Last updated: February 17, 2019
Topic: ArtDesign
Sample donated:

NEW CC Construction Consultants is one of the states taking consultancy company offering services in designer and technology design, undertaking direction and design & A ; construct to private and public organisations of all sizes, particularly in FDI industrial undertakings.

Nowadays, there are more and more building consultancy companies in Vietnam and the competition is more and more ferocious now. The competition is non merely in acquiring undertaking but besides in keeping/ pulling qualified human resource every bit good. Of class, NEW CC can non be out of that conflict, there are many jobs related human resource direction that the company has to cover with.

In order to vie with other building consultancy companies and to develop more, NEW CC has to construct a good plan/policy to pull and maintain the best people. Therefore, NEW CC has to put to the labour force through cognizing how to better its employee motive and how to pull off its employees to obtain a sustainable productiveness. That is why this subject has been chosen. The intent of this research is to understand more about employee motive and happen the suites to better employee motive at NEW CC.

1.2 PROBLEM STATEMENT AND RATIONALE OF THE RESEARCH

1.2.1 Problem statement of the research

The job is that NEW CC direction board would wish to better employee motive, so the board truly needs the reply of the inquiry “ How to Better Employee Motivation at NEW CC ” 1.

The reply of above inquiry is a really of import input of a procedure to construct a good policy to pull and maintain the best people every bit good as better the productiveness of the company.

1 This is from NEW CC General Director ‘s remarks at year-end direction board weekly meeting 2011

1.2.2 Rationale of the research

Although NEW CC is well-known in building consultancy field in HCMC but the fact is that many cardinal individuals, particularly directors, have left NEW CC in recent old ages. With the fluctuation of employee figure around 90, the Table 1.1 shows that figure of occupation discontinuing employee in recent old ages at New CC is rather dismaying. It is worse that these individuals have gathered to set up new companies with the same range of concern. This has been a concern affair for NEW CC direction board late. Many sentiments and statements have been given to discourse but these are merely unprompted feelings without establishing on any research consequences and this issue has been still unreciprocated. So, this research is utile for one who cares the human resource at NEW CC. The findings will be meaningful for NEW CC as a small part to the development at NEW CC. It is of import to cognize the ground of employee discontinuing at the high rate. It has been said that many employees have left NEW CC due to the deficiency of motive. So, this subject is studied to lend an effectual solution to NEW CC ‘s development. To better employee motive, it needs to cognize what factors impact on the employee motive, what are behind employee actions. After placing the factors that impact on employee motive, the manner will be founded to better it.

Year

2007

2008

2009

2010

2011

Number of occupation discontinuing employee

( individuals )

12

15

25

20

28

Number of entire employee ( individuals )

88

83

88

93

98

Percentage of occupation discontinuing employee/ entire employee ( % )

13.64

18.07

28.41

21.51

28.57

Table 1.1: Number of Job Quitting Employee in Recent Old ages

1.3 THE OBJECTIVE OF THE RESEARCH

To place the factors that affect to employee motive and to choose an appropriate theoretical account in mensurating the employee motive at NEW CC.

To suggest solutions and precedence of these to better the employee motive at NEW CC.

To measure the position of these solutions.

1.4 THE SCOPE OF THE TOPIC

This research is for all employees at NEW CC and focused particularly on those in design and undertaking direction sections. These two sections are the cardinal units at NEW CC.

These questionnaires are for those who are still working at NEW CC and besides for those who left NEW CC.

1.5 Restriction

Due to many grounds, the rate of those who left NEW CC joined this research interview is instead little. It is better if this rate is higher than more nonsubjective consequence can be received.

1.6 SUMMARY OF CHAPTER 1

This chapter introduced the job statement, the principle, the aims, the Scopess and the restriction of the research. The chapter 2 is to show the literature reappraisal with the bing theories of motive and chosen theoretical account as the frame work for this research every bit good as the factors act uponing employee motive.

Chapter 2

LITERATURE REVIEW

2.1 Introduction

The literature reappraisal should be prepared good as this is an built-in portion of full research procedure and makes valuable part to every operational measure. This can be time-consuming, dashing or thwarting but this is besides presenting. If this is prepared good so the research can be understood deeper. So, the undermentioned headers are the inside informations of literature reappraisal of this research.

2.2 DEFINITION OF MOTIVATION

All organizations/companies are concerned with what should be done to accomplish sustained high degrees of public presentation through people. This means giving close attending to how individuals/employees can best be motivated through such agencies as inducements, wagess, leading and, significantly, the work they do and the organization/company context within which they do that work. The purpose is to develop motive procedures and work environments that will guarantee that individuals/employees deliver consequences in conformance with the outlooks of direction ( Armstrong, 2006 ) .

Motivation theory examines the procedures of motive. It explains why people at work behave in the manner they carry out in footings of their attempts and the waies they are taking. It describes what organisations can make to promote individuals/employees to use their attempts and abilities in ways that will foster the accomplishment of the organisation ‘s ends every bit good as fulfilling their ain demands ( Armstrong, 2006 ) .

In understanding and applying motive theory, the purpose is to accomplish added values through people in the sense that the value of their end product exceeds the cost of bring forthing it. This can be achieved through discretional attempt. They can make merely plenty to acquire away with it, or they can throw themselves into their work and present added value. Discretionary attempt can be a cardinal constituent in organisational public presentation ( Armstrong, 2006 ) .

The motive theory has been studied by many writers from the past boulder clay now, and there are many definitions of motive have been defined. For this research, “ motive is defined as the interior force that drives persons to carry through personal and company ends ” ( James, 1998 ) .

THEORIES OF MOTIVATION

2.3.1 Maslow ‘s Hierarchy of Need ( 1954 )

He suggested that there are five major demand classs which apply to people in general, get downing from the cardinal physiological demands and taking through a hierarchy of safety, societal and esteem demands to the demand for self-fulfillment, the highest demand of all. Maslow ‘s hierarchy of five degrees is as follows:

Figure 2.1: Hierarchy of demands ( Maslow, 1954 )

1. Physiological – the demand for O, H2O, nutrient and sex.

2. Safety – the demand for protection against the want of physiological demands and the danger about.

3. Social – the demand for fondness, love and credence as belonging to a group.

4. Esteem – the demand to hold a stable, steadfastly based, high rating of oneself ( self-esteem ) and to hold the prestigiousness.

5. Self-actualization – the demand to develop potencies and accomplishments, to go what one believes one is capable of going and this is the highest 1.

Maslow ‘s theory of motive provinces that when a lower demand is satisfied, the following highest becomes dominant and the attending is turned to fulfilling this higher demand. The demand for self-realization, nevertheless, may ne’er be satisfied. He said that ‘man is a desiring animate being ‘ ; merely an unsated demand can actuate behaviour and the dominant demand is the premier incentive of behaviour. Psychological development takes topographic point as people have a inclination to travel up the hierarchy of demands, but this is non needfully a straightforward patterned advance. The lower demands still exist, even if temporarily dormant as incentives, and persons invariably return to antecedently satisfied demands ( Armstrong, 2006 ) .

Maslow ‘s demands hierarchy has an intuitive entreaty and has been really influential. But it has non been verified by empirical research and it has been criticized as follows ( Sultan, 2004 ) : A­

In pattern, an convergence of demands is occurred. Peoples are driven by many demands at the same time. Maslow had non considered cultural differences that exist in human demands.

In some instances some people like Bethoven and Van Gogh went out of their manner to run into self-actualization demands while still fighting to run into physiological demands.

If one watches the kids development, they do strive for self-fulfillment demands as they develop. Maslow ‘s construct of self-actualization demands is really limited, merely using to two per centum of the population.

If you consider the instance of South Africa former Prime Minister Nelson Mandela, he was determined to accomplish his self-actualization demands in a state of affairs where his security and belonging demands were non met.

In our modern occupation security has become a cause for concern. In this state of affairs employees develop demands for security and self-actualization at the same time.

2.3.2 Herzberg ‘s Two Factor Theory ( 1959 )

Herzberg farther modified Maslow ‘s demands theory. He developed this by making an probe into the occupation satisfaction/ dissatisfaction of comptrollers and applied scientists. It was assumed that people have the ability to describe accurately the conditions that made them satisfied and dissatisfied with their occupations. Consequently, the topics were asked to state their interviewers about the times during which they felt exceptionally good and exceptionally bad about their occupations and how long their feelings persisted. It was found that the histories of ‘good ‘ periods most often concerned with the content of the occupation, peculiarly accomplishment, acknowledgment, promotion, duty, and the work itself. On the other manus, histories of ‘bad ‘ periods most often concerned with the context of the occupation. Company policy and disposal, supervising, salary and working conditions more often appeared in these ‘bad ‘ histories than in those told about ‘good ‘ periods. The chief deductions of this research, harmonizing to Herzberg, are that: the wants of employees are divided into two groups. One group revolves around the demands to develop in one ‘s business as a beginning of personal growing. The 2nd group is as an indispensable base to the first and is associated with just intervention in compensation, supervising, working conditions and administrative patterns. The person is non motivated by the fulfilment of the demands of the 2nd group to high degrees of occupation satisfaction and to extra public presentation on the occupation. All we can anticipate from fulfilling this 2nd group of demands is the prevention/ restriction of dissatisfaction and hapless occupation public presentation ( Armstrong, 2006 ) .

These groups form the two factors in Herzberg ‘s theoretical account:

Hygienes – These were characterized as lower degree incentives and included, for illustration: company policy and disposal, supervising, interpersonal relationships, working conditions, wage, and security.

Incentives – These emphasized higher degree factors and focused on facets of work, for illustration: accomplishment, acknowledgment for accomplishment, the work itself, duty and growing.

Herzberg ‘s theory is an easy understood attack that suggests that persons have desires beyond the hygienes and that incentives are really of import to them. However, like other theory, there are unfavorable judgments for this theory as follows ( Sultan, 2004 ) :

Interviewing were merely for applied scientist and accountant groups. These findings may be non applied to other professional groups.

His methodological analysis for carry oning research led to such findings eventually.

His methodological analysis besides lacked of scientific asperity.

Hygiene factors and incentives were varied depending on the types of persons involved and the nature of the work examined.

Some argue that both occupation context and content produce both satisfiers and dissatisfiers.

There is no clear grounds to turn out that extremely satisfied people are besides high performing artists.

2.3.3 Vroom ‘s Expectancy Theory ( 1964 )

One of the popular accounts of motive was developed by Vroom. The construct of this Vroom ‘s anticipation theory was originally included in the valency-instrumentality-expectancy ( VIE ) theory. Valency stands for value, instrumentality is the belief that if we do one thing so it will take to another, and anticipation is the chance that action/effort will take to an result. This construct of anticipation was explained in more item by Vroom as follows: where an single chooses between options which involve unsure results, it seems clearly that his behaviour is affected by both his penchants among these results and the grade to which he believes these results to be possible. An anticipation is defined as a impermanent belief refering the likeliness that a peculiar act will be followed by a peculiar result. Anticipations may be described in footings of their strength. Maximal strength is indicated by subjective certainty that the act will be followed by the result, while minimum ( or nothing ) strength is indicated by subjective certainty that the act will non be followed by the result ( Armstrong, 2006 ) .

The strength of outlooks may be based on past experiences, while persons are often presented with new state of affairss – a alteration in occupation, payment system, or working conditions imposed by direction – where past experience is non an equal direction to the deductions of the alteration. In these state of affairss, motive may be reduced ( Armstrong, 2006 ) .

Like others, there are some unfavorable judgments of this theory as follows ( Sultan, 2004 ) :

This theory has non been supported much by research grounds.

It is a instead complicated theory.

In many on the job state of affairss persons do non hold picks they want most.

It is non easy to happen out how much value is attributed to assorted results.

It reduces motive with a logical analysis of value and outlook.

2.3.4 Equity Theory ( 1965 )

Equity theory explains how people ‘s perceptual experiences of how reasonably they are treated at work ( e.g. , sum of the wage rise this twelvemonth, how good the supervisor treats them, etc. ) can act upon their motive. The nature of equity theory is that employees compare their attempts and wagess with those of others in similar work state of affairss. This theory is based on the premise that persons are motivated by a desire to be equitably at work.

Four of import footings in this theory are:

Person: the person for whom equity/ unfairness is perceived.

Comparison other: any group or individuals that Person uses as a referent sing the ratio of inputs and results.

Input signals: the single features that Person brings to the occupation. These may be obtained ( e.g. , accomplishments, experience, larning ) or ascribed ( e.g. , age, sex, race ) .

Results: what is received by Person from the occupation ( e.g. , acknowledgment, benefit, wage ) .

Equity is existed when employees perceive that their input ( attempt ) ratios to their results ( wagess ) are tantamount to other employees ‘ ratios. Inequity is existed when these ratios are non tantamount ; an person ‘s ain input ratio to results could be greater than, or less than, that of others. The figure 2.2 illustrates the equity theory of motive.

Figure 2.2: The Equity Theory of motive ( Ivancevich, 2008 )

Like others, there are some unfavorable judgments of this theory as follows ( Sultan, 2004 ) :

Criticism has been directed to both the premises and practical application of equity theory.

The simpleness of the theoretical account have been questioned and argued that a figure of demographic and psychological variables affect people ‘s perceptual experiences of equity and interactions with others. Furthermore, much of the research back uping the basic propositions of equity theory has been conducted in research lab scenes, and therefore has questionable pertinence to real-world state of affairss.

Critics have besides argued that people may comprehend equity/inequity non merely in footings of the particular inputs and results of a relationship, but besides in footings of the overall system that determines those inputs/outputs. Therefore, in a concern scene, one may experience that his or her compensation is just to other employee ‘ , but one may see the full compensation system as unfair.

2.3.5 Four-Drive Model ( Paul R.L. & A ; Nitin N. , 2002 )

The Four-Drive Model was suggested by Lawrence and Nohria ( 2002 ) . This theoretical account suggests that people are guided by four basic emotional demands, or thrusts, that are the merchandise of our common evolutionary heritage. They are the thrusts to get ( obtain scarce goods, including intangibles such as societal position ) ; bond ( form connexions with individuals/ groups ) ; comprehend ( fulfill our wonder and maestro the universe around ) ; and support ( protect against external menaces and advance justness ) . These above thrusts underlie everything we do.

“ Some of history ‘s most influential minds about people behavior – among them Aristotle, Adam Smith, Sigmun Freud, and Abraham Maslow – have struggled to understand its niceties and have taught us a enormous sum about why people do the things they do. Such leading lights, nevertheless, did non hold the advantage of cognition gleaned from modern encephalon scientific discipline. Their theories were based on careful and educated probe, to be certain, but besides entirely on direct observation. Imagine seeking to deduce how a auto plant by analyzing its motions ( get downing, halting, speed uping, and turning ) without being able to take apart the engine ” ( Nitin, Boris & A ; Linda, 2008 ) .

Fortunately, this new theory based on new cross-disciplinary research in Fieldss like neuroscience, biological science, and evolutionary psychological science has allowed us to glance under the goon, so to talk – to larn more about the human encephalon and to understand what factors underline people action.

2.3.5.1 The thrust to get

We are all driven to get scarce goods that prop our sense of wellbeing. We experience delight when this thrust is fulfilled, discontentedness when it is obstructed. This phenomenon is applied non merely to physical goods like nutrient, vesture, lodging, and money, but besides to experiences like travel and amusement – non to advert events that improve societal position, such as being promoted. The thrust to get tends to be comparative ( we ever compare what we have with what others have ) and insatiate ( we ever want more ) . This explains why people ever care non merely about their ain compensation bundles but about others ‘ every bit good.

2.3.5.2 The thrust to bond

Many animate beings bond with their parents, affinity group, or folk, but merely humans extend this connexion to larger collectives such as organisations, associations, and states. The thrust to bond, when met, is associated with strong positive emotions like love and attention and, when non, with negative 1s like solitariness and anomy. At work, the thrust to bond histories for the tremendous increasing in motive when employees feel proud of belonging to the organisation and for their loss of morale when the establishment betrays them. But it is true that the ability to organize fond regards to larger collectives sometimes leads employees to care more about the organisation than about their local group within it.

2.3.5.3 The thrust to grok

We want really much to do sense of the universe around us, to bring forth theories and histories – scientific, spiritual, and cultural – that makes events comprehendible and suggests sensible actions/ responses. We are frustrated when things seem senseless, and we are invigorated, typically, by the challenging of working out replies. Employees are motivated by occupations that challenge them and enable them to larn and develop, and they are demoralized by those that seem to be humdrum or to take to a dead terminal. Talented/ mastermind employees who feel trapped frequently leave their companies to happen new challenges elsewhere.

2.3.5.4 The thrust to support

We all evidently defend ourselves, our belongings and achievements, our household and friends, and our thoughts and beliefs against external menaces. This thrust is rooted in the basic response common to most animate beings. In worlds, it manifests itself non merely as aggressive or defensive behaviour, but besides as a pursuit to make establishments that promote justness, that have clear goals/ purposes, and that allow people to show their thoughts and sentiments. Carry throughing the thrust to support leads to feelings of security and assurance ; non carry throughing it produces strong negative emotions like fright and animus. The thrust to support Tells us a batch about people ‘s opposition to alter ; it is one ground employees can be devastated by the chance of a amalgamation or acquisition – an particularly important alteration – even if the trade represents the lone hope for an organisation ‘s endurance. So, for illustration, one twenty-four hours you might be told you are a high performing artist and indispensable to the company ‘s success, and the following that you may be let travel owing to a reconstituting – a direct challenge, in its unpredictability, to your thrust to support. Small admiration that headhunters so often aim employees during such passages, when they know that people feel vulnerable and at the clemency of directors who seem to do arbitrary forces determinations.

Each of the four thrusts we have described is independent. They can non be ordered hierarchically or substituted one for another. You can non merely pay your employees a batch and hope they will experience enthusiastic about their work in an organisation where bonding is non fostered, or work seems nonmeaningful, or people feel defenceless. Nor is it plenty to assist people bond as a stopping point squad when they are underpaid or laboring off at deathly tiring occupations. You can surely acquire people to work under such fortunes – they may necessitate the money or have no other current chances – but you will non acquire the most out of them, and you risk losing them wholly when a better trade comes along. To to the full actuate your employees, all four thrusts must be addressed.

How to Carry through the Drives That Motivate Employees

For each of the four emotional thrusts that employees need to carry through, organisations have a primary organisational lever to utilize. The table 2.1 lucifers each thrust with its matching lever and lists specific actions organisations can take to do the most of the tools at its disposal.

Table 2.1 Using Four-Drive Model ( Paul & A ; Nitin, 2002 )

2.3.6 Choice of application theoretical account

After reexamining the theories of many writers in the old subdivisions, I decided to utilize the Four-Drive Model as theory model for this undertaking. There are many grounds behind this determination.

Why other theories have non been selected?

Most of motive theories had been based on careful and educated probe ( Nitin, Boris & A ; Linda, 2008 ) .

Most of motive theories did non hold the advantage of cognition gleaned from modern scientific discipline ( Nitin, Boris & A ; Linda, 2008 ) .

There are many unfavorable judgments on these theories ( mention to item 2.2 – Theories of Motivation of this research ) .

Why Four-Drive Model has been selected?

The Four-Drive Model is a new theory.

This theory was based on modern scientific discipline, the development of neuroscience, biological science and evolutionary psychological science ( Nitin, Boris & A ; Linda, 2008 ) .

2.4 FACTORS INFLUENCING EMPLOYEE MOTIVATION

Establishing on this Four-Drive Model, I have developed a list of factors that has influence on the employee motive. They are categorized into four groups as follows:

Reward system

Culture

Job design

Performance direction

2.4.1 Reward system ( Armstrong, 2006 )

As defined by Manus and Graham ( 2003 ) , entire wages ‘includes all types of wagess – indirect, direct, intrinsic and extrinsic ‘ . Each facet of wages, viz. basal wage, contingent wage, employee benefit and non-financial wages, which include intrinsic wages from the work itself, are linked together and treated as a consistent whole. Entire wages combines the impact of the two major classs of wages as defined below and illustrated in Figure 2.3: 1 ) transactional wagess – tangible wagess which are arisen from minutess between the employer and employee refering wage and benefit ; and 2 ) relational wagess – intangible wagess concerned with acquisition and development/ work experience.

Figure 2.3: Model of Entire Reward ( Armstrong, 2006 )

2.4.2 Culture ( Armstrong, 2006 )

There are many definitions of civilization, the followers are some of them:

Eldridge and Crombie ( 1974 ) The civilization of an organisation refers to the alone constellation of norms, values, beliefs and ways of acting that characterize the mode in which groups and persons combine to acquire things done.

Deal and Kennedy ( 1982 ) Culture is a system of informal regulations that spells out how people are to act most of the clip.

Furnham and Gunter ( 1993 ) Culture is the normally held beliefs, attitudes and values that exist in an organisation. Put more merely, civilization is ‘the manner we do things around here ‘ .

Organizational civilization can be described in footings of values, norms, artefacts and leading or direction manner.

Valuess

Schiffman and Kanuk ( 1994 ) province that: ‘Values help to find what we think is right or incorrect, what is of import and what is desirable ‘ ( Armstrong, 2006 ) . Valuess are beliefs in what is best or good for the organisation and what should to go on.

The stronger the values, the more they will impact on behaviour. Implicit values that are profoundly embedded in the civilization of an organisation and are reinforced by the behaviour of direction can be extremely influential, while espoused values may hold small or no consequence. It is ‘values in usage ‘ – values that drive desirable behavior – that are of import.

Valuess are translated into world through norms and artefacts as described follows. They may besides be expressed through the media of linguistic communication, rites, narratives and myths.

Norms

Norms are the unwritten regulations of behaviour hat provide informal guidelines on how to act. Norms tell people what they are supposed to be making, stating, believing, and even have oning. They are ne’er expressed in composing – if they were, they would be policies/ processs. They are passed on by word of oral cavity or behaviour and can be enforced by the reactions of people if they are violated.

Artifacts

Artifacts are the seeable or touchable facets of an organisation that people hear, see or experience. Artifacts can include such things as the working environment, the tone and linguistic communication used in letters or memorandums, the mode in which people address each other at meetings or over the telephone, the welcome given to visitants and the manner in which telephone operators deal with outside calls. Artifacts may be really telling.

Leadership manner

Leadership manner, frequently called direction manner, is described as the attack directors use to cover with people in their squads.

2.4.3 Job design ( Armstrong, 2006 )

Job design has been defined by Davis ( 1966 ) as: “ The specification of the contents, methods, and relationships of occupations in order to fulfill technological and organisational demands every bit good as the societal and personal demands of the occupation holder ” ( Armstrong, 2006 ) .

Job design has two purposes: foremost, to fulfill the organisation ‘s demands for productiveness, operational efficiency and quality of merchandise or service ; and 2nd, to fulfill the demands of the person for involvement, challenge and achievement, therefore supplying for ‘job battle ‘ – committedness to transporting out the occupation good. Clearly, these purposes are interrelated and the overall aim of occupation design is to incorporate the demands of the person with those of the organisation.

The procedure of occupation design starts from an analysis of what work needs to be done – the undertakings that have to be carried out in instance the intent of the organisation or an organisational unit is to be achieved. The occupation interior decorator can so see how the occupations can be set up to supply the maximal grade of intrinsic motive for those who have to transport them out with a position to bettering public presentation and productiveness. Consideration has besides to be given to another of import purpose of occupation design: to carry through the societal duties of the organisation to people who work in it by bettering the quality of working life. The result of occupation design may be a occupation description although the accent today is more on functions and the development of function profiles.

2.4.4 Performance direction ( Armstrong, 2006 )

Performance direction can be defined as a systematical procedure for bettering organisational public presentation by developing the public presentation of persons and squads. It is a method of acquiring better consequences by understanding and pull offing public presentation within an in agreement model of planned ends, criterions and competence demands. Procedures exist for set uping shared understanding about what is to be achieved, and for pull offing and developing people in a manner that increases the chance that it will be achieved in the short and longer footings. Peoples are focused on making the right things by clear uping their ends. It is owned and driven by line direction.

Performance direction procedures have become outstanding in recent old ages as method of supplying a more incorporate and uninterrupted attack to the direction of public presentation than was provided by old stray and frequently unequal virtue evaluation or public presentation assessment schemes earlier. Performance direction is based on the rule of direction by understanding or contract instead than direction by bid now. Development and the induction of self-managed acquisition programs every bit good as the integrating of single and corporate aims are emphasized. It can play a major function in supplying for an integrated and consistent scope of human resource direction processes which are reciprocally supportive and contribute as a whole to bettering organisational effectivity.

The overall purpose of public presentation direction is to set up a high public presentation civilization in which people take duty for the uninterrupted betterment of concern procedures and for their ain accomplishments and parts within a model provided by effectual leading.

Performance assessment

Performance assessment can be defined as the formal appraisal and evaluation of persons by their directors at an one-year reappraisal meeting.

Performance assessment is the procedure of measuring how good employees perform their occupations when compared to a set of criterions. Such assessment besides has been called employee rating, public presentation reappraisal, public presentation rating, and consequences assessment.

Performance assessment has two general utilizations in organisations, and these functions frequently are easy struggles. One function is to mensurate public presentation for the intent of honoring. Promotions or layoffs might hinge on these evaluations. And directors normally meet the troubles to make this. Another function is the development of single potency. In that function, the director is considered more as a counsellor than as a justice, and the ambiance is frequently different. Emphasis is on acknowledging possible and be aftering employees ‘ growing chances and way.

2.5 SUMMARY OF CHAPTER 2

This chapter is designed to show the literature reappraisal with the bing theories of motive. In decision, each research worker had a different expression about the factors affected to the employee motive. However, there is a consistence that in order to allow the employee work with motive so the directors should fulfill some demands for employee. Maslow ( 1943 ) suggested that they were: physiological demands, safety demands, societal demands, esteem demands and self-actualization. Herzberg ( 1959 ) further modified Maslow ‘s demands theory and consolidated down to two countries of demands that motivated employees which were hygiene term and motivator term but still satisfied employee demands eventually. This chapter is besides designed to show grounds why I decided to take the Four-Drive Model as the frame work for this research. The following chapter 3 is designed to show the current state of affairs at NEW CC.

Chapter 3

Current SITUATION AT NEW CC

3.1 Introduction

In 1996, Dr. Nguyen Ngoc An started CC Engineering Consultant Ltd Co. ( CC ) , with his several close associates. The company so, known as NEW CC ( was renamed by early 2000 ) today, was really little in work force and figure of client with header of service limited to plan of little scale industrial plants. Within less than 20 old ages of operation, NEW CC has now become one of the taking companies supplying Engineering Consultant and Project Management service for Industrial Construction in Vietnam. From six staff at the constitution, NEW CC is now place of over 90 skilled and good trained engineers/ staffs and connects to web of qualified spouses working on many extremely invested and of import undertakings across Vietnam.

In the recent old ages, NEW CC is prosecuting to go the prima company in Vietnam that reaches the regional degree of quality and professionalism of its field. The mark has been shared between board of managers and all employees.

NEW CC is presently non at top list builder in comparing with other large company in footings of staff and graduated table. However, that is besides the advantage that company can trust on to travel farther by concentrating on developing capacity and expertness on Engineering Consultant and Project Management for Industrial Construction works which presently receive less investing from other companies..

Thankss to the good relationship with foreign clients of NEW CC board of directors, more than 90 per centum of our undertakings come from these clients. Up to 2012, NEW CC has been chosen to implement many of import undertakings such as Undertaking on Development of Infrastructure for VSIP I ( Binh Duong ) , Plywood Processing Factory – Vina Ecoboard ( Long An ) , Cold Storage Lotte – Seaprimexco ( Long Hau Industrial Park – Long An ) ; Solid waste processing composite ( Da Phuoc – HCMC ) , Metro Cash & A ; Carry ( Can Tho, Da Nang, HCMC ) , Kirin Acecook ( My Phuoc, Binh Duong ) , Thai Son Irradiation Factory ( Tra Noc Industrial Park, Can Tho ) , Inax Tile Factory ( My Xuan Industrial Park, Vung Tau ) , Morito Manufacturing Plant ( Hoa Khanh Industrial Park, Da Nang ) , Biomin Factory ( VSIP II A, Binh Duong ) aˆ¦

The tabular array 3.1 shows NEW CC ‘s of import timelines and accomplishments from the constitution day of the month boulder clay now.

Timeline

Accomplishment

1996

CC Construction Consultants Co. , Ltd was established with design and supervising consultancy map

2001

The first Project Management service for “ Saigon Textile Garment Factory ” undertaking at VSIP I Industrial Park

2002

The first Turnkey ( Design and Build ) service for “ Hoa Khanh Textile Garment Factory ” undertaking ( Hong Kong )

2006

Built and run current NEW CC caput office

2010

Design advisers and undertaking direction “ Vina Ecoboard Plywood Treatment Factory ” with investing capital up to $ 250 1000000s

Table 3.1: NEW CC ‘s Important Timeline & A ; Achievement

3.2 NEW CC ‘S VISION AND MISSION

3.2.1 Vision

Become leader in the southern of Vietnam in supplying Engineering Consultant and Project Management service.

3.2.2 Mission

Provide services with international quality, environmental sustainability and donee for investor through standard quality control system and professional advisers and applied scientists, and partially assist to develop qualified human resource for Engineering Consultant and Project Management field in Vietnam.

3.3 COMPANY STRUCTURE

The figure 3.1 shows the high staff figure of Design & A ; Project Management sections – two cardinal units at NEW CC now.

Construction

Department

Personnel/ Accounting Department

Da Nang

Representative Office

Ha Noi

Representative Office

Assistant to General Director

GENERAL DIRECTOR

Deputy General Director

Business Development

Department

Design

Department

Planing Procurement

Department

Site Management Staff

( 31 individuals )

Office Support Staff

( 3 individuals )

Structure Department

( 11 individuals )

Architecture Department

( 8 individuals )

Undertaking

Management Department

Infrastructure Department

( 3 individuals )

M & A ; E

Department

( 6 individuals )

Figure 3. – New CC Organization Chart

3.4 HUMAN RESOURCE POLICY

3.4.1 Reward system

Employees receive a fix sum of money as monthly wage. Employees ‘ monthly gross wage will be reviewed on a periodic footing ( one clip per twelvemonth ) to honor the employees for their achievements and parts to NEW CC ‘s success. The reappraisal will see the labour market of Vietnam, employees ‘ public presentation and concern consequences of the Company. But as usual, the increasing sum for one clip is merely 500,000 VND.

Each employee receives at least 1-month salary fillip and this should be more if the consequence of company concern is better. As twelvemonth terminal 2011, although many companies in this field were in trouble, but NEW CC concern consequence was better than of all time. As the consequence, each employee received 2-month wage as a fillip.

Every twelvemonth vacation touristry has been held with instead high fees for all employees. Like this twelvemonth, Cambodia circuit was chosen with the fee for each up to 4,300,000 VND while Thailand circuit was for those who had more than 5-year-working for NEW CC with the fee for each up to 8,300,000 VND.

English and proficient certification inducements: NEW CC encourages its employees to upgrade their English degree and acquire valuable certifications ( proficient certifications, specialized certifications ) by the reimbursement of survey and exam fee of the class.

Higher instruction inducement: New CC encourages its employees to prosecute higher/advanced grades ( ME, MBA and Ph.D. ) straight related to their work. The sanctioned campaigner will be received clip support every bit good as fiscal support from the company with the status to work for the Company a definite clip after having this.

Sport activity: All employees are encouraged to take part in squad athleticss as sponsored by NEW CC. The squad athleticss are normally organized from one to two times per hebdomad and it includes the games such as badminton and football.

The above wages system is instead good compared to other Vietnamese companies in this field. But it non truly attractive compared to foreign companies in Viet Nam. And the increasing sum for one clip is instead low. Furthermore, it is non so distinguished for cardinal individuals who have had a batch of part for NEW CC. This is one of the grounds why a big figure of employees, particularly who have good makings, had left NEW CC in the recent old ages.

3.4.2 Culture

One of the most singular characteristics at NEW CC is team work. In this field, the success of one undertaking comes from the coordination of all sections in the company. So, squad work is a must from the beginning. This is enforced by squad leaders through undertaking procedure. So, working environment at NEW CC is instead friendly with non much jealousness.

In add-on, one the most valuable characteristics at NEW CC is “ consecutive speaking ” . At hebdomadal direction board, every caput of each section can show what can be done to hold more invention. And so, this will be imparted to all employees.

With the above advantages of civilization, NEW CC new employees have many conditions to develop their calling. But there is still misconstruing within each section and among sections. This is happened due to the deficiency of procedure synchronism. Sometimes the information flow and interchanging are non clear plenty. This is an pressing affair to NEW CC now.

3.4.3 Job design

All employees have known good their occupation description before fall ining NEW CC. Generally, the occupation design is all right with all sections except for the undertaking direction section, building section and some places. It is extraordinary that the place of building manager has still been vacant from 2010 boulder clay now. For other companies, this should be a really attractive place but it is non right at NEW CC. That is why some places at undertaking direction section have to keep duty at both undertaking direction and building sections as a concurrent station. In the short term this can be acceptable. But in the long term this should be considered so that NEW CC can separate the responsibility/ occupation design between undertaking direction and building sections.

As nil is perfect and NEW CC is non the exceptional. Some employees feel so disgruntled with their occupation at present. This is due to their occupation descriptions are non so clear. It seems that they are compelled to make jobs sometimes. This is normally at low-level places. In the long term this should be revised every bit good.

3.4.4 Performance direction

NEW CC is committed to acknowledging attempts and accomplishments of all employees and supplying seasonably, valuable and constructive feedback on their public presentation to do certain that they can larn and develop with the Company. Performance Appraisal is a tool for the direction and its employees to set up and track the employees ‘ public presentation aims and to mensurate their achievements.

In class of Performance Appraisal, Director/ Manager will maintain notes on critical developments in which his/her co-workers demonstrate either significantly good or hapless public presentation. These notes will be kept on file to be used in the employee ‘s following scheduled Appraisal. Performance Appraisal holds Directors/ Managers responsible for separating degrees of public presentation and run intoing salary marks.

As a good Performance Appraisal consequence, an employee may be promoted or transferred to a more suited occupation at NEW CC ‘s section. The salary and related benefits will be in conformity with his/her new place. But sometimes, this can non fulfill to all employees.

3.5 ADVANTAGE AND DISADVANTAGE OF NEW CC CURRENT SITUATION

3.5.1 Advantage

With the managing of the laminitis – Dr. Nguyen Ngoc An, a extremely experient Vietnamese with more than 30 old ages of instruction and work covering Vietnam, Thailand, Japanaˆ¦- NEW CC staffs have been received many valuable lessons from him. And as the proprietor of the company, Dr. Nguyen Ngoc An with his hands-on experience of analyzing and working aboard has made rather a name for New CC in that we ne’er fail to utilize advanced building methods and problem-solving attacks to efficaciously react to each client ‘s demands. He is besides the lector at Civil Engineering Department at University of Polytechnic, Ho Chi Minh City. So, NEW CC has a good relationship with many proficient research and development centres of this university. This would be a great benefit for a building consultancy company like NEW CC.

About NEW CC staffs have been recruited from University of Polytechnic, Ho Chi Minh City and University of Architecture, Ho Chi Minh City. So, it is a great benefit that NEWCC has qualified staffs. And from the above figure of NEW CC organisation chart, it is easy seen that NEW CC can make all from the beginning boulder clay undertaking passing over. This is truly competitory compared to others.

3.5.1 Disadvantage

Due to the deficiency of a clear way for employees to develop in the long term, many employees have left NEW CC the recent old ages. This is a truly disadvantage. Then the rate of clients who has non satisfied with our service is higher than earlier.

3.6 SUMMARY OF CHAPTER 3

This chapter is designed to show current state of affairs at NEW CC, particularly concentrating on four following classs that will be analyzed in this research. From this, both advantages and disadvantages of NEW CC current state of affairs should be understood. The following chapter 4 is one of the most of import parts of this research when it will show the execution of this research and consequence.

Chapter 4

RESEARCH METHODOLOGY

4.1 RESEARCH METHOD

Both quantitative and quantitative research methods are used for this undertaking.

Following Four-Drive Model, people are guided by four basic emotional demands, or thrusts, that are the thrusts to get, bond, comprehend and defend. Establishing on the Table 2.1 – Using Four-Drive Model which is mentioned in Chapter 2 and the questionnaire to prove this theoretical account from the Author ( refer to Annex 1 ) , a questionnaire ( mention to Annex 2 ) was designed to make the quantitative study before making qualitative study. Establishing on the questionnaire from Author, the inquiries for each thrust are arranged as follows:

Acquire – Wages system

Salary is paid aggressively differentiate good performing artists from norm and hapless performing artists

Wagess are tied clearly to public presentation

Salary is paid every bit good as rivals

Bond – Culture

In our civilization, you can number on others to assist you

Our civilization values coaction and teamwork

Our civilization encourages the sharing of best patterns

Our civilization promotes friendly relationship among coworkers

I feel a strong bond to my organisation

Comprehend – Job design

My occupation is of import in this organisation

My occupation makes me experience that I ‘m making something meaningful

My occupation makes me experience that I am lending to my organisation

Defend – Performance – direction and resource – allotment procedures

Our public presentation direction system wagess high public presentation

Our public presentation direction system is designed to promote high winners

Our public presentation direction procedure is unfastened and transparent

My organisation ‘s public presentation direction system is just

I trust our public presentation direction system

My organisation ‘s public presentation direction system helps me to progress rapidly

The company communicates appropriate and relevant information about the company to employees on a timely footing

In-depth interviews were chosen for making quantitative study. Seven individuals were chosen to fall in this quantitative study. Information and content of this quantitative study are mentioned at Annex 3.

After completing quantitative study, some issues are suggested to travel and some are suggested to add in. And a concluding questionnaire ( Annex 4 ) is done to make the following qualitative study.

4.2 DATA COLLECTION

The information in this thesis is collected from two following resources:

Secondary informations: NEW CC paperss including:

Management enchiridion.

Working ordinance.

Primary informations: study on NEW CC ‘s employees. The information of study is collected through questionnaire.

4.3 QUESTIONNAIRE DESIGN

4.3.1 General

The inquiries are designed as multiple pick inquiries. The five-point Likert Scale has been used for the inquiries. In order to assist participants hold their determination good, merely one significance is designed for each inquiry.

4.3.2 Questionnaire construction

The questionnaire includes the two parts. Part one includes some inquiries about the background of information of the participants. The background of information is designed to separate the on the job topographic point, the gender, the age, the matrimony position, the period working for this company and the position of still working for this company or non. Separate two includes inquiries to inquire participants to rate the degree they agree with factors that influent their motives. The content of this portion has been designed based on theories related to employee motive. The item of all theories has been described in the chapter 2.

4.3.3 Data analysis method

SPSS package has been used as a tool to back up analysing the information. The concluding consequence has been put into graphical charts and tabular arraies for easy screening and analyzing.

The descriptive statistical analysis will be used. The information will be put into charts and tabular arraies. We will analyse to hold the score/ the mean for each factor. Establishing on that consequence, we will retreat the decisions for what factors the company should pay more attending to better employee motive. And eventually solutions for bettering employee motive will be proposed.

4.4 RESEARCH PROCESS

Problem Statement

Literature Review

Model Selection

Data Collection

Datas Analysis

Decision and Recommendation

Figure 1.1: Research procedure

Chapter 5

RESULTS AND SOLUTIONS SUPPOSED

5.1 Consequence

5.1.1 Background information

48 difficult transcripts of this study were sent out and 45 difficult transcripts were collected. Two transcripts from these were non used to analyze the consequence due to the deficiency of the replies. And 60 soft transcripts were selected besides. So, eventually 103 samples were used to analyze the consequence.

The background information of this study is as follows:

Chart 4.1: Working topographic point

Chart 4.2: Gender

Chart 4.3: Age

Chart 4.4: Marriage position

Chart 4.5: Working clip for this company

Chart 4.6: Still working for this company

There are 103 people participated in my study. There are 69.90 % participants working at office and 30.10 % at site ( Chart 4.1 ) . About the gender, there are 78.64 % participants are male and 21.36 % are female ( Chart 4.2 ) . Merely 14.56 % participants are under 25 twelvemonth old while a the highest ratio of participants with 46.60 % are people in 25-30 twelvemonth old, the remainder with 38.83 % are people over 30 twelvemonth old ( Chart 4.3 ) . Sing matrimony position, there are 50.49 % of participants are married, 49.51 % of participants are individual ( Chart 4.4 ) . For working clip, 20.39 % of participants have worked for New CC under 1 twelvemonth, the per centum of participants have worked for New CC from 1 to 3 twelvemonth and over 3 old ages are 42.72 % , and 36.89 % severally ( Chart 4.5 ) . There are 77.67 % participants are still working for New CC while 22.33 % left New CC already ( Chart 4.6 ) .

The five-point Likert Scale has been used for the inquiries to rate the degree staffs agree with factors. Each factor is assigned to the degree from 1 ( Strongly Disagree ) to 5 ( Strongly Agree ) . For each graduated table of value/ mark, the mean value/ mark will be calculated from these samples. The value of factor act uponing on employee motive will be calculated from the mean graduated table of value/ mark in each factor.

This consequence is examined carefully from heading 4.2.2 to 4.2.5 as follows.

5.1.2 Reward system

The class of wages system factor contains 6 inquiries related to

Discrimination among good, mean and hapless performing artists

Correlation between income and consequence

Income degree

Annual wage increasing

Satisfaction with current wage

Benefit policy

Below is the Table 4.2 to sum up the study consequence on factors in Reward system class.

Factor

Entire

Sample

Work at

Time period working

for this company ( twelvemonth )

Still working

for this company

Reward System

Office

Site

& lt ; 1

1 – 3

& gt ; 3

Yes

No

1. Salary is paid aggressively differentiate good

performing artists from norm and hapless performing artists

3.22

3.24

3.19

3.10

3.34

3.16

3.23

3.22

2. Wagess are tied clearly to ensue

3.08

3.07

3.10

3.29

3.16

2.87

3.18

2.74

3. Salary is paid every bit good as rivals

( at the same degree )

2.99

2.90

3.19

3.10

3.09

2.82

3.11

2.57

4. Annual salary increasing is attractive

2.69

2.78

2.48

3.19

2.95

2.11

2.74

2.52

5. You are satisfied with your current wage

( for 1s who have left the company:

wage at the clip you left the company )

2.49

2.46

2.56

2.52

2.55

2.39

2.51

2.39

6. The benefit bundle ( vacations, wellness attention, athletics activities, aˆ¦ ) is attractive

3.63

3.54

3.84

3.86

3.70

3.42

3.71

3.35

Entire Average

3.02

3.00

3.06

3.18

3.13

2.80

3.08

2.80

Table 4.1: Survey consequence for Reward system factor

From the Table 4.2, merely factor of benefit policy is just ( 3.63 ) while the remainder is mean merely ( from 2.49 to 3.22 ) . And two lowest tonss in this are “ Annual wage increasing ” ( mean mark: 2.69 ) and “ Satisfaction with current wage ” ( mean mark: 2.49 ) factors. As mentioned at heading 3.4.1, the one-year increasing for wage in merely 500,000 VND. For the new members, this can be acceptable. But for the above 3-year staffs or for the caputs of every section so this is as a amusing one – the increasing rate of wage is so low. These should be solved good so that the company can maintain its best staffs. The merely highlighted point in this portion is merely the “ Benefit policy ” ( but this is still lower than other portion – Culture & A ; Job Design ) . Again, this could non be satisfied by all. Different from following consequences, mark of each factor of site staffs and office staffs is non the same. This is easy understood so this is a sensitive affair. For period working, about factor mark has the inclination to increase from long period working to short period working. It seems that the longer staffs work for the company, the more demands they need from the company. And all factor tonss of 1s who are still working for the company are higher than those of 1s who left already, but non much different. This should clearly demo that the company has some definite betterments already. But it seems that this is non plenty do the entire mean mark of this is instead low in this study. This consequence shows that wages system factors are considered of import issues to employees and affected to employees ‘ motive. So, there are many things to be done to better these factors.

5.1.3 Culture

The class of civilization factor contains 6 inquiries related to

Coherence

Support

Sharing cognition

Friendship

Honesty

Open argument

Below is the Table 4.3 to sum up the study consequence on factors in Culture class.

Factor

Entire

Sample

You work

at

Time period working

for this company ( twelvemonth )

Still working

for this company

Culture

Office

Site

& lt ; 1

1 – 3

& gt ; 3

Yes

No

7. The working environment Fosters trust

and friendly relationship among employees

4.01

3.97

4.10

4.38

4.02

3.79

4.09

3.74

8. Company values coaction and

teamwork

3.94

3.82

4.23

4.05

4.05

3.76

4.01

3.70

9. Company encourages the sharing of best

patterns

4.02

3.97

4.13

4.33

4.02

3.84

4.13

3.65

10. Our civilization promotes friendly relationship among

coworkers

3.98

3.90

4.16

4.24

4.00

3.82

4.10

3.57

11. Company values honestness

4.13

4.03

4.35

4.29

4.11

4.05

4.18

3.96

12. Company promote unfastened argument where

the best thoughts win

3.99

3.90

4.19

4.19

4.00

3.87

4.06

3.74

Entire Average

4.01

3.93

4.19

4.25

4.03

3.86

4.10

3.73

Table 4.2: Survey consequence for Culture factor

Culture factor should be the point that New CC is proud of due to it has the highest mark ( mean scoreA : 4.01 ) . As treatment with some members at the quantity measure of this study, it has been found that civilization is one of the most wonderful/ memorable point at New CC. And as their information, it is non easy to happen a fantastic civilization like this at other company. One can non make the undertaking from the beginning boulder clay completing. That is why coaction, teamwork and others above factors have been encouraged at New CC. As we have fair or high tonss for these factors at this class already, so following the writer ‘s position, all we need to make is to keep and develop more these factors.

Job design

The class of occupation design factor contains 6 inquiries related to

Job importance

Job significance

Contribution

Undertaking individuality

Autonomy

Training

Below is the Table 4.4 to sum up the study consequence on factors in Job design class.

Factor

Entire

Sample

Work at

Time period working

for this company ( twelvemonth )

Still working

for this company

Job Design

Office

Site

& lt ; 1

1 – 3

& gt ; 3

Yes

No

13. My occupation is of import in this company

3.64

3.63

3.68

3.76

3.75

3.45

3.75

3.26

14. My occupation makes me experience that I am making

something meaningful

3.88

3.76

4.16

3.90

3.93

3.82

4.01

3.43

15. My occupation makes me experience that I am

lending to my company

3.95

3.86

4.16

3.95

3.93

3.97

4.03

3.70

16. Employees usually do complete undertakings

from get downing to stop with specific marks

3.83

3.71

4.10

3.86

3.80

3.84

3.90

3.57

17. Employees can do their ain determinations on their undertakings

3.56

3.53

3.65

3.67

3.48

3.61

3.63

3.35

18. Employees have been trained good

3.46

3.31

3.81

3.67

3.43

3.37

3.61

2.91

Entire Average

3.72

3.63

3.93

3.80

3.72

3.68

3.82

3.37

Table 4.3: Survey consequence for Job design factor

Job design is the 2nd 1 in the mark ranking of this study. “ Job importance, Autonomy and Training ” are the lowest factors in this Table. Some staffs still be looked as the subsidiary or secondary 1s. About the “ Autonomy ” factor, this mark should be acceptable due to all staffs should be follow general ordinance ( some points are rigorous 1s ) to carry through all the undertakings good assigned to them. About the “ Training ” factor, it is rather different with staffs work or non work for New CC any more – the spread here is 0.7. The higher mark for 1s who are still working at New CC should clearly demo that New CC has improved for this point already. The inclination of increasing is for the new members. This for site staffs is besides higher than that of office staff due to the site staffs merely have some definite class should be trained while office staffs have a assortment of preparation classs. That is why there is instead high spread here: 0.5.

Performance direction

The class of public presentation direction factor contains 7 inquiries related to

Transparency

Fairness

Trust on procedure

Communication

Improvement

Development

Promotion

Below is the Table 4.5 to sum up the study consequence on factors in Performance direction class.

Factor

Entire

Sample

Work at

Time period working

for this company ( twelvemonth )

Still working

for this company

Performance Management and

Resource-Allocation Procedure

Office

Site

& lt ; 1

1 – 3

& gt ; 3

Yes

No

19. Our public presentation direction procedure is unfastened and transparent

2.84

2.83

2.87

2.95

2.84

2.79

2.93

2.57

20. My company ‘s public presentation direction system is just

2.81

2.74

2.97

2.86

2.80

2.79

2.94

2.35

21. I trust our public presentation direction

system

2.87

2.79

3.06

3.00

2.77

2.92

2.99

2.48

22. Information of the company has been

communicated to all employees adequately

in timely mode

3.13

3.10

3.19

3.19

3.00

3.24

3.19

2.91

23. My company ‘s public presentation direction system helps me to progress rapidly

2.89

2.88

2.94

2.95

2.86

2.89

2.95

2.70

24. Employees ‘ public presentations have been

improved continuously by having coaching and feedbacks on a regular basis on their public presentation

2.95

2.97

2.90

2.95

2.98

2.92

3.03

2.70

25. Performance assessment consequence is a base

for publicity

3.16

3.11

3.26

3.24

3.23

3.03

3.29

2.70

Entire Average

2.95

2.92

3.03

3.02

2.93

2.94

3.05

2.63

Table 4.4: Survey consequence for Performance direction and resource-allocation procedure factor

The lowest mark of this factor is this survey should be an alarming point. This should clearly demo that the public presentation direction is non so clear at New CC. And this does non fulfill st