ĐỘNG LỰC LAO ĐỘNG VÀ CÁC HỌC THUYẾT TẠO ĐỘNG LỰC TRONG
LAO ĐỘNG – ÁP DỤNG THỰC TIỄN TẠI DOAN NGHIỆP
TABLE OF CONTENTS
INTRODUCTION
THE CONCEPT OF MOTIVATION AND THEORIES OF MOTIVATION.
The concept of motivation.
The theories of motivation.
Analysis of the essence and relationship between the two theories
WORK MOTIVATION IN VIPCO.HA LONG CO. LTD.
An overview of the company.
The negative factors of motivation.
Applying the theory of Maslow and Herzberg's two-factor theory to analyze the
motivation..
SOLUTION.
Define objectives, tasks and job standards.
Create favorable conditions for the employees to complete the task
Stimulate labor.
CONCLUSION
REFERENCE DOCUMENTS


INTRODUCTION
Human factor has always played an important role in the economic activities,
social, political ... and take the interaction with the surrounding factors. These factors
will affect the perception, emotion and their behavior. Positive or negative perception
will lead to attitudes, actions react to things, ideas that people affected. The works that
employees perform can bring good or bad results can create success or failure for the
organization, business or project. Therefore, the motivation holds an important position
to business performance as well as the implementation of the strategic goals of each
company.
I.

THE CONCEPT OF MOTIVATION AND THEORIES OF
MOTIVATION.
A. The concept of motivation.
Motivation is the inner factor that stimulates human efforts to work in allowed

conditions to create the highly efficient productivity. Expression of motivation is the
willingness and passionate working in order to achieve the goals of the organization or
individual.
Therefore, the dynamic behavior (or behavior is motivated, encouraged) within
organization is a general result of a combination of many factors such as
organizational culture, leadership style, organizational structure and policies on
human resource as well as the implementation of these policies. The factors belong to
the individual employees also play an important role in creating motivation for their
own needs, purposes and the conception of value.
Understand the motivation of employees is very important in management, but
how to create the motivation of employees that requires managers to analyze deeply
the needs and motivation of its employees. The Managers should make sure employees
to know that they work because of their desire not merely to work by organization
requirements. Further, Manager should create for each employee being aware of the
goal, the strategy of the organization as well as the desire to achieve their objectives.
The achievements that the organization achieved are the result of labor, efforts and
creativity of employees. A good manager must have the ability to convey this message
to all members of the organization.


B. The theories of motivation.
There are many theories about the motivation of the employees showed that there
are many different approaches of motivation. All theories have common point is the
strengthening of motivation for employees to improve labor performance and business

effect of the organization. Hence the motivation is essential in the operation of the
organization. If you want to create motivation, to acknowledge the needs or create
demands. By giving rise to human needs will be motivated to work to satisfy these
needs. Typically Maslow’s theory and two-factor theory of Herzberg have different
division of needs but still have similar factors.
+ Two-factor theory.
F. Herzberg provides two-factor theory about job satisfaction and motivation. Herzberg
separates the factors into two groups: job satisfaction and job dissatisfaction.
Motivation factors include key elements to create motivation and job satisfaction as:
 Achievement.
 Recognition.
 Work itself.
 Responsibility.
 Promotion.
 Growth
These are the elements of work and personal needs of employees. When these
needs are met and its will create motivation and job satisfaction.
Hygiene factors that includes the elements of environmental organizations such
as:
 Organizational policies
 Quality of supervision
 Working conditions.
 Base wage or salary.
 Relationship with peers & subordinates.


According to Herzberg, if these factors are positive in essence that will have the
effect to prevent job dissatisfaction. However, if their alone presence is not enough to
create motivation and job satisfaction.
This theory points out a variety of factors that affect the motivation and

satisfaction of employees, but also caused a fundamental impact on the design and
redesign of work in many companies.
+ Maslow's hierarchy of needs.
Maslow said that people have a lot of different needs that they desire to be satisfied,
and divided these needs into five categories and arranged in a hierarchy as follows:
 The physiological needs: the basic requirements of food, water, shelter, and
sleep and the body's needs.
 Safety needs: the need for stability, certainty, be protected from misfortune or
self-defense needs.
 Social needs: needs to be a relationship with the other person to express and
love accepting, care and unity. Or in other words, needs about friends,
communication.
 Esteem needs: is the status of needs, be recognized and respected by others, as
well as the need of self-respect.
 Self-Actualization: the need for growth and development, need to fulfill
oneself, use abilities to fullest and most creative extent or the need to get new
achievements.
When each of the needs among these needs is satisfied, then the next need
becomes important. Satisfy the needs of the individual will follow the hierarchy of
"instinct" to "civilization" and despite not having a need to satisfy fully, but a need is
satisfied basically and it is no longer creating the motivation and the next needs will
appear. Thus, according to Maslow, to motivate employees, managers need to
understand where the employee is in the hierarchy and focus on satisfying the needs in
the hierarchy.
C. Analysis of the essence and relationship between the two theories.
From a theoretical basis we can find the relationship between the two theories
expressed by the following diagram:
MOTIVE, NEEDS

BEHAVIOR

MOTIVATION FACTORS


Maslow's theory is the culmination of the detection and classification of the
hierarchy of needs of employees. Maslow's needs pyramid shows the basic needs are
easy to satisfy, but as in the higher needs as there are few people reaching. Individuals
achieve to high demand in Maslow pyramid want to strive to conquer new goals. Not
only different from competence, professional qualifications, but also motives. The
motive is defined as is the need, the desire, the energy or the individual's urge wants to
implement purposes. If the motive is an internal factor in the decision then motivation
is the objective factors that employees received from the external environment. If there
is no encouragement to promote from the organization, working environment, job
characteristics, employees can hardly find the motivation to strive to reach the higher
needs in Maslow's pyramid.

Maslow's hierarchy of
needs.

Two-factor theory of
HERZBERG
Responsibility
Work itself
Growth.

SELFACTUALIZATION
ESTEEM NEEDS

Motivation factors

Company policy

Relationship with Peers

SOCIAL NEEDS
SAFETY NEEDS

PHYSIOLOGICAL
NEEDS

Advancement
Achievement
Recognition

Hygiene factors

Work condition
Security
Salary
Private life

Comparison of Maslow's hierarchy of needs theory and Herzberg two factor theory.
Hygiene factors in two-factor theory of Herzberg are factors causing
dissatisfaction even where employee dissatisfaction as the company's policy is not


good, the harsh working environment, co-worker relations not in harmony ... But
whether these factors are improving, they are not motivated, inspiring people with the
best effort. However, of concern is the human response quickly revealed when these
factors are not met properly (based on the premises of the market or individual
requirements) because these factors but at the level low, but it is the basic factors,
foundation and essential. We can recognise that this factor is equivalent to the lowerorder needs in Maslow’s needs pyramid.

Motivation factor as factors that encourage human efforts work as interesting
work and achievements are recognized, opportunities for advancement, responsibility
for the job, will promote individual efforts, and these individuals will bring high
efficiency to the organization. Without these factors in a long time, people will lose
enthusiasm and do not even have the minimal effort required for his work. These
factors are equivalent to the higher-order needs of Maslow tower.
Both theories have the same disadvantages. In Maslow's theory is a new need is
created when the former need is satisfied, while in the two-factor theory of Herzberg
divide the factors into two separate groups. In fact, the division is only approximate in
essence and can interact with each other. According to Professor of Yale University,
Clayton Alderfer said that human action derived from the needs, so people can seek to
satisfy many different needs at the same time, not just a single need to be satisfied then
switch to other needs. When fulfilling a need that hampered, people tend to put the
effort to satisfy other needs. Similarly, researchers criticized that the two-factor theory
of Herzberg not entirely consistent with reality. In fact, elements in both groups active
at the same time rather than separately from each other.
II.

WORK MOTIVATION IN VIPCO HA LONG CO. LTD.
A. An overview of the company.
VIPCO Ha Long Company Limited (formerly Branch of Vietnam Petroleum

Transportation Company "VIETPETROCO") has been based in Halong City and
providing services to vessels. In 2006, VIPCO Halong Co. Ltd. was founded with the
model is an independent operating subsidiary (under the Vietnam Petroleum Transport
Joint Stock Company - VIPCO). Currently, VIPCO Halong focuses on two lines of
business, Bunkering and Shipping Agent Services. Total number of employees is 20


persons, including: Director, Deputy Director, Business Department, Shipping Agency

Department, Finance and Accounting Department and General Affairs Department.


B. The negative factors of motivation.
-

Business strategy is not consistent with market situation, company
culture is faded, there are many processes, the regulation is not
reasonable. Information is not widely publicized.

-

Salaries, bonuses, remuneration not encourages employees. Employees
are not adequately recognized the contribution and their efforts spent and
worried that the salary is not compatible with efficiency and
performance.

-

Promoting, sorting and recruitment is inconsistent with the qualification
of employees. The job title does not have clearly goals, responsibilities,
rights and obligations.

-

The relationship between the members in the company are not
harmonious, tense working atmosphere, ineffective meetings.

-


The manager provide his subjective decisions, feeling, imposed and not
respect the advisory opinion of the specialized departments, indifferent
to the negative factors that affect the company.

C. Applying the theory of Maslow and Herzberg's two-factor theory to
analyze the motivation.
If based on the pyramid of needs Maslow may have noticed the majority of
employees in the company are on the third floor of the tower. Considering at the
relative angle, can understand the employees here have been satisfying Physiological
needs, safety needs. Employees have a basic salary, a stable position but not enough to
stimulate the enthusiasm of dedication to the job.
Promoting, sorting and recruitment is lack of convincing causes reduce the
enthusiasm and desire to progress.
The principle is not reasonable and the decision of the company's leadership does
not depend on actual or consultation of expert department but relying on feelings lead
to inefficient implementation and caused discontent within the working environment.
Employees feel their opinions are not respected, there are no desire to contribute and
are reluctant to do the job with heavy pressure and boring. Basically employees still do
the job but there is always dissatisfaction. If this situation occurs in a long-term, no


changes, no motivation or incentive to encourage employees out of boredom, even the
desire to perform regular work also declined.
When an individual or a department achieved positive achievements or high
labor productivity, senior managers do not have adequate assessment, record or
encouragement in time. Therefore, employees have not motivations to reach the higher
level even though they are fully capable. The company will not only take advantage of
the human resources, but also get the risk of talent losing. Because the talent who will
need to be highly respected and they always look forward to recognize the positive
contribution, if not meet the above criteria they will leave. Moreover, the company

does not convey the company culture to employees so that they have a perception, the
proud, the orientation and passion for the job then can hardly to make them look
forward to meet the higher needs for self-actualization to worthy with their
organizations in which they participate.
III.

SOLUTIONS.
To motivate employees, managers need to direct their activities in three key areas

with the following main directions:
A. Define objectives, tasks and job standards.
-

Targeting activities; build the appropriate business strategy in line with
market during the economic crisis. Complete rules and regulations at the
request of business and management. Implementation planning,
communication to each employee and department in the company makes
employees understand the objectives, course of action.

-

Promoting the company culture encourages employee creativity through
movement activities. Build relationships, strengthen confidence, enhance
regularly solidarity among the members, periodically organizes
exchange programs, meetings, travel, festivals...

-

Identify specific responsibilities, powers and the criteria for each job title
in the job descriptions helps employees know what to do, how to do it.

Monthly assessment of the degree of completion of the tasks of the
employees fairly, provide feedback correct, full and complete
willingness to help them understand the importance of the work.


B. Create favorable conditions for the employees to complete the task
-

Promoting, sorting and recruitment are met the essence of work.

-

To organize training class and orient for employees.

-

Provide resources and necessary conditions to implement the work.

-

Interest, help employees in the process of doing the job.

C. Stimulate labor
-

Use the salaries and bonuses as a tool to stimulate the physical for
employees. Salaries and bonuses are the most obvious manifestation of
the economic benefits of labor should be used as a tool to motivate,
encourage and must be paid directly to satisfactory and timely manner
commensurate with the contribution to enhance the efforts and

achievements of employees.

-

Apply reasonable methods of non-financial incentives to meet the
spiritual needs of employees, such as: praise, emulation organization,
building a good working environment, creates learning opportunities,
development, opportunities to improve job responsibilities, opportunities
for advancement...

CONCLUSION
Motivation is a fraction of Organizational Behavior Management, but no less
important. The theories show as a result of the inclusion of the many factors that affect
humans. Understanding and proper application will assist the Manager with the
appropriate measure of direction and motivation for the employees on: defining
functions, responsibilities, powers and working standards, creating favorable
conditions to workers who complete tasks according to the desired result.
Above analysis, audit and solution is based on my personal knowledge after
finishing the course of Organization Behavior Management. I would like to thank Prof.
Dr. Tran Van Binh helped me have more scientific basis, management skills and to
recognize the shortcomings of management at my company. I promise to try my best
to improve the management system and create a better work environment for our
employees in the near future.


REFERENCE DOCUMENTS
1.

Organizational Behavior Lecture - Prof.Dr. Tran Van Binh


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10.
11. Organizational Behavior – 7th Edition - John R. Schermerhorn, Jr.; James G.
Hunt; Richard N. Osborn