ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 20: Organizational Behavior

Submission date 21/02/2024 Date received (1st submission)

Re-submission date Date received (2nd submission)

Student name Dong Thi Linh Student ID BH01210

Class BA0603 Assessor name Ngo Thuy Quynh

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature:

Linh

Grading grid

P1 P2 P3 M1 M2 D1

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Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

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Contents
I. Introduction..................................................................................................................................... 5

II. Introduction of MB Bank ................................................................................................................. 5

III. Analysis of Personality Traits ( P1 ).............................................................................................. 6

1. Introduction of big five personality traits.................................................................................... 6

2. Reflect on your own personality traits and attributes ................................................................ 8

3. The impact of personality traits on management approach and company performance ........ 15

IV. Reflect on The Value and Importance of Perception for Effective Managerial Relationships ( P2
) 18

1. The definition of perception ...................................................................................................... 18

2. The factors affecting perception ............................................................................................... 19

V. Challenge Own Perspectives and Individual Traits and Attributes to Influence and Improve
Managerial Relationships (M1) ............................................................................................................ 27

VI. Extrinsic and Intrinsic Motivation (P3) ...................................................................................... 31

1. Extrinsic motivation ................................................................................................................... 31

2. Intrinsic motivation.................................................................................................................... 32

VII. Content Theories of Motivation (Alderfer’s ERG Theory) ......................................................... 33

1. The content of Alderfer’s ERG theory (P3) ................................................................................ 33

2. Applying the Alderfer’s ERG theory in MBB (P3 + M2) ............................................................. 35

3. Proposing policies to create motivation for MBB (D1) ............................................................. 40

3.1. Existence needs .................................................................................................................. 40

3.2. Relateted needs.................................................................................................................. 45

3.3. Growth need....................................................................................................................... 47

VIII. Process Theories of Motivation (Vroom’s Expectancy Theory) ................................................ 49

1. The content of Vroom’s expectancy theory (P3) ...................................................................... 49

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 2. Applying the Vroom’s expectancy theory in MBB (P3 + M2) .................................................... 50

3. Proposing policies to create motivation for MBB (D1) ............................................................. 53

IX. Critical Evaluation ...................................................................................................................... 58

X. Conclusion ..................................................................................................................................... 58

XI. Reference ................................................................................................................................... 59

Figure
Figure 1 Logo of MB Bank ....................................................................................................................... 5
Figure 2 The Big Five Personality Traits Model ...................................................................................... 7
Figure 3 The big five test ........................................................................................................................ 9
Figure 4 Neuroticism assessment outcome index................................................................................ 10
Figure 5 Extraversion assessment outcome index ............................................................................... 10
Figure 6 Openness to experience assessment outcome index ............................................................ 12
Figure 7 Agreeableness assessment outcome index ............................................................................ 13
Figure 8 Conscientiousness assessment outcome index...................................................................... 14
Figure 9 Alderfer's ERG Theory ............................................................................................................. 34
Figure 10 Promotion chart of the HR department ............................................................................... 48
Figure 11 Vroom's expectancy theory .................................................................................................. 50

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I. Introduction
I was recruited as a manager at MB Bank - a commercial bank in Vietnam. Below is my analysis
of factors related to organizational behavior such as personality, perception, bias or motivational
factors. The first is shown through my specific analysis of Personality Traits through the Big Five
Personality Traits Model. In addition, how those personalities affect management activities at the
enterprise is also clearly analyzed. Next is cognitive content analysis including: definition of cognition,
factors affecting cognition. In addition, regarding the issue of cognitive bias, I specifically analyzed
how it has a positive and negative impact on the management role at MBB. Next is the content about
external and internal motivation, including: concepts and explanations of constituent factors. Next is
content about motivational theories, including: Alderfer's ERG theory and Vroom's expectancy theory.
In each motivational theory, I have fully presented the content of the theory, and at the same time
applied it to MBB to consider the advantages and limitations that businesses have achieved, in
addition to their role as humans. MBB leaders have also specifically proposed policies to help MBB
perfect its motivational policy to suit its corporate culture and personnel personality.

II. Introduction of MB Bank

Figure 1 Logo of MB Bank

(Source: mbbank.com.vn)
MB Bank is a joint stock commercial bank in Vietnam, an enterprise directly under the Ministry
of National Defense. MB Bank was established on November 4, 1994, with an initial charter capital of
only 20 billion VND and 25 employees. As of 2019, MB Bank's charter capital has increased to nearly
VND 8,000 billion. By the end of 2022, according to MB Bank’s 2022 financial statement, MB Bank's
financial health is shown as follows (unit: million dong):

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 • Total owner’s equity: 79,613,373
• Total liabilities: 648,919,154
• Total assets: 728,532,373
Currently, this bank's network has been expanded throughout the country. With 138 branches
and more than 190 transaction points spread across 48 provinces and cities. MB Bank has its
headquarters in Hanoi and a transaction headquarters, with more than 3,000 officers and employees
working and operating in the banking sector. In addition, MB Bank has also built an international
network with the bank's representative office in the Russian Federation and two branches in Laos and
Cambodia (tima.vn, 2023).
From its starting point as an enterprise belonging to the Vietnam People's Army, MB Bank has
been operating with a mission for the development of the country and for the practical benefits of
customers. Through 25 years of formation and development, up to now, MB Bank has grown stronger
and stronger. In addition to expanding many branches and transaction locations across the country,
MB Bank has also built and developed member companies in many different fields: consumer finance,
asset management, fund management, securities, life insurance... to provide the best services to
customers (tima.vn, 2023).

III. Analysis of Personality Traits ( P1 )

1. Introduction of big five personality traits

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 Figure 2 The Big Five Personality Traits Model

(Source: slidemodel.com, 2020)

The Big-Five model is widely used around the world, helping to determine participants'
personalities or identify their personality types (shown and hidden). From there, understand yourself
better, live and work happier. The Big-Five model reflects five personality traits based on findings from
several independent researchers in the late 1950s. But today's model began to form in the 1990s, and
is applied on OD-Tools' Trait-Map® from 2004 to present. The Big-Five model is based on behavioral
science and classifies those behaviors into a certain personality. The Big-Five personality model
measures 5 main factors of human personality, each factor represents a different personality group,
those 5 personalities include: Openness, Conscientiousness, Extraversion, Agreeableness,
Neuroticism (springo.vn, 2020).
The first is openness. This personality group's characteristics focus on reflecting creativity,
imagination, and adventure. If you have a high index of this personality trait, you will be curious about
the world and surroundings, enjoy new experiences and be eager to learn or highly progressive. On
the contrary, if you have a low score, you will have a personality that tends to dislike innovation, is
afraid to accept new ideas and is less likely to change, following the beaten path or focusing on
tradition (springo.vn, 2020).

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 The second is coscientiouness. In this personality group, you will have thoughtful, carefully
prepared (know how to make plans and execute them) or goal-oriented behaviors, have the ability to
observe or pay attention to details, know how to Control your anger and understand that your
behavior and choices can affect others. Conversely, if you have a low score you have more difficulty
getting organized and focusing on a goal. You tend to be disorganized (loose) and dislike structure and
schedules. You don't appreciate or care about how your behavior affects others (springo.vn, 2020).
The third is extraversion. Characteristics of this personality group are that you will easily see in
yourself the characteristics of being assertive, sociable, talking a lot and expressing emotions clearly
or you always feel comfortable in front of crowds and social situations. other association. On the
contrary, you have a low score or can be called an introvert. You will tend to avoid social situations
because you find it takes a lot of energy to attend. You are less comfortable talking about individuals,
and more comfortable listening to others (springo.vn, 2020).
The fourth is agreeableness. In this personality group you will see the expression of
characteristics that describe kindness, altruism, affection, trust, sympathy or basic expressions of
agreeableness. If you have a high index of this trait, you are a person who is comfortable with being
kind and friendly to others, and others will always see you as very helpful and cooperative. Conversely,
if you score low on this trait, you will be more easily manipulated and often unfriendly to others. You
may also be considered a more competitive and less collaborative person (springo.vn, 2020).
Finally there is neuroticism. This personality group is considered a trait that describes an
individual's overall emotional stability. If you have a high index of this personality trait, you tend to be
sad, moody and emotionally unstable (irritable) or think negatively. Conversely, people with low
scores on this trait are considered more stable and emotionally resilient (springo.vn, 2020).

2. Reflect on your own personality traits and attributes

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 Figure 3 The big five test

Above is a chart illustrating the results of my personality test through the big five model. Each
column will correspond to each aspect of my personality expressed in numbers to help me, when
looking at the numbers and charts, can easily compare which of my personalities is outstanding.
dominant, which traits are low? Looking at the chart, I can see that my conscientiousness is expressed
at its maximum level, the next positions are agreeableness, openness, extraversion, neuroticism
respectively. To have a more detailed look, below I will conduct a more specific assessment of each
aspect of my personality.

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 Figure 4 Neuroticism assessment outcome index

The first personality aspect shown is neuroticism. Through the test, I received the result with a
score of 69 (low). This clearly shows that I have emotional stability, or in other words, this shows my
calmness when I have to face many difficulties in work and life. Furthermore, neuroticism is expressed
in 6 smaller personality aspects, including: anxiety, anger, depression, self-consciousness,
moderation, vulnerablity. My anxiety index is considered high (14) which shows that I am a person
who easily worries about something, maybe something dangerous about to happen or maybe
situations. specifically. My nger index is rated as low (11) showing that I am a person who does not
easily get angry at things. My depression index is considered low (9), which shows that I am a person
who always has good energy, tends to get rid of negative thoughts or bad problems to be able to
overcome them. hard. My self-consciousness index is considered neutral (12), showing that I am
sometimes quite sensitive about what others say about me, but sometimes I am not. Perhaps with
this personality, I can balance people's good and bad reviews towards me.

Figure 5 Extraversion assessment outcome index

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 The second personality aspect shown is extraversion. Through the test results, my extroversion
index is considered high (75). This overall result of extroversion reflects my level of extroversion,
sociability, and seeking stimulation from the external environment. My extroversion index is high,
showing that I am an active, sociable person, and also shows that I am a person with a lot of energy
and enthusiasm. To better understand this personality, extroversion is divided into many other sub-
personalities, such as friendliness, collectivity, assertiveness, cheerfulness, etc. My level of
extroversion. First, my friendliness is rated at a neutral level (12), which means that for me, I am
sometimes a bit reserved with relationships that are too new, making it difficult for me to integrate.
Sometimes in dynamic environments or meeting new friends that I feel are "on the same frequency",
it is very easy for me to make friends, chat or even express my feelings. Next, my gregariousness is
rated as high (13), showing that I am a person who has little difficulty working in large groups of people
or in other words, perhaps I quite like informal environments. Because I feel like I can learn many
things from such environments. Next, my assertiveness is rated as high (13), showing that I am a highly
responsible person, not easily influenced by other people's words. At the same time, high
assertiveness also shows that I am a person who tends to be a leader in a group or organization. Next
is the activity level, my index is considered high (13), showing that I am an active, busy person. At the
same time, it is the level of moving quickly and participating in many outside social activities. Finally,
cheerfulness, the test results show that I am a person with a high level of cheerfulness (14),

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cheerfulness is always associated with positive emotions. This means I regularly experience positive
emotions, including happiness, enthusiasm, optimism and joy. In general, through the indicators from
the test results, it also shows my extroversion and also shows the smaller personality aspects of
extroversion.

Figure 6 Openness to experience assessment outcome index

The third personality aspect shown is openness to experience. Through the results of the test,
my openness to experience was shown to be high (87). The overall results of this personality aspect
show that I am an open-minded person, rich in imagination and willing to participate in new
experiences. Especially when my openness to experience index is high, it shows that I tend to excel in
imagination and creativity. In addition, openness is expressed in smaller personality aspects such as
imagination, artistic interests, adventure, intelligence and liberalism. The first is imagination. Through
the test, my imagination was rated at a high level (14), showing that I am an imaginative person. I can
use my imagination to create a richer, more interesting world of my own. Besides, my artistic interests
are also rated at a high level (17), this clearly shows that I am a person who loves beauty, both in art
and in real life. . I became easily and engrossed in participating in artistic activities or events. The truth
is that it is not necessary to have artistic training, but I personally have a passion for studying art,
appreciating it and learning from it. Next, openness also includes emotions, my emotional index is

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considered high (14), showing that I am an emotional person, sometimes a little sensitive. I have the
ability to correctly understand and perceive true feelings about myself and others. Next is adventure,
I am considered an adventurous person with a high score (14). This shows that I am someone who is
always excited about new challenges or activities, or even traveling to strange lands and experiencing
different things there. I also feel like doing something familiar is boring, I want to change more or less
to make the old things new again. Especially for this aspect of open personality, intelligence is
considered one of the two most important personality traits (including artistic interests). My
intelligence quotient is rated at a high level (15) clearly demonstrating my preference for "playing"
with ideas. I am open to new things and bold ideas and quite enjoy debating intellectual issues. I like
riddles or questions that challenge the "brain". In general, through small characteristics, it can be seen
that I am a person who is open to new experiences, along with high imagination and intelligence.

Figure 7 Agreeableness assessment outcome index

The fourth personality aspect shown is agreeableness. Agreeableness reflects levels of

cooperation, compassion, and concern for others. According to the results of the test, my comfort
was rated at a high level (91). This shows that I am a sympathetic, sympathetic and socially friendly
person, especially in difficult situations. Agreeableness is expressed by smaller characteristics such as
trust, morality, altruism, etc. I am a person with low trust (10), which means I do not completely trust
things. Whatever others say or do, I am suspicious of other people's actions because I am afraid that

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if I believe it, it will cause certain consequences. On the contrary, my results for ethics and altruism
are highly rated. It is expressed in the fact that I am willing to help people overcome difficulties, do
not hesitate to do bad things to achieve my goals or always keep myself from negatively affecting
others. As for altruism, I feel that doing things for others is a form of self-fulfillment rather than
sacrificing yourself. Besides, cooperation, humility or sympathy are also characteristics included in
agreeableness. All three of my characteristics are expressed at a high level. I am a person who does
not like confrontation and I am completely willing to either compromise or to deny my own needs in
order to get along with others, I do not want things to become conflicts when every problem has can
be resolved peacefully. I'm also a pretty humble person, I never think I'm always better than others, I
don't consider showing off as a sign of confidence. In addition, my sympathy index is also high (17),
showing my gentleness and compassion. I feel the pain of others indirectly and am easily moved by
difficult situations, and I also do not consider this as pity. In general, my agreeableness index is high,
showing that my positive emotional traits are prominent.

Figure 8 Conscientiousness assessment outcome index

The final personality aspect to be demonstrated is conscientiousness. I feel quite confident about
this personality of myself and it is not surprising that this personality index of the couple is at the
highest level (100). This reflects my level of organization, responsibility and goal orientation. A high
self-efficacy index (14) shows that I am a person with common sense, motivation, and I feel that I can

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control things at work and in my life. Furthermore, my tidiness is also appreciated (19). I am a planner,
organizing things in an organized way. This also means that I am also a highly self-aware person. I call
this willpower because it demonstrates my perseverance through difficult times until the job is
completed. Because I have high self-awareness, I can overcome temptations to start tasks and stay on
track. I am also a highly responsible person. I am aware that putting responsibility first is a way to help
me gain people's trust. I am also a person with a strong sense of direction in life, I strive hard to achieve
excellence in any job. My motivation to be recognized as successful keeps me on track towards my
ultimate goal. Besides, it is also indispensable to be cautious. I was assessed through the test as having
high caution. Showing that I am cautious when making any decision, I think carefully or consider what
the outcome of a certain decision will be in order to come to the final decision. I consider that making
decisions without thinking increases the possibility of failure of something.

3. The impact of personality traits on management approach and company

performance

As a manager of MB Bank, I have managed many employees, each with different personalities,
but as a team, each personality is blended to become a better team. For myself, as a manager, I
understand that my good personality will bring positive results in the business operations of the
enterprise. On the other hand, there are also characteristics that I need to improve so as not to cause
disadvantages for MB Bank.

As a manager of MB Bank, I have made the best use of my good personalities to bring high
efficiency to MBB.

First of all, I am a person with a low neuroticism index and this greatly affects different aspects
of me. Low nervousness means that I am not a person who gets angry easily, the level of panic when
I work is also not high and especially this shows that I am a calm person and capable of handling stress.
good straight. As a manager at MBB, in a high-pressure environment of the banking industry, a low
level of neuroticism helps me handle stress more effectively, especially in difficult situations.
Managers like me also help bring stability to our subordinates, so we can better respond to crises.
Typically, in recent years, MB Bank's bad debt ratio has always been at an alarming level. In the period
from 2020 to 2022, MBB's total bad debt increased from 3,248 billion VND in 2020 and then suddenly

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increased to 5,031 billion VND, equivalent to an increase of 54%. All 3 groups of MBB's bad debts have
reached their highest peak in the past 6 years. It can be seen that in difficult situations like this, a
manager like me plays a very important role. I have used my personality as a person who has the
ability to stabilize emotions in the face of crises to be able to motivate my subordinates to come up
with solutions. We have structured the appropriate loan terms based on the borrower's financial
situation and the purpose of the loan; In addition, a smart monitoring system is established to monitor
the borrower's financial situation throughout the loan term. Thanks to my calmness and ability to
handle crises well, my colleagues and I have helped MBB's bad debt ratio to be at a stable level and
are expected to decrease in the following years.

In addition, I am also a highly extroverted person. I always love group activities because I think
that's when people can learn from each other and can enhance the spirit of solidarity. I am described
as a charismatic, confident person with good communication skills and a lot of energy. I am
enthusiastic, decisive and like to take responsibility for group activities. The fact that I have an
extroverted personality can help me a lot in my work at MBB. As a manager, I understand the need to
motivate employees to increase work efficiency. I am an extrovert so I really like group activities like
team building. During MB Bank's last April holiday, I proposed that the company organize
teambuilding for employees in the company. This activity is called "Building a financial tower", teams
are provided with materials such as playing cards and ice cream sticks. Each team must build the tallest
tower symbolizing stability and strength, symbolizing the values of the banking industry. Through this
activity, I heard feedback from junior employees that they were happy to participate in the activity,
helping to increase solidarity and especially giving them more motivation to work. Through this, it also
shows that my extroversion has brought real positive effects.

Next, I also have an open personality. This is reflected in the fact that I am a highly imaginative
and creative person. And especially I am also a person who is considered to have high intelligence.
The above characteristics combined together have probably helped me come up with many innovative
ideas for MB Bank and brought many positive values in business performance. Recently, I have
contributed to coming up with ideas for the MBB project in collaboration with Son Tung MTP (Nguyen
Thanh Tung (born July 5, 1994), commonly known by his stage name Son Tung M- TP, is a Vietnamese
male singer, songwriter, rapper and actor) and JCB (JCB Corporation is a major credit card company

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based in Tokyo, Japan. It operates globally and is known for its credit card services, including issuing
credit cards and providing payment processing.) launches Be The Sky product exclusively for the SKY
family (fandom name of artist Son Tung MTP) with many excellent features. This product is not simply
a financial product but also crystallizes elements of music, art and technology, connecting fans with
their idols. This product has been very positively received by consumers, as evidenced by the
continuous increase in website visits and the high number of people registering to use the card,
thereby increasing revenue and reputation. of MBB. This can prove that my creative ability, rich
imagination and intelligence have contributed to helping MBB develop more and more.

In addition, I also have an open personality. This is reflected in the fact that I am an altruistic
and highly ethical person. These characteristics have helped me develop while working at MBB and at
the same time bring many positive values to the business. Typically, recently my team members and
I coordinated to launch a campaign to support cancer patients, the campaign is called: "Hope in every
transaction". The main goal is to raise funds to ease the financial burden of cancer treatment while
fostering a sense of community and hope. Under this campaign, we encourage our customers to round
up their transactions to the nearest VND, with the remaining change being donated to cancer support.
We provide regular updates on funds raised and impact on cancer patients to maintain transparency.
Up to the most recent time, MBB has supported about 250 cases of cancer patients. Through this
campaign, I have also contributed to helping MBB create a meaningful and effective charity campaign,
not only raising funds but also building a sense of community and hope for cancer patients. along with
their families.

Besides the above characteristics that help me bring positive values to MBB, I am especially a
highly conscientious person. Demonstrated by high level of discipline and self-discipline. As a
manager, I understand that it is not always flexible, but in serious times, discipline and responsibility
are very important. I pass this on to my employees. I manage my employees to work seriously, neatly,
disciplined and responsible in all tasks. And especially a spirit of endless striving. This has helped my
employees become more productive at work or even get promoted. These things also reflect how
much value I bring to the business.

Besides the positive aspects that my personality aspects bring to MBB, there are unavoidable
somewhat negative effects. I am a person with a low neurotisism index , which means I often feel
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anxious or even overly anxious at times. That word can sometimes make my work more difficult. My
excessive worrying can make it difficult for me to make decisions and may be hesitant to take
necessary risks, which can lead to delays in projects and reduced productivity, which in turn can lead
to delays in projects. can cause some disadvantages for businesses. Typically, during the media
campaign for products in the Hi-Collection collection, I was concerned that some images on the cards
might have sensitive elements, so I hesitated in making a decision. But in fact, it has been thoroughly
researched. I think in some cases my worrying too much can be detrimental to the business. In
addition, in addition to worrying too much, I am also a person with a high emotional index. In some
cases, it brings negative values. Sometimes I have difficulty resolving conflicts at work, empathy or
any other emotion causes me difficulty and I don't know how to resolve it because then my emotions
is being expressed more than the rational side. I think I also need to improve this aspect of my
personality because if I leave it for a long time, I can put the business at a disadvantage. And finally, a
point that can be quite detrimental is that although I have high agreeableness, my trust is low. I don't
believe 100% of what other people say and I'm always skeptical about whether a certain issue is really
right or really wrong. Sometimes it makes me waste time trying to figure out whether something is
right or wrong. And also in a few cases I may have missed some business opportunities by not trusting
my employees. I feel this is the aspect of my personality that I need to improve the most because the
possibility of it negatively impacting my work at MBB is very high.

From my above reflections on how my personality affects operations at MBB, we can see that
the different personality aspects of each of us have negative or positive impacts on the business.
Sometimes a personality can affect both sides of the issue when placed in different situations.

IV. Reflect on The Value and Importance of Perception for Effective

Managerial Relationships ( P2 )
1. The definition of perception
Perception is the process of acquiring, interpreting, selecting, and organizing sensory
information. It involves multiple cognitive and neural processes that enable us to become aware of
our surroundings and act accordingly. Perception is influenced by various factors, such as attention,
memory, expectations, emotions, motivations, and cultural background. Perception is not a passive

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reception of stimuli, but an active construction of reality based on our prior knowledge and experience
(Goldstein & Brockmole, 2017).
2. The factors affecting perception

Perception - the process through which individuals interpret and understand the world around
them, is a complex and multifaceted phenomenon. It serves as the gateway to our understanding of
reality, involving our thoughts, feelings, and actions. However, the lens through which we view the
world is not fixed; rather, it is shaped by millions of factors that complexly interact to shape our unique
cognitive experiences. These factors, from biological and psychological mechanisms to cultural and
environmental influences, play a key role in shaping how we interpret and respond to stimuli. When
exploring the complexity of cognition, it is essential to delve into the various factors that impact this
cognitive process. This exploration will not only shed light on the fascinating interaction of factors but
also contribute to a deeper understanding of human cognition and behavior. In this context, I will shed
light on four factors that impact perception, including: situation, perceiver, target and perceptual
biases.

The first factor that affects perception is the situation. Human perception is not a static process
but it is heavily influenced by the context in which it takes place, because it is inevitable that
everything is always changing, so if the same perception of an individual or certain events, but if in
different situations, there will be different perceptions affected by the external context. Situational
factors can include: Environment, social context, specific circumstances,... First is the environmental
factor. The physical surroundings in which an interaction takes place can influence the perception of
someone. The physical environment can be a cramped or comfortable space, a clean or unhygienic
location, a fragrant or unpleasant meeting room,... all of which affect perception. For example, if a
meeting discussing MB Bank's series of communication activities is held in a fragrant, clean, well-lit
and neatly decorated room, then surely the manager (the person who chairs the meeting) and all All
employees will feel more comfortable, from there the manager will have a more positive view of the
employees' opinions and give better perceptions of his employees in that meeting. On the contrary,
if the meeting is held in a meeting room that is not fragrant and has strong sunlight shining in, it may
make people uncomfortable and from there, all perceptions may become more negative, for example.
As a manager, it will be difficult to be satisfied with any program in this series of communication

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activities. Second is the social context. Social context describes everything currently happening in
society, which can be understood as social trends. Social trends are what society at the moment of
awareness is popular or developing. We can see that the current trend is electronics, the age of digital
technology, the development of clean energy,...all of which have more or less an impact on
awareness. For example, with a recruitment session of MB Bank around 2012, at that time technology
was not as developed as it is now, communication via the internet was not yet strongly developed, so
for individuals with knowledge in The field of digital technology or digital communication is very
important, managers evaluate that candidate as very good and can bring a lot of benefits to MBB. But
in contrast to the present time (2024), when the era of technology and social networking platforms is
very developed, the individual applying for the job does not have knowledge in the field of digital
technology or digital media. is rated very highly like before (2012), the level of competition is even
more fierce because the requirements are increasingly higher. That is because the social context has
an impact on how we perceive someone. Next, similar to social context, cultural context is the cultural
norms and values that shape the way people perceive someone. What is considered acceptable or
appropriate in one culture may be viewed differently in another. Differences between cultures can
lead to different perceptions of the same person or event. For example, if in an MBB recruitment
session for the position of marketing manager, there are 2 human resources managers as
interviewers, 1 is Vietnamese and the other is Japanese. There were 10 candidates participating in the
interview, of which only Mr. Normal, polite but not outstanding. For a Japanese human resources
manager, there will be no outstanding evaluation for Mr. A or may even have a slightly negative view.
Because in Japanese culture, standing out is not always good. When applying for a job, everyone wears
the same black vest, the same shoes, and the same hairstyle to avoid attention. of the interviewer by
appearance. Culture in Japan promotes the ability to share knowledge and help others develop, not
promoting isolated brilliance (Trang, 20216). On the contrary, a Vietnamese human resources
manager will be impressed with Mr. A and think that this individual may have great potential in the
marketing field through the way Mr. me. Because in Vietnam, if we don't stand out, we can hardly do
anything. This is also evidence to show how cultural context affects our perception of someone. The
next situational factor may be the means of communication. The method of communication, whether
direct or indirect, traditional written or digital, can impact perception. For example, when we
communicate on the phone through text messages, there will be a lack of non-verbal signals,

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expressions, etc., which can lead to misinterpretation or distortion of the truth compared to the
interaction. interact directly.

The second factor that affects perception is perceiver. How we perceive, interpret, and
understand others depends not only on the characteristics of the stimulus itself but is also deeply
influenced by the person's own unique attributes, experiences, experiences, and dispositions.
awareness. The first is the experience and knowledge of the perceiver. Pre-existing mental
frameworks or patterns can shape how individuals perceive others. Stereotypes can lead to biased
perceptions based on characteristics such as gender, race, or occupation. Knowledge can also be
expertise in a specific field. The knowledge or past experiences we have gone through influence the
process of perceiving someone. For example, to evaluate an employee's communication plan, a
marketing director will have a different view than a human resources director. Because a marketing
director will rely on experience and knowledge to be able to properly evaluate that person, while if
he is a human resources director, the perception may only be based on intuition. That is also the way
that the perceiver's experience and knowledge affects perception. The second is the perceiver's
emotions at the time of perception. Emotional factors including mood, empathy, etc. play a key role
in cognition. A person in a positive mood may perceive others as more positive, while someone in a
negative mood may see things as more negative. For example, if MB Bank's project to launch a new
bank card product achieves great success and is positively received by customers, then the manager's
mood will be very good. The manager will then view his or her employees with a positive feeling,
thinking that everyone is doing a great job and evaluating everyone for trying very hard. But in the
opposite case, if MBB's project to launch a new bank card product is not very effective, it will affect
the manager's mood and things may become more negative, the manager said. Managers will
perceive that their employees are not trying hard enough or are not competent enough. Empathy, or
the ability to understand and share the emotions of others, can also influence how people perceive
the actions and intentions of others. Third is the perceiver's motivation. Motivation can be understood
as the perceiver's goals and needs regarding their target audience. A person may be motivated to give
a high or low opinion of a person depending on external factors or the perceiver's intuition. Obviously,
when we perceive someone, we will have more or less expectations about that person. For example,
if in a recruitment session there are 2 individuals applying, in which the first person has more
outstanding experience shown in the CV and the second person has less experience, then at the time
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of interview, when the manager Having read the CV, the manager will have more expectations of the
first person than the second person and this greatly impacts the manager's perception of the two
candidates. A manager's higher expectations of the first person may mean that the first person is more
likely to be hired than the second person, regardless of the interviewer's results. Meanwhile, if the
manager does not have high expectations of the second person, the perception of that person will
also be different, it is possible that the manager will not focus on listening or will not appreciate that
person. And the last factor related to the perceiver factor is the perceiver's own personality.
Personality will show how we perceive a person differently from others. Perceivers can like bright or
neutral colors, be extroverts or introverts, be people who perceive by intuition or feeling, be people
who process information by thought or emotion,... This difference leads to cognitive differences if
different perceivers themselves have different preferences. For example, if we were to evaluate the
design image of a bank hard card in MBB's Hi-Collection, then if a person has a preference for colorful
colors and decorative motifs, they will appreciate the aesthetics of the card. This design, on the
contrary, if people love simplicity with neutral colors, they likely will not like the design of this
collection.

The third factor that affects perception is the target. Target here is understood as the perceived
object. The elements of target stand out as an important aspect that shapes how we perceive anyone.
The target factor is expressed in appearance, personality traits, communication style, actions, social
status, etc. First is the target's appearance factor. Appearance is one of the most prominent and
accessible cues we use to form impressions of others. The study by Dion et al. (1972) have shown that
we tend to make snap judgments based on a target's physical attractiveness, style of dress, and other
aspects of appearance. These assessments can influence a person's attitudes, emotions, expectations,
preferences, and behavior toward the target. Studies have found that attractive people are perceived
as more intelligent, competent, trustworthy, and persuasive than unattractive people. They also
receive more favorable outcomes in various areas, such as education, employment, politics, and
dating (Langlois et al., 2000; Hosoda et al., 2003; Olivola & Todorov, 2010). The reason why physical
appearance affects perception is that we tend to associate certain traits and qualities with certain
physical features. For example, we may associate a smiling face with happiness and friendliness, or a
sharp outfit with professionalism and success. For example, if a manager evaluates candidates during
an interview, if the candidate dresses politely and neatly with harmonious clothing colors, he or she
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will have an initial advantage in the eyes of the business's employer. career, because in our perception
we often think that a person who dresses politely and neatly is more intelligent or quick-witted. Next
is the target's personality traits. We can make perceptions about a person through the outward
expression of a person's thoughts and feelings. For example, if we find someone attractive, we may
also assume that they are intelligent, friendly, or competent, even if we have no evidence for these
judgments. Similarly, if we perceive someone as unattractive, we may also perceive them as
unintelligent, unfriendly, or incompetent. The study by Dion et al. (1972) have shown that attractive
people are more likely to be hired, promoted, and paid more than unattractive people in the
workplace (Dion et al., 1972). They are also more likely to be seen as trustworthy, likable, and
persuasive by others (Eagly et al., 1991). On the other hand, unattractive people may face
discrimination, prejudice, and social rejection in various areas of life (Langlois et al., 2000). Next is the
target's communication style. Communication is considered an important skill in any workplace, as it
allows us to share information, collaborate and build relationships. However, not everyone
communicates in the same way, and different communication styles can have different impacts on
how we are perceived by others. A person's communication style is closely related to their behavior
and personality, so it is understandable that we will make judgments about a person through their
communication style even though we may not really know. accurate information about that person.
For example, if you have your first day working at MBB, you don't know many people and on the first
day you come to communicate with someone who has a clear communication style, seems confident
and assertive, then you can accept it. Be aware that this could be a person with a high position such
as a manager or department head. But if you meet someone with a more casual, playful
communication style, you may perceive this as a lower-level employee. Next is the target's behavior
and actions. Behaviors and actions are observable expressions of a target's attitudes, beliefs, values,
motivations, and goals. They can be intentional or unintentional, verbal or nonverbal, consistent or
inconsistent, and appropriate or inappropriate. Behaviors and actions can convey information about
a target's personality, emotions, intentions, abilities, and interests. For example, if in a company's
teambuilding activity, everyone can participate in a team game, but each person has different actions
and expressions. Behavior speaks volumes about who they are and also helps others perceive them.
A person who always cares, values teammates, and always helps teammates in the game can be
perceived as a person who always has team spirit, always knows how to share difficulties and

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sympathize with everyone. . Or another person who only cares about his team's victory and does
everything to defeat his opponent can be perceived as a person who is eager to win and only cares
about his own benefits. This can also be the way that we can perceive someone through their behavior
and actions. Finally, there is the target's social status. Social status is a person's relative position in
society based on factors such as wealth, education, occupation, prestige, and power. Social status can
influence how people perceive themselves and others, and how they interact with them. We humans
tend to stereotype people based on their social class. Stereotypes can be positive or negative, but
they can be inaccurate or incomplete, because they ignore many factors both internal and external to
each person. For example, people often have stereotypes such as poor people being lazy, uneducated
and dependent on welfare; Rich people are greedy and arrogant; Working-class people are honest,
hard-working and loyal; People from the upper class are often "prepared" and influential;...Forming
stereotypes based on social class can cause our perception of someone to be inaccurate or even It can
even lead to prejudice, discrimination and oppression against lower-class people. In general, it is clear
that target factors such as appearance, personality, style, behavior, and social class all impact how we
perceive them. As humans, our judgments are often influenced by a combination of these aspects,
and understanding their impact is important to foster a deeper and more empathetic understanding
of each other.

The final factor that can impact perception is perceptual biases. The way we humans perceive
someone is not as simple as we think, besides situation, perceiver, target there are also biases. We
are so heavily influenced by these factors that sometimes our perception of someone is incorrect or
incomplete. Each of us is more or less influenced by certain biases. The first is the primacy effect.
Primacy effect is a cognitive bias and refers to an individual's tendency to better remember the first
piece of information they encounter than information they receive later (thedecisionlab.com, 2020).
For example if you read a list of words, you are more likely to remember the first few words than the
middle or last words. Similarly, if you meet someone new, you are more likely to remember the first
impression they made on you than subsequent interactions. For example, in a corporate setting, if
you meet a boss for the first time and they are friendly and polite, you are more likely to form a
positive impression of them and remember them later. However, if the boss is rude and arrogant, you
are more likely to form a negative image of them and remember them. Next is contrast effect. In the
intricate realm of human perception, the impact of contrast effects stands as a compelling force that
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modulates our understanding of the world. The intricate interplay between contrasting elements has
a profound influence on how we perceive and interpret information, be it visual stimuli or nuanced
experiences. Contrast effect is an unconscious bias that happens when two things are judged in
comparison to one another, instead of being evaluated individually. Our perception is altered once
we start to compare things to one another. We tend to judge them relative to each other rather than
on their own merit (Joe, 2020). For example, the contrast effect can appear in corporate interviews.
A manager may rate a candidate who speaks charismatically more highly than a previous candidate
who was nervous simply based on their different communication styles. The opposite can also happen.
After a great interview, the interviewer may encounter another candidate who doesn't connect as
well as the previous candidate with the interviewer. This results in lower ratings when comparing
candidates. Instead of evaluating candidates based on their achievements, we may unconsciously
compare candidates which can lead to misinformation about which candidate is right for the position.
Next is the halo effect. Rooted in psychology, this cognitive bias has a profound impact on our
judgments, coloring them with a subjective lens. The Halo Effect extends its impact across many
different aspects of life, shaping our impressions of people, products, and organizations. The halo
effect is a type of cognitive bias in which our general impression of a person influences how we feel
and think about their personality. Essentially, your general impression of a person ("He's really nice!")
influences your assessment of that person's specific traits ("He's also smart!"). Perceptions of a single
trait can transfer to how people perceive other aspects of that person (Kendra, 2022). Experts say the
halo effect is one of the most common biases that affects performance ratings and reviews.
Supervisors may evaluate subordinates based on perceptions of a single trait rather than their overall
performance and contributions. For example, an employee's enthusiasm or positive attitude may
overshadow their lack of knowledge or skills, causing colleagues to rate them higher than their actual
performance. The halo effect can also have an impact on earnings. A study published in the Journal of
Economic Psychology found that, on average, attractive food servers earned about $1,200 more in
tips per year than their unattractive counterparts (Matt, 2015). Another study found that physical
attractiveness has a positive impact not only on a person's self-confidence but also on their overall
income and financial well-being (Simon et al., 2009). Next is the similar-to-me effect. The similar-to-
me effect is a cognitive bias that explains our tendency to prefer people that look and think like us.
We have an affinity towards all things familiar to us, which is why the similar-to-me effect is also

25
known as the affinity bias. While it might seem harmless in principle to associate ourselves with
familiar people, the similar-to-me effect can lead to unjust consequences when applied to hiring
practices, workplace promotions, and tolerance towards otherness (thedecisionlab.com, 2020). In the
business context, according to the similar-to-me effect, managers tend to prefer to recruit and work
for people with similar personalities, communication styles, behaviors or social status as themselves.
. This can cause discrimination. According to this effect, it is possible that managers will favor or
promote or prefer to work with people who have the same characteristics as themselves without
paying attention to other abilities such as working capacity and this It is also possible to ignore other
subjects who have the ability to do the job but do not have characteristics suitable for that manager.
This can lead to a less positive work environment. Next are harshness, leniency and average tendency.
This effect describes how some people tend to perceive too harshly, others too leniently, and still
others view most goals as average. For example, when evaluating the performance of subordinates,
some managers rate most employees as poor, other managers rate most employees as favorable, and
still others rate most employees as favorable. Staff is average. And finally there is knowledge of
predictor. This bias occurs when a person only cares about performance or achievement in evaluating
someone without considering other factors. For example, to evaluate candidates when recruiting, a
manager may be impressed with the person with the highest achievements, such as a candidate with
an award for creative advertising, the manager will have a good perception of this person without
considering other factors and even without considering other candidates.

In conclusion, the intricate interplay of Situation, Target, Perceiver, and Perception Biases
underscores the complexity inherent in human perception. Through this exploration, it becomes
evident that our understanding of the world is not only shaped by the external circumstances
(Situation) and the entities under scrutiny (Target), but also by the unique lens through which
individuals view and interpret information (Perceiver). The existence of Perception Biases further
amplifies the intricacies, introducing a layer of subjectivity that can skew our perception in various
ways. Recognizing and understanding these influential factors is crucial for fostering a more nuanced
and accurate understanding of the world around us. By strengthening the role of Situation, Target,
Perceiver, and Perception Biases, we can strive towards minimizing misinterpretations, enhancing
communication, and promoting a more comprehensive and unbiased perception of reality.

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V. Challenge Own Perspectives and Individual Traits and Attributes to
Influence and Improve Managerial Relationships (M1)

In my role as a manager at MBB, we operate in the constantly evolving financial industry

environment. I understand that the recognition and comprehensive analysis of perceptual biases
become crucial if MBB aims for sustainable success. As a manager, I have to grapple with the
challenges posed by biases to minimize potential pitfalls and leverage the advantages that perception
biases can bring in my leadership role. Being aware of the positive and negative impacts of perceptual
biases helps me understand the origins of events, avoid negative consequences, and harnessing
positive effects to promote sustainable growth in MBB's banking sector. During my management
process, I have noticed the positive effects as well as the negative aspects that perception brings
biases.

First is the primacy effect. As a manager, I sometimes have to make important decisions based
on information I receive from my employees, customers or stakeholders. However, sometimes my
tendency to value the initial information I encounter brings positive values. The Primacy effect can
help me form a strong impression of a person, a situation, or a problem based on the initial data I
receive. This can help a manager like me act more quickly and confidently, especially in situations
where time is of the essence. For example, at the end of 2023, I participated in an interview with
human resource managers at the interview for the position of marketing manager. During the
interview process, I was immediately impressed with the first candidate because that person's
qualifications, skills and personality are what our company is looking for. Immediately after that, the
first candidate was hired immediately without us needing to wait for other candidates. This helps us
save time and money, and also shows that I always trust my intuition and judgment. On the other
hand, the primacy effect can also cause me to ignore or underestimate subsequent information I
receive. Subsequent information may contradict or challenge the initial impression. This makes it
possible for me to make wrong decisions, miss opportunities, or unintentionally make biased
assessments. As in the above situation in the interview, the fact that we decided to hire the first
candidate without interviewing the next candidates helps us save a lot of time, but on the other hand
we cannot Know if the following candidates are more suitable than the original candidate. This can
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cause me to miss out on good people or opportunities. Therefore, as a leader, it is important for me
to be aware of how the primacy effect affects my decision-making process so that I can overcome
negative influences and make informed decisions. decide more clearly. Primacy effect not only affects
our recruitment but also in many other cases, so I have taken measures to improve those negative
effects. The first is to search for many sources of information. I understand not to rely solely on initial
information as the sole basis for my decision. I always seek other perspectives and opinions from my
colleagues or subordinates so that I can understand the problem from a more multidimensional
perspective. Second, I gave myself a "delay" before deciding. I give myself an appropriate amount of
time to process and analyze information before drawing conclusions so as not to make hasty decisions
based solely on the first information I encounter. I consider the pros and cons of the same options
and scenarios. For example, if we are choosing a supplier for a service contract, we will not
immediately choose the first supplier that offers a good contract. We take the time to review their
portfolio, reputation, etc before making a final decision. Third is to review the decision. After making
a decision based on initial information, I often review my decision to see if it is still valid and
reasonable. Evaluating the results and consequences of those decisions helps me learn and learn from
bad or successful decisions. For example, when we implemented a new employee work hours policy
at MB, we not only relied on positive feedback from employees, but we also tracked the policy's
impact on motivation, employee performance. If that policy does more harm than good, I'm ready to
make a decision or revoke it.

The second is contrast effect. This bias tends to perceive something as better or worse
depending on what you compare it to. As a leader, I encounter many situations where I have to
compare and evaluate employee performance. This can be a challenging task, especially if one is not
aware of how the contrast effect can affect decision making. The contrast effect can have both
negative and positive impacts on my management role. On the positive side, it can help me identify
employees' strengths and weaknesses, and provide them with constructive feedback and recognition.
For example, if I compare a team member who has done an excellent job with another team member
who has done an average job, you can appreciate that team member more and reward them
accordingly. Fit. This can help me boost my employees' motivation and confidence, and encourage
them to keep up the good work. I also use the contrast effect to set high standards and expectations
for my employees and inspire them to achieve more. Conversely, on the negative side, the contrast
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effect can also lead to unfair or inaccurate evaluations, and can harm employee morale and
performance. For example, with the situation above comparing excellent employees and average
employees, the contrast effect could cause me to underestimate the second person and possibly
criticize them unfairly. This can lower their self-esteem and motivation, and prevent them from
improving their skills. Additionally, this contrasting effect can also unintentionally create a competitive
and hostile environment within the company, where employees may feel jealous or resentful of each
other. Therefore, as a leader, I understand that I need to take measures to overcome the negative
effects that the contrast effect brings. Firstly, I use objective criteria and evidence to evaluate my
employees. I don't just rely on impressions or emotions but on facts and data. When evaluating
employees I use performance indicators, feedback from customers or colleagues, or work samples to
measure their performance. These help in my evaluation process to avoid being influenced by
unrelated factors such as appearance, personality or mood. Second, I compare employees to
themselves, not others. Focus on their individual progress and improvement rather than their ranking
relative to their peers. This helps me recognize the efforts and achievements of my employees. Third
is proper evaluation and recognition. In each I make sure to appreciate any employee for their unique
contributions and achievements, not just for how they compare to others.

The third is the halo effect. The halo effect is a cognitive bias that affects how we perceive and
evaluate others based on a single characteristic or impression. In my leadership role, I've seen how
the halo effect can have both positive and negative impacts on employee decision-making and
performance. On the positive side, the halo effect can boost the morale and motivation of my
employees. When I have a positive impression of my employees, I praise them, trust them, and give
them more responsibility. This can make my employees feel valued and respected regardless of their
position. In addition, the halo effect can help me improve employee engagement in the workplace.
When I have a positive impression of my employees, I will tend to listen to them, support them, and
cooperate with them. Conversely, on the negative side, the halo effect can in some ways reduce
performance as well as innovation. In cases where I have a good impression of my employees, I may
overlook their weaknesses and mistakes. As a leader, I realize that I must take measures to limit the
disadvantages that halo effects can have on my business. First, I am properly aware of my own biases
and preferences so that I do not let my personal emotions influence my evaluation of employees. The
second is to seek other perspectives and opinions. I always listen to the opinions of my colleagues and
29
employees before every decision to have a multi-dimensional view. Third is to recognize and reward
employees based on their achievements and contributions during work. I cannot favor other
employees based on unrelated factors, which makes our corporate culture more equitable.

The fourth is similar-to-me effect. The effect describes the tendency to favor people who are
similar in personality, values, beliefs, or interests. As a leader, this situation is inevitable, but it is
important that as a leader I must limit the negative effects that the like-me effect brings. On the
positive side, the like-me effect helps me build relationships and trust with my subordinates and
colleagues. I feel more comfortable and confident when working with people who share the same
views and goals as me. And then there are less conflicts because we can understand each other more
easily. For example, I am an introvert, I like working with other introverts, people who are thoughtful,
attentive and highly focused at work. During the working process, our communication and
collaboration became easier. Everyone had the same working style and pace, so everything went more
smoothly. This can help us increase work productivity and promote work motivation to a higher level.
On the contrary, on the negative side, the like-me effect can impact both my employees and my
business activities. The like-me effect can lead to prejudice and discrimination against people who do
not have similar characteristics to me in terms of personality, interests, work goals, etc. This can cause
me to overlook or underestimate their contributions, skills and potential. Leading to reduced career
advancement opportunities, reduced motivation and work performance as well as increased
employee turnover. Additionally, the similar-to-me effect can reduce the quality of decision making.
For example, as a leader, I can promote people who are similar to me. This makes the decision
potentially misleading and can cause major consequences later. As a leader, to address the negative
impacts that the like-me effect can bring, I must clearly understand how they affect my decisions and
actions. I. Firstly, in the recruitment process, I use objective criteria and standardized procedures to
recruit, promote and evaluate employees to avoid relying on subjective impressions and intuition. We
use EQ tests or structured assessments to measure skills and abilities relevant to the position being
filled. At the same time, we use a clear and consistent set of criteria to evaluate and promote all
employees at MBB. The second is to create equal opportunities for training and development for all
employees at MBB. We always encourage our employees to learn new skills and expand their horizons
and knowledge. We offer mentoring programs, coaching sessions or online courses that help
employees develop their capabilities and potential. Support employees who want to pursue higher
30
education or certification. Encourage employees to participate in cross-functional teams or projects
that expose them to different aspects of the organization.

In conclusion, the impact of cognitive biases, including the primacy effect, contrast effect, halo
effect, and similar-to-me effect, on the management role is profound and multifaceted. These biases,
whether positive or negative, have the potential to shape decision-making, team dynamics, and
overall organizational success. As a leader, recognizing the presence of these cognitive biases is
essential for fostering a fair, objective, and effective management approach. To counteract the
negative effects of cognitive biases, I, in my role as a leader, have implemented several strategies.
Firstly, creating awareness within the team about the existence and potential consequences of these
biases has been a priority. By promoting a culture of self-awareness, team members are encouraged
to reflect on their thought processes and recognize instances where cognitive biases may be
influencing their judgments. Moreover, during the decision-making process, I have implemented
structured procedures that minimize the impact of biases. This includes utilizing diverse perspectives,
seeking input from team members with varying backgrounds and experiences, and employing data-
driven analyzes to inform decisions. Addressing the halo effect and similar-to-me bias, efforts have
been made to ensure a fair and merit-based evaluation of team members. Implementing objective
performance metrics, regular performance reviews, and promoting a culture of recognition based on
achievements rather than personal preferences has been instrumental in mitigating these biases. In
conclusion, renewed and actively working to correct the negative impacts of cognitive biases is crucial
for effective leadership. By fostering a culture of awareness, implementing structured decision-
making processes, and promoting fairness in evaluations, leaders can contribute to a more inclusive
and productive work environment, ultimately enhancing the overall success of the organization.

VI. Extrinsic and Intrinsic Motivation (P3)

1. Extrinsic motivation
Extrinsic motivation is a drive that is driven by external rewards. They can be tangible, such as
money or grades, or intangible, such as praise or reputation. Unlike intrinsic motivation, which arises
from within the individual, extrinsic motivation focuses entirely on external rewards. People who are
extrinsically motivated will continue working on a task even though it may not be rewarding in itself.

31
For example, they will do something at work that they do not find interesting in order to earn a salary
(Kendra Cherry, 2022).
The factors that constitute extrinsic motivation can be classified into two categories: tangible
and intangible. Tangible rewards are those that have a physical or material form, such as money, gifts,
trophies, or certificates. Intangible rewards are those that have a psychological or social value, such
as praise, feedback, recognition, or status.
Tangible rewards can be further divided into two types: performance-contingent and task-
contingent. Performance-contingent rewards are those that depend on the quality or quantity of the
outcome, such as bonuses, commissions, grades, or rankings. Task-contingent rewards are those that
depend on the completion or participation of the activity, such as salaries, scholarships, diplomas, or
medals.
Intangible rewards can also be further divided into two types: informational and controlling.
Informational rewards are those that provide positive feedback or guidance on how to improve one's
performance or skills, such as compliments, advice, or coaching. Controlling rewards are those that
exert pressure or influence on one's behavior or choices, such as criticism, threats, or deadlines.

2. Intrinsic motivation
Intrinsic motivation is behavior driven by internal or intrinsic desire. In other words, it’s the
motivation to engage in behavior that arises from within the individual rather than from without. This
means that the motivation comes solely from oneself and not from external forces such as incentives
like compensation or praise (asana.com, 2023).
Intrinsic motivation is influenced by three psychological needs: autonomy, competence, and
relatedness. Autonomy refers to the sense of control and choice over one's actions and goals.
Competence refers to the sense of mastery and growth in one's skills and abilities. Relatedness refers
to the sense of belonging and connection with others who share similar values and interests.
Job design can enhance or weaken these needs depending on how well it matches the
employee's characteristics and preferences. There are many factors that influence job design. The first
is task identification, which is the degree to which a job involves completing an entire piece of work
and is identifiable. The second is task significance, which is the degree to which the job has a
meaningful impact on the organization or society. The third is task variety, which is the degree to
which a job involves different types of activities and skills. Fourth is feedback, which is the extent to

32
which a task provides clear and timely information about the performance and results of the task.
Fifth is autonomy, which is the degree to which a job allows employees to make decisions and exercise
autonomy about how to do the job. Sixth is skill variety, which is the degree to which a job requires
employees to use a variety of skills and abilities. And finally the challenge, which is the level of work
that matches the employee's skill level and provides opportunities for learning and development. Job
design is not a one-size-fits-all approach. Different employees may have different interests and needs
in terms of intrinsic motivation. Therefore, job design must be flexible and adaptable to accommodate
individual differences and changing circumstances. Job design must also fit the organization's goals
and culture, as well as the external environment and market conditions. Job design is an important
tool for enhancing employee engagement, performance and happiness. By creating jobs that promote
intrinsic motivation, organizations can benefit from having more dedicated, creative and productive
employees who enjoy their work and contribute on the success of the organization.

VII. Content Theories of Motivation (Alderfer’s ERG Theory)

1. The content of Alderfer’s ERG theory (P3)
Alderfer's modified hierarchy of needs is a theory of human motivation based on the work of
Abraham Maslow. Alderfer proposed that there are three types of needs that motivate people:
existence, relevance, and growth. These needs are arranged in a continuum rather than in a hierarchy
and can be satisfied in any order (worldofwork.io, 2019).

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 Figure 9 Alderfer's ERG Theory

First, existence needs are the most basic and specific needs humans have, such as food, water,
shelter, safety, and health. These needs are similar to Maslow's physiology and safety needs. People
with low survival needs are concerned with survival and security. People with high survival needs are
concerned with material comfort and quality of life. To meet the existential needs of the workplace,
managers should provide adequate staff, benefits, working conditions and physical safety to their
employees (worldofwork.io, 2019).
Next, the related needs are the needs for interpersonal relationships, belonging, and social
interaction. These needs are similar to Maslow's need for esteem and esteem. People with low
relationship needs are independent and self-sufficient. People with high relationship needs are
sociable and cooperative. To meet relevant needs in the workplace, managers should promote a
positive organizational culture, encourage teamwork and collaboration, and provide feedback and
recognition to their employees (worldofwork.io, 2019).
And finally, the need for growth is the need for personal growth, achievement, and self-
actualization. These needs are similar to Maslow's esteem and self-actualization needs. Those with
low growth needs are satisfied with their current level of capacity and performance. People with a
high need for growth are ambitious and creative people. To meet the evolving needs of the workplace,
managers should provide challenging and meaningful work, learning and advancement opportunities,
autonomy and responsibility for their employees (worldofwork.io, 2019).
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 Alderfer's modified needs hierarchy is a useful framework for understanding human motivation
and designing effective reward systems. By addressing the three categories of needs, managers can
enhance employee satisfaction, engagement, and performance.

2. Applying the Alderfer’s ERG theory in MBB (P3 + M2)

As a leader, I feel applying Alderfer's ERG theory provides a nuanced perspective that
acknowledges the diverse needs within the workforce and provides a strategic approach to boost
motivation. This analysis delves into the impact of applying Alderfer's ERG theory to employee
motivation at MBB, exploring how MBB creates an environment that not only meets basic needs but
also promotes growth. professional and personal development.
To meet the existence needs of all employees at MBB, we also have many policies to help all
employees have a minimum income to meet essential needs. First is about salary. In 2022, MB spent
more than VND 6,817 billion to pay salaries to employees across the system, an increase of 18.4%
compared to the previous year. On average, each employee under MB has an income of 35.21 million
VND/month, equivalent to 422.5 million VND in 2022. At the parent bank, the total amount of money
spent on salaries, allowances and other income is at level of more than 4,741.2 billion, an increase of
10.6% compared to 2021. On average, each employee at the parent bank has an income of 39.57
million VND/person/month, equivalent to 474.8 million VND in 2022. Thus, the average income of
employees working at parent bank MB is about 4.4 million VND higher than the general average.
Compared to 10 years ago (ie 2012), the average income across the MB system has doubled from
17.46 million VND/person/month to 35.21 million VND/person/month. At the parent bank alone, the
average income has increased by 120%, from 17.95 million VND/person/month to 39.57 million
VND/person/month (cafef.vn, 2023). Thus, with the salary that MBB pays its employees, they can
ensure a full life and can save for the future based only on the employee's salary, have a salary suitable
to the needs of workers. Regarding wages and bonuses for employees, the first is to reward employees
who work overtime with the corresponding amount of 100,000 VND/hour, also known as "hard core
money". Second, reward employees working with the project company 5%/revenue when the project
is completed on schedule and well. In addition, MBB also has preferential policies such as: Social
insurance when employees come to work for 2 months and are professionally evaluated. In addition,
employees can also choose additional insurance packages. such as maternity, car, etc. Workplace
facilities are supported up to 35% of the insurance package value. Employees at MBB will receive 12

35
days of leave/year, enjoy a personal travel package worth 8 million VND, Tet gifts along with MIC
insurance for MBers and their families. In addition, Mbers can comfortably enjoy a happy birthday
with their family with the Happy Birthday Combo package including: 01 day off with full pay on the
occasion of their birthday and a birthday gift from MB (tuyendung. mbbank.com.vn, 2020). In addition,
the bank strives to innovate and update regularly to completely perfect the salary, bonus and welfare
system for employees. Policies are diverse in form, personalized according to needs, and long-term
oriented to encourage cohesion, improve morale and work performance. The Bank also implemented
the An Thinh voluntary supplementary retirement treatment for employees to help increase income
and ensure a comfortable and prosperous life during the retirement period. Policies not only focus on
employees but also pay regular attention to families through visiting programs, gift giving, health
insurance support... creating an environment for workers. feel comfortable and assured to contribute
to the organization (vnexpress.net, 2023). Thus, it can be seen that MBB has policies to be able to
meet the basic needs of all employees. On the other hand, there are still a number of limitations that
MBB needs to have solutions to overcome in order to complete its human resources policy in a unified
manner and fully satisfy its personnel. MBB has a salary and bonus system that has not been
scientifically built, the basis for salary grading, salary increase time and salary increase levels are often
not agreed upon. Failure to publicize salary scales and salary regulations leads to employee questions
and dissatisfaction. Besides, the application of personnel evaluation criteria for bonus calculation is
also a problem. Because MBB often imposes targets for each department and each branch (for
example, how many % of type A, B, C) leads to a situation where many departments and employees
work effectively but receive poor results. Incorrect assessment of my abilities. This is a limitation that
as a leader like me, I need to take measures to resolve. In addition, non-financial forms of
compensation are not really diverse. Trade unions are often only concentrated at MBB's
headquarters, so the deployment of activities to branches or transaction offices becomes slower.
Visits to encourage employees and sick family members are not organized systematically but are often
done individually.
To meet the related needs of all personnel at MBB, we focus on creating a positive working
environment with a corporate culture free of injustice and discrimination, and at the same time
building a strong relationship. positive relationship between leaders and their employees. On October
8, Military Commercial Joint Stock Bank (MB) was awarded the "Best Place to Work in Asia" award by

36
HR Asia - Asia's leading HR magazine for the first time participating. In the field of banking and finance,
MB is one of the few names to be honored. The above award is a worthy recognition for MB's efforts
in creating an ideal working environment. Because, up to now, MB has always been known as a place
with many opportunities for development, high remuneration, respect for talents, and also a bank
with a modern headquarters with many amenities. Vietnam's leading smart gadget (cafef.vn, 2021).
With a sustainable human resources strategy, aiming to build a fun and happy working environment,
MB was honored in the Top 3 Best Places to Work in Vietnam in the Banking Industry, Large Enterprise
Sector and Top 50 Employer Brands. Attractive applications for Vietnamese students in 2023. In
addition, Military Commercial Joint Stock Bank (MB) implements the ESG (Environment - Society -
Governance) strategy through building a diverse, equal and sustainable human resource structure.
From 2023, MB has committed to implementing its ESG strategy methodically, according to
international measurement standards. Currently, most banking product and service processes comply
with green principles based on basic aspects including operating goals, operating principles,
personnel, organizational structure, and operating processes. In particular, in human resource
management, MB creates a diverse and equal environment towards sustainable development for
more than 16,000 bank employees. At MB, in addition to the Kinh people, personnel come from many
different ethnic groups such as Tay, Muong, Khmer... these are personnel who have a deep
understanding of the business areas. At MB, all employees participate in implementing ESG from the
smallest things such as turning off unused electrical equipment, adjusting air conditioning
temperature, printing double-sided paper, saving water, etc. (vnexpress. net, 2023). It can be seen
from these policies that MBB has helped employees raise awareness of environmental protection
from the smallest actions, helping to keep the working environment clean and fresh, and thereby
helping so work efficiency can increase. In addition, MBB also organizes annual events such as year-
end party, Christmas party and teambuilding so that everyone in the company has the opportunity to
interact more with each other in a comfortable mood, without worrying too much about work. work,
thereby making relationships with colleagues become better. Social and political activities of Party
organizations, Youth Unions, Associations, and Trade Unions are typical such as the movements "I love
MB and I am happy", "MB's got talent", "New vitality", "Ring the bell". "Dear General Director, I have
an opinion", training, exchanges, internal competitions... are regularly organized, helping employees
have the opportunity to interact, improve solidarity, and balance work and life. Team building

37
activities are also held annually. Typically in the "Run for Life" activity, the MB Bank team is divided
into 3 teams with different colors: blue, orange and yellow. Folk games such as bamboo jumping are
cleverly included in the program, making the players very excited. Indispensable are active games such
as running competitions, ball pushing, and team lifting. Even though they were sweating profusely
and expended a lot of energy, the members' faces were filled with cheerful smiles. This is an annual
activity of the company to create an entertainment playground for all employees. The event also
contributed to helping members better understand the role of group activities and teamwork spirit.
At the same time, it is an opportunity for management to contact and share with employees about
the difficulties they experience in work and life (vietsea.asia, 2017). To further strengthen the
relationship between leaders and employees, a weekly meeting between the department head and
that department's personnel to discuss the past week's work, from which solutions and advice can be
found. for employees of that department to work better, as well as solve existing problems among
employees of that department. Additionally, leadership will always be present at the ceremony
honoring the best employees, making employees feel recognized for their efforts and the leaders'
employee presence to motivate them.
To meet the growth need, at MBB, we focus on supporting our employees with a clear
promotion regime, and we also provide comprehensive learning and development opportunities for
all employees. human resources at MBB. MBB pays great attention to human resource development.
Every year, the bank's leadership spends a large amount of money on training. Unified training
activities throughout the system are arranged and organized by the Training Center, based on the
need to strengthen and improve the capacity of staff and managers annually as well as unexpected
training needs. arising under new policies and regulations of the Government and the State Bank.
Having a separate training center, MB officers and employees always have a relatively tight annual
training program. Lecturers of training sessions can be qualified staff within the system or hired
external lecturers or training centers. Since the early days of its establishment, MB's Board of Directors
has always thoroughly grasped and directed the serious implementation of the motto on human
resource management with the orientation "Developing internal resources is the focus, attracting
external talent." is an opportunity". Policies for employees at MB are regularly adjusted in the
direction of competition, closely linked to work efficiency, to the contribution and commitment of
employees to the bank. At MB, managers at all levels are encouraged and created every opportunity

38
to develop, directly contribute ideas to senior leaders, participate in training programs according to
their capacity, and can self-apply and take exams. Open recruitment for management positions.
Thereby, MB has succeeded in connecting the strength of resources throughout the organization.
Another point is that MB's reputation and culture have been formed and preserved over many years.
In addition, MB pays great attention to training for employees according to the title framework. Right
from the beginning, MBers are trained for new recruits (professional knowledge, skills, processes,
culture) by experts and senior leaders of the bank, helping them to be confident and able to do well.
work as soon as possible. Over the years, we have always attached great importance to "inspiring"
employees and consider this to be the top responsibility in human resource management for all levels
of leadership and management. A good leader must be someone who can direct, motivate and
develop the next team. To be able to "pass the fire", the leader himself must be truly exemplary in
management and lifestyle, dedicated, and maintain his own "professional fire". At that time, the
manager will always be proactive in orienting and managing the team and maintaining a consistent
and fair internal culture. MBB built a learning and creativity center specifically for employees. The
center has four main spaces, including: training room, thinking room, live lecture production room
and lab room, serving many different training purposes. In recent times, MB has increasingly increased
the content of programs providing new knowledge and skills so that employees are ready and
steadfast with the bank's digital transformation, such as the Method Agile working, Design Thinking,
Data analysis skills... Learning content is transmitted through advanced Learning & Development
methods in the world such as Microlearning, Gamification, attractive and convenient for students. The
promotion path at MB is considered by experienced people to be clear and attractive. Specifically,
employees can "Be considered for promotion to Management Board if the 02 most recent periods
have results rated GOOD or better. Furthermore, from specialist level, one can also be promoted to
head of department/deputy department or Deputy Director. On the other hand, policies on
promotion and development opportunities still have some limitations. MBB organizes very practical
skills and knowledge classes for each group and position, but the time arrangement is not very
reasonable. Training time for employees is mostly Saturdays and Sundays, taking advantage of
employees' days off, so sometimes there is not enough time, causing fatigue, boredom, and difficulty
absorbing knowledge for students. Training time for managers is often during the working day, during

39
working hours and there is no one to arrange work for managers, leading to managers not being able
to participate in learning or affecting business activities.

3. Proposing policies to create motivation for MBB (D1)

3.1. Existence needs
As a leader, I understand that every policy has its own flaws. No policy is completely good for
everyone. Understanding that, as well as through Alderfer's ERG theory, I realized that there is a need
for policies to overcome the existing limitations so that it is suitable for all personnel at MBB. Below
are my proposed policies.
To calculate basic salary, MBB can be changed with the following formula. This formula is based
on factors such as experience, qualifications, job position, work area and labor market.
𝑩𝒂𝒔𝒊𝒄 𝒔𝒂𝒍𝒂𝒓𝒚 = 𝑩𝒂𝒔𝒆 𝑺𝒂𝒍𝒂𝒓𝒚 × 𝑬𝒙𝒑𝒆𝒓𝒊𝒆𝒏𝒄𝒆 𝑭𝒂𝒄𝒕𝒐𝒓 × 𝑸𝒖𝒂𝒍𝒊𝒇𝒊𝒄𝒂𝒕𝒊𝒐𝒏 𝑭𝒂𝒄𝒕𝒐𝒓 ×
𝑳𝒐𝒄𝒂𝒕𝒊𝒐𝒏 𝑭𝒂𝒄𝒕𝒐𝒓 × 𝑨𝒓𝒆𝒂 𝑭𝒂𝒄𝒕𝒐𝒓
In there:
• The base salary is the minimum salary prescribed by the State for each profession and each
region. For example, according to Decree 90/2019/ND-CP, the base salary of employees in the
beer-wine-beverage industry is VND 4,420,000/month for Region I, VND 3,920,000/month for
Region II, VND 3,430,000/month for Region III and VND 3,070,000/month for Region IV (ebh.vn,
2019).

The base salary

Region Monthly salary (VND/month)
Region I 4.420.000 ₫
Region II 3.920.000 ₫
Region III 3.430.000 ₫
Region IV 3.070.000 ₫

• Experience coefficient is a coefficient reflecting the level of experience and skill accumulation of
employees in MBB. I'm making the assumption that the experience factor increases over time
and has a maximum cap of 2.5. For example, the experience coefficient of a newly graduated
employee is 1, that of an employee with 1 to 3 years of experience is 1.2, that of an employee
with 3 to 5 years of experience is 1.5 and that of an employee with more than 5 years of
experience is 2.
40
 Experience coefficient
Experience Coefficient
Newly graduated 1
1 to 3 years 1,2
3 to 5 years 1,5
> 5 years 2

• Qualification coefficient is a coefficient reflecting the level of education and expertise of

employees in MBB. I assume that the qualification coefficient increases with qualifications and
has a maximum limit of 2. For example, the qualification coefficient of workers with
intermediate degrees is 1, for workers with college degrees is 1.2, for workers with university
degrees is 1.5, and for workers with master's or doctoral degrees is 2.

Qualification coefficient
Qualification Coefficient
Intermediate degrees 1
College degrees 1,2
University degrees 1,5
Master's or doctoral degrees 2

• The position coefficient is the coefficient reflects the level of responsibility and rights of
employees in MBB. I assume that the position coefficient increases with rank and has a
maximum limit of 3. For example, the position coefficient of the employee is 1, that of the team
leader is 1.5, that of the manager is 2 and that of the director is 3.

Position coefficient
Position Coefficient
The employee 1
The team leader 1,5
The manager 2
The director 3

41
 • Area coefficient is a coefficient that reflects the level of cost of living and labor competition of
the working area. MBB has 4 headquarters in Hanoi, Ho Chi Minh City, Da Nang, Can Tho. So
based on that I assume that the area coefficient increases with the level of economic
development and has a maximum limit of 1.5. For example, the regional coefficient of region I
(in large cities such as Hanoi, Ho Chi Minh City, Da Nang, Hai Phong) is 1.5, of region II (in
provinces with large urban areas such as Bac Ninh, Binh Duong, Dong Nai, Can Tho) is 1.2, of
region III (in provinces with smaller urban areas such as Thai Nguyen, Quang Ninh, Khanh Hoa,
Lam Dong) is 1, and in regions with less developed Gia Son, Lao Cai, and Bac Lieu . 0.8.

Position coefficient
Position Coefficient
The employee 1
The team leader 1,5
The manager 2
The director 3

Below I give an example of the basic salary schedule of some positions in MBB:

Position Experience Qualification Area Basic salary

Sales Staff Newly graduated College degrees Region I 7.956.000 ₫

Production Team Leader 3 to 5 years University degrees Region I 22.376.250 ₫

Marketing Manager > 5 years Master's or doctoral degrees Region I 53.040.000 ₫

Marketing Staff 1 to 3 years College degrees Region I 9.547.200 ₫

Besides the basic salary that each employee receives as above, the monthly allowance is also an
expense in the salary and bonus policy. Wage allowance is an amount to compensate for factors of
working conditions, nature of work complexity, living conditions, level of labor attraction which have
not been taken into account or are not fully included in the salary according to the job or title of salary
scale, payroll (Han, 2021). Below is the monthly salary allowance policy for employees at MBB.

Type of allowance
Job Title
Position Cost of gasoline Phone charges Lunch cost
42
 Directors 5.000.000 ₫ 3.000.000 ₫ 3.000.000 ₫

Vice directors 4.000.000 ₫ 2.000.000 ₫ 2.000.000 ₫

Managers 3.000.000 ₫ 1.500.000 ₫ 2.000.000 ₫

50.000 ₫
Chief accountant 1.500.000 ₫ 1.000.000 ₫ 1.500.000 ₫
Accountants 500.000 ₫ 800.000 ₫
Business staffs 500.000 ₫ 800.000 ₫
Sales staffs 500.000 ₫ 800.000 ₫
Warehouse staffs 500.000 ₫ 800.000 ₫

In addition to the basic salary and annual allowance, as a director of MBB, I realize that insurance
costs are also very important expenses. With this policy, our employees feel safe at work and want to
stick with the company for a long time.

Deducting into business Excerpt from employee's

Types of insurance Total
expenses (%) salary (%)

Social insurance 17 8 25
Health Insurance 3 1,5 4,5
Unemployment insurance 0 1 1
Total 20 10,5 30,5

In addition, there is a profit-based bonus scheme for employees. Profit sharing bonus is a form
of reward for employees based on the company's business results. The goal of a profit-based
compensation system is to encourage employees to work effectively, stay with the company, and
share in the company's success. Profit-based wages are calculated as a percentage of a company's
after-tax profits (Kenton, 2023). This rate is decided by the Board of Directors and notified to
employees before the end of the fiscal year. Salaries based on profits are paid to employees at the
end of the year or the beginning of the new year depending on the regulations of each unit. Profit-
based bonuses are applicable to all full-time employees of the company, including contract and
permanent employees. The condition to receive profit-based bonuses is that employees must work at
MBB for at least 6 months in the fiscal year and not violate company regulations. This bonus can be
up to 30% of the employee's base salary.

43
 Next, MBB can innovate employee motivation by creating opportunities for employees to buy
company shares at preferential prices. A stock option is the option to buy a company's stock at a fixed
price (strike price) for a specified period of time (term). Employees can decide when to exercise this
option, depending on the market price of the company's stock. If the market price of the stock is
higher than the strike price, the employee can buy the stock at a cheaper price and resell it for a profit.
If the market price of the stock is below the exercise price, the employee may not exercise the option
and assume the risk. Preferred shares bring many benefits to employees and companies (Daniel,
2021). For employees, preference shares are a worthy reward for their efforts and loyalty. Preference
shares are also a way for employees to participate in company decisions and activities, increasing the
feeling of attachment to the company and colleagues. Preference shares are also an additional source
of income for employees, helping them have more finances for investment or consumption. For
companies, preferred stock is a way to attract and retain talent, increasing employee commitment
and responsibility. Preferred shares are also a way to increase a company's capital, giving the company
more resources to grow its business. MBB with a total of 11 million shares issued on the stock market.
The exercise price is calculated according to the formula: Average price of 60 consecutive trading days
before the issuance date x 80%. The term of the option is 3 years from the date of issuance. Employees
eligible for this benefit must be those who have worked at MBB for at least 1 year continuously and
have good performance. The number of shares is distributed to each employee depending on their
position, qualifications and contributions.
In addition, there are suggestions for bonus policies. On holidays and Tet, MBB employees will
be given many gifts in kind, including cash. Every month, every quarter,... each position in addition to
the fixed salary always has a fixed bonus, hot bonus. Especially in the position of sales staff, human
resources will have many opportunities to get paid. These are commissions based on sales, per diem
allowances, and phone calls. For Telesale employees, there will be periodic revenue bonuses from
customers who use the product to introduce new customers, productivity bonuses for exceeding work
limits, overtime bonuses, etc. All are included in the policy. Incentives for MBB employees, increasing
the minimum average income of all departments to always above 10 million VND. In addition, annual
travel is one of the most popular activities among employees. This is an opportunity for employees to
comfortably rest, relax and explore new places. At the same time, traveling also helps employees
interact, learn and create beautiful memories with colleagues. Our company organizes annual travel

44
for all employees, company expenses are partially or fully supported depending on the company's
economic conditions. Attractions will be selected based on employee voting, to ensure everyone's
satisfaction and active participation. In addition, in order to create more motivation for employees
and improve work efficiency, year-end rewards are a way for the company to honor and thank
employees with excellent achievements at work. year. Our company also holds a formal and cozy year-
end ceremony to honor individuals and groups who have made important contributions to the
company's development. Types of rewards include prizes, certificates, gifts, bonuses or promotions.
Our company builds an objective and transparent evaluation system to find worthy candidates for the
award.
In addition, I also propose additional policies on vacation time and sick leave. Time off is a
relatively standard form of compensation. MBB allows employees 3 weeks of paid vacation per year.
We recommend that employees must have worked for the company for 6 months to be eligible for
paid leave. They will have 3 weeks off in the second half of the year. For new employees, we deal with
it by giving them unpaid leave.
3.2. Relateted needs
As a leader of MBB, I understand it is important to maximize the capabilities of employees. In
order for our employees to have the skills to perform their jobs, we enable our employees to operate
in a manner that ensures the highest quality work is produced. Therefore, the comfort and well-being
of our employees is a major concern for us. Happy employees are productive, and in most cases, what
makes employees happy doesn't conflict with running a productive workplace. A warm and friendly
working environment can make a difference for employees. Working in a place where they feel
welcomed and respected allows them to focus on their work and motivates them to be productive.
Below are some policies I recommend.
First, respect and fairness towards all employees is a prerequisite. This is a prerequisite for
building a positive working environment. As MBB's leader, I make it a policy to treat every employee
with respect, fairness and transparency in all circumstances. Leaders or managers do not discriminate.
, bias or ignore employee opinions. Appreciate different opinions without dismissing them outright. If
a manager begins to have negative thoughts about people in the office or allows negativity to grow
among employees, then every interaction will first have to overcome that negativity, and that can

45
happen. hard. Managers at MBB must listen, record and objectively evaluate employees'
contributions, as well as promptly resolve their problems and complaints.
Second, promote communication and collaboration at work. Communication is the bridge
between individuals and organizations. Effective communication conveys information, ideas, desires,
and emotions clearly, accurately, and easily understood. At the same time, communication is also an
opportunity to receive feedback, suggestions and support from others. I propose to always encourage
and create conditions for employees to communicate regularly, openly, and honestly with each other
and with leaders. At the same time, MBB will create official and unofficial communication channels,
including meetings, reports, emails, text messages, phone calls and extracurricular activities.
Next, we will introduce many policies to create a happy and comfortable atmosphere in the
workplace. A happy, comfortable atmosphere will help employees feel happier, more excited and
more active at work. MBB can create a happy and comfortable atmosphere by creating moments of
fun, relaxation and connection at work. It could be games, parties, travel, charity work or a common
hobby. As a leader of MBB, I understand the need for balance between work and life, between
pressure and relaxation, between seriousness and humor. At the same time, everyone in the business
must respect and share each other's joys and sorrows.
In addition, there is an investment in personal interests. Some managers believe that forming
friendships or personal relationships with their employees is a bad idea. For us the company is like a
second family. If you can't balance having a good relationship and reciprocity with someone while still
performing your professional duties then yes. Maybe we don't deserve to pay the fee. A truly effective
manager must know his or her employees. We learn about employees' families, lives outside of work,
circumstances, and interests. This type of knowledge not only helps us be kind people, but also makes
our employees feel as though they are part of something more than just a drone worker.
And finally there is a policy on providing feedback. Above all, our employees want to know that
their work is being appreciated. As managers, it is our job to be aware of the work our employees are
doing and provide them with appropriate feedback. When it comes to giving feedback, many of the
qualities we discussed above come into play. We must respect our employees' work, listen to the
reasons for their approach, and move forward positively. And when someone is doing a good job, try
to acknowledge it and show them that their hard work is recognized and appreciated. We will upgrade
the monthly evaluation system to evaluate employee performance. This system is for all internal

46
employees. Leaders' evaluations of an excellent employee will also be made public, but negative
evaluations will be kept private.
3.3. Growth need
As a leader at MBB, I recognize the importance of placing employee career development at the
heart of company policy. Why? Our employees look forward to it. Talented employees want to work
for a company that will help them build their skills, knowledge, and advance their careers. We should
not minimize the importance of supporting employee career advancement. In doing so, our
employees risk reducing morale and productivity by making talented employees feel unappreciated.
And in the long run, the company may face losing these frustrated employees to competitors. So, as
general manager, I recommend developing plans to help my employees advance their careers. We
always strive to show our employees that they are supported by both the company and their
managers in their desire to grow professionally by applying the following strategies to promote
employee development.
We will specifically build for employees a path to advancement in their functional area. We build
diagrams to illustrate potential location changes, both horizontally and vertically and with all the
specific functions within MBB. This framework is the foundation for career orientation for employees
at MBB. Below is the promotion roadmap from HR intern to MBB's Human Resources Director
position.

47
 Figure 10 Promotion chart of the HR department

Then we build positions - detailed descriptions for the job positions given in the promotion
roadmap according to the diagram above. The job description as well as the promotion path are made
public so employees know the promotion path. This helps employees map out potential career paths
within the organization, so they can have a clearer picture. about his future at the company. Identify
specific milestones and resources that employees will likely need to tap into throughout their journey.
Clear, direct and consistent communication from leadership about career advancement helps our
employees feel more engaged.
In addition, MBB will always promote training and development of its staff. Vocational training
and continuing education help promote employee career development. Therefore, we always
encourage our team members to pursue relevant business courses and seminars to help them
advance their careers. Virtual learning opportunities are a must for many companies today, and
48
fortunately, there are many affordable options. (Even if the current budget is tight, we always try to
train employees as much as possible because for us, people are the core value). In addition to
nurturing individual needs and developing specific skills, we also keep employees up to date on what's
going on across the industry. One cost-effective and easy-to-arrange method is to host lunches and
video sessions with external or internal guests. Additionally, we provide our employees with the time
and flexibility to participate in industry events. Consider asking those employees to share what they
learn at these events with their colleagues.
Next, we will have a plan to rotate employee roles at MBB. The human brain thrives on variety,
and job rotation is a smart way to change up employees' daily routines. Consider allowing employees
to work in different but related departments or positions. (A job rotation program can help facilitate
this.) These opportunities will help our employees gain new skills, appreciate the duties of their
colleagues, and better understand . more about what they are doing. Job rotation is an effective way
to increase cross-departmental collaboration and build relationships within a remote team. And MBB
will benefit from having a more inclusive workforce.
More specifically, we will support our employees to balance work and life. Working hard is a
prerequisite for career advancement, but that doesn't necessarily mean working long days. We always
encourage MBB employees to work smart, maximize efficiency and spend time and energy on
interests outside of work. The COVID-19 pandemic has made us rethink our priorities. Our company's
research shows that 40% of employees see themselves valuing their personal lives more than their
work in the future. It suggests that we will be under more pressure in the future to help our employees
achieve the desired work-life balance. We take a proactive approach to ensure employee well-being
while also being able to prevent increased stress and burnout. By implementing flexible policies that
enhance work-life balance, we can boost employee morale. We'll help employees find time to get
work done, meet personal needs, and even engage in professional development activities that can
help them advance their careers (velocityglobal.com, 2023).

VIII. Process Theories of Motivation (Vroom’s Expectancy Theory)

1. The content of Vroom’s expectancy theory (P3)
This is a theory of motivation developed by Victor Vroom in 1964. Vroom's expectancy theory is
based on the idea that people make choices between different behaviors based on their expectations

49
about outcomes and the value they place on those outcomes (Pant, 2022).According to Vroom, there
are three main variables that affect motivation: expectancy, instrumentality, and valence.

Figure 11 Vroom's expectancy theory

The first is Expectancy. This is the belief that one's efforts will lead to desired results. For
example, if you work hard on a project, you expect high-quality results. Expectancy are influenced by
factors such as self-efficacy, goal difficulty, feedback, and support. Next is Instrumentality. This is the
belief that one's performance will lead to desired results. For example, if you achieve high-quality
results on a project, you will receive rewards such as recognition, promotion or bonus. Instrumentality
is influenced by factors such as trust, fairness, and clarity. And finally Valence. This is the value one
puts on the outcome. For example, if you value recognition, promotions, or bonuses, you'll be more
motivated to do well on a project. Values are influenced by factors such as needs, interests, and goals
(ifm.eng.cam.ac.uk, 2018).
Vroom's expectation theory states that motivation is the product of three variables:
Motivation = Expectancy x Instrumentality x Valence
This means that people will be motivated to perform a behavior if they expect that their efforts
will lead to a good performance, that their performance will lead to a valuable outcome, and they
appreciate that result.
Vroom's Theory of Expectancy is a useful framework for understanding how people make
decisions and what drives them to work. By applying this theory, managers can improve employee
performance and satisfaction.

2. Applying the Vroom’s expectancy theory in MBB (P3 + M2)

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 As a leader, I feel applying Vroom's motivational theory provides a nuanced perspective that
acknowledges the need for diversity in the workforce and offers a strategic approach to motivating
push motivation. This analysis delves into the impact of applying Vroom's motivational theory on
employee motivation at MBB.
To meet the need for expectation, we focus on making employees always have expectations and
always be motivated to work. The first is in recruiting personnel. MBB has built a very detailed
recruitment strategy to attract qualified candidates with professional knowledge about the company.
The human resources, management and recruitment department is responsible for assembling a
group of qualified and competent candidates each time there is a vacancy. Therefore, MBB's human
resources department develops internal job postings to attract the attention of the existing
workforce. Employee recruitment activities are mainly carried out twice a year, in April and
September, throughout the system; through information channels such as mass media (newspapers,
internet, MB's own website). Recruitment steps include: application review, professional exam
(written) and interview. Before the recruitment period, based on the development needs of the
system and the human resources plan of each level 1 branch and regional branch built and protected
by the Branch Director at the beginning of the year, the Human Resources Department will Plan the
number of personnel for each position, recruitment, general training and allocation to branches. On
the other hand, as a leader, I see that there are still some limitations. MB's branches are distributed
across the country, their operating areas are different, some branches have quite specific operations,
new employees cannot choose which branch to work in, nor can branch leaders be chosen. Choosing
employees that follow the allocation of the Human Resources Department leads to some
unreasonable points. For example, an employee lives right next to an MB transaction point but is
assigned to work at another location much farther away, leading to wasted travel time and
psychological discomfort; Or like an employee who is recruited and initially trained at a branch, only
to find out after a probationary period that he or she is part of the staff of a new transaction point
located much farther away from the current location, even The direct leadership at the new
transaction point is unclear... leading to new employees asking to change work locations inconsistent
with the Bank's personnel allocation plan or quitting their jobs, causing waste in recruitment and
training. create; Branch leaders are not satisfied with the allocated personnel, want to exchange
employees with other branches... causing internal chaos. Next is the personnel training policy. As

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analyzed above, MBB pays great attention to human resource development. Every year, the bank's
Board of Directors spends a large amount of money on training. Unified training activities throughout
the system are arranged and organized by the Training Center, based on the need to strengthen and
improve the capacity of staff and managers annually as well as unexpected training needs. arising
under new policies and regulations of the Government and the State Bank. Having a separate training
center, MB officers and employees always have a relatively tight annual training program. Trainers of
training sessions can be qualified staff within the system or hired external trainers or training centers.
To meet the needs of Instrumentality, MBB has very appropriate and effective policies. With
these policies, we must make employees believe that if they try hard, they will be able to achieve
rewards. Currently, MB is applying the SMART job performance evaluation model: each position and
title has a detailed job description, working objectives from the beginning of the period and at the
end of the period to evaluate performance results. job objectives, based on which to consider the
salary level according to the available salary range for each position and title. The job performance
evaluation period is 06 months and is carried out after closing the data at the date of June 30 and
December 31. However, at March 31 and September 30, MB employees are required to evaluate work
performance for 3 months to reassess: increase/decrease targets to appropriate to the actual
situation, and at the same time adjust the remuneration regime for employees who make important
contributions to the bank. The job description for the beginning of the term and the job performance
evaluation are discussed between direct leaders and employees to create comfort and sympathy.
After discussion, the goals and actual performance results are recorded in writing signed by leaders
and employees, and will then be recorded by employees in the tracking software, thereby creating a
database. Bank management as well as employees can at any time update past and present data
regarding the goals and performance results of a specific employee. High-performing employees will
be rewarded and promoted, and low-performing employees will receive training and support to
improve. In addition to evaluating employee performance, we also have a salary and bonus policy
based on work performance. High-performing employees will be evaluated based on metrics such as
sales, profits, customers, product quality, customer satisfaction, creativity, innovation, collaboration,
and marriage. wish. leadership and accountability. Based on the evaluation results, high-performing
employees will be rewarded in the following forms. Cash bonuses are a popular and direct form of

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bonus, calculated as a percentage of revenue or profit that employees contribute to the company.
Bonuses can range from 10% to 50% depending on the employee's position and role.
To meet the demand for valence, MBB also has very appropriate and effective policies. As a
leader, I understand that the higher the value of the reward, the more the employee's motivation
increases. Understanding this, we have attractive bonus policies. An employee rewards policy is an
important way to motivate, retain and recognize your employees for their performance and
contributions. One of the rewards employees want most these days is the ability to work flexibly,
whether it's in terms of location, hours or schedule. Flexible work arrangements can help employees
balance work and personal responsibilities, reduce stress and commute time, and increase
productivity and creativity. MBB may offer its employees options such as remote working, shortened
work weeks or flexible start and finish times, depending on the nature of their work and their business
needs. we. Another reward that employees appreciate is the provision of healthcare benefits that
support their physical and mental health. Health benefits may include health insurance plans, gym
memberships, fitness classes, wellness programs, counseling services or health screenings. Health
benefits can help employees prevent or manage health problems, reduce absenteeism and
presenteeism, improve mood and energy levels, and enhance their overall quality of life .In addition,
for employees who complete their work excellently, they will be sponsored for courses combined with
travel in European countries. This is also one of the things that can help employees at MBB increase
their work motivation.

3. Proposing policies to create motivation for MBB (D1)

Regarding expectations, as a leader of MBB, I am forced to make my employees always have
expectations and always be motivated to work hard. Understanding that, we always create trust for
employees, helping them believe that if they try their best at work, they will receive a worthy reward.
I propose new jobs as well as additional policies below. The first is through how MBB recruits talent
and how MBB arranges talent to do the right job for them. We will implement a transparent and fair
recruitment process. We establish clear and objective recruitment criteria and processes to ensure
that every candidate has an equal opportunity to demonstrate their abilities. And we always
communicate clearly and regularly with candidates, so they know how the recruitment process is
going and can better prepare for interview rounds. Especially in the process of recruiting talent, we
will pay more attention to the reward system as well as the compensation and promotion regime for

53
vacancies, this increases the confidence of candidates, helping them have more motivation and effort
to achieve goals if recruited to MBB. After the recruitment process, MBB will also pay special attention
to arranging and arranging human resources suitable to its capabilities. We understand that we need
to give employees jobs that are not too difficult, not too easy, need to match their abilities, and need
to give employees the feeling that they are capable of doing the job without feeling bored. bored and
not feeling difficult. solve. so we always enable them to reach their full potential and meet their wishes
and goals by always listening to feedback and always monitoring their work progress. to check if they
are suitable for the job. We provide them with timely feedback and encourage them to continue to
improve and develop themselves. As a manager, I always encourage creativity and innovation in my
employees in many friendly ways so that they are not afraid of failure or criticism. And what's more,
it makes our employees feel more confident in their abilities and efforts.
Next, I will also pay more attention to employee training policies. For MBB, employee training
not only helps them update knowledge, skills, and attitudes appropriate to the job, but also helps
them promote creativity, initiative, responsibility, and create expectations. Employee training is also
a way to show the company's care, appreciation and recognition for employees. Effective employee
training not only requires appropriate planning, budget and training methods, but also policies that
encourage, support and ensure employee engagement. Our policy is implemented as follows. We will
provide clear information about the goals, content, time and location of training courses for
employees. Create conditions for employees to choose training courses that suit their needs, desires
and abilities. Create opportunities for employees to apply acquired knowledge and skills in the real
world, through projects, tasks or hands-on experiences. Evaluate employee training results according
to objective, fair, evidence-based, and evidence-based criteria. Reward or recognize employees for
outstanding performance in participating and completing training courses. create. Consult with
employees on quality, effectiveness and improvement of training courses. Through training policies,
we have helped employees increase their desire to learn and develop themselves through quality and
appropriate training courses. In addition, employees want to be cared for by the company. , evaluate
and recognize their efforts and achievements in training. Employees want to have a voice and
influence in developing and improving training programs. And they also expect to work in an
environment of support, collaboration and healthy competition. All of the above expectations have

54
the effect of creating motivation at work, increasing productivity, helping employees believe in their
own abilities and strive to achieve expectations.
In addition to recruitment policies and employee training, I suggest paying more attention to
empowering your employees. Below are 10 principles of empowerment that we apply to the people
we hire. Ten principles of employee empowerment: First, we let employees know their responsibilities
and come to an agreement. Second, we give power commensurate with responsibility. For us, power
comes with responsibility. Third, we set standards of excellence and guidance. Fourth, we organize
initial and continuous training for employees to achieve standards (skills, knowledge...). Fifth, we hold
them accountable. Sixth, we provide employees with weekly feedback on their performance. Seventh,
we always focus on recognizing achievements with public praise and private criticism. Eighth, we trust
our employees and allow them to gradually develop into self-direction. Ninth, we always allow our
employees to fail, but to a specific degree. And the final principle is to treat employees with dignity
and respect.
Next, MBB provides resources for employees to complete their work (facilities, finance...).
Resources of a business include many factors such as facilities, finance, human resources, technology,
customer relations, corporate culture... Each of these factors has an important role and influence.
important. affects employee performance. One of the important facilities that MBB will provide to
workers is a modern, safe factory, equipped with advanced, environmentally friendly equipment.
MBB's factories all comply with international standards for quality, labor safety and environmental
protection. MBB employees will be trained in work-related skills and knowledge as well as equipped
with personal protective equipment when working. In addition, MBB will build rest, dining,
entertainment, and sports areas for employees so they can recharge and maintain health. When
employees are provided with adequate resources to work, they will have a higher commitment to
their work and the business. They will take responsibility for their work results and be willing to
contribute to the development of the business. In addition, when employees are provided with
advanced, modern resources, they will have more opportunities. Opportunities for creativity and
innovation at work. They will continuously look for new solutions and optimize their workflow. This
will help businesses maintain competitive advantage and adapt to the market. MBB's working
environment is also built on a foundation of positive and professional corporate culture. MBB
encourages creativity, cooperation and knowledge sharing between departments and individuals

55
within the company. MBB also respects the diversity and equality of its employees, regardless of
gender, age, ethnicity or religion. MBB always listens to employee suggestions and feedback, through
official and unofficial communication channels. MBB also has a mechanism to resolve disputes and
complaints fairly and promptly. When employees are provided with comfortable and safe resources,
they have higher job satisfaction and work environment. They will have strong bonds with colleagues
and the business. This will help businesses reduce turnover rates and increase customer trust.
And the final aspect of expectations is that we will always accept feedback and evaluate
employee feedback. Regular feedback from employees can help us manage to improve work
processes, policies and workplace culture for employee satisfaction. This is how we receive feedback
and reviews from employees. For performance reviews, we may ask each employee the same set of
questions to get feedback when you conduct a performance review. When it comes to surveys, even
when our workplaces communicate openly, answering questions honestly can be intimidating to some
employees. Regular, anonymous surveys can solve this problem and help them receive honest
feedback. As for team meetings, we plan to get feedback during team meetings so we can make
valuable suggestions on how to improve employee workflow.
In terms of intrumentality, as a MBB leader, I understand that we must make employees believe
that their hard work and efficiency will bring worthy rewards for their efforts. their force. To do that,
we must first go through employee performance appraisals. Regarding quantity, MBB sets specific
goals for each department, each employee, based on criteria such as sales, profits, costs, efficiency...
Employees will be monitored and evaluated. Periodically follow these targets to see how much of the
work you have completed. High-performing employees will be rewarded and promoted, and low-
performing employees will receive training and support to improve. Regarding quality, MBB not only
cares about the final results but also cares about the working process of its employees. MBB wants
employees to not only work effectively but also work responsibly, have a team spirit, be creative and
proactive. To evaluate the quality of employees' work, MBB uses methods such as customer surveys,
feedback from colleagues and superiors, competitions and internal activities... Employees work with
quality High quality employees will be recognized and honored, while low quality employees will be
rewarded. Suggestions and encouragement for improvement. MBB believes that evaluating employee
performance in a comprehensive and objective manner will help the company improve
competitiveness, as well as increase employee motivation and expectations. In addition to evaluating

56
employee performance, we also have a performance-based compensation policy for employees. In
addition to basic salary, for employees with high achievements at work, MBB will have policies to
meet employees' efforts. MBB's bonus policy can be based on two main criteria: work results and
contribution to company development. High-performing employees will be evaluated based on
metrics such as sales, profits, customers, product quality, customer satisfaction, creativity, innovation,
collaboration and engagement. . leadership and accountability. Based on the evaluation results,
employees with high achievements will be rewarded in the following forms. Cash bonuses are a
popular and direct form of bonus, which can be calculated as a percentage of revenue or profit that
employees contribute to the company. Bonuses can range from 10% to 50% depending on the
employee's position and role. A vacation bonus can be a non-cash bonus, given to high-performing
employees to facilitate employee rest and recovery. These employees will be granted additional
vacation days during the year paid for by the company. Training bonuses can be non-cash rewards,
given to high-performing employees to improve their knowledge. and their skills. These employees
will be given courses, certificates or degrees related to their field of activity sponsored by the
company. And especially employees with high achievements at MBB will be honored and rewarded at
the company's year-end party. In addition to rewards that meet their needs, with this reward we hope
to motivate employees. employees will continue to try harder in the future and also let employees
understand that if they try their best at work, they will receive a worthy reward. With the new policy
that I propose, MBB wishes to create a team of talented, enthusiastic and loyal employees,
contributing to the success and development of the company.
Regarding the Valence element in Vroom's Expectancy model, we need to let employees know
about the value or attractiveness of the outcome or reward. The first is about how high the salary
value would be if our employees put in their best efforts. If our sales staff achieve high performance,
they will receive a much higher salary than the basic salary. For example, if one of our sales staff has
sales of 1 billion VND in a month and reaches 100% of the customer service quality target, they will
receive about 15 million VND in basic salary, with an allowance of 5 million VND. Dong and bonus 10%
of revenue. Revenue is 100 million VND. In total, they will receive 120 million VND in salary and bonus
for the month. This is a very high salary and bonus, demonstrating fairness and transparency in MBB's
salary and bonus policy, as well as respect and appreciation for the efforts and contributions of the
sales staff. In addition, MBB employees also enjoy other benefits such as health insurance, social

57
insurance, labor accident insurance, unemployment insurance, vacation benefits, travel benefits, etc.
study and training. In addition, there are opportunities for advancement. This is a form of long-term
reward for employees with consistently high achievements, leadership abilities and personal
development. MBB always prioritizes using internal human resources to appoint important positions
in the company, to create promotion opportunities for deserving employees. And finally, whether our
employees complete their duties well or not. assigned, they also receive training and development
support. This is a form of indirect reward for high-performing employees by providing professional
training, soft skills and foreign language courses to improve their capabilities and career prospects.
MBB also supports high-achieving employees to participate in scholarship, exchange or internship
programs at domestic and foreign affiliated companies. These benefits not only help employees have
a safe and comfortable life, but also help them improve their knowledge and skills to serve customers
better and especially increase motivation and job satisfaction. We want our employees to do their
best at work. Thanks to that, MBB's staff is always highly motivated, creative and professional,
contributing to the company's success.

IX. Critical Evaluation

Above is my analysis of factors related to organizational behavior. The first is shown through my
specific analysis of Personality Traits through the Big Five Personality Traits Model. In addition, how
those personalities affect management activities at the enterprise is also clearly analyzed. Next is a
content analysis of perception including: definition of perception, factors affecting perception.
Besides, regarding perception bias, I have specifically analyzed how it has a positive and negative
impact on the management role at MBB. Next is the content about extrinsic and intrinsic motivation,
including: concepts and explanations of constituent elements. Next is content about motivation
theories, including: Alderfer's ERG theory and Vroom's expectancy theory. In each motivational
theory, I have fully presented the content of the theory, and at the same time applied it to MBB to
consider the advantages and limitations that the business has achieved, in addition to its role as a
person. MBB's leaders have also specifically proposed policies to help MBB perfect its motivational
policy to suit the corporate culture and personality of its personnel. Overall, my assignment fully met
the requirements set out in the assignment. I recommend my assignment get a Distinction mark
because of what I showed in the assignment and my effort.

X. Conclusion
58
 In summary, the exploration of the Big Five personality traits has provided valuable insights into
the individual differences that shape our behavior and interactions. Reflecting on my own personality
traits has allowed me to better understand my strengths and areas that need improvement.
Recognizing the importance of cognition in effective management relationships, I have come to
understand the power of cognitive biases and their potential impact on the management role.
Acknowledging these biases can inspire managers to take proactive measures as leaders, working to
overcome and improve any negative impacts on the management process. Delving into the field of
motivation, exploring extrinsic and intrinsic motivation, Alderfer's ERG theory and Vroom's
expectancy theory have provided a comprehensive understanding of the factors that motivate
individuals in the workplace. job. Applying content and process theories of motivation in organizations
becomes critical to cultivating an effective workforce. In an ever-evolving management landscape,
continuous self-reflection, adaptation and application of psychological theories is essential to foster a
workplace that thrives on understanding, motivation and ability. effective leadership.

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