District 11 is under provincial-level Tax Departments. The
function of the District 11 Tax department is to perform the administration of taxes,
charges, fees and other state budget revenues within the tasks of the tax sector in the
district 11 under the law. (Decision No. 108/QD-BTC of January 14, 2010).
In 2017, The District 11 Tax Department had a total of 172 employees. There are nine
departments in the organization: The Department for Propagation and Taxpayer
Assistance, the Department for Personal Income Tax Administration, the Tax
Declaration and the Accounting Department, the Department for Management of
Debts and Coercive Collection of Tax Arrears, the Human Resource - Administration
Department – Archives, the Tax Examination, the Internal Inspection Division.
1.2 Symptoms of problem in Tax department in district 11
Criteria to evaluate the situation:
o The turnover rate in employees: according to Chowdhury, labor turnover rate
refers to the movement of employees in and gets out of a business, and the term is
commonly used to refer ‘wastage’ or the number of employees leaving. High labor
turnover causes problems for business, and it is a costly affair, which lowers
productivity and staff morale. (Chowdhury) (1). In the public sector, the high turnover
rate also takes many costs of the company includes money and time. Managers and
HR department have to spend time on recruitment and training for new candidates.
o KPIs: After that, the annual KPI for each department is the scale for the award.
In the KPI report, three essential elements demonstrate the effective operation of the
unit: the percentage of completion of the assigned budget plan, the number of the file
processed on time and complaints by the customer. However, the Tax Department
District 11 has not a good result in 2017. Last but not least, the relationship of
colleagues in the public sector is complicated to determine the data or official paper.

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However, it is also shown in the description of the duties of each member in the same
department at the beginning of the year.
Turnover rate of back officers is the high number of staff 33 employees / total 172
employees. This report will focus on the problems that the organization has been
facing in recent years, especially in back officers.
Following by the results of historical data of human resource report 2017. This study
offers possible symptoms or the findings, discuss the element of the bad signal of
organizations facing with one of the hardest time since many symptoms have been
proved as below.
1.2.1 High turnover rate
The turnover rate has been significantly high in recent years as suggested in the table
below:
Figure 1: The percentage of resigned employees of back officers from 2015 to 2017
Source: Annually report of HR team
We have to compare this ratio with other departments in our company because we do
not have data of turnover rate in the other company in the same industry. When
comparing to the turnover rates of other departments in the organization, it can be seen
the rate of resigned employees in back officer is higher in comparison with others.
This issue can potentially incur substantial costs to an organization in the form of
recruitment and training costs and time. When an employee resigns, HR needs to find
a suitable candidate to fill in the vacant position. The cost of recruitment and

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instruction will increase as the company has to spend on recruitment contests,
interviews, and salaries for HR employees.
When a new employee is hired, it would take months of probation and training before
they start delivering results. However, by the time they pass the probation, many of
them resigns due to the high level of stress and pressure. As the employees start
delivering his performance to the organization the sad part is that he or she is leaving
the public sector and moving to another organization.
In addition, during the probation period, the new employee will not be able to handle
all the assigned tasks thus many of these tasks are delegated to their colleagues,
resulting in the increase of pressure and stress level on current employees. Even
though the managers understand the importance of creating a plan for the recruitment
before doing it, the planning is still quite poor with the forecasting of the needed
workforce in only near-future. Almost employees’ resignation has to work under so
much pressure such as the tax collection, risk, work-life balance. When missing a
position in the team and the time of hiring and training for new employees take too
long. From that, each current member has to have more tasks to completed work day.
Thus, Job overload becomes a serious issue in the organization. The effects remain
from the past with older labor force that is not easy to adapt to the rapid changes, weak
in technical skills. They can be trained but it will take a long time, and that means
more money is wasted.

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1.2.2 Low Customer Satisfaction
Figure 2:The number of apology letter for customer in 2017
Source: Annually report of Administration Department
The table below presents the total apology letters to customers in 2017 of Tax
Departments that are similar in size and tax collection with Tax Department in District
11. In 2017, the rate of late document processing, bad feedback from customer higher
than District 5, District 12 and the average of HCM is around 10-20% (following by
annually report of administration department. It means that the result also reflects the
dissatisfaction of customers in the civil service of the Tax Department in District 11.
As of now, according to Mrs. Le Thi Ha, staff appraisal is carried out according to
eight criteria. However, there are general and broadly applied to applied to other
departments across the organization.
Hence, the current policy does not appraise the work that people do in an adequately
effective way to enable an essential assessment of specific staff performance. They are
sometimes wrongly used as a voting device to select candidates for promotion
opportunities. Besides that, the evaluation of civil servant performance is only a
formality. The method and criteria for evaluation are unsuitable with no emphasis on

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the performance results and effectiveness. Moreover, the civil servant's evaluation
system fails to assist the supervisor to understand the working competency of each
civil servant in order to use the right person in the right place.
1.2.3 Significant decrease of growth rate in tax collection
Figure 3: The results of mandate of tax collection from 2015 to 2017
Source: Annually report of Administration Department
The mandate of tax collection is underperformed. The organization has not reached the
targets for inspection and investigation in three consecutive years since 2015 (98.02%,
97.82%, 95.75%). As a result, compensation and benefits for employees decreased,
and further lowering their motivation and efforts.
1.3 Initial Cause-Effect Map
Below is the initial cause-effect map that identifies all the likely causes of the problem
that company are facing.

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Figure 4: Initial Cause-Effect Map

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Low compensation
Mr. Nguyen Hai Hoang – Manager of Human resource working at Tax department in
District 11 believed that low compensation will result in low employee motivation and
standard benefit. To further evaluate this point, five employees were interviewed to
give valuable insights of the situation. All five interviewees have experiences working
for other companies before. When they were asked to compare their earnings when
working at Tax Department in District 11 with other organizations, three of five
interviewers said that Tax Department indeed pays lower than other companies.
However, these interviewees are satisfied as they believe public service is a
prestigious and stable career. In particular, Mrs. Nguyen Thuy Quyen said that even
though the pay is lower than that of companies in private sector, she has more time to
take care of her family and she does not want to change her job again. She enjoys the
social recognition and career security. However, all five interviewees agree that
current compensation does not motivate them to put more efforts on their tasks, thus
resulting in the overall underperformance of the organization.
When analyzing the organization’s salary policy, it seems that the compensation
policy does not align with the organization’s overall goals. The Tax Department uses
the same salary policy and structure mandated for organizations in public sectors.
Hence, the salary policy is somewhat inadequate and complicated. The compensation
system design is not suitable for the job position, professional position, and leadership
position. It still has an average justified base on quota and the year of work.
In addition, the current compensation is not enough to maintain a high standard of
living for the employees, and attract talented candidates for the department. Instead,
there are several types of allowances and non-salary incomes which are decided by
different agencies and levels, causing unreasonable inconsistencies in the
administrative hierarchy and service. Meanwhile, salaries and bonuses are not linked
with the productivity, quality, and efficiency of the work of employees. This explains
why the current salary policy fails to improve productivity, quality, and efficiency of
the current workforce. Besides, low wage is also believed to be the main reason for
the increasing corruption (e.g., bribery) in the public sector.

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Excessive workload
Another potential problem that results in the identified symptoms is the excessive
workload (high workload, job overload) that the organization is experiencing during
busy seasons. To investigate this situation, four employees who are working as
Human Resource department, Propagation and Taxpayer Assistance department, Tax
Examination department, Department for Personal Income, Management of Debts
department were asked to evaluate their workload during peak seasons.
According to the interviews, during the period that several companies begin to file
their fiscal reports, these employees must work on an average of ten hours per day.
They are also required to work full time on Saturday, instead of working half-day as
usual, to meet deadlines. However, according to Mr. Nguyen Hai Hoang, human
resource assistant – 5 year experiences, due to the confidential nature of the work,
Human Resources department cannot hire part-time workers to share the extra
workload.
Mr. Hoang also added that, per the organization’s policy, employees are not allowed
to work overtime thus the budget for overtime pay is relatively low and would not be
able to cover the substantial amount of overtime hours occurred during busy months.
The problem with overtime budgeting leads to a challenging stalemate: employees are
expected to fulfill their tasks on time but are not allowed to work extra hours nor pay
for their extra efforts
Mrs. Nguyen Thuy Nga, employee of Department for Personal Income, expressed her
frustration regarding this issue during the interview. As a civil servant with 14 year
experiences, Mrs. Nga has to input a large volume of data into the Tax database
management system in a timely manner with great accuracy. The pressure is much
higher during busy months as she often struggles to manage a much larger data
volume while trying to meet deadlines and maintain the input quality.
In addition, another reason makes more heavy work overload in employees Mrs. Ha
mentions that the unclear workflow is one of the reasons for poor coordination and
shifts in responsibility between departments. Some basic procedures have been set up,

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but they are mostly addressed by e-mail. The department's procedures will be
disseminated internally within the department, so there is no interaction between the
departments and staffs do not become aware of how their work will affect the work of
another department. This is directly affected the processing time, tracking the action.
High workload often results in the increase of stress level within the organization.
Many employees often feel aggressive or extremely stressful especially during peak
seasons. This in turn significantly decreases performance and productivity of the
organization.
The high level of stress is also associated with the increasing sick leave rate and early
retirement rate. This will in turn increase the workload to current employees,
becoming a vicious circle that negatively affect the organization’s performance.
Lack of training for employees
The introduction of new technology into the workplace has been a crucial driver of
workforce productivity over the decade. Organizations across all sectors are
increasingly rely on technological innovation to drive productivity and cover the
shortage in expertise and personnel. Mr. Le Hong Duc, Leader team of Management
of Debts Department, commented: "Innovation, however, will not influence just
productivity alone. It will also improve the nature of the work. For example, the
application of new technology solution, such as tax management center (TMS), and
invoice report management center (QLAC), creates new opportunities to improve
transparency and engage citizens.". In addition, Mrs. Le Thi Ha, employee of
Propagation and Taxpayer Assistance, shared that many organizations in the public
sector are willing to adopt new technology in operation and management.
However, many employees at the Tax Department District 11 find it challenging to
keep pace with the rapid changes of technology. Indeed, half of the employees has low
adaptation to innovative technologies. These employees are mostly middle aged, an
age group that has little exposure to technology and low technological adoption rate.
In addition, a major cause that attributes to the low adoption and adaptation rates
within this employee group is the lack of training. Per Mrs. Nguyen Thuy Quyen,

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employee of Tax Examination department, the training programs are heavily focused
on mandatory courses of politics and state management, which are created to meet
generic expectations. Hence the training process is, to a great extent, irrelevant to job
descriptions and role responsibilities.
1.4 Updated cause – effect map

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Figure 5: Updated cause – effect map

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According to Mats Glambek, Anders Skogstad (2), workplace bullying refers to
harmful and ongoing actions that intend to intimidate or create a safety risk to an
employee (or a group of employees). The consequences include impaired mental
health, decrease in job dedication, low job satisfaction, and low intention to stay. The
root of workplace bullying is often the aggressive characteristics of the bullies, which
can be easily developed in a highly stressful work environment.
According to M. Joseph Sirgy and Dong-Jin Lee (3), work-life balance refers to the
minimizing of conflicts between work and other aspects of life. Employees who fail to
balance between work and life often experience a high level of stress. In addition,
Shweta Jaiswal Thakur and Jyotsna Bhatnagar (4) also indicated a strong relationship
between work-life balance and employees’ intention to stay. Therefore, the negative
effects resulting from the work-life imbalance are believed to be the main reason
employees want to leave their jobs.
CHAPTER 2: PROBLEM JUSTIFICATION
2.1 Problem definition: high workload
Welbourne, Johnson, and Erez (5) proposed that individuals in organizations are given
two key roles: the job-holder role and the organizational-member role. The job-holder
part is representative of the formally prescribed (or in-role) duties and responsibilities
that employees must fulfill; in contrast, the organizational-member role encompasses
employee expectations to be good corporate citizens.
“Workload concerns to the amount of work that is designated to a worker need to do”
(Qureshi et al.) (6). Work overload has an essential influence on work exhaustion
(Ahuja et al.) (7). In an increasingly aggressive environment, work overload is not an
unusual concern faced by most of the employees. It is supposed to be a real problem
in almost every organization (Altaf and Awan)(8). The cause of stress appears to be
the work overload resulting from time pressure and complexity of work (Mazloum et
al.)(9). Burnout is the consequence of inferior job satisfaction (Nirel et al.)(10) and
increased withdrawal of retained employees would be obvious in job dissatisfaction

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(Sheridan and Abelson) (11). A direct relationship has been found between workload,
stress and turnover intentions (Wefald et al.)(12).
Welbourne et al. demonstrated the empirical distinctiveness of these two work roles,
and recent research has suggested that employees often feel pressure to engage in both
types of functions (Perlow). Moreover, individuals who successfully achieve both
their job-holder and organizational-member parts are likely to be provided higher
performance evaluation ratings and be judged more promotable than are employees
who either choose not to or lose to make so (Allen & Rush) (13).
2.2 Problem existence
Given the identified problems, which are Job Overload, Low Compensation, and Lack
of Training, Job Overload is believed to be the central problem that needs immediate
solution due to the following reasons:
(1) While Low Compensation is a critical problem, the improvement or
replacement of salary policy in the Tax Department requires the change of the
whole compensation system across the public sector. Thus, given the scope of
this thesis, this problem cannot be address within the Tax Department District
11;
(2) The solution for training programs should be long-term plans to not only
improve employees’ enthusiasm and attitude but also adjust the program content
itself. Such plans require substantial research on different task and job
requirements across the organization that the time horizon of this thesis could
not cover;
(3) From the interviews, Job Overload is believed to cause the most frustration to
current employees, which directly resulted in the identified symptoms including
high turnover rate, low customer satisfaction, and underperformance. Therefore,
given the short time frame, addressing this problem would yield the most results
for the organization.

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Two methods of research have been carried out to identify and evaluate the problem
within the organization:
(1) Qualitative research: conducting in-depth interview to get insightful perceptions
revolving around the central problem of Job Overload;
(2) Quantitative research: analyzing historical data of the annual reports of Human
Resources Department to quantify the level of Job Overload as well as the negative
effects resulting from this problem.
Figure 6: Percentage of employee’s feeling about unable to spend enough time with
family
Source: Working Environment Survey of Tax department in District 11 - 2017
The pie-chart suggests that nearly half of the respondents concerned about not
having enough time with their family.

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Figure 7: The influence of the supervisor or team leader on the participants
Figure 8: The evaluate of Workplace Stress on the participants

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Figure 9: Percentage of knowledge of employee about workload increases when
another employee quit their job
Figure 10: Percentage of level reaction of employee often carry heavy workload, and
felt like leaving
Two charts show that employees recognize the increasing pressure and workload as
they have to take in more tasks after the resignation of their colleagues.

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Figure 11: The evaluate of communication on the participants
2.3 Problem importance
Based on the literature review in section 2.1 and the survey results in section 2.2, it
can be seen that “Job Overload” is a serious problem at the Tax Department in District
11. Failure to reduce the pressure resulting from work overload, especially in the Tax
Examination department, would result in the following consequences:
2.3.1 Work – life imbalance
Work-family conflict is a distinct variety of role conflict in which work-role demands
prevent family-role requests (Greenhaus & Beutell) (14). Besides, work overload is
one of the significant work domain predictors of work-family conflict (Eby et al.)
(15). Individuals who perceive their workload to be more than they can handle are
likely to experience exhaustion and fatigue, which may negatively influence one’s
motivation to respond to the demands of the other domains. In any industry, work-life
balance is an essential factor that usually determines the satisfaction of employees

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with their work (O’Leary and Deegan) (16). Bloome, Rheede, and Tromp (17)
reported that work-life conflict contributed significantly to turnover intentions for
employees within the hospitality industry. Their study cited the lack of organizational
support and dissatisfaction with the flexibility at the workplace as the leading causes
of the work-life conflict. Out of control work-life balance has been illustrated to be
related to adverse work outcomes such as high turnover rate, job dissatisfaction, job
burnout (Greenhaus, Parauraman & Collins) (18).
2.3.2 Bad management
In different companies, the type of management can vary from one to another, and this
can influence whether an employee decides to leave or stay in their job. Evans (19)
remarks on research regarding a group of workers who had left their jobs, and were
surveyed about what they expected from management and what they had received
from the administration. Author, Andree (20) believed the idea that employees leave
their jobs, not due to the company that they work for, but those that they operate under
and this supports the findings from Bevan’s research. This means that managers can
influence an employee’s intentions to leave and that those managers who equaled the
expectations desired by the employee, had a better chance of reducing turnover and
raising retention (Borstorff) (21).
2.3.3 Job stress
Job stress as a negative mental state which is the consequence of a response to the
characteristics of the workplace environment that appear to be physically and
emotionally threatening. Workers who suffer from a higher level of work stress are
more probable of being less motivated, less safe at work, physically weak, and less
productive. Their organizations likewise are more averse to succeed in the competitive
market. They moreover discovered that the principal determinants of job stress are
less autonomy and more insecurity of job. Previous research confirms that work
overload is an important antecedent of job stress (e.g. Maslach, Schaufeli, & Leiter)
(22).

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High turnover rate may be the consequence of numerous factors. However, stress is
observed to be the most critical thing (Leontaridi and Ward) (23). Pressure is the
result of tensions, and according to Cote and Morgan (24), it can impact employee
turnover. The job-related tension badly affects job satisfaction that can show high
turnover intentions (Kemery et al.) (25). On the other hand, High stress was recorded
as leaving purpose to reduce in case of work satisfaction (Otis and Pelletier) (26).
Higher stress raises the ratio of employees’ aims to quit their current job (Kavanagh)
(27) .
Stress in the workplace has shifted a significant issue for companies as it has shown to
be linked with worker performance, job dissatisfaction, burnout, and turnover.
According to Luthans & Jensen (28) found that up 52% of the employees surveyed
had either looked for a new job or had left their current position based on what they
believed to be workplace stress. Various reasons can cause workplace stress.
2.3.4 Emotional exhaustion
When employees since they are no more capable of offering themselves at a
psychosomatic level it is called a state of emotional exhaustion (Maslach & Jackson)
(29). The workers feel fatigued, tired their emotive dynamisms are shattered when this
frame of mind becomes continuing, and for a more extended period, the workers are
assumed to be exhausted emotionally. Consequences of burnout that have been
documented in subjects include low job satisfaction, high turnover rate, and defection
as well as poor service quality toward customers (Yiu et al.) (30).
One of a pervasive definition of job stress is the physiological, cognitive, emotional
and behavioral reaction to the dynamic and harmful perspectives of work, the
environment in which the work is being done and overall organizational climate. Job
stress is characterized by feelings of helplessness in the accomplishment of a task
assigned (Mirela & Adriana) (31). The other outcomes of job stress include a
significant decrease in the level of organizational commitment and job satisfaction
which may lead to depression, non-productive work behaviors and intentions to quit.

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2.3.5 Lack of communication in working environment
There are many pieces of research show that employees want to work in companies
that will listen and talk to them. Lack of communication among co-workers can hurt
the workplace. Besides, effective communication is fundamental in every industry,
and the employee needs to pay more attention for that.
CHAPTER 3: CAUSES VALIDATION AND SOLUTIONS
3.1 The list of potential causes of the problem
The causes of overload in work are related to the same factors that cause them to lose
interests in their jobs. Based on the literature review of Basel Alsayyed and Fayza Al
Braiki (32) a list of five potential causes of the problem is developed as follows:
3.1.1 Lack of career development opportunities
If the job is a dead-end proposal, this should be explained before hiring so as not to
mislead the worker. This situation should be described accurately, without raising
false hopes for growth and progression in the position. This means limited promotion
and growth opportunities is destroyed effort of employees.
3.1.2 Unfairly treated by the manager
Since employees regularly want to do a great job, it reflects that they also want to be
appreciated and recognized for their effort. Even the most experienced employee
needs to be told what he or she is making right once in a while. Make sure the
employees know that they are appreciated. The gap of age in old generation and new
generation in the same team was a primary reason unfair in every task. The biggest
weakness is that the old culture and society pressure affect the working life and also
the relationships in the workplace.
3.1.3 Unsupportive or bulling by manager
Employees require direction and guidance. Fresh employees may need extra help in
learning an unfamiliar job. Furthermore, the deficiency of a training program may

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cause workers to fall behind in their level of performance and feel that their
experiences are lacking. Besides, the organization has ten regulations on behavior,
communication between employees and the company and between staff and customers
are circulated in the staff manual and billboard in public place. However, the
regulations are concise and general, not specific guidance. At the same time,
communication courses, soft skills are also not interested, organized for employees. In
general, the depth interviews result shows that employees culture at the level of
tangible values has some positive aspects but still some limitations.
3.1.4 Unequal or substandard wage structures
Inequity in salary structures or low pay is significant causes of dissatisfaction. Again,
a new employee may wonder why the person next to him is receiving a higher wage
for what is recognized to be the same work. The organization should have a wage and
job evaluation system in place.
3.1.5 Outdated in technology
With current technology situation, the civil servant will spend more time working
through old methods than is necessary. They catch up worthy time, which could be
better spent being productive. The old technology works slower, takes longer to
accomplish tasks, and requires much more time-consuming maintenance. The
decreased productivity result was recorded.

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3.2 The final cause-effect map
Figure 12: The final cause-effect map
3.3 Root cause: outdated in technology
Following by three of five interviewees mention that their organization's technology
and methods abuse their work productivity. Outdated technology is retaining civil
servants in the modern workforce back from driving process effectiveness and
identifying ways to make their work life better. According to the Chief Marketing
Officer of Samanage, Randy Drawas have proposed that employees want to improve
in the workplace. IT management and access to intelligent technology not only
support the automation of non-essential tasks but for the individual increase in
productivity. In addition, outdated, bare technology is crushing tons of time of
customers and damaging employees. Thus, in order to create a better work life,
organization need to adopt modern technologies that allow upgrade technology system
to spend more time on significant and impactful tasks and greatly less time on the
repeated and ordinary.
3.4 Possible solutions
3.4.1 Solution 1: Building a new project: E-recruitment
Tax department had an internal problem of recruiting 3 - 4 years experienced employees
during peak seasons, and that was a big challenge in the public sector. To resolve this

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issue, we decide to focus on the time improvement of recruitment and reduce hiring
cost. The implementation plan includes two steps: preparation – to identify information
relevant to the effective hiring process, an action plan – to build the new project called
E-recruitment.
Identify information relevance to effective hiring process
This step will begin with identifying important information about soft skills and relevant
knowledge of potential candidates such as persuasion, argument and emotional
intelligence. These skills are called essential skills because they are critical for new
employees to adapt quickly to the new environment. Then, the HR department needs to
build recruitment standards and accurately identify potential candidates. In addition, the
HR department should occasionally conduct surveys among employees who left jobs
within six months to figure out the reasons resignation. Essentially, the department
should also survey current employees to identify potential issues. Based on these results,
they will have enough information to choose the right candidates for their organization.
E-recruitment project: (Estimated cost: VND 50,000,000)
The new project will develop a recruitment portal with high interaction level. The
objectives of the new e-recruitment include:
- To help the HR department expand their recruitment pool through the online
channel, follow up quickly, and analyze the database to choose applicants who appear
to be the best match for a particular position. In addition, the new e-recruitment is easy
for analyzing potential target group in requirement.
- To help the Tax department manage the recruitment process, reduce hiring time
and cost.
- To help HR department storage candidate database and be able to reach out to
these candidates when needed.
- To advertise job opportunities and communicate a positive working
environment to potential candidates.
- To conduct assessment of potential candidates through online testing system.
The e-recruitment will be developed as a back-end system of Tax department’s
website with easy accesses and interactions. The main features of the new system
include:
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- User-friendly: A recruitment system with logical display-port will increase
productivity for the user.
- Request: This function has two parts such as job description management,
approval for hiring. The role of this section is to help the HR department build the
recruitment process.
- Multi-channel posting: This function allows the HR department to spread out
job offers to other channels to reach a wide range of target audiences at the lowest cost.
- Database analytics: collect all data related to candidate profiles, automatically
filter out unqualified profiles, and show potential candidates who meet the criteria set
by the HR department. In addition, users will be able to screen or score the database of
candidates.
- Online assessment test: This function allows the company to design and create
assessment tests online. When combined with the automatic email system, the system
will provide the candidates with ID and password to access and complete an assigned
test. The result will be automatically sent to the analytics center for the next step.
- Matching: match a candidate’s skills with the criteria set by the HR department.
For example, if an applicant had skills that can fit into more than one position, this
candidate surely has an advantage than the others.
- Analyzing and Visualizing: The system also equipped with Data analytics and
visualization functions to aid decision-making process.
This solution illustrates the necessity of executing the HRM strategy effectively
to ensure that the organization can operate efficiently and its employees can work in a
healthy working environment. As discussed in the previous sections, recruitment and
compensation policy play an important role in achieving the organization’s sustainable
development. Hence, the e-recruitment is expected to be a valuable investment for the
Tax Department.
Finally, by promoting a good working environment and improving the recruitment
process, the Tax Department will be able to lower its turnover rate significantly.
3.4.2 Solution 2: Upgrade contact center communications technology
Objectives
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Nothing is more critical to the achievement of every organization than satisfying
customers, and the quality of the communicating system can gain all the difference. The
new communication technologies were expected supply an experience beyond various
channels for your customers and employees, driving new levels of productivity and
satisfaction.
Actions
Actually, civil service was often facing problem to the limitations of current software
and conducting its processes in inefficient ways. Firstly, we need to review the method
of communicating between civil servant and customer. The review of the process on the
most popular software solutions used across many foundations. After that, we need to
explore tools and strategies can use to integrate better and customize that software, thus
maximizing its benefits. When using new communication technology, the civil servant
can discover and convey information to the relevant department or customers anywhere.
Furthermore, the civil servant can be in constant contact with their customer and give
them real-time information on the status of an appointment and can immediately
communicate their needs if there are any. This trend is pushed by the need to adapt, and
organization needs to innovate and stay closer to customers in the face of traditional
disruption. That takes advantage of saving time and reduce stress for civil servants. Here
is a look at two communicate technology features for new system express that managers
would want to consider:
- A meeting scheduler – to plan scheduled events by online.
- Communication tool provides the customer for issuing a card on a complaint
or problem. This card gets assigned to a classified worker who will ensure that it is
resolved in time. The software is a tool created to track open issues and queries, capture
customer feedback and track employee’s productivity.
- Create a scheduled notification for users. For example, in the deadline to apply
the financial report, the civil servant can create a notification for their customer just by
a click in new software. After that, the new solution will automatically send a
notification to the customer by email, SMS, traditional letter.
- Connect with VNPOST (Vietnam post office) to reduce paperwork to send a
traditional letter.
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