MINISTRY OF EDUCATION AND TRAINING

FOREIGN TRADE UNIVERSITY

PRINCIPLES OF MANAGEMENT REPORT

MOTIVATION IN MANAGEMENT

Group : 10

Class : QTRE303(GD1-HK1-2021).5

Academic year : 2021-2022

Lecturer : Ph.D. Hoang Anh Duy

September, 2021
 TABLE OF CONTENTS
I. INTRODUCTION.............................................................................................. 1

1. Rationale .......................................................................................................... 1
2. Objective .......................................................................................................... 1
3. About our team project .................................................................................. 2
II. THEORETICAL FRAMEWORK ON MOTIVATION................................ 2

1. Definition of Motivation ................................................................................. 2

2. Early Motivation Theories ............................................................................. 3
a) Maslow’s Hierarchy of Needs Theory ...................................................... 3
b) McGregor’s Theory X and Theory Y ........................................................ 4
c) ERG Theory ............................................................................................... 5
d) Herzberg’s Two-Factor Theory ................................................................ 6
3. Contemporary theories of Motivation .......................................................... 7
a) McClelland’s Three-Needs Theory ........................................................... 7
b) Equity Theory of Stacey Adam.................................................................. 9
c) Expectancy Theory of Victor Vroom ........................................................ 9
III. FINDINGS & ANALASYS ............................................................................. 10

1. Film description ............................................................................................ 10

2. Expectancy Theory ....................................................................................... 11
3. McClelland’s Three-Needs Theory ............................................................. 12
IV. RECOMMENDATION ................................................................................... 14

V. CONCLUSION ................................................................................................ 16

VI. REFERENCES ................................................................................................. 17

VII. JOB DESCRIPTION & MEMBERS' CONTRIBUTION ......................... 18

 I. INTRODUCTION
1. Rationale
The success of an organization can be traced back to the way it is managed. Whether
you are talking of a small to medium-sized or a large establishment, management is
so crucial to be overlooked. It’s important to study management for these reasons:
the universality of management, which refers to the fact that managers are needed in
all types and sizes of organizations, at all organizational levels and work areas, and
in all global locations. Following, the reality of work - that is, you will either manage
or be managed, and the awareness of the significant rewards (such as creating work
environments to help people do the best of their ability, supporting and encouraging
others, helping others find meaning and fulfillment in work, etc.) and challenges
(such as hard work, more clerical than managerial duties, having to deal with a
variety of personalities, etc.).

2. Objective
One of the most important functions of management is to create willingness amongst
the employees to perform to the best of their abilities. Managers can use motivation
as a powerful tool to achieve their team goals, get employees closer to their own
goals and inspire productivity and happiness in the workplace. It is the role of the
leader to learn about an employee, create a workplace culture that helps the employee
to succeed and rewards that employee for a job well done.

The video project we have performed is a shortcut of Friday Light Nights that is
considered as a way to effectively reflect the importance of such an essential skill in
management like motivation. In an attempt to clarify the significance of owning
motivation skill and emphasize the role of a proficient manager, our report consists

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of these following main parts: Introduction, Literature reviews (Theoretical
framework on Motivation), Finding & Analysis, Recommendation and Conclusion.

The outlook behind the objective stated above is our consent to the result of whether
motivation skills matter. We hope that after listening to our presentation, you can
apply and create a positive work environment that promotes more successful team
projects and creativity among co-workers as the role of a manager.

3. About our team project

Execution time: From 17/9/2021 to 26/9/2021.
Location: Private houses.
Implementer: Group 10 – Class QTRE303 (GD1-HK1-2021).5
Language: English.
Report: 20 pages (including cover pages).
Leader’s information: Gary Gaines (born in May 4th, 1949) is a former American
football coach. As the head football coach at Permian High, Gaines is the highest-
paid public employee and the most prominent individual in the West Texas town of
Odessa. With an emotional intelligence and even-keeled mind, Gaines is always
trying to put things in perspective. He truly is an exceptional motivator as he can
speak his players’ language in an inspirational way.

II. THEORETICAL FRAMEWORK ON

MOTIVATION
1. Definition of Motivation
Motivation is a process in which individual efforts are energized, directed and
reinforced. Motivation is what explains why people or animals initiate, continue or
terminate a certain behavior at a particular time. Motivational states are commonly
understood as forces acting within the agent that create a disposition to engage in
goal-directed behavior. In order to motivate individuals to work for the realisation of

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the goals and objectives of the organisation, the manager has to determine the
motives or, in other words, the needs of the employees that call for their satisfaction.
There are 2 types of motivation: Intrinsic & Extrinsic Motivation. Extrinsic
motivation is driven by external forces such as money or praise. Intrinsic motivation
is something that comes from within and can be as simple as the joy one feels after
accomplishing a challenging task.

2. Early Motivation Theories

a) Maslow’s Hierarchy of Needs Theory
The psychologist Abraham Maslow developed a theory that suggests we, humans,
are motivated to satisfy five basic needs. These needs are arranged in a hierarchy.
Maslow suggests that we seek first to satisfy the lowest level of needs. Once this is
done, we seek to satisfy each higher level of need until we have satisfied all five
needs:

 Physiological Needs: basic issues of survival such as salary and stable

employment
 Security Needs: stable physical and emotional environment issues such as
benefits, pension, safe work environment, and fair work practices

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  Love and belonging Needs: social acceptance issues such as friendship or
cooperation on the job
 Esteem Needs: positive self-image and respect and recognition issues such as
job titles, nice work spaces, and prestigious job assignments.
 Self-Actualization Needs: achievement issues such as workplace autonomy,
challenging work, and subject matter expert status on the job

While modern research shows some shortcomings with this theory (for example, a
lack of empirical evidence for some conclusions), Maslow’s Hierarchy of Needs
Theory remains an important and simple motivation tool for managers to understand
and apply. With Maslow’s theory, an employee’s beginning emphasis on the lower
order needs of physiology and security makes sense.

b) McGregor’s Theory X and Theory Y

Theory X and theory Y are part of the motivational theories of McGregor. Both the
theories, which are very different from each other, are used by managers to motivate
their employees. Theory X gives importance to supervision, while theory Y stresses
on rewards and recognition.

 The other assumption under theory X is that the employees need to be

threatened or forced to work towards the organizational goals. They will avoid
responsibility and the managers have to supervise them at every step. In an
organisation where theory X is followed, the management too follows an
authoritarian style. There is little delegation of authority from the
management.
 On the other hand, companies who follow theory Y have a more decentralized
approach, which means that the authority is distributed among employees.
This keeps them motivated. There are some key assumptions under theory Y.

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 One of them is that employees take responsibility for their actions and work
towards achieving the goals of the organization without much supervision.

Theory X works on the idea of punishing people to keep the work going, while under
theory Y, promotions, rewards, and recognition play an important part. This keeps
employees motivated to work hard towards achieving goals of the organisation.
c) ERG Theory
Alderfer’s ERG theory of motivation builds on Maslow’s Hierarchy of Needs and
states that humans have three core types of need: Existence, Relatedness and Growth.
These needs may be of different levels of priority for different individuals, and their
relative importance for an individual may vary over time.

Alderfer’s model says that all humans are motivated by these three needs. The most
concrete and motivating of Alderfer’s three needs is existence, which really relates
to physical and psychological survival. The next level is the need for relatedness, a
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sense of community and a good relationship with yourself. The least concrete, but
still important, of Alderfer’s needs in the ERG model is growth, which really relates
to self-development, fulfillment and the sense of achieving your potential.
Alderfer’s ERG Theory of Motivation states that individuals can be motivated by
multiple levels of need at the same time, and that the level which is most important
to them can change over time. In other words, an individual’s priorities and
motivations may be fluid and can move between the existence, relatedness and
growth levels of need over time. They can move upwards, and they can move
downwards.

d) Herzberg’s Two-Factor Theory

In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or
the motivator-hygiene theory. According to Herzberg, there are some job factors that
result in satisfaction while there are other job factors that prevent dissatisfaction.
Herzberg classified these job factors into two categories:

 Hygiene factors: are those job factors which are essential for the existence of
motivation at the workplace. These do not lead to positive satisfaction for the
long-term. But if these factors are absent/if these factors are non-existent at
the workplace, then they lead to dissatisfaction. They are extrinsic to work and
also called as dissatisfiers or maintenance factors. Hygiene factors symbolized
the physiological needs which the individuals wanted and expected to be
fulfilled.
 Motivational factors: yield positive satisfaction. These factors are inherent to
work and motivate the employees for superior performance. They are called
satisfiers that are involved in performing the job. Employees find these factors
intrinsically rewarding. The motivators symbolized the psychological needs
that were perceived as an additional benefit.

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The Two-Factor theory implies that the managers must stress upon guaranteeing the
adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the
managers must make sure that the work is stimulating and rewarding so that the
employees are motivated to work and perform harder and better. This theory
emphasizes job-enrichment so as to motivate the employees. The job must utilize the
employee’s skills and competencies to the maximum. Focusing on the motivational
factors can improve work-quality.

3. Contemporary theories of Motivation

a) McClelland’s Three-Needs Theory
McClelland’s theory of needs is one such theory that explains this process of
motivation by breaking down what and how needs are and how they have to be
approached. David McClelland was an American Psychologist who developed his
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theory of needs or Achievement Theory of Motivation which revolves around three
important aspects, namely, Achievement, Power And Affiliation. This theory can be
considered an extension of Maslow’s hierarchy of needs. Per McClelland, every
individual has these three types of motivational needs irrespective of their
demography, culture or wealth. These motivation types are driven from real-life
experiences and the views of their ethos:

 Need for Achievement (nAch): The drive to succeed and excel in relation to a
set of standards. They thrive on overcoming difficult problems or situations,
so make sure you keep them engaged this way. People motivated by
achievement work very effectively either alone or with other high achievers.

 Need for Power (nPow): The need to make others behave in a way that they
would not have behaved otherwise. Those with a high need for power work
best when they're in charge. Because they enjoy competition, they do well with
goal-oriented projects or tasks. They may also be very effective in negotiations
or in situations in which another party must be convinced of an idea or goal.
 Need for Affiliation (nAff): The desire for friendly and close interpersonal
relationships. The need for affiliation is the urge of a person to have
interpersonal and social relationships with others or a particular set of people.
They seek to work in groups by creating friendly and lasting relationships and
have the urge to be liked by others. They tend to like collaborating with others
to compete with them and usually avoids high-risk situations and uncertainty.
McClelland's theory can help you to identify the dominant motivators of people on
your team. You can then use this information to influence how you set goals and
provide feedback , and how you motivate and reward team members. You can also
use these motivators to craft, or design, the job around your team members, ensuring
a better fit.

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 b) Equity Theory of Stacey Adam
J. Stacey Adams’ equity theory is a process model of motivation. It says that the level
of reward we receive, compared to our own sense of our contribution, affects our
motivation. The theory considers the concept of equality and fairness, as well as the
importance of comparison to others. It introduces the idea of fairness and the idea of
comparison. For a working relationship to be considered equitable it needs to pass
two tests:

 Firstly, individuals need to feel that the reward they receive for their
contribution is intrinsically fair.
 Secondly, they need to feel that the levels of rewards that they receive (relative
to their contributions) are similar to those received by their peers in the
organization.

Adams’ equity theory says that perceived fairness of rewards and contributions
across peer groups affects motivation. What this means from a leadership and
management perspective is that a sense of fairness should be created within a team
to ensure the best levels of motivation, engagement and performance. There are two
ways that this can be done. The first is by addressing the actual relationship between
contribution and reward, and the second is by addressing perceptions.

c) Expectancy Theory of Victor Vroom

It was developed by Victor Vroom - Professor of Yale Business Administration (and
a Doctor of Science at the University of Michigan) argues that an individual will act
in a certain way based on expectations of a certain outcome or the attractiveness of
the outcome to the individual. Vroom has come up with a formula for determining
personal motivation:
M=ExIxV

With components:

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  M - Motivation is the motivation to work
 E - Expectancy is expectation. Employees have different expectations and
levels of confidence about what they are capable of doing. Management must
discover what resources, training, or supervision employees need.
 I - Instrumentality is the tool. Employees have the belief that good results will
lead to decent rewards, The perception of employees as to whether they will
actually get what they desire even if it has been promised by a manager.
Management must ensure that promises of rewards are fulfilled and that
employees are aware of that.
 V - Valence is the value. Value represents the importance of the reward to the
person doing the work, is the personal value assigned to the reward received.
The depth of the want of an employee for extrinsic (money, promotion, time-
off, benefits) or intrinsic (satisfaction). Management must discover what
employees value.

Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and

Valence interact psychologically to create a motivational force such that the
employee acts in ways that bring pleasure and avoid pain.

III. FINDINGS & ANALASYS

1. Film description
This video is the shortcut of the Friday Light Nights movie. The movie is a story
about the football team with the best winning record in Odessa. Odessa is a town
with more than its share of problems; the decline of the oil business in Texas has set
the city's economy into a tailspin, and racial tensions still erupt into violence on
occasion. But football is the one thing that brings all the people of Odessa together.
As Coach Gaines works to build a winning team in a town where victory is prized
above all else, however, his players struggle through the emotional trials common to
any teenager and ponder the fact that there is little future in their hometown… and
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that a championship season can be as much a burden as a triumph. In the context of
before taking the fields that are the last times for most of them to play this game, the
Coach motivated his boys by redefining perfection.

2. Expectancy Theory
In this film, the coach helped the players to understand how individual team members
make decisions about behavioral alternatives in the game. He made them believe that
behaviour results from conscious choices among alternatives whose purpose it is to
maximise pleasure and to minimise pain through three key elements.

First, he used many questions to impact his speech further: "Can you live in that
moment, as best you can, with clear eyes and love in your heart? With joy in your
heart?" Here the coach was making the team think about their perception of being
perfect, and whether or not they live up to their coaches standards. He provided them
with the belief that the ability to successfully perform can impact their motivation
levels.

He argued that being perfect is more than just the scoreboard and the stats. His
purpose was to use extended topics and emotions to convey his passion in order to
motivate and encourage his football team.

Second, throughout his speech, the coach continually referred to being "perfect". His
use of repetition reflects his passion for his players' understanding that even though
he repeatedly uses the word perfect, there is a different context he is hoping his
players will receive. "Being perfect is about being able to look your friends in the
eye and know that you didn't let them down, because you told them the truth."

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The coach was able to help the team rise up and make a huge season comeback. He
emphasized that on their way to state, the players must go out and be perfect, because
they may never matter this for the rest of their lives.

"And he would die to be out there on that field with you tonight". The coach
demonstrated to the team the pain that the player was going through, watching his
teammates play without him and the pain coach was going through himself watching
his player get hurt.

Third, looking in on this scene: all the boys wearing football pads, sweaty, bloody,
beaten up, and the coaches wearing polo shirts and ball caps added to the impact of
the coach’s speech. The coach had a strong relationship with his team so that the
players may find comfort in a relaxed speech where they can understand and connect
with their coach.

In conclusion, the coach was very effective in getting his point across. The boys were
united at the end of his speech so the team went out after their halftime talk and won
the game. "Boys my heart is full. My heart’s full." This line shows passionate ethos,
showing the team, and the viewers how much he cares about this football team, as
men, as brothers, as individuals, and as a whole.

3. McClelland’s Three-Needs Theory

Coach Gary Gaines gave his team a motivational speech about being perfect, in
which he defined what being perfect was and provoked his players’ spirit:

 NEED FOR ACHIEVEMENT: The coach set a clear goal for the team: being
perfect. In that situation before taking the field, “perfect” might be the football
team would win the quarters completely. That was the perspective that
everyone expected but Mr. Gaines explained that being perfect is not about the
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 scoreboard. He did not care about winning or losing. He wanted his players to
try their best and play with hearts full of joy and love. The heart full of joy and
love is the core factor that could lead them to victory.
 NEED FOR POWER: Coach Gary Gains said that “Being perfect is about
being able to look your friends in the eye and know that you didn’t let them
down. Because you told them the truth and that truth is you did everything that
you could. There wasn’t one more thing that you could have done”. He wanted
to emphasize that when you try your best on doing something, when you treat
someone with all your heart, the result will be confirmed in the eyes of your
companions. And the moment you realize that your effort does not let them
down, it demonstrates that you have a positive influence on them. It is your
own power that can motivate your teammates so much.
 NEED FOR AFFILIATION: The coach redefined being perfect is about his
team and their relationship with themself, their friends, and their families.
Mr.Gaines wanted his boys to understand their teammates thoroughly through
their eyes and didn’t let them down. He asked his players to look at each other
and put them in their hearts. Additionally, he dedicated his speech for his
injured player - Boobie Miles and required his team to think about Boobie.
Thinking about his sacrifice, Boobie really wanted to fight with his teammates
but he could not do that, therefore, the coach asked his boys to think about him
with the mindset he was not only their teammate, he was also their brother.
When they put him in their hearts, they could have strong motivation that lead
them would play those matches by additional Boobie’s enthusiasm

Using his speech, coach Gaines made his team understand the meaning of the games
and what they were playing for. The speech made players respect each other more
and united as a whole.

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 IV. RECOMMENDATION
Leaders should apply ingeniously motivation theories in order to make an
inspirational speech: No matter how well leaders understand the needs of their
followers, they should not go straight to the point immediately as well as be rigid in
leading the story. This requires leaders beyond specialized knowledge, need to
observe carefully, hone skills to lead the story, and how to inspire others effectively.
Leaders should provide high expectancy and high attractiveness to employees’
outcome: Instead of listing all of the job requirements and goals needed to be done,
leaders should choose the most engaging goal that fits the needs of most followers to
deliver job aspirations and compel outcomes whether they could make their best
effort in order to achieve it.
Emotion is not compulsory but is an essential part of motivation: Sometimes,
giving out emotions through a speech will help followers feel the sincerity,
trustworthiness, and thorough understanding of their leaders. By that means,
followers will feel more connected to the work and have a motivator to perform
better.
Leaders should let followers take regular breaks, have a suitable schedule:
Working nonstop is not good for followers so taking a short break every hour or two
can have a positive effect on both mind and body. Staying healthy can actually save
a lot of money in lost productivity, poor attendance, and suboptimal engagement.
Leaders can encourage followers' team spirit, teamwork: Teamwork motivates
followers a lot. Knowing that their colleagues are their “cheerleaders” is an amazing
feeling. This will strengthen the relationships at work, leading to the efficiency which
leaders want all the time.
Leaders should preserve and develop organizational culture: Organizational
culture helps members adapt and adjust their behavior to fit a collective. Preserving
and developing a good organizational culture helps develop people's core values and

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beliefs. Therefore, there is harmony and understanding in an organization, leaders
can lead member mỏe effectively.
Respecting each other is a key element: Gaining the respect of employees is
important for management, because it improves workplace morale and can provide
greater motivation among workers to be productive. On the contrary, management
respects employees who show equality at work and make employees feel that their
contributions are recognized.
Leaders and members should discuss and listen to each other: Leaders and
members should have discussions about work to understand each other's ways of
working, ideas and needs. From there, give reasonable solutions for work. Besides,
listening seriously shows respect for members and affirms their efforts. Discussing,
listening, and giving appropriate feedback also contributes to increased team
productivity and results.
Leaders should take care of all members: Paying attention to employees' gestures,
actions, and eyes to answer questions, contribute ideas, respond to needs in a timely
manner is a good way for leaders to better understand members and show genuine
concern.
The harsh criticism of one or more individuals must be strictly avoided: Criticizing
one or more individuals can severely affect their self-esteem and mental health and
reduce their credibility with the leader. Mistakes should be resolved with sincere
suggestions based on the spirit of building a more developed organization instead of
disparaging or killing individuals. Giving suggestions with subtle, persuasive words
will increase the credibility of the leader.

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 V. CONCLUSION
To sum up, the message transmitted from our project is the direct benefits of
having well-performed management skills, specifically motivation and leadership.

It stands to reason that Management brings about the utmost needed real life
materials for students as well as equips learners with knowledge that are essential for
many aspects of life and career. A great boss can change your life, inspiring you to
new heights both professionally and personally, and energizing you and your team
to together overcome new challenges bigger than any one of you could tackle alone.
Having the chance to take part in Management class, we - the students of Team 10
have found out more from minor to major how to have better background knowledge
of management skills.

Sincere thanks to Mr. Hoang Anh Duy assignments, we could cooperate,

become closer and finally, successfully form this group. Through the lessons,
exercises and this project, we were given a precious opportunity to understand better
management skills. Our team had the chance to accomplish a meaningful and
unforgettable project. We have learnt much and shared even more. Once again, from
the bottom of our hearts, we want to express our gratitude to you for teaching us
meaningful lessons and giving us unforgettable memories.

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 VI. REFERENCES

1. Youtube.com. 2011. Friday Night Lights (9/10) Movie CLIP - Coach Gaines
on Being Perfect (2004) HD. [online] Available at:
https://www.youtube.com/watch?v=o-iPiN_YHjY [Accessed 25 September
2021].
2. Management is a Journey®. 2020. Motivation – Applying Maslow’s
Hierarchy of Needs Theory. [online] Available at:
https://managementisajourney.com/motivation-applying-maslows-hierarchy-
of-needs-theory/ [Accessed 25 September 2021].
3. Vietnambiz. 2019. Thuyết kì vọng (Expectancy theory) của Victor Vroom.
[online] Available at: https://vietnambiz.vn/thuyet-ki-vong-expectancy-
theory-cua-vroom-la-gi-20190828143235769.htm [Accessed 25 September
2021].
4. The Economic Times. 2019. What is Theory X & Theory Y? Definition of
Theory X & Theory Y, Theory X & Theory Y Meaning - The Economic Times.
[online] Available at:
https://economictimes.indiatimes.com/definition/theory-x-theory-y
[Accessed 25 September 2021].
5. The World of Work Project. 2018. Alderfer's ERG Theory of Motivation: A
Simple Summary - The World of Work Project. [online] Available at:
https://worldofwork.io/2019/02/alderfers-erg-theory-of-motivation/
[Accessed 25 September 2021].
6. Managementstudyguide.com. 2017. Herzbergs Two-Factor Theory of
Motivation. [online] Available at:
https://www.managementstudyguide.com/herzbergs-theory-motivation.htm
[Accessed 25 September 2021].
7. Management Study HQ. 2020. McClelland's Theory of Needs (Power,
Achievement and Affiliation) - Management Study HQ. [online] Available at:
https://www.managementstudyhq.com/mcclellands-theory-of-needs-power-
achievement-and-affiliation.html [Accessed 25 September 2021].
8. The World of Work Project. 2021. Adams' Equity Theory of Motivation: A
Simple Summary - The World of Work Project. [online] Available at:
https://worldofwork.io/2019/02/adams-equity-theory-of-motivation/
[Accessed 25 September 2021].

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 VII. JOB DESCRIPTION & MEMBERS'
CONTRIBUTION

Task distribution
No. Full name Student ID
Report Slides Presentation
Introduction
Introduction
1 Trần Cẩm Tú 2012250076 Leader’s
Conclusion
information
Theoretical
2 Lê Hoàng Yến 2012250079 framework on
Motivation
Three-needs
3 Nguyễn Thu Trang 2013250030
Theory analysis
Findings & Film Description
4 Nghiêm Bá An Việt 2013450068 Analysis Expectancy
Theory analysis
5 Nguyễn Thảo Vy 2013250235
Recommendation
6 Vũ Mai Anh 1811150055
Conclusion
Recommendation
Nguyễn Ngọc
7 2012250070
Quỳnh Trâm
Theoretical
Nguyễn Thị Thu framework on
8 2011250206 ✓
Trang Motivation
Finalize
Nguyễn Thị Quỳnh
9 2012250073 Finalize ✓
Trang (leader)

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