I.

INTRODUCTION

The electronics industry is undergoing significant challenges amidst the digital

transition, particularly in expanding human resources and retaining talent. The job
market has become more difficult, competitive, unpredictable, and chaotic. A
forthcoming study will delve into the challenges that Samsung Electronics Vietnam
(SEV) is grappling with, propose a motivating strategy tailored to the current market
conditions, and provide recommendations for performance management and continuous
development.

II. MAJOR FINDING

Task 1: Motivational strategy

A. Theoretical
1. Definition of motivation

As David and Anderzej state (2010), motivation becomes an intellectual way of reaching
conclusions for specific goals and thereby initiating and monitoring them. In the
workplace, workers are considered according to pre-existing assessments and
requirements. The evaluations that come from these reviews have the potential to
stimulate various emotions in employees, thereby affecting their job satisfaction levels.
Overly positive feedback from employees can indicate employee satisfaction, but low
employee ratings can mean dissatisfaction. Employee motivation can come from
external factors (e.g., allowances for good performance) or internal factors, like
someone's desire to continuously improve themselves.

2. Theories of motivation

a, Maslow’s Hierarchy of Needs

Maslow determined that human motivation comes from five basic needs: will be
classified into physiological types (water, food, shelter, sleep), safety and security
( work, housing, health), belonging (family, friends, community), self-esteem (respect,
status) and self-actualization (realization of abilities and potential ). As explained by
Sahito and Vaisanen (2017), people's needs can continuously change as they constantly
evolve in their lives.
b, Herzberg’s Two-Factor Theory

Herzberg's two-factor theory, or hygiene factors and exposure factors of work,

includes external work context factors (hygiene factors or dissatisfaction factors)
and internal job content factors (motivation or satisfaction factors). According to
Herzberg (1965), salary and job satisfaction of workers have a close relationship,
thereby increasing their motivation level and work performance. Hygiene factors
play an important role in preventing and managing employee dissatisfaction, while
their lack can cause unprecedented unhappiness in the organization (Saif et al.,
2012).

c, Goal setting theory

Motivational goal setting theory was first introduced in the early 1960s by famous
cognitive psychologist Edwin Locke. From this perspective, there is a tendency toward
more precise and clear goals that provide direction for an individual's efforts to
accomplish a task. Ambitious but achievable goals can keep employees motivated and
actually improve their performance levels; however, the goals will be favorable as long
as the employee and the organization can understand and support each other. This
suggests that managers must be able to identify specific goals as well as aspirational
goals and, therefore, employees need to be involved in the goal-setting process. When
individuals perceive that society's goals are their own goals, they will not hesitate to
participate and make efforts toward these goals (Saari and Judge, 2004).

d, Vroom’s Expectancy Theory

According to Vroom's expectancy theory, behavior is the result of a conscious

decision between options because the goal of that choice is pleasure and intensity of
pain. Personality and skills have an impact on performance and motivation, effort
and attention. Value, instrumentality, and expectancy are three things that the theory
says are functions of motivation, each rewarding achievement and motivation
obtained through value. The more effort, the better the performance, however these
two factors must be adjusted appropriately (Wagner and Hollenburg, 2007).
B. The case of Samsung Electronis Vietnam (SEV)
1. Samsung's current challenges and their potential root causes

1.1 Monetary Incentives

Money here is a translation word that means financial rewards given by organizations to
motivate and improve employee performance. Examples of incentives are salary
increases, profit sharing, stock options, individual and collective awards, performance-
based pay, vacation and leave payments and more. Successful monetary incentive
programs support organizational goals and policies, encouraging equitable and
consistent delivery of benefits (Groysberg, 2021). The goal is to achieve the desired
level of employee satisfaction, job satisfaction, and productivity by monetary and non-
monetary means (Pfeiffer & Velthuis, 2009).

Not only are the salary and bonuses, Samsung Vietnamers gets a matter of figures but it
is the substance that brings up the workforce and improves their lives at the same time.
Samsung to pay the suitable salary to its workforces in Vietnam according to what
employees contributed and the skills they used in. According to Anh (2024), a software
development engineer earns an average of $96,000 yearly and senior software engineer,
on the other hand, earns up to $135,000 annually. Therefore, he/she can be sure that their
efforts are being appreciated and their salary is truly justified. Additionally, Samsung
Vietnam year-end bonus serves as psychological stimulus for employees to experience
intense competition with each other in a quest for excellence in their jobs. Being the
company that offers employees a $13,265 bonus for their excellent performance, on
average, with senior software engineers reaching an average of $23,750 per year, the
amount is real to the top executives for their outstanding performances. Namely the
NQDC plan that Fidelity explained back in 2017 serves us as a backbone at our
executive benefits program. The HCE (highly compensated employees) management
plan is reserved for a group of privileged management and superlative employees
(HCEs). It is an evident proof that we highly value expertise and excellence and reward
such attributes. Besides his 401(k) plan, the NQDC Plan enhances your ability to
skillfully control the level of your tax liability now, while at the same time offering you
options to increase your savings for retirement or address the needs arising in a short
time. For each of our employees, Samsung offers the ability to make up to a certain limit
of the regular contributions, with which a large part of the retirement savings can be
provided, guaranteed by an overall feeling of loyalty and confidence among the
workforce. Besides, according to Samsung Vietnam, the company would be proud to
contribute to the education of community members. Employees become eligible for the
educational assistance programs if they contribute to the Samsung Money program with
SoFi to cover student loans or the Parent PLUS loans. In addition, they are reimbursed
for educational tuition expenses or professional certifications. The employees will have
their expanded and professional knowledge with the help skills of these benefits.
(Samsung, n.d).

The living condition of employees at the Samsung Vietnam factory is magnified by the
provision of financial benefits plus a series of amenities and welfare provisions which
will have a positive impact on their well-being. The company sets up a complete
execution of competitive salary structure as well as tenure-based fixed salaries. As stated
by Tien & Dana (2020), $300 USD per month is roughly the monthly salary for
employees directly involved in production, with this amount modified depending on
experience and performance level. The Samsung Viet Nam company offers also the
overtime pay - 150% and 200% of the hourly income for the regular days' overtime and
for the weekends' work.

Along with fixed salaries, Samsung Vietnam employees can also contribute their
earnings towards benefits through different bonus plans. Their proposal will be paid with
a given money if the idea is really successful. What is important should be mentioned is
that the company provides attracting bonuses for its employees such as monthly salary
but in Lunar New Year holiday it is 100%, Tet holiday gifts, and rewards for long-term
service and exceptional performance during the year.

Additionally, Samsung Vietnam helps staff's by means of different allowances and

reductions. Most importantly, this organization has a $20 USD living allowance for rent
purposes, plus complete help with accommodation searches and transportation
arrangements. Beyond that, the company provides its employees with worker's insurance
and ensures that their safety and well-being are in line with the local policies. This
involves Social insurance, health insurance, as well as unemployment insurance which
ensures employers a mental and financially stable environment for their workers (Tien &
Dana, 2020).

1.2 Non-Monetary Rewards

Non-monetary remunerations are not cash payouts given to workers for their excellent
performance while being loyal and dedicated to the business. This is because such
awards are highly esteemed as they indicate acknowledgment, appreciation, and the
essence of success. Mayeswood (2006) says that in most cases non-financial rewards
exceed financial rewards in appreciation because they may fill up the employees' needs
for respect and recognition. In the opinion of Aguinis, Joo and Gottfredson (2013), such
awards boast the strongest morale raising effect among all levers of employee
engagement. Nelson (1996) states that non-monetary rewards have a strong link with job
performance and recognition by the supervisor is the most potent motivating factor
among the non-monetary tools.

The life at Samsung Vietnam is orchestrated with many non-monetary benefits that
provide for better quality of life and raise employee satisfaction hugely. The firm's very
appealing PTO time is 20 days a year that goes up with tenure also includes payment of
holidays, which is a benefit to its employees. Employees can also exchange their unused
PTO days for the payment if required. New parents have up to 12 weeks of fully paid
parental leave, which is highly valuable timing associated with such an important life
event. Besides, Samsung Vietnam offers the employees amazing discounts for Samsung
products and services through the Employee Offer Program, improves the highly-
demanding work environment with casual dressing days and provides no cost mobile
phones. Apart from the health benefits, the company added transportation and commuter
benefits that made the employees relieve their financial burden from commuting (Tien &
Dana, 2020).
As one of the determinants, Samsung also provides educational reimbursements on
employees’ tuition and certification fees that are suitable for them to improve their skills
and knowledge, meanwhile. Health and wellness will partly depend on the available
insurance plans for health care, dental care, and vision. Samsung-provided housekeeping
is equipped with amenities of recreation centers, libraries and dining facilities among
others hence the quality of life of workers living in the dormitory is improved (Samsung,
2018). Working closely with Samsung Vietnam and having open communication and
active participation, the company aims to create an enjoyable and collaborative
atmosphere. The employees’ career advancement is aided through a variety of programs
on the organization’s development and mentoring opportunities that ensure there are
clear paths for employees to follow. Such a lasting and multifaceted non-monetary
rewards connotes the dedication of Samsung Vietnam to building a positive and
motivating working environment, therefore, Samsung Vietnam becomes a more
attractive place for people to work in.

1.3 The existing difficulties confronting Samsung and their potential origins
associated with both financial and non-financial incentives will be rephrased.

Samsung's strategy window show financial encouragement expressed through the reward
paid for performance by linking positions and outcomes. Consequently, using financial
incentives as only aids faces difficulties. However, even if financial metrics still stay,
such as revenue and profit, their overuse may hide other important things such as
creativity and individual self-reliance. The employees will be in a situation to rush on
the goals without keeping in mind the quality and innovation that eventually could harm
the long time growth and sustainability (Miner, 2005).

Quality is an ingredient of Samsung's success, that they stand by and observe. A

systematic approach to product management which includes research, creation, and
transportation facilities of the company allows for quality assurance. Through Samsung's
listening to customers' opinions and compliance with the industry acts, it earns the
public credibility and trust (Kim, 2007). Revolving around quality averse to quantity is
not only about meeting standards, but also preserving customer satisfaction, cutting back
the costs associated with defects, and maintaining the brand reputation. Motivation at the
individual level is based on the future rewards that employees think they will acquire
and what they value their performance. The situation of expectancy theory says that
employees are motivated when they assume that the efforts they put will be the
foundation of their work (Miner, 2005). Samsung is a company that strives for
perfection and gives rewards to those employees who have good results. Then, while
ignoring employees who do not cope well, the supervisors can cause them to be very sad
and even feel that they are excluded. Identifying and emerging in everyone, both
accepting high and low performance, creating a culture of development and endurance.

a. Intrinsic Motivation
An intrinsic motivation (IM) denotes it as a more desirable type of engagement with the
action that is self-satisfied or joyful. The core characteristic of IM, as an intrinsic
motivating factor, is its independence from the result, or the behavior outcome itself.
Whereas traditionally the means and the end had been seen as two separate issues, the
idea is that here they become one and the same. Engrossed in what is fun and natural, the
employee can be seen frolicking at the playground without a purpose in mind that is
refreshing (Lisa Legault, 2016).

The value of Intrinsic motivational strategies in achieving the type of workplace that
inspires people, facilitates their professional growth, and promotes job satisfaction is
without question. These programs can be patterned after C-Lab, launched by Samsung
and aimed to enable staff members to submit and develop ideas without needing it to be
first recommended by higher position staff . Such an action in addition to being
innovative but also aids employees in achieving independence in their roles and
therefore they feel motivated by this leading to higher job satisfaction and internal
motivation. Also, providing a learning experience not selected by others through
workshops, seminars, and online wide range of courses make upgrading their skills
possible for employees so that their career growth will be promoted. Setting the clear
career paths and having regularly an open discussion about individual career goals
releases the concept of career advancement which appears following only employee
performance and skills, resulting in the sense of achievement which is a key trigger of
employee commitment. Furthermore, creating a visible and impressive recognition
system, for example, Employee of the Month awards and peer recognition platforms
including "U r Awesome", will guarantee that individuals' work will be always
appreciated and this will eventually enhance the morale of the people. An established
Voice of Employee (VOE) system, which assembles and acts on employee ideas, will
help employees to feel heard and appreciated, boosting their morale. This involves
following up suggestions and providing timely announcements based on their feedback,
thus ensuring creation of emotionally engaging environment in which intrinsic
motivation is the key driver (Jen, n.d).

b. Extrinsic Motivation
According to Lisa Legault (2016), extrinsic motivation (EM) involves behavior driven
by the pursuit of an outcome that is separate from the action itself. In essence, EM is
characterized by its instrumental nature, where the behavior is performed with the aim of
achieving a specific external reward or consequence. For example, a teenager may
engage in household chores like washing dishes to earn an allowance. Similarly, a
student may study diligently for a test in hopes of obtaining a high grade. Extrinsic
motivation encompasses a spectrum ranging from purely external motivations, such as
completing chores for a reward, to entirely internal motivations, such as participating in
eco-friendly practices due to personal beliefs about environmental responsibility.

Extrinsic motivation is incentivization modal used to ensure employees' performance

and engagement within the workforce through monetary rewards and incentives.
Effective compensation package involving competitive wages, bonuses, and
commissions is key in encouraging employees to maximize their best (Jen, n.d). Besides
the fact that competitive salaries and performance-driven incentives may be depicted as
vehicles to acknowledge outstanding performance and remunerate exceptional
achievements, companies may also give the chance to the best people to grow and
become the backbone of the institution’s success. These schemes, as well as stock
options which help align employee's interest to the company, act like powerful tools to
make them feel like part owners of the company and they then motivate them to work
towards the company success . Additionally, incentives figure out among motivators and
perks when recruiting good employees due to extrinsic motivation methods.
Comprehensive health care, wellness, and prevention programs including but not limited
to health insurance, dental plan, and vision coverage illustrate the company's dedication
to worker well-being. Firm non-standard measures of work-life balance, like flexible
working hours and telecommuting options, widen up employee satisfaction and
motivation by meeting their different needs. Besides that, granting housing and transport
allowances frees employees from the stress and difficulties caused by relocation by
managing the logistics challenges and thus improving the quality of their lives and their
job satisfaction (Jen, n.d). These extrinsic motivational strategies, becoming a part of
organizational culture, are important stimuli for employees and the environment of the
work to improve the performance, presumably, as well as engagement..

c. Solutions for current problem at Samsung

Innovating and fostering employee ownership at Samsung requires a multifaceted

approach, necessitating the identification of suitable strategies. One such strategy
involves measuring contributions to community betterment and rewarding innovative
ideas beyond traditional award programs. Rather than merely generating ideas, Samsung
views its staff as valuable contributors deserving recognition and compensation for
implementing innovative solutions. By emphasizing the tangible, practical outcomes of
initiatives and their impact on workplace enhancement, Samsung can stimulate more
ideas and enhance employee engagement. Moreover, fostering an internal community
for idea exchange and collaboration can cultivate a culture of continuous learning and
improvement. Samsung can facilitate this by encouraging offline discussions, online
collaboration, and freely soliciting feedback, moving beyond conventional messaging
apps. This approach can address issues like information flow and foster a strong sense of
shared purpose among employees. Additionally, Samsung should invest in training
programs and activities aimed at skill enhancement and exploration of untapped
domains. Encouraging employees to develop their capabilities across various aspects to
realize their full potential and explore new avenues demonstrates the company's
commitment to employee satisfaction and development. Furthermore, Samsung may
consider forming teams comprising professionals tasked with tackling specific
challenges and exploring new solutions. These teams could play crucial roles in scouting
cutting-edge technologies, conducting research and development, and assessing market
needs, contributing to Samsung's innovation efforts.
Samsung effectively integrates both intrinsic and extrinsic motivators within its
human resource management structures, employing a holistic approach that
leverages both internal and external stimuli to enhance worker productivity. These
integrated motivational strategies serve as the cornerstone of organizational
performance, offering a comprehensive blend of approaches aimed at fully
engaging and inspiring employees to achieve strategic objectives. Central to this
model is a development framework that recognizes and incorporates intrinsic and
extrinsic motivation, drawing from the seminal work of Deci and Ryan (1985). By
integrating career advancement opportunities, financial rewards, and a positive
work environment (Deci, Koestner, & Ryan, 1999), Samsung ensures that
employees not only work diligently but also proudly take in their sense of
ownership. This approach fosters a culture of inclusivity and encourages active
participation from all members of the organization. Furthermore, adopting Katz and
Kahn's concept of transparent communication (1978) ensures that every employee
is well-informed about company goals and changes, fostering trust and alignment
within the organization. Aligning organizational goals with staff motivation
necessitates clearly defining mission and vision, instilling a deep sense of direction
and purpose among employees. Moreover, Samsung embraces social corporate
responsibility efforts, as highlighted by Brammer, Millington, and Rayton (2007),
which encompasses financial contributions and active engagement in societal
issues. This not only reflects the company's commitment to making a positive
impact but also encourages employees to contribute meaningfully to society.
Despite the adaptability and strength of this strategy, the evolving industry
standards pose both exciting opportunities and challenges. These standards serve as
guiding principles for addressing emerging employee needs and charting the
company's progress (Cameron & Green, 2015).

2. Recommended motivational strategy

Vroom's Expectancy Theory will serve as the foundation for crafting a

comprehensive motivational strategy for SEV.
  Valence:

As Vroom argues, valence stimulation is not limited to simple utility but also
includes conveying the attractiveness and desirability of the expected outcome
(Vroom, 1964). With the need for a workforce with diverse aspirations, Samsung
needs to strive to make organizational goals an integral aspect of their personal
lives, making their work meaningful. means. As a world leader in the consumer
electronics industry, Samsung goes beyond and offers focused career progression
pathways, recognition initiatives and upskilling opportunities for employees so that
they feel empowered and the overall purpose of the company is maintained among
employees (Ilgen, Nebeker & Pritchard, 1981). Samsung builds a culture in which
employees' positive contributions are recognized and appreciated, and employees
feel they belong to the same family, forming a sense of collective intelligence.

 Instrumentality:

Instrumentality is the most important part that Samsung’s motivational should

using in the viewpoint that effectiveness and the achievement of the desired
consequences are tightly connected (Vroom, 1964). By approaching transparency
and equity in upcoming performance evaluation processes, Samsung can affirming
to employees that the relationship between their effort and the reward and
recognition will be more reliable (Tubbs, Boehne, & Paese, 1991). Through
defining distinct career progression tracks and establishing concrete incentives that
link success both on an individual and collective level, Samsung will scaffolds an
empowers culture where each employee can work towards his or her highest
potential and contribute to overall organizational objectives (Schwab et al. , 1979 ).

 Expectancy:

Expectancy, which fits with Samsung's motivational structure outlined by Vroom

(1964), means that when the staff believe that their effort will bring about a certain
outcome, it will motivate them to put a lot of effort in order to achieve that desired
result. In light of what Mitchell (1982) indicates, Samsung should implements
strong performance assessment systems, target training programs, and motivates
workforce to boost confidence and self-efficacy within their organization. By
cultivating a culture of honesty and responsibility, Samsung will build a continuous
communication with the members and creating a feedback loop. This framework
aids employees to persevere positively even in the face of difficulties due to
determination and resilience.

TASK 2: Implement leadership and management techniques for performance

management to guarantee ongoing enhancement.

A. Samsung's diverse leadership and management strategies for continual

improvement.
The performance management system is a strategic organizational process founded on
Anglo-Saxon management principles, which gradually gained importance in the 1980s
as a separate element. In essence, it is a systematic plan that enables employees to fulfill
their prescribed roles and the process is aimed at achieving the predetermined goals of
the organization. The overall effect of a performance management system is to create an
integrated management tool that connects every employee's performance goals with the
overall company goals and creates collaboration between management and workers in
the areas of goal setting, evaluation and rewards. This involves converting theoretical
organizational goals into practical operational goals that contribute to overall fit within
the organization (Chase & Fuchs, 2008). MBO, originally developed by Peter Drucker,
was the forerunner of performance management, which is now practiced by all
employees and involves quantitative and qualitative measures aimed at organizational
improvement and employee development..

Samsung Vietnam must have full confidence in its established strategy for performance
management and continuous improvement to address its unique challenges. Quality
management stands at the heart of Samsung Vietnam's policies. To enhance the existing
quality assurance protocols and ISO-certified systems, Samsung should foster a culture
that champions excellence throughout the organization. This involves empowering
employees to define quality standards and processes, including implementing measures
like the "Line Stop" system to halt production if necessary. By prioritizing quality and
enforcing a zero-defect policy, Samsung instills a commitment to delivering top-tier
products to consumers.
Furthermore, Samsung Vietnam should dedicate significant resources to employee
education and training programs. Strengthening these programs and utilizing technology
for global knowledge sharing will ensure that employees possess the skills and
knowledge needed to drive innovation and performance. This encompasses technical
training, leadership development, and fostering cooperation and teamwork among staff.

Moreover, ensuring workplace safety and compliance with labor laws is imperative.
Recent revelations underscore the importance of addressing employee health and safety
concerns. Samsung must collaborate closely with governmental authorities and
international agencies to rectify existing shortcomings and implement robust
occupational safety and health procedures. This includes providing protected working
hours, adequate break periods, and comprehensive hygiene training, particularly for
high-risk employees.

Moreover, Samsung Vietnam needs a functioning system that will help to track the
progress of its performance management initiatives by establishing specific metrics and
key performance indicators (KPI). This includes continuous monitoring of main quality
indicators such as customers’ satisfactions, defect rates, and ISO 9001 compliance
standards. In addition to the above, the management should set objectives to upskill its
employees and determine the career path of employees, track workplace safety metrics,
and establish performance goals that are consistent with the strategic goals of Samsung.
Through use of these strategies and metrics, Samsung Vietnam could develop more and
more, make sure the collectively satisfied employees, and still remain as a leader in the
technology sector with positive influences on the economy.

Implementing an effective CRM system helps organizations gather, process, and

organize customer data, allowing retailers to access information on customer
preferences, choices, and behaviors. This data enables specialized marketing techniques
to enhance customer satisfaction, maintain existing customers, and attract new ones.
CRM also facilitates communication across various channels such as email, phone,
social media, and online, creating a warm and appealing atmosphere for customers. This
leads to new business opportunities and improved marketing results.
Samsung's CRM strategy focuses on a customer-based product development approach,
prioritizing research and development to achieve customer excellence. With a diverse
product range, including smartphones, computers, and televisions, Samsung meets
customer needs at different levels. Strict quality control throughout the manufacturing
process ensures high product standards, building customer trust and loyalty.

Samsung's effective pricing strategy, part of its CRM tactics, offers products across
various price points to accommodate different budgets. Initially, Samsung uses a
"skimming" pricing strategy in its marketing, setting high prices for new products to
attract high-spending customers and quickly recoup investments. Prices are then
gradually lowered to appeal to other segments. CRM is crucial for Samsung, helping it
identify and understand customer needs through data analysis. This allows for
personalized marketing and services, enhancing customer satisfaction and loyalty. CRM
also optimizes customer segmentation, providing insights for better sales decisions and
improving workforce productivity. Overall, CRM is integral to Samsung’s strategy,
strengthening customer relationships and maintaining competitiveness in dynamic
markets.

B. Samsung's sustained advancement facilitated by the assessment of leadership

in performance management.
Samsung's leadership and management strategy is rooted in a commitment to quality,
innovation, and continuous improvement. The company adheres to rigorous quality
standards, including ISO 9001:2008 and KS Q ISO 9001:2009, the standards for which
the purpose is to achieve consistence, reliability, and as a result, customer satisfaction.
The employment of the Six Sigma techniques is a clear indication of Samsung's
aggressive and well-thought-through plan to raise process precision and quality while
continuously eliminating all defects and inadequacies in the company. Hence, this
generates the culture of innovation and problem solving, and engages the employees at
any hierarchy to positively contribute to perfecting.

A key factor underpinning Samsung's strategy is their focus on human capital. The
employer creates employee growth opportunities by way of well furnished training and
provision of sophisticated equipment and tools to them (Armstrong and Baron, 2005).
Such a staff produces well-qualified employee corps that is ready to introduce new
technologies and produce innovative results in a fast-moving economic environment.
Mostly, the Samsung company uses working together as well as cross-functional
cooperation, it can draw on each other knowledge and expertise and solve challenging
situations. efforts such as stringent quality standards and ongoing process enhancements
serve to provide Samsung with a flexible and robust manufacturing system that
consistently leads to superior product quality.

A Vietnam-based research project conducted by CGFED in 2017 collected evidence on

labor regulation and labor working condition violations at Samsung's factories in
Vietnam. The problems ranged in occupational safety and health to unjust labor
contracts, working hours and breaks, rest breaks, and to poor conditions where female
workers worked. Inspections by Vietnam’s Ministry of Labor, War Invalids, and Social
Affairs (MOLISA) and the International Labor Organization (ILO) revealed a few
positive things which were compliance in the field of labor contracts, weekly hours,
timely salary payments, medical checks and the right to join the trade union. While they
discovered violations such as staff working overtime limits, wrong shift assignments and
lack of hygiene induction course training for more than thirteen thousand and six
hundred workers, they also found some violations. To address these challenges,
Samsung should improve labor management, fight farther to educate workers about
labor rights and safety, as well as increase supervision for ensuring compliance and
safety of workers to a high level.

C. Samsung's long-lasting growth ensured through improved proposals in

performance management.

The unstoppable innovation that Samsung as a company promotes is at the heart of

this battle for the leadership among the tech giants. It is important for it to maintain
its competitive edge and advance together team performance management
strategies is an imperative. Implementation of SAP SuccessFactors is the case that
lets us adopt a nice solution for six organization’s top issues.

Previously, Samsung SAP SuccessFactors provided this understanding of

expectations. Now, it has become easier for employees to set clear goals and
measure progress within the framework. It also establishes a standard performance
evaluation system based on agreed goals and contribution that the staff makes. This
creates transparency and motivation for the employees to roll out their best
performance. While investing in the employee training and development with SAP
SuccessFactors is also a worthwhile investment since it creates skill sets, helps
employees grow professionally and move up within the organization, and drives
increased commitment to the company. By virtue of this approach, Samsung will
keep itself as the technology leader and fostering teamwork, growth and
innovations.

SAP SuccessFactors offers various options of ‘learning and development’, which

allows Samsung to invest efficiently in the wellbeing of its employees. Hence, it
improves the work environment by showing the results in real time and
collaborative features, which helps to produce more and be more innovative. In this
regard, Samsung impacts business performance management through the utilization
of their Analytics and reporting features to overcome this issue.

The role of providing an open space for discussion and feedback between the
employees and management, in context, is essential. SAP SuccessFactors makes it
possible by giving space for open discussions, encouraging the organizations'
openness, transparency and intertechnologiness. Promote SAP SuccessFactors
integration is rather than purely a technological upgrade; Samsung is showing now
its readiness in tackling the challenges of the digital age with resilience.

III. Conclusion

The paper addresses Samsung Electronics Vietnam (SEV) 's current challenges
and their underlying causes, as well as proposed solutions for the company's
growth. It covers SEV's case study on performance management, motivating
approaches, performance evaluation, and continuous improvement. These
insights may contribute to the company's future growth and sustainability.
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