Comprehensive Analysis of Organizational Behavior and Culture môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

I. General ỉntroduction of PNJ
a. PNJ IS THE ABBREVIATION OF PHU NHUAN JEWELRY
Industry: Specializing in jewelry production and trading ( gold, silver, gemstones, etc.)
Scale: As of the end of November, the unit had 457 stores, up 33 from the beginning o
year. In which the company has 286 PNJ Gold stores, 63 PNJ Silver stores, 4 CAO stor
PNJ Watch stores. PNJ Group is headquartered at 170E Phan Dang Luu, Duc Nhuan Ward
Minh City, with 7 member companies.
Number of employees: PNJ is considered one of the largest jewelry factories in Asia, with team of nearly 8000 employees
Typical of culture: The culture of Phu Nhuan Jewelry (PNJ) is characterized by a set of
values focused on integrity, customer dedication, and pioneering innovation
b. We choose PNJ because PNJ HAS 30 YEARS OF ESTABLISHMENT AND DEVELOPM
full vision, mission, core values, and goals, so we can easily determine all the basic elem
individual behaviors in the organization. II. Psychological Contract
1. Employee expectations (Contributions)
a.. Contribution to Business EfÏciency and Innovation
- Driving revenue and profit growth: PNJ employees, especially in retail and manufacturing
departments, have directly contributed to the company’s impressive business results by
optimizing operations, increasing labor productivity, and expanding the distribution network.
- Continuous improvement and Creativity: PNJ encourages a culture of learning and creativity
Through programs like "Trạm Sáng" (Innovation Station), employees have proposed many
improvement ideas (most of which have been implemented), helping to optimize production
processes and operations, while also diversifying product designs.
- Enhancing customer experience: PNJ employees work with the motto "customer-centric,"
providing professional consulting services and high-quality after-sales services, thereby building
customer loyalty and strengthening the PNJ brand.
b.. Building Corporate Culture and Work Environment
- Spreading core values: Employees are the ones who directly embody and spread PNJ's co
values such as Integrity, Always sticking to goals, Caring for each other's development, Dev
to customers, and Pioneering to make a difference.
- Fostering cohesion: Through active participation in internal activities, cultural festivals, and
transparent dialogue programs between management and employees, they have contributed to
building a united, cohesive, and motivating work environment.
- Implementing social responsibility: Many PNJ employees have donated a portion of their
salaries to community activities, typically the "Viên gạch hồng" (Pink Brick) program to bui
charity homes, demonstrating the deep social responsibility and humanity of the collective.
c.. Sustainable Development and Human Resource Management
- High-quality human resources: PNJ focuses on training and developing skills for employees
thereby building a young, dynamic, enthusiastic workforce with high professional qualifications,
meeting the needs of the company's expanding retail network and production.
-High employee retention rate: The safe working environment, comprehensive welfare regime,
and clear promotion opportunities have helped PNJ retain talent, with an employee retention
rate higher than the retail industry average.
In summary, PNJ employees are not just people performing tasks but are the most valuable
asset and the main driving force promoting PNJ's growth, innovation, and sustainable development. CRE:
https://vietnamexcellence.vn/en/best-practice/2025/pnj-workplace-culture-learning-
development.html?page=2#:~:text=PNJ%20is%20not%20just%20crafting,
%E2%86%92%20Watch%20more%20Best%20Practices
https://special.nhandan.vn/PNJ-xay-dung-thuong-hieu-khong-chi-la-tao-mot-cai-nhan-en/
index.html#:~:text=Brand%20from%20corporate%20culture,overall%20development%20of %20the%20company.
2. PNJ expect - Degree :
Graduated from a university in related disciplines – Human Resource Management/ Economics is preferred.,,
-Experience: Have at least 02 years of working experience in recruitment -Skills:
Good knowledge of recruitment and training.
Problem-solving and work organization skills.
Effective communication, communication and presentation skills.
Everyone has equal opportunities for promotion and career development.
Competitive compensation regime and Professional and friendly working environment.
The company always requires recruiting the right people for the right jobs, attracting and
constantly developing human resources in the business and not violating the provisions of th
Labor Code of the Socialist Republic of Vietnam.--
https://www.studocu.vn/vn/document/dai-hoc-kinh-te-quoc-dan/quan-tri-marketing/123doc-
phan-tich-quy-trinh-nhan-su-cua-cong-ty-co-phan-vang-bac-da-quy-phu-nhuan/74556930
3.The level of harmony between expectations and treatment
The psychological contract is considered relatively harmonious at PNJ, based on indicators su
as a lower-than-average turnover rate for the industry and awards for the working environme
Positive Treatment (PNJ meets expectations):
Welfare and Care: PNJ is known as a business that cares for the lives of its employees
Brick" program, medical support, etc.). This meets the expectation of a humane and stable working environment.
Development Opportunities: PNJ has clear career paths and internal training programs (PNJ
Leadership Camp, Innovation Station), meeting the expectations of employees who want long- term career development.
Corporate Culture: The culture of "Integrity" and "Devotion to customers" creates a
professional, clear working environment, suitable for employees seeking transparency.
Unmet Expectations (Potential Imbalances):
In the retail industry, expectations for work-life balance are often high, but the reality of t
may require working weekends and holidays—peak seasons for the jewelry industry. 2. Problems arising (if any)
The imbalance in the Psychological Contract at PNJ primarily stems from the specific nature
the retail industry and the company's ambitious growth targets. Sales Pressure:
This is the most common and prominent issue. As a listed company with high growth targ
the pressure to meet monthly/quarterly sales targets is significant for the store sales team.
Consequence: Excessive pressure can lead to burnout, unhealthy internal competition, or a
feeling of being "drained" by the company if targets are not met. Shift Requirements:
Working hours in the retail industry are often long and non-fixed (working in shifts, workin
evenings, weekends, Tet/Lunar New Year). This contrasts with the expectation of traditional ofÏce hours.
Consequence: This can make it difÏcult to arrange personal and family life, creating underlyi
stress and being a reason why some employees, despite loving their jobs, eventually leave.
Summary: PNJ has built a solid Psychological Contract in terms of core values and benefit
this harmony is constantly challenged by the practical pressures of the retail industry (sales
shifts). Managing employee expectations regarding these pressures is key to maintaining the
suitability of the Psychological Contract at PNJ.
https://cdn.pnj.io/images/quan-he-co-dong/2022/3%20-%20Bao%20cao%20thuong%20nien %202021%20V3%20(EN).pdf
https://jobs.vn.indeed.com/cmp/Pnj/reviews
III. Person–Job Fit
Job characteristics: PNJ defines specific traits required for key positions:
1. Sales: Emphasizes strong communication skills, high emotional intelligence (EQ),
meticulousness, and a strong sense of responsibility for high-value assets. This helps
create a positive customer experience and manage valuable inventory effectively.
High EQ: Cause jewerly purchases are often tied to major life milestones like weddings
anniversaries, apologies, personal achievements these are an important event in their
customer life’s so customers are often stressed about the price or afraid of making t
wrong choice. Therefore a high EQ consultant can read a customer’s body language
determine if they are price-sensitive or design- focused. They are required to know h
to validate the customer’s feelings( Like it is a big investment and take your time)
than pushing for a quick sale. This builds the long- term trust essential for a luxur . →
Meticulousness & Integrity: Stores handle billions of VND in inventory daily. A single
discrepancy in stock counting can lead to significant financial loss and operational
audits.This trait is critical for the daily "opening and closing" procedures. Staff must
count hundreds of small items (rings, earrings) with 100% accuracy. They must also
strictly adhere to security protocols when showing items to prevent theft or loss.
A strong sense of responsibility for high-value assets: The terminology of jewelry (4Cs
diamonds, karatage of gold, gemstone treatments) is complex for the average buyer.
Staff must translate technical specs into benefits. Instead of just saying "This is VS1
clarity," they explain, "This diamond has no inclusions visible to the naked eye, ensu
it sparkles perfectly for your engagement ring."
2. Jewelry production: Requires dexterity, concentration, and patience, which are essential
for the intricate work of crafting high-quality jewelry.
Dexterity (Fine Motor Skills): Jewelry making involves working on microscopic scales.
SetÝng a 1mm diamond into a specific prong requires hands that do not shake.This
involves precise filing, sawing, and soldering. A slip of the hand can scratch a polis
surface or break a delicate stone, turning a valuable component into scrap.
Absolute Concentration: The machinery involves high heat (torches), chemicals (plating
solutions), and sharp tools. Furthermore, gold dust management is crucial to minimize
"loss" during production.Artisans must maintain focus for hours. If a goldsmith loses
focus while heating a piece, they might melt a delicate filigree pattern that took hou
construct, requiring them to start over from scratch.
Patience & Resilience: Crafting a single master piece can take days. The process is
iterative and often repetitive (sanding, polishing).When a quality check rejects a piece
due to a microscopic flaw, the artisan must have the patience to re-work the piece
without frustration. This trait ensures that the final product meets PNJ’s export-quality standards.
3. Marketing – management: Needs creativity and analytical skills to develop effective
campaigns and make strategic decisions. The terminology of jewelry (4Cs of diamonds,
karatage of gold, gemstone treatments) is complex for the average buyer.
Analytical Skills (Data-Driven Decisions): The price of gold fluctuates globally, and
customer preferences change rapidly.Managers must analyze sales data to forecast
inventory. For example, if data shows a spike in white gold sales in Ho Chi Minh
rose gold in Hanoi, they must adjust distribution logic. They also calculate the ROI
campaigns—determining if spending money on a celebrity endorser actually resulted in
sales of the specific collection promoted.
Creativity (Differentiation): The jewelry market is crowded. To maintain market share,
PNJ must constantly reinvent its image from "traditional gold shop" to "modern fashio
icon."This isn't just about pretty ads; it's about Product Strategy. Creativity here means
identifying a gap in the market (e.g., "Disney x PNJ" for younger demographics) and
developing a campaign that connects that product to a story. It requires visualizing ho
a piece of jewelry fits into the lifestyle of a modern Vietnamese woman.
How PNJ ensures suitability: PNJ employs a multi-faceted approach to achieve the right fit:
4. Recruiting based on capacity & personality: PNJ uses job descriptions and criteria to
screen candidates, focusing on both technical skills and personality traits during the
interview process.Simultaneously assessing technical ability (capacity) and personal
inclination (personality) from the beginning.
Hard skills can be trained, but personality traits (atÝtude, EQ, patience) are inherent or ver
difÏcult to change. In the high-stakes service industry, an employee with excellent skills but
poor atÝtude can cause more damage to the brand than one with good skills and an exc
atÝtude. Capacity Assessment: Checking specialized knowledge, calculation skills, or knowledge
of gemstones.Personality Assessment: Using psychological tests or Behavioral Interviewing to
see if the candidate aligns with PNJ's core values of "Integrity" and "Diligence."
→ Example: For the Sales position, PNJ uses Role-playing scenarios. The candidate must han
a simulated situation, such as an angry customer returning a faulty product. Through this, t
recruiter observes not only how they solve the problem (skill) but also whether they mainta composure and empathy (EQ).
5. Internal goldsmith training: The company runs internal training programs to develop the
specialized skills and expertise required for jewelry production, ensuring a high standard
of craftsmanship.This is a crucial strategy to ensure the labor supply meets precise sk
standards, as the specialized nature of the industry prevents large-scale external training.
The jewelry industry is highly specialized. External vocational schools often only teach
basic techniques, failing to meet PNJ's stringent standards and unique processes.
Recruiting skilled artisans externally is difÏcult and expensive due to the scarcity of
supply.PNJ establishes its own vocational training centers where master artisans directly
pass on their craft to new employees.The program covers not only technical skills bu
also aesthetic philosophy and quality standards specific to PNJ.Strategic Value: This
allows PNJ to be completely self-sufÏcient regarding human resources, ensuring
complete control over quality and standardizing the craftsmanship across the organization.
6. Relocating positions when necessary: PNJ is flexible in relocating personnel to roles that
better match their skills and potential, ensuring optimal performance and employee
satisfaction. Demonstrates flexibility.
Sometimes, an employee fails not because they are incompetent, but because they are
doing the wrong job relative to their strengths (Right person, wrong seat). This flexib
aids in talent retention and optimizes organizational performance.The company
continuously re-evaluates personnel through review periods. If a mismatch between
personality and job role is found, they propose relocation.
Example: A Sales employee has very high Conscientiousness and Meticulousness but
lacks Extraversion. If they continue in sales, they will likely experience burnout and
figures. Instead, PNJ transfers them to the Inventory Control or Quality Control (QC)
department. Here, their meticulousness becomes a valuable asset, helping the company
avoid loss, and the employee feels more satisfied and utilizes their traits maximally.
Employee agency: challenges and opportunities for psychological contract theory
IV. Personality and Individual Differences Analysis
PNJ incorporates personality assessments and individual differences into its recruitment and
training to build an effective workforce.
Applying Big Five in recruitment – training: The Big Five personality model guides PNJ's stafÏn choices:
1. Agreeableness: High Agreeableness is crucial in the service environment for managing
interpersonal dynamics. This trait directly fosters a welcoming atmosphere, which is
essential for luxury purchases where mood plays a large role. This trait is leveraged
handle customer service recovery. For instance, when a customer complains about a
product repair timeline, an Agreeable staff member will maintain calmness and
empathy, validating the customer's frustration while professionally offering solutions,
thereby turning a negative experience into an opportunity to build long-term loyalty.
Example: Helps maintain calmness and cooperation when customers complain, turning
a negative experience into an opportunity to build loyalty.
2. Conscientiousness: This is PNJ's non-negotiable trait, essential across all roles due to
high-value nature of the assets. It ensures reliability, thoroughness, and compliance with
strict security and financial protocols. In the production sector, a conscientious artisan
meticulously checks the setÝng of every diamond, preventing material loss. In retail, a
conscientious employee will always adhere strictly to security procedures when opening
the safe, perform accurate daily inventory reports, and ensure flawless processing of
large cash or wire transfer transactions, thus minimizing loss and error.
3. Neuroticism: PNJ operates in a high-pressure environment (e.g., peak holiday sales,
managing gold price volatility, security incidents). Emotional stability is necessary for
rational decision-making under duress.During peak shopping seasons or when handling
a complex technical transaction (like a gold exchange), emotionally stable individuals
maintain professionalism, focus on process, and make accurate decisions. This avoids
panic or impulsive reactions that could lead to costly financial errors or security lapses.
4. Extraversion: Ideal for roles that require high energy and sustained social interaction,
particularly in front-line sales and promotional events. It fuels the proactive engagement
necessary for consultative selling.High Extraversion helps employees proactively initiate
warm conversations with customers, moving beyond transactional exchanges to create a
pleasant and engaging atmosphere. This eases the establishment of interaction, builds
immediate rapport, and encourages upselling opportunities.
5. Openness: Crucial for competitive advantage in creative fields (Marketing, Product
Design). It drives innovation and adaptability to rapidly shifting consumer trends and digital platforms.
Example: This encourages Marketing staff to test new, often risky
communication channels (e.g., leveraging live streaming on TikTok or new AR/VR tool
or implement different, non-traditional customer approach methods to maintain a
competitive edge in a saturated luxury market.
Other specific personalities:
1. Locus of control: PNJ prioritizes candidates with a high Internal Locus of Control (ILOC)
—those who believe their success is primarily driven by their own effort and decisio
This fosters accountability and resilience.
Example: When sales targets are missed, a
person with a high ILOC will analyze and adjust their selling skills or strategy, rather
than blaming external factors like "the difÏcult market" or "the weather." This makes
them highly coachable and proactive problem-solvers.
2. Self-efÏcacy: A high sense of self-efÏcacy is vital for sales staff. It instills the confid
needed to advise customers on complex, high-value technical aspects of the product
(e.g., diamond certification, gold purity)..Example:A high sense of Self-efÏcacy helps
sales staff confidently and clearly answer complex technical questions about diamond
quality or the manufacturing process, allowing them to persuade high-net-worth
customers with genuine expertise and conviction.
3. Emotional intelligence (EQ): Q is emphasized throughout the service environment and
management. It moves beyond simple Agreeableness to encompass self-awareness and
social awareness. Example: EQ helps managers not only understand customer reactions
but also recognize signs of stress, fatigue, or unresolved conflict within the team (e.g.,
tension over commission splits or workload). This allows for timely, empathetic
intervention and resolution, maintaining high morale and ensuring that internal friction
does not spill over into negative customer experiences. INNER STRENGTH SUSTAINABILITY
(PDF) Work-life balance and employee well-being: The moderating effect of employee
engagement among millennials in front-line service companies
STEADFAST STEERING RESOLUTE THROUGH ADVERSITY
General Recruitment Policy and Standards for Different Levels (MISA AMIS):
Chính sách tuyển dụng của PNJ - Bí quyết giúp PNJ thu hút nhân tài
Strategy for Team Youthfulness and a Customer-Centric, Creative Culture
Chiến lược trẻ hóa tại PNJ: Phá băng định kiến về Gen Z - Công Ty CP Vàng Bạc Đá Quý Phú Nhuận
Strategy for Innovating the Human Resource Management Model and Winning the Favorite
Employer Award (VnExpress)
Chiến lược đổi mới mô hình quản trị nhân sự của PNJ - Báo VnExpress Kinh doanh
V. AtÝtudes: Job Satisfaction & Organizational Commitment.
1. Job Satisfaction. Income
& Sales Bonus: Compensation is highly competitive within the retail luxury
structure heavily emphasizes a performance-based sales bonus, directly linking employee effort
and results to tangible rewards. This transparency and direct connection to commercial succes
serve as a powerful motivator and primary source of satisfaction.
While salary/remuneration is often cited as a key factor in job satisfaction (and sometimes
dissatisfaction, as seen in general studies), PNJ's success and positioning as a top employer
suggest a competitive compensation and bonus structure tied directly to performance (sales bonus).
Working conditions: The retail environment inherently involves challenges such as flexible shif
and intense KPI pressure. PNJ manages potential dissatisfaction by investing in clear operatio
guidelines, fair scheduling practices, and robust in-store support. Effective management of KPIs
ensures targets are perceived as challenging yet achievable, mitigating burnout.
This often involves fair scheduling, clear KPI communication, and sufÏcient resources/support
from management to help employees meet targets. Training and development are also crucial,
as success in sales leads to higher bonuses and reduced pressure.
Corporate culture: PNJ is consistently recognized for its high-cohesion corporate culture. The
strong emphasis on values like respect, integrity, and shared vision creates a supportive and
unified working environment. This intrinsic satisfaction derived from a sense of belonging act
as a significant buffer against operational stress.
PNJ heavily emphasizes its "Care, Grow, Win Together" value and a philosophy centered on
people. This strong, positive corporate culture is a major competitive advantage, fostering a
feeling of belonging and teamwork.
Manager-Employee Relationship: Leadership development is prioritized to ensure a supportive
and empowering relationship between managers and staff. Effective managers act as coaches
and mentors, fostering trust and psychological safety. This relational aspect of the job is cri
particularly in high-pressure retail roles, enhancing daily job enjoyment.
Supervisor support is a universal factor in job satisfaction. At PNJ, effective leadership, whic
focuses on "unleashing people" and unlocking potential, is key. 2. Organizational Commitment
PNJ's reputation for resilience and long-term vision indicates a strong attachment from its
"warriors" (employees). This commitment is often viewed through three lenses: Affective, Continuance, and Normative.
• PNJ has a high level of engagement:
• More than 30-year tradition & clear internal culture: This speaks directly to Affective
Commitment (emotional attachment). Employees feel proud to be part of an established,
respected, and successful brand with a clear identity. The "Preserving trust - Honoring beaut
philosophy is deeply ingrained.
• "Yellow-shirt warriors": The use of a collective identity reinforces strong group belonging shared purpose.
• Competition activities, internal → increase affective commitment:
• Context: Internal activities (competitions, CSR events, social welfare programs) are highly
effective tools for building camaraderie, shared memories, and emotional bonds with the organization.
• CSR/Humane Policies: PNJ's proactive and humanitarian HR policies during difÏcult times (
the COVID-19 pandemic) are particularly powerful in fostering commitment, as it shows the
company cares about its employees and their families, reinforcing the affective bond. This al
builds Normative Commitment (sense of obligation) because employees feel indebted and
proud of their company's social impact. VI. Perception and Attribution
Perceptual and attribution processes play a vital role in shaping management decisions and
employee performance evaluations at PNJ. Potential cognitive biases must be identified and
controlled to ensure fairness and effectiveness. 1. Selective Perception
Selective perception is the tendency to selectively interpret what one sees based on one's
experiences, interests, background, and atÝtudes.
• Risk: PNJ, operating in a high-sales-driven retail environment, faces a significant risk of
evaluating employees primarily based on final sales results. This leads to a tendency to be
biased, ignoring genuine efforts, soft skills (such as consulting, customer relationship building)
or underlying external factors.
• Typical Example: A store employee working in a poorly located store or one affected by
construction (external cause) might achieve low sales. If the management applies selective
perception, they might unfairly evaluate the individual's competence, overlooking the actual business context. 2. Stereotyping
Stereotyping is the act of judging a person based on one's perception of the group to wh person belongs. • Risk:
• Evaluating New vs. Long-Term Employees: A stereotype might exist that long-term employe
are always more dedicated and understand the culture better, leading to a stricter or less
objective evaluation of new employees, regardless of their actual individual performance.
• Evaluation Based on Appearance in Retail: In the luxury jewelry industry, there is a risk
management and customers might use appearance and demeanor as a stereotype to judge
professionalism and sales competence. PNJ must ensure that training and evaluations focus on
professional skills and behavior, rather than personal characteristics irrelevant to actual performance. 3. Attribution
Attribution is the process by which we try to determine the reason for someone else's beh
(or our own). In management, this involves searching for the real cause behind a performan outcome.
• Requirement for PNJ Management: Management must avoid the Fundamental Attribution
Error—the tendency to overestimate internal factors (ability, atÝtude) and underestimate
external factors (circumstances) when explaining others' behavior.
• Analyzing the "Real Cause" of Sales Decline: To make fair management decisions, the
management team needs to conduct careful attribution analysis:
• Due to the Individual? (Internal/Controllable): Is the decline due to the employee's lack o
motivation, weak communication skills, or lack of product knowledge? (Requires intervention through training, coaching).
• Due to Store Location? (External/Specific): Is it due to the geographical location, low cus
trafÏc in that area, or other limiting factors beyond the employee's control? (Requires
intervention through marketing, relocation, or KPI adjustment).
• Due to the Market? (External/Global): Is it due to a general economic downturn, macro-e
(e.g., pandemic, inflation) affecting purchasing power across the industry? (Requires
intervention through high-level business strategy).
PNJ must build structured performance reviews (e.g., 360-degree feedback processes) to
encourage multi-dimensional analysis and mitigate these perceptual biases.
https://vietnamexcellence.vn/en/best-practice/2025/pnj-workplace-culture-learning- development.html?page=2
https://cdn.pnj.io/images/quan-he-co-dong/2025/20250416-Annual-Report-PNJ-2024-en.pdf
https://www.linkedin.com/company/pnjgroup
https://cdn.pnj.io/images/quan-he-co-dong/2024/630.2-Dinh-huong-hoat-dong-nam-2024-Sua- doi-bo-sung-EN.pdf
VII. Stress (Causes & Consequences of Stress) - At PNJ
1. Sources of stress
KPI pressure - sales:
Reality: PNJ possesses a dense retail network (over 400 stores nationwide). Sales
consultants face significant monthly sales targets, especially in the context of PNJ
consistently setÝng goals for double-digit revenue growth every year.
Source: PNJ's Annual Financial Reports consistently emphasize the target for Retail Sales growth.
https://www.pnj.com.vn/blog/pnj-dat-doanh-thu-25-353-ty-dong-9-thang-dau-nam/?
srsltid=AfmBOorHS-jpi4LB_Ij3EvtVQoETCUvXYj0ww-uKthtiDac1C9xQ-E3V
https://cdn.pnj.io/images/quan-he-co-dong/2025/12-Bao-cao-ket-qua-hoat-dong-kinh-doanh- nam-2024-trong-Cong-ty.pdf
Communicating with difÏcult customers:
Reality: Customers purchasing jewelry and gemstones are often very fastidious,
demanding perfection in both the product and service atÝtude. Resolving complaints
regarding buy-back policies, warranties, or fluctuations in gold prices is a constant sou of pressure.
Shift work - Holidays:
Reality: A specific characteristic of the jewelry industry is "working while others rest."
The peak periods are Lunar New Year, God of Wealth Day, Valentine's Day, and
International Women's Day. Particularly on the God of Wealth Day, PNJ staff often hav
to prepare from early morning and work until late at night to serve long queues of customers. Source:
https://vnexpress.net/pnj-thu-hut-khach-ngay-than-tai-4712756.html
Errors in inventory of high-value goods:
Reality: The stock-take process at PNJ is extremely strict because the goods are of hig
value. Any minor error in weighing gold or inventory loss leads to significant financi
liability for the staff, creating heavy psychological pressure (Operational and moral risks 2. Solution
Training in handling situations:
Reality: PNJ focuses heavily on training through its internal training center. They offer
courses on sales skills, objection handling, and emotional management/EQ. Source: trang 97-105
https://cdn.pnj.io/images/quan-he-co-dong/2025/20250516-PNJ-Bao-cao-phat-trien-ben-vung- 2024.pdf
Bonus - Welfare - Compensatory leave:
Reality: PNJ is famous for having top-tier benefits in the retail industry (competitive
salary and bonuses, PNJ Care health insurance). Notably, the ESOP policy (Employee
Stock Ownership Plan) is used to recognize contributions, encouraging employees to
view the company as their home. Source: trang 87
https://cdn.pnj.io/images/quan-he-co-dong/2025/20250516-PNJ-Bao-cao-phat- trien-ben-vung-2024.pdf
Internal activities connect the spirit:
Reality: PNJ's "Common Roof" culture is very strong. They frequently organize
Teambuilding events, sports festivals, and internal cultural activities (like "F5 Refresh")
relieve stress after peak sales periods.
VIII. Creativity (Creative process & creative individual) - At PNJ
1. Creativity in jewelry design
PNJ owns its own design team:
Reality: PNJ possesses the largest creative design team and jewelry artisan workforce in
Vietnam (over 100 members). They do not import ready-made models but design in-
house to suit Vietnamese tastes.
Source: Forbes Vietnam - Articles on the "Professional Retail" strategy of Chairwoman Cao Thi Ngoc Dung.
https://cdn.pnj.io/images/quan-he-co-dong/2021/4-
Bao_cao_thuong_nien_nam_2020_V4_Final.pdf
Applying the creative process:
Reality: PNJ applies processes from Italy and Germany: Sketching ideas
(Preparation/Incubation) $\rightarrow$ 3D Design (Insight) $\rightarrow$ Wax/Mold
making $\rightarrow$ Trial Production (Verification) $\rightarrow$ Mass Production.
2. Encouraging creativity
Collaborating with artists and designers:
Reality: PNJ is extremely creative in "rejuvenating" the brand by collaborating with
global franchises. Typical examples are collections in collaboration with Disney (Disney|
PNJ), Hello Kitty, or the Marvel cinematic universe. This is a breakthrough move,
stepping away from the traditional gold-making mindset. Source: OfÏcial PNJ website
Investing in manufacturing technology:
Reality: The PNJ Jewelry Enterprise in Go Vap is one of the largest manufacturing
facilities in the region. They invest in Industry 4.0 machinery, 3D printing technology,
laser cutÝng, and ERP systems to manage the creative process, helping to realize
complex designs that are difÏcult to achieve manually. Source:
"Within the framework of the Jewellery World Awards (JWA) 2021 recently held in Dubai on the
night of February 21st, PNJ excellently surpassed hundreds of major enterprises from numerous
countries and territories to win the 'Manufacturer of the Year' award."
(https://thoibaonganhang.vn/pnj-nha-san-xuat-che-tac-trang-suc-xuat-sac-nhat-nam-2021- 124631.html)
IX. Workplace Behaviors
1. Performance Behaviors
This category focuses on the direct tasks and measurable outputs that contribute to PNJ's
primary goals of selling high-quality jewelry and maximizing profit.
Sales Performance and Service Quality: For retail staff, performance is directly tied to
achieving monthly/quarterly Key Performance Indicators (KPIs) for revenue, average
transaction value (ATV), and units per transaction (UPT). Service quality is measured
through customer feedback surveys (e.g., Net Promoter Score - NPS) and mystery
shopper evaluations, ensuring the luxury/high-value experience expected in the jewelry sector.
Inventory Error Rate and Transaction Accuracy: Due to the high-value nature of the
assets (gold, diamonds, gemstones), absolute precision in inventory management and
transaction handling is a critical performance behavior, especially for store managers
and cashiers. Low error rates minimize financial loss and maintain regulatory compliance.
Production EfÏciency: For the manufacturing division, performance is gauged by the
efÏciency of resource use, defect rates, and the timely completion of production batche to meet retail demand.
https://cdn.pnj.io/images/quan-he-co-dong/2025/20250416-Annual-Report-PNJ-2024-en.pdf
2. Organizational Citizenship Behavior (OCB)
OCB refers to voluntary employee behaviors that go beyond formal job requirements but
benefit the organization as a whole. PNJ's strong internal culture often encourages high OCB
Supporting Colleagues (Altruism): This is vital in a sales environment, such as sharing
best practices, helping colleagues during peak seasons (e.g., Tet holiday, Valentine's
Day), or training newer staff on product knowledge and security protocols without bein explicitly asked.
Voluntarily Participating in Internal Events and Corporate Social Responsibility (CSR):
High engagement in PNJ's numerous internal activities (e.g., cultural contests, sports
days) and its prominent CSR initiatives (like the "PNJ for Women" program or comm
support) demonstrates organizational commitment and enhances corporate reputation.
Voice/Suggestions: Proactively offering constructive suggestions to improve store
operations, security measures, or customer processes (e.g., simplifying the installment payment process).
https://cdn.pnj.io/images/quan-he-co-dong/2025/28-20250516-PNJ-CBTT-ve-Bao-cao-phat- trien-ben-vung-2024.pdf
https://cdn.pnj.io/images/quan-he-co-dong/2025/21-20250416-PNJ-Bao-cao-thuong-nien- nam-2024.pdf
https://cdn.pnj.io/images/quan-he-co-dong/2025/37-20250820-PNJ-CBTT-NQ-HDQT-trien-
khai-phuong-an-phat-hanh-ESOP-2025-VN-EN-CBTT.pdf
3. Withdrawal and Dysfunctional Behaviors
These are behaviors that harm the organization, ranging from simply not being present
(withdrawal) to actively destructive actions (dysfunctional). Withdrawal Behavior:
oHigh Absenteeism/Tardiness During Peak Season (Stress-Related): While
generally low due to high commitment, the intense pressure of peak seasons
(Section VII) can lead to temporary withdrawal behaviors like calling in sick o
being frequently late. This directly impacts revenue during critical sales periods.
oHigh Turnover (especially in retail): While PNJ is known for its stability, turnover
in the entry-level retail sector can be high, incurring costs for recruitment and training.
Dysfunctional Behavior (Specific to the Jewelry Industry):
oRisk of Dishonesty/Theft: This is a major industry risk. Due to the value of the
products, any form of dishonesty—from pilfering a small item to manipulating
inventory records—is an extremely serious dysfunctional behavior. PNJ manages
this risk very tightly through advanced security systems, strict inventory audits,
clear ethical codes, and comprehensive background checks.
oCounterproductive Work Behavior (CWB): Negative gossip, undermining
colleagues, or intentionally misrepresenting product facts (e.g., diamond clarity)
to make a sale are examples that damage team morale and customer trust, respectively.
https://cdn.pnj.io/images/quan-he-co-dong/2025/13a-20250220-PNJ-CBTT-viec-trien-khai-
phuong-an-Cong-doan-mua-lai-cp-ESOP-cua-NLD-nghi-viec-hop-dong-giao-dich-voi-NNB- NLQ.pdf
https://cdn.pnj.io/images/quan-he-co-dong/2020/24%20-%20CBTT%20mua%20cp%20ESOP
%202018_2019%20de%20lam%20cp%20quy%20(70010cp)%20(ENGLISH).pdf
https://cdn.pnj.io/images/quan-he-co-dong/2019/33b-
CBTT_ve_giao_dich_mua_lai_cp_ESOP_2018_ENGLISH.pdf