Tạo động lực cho người lao động tại tổng công ty cổ phần xây lắp dầu khí (PVC)

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ DIỆU LINH MOTIVATING THE WORKFORCE AT PVC COMPANY TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI TỔNG CƠNG TY XÂY LẮP DẦU KHÍ (PVC) LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ DIỆU LINH MOTIVATING THE WORKFORCE AT PVC COMPANY TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI TỔNG CƠNG TY XÂY LẮP DẦU KHÍ (PVC) Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRẦN HUY PHƯƠNG HÀ NỘI - 2020 DECLARATION The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article The other’s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Date………………………… i TABLE OF CONTENTS DECLARATION i TABLE OF CONTENTS ii LIST OF TABLE .v LIST OF FIGURES vi INTRODUCTION .1 CHAPTER 1: OVERVIEW OF WORK MOTIVATION FOR EMPLOYEES 1.1 Concept 1.1.1 Human resource management and encouragement .3 1.1.2 Goals of human resource management .4 1.2 Theories on work encouragement and motivation through needs 1.2.1 Maslow’s hierarchy of needs (1908-1970) .4 1.2.2 Frederick Herzberg’s Two-Factor Theory: 1.2.3 D.McClelland’s theory of satisfied needs: 1.2.4 Douglas McGregor’s X-Y theory: 1.3 Encouragement through expectation 1.4 Encouragement through equity 1.5 Other applications in encouragement and motivation .10 1.5.1 Employee evaluation 10 1.5.2 Employee rewards 11 1.5.3 Rewards based on a model that determines the level of income satisfaction 17 1.6 Experience in motivating employees at the business .18 1.6.1 Enhancement of the role of work motivation 18 1.6.2 Common shortcomings of work motivation at the businesses 19 Summary of Chapter 20 CHAPTER 2: EVALUATION OF THE CURRENT STATUS OF WORK MOTIVATION AT PVC 21 2.1 History and important development milestones of PVC 21 ii 2.2 Overview of work motivation at PVC .23 2.2.1 Work performance evaluation 23 2.2.2 Employee reward .24 2.3 Evaluation of current status 26 2.3.1 Survey of Board of Directors: 26 2.3.2 Employee survey .27 2.4 Factors affecting employee rewards at PVC: 37 2.4.1 External environment: .37 2.4.2 Internal environment: 37 2.5 Conclusion on issues to be improved by urgency and feasibility 38 Summary of Chapter 2: .40 CHAPTER 3: SOLUTIONS AND RECOMMENDATIONS TO IMPROVE WORK MOTIVATION AT PVC .41 3.1 Improvement of performance evaluation 41 3.1.1 Improvement of performance evaluation process and method 41 3.1.2 Establishment of a performance evaluation quality monitoring process: 42 3.1.3 Development of evaluation skills of managers 43 3.2 Supplementation of reward policies: .43 3.2.1 Development of achievement-based bonus policies: .43 3.2.2 Supplementation and amendments of reward policies to encourage employees to work at the Corporation for a long time: 43 3.3 Specific actions to positively impact the employee performance and reward evaluation results 44 3.3.1 Collection and analysis of employees’ opinions on human resource management 44 3.3.2 Supplementation of Key Performance Indicators (KPI) 45 3.3.3 Employee encouragement forms .45 3.4 Implementation of human resource management support activities 46 3.4.1 Communication culture development in the Corporation 46 3.4.2 Company tradition and emulation movement development: 47 iii 3.4.3 Using human resource management software: .47 3.5 Action plan 49 CONCLUSION 59 REFERENCES 61 iv LIST OF TABLE Table 1.1: Theory X, Theory Y and Theory Z Error! Bookmark not defined Table 1.2: application steps of V Vroom’s theory of expectation Error! Bookmark not defined Table 1.3: Main purposes of employee rewards Error! Bookmark not defined Table 1-4: Rewards: principles, bases, requirements Error! Bookmark not defined Table 2.2: Respondent structure Error! Bookmark not defined Table 2.3: Assessment results on performance evaluation Error! Bookmark not defined Table 2.4: Spiritual reward evaluation results Error! Bookmark not defined Table 2.5: Compensation evaluation results Error! Bookmark not defined v LIST OF FIGURES Figure 1.1: Levels of Maslow’s Hierarchy of Needs Error! Bookmark not defined Figure 1.2: V Vroom’s theory of expectation (1964) Error! Bookmark not defined Figure 1.3: Classification of compensation forms Error! Bookmark not defined Figure 1.4: E Lawler’s model of income satisfaction level Error! Bookmark not defined Figure 2.1: Organizational chart of PVC as of March 31, 2018 Error! Bookmark not defined Figure 2.2: Summary of employee survey results Error! Bookmark not defined Figure 2.3: Summary of employee survey results by rank Error! Bookmark not defined Figure 2.4: Summary of employee survey results by Department Error! Bookmark not defined Figure 2.5: Evaluation on issues to be improved Error! Bookmark not defined vi vii INTRODUCTION Rationale PetroVietnam Construction Joint Stock Corporation (PVC) is an enterprise with 35- year operational history as of 2018 PVC is also a public enterprise, listed on the stock exchange with PVX code and once warmed the hope of investors Under the parent company - Vietnam Oil and Gas Group (PetroVietnam)’s resolute decisions on divesting capital from subsidiaries outside the main business lines, PVC has been facing difficulties and making losses since 2012 A number of units had to be dissolved while PVC was a leading enterprise in the field of petroleum construction, affecting the psychology and confidence of employees Human resources in general and motivating employees in particular are always a hot issue with many creative solutions in each unit Human resources in general and work motivation and employee satisfaction in particular are always a hot issue with many creative solutions in each unit Research objectives - Present scientific and practical basis to propose some solutions to create work motivation at PetroVietnam Construction Joint Stock Corporation (PVC) - Analyze and assess the current status of work motivation at PetroVietnam Construction Joint Stock Corporation (PVC) Clarify the shortcomings in this work and the need to change it - Propose work motivation solutions to contribute to implementing the business development orientation of PetroVietnam Construction Joint Stock Corporation (PVC) Research questions To meet the above research objectives, the following research questions need to be answered in the thesis: What models and systems have been mentioned in dealing with the work motivation and dedication of employees? What are the peculiarities of work motivation for employees in the construction industry (or petroleum)? negative points, make adjustments for the following year Use human December/2020 Search for suppliers Store, classify and resource and choose the support human resource Human management appropriate software management, ensure software Prepare the necessary the accuracy and Board of conditions, test run Directors February/ 2021 timeliness of information related to Officially apply human resource Evaluate the results, management calibrate if necessary April/2020 Objectives: Profiles and June/12 achievements of 100% of employees will be fully and accurately archived 57 Department of Resources Software company; Consultants Use human December/2020 Search for suppliers Store, classify and resource and choose the support human resource Human management appropriate software management, ensure Resources the accuracy and Board of software February/ Prepare the necessary timeliness of 2021 conditions, test run information related to human resource management April/2020 Officially apply Objectives: Profiles and achievements of 100% June/12 Evaluate the results, of employees will be calibrate if necessary fully and accurately archived 58 Department of Directors Software company; Consultants CONCLUSION Motivating the work force is an important task for any business in the integration and competition context today, helping businesses preserve and develop human resources and achieve business production goals and promote stable and sustainable development From the above reality, with the desire to improve the efficiency of work motivation for employees, the thesis has obtained the following results: Systematizing the common theories on motivating the labor force and methods of application; Evaluate the work motivation for employees at PVC; Analyze and propose work motivation solutions at PVC In order that the above solutions can be implemented, the Board of Directors must show its central role, have profound knowledge, pay special attention to the human resource management in general and the work motivation for employees in particular, actively direct and assign the Departments to carry out the related tasks, which can stimulate employees to work hard, increase labor productivity, help the Corporation preserve and develop the labor force and achieve its business and production goals Despite great efforts, due to limited time and knowledge, the many shortcomings are inevitable in this thesis The author looks forward to receiving and would like to thank the valuable contributions of lecturers and managers at PVC as well as colleagues so that she can improve her knowledge and better serve her job With this topic, the author hopes this thesis will be useful for PVC in researching and applying the theoretical bases for human resource management as well as the lessons learned from successful examples to improve the work performance evaluation and employee rewards In the Master’s thesis, the author presented the basic issues about the theory of performance evaluation and employee rewards: analysis and evaluation of the current status of performance evaluation and employee rewards at PVC In the thesis, the author also pointed out a number of shortcomings and their underlying causes, thereby making recommendations to improve the performance evaluation and employee rewards of PVC 59 The author has made great efforts in researching and designing the thesis However, the author’s understanding of the theory of human resource management, practical experience and time is limited, so limitations and shortcomings are unavoidable in this thesis Therefore, the author wishes to receive the comments from lecturers and those who are interested in this topic so that her thesis may be improved further Yours Sincerely, 60 REFERENCES National Economics University, (2007) “Human Resource Management” textbook, National Economics University Publishing House Nguyen Hai San (1998) “Essentials of Management”, Statistical Publishing House Nguyen Huu Than (2007) “Human Resource Management” Labor - Social Affairs Publishing House Nguyen Thanh Hoi (2002) “Human Resource Management” Statistical Publishing House Tran Kim Dung (2006) “Human Resource Management” Statistical Publishing House Dong Thi Thanh Phuong and Nguyen Thi Ngoc An (2008) “Human resource management” Statistical Publishing House Lawler, E (1990) High involvement management San Francisco: JosseyBass In: Denhart, R B., Denhart, J V., Aristigueta, M P (2002) Managing human behavior in public & non-profit organizations California: Sage Publications Le Viet Huong (2006) “Human Resource Management”, Internal Documents, Ho Chi Minh City “Labor Code”, (2005) National Political Publishing House 10 Wendell E.French, (1994) “Human Resource Management” Houghton Mihlin Comp 11 Hibb, Martin (2000) “Human Resource Management from an overall perspective,” translated by Dinh Toan Trung and Nguyen Huu Than Statistical Publishing House 12 Mc Glinnow (2005) Organizational Behavior, Organizational Science, IeMBA Business Administration Master’s Program, HSB, National University / Northwestern Switzerland 61 APPENDIX No NON-FINANCIAL REWARD FORMS A reclassification of non-financial rewards will be discussed further below to identify the features of these forms and their importance in motivation Non-financial rewards in kind Compared to financial rewards, cash rewards are the favorite response of many employees to the question of what type of reward they want However, these employees may not really be “triggered” from the type of reward other than what they are expected to in their jobs Despite the fact that financial rewards are effective in motivating people in some cases, Herzberg (1966) in his motivation theory says that a fair wage is only one “utopian” factor, which is necessary to meet the needs of employees and motivates them to the jobs they are hired Fundamentally, money can prevent employee dissatisfaction with the job but it does not necessarily motivate people As a result, the importance of non-financial tangible rewards should not be underestimated in motivating the labor force A range of factors may be caused by the importance of non-financial tangible rewards People often consider financial rewards as compensation and the efficiency of work motivation fades as quickly as people can spend them on daily necessities like bills and groceries On the other hand, employees not only have benefits at work but they have a lot of “wants” and “needs” outside the organization Therefore, non-financial rewards such as a free tour, tickets to special programs, a gift certificate or a magazine subscription prove to be more effective in making employees satisfied and feel that they are cared for as valuable human beings As a result, they will feel more motivated to work, thereby creating a positive working environment and showing organized citizen behavior Moreover, employees often give basic needs the top priority when they receive cash rewards, which prevent them from spending on other entertainment needs Meanwhile, by offering them cashless rewards, the organization will make them feel more comfortable because they have no other choice When an employee is offered a non-financial reward, it also means that he gets something special, becoming a physical achievement symbol for him to show off It is possible that the employee is very proud of this reward and he can show it to his colleagues and friends when he is recognized his outstanding work performance All showing a cash reward is often regarded as an unacceptable way to seek peer recognition, so employees don’t the same thing with cash rewards In addition to the above consequences, tangible non-financial rewards provide employees with a permanent reminder of their achievements and efforts to achieve the set-forth goals Non-financial tangible rewards such as small gifts, pens, desk accessories, watches, rings, tie pins, etc are still kept beside employees in a long time in their offices or homes and they continue to remind them of the achievements in a long term after the initial reception Employees’ memories of the moment when they have been given such rewards make achievements seem to be endured and many people are more likely to remember it On the other hand, if they are asked, they will probably forget how and what they went through with their final cash rewards Social activity in the organization may be set as another type of non-financial reward These activities are designed to create a way for employees to get together and collaborate with the Corporation These activities are lunch group, company picnics and sports tournaments to celebrate employees’ accomplishments or retirement Social activities encourage communication in the organization and motivate employees to make greater efforts to accomplish its goals In all demonstrations, non-financial rewards prove to be very effective in motivating employees; however the organization should also consider conflict while using these benefits For example, it may not be easy to set clear goals for employees in jobs with unclearly defined performance criteria It can lead to situations where an employee is awarded meanwhile other may think that in fact, he/she deserves a reward As a result, the application of non-financial tangible rewards can create the awareness of workplace inequality and lead to a lack of motivation among other employees Therefore, the organization should pay attention to the use of this type of reward Non-financial rewards in the form of social relations Social non-financial rewards related to superior-subordinate relationships in the organization These awards play an important role in meeting certain needs of employees such as social acceptance and linkage, self-esteem and self-fulfillment In fact, most employees feel simple things like a smile, a handshake, a friendly greeting and thanks from their supervisor are very meaningful By providing employees with rewards, the organization show that it appreciates and cares about its employees Moreover, when the organization consider employees’ ideas and value their contributions, its employees feel more proud and are more likely to make greater efforts in resolving difficulties in their work As McClelland said in the acquisition needs theory that “people having work motivations always try to get immediate feedback on how they have done to be able to enjoy the experience of progress towards goals.” So, social non-financial rewards can meet the needs of these people In discussing the use of rewards, state authors believe that employee evaluation plays one of the most important roles in the motivation effect of non-financial rewards When employees are highly appreciated and recognized, a connection between their minds and their actions will be created, leading to positive emotions in them without assigning a financial value to their achievements It is a kind of positive reinforcement that helps employees repeat their positive actions Therefore, managers can seem high appreciation as a powerful tool in defining excellence and setting the standards of success in their organizations From the point of view of the theorists, once the employee’ difficult task is recognized, he/she will realize that they are valuable to the organization, which will motivate them to perform work at higher levels Bob Urichuck (2003), in his article, also claims that recognition and commendation help employees improve their self-esteem by reinforcing their belief in themselves and make them think they are better than them Employees with improved self- esteem can feel more confident to be able to evaluate members and make a difference for the organization As discussed above, recognition seems to be a very important driving force in nonfinancial reward society To make it clearer, we can see that employees tend to seek recognition for their accomplishments and consider “being respected knowledge and skills” as an important element to satisfy them Social non-financial rewards provide organizations with the means to identify their employees from one of the cheapest such as a “thank you” from a superior Organizations can also compliment their employees by an article in publications, posting on newsletters, recognizing at the meetings and other forms of active communication Social relation reward (such as the opportunity to talk to leaders and managers) provides employees with an opportunity to address their concerns and opinions directly If an organization take immediate actions to address this issue, employees feel its interest in them Other forms of rewards of other non-financial social organizations that can be used in work motivation are to motivate their employees to express their ideas, use their suggestions in their employee-related activities in solving problems There are a number of mechanisms for businesses to apply this reward such as placing a proposal box or a discussion meeting where employees are encouraged to give their ideas and suggestions related to business processes and problems of companies These types of activities are useful to make employees have a sense of what’s going on and how they fit into the overall image In addition, through these activities, employees will feel their importance and gain the opportunity to show their concerns to top managers As a result, employees can combine their interests with the organization’s goals Moreover, this type of reward not only encourages employees but also has organizational benefits Employees other than anyone else have progressive ideas and solutions to make their works better Indeed, in a study surveying 12 companies in different sex areas in the United States of America, Brooks consulting firm found that 64% of workers believed they could contribute to reducing production costs if they are required Since reduced operating costs was a major concern for many companies, offers to reduce costs could benefit organizations in this sense One of the most effective ways for companies is to publicly recognize employees’ efforts in reducing costs (Nelson, 2001) Organizations need to have a mechanism to communicate a message that they appreciate and recognize employees’ contributions in cost reduction and efficiency improvement with their employees It will help motivate employees to try their best in turn On the other hand, the mere monthly salary and no recognition does not give employees any reason to make more efforts to improve their facilities or reduce costs Therefore, the rewarding mechanism gives employees the opportunity to provide organizations with various useful ideas and contribute to overall organizational success In this way, employees will realize their value to organizations More importantly, it is essential for the organization to distinguish a job that is done at an average performance According to owner’s equity theory, this situation will stimulate employees to balance owner’s equity by changing their efforts or results After that, these employees who perform well are treated as if they met the expectations of others and will stop working hard to the fair things in their minds Therefore, recognition is indispensable in using owner’s equity to establish organizational work As discussed above, social financial rewards not provide an organization with many inexpensive means to encourage employees for their good jobs Given that recognition is an essential part of this type of reward, organizations need to integrate this element so that their day-to-day operations benefit from this free motivation tool To sum up, it should be noted that it may be necessary to build a superior infrastructure and train employees in the issue of recognition so that social non-financial rewards can be effective in motivating each individual At this point, managers should also keep an eye on any inequality situation at work Job-unrelated financial rewards In addition to other forms of reward, employees are also motivated by other factors than the nature of the work they perform Certain tasks have specific aspects that make employees feel self-worth, fulfilling and happy from using and developing their skills so that employees are intrinsically motivated to work hard and go beyond expectations Motivational factors can be classified by work-unrelated financial rewards The two authors, Steers and Mowday, claim that in their research, job-related financial reward provides many advantages and contributes to the motivational nature of employees First, by using rewards, the Company can reduce costs which can be higher if being combined outside the reward A meaningful job motivates an employee to his or her job because he/she feels satisfied with it The main cause is that the employee is given an opportunity to use his various abilities and skills or he has autonomy and flexibility in carrying out his work In this case, the employees are motivated without any need for an outside reward Secondly, when internal employees feel motivated to work, companies can reduce the need to monitor their behaviors Thirdly, job-related non-financial rewards such as promotion, participation in training programs, job opportunities and international tours are expected to be a major motivation in meeting the higher and higher needs of employees and their self-esteem There are many forms of reward-related work organization that can be applied in the workplace motivation Rush is the first person who defines redesigning the work as “a specification of the contents, methods and work relationship to meet the technology and organizational requirements of the employer” (Rush, 1971) The authors argue that the jobs are redesigned to address both the need for productivity increase and the need for greater personal control and meaning at work Elements including tasks, obligations and responsibilities of a particular job should be restructured to make employees motivated and inspired or known as the main purpose of redesigning A form can be analyzed in terms of the concept of non-financial rewards related to job rotation Job rotation is a management process where employees are dispatched between two or more positions or departments at regular intervals for all vertical sectors of an organization It is a pre-planned approach with a goal to reduce the monotony of the job and provide employees with a broader experience and help them improve job satisfaction Job rotation can also be used to uncover an employee’s hidden potentialities and must be suitable for his/her qualifications Job expansion (sometimes also referred to as “horizontal loading”) means increasing the scope of a job by expanding the scope of its work duties and responsibilities in general at the same and peripheral levels In work expansion, the job itself remains essentially unchanged However, expanding the scope of the tasks need to be performed, leading to a series of mental triggers that require a series of reactions, which in turn will make experienced employees’ job less boring The job enrichment, first developed by American psychologist Frederick Herzberg in the 1950s, was defined as a way to encourage employees by giving them more responsibility and diversity in their job Herzberg said that “job enrichment creates a works that encompasses a range of different difficult tasks and challenges, meaningful tasks, feedback, encouragement and communication Job enrichment not only requires employees a higher level of knowledge and skills but also gives them autonomy and responsibility to plan, direct and control the work While money is a way of encouraging employees to try more and more to be appreciated for their jobs, allowing employees to have more control over their work and their natural success desire Enrichment-related jobs motivate employees by incorporating job responsibilities, recognition, learning opportunities and growth into job design By diversifying a job, employees have a sense of personal responsibility for their outputs and an opportunity to plan their job goals, make a decision on how to work and personal development experience A job specification model is to support the potentiality to promote job expansion and enrich such job in place It has been claimed to be a high score in terms of a combination of job characteristics (task diversity, task identities, task meanings, autonomy and feedback), leading to the higher job satisfaction and motivation The job expansion focuses on diversity, task identity and size and significance by expanding the scope of activity maintained by employees Job enrichment promotes autonomy, self-reliance and feedback by giving employees a sense of personal responsibility for their output and allowing them to assess their own performance However, work enrichment and expansion such as non-financial work- related incentives can be effective in motivating employees in nature Firstly, job expansion and enrichment can require significant time, greater effort and training process Secondly, new job arrangements not necessarily lead to a positive response from employees unless they are satisfied with economic rationality and alignment Thirdly, not all employees in an organization are suitable for job enrichment Employees dissatisfied with the need for survival, the desire for complicated tasks and lower performance limits can be motivated with relatively simple tasks and work enrichment can be their liability Indeed, unskilled workers like everyday jobs because these jobs provide them with opportunities to socialize or dream Therefore, businesses are recommended to enrich jobs in order to motivate employees with higher demands such as achievements, responsibilities, recognition and development opportunities, who like challenges in implementation of complicated task and are capable of carrying out such tasks Fourthly, this task is challenging and difficult but achievable for most employees because their expected awareness of EP and PO shall be highly appreciated Fifthly, employees at the lower levels of the organizational hierarchy, who are motivated by lower demands, seem to be better motivated by expanding the job because that expandable job may be less boring and require a minimum of skill and responsibility To conclude, companies should have individual differences into consideration in design work Job-related non-financial rewards is considered as empowerment Empowerment is a delegation of power for employees in an organization by a competent authority Most people have a need for the capacity to produce results and feel that they are useful Through empowerment, organizations provide staff opportunities to improve their performance by choosing how to perform a task Empowerment helps employees meet self-realization and key needs of challenging intellectual workers; thereby providing them with opportunities to use their minds and creativity and empowering to make decisions affecting their jobs Thus, empowerment can lead to motivation Professor Lawler suggests that empowerment can be done through the following four steps: 1) Employees receive information about the organization’s operations such as finance, Chief Executive Officer’s salaries, etc.; 2) employees have knowledge and skills to contribute to the goals of the organization through seminar training and they are guided and encouraged to solve their problems and improve their own qualification; 3) Employees have the power to directly influence work processes and efficiency, usually through quality control teams or self-directed work groups; 4) Employees are rewarded based on their efforts to increase business efficiency Another non-financial reward technique is to encourage employees to participate in the decision-making process In this process, subordinates are shared a degree of decision-making power with their immediate superiors in work groups or at organizational levels By participating in the decision-making process, employees feel that their ideas are valuable and they are given the opportunity to influence the work process As a results, employees feel their work more interesting and meaningful Furthermore, by allowing employees to participate in decision-making organizations, they can benefit from knowledge and skills of employees whenever and wherever possible Participation in the decision-making process has been declared to influence motivation by increasing the amount of information that employees have expected and promoting performance results through high-value rewards for employees, thereby helping employees see the relationship between performance and outcome Although participation in the decision-making process can be effective as a motivational technique, a manager must always realize that certain conditions must be satisfied for it to be effective There must be enough time for employees to join The issue joined by employees must be relevant to their interests The employee must be able to participate and the culture of the organization must support his/her involvement Decision-making participation can be made through teams, committees, group meetings and quality circles Staff promotion and recommendation is a non-financial motivation form capable of encouraging employees It often means an increase in prestige, self-respect and selfdevelopment for employees, meeting their psychological needs Explained by the theory of expectation, promotion opportunities will motivate employees especially when it is linked to performance and the higher PO expectation (“Good performance will be rewarded”) is in the awareness of employees, the higher their desire for promotion opportunities is because it plays an important role in meeting the psychological needs of employees Thus, promotion opportunities should be provided at an appropriate level in the organizations to motivate employees Basically, setting the goals is a form of job-related non-financial reward, including setting observational standards for employee performance and giving employees feedback about the degree to which the standards have been completed Goal setting has many advantages for organizations (Perry and Porter, 1982) If job-related non-financial reward is used within organizations to the appropriate extent, it can meet the higher-level needs of employees such as the need for esteem and growth Even if monetary rewards can meet many needs of employees, they will still have a number of psychological needs: a meaningful job in which different skills can be used, work autonomy, development opportunities, prestige, etc Financial rewards not seem to satisfy these needs Furthermore, job-related non-financial rewards (job-related NFRs) also help create a more positive working atmosphere for employees Therefore, jobrelated non-financial rewards are crucial to the success of every organization ... WORKFORCE AT PVC COMPANY TẠO ĐỘNG LỰC CHO NGƯỜI LAO ĐỘNG TẠI TỔNG CƠNG TY XÂY LẮP DẦU KHÍ (PVC) Chun ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN... Loyalty Past achievements Current achievements Perception of personal attrition for the job Rank Difficulty level of job Time Responsibility Awareness of job characteristics Status Safety Perceptions... expectation 1.4 Encouragement through equity Equity Theory is a theory of employee encouragement launched by John Stacey Adams, a behavioral and management psychologist, in 1963 Like many other famous