The determinants affecting the employee motivation: A case of Dong Nai University

TẠP CHÍ KHOA HỌC - ĐẠI HỌC ĐỒNG NAI, SỐ 13 - 2019

ISSN 2354-1482

THE DETERMINANTS AFFECTING THE EMPLOYEE MOTIVATION:

A CASE OF DONG NAI UNIVERSITY

Nguyễn Thị Phương Thảo¹

Nguyễn Việt Hùng²

ABSTRACT

The purpose of this study is to explore the determinants affecting the employee

motivation at Dong Nai University (DNU). The research result is a science evident

for managers to improve the employee motivation. 250 participants working at DNU

replied the questionnaire with 24 questions, but 202 questionnaires received were

processed with SPSS 20.0. The primary sources of data collected from July 2017 to

July 2018 at DNU using simple random sampling technique. The Data was analyzed

with Cronbach's Alpha and the exploratory factor analysis (EFA), which was used

for multiple linear regression and partial least squares method. Employees’

responses were measured through an adapted questionnaire on a 5-point Likert

scale. In addition, the findings of the study showed that five factors have influenced

the employee motivation at DNU with significance level 0.05.

Keywords: Employee, motivation, Dong Nai, DNU

1. Introduction

same as in past decades but the pace

and complexity of changes are of a

magnitude never before experienced.

Today, organization of leaders must

face a macro-environment filled with an

unprecedented level of active stressors

Moreover,

workers

in

any

e.g.

increased

technological

advancement,

nomadic

organization need something to keep

them working. Most of the time, the

salary of the employee is enough to

keep him or her working for an

organization. An employee must be

motivated to work for an organization.

If no motivation is present in an

employee, then that employee’s quality

of work or all work in general will

deteriorate. Thus, employees are the

key driving force of any organization

who gives endless effort to put an

organization's decisions into action

with a view to achieve the goals of the

organization. Employees, therefore,

regarded as an unsurpassed vital

resource of organization, and the issue

of employee's motivation has become

globalization,

workforce, economic shifts, increased

competition, increase in overall pace,

increased diversity. It is being routinely

argued that the rate of change is

increasing. The overall pace of this

environment creates a constant feeling

of being rushed and having to be on for

longer periods. Temporal windows of

downtime between acute stressor events

appear to be shrinking and are placed in

a context of chronic pressures to learn

and adjust to day-by-day demands of

technology and competitiveness in an

increasingly

global

marketplace.

Besides, many of the challenges

organizational leaders face today are the

¹Trường Đại học Đồng Nai

Email:nguyenthiphuongthao24783@gmail.com

²Trường Đại học Lạc Hồng

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TẠP CHÍ KHOA HỌC - ĐẠI HỌC ĐỒNG NAI, SỐ 13 - 2019

ISSN 2354-1482

an indispensable part of the human

resource strategy of an organization.

Motivation is the force that makes

people chooses a particular job, stay

with that job and work hard in that job.

With the practical requirements of a

manager in mind, this author had

chosen: “The determinants affecting

the employee motivation: A case of

Dong Nai University” as a paper. This

paper helps managers who apply the

research results for improving policy

on the management quality better in

the future.

place to look for a generally agreed

upon definition. The inquisitive reader

finds, however, that the field of

motivation is characterized by an

abundance of different theoretical

frameworks and models that make it

difficult, if not impossible, to identify

similarities and differences. Most

workers in the field of motivation

define motivation in their own terms.

As a result, individual research efforts

overlap only little. Although viewing a

particular phenomenon from many

different perspectives may not be a

drawback by itself, in the case of

motivation research the point made that

much of the research effort has not

resulted in an increased understanding

of motivated behavior.

Daljeet Singh Wadhwa proposed

that the concept of motivation has to do

with the choices made by persons or

lower organisms among alternative

forms of voluntary activity [2]. He

views the motivation to work. A set of

energetic forces that originate both

within as well as beyond an individual's

being, to initiate work-related behavior,

and to determine its form, direction,

2. Literature review

Increasing employees’ motivation,

commitment and engagement levels are

key organizational aspects nowadays.

The development of compensation

policies has an important role in

motivating workforce to deliver high

levels of performance, discretionary

effort and contribution. The process of

motivation usually starts with someone

recognizing an unsatisfied need. Then a

goal is established to be reached and

that way to satisfy the need. Rewards

and incentives established for people to

better accomplish the given goal. The

social context also affects the

motivation level [1]. This context

consists of organizational values and

culture but it also includes leaderships

and management as well as the

influence of the group or team in which

a person works. Besides, motivation

should begin with the definition of its

subject matter. One may expect the

motivational theories to be the perfect

intensity,

motivational

and

duration.

theorists

Other

also

operationalize motivation as the

direction, effort, and persistence of

behavior.

Intrinsic

motivation.

Intrinsic

motivation refers to motivation that

driven by an interest or enjoyment in

the task itself, and exists within the

individual rather than relying on

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external pressures or a desire for

reward. Intrinsic motivation studied

since the early 1970s. The phenomenon

motivator because it encourages the

performer to win and to beat others,

not simply to enjoy the intrinsic

rewards of the activity. A cheering

crowd and the desire to win a trophy

are also extrinsic incentives.

of

intrinsic

motivation

first

acknowledged within experimental

studies of animal behavior.

In these studies, it was evident that

the organisms would engage in playful

and curiosity driven behaviors in the

absence of reward. Intrinsic motivation

is a natural motivational tendency and is

a critical element in cognitive, social,

and physical development. Students

who intrinsically motivated are more

likely to engage in the task willingly as

well as work to improve their skills,

which increase their capabilities.

Students are likely to be intrinsically

motivated if they: attribute their

educational results to factors under their

own control, also known as autonomy

believe they have the skills to be

effective agents in reaching their

desired goals, also known as self-

efficacy beliefs are interested in

mastering a topic, not just in achieving

good grades.

Employee motivation. Employee

motivation refers to the forces and

reasons that inspire employees to

engage in their work. Research shows

that

employees

motivated

and

productive

to the

contribute

organization's profitability. Employers

work to increase employee motivation

because

research

indicates

that

motivated employees lead to increased

work quality and improved attendance.

What motivates employees varies

depending on the individual. Many

employees motivated by financial

rewards,

while

others

like

a

combination of recognition and

financial rewards [3]. Managers must

interact with each employee in order to

determine

what

motivates

each

individual and then develop an

individualized

managers find

approach.

what

Once

motivates

Extrinsic motivation. Extrinsic

motivation refers to the performance of

an activity in order to attain an

outcome, whether or not that activity is

also intrinsically motivated. Extrinsic

motivation comes from outside of the

employees, they can use the information

to reach organizational goals on a daily

basis. For instance, the manager can tie

rewards to the ability to meet customer

perception levels [3]. When managers

know what motivates employees, they

can leverage that information so that the

employees are effective. Although

employee motivation varies from

individual.

Common

extrinsic

motivations are rewards (for example

money or grades) for showing the

desired behavior, and the threat of

punishment following misbehavior.

Competition is in an extrinsic

employee

motivators

to

employee,

include

some

money,

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nonmonetary

incentives,

job

individuals identify themselves with

their job or role (supervisor, engineer,

etc.) and derive loyalty from its

uniqueness or usefulness [5].

JD1: DNU has a policy of training

and professional development for staffs.

JD2: DNU gives you the

opportunity to develop personal ability.

promotions, paid time off, feedback and

recognition. Managers also must

consider how frequently they offer

motivational items and the number of

rewards offered at one time. Offering

only

one

reward

demotivates

employees, according to research, who

say that one reward only motivates

existing top performers, instead of

motivating underperformers.

JD3:

DNU

always

creates

advancement opportunities for qualified

persons.

2.1. Job security and development

(JD)

JD4: All employees have the

opportunity to study and Job security at

DNU.

JD5: You always get the

enthusiastic from the helping of

colleagues.

Hypothesis H1: Job security and

development has a positive impact on

the employee motivation.

Job security. Job security is another

very important factor that may affect

employee job satisfaction. Employees

will often feel more secure if they

believe they will not get fired.

Development. If employee see a

path available to move up the position

in the organization, they would be more

satisfied with their existing job.

Organization can persuade employees

to learn sophisticated skills or to

demonstrate them what they need to in

order to be on a path to progression

inside the organization [4].

Job called a group of homogeneous

tasks related by similarity of functions.

When performed by an employee in an

exchange for pay, a job consists of

duties, responsibilities, and tasks

(performance elements) that are (1)

defined and specific, and (2) can be

accomplished, quantified, measured,

and rated. From a wider perspective, a

job is synonymous with a role and

includes the physical and social aspects

2.2. Relationship (R)

Every employee seeks to be treated

with respect by those they work with. If

employees are in touch with supportive

colleagues or peer, they can do their

performance. The organization staffs

are very courteous and considerate with

customers [6].

R1: Your suggestions are respected

by superiors at DNU.

R2: Superiors who are friendly and

approachable.

R3: Superiors who support and

often help you solve job.

R4: Superiors who commonly

shared and help you about the

difficulties.

of

a

work environment. Often,

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Hypothesis H2: Relationship has a

positive impact on the employee

motivation.

It also determines the formulation and

implementation of strategy, and directs

and restricts the plans, decisions, and

actions of the firm's officers in

achievement of its objectives [8].

IP1: Your current salary is in line

with your abilities at DNU.

IP2: Your salary commensurate

with your salary the same position in

another university.

IP3: DNU has good policy for

studying and researching.

IP4: You are rewarded with the

results of the working at DNU.

Hypothesis H4: Income and policy

has a positive impact on the employee

motivation.

2.3. Freedom (F)

Freedom or autonomy. It refers to

the degree of freedom that workers have

in their work. It means the level of

control employees have timing and

scheduling their work activities [7].

F1: Your job is very interesting and

comfortable at DNU.

F2: You were given authority in

accordance with their abilities at work.

F3: Your job is suitable for you and

working time is freedom at DNU.

F4: Your job is creative and

freedom at DNU.

Hypothesis H3: Freedom has a

positive impact on the employee motivation.

2.4. Income and policy (IP)

Income. It is the consumption and

savings opportunity gained by an entity

within a specified timeframe, which

generally expressed in monetary terms.

2.5. Work environment (WE)

Work environment. It located where

a task is completed. When pertaining to

a place of employment, the work

environment involves the physical

geographical location as well as the

immediate

surroundings

of

the

However,

for

households

and

workplace such as a construction site or

office building [9]. Factors relating to

the place of employment, such as the

quality of the air, noise level and

additional perks and benefits of

employment such as free child care or

unlimited coffee, or adequate parking [10].

WE1: Working conditions is clean,

cool and comfortable at DNU.

WE2: Working conditions where

you provided a full range of vehicles

and machinery needed for the job.

WE3: Working conditions make

your job really become safe.

individuals, income is the sum of all

the wages, salaries, profits, interest

payments, rents and other forms of

earnings received... in a given period

of time.

Policy. It usually a documented set

of broad guidelines, formulated after an

analysis of all internal and external

factors that can affect a firm's

objectives, operations, and plans. The

policy formulated by the firm's board of

directors, corporate policy lays down

the firm's response to known and

knowable situations and circumstances.

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WE4: Working conditions were

working time and your break is

consistent.

Hypothesis H5: Work environment

has a positive impact on the employee

motivation.

Research model for factors affecting the employees’ motivation

Figure 1: Research model for factors affecting the employees’ motivation

at DNU

(Source: Researchers proposed)

3. Methods of research

exploratory

Completed

factor

questionnaires

analysis.

were

The research process for factors

affecting the employees’ motivation

having two phases following. Phase 1:

directly collected from the surveyed

employees because it took them less

than 15 minutes to ﬁnish the survey.

There are 250 employees surveyed by

hard copy distributed among more

than 300 employees at DNU. All data

collected from the questionnaire are

coded, processed by SPSS 20.0. Any

observational variables with a total

correlation coefficient greater than 0.3

and Cronbach's Alpha coefficient

greater than 0.6 would ensure

reliability of the scale. This method is

based on the Eigenvalue, the

appropriate factorial analysis and the

observed variables in the whole which

Researchers

applied

the

expert

methodology and based on 10 experts’

consultation and based 10 lecturers as

group discussions are to improve the

scale and design of the questionnaire.

The results of surveying 10 management

experts and 10 lecturers showed that

factors affecting the employees’

motivation. Researchers created a list of

possible factors gathered from the

literature reviews as mentioned in the

above studies. Phase 2: Researchers

tested

a

reliability scale with

Cronbach's Alpha coefficient and

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TẠP CHÍ KHOA HỌC - ĐẠI HỌC ĐỒNG NAI, SỐ 13 - 2019

ISSN 2354-1482

are correlated when Average Variance

Extracted is> 50%, the KMO

coefficient is within 0.5 to 1, Sig

coefficient ≤ 5%, the loading factors

of all observed variables are > 0.5. In

addition, the researchers testing scale

reliability with Cronbach’s alpha

coefﬁcient and exploratory factor

analyses (EFA) were performed.

Finally, multiple linear regression

used [11].

4. Research results

Descriptive Statistics for factors

affecting the employees’ motivation

at DNU

Table 1: Descriptive statistics for the employees’ motivation at DNU

Minimum Maximum Mean Std. Deviation

Code

JD1

JD2

JD3

JD4

JD5

R1

R2

R3

R4

F1

F2

F3

F4

IP1

IP2

IP3

IP4

N

202

1

2

1

2

1

2

5

2.83

2.91

2.85

2.76

2.74

2.90

2.82

2.75

2.92

2.49

2.69

3.11

3.17

3.26

3.08

4.07

3.40

3.73

3.47

3.27

3.25

3.39

0.933

0.890

0.870

0.915

0.841

1.322

1.294

1.336

1.341

1.442

1.334

1.294

1.302

1.033

1.084

1.015

0.961

0.919

1.107

1.280

1.313

0.590

0.752

0.677

WE1

WE2

WE3

WE4

EM1

EM2

EM3

(Source: The researchers’ collecting data and SPSS 20.0)

Table 1 showed that the mean of

items and Std. Deviation are around 3.0

and 1.0. The value of minimum is 1.0

and maximum is 5.0.

The scale reliability tests for

factors affecting the employees’

motivation at DNU

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