Administration and business dissertration summary: The influence of organizational cultures on incentive systems in Vietnamese enterprises

The purpose of this study: The general purpose of this dissertation is to research of the relationship between the organizational culture and the incentive system. The study will answer the questions whether the organizational culture has significant influences on the incentive system, including frequency of incentive use, parity or equity allocation principle.
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Administration and business dissertration summary: The influence of organizational cultures on incentive systems in Vietnamese enterprises1 2 MINISTRY OF EDUCATION AND TRAINING NATIONAL ECONOMICS UNIVERSITY -------------------------------------- NGUYEN THI HONG THAM THE INFLUENCE OF ORGANIZATIONAL CULTURES ON INCENTIVE SYSTEMS IN VIETNAMESE ENTERPRISES SPECIALTY: BUSINESS MANAGEMENT CODE: 62.34.01.02 ADMINISTRATION AND BUSINESS DISSERTATION SUMMARY HANOI, 2014 3 4 INTRODUCTION next to Hanoi. The survey was implemented from November, 2012 to April, 2013.a. The rationale for studying d. New findings in the dissertation Researches into the relationship between cultures and Different from many previous researches, this researchincentives have exposed a significant gap and there are not many investigates differences in the relationship between organizationalstudies considering directly this relationship. Studies that focus on culture and incentive system within one country, Vietnam. Thethe impact of cultures on incentive systems mostly examines the findings in this thesis reveals that organizational culture hasinfluence of national culture on the difference in incentives of significant influence on incentive system, including the incentiveorganizations in different countries and mainly study of the value frequency, the principle, the base and the way to allocate bonus.perspective. Therefore, this dissertation will test the influence of These are new findings that are not answered clearly in previousorganizational culture, specially department cultures on incentive studies. In particularly, in employee – oriented organization, thesystems applied for these sections in Vietnamese enterprises. This is frequency of bonus is higher, the parity allocation principle and thean issue not answered clearly in previous studies. group – based bonus is used more largely while in less employee –b. The purpose of this study oriented organization, individual – based bonus is used more highly. The general purpose of this dissertation is to research of the To the tight or loose control dimension, the investigation resultsrelationship between the organizational culture and the incentive indicate that in tight control units, the equity allocation principle andsystem. The study will answer the questions whether the individual – based bonus is used more largely. Another new finding,organizational culture has significant influences on the incentive contrast with the result of Western researches and the qualitativesystem, including frequency of incentive use, parity or equity study, is that in less employee – oriented units, bonus is paid secretlyallocation principle, the base to allocate and the way to pay is more popularly.incentives or not. On the practical perspective, firstly, the findings in this study help predict reward system applied in an organization whenc. The research subject and scope understanding its culture. Secondly, the findings also help managers The research issue is the effect of the organizational culture comprehend the relationship between organizational culture and the(specially the section culture) on the incentive system applied in the incentive system. Therefore, they are able to design, fulfill anddepartment in enterprises . change incentive plans to have better results. Study scope: Enterprises in Hanoi and provinces that are 5 6 CHAPTER 1: THEORETICAL BASIS AND LITERATURE REVIEW in the middle of two above viewpoints. Researchers also do not have agreement about the dimension1.1. Theoretical basis to assess organizational culture. According to the findings of1.1.1. Culture and organizational culture Hofstede et al (1990), the difference in organizational cultures among companies mainly to be observed and evaluated by 61.1.1.1. Culture dimensions, including process versus resu ...