Brief

Assignment Brief 1 (RQF)
Higher National Certificate/Diploma in Business
Student Name/ID Number:

Unit Number and Title: Unit 12: Organizational Behavior
Academic Year: 2021

Unit Assessor: Ngo The Nam
Assignment Title: ASSIGNMENT 1 –Personality, perspective and motivation

Issue Date:
Submission Date:
Internal Verifier Name:
Date:
Submission Format:
Format:
This assignment is an Individual assignment and specifically including 2 main documents:
1. A reflective essay (1,000-1,500 words)

2. A report (1,500 words), analyzing content and process theories of motivation.
You must use font Calibri size 12, set number of the pages and use multiple line spacing at
1.3. Margins must be: left: 1.25 cm; right: 1 cm; top: 1 cm and bottom: 1 cm. The reference
follows Harvard referencing system. The recommended word limit is 2.000-2.500 words. You
will not be penalized for exceeding the total word limit. The cover page of the report has to
be the Assignment front sheet 1.
Submission
● The form of submission will be a soft copy posted on http://cms.btec.edu.vn/.

● Remember to convert the word file into PDF file before the submission on CMS.
Note:
● The individual Assignment must be your own work, and not copied by or from another
student(s).
Prepared by: Higher Education Qualifications (HEQ) Approved by: HEQ, QDAM (HE)
Version 1.0 – November 2017
DCL 1 – Public (Unclassified)
1
● If you use ideas, quotes or data (such as diagrams) from books, journals or other
sources, you must reference your sources, using the Harvard style.
● Make sure that you understand and follow the guidelines to avoid plagiarism. Failure
to comply this requirement will result in a failed assignment.
Unit Learning Outcomes:

This assignment satisfies the following learning outcomes:
LO1 Reflect on own personality and perceptions to understand how individual difference
informs and influences management approaches
LO2 Apply content and proces theories of motivation to create and maintain an effective
workforce
Assignment Brief and Guidance:
*This assignment guidance is for reference only and can be customized by the tutor to meet
specific needs
Assignment scenario.
You have been employed as a manager by an organisation in Vietnam. You should choose an
organisation in Vietnam. You are going to reflect on your own personality and perceptions to
understand how individual differences informs and influences management approaches in
your organization. In addition, you are also required to apply content and process theories of
motivation for enhancing and maintaining an effective organisational workforce.
In Part 1, You are required to participate in an in-class activity to test your personality (The
Big five model of personality). The reflective essay identifies your own personality traits and
attributes in terms of them having a positive and negative impact on management approach
and company performance. In addition, you should also reflect your perception. In detail, you
should demonstrate the significance of perception for developing effective personal and
work relationships; factors that influence your perception, including personality, past
experiences, expectations, learning; perceptual errors and distortions, including stereotyping
and unconscious bias and how cultural differences can be misconstrued.
In Part 2, you are required to apply content and process theories of motivation for enhancing
and maintaining an effective organisational workforce.
Structure of the Report:
2
General introduction: main purposes and structure of the work.
Main contents of the report:

Part 1: A reflective essay (1,000 -1,500 words)
Introduction on the company: the name, the head office, the address, the website address
and the structure of the ownerships, shareholders.
1. Reflect on your own personality traits and attributes in terms of them having a
positive and negative impact on management approach and company performance.
You should assess whether your own perspectives and individual traits and attributes
can influence and improve managerial relationships
2. Reflect on the value and importance of perception for effective managerial
relationships.
Part 2: A report (1,500 words)
1. Defining work motivation with clarification of extrinsic and intrinsic motivation.
2. Among motivational theorists and theories: content theories (Maslow, Herzberg and
Alderfer) and process theories (Vroom, Adams, Latham and Locke), you should choose
one content theory and one process theory for discussion.
3. In your organisation, you must apply content and process theories of motivation for
enhancing and maintaining an effective workforce. In addition, you should critically
evaluate the extent that employee motivation can be enhanced and maintained by
practical application of content and process theories of motivation.
4. Furthermore, you should adapt personal perspectives, traits and attributes to justify
improvements that influence and enhance employee motivation and create an
effective workforce.
A conclusion to summarize all the key findings and analysis must be presented. Plus, you can
carry out a self-criticism on your own work (in terms of strengths and weaknesses).
Learning Outcomes and Assessment Criteria:

Grading criteria
D1 Adapt personal
perspectives, traits and
LO1 Reflect on own personality and perceptions to understand how attributes to justify
improvements that
individual difference informs and influences management approaches
influence and enhance
employee motivation
and create an effective
3
P1 Assess own personality traits
and attributes in terms of them
having a positive or negative
effect on management
approaches and company M1 Challenge own perspectives
performance. and individual traits and attributes
P2 Reflect on the value and to influence and improve
importance of personality and managerial relationships.
perception for effective
managerial relationships.
workforce.
LO2 Apply content and process theories of motivation to create and

maintain an effective workforce
P3 Apply content and process

M2 Critically assess the extent that
theories of motivation for
employee motivation can be
enhancing and maintaining an
enhanced and maintained by
effective organisational
practical application of content
workforce, providing specific
and process theories of motivation
examples.
Intro (the name, the head office, the address, the website address and the structure of the
ownerships, shareholders).
21/02
Body
P1:
Giải thích tại sao manager nếu muốn làm việc hiệu quả lại phải quan tâm đến difference
personalities. Có rất nhiều bài test về tính cách nhưng ở assigment này sẽ sử dụng big 5 model để
phân tích. The Big five model of personality
short introduction về big 5 ( reference)
Present our result
Access positive- negative impacts ( với tư cách là manager của dept X or company Y sẽ có các
duties khác nhau).
4
P2: Invidual differences
2.1 Personality
+ value 1 ( explaination quan điểm bản thân + example/ case studies mà bản thân biết)
+ value 2
2.2 Perception
+ propose 1
+ propose 2
Tại sao manager cần phải quan tâm quản lí, nếu kh quan tâm thì gặp vấn đề gì, how to control it
tại sao phải đảm bảo sự công bằng trong môi trường làm việc
63e6533b96c186000825a4f8
I. Introduction
II. Part 1
1. Introduction of the company
Company name: Vietnam Airlines Corporation – JSC
Abbreviated Name: Vietnam Airlines
Logo:
5
Head office: 200 Nguyen Son, Bo De Ward, Long Bien District, Hanoi City.
Phone: (84.4) 38272289
Fax: (84.4) 38722375
Website: : www.vietnamairlines.com
Ownership type: Joint Stock CompanyBusiness registration
No: 0100107518
Contact Person:
Contact person:
Name Position
Dang Ngoc Ha Chairman of the BOD
Dinh Viet Tung Member of the BOD
Le Truong Giang Member of the BOD
Truong Van Phuoc Member of the BOD
Hiroyuki Kometani Member of the BOD
Ta Manh Hung Member of the BOD
Le Hong Ha General Manager
Nguyen Chien Thang Deputy General Manager
To Ngoc Giang Deputy General Manager
Dinh Van Tuan Deputy General Manager
Le Duc Canh Deputy General Manager
Nguyen The Bao Deputy General Manager
Trinh Hong Quang Deputy General Manager
Nguyen Hong Linh Deputy General Manager
Shareholder Structure:
Name Location Number of Update day
shares
Nguyen The Bao Deputy of CEO 27,068 30/06/2022
Dang Ngoc Hoa Chairman of the 21,595 30/06/2022
BOD
Ta Manh Hung Member of the BOD 20,604 30/06/2022
Trinh Hong Quang Deputy of CEO 19,711 30/06/2022
Tran Thanh Hien Chief Accountant 19,707 30/06/2022
Le Hong Ha Chief of Executive 19,531 30/06/2022
Officer
Mai Huu Tho Control Member 19,351 30/06/2022
Nguyen Hong Linh Deputy of CEO 19,351 30/06/2022
Le Truong Giang Member of the BOD 19,030 30/06/2022
Dinh Van Tuan Deputy of CEO 17,425 30/06/2022
Nguyen Chien Thang Deputy of CEO 14,340 30/06/2022
Nguyen Thi Thien Kim Head of Control 13,485 30/06/2022
Committee
Nguyen Xuan Thuy Representative 12,846 31/12/2021
6
Spokesman
To Ngoc Giang Deputy CEO 7,951 30/06/2022
Ownership Structure:
2. Reflect personality
The Big Five Model, also known as the Five-Factor Model, is the most widely accepted p
ersonality theory held by psychologists today. The theory states that personality can be boi
led down to five core factors, known by the acronym OCEAN. (simplypsychology, 2020).
Openness to experience (cởi mở với trải nghiệm), Conscientiousness (tận tâm),
Extraversion (hướng ngoại), Agreeableness (dễ tính), Neuroticism (bất ổn). Điều quan
trọng cần lưu ý là mỗi yếu tố trong số năm yếu tố tính cách đại diện cho một phạm vi giữa
hai thái cực. Hiện nay, có rất nhiều bài test về tính cách nhưng ở assigment này sẽ sử
dụng The Big five model of personality để phân tích cũng như đánh giá các các đặc điểm
và thuộc tính tính cách cũng như qua đó có thể thấy những đánh giá tích cực và tiêu cực
về phương thức quản lý và hiệu quả công việc như sau:
Với chỉ số loạn thần kinh cao cho thấy mức độ phản ứng mạnh với những tình huống và s
ự kiện có khả năng kích động những cảm xúc tiêu cực. Chẳng hạn, có nhiều khả năng cả
7
m thấy bị đe dọa bởi một người lạ đi ngang qua đường hoặc coi nhận xét của bạn bè, đồn
g nghiệp là một sự xúc phạm. Với chứng loạn thần kinh cao cũng có nhiều khả năng nghi
ngờ bản thân và khả năng của mình. Cho thấy rằng luôn cảm thấy phải chịu trách nhiệm c
á nhân về sự xui xẻo của mình và cảm thấy xấu hổ khi mọi thứ không diễn ra theo cách
mà bản thân hi vọng và mong muốn. Mặc dù Chủ nghĩa thần kinh thường không được coi
là một tài sản, nhưng vẫn có những điểm tích cực. Những người mắc chứng thần kinh cao
không có khả năng bỏ qua những nguy cơ của cuộc sống và có xu hướng thực tế về các
vấn đề và hạn chế trên thế giới. Cũng có một số bằng chứng cho thấy với điểm chỉ số
loạn thần kinh cao có thể thúc đẩy mọi người đạt được thành tích tốt hơn, miễn là họ thườ
ng xuyên cải thiện và điều chỉnh nó theo một hướng tích cực. Bên cạnh đó, có vẻ như
những nỗi sợ thất bại có thể sẽ cung cấp một nguồn động lực quan trọng giúp họ phát
triển.
8
Reflect on the value and
importance of perception for
effective managerial
relationships.
Simply put, perception refers to
how someone perceives and
makes sense of his or her
environment.
These unconscious mental
processes depend on your
capacity for awareness of your
environment and
prior information. You do not
since the mind occasionally
filters out information. Take in
your
surroundings.
9
Phả n ánh về giá trị và tầ m quan trọ ng củ a nhậ n thứ c đố i vớ i các mố i quan hệ quả n lý hiệu quả .
Nói mộ t cách đơn giả n, nhậ n thứ c đề cậ p đến cách mộ t ngườ i nhậ n thứ c và hiểu về môi trườ ng
củ a họ . Các quá trình tinh thầ n vô thứ c này phụ thuộ c vào khả năng nhậ n thứ c củ a bạ n về môi
trườ ng và thông tin trướ c đó. Bạ n không làm vậ y vì tâm trí thỉnh thoả ng lọ c ra thông tin. Đi trong
môi trườ ng xung quanh củ a bạ n.
Nhậ n thứ c thườ ng đóng mộ t vai trò trong việc xác định tính cách củ a mộ t ngườ i và cách họ cư
xử trong nhữ ng hoàn cả nh cụ thể trong hành vi củ a tổ chứ c và công ty. Nhữ ng điều này có thể ả nh
hưở ng đến hiệu suấ t công việc, tính sáng tạ o và thậ m chí cả cách quả n lý phả n ứ ng vớ i nhữ ng
điều cụ thể như các sự kiện căng thẳ ng. Ngườ i quả n lý có thể tìm hiểu thêm về khả năng và đạ o
đứ c làm việc củ a nhân viên bằ ng cách chú ý đến nhữ ng đặ c điểm tính cách góp phầ n vào điểm số
tính cách củ a nhân viên. Đó là nếu quan điểm củ a ngườ i quả n lý không bị can thiệp theo mộ t cách
nào đó. Nguyên nhân cơ bả n củ a các vấ n đề về nhậ n thứ c thườ ng có thể bắ t nguồ n từ mộ t vấ n đề
cụ thể
Intrinsic and Extrinsic Motivation Can Coexist
People can engage in the same behavior for different reasons, and therefore, different motivations.
However, sometimes, intrinsic and extrinsic motivation can co-exist even though they are the
opposite of each other. For instance, you can be studying psychology because you enjoy learning
about this topic, but you also want to get good grades. Therefore, you study very hard because of
both intrinsic and extrinsic incentives. Therefore, you have both intrinsic and extrinsic motivation to
learn.
Perception frequently plays a

role in determining a person's
personality and how they behave
in
particular circumstances in
organizational and corporate
conduct. These can influence job
performance,
10
inventiveness, and even how
management responds to specific
things like stressful events. A
manager
can learn more about an
employee's abilities and work
ethic by paying attention to the
personality traits
that contributed to the
employee's personality score. If
the manager's view is not
interfered with in
some manner, that is. The
underlying cause of cognitive
issues may typically be traced to
a particular
issue.
11
Intrinsic Vs Extrinsic Motivation
The main difference between intrinsic and extrinsic motivation lies in the source of
motivation
1. Intrinsic motivation is performing an activity for its enjoyment, while extrinsic motivation
is doing something for a separable outcome or an outside incentive other than enjoyment.
However, intrinsic and extrinsic do not represent where the motivation comes from.
Internal motivation or internal drive, a motivation that comes from within, can be extrinsic,
too. For example, wanting to get high grades may come from within a student because
they want to go to college. Even though this is an internal desire, the student is still acting
on extrinsic motivation because they do it for a separable outcome besides personal
satisfaction. (Pamela Li, 2022).
2. Motivational theorists and theories:
Content Theory: (Herzberg) Herzbergs motivation theory is one of the content theories of
motivation. This attempt to explain the factors that motivate individuals through identifying
and satisfying their individual needs, desires and the aims pursued to satisfy these
desires. This theory of motivation is known as a two factor content theory. It is based upon
the deceptively simple idea that motivation can be dichotomized into hygiene factors and
motivation factors and is often referred to as a 8two need system9. These two separate
needs are the need to avoid unpleasantness and discomfort and, at the other end of the
motivational scale, the need for personal development. A shortage of the factors that
positively encourage employees (the motivating factors) will cause employees to focus on
other, non-job related hygiene factors. The most important part of this theory of motivation
is that the main motivating factors are not in the environment but in the intrinsic value and
satisfaction gained from the job itself. It follows therefore that to motivate an individual, a
job itself must be challenging, have scope for enrichment and be of interest to the
jobholder. Motivators (sometimes called satisfiers) are those factors directly concerned
with the satisfaction gained from a job, such as:
The sense of achievement and the intrinsic value obtained from the job itself
The level of recognition by both colleagues and management
The level of responsibility opportunities for advancement and the status provided
Motivators lead to satisfaction because of the need for growth and a sense of self-
achievement.
A lack of motivators leads to over-concentration on hygiene factors, which are those
negative factors which can be seen and therefore form the basis of complaint and concern.
Hygiene factors (often referred to as maintenance factors) lead to dissatisfaction with a job
because of the need to avoid unpleasantness. They are referred to as hygiene factors
because they can be avoided or prevented by the use of 8hygienic9 methods. The
important fact to remember is that attention to these hygiene factors prevents
dissatisfaction but does not necessarily provide positive motivation. Hygiene factors are
also often referred to as dissatisfies. They are concerned with factors associated with the
job itself but are not directly a part of it. Typically, this is salary, although other factors,
which will often act as dissatisfies, include: Perceived differences with others
Job security
Working conditions
The quality of management
Organizational policy
Administration
Interpersonal relations
Understanding Herzbergs theory recognizes the intrinsic satisfaction that can be obtained
from the work itself. It draws attention to job design and makes managers aware that
12
problems of motivation may not necessarily be directly associated with the work. Problems
can often be external to the job (Accaglobal, 2022).
Process Theory: (Vroom) Victor Vrooms expectancy theory of motivation is a process

theory of motivation. It says that an individuals motivation is affected by their expectations
about the future. Specifically, Vroom says that an individuals motivation is affected by how
much they value any reward associated with an action (Valence), how much they believe
that by putting effort into something they will be able to generate good results
(Expectancy) and how much they believe that generating good results will result in a
reward (Instrumentality).It9s important to note that rewards could be intrinsic or extrinsic.
Extrinsic motivations are external things such as money and promotion. Intrinsic
motivations are internal things such as a sense of fulfillment and achievement.
What Vroom’s model means for individuals Vroom says that an individuals motivation is
product of several factors:
Valence: How much they value the potential rewards associated with the specific results or
behaviors
Expectancy: How much they believe that their additional effort will help them achieve the
target results of behaviors
Instrumentality: How much they believe the rewards will actually appear should they
achieve the desired outcomes or behaviors.
From an individual perspective, this means that if any of these factors are lacking, you may
lack motivation. If, as an individual, you find yourself feeling unmotivated in the world of
work, it is worth stepping back and considering these factors. It may be that one or two of
them are lacking for you. For example, you may not value the intrinsic or extrinsic rewards
associated with the work you are doing. Similarly, you may simply believe that you do not
have the ability to achieve an outcome that would trigger a reward. If you assess your
motivation through the lens of Vroom9s expectancy theory, you may identify root causes
for your lack of motivation. In turn, this might help identify actions you could take to restore
it. As ever, you may need help from others to restore your motivation. You may benefit
from discussing your thoughts with a peer, friend or even your line manager.
Vrooms model helps make clear that leaders or organizations need to:
1 – Provide rewards that individuals value These could be intrinsic aspects designed into
rewarding role descriptions, they could be recognition, they could be new opportunities or
they could be financial rewards. In fact, they could be a huge range of things. The
important point is that you find the right rewards for your people.
2 – Set achievable objectives for individuals The objectives you set do not need to be
easy. However, they do need to be in the power of your team members to achieve. This
may mean that the individuals in your teams need to be empowered to achieve things and
it may mean that they need to be supported to do so. It also means that the system that
you are asking them to operate within is not stacked against them.
3 – Provide promised rewards when they are earned This is all about trust. To be
trustworthy in this context you need to provide the implicit and explicit outcomes and
rewards that you have agreed to provide. If you do not do this, trust will be broken. When
trust is broken, individuals will cease to be motivated by your proposed rewards
(worldofwork, 2022).
3. Content and process theories of motivation for enhancing and maintaining an effective
workforce
Herzberg's two distinct 'needs' are the need to avoid discomfort and discomfort, and at the
other end of the motivational scale, the need for personal growth. The most important part
of this theory of motivation is the main motivating factors are not in the environment but in
13
the intrinsic value and satisfaction gained from the job itself. Therefore, in order to motivate
an individual in FLC Group, a manager must first create work that is challenging, has a
scope for enrichment and is truly responded to by employees. Motivators (sometimes
referred to as 'satisfiers') are factors that are directly related to the satisfaction obtained
from a job that is created by the management or senior leadership of FLC. The lack of
positive employee motivation factors (motivational factors) will cause employees to focus
on other 'hygiene' factors, not related to the job. Let's put the problem in the real estate
industry, for example. Real estate of FLC, the lack of incentive factors such as
commissions and sales bonuses for sales staff will be a mistake, without commissions, the
ability to sell and support customers will be difficult. achieve the best. And in order for the
best management method and workforce performance, FLC offers policies to satisfy its
employees, real estate or tourism issues, FLC's workforce always get the first offers.
Additionally, Vroom's model makes it evident that FLC leaders require the following in
relation to Vroom's motivation and process theory: Offer benefits that people value. These
rewards might be intangible characteristics intended to represent the gratifying position,
FLC employee recognition, fresh opportunities, monetary awards, or special incentives. In
actuality, they may be any number of FLC's products, including deals on vacation, house
pricing, or travel services from Bamboo Airways. The crucial element is that management
must determine the proper level of compensation for its workers. Setting attainable goals
for people at FLC is difficult. However, for them to succeed, their team members' strength
is necessary. This may indicate that some team members need to be given the freedom
and assistance to accomplish goals. Additionally, it means that management cannot
expect people to work inside a stackable system.
To build trust, provide employees the promised benefits when they deliver dependable
work results. Leadership must produce obvious outcomes and incentives in this situation in
order to be taken seriously. Trust will be ruined if management does not accomplish this.
When trust is lost, people will no longer be driven by the benefits you provide, and FLC's
customer service will perform less well.
14

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Assignment Brief 1 (RQF)

Higher National Certificate/Diploma in Business

Student Name/ID Number:

Academic Year: 2021

Assignment Title: ASSIGNMENT 1 –Personality, perspective and motivation

This assignment is an Individual assignment and specifically including 2 main documents:

1. A reflective essay (1,000-1,500 words)

● The form of submission will be a soft copy posted on http://cms.btec.edu.vn/.

Unit Learning Outcomes:

Assignment Brief and Guidance:

Structure of the Report:

Main contents of the report:

Learning Outcomes and Assessment Criteria:

LO2 Apply content and process theories of motivation to create and

P3 Apply content and process

Perception frequently plays a

Process Theory: (Vroom) Victor Vrooms expectancy theory of motivation is a process

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