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ỨNG DỤNG THUYẾT TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG CONTENTS I Theories Motivation 2 Motivation Theories Maslow's hierarchy of needs Adams' equity theory II Applications Employee and Bussiness In Standard Chartered Bank Vietnam .10 a Introduction 10 b Facing Challenges 10 c Solution 11 d Conclusion .12 I Theories Motivation Motivation is a process that elicits, controls, and sustains certain behaviors Motivation is a group phenomenon that affects the nature of an individual's behavior, the strength of the behavior, and the persistence of the behavior There are many approaches to motivation: physiological, behavioural, cognitive, and social It is the crucial element in setting and attaining goals - and research shows that subjects can influence their own levels of motivation and self-control According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness,morality, or avoiding mortality Conceptually, motivation is distinct from volition and optimism Motivation is related to, but distinct from, emotion Motivation concepts Intrinsic and extrinsic motivation Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure Intrinsic motivation is based on taking pleasure in an activity rather than working towards an external reward Extrinsic motivation refers to the performance of an activity in order to attain an outcome, which then contradicts intrinsic motivation It is widely believed that motivation performs two functions First one is often referred to the energetic activation component of the motivation construct The second one is directed at a specific behaviour and makes reference to the orientation directional component Motives can be divided into two types: external and internal Internal motives are considered as the needs that every human being experience, while external indicate the presence of specific situations where these needs arise Motivational poster Social psychological research has indicated that extrinsic rewards can lead to overjustification and a subsequent reduction in intrinsic motivation In one study demonstrating this effect Push and Pull Many researchers highlighted that because motives may occur at the same time it should not be assumed that only one motive drives an individual to perform an action as it was presumed in previous studies On the other hand, since people are not able to satisfy all their needs at once they usually seek to satisfy some or a few of them Self-control The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks Yale School of Management professor Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal Drives and desires can be described as a deficiency or need that activates behavior that is aimed at a goal or an incentive These are thought to originate within the individual and may not require external stimuli to encourage the behavior Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process Motivational theories Need theories Need hierarchy theory of Maslow The American motivation psychologist Abraham H Maslow developed the Hierarchy of needs consistent of five hierarchic classes It shows the complexity of human requirements According to him, people are motivated by unsatisfied needs The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed We can relate Maslow's Hierarchy of Needs theory with employee motivation The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows: Maslow's hierarchy of needs An interpretation of Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency needs" or "d-needs": esteem, friendship and love, security, and physical needs With the exception of the most fundamental (physiological) needs, if these "deficiency needs" are not met, the body gives no physical indication but the individual feels anxious and tense Maslow's theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment Metamotivated people are driven by B-needs (Being Needs), instead of deficiency needs (D-Needs) The human mind and brain are complex and have parallel processes running at the same time, so many different motivations from different levels of Maslow's pyramid usually occur at the same time Maslow was clear about speaking of these levels and their satisfaction in terms such as "relative" and "general" and "primarily", and says that the human organism is "dominated" by a certain need, rather than saying that the individual is "only" focused on a certain need at any given time So Maslow acknowledges that many different levels of motivation are likely to be going on in a human all at once His focus in discussing the hierarchy was to identify the basic types of motivations, and the order that they generally progress as lower needs are reasonably well met  Physiological needs For the most part, physiological needs are obvious – they are the literal requirements for human survival If these requirements are not met, the human body simply cannot continue to function Physiological needs are the most prepotent of all the other needs Therefore, the human that lacks food, love, esteem, or safety would consider the greatest of his/her needs to be food Air, water, and food are metabolic requirements for survival in all animals, including humans Clothing and shelter provide necessary protection from the elements The intensity of the human sexual instinct is shaped more by sexual competition than maintaining a birth rate adequate to survival of the species  Safety needs With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior In the absence of physical safety – due to war, natural disaster, or, in cases of family violence, childhood abuse, etc – people (re-) experience posttraumatic stress disorder and trans-generational trauma transfer In the absence of economic safety – due to economic crisis and lack of work opportunities – these safety needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, reasonable disability accommodations, and the like This level is more likely to be found in children because they have a greater need to feel safe Safety and Security needs include:  Personal security  Financial security  Health and well-being  Safety net against accidents/illness and their adverse impacts  Love and belonging After physiological and safety needs are fulfilled, the third layer of human needs are interpersonal and involve feelings of belongingness The need is especially strong in childhood and can over-ride the need for safety as witnessed in children who cling to abusive parents Deficiencies with respect to this aspect of Maslow's hierarchy – due to hospitalism,neglect, shunning, ostracism etc – can impact individual's ability to form and maintain emotionally significant relationships in general, such as:  Friendship  Intimacy  Family Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group, such as clubs, office culture, religious groups, professional organizations, sports teams, gangs, or small social connections (family members, intimate partners, mentors, close colleagues, confidants) They need to love and be loved (sexually and non-sexually) by others In the absence of these elements, many people become susceptible to loneliness, social anxiety, and clinical depression This need for belonging can often overcome the physiological and security needs, depending on the strength of the peer pressure; an anorexic, for example, may ignore the need to eat and the security of health for a feeling of control and belonging  Esteem All humans have a need to be respected and to have self-esteem and self-respect Esteem presents the normal human desire to be accepted and valued by others People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel self-valued, be it in a profession or hobby Imbalances at this level can result in low self-esteem or an inferiority complex People with low self-esteem need respect from others They may seek fame or glory, which again depends on others Note, however, that many people with low self-esteem will not be able to improve their view of themselves simply by receiving fame, respect, and glory externally, but must first accept themselves internally Psychological imbalances such as depression can also prevent one from obtaining self-esteem on both levels Most people have a need for a stable self-respect and self-esteem Maslow noted two versions of esteem needs, a lower one and a higher one The lower one is the need for the respect of others, the need for status, recognition, fame, prestige, and attention The higher one is the need for self-respect, the need for strength, competence, mastery, selfconfidence, independence and freedom The latter one ranks higher because it rests more on inner competence won through experience Deprivation of these needs can lead to an inferiority complex, weakness and helplessness Maslow also states that even though these are examples of how the quest for knowledge is separate from basic needs he warns that these “two hierarchies are interrelated rather than sharply separated” (Maslow 97) This means that this level of need, as well as the next and highest level, are not strict, separate levels but closely related to others, and this is possibly the reason that these two levels of need are left out of most textbooks  Self-actualization “What a man can be, he must be.”This forms the basis of the perceived need for selfactualization This level of need pertains to what a person's full potential is and realizing that potential Maslow describes this desire as the desire to become more and more what one is, to become everything that one is capable of becoming This is a broad definition of the need for self-actualization, but when applied to individuals the need is specific For example one individual may have the strong desire to become an ideal parent, in another it may be expressed athletically, and in another it may be expressed in painting, pictures, or inventions As mentioned before, in order to reach a clear understanding of this level of need one must first not only achieve the previous needs, physiological, safety, love, and esteem, but master these needs Adams' equity theory on job motivation John Stacey Adams, a workplace and behavioural psychologist, put forward his Equity Theory on job motivation in 1963 When people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of disaffection and demotivation The way that people measure this sense of fairness is at the heart of Equity Theory Equity, and thereby the motivational situation we might seek to assess using the model Rather, Equity, and the sense of fairness which commonly underpins motivation, is dependent on the comparison a person makes between his or here reward/investment ratio with the ratio enjoyed (or suffered) by others considered to be in a similar situation Adams' equity theory Adams called personal efforts and rewards and other similar 'give and take' issues at work respectively 'inputs' and 'outputs' Inputs are logically what we give or put into our work Outputs are everything we take out in return Equity theory helps explain why pay and conditions alone not determine motivation Equity does not depend on our input-to-output ratio alone - it depends on our comparison between our ratio and the ratio of others Inputs Equity dependent on comparing own ratio of input/output with ratios of 'referent' others Outputs Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc People need to feel that there is a fair balance between inputs and outputs Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc If we feel are that inputs are fairly rewarded by outputs (the fairness benchmark being subjectively perceived from market norms and other comparable references) then generally we are happier in our work and more motivated to continue inputting at the same level If we feel that our ratio of inputs to outputs is less beneficial than the ratio enjoyed by referent others, then we become demotivated in relation to our job and employer Understanding Equity Theory - and especially its pivotal comparative aspect - helps managers and policy-makers to appreciate that while improving one person's terms and conditions can resolve that individual's demands (for a while), if the change is perceived by other people to upset the Equity of their own situations then the solution can easily generate far more problems than it attempted to fix II Applications Employee and Business motivation Employee motivation Workers in any organization need something to keep them working Most of the time, the salary of the employee is enough to keep him or her working for an organization An employee must be motivated to work for a company or organization If no motivation is present in an employee, then that employee’s quality of work or all work in general will deteriorate When motivating an audience, you can use general motivational strategies or specific motivational appeals General motivational strategies include soft sell versus hard sell and personality type Soft sell strategies have logical appeals, emotional appeals, advice and praise Hard sell strategies have barter, outnumbering, pressure and rank Also, you can consider basing your strategy on your audience personality Specific motivational appeals focus on provable facts, feelings, right and wrong, audience rewards and audiencethreats Business A good manager will try to figure out which levels of needs are active for a certain individual or employee Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff McGregor places money in his Theory X category and feels it is a poor motivator Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money  Motivated employees always look for better ways to a job  Motivated employees are more quality oriented  Motivated workers are more productive In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program:  Recognition of employees' individual differences, and clear identification of behavior deemed worthy of recognition  Allowing employees to participate  Linking rewards to performance  Rewarding of nominators  Visibility of the recognition process In Standard Chartered Bank Vietnam Strategic Compensation and Benifits for Greater Performance a Introduction: The success of a business nowadays is not shown in its huge revenue but also presented by the commitment of employees with that company Talent management is always the most significant field for managers especially those work in Human resources (HR) In the recent economic down turn, managers seem put more effort in talent management rather than in recruitment Accordingly, they recognized many issues in talent management process which need to be solved in order to maintain their competitive in labor market and the dedication between the company and its people Actually, there are many methods to manage a talent staff within a company such promotion, compensation, non cash benefit or career development The failure of any approach will lead to rising problem with talent management strategy for any company even it is SME or large firm This report aims to study the case of Standard Chartered Bank (SCB) which is one of the biggest corporations in Vietnam and banking industry also In a large size corporation with financial service like SCB, the most useful approach to retain skillful staffs is an effective Compensation Planning especially during the economics crises Unfortunately, this company faced the problem with talent management which is caused by the ambiguous communication of compensation process and lack of compensation knowledge of manager b Facing Challenges 10 Demands of the union of increasing salary to compensate the dramatically inflation presently and avoid coordinating of reducing the headcount According to the inflation rate are increasingly dramatically, sometimes it have been reached to 26% during the year 2008 (Number of statistic of Vietnam news year 2008) The completive Banks have taken some actions for the compensation of inflation impact ANZ Vietnam has adjusted of 10% of salary increase for cross of all The local representative offices of foreign bank like Dusk bank has been aging their salary range by 15% for all employees Although HSBC has cut down contractual head count but they still reviewed salary for certain levels In such a practice, the trade union of SCB have proposed relatively higher salary by ad-hoc salary increase and salary review in merit timing to compensate the inflation Although the profit and revenue have been remained very good at SCB, the management board rejected the demand of ad-hoc salary increase and salary review was not implementing for year 2008 and increase in low ratio in recent years The reasons are because of economic down turn and SCB try to maintain current head count and invest on local incorporation both for high score of revenue and talent people During the obstacle time, the SCB is proud one the banks refused to receive the support from government while ABN Ambro had been merged by ABS and Citi bank immediately taken action by firing ‘high-income’ employees to saving cost and overcome the economic down turn Moreover other international financial firm such as AIG and AEB were going to be bankruptcy or merging by other banks Other rest banks seek support from the government to survive during this time In Vietnam, there are two big competitive local banks such as HSBC Vietnam and ANZ Vietnam, those banks are also in expanding and they poached the staffs of each others The employees were un-stable than ever in such hot banking industry The SCB is not an exceptional case, its employees have much more opportunities and seek for better offers Besides that SCB has asked to share the difficulty of the Group by freezing headcount and saving cost by many ways In such efforts, SCB is looking forward of economic recovering in coming years c Solution: SCB maintained transparency in profit sharing and loss information which is announced to all employees The meetings frequently were hold for top managers and the staff representative of units for discussion The solutions have been considered and carried out for employees’ satisfaction Despite of ad-hoc salary increase has not agreed by Management Board, the inflation factor had been submitted with the strongly recommended for better variable bonus in year end, the variable bonus has recognized both for inflation and the employees’ performance of year 2008 - 2011 SCB has adjusted of 20% of salary increase for cross of all for year 2011, 2012 11 The salary review has also taken for talent employees who are critical resource and the employees those have the salary stand in a gap in the market The sales employees received share options plus with high variable bonus SCB has come out some flexible benefits for employees such as: remaining favorable loan interest (2.5% versus the market reach to 20% at that time), additional medical premium package and membership club In accordance with cost saving, the talent management has been carrying in SCB The bankers and managers have selected for oversea training (SWAP program), and Vietnamese seconded employees had been sent to other countries to develop their skills for the succession plan of replacement of Expatriate and talent local employees Reducing the foreigner local hire and expatriate were also considered for saving cost SCB believes that keeping skilled employees is better than training new ones, SCB is in hope that they are able to come out the red tap faster than other companies, as it is having more skillful employees who are loyal to the company because SCB did not let them go during he economic trouble and consistently worked to develop their competencies d Conclusion: In order to become “The employee of the choice” the effectively communication of compensation and benefit planning and to employees, the suitable compensation strategy has been playing as the important role It helps HR to align with its business objectives and mission, the most important task is enhance employees’ commitment and retaining talent to reduce the attrition and cost saving It is not only help SCB over the recently economics difficulty, it is also closely strengthen HR people processes with SCB HR global to enhance business performance References: -A.H Maslov, A Theory of Human Motivation, Psychological Review 50 (1943):370-96 - J S Adams’ Equity Theory, 1963 - Website: http://en.wikipedia.org/wiki/Motivation - http://www.businessballs.com/adamsequitytheory.htm - SCB Vietnam documents 12 ... belonging  Esteem All humans have a need to be respected and to have self-esteem and self-respect Esteem presents the normal human desire to be accepted and valued by others People need to engage... need for strength, competence, mastery, selfconfidence, independence and freedom The latter one ranks higher because it rests more on inner competence won through experience Deprivation of these... imbalances such as depression can also prevent one from obtaining self-esteem on both levels Most people have a need for a stable self-respect and self-esteem Maslow noted two versions of esteem needs,