school in the current situation; from there, aiming to perfect measures to motivate staff at the School in the coming time.
7. Structure of the thesis
In addition to the introduction, conclusion, and list of references, the thesis consists of 03 chapters, specifically as follows:
Chapter 1 : Theoretical basis for creating work motivation for civil servants in provincial political schools.
Chapter 2 : Current status of motivation for civil servants at Dak Nong Provincial Political School
Chapter 3 : Some viewpoints and solutions to motivate employees at Dak Nong Provincial Political School
Chapter 1:
THEORETICAL BASIS OF MOTIVATION FOR OFFICIALS IN PROVINCIAL POLITICAL SCHOOLS
1.1. Creating motivation to work in the organization
Nowadays, the work of creating motivation (TĐL) for employees has become a top priority for organizations in the public sector in general and in public service units in particular. Motivation affects people's working motivation, increases strength and directs people to act to achieve expected goals. With work motivation (ĐLLV), employees will love and voluntarily stick with their work, thereby working proactively, improving productivity and quality of assigned work.
The Political School is also an organization. For an organization to exist and develop, it is necessary to pay attention to three factors: Operational objectives, organizational structure and management mechanism. Thus, if the School wants to maintain its existence and grow stronger, improve its quality and reputation, it must have a team of human resources that is sufficient in quantity, strong in quality and more importantly, has passion, love for the profession, has the desire to stick with and contribute to the profession. Therefore, in order to create motivation for civil servants and employees, the School also needs to rely on the science of creating motivation for the organization in general.
There are many different views on work motivation and work motivation, specifically:
1.1.1. Concept
1.1.1.1. Work motivation
Work motivation is an issue that can be approached from many directions such as: Psychology, economics, management, organizational behavior, organizational culture... Therefore, this concept does not have a single correct definition but is understood by all.
accept. The term “work motivation” can be interpreted in many different ways, namely:
First , according to Perry and Porter, motivational factors can be forces that energize, direct, and maintain human behavior and conduct.
Second , according to Robbins in his study of organizational behavior, motivation is the voluntary exertion of high levels of effort toward organizational goals, facilitated by the ability of those efforts to satisfy some individual needs.
Third , motivation is a conscious or unconscious force that arouses in people the desire to act and directs their actions toward achieving a desired goal.
Thus, there are many different concepts of motivation in work but there are some basic common points, as follows:
Work motivation : Is the willingness, effort, passion for work, desire, and willingness of employees to strive towards a certain goal or result of the organization as well as of the employee himself.
In other words, motivation is what motivates people to work enthusiastically, helping them to develop their inner potential, overcome challenges and difficulties, and complete their work in the best way. It explains why a person acts when he or she starts working without any coercion, when they can do more than what their superiors expect.
1.1.1.2. Create motivation to work
In English, “to motivate” is understood as the act of stimulating action. It is similar in meaning to the words “to arouse”, “to stir up”, “to entice”, “to inspire” or “to encourage”.
Motivation can also be understood as the act of encouraging and motivating to create or enhance the desire to work in workers, making them more active [42, p.65]. Therefore, ensuring that motivation has a solid scientific foundation in addition to practical and flexible skills, it is necessary to ensure scientific nature because it is an aspect of management, and management is a field with its own methodology and theoretical system. At the same time, motivation needs to ensure human nature because it is directly related to people, especially to the psychological aspect of people.
Thus, it can be understood that creating work motivation is the process in which managers apply a combination of policies, management methods, and incentive measures to arouse, motivate, and urge employees to voluntarily, diligently, enthusiastically, and make efforts to achieve the highest results at work.
1.1.2. The role of work motivation
Work motivation is always associated with a job, an organization, a working environment and a specific individual. Work motivation can change in each specific stage, the role of the leader is to have ways and techniques to influence employees to maintain stable and sustainable work motivation within the framework, increasing their volunteerism.
Work motivation is an important factor leading to increased labor productivity and effective production. In the condition that other factors remain unchanged, work motivation is like an invisible force from within people, motivating them to work harder and make more efforts. However, work motivation is a factor, not the source leading to increased labor productivity.
Therefore, the working motivation of each individual towards the organization plays a role in promoting efforts, contributing to the completion of the organization's goals, helping the organization operate continuously, ensuring the implementation of the tasks that society requires.
The association assigns tasks to organizations, helping state policies to be implemented promptly and quickly.
1.1.3. Expression of work motivation
An individual's motivation to work is expressed in many different forms as follows:
Firstly, the expression of work motivation through the initiative and creativity of workers at work.
Is the process of human activity that creates new spiritual values in terms of quality, in other words, creativity is the activity of humans creating products that must meet the following two requirements: be new and have more value than old products. The proactive creativity in the CV of the employee is expressed by the self-awareness of working without close supervision, the dynamism of that person, showing the need to contribute, the effort, the initiative and responsibility, the innovation in working methods, regularly proposing ideas... The assessment of proactive creativity in the CV can be done by the employee himself/herself, by colleagues and by the direct manager.
Second, the level of interest and enthusiasm when participating in the work.
Be aware of the requirements of the job, clearly understand your responsibilities and obligations to arrange your time appropriately with the amount of CV assigned, find ways to complete the CV and always be ready for any assigned task. The effectiveness and results of CV implementation are the most accurate measure of the level of CV completion.
Third, the level and effort required to complete the work.
High working spirit, high concentration, working intensity and always overcoming all difficulties to complete assigned work (HTCV). Level
The assigned HTCV is the ratio (%) between the completed work volume and the assigned work volume within a certain period of time, specifically:
assigned work
Level of completion= | Amount of work completed Amount of work assigned |
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Fourth, passion for research, effort to improve knowledge.
When the goal is set, the passion for research and the effort to cultivate knowledge to constantly improve and develop oneself contribute to building and developing the organization.
Fifth, the expression of work motivation through productivity, quality and efficiency in work.
This is an indicator that reflects the level of positivity, enthusiasm, and passion in performing the work of employees, reflecting the level of energy consumption, including physical and mental strength of employees to complete the assigned work.
Employee performance can be evaluated through CV performance evaluation activities to evaluate the quantity, quality, spirit, and attitude of employees. Using quantitative indicators such as labor productivity, norm completion index, rate of employees who do not complete tasks, rate of work completed on time...
Sixth, the expression of work motivation through the level of employee satisfaction at work.
Employee satisfaction is one of the criteria for evaluating the success of an organization. Once employees feel satisfied with their jobs, they will work more effectively and be more committed to the organization. In the current context, there are many reasons why an employee may quit his job such as: Feeling dissatisfied with material benefits, not being respected, not motivated, not having development opportunities, etc. Therefore, the organization can make
Appropriate policy adjustments and solutions meet the needs of employees, creating their satisfaction and long-term commitment to the organization.
Seventh, the level of participation in common activities and collective activities.
The initiative and creativity in work of employees is expressed by the level of participation in common activities, self-awareness in work, dynamism of that person, showing the desire to work, the need to contribute, enthusiasm, diligence, initiative in solving work, responsibility in solving work and relationships with colleagues.
Eighth, employee loyalty and engagement.
An organization that does a good job of motivating its employees is the foundation for helping employees voluntarily stick with the organization and increase their loyalty. The level of job security is an indicator that reflects the level of satisfaction and fulfillment of employees with their current job position. If employees feel secure in their work, they will be enthusiastic, passionate, and dedicated to their work. On the contrary, if employees do not feel secure in their work and this situation persists, employees will feel insecure, frustrated, and may quit their jobs.
1.1.4. Some theories on work motivation
Abraham Maslow's Hierarchy of Needs Theory: According to Abraham Maslow, humans have different levels of needs. When lower-level needs are satisfied, a higher-level need becomes the driving force. As a result, humans always have unmet needs and those needs will motivate humans to do certain jobs to satisfy them. The specific needs are:
Existence needs or physiological needs : At the lowest position in the hierarchy of needs is existence or physiological needs, including: Food, water, housing, rest... The human body needs these needs to survive.
Safety needs or protection needs : People want to be assured of their own safety. Workers want to work in a safe environment, have leaders and managers who care about safety and labor protection, and want job stability.
Social needs : Expressed in the desire to have relationships to express or accept feelings and cooperation with people around. Because human nature is to live in groups, they are always members of a group of people and have binding relationships.
The need for respect : The desire to have status, to be recognized and respected by others as well as to respect oneself. At work, objects that symbolize status and success can satisfy these needs. There is a shuttle, a large, comfortable office, the respect of colleagues, etc.
Need for self-fulfillment (self-expression) : The highest level is the need for self-fulfillment. However, this need is difficult to recognize and verify. In-depth research works on the two motives related to it are capacity and achievement. Regarding capacity : People with this motive do not want to wait passively for things to happen, they always want to manipulate the environment and influence what happens; Regarding achievement : Wherever people think about achievement, they tend to progress more, have faster prospects because they always try to find the best way to achieve the set goals.
Therefore, according to A.Maslow, when building and implementing human resource policies to create a hierarchy of needs for employees, managers need to clearly understand what needs employees have and at what level to create motivation to motivate employees to work better, to focus on satisfying those needs to motivate employees to work to the best of their ability.
Herzberg's two-factor theory: This theory is divided into two factors that have a motivational effect, specifically including: