(Luận văn) intrinsic motivation and in role job performance a study in vietnam luận văn thạc sĩ

t to MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HOCHIMINH CITY
 ng hi ep w n lo ad ju y th yi BUI AN ANH TUAN pl n ua al n va fu ll INTRINSIC MOTIVATION AND IN-ROLE JOB PERFORMANCE A STUDY IN VIETNAM oi m at nh z z vb k jm ht MASTER THESIS OF BUSINESS ADMINISTRATION om l.c gm an Lu n va ey t re HO CHI MINH CITY - 2012 t to MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HOCHIMINH CITY
 ng hi ep w n lo ad y th ju BUI AN ANH TUAN yi pl n ua al va n INTRINSIC MOTIVATION AND IN-ROLE JOB PERFORMANCE A STUDY IN VIETNAM ll fu oi m nh at Subject: Master of Business Administration z z Code: 60.34.01.02 jm ht vb MASTER THESIS OF BUSINESS ADMINISTRATION k om l.c gm an Lu SUPERVISOR: PhD PHAM QUOC HUNG n va ey t re HO CHI MINH CITY - 2012 i t to ACKNOWLEDGEMENT ng hi ep The achievement of this study is not only my effort but also the valuable contribution of many individuals I would like to express my thankful feeling and w n deep memory to all of them lo ad y th First of all, I would like to thank my supervisor, PhD Pham Quoc Hung, for his ju close attention, suggestion, encouragement from the first step and during my thesis yi pl development He is very kind to help me all materials related to my thesis al n ua Next, I am so happy to have the warmest love from my family who always concerns n va and supports me in any case fu ll Finally, I am very lucky to receive a large knowledge and enlightened understanding m oi from hundreds of guidelines and comments from my friends They are my classmates z time and everywhere I ask at nh and my friends who are willing to reply promptly all my relevant questions at any z vb jm ht Importantly, all the right arguments in this study were surely explained with the help of above mentioned individuals, all the mistakes or shortcomings are solely om an Lu n va Student: Bui An Anh Tuan l.c Ho Chi Minh City, October 2012 gm All comment and suggestion are welcomed k due to my weakness ey t re ii t to COMMITMENT ng hi ep To teachers and readers I am Bui An Anh Tuan, student of Master of Business w Administration, K19 (EMBA K19) of the University of Economics Ho Chi Minh n lo City I commit that the thesis “Intrinsic Motivation and In-role Job Performance: A ad Study in Viet Nam” was carried out and accomplished by my serious study y th ju procedure and scientific research yi pl The related literature and quotations used in this study are sourced from books, al ua articles, researches, references The data in the study was primarily collected from n companies in Ho Chi Minh city The data analysis and results of the study were va n conducted and explained scientifically by myself ll fu at nh study and research oi m I declare and commit again that this study is not copied originally from any other z z k jm ht Student: Bui An Anh Tuan vb Ho Chi Minh City, October 2012 om l.c gm an Lu n va ey t re iii TABLE OF CONTENT Acknowledgement i Commitment ii t to ng hi ep Table of content iii List of tables v List of figures v Abstract vi w n lo CHAPTER 1: INTRODUCTION ad 1.1 Research introduction y th 1.2 Problem statement ju 1.3 Purpose and significance of the study yi pl 1.4 Delimitation of the study al n ua 1.5 Structure of the study CHAPTER 2: LITERATURE REVIEW va n 2.1 Job performance fu ll 2.2 Two measures of job performance m oi 2.3 Motivation at nh 2.4 General Self-Determination Theory 2.5 Extrinsic motivation z z 2.6 Intrinsic motivation 11 vb 2.7 Psychology needs 12 ht jm 2.7.1 Autonomy 12 k 2.7.2 Competence 15 gm l.c 2.7.3 Relatedness 16 2.8 Influential factor of social context 16 om 2.9 Motivation and job performance 18 an Lu 2.10 Research model and hypotheses 19 3.1 Research design 22 3.2.2 Questionnaire back translation 24 ey 3.2.1 Questions of questionnaire 24 t re 3.2 Measurement development 24 n va CHAPTER 3: METHODOLOGY iv 3.2.3 Autonomy measurement 25 t to 3.2.4 Competence measurement 26 ng 3.2.5 Relatedness measurement 26 hi ep 3.2.6 In-role Job Performance measurement 27 3.2.7 Demographic items 27 w 3.3 Pilot study 28 n lo 3.4 Sampling design 29 ad 3.5 Data collection and analysis 30 y th 3.5.1 Data cleaning and input method 30 ju yi 3.5.2 Reliability test 31 pl 3.5.3 Confirmatory factor analysis 31 al ua 3.5.4 Analysis of variance 32 n 3.5.5 Regression analysis 32 n va CHAPTER 4: DATA ANALYSIS fu ll 4.1 Data description 33 m oi 4.2 Normality analysis 34 at nh 4.3 Scale reliability analysis 35 4.4 Confirmatory factor analysis 36 z z 4.5 Group analysis 40 vb ht 4.6 Regression analysis 44 k jm 4.6.1 Linear multiple regression 47 gm 4.6.2 Testing assumptions for regression 49 om CHAPTER 5: DISCUSSION AND CONCLUSION l.c 4.6.3 Regression with dummy variable 50 5.1 Result discussion 52 an Lu 5.2 Research contribution 53 5.2.2 Managerial implication 54 ey REFERENCES 56 APPENDICES 61 t re 5.3 Limitation and further research 55 n va 5.2.1 Theoretical implication 53 v t to ng List of tables hi ep Table 2.1: Type of extrinsically motivated behavior 11 Table 3.1: Autonomy scale 26 Table 3.2: Competence scale 26 Table 3.3: Relatedness scale 27 Table 3.4: Performance scale 27 Table 3.5: Demographic variables 28 Table 4.1: Survey data 33 Table 4.2: Normality descriptive statistics 35 Table 4.3: Cronbach’s alpha of sub scales 36 Table 4.4: Goodness of fit indices 37 Table 4.5: Standardized regression weight 37 Table 4.6: Gender group statistic 40 Table 4.7: Independent Samples Test 41 Table 4.8: Marital group Statistics 42 Table 4.9: Mean of Groups Analysis 44 Table 4.10: Correlations 46 Table 4.11: Multiple regression 47 Table 4.12: The coefficients 48 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh List of figures z z k jm ht vb Figure 2.1: The research model 21 Figure 3.1: Research process 23 Figure 4.1: Modified model 38 Figure 4.2: Adjusted model 39 om l.c gm an Lu n va ey t re vi t to ng Abstract hi ep We need people to work at their best effort voluntarily to have the best w n performance We have to understand the psychological motivation and create the lo ad good condition in which people are motivated Psychological motivation is of two y th types: intrinsic and extrinsic Intrinsic motivation comes from internal or self ju stipulation Extrinsic motivation comes from external or contingent rewards The yi pl study based on Self-Determination Theory that focuses specially on intrinsic ua al motivation and its effect on job performance The study has carried out a survey of n 239 respondents from companies in the Ho Chi Minh city based on the well va n designed self-reported questionnaire Using multiple regression model, three fu ll intrinsic motivators – perceived autonomy, perceived competence, perceived m oi relatedness – have showed their positive effects on in-role job performance at nh Interestingly, relatedness has the strongest effect, autonomy has moderate effect and competence has lowest effect The mean analysis has not been found z z statistically significant difference among demographic groups This study also vb Determination Theory in the Viet Nam context k jm ht contributes to the theory of motivation and initially confirms the validation of Self- om l.c gm an Lu n va ey t re CHAPTER 1: INTRODUCTION t to ng 1.1 Introduction hi ep Many studies have been carried out to understand about the motivation According to definition of Psychology Today, Motivation is literally referred to the desire of a w person to things (Psychology Today, How to get motivated, 2012) Ryan & Deci n lo ad asserted that motivation concerns energy, direction, persistence – all aspects of y th activation and intention Motivation relates to the person who are managers, ju teachers, leaders and involves mobilizing others to act (Ryan & Deci, 2000) Kinicki yi pl and Kreiner suggested that motivation presents psychological processes that cause ua al stimulation, persistence of voluntary actions that are goal directed (Kinicki & n Kreitner, 2001) Employees that are motivated to work long and hard are normally va more productive than that are not motivated (Daniels, J.D and Radebaugh, 2001) n fu ll Motivation is of two general types: intrinsic motivation and extrinsic motivation As m oi defined by Gagne and Deci (2005), intrinsic motivation refers to internal factors nh such as interest, enjoyment, choice, perceived competence, relatedness etc at z Satisfaction of these factors causes and maintains intrinsic motivation Aronson, z vb Wilson and Akert (2002) defined “Extrinsic motivation refers to external factors jm ht which can be measured in monetary terms such as salary and bonuses etc” (cited in k Mundhra & Jacob, 2011) These are external to the people According to Ryan and gm Deci (2000), the term extrinsic motivation is the attainment of separate outcome l.c from the performance of an activity; and intrinsic motivation is the performance of om an activity for the inherent satisfaction from the activity itself They also mentioned an Lu that fun and challenge are of greater significance to an intrinsically-motivated on employees ey relatedness as three intrinsic motivators to evaluate the motivation of the company t re (2000), I refer to perceived competence, perceived autonomy and perceived n In this study, based on the Self-Determination Theory proposed by Deci and Ryan va person than external pressures, contingencies and rewards Performance has the important concern for the leaders to pay attention and it can be used to evaluate the leadership effectiveness Performance of an individual depends t to on his ability and motivation There are two types of employee performance in-role ng hi and extra-role as the overall motivation It is used to assess the motivation through ep perceived performance by himself As suggested by William and Anderson (1991), a person undertakes his job responsibilities and requirements, he has done his in- w n role performance A person takes the actions beyond his job responsibilities and lo ad requirements at his voluntary behavior, he has taken extra-role performance y th (William and Anderson, 1991) In this study, I refer to in-role performance to ju yi measure the overall motivation of employee pl ua al 1.2 Problem Statement n Morgan (1997) (cited in Mundhra & Jacob, 2011) stated that people are valuable va resource that may contribute in several different ways to a company’s outcome n ll fu provided that the company creates them an appropriate chance to Mundhra and oi m Jacob (2011) mentioned that a company needs its employees working at their best work for long time in the company at nh effort towards its goals for its success Employee also have a desire to remain and z z vb However, according to a report, in average, every three new employees are jm ht recruited, there are two current employees leaving the company The turnover rate k is about 40-50% (Tran, 2011) Also, this paper reported that a survey by Navigos in gm 208 enterprises in 2005 with 35,000 participants, the job leave rate was very high: l.c 18.2% for management level; 14.8% for experts and 23% for office staff and om workers And research of Kevin and Keri (2006) confirmed that the primary an Lu principle for employment loyalty and commitment in the twenty first century is of behavior within the work environment (Perry and Porter, 1982) Schultz (1998) ey as the amount, quality and direction of the employee, effort that energizes their t re Such loyalty and commitment comes from motivation Motivation has been defined n effort, tardiness, stealing) are also important issues for the companies va leadership factors Moreover, the absenteeism and bad attitude (stress, negative