This research discusses how to motive and retain employees in China based on analyzing factors influencing employee enthusiasm and strategies to motivate employees under the framework of Herzberg’s two-factor theory. With the proposition that hygiene factors and motivators both influence the work enthusiasm, 15 interviews were arranged to collect the needed data for further analysis. According to the information obtained from the 15 interviewees from P&G, hygiene factors and motivators all exert influences over their work behaviors and the impact of the factors differs according to the different conditions of the employees. The findings of this research generally agree with the two-factor theory. Based on how the work enthusiasm of P&G’s employees are influenced by each of the factors, strategies are correspondingly formulated to motivate employees at work. Generally speaking, this research is significant for being conducted from a microscopic perspective to the macroscopic perspective. In other words, a specific organization is studied to figure out the answers to the research questions and the findings can be used for future studies as well for practical purposes. More specifically, when conducting this study, such factors as unsatisfying wages and benefits, heavy workload, task conflicts, ambiguous duties, interpersonal conflicts and ineffective management system, etc., all discourage the enthusiasm of employees. In response to that, a reasonable management system and sound motivational mechanism should be established to keep employees active at work or retain those who want to resign.

The objective of this study was to examine the role that customer loyalty and employee enthusiasm can play as a strategic objective to increase sales at MB Silicon Systems. In order to address these two factors from a strategic perspective, elements from various concepts have been used to gain a new understanding of customer loyalty, employee enthusiasm and strategy. The final goal of the study was to use the knowledge gained throughout the report to propose a management framework which can be implemented to give MB Silicon Systems a competitive advantage in its competitive industry.The literature review suggested that a strategy of customer loyalty and employee enthusiasm will result in above average financial performance. Customer loyalty and employee enthusiasm cannot be separated from each other and they are linked by leadership, the vision and core values of the organisation. It is not possible to achieve customer loyalty and employee enthusiasm without the proper formulation and execution of a strategy. Such a strategy needs to utilize core management tools like the Balanced Scorecard which will bridge the vision of the organisation with goal setting mechanisms of motivation. The Balanced Scorecard will ensure that strategic objectives of the organisation will be mapped into the Balanced Scorecard while employees will be rewarded according to achieved targets of these objectives.Surveys which were conducted with customers and employees have shown that MB Silicon Systems performs below international standards with respect to customer loyalty and that the organisation is failing with its existing strategy. The surveys have also shown that employees are demotivated. This state of demotivation results in a lack of teamwork and mistrust between employees. The lack of teamwork and mistrust is only the symptoms of organisational problems which need to be resolved by organisational redesign, implementation of management principles and healthy corporate governance. The low base of loyal customers and the demotivated state of employees is resulting in below average financial performance.A management framework was recommended that will transform a strategy of customer loyalty and employee enthusiasm by using proven management tools. Implementation of the framework will ensure a competitive advantage to MB Silicon Systems which will result in above average financial performance.