No&PTNT Thu Do to propose some solutions to improve working motivation for officers and employees at the Branch, specifically:
- Research criteria to evaluate current work motivation of employees at the Thu Do Bank for Agriculture and Rural Development Branch.
- Assess current motivation and key criteria affecting the working motivation of officers and employees of the Thu Do Bank for Agriculture and Rural Development Branch
- Propose appropriate management policies and programs to create incentives to limit qualified and capable workers from leaving the Thu Do Bank for Agriculture and Rural Development Branch.
3. Research object and scope
* Thesis research object: Analyze and propose solutions to create
motivation at the Thu Do Bank for Agriculture and Rural Development Branch.
* Scope of research: In terms of space, the author researched within the scope of the survey subjects at Vietnam Expressway Consulting Joint Stock Company. In terms of research time, from 2008-2012. The scope of research content is all solutions to create motivation for work at the Thu Do Bank for Agriculture and Rural Development Branch.
4. Research method:
The thesis uses the method of synthesis analysis through document research mainly combined with statistical methods, surveys, investigations and specific situations.
5. Structure of the thesis, issues to be solved :
The content of the thesis, in addition to the introduction, conclusion, appendix and list of references, includes 3 parts:
Part I : Theoretical basis (theories) on work motivation, work motivation tools and factors affecting employee motivation.
Part II:
- Research criteria to evaluate current work motivation of officers and employees at Thu Do Branch of the Bank for Agriculture and Rural Development.
- Assess current motivation and key criteria affecting the work motivation of staff at the Branch.
Part III:
- Propose some solutions to improve the working motivation of officers and employees of No&PTNT Thu Do Branch, thereby stabilizing the staff, improving work efficiency and attracting high-quality human resources from outside.
Due to the limited research time of the topic, the author's limited qualifications and experience, the topic is inevitable shortcomings, I respectfully hope that teachers and colleagues will forgive me.
CHAPTER 1
THEORETICAL BASIS OF MOTIVATION FOR WORKERS
Problem statement
The manager’s job is to get things done through the specific actions of his employees. To do this, the manager must be able to build motivation for the employees. The manager should “pull” all of his employees into all important activities of the company, then they will be loyal to the business and work harder.
1.1. Concept and necessity of creating labor motivation in enterprises
1.1.1 Concept
What is motivation?
Human activities are purposeful activities. Therefore, managers always seek to answer the question of why employees work. To answer this question, managers must learn about employee motivation and find ways to motivate employees during the work process.
To create labor motivation, we must first understand what labor motivation is. According to the organizational behavior course curriculum, "labor motivation is the internal factors that stimulate people to work hard in conditions that allow for high productivity and efficiency. The manifestation of motivation is the willingness to make efforts and passion for work to achieve the goals of the organization as well as the workers themselves." (Bui Anh Tuan - Pham Thuy Huong, Organizational Behavior, 2009, page 85).
When studying employee motivation in organizations, managers often agree on the following points:
- Motivation is linked to the job, the organization and the working environment, there is no general motivation that is not linked to any specific job;
- Motivation is not a personal trait. That means there are no motivated people and unmotivated people;
- In case other factors remain unchanged, motivation will lead to higher productivity and work efficiency. However, it should not be assumed that motivation inevitably leads to productivity and work efficiency because work performance depends not only on motivation but also on the ability of the worker, the means and resources to perform the work;
- If employees are not motivated, they can still complete their work. However, if employees lose motivation or have reduced motivation, they will not lose their ability to perform their work and tend to leave the organization.
According to Bui Anh Tuan - Pham Thuy Huong (2009), workers' motivation is affected and influenced by many factors. These factors can be divided into 3 groups as follows:
Group of factors belonging to workers , including:
- Employees' attitudes and views on work and the organization;
- Employees' awareness of personal values and needs;
- The ability and awareness of the ability of the employee himself;
- Personality traits of workers.
The group of factors related to work includes :
- Requirements for professional skills;
- Level of job specialization;
- The complexity of the work;
- The risk and level of risk of the job;
- The level of mental exhaustion.
Organizational factors include :
- Organizational goals and strategies;
- Organizational culture;
- Leadership (viewpoint, style, method);
- Group relationships;
Policies related to the rights and obligations of employees, especially policies on human resource management.
Thus, motivation comes from each person. When people are in different positions, with different psychological characteristics, they will have different desired goals. Because of these characteristics, each person's motivation is different, so managers need to have different impacts on each worker.
What is motivation?
Creating motivation to work is an issue in the management field of each enterprise. Managers in organizations who want to build their company or enterprise strong must use all measures to stimulate employees to work enthusiastically and promote creativity in the working process.
Motivating employees is understood as all measures that managers apply to employees to create motivation for employees, for example: setting practical goals that are both suitable for employees' goals and satisfy the business's goals, using both material and spiritual incentives...
So the important issue of motivation is the goal. But to set goals that are suitable for the needs and aspirations of employees, to create enthusiasm and effort in the work process, managers must know what the goals of employees will be. Predicting and controlling employees' actions can be done completely through recognizing their motivations and needs.
1.1.2. The need for motivation.
Why do we need to motivate employees? The answer is "survival and development". Motivating employees is the key to improving work results, helping businesses survive the demands of the times and the changing workplace.
quick work of employees. Managers want employees in their business to make every effort for the business, so they must use all incentives for employees, and at the same time create all conditions for employees to complete their work in the best way. Material and spiritual incentives, creating a competitive atmosphere among employees are extremely important for the development of the business. Managers have said, "The success or failure of a company often depends on how well employees are used in the business."
You can coach an employee to overcome shortcomings and improve performance, but the employee will not pay attention to your coaching if he is unwilling or not motivated. You can spend a lot of time on annual performance reviews and discussions, but that time will be wasted if the employee is not motivated to improve. In today's competitive environment, motivation is indispensable in any aspect of business.
In short, building motivational activities in the company aims to: improve the company's production and business efficiency, create a team of professional employees, create competitive advantages for the business and achieve the social goal: Human development.
1.1.3. Labor motivation process
There are many different ways for managers to motivate workers, but in general, to know what to do and where to start, managers must base on the needs of individual workers and their psychological developments in logical order as follows:
Figure 1.1: Steps of the motivation process
Soft
The | The | Onion | Demand | Reduce | ||||||
bridge | stretch | dynamic | search | Okay | stretch | |||||
Are not | straight | muscle | sword | dab |
| straight | ||||
Okay | satisfied | |||||||||
satisfy | ||||||||||
satisfied |
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(Source: Bui Anh Tuan - Pham Thuy Huong, Organizational Behavior, 2009, page 87)
A need is a state of imbalance in the body that requires action to restore balance. Unsatisfied needs create tension, and tension often stimulates internal drives in individuals. These drives create a search for specific goals that, if achieved, will satisfy the need and lead to a reduction in tension.
Motivation is the reflection of the objective world in the human mind, the goals that drive human actions to satisfy their needs and feelings.
The process of creating motivation takes place continuously, when old needs are satisfied, new needs appear and need to be satisfied. The process of creating motivation explains the behavioral and psychological developments of workers in labor activities. This is a very useful basis for psychologists to create conditions and opportunities to help employees satisfy their needs and desires and achieve the goals of the organization.
1.2. Some theories on motivation.
1.2.1. Abraham Maslow's hierarchy of needs theory.
Maslow (1908-1970) is an American management and psychology scholar who is often cited. He believes that human behavior at a given time is usually determined by their strongest needs. According to Maslow, human needs are arranged in a hierarchy of five different levels. When lower-level needs are satisfied, new, higher needs will arise. When a group of needs is satisfied, this type of need is no longer a driving force.
Maslow's hierarchy of needs:
Figure 1.2
SELF-DEMANDS
AFFIRM YOURSELF
RESPECT NEED
SOCIAL NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
Source: http://vi.wikipedia.org
Table 1.1:
Table of concretizing Maslow's hierarchy of needs into business needs
Biological needs:
- Canteen
- Meal between shifts
- Desk and chair
- Drinking water - Toilet - Tea, coffee … | Material needs | |
Safety needs: - Safe working conditions - Protective clothing - Medical room | - Health insurance - Agreement on working process … | |
Social needs: - Opportunity to work in a team - Clubs… - Opportunity to help each other | - Restrooms and cafeteria where staff can meet - Feeling of being a member of the company… | Spiritual needs. Level increases with rank. |
- Be praised for a job well done
- Expressions of status
- Be recognized as an excellent employee
- Title and authority included - Self-esteem comes from doing a good job. … | of need |
Need for self-affirmation: - Interesting work - Creative opportunities - Professional reputation | - Challenging work - Opportunity to develop skills and talents … |