in work, allowing workers to develop their full potential.
Fair and transparent reward regime:
The issue of rewards is an issue that many units need to resolve in a reasonable way to ensure fairness for employees. Having a fair and transparent reward system not only encourages employees to work, but also makes them tend to complete their work in the best and most effective way.
There are many ways to reward employees such as: praising, thanking, recognizing special efforts, giving higher responsibilities, promoting or reprimanding those who work ineffectively or stagnantly, affecting results. collective results. Regardless of the form, the reward must be fair and worthy.
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Enhance the real value of work:
We know that the importance of work is an important factor in creating high work motivation. One of the functions of a manager is to show employees the existing value or importance of the work they are doing as well as how the results of their work will affect others.
Make work more fun than stressful:
The working atmosphere does not always have to be serious, stressful and highly focused, but there needs to be times of relaxation and fun among employees to encourage a spirit of solidarity and harmony so that everyone can work together. work.
Clarity in goals and tasks:
It is very important for managers to clearly define the goals and tasks that employees must undertake. Because, when we do not have a clear goal and mission for employees, employees cannot have a correct understanding to determine their work.
Don't let employees worry about job instability:
Job instability makes employees feel confused and worried, not knowing when they will be fired or transferred, which will greatly affect their work motivation. Therefore, managers must always pay attention
to the economic and political situation, and to public opinion to promptly take effective measures to adjust and stabilize employee ideology, making employees always feel secure in their work.
Always listen to the employee's presentation before drawing conclusions:
Among leadership skills, listening is the most valuable but least understood. In addition to basic leadership skills, managers need to really listen to what employees say, to discover many important issues hidden behind their statements.
Ready to support employees when facing difficulties:
Managers must be close and take care of the lives, material and spiritual, of employees in accordance with the law. In addition, managers must create friendly solidarity between employees under a common roof. Be willing to help and share when employees encounter difficulties, be sympathetic and have a generous heart.
2.5. Model to research factors affecting the work motivation of tour guide teams in Binh Dinh province
2.5.1. Research model
Through studying the theoretical basis and research contents of domestic and foreign authors related to the content of the research topic. Summary of factors affecting the work motivation of tour guide teams that have been overviewed above will be the basis for forming a research model on work motivation of tour guide team in Binh Dinh province. From there, the author proposed a research model "Research on factors affecting the work motivation of tour guide teams in Binh Dinh province". The model includes direct influencing factors: (1) Direct leadership, (2) Income and benefits, (3) Working environment, (4) Training and advancement, (5) Work interesting and challenging work, (6) Participation in planning, (7) Reward and recognition policy, (8) Company brand and culture.
WORK MOTIVATION OF
HDV
Direct leadership
Characteristics of individuals
Gender
Age
Qualification
Seniority
Income
Job position
Scope of work
Instructional language
Income and benefits
Working environment
Training and advancement
Interesting and challenging work
Be involved in planning
Reward and recognition policy
Brand and Company Culture
Figure 2. 1: Theoretical model of work motivation of tour guides in Binh Dinh
To better understand how the above factors affect the working motivation of the tour guide team in Binh Dinh, let's explore the content of each factor and its meaning.
(1) Direct leadership
Motivation to boost work morale often arises naturally when employees have a good manager whom they respect and have a good relationship with. A company can have generous salaries and benefits, employee-friendly policies, and all the other things that create the best working environment, but a poor leader can can negate these advantages and de-motivate subordinates.
According to Grant (1990), employee motivation depends a lot on
what leaders demonstrate. Each leader's action has a direct or indirect impact on employee motivation in both positive and negative ways depending on the leader's seniority. Elton Mayo (1933) discovered that the relationship between employees and their supervisors has more influence on work motivation than environmental factors. Hagemann (1992) lack of feedback is the biggest "killer" of work motivation. When employees do good or wrong work, they need to state it to improve or correct. Nelson (1996) and Richer (1996) both believe that poor communication between managers and employees reduces work motivation. When employees feel like the organization doesn't care about them, employees begin to not care about their work.
In general, a good leader not only achieves the department's goals, but also must gain the respect and trust of subordinates through effective activities such as providing objective feedback. to improve work performance, listen and recognize employee contributions, protect employee rights, respect subordinates as well as their personal goals, guide and help employees and skillfully be skillful in criticizing them.
(2) Income and benefits
Income: is the amount of money that an individual, organization, region, country, etc. earns from employment, investment, business, etc. Accordingly, this income will include including basic salary, allowances, bonuses including both periodic and non-recurring bonuses, commissions and other monetary benefits arising directly from the current main job.
Benefits: In Vietnam, the benefits that employees are most interested in include social insurance, health insurance, legal leave, sick leave and personal leave when needed. The union protects the legitimate interests of employees, is allowed to travel every year, has a stable long-term job at the company (without fear of losing their job), is supported by the company to buy a house, and is allowed to buy company shares at a reasonable price. preferential prices, etc...
Income and benefits represent physiological and safety needs in Maslow's (1943) theory of needs, and are the most important factors for hotel employees in the workplace.
Research by Simons & Enz (2005) in the US and Canada and research by Charles & Marshall (1992) in the Caribbean. According to Artz (2008), benefits play an important role in determining job satisfaction. According to him, benefits affect job satisfaction. First, benefits are a component part of this compensation that affects job satisfaction. Second, benefits sometimes act as a substitute for wages.
A good income and welfare policy must be reflected in a salary level appropriate to the employee's abilities and contributions, rewards commensurate with contributions, a diverse and rich welfare policy, and a demonstration of concern for employees. Pay attention to employees and make employees feel satisfied with the welfare policy.
(3) Working environment
Show help, share experiences and coordinate work among colleagues. In the semantics of this topic, colleagues are people who go on tour with the tour guide, who directly exchange information and share about work with the tour guide. For most jobs, each employee spends more time working with his or her colleagues than he or she spends working with his or her superiors. Therefore, building a working environment in which colleagues are honest, willing to help, share experiences, and work together greatly affects the tour guide's working motivation.
Similar to relationships with superiors, employees need to have the support and help of colleagues when necessary, and find comfort and friendliness when working with colleagues (Hill, 2008). At the same time, employees must find their colleagues 18 dedicated to their work to achieve the best results (Belling ham, 2004). Finally, co-workers need to be trustworthy (Chami & Fullenkamp 2002).
(4) Training and advancement
Training in this topic is grouped together with promotion because training often has the ultimate goal of promoting or improving the employee's ability and working efficiency. When familiar with current status, status does not play an important role in motivating employees to work. However, awareness is decreasing
Status can seriously reduce work morale.
Nelson (1996) believes that when employees do not have opportunities to learn skills and develop within the organization, they will not be motivated to work. Tran Kim Dung (2009) believes that training opportunities satisfy the development needs of employees. Being equipped with the necessary professional skills will stimulate employees to do better work, achieve more achievements, and want to be given more challenging tasks with more promotion opportunities. According to Maslow, this factor lies in the need for respect and self-affirmation. According to Herzberg's two-factor theory, these factors belong to the groups of environmental factors that are likely to cause dissatisfaction, while Research by Wong, Sin, Tsang (1999) shows that this factor is the most important for employees in Hong Kong hotels.
(5) Interesting and challenging work
An interesting and challenging job is one that demonstrates diversity, creativity, challenges and creates opportunities to use and promote personal skills and abilities.
According to Hackman and Oldman (1976), if the work model is designed properly, it creates motivation to work right from within the employee, creating general satisfaction and creating work efficiency. According to these two researchers, work must use many different skills, be interesting and challenging, and employees must also have certain rights. A competent employee, when assigned difficult tasks with more challenges and responsibilities, often tries his best to overcome and prove himself. Mol (1991) believes that if employees do not have appropriate authority and responsibility, they will not be motivated to work.
(6) Participate in planning
Demonstrates that employees have control and responsibility for their work, are encouraged to participate in work-related decisions, and are encouraged to take initiatives. Employees need to realize that the results of their work depend greatly on their own efforts, initiatives and decisions. From there, employees will have responsibility and put their best effort into their work
me.
Greensing (1991) suggests that performance increases when employees participate in planning and set goals for themselves. Employees understand their work contributes to goals and are involved in decisions that affect their work. Neslon (1998) suggests that employees are stimulated to increase their performance when they participate in decisions. This factor represents Maslow's (1943) need for self-affirmation and expression and Kovach's (1987) 10 motivational factors.
(7) Reward and recognition policy
Reward policy
Policies on rewards, commissions, policies on conditions for salary increases, bonuses, etc. These policy regulations are very important to promote the working spirit of employees. They know if they achieve the company's targets, what rewards they will receive. Reward and recognition policies, if implemented correctly, will promote their role in motivating employees. On the contrary, if businesses do not fulfill their commitments, they will have the opposite effect, causing distrust. employee's beliefs lead to loss of employee motivation. This is demonstrated by Bartol and Marrtin's (1998) reinforcement theory, which states that behaviors that produce good and pleasant outcomes tend to be repeated.
Recognition of achievements
Shows that when employees complete their work well, the organization recognizes their contribution to the company's success and they are highly appreciated for their abilities, this can be created from the person themselves or from the evaluation of superiors and everyone.
Neslon (1996) believes that employees will not be motivated to work if their management or company does not acknowledge their performance. When employees are not fully recognized for their achievements and rewarded, they will not put effort into their work. Praise and recognition of achievements increase employee performance and self-esteem. This factor is shown in Vroom's (1964) expectancy theory and Adam's (1963) expectancy theory, when employees work hard, they have high hopes for recognition and recognition.
Adequate rewards, if the organization meets all their expectations, create a very high level of work motivation. And it is also in Kovach's 10 motivational work factors (1987).
(8) Scale to measure Brand and Company Culture factors
Corporate culture is a system of meanings, values, dominant beliefs, ways of perception and ways of thinking that are mutually agreed upon by all members of the enterprise and have a wide-ranging influence on how to act. The actions of each member in business activities create the business identity of that enterprise. Therefore, company culture with trust values is built with the goal of creating the best, favorable working environment and creating trust for employees so that they are willing to stick around and make efforts to contribute. dedicated to the success of the company. A positive culture thereby increases the level of motivation and commitment and cooperation of the staff, resulting in increased organizational performance and competitive advantage for the company.
A brand is a commitment, it is the satisfaction of customer expectations. When the "Brand and image of the company" is good and reputable, it creates positive impacts and influences on attracting, retaining and encouraging good employees. Employees feel proud to work for a reputable company with a well-known brand in the market. They are proud to be members of that organization and want to stick with it for a long time. At the same time, employees have confidence in a bright future when working. Believing in the quality products and services that the company creates, this helps employees love the brand and the company more. This is a decisive factor in building employee loyalty and increasing employee motivation levels. According to Stephen Overell (2003), Hay Group's research at 35 large companies including Oracle, Boots, BMW, found 5 key quantities of incentives: 1) “Internal branding” ; 2) “Communicating organizational values”; 3) “Demonstrate good leadership”; 4) “Create an interesting and challenging environment”; 5) "Manage work performance and regularly improve". Research by Tavassoli (2008) points out