The factors influence the motivated employees at amber clm resource , jsc company

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

PHẠM XUÂN NGHỊ

THE FACTORS INFLUENCE THE MOTIVATED EMPLOYEES AT
AMBER CLM RESOURCE., JSC COMPANY
NHỮNG YẾU TỐ TÁC ĐỘNG ĐẾN ĐỘNG LỰC LÀM VIỆC CỦA
NHÂN VIÊN TẠI CÔNG TY CỔ PHẦN TÀI NGUYÊN AMBER CLM

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI – 2020


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

PHẠM XUÂN NGHỊ

THE FACTORS INFLUENCE THE MOTIVATED EMPLOYEES AT
AMBER CLM RESOURCE., JSC COMPANY
NHỮNG YẾU TỐ TÁC ĐỘNG ĐẾN ĐỘNG LỰC LÀM VIỆC CỦA
NHÂN VIÊN TẠI CÔNG TY CỔ PHẦN TÀI NGUYÊN AMBER CLM

Chuyên ngành: Quản trị kinh doanh
Mã số: 8340101.01
LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS. HỒNG ĐÌNH PHI

HÀ NỘI - 2020


DECLARATION
The author confirms that the outcome of the research in the thesis is the result of
the author’s independent works during studing and researching period time and it is not yet
published in other’s research and article.
The other’s research results and documentations (extraction, table, figure,
formula, and other documents) 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 and the
laws for above-mentioned declaration.
Date…………………………..


ACKNOWLEDGEMENT
I would like to show my great gratitude to Associate professor HOANG DINH
PHI, my supervisor and who gave me profound support during the conduct of this reseach.
Without his greatly enthusiast guidance, the author could never have completed the thesis
on my own.
My grateful thanks are also extended to the employees working in Company
departments have provided to me much necessary and invaluable data and documents for
the research.
I beloved HSB’s staff and friends supports and encouragements during our 2
years of studying in HSB are also deeply acknowledged with unspeakable gratitude. My
success today could never be achieved without the presence of them.
Last but not least, the author would like to thanks my friends who has supported
me with strong encouragements during my studying period.

Thank you.
Hanoi, Nov 2020.
The Author


TABLE OF CONTENT

DECLARATION .................................................................................................................... i
ACKNOWLEDGEMENT .....................................................................................................ii
INTRODUCTION ................................................................................................................. 1
CHAPTER I: BASIC THEORIES ON EMPLOYEE MOTIVATION ................................. 6
1.1. CONCEPTS OF MOTIVATION EMPLOYEES ....................................................... 6
1.2 THE ROLE OF EMPLOYEE MOTIVATION............................................................ 8
1.3. FACTORS INFLUENCE MOTIVATION OF EMPLOYEES .................................. 9
1.3.1. The 2 factors theory or Herzberg’s motivation-hygiene theory (1959) ............... 9
1.3.2. The 3-Needs Theory of David Clarence McClelland (1985) ............................. 10
1.3.3. Maslow’s Hierarchy of Needs (1943) ................................................................ 11
1.3.4. Expectancy Theory Vroom (1964) ..................................................................... 14
1.3.5. Alderfer’s ERG Theory (1972) .......................................................................... 14
1.3.6. The Equity Theory of Adams (1963) ................................................................. 15
1.3.7. Motivation through the design of work by Hackman & Oldman (1976) ........... 15
1.3.8. Self-efficacy of Albert Bandura (1997) .............................................................. 16
1.3.9. Z Theory ............................................................................................................. 16
1.4 FRAMEWORK FOR ANANLYSIS OF FACTORS THAT INFLUENCING
MOTIVATION OF EMPLOYEES................................................................................. 17
CHAPTER II........................................................................................................................ 22
2.1. THE BASIS OF PROPOSAL MODEL .................................................................... 22
2.2. PROPOSAL ON HYPOTHESIS AND MODEL .................................................... 23
2.3. RESEARCH PROCESS............................................................................................ 26

2.4 RESEARCH PERFORMANCE ................................................................................ 26
2.4.1 QUALITATIVE RESEARCH ............................................................................ 26
2.4.2 QUANTITATIVE RESEARCH ......................................................................... 27
2.4.3. DATA ANALYSIS METHOD .......................................................................... 29
CHAPTER III: RESULTS - DISCUSSIONS AND PROPOSAL ON SOLUTIONS......... 33
3.1. INTRODUCE ABOUT THE COMPANY ............................................................... 33
3.1.1 LABOR FORCE OVERVIEW ........................................................................... 33
3.1.2 SITUATION OF SOME IMPACT FACTORS .................................................. 33


3.2. DESCRIBED SAMPLES.......................................................................................... 35
3.3 STATISTICS TESTS ................................................................................................. 35
3.3.1. RELIABILITY SCALE TEST (CRONBACH’S ALPHA) ............................... 35
3.3.2. EXPLORATORY FACTOR ANALYSIS TEST ............................................... 39
3.3.3. PEARSON CORRELATION ANALYSIS ........................................................ 42
3.3.4. REGRESSION TEST ......................................................................................... 44
3.3.5. SEEKING THE ASSUMPTION VIOLATIONS OF LINEAR REGRESSION46
3.3.6. TESTING THE DIFFERENCE OF VARIABLES ............................................ 48
3.4. RESEARCH RESULTS DISCUSSION ................................................................... 52
3.4.1 COMPARE RESEARCH RESULTS WITH THE REALITY IN ENTERPRISE
...................................................................................................................................... 52
3.5. PROPOSAL ON SOLUTIONS ................................................................................ 53
3.5.1 Benefit (Income) .................................................................................................. 53
3.5.2 Training ............................................................................................................... 54
3.5.3 Teamwork ............................................................................................................ 54
3.5.4 Communication ................................................................................................... 55
3.5.5 Recognition.......................................................................................................... 55
CONCLUSION, LIMITATION AND IMPLICATION ..................................................... 56
1. Conclusions .................................................................................................................. 56
2. Limitations, Further research directions ...................................................................... 57

REFERENCES .................................................................................................................... 58
APENDIX 1A .................................................................................................................. 61
APENDIX 1B................................................................................................................... 62
APENDIX 1C................................................................................................................... 64
APENDIX 1D .................................................................................................................. 67
APENDIX 1E ................................................................................................................... 69
APENDIX 03 ………………………………………………………………………………. ..97


INTRODUCTION

1. RATIONALE
Nowadays, human resources are considered as the deciding factor for the success or
failure of an enterprise. An enterprise might have the modern infrastructure, modern
technology, abd great financial potential, but without the labor force working effectively, it
will be very difficult for that enterprise to survive and compete with other enterprise. In
order to manage human resources effectively, the first thing that managers must consider
human resource as the central factor of development, creating conditions to fully promoted
the potential of the employees. This is possible if and only when managers understand
what motivates employees to work.
So far, there are many theories and research models in working motivation of
employees. Nevertheless, due to the difference in research subjects, research spaces,
research time, research results are also different. Therefore, there are certain difficulties if
managers use these research to apply to their own enterprise because each enterprise has a
different specificity, different culture, different mission, different vision. The managers
will exactly offer solutions to motivate working motivation of employees if there are
research results of those factors affect to working motivation of employees in their own
enterprises.
Amber CLM resource., JSC is an enterprise operating in the field of multi-metal
mining, having main factory located in PhaMueng Ward, Bolykham District, Bolykhansai

Province, Lao People’s Democratic Republic. Because it is a Vietnamese legal entities but
implementing a multi-metal ore mining project in Laos, the project has to use a lot of
employees from many different countries and labor force also ranges from expert level,
senior management, to unskilled labor. How are the reality issues in the enterprise. Or are
there any solutions to motivate employees in working?
Because of the above reasons, managers have to even more promptly grasp the
thoughts and aspirations of the staff, thereby having the right solutions to motivate working
motivation of employees. To be able to do this, managers need to know which factors
affect motivation of employees, while no research or report has been done at this
enterprise. That is the reason the author chose topic “Factors influence the working
motivation of employees at AMBER CLM resource., Joint Stock Company”

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2. REVIEW OF PREVIOUS RESEACHES
In the world as well as in Vietnam, there are many research projects on Working
motivation of employees. One widely acknowledged research is the Kovach research
(1987), which was conducted with one thousand employees and supervisors in the US
industry. He gave 10 factors that effect on motivation of employees were: Interesting work,
recognition of achievement, Feeling an individual role in work, job securities, high salary
range, high promotion and career development opportunities, Good working conditions,
The concern of superiors and subordinates, Skillful criticism, The mutual help of superiors
and employees. The results of this study have been verified in various fields in many
countries around the world and Vietnam such as Wislei (1997), lslam & lsmail (2008), Bui
Minh Thu & L.N. Doan Khoi (2014), D.V. Khanh and N.Thi Th Dan (2015), Le T.Thanh
Mai (2015), Nguyen Luu Phuong (2016).
On the other hand in “The Impact of Training on Firm Performance” of authors
Thang, N. N. & Quang T (2011) shows that training has a significant effect on the change
in sales of manufacturing companies (b = 0.32, p < 0.05), Research and Practice in Human

Resource Management, 19(1), 11-24.
Other researches were carried out based on the two-factor theory of Herzberg (1959)
such as Barzoki, Attafar & Jannati’s research (2012) which was conducted to explore
factors influencing employee motivation at Saipa Group’s complex in Golpayegan city,
Iran. This research gave seven factors that influence employee’s motivation: high salary
range and bonus, individual life, working conditions, superior relationship, co-worker
relationship, company policy, job securities. In Viet Nam, a research also based on
Herzberg’s theory is the research of Pham Thi Minh Ly (2015) which is conducted to
explore the factors affecting employee motivation in small and medium enterprises in SaiGon and has found four factors: Teamwork, Empower, Nature of Tasks, Managers.
Recent researches by Taguchi (2015) and Khan (2014) on working motivation have
discovered new factors. The research of Taguchi (2015) exploring the factors that shape
the motivation of workers in Japan. This research had indicated 9 factors that effect on the
employee’ motivation of Japanese workers was: Staffs evaluation, company goals,
promotion, income, relationships inside organization, work characteristics, workplace
conditions, organizational structure, balancing life and work. The research of Khan (2014)
using quantitative methods Surveying objects were the workers in Pakistan. Research

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results have concluded those factors are: Financial rewards, non-financial rewards and
social responsibility influence employees’ motivation.
3. AIMS OF RESEARCH
The research project aims to identify factors influence motivation of employees' at
Amber

CLM

resource

JSC,

thereby

giving

out

management

implications

(recommendations) to increase working motivation for employees, specifically are:
- Determine the factors affecting the employees' motivation at Amber CLM resource JSC
company.
- Evaluate the impact of each factor on employee's motivation at Amber CLM resource
JSC company.
- Test the differences in the influence of these factors on employee's Working motivation
by characteristics such as Nationality, Age, Income.
- Giving recommendations to the BOM to increase working motivation for employees at
Amber CLM resource JSC.
4. OBJECTS OF RESEARCH
Objects of research: The factors that influence motivation of employees at Amber
CLM resource JSC.
5. SCOPE OF RESEARCH
Scope of research: All officers and employees at the main factory in Phamueng
Ward, Bolykham District, Bolykhansai Province, Lao People’s Democratic Republic,
Amber CLM resource JSC company, from February 2019 to May 2019.
6. RESEARCH METHODOLOGY
This research is done by a combination of qualitative research methods and

quantitative research methods.
6.1 QUALITATIVE RESEARCH
Qualitative research is done by interviewing and group discussing techniques to
amend and supplement the factors affecting the working motivation of the proposed
research model, and adjust the scale to be appropriate for the reality at Amber CLM
resource JSC company.
6.2 QUATITATIVE RESEARCH
Quantitative research is done by collecting data through direct surveys using
prepared questionnaires. Collected data will be processed using SPSS statistical software.

3


The scales are tested by Cronbach's Alpha coefficients and exploratory factor analysis
(EFA). The theoretical model is tested by linear regression analysis, thereby determining
the impact of the factors affecting employee's Working motivation at Amber CLM
resource JSC company. Finally, “One way Anova test” was performed to compare
differences in factors affecting Working motivation of different groups of employees with
different characteristics.
6.3. PROPOSAL ON HYPOTHESIS AND MODEL
On the basis of analyzing the factors influencing Working motivation at article 2.2,
the authors suggest this research model of factors influencing Working motivation of
employees at Amber CLM Resource., Jsc as follow:
Communication
Teamwork
Initiative working
Time management

Motivation

Self-control
Training
Recognition
Benefit

Source: Proposal of the author
- The hypothesis for this research model
- H1: Communication have positive influence to Motivation
- H2: Teamwork have positive influence to Motivation
- H3: Initiative working have positive influence to Motivation
- H4: Time management have positive influence to Motivation
- H5: Self-control have positive influence to Motivation
- H6: Training have positive influence to Motivation
- H7: Recognition have positive influence to Motivation
- H8: Benefit have positive influence to Motivation
In summary: In this section, the author has pointed out the concepts, related theories,
synthesized the presentation of domestic and international researches. Through synthesis
analysis, the author proposes a research model of factors influencing working motivation
of Amber CLM resource., JSC including 08 factors as follow: (1) Communication; (2)

4


Teamwork; (3) Initiative working; (4) Time management; (5) Self-control; (6) Training;
(7) Recognition; (8) Benefit.
6.4. RESEARCH PROCESS
Aims of Research

Theories basis on and
previous studies

Initiate model

Official Questionnaires

Official model

Qualitative studies

Quantitative studies

Interview
Cronbach Alpha
EFA
Pearson, one way anova
…

Results and Discussion

Recommendation
On Solutions

7. THESIS STRUCTURE
Introduction the overview of the research process
In this chapter the Author will introduce The rationale, Literature review, Aims of
research, Objects of research, Scope of research, Research methodology, Thesis structure.
Chapter I Basic theories on motivation of employee
The author will present to you the theories about Working motivation, the
components impacting on Working motivation according to researchers' point of view.
From there create a basis for proposing to build research models and develop related

hypotheses.
Chapter II Application of Theory, Assessing The Situation
In Chapter 2 the author will present the model proposals and related hypotheses, as
well as the research implementation process.
Chapter III Results and Discussions, Proposal On Solutions
In the last chapter, the author will present the current situation of company, research
results include qualitative research results as well as quantitative research. On that basis, it
is discussed to give appropriate solutions.

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CHAPTER I
BASIC THEORIES ON EMPLOYEE MOTIVATION

1.1. CONCEPTS OF MOTIVATION EMPLOYEES
According to Pinder (1998), working motivations are defined as a set of forces that
come from inside or outside of the individual that leads and maintains the work-related
behaviour of the person, or according to Robbins (1993) or according to Robbins (1993),
Working motivation is the willingness to demonstrate a high degree of efforts to move
towards the goals of the organization based on satisfying individual needs. According to
Mitchell (1982), motivation shows the psychological process of creating awakening, the
orientation and perseverance to perform voluntary activities to achieve the goal.
Greenberg & Baron (2000) divided motivation into three main parts. The first part
addresses the stimuli associated with the hardware or energy behind each action. People
are oriented by their interest in making a good impression on others, doing exciting tasks
and being successful at what they do. The second part mention to the people who choose
and direct the behavior they perform. The third section deals with maintaining, and defines
clearly how much time it takes people to sustain efforts to achieve their goals.
According to Campel & Pritchard (1976) Working motivation consists of diverse

relationships are dependent upon and not interdependent that explains the direction, skill,
understanding of tasks and activities that reluctant individuals must to perform in the workshop
environment. Working motivation also refers to the basic psychological state leading to the
behaviors and the actions of the employees. In general, the motivation to work is a need,
desire that occurs within each employee that causes them to manifest some behavior.
Working motivation can be said to be an internal complex state that we cannot
observe directly, but it influences behavior. Carr (2005) describes the motivation to work
as an intrinsic motivation, based on the basic, conscious and unconscious needs of an
individual that drives the employee work to achieve their goals. Daft (2006) not only found
that the motivation to work is an internal force, but also an external force or both of those
powers that lead to persistent actions until the goal is reached. That goal is to satisfy one or
more needs and this need is the difference between the expected state and the real state.
From the above points of view, we can divide motivation into two basic constituent
factors: intrinsic motivation and extrinsic motivation.

6


According to VVarr, CO0k & WAII (1979), the intrinsic motivation is the
individual's need for job completion, success, and satisfaction. Motivation shows an
individual's desire to do an excellent job to satisfy himself. According to Amablle (1993),
individuals are motivated to work when they seek pleasure, interest, satisfy curiosity, selfexpression and want to challenge at work. And Deci (1975) thinks that employees want to
work to understand their abilities and be self-determined in work. When being motivated by
intrinsic motivation, employees complete their work mainly out of enjoyment, passion for the
job and tend to accept difficulties, challenges, or even temporary failures to succeed.
Meanwhile, according to Amabile (1993), extrinsic motivation is motivated by
external factors and resources to stimulate individual's work performance. These factors
can be rewarding, job feedback, supervision, and promotion. When being motivated by
extrinsic motivation, employees often have little or no interest in that particular job, but
still complete the job, mainly to receive a certain reward (salary, bonus, compliment, etc.)

or to avoid a negative consequence (avoid punishment, criticism, reprimand, job loss, etc.)
(Deci,1975).
Thus, there are many different views on Working motivation, but it is clear that
employees' Working motivation is a relationship between individuals and organizations.
According to Owusu (2012), individual performance and organizational goals are
independent but linked by employees' Working motivation; When the organization's goals
are in line with the individual's goals, the employee's Working motivation will make
beneficial results for both the employee and the organization which mean, the goals of the
organization are commensurate with the goals of the individual.
In conclusion, working motivations could be understood as follows:
- Motivation to work is the desire and voluntariness of each individual to direct themselves
to achieve their personal goals and organizational goals.
- Motivation to work is shown through the specific jobs that each employee is undertaking
and through their attitude towards the organization. This means there is no common
incentive to work for all workers. Each employee in charge of different jobs may have
different motivations to work harder.
- Motivation is associated with a job, an organization and a specific work environment.
- Working motivation is not entirely dependent on personal characteristics, but it can
change often depending on objective factors in the job. At this time a worker may have a

7


very high motivation to work, but at another time the motivation to work is not necessarily
in them.
- The motivation to work must depend on the employees themselves, the employees often
actively work hard when they do not feel any pressure or pressure at work. When they
work voluntarily, they can achieve the best labor productivity.
- Working motivation is the root that leads to increased labor productivity and from that
leads to improved efficiency in production and business activities in conditions where

other factors do not change. Nevertheless, it is also important to understand that being
motivated to work does not lead to increased personal productivity because it depends on
many other factors such as the intellect, qualifications, skills of the worker, labor tools and
resources to perform the job. In fact, workers who are not motivated to work can still get
the job done; But the employees will not stay - passionately with the Company. They
themselves cannot bring all their talents and wisdom to devote themselves to the company.
To get the motivation for employees to work, we must find a way to create that
motivation. Therefore, motivating workers is the use of policies and management measures
so that they affect employees and make them motivated at work, making them more
satisfied with their jobs, and looking forward to contributing to the organization.
To be able to create motivation for employees, it is necessary to find out what
employees work to achieve, thereby incentive their labor motivation. The motivation to
work does not appear but is a combination of factors belonging to employees and factors of
living environment and working environment.
1.2 THE ROLE OF EMPLOYEE MOTIVATION
lfinedo (2003) said: When a motivated employee can easily see their enthusiasm,
dedication and focus on work to accomplish the overall goals of the organization.
Motivation is, therefore related to wanting to get good results with an assigned task.
According to Muahammad and partner. (2011), employee's motivation is related to the
prosperity or deterioration of the organization. Highly motivated employees make it easier
for an organization to achieve better goals than its competitors. And Mohamed (2012)
believes that employees who are motivated to work well encourage ethical behavior in the
organization. Meanwhile, Amabile (1996) recognized the importance of “intrinsic
motivation” influencing creative activities at work. Scientists have also shown that workers

8


tend to be more creative in the workplace when the job is related to their personal interests
or when the job gives them appeal.

1.3. FACTORS INFLUENCE MOTIVATION OF EMPLOYEES
1.3.1. The 2 factors theory or Herzberg’s motivation-hygiene theory (1959)
Herzberg (1959) pointed out that the opposite of satisfaction is not dissatisfaction in
traditional thinking and vice versa. The factors of job satisfaction are separate and
individual from the factors that cause dissatisfaction.
These 02 factors were labeled by Herzberg are “Hygiene factor” và “Motivation factor”.
- Motivation factor (for example challenging works, recognition for someone's
achievement, responsibilities, opportunities for doing something purposeful, involvement
in decision making, sense of importance to an organization) that give positive satisfaction
arising from nature of conditions of the job itself, such as recognition, achievement, or
personal growth.
- Hygiene factors (such as statuses, salary, benefits, working conditions,

insurance,

holidays) that do not give the positive satisfactions or head to higher motivations, though
dissatisfaction results from their non-attendance. The term "hygiene" be used in the sense
that these are maintenance factors. These are irrelevants to the work itself and include
aspects such as firm policies, supervisory practices, or salary. Herzberg often referred to
hygiene factors as "KlTA" factors, which is the acronym for "kick in the ass", the process
of providing incentives or threat of punishment to make someone do something. Herzberg
considered the following hygiene factors from highest to lowest importance: company
policy,

supervision,

employee's

relationship

with

their

supervisors,

working

conditions/environments, salary, even relationships with other peers.
Eliminating the dissatisfaction is the only a half of the task of the 2-factor theory.
The other half would be for increasing satisfaction in the working-place. That can be done
by improving on the motivating factors. Motivation factors are necessary for motivating an
employee to higher performance.
Employees are
dissatisfied,
unmotivated

Hygiene
factors

Employees aren’t
dissatisfied, but
unmotivated

Motivation
factors

Employees are
satisfied, but
motivated

Table NO. 1.1 - Herzberg’s motivation-hygiene theory (1959)

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The two-factor theory is not well supported in academic research and has many
objections (House& Wigdor, 1967). The objection is usually: The process that Herzberg
used was limited in methodology; The reliability level in the study is still uncertain;
without a comprehensive assessment of satisfaction, a person may not like a portion of a
job but generally accept it. Despite these criticisms, Herzberg's theory is still widely used
by many administrators (Robbins, 1998).
1.3.2. The 3-Needs Theory of David Clarence McClelland (1985)
McClelland (1985) had writen Three Needs Theory with the main contents are Need
for the achievements, The need for the power and the need for the affiliation.

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1.3.3. Maslow’s Hierarchy of Needs (1943)
- The needs hierarchy proposed by Maslow is depicted in a pyramid shape, the most
basic at the bottom, top of which is higher demand. Or the most basic of the individual
must be met before they affect the higher requirements:
- Daily need is a concept of explanation and foundation for people. This concept is the
essential material requirement for the individual's existence. This means that daily needs
are universal human needs. Daily needs are considered to be an internal factor according to
Maslow's needs hierarchy. (example: Health; food and drink; Sleep; Clothing)
Needs to be safe: Once a person's other needs, if met relatively, their safety should be
prioritized and will govern the behavior. When there is a lack of security - like wars,
natural disasters, domestic violence. In the absence of financial security - (due to economic

crisis and unemployment), these safety needs are evident. This level is evident in children
because they often have a need to feel safer. It includes stable housing, employment, and
environmental safety. If a person does not feel safe in an environment, they will be
tempted to seek safety before meeting higher needs. Safety needs such as: personal safety;
emotional security; financial security; Health;
- Social issues: Once daily and safety needs are met, the third level of human needs is
sensory related. According to Maslow, people have an emotional need for a sense of
belonging and acceptance in society, regardless of group size or size. Examples: social
groups include clubs, soccer, religious groups, professional organizations, sports teams,
online communities. Some examples of small social connections include family members,
close partners, mentors, co-workers and close friends. Man needs to love and be loved both physically and implicitly by others. Many people are susceptible to loneliness, and
depression in the absence of love or other factors. This need is especially strong during
childhood and it can overwhelm the need for safety like watching other children get beaten
by a parent. Other fish such as hospitalization, abandonment, alienation, etc. may adversely
affect an individual's ability to form and maintain important emotional relationships in
general. Social Needs include: Friendship; happy ; Family. The need is described as being
able to exceed the daily needs and the need to be safe, depending on the pressure of the
surrounding people. On the contrary, for some individuals the need for self is more
important than the need to belong; and for others, the need for creative gratification can
replace even the most basic of needs

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- The need for self-esteem: The need for self-esteem is the need of human nature or status
needs. People arise concerns about being recognized by others, such as recognition, status,
importance, and respect. Most people need to feel respected; This includes the need for
self-esteem and self-esteem. Self-esteem demonstrates the typical human desire to be
accepted and appreciated by others. People often have a career or hobby to be recognized
for. These activities give the person a feeling of being involved in the community. Low

self-esteem or low self-esteem can be a result of this imbalance in the hierarchy. People
with low self-esteem often need respect from others; they may feel the need to seek fame
or glory. However, fame or glory will not help the person build self-esteem until they
accept who they are. A psychological imbalance such as depression can cause a person to
lose focus in order to gain higher self-esteem.
Most people have a need for self-esteem. Maslow notes two needs of esteem: a "lower"
level and a "higher" level. The "lower" level of respect is a need for respect from others
and can include a need for status, recognition, reputation, prestige, and attention. A
"higher" level represents a need for self-esteem, and can include a need for strength,
competence, ability to master, self-confidence, independence and freedom. This "higher"
level has principles, "hierarchy interrelated instead of clearly separated". This means that
respect and subsequent levels are not strictly segregated; instead, the levels are closely
related.
- "Self-improvement:" What a person can be, he wants to be. "This quote forms the basis of
the perceived need for self-realization. This level of need refers to being Maslow describes
this as a desire to accomplish everything one can, to be the best one can be.People can
have strong desires, namely to become the best they can be. to become an ideal person, and
achieve athletic success or create great value inventions.To understand this level of need, a
person must not only succeed in previous needs but also be proficient Self-realization can
be described as a value-based system when discussing its role in motivation Selfrealization is understood as an explicit goal or motive, and stages The previous in
Maslow's Hierarchy arranged to be a step-by-step process in which it was self-executable;
the motivation was clearly the goal of the reward-based system used to drive 7 essence
accomplishing a number of va lues or goals. Motivated individuals pursuing this goal seek
and understand how their needs, relationships, and sense of self are expressed through their

12


behavior. Self-realization may include: Partner acquisition; Raising children; Leverage &
Develop Talents & Abilities; Follow my goal.

Although there is no need that can be completely satisfied, if a need is met fundamentally
there will be no more motivation. Therefore, when one of the above needs is gradually
satisfied, the next demand will prevail.

Table NO. 1.2 - Source: Maslow, 1943, p. 375).
The pyramid above shows that the hierarchical ranks will move in an upward trend
Therefore, according to Maslow (1943), if we want to motivate someone, we need to
understand what level of decentralization the person is at and focus on satisfying needs at
that level or higher.

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1.3.4. Expectancy Theory Vroom (1964)
The Expectation theory of Vroom (1964) states that human behavior and
motivation are not necessarily determined by reality but also by human perception of
their expectations for the future. Employees will be motivated to work more effectively
when they believe that it will lead to a good performance rating, a good rating will lead to

organizational rewards such as bonuses, money salary or promotion. Those rewards will
satisfy the employee's work goal. Some researchers said that this theory is not very useful
and it will be more valuable when individuals become more aware of the relationship
between effort and efficiency and efficiency with rewards. Because very few individuals

are aware of these relationships. Because Robbins (1998) said that if organizations really
reward employees for performance, not because of criteria such as seniority, effort, skill
level, job difficulty, then the expectation theory will be more valuable.
The expectancy theory based on these assumptions has three key elements:
expectancy, instrumentality, and valence. A person is motivated to the degree that he or
she believes that (a) effort will lead to acceptable performance (expectancy), (b)

performance will be rewarded (instrumentality), and (c) the value of the rewards is highly
positive (valence).

Table NO. 1.3 Expectancy Theory Vroom (1964)
1.3.5. Alderfer’s ERG Theory (1972)
Alderfer (1972) agrees with Maslow (1943) that each individual's needs are ranked in
order. However, his theory of needs suggests only three groups:
First, Existence: being satisfied by factors such as nutriment, air, water, wages, and
work conditions.

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Second, Relationships: being satisfied by social relationships and meaningful
communication with people.
Third, Development: being satisfied by an individual making creative and effective
contributions.
The Alderfer ERG theory- survival (E), communication relation (R), development
(G), corresponding to Maslow's theory (1943), therein, survival needs are similar to
Maslow's categories of physiological and safety needs; The communication needs is
equivalent to the categories of ownership, society, and love; and the development needs
that resembles the category of desire to be respected and affirmed. The difference in
Alderfer ERG theory is that he supposes that man pursues all needs at the same time, not
just one need as Maslow's theory.
1.3.6. The Equity Theory of Adams (1963)
The essence of Adams's Equity Theory (1963) is that workers compare their efforts
and prizes with others in similar work environments. This theory is based on the
assumption that individuals who work in exchange for a reward from an organization are
motivated by a desire to be treated fairly at work. If the results of the comparison are
parity, the employees will continue to maintain their efforts and performance. If

remuneration exceeds expectations, employees tend to increase their work effort. On the
other hand, if the remuneration received is lower than the contribution, employees tend to
reduce their efforts or find other solutions such as absenteeism during work hours or
resigning (Pattanayak, 2005).
Robbins (1998) argues that equity exists when employees perceive that the ratio of
contributions to their results is equal to that of other employees. Inequality occurs when
these ratios are not equal because one individual's percentage of contributions to results is
greater or less than that of other individuals.
This main awareness of fairness will greatly affect employees Working motivation.
1.3.7. Motivation through the design of work by Hackman & Oldman (1976)
Hackman & Oldman (1976) proposed job characteristics model with content defining
how to design work so that employees have the initiative to work from the inside as well as
create job satisfaction and create the best work efficiency. The content of Hackman &
Oldman research (1976) shows that jobs firstly use many different skills, the employees
must understand the work from start to finish and the job must have a certain importance,

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these three things will bring meaning in the work to the employees as well as their
enjoyment. In addition, the job must allow the employee to exercise certain rights in order
to give the employee a sense of responsibility for their performance. Finally, the work must
be responsive from the superiors, recognizing the employee's achievements as well as the
critical contributions to help employees know the real results of their work and do better
for the next time.
1.3.8. Self-efficacy of Albert Bandura (1997)
Self-efficacy Theory developed by Bandura (1997). This theory refers to an
individual's belief that they are able to perform a task. The higher the confidence, the more
faith people have in their ability to do a job. Therefore, in difficult situations, people whose
self-confidence is not high tend to reduce their effort or quit their current job, on the other

hand, those with high self-confidence will do their best to cope with challenges.
Furthermore, individuals with high self-confidence often face negative feedback with more
motivation and effort, while less confident individuals will reduce effort when receiving
negative feedback.
Bandura (1997) proposed four ways to increase confidence are: (1) Experience; (2)
Follow or imitate a pattern; (3) verbal persuasion, (4) influence on others. This theory will
help managers know how to help employees gain high confidence, thereby enhancing work
efficiency. By combining Goal-setting Theory and Self-efficacy theory, managers will
have a solution to improve employee’s work efficiency.
1.3.9. Z Theory
According to William Ouchi (1981) talk about The Theory Z ln their book 'Theory Z:
“How American management can Meet the Japanese Challenge”. WiIIiam Oukhi (1981)
first presented this theory, have the following content:
– Management institutions must ensure superiors fully grasp the situation of their
subordinates. Maintaining decision-making and enhance collective accountability by
enabling employees to participate in decisions that promptly reflect the situation for
superiors. Let employees make their suggestions and then decide.
– Intermediate-level managers must perform the roles of unifying ideas, unanimously
revise and complete the opinions of the grassroots level, promptly report the situation to
their superiors and make their own recommendations.

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– Ensuring a long working time for employees to promote positivity, encouraging them to
make their proposed options.
– Intermediate-level managers must perform the role of unifying ideas, unanimously
revising and completing the grassroots opinions, promptly reporting the situation to their
superiors and making their own recommendations.
– Ensuring a long-term secured jobs for employees to be assured and increasing their sense

of responsibility, sharing glory and difficulties with businesses, tightening to their destiny
and corporate destiny.
– Managers must regularly take care of all issues of workers, including their families. From
that creating harmony, intimacy, without separation between superiors and subordinates.
– Making the job interesting to attract employees to the job.
– Paying attention to training and developing staff.
– Employee assessment must be comprehensive, clear, careful and have delicate, flexible
control measures to keep employee’s reputation.
Theory Z, advocates a mixing of many best attributes of theory Y and modern
“Riben” management principles, which place a large amount of freedom and trust with
employees, concentrate training employees/workers, and assumes that employees have a
extremely strong-loyalty and interest in team-working and the organization.
1.4 FRAMEWORK FOR ANANLYSIS OF FACTORS THAT INFLUENCING
MOTIVATION OF EMPLOYEES
- Kovach’s Research (1987) with the topic: “Employees' working motivation: What
employees and supervisors need”. Through surveying more than a thousand employees and
supervisors, the research aims to model the factors that influence employee's Working
motivation working in different industries in the US. The research results show ten factors
that make for employee efficiency are: (1) Interesting work, (2 Acknowledging
achievements, (3) Feeling a personal role in work, (4) Occupational safety, (5) High salary,
(6) Promotion and career development opportunities, (7) Good working conditions, (8) The
concern of superiors and subordinates, (9) Skillful criticism, (10) The mutual help of
superiors and employees. Kovach's research carried out in the late 1980s still have
limitations but not mentioned such as Teamwork, Benefit(bonus) – Factors that later other
researches have shown affect employees' motivation to work.

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Barzoki, Attafar&Jannati’s Research (2012) With the topic: “Analyzing factors

influencing employee's Working motivation based on Herzberg's motivational theory” with
the subject of the survey are workers working at the Saipa Group complex in the Iranian
city of Golpayegan. The research results have found that 7 factors affect employee's
Working motivation: (1) Occupational safety, (2) Company policy, (3) Relationship with
coworker, (4) Relationship with superiors, (5) Working conditions, (6) individual life, (7)
Salaries and bonuses. The results show that among the factors, salary and bonus have the
biggest influence on employees' motivation to work. The highlight of the research was that
it mentioned the impact of personal life on employees' Working motivation.
- Taguchi’s Research (2015) With the topic: “Working motivation factors in Japan”. The
research was conducted with many surveyed subjects in Japan, the research results have
discovered 9 factors influencing to Working motivation of Japanese workers: 1) Employee
rating, (2) Company goals, (3) Promotion opportunities, (4) Income, (5) Organization
relationship, (6) Job characteristics, (7) Workplace Conditions, (8) Organizational
Structure, (9) Work-life Balance. Research has found two new factors influencing
employee's Working motivation: (10) Company goals and (11) Work-life Balance.
- Khan’s Research (2014) With the topic: “The impact of the rewards and Social
Responsibility on employee's Working motivation”. The research uses quantitative
methods for the surveyed population of workers in Pakistan. Research results have
concluded the factors are: Financial rewards, non-financial rewards and social
responsibility influence employees' Working motivation. The research has evaluated the
impact of corporate social responsibility factors on employees' Working motivation.
- Research of N.T.Thu Trang (2013) With the topic “Factors influence the motivation of
workers at District Ten PS Company, HCMC”. The research used the motivation theory to
analyze and quantify the factors affect motivation of workers at District ten Public Service
Company. The study results showed that out of the eight identified factors only four
significantly influenced employee motivation, including: (1) financial compensation and
benefit, (2) training and development opportunities, (3) the style leadership, (4)
relationship with co-worker. In addition, the study also proposes a number of suggestive
policies in improving motivation of workers at District ten Public Service Company.
- Research of P.T. Minh Ly (2015) With the topic: “Factors influencing employee's

Working motivation of small and medium enterprises in Ho Chi Minh City”. Through

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surveying 386 office workers who are working full time in small and medium enterprises
in Ho Chi Minh City and using different data analysis methods such as: descriptive
statistics, exploratory factor analysis (EFA), scale test (Cronbach's Alpha), confirmation
factor analysis (CFA), estimate and test linear model SEM. The results found 4 factors
influencing employee's Working motivation, including: (1) Teamwork, (2) Initiative
working/ empower, (3) The nature of work, (4) Leadership. In which, Teamwork factor has
the greatest influence on employees' motivation. The limitation of the topic is that the
office staff may not represent all the employees working in and working in small and
medium enterprises in Ho Chi Minh City.
- B.T.Minh Thu & L.N.Doan Khoi’s Research (2014) With the topic: “Research on
factors affecting working motivation of employees directly in production at Vietnam
Machinery Assembly Corporation”. The research analyzed the results obtained from the
direct survey through questionnaires with SPSS software: testing the reliability of the scale
and analysis of factors, correlation analysis, multiple linear regression according to
conventional multivariate regression. Research has found 7 factors that influencing the
Working motivation of employees in production: (1) Salary and welfare, (2) Corporate
culture, (3) Relationship with colleagues, (4) Working conditions, (5) Relationship with
leaders, (6) autonomy in work, (7) Training and development opportunities. In which,
salary and welfare regime with corporate culture is the most influential factor.
- Dam V Khanh & N.T. Thanh Dan’s Research (2015) With the topic: “Studying the
factors influencing employee's Working motivation in the electricity company”. Base on
collecting 218 questionnaires, using statistical analysis methods, the research results show
that there are 5 factors related to work efficiency: (1) Nature of work, (2) Management, (3)
Safety, (4) Personal development and (5) Social welfare. The research results also show
that Social welfare factor has the greatest influence on employees' assessment of efficiency

policies of electricity company.
- L.T.Thanh Mai’s Research (2015) With the topic: “Analyzing the factors influencing
employee's Working motivation of NIDEC TOSOK Vietnam Co., Ltd”. Research has
identified 07 factors that influencing to employee's motivation at this company are: (1)
Working conditions and empathy, (2) Achievement and advancement, (3) Interest and
loyalty, (4) Income, (5) Stable work, (6) Duty individuals, (7) Skilful discipline. In which,
income is the biggest impact factor.

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