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5036-Assignment 2-Phạm Lê Ngọc Thảo

Leadership and Management (University of Greenwich)

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ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 4: Leadership and Management (5036)
Submission date Date received (1st submission)
Re-submission date 10-9-2022 Date received (2nd submission)
Student name Pham Le Ngoc Thao Student ID GBS210634

Class GBS1002B Assessor name Nguyen Hanh Tam

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:

Grading grid
P5 P6 M4 M5 D2 D3

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Summative Feedbacks: Resubmission Feedbacks:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

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TABLE OF CONTENT

I. Introduction…………………………………………………………………………………
…4

Motivational II.
strategy………………………………………………………………………… 4

1. De昀椀ne
motivation……………………………………………………………………………….. 4

2. Content theories of
motivation………………………………………………………………… 5

2.1. Maslow is hierarchy of

needs……………………………………………………………… 5

2.2. Herzberg is 2 factor

theory………………………………………………………………... 6

2.3. McClelland is achievement motivation

theory…………………………………………… 6

3. Process theories of
motivation…………………………………………………………………. 7

3.1. Vroom is expectancy

theory……………………………………………………………….. 7

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3.2. The Equity Theory of

Adams……………………………………………………………... 8

3.3. Goal theory-

Locke…………………………………………………………………………. 9

4. Discuss impacts of motivation on organization

performance………………………………. 10

5. Explain and evaluate current motivational strategy of the company

you visited………... 11

III. Performance management for continuous

improvement…………………………………. 11

1. De昀椀ne performance management and discuss di昀昀erent performance

management approaches with speci昀椀c
examples………………………………………………………. 11

1.1. De昀椀ne performance

management……………………………………………………….. 11

1.2. Discuss di昀昀erent performance management approaches with

speci昀椀c examples…… 12

2. Assess di昀昀erent ledership and management approaches to

managing performance for continuous
improvement…………………………………………………………………… 13

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IV. Application………………………………………………………………………………….
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V. Conclusion……………………………………………………………………………………
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VI. Reference…………………………………………………………………………………….
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I. Introduction:

Following a study of management and leadership in action. I was tasked with developing a comprehensive
motivation and performance management strategy for my potential client GSK Vietnam. My job is to act
as an executive search consultant for interns who are attending in-person training. Furthermore, in order to
develop the best motivation and performance management strategy for GSK Vietnam, I must conduct
extensive research in the practical and theoretical areas of management and leadership through specific
applications in various organizations, one of which is GSK Vietnam. This will help me with my executive
search consulting work and will broaden my understanding of the role of leadership and management.

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Source: gskpro.com

II. Motivational strategy

1. De昀椀ne motivation

Motivation is the process by which goal-oriented behaviors are initiated, guided, and maintained. It is
what motivates you to lose weight or get that promotion at work, for example. In short, motivation drives
you to take actions that move you closer to your goals.

The term "motivation" is frequently used in everyday speech to describe why someone does something. It
is the impetus for human behavior. The biological, emotional, social, and cognitive forces that drive
human behavior are referred to as motivation.

Motivation also includes factors that guide and sustain goal-directed behavior. However, such motivations
are rarely directly visible. As a result, we must frequently infer the motivations behind people's actions
based on observable behaviors. (Cherry Kendra, 2022)

2. Content theories of motivation:

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2.1. Maslow is hierarchy of needs

Source: McLeod Saul, 2007

Maslow's hierarchy of needs is a 5-level model divided into two categories: basic and advanced human
needs, which include physiological and biological needs, safety, love/belonging, esteem, and self-
actualization. Human needs will be met from the bottom of the tower to the top of the tower on the upper
5 floors. The explanation of Maslow's five needs follows. The first is physiological needs, which must be
met in order for people to live, exist, and progress to the next needs in Maslow's hierarchy of needs.
Breathing, food, water, clothing, and shelter are examples of physiological needs. The second
consideration is safety. The progression from physiological needs to safety needs is entirely logical
because physiological needs help people survive, and then they require something to ensure maintenance
and help them feel more secure in order to develop. Health safety, financial security, life safety, and non-
injury are all safety requirements. The third is a sense of belonging/love. When people's basic needs are
met, they begin to seek out new relationships such as friendship, love, partners, and colleagues. This need
is met through relationships such as family, friends, and lovers, which provide a sense of belonging and
closeness, allowing people to feel less alone. The fourth characteristic is esteem. Human need at this level
refers to the desire to be valued by others. Human needs at this level refer to one's desire to be valued by
others as well as one's level of success. Maslow's hierarchy of needs divides the need for esteem into two
categories: the need for respect from others and the need for respect from oneself. The final requirement is
for self-actualization. This is the most important human need, and it is at the top of Maslow's hierarchy of
needs. This need stems from the human desire to develop rather than a lack of something like the previous
four needs. Furthermore, successful people frequently exhibit this need. (Basic Article, 2021)

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2.2. Herzberg is 2 factor theory

According to Herzberg's two-factor theory, there are two types of factors that influence employee
motivation in the workplace: hygiene factors and motivational factors. Dissatisfaction in the workplace is
caused by hygiene factors. The motivator factors are the second group. They are related to employee
motivation and result from the intrinsic conditions of the job, which are dependent on the job itself
(Herzberg et al., 2021).

Source: Simply Psychology

2.3. McClelland is achievement motivation theory

The major mid-twentieth-century motivation researchers — Maslow (1954), Herzberg, Vroom (1964),
Alderfer (1972), McCalland (1961), and Locke et al. (1981) — devised research that, according to Basset-
Jones and Lloyd, can be divided into content and process theories of motivation.

In general, these factors that promote job satisfaction are related to self-development and self-
actualization. Motivators, according to Herzberg, ensured job satisfaction, whereas a lack of hygiene
factors spawned job satisfaction.

Since then, the two-factor motivation theory has grown to be one of the most widely used theoretical
frameworks in job satisfaction research (Dion, 2006).

Content theories, such as those proposed by Herzberg et al. (1959), assume a complex interaction between
internal and external factors and investigate how people respond to various internal and external stimuli.

Meanwhile, process theories, such as Vroom's (1964), investigate how internal factors influence behavior.

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Source: Marchi CJ

3. Process theories of motivation

3.1. Vroom is expectancy theory

Vroom's formula for determining personal motivation:

Motivation = (Expectancy X Instrumentality X Valence)

Vroom's expectations theory explains why people are motivated to work hard to get things done. This
theory is based on three relationships: Motivation, Expectancy, and Instrumentality. Vroom contends that
people's behavior and motivation are determined by their perceptions of their future expectations. (Tyari,
2019)

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Expectancy: is the belief that putting in more effort will result in better results, i.e. if I work harder, this
will be better. This is influenced by factors such as:

• Having the necessary resources on hand (e.g. raw materials, time)

• Having the necessary skills for the job
• Having the necessary resources to complete the task (e.g. supervisor support, or correct
information on the job)

Instrumentality: is the belief that if you perform well, you will receive a valuable outcome. The extent to
which a first-level outcome results in a second-level outcome. That is, there is something in it for me if I
do a good job. This is influenced by factors such as:

- A clear understanding of the relationship between performance and outcomes - for example, the
rules of the'reward' game
- Have faith in the people who will decide who gets what outcome.
- Transparency in the process that determines who gets what result

The importance that an individual places on the expected outcome is referred to as valence. To have a
positive valence, the person must prefer achieving the outcome to not achieving it. If someone is primarily
motivated by money, he or she may disregard offers of additional time off.

Because they are clearly defined, the three elements behind choosing one element over another are
important: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O
expectancy).

3.2. The Equity Theory of Adams

Adams' Equity Theory is named after workplace and behavioral psychologist John Stacey Adams, who
developed his job motivation theory in 1963. Adams' Equity Theory, like many of the more popular
theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory),
recognizes that subtle and variable factors influence an employee's perception of their relationship with
their work and their employer.

The theory is based on the idea that employees become demotivated, both in relation to their job and to
their employer, when they believe their inputs are greater than their outputs. Employees are likely to react
in a variety of ways, including demotivation, reduced effort, annoyance, and, in extreme cases, disruption.

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Source: Sketch Bubble

3.3. Goal theory – Locke

Source: Project Cubicle

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According to Edwin Locke's goal setting theory, a person who has a clear goal will concentrate their
efforts on that specific task. There are five key principles to effective goal setting, according to Locke. The
first is the challenge; in order to achieve the goals, the tasks must be challenging in order to keep
employees engaged and focused on the objectives. The second factor is clarity; when employees
understand the organization's clear goals, the risk becomes more beneficial. Third, employees must
commit to and support the organization's goals as well as the goals they are working on. The fourth
principle is feedback, which is an important principle in Locke's theory because it is important to provide
regular feedback throughout the process of achieving the goal to ensure that the goal is correct. Finally,
because tasks are always complex, it is necessary to break them down for employees to complete and then
to large tasks as a whole. (Lucidity, 2021)

Furthermore, if the employee does not receive the pension, the pension can be changed to monthly general
health checkup insurance for that employee, and the insurance value will vary depending on the level of
dedication. (Retirement advantages)

4. Discuss impacts of motivation on organization performance

Employee Productivity and Motivation: Motivated employees are more likely to be productive than
unmotivated employees. Unmotivated employees are more likely to put in little or no effort at work, avoid
it as much as possible, leave the organization if given the chance, and produce poor quality work.
Employees who are motivated to work, on the other hand, are more likely to be persistent, creative, and
productive, producing high-quality work that they willingly undertake.

1. Motivated Employees Are More Productive: If an employee is satisfied and happy, he or she
will do his or her work in an impressive manner, and the outcome will be positive; on the other
hand, a motivated employee will motivate other employees in the office.

2. Decision-Making and Realistic Expectations: It is critical to involve employees in decision-

making while also setting realistic expectations.

3. Job Description, Work Environment, and Flexibility: When an employee does the right job for
his personality and skill set, and performs well on the job, he is more motivated and satisfied. To
maintain a high level of employee motivation, a safe and non-threatening work environment is
required. Flexible human resource policies, work-from-home options, and childcare leave all
contribute to happier and more motivated employees.

4. Pay and Benefits: It is simple to keep employees motivated with good benefits. It is more difficult
to draw the line between generous benefits that motivate all employees and raises and larger

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salaries that retain and attract the best workers and keep them happy and motivated to work for
you.

5. Company Culture: Developing a positive and employee-friendly company culture is an excellent

motivator.

5. Explain and evaluate current motivational strategy of the company

you visited

Consider an employee who is dissatisfied with his or her job. They're probably working slower, avoiding
tasks, and spending too much time on their phones. Most importantly, they are unfocused and do not put
any energy into their work.

This not only wastes your resources, but it may also have an impact on other employees, potentially
preventing the entire company from producing work of the highest quality or meeting important targets.

A motivated employee, on the other hand, is enthusiastic, driven, and takes pride in their work. They
complete tasks quickly, act, and want to do a good job for themselves and GSK

Staff motivation is critical whether GSK Vietnam is at its peak or on the rise. When it falls, revenue and
output may soon follow.

Ø Financial strategies

The following are GSK employees' internal and external motivational strategies, as well as social, cultural,
and organizational variables.

Strategies for motivating employees to take advantage of retirement benefits. Create a list of employees
who have given their all to GSK from the time they started working until retirement, and then give them a
salary as a pension for their efforts to help the corporation during their time off. On the other hand, this
salary is paid monthly and varies according to the employee's achievements and contributions to the
company. To be more specific, if an employee works for GSK for 20 years or more, he or she will receive
a pension to motivate employees. GSK, on the other hand, will charge employees an additional fee due to
the change in social variables from year to year, such as the recent Covid epidemic or other pandemics in
the future. Furthermore, in terms of organizational variables, GSK will divide the pension according to
each employee level in the company, such as the pension of the leader, the manager, and the employee
level. The higher the company's employee level and the combination of working for 20 years or more, the
higher the pension. Furthermore, if the employee does not receive the pension, the pension can be changed
to monthly general health checkup insurance for that employee, and the insurance value will vary
depending on the level of dedication. (Retirement advantages)

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III. Performance management for continuous improvement:

1. De昀椀ne performance management and discuss di昀昀erent performance

management approaches with speci昀椀c examples

1.1. Define performance management

Performance management is the process of measuring and developing an individual's or group's

performance with the goal of aligning it with the organization's strategic goals. Furthermore, performance
management has three goals: strategic, administrative, and development.

Another advantage of performance management is that it provides open and transparent work feedback,
identifies areas for growth, encourages teamwork, and continues to provide support. (Aguinis, 2009)

Benefits of performance management (Bideaua Alexandra, 2021)

1.2. Discuss di昀昀erent performance management approaches with

speci昀椀c examples

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The traditional approach is for businesses to evaluate employees on a regular basis using various
scoring methods and to hold meetings to receive feedback. Traditional processes are organized from top to
bottom with structured and static processes. GSK's traditional approach to performance management is to
evaluate performance based on KPIs. GSK Vietnam, for example, is a company branch in Vietnam of
GlaxoSmithKline-GSK Corporation . GSK uses performance evaluation standards in practice. Employees'
work at GSK is frequently difficult to measure because they perform administrative tasks rather than sales
or production workers. GSK IS's employee evaluation standards include the following:

The first is work efficiency, which accounts for 60% of the total score and is evaluated based on volume,
quality, and progress of work. The second is employee responsibility, which accounts for 20% of the total
score and is evaluated based on criteria such as: spirit of participation in company activities; application of
working procedures; and awareness of the implementation of rules and working hours. The third factor is
the capacity of the staff, which accounts for 20% of the total score and is evaluated using the following
criteria: professional knowledge; sense of responsibility at work. (Nam, nd)

Continuous approach: Continuity of performance management refers to performance management

processes that occur continuously throughout the year. It is a continuous process as opposed to the
traditional annual review-based processes. When feedback occurs more frequently, both managers and
employees feel more natural. A specific example of a well-known organization that was the first to adopt
this approach is Adobe, which eliminated the annual review process in 2012 in favor of subscriptions (an
ongoing dialogue between managers management and their direct reports so employees at Adobe can feel
engaged and empowered.) Adobe has been constantly working to bring this new approach into their
culture. Since then, their company has increased sales by 30% and saved more than 100,000 hours on their
performance process. (goal, 2021)

2. Assess di昀昀erent ledership and management approaches to managing

performance for continuous improvement

Continuous improvement is essential for any business's and organization's long-term success and growth.
Your leadership style can either help or hinder people who are striving for continuous improvement. There
are three key components: the type of person, the level of self-esteem and self-confidence of people, and,
finally, the company culture and leadership style. The values, beliefs, and leadership style of top
management shape an organization's culture. Thus, in order to drive continuous improvement from
employees, organizational leaders must evolve in their thinking and leadership style.

Leadership style: A participative leadership style is required to promote and support employee continuous
improvement. It necessitates taking a proactive rather than a reactive approach to problem solving. This
means focusing on prevention rather than firefighting. It also entails forming autonomous teams
comprised of team members mature enough to facilitate problem-solving sessions within their respective
teams or departments. This necessitates team problem-solving development training that includes
interpersonal communication skills and problem-solving techniques. You cannot simply put a group of
people together and expect them to work as a team. Just because people get along does not imply that they
are working as a team. Teams must progress from a dependent state to an interdependent state where they
can function more autonomously. Working in this manner allows them to take a step back from day-to-day
tasks and brainstorm ways to improve, before presenting well-thought-out solutions to management.

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Continuous-improvement: Trust is another essential component for employee involvement. Trust must
be established at all levels, including between leaders and employees, as well as among employees and
within teams. Developing a mindset within an organization that encourages people to practice continuous
improvement takes time and commitment on the part of leaders. Leaders must ensure that employees
receive adequate coaching and support in order to progress from simple task execution to constantly
finding new and better ways to do things.

Any organization that clearly sees the benefits of continuous improvement and commits to the process will
reap enormous benefits.

IV. Application:

Q Task-oriented management and leadership

A diagnostic approach to performance management is used by task-oriented leadership and management.

GSK Vietnam employs a task-oriented leadership and management approach (Klein & WeiBenberger,
2014). GSK Vietnam frequently establishes performance goals with the intention of evaluating employee
performance, identifying deviations from goals, and rewarding employees who achieve organizational
goals. GSK Vietnam, in particular, has a method to evaluate employee performance based on KPIs, GSK
Vietnam has target plans spanning years into the future, and GSK Vietnam identifies risks in the plan that
they specifically set out, such as GSK Vietnam currently has a sustainable development orientation for the
corporation and a development strategy of 2022-2024. Furthermore, GSK Vietnam provides bonuses to
employees who successfully complete the goals of typical organizations, such as GSK Vietnam
Pharmaceutical Co., Ltd, which recently issued a policy rewarding 100% of employees if they achieve
VND 2 billion in revenue in August. Each employee will be compensated with half a bonus monthly
income (including hardsalary and bonuses, incentive salary based on performance, not just one month's
salary as is customary for 13 months salary, excluding benefits).

Q Relationship-focused leadership and management

Relationship-oriented leadership focuses on providing qualitative aspects of performance evaluation

through an interactive approach to control that emphasizes rewards for effort rather than results. GSK
Vietnam is also a relationship-oriented leadership corporation (Abernethyet al., 2010). Employee
evaluation shows that some employees will be appreciated if they have a good relationship with their
manager, even if they have not done a good job. Furthermore, when working between groups, there are
distinctions and factions among members. On the other hand, GSK Vietnam's general leadership criterion
continues to prioritize the human factor; everyone is respected, and divisions and conflicts between groups
are uncommon.

V. Conclusion

Ending the process of providing a comprehensive motivational and performance management strategy for
my client, GlaxoSmithKline Corporation, by studying leadership and management in action. This has

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enabled me to gain a more comprehensive understanding of the effects of leadership and management.
Aside from that, it aided my work in the field of executive search consulting.

VI. Reference

MindTools. Motivation, Energizing Your People to Achieve Good Things. [online] Available at:
https://www.mindtools.com/pages/article/motivating-your-team.htm [Accessed November, 2016]

Patrick MacDonald, Stephanie Kelly, Scott Christen. A Path Model of Workplace Solidarity, Satisfaction,
Burnout, and Motivation. [online]. Available at:
https://journals.sagepub.com/doi/10.1177/2329488414525467 [Accessed April 13, 2014]

Dai Nguyen. He thong do luong hieu qua hoat dong theo the diem can bang trong cac doanh nghiep tai
thanh pho ho chi minh. [online] Available at: https://123docz.net/document/3735472-he-thong-do-luong-
hieu-qua-hoat-dong-theo-the-diem-can-bang-trong-cac-doanh-nghiep-tai-thanh-pho-ho-chiminh.htm?
fbclid=IwAR1wxzXIjNuJCFBMWEg4M7_cn_J8SXQHT1RgE3Y2iBDGas5a5kyVlJi8nA [Accessed July
28, 2016]

Nickerson Charlotte. Herzberg’s Motivation Two-Factor Theory [online] Available at:

https://www.simplypsychology.org/herzbergs-two-factor-theory.html [Accessed November 16, 2021]

Cherry Kendra. What Is Motivation? The Driving Force Behind Human Actions [online] Available at:
https://www.verywellmind.com/what-is-motivation-2795378 [Accessed August 10, 2022]

McLeod Saul. Maslow's Hierarchy of Needs [online] Available at:

https://www.simplypsychology.org/maslow.html [Accessed April 4, 2022]

Business Jargons. Adam’s Equity Theory [online] Available at: https://businessjargons.com/adams-equity-

theory.html [Accessed January 30, 2021]

Your Coach. EMPLOYEE MOTIVATION THEORIES: VROOM EXPECTANCY MOTIVATION

THEORY [online] Available at: https://www.yourcoach.be/en/employee-motivation-theories/vroom-
expectancy-motivation-theory/#:~:text=Vroom's%20expectancy%20theory%20assumes%20that,%2C
%20knowledge%2C%20experience%20and%20abilities. [Accessed 2022]

Perk Box. Why employee motivation is important and how to improve, measure and maintain it [online]
Available at: https://www.perkbox.com/uk/resources/blog/why-employee-motivation-is-important-and-
how-to-improve-measure-and-maintain-it [Accessed 2021]

Lara Manganelli, Anaiĩs Thibault-Landry, Jacques Forest, more. Self-Determination Theory Can Help You
Generate Performance and Well-Being in the Workplace: A Review of the Literature [online] Available at:
https://doi.org/10.1177/1523422318757210 [Accessed March 13, 2018]

Bideaua Alexandra. How to Get Started With Performance Management at Your Company [online]
Available at: https://mirro.io/blog/performance-management/how-to-get-started-with-performance-
management-at-your-company/?

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utm_source=Pinterest&utm_medium=OrganicSocial&utm_campaign=BlogArticle&utm_content=How-
to-get-started-with-performance-management [Accessed May 14, 2021]

Optimus Performance. Developing a leadership style to support continuous improvement [online]

Available at: https://www.optimusperformance.ca/developing-a-leadership-style-to-support-continuous-
improvement-2/ [Accessed August 23, 2014]

Lalwani Puja. What Is Performance Management? Definition, Process, Cycle, and Best Practices for
Planning [online] Available at: https://www.spiceworks.com/hr/performance-management/articles/what-is-
performance-management/ [Accessed August 10, 2020]

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