Phân tích về học thuyết nhu cầu của maslow và phân tích động cơ làm việc của nhân viên ngân hàng tmcp quốc tế (VIB)e

TABLE OF CONTENTS
I/ THE NATURE AND THE RELATIONSHIP BETWEEN TWO
THEORIES OF CREATING MOTIVATION: THE CONTENT THEORY
OF MASLOW AND THE EXPECTANCY THEORY OF VROOMS.........3
1. The content theory of Maslow (Maslow’s hierarchy of needs):................3
1.1. The advantages of Maslow’s theory:............................................................4
1.2. The limitations of Maslow’s theory:............................................................5
2. The expectancy theory of Vrooms – Working motivation:........................5
2.1. The advantages of the Expectancy Theory:.................................................7
2.2. The limitations of the expectancy theory:....................................................7
3. The relationship between the two theories: The content theory of Maslow
and the expectancy theory of Vrooms:................................................................7
II/ ANALYSING THE WORKING MOTIVATIONS OF THE
EMPLOYESS OF VIETNAM INTERNATIONAL COMMERCIAL JSC
BANK (VIB):.....................................................................................................8
1. What is working motivation? Why do we have to care about working
motivations?.......................................................................................................8
2. Analyzing the working motivation of the employees of Vietnam
Internationl Commercial Jsc Bank (VIB).......................................................8
2.1. Salary :.........................................................................................................9
2.2. Bonuses:.......................................................................................................9
2.3. Secure working environment with many promotion opportunities:..........10
2.4. Ensure necessary health conditions............................................................10
2.5. Ensure an appropriate working – relaxing schedule..................................11
III/

CONCLUSIONS...................................................................................11


Introduction
In all modern organizations and companies, the human factor is very

important and is one of the basic factors determining the success or failure of
the organization. Therefore, all organizations nowadays are very concerned and
have clear policies in recruitment, training and using workers as well as find
ways to motivate employees to utilize them in the most efficient way.
However, the human problems, the relationship between man and man and the
relationship between people and organizations are the most common and
complex issues confronted by managers.
In this context, the fiercer and fiercer competition is not solely the
competition in products, services and customers, but also competition in terms
of human resources. Therefore, all companies need to know how to use human
resources effectively, which means that they have to develop and implement a
range of effects in order to create in all employess the excitement, pride, and
desire to voluntarily contribute.
I/

THE NATURE AND THE RELATIONSHIP BETWEEN TWO
THEORIES OF CREATING MOTIVATION: THE CONTENT
THEORY OF MASLOW AND THE EXPECTANCY THEORY OF
VROOMSS.
1. The content theory of Maslow (Maslow’s hierarchy of needs):
A person starting to do something is to satisfy the demand not yet met.

Conversely, when a demand has been satisfied, the motivation also
disappeared. Needs and motivation always comes together. There are five types
of demand affect the movitation and they are placed from low to high on a
five-leveled pyramid. The operating principle of the pyramid is: until the
lower needs have been satisfied, it will be hard to reach the higher level
demands.

Apply in the field of working motivation:
- Physiological Needs: this is the need to maintain the natural existence of a
body, it includes the following elements: food, clothing, sleeping,
reproduction. These needs are those which appeared earliest. It dominates
the wishes of man, therefore, people find ways to satisfy it. Physiological
needs often don’t stimulate employees to achieve better efficiency in their
work.
- Safety Needs: Are needs that appears after physiological needs have been
met. That is the need for safely in employment, in saving, in insurance, ...
- Social Needs: are the needs to communicate with others and reap the
benefits from the relationship with the outside society, the feeling of being a
member of a group, an association, a group of friends.
- Esteem Needs: Now people want to feel that he or she is useful in certain
areas, is recognized and appreciated by other people and deserve that
recognision. They are the needs to get respect from others. This could be a
great source of encouragement in the work.
- Self-actualization Needs: These needs motivate people to accomplish what
they desire, achieve the goals that they set and develop personal potentials
in their chosen field. The people themselves have to improve for the
personal development, to prove themselves. At work, the needs at this level
are able to create much encouragement.
1.1.

The advantages of Maslow’s theory:

Maslow's ranked people’s needs from lower to higher and helped us to
know the hierarchy of needs based on which we can apply them to create more
appropriate management policies. To motivate employees, managers need to
learn where the employee currently is in this hierarchy and direct the
satisfaction to that hierarchy needs.

- Basic needs: can be in the form of good salary, ensuring other benefits such
as bonuses, sightseeing and tourism …


- Safety needs: managers can ensure favorable working conditions, ensure
that the job is maintained stably, ensure fair treatment for employees,
provide health insurance and unemployment insurance for workers.
- To meet the social needs of workers, managers should facilitate teamwork,
create opportunities to expand exchanges between departments, encourage
people to contribute their opinions and organize fun and recreation activities
…
- To meet the esteem needs, the workers should be respected in terms of
personality and dignity. Companies need to have systems and policies to
praise, appreciate success and spread out the successful stories of
individuals.
- For self-actualisation needs: provide opportunities to develop personal
strengths, workers need to be trained and developed, to participate in the
company development and improvement programs.
1.2.

The limitations of Maslow’s theory:

According to Maslow, when a group of needs has been satisfied, those
needs are no longer motivating. This conclustion is not really realiable
because when implementing the employee motivation policy, managers still
need to satisfy the basic needs.
Maslow's theory only considered general contexts, not yet took into account
the specific socio-economic and cultural characteristics of each country.
The difference between the needs is very difficult to distinguish. In fact, the
needs can also be overlapping and coinciding.

2. The expectancy theory of Vrooms – Working motivation:
The expectancy theory was introduced by Victor Vrooms in 1964, then
amended and supplemented by some other scholars, including Porter and
Lawler (1968). Unlike Maslow and Herzberg, Vrooms did not focus much on
needs but on results instead. Maslow and Herzberg researched on the


relationship between internal needs and the efforts to produce results to satisfy
those internal demands; while Vrooms

separate efforts (arising from

motivation), actions and effectiveness. He said that the behavior and working
motivation of people are not necessarily determined by the reality but they are
determined by human perception of the expectations about their future. This
theory revolves around three basic concepts or three connections:
- Expectancy: Is the belief that the efforts will lead to good results. This
concept is influenced by factors such as:
 The availability of appropriate resources (time, human,…).
 The skills to implement.
 The necessary support to complete the tasks (information, the
monitoring, the direction,…).
- Instrumentality: Is the belief that good results will lead to rewards. This
concept

is

expressed

through

the

relationship

between

actions

(performance) and rewards, it is specifically affected by factors such as:
 A clear link between the performance and the rewards workers will
receive.
 The trust in the fairness of the reward/punishment decision maker.
 The trust in the transparency of the reward/punishment decision.
- Valence: Reflecting the importance of rewards to workers. This concept is
expressed through the relationship between rewards and personal goals.
Factors affecting valence are:
 Efforts to encourage work.
 Work performance achieved commensurate with the rewards received.
 The concern about the results / rewards that individuals receive.


2.1.

The advantages of the Expectancy Theory:

- Vrooms argued that workers are motivated only when their perceptions of
the three concepts or three relationships above are positive. In other words,
it’s when they believe that their efforts will produce better results and the
results will lead to rewards and the rewards are meaningful and consistent

with their personal goals.
- The application of this theory into practice can create the conclusion that if
ones want the workers to have motivation in doing something (in line with
the objectives of the organization), that manager will have to create
awareness in his employees that the effort will bring about the rewards
which commensurate with their wishes. To do that, we must first create the
satisfaction of employees with the current working environment with the
support of their superiors and colleagues; and that will make them believe
that their efforts will lead to good results and expected reward. Satisfaction
of a fair reward and punishment will also help them believe that the results
they achieve will certainly be appreciated as well as lead to the company's
reward.
2.2.

The limitations of the expectancy theory:
Because the expectancy theory is based on the perceptions of

employees, it will possibly happen a case in which people working in the same
company at the same position but have having different working motivation
due to different awareness of those concepts. For example, if an employee
wants to be promote in his job, the promotion is highly valued to that person.
An employee who believes that good efforts will be appreciated is the one who
has high expectations; on the contrary, that employee will not build


expectations for hisself if he does not trust that the results of his work be
appreciated.
3. The relationship between the two theories: The content theory of
Maslow and the expectancy theory of Vrooms:
Although these two theories have different forms and reflect different

ways of thinking, they both have the common nature which is about motivation
and motif of employees. In sum, from analyzing the content of the two
theories, we can see that both have deeply researched the working motivation
and the motivation to create the devotion in workers; based ont that, they have
provided solutions in employees management and using to achieve high
efficiency. Based on the contents and ideas of the theory as well as their
application in real conditions of our country today, it’s a necessity to create
motivation for employees.
II/

ANALYSING

THE

WORKING

MOTIVATIONS

OF

THE

EMPLOYESS OF VIETNAM INTERNATIONAL COMMERCIAL
JSC BANK (VIB):
1. What is working motivation? Why do we have to care about
working motivations?
Motivation is understood to be the willingness and determination to
make an effort to achieve the goals of the organization and it depends on the
ability to achieve the results to meet the individual needs.
Movivation represents the power affecting one person or power arising

within him, push him to act towards a certain goal. An employee who has high
working motivation is someone dynamic, willing to invest his efforts and
mental strength to complete his work and achieve set targets.
There’s a basic principle in management: Working performance = f
(ability * motivation). Therefore it’s the manager’s reponsibility to create
motivation and establish an effective system of encouragement.


2. Analyzing the working motivation of the employees of Vietnam
Internationl Commercial Jsc Bank (VIB).
- Full name: Vietnam International Commercial Joint Stock Bank.
- Abbreviated name: International Bank (VIB).
- Established on: 18/9/1996.
- Headquater: VietTower Building, No 198B Tay Son, Dong Da, Ha Noi.
Creating motivation for employees is a very important task and of great
significance in order for a company to achieve stability and long-term
development in the current competitive environment. VIB always considers
that task to be of top priority in order to create favorable conditions for
employees to complete tasks and stimulate workers,…
The benefits of employees of International Bank are expressed clearly in
the collective labor agreement, labor regulations, regulations on policies for
staff and workers, compensation regulation....
Each staff dedicating his effort and his mind for the Bank has a different
motivation, but generally, they can be one of the following motivations:
1.1. Salary
Salary is the key component of income, income is the most obvious
expression of economic interests of workers. Therefore, salaries should be used
as a powerful economic lever to stimulate employees. High paid salaries
corresponding to the worthy contribution to the Bank will be a big motivation
for employees to work and stay with VIB. Compared with the average of the

economy, the salaries of the employees in VIB are at a fair level and are
adjusted annually according to the general average level as well as the
contributions of workers. The salary is a necessary element, but not all. It’s not
necessary that once we raise the salary, the employees will do a better job.
1.2. Bonuses


Bonus is the money used to reward each employee, and to reward the
units which have higher performance compared to the levels set by the Bank.
Aside from acting as a supplement source of income for workers, bonus is also
a means to assess the merits, the sense of responsibility and achievements of
workers contributing to business results of VIB.
Businesses in general and International Bank in particular are very
concerned about bonuses for employees, because this is one of the incentives
and timely encouragement for workers, promoting the employee to be
concerned about the results of work, about cost savings and to better try to
finish the assigned tasks.
Deeply understanding the importance of bonuses, in 2010, VIB has
awarded employees the bonuses equal to the salaries of 4 to 7 months
depending on contributions of employees and results of each business unit.
This is also an important tool to motivate the Bank employees.
1.3.

Secure working environment with many promotion opportunities
VIB has always tried to create a secure and friendly working

environment. The bank has tried to invest in infrastructure as well as complete
working tools for employees. Employees working in hazardous and highly
risky environment such as Audit, cashiers, tellers ... are all equipped with
working tools at the maximum level and also provided with the additional

hazardous, risk allowances.
Every year, the Bank also conducted a review to praise outstanding staff,
re-arrange source staff for training and develop them to be the next leaders in
future. Among positions in need of recruitment, prioritise internal source staff,
through that create the motivation for employees to strive.
The Bank set up its training center to train and retrain staff to ensure that
all employees are equipped with sufficient amount of knowledge to meet the
requirements of work.


The Bank provide maximum support for its staff to participate in
intensive courses and professional training class, pursue Masters and PhD at
home and abroad to improve the qualifications of the employees and
management members.
1.4. Ensure necessary health conditions
The Bank purchases and pays full insurance for employees. Medicals
check up for staffs are also held twice a year.
Ensuring the necessary medical conditions satisfy the needs in terms of
health and safety of workers. It helps employees feel more secure when
confronting the threat of occupational accidents, occupational diseases and
illnesses occuring in working, through which the working motivation will
increase.
1.5. Ensure an appropriate working – relaxing schedule
VIB uses the 8-hour working days, 5.5-day working week, off on
Saturday afternoon and Sunday. Additionally, employees are also entitled to
have days off according to the government law. Working and resting time is
arranged by the Bank to avoid fatigue and create a comfortable and happy
working atmosphere.
Every year, the Bank organizes for employees to go travelling to help
them have the time to reproduce the power needed to work better.

For female employees working in their Maternity period or raising
children under 12 months, the Bank provide shorter working day which is only
7h/day …
III/

CONCLUSIONS
In the current market economy, the companies that can exploit the

strengths of human resources will have many advantages for development. In


order for human resources to fully develop their potential, enterprises need to
better satisfy the material as well as mental needs of employees.
Managers need to remember that not all employees are encouraged in
the same way as another. So it is not practical if we set out a limit list of
motivation factors. An effective manager is someone who tries to identify these
differences and create the impact on a whole group as well as on each
individual. When considering this argument, we can see that we can draw
many practices from many different theories about motivation among which
some of them have been presented above.