What factors affect to employee’s motivation and performance in GICC

RESEARCH PROJECT BMBR5103 WHAT FACTORS AFFECT TO EMPLOYEEÕS MOTIVATION AND PERFORMANCE IN GICC?. One of the main aspects of Human Resource Management is the factors affect employeeÕs m

RESEARCH PROJECT

(BMBR5103)

WHAT FACTORS AFFECT TO EMPLOYEEÕS MOTIVATION AND PERFORMANCE

IN GICC?

STUDENT FULL NAME : TRUONG CHI THANH

Ho Chi Minh City, August 2017

AdvisorÕs assessment

AdvisorÕs signature

Executive Summary

Human Resource Management is getting more important in the business nowadays,

it seem to become a serious problem because people and their knowledge are the most important aspects affecting the productivity of the company One of the main aspects of Human Resource Management is the factors affect employeeÕs motivation and measurement

of employee satisfaction with company where they work for Companies have to make sure that employee satisfaction is high among the officers, which is a precondition for increasing productivity, responsiveness, quality, and customer service This will determine the survival and success of the business

This dissertation is divided in six chapters; the first chapter is an introduction to the problem, the second chapter is about employee motivation, third chapter is about employee performance and chapter four, five analysis and result about how both types of employee motivation have an effect on performance At last, in chapter six, the conclusion is presented, together with a discussion and managerial implications

The research presented will discuss the research and theories of motivation, then prove there is a need for motivation in all workplaces and explain the most effective ways of motivating employees The final question is: What factors affect to employeeÕs motivation and performance in GICC?

Abstract

The aim of this dissertation is to analyze the level of employee satisfaction and work motivation in Global Investment Consultants Company Limited (GICC) It also deals with the effect the work environment has on employee satisfaction

The theoretical framework of this dissertation includes such concepts as leadership, job satisfaction, motivation, rewards and cultural differences The empirical part of the dissertation and the questionnaire were created according to the mentioned concepts The questionnaire also included parts where the questions about expectations of the employee, work environment, incomes, line manager and job organization were asked

Based on the research it can be said that the level of employee satisfaction in GICC

is high, although there is still a room for improvements One of the biggest strength of the organization is the relationship and communication between the employees and the managers The biggest improvement is needed in the field of the financial rewards, because most of the employees are not showing high satisfaction with it

In order to collect data, interview has been done for people from seven different operational as well technical divisions in the organization Focus about 5 to 10 people have been chosen from each group Then a meeting request has been sent to every employee for answer questionnaires with six part about under 40 open questions

The conclusions made regarding the research are only valid for GICC and cannot be generalized for other organizations

Acknowledgement

I would like to thank my supervisor, Dr Bui Phi Hung, for his constant support and guidance

I should also like to thank my co-founder, classmates and friends who have also helped ensure that this dissertation was completed

Finally, I would like to thank all the employeesÕ GICC company that took the time to complete the questionnaires and participate in this research

Table of Contents

EXECUTIVE SUMMARY 3

ABSTRACT 4

ACKNOWLEDGEMENT 5

CHAPTER I: 8

INTRODUCTION AND RESEARCH AIMS 8

1.1 INTRODUCTION 8

1.2 RESEARCH AIM AND OBJECTIVES 9

1.3 PROBLEM STATEMENT 10

1.4 RESEARCH PATTERNS 10

CHAPTER II 13

LITERATURE REVIEW 13

2.1 WHY TO MOTIVATE EMPLOYEES 13

2.1 MOTIVATION THEORIES 21

2.1.1 Abraham Maslow’s Theory 21

2.1.2 ERG Theory 24

2.1.3 Two-Factor Theory of Fredrick Herzberg 26

2.1.4 David McClelland’s Theory 27

CHAPTER III 31

RESEARCH METHODOLOGY 31

3.1 TARGET ORGANIZATION 31

3.2 CONCEPTUAL FRAMEWORK 31

3.3 RESEARCH APPROACH 32

3.4 RESEARCH STRATEGY 32

3.5 DESIGN OF INTERVIEW QUESTIONS 33

3.6 INTERVIEW QUESTIONS 33

CHAPTER IV 35

RESULTS AND PRSENTATION OF DATA 35

4.1.1 Gender 35

4.1.2 Age 35

4.1.3 Full-time/Part-time/Contract 36

4.1.4 Work experience 36

4.2 JOB ORGANIZATION 37

4.3 WORKING CONDITIONS 38

4.4 COMPANY INFORMATION 40

4.5 LEADERSHIP 41

4.6 INCOME 42

DATA ANALYSIS AND FINDINGS DISCUSSION 45

5.1 DATA ANALYSIS 45

5.2 FINDINGS AND DISCUSSION 45

CHAPTER VI 48

CONCLUSION AND RECOMMENDATIONS 48

6.1 CONCLUSION 48

6.2 RECOMMENDATIONS 48

6.3 SUGGESTED FUTURE RESEARCH TOPICS 50

REFERENCE LIST 51

APPENDIX 53

Increasing the importance of finding, training talented employees and motivating them to work in companies in recent years is a matter of great concern to businesses Many market research companies have been set up to find the efficiency in their work and motivation to achieve the highest levels of performance for the company This dissertation will investigate and collect the actual results of objective judgment of employees in GICC Then the company management will provide the best solution to create conditions for the staff and the company to achieve the highest consensus The questions focused on the issues most concerned about employees: work environment, wage-related policies, bonuses, promotion opportunities, and management behaviors

To find the research results, questionnaires were sent to employees in the office The purpose of this type of research is to find out what factors can be improved in the target company, how to develop the image of the company and how to make the employees enjoy their day-to-day work In this study, it was explained what factors influenced employee

satisfaction and which made job dissatisfaction For example, the power of money as motivation will be discussed

The characteristics of the GICC work environment will also be analyzed and will evaluate the effectiveness of employee satisfaction This essay will also discuss the importance of understanding different cultures and their effects on job satisfaction General characteristics of the GICC and their effect on motivation will be studied The research question is: are you confidently introducing GICC to those around you and are proud to work

in environments like the GICC? What are the values that affect employee satisfaction? What factors affect motivation to work? The main purpose is to find the level of employee satisfaction in the GICC, and to find out which aspects can be improved

The analysis of research results is based on different theories in the field of Human Resource Management Different motivations, leadership, and theories of employee motivation are used in explaining and analyzing results

The main purpose of this dissertation was to understand the relationship between employee motivation and performance for timely and reasonable remedies The study also analyzes the main motivational theories and methods used and followed Knowing this approach will allow the organization to decide on how motivational approaches are used effectively In order to do so, the following objectives should be achieved:

§! How do you motivate people?

§! Why is it important motivate your employees?

§! Investigate the commonly used motivation theories and approaches

§! Examine the impact of different approaches of motivation on employeesÕ performance in the workplace and the effect of performance on business productivity

§! Investigate the influence of current practices to motivate staff in the GICC company on their employeeÕs performance

1.3.! Problem Statement

Real estate investment combined with settlement is relatively new to Vietnam These areas are very popular in Southeast Asian countries, especially China Investment in real estate abroad through which, investors receive second citizenship and the possibility of settlement is very high This suits the needs of today's market There is a huge demand for families with children who have, and have plans for their children to study abroad They want their children to have access to the best education and the best future for modern life

As the demand for quality of life grows, these organizations should work with the highest possible development potential with high quality and no risk to satisfy the public as it is their main customer And generate high sales and profits In order to achieve high quality, quick payback times and no risky accomplishments, employees must be motivated and satisfied

GICC focused on staff motivation as well as the process of building a strong team in the organization They did surveys, analyzed the findings and they came up with solutions and actions for the survey questions But the studies did not get the expected results

However, they believe that money is an important motivation for all employees and they are beginning to consider issues of salary increases, bonuses and other payments related

to gifts, travel, etc But they did not get the results they wanted from the staff From the analysis of the survey, they found that only about 30% of employees were happy about bonuses and pay raises, but most of them did not Because salary increases only happen once

a year and the results stop there They are not aware of the importance of motivation to employees and how this will affect their performance

So this study will look at the most used motivation theories, the factors that influence motivation and increase business productivity

This research comprises of six chapters which helps in addressing the defined objectives of it There are:

Chapter 1 Ð Introduction:

Introduction chapter starts with an overview of motivation Then, the research is focused by providing aims and objectives The main aim is to understand the relationship between employee motivation in the workplace and its effect on their performance The research objectives are listed

Chapter 2 Ð Literature Review:

The Literary Review Program is a review of popular dynamical theories and motivational approaches Review literature on the impact of different approaches to motivation for employee achievement, and business productivity will be considered.The goal of literary research is to find out what their findings are about the research they did and how they achieved their research objectives

Chapter 3 Ð Methodology:

ÒMethodologyÓ implies more than simply the methods you intend to use to collect data It is often necessary to include a consideration of the concepts and theories which underlie the methods For instance, if you intend to highlight a specific feature of a sociological theory or test an algorithm for some aspect of information retrieval, or test the validity of a particular system, you have to show that you understand the underlying concepts of the methodology.Ó (University of Manchester, 2017)

This chapter will specify the strategy and the tool have been used to achieve the research objectives Questionnaire were designed based on the literature review carried out Next, all employees from each division has been chosen for interview Lastly, collection procedures were declared and give the solution

Chapter 4 Ð Analysis and Results:

The fourth chapter of the research documents the findings of the research from different angles as well as the analysis of the interviews conducted

Chapter 5 Ð Discuss:

ÒThe purpose of the discussion is to interpret and describe the significance of your findings in light of what was already known about the research problem being investigated, and to explain any new understanding or insights about the problem after you've taken the findings into consideration.Ó (RV Labaree, 2009)

Chapter 6 ÐConclusions and Recommendations:

The last chapter presents the conclusion part is the detail answer of the re each research questions, presents shortcoming in the research and future areas Then, recommendations based on the literature review and the interviews analysis on employee performance and business productivity

Chapter II LITERATURE REVIEW

ÒTell people exactly what you want them to do Motivation is all about getting people

to take action, so donÕt be vague Avoid generalities like, ÒI want everyone to do their best.Ó Say, instead, ÒI need you to come in over the weekend so we can get this project done on time.Ó Recommended reading: Drive: The Surprising Truth About What Motivates Us

Limit the amount of time or effort that youÕre asking for ItÕs easier to ask people to work late work one night or even every night for a week than to expect them to work late indefinitely Set an end date

Share in the sacrifice Leaders donÕt ask people to do what they themselves arenÕt willing to do DonÕt tell your people to work over the weekend if youÕve got plans for a spa day Roll up your sleeves and share the load

Appeal to their emotions Fear focuses peopleÕs attention and can be an effective motivator (ÒIf we donÕt get this done right now, weÕll all lose our jobs.Ó) But if you keep resorting to fear, youÕll end up de-motivating people People are also motivated by-and prefer

to be motivated by-positive emotions like excitement, pride, a sense of belonging, and the thrill of achievement

Give people multiple reasons for doing what you want them to do You can give your own reason or the organizationÕs reason for requesting the action ÒIf we donÕt get this project completed on schedule, weÕll lose the contract.Ó But the best reason of all is always personal

It would be nice if you could give your people extra days off or even a bonus Or, you may talk about something as intangible as the camaraderie that comes from having achieved something important together But things being what they are these days, the best you may

be able to offer is the hope that no one will lose a job

Inspiration, on the other hand, involves changing the way people think and feel about themselves so that they want to take positive actions It taps into peopleÕs values and desires

Commencement speakers Ð the best ones, at least Ð inspire their audiences They talk about the challenges the graduates will face, either personally or collectively, and the possibilities of making a difference Inspiration appeals to the best aspirations of people, and its underlying, often unspoken message is ÒYou can become what you want to be.Ó No reward is promised, other than the reward that comes from within: the sense of personal satisfaction

As a leader, anytime you talk about values, about identity (either the corporate identity

or each personÕs identity), and about long-term goals, your intent Ð whether you know it or not Ð is to inspire.Ó (Chris Witt, 2017)

Performance evaluation of employee motivation in any organization depends on the invaluable assets of their key staff, as well as the ability of managers To be able to create an enabling environment for their people On the other hand, it is a challenge for managers to keep their staff and staff motivated and satisfied Therefore, why do managers have to know about the needs and requirements of employees and what they are looking for

Motivating your employees is the most important thing A dynamic workforce that means a highly efficient employee will all help you to achieve your business goals And this will be a major objective in your organization and business plan

The first step you need to take is to understand what motivates your employees Before you build a motivational strategy, what makes them most effective will help you develop incentives and keep the best employees for your business Employee incentive programs are one of the simplest ways to motivate your workforce Although not every program needs to be made money from nature, you should have limited budget, the end result

is the same; Employees become more active when they are recognized and rewarded for good work

Even though not all employees are motivated by the same thing, focusing on a list of major motivational programs may help Your plan can include everything from bonuses, commendation and monetary rewards, to building programs that support the work life

balance, simply creating an office environment Comfortable, opportunities are limitless and rewarding

Many human resource management departments argue that the capacity assessment for employees needs to be done at a higher level This can be detrimental to human resources management, but employees need to feel appreciated and appreciated, and take the time to appreciate their contributions in some form of motivation Simply as a praise or say thank you is simply a small job, but if done well and in time it is a strong motivation for the staff

These types of programs can generate more incentives than bonuses and reward bonuses Forms of motivation to highlight employees on the company website or local intranet of company Everything will make employees feel connected and part of the success

of the business

ÒEmployees want to feel that they are good at their jobs; they seek face-to-face feedback from their managers This should also include constructive criticism needed to address issues and help employees perform their jobs more effectively While conducting formal reviews should be part of your ongoing strategy, periodic reviews and impromptu sessions will provide your employees with the feedback they need to succeed

Employees want to feel that they are being heard, and more so in team environments Encourage feedback This will help them feel that their opinions matter and they have a role

in defining the success of your business

Set a positive tone The tone of any company begins at the top and trickles down; itÕs your job to inspire your employees to have and create a positive environment This can be accomplished by employing simple techniques from asking your receptionist to greet everyone with a smile, to encouraging employees to express their ideas openly

The importance of employee motivation cannot be down-played Ultimately when employees are motivated this increases productivity, lowers turnover, and improves overall performance.Ó (Americas Job Exchange, 2017)

Dr John Sullivan spent more than 30 years of observational research into what drives high performance organizations He said that: ÒIÕve identified the following 22 factors,

broken into six categories that significantly influence (positive/negative) individual/team productivity.Ó 22 Factors That Influence Individual/Team Performance are:

ÒFoundations of Productivity

High-performing and innovative employees are the foundation of productivity Ñ by far the most impactful factor in workforce and team productivity is hiring and retaining employees with exceptional capabilities and self-motivation Working together, managers and HR can attract, hire, develop, and retain individual employees who are agile, high-performing continuous learners and innovators Unfortunately, even the best employees cannot perform without great managers, proper direction, support, tools, and resources Effective managers and leaders set direction and execute Ñ a great manager/leader is the second-most important productivity factor Leaders and managers play a critical role in defining the direction, purpose, priorities, goals, and roles of the workforce The capability

of the manager (with the support of HR) to develop plans, hire effectively, coach, motivate, and develop employees is crucial to success Unfortunately, many managers are the weak link in the productivity chain, so HR must accept the role of developing great leaders/managers and identifying/removing the ineffective ones

Direction and Guidance Factors

A corporate strategy and plan that builds commitment Ñ a competitive business strategy and strategic plan increases the chances that an organization will be successful and success builds commitment In addition, if the plan and the strategy are clear and well communicated, not only will your employees be more motivated, but knowing the strategic direction will help them remain focused Corporate values that are measured and rewarded can also align behavior and build commitment

A defined purpose for teams make roles clear Ñ every business unit and team needs

to understand its role Managers and leaders need to develop a clear and communicated purpose that is both compelling and that makes members feel important Understand that employees are more likely to be committed to the purpose of the unit or team if they are involved in creating it An unclear mission will result in a lack of focus and a low level of ÒengagementÓ and commitment toward achieving it

Team and individual goals Ñ having clear operational goals lets everyone know what

is expected If these goals are communicated and measurable, employees will understand precisely what is important and what is not If stretch but reachable goals are set, employees are less likely to become complacent

Prioritization for impactful resource allocation Ñ setting clear priorities helps to ensure that time and resources are allocated to the most important and impactful tasks Employees must be made aware of both high- and low-priority goals, tasks, processes, and customers Processes must be developed to ensure that resources are allocated disproportionately to high priority tasks

Performance metrics for continuous improvement Ñ having effective metrics and reporting processes reinforces both team and individual goals Because whatever is measured and reported gets done, metrics provide focus, feedback and result in continuous improvement

Effective rewards drive performance Ñ when monetary rewards are tied directly to performance and the metrics for each goal, you doubly reinforce the message about what is important Individual and team monetary rewards, coupled with nonmonetary excitement factors, can play a major role in ensuring focus and consistent performance

Support Factors

Team member support increases individual performance Ñ few tasks in this modern age can be completed by an individual employee working without support Unless your employees are provided with complementary teammates, as well as the support of managers and employees outside the team, productivity is bound to suffer

Best-practice sharing and collaboration improve productivity Ñ learning by trial and error slows progress and leads to mass duplication of effort and higher error rates Productivity improves dramatically when others who are outside the team freely collaborate and proactively share best practices and ideas It is HRÕs role to develop formal methods to increase cross-function collaboration and sharing

Support for innovation can dramatically increase productivity Ñ in most industries, the yearly increase in the level of productivity that is required to maintain a dominant position

in the industry has increased dramatically The new reality is that productivity increases of between 10 and 25% are now required each year What is needed is a continuous level of innovation both in products and in business processes Increased efficiency for continuous improvement processes are not sufficient to provide that level of double-digit gain, so HR must develop processes, training, measures and incentives that result in continuous innovation workforce wide

Control and authority can enhance or hinder decision-making Ñ a lack of control and excessive freedom can result in waste, duplication, and a lack of focus In direct contrast, micromanagement and excessive rules can slow decision-making and employee development Productivity is maximized when there is enough balance so that employees have enough control, authority, and permissions to make most operational decisions

Non-monetary factors can also excite employees Ñ in addition to formal rewards, managers, leaders, and teammates can provide nonmonetary factors that increase employee excitement, energy, motivation, and loyalty These factors can include praise, recognition, exposure, challenge, feedback, and learning opportunities It is HRÕs role to ensure that managers know how to effectively use these nonmonetary factors

Not having the appropriate inputs can hinder productivity Ñ in most cases, team and employee work is dependent on the inputs provided from other processes It is the managerÕs role to ensure that these inputs are provided on time and of the right quality Make sure that the teamÕs output meets the standards set by the team responsible for the next step in the production process

Barriers to productivity can limit success Ñ often, even when every one of the positive productivity factors are present, productivity can be slowed or stopped by real or imagined barriers These roadblocks can include individuals resistant to change, corporate politics, personal jealousies, corporate rivalries, as well as powerful people In addition, there may be perceived or imaginative barriers that keep employees from even attempting any effort aimed at increasing productivity or innovation In both cases, HR needs to work with managers in order to develop processes for identifying and eliminating any real or imagined barriers to productivity

Skills, Communications, and Information Factors

Employee skills and knowledge must be continually updated to maintain productivity

Ñ global competition has created a rapid pace of change which means that current skill sets must be continually updated It is the managerÕs job to identify employees with less than optimal skills HRÕs role is to develop processes to continually increase employee learning, knowledge, and skill development, while minimizing the amount of time that employees are away from their work

Effective communications and feedback reduce errors and frustration Ñ a lack of communications can frustrate employees and make them feel unimportant Failing to provide effective feedback can lead to wasted efforts, increased error rates, and lower productivity Communications and feedback mechanisms need to be developed in conjunction with employees to ensure that they fit both the needs of the manager and the employees

Providing the right information improves decision-making Ñ managers and employees need access to all relevant information and data in order to be productive and to make effective decisions

Resourcing Factors

Insufficient budget resources can hamper productivity Ñ even a great team with a great manager will produce lower levels of productivity when with insufficient budget to complete the job

Technology, tools, and equipment can limit or bolster productivity Ñ even highly trained, motivated, and engaged employees canÕt be very productive when they are provided with insufficient tools and equipment to do their job In an era where technology dominates almost every function, a failure to provide the technology, updates, or sufficient training can dramatically slow productivity

Miscellaneous Factors

Integration can increase productivity Ñ when business processes operate independently and not in unison, it can inhibit the work flow and increase delays and error rates Part of any productivity effort should include integrating interdependent processes,

breaking down the silos and barriers, and making interconnected processes appear ÒseamlessÓ to those involved

Outside-the-workplace factors Ñ although most factors that impact productivity are internal to the organization, on occasion, employee productivity is negatively impacted by things that happen outside of the firm These factors could include changes in employeeÕs personal life and external economic, social, political, and even weather-related factors Excellent productivity processes need to be flexible so that they can adjust when these external factors begin to impact individual or team productivity

Final Thoughts

Managing workforce productivity involves accepting responsibility for optimizing the ROI (return on investment) for labor expense, just as other functions do for their activities While some in HR would argue that itÕs the managerÕs role to increase productivity, itÕs safe to assume that managers are not experts, nor are they knowledgeable about how to do so

If you work in HR or talent management and you are looking for an opportunity to have a major strategic impact, consider setting up an internal productivity consultant team that provides the same kind of high-quality expert advice that a McKinsey or BCG might provide (only with better knowledge of the company problems, opportunities, and culture)

No one in any organization has complete control over these 22 factors, but the HR function can use its well-known relationship-building and persuasive skills to ÒinfluenceÓ those outside their direct span of control Since no one in the organization currently ÒownsÓ productivity improvement, you wonÕt have a lot of competition for the role, at least until you start to make progress!Ó (Dr John Sullivan, 2011)

The main goal and concern of most organizations is to create benefits from people who have positive attitudes towards work and motivate dissatisfied employees to end up with

a situation that is good for the whole employeeÕs and company

2.1.! Motivation Theories

There are a number of different views of motivational theories But, we will be discussing Abraham Maslow Theory, ERG Theory, Two-Factor Theory of Fredrick Herzberg and Acquired-Needs Theory of David McClellandÕs

2.1.1.! Abraham MaslowÕs Theory

Maslow's (1943, 1954) hierarchy of needs is a motivational theory in psychology comprising a five tier model of human needs, often depicted as hierarchical levels within a pyramid

Maslow stated that people are motivated to achieve certain needs and that some needs take precedence over others Our most basic need is for physical survival, and this will be the first thing that motivates our behavior Once that level is fulfilled the next level up is what motivates us, and so on (Saul McLeod 2007, updated 2016)

Figure-1: HIERARCHY NEEDS OF ABRAHAM MASLOW'S

This five stage model can be divided into deficiency needs and growth needs The first four levels are often referred to as deficiency needs (D-needs), and the top level is known

as growth or being needs (B-needs)

The deficiency needs are said to motivate people when they are unmet Also, the need

to fulfil such needs will become stronger the longer the duration they are denied For example, the longer a person goes without food, the more hungry they will become

One must satisfy lower level deficit needs before progressing on to meet higher level growth needs When a deficit need has been satisfied it will go away, and our activities become habitually directed towards meeting the next set of needs that we have yet to satisfy These then become our salient needs However, growth needs continue to be felt and may even become stronger once they have been engaged Once these growth needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization

Maslow noted only one in a hundred people become fully self-actualized because our society rewards motivation primarily based on esteem, love and other social needs (Saul McLeod 2007, updated 2016)

It is important to note that Maslow's (1943, 1954) five stage model has been expanded

to include cognitive and aesthetic needs (Maslow, 1970a) and later transcendence needs (Maslow, 1970b)

Changes to the original five-stage model are highlighted and include a seven-stage model and a eight-stage model, both developed during the 1960's and 1970s

1 Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc

2 Safety needs - protection from elements, security, order, law, stability, etc

3 Love and belongingness needs - friendship, intimacy, trust and acceptance, receiving and giving affection and love Affiliating, being part of a group (family, friends, work)

4 Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc

5 Cognitive needs - knowledge and understanding, curiosity, exploration, need for meaning and predictability

6 Aesthetic needs - appreciation and search for beauty, balance, form, etc

7 Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences

8 Transcendence needs - helping others to achieve self-actualization (Saul McLeod

2007, updated 2016)

Figure-2: MASLOW'S MOTIVATION MODEL

Maslow offers the following description of self-actualization:

'It refers to the personÕs desire for self-fulfillment, namely, to the tendency for him to become actualized in what he is potentially

The specific form that these needs will take will of course vary greatly from person

to person In one individual it may take the form of the desire to be an ideal mother, in another

it may be expressed athletically, and in still another it may be expressed in painting pictures

or in inventions' (Maslow, 1943, p 382Ð383)

Psychologists now conceptualize motivation as a pluralistic behavior, whereby needs can operate on many levels simultaneously A person may be motivated by higher growth needs at the same time as lower level deficiency needs

Contemporary research by Tay & Diener (2011) has tested MaslowÕs theory by analyzing the data of 60,865 participants from 123 countries, representing every major region

of the world The survey was conducted from 2005 to 2010

Respondents answered questions about six needs that closely resemble those in Maslow's model: basic needs (food, shelter); safety; social needs (love, support); respect; mastery; and autonomy They also rated their well-being across three discrete measures: life evaluation (a person's view of his or her life as a whole), positive feelings (day-to-day instances of joy or pleasure), and negative feelings (everyday experiences of sorrow, anger,

or stress) (Saul McLeod 2007, updated 2016)

2.1.2.! ERG Theory

The five human needs described in MaslowÕs Hierarchy of Needs, have been reduced

to three levels by Clayton Alderfer: Existence Needs, Relatedness Needs and Growth Needs (Patty Mulder, 2014)

Figure-3: ERG theory

ERG theory consists of three groups of core needs: existence, relatedness, and growth ERG theory shows that a person works on fulfilling these needs simultaneously or separately depending on the difference of goals, status, and the environment

Clayton Alderfer reworked MaslowÕs need hierarchy to align it with the empirical research His revised need hierarchy is labeled ERG theory Alderfer argues that there are three groups of core needs: existence, relatedness, and growth (Iedu note, 2017)

The Relatedness Needs focus on relatedness needs

Humans are social animals and need appreciation from the people directly involved

in their lives such as family, friends, colleagues and employers

The Relatedness Needs relate with Abraham MaslowÕs social needs and external esteem needs

self-Interpersonal relationships are important for a personÕs social status and interaction with other people

Contrary to MaslowÕs theory, according to Clayton Alderfer Ôs ERG theory, different needs categories can be satisfied simultaneously

Therefore, the necessary order as proposed by Abraham Maslow no longer applies When managers motivate their employees, they their employeesÕ various needs into account and they should satisfy these simultaneously

Regression

Within ERG theory, Clayton Alderfer describes a frustration-regression hypothesis Except for growth (progression), people can indeed regress down (regression) to a lower needs category that has been largely satisfied

When someoneÕs needs in a higher category cannot be satisfied, Clayton Alderfer claims that they will focus on related needs in a lower needs category

If they cannot realize the Growth Needs by means of self-enrichment, this person will

do anything to satisfy their Relatedness Needs

They will fully devote themselves to establishing their relationships with people in their environment (Patty Mulder, 2014)

2.1.3.! Two-Factor Theory of Fredrick Herzberg

In 1959 Fredrick Herzberg introduced a theory with two motivation factors The two factors are hygiene factors and motivators The theory explains the factors that motivate employees by identifying their individual needs and desires The dissatisfaction factor is called ÒhygieneÓ and the satisfaction factor is ÒmotivatorsÓ (Bradley, 2003)

Figure-4: HerzbergÕs two factor theory

Hygiene factors

Hygiene factors are organization related Like the policies and procedures, salary and job security Dissatisfaction comes if these factors are not existed in the workplace It simplifies the physiological needs which the employees expected and need to be satisfied (Bradley, 2003)

Motivator factors

Motivator factors determine satisfaction They are intrinsic factors such as sense of achievement, recognition, responsibility, and personal growth which motivate employees for a greater performance (Bradley, 2003)

2.1.4.! David McClellandÕs Theory

Making the most of the management theory of David McClelland requires tapping into underlying values, attitude and emotional capacity to succeed Utilize David McClelland theory of needs to identify internal motivators in employees who get the job done The three core needs found in talented managers, according to McClelland's theory, are achievement,

affiliation and power The impact of David McClelland leadership theory in the workplace often leads to a deeper level of job satisfaction (www.business.com, 2017)

Figure-5: David McClelland theory

On the contrary, McClellandÕs theory shows that autonomy, learning new skills and consistent feedback ranks higher in terms of lasting self-motivated achievement Making the most of management theory of David McClelland can increase job satisfaction without the expense of monetary incentives Consider the following:

1 Implement David McClelland theory of needs to identify motivators

2 Reward your staff with non-monetary incentives using David McClelland motivation theory

3 Increase job satisfaction using the core values established by David McClelland leadership theory

Apply McClelland's theory to cultivate self-motivated achievement

Create a workplace that rewards self-motivated achievers Use feedback and motivational methods according to David McClelland Theory must be practical to be effective in the workplace