bài tập vè hành vi tổ chức – thuyết tạo động lực cho người lao động e

Bài tập vè Hành vi tổ chức – Thuyết tạo động lực cho người lao động

Introduction:
Vietnam is on the way of national industrialization and modernization and enterprises
contribute greatly to this pathway. The demand for human resources has increased recently
with the economic growth. The enterprises are paying more attention to the human resource
development. Many enterprises are aware that the quality of human resources will determine
the existence of the enterprises. However, it is not adequate if the enterprises only focus on
recruiting the suitable staffs without paying attention to keeping them, especially the key
staffs. In the situation of the shortage of high quality human resource now, success in
keeping the good staffs and stabilizing the team will decrease the time and costs
( recruitment; training and so on), minimizing the errors caused by the new staffs and
creating the trust and coherence inside the enterprises. Then, the staffs will consider the
companies as a ideal working place to enhance their working ability and attach the loyalty to
the company, so the quality of products and services are also enhanced, creating the trust
from customers and reputation in the market, helping the enterprise stabilize and develop.
Currently, many researchers have introduced many theories on working motive forces,
helping the enterprise managers enhance their ability best, in which the two theories
including Herzberg’s two factors and Vrooms’ Expectancy are applied widely.
Two factor theory of Herzberg (1959)
This theory is classified into two kinds: factors relating to the satisfaction to the work,
namely Motivators, internal factors; the factors relating to dissatisfaction to the work,
namely Hygiene factors, external factors
The motivators are factors of satisfaction to the works:


- Achievements as per expectation
- The recognize of the organization, managers and colleagues
- Responsibility.
- Work promotion
- Growth as per the expectation.

If the staffs got the above factors, they will be satisfied with the work, in contrast if not, they
will be dissatisfied with the work.
The Hygiene factors are the factors of the dissatisfaction of the staffs to the work in an
organization with the factors below:
- The policies of the organization.
- The work supervision is not proper.
- The working conditions are not as per the staff’s expectation.
- The salary and other compensation is not proper and not fair.
- Private life
- Trouble with the colleague
-. Dissatisfaction with the relationship with colleague of higher level and lower level.
For the motivators, if the factors are given, the labors will be satisfied with the work by
working more enthusiastically, if not, they will be not satisfied with the work. For the
hygiene factors, if the hygiene factors are not solved properly, the dissatisfaction will be


created, but if the hygiene factors are solved properly, the dissatisfaction will not be created,
but it does not mean that the satisfaction will be created.

This theory helps the managers know the factors causing the dissatisfaction of the staffs, then
eliminating all these factors. For example, the staffs can be dissatisfied with their work
because of the low salary, the tight supervision from the managers, bad relationship with
colleagues, then the managers must find ways of increasing their salary, loosening the
supervision and building a good colleague relationship. However, the dissatisfaction factors
can be eliminated, that does not mean that the satisfaction factors are created. If the
managers want to encourage their staffs, creating the satisfaction factors to them, the
managers should pay attention to the reorganization to the staff’s achievements. The staffs
will feel satisfied with the work when they are assigned the right tasks which is suitable to
the ability and personalities with promotion opportunities and training opportunities.
Expectancy theory of Vrooms (1964)

According to Vrooms, the behaviors and the working motive force are not necessary to be
decided by the facts, but decided by the acknowledgment of the people toward their
expectancy in future. Unlike Maslow and Herzberg, Vroom does not pay attention to the
people but focusing on the result. The theory focuses on three basic concepts (Kreitner &
Kinicki, 2007) or three relationships (Robbins, 2002)
Expectancy: Believe that efforts will lead to good result. The concept is affected by the
following factors:
- The availability of the resources (time, human force)
- The skills
- The necessary supports (information; supervision and orientation and so on)


Instrumentality: The belief that the good working results will bring to the worthy
compensation. This concept is expressed through the relationship between performance and
rewards and affected by the following factors:
- The evidence between the working result and the reward
- The belief in the equality of the reward.
- The belief in the transparency of the reward
Valence : Reflects the importance of the reward to the performers. This concept is expressed
through the relationship between the rewards and the personal goals. These following factors
affect the Valence.
- The effort of encouraging the working.
- The rewards are suitable to the working result.
-. The attention to the working result/rewards received by each staff.

Effort

The staffs believe
that the good result
will bring to the

recognize

Results/ rewards

The staffs believe
that they will receive
the proper rewards
for
their
achievements

Personal goals

The staffs evaluate
the values of the
rewards. Maintain
the
working
motive forces


According to Vroom, the laborers feel being encouraged only when three concepts or three
relationship above are positive; in other words, they feel being encouraged only when they
believe that their efforts will create the better results, leading to a proper reward, which is
suitable to their personal goals.
The Expectancy theory was built based on the awareness of the laborers, so it is easy to find
that in the same company with the same position, the working efforts are not the same,
because the awareness of each staff of the concepts are not the same. For example, one staff
want to be promoted, the promotion will attract him. One staff believes that the good results
will be highly appreciated, he will have high expectancy, in contrast, he will not build his

expectancy if he does not believe that good working results will be recognized.
When applying the theory to the real situation, we can find that if the managers want their
staffs to target to one certain goal (suitable to the common goal of the enterprise), the
managers should create the awareness to their staffs that the efforts would bring to the
worthy awards as per their expectation. For meeting this purpose, firstly the satisfaction with
the current working conditions should be created with the support of the higher level, the
support of colleagues, then they will have more belief that their efforts will bring to the good
results and awards as per their expectation. The equal awards will also enhance their belief in
their efforts.
Two theories conclude that for creating the working satisfaction, the managers need to
create a certain satisfaction of one demand to the staffs.
The Expectancy theory of Vrooms said that the working motive force depends on their
awareness of the efforts, results and awards but the final factor is whether the rewards are
suitable with the goals (demands) of the laborers.

Vinaphone – Vietnam Telecom Servives Co.


Vinaphone is a leading telecommunication company with the market share of 25% in the
mobile telecommunication market of Vietnam with the average turnover over 3 past years of
1.3 million USD and the working force of 2000 staffs. The leaders of the company are
making efforts in creating a good working environment for the staffs.
The staff’s income is always set first for attention to ensure the staff life. The salary is
divided into many levels suitable for each period, working sector and the work chain. The
company regularly holds the test to increase the salary of the good staffs and the staffs
wishing for higher salary of higher positions, then the awards for work completion are
followed. The purpose of reward is to compensate for the good staffs, encouraging them to
work better. Also the company has the allowance when the staffs meet any life difficulties.
The company usually creates the training and promotion opportunities for the staffs by
making favorable conditions for the staffs to increase their necessary skills and take part in

the training programs in the country and out the country. The competent staffs are promoted
to higher position.
The company always focuses on the competence of the managers at all levels and the
working condition. The staffs will have more opportunities to communicate with the
managers of higher level, receive the support and encouragement from the higher levels. The
managers of higher level always recognize the contribution of their staffs as well as protect
the staffs before others for the errors caused in the working effort and treat the staffs equally.
A friendly working environment with the integration of the colleagues, mutual support in
working is created.
Working condition: Comfortable with adequate facility.
The staffs are in hierarchy with the working decision. The tasks are assigned rightly, suitably
to the ability and the task importance.
The company welfare ensure the benefit of the staffs including the social assurance, the
medical assurance, the leaves, the ill leaves, holidays, maternal leave, 8 th March and so on.


However, some shortcomings are found in the organization and the management like the
mean salary, awards and some incompetent leaders.
For applying the two factor theory of Herzbeg and the Expectation theory of Vrooms, the
Vinaphone leaders need to make more efforts for bringing to more satisfaction to the staffs.

Conclusion

The final goal of the enterprise is the effective working performance of the staffs and their
loyalty.