VNU- UNIVERSITY OF ECONOMICS AND BUSINESSFACULTY OF BUSINESS AND ADMINISTRATION RELATIONSHIP BETWEEN WORK MOTIVATION AND WORK PERFORMANCE CASE OF VIETNAM TEXTILE FIBER JOINT STOCK COMPAN
LITERATURE REVIEW HH ng tre 4 HN (0000009000 ảỏảdọ4ađg ››55345
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- people will only work for money
- people are not capable of controlling their work or directing themselves
- simple, repetitive tasks will produce the best results
- workers should be closely supervised and tightly controlled
- extra effort must lead to greater reward
- people will meet standards if they are closely controlled
- firm but fair supervision will be respected
- people want to be made to feel valued and important
- people want recognition for their work
- people want to be controlled sensibly
- managers must discuss the plans they make for staff
- they must take any objections on board
- they must encourage self-regulation on routine tasks
A motivated and skilled workforce is essential for enhancing productivity and service quality to meet organizational goals Managers often face the challenge of fostering this motivation (Dieleman and Toonen, 2006:1) While various motivation theories exist, it's important to distinguish between job-rooted motivation and performance motivation, as both are crucial for organizational success Managers must critically assess how their actions influence these two aspects of motivation.
Motivation plays a crucial role in workplace performance, as individuals may struggle to apply their knowledge, skills, and abilities effectively without the drive to invest time and effort into their tasks.
To prevent demotivation among employees, workplaces must address their needs effectively A lack of motivation can lead to detrimental behaviors, including absenteeism, negligence, tardiness, missed deadlines, and visible frustration, all of which harm an organization's performance and credibility Therefore, organizations should prioritize the implementation of both intrinsic and extrinsic motivators, along with performance management strategies, to enhance employee retention, attraction, effort, satisfaction, and commitment.
This study delves into three prominent motivation theories, emphasizing their significance in enhancing performance It posits that understanding motivation is crucial, as effectively motivating individuals through incentives and performance management strategies is essential for achieving superior performance levels.
Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, organizational communication and organizational development They describe two contrasting models of workforce motivation.
Theory X and Theory Y have to do with the perceptions managers hold on their employees, not the way they generally behave It is attitude not attributes.
| repressive style Tight control, Theory Y - liberating and developmental
| IV development Produces Control, achievement and continuous
| limited, depressed culture, improvernent achieved by enabling,
{ empowering and giving responsibility staff management
Figure 1- 1: McGregor Theory X and Theory Y
Source: http://www businessballs.com/mcgregorxytheorydiagram pdf
In Theory X, management is tasked with the organization of essential resources, including finances, materials, and personnel, to achieve economic objectives effectively.
Humans possess an intrinsic aversion to work and often prioritize personal interests over organizational needs, necessitating motivation and behavior modification to align their efforts with company goals This inherent laziness hampers their initiative, requiring management to employ strategies such as persuasion, rewards, and even coercion to drive performance and accountability Ultimately, effective management involves guiding and controlling employees to ensure they contribute to organizational success.
If management does not have an active intervention, people tend to remain passive and resistant to the needs of the organization.
Theory Y posits that management's role is to effectively organize resources—such as money, materials, equipment, and personnel—to achieve economic goals It views work as a natural human activity, with individuals inherently willing to take initiative and responsibility when aligned with organizational objectives Unlike Theory X, which assumes people are inherently lazy, Theory Y emphasizes that individuals are motivated and seek responsibility To foster this commitment, management must create the right conditions and operational methods that empower employees to direct their efforts toward achieving the organization's goals.
In the assumptions suggested in theory Y, management’s role is to develop employee’s potential and help them to release that potential towards the achievement of common goals.
Management utilizes guiding assumptions to effectively achieve its objectives, resulting in a spectrum of approaches that range from strong and assertive to soft and lenient.
Theory X is the standpoint that traditional management has taken towards the work force while many modern organizations are now taking the enlightened position of theory
Mc Gregor’s theory Y is linked to the questions in the questionnaire that are concerned about training, monitoring performance, performance assessment, working conditions.
Critics of McGregor Theory X and Theory Y¥
Although his theory effectively highlights and elucidates essential aspects of managerial principles influencing worker behavior, it has certain limitations in various areas.
Social scientists have critiqued the prevailing beliefs regarding human behavior and management responsibilities While the evidence gathered from diverse settings—such as classrooms, clinics, laboratories, homes, and to a lesser degree, industries—may not be definitive, it offers compelling insights into these issues (Vroom and Deci, 1970: 309).
Social scientists generally concur that human behavior within modern industrial organizations reflects management's perceptions, yet they contend that this behavior is not innate to humans Instead, it emerges from the organizational environment, including the philosophies, policies, and practices implemented by management.
The traditional perspective overlooks that fulfilling a need does not serve as a lasting motivator for behavior Humans are inherently driven by continuous desires; once one need is satisfied, another emerges almost immediately.
Management often misunderstands the diverse human needs, such as social and physiological needs, viewing them as threats to organizational success However, research indicates that when individuals are grouped under appropriate conditions, they can be more effective in achieving organizational goals than if they were working separately Despite this, management tends to fear potential group hostility and attempts to control and direct human efforts in ways that conflict with natural human group dynamics.
Conventional theory suggests that when an individual's social and safety needs are threatened, they may exhibit behaviors that undermine organizational goals, such as resistance and antagonism However, management often overlooks that these behaviors are a response to unmet needs rather than the root cause of the problem.
RESEARCH CONTEXT AND METHODOLOGY
Company Name: Textile Fiber Joint Stock Company
Address: Thanh Hai village, Thanh Liem company, Ha Nam Provincial, Vietnam
Y Produce materials for textile industry
Invest in textile developing projects Manage production and trading
Produce, trade polyester fiber, chemicals and related services xs SS S Ss Do business in fields in accordance with laws
Precept of company is getting maximum profit, incessantly promoting interest of shareholders, creating jobs, improving income and spirit of employees, growing stronger and contributing in national budget.
Accounting Ship Sale Central and Finance Management Department Agency
The company has a fully fledged human resource department charged with the responsibility of co-ordinating the human resource issues in the organization.
Functions of the HR Department
- ‘To manage the company payroll.
- To handle staff training issues and coordinate the capacity building program.
- To handle issues concerning the entry and exit of employees.
- To handle issues concerning staff welfare.
- To interpret the standing orders and the public Service code of conduct to the employees.
- To handle issues of staff at the work place.
- Handle issues concerning the planning, recruitment and retention of workers.
- To handle the general management of the human resources.
- To handle any other issues as directed by the company
The study investigated the correlation between work motivation and work performance within VTEC, employing a descriptive research design that integrated both quantitative and qualitative methods to explore this relationship.
The research utilized questionnaires as effective tools for data collection, enabling a thorough investigation of the topic within the sample population.
222 Sources of Data Both primary and secondary source of data were used in conducting this research.
To gather reliable and valid primary data, the researcher employed various approaches, primarily focusing on direct interactions with employees from different departments, particularly the Human Resources department The primary data collection method utilized was questionnaires.
The study aimed to examine the relationship between work motivation and work performance at VIFC through the use of questionnaires A comprehensive set of both open-ended and closed-ended questions was developed for this assessment.
The study also conducted to collect information from secondary data The resources of the secondary data include books, internet search, articles, andjourals among others This
22 helped to identify how others have defined and measured key concepts, the date sources that of others used.
The population of the study consisted of employees from the various departments of the
Company and this included human resource department, marketing department, business department and so forth The total population from the selected departments was made up of 70 employees.
For the study, a sample size of 70 was selected from various departments, ensuring that it accurately represented the staff strength of each department to facilitate reliable conclusions.
The study employed simple random sampling to select respondents from various departments, ensuring each individual had an equal chance of selection, except for the Human Resource Department For this department, purposive sampling was utilized to focus on respondents directly involved in recruitment and selection, aligning with the study's objectives by targeting typical cases.
The researcher developed questionnaires for the sampled employees of the company to gather essential data These questions were carefully crafted to ensure the study's objectives were met upon analyzing the results This instrument provided valuable insights into the relationship between work motivation and work performance.
On February 27, questionnaires were distributed to respondents at their workplaces, and later collected by researchers to ensure a comprehensive understanding of the research purpose This approach aimed to alleviate any suspicions and biases, enabling respondents to express their independent opinions on the questionnaire items To ensure the validity and reliability of the data, the researchers carefully formulated the questions to minimize errors.
Data analysis involved a statistical examination of the collected information, utilizing tables and charts for straightforward interpretation Responses were quantified in percentages, and the completed questionnaires were reviewed for consistency Items were categorized based on respondents' answers, serving as an effective tool for identification, comparison, description, and conclusion.
CHAPTER 3: RESEARCH RESULTS AND ANALYSIS
This chapter presents the findings and analysis derived from the questionnaire responses, focusing on the relationship between worker motivation and work performance Key areas of emphasis include performance management strategies, intrinsic and extrinsic motivators, and their impact on both individual work performance and overall organizational success Understanding these factors is essential for achieving organizational objectives and goals.
Chapter two emphasizes the significance of effective performance management strategies, along with intrinsic and extrinsic motivators, in fostering employee commitment and enhancing overall organizational performance.
The analysis is structured into four key sections, starting with an evaluation of overall work performance within the company It then examines the perceptions of upper management and lower-level employees, categorizing their responses into two distinct areas: hygiene factors and motivators.
Table 3 1: Overall opinion of managers about work performance
A recent survey revealed that only 16.7% of managers view employee performance as good, while 50% consider it fair and 33.33% rate it as bad These findings indicate a predominantly negative perception among managers at VIC regarding the performance of their workforce.
Table 3 2: The incentives of VFFC to encourage workers to perform well
The table outlines the various incentives offered by the company to enhance workforce motivation, highlighting the presence of both intrinsic and extrinsic motivators aimed at fostering strong performance However, it is apparent that there has been insufficient focus on implementing essential performance management strategies, such as supervision and monitoring, which are vital for achieving optimal results.
Table 3 3: The manager’s opinion about the adequate of incentives
A recent survey revealed that 100% of managers at VTFC believe the company's incentives are inadequate While there are incentives in place to promote good work performance, they fall short of motivating employees to achieve their highest potential.
26 therefore means there is need for the organization to do more towards motivation of its workers.
Table 3 4: Manager’s opinion about payment and good performance