2024-06-24

MOTIVATION
LECT URE 9

“The whole evolutionary impulse of

the universe brought me about and
then woke up to itself in me.”

HERZBERG’S TWO-FACTOR THEORY

There are certain factors in the workplace that

produce job satisfaction, while a separate set of
factors cause dissatisfaction.
 Hygiene Factors – basic needs that will prevent
dissatisfaction (Extrinsic conditions)
 Work conditions, light, temperature, pay, benefits, etc.
 Motivators – when present cause high levels of
motivation (Intrinsic conditions)
 Interesting/challenging work, responsibility, advancement,
growth, etc.

1
 2024-06-24

TWO-FACTOR THEORY

According to the Two-Factor Theory, there are four (4)

possible combinations:
I. High Hygiene & High Motivation: The ideal situation
where employees are highly motivated and have few
complaints.
II. High Hygiene & Low Motivation: Employees have few
complaints but are not highly motivated. The job is
viewed as a getting paid.
III. Low Hygiene & High Motivation: Employees are
motivated but have a lot of complaints. A situation
where the job is exciting and challenging but salaries
and work conditions are not up to a certain level.
IV. Low Hygiene & Low Motivation: This is the worst
situation where employees are not motivated and
have many complaints.

CORPORATE CULTURE

Culture is the attitudes, values, beliefs, and behaviors

shared by a group of people.
Engagement
Companies with a strong culture, performed much
better in net income, new hires, and revenue
growth.
A strong culture is when you have something that
connects your people, helps you in attracting and
retaining the best talent and directly drives strong
business results.

CORPORATE CULTURE

Daniel Coyle - to create a strong culture, you need to

do three things:
1) Build Safety – human beings are social creatures
that take our cues from those around us.
2) Share Vulnerability – opening up, exposing yourself.
3) Establish Purpose – striving together for a mutual
purpose.

2
 2024-06-24

MOTIVATIONAL BASICS

Two factors motivate people:

 Intrinsic motivation: the desire to engage in activity
for its own sake, because you find it interesting or
enjoy it – internal factors, sheer interest/passion.

 Extrinsic motivation: the desire to engage in activity

for external rewards or pressures – obligations,
benefits, avoid punishment.

INTRINSIC

Drive: The Surprising Truth About What

Motivates Us – Daniel Pink
Autonomy – Urge to direct our own lives.
Mastery – Desire to get better and better at
something that matters.
Purpose – Yearning to do
what we do in the service
of something larger
than ourselves.

INTRINSIC

Autonomy
• Our desire is to be autonomous and self-directed. It
increases engagement over compliance.
• Circumstances conspire to change that default
setting and turn us from intrinsic to extrinsic.
• To encourage intrinsic behavior, the first
requirement is autonomy.
• Organizations that have found new ways to boost
autonomy are outperforming their competitors.

3
 2024-06-24

INTRINSIC

Mastery
• Demands engagement. The urge to get better skills.
• Mastery begins with “flow” – optimal experiences
when challenges are matched to our abilities.
• Mastery is a mindset – it requires the capacity to see
your abilities not as finite, but as infinitely
improvable.
• Mastery is a pain – it demands effort, grit, and
deliberate practice.
• Mastery is impossible to fully realize, which makes it
simultaneously frustrating and alluring.

10

INTRINSIC

Purpose
• Humans seek purpose in their lives.
• The desire to do something that has
meaning and is important.
• Businesses that only focus on profits without
valuing purpose will end up with poor customer
service and unhappy employees.
• Increase the texture of various experiences.
• Know what fuels you.

11

FEDEX DAYS

Atlassian – an Australian software company

created what is now Fedex Days.
• One-day bursts of autonomy.
• Allow employees to tackle any problem
they want, freely and independently.
• Show the results to the rest of the company
at the end of twenty-four hours.
• Why the name? Because you have to
deliver something overnight.

12

4
 2024-06-24

ROWE

Results-Only Work Environment (ROWE)

ROWE is a workplace in which employees
don’t have schedules.
They don’t have to be in the office at a
certain time or any time.
They just have to get their work done.

13

ACQUIRED NEEDS THEORY

David McClelland – People acquire needs

through their life experiences.
Needs that are acquired:

14

ACQUIRED NEEDS THEORY

Need for Achievement (nAch)

Desire to do something better or more
efficiently, to solve problems, or to master
complex tasks.

People high in (nAch) prefer work that:

• Involves individual responsibility for results.
• Involves achievable but challenging goals.
• Provides feedback on performance.

15

5
 2024-06-24

ACQUIRED NEEDS THEORY

Need for Power (nPower)

Desire to control other persons, to influence
their behavior, or to be responsible for other
people. Personal power versus social power.

People high in (nPower) prefer work that:

• Involves control over other persons.
• Has an impact on people and events.
• Brings public recognition and attention.

16

ACQUIRED NEEDS THEORY

Need for Affiliation (nAff)

Desire to establish and maintain friendly and
warm relations with other persons.

People high in (nAff) prefer work that:

• Involves interpersonal relationships.
• Provides for companionship.
• Brings social approval.

17

EFFECTIVE METHODS

RECOGNIZE A JOB WELL DONE

Recognition helps create:
 Emotional connection
 Fulfills our basic needs of esteem and belong to a
group.

The best part is – recognition is essentially free!

It needs to be personalized to the individual and each
of us experiences it differently. Therefore, it’s important
for managers to listen to their team and tailor
techniques to fit each person.

18

6
 2024-06-24

EFFECTIVE METHODS

Focus on Intrinsic (NOT Extrinsic) Rewards

Focus on intrinsic motivation that supports who that
person is and what they believe in.

For example: purpose (meaning), values, autonomy,

progress, relationships is what matters not only most,
but what makes the motivation last (sustainable
happiness).
How to define Happiness?

19

EFFECTIVE METHODS

Give Your Employees Autonomy

Human beings value autonomy. People want to feel
in control.

Builds trust with your employees and more self-

sufficient teams.

20

EFFECTIVE METHODS

Setting Goals
Goals motivate employees to push beyond their
perceived limitations and make major breakthroughs
that will help your business.

Achieving small and major goals keeps us going and

feeds our desire to contribute and have an impact.
However, setting goals that are too big will put your
team into overdrive which may lead them to feel
overworked or burnt out.

21

7
 2024-06-24

EFFECTIVE METHODS

Create an Awe-Inspiring Work Environment

Motivation and mood go hand in hand. That’s
because your mood affects your energy, ability to
concentrate, and overall sense of wellbeing.

If motivation matters to you, then you might want to

invest in your work environment.

22

EFFECTIVE METHODS

Offer a Clear Path for Advancement

Establish a career development plan. This can
mitigate employees from leaving your company.

Implement Individual Development Plans (IDPs)

23

EFFECTIVE METHODS

Have a Mission, Lead with Vision, and Focus

on the WHY
Employees need to know why and what they are
working towards.

This gets to the heart and soul of your company’s

purpose and functions.
Having a strong Why behind your company’s
mission will help motivate every action your team
takes.

24

8
 2024-06-24

WHAT

Every organization or company knows WHAT

they do. These are the products or services
they sell and for an individual, it is their job title
or roles.

25

HOW

Some organizations and individuals know

HOW they do what they do. They may call it
their “differentiating value proposition,”
“proprietary process” or “unique selling
proposition (USP).” The Hows are an
organization’s or individual’s strengths, values
or guiding principles. These are the things
they feel and it sets them apart from their
competition; the things they think make them
special or different from everyone else.

26

WHY

Very few people and very few organizations can

clearly articulate WHY they do what they do. Why is a
purpose, a cause or a belief. It provides a clear
answer to the questions, “Why do you get out of bed
every morning?” “Why does your organization exist?”
and “Why should that matter to anyone else?”

Making money is NOT a Why. Revenues, profits,

salaries and other monetary measurements are
simply results of what we do.

The Why is about our contribution to impact and

serve others. The Why inspires us.

27

9
 2024-06-24

UBER

Mission Statement:
“Transportation as reliable as running water,
everywhere for everyone.”
Vision: Provide a crowd-sourced solution to the issue of
overpriced, hard-to-find taxis, and revolutionize the
unwieldy and monopolized taxi industry.
The biggest message from Uber is the idea of choice and
the focus on you:
“Get there – your day belongs to you.”

28

AIRBNB

Mission Statement:
“Connect millions of people in real life all over the world,
through a community marketplace – so that you can
‘Belong Anywhere’”

Vision: To create a world where everyone gets to mingle,

and connect with people of various cultures and
backgrounds via travel – whether you are in Kuala Lumpur
or Cuba, you will be able to ‘Belong Anywhere’.

Airbnb fundamentally solves three problems:

1) Having a spare room(s) in your house
2) Having to pay too much for hotel rooms
3) Getting a local and authentic experience.

29

TOTAL REWARDS

Attractive Factors

Competitive Base Salary 21.56%

Fair Bonus 20.87%

Good Benefits 20.77%

Frequent Income Raises 14.24%

Secure & Stable Employment 14.24%

Attractive Future Income 8.32%

30

10
 2024-06-24

GROWTH OPPORTUNITY

Attractive Factors
Interesting Job with Diversified Experiences 19.76%

Clear Career Road Map 17.02%

Professional Training & Coaching 16.35%

International Exposure 13.67%

Big Scope of Work & Contribution 11.27%

Relevant Leadership Development 10.31%

Good Learning Support 6.06%

Rapid Promotion 5.52%

31

CULTURE & VALUES

Attractive Factors
Fairness & Respect 21.79%

Professionalism 16.70%

Creative & Dynamic Work Environment 15.55%

Trust & Transparency 12.20%

Recognition & Reward 9.72%

Friendly People 8.48%

Teamwork 7.02%

Talent Appreciation & Recruitment 6.57%

Diversity & Flexibility 1.98%

32

LEADERSHIP

Attractive Factors

Inspiring Vision & Clear Strategy 24.84%

Talent Development & Empowerment 22.53%

Good Employee Engagement 15.51%

Strong Management Team 12.84%

Effective Communication & Work Process 9.72%

Good Alignment Among Different Functions 8.58%

Effective Organizational Structure 5.97%

33

11
 2024-06-24

WORK & LIFE QUALITY

Attractive Factors
Good Health & Wellness Programs 21.23%

Balanced & Controllable Work Load 19.75%

Flexible Work 15.60%

Safe & Secure Environment 11.79%

Efficient Facility & Support Team 9.36%

Good Family Care Programs 9.57%

Work & Life Financial Support 7.80%

Nice Office at Convenient Location 4.91%

34

MOTIVATIONAL FACTORS

35

RETENTION
GENERATION X
83% of GenXers (1965-80) are looking for new jobs.
Most have seniority and experience.
More than 50% have been at their current
company for five years or more.
8 out of 10 are at the level of manager or higher.
Why? They are seeking a job change for better
remuneration and working conditions.
1) Higher salary (33%)
2) More benefits (29%)
3) Better cultural and corporate values (25%)

36

12
 2024-06-24

RETENTION
GENERATION Z
By 2025 GenZers (1997-2012) will be 25% of the
workforce in Vietnam.
A desire for entrepreneurship and being a creator.
2 out of 10 say that income and benefits are the
key motivation to take a new job.
 Learning new skills (44%)
 Acquiring new knowledge (21%)
 Earning salary (18%)
Which is very different from Millennials, who still see earning
a (better) salary as the most exciting part of a new job.
57% agree that “no room for development” is the
key reason for them to burn out.

37

EXPECTATIONS
GENERATION Z
Expectations from the company during their first
month on the job.
• Technical job skills (only 8% of companies in
Vietnam feel that graduates have the required skills
to perform well)
• 1 out of 3 deemed networking and communication
skills are indispensable.
• 30% foreign language skills are important.
• Also relevant:
• Expand their overall knowledge
• Gain industry insights
• Understand the company culture
• Acquire soft skills

38

MOTIVATION
GENERATION Z

Purpose: Gen Z cares a lot!

• 93% want to change the world.
• 80% have already supported a cause.

66% say recycling and protecting the environment is

by far their most important cause followed by COVID-
19 protection and feeling protected from crime.

39

13
 2024-06-24

MOTIVATION
GENERATION Z
Solutions: Start by looking at how creativity can be
central to the role.
Employees need something to look forward that
taps into their abilities and passion for sharing
content online.
Ensure pay is competitive, but pay attention to
opportunities for Gen Z employees to learn, grow,
and discover themselves.
Create and sustain meaning by understanding that
they care, and learning what they care about.
Companies would do well to tap into this sense of
purpose and make Gen Z-ers’ everyday work more
meaningful.

40

COMMUNICATION
GENERATION Z

Workplace Environment
Communication: forget the face-to-face
• Only 8% of Gen Z prefer in-person communication
with coworkers.
• 63% communicate by Instant Messaging (IM)
• 10% video calls
• 9% emails
• 8% in-person meetings
• 8% phone calls
• 2% text messaging

41

MOTIVATION
GENERATION Z

Workplace Environment
Independently:
• 52% prefer working in groups. However, it’s less
popular than with Millennials (59%.)
• 40% prefer working independently. However, it’s
more popular than with Millennials (21%).
• The least favorite way of working is in groups
remotely.
• When approaching a new project 86% want to do
their own research and seek help after.
• Only 7% said they would ask for instructions immediately,
while another 7% would not ask for any kind of help.

42

14
 2024-06-24

MOTIVATION
GENERATION Z

Workplace Environment
Feedback:
• That independence doesn’t mean that they don’t want
to get feedback. In fact, they want a lot of it. 90% of
that they want feedback at least once a week. They
are also more likely than Millennials to say they want
feedback more than once a day (19% vs. 12.5%.)
• Continual improvement, to learn, and develop
themselves.

Servant leadership and “manager as a coach”.

43

MOTIVATION
GENERATION Z
Workplace Environment
Feedback:
Failure, something that traditionally is not widely embraced in
Vietnam, is starting to become more accepted.
A more entrepreneurial drive and more of a “test and learn”
mode – learning by doing.
• 80% of Gen Z think that embracing failure on a project will
help them to be more innovative.
Therefore, the importance for managers to give feedback
frequently.
• Expects continuous feedback to aid their growth and
development.
• Companies that can provide this in a structured way can
expect to fare a lot better in attracting and retaining the
best young talent.

44

MOTIVATION
GENERATION Z

Workplace – The Perfect Office

When utilized in the right way, offices aren’t a cost, but a
tool towards what the company really cares about –
getting the most out of their teams.

“Companies don’t want an office. They want a

productive workforce. Add to that collaborative,
creative, inspired.”

45

15
 2024-06-24

MOTIVATION
GENERATION Z

Workplace – “The Destination Office”

The most important criteria for an office:
Comfortability, followed by professional, modern,
creative, quiet, relaxing and equipped with “high focus”
areas.

An office offering an attractive “backdrop” can be a key

reason for them to choose one workplace over another.
Pride of being able to say “this is my office”. This can
strongly support employer branding initiatives.

46

MOTIVATION
GENERATION Z

Workplace – The Perfect Office

Companies are designing their offices with playful art
that employees and clients can photograph and post on
social media.
The idea: to make their brand look hip to job seekers
and generally liven up their image, as well as try to
spark enthusiasm and creativity among employees.”

Offices need to continuously adapt and evolve.

Keep things exciting and to inspire new content every
single day.

47

MOTIVATION
GENERATION Z

Workplace – The Perfect Office

Food, drinks, and snacks

• Space to eat together: cafeteria, vending machines,
snack shelves, catered food.

48

16
 2024-06-24

MOTIVATION
GENERATION Z
Workplace – The Perfect Office
Wellbeing
• Napping space: 6 out of 10 Gen Z’ers want it in their
offices.
“Sleep is the ultimate performance enhancer.”
• Greenery & natural air: 58% said it’s important in an
office.
• Work-life balance and mental wellbeing: 69% of all
Vietnamese Gen Z asked for this.
• Yoga, promoting healthy workplace behaviors
through positive interventions.
• Flexible working time: 56% appreciated working from
home.
• 25% prefer not to commute to work.

49

17