WORK MOTIVATION FOR

PERFORMANCE
CHAPTER 7.2
“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.
 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.
 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.
 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.
 FLOW

Flow: Optimal Experience by Csíkszentmihályi – a state of

concentration or complete absorption with the activity at hand
Big challenges

and the situation.

Anxiety and stress

Tenseness
Control
Small challenges

Concern
Relaxation
Boredom

Small competences Great competences

 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.
 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.
 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.
 WHAT MOTIVATES YOU?

Work Preference Inventory Scoring: Add up your scores on the odd-

Instructions: Rate each item on a scale of 1 (never or almost numbered items to create on subscale.
never true of me) to 4 (always or almost always true of me).
Then add up your scores on the even-
1. I enjoy trying to solve complex problems.
2. I am strongly motivated by the money/grades I earn.
numbered items to create a second
3. Curiosity is the driving force behind much of what I subscale.
do.
Interpretation: This scale assesses
4. I am strongly motivated by the recognition I can
earn from other people. people’s focus on work for intrinsic
5. I prefer to figure things out for myself. versus extrinsic reasons. People
6. I have to feel that I’m earning something for what I
do.
with higher scores on the intrinsic
7. It is important for me to be able to do what I enjoy. scale (the odd numbers) than the
8. To me, success means doing better than other extrinsic scale (the even numbers)
people.
9. I’m more comfortable when I can set my own goals.
are more motivated by intrinsic
10.I prefer working on projects with clearly specified factors and vice versa.
procedures.
 ACQUIRED NEEDS THEORY

David McClelland – People acquire needs through

their life experiences.
Needs that are acquired:
 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.
 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.
 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.
 CORPORATE CULTURE

Four Companies Activity

 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.
 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?
 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.

 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.
EFFECT OF GOAL DIFFICULTY ON
PERFORMANCE
High
Task Performance

Area of
Optimal
Goal
Difficulty

Low
Moderate Challenging Impossible

Goal Difficulty
 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.
 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)

 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.
 WHY

Finding your Why?

 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.
 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.
 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.
 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.”
 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.
MOTIVATIONAL DRIVERS
 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%

 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%

 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%

 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%

 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%

MOTIVATIONAL FACTORS
 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%)
 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.
DREAM JOB
MOTIVATING FACTORS
 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
 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.
PURPOSE
 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.
 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
COMMUNICATION
 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.
WORKING STYLE
 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”.

 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.
STAFF SHORTAGE
 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.”
WORKPLACE
 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.
 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.
 MOTIVATION
GENERATION Z
Workplace – The Perfect Office
Food, drinks, and snacks
• Space to eat together: cafeteria, vending machines, snack shelves,
catered food.
 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.
WORKPLACE