Dựa vào học thuyết tạo động lực cho người lao động tại BIDV chi nhánh hải PHòng e

DỰA VÀO HỌC THUYẾT TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI BIDV CHI NHÁNH HẢI PHÒNG Tables of contents Foreword I Two basic theories of work motivation Concept of work motivation 2 Two basic work motivation theories Realation between the two theories II Some practical issues of work motivation Personal and company information Analization of negative issues of work motivation III Ideas to improve the negatives issues of work motivation Conclusion References Foreword In an organization or an enterprise, work motivation, besides the ability of staff, is always considered as a very important matter because it influences work results After completing the course of Organiztional Behaviour, I, hereunder, choose and present the essence, relation of two basic theories of work motivation These theories, in my opinion, are highly helpful, and to put the theories into practice, I will use them to analize some issues of work motivation in my workplac, put forward some ideas to improve the negatives issues of work motivation, which I hope shall contribute to the enrichment of work motivation and building up a more effective motivation system in workplace I Two basic theories of work motivation 1 Concept of work motivation: work motivation is the inner factors that inspire peoples to put more efforts to their work in appropriate conditions so that their wok will result in high productivity and efficiency It is represented by the readiness, commitment and efforts to jobs to attain the goals of businesses and people themselves Two basic work motivation theories 2.1 Maslow’s theory of needs: Abraham Maslow states that there are five needs of human-beings, as illustrated in the Maslow’s Hierarchy of needs below: Self-actualization needs Esteem needs Social needs Safety needs Physiological needs - In work motivation context, details of needs in hierarchy are as below: + Physiological needs: the fundermental and basic needs for human survival such as foods, clothes, shelter In work motivation, physiological needs are not motive and not encourage people to their jobs better + Safety needs: involving safety requirements/condition in workplace, saved money, insured, having security factors for future life,… + Social needs: the needs for social communication, social relationship, attendence in social groups, professional groups, friends… + Esteem needs: desire to be accepted and calued by others people or in a professional field; recognition and acknowledgment by other people … This may be a great mativation in work + Self-actualnization needs: desire to develop and improve individual’s potential, becoming the “born-to-be” person Different from other needs, this need tend to be highly individualized - This theory states that people are motivated to seek for higher needs when lower needs are met (if not, lower needs become motivation) As long as lower needs ar not yet met, higher needs shall not come - In work motivation, this theory suggest that if managers desire to bring motivation to people, they need to be aware of what grade of needs those people are in and then try to satisfy their needs fully 2.2 The two-factor theory of Hezberg: there are two groups that influence work process of an individual in an organization One factor helps maintain the normal working process of individuals (maintaining role), the other factor helps motivate individuals to work better (motivative roles) - Motivative factors: involving in doing job or or the job itself, including: + Achievement: individuals’ self-satisfaction when finishing jobs, getting ‘paybacks’ from their efforts + The work itself (meaningful work): the work may be joyful, diversified, creative and challenging, helpful for community… + Responsibility: individuals’ influences over the jobs + Advancement/growth in businesses + Recognition: recognition for excellent job fulfilment This may come from other people’s appriciation or induviduals themselvess - Maintaining factor: involving working environment, including: + Policies, rules and approaches in business management: involving methods to manage business activities; how policies, rules correspond to the goals of Company’s departments, sections or to the goals of the whole Company + Supervision: involving professional skills, communication skills, openmindedness of managers; how the managers use their power to maintain and control the working ability of their staffs… + Relationship: involving the state of relationship among staffs, or with bosses (In good conditions? Any localism, unfair competition or cooperative, sharing atmosphere) + Positions: those who hold high positions deserve them or not? + Work condition: involving grades: poor, normal, good, very good? + Stable job, career security: involving the stability of jobs, the company’s position in its field, safety condition in workplace + Salary, personal life: involving adequacy of salary, timely and fair bonuses; abilities and conditions to maintain normal personal life - The two-factors theory of Hezberg state that, there are two factors that influence people’s behaviour: Motivative factors (that lead to satisfaction) involves in doing job or the job itself; Factors that lead to dissatisfaction involves in work envirionment Therefore, to bring motivation to work, managers need to eliminate factors that lead to dissatisfaction and to ensure the least normal work conditions; at the same time, they need to promote motivative factors Realation between the two theories The two theories have different approaches to work motivation, however, there is relation between work motivation factors of the two theories: the two-factors theory of hezbreg and the Maslow’s hierarchy of needs, which is presented in the following table: Maslow’s hierarchy of needs Self-actualization needs Esteem needs Social needs Safety needs Physiological needs II Lý thuyết hai yếu tố Herzberg Motiva Achievement/success -tive The work itself factors Responsibility Advancement/growth in businesses Recognition Mainta Policies, rules and approaches in -ining business management factors Supervision Relationship Positions Work condition Stable job, career security Salary Personal life Some practical issues of work motivation Personal and company information I have worked for Joint stock commercial Bank for Investment and Development of Vietnam, Hai Phong Branch for years Currently I am the Manager of Tran Nguyen Han Transaction Office (a sub-unit equivalent to Head office’s Department), which is a middle management position My bank is a largest, most prestigious ans best known in Hai Phong city In the past, the Bank needed to employ more staffs every year to expand business activities, and with good benefits and treaments, the Bank could get new young and capable emplyees After employment, old employees and new ones had been in good agreement, work went well and employees paid close and strong commitment to the Bank, and there were very few employees leaving the Bank to seek for new job However, there are more and more employees, including highly capable, professional, enthusiastic and ambitious persons, have left the Bank to seek for new, different jobs in the last few years According to a report by Department of Personnel Management, in the last two years, the number of employees leaving the Banks are 18, 4 of which were key personnel of the Banking, who held the position of Deputy Manager or higher This number is nearly three times more than the number of empolyees in my office An if I count back to the last five years, the number will turn into nearly fifty persons Those who left the Bank have been successful, got good promotions Now, my bank has been amusingly named as the school for key personnel of other banks in Hai Phong To get an answer for the fact, I have done some studies and found out some negative issues of work motivation, that is presented hereunder Analization of negative issues of work motivation 2.1 Negative issues of work motivation After finishing my studies, I found out many reasons for the fact, in which, some key reasons are: inaccurate evaluation of work results, inadequate bonuses, rewards (by money, in kind) in comparision with the employees’ contributions, unfiar opportunities of advancement, poor environment for employees’ capability enhancement Detail as below: - Salaries are paid based on the Degrees and length of service, not depending on the work itseft For exxample: a staff of Administration department, who can not create turnover and profit for the company directly, with minimum profession risk, can have an equal income to that of a Credit staff, who may suffer from high profession, big workload, complicated knowledge and skillful requirements, and create direct turnover, profit for the bank, in case of same length of service; and if you have paid longer service, your income will be much higher - Acknowledgement, bonuses are done on yearly period; allocated, based on personnel structure scheem, evaluated and selected within departments/sections, leveled rewards This may lead to late acknowledgement and rewards, sometime, missing real highly-performed employee, and giving inappropriate acknowledgement and rewards to the employee who does not deserve it - Unfair job assessment, inadequate acknowledgement, inappropriate rewards will exert bad influence on the opportunities of advancement of employees The criteria, conditions for advancement and appointmentane more impulsive than quantitative (measurable) All thesed things lead to some unconvincing appointments - The bank’s employees are given limited power and authority, which leads to low sense of resposibility, inactiveness and as a result, the co-ordination and group-work among individuals in the banks bring in very disappointed results; Atmostphere in workplace is lack of sharing and coopperation - The combination of all issues I have refered to has exerted a bad influence on working environment, co-worker relationship, resulting in negative job attitudes and behaviour in work of employees 2.2 Analysis of work motivation After specifying negative factors and their influence in work motivation, based on the two theories I will present some analysis of work motivation of the bank’s employees as below: For bank staffs, physiological needs and safety needs are almost fullly met for the fact that their working conditions, salaries, safety conditions in workplace are fairly good, except for some negative factors that may lead to dissatisfation, such as the fairness of salary, acknowledgement, bonuses… are not done in time Therefore, most of their needs of the bank staffs are in higher grades: social needs, esteems needs, selfactualizing needs, which give them more motivation in work - However, the specified negative factors are affecting work motivation, at different levels of influence: + At the level of social needs, such maintaining factors as relationship, positions, policies, rules and approaches in business management are in negative conditions (bad relationship and competition among employees, lack of coopertaion and sharing spirits; unconvincing appoitnments; inappropriate allocation of income; salary, bonuses are not corresponding to contributions) This matter affect work motivation badly and leads to the dissatisfaction + At the level of esteem needs, due to the fact that recognition activities are not done in time, regularly and adequately, they fail to achieve the goal of encouragement, and to some extent, they lead to adverse affects: obstructing work motivation, slowing down work process + At the level of self-actualization needs, motivative factors are in poor condition: opportunities for advancement are not open and fair, self responsibility is limited due to adverse affects from the negative factors, seccesses and achievement of employees are not recognized in time and adequately Therefore, employees are not fairly motivated to satisfy these needs, or in other words, these motivative factors have been inactivated To conclude, as a matter of fact, the bank staffs’s work motivation is fairly poor They have enough motivation just to satisfy middle and low levels of needs Work motivation to satisfy higher levels of needs are not appropriately activated for the reason that tha bank not pay adequate attention to realize and promote motivative factors in order to enhance active job attitudes and motivation for their employees III Ideas to improve the negatives issues of work motivation In order to improve negatives issues of work motivation, I present some solutions as below: - The bank should revise and form a new system of of salary and income allocation To ensure that employees’ income are correspoding to their contribution, the income allocation should be based on the job itself, the positions and work results Accordingly, based on the Job Descriptions, the bank have to build-up a system of salary scales, in which every single position has its own salary scale, regardless of education degrees, length of service (extra allowances may be added for education degrees and length of service) - Beside the salary policy revision, the bank should also revise current rules and policies involving personnel management, such as: recruitment, traning, personnel switch, appointment, acknowlegdement, punishment…, in which: + Pay due attention to amend the policies of acknowlegdement and punishment to ensure that acknowlegdement and punishment shall be carried out in time, adequately, in public and transparently Set up a system of material incentives corresponding to the contributions and achievement of employees, emphasize unscheduled, create favourable condition for regular, in time recognition, appriciation of the employees’s achievements These ideas will increase the efficiency of incentive activities + Amend management rules, regulations to expand benefits for employees, in addition to salary and incentive policies, such as providing training courses for potential personnel, health insurance (in addition to social and medical insuracen)… + Clarify and make as many as possible the criteria and conditions for advancement, appoitnment Make the promotion opportunities open to all employees who have proven their capabilities and eligibility; encourage the entrustment to employees to make them feel respect anh appreciation - Build and uphold business culture + For external environment: set up and put into practice the standards for customer/partner service + For internal environmenti: build up a united, sharing business, with spirit of cooperation by enhancing the activities of Labour Union, Youth Union, Female Association … Due to the fact that bank staffs have limited spare time, the bank’s Board of Director should support the unions, including time and finance, so that they can organize contests, tourism, compliment activities …to enrich employees’ spiritual life These activities can maintain and give employees more work motivation Conclusion In my actual management activities, I have learnt that the most effective way for employees to contribute their capabilities for the success of business is to activate and uphold their work motivation, to help them to utilize their physical and mental strength By studying Work Motivation, I have got a valuable theory basics for practical applications in my workplace Work Motivation is a part of the course Organizational Behaviour, which was lectured by Professor-Doctor Tran Van Binh For all you have done for us, I would like to express my thanks once again Thank you and best regards References Organizational Behaviour Textbook by Professor-Doctor Tran Van Binh Internal regulations, reports of Jointstock commercial bank for Investment and Development of Vietnam, Hai Phong Branch ... adverse affects from the negative factors, seccesses and achievement of employees are not recognized in time and adequately Therefore, employees are not fairly motivated to satisfy these needs, or... and new ones had been in good agreement, work went well and employees paid close and strong commitment to the Bank, and there were very few employees leaving the Bank to seek for new job However,... appriciation of the employees’s achievements These ideas will increase the efficiency of incentive activities + Amend management rules, regulations to expand benefits for employees, in addition