INTRODUCTION
Research background
Tourism industry plays a significant role in Vietnamese economic structure
In 2012, the tourism market in Vietnam experienced a significant boost, welcoming over six million foreign travelers, marking a 19.1% increase from the previous year, according to Grant Thornton Vietnam This surge has positively impacted the hotel industry, which attracted nearly 11 billion USD in investments with 247 projects by 2009, highlighting its growing importance in the overall economic development.
The hotel industry, ranking third after industrial processing and manufacturing in terms of development, experiences fluctuating labor demands due to its service-oriented nature The industry's unique characteristic of seasonality significantly impacts labor force requirements; during peak seasons, hotels require a substantial number of workers to maintain high productivity, while in low seasons, they often retain only a few permanent employees This leads to an unstable labor force, resulting in demotivated part-time staff and adversely affecting the performance of permanent employees.
Hotels primarily target tourists from diverse countries, each bringing unique cultures, habits, and customs To ensure high-quality service, staff members who interact directly with guests must comprehend their specific needs and preferences.
Working in the hospitality industry, particularly as servers, can be highly stressful due to the demands for specialization and the pressure to maintain discipline Employees must exhibit a high level of sensitivity, accuracy, and consistency to meet the expectations of their roles.
High staff turnover in the hotel industry is a prevalent and costly issue, often driven by factors such as low wages, unsociable working hours, monotonous tasks, and limited career advancement opportunities Employees are likely to leave when they experience high pressure and feel demotivated by management Addressing these concerns is crucial for retaining talent and improving overall workforce stability.
An organization faces significant financial burdens, potentially amounting to millions of dollars, when dealing with an unstable workforce, as it must invest heavily in recruiting, orientation, and training efforts.
To foster customer loyalty and enhance competitive edge, organizations must prioritize continuity in customer relationships A stable workforce plays a crucial role in this, as it allows employees to build meaningful connections with customers, resulting in unique experiences and increased trust When companies invest in policies that motivate and retain high-performing employees, they reduce management stress, minimize conflicts, and improve overall efficiency As noted by Kreisman (2002), strong customer relationships are cultivated through a dependable workforce that possesses valuable product knowledge and industry experience.
Numerous studies conducted across various countries have identified key factors influencing employee motivation in the hotel industry As the hotel sector in Vietnam rapidly develops, understanding how to recruit and retain high-performing employees becomes essential for enhancing competitive advantage This research aims to explore strategies for fostering motivation within the Vietnamese hotel industry.
Research questions
1.What factors affecting to employees’ motivation in hotel industry in Ho Chi Minh City?
2 How does each factor affect to employee’s motivation?
Research objectives
The goal of this research are as below
- To determine factors affecting employees’ motivation in hotel industry in Ho Chi Minh city
- To evaluate how each factor affects to working motivation
This study aims to assess how personal characteristics, including gender, age, education level, work experience, contract type, and hotel standards, influence employee motivation in the hospitality industry.
Scope of this study
This study will focus on hotel businesses in Ho Chi Minh City, encompassing both 4 and 5-star establishments as well as hotels with fewer than 4 stars The participants in this research will include employees from various departments, such as food and beverage, front office, finance, and human resources.
Research contribution
This research has enhanced the measurement system for assessing working motivation levels within the hotel industry It provides valuable insights for hotel managers, aiding them in making informed human resource management decisions that boost productivity and employee motivation Additionally, the findings contribute to the broader field of human resources management research, particularly within the context of the hotel sector.
Research structure
This study includes four chapters after chapter 1 Introduction, as below:
LITERATURE REVIEW
Definition of Motivation
Motivation is defined as “a process that starts with a physiological deficiency or need that activates a behavior or a drive that is aimed at a goal incentive” (Luthans,
Motivation is defined as an internal state that drives individuals to engage in specific behaviors (Spector, 2003) Work motivation encompasses both internal and external forces that initiate and shape work-related actions, influencing their form, direction, intensity, and duration (Pinder, 1998) This definition highlights the impact of environmental factors, such as organizational reward systems and the nature of the work, alongside personal needs and motives on work behavior.
Motivation is commonly defined as the drive stemming from unsatisfied employee needs, influenced by both intrinsic and extrinsic factors, which compels individuals to engage in specific behaviors to achieve their goals and fulfill these needs.
The psychology of motivation is tremendously complex (Herzberg, 1987) Theories about motivation were developed and became popularly in practice as below.
Motivation theories
Maslow’s hierarchy of needs, introduced by Abraham Maslow in 1943, outlines five essential categories of human motivation: physiological, safety, love, esteem, and self-actualization This theory serves as a valuable tool for managers and organizational leaders, guiding them in motivating employees by creating programs that address unmet needs Additionally, implementing support initiatives and focus groups can help employees manage stress, particularly during challenging periods.
In his 1961 publication "The Achieving Society," McClelland introduced the theory of needs, highlighting three primary motivations: achievement, power, and affiliation The need for achievement drives individuals to excel and succeed against established standards The need for power reflects a desire to influence others' behaviors, while the need for affiliation emphasizes the importance of forming close interpersonal relationships and social connections McClelland posited that individuals with a strong need for achievement are more likely to become successful entrepreneurs, as they are motivated to foster relationships and encourage others to reach their potential.
The Two-Factor Theory, also known as Herzberg's Motivation-Hygiene Theory, posits that specific workplace factors lead to job satisfaction while distinct factors lead to dissatisfaction Developed by psychologist Frederick Herzberg in 1959, this theory asserts that job satisfaction and dissatisfaction are independent of one another, highlighting the importance of understanding both sets of factors to enhance employee motivation and workplace morale.
- Motivators (satisfaction): five factors stood out as strong determiners of job satisfaction:
Achievement tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
- Hygiene factors (dissatisfaction): the determinants of job dissatisfaction were found to be:
Herzberg's theory distinguishes between factors that contribute to job satisfaction and those that lead to job dissatisfaction He categorizes elements such as quality of supervision, pay, company policies, physical working conditions, relationships with colleagues, and job security as hygiene factors While improving these conditions can prevent dissatisfaction, they do not inherently create job satisfaction.
To effectively motivate employees, organizations should focus on intrinsic factors related to the work itself, as proposed by Herzberg Key elements include promotional opportunities, personal growth, recognition, responsibility, and achievement, which are essential for fostering job satisfaction and engagement.
Clayton Alderfer revised Maslow's Need Hierarchy to better reflect empirical research, leading to the development of his ERG theory, which categorizes human needs into three groups: Existence, Relatedness, and Growth.
Existence refers to our concern with basic material existence requirements; what Maslow called physiological and safety needs
Relatedness refers to the desire we have for maintaining interpersonal relationships; similar to Maslow’s social/love need, and the external component of his esteem need
Growth refers to an intrinsic desire for personal development; the intrinsic component of Maslow’s esteem need, and self-actualization
Alderfer's ERG theory contrasts with Maslow's Need Hierarchy by allowing multiple needs to be active simultaneously, rather than adhering to a strict progression where lower needs must be fully satisfied before advancing to higher ones.
The equity theory of motivation posits that individuals are driven to achieve a balance between their perceived inputs and rewards According to Adams (1965), expectations regarding fairness in this balance are developed through socialization and comparisons with others When employees feel they are treated unfairly, they may respond in various ways, as highlighted by Champagne (1989) These responses can include reducing their work efforts, seeking salary increases, pursuing more enjoyable tasks, or even leaving their job to find a better employer.
Expectancy Theory suggests that individuals choose specific behaviors based on their motivation to achieve desired outcomes, as outlined by Oliver (1974) According to Victor H Vroom (1964), motivation involves a decision-making process where individuals assess various voluntary actions Choices are influenced by the perceived alignment between expected results and desired outcomes This theory identifies three key components that drive behavior: Valence, which reflects the value placed on the expected outcome; Instrumentality, which pertains to the belief that a certain behavior will lead to the desired result; and Expectancy, which is the confidence in the likelihood of achieving that result.
Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor in the 1960s They describe two contrasting models of workforce motivation
- Theory X workers could be described as follows:
Individuals who dislike working and avoid it where possible
Individuals, who lack ambition, dislike responsibility and prefer to be led
The management implications for theory X workers were that, to achieve organizational objectives, a business would need to impose a management system of coercion, control and punishment
- Theory Y workers were characterized by McGregor as:
Consider effort at work as just like rest or play
Ordinary people who do not dislike work Depending on the working conditions, work could be considered a source of satisfaction or punishment
To effectively manage Theory X workers, organizations should focus on offering diverse rewards to meet their objectives In contrast, the primary challenge for managing Theory Y workers lies in fostering a supportive work environment that encourages the demonstration and development of their skills and abilities.
Edwin Locke (1968) emphasized that clear goals and appropriate feedback are key motivators for employees In 1990, Locke and Gary Latham published their influential work, “A Theory of Goal Setting and Task Performance,” which explored the impact of goal setting in the workplace They identified five essential principles that must be present for goals to effectively motivate individuals.
Goal Setting theory is effectively illustrated by the SMART acronym, which is commonly used in organizations This framework emphasizes the importance of setting goals that are Specific, Measurable, and Time-bound to ensure clarity Goals should also be Relevant and Achievable to present an appropriate challenge Commitment to these goals is strengthened when they are Agreed upon and Realistic, fostering a sense of dedication Additionally, feedback on progress is facilitated through measurable criteria, enhancing the overall goal-setting process.
The Job Characteristics Model (JCM), developed by Hackman and Oldham, aims to enhance employee motivation through effective job design This model identifies relationships among three key variable categories that influence job satisfaction and performance.
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They have identified that any job can be described in terms of below key job characteristics:
- Skill Variety: a degree to which a job requires different skills and talents to complete a number of different activities
- Task Indentify: the dimension refers to the completion of a whole and identifiable piece of work versus a partial task as part of larger piece of work
- Task Significance: is the impact of the task upon the lives or work of others
- Autonomy: is the degree of independence or freedom allowed to complete a job
- Task feedback: individually obtaining direct and clear feedback about the effectiveness of the individual carrying out the work activities
- Dealing with others: the extent to which the job involves working closely with other people
There are some strategies in job design in order to increase work motivation, such as: Job enlargement, Job enrichment, Job rotation, work at home or flexible working hours, etc
Theoretical research on motivation reveals various influencing factors, yet in practice, employers often rely on monetary and non-monetary incentives as straightforward methods to motivate their employees.
Previous researches about motivation in hospitality industry and identifying
This article examines various motivation theories and their application in research to identify factors influencing employee motivation in specific contexts A review of studies in the general and hotel sectors highlights four key motivational factors that frequently emerge Using these factors, hypotheses will be developed to assess their impact on employee motivation within the context of Ho Chi Minh City.
Table 2.2 Summary of factors affecting to employees’ motivation in hotel industry
1 Management Barbara J Kreiman (2002); Buckingham and Coffman
(1999); Charl Van Wyk (2011); Sunil Ramlall (2004)
2 Working conditions Barbara J Kreiman (2002); Buckingham and Coffman
(1999); Charl Van Wyk (2011); Anastasios Zopiatis and Panikkos Constanti (2007); Boondarig Ronra and Manat Chasisawat (2010); Darrn Lee-Ross (1998); Terry Lam et al (2001)
3 Recognition Buckingham and Coffman (1999); Anastasios Zopiatis and
Panikkos Constanti (2007); Elisa Moncarz et al (2009)
4 Development Buckingham and Coffman (1999); Charl Van Wyk (2011);
Elisa Moncarz et al (2009) and Sunil Ramlall (2004) have contributed valuable insights to academic research For the latest full thesis downloads, please contact via email at vbhtjmk@gmail.com for access to master's theses and dissertations.
In her 2002 paper on employee motivation, commitment, and retention, Barbara J Kreiman categorizes motivational factors into two groups: individual concepts, which include needs, values, beliefs, knowledge, skills, and interpersonal style, and job context factors, such as management, rewards, organizational environment, tools, and atmosphere These elements collectively influence motivational behavior and, in turn, organizational commitment Kreiman highlights the critical role of managerial control in fostering employee satisfaction and commitment, emphasizing the importance of recognition, feedback, opportunities for growth, fair compensation, a positive work environment, and respect for individual competencies and needs.
According to Buckingham and Coffman (1999), managers play a crucial role in fostering employee commitment through effective communication and positive feedback, which helps develop staff strengths and address weaknesses Research by Buckingham and Coffman (1999), Kaye and Jordan-Evans (1999), Kreisman (2002), and Herman (1999) highlights that poor relationships between managers and employees are a primary reason for employee resignations Therefore, the management style and approach of managers significantly influence employee motivation and organizational commitment.
According to Adam’s equity theory, Hellriegel and Slocum (2007) and Coetsee
In 2003, it was emphasized that managers should ensure fair treatment of their staff and foster open communication regarding employee contributions to prevent dissatisfaction The significance of a manager's role in Adam's equity theory is highlighted, as they serve as a crucial link between individual efforts and goals through recognition If employees feel their efforts are unacknowledged, they may shift their goals towards reducing their effort or even leaving the job.
Locke and Latham’s goal-setting theory highlights the critical role of managers in motivating employees through effective goal establishment According to Borkowski (2009), while goal-setting may appear straightforward, it demands meticulous planning and ongoing monitoring by managers To foster motivation and drive progress toward specific objectives, timely positive feedback and coaching are essential for employees.
From above literatures, management was supposed to affect to employee’s motivation So, the first hypothesis is:
H1: Management positively affects to employees’ motivation
Working conditions play a crucial role in employee motivation, as outlined in Maslow's hierarchy of needs They are essential for enhancing employee performance and effectiveness While Herzberg's theory categorizes working conditions more as a hygiene factor than a motivational one, numerous studies in the hotel industry suggest otherwise, indicating that they can indeed serve as motivational factors This paper explores the ongoing debate regarding the classification of working conditions in relation to employee motivation.
Darren Lee-Ross (1998), referencing Byrne (1986), emphasizes the connection between motivation and working conditions, noting that favorable work environments enhance employee motivation and reduce turnover (DeMicco and Reid, 1988; Vroom and Deci, 1970) To address this in the hotel industry, Lee-Ross recommends the Job Diagnostic Survey, based on Hackman and Oldham's (1980) Job Characteristics Model, which simplifies the original 87-question survey to a more manageable 21 questions This allows managers to create job profiles for each department and identify any Core Job Dimensions that receive low scores, prompting necessary actions for improvement The motivation potential score (MPS) formula is utilized to benchmark against industry and organizational norms, aiding managers in addressing weaknesses in working conditions and implementing strategies for enhancement.
In their 2001 study on managerial job satisfaction in Hong Kong's Chinese restaurants, Terry Lam et al identified work environment and job characteristics as key predictors of overall job satisfaction A positive work environment fosters harmonious relationships among colleagues, clear human resource policies, and opportunities for employee development The study advocates for granting line employees and assistant managers greater autonomy, empowering them to make decisions in restaurant operations and customer interactions, and encouraging innovative approaches to meet customer needs effectively.
Kadasamy and Ancheri (2009), as cited in Yu (1999), highlight the challenge management faces in motivating employees to remain in their positions by improving working conditions to reduce turnover Their research on quality of work-life (QWL) in the hotel sector identifies eight key dimensions: job characteristics, person-job fit, company image, HR policies, physical working conditions, work-life balance, work group relationships, and customer interactions.
Goal-setting is a crucial aspect of job content, as it shapes and reinforces employee efforts by establishing clear objectives with defined timelines When employees work towards specific goals, they are more motivated to direct their efforts effectively, ultimately enhancing their performance and productivity (Nel et al., 2004; Daft and Marcic, 2009).
From above studies which were conducted before, the second hypothesis in this study as follow:
H2: Positive Working Conditions Enhance Employee MotivationCreating a supportive work environment significantly boosts employee motivation, leading to improved performance and job satisfaction When employees feel valued and comfortable, their engagement and productivity levels increase, fostering a culture of collaboration and innovation Prioritizing positive working conditions not only benefits employees but also contributes to the overall success of the organization.
Numerous studies highlight the impact of reward and recognition on employee motivation, aligning with Maslow's hierarchy of needs, where recognition fulfills "esteem needs." Hertzberg (1987) identifies recognition as a key factor in job satisfaction that drives extrinsic motivation According to Nel et al (2004), motivators include achievement, recognition, job responsibilities, and feedback Extrinsic rewards can be financial, such as bonuses and salary increases, or non-financial, like public praise during meetings Kreitner & Kinicki (2008) emphasize the importance of equitable recognition, noting that perceived inequity can lead to demotivation Buckingham and Coffman (1999) indicate that feeling unappreciated is a primary reason employees leave organizations Organizational recognition can take various forms, including financial rewards, training opportunities, and promotions.
So, with its necessary of recognition in motivate employee, the third hypothesis is:
H3: Recognition positively affect to employee’s motivation
Opportunities to develop, improve skills and career is of the most important reason employees choose to stay or left an organization (Buckingham and Coffman, 1999)
So, it is very important in human resource practices of employees development
“Development is considered as gaining skills and taking advantage of many different methods of learning that benefit employees and organization alike”
According to Simonsen (1997), development should be encouraged through challenges, new learning opportunities, and tasks that enhance skills This can include training, cross-training, job advancement, and providing a diverse range of knowledge and skills, all of which contribute to individual improvement and organizational success.
To enhance employee skills and job satisfaction in the hotel sector, it is essential to design jobs that enrich skill variety, autonomy, and feedback (Lee-Ross, 1998) Cross-training is widely encouraged, allowing employees to improve their expertise and operational knowledge Regular training sessions help reinforce operational standards and introduce new products, which is a valuable investment, as studies show a positive correlation between training activities and productivity, as well as employee retention (Moncarz et al., 2009) Furthermore, developing talent and fostering team-oriented work environments significantly boosts employee productivity and customer satisfaction (Moncarz et al., 2009, cited in Youndt et al., 1996) Hotels should prioritize the training and development of existing employees rather than incurring costs for hiring and onboarding new staff, ultimately enhancing motivation, retention, and overall job satisfaction (Rashid, 2010, cited in Paswan et al., 2005).
Hence, based on previous researches about affecting of development on employee motivation, the forth hypothesis is:
H4: Development positively affect to employee motivation.
Research model
Based on the proposed hypotheses, a research model was developed This model aims to analyze the latest trends and findings in the relevant field, ensuring comprehensive insights and data-driven conclusions.
The introductory chapter outlines fundamental motivation theories and reviews prior research to identify four key motivational factors: Management, Working Conditions, Recognition, and Development Ultimately, a research model is constructed based on these findings.
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This chapter outlines the research methodology employed in this study, detailing the research process, the qualitative pilot test, and the measurement scales adapted from prior studies, culminating in the main research findings.
The research was conducted as the below chart
Measurement scale
Scale items of Management was adopted from Smith, et al (1996)
M1 I know what is expected of me
Conclusion and Recommendations tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
M2 Supervisor willing and able to help out
M3 Supervisor treats everyone equitably M4 Supervisor lets me know how I am doing
M5 Supervisor listens to my comments
M7 I receive ongoing feedback that helps me improve my performance
M8 I am received enough instructions to do job well
M9 I am received additional training when needed
Scale items of Working conditions based on Devadass (2011)
Table 3.2 Scale of Working Conditions
J1 I have the materials and equipment I need to do my work right
J2 Progress and procedure allow me to effectively meet my customers’ needs
J3 I am offered a work-life balance environment for employees
J4 I am empowered to meet customers’ needs
J5 I am encouraged to come up with new and better ways of doing things
J6 My manager and I have discussed my individual goals for each year / semiannual
J7 My manager and I have identified ways I can develop in my career
J8 The goal setting for task in achievable
Recognition was measured base on Moncarz et al (2009)
R1 People are rewarded for meeting customer-quality assurance goals
The compensation and benefits system is essential for effectively communicating value to employees It plays a crucial role in employee satisfaction and retention, ensuring that staff members understand their rewards and incentives clearly A well-structured system can enhance motivation and productivity, contributing to overall organizational success.
R3 People are rewarded/ recognized for meeting their goals/ objectives
R4 Work teams rewarded/ recognized for meeting their goals/ objectives
Scale of Development was measured base on Lub et al (2012)
L2 I am offered team-building training for employees
L3 I have opportunity to be cross – trained
L4 My company posts job openings so existing employees can apply
L5 My company supports promoting employees from within
Scale of Motivation was measured by below items
MOT1 Overall, management creates my working motivation MOT2 Overall, my working conditions creates my working motivation MOT3 Overall, recognition creates my working motivation
MOT4 Overall, development creates my working motivation MOT5 Overall, my hotel creates my working motivation
The qualitative pilot research
In November 2012, a qualitative pilot study was conducted at Park Hyatt Saigon, involving in-depth interviews with ten employees This pilot test aimed to evaluate the content and clarity of the terminology used in the measurement scale.
Participants in the group discussion study demonstrated a clear understanding of the content and significance of each measurement scale statement This pilot study will aid in the development of the primary questionnaire for the main research.
DATA ANALYSIS
Descriptive statistics of sample
A total of 240 employees from hotel businesses in Ho Chi Minh City participated in the study by completing questionnaires Out of 270 questionnaires distributed, 222 were deemed valid for data analysis, resulting in a high usable response rate of 92.5%.
Table 4.1 Demographic Statistics of the Respondents
Item Frequency Percent (%) Item Frequency Percent (%)
Short term Long term Total
Table 4.1 reveals a relatively minor gender gap in the labor force, with males representing 52.7% and females 47.3% The workforce in the hotel industry is predominantly young, with 79.7% of respondents aged between 20 and 30 years Additionally, 68% of respondents have been employed for 1 to 5 years, and 64.9% hold a university degree.
The construct measurement scale
This research utilized Cronbach’s Alpha and exploratory analysis to evaluate the reliability and validity of measurement scales Items with low item-total correlations (below 0.4) were removed based on Cronbach’s Alpha criteria, with a threshold of 0.6 indicating an acceptable measure, as per Nunnally & Bernstein (1994).
4.2.1 Cronbach’s Alpha results of each measurement
The factors of Management, Working Conditions, Recognition, Development, and Motivation demonstrate strong reliability, with a Cronbach’s Alpha coefficient exceeding 0.6 and corrected item-total correlation values greater than 0.4 Consequently, these items meet the necessary criteria for inclusion in Exploratory Factor Analysis (EFA) For further details, please refer to Appendix 1.
Table 4.2 Cronbach’s Alpha results of each measurement
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach’s Alpha if Item Deleted
L2 14.88 15.488 684 815 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
4.2.2.1 EFA for factors affecting to employees’ motivation Principal Axis Factor analysis with Promax rotation was conducted to assess the underlying structure for the twenty three items of the Employees’ Motivation questionnaires Five factors were extracted After rotation, the first factor accounted for 43.609% of the variance, the second factor accounted for 8.291% of the variance, the third factor accounted for 6.103% of the variance, the fourth factor accounted for 5.201% of the variance and the fifth factor accounted for 4.005% of the variance Table 4.5 displays the items and factor loadings for the rotation factors, with loading less than 0.5 omitted to improve clarity See more at Appendix
Table 4.3 KMO and Bartlett’s test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .904
Bartlett's Test of Sphericity Approx Chi-Square 3500.834 df 325
Sig .000 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The Exploratory Factor Analysis had deleted M1, M6, M7, J4, J5 and L2 because factor loadings of these items are less than 0.5
The initial four factors identified—M2, M3, M4, and M5—highlight the critical relationship between employees and their supervisors Key aspects include the supervisor's willingness to assist, the feedback employees receive regarding their performance, and the supervisor's ability to actively listen to their team members Collectively, these elements underscore the importance of effective supervision, leading to the designation of this category as SUPERVISOR.
M2 Supervisor willing and able to help out
M4 Supervisor lets me know how I am doing
M5 Supervisor listens to my comments
The second four items was kept as initially Its name was RECOGNITION
R1 People are rewarded for meeting customer-quality assurance goals
R2 The compensation / benefit system that is communicated to employees
R3 People are rewarded/ recognized for meeting their goals/ objectives
R4 Work teams rewarded/ recognized for meeting their goals/ objectives
The next five items focus on individual development, including training, job rotation, and goal setting Item M9 was separated from the Management factor and incorporated into this new category Additionally, items J6 and J7, which pertain to career development goals and were originally part of Working Conditions, were also included in the new factor Therefore, it is logical to combine these items under the factor of DEVELOPMENT.
M9 I am received additional training when needed
J6 My manager and I have discussed my individual goals for each year / semiannual
My manager and I have outlined strategies for my professional development, focusing on enhancing my skills and advancing my career We have identified specific areas for improvement and set actionable goals to achieve my aspirations This plan aims to ensure continuous growth and success in my field.
L3 I have opportunity to be cross – trained
The fourth factor identified was Working Conditions, which originally comprised four items: J1, J2, J3, and J4 Additionally, item M8, previously categorized under the Management factor, was reclassified to Working Conditions due to its relevance to the content of this factor This adjustment was deemed appropriate, enhancing the overall coherence of the Working Conditions category.
M8 I am received enough instructions to do job well
J1 I have the materials and equipment I need to do my work right
J2 Progress and procedure allow me to effectively meet my customers’ needs
J3 I am offered a work-life balance environment for employees
J8 The goal setting for task in achievable
Promotion within an organization serves as a vital tool for employee retention and motivation It rewards past efforts, encourages investment in human capital, and reduces job turnover (Lazear, 1998) When employees are presented with growth opportunities and the chance for advancement, their satisfaction and motivation increase significantly Consequently, promotion plays a crucial role in enhancing employee motivation, as highlighted in this study.
L4 My company posts job openings so existing employees can apply
My company prioritizes internal promotions, fostering career growth from within the organization We believe in recognizing and developing our employees' potential, ensuring they have opportunities to advance in their careers This commitment to internal mobility not only enhances employee satisfaction but also strengthens our overall team dynamics.
4.2.2.2 EFA for factor of employees’ motivation
Table 4.4 KMO and Bartlett’s test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .821
Bartlett's Test of Sphericity Approx Chi-Square 375.796 df 10
The analysis revealed that all components, MOT1, MOT2, MOT3, MOT4, and MOT5, exhibited loading factors greater than 0.5 The KMO value was 0.821, and Bartlett’s Test showed a significance level of 0.000, indicating that the results are statistically acceptable.
Adjustment of hypotheses and research model
The results of the Exploratory Factor Analysis (EFA) indicate that the items from the original four factors have been restructured into new factors, necessitating an adjustment to the conceptual framework to incorporate these five new factors.
Promotion tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
H’1 There is a positive affecting between Supervisor and Employee’s motivation
H’2 There is a positive affecting between Recognition and Employee’s Motivation
H’3 There is a positive affecting between Development and Employee’s Motivation
H’4 There is a positive affecting between Working Conditions and Employee’s Motivation
H’5 There is a positive affecting between Promotion and Employee’s Motivation.
Regression analysis
Supervisor Recognition Development Conditions Promotion Motivation Supervisor 1
The Pearson correlation coefficients revealed significant relationships between the dependent variable, motivation, and independent variables such as supervisor support, recognition, development opportunities, working conditions, and promotion, all with a significance level of 0.000 (p