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TWO BASIC THEORIES OF MOTIVATION A MASLOW’S HIERARCHY OF HUMAN NEEDS Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Hum

LỰA CHỌN VÀ PHÂN TÍCH HAI HỌC THUYẾT CƠ BẢN VỀ TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG.

TWO BASIC THEORIES OF MOTIVATION

A) MASLOW’S HIERARCHY OF HUMAN NEEDS

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow

in his 1943 paper A Theory of Human Motivation Maslow subsequently extended the

idea to include his observations of humans' innate curiosity His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans

1- Basic of the theory

The most fundamental and basic four layers of the pyramid contain what Maslow called

"deficiency needs" or "d-needs": esteem, friendship and love, security, and physical needs With the exception of the most fundamental (physiological) needs, if these

"deficiency needs" are not met, the body gives no physical indication but the individual feels anxious and tense Maslow's theory suggests that the most basic level of needs must

be met before the individual will strongly desire (or focus motivation upon) the

secondary or higher level needs Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment Metamotivated people are driven by B-needs (Being Needs), instead

of deficiency needs (D-Needs)

2- Hierarchy

An interpretation of Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom

Maslow's hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and most fundamental levels of needs at the bottom, and the need for self-actualization at the top

a) First layer: Physiological needs

For the most part, physiological needs are obvious — they are the literal requirements for human survival If these requirements are not met, the human body simply cannot continue to function

Air, water, and food are metabolic requirements for survival in all animals, including humans Clothing and shelter provide necessary protection from the elements The intensity of the human sexual instinct is shaped more by sexual competition than maintaining a birth rate adequate to survival of the species

b) Second layer: Safety needs

With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior In the absence of physical safety due to war, natural disaster, or, in cases of family violence, childhood abuse, etc people (re-) experience post-traumatic stress disorder and trans-generational trauma transfer In the absence of economic safety due to economic crisis and lack of work opportunities -these safety needs manifest themselves in such things as a preference for job security,

grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, reasonable disability accommodations, and the like

Safety and Security needs include:

 Personal security

 Financial security

 Health and well-being

 Safety net against accidents/illness and their adverse impacts

c) Third layer: Love and belonging

After physiological and safety needs are fulfilled, the third layer of human needs are social and involve feelings of belongingness The need is especially strong in childhood and can over-ride the need for safety as witnessed in children who cling to abusive parents Deficiencies with respect to this aspect of Maslow's hierarchy - due to hospitalism, neglect, shunning, ostracism etc - can impact individual's ability to form and maintain emotionally significant relationships in general, such as:

 Friendship

 Intimacy

 Family

Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group, such as clubs, office culture, religious groups, professional organizations, sports teams, gangs, or small social connections (family members, intimate partners, mentors, close colleagues, confidants) They need to love and be loved (sexually and non-sexually) by others In the absence of these elements, many people become susceptible to loneliness, social anxiety, and clinical depression This need for belonging can often overcome the physiological and security needs, depending on the strength of the peer pressure; an anorexic, for example, may ignore the need to eat and the security of health for a feeling of control and belonging

d) Fourth layer: Esteem

All humans have a need to be respected and to have self-esteem and self-respect Esteem presents the normal human desire to be accepted and valued by others People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel self-valued, be it in a profession or hobby

Imbalances at this level can result in low self-esteem or an inferiority complex People with low self-esteem need respect from others They may seek fame or glory, which again depends on others Note, however, that many people with low self-esteem will not

be able to improve their view of themselves simply by receiving fame, respect, and glory externally, but must first accept themselves internally Psychological imbalances such as depression can also prevent one from obtaining self-esteem on both levels

Most people have a need for a stable self-respect and self-esteem Maslow noted two versions of esteem needs, a lower one and a higher one The lower one is the need for the respect of others, the need for status, recognition, fame, prestige, and attention The higher one is the need for respect, the need for strength, competence, mastery, self-confidence, independence and freedom The latter one ranks higher because it rests more

on inner competence won through experience Deprivation of these needs can lead to an inferiority complex, weakness and helplessness

Maslow also states that even though these are examples of how the quest for knowledge

is separate from basic needs he warns that these “two hierarchies are interrelated rather than sharply separated” This means that this level of need, as well as the next and highest level, are not strict, separate levels but closely related to others, and this is possibly the reason that these two levels of need are left out of most textbooks

e) Fifth layer: Self-actualization

“What a man can be, he must be” This forms the basis of the perceived need for self-actualization This level of need pertains to what a person's full potential is and realizing that potential Maslow describes this desire as the desire to become more and more what one is, to become everything that one is capable of becoming This is a broad definition

of the need for self-actualization, but when applied to individuals the need is specific For example one individual may have the strong desire to become an ideal parent, in another

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

or inventions As mentioned before, in order to reach a clear understanding of this level

of need one must first not only achieve the previous needs, physiological, safety, love, and esteem, but master these needs

# Strength of Maslow's hierarchy of needs :

Courses in marketing teach Maslow's hierarchy as one of the first theories as a basis for understanding consumers' motives for action Marketers have historically looked towards consumers' needs to define their actions in the market If producers design products meeting consumer needs, consumers will more often choose those products over those of competitors Whichever product better fills the void created by the need will be chosen more frequently, thus increasing sales This makes the model relevant to transpersonal business studies

Understanding the strengths and weakness of Maslow’s hierarchy of needs is important in the field of international business Evaluating the different needs, values, drives and priorities of people from different countries - individualistic or collectivist - is incredibly valuable in cross-cultural communications, and especially within the workplace It also illustrates how differences in values can greatly affect work atmosphere and work ethic between cultures: “ For example, societal cultures in many individualistic countries, such

as the United States, may lead to an advantage in technological research and development Many collectivistic societal cultures, such as that in Japan, may result in an advantage in workforce organization, quality control of products and service, and establishment of good relationships among contractees, suppliers and customers”

# Limitation of Maslow's Hierarchy of Needs :

In their extensive review of research based on Maslow's theory, Wahba and Brudwell found little evidence for the ranking of needs Maslow described, or even for the existence

of a definite hierarchy at all Chilean economist and philosopher Manfred Max-Neef has also argued fundamental human needs are non-hierarchical, and are ontologically universal and invariant in nature—part of the condition of being human; poverty, he argues, may result from any one of these needs being frustrated, denied or unfulfilled The order in which the hierarchy is arranged (with self-actualization as the highest order need) has been criticised as being ethnocentric by Geert Hofstede Hofstede's criticism of Maslow's pyramid as ethnocentric may stem from the fact that Maslow’s hierarchy of needs neglects to illustrate and expand upon the difference between the social and intellectual needs of those raised in individualistic societies and those raised in collectivist societies Maslow created his hierarchy of needs from an individualistic perspective, being that he was from the United States, a highly individualistic nation The needs and drives of those in individualistic societies tend to be more self-centered than

those in collectivist societies, focusing on improvement of the self, with self actualization being the apex of self improvement Since the hierarchy was written from the perspective

of an individualist, the order of needs in the hierarchy with self actualization at the top is not representative of the needs of those in collectivist cultures In collectivist societies, the needs of acceptance and community will outweigh the needs for freedom and individuality

Maslow’s hierarchy has also been criticized as being individualistic because of the position and value of sex on the pyramid Maslow’s pyramid puts sex on the bottom rung

of physiological needs, along with breathing and food It views sex from an individualistic and not collectivist perspective: i.e., as an individualistic physiological need that must be satisfied before one moves on to higher pursuits This view of sex neglects the emotional, familial and evolutionary implications of sex within the community

B) HERZBERG’S TWO FACTOR THEORY

The two factor theory (also known as Herzberg's

motivation-hygiene theory and Dual-Factor Theory) states that there are

certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction It was developed by Frederick Herzberg, a psychologist, who theorized that job satisfaction and job dissatisfaction act independently of each other

The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg

from interviews with a large number of engineers and accountants in the Pittsburgh area The theory was based around interviews with 203 American accountants and engineers in Pittsburgh, chosen because of their professions' growing importance in the business world The subjects were asked to relate times when they felt exceptionally good or bad about their present job or any previous job, and to provide reasons, and a description of the sequence of events giving rise to that positive or negative feeling

Two-factor theory distinguishes between:

 Motivators (e.g., challenging work, recognition, responsibility) that give positive

satisfaction, arising from intrinsic conditions of the job itself, such as recognition,

achievement, or personal growth, and

Frederick Herzberg

(1923-2000)

 Hygiene factors (e.g status, job security, salary, fringe benefits, work conditions)

that do not give positive satisfaction, though dissatisfaction results from their absence These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary

Essentially, hygiene factors are needed to ensure an employee is not dissatisfied Motivation factors are needed to motivate an employee to higher performance Herzberg also further classified our actions and how and why we do them, for example, if you

perform a work related action because you have to then that is classed as movement, but

if you perform a work related action because you want to then that is classed as

motivation

Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction He developed the motivation-hygiene theory to explain these results He called the satisfiers motivators and the dissatisfiers’ hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction

The following table presents the top seven factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance

Leading to satisfaction

 Achievement

 Recognition

 Work itself

 Responsibility

 Advancement

 Growth

Leading to dissatisfaction

 Company policy

 Supervision

 Relationship with boss

 Work conditions

 Salary

 Relationship with peers

 Security Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction Similarly, the opposite of dissatisfaction is no dissatisfaction

While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed First, there are

physiological needs that can be fulfilled by money, for example, to purchase food and shelter Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow

# Strengths of Two Factors Theory

This theory helps managers to know the factors that cause dissatisfaction for employees and which seek to eliminate these factors For example, employees may be dissatisfied with the work because their salaries are too low, level too strict supervision, relationship with colleagues is not good Thus, managers must find ways to improve wages, reduced supervision and co-workers to build a better situation However, when the factors causing dissatisfaction were removed, does not mean that employees will be satisfied

- If you want to motivate employees, make them happy in their work, the administrator needs to focus on factors such as achievement, recognition and job assignment For example, employees will feel satisfied with the work they are assigned the proper

qualifications and their character, have the opportunity to learn, improve skills and career promotion

# Limitations of the Two Factor Theory

Although many researchers agree, but the theory of two factors has caused quite a controversy The criticism focused on the following limitations:

(1) This theory does not refer to individual differences

(2) This theory does not define the relationship between satisfaction and motivation (3) In conducting the study, the survey is mainly conducted with scientists and engineers should not be considered as representing the best and inaccurate results

C) RELATION BETWEEN THE TWO THEORIES

On their nature, the two theories are different but both talk about motivation, motivation to employees From the analysis of the contents of the two theories on the two theories are seen going into the research needs of employees in all aspects and issues related to behavior, awareness of employees and find the driving force behind the ability

to work and dedication of employees, which sets out measures to help managers perform

administrative purposes, the employer is highly effective.

In fact, the Hazerberg’s Two Factor Theory has contributed to additional practical

to find effective measures in the work of his administration

II- ANALYSE MOTIVATIONS OF STAFFS IN NEXANS VIETNAM POWER CABLE COMPANY.

1. INTRODUCE OF NEXANS VIETNAM POWER CABLE COMPANY

Nexans Vietnam Power Cable Company is a joint venture between Hanoi Power Company/ Electricity of Viet Nam and Nexans Korea Ltd/ Nexans Group – France Nexans Vietnam Power Cable Company (Nexans Vietnam) was established in 1997 with total investment of 15.738.545 USD and total 100 employees Its headquarter is located at

116 Ha Huy Tap street, Yen vien Town, Gia lam, Hanoi The company is an expert in producing high quality aluminum/ aluminum alloy conductors for overhead power transmission & distribution lines, supplying for both domestic and export demand

For the past 10 years, the company has developed ceaselessly and built successfully a strong brand name on both domestic and international cables markets Nexans Vietnam is known as one of the leading cable manufacturers with high quality products and good service with export portion of over 85%

2. ANALYSE MOTIVATIONS OF STAFFS IN NEXANS VIETNAM

Motivating employees is of great significance to a firm and stable long-term development

in the current competitive environment Nexans Vietnam Power Cable Company has determined that the first task is to ensure life and create favorable conditions and better working environment, thereby stimulating working spirit of enthusiasm, creativity, autonomy, etc so that employees can develop their intelligence capabilities and contribute to improve the production and business efficiency of the company

By specific policies, the company has attracted and owns a large force of devoted employees who tend to work for the company permanently

2.1 Wages

Wage is employees’ main source of income in the company; it is their evident economic interests So wage should be used as a powerful economic lever to stimulate employees

The company has paid high salary for employees who have worthy contribution to the company (average wage in 2010 is 5,000,000 VND / person / month for direct labor and 7,000,000 VND / person / month for indirect labor In 2011 the average wage increased

by 10% compared with that of 2010)

The company has regulations on payment of wages (wage scales, wage tables and wage increase regulations, etc.) that are clear, reasonable and fair to employees This is a great motivation for employees to work and be loyal to the company

2.2 Rewards and discipline

Bonus is one of the measures to encourage employees both materially and mentally It urges employees to take good car to meet quality and time requirements

Understanding its importance, the company spends about 1.5 billion annually on rewards for employees

In addition to rewards, the company also applies other forms of discipline, reprimand violation of labor discipline, rules and regulations of the company Rewards and discipline is an important tool to motivate employees

2.3 Safe working environment

Working environment conditions include regulations on air pollution level, dust, noise, equipment and protection These factors directly affect employees: they alter the mind-state physiological functions leading to fatigue and reduced work capacity, reduced labor productivity

So the company has invested to improve working conditions and get rid of the factors causing bad working conditions for employees (such as dust, noise, vibration, toxic gases, etc.), equipped mediums of labor protection according to regulations, planted many trees to create a relaxing, comfortable space for employees

2.4 E nsuring necessary conditions of insurance, prevention of health risks

needs of safety and health It helps employees feel more secure of the threat of occupational accidents, occupational diseases and illnesses that can occur in the course of work, thus, the labor motivation will increase

The company has equiped medicine cabinets and first aid tools It also performs annual medical check-up for employees and takes out health and social insurance for all staff as regulated