Ảnh hưởng của các nguồn tuyển dụng đến hiệu quả làm việc của nhân viên ở trung tâm chứng nhận phù hợp QUACERT

ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

BÙI THỊ VÂN HÀ

STUDY ON MOTIVATION TOOLS
AT QUALIFICATION CENTER OF VIETNAM

NGHIÊN CỨU VỀ CÔNG CỤ TẠO ĐỘNG LỰC TẠI TRUNG
TÂM CHỨNG NHẬN PHÙ HỢP QUACERT

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2019


ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

BÙI THỊ VÂN HÀ

STUDY ON MOTIVATION TOOLS
AT QUALIFICATION CENTER OF VIETNAM

NGHIÊN CỨU VỀ CÔNG CỤ TẠO ĐỘNG LỰC TẠI TRUNG
TÂM CHỨNG NHẬN PHÙ HỢP QUACERT

Chuyên ngành: Quản trị kinh doanh
Mã số: 60 34 01 02

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS. NGUYỄN NGỌC THẮNG

HÀ NỘI - 2019


DECLARATION
The author confirms that the research outcome in the thesis is the result of
author‘s independent work during study and research period and it is not yet published
in other‘s research and article.
The other‘s research result and documentation (extraction, table, figure,
formula, and other document) used in the thesis are cited properly and the permission
(if required) is given.
The author is responsible in front of the Thesis Assessment Committee, Hanoi
School of Business and Management, and the laws for above-mentioned declaration.
Date…………………………..


ACKNOWLEDGEMENT
First of all, I would like to send my sincere thanks to my supervisor, Assoc.
Prof. Nguyen Ngoc Thang, who has guided me a lot during the time to implement the
final thesis. He gave me plenty of comments and supports for my dissertation.
I also to send my grateful thanks to all professors, lecturers, staffs and
respective people of the HSB for their providing me knowledge and skills during the
period to study at the HSB.
I would like to thank my managers and colleges who supported me and helped
me to complete this dissertation such as fulfilling questionnaires, supplying needed
information and data as well as giving comments and ideas.
Finally, I deeply noted and sent my sincere thanks to my classmates and my

family members who always motivate me to complete the difficult intake of Master of
Business Administration in English.
Thanks all!

Bui Thi Van Ha


TABLE OF CONTENTS
LIST OF TABLES, CHARTS, AND FIGURES ......................................................... i
ABBREVIATIONS………………………………………………………………… ii
EXECUTIVE SUMMARY ........................................................................................... 1
CHAPTER 1 INTRODUCTION.................................................................................. 3
1.1. Rationale ............................................................................................................... 3
1.2. Research objectives .............................................................................................. 5
1.3. Research questions ............................................................................................... 5
1.4. Research Scope ..................................................................................................... 5
1.5. Research Methodology ........................................................................................ 5
1.5.1. Research process ............................................................................................... 5
1.5.2. Data collection methods .................................................................................... 7
1.5.3. Data analysis ..................................................................................................... 8
1.6. Research structure ............................................................................................... 8
CHAPTER 2 THEORETICAL BACKGROUND OF MOTIVATIONAL TOOLS
FOR STAFF IN ORGANIZATIONS .......................................................................... 9
2.1. Staff motivation in organizations ....................................................................... 9
2.1.1. Definitions of motivation .................................................................................. 9
2.1.2. Role of motivation in organizations ................................................................ 11
2.2. Motivational tools for staff in organization. .................................................... 13
2.2.1. Theories on motivating staff in organizations................................................. 13
2.2.2. Motivational tools for staff in organizations ................................................... 17
2.2.3. Factors affecting motivational tools for staff in organizations ....................... 19

CHAPTER 3

CURRENT SITUATION OF MOTIVATIONAL TOOLS AT

QUACERT ................................................................................................................... 23
3.1. History and main businesses ............................................................................. 23
3.1.1. Brief introduction of the organization and its main business ......................... 23
3.1.2. Organization structure ..................................................................................... 24
3.1.4. Human Resources............................................................................................ 35


3.2. Operating performance in the period of 2013 – 2016 .................................... 36
3.2.1. Certificate registration. .................................................................................... 36
3.3. Current situation of employee’s motivation in QUACERT .......................... 37
3.3.1. The evaluation criteria of labor motivation in QUACERT ............................ 37
3.3.2. Current situation of employee‘s motivation of QUACERT ........................... 38
3.4. The reality of tools creating motivation for QUACERT staffs...................... 40
3.4.1. Financial motivational tools ............................................................................ 40
3.4.2. Non-financial motivational tools .................................................................... 43
3.4.3. Differences in the level of satisfaction of motivational tools between
professional division and back offices divisions....................................................... 52
3.5. Summary of findings ......................................................................................... 53
3.5.1. Advantage of motivational tools at QUACERT ............................................. 53
3.5.2. Disadvantages of motivational tools at QUACERT ....................................... 54
3.5.3. Causes ............................................................................................................. 55
CHAPTER 4 THE SOLUTIONS OF COMPLETING TOOL MOTIVATE THE
EMPLOYEES IN QUACERT.................................................................................... 56
4.1. Orientation of completing tool motivate the employees in QUACERT ....... 56
4.1.1. The objectives of enhancing the motivation of employees in QUACERT ..... 56
4.2. Completion of motivational tool for employees in QUACERT ..................... 56

4.2.1. Completion of the salary policy. ..................................................................... 56
4.2.2. Completion of bonus and welfare policies ...................................................... 58
4.2.3. Completion of job assignment and empowerment for employees .................. 59
4.2.4. Completion the motivation through improving the environment and working
conditions .................................................................................................................. 62
4.2.5. Completion the motivation by training program............................................. 63
4.2.6. Enhancing the participation of employees in making decision ...................... 64
4.2.7. Completion of the promotion roadmap for employees ................................... 64
4.3. Recommendations of the conditions for implementing solutions .................. 65
4.3.1. Recommendations for QUACERT ................................................................. 65
4.3.2. Recommendations for employees in QUACERT ........................................... 65


CONCLUSION ............................................................................................................ 66
REFERENCES ............................................................................................................ 67
APPENDIX 1................................................................................................................ 69
APPENDIX 2................................................................................................................ 73


LIST OF TABLES, CHARTS, AND FIGURES
Table
Table 3.1: Gender Proportion ........................................................................................36
Table 3.2 Relationship in QUACERT ...........................................................................50
Table 3.3 Policy and administration ..............................................................................50
Table 3.4 : Level of participation in completing work ..................................................58
Table 3.5: Job description..............................................................................................61

Chart
Chart 1.1 Research Model ...............................................................................................6
Chart 3.1 HR size and structure by education ...............................................................35

Chart 3.2 Certificate issued in 2013-2016 .....................................................................37
Chart 3.5. Percent of satisfy of Assign work .................................................................44
Chart 3.6. Percent of satisfied with advancement .........................................................46
Chart 3.3. Percent of sastisfy working evironment .......................................................49
Chart 3.4. Percent of effectiveness and usefulness of Training and Education ............51

Figure
Figure 3.1: QUACERT‘s organization chart .................................................................34


ABBREVIATIONS
HSB: Hanoi school of Business
QUACERT: Certification Center of Vietnam
VietGAP: Vietnamese Good Agricultural Practices
HR: Human Resources
ISO: International Organization for Standardization
QMR: Quality Manager Representative


EXECUTIVE SUMMARY
Motivating employees is one of the most important priorities of any
organization. Each organization just can reach its objectives when their employees
work effectively, efficiently and creatively. Besides the basic working conditions,
the employees only contribute their best effort to the organization when they get
motivation. However, many organizations have not realized that and plan for
motivating employees is not considered as part of overall strategic plan of
organization.
With the above research rational, the research objective are follow to clarify
motivational tools for employees in organization and analyze current situation of
using motivational tools for employees at the QUACERT and give solutions to

improving motivational tools for employees working at the QUACERT.
The author used the quantities and quantitative methodologies with data
collected from secondary and primary data. For the primary data, there were two
sources which were survey and in-depth interviews. Questionnaires designed to
make survey 146 employees in order to statistic and understand all the needs,
thinking and assessment of employees about motivational tools at QUACERT. Indepth interview focused on the satisfaction level with the motivational tools to
create motivation for employees working at the QUACERT. This work is aimed at
clarifying problems or sources of problem and expectations for improvement to
identify factor and analyze actual situation and find out the factor affect to complete
motivational tools for employees at QUACERT.
The research showed that motivational tools are influenced by both financial
and non-financial incentives. The main motivating factors for employees at
QUACERT were appreciation by good working condition, good interpersonal
relationship and stable income. The main discouraging factors were the monthly
extra income did not reflect the capacity and responsibility the workload assigned
for employees, the assigning works, empowering the responsibility are prescribed in

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the working regulations, the business processes, and there are still many
shortcomings.
Coming from root causes as mentioned as above, the author has decided to
draw some solutions and recommendations to enhance employees motivation in
QUACERT as follows: improve the group of tools to maintain work motivation are
salary, bonus and welfare policy, working conditional, training policy and group of
tools promotion work motivation are work assignment, result assessment, enhance
worker in making decision. It is a hope that its result would be applied into practice
as long as the research was completed.

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CHAPTER 1
INTRODUCTION
1.1. Rationale
Employees are the heart of any organization. For any organization to operate
smoothly and without any interruption, employee cooperation cannot be replaced
with anything else. It is importance that the employees of an organization not only
have a good relationship with the top management, but also, they maintain a healthy
and professional relationship with their employees. Employees always have their
own needs for being physically and mentally satisfied. When employees feel that
their needs are met, they will find the motivation to work more energetically, create
higher labor productivity. In addition, employees will try to learn, enhance
professional skills to improve themselves. Good motivation will have positive
impact on employee performance and help the organization develop sustainably due
to long-term commitment and desire to devote to the organization by its employees.
My study is a self-conducted research on how to motivate employee by
motivational tools, and how these tools impact performance of employees in my
organization in both negative and positive ways.
Since officially put into operation in 2009, the Qualification Center of
Vietnam (QUACERT) is a science and technology organization that belong to The
Science and Technology Ministry. It has always striven and completed the assigned
tasks to perform the function of serving the State management over standards,
measurement and quality. The main services of QUACERT include:
- To audit and issue the ISO certificate for management systems in
accordance with international standard ISO 9000, ISO 14000, OHSAS 18000, ISO
22000, HACCP, GMP, ISO/IEC 27001, ISO/TS 29001, ISO 50001...,
- To certify and issue quality stamps for products and goods in conformity
with Vietnamese standards (TCVN), foreign standards (JIS, ASTM, GOST, GB...),

regional standards (EN, CEN...) and international standards (ISO, IEC...).

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- To certify and issue CR stamps for products and goods in conformity with
the technical regulations (QCVN)
- Certification of agricultural products conforming to VietGAP standards
- Audit and evaluate greenhouse gas emission reductions.
- Certification of electronic products under the ASEAN EE MRA in ASEAN
- Training and fostering in standardization, measurement and quality.
- Testing of products, goods, materials and components as requested by
agencies, enterprises, organizations and individuals
- Take part in drafting regional, national and international standards,
technical standard.
- Deploy programs, science research topics in certification, productivity and
quality field according to the current law.
After fifteen years operation and development, QUACERT is known as a top
certification organization in Vietnam with head office in Hanoi and two branches in
Ho Chi Minh City and Hai Phong. This center has 138 staffs works in 13 functional
departments and branches.
Recognizing the significance and the importance of motivating employees
towards the development of the organization, since being founded, Board of
Management of QUACERT has issued many policies on HR to motivate and
encourage employees. However, in reality, almost all of the officials are smug
without striving spirit. They work very subjectively and inflexibly. The reason is
that the policies on HR have many disadvantages, lack uniformity, the assessment
and valuation of officials‘ labor value is not accurate, leading to low efficiency in
motivation for employees.
With the aim of developing, and completing the apparatus on operation and

HR, Board of Management should set out the specific objectives such as improving
productivity, quality and efficiency in working. With the desire to contribute to
build a sustainable development for QUACERT, I choose the topic "Study on
motivational tool at QUACERT". Hope that my study will help our organization
improve its performance and increase its competitive ability.

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1.2. Research objectives
With the above research rational, the research objectives are follows:
- Clarify motivational tools for employees in organization.
- Analyze current situation of using motivational tools for employees at
QUACERT.
- Propose solutions to improving motivational tools for employees working
at QUACERT.

1.3. Research questions
In order to reach the objectives mentioned above, the researcher will focus
on answering the following questions:
- What are the current motivational tools for employees in QUACERT?
- How these motivational tools influent the performance of employee?
- What are suggestions to improve motivational tools for employees working
at QUACERT?

1.4. Research Scope
This research focused on situation of using motivational tools for employees
at QUACERT and how to make its influence become positive to employees‘
performance. Research based on theoretical framework related to motivational tools
such as: Maslow‘s Hierarchy of Needs, Adam‘s Equity Theory of Motivation,

Hertzberg‘s Two-factor Theory, and Two -factors theory was main framework for
study which were divided into two factors: Hygiene factor and Motivation factors.
- Location: Studying motivation and motivational tools for employees at
QUACERT.
- Duration: Secondary data collected during the period of 2013 - 2016;
primary data collected during that period.

1.5. Research Methodology
1.5.1. Research process
The research process was carrying out through the chart 1.1 below

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Theoretical
background

Measurement scale for
motivational tools in
an organization

Organization‘s
characteristic

Interviews
Motivational tools at
QUACERT.
Surveys

Proposing solutions to

improving motivational
tools for employees
working at QUACERT

Chart 1.1 Research Model

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The author give out a research model: based on the theoretical background
and characteristics of organization the author will outline the measurement
scale motivational tool in QUACERT. Then based on interview and survey,
we know about the current motivation tools at QUACERT. And the author
will proposing the solutions to improving motivational tools for employees
working at QUACERT.
1.5.2. Data collection methods
The researcher will use both secondary data collection method and primary
data collection method.
Secondary data collection:
- Collecting data through books, researches, scientific journals and
magazines to build a theoretical framework of motivation and motivational tools.
- Data on the theoretical framework of motivational tools for employees
taken from the textbooks, related research works, reference books, newspapers,
magazines, the Internet, etc. (listed in the references).
- QUACERT‘s data: by operating reports, annual reports from 2013 to 2016;
materials on organizational structure and activities of the company; number of staff,
qualifications, salary & bonus payment regulations.
Primary data collection
Primary data will be collected through interview and survey.
- Survey: Survey was carried out to collect information on current

situation and evaluating efficiency of motivational tools of at QUACERT. The
sample size was all the staffs working at QUACERT (including department heads,
department deputy heads and officials).
For each of questionnaires of survey, the author clarifies in to five levels
from 1-5 in which:
+ At level 1: Very dissatisfied
+ At level 2: Dissatisfied
+ At level 3: Normal

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+ At level 4: Satisfied
+ At level 5: Very satisfied
And the total sample size of the survey was 138 people. The questionnaire
was sent directly or by email.
The questionnaires were designed based on the logical ideas on how to study
motivational tools at QUACERT. The questionnaires structure included two parts: the
first part asked the individual information of employees and the second part of
questionnaires was designed to get employees assessment on motivational tools at
QUACERT.
- Interview: Collecting primary data through questionnaires to measure the
satisfaction level with the motivational tools, and base on those to create motivation
for employees working at QUACERT. The interview conducted via telephone.

1.5.3. Data analysis
After collecting information, the researcher will use both qualitative method
and quantitative method to systemize and analyze. The data were analyzed by using
some tools such as comparison figures, charts, data processing filter (filter),
calculation (sum; average; percentage) on excel software. Analysis of the survey

results is to help reveal the real situation of motivation for employees, the level of
impact of motivational tools for employees and working motivation of the
employees working at the QUACERT.

1.6. Research structure
CHAPTER 1: INTRODUCTION
CHAPTER 2: THEORETICAL BACKGROUND FOR MOTIVATIONAL
TOOLS FOR STAFF IN ORGANIZATIONS
CHAPTER 3: CURRENT SITUATION OF MOTIVATIONAL TOOLS AT
QUACERT
CHAPTER 4: THE SOLUTIONS OF COMPLETING TOOL MOTIVATE THE
EMPLOYEES IN QUACERT

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CHAPTER 2
THEORETICAL BACKGROUND OF MOTIVATIONAL
TOOLS FOR STAFF IN ORGANIZATIONS
2.1. Staff motivation in organizations
2.1.1. Definitions of motivation
Motivation is the word derived from the word ―motive‖ which means needs,
desires, wants or drives within the individuals. It is the process of stimulating
people to actions to accomplish the goals. In the work goal context the
psychological factors stimulating the people‘s behavior can be.
There are many different definitions about motivation. Kreiter thinks that
motivation is a psychological process that directs individuals to certain purposes. In
1994 Higgins introduced the concept of motivation as a push from within
individuals to meet unfulfilled needs. According to the curriculum of Organizational
Behavior of Dr. Bui Anh Tuan, the motivation is internal factors that motivate

people to work hard in conditions that create high productivity and efficiency. The
expression of motivation is the willingness to work, passionate about working to
achieve the goals of the organization as well as the employees themselves.
In a logical thinking, performance is equal ability and motivation.
Therefore, to have best performance, business administrators should care about
motivation for employee and increase ability.
―Motivation is the effort, the drive, the desire, and the energy a person uses
to activate and maintain goal driven behavior.‖ — Murray Johannsen
Motivation is the reason for people's actions, desires and needs. Motivation is
also one's direction to behavior, or what causes a person want to repeat a behavior.
Motivation "is the energy that makes the machine move; or the promotion,
development "(Vietnamese Dictionary, 1996). We can understand that motors are
the most important part of a machine that keeps the engine moving and the driving
force is the fuel that drives the engine.

9


According to Bedeian (1993), motivation is an attempt to achieve a goal. Higgins
(1994), motivation is an internal propulsion to meet unsatisfactory needs. Nguyen Van
Diem and Nguyen Ngoc Quan (2004), "motivation is the willingness and willingness of
the employees to increase their efforts towards a goal or outcome"
In an organization, motivation is the arousal level of each person when
participating in the working process; which motivates people to work positively,
proactively and creatively.
Staff motivation includes internal factors stimulating people to try their best
to work in creating high productivity and efficiency within allowed conditions.
Motivation is expressed by willingness and passion to work to achieve organization
goals as well as their own goals.
Thus, there are many different approaches to motivation, in a most succinct

way, motivation is:
- Work motivation is the desire and willingness of each individual to make
every effort to direct yourself to the goals of the individual and the goals of the
organization.
- Work motivation is expressed through specific tasks. Each employee is in
charge and in their attitude towards the organization. This means no motivation to
work for all employees. Each employee who performs different tasks may have
different motivations to work more actively. Motivation is linked to a job, an
organization, and particular work environment
- Staff motivation is not personal trait. This means people can be motivated
as well as de-motivated. No one is born motivated, but staff motivation can only be
obtained due to impacts by many other factors. Therefore, it is often changed. One
staff can be motivated at one time, but de-motivated at another time.
- Staff motivation can increase working productivity and efficiency in case
that other factor remains unchanged. This is the source to encourage staff to work
more effectively and enthusiastically. However, it is important to understand that
the motivation is leading to an increase in personal productivity because it depends
on many factors such as intellect, ability, skill, labor facilities and resources. In

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reality, without motivation, staff still can accomplish their work, but we cannot see
their loyalty with the organization and they intend to quit anytime when they have
better chance. To get motivation for staff, managers should find the way to create
that momentum.
- Motivation, therefore, is the manipulation of a system of policies,
measures, and management practices that affect staff, making them motivated and
willing to contribute to the organization. In order to create motivation for staff, it is
necessary to find out what employees are working to achieve, thereby motivating

their motivation.
Motivation is not does not appear naturally, it is the simultaneous
combination of subjective resources of the staff themselves and objective resources
in the working environment.
Motivation for work means staff can find joy, meaning and purpose in life in
the work they are undertaking through the rewards, physical and mental values due
to working success, helping them achieve what they want. Therefore, staff will want
to do a better job, with better results, and they will tend to make long commitment
with the organization they are working for.

2.1.2. Role of motivation in organizations
There are a lot of ways to motivate and stimulate employees to work
positively in which motivation from the organization, from managers is very
important element. There are differences from employee motivation and
organization and manager motivation. Employees may motivate themselves without
organization motivation, and manager, however, it only occurs when employees
love their job, their tasks. In that situation, he/she may not need supporting from the
company, from managers of the business. Oppositely, motivation from the
organization, from managers is the action to act employees from the organization to
the efforts of the employees for the successful of the company. Therefore,
organization and manager motivation would mean strong forces as following roles:

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Enhancing productivity and improve competitive advantage
As we know, productivity is computed by the formula of output divides to
input. If the employees are motivated, they try to work hard so that in the same
time, they produce more output. That means the productivity increases. Moreover,
when employees are positive, they work and try to save input sources so that

productivity increases.
Generally, employees are motivated, they work more productively. For
example, when employees received more salary from the company suitable to the
employee effort, they work harder and harder. They save more and more materials,
labor forces and other input resources so that productivity increases.
Improving employee morale
Continuous motivation would enhance employee morale to make them more and
more active. Employees are recognized and respected so that employees feel happier.
With the company motivation employees do not only work for money, but also they
work for the company development. They are more and more proud when the company
becomes more successful in the market. From enhancing their morale, they would over
any difficulty in order to achieve their company goals. By this way, employees will be
happier in the workplace, even though they have not salary increases.
Higher levels of customer satisfaction and employee retention
When employees of the company are motivated, and stimulated, they feel
respected and recognized. By accurately evaluating employee‘s contribution,
employees more and more believe on the company and from that they will be loyal
to the company, even in the bad conditions of the company. Customer satisfaction
therefore increased as when the employees focus on what they are doing, they will
have good products/services, and make the customers feel happy with those.
Stimulating employee creativity
When employees of the company are highly motivated, they feel freedom for
creativity. They spend their effort to change their activities to reduce unnecessary
activities and create news for working more effectively.

12


Improving individual growth
Through working hard and completing their tasks, employees are more and

more motivated and stimulated. After achieving their objectives, employees will
become more growth.
By working creatively, employees feel more and more bringing good things
for the company development so that they will be better and better. That means they
are more growth.
By motivating, employees have chances to change their bad attitudes so that they
are more and more working effectively. Generally, by taking and accomplishing their
tasks they increase their individual growth and improve their knowledge, skills and good
attitudes toward senior managers, staff, colleagues and customers and partners.
Base on the definitions of motivation and the importance of staff motivation
in an organization, author research and propose the criteria for assessing staff
motivation in organizations:
- Number of candidates in desire of filling a vacancy in an organization;
- Compliance with the organization‘s internal regulations and bylaws and
completion degree of assigned tasks;
- Time to complete the job, staff working morale;
- Labor productivity, quality of work;
- Staff should be positive, flexible, creative, active to adapt, give some
innovations on technical improvements, propose some suitable working arrangements;
- Number of staff for turnover;
- Satisfaction level of staff towards work, managers or the organization.

2.2. Motivational tools for staff in organization.
2.2.1. Theories on motivating staff in organizations
There are many theories about motivation; it means that there are many different
approaches to this definition. However, all theories have a common conclusion:
strengthening motivation for staffs will lead to higher achievement and greater
organization's successes.

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In fact, motivational theories are divided into two groups: first group show how to
identify the needs that promote personal behavior or the desire of managers. And
the second one goes into understanding the mind of the manager, which has the
effect of motivating them to be responsible and voluntary at work.
The approach to motivational theories helps business leaders have a basis to choose
and apply methods to motivate employees in the most reasonable way. The
following are the basic theories of motivation:

2.2.1.1. Maslow’s Hierarchy of Needs Theory
According to Abraham Maslow, human needs are broken down into different
levels, including basic needs (downstairs) and higher level needs
. According to this, the hierarchy of needs is sorted into five levels as
follows:
- Physiological needs (basic needs): including the needs for food, clothing,
housing, transportation and other basic needs. This is the most urgent and the lowest
needs.
- Safety needs: the needs for stability, safety.
- Social needs: the needs for love, relationships between humans, humans
and organizations.
- Esteem needs: the needs for respecting, respecting others, being respected
by others, society status.
- Self-actualization needs: According to Maslow‘s, these are the highest
needs. Beyond all that needs are self-actualization needs. Those are the needs to
grow and develop, seek for an opportunity to improve ourselves.

14

Maslow said when the lower-level needs are satisfied; the new higher-level
needs emerge and become human motives. He said satisfying lower-level needs is
easier than satisfying higher-level needs because lower-level needs are limited and
can be satisfied by external factors. He said that firstly lower-level needs require
being satisfied so they are human motivation – or motivating factors. When those
needs are satisfied, they are not motivating factors anymore. At the time, the higherlevel needs will emerge.
Thus, according to this theory, firstly managers need to pay attention to the
psychological needs, based on that they will gradually rise up to higher-level needs.
And to promote employees to work effectively, manager needs to accurately
determine affects the need levels in which the employees are really interested.
Managers can control the behaviors of employees with motivation tools to affect
their needs to help them more excited, enthusiastic and hardworking.
According to Maslow, to motivate employees, managers need to understand where
the employee is in this hierarchy and aim at satisfying the needs in that hierarchy.
The limitation of this theory is it only showing the most common needs of all
people in all situations.

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2.2.1.2. Adam’s Equity Theory of Motivation
Equity theory was launched by J.Stacy. Adams - a psychologist on
behavior and management. According to this theory, employees tend to compare
their contributions to the benefits they receive. Similarly, they also have
comparisons between their contributions and rewards with others. Employees feel
treated equally when their rewards and remuneration are on par with others. And
when they believe that what they get is commensurate with what they contribute,
they will keep the productivity.

In contrast, when individuals feel that they

contribute more than they receive, they will lose the excitement, and enthusiasm for
the job. At that time, each individual will express their dissatisfaction in many
ways, such as reducing the excitement, lacking effort, etc... In severe cases, they can
have disruptive actions or ―leave‖ to seek for another job.
However, employees also tend to appreciate their contribution and
dedication. They also think that rewards and remuneration of others get higher than
themselves. No comparison is absolutely fair; the problem here is fairness of
awareness. Therefore, the managers must always pay attention to the factors that
influence the perception of the fairness of the employees, base on that will make
them correctly aware of the fairness in the organization.
The theory suggests that, in order to create equity in an organization, the
leaders, managers need to consider and evaluate the balance between what the
individuals in the organization contribute and what they receive and find ways and
means to balance them. Only when do individuals realize equity in the organization,
they will work enthusiastically towards the organization‘s common goals.

2.2.1.3. Hertzberg’s two-factor Theory
Frederick Hertzberg indicated that the factors creating satisfaction are very
different from the factors creating job dissatisfaction, and he divided these factors
into two groups: motivation factors and hygiene factors.
Motivation factors are the factors under the work; they create satisfaction,
achievement, recognition, employee‘s job characteristics, responsibility and

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