Based on the above reasons, the author chose the topic "The problem of creating motivation to work in the Vietnamese textile and garment industry: Current situation and solutions" to carry out his graduation thesis.
2. Research purpose:
Learn about theoretical issues of employee motivation in business.
Analysis of the current situation of employee motivation in the Vietnamese textile industry.
From there, strengths and weaknesses are pointed out and directions for improving the work of motivating workers in the Vietnamese textile industry are given.
3. Research objects and scope:
The research object of the topic is the work of motivating employees. The scope of the research is the departments, officers and employees in the Vietnam Textile and Garment Group, some factories of enterprises in the industry. In addition, the work of motivating employees in some countries with developed textile and garment industries is also considered to clarify some different characteristics of the work of motivating employees in the country and in some countries in the world.
4. Research method:
Using methods of observation, analysis, comparison, evaluation and synthesis based on actual data at Vietnam Textile and Garment Group.
In addition, the author also used the sociological survey method based on the questionnaire. The questionnaire was designed with 22 questions directly related to the work of motivating employees at the Group. The questionnaire collected opinions from 50 subjects, of which 30 subjects were representative of all employees in the Group and 20 subjects were representative of workers in the factories. From there, synthesized and gave general comments on the work of motivating employees in the Vietnamese textile and garment industry.
5. Thesis structure:
In addition to the introduction, conclusion, list of references and table of contents, the thesis is divided into three chapters as follows:
Chapter I: Overview of work motivation and Vietnam's textile industry.
Chapter II: Current status of work motivation in Vietnam's textile industry.
Chapter III: Some solutions to improve measures to motivate workers in the Vietnamese textile industry.
During the process of writing the graduation thesis, the author received enthusiastic help from the staff of the Vietnam Textile and Garment Group. The author would like to thank the Board of Directors of the Vietnam Textile and Garment Group, especially the staff working at the Organization and Human Resources Department of the Group. The author would like to thank the teacher Dr. Nguyen Trong Hai, Faculty of Business Administration, who has enthusiastically guided the author to complete this thesis. Due to limited time, the thesis inevitably has shortcomings, looking forward to the comments of the teachers.
The author sincerely thanks!
Hanoi, May 2009
Student
Le Thi Lan
A3- K44A- QTKD-KDQT
CHAPTER I. OVERVIEW OF WORK MOTIVATION AND VIETNAM'S TEXTILE AND GARMENT INDUSTRY
1.1. Overview of motivation and motivational factors
1.1.1. Motivation and motivational factors
1.1.1.1. Concept of motivation
Work motivation is the desire and willingness of employees to exert effort towards achieving organizational goals. 1
Motivation is the willingness to exert high levels of effort to achieve organizational goals, influenced by the ability of that effort to satisfy individual needs .
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 work passionately to achieve the goals of the organization as well as the employee himself .
An organization can only achieve high productivity when it has active and creative employees. That depends on the ways and methods that managers use to motivate employees.
1.1.1.2. Factors affecting work motivation
Employee motivation is influenced and affected by many factors. These factors can be divided into three main groups:
Group of factors belonging to workers , including:
Employees' attitudes and views on work and the organization.
Employees' perceptions of individual values and needs.
Ability and awareness of the ability of the employee himself.
Personality traits of workers.
1. Ths. Nguyen Van Diem & Assoc. Prof. Dr. Nguyen Ngoc Quan, Human Resource Management Textbook, Labor and Social Affairs Publishing House, 2006, Page 134
2 Nguyen Huu Than (2007), human resource management , social labor publishing house, page 121
3 Dr. Bui Anh Tuan (2003), Organizational behavior textbook , Hanoi Statistical Publishing House, Page 98
The group of factors related to work includes:
Requirements for professional skills.
Level of job specialization.
The complexity of the job.
The risk and exposure of the job.
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.
The above factors affect in different ways, at different levels depending on the situation and characteristics of each enterprise. Therefore, managers need to grasp the impact of these factors to make timely changes in production and management measures to motivate employees and develop their enterprises.
1.1.2. Some theories on work motivation
1.1.2.1. Maslow's hierarchy of needs
Maslow argued that humans have many different needs that they desire to satisfy, each level of need must be fundamentally satisfied in turn before the next level of need is activated, and that once a level of need is satisfied, it is no longer a motivator. 4
4. Ths. Nguyen Van Diem & Assoc. Prof. Dr. Nguyen Ngoc Quan, Human Resource Management Textbook, Labor and Social Affairs Publishing House, 2006, Page 135
Figure 1.1. Maslow's hierarchy of needs
Development needs | |
Need to be respected | |
Social needs | |
Security needs whole | |
Basic needs | |
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(Source: www.ship.edu)
o Basic needs:
This need is also known as the body's need or physiological need, including basic human needs such as eating, drinking, sleeping, air to breathe, needs to make people comfortable... these are the most basic and strongest human needs. In the picture, we see that these needs are classified at the lowest level: the most basic level. 5
Maslow argued that higher level needs will not arise unless these basic needs are satisfied and that these basic needs will dominate, urge, and motivate a person to act when these basic needs are not met.
o Safety needs:
When people have met their basic needs, meaning these needs no longer control their thoughts and actions, then the needs for safety and security will begin to be activated. This need for safety and security manifests itself both physically and mentally. 6
5 Nguyen Hai San (2006), Management, Statistical Publishing House, Page 295.
6 Nguyen Hai San (2006), Management, Statistical Publishing House, Page 295.
Humans desire protection for their survival from danger. This need will become a driving force in emergency situations, life-threatening situations such as war, natural disasters, encountering wild animals, etc.
This need is also often affirmed through the desire for stability in life, to live in safe neighborhoods, to live in a society with laws, to have a house to live in... Many people seek protection from religious and philosophical beliefs because of this need for safety, which is the search for spiritual safety.
Social insurance, retirement benefits, savings plans, etc. are also a response to this need for safety.
o Social needs:
This need is also known as the need to belong to a group or an organization or the need for affection and love. This need is expressed through the communication process such as searching, making friends, finding a lover, getting married, joining a community, going to work, going on picnics, joining clubs, working in groups, etc.
o Need for respect:
This need is also called the need for self-esteem because it represents two levels: the need to be loved and respected by others through one's own achievements, and the need to feel, value oneself, one's reputation, have self-esteem, and confidence in one's own abilities. Meeting and achieving this need can make a child learn more actively, and an adult feel more free. 7
We often see in work or life, when a person is encouraged and rewarded for their work achievements, they are willing to work harder and more effectively. This need is ranked after the need to "belong to an organization", the social need above. After joining an organization, a
7 Nguyen Hai San (2006), Management Studies, Statistical Publishing House, Page 296
In a team, we always want to be respected and loved by everyone in the group, and at the same time we strive to feel that we have a "place" in that group.
o Development needs:
This is the need to grow and develop, to turn one's abilities into reality or the need to achieve new and meaningful achievements. It is not by chance that this need is ranked at the highest level. Maslow describes this need as follows: the need of an individual to be himself, to do what he was "born to do". To put it more simply, this is the need to use all of his abilities and potential to assert himself, to work, to achieve results in society. 8
From a motivational perspective, Maslow's theory can state that, although no need can ever be completely satisfied, a need that is completely satisfied no longer motivates.
Maslow's hierarchy of needs has been widely accepted, especially in the management world. It is accepted because of its logic and the ease with which it can be intuitively understood. In order to motivate employees, it is necessary to understand where they are in the hierarchy of needs and to aim at satisfying the needs at that level. This hierarchy of needs is used by many managers as a guiding tool in motivating employees.
1.1.2.2. Herzberg's two-factor theory
Herzberg argued that an individual's relationship with work is fundamental and that a person's attitude toward work can greatly determine success or failure. Herzberg looked closely at the question "What do people want from their jobs?" Through his research, Herzberg divided the factors that create satisfaction and dissatisfaction in work into two groups :
8 Nguyen Hai San (2006), Management, Statistical Publishing House, Page 296.
9 Nguyen Hai San (2006), Management, Statistical Publishing House, Page 297.
Group one includes key factors for motivation and job satisfaction such as:
o Success
o Recognition of achievements
o The intrinsic nature of the work
o Labor responsibility
o Promotion
These are factors related to the job and the employee's personal needs. When these needs are satisfied, it will create motivation and satisfaction in the job.
Group two includes factors belonging to the organizational environment such as:
o Company policies and governance.
o Work supervision.
o Salary.
o Human relationships.
o Working conditions.
According to Herzberg, if these factors are positive, they will have the effect of preventing job dissatisfaction. However, their presence alone is not enough to create motivation and job satisfaction.
According to Herzberg, the factors that lead to job satisfaction are separate and unrelated to the factors that lead to job dissatisfaction. Therefore, managers who seek to eliminate factors that can create job dissatisfaction may bring stability but not necessarily motivation. They will appease workers rather than motivate them. Therefore, characteristics such as company policies and procedures, supervision, interpersonal relations, working conditions and pay are considered by Herzberg to be particularly