39. http://www.vnexpress.net (2005), “How to motivate employees”, March 22.
40. http://www.vnexpress.net (2005), “To become a good manager”, March 11.
41. http://www.vnexpress.net (2005), “Human resource policy determines dedication”, March 14.
42. http://www.vnexpress.net (2005), “Why do talented people leave?”, September 7.
43. http://www.vnexpress.net (2007), “Goal of completing enterprise equitization by 2010”, May 14.
44. http://www.vnexpress.net (2007), “Equitization of state-owned enterprises - current situation and solutions”, April 3.
ENGLISH
45. Apostolou, A. (2000 Jan), Employee involvement - report produced for the EC funded project , Technical University of Crete.
46. Carnall, C. (1995), Managing change in organizations , Prentice Hall Europe, second edition.
47. Cherrington, DJ (1995), The management of human resources , Prentice Hall International, Inc.
48. Ebert, RJ, Griffin, RW (1998), Business essentials , Prentice Hall International, Inc, second edition.
49. http://www.employer-employee.com/motivat.html (2004) “How to motivate employees without using money”, Retrieved Jan 1.
50. Griffin, M., Moorhead, G. (2001), Organizational behavior: Managing people in organizations , Houghton Mifflin company, sixth edition, New York.
51. Gracia, J. (2005), “The single most important principle of employee motivation” Retrieved March 16, 2005, from the World Wide Web: http://www.motivation123.com/earticle5.html.
52. Gracia, J. (2005), “Three secrets to creating a dedicated workforce”. Retrieved March 16, 2005, from the World Wide Web: http://www.motivation123.com/earticle4.html.
53. Hendry, C. (1995), Human resource management : a strategic approach to employmen, Butterworth-Heinemann Ltd, Oxford.
54. Jick, TD (1993), Managing change: cases and concepts, The McGraw-Hill companies, Inc, United States of America.
55. Kerzner, H. (1998), Project management: a systems approach to planning, scheduling, and controlling, John Wiley & Sons, Inc, Canada.
56. Laudon, KC, Laudon, JP (1996), Management Information System , Prentice Hall International, Inc, United State of America.
57. Leap, TL, Crino, MD (1990), Personnel/human resource management,
Macmillan Publishing Company, New York.
58. Lindner, JR (1998, June), “Understanding employee motivation”, Journal of Extension , 36 (3). Retrieved March 15, 2005, from the World Wide Web: http://www.Lindner.16@osu.edu.
59. Mead, R. (1994), International management : Cross cultural dimensions , Hartnolls Limited, Great Britain..
60. Newbold, P. (1995), Statistics for Business and Economics , Prentice Hall International, Inc, United State of America.
61. Noe, Hollenbeck, Gerhart, Wright (1996), Human resource management: gaining a competitive advantage , The McGraw-Hill companies, Inc, United States of America.
62. Noe, RA (1999), Employee training & Development , The McGraw-Hill companies, Inc, United States of America.
63. Noori, H., Radford, R. (1995), Production and Operations Management, The McGraw-Hill companies, Inc, United States of America.
64. Pearce, JA, Robinson, RB (1997), Formulation, Implementation, and Control of Competitive Strategy , Times Mirror Higher Education Group, Inc, United State of America.
65. Salvatore, D. (1998), International Economics, Prentice Hall International, Inc, United State of America.
66. Steers, RM, Black, JS (…), Organizational behavior , Harper Collins College Publishers, fifth edition.
67. Whetten, DA, Cameron, KS (1991), Developing management skills . United State of America: Harper Collins Publishers Inc.
68. Wood, J., Wallace, J., Zeffane, R.M. (2001), Organizational behavior: A global perspective , John Wiley & Sons Australia, Ltd, Milton.
69. Wright, PC, Mondy, RW, Noe, RM (1996), Human resource management,
Prentice Hall Canada, Ontario.
70. Zimmer, E. (1996), “Employee Motivation”, The Entrepreneur Network . Retrieved March 16, 2005, from the World Wide Web: http://www.tenonline.org/art/9611.html.
APPENDIX
APPENDIX 1
Table 1.1 What Workers and Supervisors Want from Their Jobs
Element
Main worker | Supervisor | |
Interesting work | 1 | 5 |
Full appreciation of work done | 2 | 8 |
Feeling of mastery | 3 | 10 |
Job Guarantee | 4 | 2 |
High salary | 5 | 1 |
Promotion and development within the organization | 6 | 3 |
Good working conditions | 7 | 4 |
Loyalty | 8 | 6 |
strict discipline | 9 | 7 |
Empathy for personal problems | 10 | 9 |
Maybe you are interested!
-
Perfecting the state capital management policy in state-owned enterprises after equitization in Vietnam - 22 -
Directions for Improving State Management of Tourism Activities in Dak Nong Province -
State management of compensation, support and resettlement when the State acquires land in Buon Ho town, Dak Lak province - 12 -
Current Status of State Management Activities for Tourism Enterprises in Hanoi -
Factors Affecting the Training Activities to Improve State Administrative Management Capacity for Secondary School Principals of the Department of Education -
Source: Kovach (1987) quoted from Mead, R. (1994), International Management, Blackwell business.
Note: Importance level: 1 is most important, 10 is least important .
Table 1.2 Job factors that workers in Germany, Japan and the US care about
Job factors
Virtue | Japan | America | |
Interesting work | 3 | 2 | 1 |
High salary | 1 | 5 | 2 |
Good colleague relationship | 4 | 6 | 7 |
Good job guarantee | 2 | 4 | 3 |
Work that suits your abilities and strengths | 5 | 1 | 4 |
Autonomy in work | 8 | 3 | 8 |
Learning opportunities | 9 | 7 | 5 |
Diversity in work | 6 | 9 | 6 |
Suitable working hours | 7 | 8 | 9 |
Good working conditions | 11 | 10 | 11 |
Promotion opportunities | 10 | 11 | 10 |
Source: England (1986), Excerpted from Mead, R. (1994), International Management, Blackwell business .
Note: Importance level: 1 is most important, 10 is least important .
Table 1.3 Some gender differences according to Deborah Sheppard
Male
Female | |
Logical | Intuition |
Reasonable | Emotional |
Dynamic | Obey |
Bold | Ability to judge others |
Use strategy | Spontaneous |
Independence | Motherly love |
Competitive | Cooperate |
The guide and the decider | Supporter and loyal disciple |
Source: Luong Van Uc (2003), Labor Psychology, National Economics University, Hanoi
Table 1.4 Gender differences in the management group
Aspect
Result | |
Behavior | |
- Mission orientation | No difference |
- Human orientation | No difference |
- Evaluate effectiveness | Men prefer |
- React to successful employees | Slightly different: men are more emphatic |
poor | |
- Impact on strategy | Slightly different: men use a wider strategic range, often |
biased toward optimism. The difference decreased when female managers had | |
high confidence | |
Motivation | The difference is not much: women are also very motivated by success. public in their place |
Commitment | There is no specific evidence of a difference. |
Subordinate reaction | It makes no difference when they create credibility. |
Source: Wood, J., Wallace, J., Zeffane, R.M. (2001), Organizational behavior: A global perspective, John Wiley & Sons Australia, Ltd, Milton .
Table 1.5 Factory status at production site
Criteria
Rate (%) | |
cramped | 8.50 |
dilapidated | 1.54 |
Damp | 23.22 |
Smooth, uneven floor | 8.53 |
Not ventilated | 13.94 |
Source: Institute of Labor Science and Social Issues (1996), Working conditions in Vietnamese enterprises, National Political Publishing House, Hanoi.
Table 1.6 Occupational disease status in some industries
Branch
Percentage of people infected with Silicose (%) | |
Refractory materials | 39.9 |
Mineral grinding | 28.8 |
Quarrying | 27.7 |
Metal casting | 25.5 |
Steel rolling | 24.8 |
Coal mining | 12.3 |
Source: Institute of Labor Science and Social Issues (1996), Working conditions in Vietnamese enterprises, National Political Publishing House, Hanoi.
Table 1.7 Occupational and work status with noise exceeding standards
Industry
Rate (%) | |
Shipbuilding industry | 88 |
Mechanical repair | 74 |
Ferrous metallurgy | 70 |
Exploitation and production of materials | 54 |
Water transport | 53 |
Rail transport | 50 |
Weaving | 42 |
Source: Institute of Labor Science and Social Issues (1996), Working conditions in Vietnamese enterprises, National Political Publishing House, Hanoi.
Table 1.8 Work preferences of people with high needs for achievement, affiliation, and power
Personal needs
Interests in work | For example | |
High need for achievement | Personal accountability; challenging and achievable goals; feedback on performance present work | Sales staff with large orders, have the opportunity to receive rewards and develop |
High demand for links | Human relations; communication opportunities next | Customer Service Representative |
High need for power | Can affect others, acknowledged, noticed | Assign the task of team leader, an important mission |
Table 1.9 Two groups of factors according to Herzberg's theory
Hygiene and environmental factors
(scope of work)
Motivational factors (job description) | |
- Work instructions - Working conditions - Human relations - Human resource policies and management - Salary and benefits | - Success in work - Recognition of achievements - Opportunity for advancement - Meaningful work - Clear division of tasks and responsibilities |
Table 1.10 Applications of expectancy theory in management
Expected variables
Personal question | Management measures | |
E | Can the desired mission level be achieved? | Select capable people, train them to apply their skills, facilitate their performance, and set goals. achievement |
I | What results will be achieved in performing the work? | Clarify mental commitments; communicate the relationship between results and corresponding rewards, and clearly define reward levels for performance levels. different. |
V | What level of value can be attached to the results? corresponding? | Identify individual expectations, flexibly use available rewards to satisfy needs that bridge |
Diagram 1.1 Relationship between personality and genetic and environmental factors
Hereditary
Environment
- Cultural factors
Personality
Source: Wood, J., Wallace, J., Zeffane, R.M. (2001), Organizational behavior: A global perspective, John Wiley & Sons Australia, Ltd, Milton .
Diagram 1.2 Personal personality development process
Diverse Behaviors Deep Interests
Passive Dependent
Limited behavior Shallow interests
Show more Independence
Source: Wood, J., Wallace, J., Zeffane, R.M. (2001), Organizational behavior: A global perspective, John Wiley & Sons Australia, Ltd, Milton .
Figure 1.3 Model combining variables in random theory
I II III IV V VI VII VIII
Leadership relationships
Director - Staff
Good | Good | Good | Good | Bad | Bad | Bad | Bad | |
Structure of the task | Already establish | Not allowed establish | Already establish | Not allowed establish | ||||
Positional power leader | Strong | Weak | Strong | Weak | Strong | Weak | Strong | Weak |
Source: Wood, J., Wallace, J., Zeffane, R.M. (2001), Organizational behavior: A global perspective, John Wiley & Sons Australia, Ltd, Milton .
Note : - Situation I, becoming a successful leader is quite easy when they have good relationships with their employees, clearly defined tasks and strong scope of power.
- Situation VIII, leaders can hardly achieve success when all variables are not in their favor.
Figure 1.4 Three levels of corporate culture