Bài tập hành vi tổ chức về tạo động lực cho người lao độnge

BÀI TẬP HÀNH VI TỔ CHỨC VỀ TẠO ĐỘNG LỰC CHO NGƯỜI LAO
ĐỘNG

INTRODUCTION
Each employee has certain potential exists in their people, but not
everyone knows how to maximize their own internal resources. With the aim of
bringing out the principles to help leaders and managers can understand the
management philosophy, especially to understand the psychology and expectations
of employees in the organization. From the 50 years of the 20th century, the
researchers came up with the theory of motivation for employees, but until now the
problem has not been adequate attention, because people have not seen see its
importance for the survival of an organization.
I- Motivational theory
In the course of business executives, managers or leaders motivate the
staff by performing the acts or use certain tools (physical and mental) to promote
below provide all ability to work with the best effort to fulfill the purpose of the
company. This is not simple, especially for large-scale enterprises, with huge
human resources, by human beings is an extremely complex and difficult to grasp.
Access to motivational theories of economists, psychologists and theorists of the
world's top management as a basis to help business leaders with a basis for
selecting and applying ways to encourage employees a reasonable way.
1. Theory needs of A. Maslow
According to the American psychologist Abraham Maslow, people have
different levels of demand. When the low-level needs are satisfied, a higher-level
needs become the driving force. Once a need is met, other needs will appear. The
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result is that people are always unmet needs and these needs motivated people
perform certain tasks in order to satisfy them.
Demand theory of A. Maslow Theory of peaked in the identification of

the needs of human nature in general. So far, no theory better alternative to this
theory although there are many candidates intend to replace. According to the
theory of A. Maslow, human nature needs to be divided into different hierarchy
from the bottom up to the "top", reflects the "base" of it for the existence and
development of human beings and as a natural vegetation, and as a social entity.
The arrangement needs according to scale from low to high to see the cruelty of the
human population reduction and the "civilized" man's increase. The lowest level
and most basic physical needs or the human body consists of demand for food,
clothing, housing, ... Next level is the need for security or protection needs. Safety
needs with the safety of life and property safety. Higher security needs is the need
of the relationship as the relationship between humans, human relations with the
organization or the relationship between man and nature. People are in need of love
and attachment. Level of demand shows that human communication needs to
develop. On this level is the need to be recognized and respected. This is the
human desire to receive the attention, care and respect from those around him and
look forward to is itself an indispensable link in the system of social division of
labor. They respected that the individual is expected to become useful as a simple
thing in the society. Therefore, people wish to have high status to be respected and
admired. Above all it needs is the need of self-expression. It is the desire and effort
to achieve the desired. People found themselves need to do some work on their
interests and only when the job is done, they feel satisfied.
Theory needs sorted human needs from low to high. The higher-level
needs will be satisfied when the lower-level needs are met. Human individuals and
key people in the organization demand action. Satisfaction satisfy their needs and
encourage them to take action. At the same time, the needs are met and maximum
satisfaction is the purpose of human action. According to the review it needs to
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become an important motivation and the impact on the individual needs will

change human behavior. In other words, the leader or manager can control the
behavior of employees using tools or measures to influence their needs or
expectations makes them aggressive and harder to assigned work, more elated
when performing tasks and more dedicated to the tasks they perform. In the
opposite case, the employee assigned to work the way decreasing their enthusiasm
and also a way for employees to understand that they need to find somewhere else
to work a person needs it.
In a business or organization contains basic needs can be met through
both good and fair wage, provide meals or free meals during shifts or to ensure
other benefits such as bonuses title emulation, tours, travel, reward initiatives ... To
meet safety / managers can ensure favorable working conditions, job security is
maintained stable and equal treatment for employees. To satisfy the demand
relationship, the employee should be facilitated group work, given the opportunity
to expand exchanges between departments, encouraging people to join their ideas
for the business development organizations. Also to meet the growing demand
relationship, business or organization should have fun activities, entertainment or
other holiday celebration. To satisfy the demand to be respected, workers need to
be respected, quality. Next get paid wages or adequate follow-income market
relationship, their desire to respect human values. Managers or leaders, therefore,
need to have mechanisms and policies praise, honor the success and popularity of
personal achievement results in a dynamic range. At the same time, workers should
be provided timely feedback, promotion of personnel in the new job level and
greater sphere of influence. For self-improvement needs, managers or owners need
to provide the opportunity to develop personal strengths. At the same time,
employees need training and development, should be encouraged to participate in
the improvement process forward business or organization and to create conditions
for their own professional development. Large business corporations in the world
"win" a lot of good employees, including employees who are "difficult" from
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different countries due to the strong gravitational mechanism of this talent through
the creation of conditions for they have houses, cars stable employment, high
wages and the ability to promote strong, including their assigned responsibility and
key leadership positions the company completed ...
Currently, Vietnam's status despite relatively high wages are paid in the
joint venture, but many people still do not want to work in a joint venture that they
want work finished agencies, Vietnamese enterprises at much lower wages. The
main reason comes from the conception to the completion of the joint venture is
difficult to ensure the advancement and development of social status. This means
that the joint venture does not meet promotion needs of these people compared to
other agencies, Vietnamese enterprises ... For such objects, salary or income is not
the real solution to satisfy their needs which is the position that they must meet.
Thus, the business owner or the head of an organization should, depending on the
specific circumstances to apply this theory needs to detect the needs of each
employee, the formation and development of skills to encourage employees
appropriately.
2. Hierarchy of needs of Maslow
American psychologist Abraham Maslow said: workers are in demand by
ladder from low to high are: physiological needs, safety needs, social needs, needs
to be recognized and self-improvement needs.
Accordingly, the low-level needs must be
satisfied before higher-level needs. These needs
motivated people perform certain tasks to be
met. Thus, the key needs to be motivated and the
impact on the individual needs will change
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The leader or manager can use tools or to measure the impact on the
needs or expectations of the employees for their enthusiasm and dedication to the
tasks they undertake.
Basic physiological needs can be met through good wages, paid for lunch
or mid-shift meal for free, or ensure other benefits. Meet the needs of social
relations expressed through the exchange activities, team activities outside working
hours between parts of the company. At the same time, these activities also help

develop a sense of community and teamwork. For self-improvement needs,
managers can create the opportunity to develop personal strengths. At the same
time, workers need to be trained and and have the opportunity to upgrade
themselves, should be encouraged to participate in the general development of the
business or organization.
For Simon Cooper, chairman hotels Rizt-Calton, a way for him to
encourage the relationship between the members of the group are: He always
dressed impeccably in a blue suit, shirt white, purple tie and shiny black shoes.
External form expresses its respect for the staff. He said very emotional: "Good
morning, my friends." He always expressed his thanks to everyone for their
dedication to the job. Therefore, most of the employees possess the same
happiness, not the rank and salary discrimination.
On the other hand, the needs of Maslow's theory helps managers assess
the needs of each employee, in each specific situation to choose an appropriate
solution to motivate. With a newly recruited staff are needed to work and earn a
reasonable salary is leading problems that need attention. As an employee had
"seniority" work in the company, the work has matured and accumulated quite a lot
of work experience were paid high wages, the employee needs to achieve the
position , corporate positions forward or organization. We also have staff, though
still young but promising career with a high salary and the position of the
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important companies. They need to express themselves in more challenging tasks,
which they not only demonstrate the capacity but also have the opportunity to
improve.
2. Herzberg's two-factor theory
American management theorists, he Frederick Herzberg trying to explain
human motivation in a completely different way. He made two sets of factors
driving workers and call the first set of "maintenance factor". This group only have

the effect of maintaining good order, prevent the "disease"; however, they do not
make people work better. These factors include salary, management, supervision
and working conditions. All employees are expected to receive wages
commensurate with their strength, the company is managed properly and their
working conditions are comfortable. When these factors are met, sometimes the
workers consider it of course. But without them, they will become dissatisfied and
therefore, production declined.
The second set of factors are those factors that promote real effects.
These include achievement, challenge, responsibility, advancement and growth.
The push factors are factors related to job content and maintain the elements
related to the scope of work.
Absence of motivating factors, workers will express their dissatisfaction,
laziness and lack of interest in work. This causes emotional instability.
Herzberg observed that in many companies, managers try to improve the
maintenance factor and expect their subordinates will be more satisfied in their
work, but they were disappointed. He suggested that, should improve the
motivating factor if the administrator wishes to have a positive response of the
workers.
Herzberg make a job enrichment program as a method of applying the
theory of his motivating factors. This program includes making the work more
challenging by allowing employees to participate in a more positive and have more
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autonomy in their work. This will give them the feeling of complete and more
satisfying.
Three terms: enrich, expand or job rotation are often used
interchangeably, although among them there are certain minor differences. The
expansion work includes horizontal expansion of worker tasks by performing the
tasks. other similar services. Enrich the work includes expanding vertically the task

of the workers, by dealing him to perform some tasks that were previously in
charge he did. This allows him to perform scheduling tasks of his own, take on
more responsibility, develop a sense of progress and growth. In job rotation,
workers simply change his job with another worker. Rotation plus the change
breaks the monotony. By rotation, the workers have the opportunity to learn new
skills or understand a new field of a similar operation. Upon request, the worker
can replace a colleague.
American management theorist Frederick Herzberg divided the factors
that motivate employees into two categories: maintenance factors - the external
satisfaction and factors driving satisfaction intrinsic .
The first group only works to maintain normal working state. All
employees are expected to receive wages commensurate with their strength, the
company is managed properly and their working conditions are comfortable. When
these factors are met, they sometimes consider it of course. But without them, they
will become dissatisfied and performance decline. The second set of factors are
those factors that promote real effects, related to the nature of the work. In the
absence of motivating factors, workers will express their dissatisfaction, laziness
and lack of interest in work. This causes emotional instability.
So, Herzberg, instead of trying to improve the maintenance factor,
managers should increase the motivating factor if you want to have a positive
response of the staff.

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In business groups hotels Rizt-Calton, managers constantly reinforce a
value of 12 key services of the hotel. Employees are encouraged to discuss this
value in all of their daily tasks and understand that their actions have an impact like
for other goods, with determination towards the collective's five-star service Group
Rizt-Calton. From there, they can do a better job.

Or, working a style familiar in systems Rizt-Calton share for each of the
great example of superior customer service of the members of the company. This
will not only strengthen the skills needed for customer service, but also gives
employees a "pride" when evaluated and praised openly before their superiors and
colleagues.
II-Causes of the state employees lack the motivation to work
The lack of motivation of employees in enterprises rooted in the nature of
work, working conditions and how to evaluate the performance of their superiors
not satisfied.
About the nature of work: Many managers often do not pay attention to
the elaboration of specific job descriptions from the beginning to lead to their
employees to work without effective control over their work, not evaluate their
own progress and not feel the attention of their superiors with what they've done.
On the other hand, there are clearly planned, carried out according to the process
stability. However, if ever a job for a long time to mature, they will not need to try
too hard to ensure productivity, not for the dedicated work to improve labor
efficiency.
About working conditions: Employees who decline are often the people
who do not find prospects for advancement or work without specifying the
purpose, his dedication ideal. work in a state of indifference and machinery or
search for a different work environment more motivated.
On how to evaluate performance: Employees often feel depressed if all
their hard work not be noticed and appreciated, even if only to get negative
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feedback. This is the case usually those with serious attitude, completed on time
(but seldom create mutations in achievement or work methods) and managers
consider it obvious that they have to achieved should not care, even forgotten them
in the company.

III-The principle overcome the lack of motivation
Making the job lists: The list of work should be detailed, accurate and
with the participation of the staff and leadership. And should take the initiative to
create more diversity and richness in the work of employees by increasing the
complexity of the task, expanded powers and responsibilities to them. For
example, the finance department staff, rather than increasing the number of
accounts they have to charge, their managers be able to monitor the situation
closely and directly solve customer problems.
The renovation work: Rotate positions associated with guiding the work
of other employees is also a manager's efforts to help find a sense of excitement,
promote school spirit subordinate questions and scheduled a replacement resource
when there are changes in personnel. Also in the finance department, the staff in
charge of accounts payable can learn the professional accounts receivable, and vice
versa.
Development opportunities for staff: Staff always expect a condition to
work with advancement opportunities open to meet their career goals, with a
positive work environment. In addition, a director who knows how to arouse the
capacity of the poor workers in the company also created a trust, and support not
only from its own staff, but also from individuals others in the group, derived from
a belief that leadership will not abandon them.
Construction of corporate culture: The highly efficient business
operations have the same cultural characteristics very prominent is their main
target group is not intended to serve individual business owners that targeted to
benefit public contract. Leaders also need to consider the construction of a working
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atmosphere brought encouraging staff, including support staff up to perform their
assigned job, be proactive choice in job.
Record performance: When employees are appreciated and respected for

what they have contributed, they will be grateful and relentless dedication.
Business leaders can directly or indirectly point out that through the recognition
and response time, through various forms voted employee of the month ...
Leadership belief is also a way of showing respect and contribute to improving the
employee's sense of responsibility for the business.

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