Phân tích bản chất và mối quan hệ của hai học thuyết tháp nhu cầu của maslow và thuyết herzber về 2 nhân tố e

PHÂN TÍCH BẢN CHẤT VÀ MỐI QUAN HỆ CỦA HAI HỌC THUYẾT THÁP
NHU CẦU CỦA MASLOW VÀ THUYẾT HERZBER VỀ 2 NHÂN TỐ

1. Please choose two basic theories of employee motivation and analyze their nature
and relationship?
2. Apply these two theories to analyze staff motivations in your company?
Solutions:
Question 1. Analyze the nature and relationship of two theories, Maslow’s hierarchy of
needs and Herberg’s Dual Factor Theory.
In a business organization, for a sustainable development and operation, managers
need a method of encouraging subordinates to work with all their efforts effectively. To
motivate staff, managers should know the way of treatment. Motivation is encouraging
staff to work; the effect of motivation depends on the mental or physical incentives that
encourage employees to use all their potential abilities. To achieve the highest results,
administrators should know how to deal with staff to meet the unique needs and
requirements of the business.
Motivating employees is essential, selection of two motivation theories to analyze
the nature of relationship between A.Maslow’s hierarchy of needs and Herzber’s Dual
factor theory for better understanding the matter of staff motivation.
1. A.Maslow’s Hierarchy of needs


Maslow’s hierarchy of needs was developed by a psychologist Abraham
Maslow (1908-1970). According to Maslow, each individual has different
levels of need or innate desire that they try to satisfy. Maslow divided human
needs into 5 levels called hierarchy of needs. Hierarchy of needs presents the
different requirements as follows:
- Survival or physiological needs: This demand is the lowest layer of hierarchy
including basic needs such as food, water, residence… that human body needs
for nature existence. Employees must be paid to support themselves and their
families; they need to rest for health recovery.

- Safety needs: When the needs at a lowest layer are met, human feel they need
to be satisfied at higher layer. They want to work stably to ensure their life
condition in long term.
- Social needs: When two above needs are satisfied, people feel that they need
to communicate with everyone. People like group or herb living as their nature.
Each person wants to be member of a group or organizations to communicate
with others.


- Esteem needs: The higher layer is requirement of being respected and trusted
for achievement. Talents or ability of an individual is people’s recognition.
That is the reward of personal achievement.
- Self-actualization needs: The highest layer is needs of expressing and
developing individual’s abilities. That is individuals want to achieve the better
results or a record breakthrough.
A. Maslow’s Hierarchy of needs is a theory peaked in identifying the needs of
human. Theory A. Maslow’s Hierarchy of needs is characterized as follows:
-

Needs once are satisfied, they are not motivation.

-

Needs cannot be a motivation before needs at lower layer of hierarchy are
satisfied

-

If not met, the needs at lower layer become motivation

-

The innate desire of human is climbing on hierarchy of needs

-

Needs of assert themselves are not the same with other needs.
A. Maslow’s Hierarchy of needs through studies has not confirmed the
needs appeared as hierarchy that he performed but depends on individuals
and circumstances. Studies have shown that human needs depend heavily
on professional stage and size of organization and geographical location.

2. HERZBERG’S DUAL FACTOR THEORY
The dual factor theory is developed by Frederick Herzberg, an American psychologist.
This theory is mainly based on survey’s results and analysis conducted in Pittsburgh,
Pennsylvania.
He made two sets of factors motivating workers and first collection is called
"maintenance factor". This group works to maintain a good state, prevent the "disease",
however they do not make people work better. These factors include wages, the


management, and supervision and working conditions. All workers are expected to
receive salaries commensurating with their efforts, the company is managed properly and
their working conditions are comfortable. When these factors are met, sometimes the
workers see it as inevitability. But without them, they will become disgruntled and
therefore, decreased production.
Gather the second factor is the factor that really boost. These include the success,
challenges, responsibility, advancement and development. The promoting factors are
factors related to job content and maintenance factors related to maintaining the scope of
work. In the absence of promoting factors, worker will express dissatisfaction, laziness

and lack of interest in work. These things cause mental instability.

2.1- HERZBER’s dual-factor theory
To develop this theory, Herzberg conducted interview with 203 accounting staff and
engineer in America. The selection of these two objects is explained by the importance of
these occupations in business activities of US. Findings of Herzberg made a big surprise
because it overturns common sense. Manager often thinks that the contrary to satisfaction
is dissatisfaction and vice versa. However, Herzberg thinks that contrary to dissatisfaction
is not satisfaction but “not dissatisfaction” and contrary to satisfaction is not
dissatisfaction but “not satisfaction”.
Studies of Herzberg provided data to propose dual-factor theory:
Factor related to job satisfaction is motivators – internal factor. Factor related to job
dissatisfaction is Hygiene factors – external factor.
Motivators are factor of job satisfaction, such as:
-

Achievement

-

Recognition

-

Responsiblity

-

Advancement

-

Growth

Hygiene factors are factor of dissatisfaction at work, maybe due to:
-

Company policies

-

Supervisory practices

-

Wages/salary

-

Unexpected working conditions

-

Colleague relationship

-

Dissatisfaction relationship with superior and subordinate

If motivators are satisfied, it will make satisfaction and then motivate employees to work
more positively and harder. Whereas if it is not satisfied, it will cause unsatisfactory not
dissatisfaction. While if hygiene fators are not satisfied, it will cause dissatisfaction, if
satisfied, it will cause “not dissatisfaction” but satisfaction.
- This theory helps managers to know the factors that cause dissatisfaction for employees
and seek to eliminate these factors. For example, employees may be dissatisfied with the
work because their salaries are too low, relationship with colleagues is not good and they
don’t have promotion opportunity. Thus, managers must find ways to improve wages,
reduce supervision and build a better colleague relationship. However, when the factors
causing dissatisfaction were removed, it does not mean that employees will be satisfied.
- If you want to motivate employees, make them happy in their work, the administrator
needs to focus on factors such as achievement, recognition and job assignment. For
example, employees will feel satisfied with the work assigned with the proper
qualifications and their character, have the opportunity to learn, improve skills and career
promotion.
Although agreed by many researchers, dual-factor theory has caused quite a controversy.
The criticism focused on the following limitations:
-

This theory does not define the relationship between satisfaction and motivation.


-

When conducting study, the survey is mainly conducted with scientists and
engineers so it should not be considered to represent the best and results are
inaccurate

Question 2: Apply these two theories to analyze staff motivations in Anh Ngoc
Technical Informatics Ltd. Company

I. History
In 1996, Anh Ngoc was established and acutated with small retail computer shop and
only 5 staff at No.2, Tran Thanh Tong. As common trend of economy and the
development scale, in 1999 we were officially converted business model, established Anh
Ngoc Technical Infomatics Ltd. Company, specializing in direct import and distribution of
information technology equipment.
After 10 years, Anh Ngoc Informatics Ltd. Company has made great progress, become
one of the leading company in the field of distributing information technology products in
Vietnam with two offices in Hanoi and branches in Ho Chi Minh City.
II. Organizational Structure
Organizational chart of Anh Ngoc company:


Analyze the working motivation of staff in Anh Ngoc Company
Anh Ngoc Company has a total of 120 personnel who indirect labor – departmental
staff is 36 people; direct labor in 02 fatories is 70 people. Formerly it is a small shop so it
can not avoid the use of labor as fragmented nature; one has to do multiple tasks. From
the theory of Maslow's hierarchy of needs and Herzber’s dual factor theory we will
respectively analyze and assess the aspects of the motivation in Anh Ngoc Informatics
company.
2.1 Wages


Wage is employees’ main source of income in the company; it is their evident economic
interests. So wage should be used as the most powerful economic lever to stimulate
employees. The bank has paid high salary for employees who have worthy contribution to
the company (average wage in 2011 is 8,000,000 VND / person / month. In 2012 the
average wage increased by 13% compared with that of 2011).
Bank has built a wage payment regulations (according to title, seniority, salary scale
and toxic allowance...) clearly, reasonablely and fairly to employees. This is a large

motivation to employees to try to work and long-term commitment with the bank. Money
is everything. Certainly if they are paid handsomely, employees will commit more in long
term for bank’s benefit. Salary will meet their basic needs.
However, studies show that excited feeling because of salary is very short existence.
Within six months, employees will be completely forgotten the value of the gifts they are
given by managers and even just a few weeks after receiving gifts, the rewarding effects
of top management also become blurred and progressively less effective.
2.2. Do not skimp on praises
Many directors only criticize when employees make mistakes and forget to praise them
when they do their job well. My boss said it was wrong. Leaders deduct the welfare
fundsannually to reward employees with outstanding achievements and encourage and
urge the daily work.
2.3. Healthy competitive working environment
If company wants to achieve good performance results, it’s required the collective efforts.
No one can do it yourself well whether it's their part so it is important to build team spirit,
establish specific responsibilities for each job and employee completes earlier will be
rewarded.
Create a working environment here instead of evaluating the effectiveness of each person.
Team members are also rewarded if achieving good overall results.
2.4. Insurance


Health and insurance helps satisfy employees’ needs of safety and health, prevention of
risks. It helps employees feel more secure of threat of occupational accidents,
occupational diseases and illnesses that can occur in the course of work, thus, labor
motivation will increase.
Bank has equiped medicine cabinets and first aid tools. It also performs annual medical
check for employees and takes out health and social insurance for all staff as regulated.
2.5. Ensuring appropriate work regime
Compliance with labor law, employees working for this bank will enjoy day-off as

prescribed, (maternity leave, sick leave, vacation ...)
The company applies 8 working hours per day and 44 working hours per week. There are
breaks and lunch shifts. Working time and leisure are streamlined well to avoid fatigue
and create comfortable working atmosphere. Young employees generally would like to
take initiative in his work, company gave them the opportunity to work actively if
achieving high performance, arrange working shift as expected.
2.6. Creating sense of secure for employees and supporting when neccessary.
In order to increase employees’ enthusiasm, dedication and loyalty, the company has
launched programs to prevent risks such as life insurance for employees. Additionally, the
company also has supportive loan policy for its employees in case their families run into
difficulties with preferential interest rates.
2.7. Creating the learning opportuinities for employees.
The need of self-actualization is the highest need of employees. The company has
created favorable conditions for employees to improve themselves through activities such
as promotion, appointment, training, work extension and assigning chalenging tasks and
promotion.
Promotion is a practical demand of employees because it creates opportunities of personal
progress, income growth, increased status, charisma and power of employees. Training
and development of employees aims at improving and updating new knowledge
background for employees so that they will have peace in mind, confidence in their own


skills, thereby creating positive attitude and loyalty to the company. The company has
training centers to improve the qualification of staff, enable staff to study abroad.
III, CONCLUSION
Two theories are different on the nature but all have in common is creating
motivation to employees. Two theories are going into researching needs of workers in all
aspects and issues related to behavior, awareness of employees and find out the
motivation to work and dedicate from workers, then propose solutions to help managers
perform administrative purposes, use employees high effectively.

In fact, dual factor theory has contributed to practical theory of Maslow's hierarchy of
needs. Combining two theories will help managers to find effective measures in
administration of enterprise.
For well-developed and sustainable enterprises in economic conditions today, problem
of each company is applying proper and timely measures of economic and personnel
administration to improve business and production results. For this assignment, using the
knowledge learned in school and working experience, I made the point to be adjusted to
apply in business management. Staff in the company was trying to capture, steer their
businesses through many difficulties and challenges ahead. In spite of limitation, hope
that this small contribution will promote the company to maintain and improve operation
in the difficult context of 2012.
Best regards!