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Doctoral Dissertation on Economics Policies on Motivation of CPSs
Author: Le Dinh Ly
1


MINISTRY OF EDUCATION AND TRAINING
NATIONAL ECONOMICS UNIVERSITY




LE DINH LY



POLICIES ON MOTIVATION
OF COMMUNAL PUBLIC SERVANTS
(Researched in Nghe An province)

SUBJECT: MANAGEMENT SCIENCE
CODE: 62.34.01.01


DOCTORAL DISSERTATION
ON ECONOMICS
(IN BRIEF)




Academic Supervisors:

1.
Associate Prof, PhD.
Mai Van Buu
2.
PhD.
Bui Duc Tho.




Hanoi – 2012
Doctoral Dissertation on Economics Policies on Motivation of CPSs
Author: Le Dinh Ly
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PREAMBLE
1. Necessity of the Dissertation
The contingent of communal public servants (CPS) is both a forming component
and a managerial subject of the communal authorities. It is an important factor, which
decides the effectiveness and efficiency of the communal authority's operation as well
as the socio-economic development process in the localities. However, the CPSs have
not been concerned by the higher levels and authorities for such a long time. The
delayed research of CPS prioritizing policy has not established a consistent and
comprehensive model which is suitable with each stage of national socio-economic
development. This has not motivated the CPSs to self-consciously contribute their
efforts to working and assignment fulfillment. As a result, this has negatively affected
working quality, reduced effectiveness and efficiency in the communal authorities'
management and administration of the socio-economic development in the localities.
Accordingly, the research subject on "Policies on Motivation of Communal
Public Servants (Researched in Nghe An province) is initiated, aiming at contributing

to solving the above mentioned issues.
2. Objectives of the Research
The dissertation is aimed at providing the State and Party with the theoritical and
practical basis for establishment and completion of policies on motivation of communal
public servants, meeting the national socio-economic development needs in the coming
time.
3. Subjects and Scope of the Research
3.1. Subjects of the Research: Motives and Policies on motivation of communal
public servants (CPS).
3.2. Scope of the Research: The Research was undertaken within Nghe An
province, from 2007 to 2010.
4. Methods of Research
To achieve the objectives of the research, the author has applied some key
research methods, including desk research and inheritance, investigation,
questionnaires and experts interviewing.
4.1. Method of Desk Research and Inheritance:
Method of Desk Research and Inheritance was used in the overall research in
order to form the theoretical backgrounds of the Dissertation. Via this Method, the
author has selected and drew on necessary results, especially the research methods,
analysis frames, information and data necessary for preparation of Dissertation.
4.2. Method of Direct Investigation via Questionnaires
Method of Direct Investigation via Questionnaires was used in assessment of real
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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situation of Motives and Policies on Motivation of CPSs. Basing on the objectives and
tasks of research, the author has designed suitable questionnaires for collection of
neccesary data. The collected questionnaires were, after being checked in order to
eliminate unsuitable ones, processed with the support of Software "SPSS Version 16

for Windows".
4.3. Method of Expert Interviewing
Method of Experts Interviewing was used in order to collect some additional
necessary data, which could not be collected by the two methods mentioned above.
5. Contributions of the Dissertation
5.1. In terms of theory
The Dissertation has added and developed some theoretical elements on motives
and policies on motivation of CPSs as follows:
Firstly, the Dissertation has added and developed the concept of CPS's motives.
Unlike the previous points of view, which normally used to identify the motives with
the internal factors (physical needs and spiritual needs) or external factors (salaries,
bonus, positions ) to motivate the CPSs in working and performance. The point of
view of this Dissertation is that the motivation of CPSs is synthetically impacted by all
factors (physicality and spirit), which are useful in speeding up and encouraging the
activeness and efforts of the CPSs in their good fulfillment of jobs and assignments.
The motives are closely related to the results and achievements of the CPS's operation.
When the CPSs have a good motive, they will have determination, self-awareness,
activeness and efforts to devote themselves to the fulfillment of their assignments for
the highest efficiency.
Secondly, the natures of CPSs motives are, in general, different from the ones of
the popular laborers. The motives of popular laborers are strongly affected by the
physical factors such as salaries and bonuses. In contrast, the motives of CPSs are
impacted by the spiritual factors, such as the success, acknowledgement, assignment,
responsibilities, promotion opportunities
Thirdly, with the systematic approach, the point of view in this Dissertation is that
the policies on motivation are a system of points of view, objectives and solutions to
speed up, encourage and facilitate the CPSs for their self-awareness, determination and
efforts in working for proper fulfillment of their assignments and functions. The
policies on motivation is divided into two categories, including the category of
impulsion policies and category of maintenance policies. These two categories have

different roles and impacts towards the motives of the CPSs. The maintenance policies
normally impact the working conditions and environments. On the contrary, the
impulsion policies normally impact the spirit and feelings of the CPSs during their
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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performance of assignments. In order to create active working motives for the CPSs,
first of all the special attentions shall be continuously paid to the maintenance policies
in order to assure the basic demands of the CPSs. Then, the impulsion policies shall be
also concerned and ensured by meeting high-grade needs of the CPSs so that they
would gain higher achievements and satisfactoriness.
5.2. Practical Aspects
Research results of the Dissertation has shown that the working motives of CPSs
are, at present, not so high. Most of the CPSs have shown little satisfaction with the
current policies on motivation.
The Dissertation has also indicated some shortcomings and limitations in the
current policies, such as (i) the policies of personnel arrangement have not properly
developed the capacities and strong points of each CPS; (ii) the policies on assessment
have not yet properly concerned the achievements, working results and assignment
fulfillment of the CPSs; (iii) the policies on training and development have not yet
created many opportunities for the CPSs in training and development; (iv) the policies
on recommendation and rewarding have not yet properly based on the working results
and achievements of the CPSs; values of rewards have not been deserved to the
working results and achievements of the CPSs; (v) the policies on salaries have not yet
based on the quantity and quality of the CPS's fulfillment of assignments; the present
salary level of the CPSs have been still lower than the others who are working in the
equivalent sectors; salary income of the CPSs have not been capable to meet their basic
and essential needs; (vi) the working conditions and environment have not yet been
properly concerned

Shortcomings and limits of the above mentioned policies are basic causes to the
lack of active motives for the CPSs. Accordingly, the Dissertation has proposed points
of view and solutions to completion of some policies on motivation of CPSs in the
coming time.
6. Lay-out of the Dissertation
Apart from the Preamble, Annexes, Conclusion and References, the Dissertation
has been structured into three chapters as follows:
Chapter 1
: Communal Public Servants and Policies on Motivation of
Communal Public Servants.
Chapter 2: Current Status of Motives and Policies on Motivation of the CPSs
(Researched in Nghe An province);
Chapter 3: Points of View and Solutions to fulfillment of Policies on
Motivation of CPSs.
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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Chapter 1
COMMUNAL PUBLIC SERVANTS AND POLICIES ON
MOTIVATION OF COMMUNAL PUBLIC SERVANTS

1.1. Communal Public Servants (CPSs)
1.1.1. Overviews of Communal Level
1.1.1.1. Concept of Communal Level
Communal level is the lowest administrative level within the four-level
administrative system of our country. It is the smallest administrative agency, but it is a
basic agency, a "cell" which forms the distric leveled authorities, provincial leveled
authorities and national leveled authorities.
1.1.1.2. Communal Authorities

* Concept of Communal Authorities
Communal authority is the lowest authority within the four-level authority
system of our country. Communal authority is formed on a basis of each communal
administrative unit and has functions in state management of all sectors including
politics, socio-economic sector, national defense and community security within the
communal area according to the regulations of the laws.
* Positions and Roles of the Comuunal Authorities
Communal authority is the lowest authority, which is the closest to the people in a
direct relationship. The communal authority is an administrative level, which both
directly transmits, popularizes and organizes to undertake the guidelines and policies
set out by the Party and State and directly manages every polictical and socio-economic
activity occuring within the communes accoring to the stipulations of laws.
* Functions and Responsibilities of the Communal Authority
The communal authority is responsible for management of all political, soci-
economic, national defense and public security activities in the locality; ensuring that
the Constitution, Laws and decisions made by the higher authorities are respected and
seriously complied with in the locality; ensuring and bringing into play the people's
rights of collective ownership; ensuring the legal rights and benefits of the people;
taking care of physical and spiritual lives of the people, and at the same time
encouraging the people to complete their responsibilities torwards the State.
1.1.2. Communal Public Servant (CPS)
1.1.2.1 Concept of CPS
Within the research of this Dessertation, the concept of CPS is confined to the
persons who are working in the governmental mechanism of communal level, officially
employed and earned salaries from the governmental budget, including positions of
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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Chairman and Vice Chairmen of People's Council, Chairman and Vice Chairmen of

People's Committee, Accounting - financial officers, Socio-Cultural officers, Judicial
and population officers, Land - Construction officers, Administrative and Inventory
officers, Public security commander and Military commander.
1.1.2.2. Roles of Communal Public Servant (CPS)
From the positions, roles, functions and responsibilities of the communal
authority, we can generalize some major roles of the CPSs as follows:
Firstly, the CPSs are the ones who organize the execution of Party's guidelines
and policies and State's laws in the locality.
Secondly, the CPSs are the ones who directly manage and execute the political,
socio-economic, national defense and public security activities in the locality in order
to ensure that these are undertaken within the framework of laws.
Thirdly, the CPSs are the ones who represent the wills, aspirations and benefits of
the local people; fight for and protect the legitimate rights and benefits of the people
when being violated, and at the same time, take due care of the improvement and
enhancement of the physical and spiritual living conditions of the people.
1.1.2.3. Natures of CPSs
Most of the CPSs are native people, who reside, work and live in the locality; they
have kindred relationship and close ties with the local residents. The CPSs themselves
possess all the characteristics of the local residents, they work in a network of kindred
relationships, and being people who represent a community as well as the Government.
Therefore there are both unification and contradiction, which conflict each other and
affect their actions, especially in solving the problems related to the relationships
among the individual - community - governmental benefits.
CPSs are the ones who are the nearest and closest to the people. They are the ones
who organize the execution of Party's guidelines and policies and State's laws in the
residential communities, but they are also the ones who are directly supervised by the
people.
CPSs have a very important position and role, but the working conditions,
facilities and equipment, operating budget for them are still in difficulty; especially for
those who are working in the remote mountainous and boundary areas, where the land

is too large, the operation areas are too complicated, the traffic means, physical basis
and infrastructural systems are incomplete and inadequate. However, so far the CPSs
have not been called as governmental public servants. The priority policies for them
still have discrimination and the CPSs are not on equal terms with the public servants
of the higher levels. During the policy forming and implementating process, the above
mentioned natures shall need the attentions of the managers in order to create working
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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motives for the CPSs.
1.2. Policies on Motivation of CPSs
1.2.1. Motives and Basic Doctrines of Motives
1.2.1.1. Concept of Motives
On the basis of drawing on and adding to previous conceptions, the author of the
Dissertation hereby presents concept of motive in the administrative angle as follows:
"The motive of a person is a synthetic impact of the physical and spiritual factors,
which impulse and encourage one’s engrossment and efforts in working and action in
order to gain individual as well as community purposes".
1.2.1.2. Basic Paradigms of Motives
The Dissertation has generalized some typical paradigms on motives such as: The
Theory of Demand System by Abraham Harold Maslow (1943), ERG Theory by
Clayton Alderfer (1972), Demand Impulsion by David Mc Clelland, the two-factored
theory by Fridetick Herzberg (1959), theory on Fairness by J. Stacy. Adams (1965),
Doctrine on Expectations by Victor Vroom (1967)
Via studying the above mentioned doctrines, the author of the Dissertation has
selected, drew on and applied some theories mentioned above in the research of
motives and policies on motivation of CPSs.
1.2.2. Motives of the CPSs
1.2.2.1. Concept of CPS's Motives

The motive of CPSs is a synthesis of the impacts of the physical and spiritual
factors, which impulse and encourage the CPSs to actively devote their efforts to the
fulfilment of assignments.
The motives have a close relationship with the working results and achievements
of the CPSs. When they have a good motive, they will have determination, self-help
and attempt to contribute their abilities to the fulfillment of assignments with the
highest efficiency
To create CPS's motives is to apply systems of policies, methods and models in
order to create a good psychological state for the CPSs and impulse as well as
encourage them to have self-help, activeness and efforts in working, and at the same
time bring into play their utmost abilities to fulfil their assignments and functions.
1.2.2.2. Basic Factors to Impact the CPS's Motives
CPS's motives are affected by many factors. By application of Two-factored
theory by Fridetick Herzberg (1959), the Dessertation has generalized factors affecting
the working motives of the CPSs into two categories including impulsion factors and
maintenance factors.
* Category of Impulsion Factors: They are major factors, which create working
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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motives in the CPSs. Main factors under this category include success,
acknowledgement, assignments, responsibilities, development opportunities
According to the Theory of Demand System by Abraham Harold Maslow, these factors
are the high-ranking needs of the CPSs. According to Herzberg, when there is no
impulsion factors, the CPSs still work as usual, but they will work more actively with
higher satisfaction if such factores are introduced.
* Category of Maintenance Factors: They are factors of working conditions,
organization's policies and regulations, supervision and relationships among the
individuals, salaries, positions, and job stability According to Maslow, the

maintenance factors are the low-ranking needs or basic needs of the CPSs. They are not
motivation factors, in contrast, they might cause discontent and discouragement in the
execution of assignments. Therefore, when these factors are improved, the discontent
and discouragement of the CPSs in execution of their assignments will be omitted,
however, no more motives will be created as a result of this improvement. The
maintenance factors can be figuratively compared to the maintenence of machines and
equipment, with which machines will operate more effectively within their designed
capacity, and no any additional capacity will be added to the original version
The two categories of impulsion factors and maintenance factors have different
roles and impacts towards the CPS's motives. The maintenance factors are normally
related to the working conditions and environment. The CPSs will be dissatisfied with,
tired of and procrastinating in working unless such factors are properly introduced. In
contrast, the impulsion factors are normally connected with the human perception and
feelings about their assignments. These factors are the right ones which create strong
motives and gain satisfactoriness and higher efforts in fullfilment of CPS's
assignments. As managers, the maintenance factors should first be regularly considered
in order to meet the basic needs of CPSs. But it would be insufficient if we wish the
CPSs to work more actively. The CPSs shall work with more effeciveness if their high-
ranking needs shall be duly taken care of, which will create more satisfaction. When
the CPSs do not work actively, the impulsion factors need being considered in order to
create motives for them.
1.2.2.3. Criteria for Assessment of CPSs
To assess the CPS's motives, the following criteria might be used:
 Efficiency of Working Time Usage:
Efficiency of working time usage is a percentage (%) between the practical
working time of the CPSs and stipulated working time. The practical working time is
an average working duration of time on a typical working day or a real duration of time
in which the CPSs really work in order to finalize their assignments. The stipulated
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working time is a duration of time calculated on a basis of office hours (8 hours a day)
or a duration of time stipulated for fulfillment of the CPS's assignments.

Efficiency of Working
Time Usage
=
Practical working time
Stipulated working time

 Level of Assignment Undertaking Efforts:
Level of assignment undertaking efforts is a criterion reflecting the level of
activeness, engrossment and enthusiasm of the CPSs in undertaking their assignments
and reflecting the level of consumption of CPS's strength (both physical and mental
powers) for fulfillment of their assignments. The high or low level of assignment
undertaking efforts also presents the CPS's working intensity in their assignment
undertaking.
 Level of Assignment Fulfilment:
Level of assignment fulfilment is a percentage (%) between the quanity of
completed assignments and quantity of assigments within a certain duration of time.

Level of assignment
fulfilment
=
Quanity of completed assignments
Quantity of assigments

 Level of Mind Rest in Working
Level of mind rest in working is only a criterion, which reflects the CPS's

pleasure and satisfactoriness with their present assignments and positions. If the CPSs
are set their mind at rest in working, they will be more active, engrossed, enthusiastic
and devoted to their assignments. In contrary, the CPS's activeness, engrossment,
enthusiasm and devotement will be gradually decreased. If this situation prolongs the
CPSs will have unpeacefull sensation, tiredness and even probably quit their
assignments or move to the other organizations for a new job. Accordingly, the motives
of the CPSs will be annuled as a matter of course.
1.2.3. Policies on Motivation of CPSs
1.2.3.1. CPS Policy
CPS policy is an overall combination of points of view, orientations, objectives
and solutions to establishment of a contingent of CPSs, which meet the requirements of
management and operation of socio-economic development of each locality and of the
nation in each specific historical stage.
CPS policy is one of the tools for the State to manage, use and develop the
(1.1)

(1.2)
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contingent of CPSs in order to meet the national socio-economic development needs in
each historical stage; is an important mean in order to orient every activity and action
of the CPSs as well as the related organizations and individuals. The CPS policy plays
a regulating role in order to effectively manage and use human resources, and at the
same time create fairness in the working regime as well as benefits of the CPSs in each
communal locality, between this commune and the others as well as between the
different regions and areas throughout the country. The CPS policy also plays a role
exciting and creating strong motives of the CPSs in their assignment fulfillment.
Depending on the national objectives of socio-economic development in each

stage, the Party and State will respectively adjust the policies in order to orient the
organizational structures, functions, tasks and requirements towards the CPSs,
corresponding to the requirements of management and operation of socio-economic
development of each locality throughout the country.
1.2.3.2. Policies on Motivation of CPSs
Policies on Motivation of CPSs is a part of policy system towards the CPSs. It is
an overall combination of points of view, orientations, objectives and solutions to
creating motives of active working for the CPSs in their fulfillment of assignments.
Depending on approaches, the policies on motivation of CPSs might be
categorized into different subsystems or policy category. Basing on the factors
impacting the CPS's working motives, the policies on motivation of CPSs might be
divided into two categories: (i) Policies which impact the impulsion factors and can be
called as the impulsion policies and (ii) Policies which impact the maintenance factors
and can be called as maintenance policies.
a) Impulsion Policies
Category of impulsion policies include policies which impact the impulsion
factors such as success, acknowledgement, assignments, responsibilities, development
opportunities in order to create the satisfactoriness towards the CPSs in their
implementation of functions and assignments. These are major motivation policies
towards the CPSs.
The objectives of these policies are to foster and encourage the CPSs to develope
their self-awareness, activeness and efforts in working and fulfilment of assignments.
The impulsion policies are also diversified and plentiful. Within this Dissertation,
the author would like to mention some basic policies which include personnel
arrangement policy, assessment policy, training and development policy,
commendation and reward policy
* Personnel Arrangement Policy: It is an overall combination of points of view,
objectives and solutions to recruitment and arrangement of CPSs in a scientific and
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reasonable manner in order to bring into play the abilities and strong points of each
individual to be directed towards the common objectives of the organizations. The
Personnel Arrangement Policy is one of the basic motivation policies in personnel
management. It will impact the factors such as assignments, positions, responsibilities
and development opportunities of the CPSs in order to create engrossment, enthusiasm
and efforts for them to execute and fulfil their assignments.
* Assessment Policy: Correct assessment of needs and acknowledgment of
achievements and working results is one of the high-grade need of the CPSs. Therefore,
correct assessment of achievements and working results is one of the strong motivation
factors for the CPSs in their execution of assignments. The CPSs will have an engrossed
spirit in working when they feel that their achievements and working results are properly
assessed and acknowledged by their leaders and other colleagues. The CPS assessment
policy is an overall combination of points of view, objectives and solutions to
determination of achievements and working results, level of assignment fulfillment of the
CPSs in their execution of assignments, and at the same time clarification of professional
capacities, moral quality and responsibilities of the CPSs.
* Training and Development Policy: Training and development is one of the
high-grade needs of the CPSs. When the CPSs feel that they have capabilities and
opportunities in training and development for further improvement of knowledge,
professional qualifications and self-completion, they will have motives in activeness,
engrossment and efforts in working.
The training and development policy is an overall combination of points of view,
objectives and solutions to improvement of all-sided knowledge, qualifications and
capabilities for the CPSs to meet the daily demanding tasks, and at the same time help
the CPSs complete themselves. If the training and development policy is properly
designed, it will create active motives for the CPSs as a matter of course.
* Reward and Discipline Policy: Commendation and reward is usage of physical
or spiritual rewards to recompense the outstanding persons with excellent

achievements, importantly contributing to the common success of the organizations.
Discipline is usage of physical or spiritual penalty models for the persons who do not
fulfill their assignments or have violation actions, which negatively affect the common
results of the organizations.
Reward and Discipline Policy is an overall combination of points of view and
solutions to encouraging and fostering the CPSs in actively working, excellently
fulfilling their assignments, and at the same time limiting and preventing the violation
actions, which negatively affect the common results of the organizations.
b) Maintenance Policies
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Unlike the impulsion policies, the maintenance policies do not directly create
motives for the CPSs. These policies impact the Maintenance factors (factors under the
basic needs of the CPSs) such as working conditions, organization's policies and
regulations, supervision, relationships between the individuals, salaries, positions, job
stability in order to reject possible dissatisfactoriness, tiredness of the CPSs in their
execution of assignments. Major policies within this category are directed towards the
issues such as improvement of salary regime, working conditions (modernization of
office buildings, furniture, working means ), creation of good atmosphere and
relationships among the individuals (establishment of office culture and renewing the
leadership style), completion of internal policy and regulation systems
* Salary Policy: Salary policy for the CPSs is an overall combination of State's
points of view, objectives and solutions to ensuring suitable levels of salaries which are
correspondent to the positions, tasks and working achievements of each CPS in order to
meet the essential and basic needs of the CPSs and their families, contributing to
encouraging and fostering the CPSs to actively fulfill their assignments.
* Other Policies
Apart from the salary policy, there are still some other policies impacting the

maintenance factors such as policies on improvement of working conditions
(modernization of office buildings, furniture, working means ), creation of good
atmosphere and relationships among the individuals (establishment of office culture
and renewing the leadership style), completion of internal policy and regulation
systems
To properly ensure the maintenance factors, the administrators shall regularly pay
attentions and give out suitable policies, which positively impact these factors and
ceaselessly improve the working conditions and environment for the CPSs.
The two catagories of impulsion policies and maintenance policies mentioned
above have diffent roles and impacts towards the CPS's motives. The maintenance
policies are normally related to the working conditions and environment. The CPS's
will be dissatisfied with, tired of and delayed in working unless such policies are
properly designed and undertaken, however, in case they are properly ensured, the
CPS's motives and satisfactoriness are not created. In contrary, normally the impulsion
policies strongly impact the human sensation and feelings about their assignments. If
these policies are properly designed and undertaken, they will be useful in fostering,
encouraging and strongly motivating the CPSs as well as creating higher
satisfactoriness and efforts of the CPSs in their execution of assignments. In the
manager's role, firstly the maintenance policies shall be regularly concerned in order to
meet the basic needs of the CPSs. But it would be insufficient if we wish the CPSs to
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work actively. In compensation, the CPSs shall be duly cared and properly ensured
with the impulsion factors by meeting their high-grade needs, which will take them to
the success and higher satisfactoriness. When the CPSs do not work actively, the
impulsion policies need being reconsidered in order to suitably adjust and admend.
1.3. Some International Experiences in Motivation of CPSs
Through the study of personnel policies in Japan, USA and China, the author

hereby draws some international experiences in motivation of CPSs as follows:
1.3.1. Personnel Arrangement Policy:
For an effective employment and arrangement of CPSs, it is firstly necessary to
establish a system of positions and titles which are suitable with each organization and
agency under the communal authorities. Each position and title needs a task description
sheet followed by specific requirements of professional qualifications and job skills,
service morality, promotion procedures and suitable treatment regime. Accordingly, the
CPSs will be recruited and arranged into the suitable positions in order to create the
best motives for CPSs. It is also necessary to apply the sacking mechanism for the
CPSs who do not meet the requirements of assignments; to create ceaseless
relationships between the CPSs and public servants of the higher levels, between the
public sectors and private sectors in order to attract talented and excellent persons into
the communal authorities, who will be also possible human resources for the higher
leveled authorities.
1.3.2. Training and Development Policy:
Through the research, it is found that almost nations have paid attentions to the
training and development of CPSs. When the CPSs have many opportunities on
training and development they will have strong motives in actively working as a matter
of fact. The training and development policy shall ensure that the CPSs have equal
opportunities in training and development.
1.3.3. CPS Assessment Policy:
In assessment, it is required to pay attentions to three basic aspects, including
quantity of assignments, quality of assignments and CPS's development potential. It is
also necessary to combine many different models and methods of assessment: CPS's
self-assessment, colleague's assessment and leader's assessment; in which the
responsibilities shall be highlighted as well as the assessment comments by the direct
leaders and managers shall be concerned.
1.3.4. Reward and Discipline Policy:
One of the principles of commendation and reward applied by almost nations is to
commend and reward basing on the obtained merits. In regard of methods of

commendation and rewarding, it is necessary to harmoniously combine the
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glorification method and physical and cash rewarding method. Levels of
commendation and rewards shall correspondent to merits and results achieved by the
CPSs. Periodical commendation shall be in coordination with the unscheduled
commendation on a basis of specific assessment results.
1.3.5. Salary Policy:
Salary policy for the CPSs have been specially concerned by the studied nations.
Almost of developed nations have paid salaries on the market-based levels, ensuring
that the CPSs in governmental agencies have a level of salary that is equal to or higher
than that in the business and service sectors. In these nations, the CPS's salaries are
paid on a basis of merit mechanism, and the CPS's salaries are divided into two parts
including basic salary (hard part) and encouragement salary (soft part). This part of
encouragement salary is mainly based on the CPS's working achievements for making
decision.
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CHAPTER 2
CURRENT STATUS OF MOTIVES AND POLICIES ON MOTIVATION
OF THE CPS (RESEARCHED IN NGHE AN PROVINCE)

To research and assess the status of motives and policies on motivation of CPSs,
the author has designed questionnaires for collection of necessary information. Basing
on the overall scope, variances and standard declinations of previous researches and
experts' experiences, the author has determined a pilot scope of 500 questionnaires. The

investigation has been done in 20 districts, cities and provincial towns in Nghe An
province. In each district, city and provincial town, the investigation has been done in
two communes. The subjects to be investigated include personnel management officers
at district level, CPSs and residents. The collected questionnaires were, after being
checked in order to clean and reject unsuitable ones, processed with the support of
Software "SPSS Version 16 for Windows". The computerized data processing results
have revealed an overall picture of current status of motives and policies on motivation
of CPSs as follows:
2.1. Current Status of CPS's Motives
The processing results collected data have revealed an overall picture of current
status of CPS's motives as follows:
2.1.1. Situation of CPS's Working Time Usage:
Both quality and quantity of working time used by almost CPSs have not been
ensured yet. In average, the CPSs use only 24 hours a week, meeting only 67.5% the
stipulated working time. In which the percentage of useful working time only reaches
70% real working time.
2.1.2. CPS's Level of Working Efforts
Almost of CPSs have not had high efforts in execution of their assignments.
Within the quantity of interviewed persons, only 2.1% said the CPSs had a very high
effort in working, 19.1% said that they had a high effort, 34.8% said they had a
moderate effort, 39.3% said they had a small effort and 4.7% said they had a very small
effort.
2.1.3. CPS's Level of Assignment Fulfilment:
The results of analysis have shown that the CPS's level of assignment fulfillment
has not been so high. Within the quantity of interviewed persons, only 9.8% said that
their fulfillment of assignment was very good, 24.4% said that their fulfillment of
assignment was good, 50.1% said that their fulfillment of assignment was medium,
13.6% said that their fulfillment of assignment was not good and 2.1% said that their
fulfillment of assignment was not good at all.
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Author: Le Dinh Ly
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2.1.4. CPS's Level of Mind Rest in Working
The results of analysis have shown that almost of CPSs have not yet set their
minds at rest with the present jobs. Within the quantity of interviewed persons, only
7.4% said that they felt very secure about their work, 15.9% said that they felt secure
about their work, 45.6% said that they had a medium level of feeling secure about their
work, 18.7% said they did not feel secure and 12.5 said that they did not feel secure at
all. It is especially noted that within the quantity of CPSs interviewed, 30.6% clearly
expressed their intentions to quit their present positions, and at the same time 25.7%
still hesitated to clearly express their intentions.
2.2. Current Status of Policies on Motivation of the CPSs
As previously mentioned in the Chapter 1, the CPS's motives are impacted by the
two major categories of factors, which are impulsion factors and maintenance factors.
For clarifaction of reasons why the CPSs are now lacking motives in working, the
author has investigated and assessed the current status of impulsion policies (which
impact the impulsion factors) and maintenance policies (which impact the impulsion
factors) towards the CPSs in Nghe An province.
2.2.1. Current Status of Impulsion Policies
The Dissertation has focussed on research and assessment of some key policies
such as personnel arrangement policy, assessment policy, training and development
policy and commendation and reward policy towards the CPSs
2.2.1.1. Personnel Arrangement Policy:
In order to assess the status of Personnel arrangement policy, the Dissertation has
analyzed and assessed some aspects in the personnel arrangement policy such as the
assignment suitability with the CPS's capacities and strong points, challenges in
assignments and promotion opportunities for the CPSs.
 Assignment Suitability with the CPS's Capabilities and Strong Points

The results of research have shown that the assignment suitability with the CPS's
capabilities and strong points is a factor which the most impact the CPS's motives.
However, the present personnel arrangement policy have not yet concerned and paid
attentions to this aspect. Within the quantity of interviewed CPSs, only 11.0% said that
their assignments were very suitable, 28.2% said that their assignments were suitable,
30.1% said that their assignments were moderately suitable, while 22.3% said that their
assignments were not suitable and 8.3% said that their assignments were not suitable at
all.
 Challenges in Assignments:
Challenging assignments have many impacts on the CPS's motives. However,
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almost of CPSs have not yet expressed their high satisfactoriness with the challenges in
their current assignments. Within the quantity of interviewed CPSs, only 25.7% said
that they were satisfied or very satisfied, 55.8% said that they were moderately
satisfied, while 18.5% said that they were not satisfied or not satisfied at all.
 Promotion Opportunity in Assignments
Promotion opportunity is one of the factors which have many impacts on the
CPS's motives. However, according to the current status of employment and
arrangement policies in localities have not yet created so many development
opportunities for the CPSs. Within the quantity of interviewed CPSs, only 2.5% said
that they had very many development opportunities, 16.8% said that they had many
development opportunities, 51.6% said that they had a moderate level of development
opportunities, 19.7% said that they had few development opportunities and 9.3% said
that they had very few development opportunities.
2.2.1.2. CPS Assessment Policy
Being properly and duly acknowledged and assessed on the achievements and
working results is one of the factors which have many impacts on the CPS's motives.

However, the investigation results have shown that almost of CPSs have not been
satisfied with the present assessment policy yet. Within the quantity of CPSs
interviewed about their satisfactoriness with the present assessment, only 10.0% said
that they were very satisfied, 22.5% said that they were satisfied, 32.3% said that they
were moderately satisfied, while 26.5% said that or not satisfied and 8.7% said that
they were not satisfied at all.
2.2.1.3. Training and Development Policy
The research results have shown that training and development opportunity is one
of the important factors which have many impacts on the CPS's motives. However, the
present CPS policies have not yet created so many opportunities of training and
development for the CPSs. Within the quantity of CPSs interviewed about present
training and development opportunities, only 11.0% said that they had many
opportunities, 25.1% said that they had many opportunities, 32.5% said that they had a
moderate level of opportunities, 21.9% said that they had few opportunities and 9.3%
said that they had very few opportunities.
2.2.1.4. Reward and Discipline Policy
The research results have shown that being timely commended and encouraged is
one of the important factors which have many impacts on the CPS's motives. However,
the practical commendation and rewarding policy for the CPSs still have many
shortcomings. Within the quantity of CPSs interviewed about satisfactoriness with the
present commendation and rewarding policy, only 6.8% said that they were very
Doctoral Dissertation on Economics Policies on Motivation of CPSs
Author: Le Dinh Ly
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satisfied, 18.0% said that they were satisfied, 38.4% said that they were moderately
satisfied, while 26.1% said that they were not satisfied and 10.6% said that they were
not satisfied at all.
2.2.2. Current Status of Maintenance Policies
The Dissertation has focused on research of policies which impact the main

maintenance factors such as salary policy, improvement of working conditions and
environment, modernization of office buildings, furniture, working means,
establishment of office culture, completion of internal policy and regulation systems.
2.2.2.1. Salary Policy
The research results have shown that almost CPSs have not yet been satisfied with
the present salary policy. Within the quantity of CPSs interviewed about
satisfactoriness with the present salary policy, only 3.0% said that they were very
satisfied, 8.3% said that they were satisfied, 35.5% said that they were moderately
satisfied, while 39.9% said that they were not satisfied and 13.4% said that they were
not satisfied at all.
2.2.2.2. Policies on Creation of Working Conditions and Environment
* Working Conditions
The research results have shown that almost CPSs have not yet been satisfied with
the present working conditions.
Within the quantity of CPSs interviewed about present working conditions at the
communal level, only 2.8% said that the working conditions were very good, 27.6%
said that the working conditions were good, 35.5% said that the working conditions
were normal, 17.8% said that the working conditions were bad and 2.8% said that the
working conditions were very bad.
* Working Environment:
Almost of CPSs have felt that the atmosphere and colleague relationships in their
organizations at communal level are rather open and friendly. However, the CPSs have
not yet been satisfied with the present internal policy and regulation system in their
agencies and organizations at communal level.
Within the quantity of CPSs interviewed about satisfactoriness with the present
internal policy and regulation system, only 312.7% said that they were very satisfied,
31.6% said that they were satisfied, 32.7% said that they were moderately satisfied,
while 21.9% said that they were not satisfied and 1.1% said that they were not satisfied
at all. In which, it is necessarily noted that the supervision and inspection during the
CPS's implementation of functions and tasks has not been properly done.

2.3. Initial Remarks and Assessments of Current Status of Motives and
Policies on Motivation of CPSs
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2.3.1. CPS's Working Motives
The results of research on current status of CPS's working motives (as mentioned
at the item 2.1 above), initial remarks and assessments can be drawn, that is the CPS's
working motives are not so high. Almost of CPSs have not properly used their working
time as stipulated, been short of efforts in execution of assignments and their level of
assignment fulfillment has been still low, without feeling secure about the positions and
assignments. It is noteworthy that some CPSs really want to quit their present positions.
The real situation of CPS's shortage of working motives has been still a topical
question, which shall be concerned by not only the relevant authorities and sectors but
also the entire society.
2.3.2. Policies on Motivation of CPSs
Via the research results, it is found that the current CPS policies have not yet
really encouraged, fostered and motivated the CPSs to actively and engrossedly work
and fulfill their assignments. The results of research have also shown shortcomings,
limits towards some major policies as follows:
2.3.2.1. Impulsion Policies
The results of research have shown that besides the positive aspects the Impulsion
policies still have many shortcomings.
* Personnel Arrangement Policies: The present personnel arrangement policies
have not yet really motivated and encouraged the CPSs to devote and well bring into
play their professionally trained qualifications as well as their strong points during their
performance and execution of assignments. This is presented in the following aspects:
Firstly, the employment, introduction and election of CPSs into the positions
within the communal authorities has not yet really based on the professionally trained

qualifications or strong points of the CPSs. Each position and title within the
communal authorities have not yet been specifically and clearly stipulated upon the
various criteria, especially the criterion on necessary professional qualifications.
Secondly, the present functions and tasks of CPSs are mainly to implement the
task requirements instructed by the higher levels. Almost assignments are in natures of
administrative affairs without demanding challenges.
Thirdly, the development opportunities for the CPSs have still been limited.
Ceaseless relationship has not yet been formed between the CPSs and CPSs at higher
levels.
* CPS Assessment Policies:
The results of research have shown that the CPS assessment policies still have
some shortcomings and limits as follows:
Firstly, although the present CPS assessment has had a rather comprehensive
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consideration, it is mainly partial towards the aspects of moral quality and social
relations, without proper attentions on capabilities, working efficiency and level of
assignments fulfilled by the CPSs.
Secondly, the system of assessment criteria, assessment methods, time and
duration of assessment have not yet been clearly stipulated in uniform, thus, the
implementation has been still unsystematic. Accordingly, the openness, democracy and
fairness are not ensured, the assessment results are normally partial towards the
subjective opinions of some individuals, do not correctly reflex capabilities, working
efficiency and level of assignments fulfilled by the CPSs.
* Training and Development Policy
The CPSs have expressed their low level of satisfactoriness with present training
and development policies as they had few opportunities for training and development.
* Reward and Commendation Policy

The commendation and reward policy for the CPSs still have some shortcomings
and limits: (i) commendation and reward has not yet been timely done; (ii)
consideration of commendation and reward has not yet based mostly on the CPS's
achievements and efficiency; (iii) values of rewards have not yet been corresponding to
the CPS's achievements and working results. Accordingly, the CPSs are not motivated
and encouraged to actively work and devote.
2.3.2.1. Maintenance Policies
Maintenance policies have not yet created convenient working conditions and
environment for the CPSs.
* Salary Policy
The results of research have shown some shortcomings and limits of the present
salary policy for CPSs including: (i) salaries paid to the CPSs have not yet based on the
quantity and quality of assignments fulfilled by the CPSs; (ii) systems of salary-framed
sheets among the internal CPSs have been still unreasonable; (iii) levels of salary
currently paid to the CPSs have been lower than those in the other relevant sectors; (iv)
salary incomes have not yet been able to meet the essential needs of the CPSs.
* Policies on Creation of Working Conditions and Environment
According to the research results, the Policies on creation of working Conditions
and environment for the CPSs still have some shortcomings and limits:
Firstly, head offices, working facilities and furniture, working environment for
the CPSs still have many difficulties and shortage, which do not meet the requirements
of tasks.
Secondly, the environmental conditions and working locations of the CPSs,
especially the rural and mountainous areas, are still difficult and complicated with
Doctoral Dissertation on Economics Policies on Motivation of CPSs
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weak traffic conditions and difficult conditions of culture, education and health care.
Thirdly, the system of internal policies and regulations stipulating the

organization and operation of agencies and utilities within the communal authorities
have not yet been reasonably and comprehensively established.
Shortcomings and limits of the above mentioned policies are one of the basic
causes resulting in the fact that the CPSs have been short of working motives, have not
yet fulfilled their functions and tasks, which makes the communal authorities operate
with a weak effectiveness and efficiency, negatively impacting the local socio-
economic development, delaying the nation's modernization and industrialization
cause.

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CHAPTER 3
POINTS OF VIEW AND SOLUTIONS TO FULFILLMENT OF POLICIES
ON MOTIVATION OF CPS

The results of research have shown that the motives have had many impacts on
working results and achievements of the CPSs. However, the real status of shortage of
working motives in the CPSs have now been a problem, which is specially concerned
by the social opinion as well as leaders of various authorities and sectors. Reasons for
this problem is due to the fact that the present policies have not yet motivated,
encouraged and fostered the CPSs to devote themselves and effort in exection of their
functions and assignments.
In order to motivate the CPSs in the near future, the author of this Dissertation
would like to propose some points of view and solutions with the aims at renewal and
completion of policies on motivation of CPSs.
3.1. Some Points of View in Renewal and Completion of Policies on
Motivation of CPSs in the future
From the real status of present motives and policies on motivation of CPSs, the
author hereby propses some points of view in renewal and completion of policies on
motivation of CPSs as follows:
3.1.1. Renewal and completion of policies on motivation of CPSs shall be based
on clear determination of positions and roles of the CPSs, who shall be considered a

component within the overall contigent of governmental public servants.
3.1.2. Renewal and completion of policies on motivation of CPSs shall be put
inside the Process of renewal and completion of policies for the governmental public
servants in general.
3.1.3. Renewal and completion of policies on motivation of CPSsshall be aimed at
gradually establising and developing the contigent of CPSs in the orientation of
professionalization.
3.1.4. Renewal and completion of policies on motivation of CPSs shall ensure the
consistency and comprehensiveness upon all aspects, in accordance with the socio-
economic needs of the nation as well as of each locality in each certain development
stage.
3.2. Some Solutions to Completion of Policies on Motivation of CPSs in
coming time
From the above mentioned points of view, the author hereby proposes some
solutions to completion of policies on motivation of CPSs as follows:
3.2.1. Category of Solutions to Completion of Policies on Motivation of CPSs
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3.2.1.1. To recheck the functions and tasks of the CPSs as well as of each position
of CPSs; to assess the execution of assignments, level of assigment fulfilment in
comparison with the requirements of assignments and qualifications as well as
capabilities in execution of assignments of each CPS's position in order to properly
admend and adjust.
3.2.1.2. To renew and consolidate the communal authorities, arrange CCSEs into
suitable positions and titles, which are suitable with the professionally trained
qualifications and strong points of each CPS.
3.2.1.3. To renew the CPS planning, to ensure the openess, democracy and
fairness of the selection and introduction of CPSs into the planned positions and titles

so that the any person with sufficient standard qualifications, capabilities and necesary
moral quality will be all considered for the planned positions.
3.2.2. Category of Solutions to Completion of Policies on CPS Assessment
3.2.2.1. To establish and complete the assessment system of assignment execution
for the CPS's positions.
3.2.2.2. To establish and well implement all assessment programs applied for the
CPSs.
3.2.2.3. To establish suitble regimes and policies so that the people may check,
supevise and assess the execution of functions and tasks of the CPSs; to apply
assessment results in timely and effective management and usage of CPSs.
3.2.3. Category of Solutions to Completion of Traing and Development Policies
3.2.3.1. To renew and complete the preparation of annual and 5 year plans of
training and development for each CPS's position; to ensure that every CPSs with equal
conditions and criteria will have equal opportunities in training and development.
3.2.3.2. To renew programs, contents and models of training, to improve the
CPS's knowledge, well combine the school theoretical traing of and practical onsite
training.
3.2.4. Category of Solutions to Completion of Commendation and Reward Policies
In the coming time, the commendation and reward policies shall be adjusted towards
the following directions:
Firstly, the consideration of rewarding the CPSs shall be periodically undertaken on
time in a monthly, quarterly and year-end basis or after completion of an important
assignment or task basing on the assessment results of assignments executed by the CPSs
according to each corresponding period.
Secondly, rewarding works shall be in association with the assessment of assignments
executed by the CPSs. Achievements, results and efficiencies of fulfilled assignments shall
be the most important criteria for consideration of reward and commendation.
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Thirdly, the commendation and reward according to the egalitarianism shall be
overcome. Physical rewards and spiritual ones shall be harmoniously combined. Form and
value of rewards shall be ensured correspondent to the achievments and working results in
order to encourage and foster the CPSs to work more actively and enthusiatically.
3.2.5. Category of Solutions to Completion of Salary Policies
3.2.5.1. To renew the salary policy for the CPSs depending on the results of
assignments executed as a basis for determnation of realistic salary levels for the
CCSEs.
3.2.5.2. To adjust and amend salary coefficients and salary frames of the CPSs in
order to create fairness and ceaseless relations between the CPS's positions as well as
the relation between the CPSs and public servants of higher authorities.
3.2.5.3. To add typical subsidy to the CPSs.
3.2.5.4. To gradually increase salary incomes in order to meet the essential needs
of the CPSs.
3.2.6. Category of Solutions to Completion of Relevant Policies for Improvement of
Working Conditions and Environment
3.2.6.1. To gradually invest in improvement and modernization of head offices,
facilities and working furniture for the communal authority system.
3.2.6.2. To gradually study to construct a model of "office culture" suitable with
the organization's conditions and natures and activities of communal authorities.
3.2.6.3. To renew the leaders' office style in the communal authorities.
3.2.6.4. To complete the internal regulation system and personnel policies suitable
with the organization's conditions and natures and activities of communal authorities.
communal authorities.
3.3. Some Conditions to Execute the Proposed Solutions
3.3.1. Completion of System of Laws on CPSs
Completion of System of Laws on CPSs ensures the fairness and reasonableness
in working as well as in benefiting in order to avoid discriminatory treatment between
the CPSs and higher-leveled public servants. Priority policies shall be satisfactorily

applied towards the CPSs, who works in difficulty and complicated locations in order
to maintain and improve their working motives, meeting the requirements of socio-
economic development in each locality as well as throughout the country in each
development stage.
3.3.2. Needed High Concerns by the Government as well as Relevant
Authorities and Sectors in Preventing and Fighting Bureaucracy and Corruption.
For the above mentioned soulutions, especially the Solutions to Completion of
Salary Policies, to be effectively developed, the Government as well as relevant
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authorities and sectors shall have a very big determination in preventing and fighting
the daily increasing evils of bureaucracy and corruption.
The research results have revealed that the level of salaries and subsidies
(official incomes) of the CPSs has, at present, been lower than the common average
level in the other sectors. Almost CPSs have not yet been satisfied with the present
subsidy and salary policies. However, thanks to the positions, some CPSs assigned
with certain power and rights have used such power and rights to interest
themselves and ilegally enrich themselves. Even in many cases that the unofficial
income sources are much more the official ones, which results in a fac that the
incomes from salaries and subsidies are not concerned by the CPSs any longer.
Therefore, even though the CPSs might be dissatified with the salaries and
subsidies, they are very satisfied with the unofficial incomes they earn. Unless the
evils of bureaucracy and corruption are properly prevented and controlled, the solutions
to increasing salaries and subsidies and other encouragement rewards will be useless.
Because, despite of the fact that the salaries (and other subsidies) are much increased,
such salaries and subsidies cannot be, in the current status of national budget capability,
compared with the unofficial incomes originated from bureaucracy and corruption.
Then, the working motives of CPSs are now unofficial incomes, not any other

factors. Therefore, besides the gradual increasing of salaries for the CPSs, it is
necessary to strengthen effective methods of supervision and prevention of bureaucracy
and corruption in the governmental agencies at all levels.