ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 20: Organizational Behavior

Submission date 23/02/2024 Date received (1st submission)

Re-submission date Date received (2nd submission)

Student name Mau Bich Thuy Student ID BH00778

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:

Thuy

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 About Hoa Phat Group ............................................................................................... 5
III. Personality Traits (P1) .................................................................................................................. 6
1. Introduction of the 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 perfomance ......... 16
IV. Refect on The Value and Important of Perception for Effective Managerial Relationships (P2)
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1. The definition of perception ...................................................................................................... 19
2. The factors affecting perception ................................................................................................19
V. Extrinsic and Intrinsic Motivation (P3) .......................................................................................... 24
1. Intrinsic motivation .................................................................................................................... 24
2. Extrinsic motivation ................................................................................................................... 25
VI. Motivation Theorists and Theories (P3) .................................................................................... 25
1. Content theory - Alderfer’s ERG Theory .................................................................................... 25
1.1. The concept of theory ........................................................................................................ 25
1.2. Applying the Alderfer’s ERG theory in HPG ........................................................................26
2. Process theory – Vroom’s expectancy theory ........................................................................... 31
2.1. The concept of theory ........................................................................................................ 31
2.2. Applying the Vroom’s expectancy theory in HPG .............................................................. 32
VII. Conclusion ..................................................................................................................................36
VIII. Reference ................................................................................................................................... 36

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I. Introduction
I was recruited as a manager at Hoa Phat Group. I will reflect on my own personality and
perceptions to understand how individual differences inform and influence management
approaches within the organization. Additionally, I apply content and process theories of motivation
to enhance and maintain an effective organizational workforce. Below is my analysis of factors
related to organizational behavior such as personality, perception, bias or motivational factors. My
report includes 8 parts. The first part is introduction. The second part is an overview of Hoa Phat
Group. The third part is about personality traits. Through the big-five model, you can evaluate your
personality and also evaluate how those aspects affect your role manage. The fourth part is about
perception including: definition and factors affecting perception. Part 5 is about extrinsic and
intrinsic motivation. The 6th part is about content theory (Alderfer's ERG Theory) and process theory
(Vroom's expectancy theory). The 7th part is the conclusion. And the last part is reference.
II. Introduction About Hoa Phat Group

Figure 1 Logo of HPG

(Source: hoaphat.com.vn)

Hoa Phat is the leading industrial production group in Vietnam. Starting from a company
specializing in trading all kinds of construction machines from August 1992, Hoa Phat in turn
expanded to other areas such as furniture, steel pipes, construction steel, refrigeration, real estate

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 and agriculture Karma. On November 15, 2007, Hoa Phat officially listed shares on Vietnam's stock
market with HPG stock code. According to HPG's financial statements in 2022, the group's financial
structure is shown as follows:

Total assets: 170,335 billion VND

Total debt: 74,222 billion VND

Total equity: VND 96,112 billion

Currently, the Group operates in 05 fields: iron and steel (construction steel, hot rolled steel) -
Steel products (including steel pipes, plating corrugated iron, wire steel, pre -stressed steel) -
Agriculture - Production - household electrical appliances. Steel production is the core field
accounting for 90% of revenue and profit of the whole group. With a capacity of 8.5 million tons of
raw steel/year, Hoa Phat is the largest steel manufacturing enterprise in Southeast Asia.

Hoa Phat Group holds market share No. 1 Vietnam on construction steel, steel pipes; Top 5 on
the sheet. Currently, Hoa Phat is among the top 5 largest private enterprises in Vietnam, the top 50
most effective listed enterprises, Top 30 enterprises pay the largest state budget in Vietnam, Top 3
enterprises with the largest charter capital Securities school, Top 10 largest stocks with Vietnam's
stock market (hoaphat.com.vn, n.d)

III. Personality Traits (P1)

1. Introduction of the big five personality traits

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 Figure 2 The big five personality traits model

The five broad personality traits described by the theory are extraversion (also often spelled
extroversion), agreeableness, openness, conscientiousness, and neuroticism.
Openness is a characteristic that includes imagination and insight. The world, other people
and an eagerness to learn and experience new things is particularly high for this personality trait. It
leads to having a broad range of interests and being more adventurous when it comes to decision
making.
Conscientiousness is a trait that includes high levels of thoughtfulness, good impulse control,
and goal-directed behaviours. This organised and structured approach is often found within people
who work in science and even high-retail finance where detail orientation and organisation are
required as a skill set.
Extraversion (sometimes referred to as Extroversion) is a trait that many will have come across
in their own lives. It’s easily identifiable and widely recognisable as “someone who gets energised in
the company of others.”
People who exhibit high agreeableness will show signs of trust, altruism, kindness, and
affection. Highly agreeable people tend to have high prosocial behaviours which means that they’re
more inclined to be helping other people.

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 Neuroticism is characterised by sadness, moodiness, and emotional instability. Often mistaken
for anti-social behaviour, or worse a greater psychological issue, neuroticism is a physical and
emotional response to stress and perceived threats in someone’s daily life (Jayson, 2023).
2. Reflect on your own personality traits and attributes

Figure 3 The big five test

Above is a chart illustrating the results of my personality test using the big five model. Each
column will correspond to each aspect of my personality represented by numbers, helping me when
looking at the numbers and charts to easily compare which of my personality traits is more
prominent. Which and special? Looking at the chart, I can see that my agreeableness is at its highest
level, followed by conscientiousness, extraversion, openness and neuroticism. To have a more
detailed view, 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 above, I received a result
with a score of 60 (low). This clearly shows that I have emotional stability, or in other words, this
shows my calmness when facing many difficulties in work and life. Furthermore, neuroticism is also
expressed in six smaller personality aspects, including: anxiety, anger, depression, self-consciousness,
moderation, and vulnerability.
Low Anxiety (10): This result indicates that I experience minimal anxiety, fear or discomfort in
various situations. I have the ability to remain calm and composed even in challenging circumstances
or in situations where composure is a priority.
Low anger level (10): A low anger score shows that I do not get angry easily with any situation
or with anyone, I tend to be patient and calm. This also shows that I am less irritable and aggressive,
handling unpleasant situations with a calm approach.
Low Depression (9): A low depression score indicates that I am less likely to experience
prolonged periods of sadness, hopelessness, or despair. This also shows that I am less prone to
mood swings associated with feelings of depression.

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 Low self-awareness (11): This result shows that I feel comfortable with myself and not too
worried about how others perceive me. I am usually confident and care less about other people's
judgments because I understand that caring about what others say can easily make me fall into
negative emotions.
Neutral Immoderation (12): A neutral score on Immoderation shows that I have a balanced
approach to indulgence in different aspects of my life. I usually do not tend to act thoughtlessly or
impulsively, I maintain a moderate and moderate lifestyle.
Low Vulnerability (8): A low vulnerability score indicates I am resilient to stress. It also shows
that I am less likely to feel overwhelmed or distressed by challenges and am better equipped to deal
with difficult situations.

Figure 5 Extraversion assessment outcome index

The next personality aspect shown is extraversion. Through the test results, my extroversion
index is considered high (78). 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

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and enthusiasm. To better understand this personality, extroversion is divided into many other sub-
personalities, such as friendliness, collectivity, assertiveness, cheerfulness, etc.
High level of friendliness (14): Results from this test show that I am a warm, welcoming
person who enjoys building positive relationships with others. This also shows that I am
approachable and cooperative in work and social activities.
High Gregariousness (15): A high score on sociability indicates that I tend to be sociable and
interact strongly with people. I enjoy group activities and thrive in social environments and
especially enjoy highly collective environments.
High Assertiveness (14): This result shows that I am a confident, decisive person and
comfortable taking responsibility in many different situations. When it comes to expressing my
opinions, I act with an open mind and take a proactive approach to achieving my goals.
Low Activity Level (10): Low activity level indicates I don't have a lot of energy or move often.
They may prefer a more relaxed and deliberate pace in their daily activities. I like to find joy in things
that are close to me rather than finding joy in far away places.
Excitement-Seeking (10): This result indicates that I do not tend to seek thrilling or
adventurous experiences. I prefer a more stable and predictable lifestyle.
High Cheerfulness (15): A high score for cheerfulness indicates my positive and optimistic
attitude. I have the ability to approach life with enthusiasm and maintain a positive outlook,
contributing to a vibrant and enjoyable social atmosphere.

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 Figure 6 Openness to experience assessment outcome index

The third personality aspect demonstrated is openness to experience. Through the test results,
my openness to experience was found to be low (63). The overall results of this personality aspect
show that I am open-minded, imaginative and willing to engage 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 also expressed in smaller personality aspects such as imagination, artistic
interests, adventure, intelligence and liberalism.

Low Imagination (9): This result shows that I do not have a strong inclination towards
imaginative or creative thinking preferring practical and simple approaches to solving problems
rather than exploring ideas unique or abstract.

Low Artistic Interests (9): A low score on artistic interests indicates I have a limited attraction
to artistic and creative pursuits such as singing or painting. I don't find as much joy or engagement in
art-related activities compared to people who are more open-minded.

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 Low Emotionality (11): A low emotionality score indicates I tend to be more rational and
pragmatic in my emotional responses. I am not as emotionally expressive or tend to experience
emotions as intensely as more open individuals.

Low Adventurousness (10): This result implies that I may not be particularly attracted to
adventurous activities or risk-taking. I prefer a safe and predictable approach to life rather than
seeking out new or challenging experiences. I feel like familiarity and routine can make it easier for
me in many situations rather than getting bored with those things.

Neutral Intellect (12): A neutral intellectual score indicates a moderate level of interest in
intellectual activities. I engage in intellectual pursuits to some extent but may not prioritize or seek
out such activities as much as more open-minded activities.

Neutral Liberalism (12): A Neutral Liberalism score indicates a balanced stance on political and
social issues. I do not lean toward liberal or progressive ideologies, preferring a more centrist or
conservative approach to such issues.

Figure 7 Agreeableness assessment outcome index

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 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 (87). This shows that I am a sympathetic, sympathetic and socially friendly
person, especially in difficult situations.

High trustworthiness (13): This result shows that I tend to easily trust others because I do not
often feel suspicious about their actions or words. I have a positive and optimistic view of people, I
feel they have good intentions and are trustworthy in their interactions.

High Morality (17): High morality scores indicate strong adherence to moral principles and a
sense of right and wrong. I myself am a person who always values principles and discipline. I always
prioritize ethical values and integrity in my decision making and behavior

High Altruism (15): A high score on altruism indicates a genuine concern for the well-being of
others. This also demonstrates my compassion and altruism, demonstrating my willingness to help
and support others without expecting anything in return.

High Cooperation (15): This result implies a strong tendency towards cooperation and
teamwork. I have the ability to work well with others, value harmonious relationships, and
contribute positively to team dynamics.

High Modesty (13): A high modesty score indicates a modest and humble nature. I may
downplay my achievements, preferring to focus on team success rather than seeking individual
recognition.

High Sympathy (14): A high empathy score indicates my ability to understand and share the
emotions of others very well. I am always sympathetic and supportive, offering emotional support
when needed, especially in difficult situations.

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 Figure 8 Conscientiousness assessment outcome index

The next 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 high level (82). This reflects my level of organization, responsibility and goal orientation.
High Self-Efficacy (14): This result shows that I have strong belief in my own abilities and
capabilities. I approach tasks with confidence and feel capable of completing them successfully.
Neutral Orderliness (12): A neutral orderliness score indicates a moderate preference for
organization and structure. Although not overly meticulous, I can appreciate a certain level of order
in the environment.
High Dutifulness (15): A high score on responsibility indicates a high sense of responsibility
and obligation. This demonstrates that I am trustworthy, conscientious in performing my duties, and
committed to meeting expectations.
Achievement-Striving Neutral (15): Neutrality in achievement striving implies a balanced
approach to pursuing goals. Although I always have aspirations and achievements in my work, I am
not overly driven or perfectionistic in my pursuit of success.

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 High Self-Discipline (15): This result shows that I have high self-discipline and can regulate my
behavior effectively. I always set goals for everything, establish routines, and maintain focus on tasks,
even in the face of distractions or challenges.
High Self-Discipline (14): A high conservatism score indicates a cautious and deliberate
approach to decision making. I consider the potential risks and benefits before taking action,
demonstrating a thoughtful and cautious mindset.
3. The impact of personality traits on management approach and company perfomance
As a manager at Hoa Phat Group, I have to consider how my personal characteristics affect the
organization's performance and culture. They influence how I interact with others, how I make
decisions, how I deal with stress, and how I handle challenges. Therefore, as a manager at HPG, I
must be aware of my personal characteristics and how they affect the company's goals and values.
First of all, I am a person with a low mental index, which proves that I am a person who can
stay calm in difficult situations. Especially, to operate in the steel industry in Vietnam, HPG also has
to face challenges. face many challenges. Besides, my low anxiety and crisis index also proves that I
can stay calm in difficult situations while also inspiring and trusting my employees. A typical example
is the covid-19 pandemic when the pandemic has seriously affected not only Vietnam but also the
global economy. As a leader of Hoa Phat Group, because I am a person who has the ability to face
crises well, along with being calm, I can bring positive results in the company's business activities.
group. In 2021, despite Covid-19, Hoa Phat steel output still grew dramatically. In June 2021, the
Group's crude steel production output was 658,000 tons, an increase of 49% over the same period.
Sales volume of steel products reached 569,000 tons. Of which, the Group's hot rolled steel coils and
construction steel both reached 230,000 tons each. Steel pipes reached more than 41,000 tons, the
rest were galvanized steel sheets and steel billets. Due to the impact of the 4th Covid-19 epidemic
nationwide, especially in Ho Chi Minh City as well as the southern provinces, plus the rainy season
has begun, Hoa Phat's sales volume of construction steel and steel pipes decreased compared to the
same period and last month. However, in the cumulative 6 months, Hoa Phat Group produced more
than 4 million tons of crude steel, an increase of 55% over the same period. Sales volume of steel
products reached nearly 4.3 million tons. Construction steel reached 1.8 million tons, an increase of
22%. The amount of steel billets serving domestic and foreign markets is 608,000 tons. After 6
months, hot rolled steel output exceeded 1.3 million tons, equivalent to 50% of the year plan. Steel

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pipes recorded 375,000 tons, an increase of 8%. Hoa Phat's galvanized steel output recorded the
strongest growth momentum, reaching nearly 160,000 tons, 2.8 times higher than the same period.
We have implemented a plan to promote the export of steel pipes and galvanized steel sheets. Over
20,000 tons of corrugated iron and steel pipes have been exported from Hon Gai port, Quang Ninh
to European countries, America, South America and Southeast Asia (Khanh, 2021). Thanks to staying
calm and being able to face crises, I was able to lead Hoa Phat's development during difficult times
like the covid-19 pandemic, and this also shows this side of my personality. has contributed to
bringing positive values to the business.
I am also a person with a high extroversion index, which also brings me many positive effects
in my leadership process. My extroversion helps me be good at communication, my friendliness and
assertiveness also contribute to my ability to communicate clearly and convincingly, which is very
important in helping me convey my vision and goals. goals that Hoa Phat wants to aim for, at the
same time conveying expectations to its employees. High cheerfulness enables me to bring positive
energy and enthusiasm to my employees. This enthusiasm can spread, motivate employees at Hoa
Phat and contribute to creating a dynamic working environment that can promote creativity and
innovation. Therefore, as a leader, I understand that creating collective activities can bring a lot of
value to our employees. Typically, in the series of events celebrating the 30th anniversary of the
establishment of Hoa Phat Group, many activities were meaningful and widespread among the
employees of the entire Group. These are the online jogging tournament "30 days I'm healthy", the
offline running tournament "Endless Run", the content creation contest "Hoa Phat - 30 years I tell",
the friendly football tournament for Hanoi office block,... In particular, the "30 days I'm healthy" run
not only encourages employees to form sports habits to improve their health, but also strengthens
connections between member units under Hoa Phat Group. The prize also means providing mental
and material support to vulnerable children and lonely elderly people through running steps
(hoaphat.com.vn, 2022). This is also one of the positive influences that comes from my extroverted
personality.
My agreeableness level is high, which has a positive impact on my leadership. The fact that I
have a high level of trustworthiness and ethics has a very important impact in building trust with all
employees at Hoa Phat Group. As a leader, I understand that when employees feel they can trust
their leader and believe in the leader's moral integrity, they tend to Enhance loyalty and

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commitment to the business. Besides, altruism and ethics also help me offer many meaningful
activities for the community, which both brings positive values to the community and brings a good
image to the business. In addition to production and business activities, over the past 28 years, Hoa
Phat has always implemented corporate social responsibility in a practical and heartfelt way with the
motto "Harmony and development". That is reflected in the growing contribution to the annual
state budget, creating stable jobs for tens of thousands of workers, good implementation of social
security work and a series of charity and general programs. hands for meaningful community. In
2019, the total amount of money Hoa Phat sponsored for social and charitable activities reached
nearly 19 billion VND. A typical example is the program Love Beats. “Beat of Love” is an activity
sponsoring free heart surgery treatment for poor children implemented by Hoa Phat Group since
2015. Up to now, after 4 years of operation, the program has become a news address. Trustworthy
for poor patients with congenital heart disease who need help. In 2019, in total, Hoa Phat
successfully performed 39 surgeries, confirmed waiting for surgery in 13 cases, mainly performed at
E Hospital. , Hanoi Heart Hospital and National Children's Hospital at a cost of over 1.7 billion VND.
In addition, the Charity Meal - Fragrant Heart program is also known as "K Hospital Meal" by
patients treated at the Central Oncology Hospital (K Institute), Tam Hiep II facility. favor given to
meaningful activities that Hoa Phat has carried out from 2010 to present and will continue to
maintain in the future. Accordingly, at noon during the week from Monday to Saturday, Hoa Phat
distributes free lunches to patients treated at the Central Oncology Hospital (Tam Hiep - Thanh Tri
Facility). In 2019, the number of meals distributed each day was 100 hot lunches full of nutrients,
regularly delivered to poor patients being treated at the hospital. Although that is not a large
number, it contains the heart of Hoa Phat Group's staff with the desire to share some of the pain
that patients have to endure, reducing the economic burden for patients in difficult circumstances
(hoaphat.com.vn, 2020).
Besides the positive impact that aspects of my personality have on the processes I lead at Hoa
Phat, there are still aspects of my personality that may make me ineffective in my leadership. I am a
person with limited creativity. Low imagination and low artistic taste indicate that I am a person
with a more traditional and less creative mindset. This can lead to a lack of exploration of alternative
solutions to problems and can hinder innovation in my business. Besides, I am also a person with a
high level of trust, which in some cases caused a number of incidents that affected the reputation of

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 the corporation because of trusting subordinates. Accordingly, one of the most "hyped" "super"
projects that needs to be mentioned is Hoa Phat Dung Quat Iron and Steel Complex, a "huge"
investment capital designed using closed blast furnace technology, the project once This business is
"advertised" as using advanced, modern, environmentally friendly technology, making full use of by-
products and water sources that are committed to not discharging waste into the environment.
However, after the project came into operation, incidents occurred many times, causing people and
public opinion to repeatedly question the quality of this project's operating equipment. Specifically,
the incident of an unusual pink column of smoke from the Hoa Phat Dung Quat steel factory made
people and experts worried in December 2020. Hoa Phat "explained" that the blow furnace
electrostatic dust filter system of Hoa Phat Dung Quat steel factory had an operational problem
causing Fe2O3 iron ore dust to spread. Immediately after that, as the leader of Hoa Phat Group, I
promptly made a plan to handle it as quickly as possible to avoid negative consequences on the
environment.
IV. Refect on The Value and Important 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 the interaction of physical stimuli with the sensory organs and the brain, as
well as the cognitive and emotional factors that influence how we perceive the world. Perception is
not a passive or objective reflection of reality, but an active and subjective construction of meaning
and value. Perception can be influenced by expectations, motivations, beliefs, attitudes, culture, and
context (Goldstein, 2014; Matlin, 2013; Myers & Twenge, 2018).
2. The factors affecting perception
Complex cognitive processes are a fundamental aspect of human cognition, shaping how
individuals interpret and understand the world around them. Understanding the factors that
influence cognition is important for unraveling the complexity of human behavior and decision
making. There are four main factors that influence human perception: situational context, perceiver
characteristics, target attributes, and the presence of cognitive biases. Below I will specifically
analyze how factors can affect perception.

The first factor that can affect perception is the situation. Situational factors are external
conditions that influence how people perceive and interpret information. Situational factors can
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significantly influence perception because they can influence the motives, attention, expectations,
and emotions of the perceiver and target. The physical environment such as setting, noise, lighting,
temperature, and various physical aspects of the environment can influence how people perceive
information. Obviously a noisy and crowded workplace can make concentration difficult, while a
comfortable and pleasant environment can enhance concentration and understanding. For example,
if at Hoa Phat's year-end party, anyone here will not be able to concentrate to properly perceive
someone, because the year-end party is always very crowded and bustling, it is Therefore,
perception has been affected. You cannot judge someone at this party properly because there are
too many things going on here and the noise makes it impossible to concentrate. On the contrary, if
it is not at the year-end party but at a department meeting, then obviously with a smaller space and
not many events going on, not noisy and crowded, you can easily more in understanding someone.
Cultural backgrounds and norms can impact how individuals perceive certain behaviors or messages.
What is considered acceptable or offensive can vary across cultures, leading to diverse perceptions
in multicultural workplaces.

The second factor that affects perception is perceiver. This factor represents the perceiver's
characteristics such as the perceiver's personality, values, attitudes, motivations, expectations,
moods or experiences. Perceivers' personality traits, such as openness, conscientiousness,
extraversion, agreeableness, and neuroticism, can influence how they perceive other people and
situations. A person high in openness may be more receptive to new ideas and perspectives, while a
person low in agreeableness may be more critical and suspicious of others. For example, at Hoa Phat,
if a manager is open and pleasant with everyone, he or she can always respond positively to
suggestions from his or her employees. On the contrary, if a manager is more demanding and
perfectionist, he or she will be able to have higher requirements for employee suggestions and
consider suggestions more carefully. The perceiver's values also influence perception. A perceiver's
values are the beliefs and principles that guide their actions and decisions. Values can influence how
perceivers evaluate the importance, worth, and morality of other people and situations. A person
who values honesty may have a positive perception of a person who admits his or her mistakes,
while a person who values loyalty may have a negative perception of a person who frequently
changes his or her views. Surname. The perceiver's attitude is also one of the important factors
affecting perception. A perceiver's attitudes are the judgments and feelings they have toward other
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people and situations. Attitudes can influence how perceivers react and respond to other people
and situations. A person with a positive attitude toward work may have a more optimistic and
enthusiastic perception of their tasks and goals, while a person with a negative attitude toward their
boss may have a pessimistic perception and frustration. more responsive to their feedback and
instructions. For example, in a meeting at HPG, if a manager has negative comments about a project
the company is implementing, employees with a positive attitude will see this as motivation to
develop. develop the project even better and they will try to achieve better results. On the contrary,
for employees with negative attitudes, they may perceive the manager's comments as harsh
criticism, they may be dissatisfied with the manager's comments, and From there, they feel
demotivated to try. The perceiver's level of expectation also affects their perception. A perceiver's
expectations are the beliefs and assumptions they have about other people and situations. When
we perceive someone, we will certainly always have some level of expectation, whether high or low.
People who expect success may have more confident and positive perceptions of their abilities and
opportunities, while people who expect failure may have more skeptical and negative perceptions of
challenges and risks. their. Besides, there is the mood of the perceiver. The perceiver's mood is the
emotional state they are in at a given time. Mood can influence how perceivers feel and express
their perceptions. A person who is in a good mood may have a more cheerful and friendly
perception of other people and situations, while a person who is in a bad mood may have a more
irritable and hostile perception of others. and situations. For example, if a manager at HPG is having
to deal with many environmental-related crises that Hoa Phat faces, in this situation the manager is
always stressed or even in crisis. At this point, the manager will easily become irritable and angry,
from which the manager may perceive things to become more negative. Although, in a normal mood,
where the manager is not facing crises, perhaps the manager will view things more positively. This is
also how perceiver aspects can influence perception.

The third factor that affects perception is target. Target factors are the perceived
characteristics of the target such as appearance, personality traits, communication style, social
status, etc. Appearance is one of the most prominent and easy to understand signs. approach that
we use to form impressions of others. The reason physical appearance affects perception is because
we tend to associate certain traits and qualities with certain physical characteristics. People tend to
rate attractive people as more competent, sociable, and persuasive than unattractive people. For
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example, if Hoa Phat's manager evaluates a candidate during an interview, if the candidate dresses
politely and neatly with harmonious clothing colors, that person will have an initial advantage in the
eyes of the employer. of business. career, because in our perception we often think that people who
dress politely and neatly are smarter or more intelligent. Next is personality traits. We can make
perceptions about a person through the outward expression of that 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 social
status of the target audience is also one of the things that greatly impacts perception. 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. 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 make our perception of someone inaccurate or even
Willpower can lead to prejudice, discrimination and oppression against lower class people. For
example, if you are an employee at HPG, you may not know much about your senior managers, you
may perceive a manager with a high social status as an unapproachable, difficult person. , unfriendly
and lacking in openness. On the other hand, if you perceive a manager with a lower social status,
you may perceive that manager as approachable, friendly, and highly open-minded.

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.
The primacy effect is a cognitive bias that affects perception and memory, especially in the context
of information processing. It refers to the tendency of individuals to better remember and value
information they initially encounter more than information received later. Initial information or
stimuli encountered can significantly impact the overall perception of a person, object, or situation.
First impressions tend to carry more weight and influence subsequent judgments. During the
decision-making process, the primacy effect can influence choices by giving more importance to
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initial information. This can be observed in a variety of situations, such as job interviews, where the
first impression of a candidate can strongly influence the hiring decision. For example, if during the
interview at HPG, the manager has a strong impression of the first candidate by that person's
experience, appearance, and personality, there will be a high possibility that the manager will recruit
that candidate right away. In another case, if another candidate arrives late for the interview, it will
create a negative first impression for the manager, even though that candidate may completely fit
the recruitment requirements. The second is contrast effect. The Contrast Effect is a cognitive bias
that affects perception by altering how we perceive objects or experiences based on recent or
simultaneous exposure to contrasting stimuli. This effect is especially evident when two stimuli are
presented close together, making the difference between them more noticeable. When individuals
are exposed to stimuli that have notable differences, they are more likely to exaggerate the
differences between them. For example, if someone sees two similar products, the product
perceived as better will be evaluated more highly if it is preceded or followed by a less favorable
option. During the decision-making process, the Contrast Effect can influence choices by highlighting
differences between options. This can lead to decisions based not on the absolute characteristics of
the options but on the perceived differences between them. For example, if a manager at HPG when
evaluating rewards, they will tend to compare people with each other, they will be able to compare
person A and person B with each other based on the same certain criteria. , rather than comparing
based on predetermined reward factors or comparing based on themselves. The third is the halo
effect. The Halo Effect is a cognitive bias that affects perception by shaping overall judgments based
on a single trait or trait. This bias occurs when our evaluation of one aspect of a person, thing, or
situation influences how we perceive other unrelated aspects, often resulting in an overall
impression that may not entirely accurate or reasonable. A positive trait or characteristic can create
a positive overall impression of a person, object, or brand. Conversely, a negative trait can lead to an
overall negative impression. For example, if someone is physically attractive, there may be a
tendency to assume they possess other positive qualities, such as intelligence or kindness. When the
Halo Effect is present, individuals are more likely to interpret subsequent information in a way that
is consistent with their initial positive or negative impression. This is called confirmation bias, in
which people seek out or place more importance on information that confirms their existing beliefs.
For example, if you are an employee at HPG, you see a manager dressed politely, then you are likely

23
 to think that he is a meticulous, thoughtful and intelligent person. Next is the similar-to-me effect.
The Similarity to Me Effect, also known as the Similarity Attraction Model, refers to the tendency of
individuals to positively view and favor those who are similar to themselves in various aspects.
People tend to have positive biases toward individuals who share similar characteristics, values,
beliefs, or interests. This positive bias can influence how they perceive and evaluate others. When
individuals meet people who are similar to themselves, they may feel more comfortable and find it
easier to connect, communicate, and establish relationships. The Similarity to Me Effect can lead to
the attribution of positive traits to individuals perceived as similar. For example, if a manager at HPG
can favorably reward people whose personalities are more similar to his own, on the other hand,
those who do not have the same personality, the manager may be more demanding in giving credit.
receive rewards. 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.

V. Extrinsic and Intrinsic Motivation (P3)

1. Intrinsic motivation
Intrinsic motivation is defined as performing an activity for its inherent satisfaction rather than
for some separable consequence. When intrinsically motivated, a person is motivated to act for
pleasure or demanding challenges rather than for external products, pressures, or rewards (Maggie
Wooll, 2022).
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.
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 2. 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. For example, they will do something at work that they do not find interesting
in order to earn a salary.
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 (Kendra Cherry, 2022).
VI. Motivation Theorists and Theories (P3)
1. Content theory - Alderfer’s ERG Theory
1.1. The concept of theory

Alderfer's ERG theory is a theory of human motivation proposed by Clayton Alderfer, an

American organizational psychologist. This theory is an extension of Maslow's theory of needs, in
which Maslow's five needs are classified into three groups: existence needs, relatedness needs, and
growth needs ( oxfordreference.com, 2020).

First, existence needs are the most basic human needs, related to life and survival. These
needs include physical factors such as food, clothing, shelter, safety and security. These needs are
equivalent to Maslow's two groups of physiological and safety needs. When these needs are
satisfied, people will have stability and peace of mind in life.
Next, relatedness needs are those related to human communication and social interaction.
These needs include maintaining interpersonal relationships, such as friends, colleagues, and family,
and having deeper relationships with the important people in one's life. These needs are equivalent
to Maslow's two groups of social and self-esteem needs (external components). When these needs
are satisfied, people will have belonging and recognition in society (businessjargon.com, 2021).
Finally, growth needs are those related to the personal and professional growth of people.
These needs include creativity and personal productivity, self-actualization, and self-actualization.

25
These needs are equivalent to Maslow's two groups of self-esteem (intrinsic) and self-actualization
needs. When these needs are satisfied, people will have progress and satisfaction in work and life
(Min, 2021).
1.2. Applying the Alderfer’s ERG theory in HPG
Existence need
Basic salary is the minimum amount that an employer must pay an employee for a certain
period of work, excluding allowances, bonuses or other payments. The basic salary is regulated by
the State and may vary by region, industry and employee's experience level. The basic salary has an
important meaning in ensuring the rights of workers, especially low-income workers. Below is the
basic salary for each position at HPG.

Position Basic Salary

Counselor 10.000.000 ₫
Sales manager 25.000.000 ₫
Sales agent 22.000.000 ₫
Monitoring sales 20.000.000 ₫
Digital Marketing 12.000.000 ₫
HR manager 25.000.000 ₫

HR Specialist 15.000.000 ₫
Legal consultant 12.000.000 ₫
IT manager 25.000.000 ₫
Development Software 18.000.000 ₫

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
on working conditions, job complexity, living conditions, and level of labor attraction that have not
been taken into account or are not fully included in the salary according to the job. job or title in the
salary scale, payroll. Below is the monthly salary allowance policy for employees at HPG.

Job Title Type of allowance

Position Cost of gasoline Phone charges Lunch cost

26
 Directors 5.000.000 ₫ 3.000.000 ₫ 3.000.000 ₫ 30.000 ₫
Vice directors 4.000.000 ₫ 2.000.000 ₫ 2.000.000 ₫
Sales manager 3.000.000 ₫ 1.500.000 ₫ 2.000.000 ₫
HR manager 3.000.000 ₫ 1.500.000 ₫ 2.000.000 ₫
IT manager 3.000.000 ₫ 1.500.000 ₫ 2.000.000 ₫
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 HPG, 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.

Types of insurance Deducting into business Excerpt from employee's 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 to the basic salary that the business pays employees every month, the performance
bonus - rewarding employees is also a very important part of the company's bonus plan. The goal of
this proposal is to encourage employees to be more productive, increase engagement and
accountability, and reward their positive contributions. The first is performance-based bonuses. This
is a bonus calculated based on the results of employee performance evaluation according to criteria
such as work quality, sense of responsibility, ability to cooperate, creativity and innovation... Level
This bonus can be up to 20% of the employee's base salary. Specifically, if HPG's sales staff complete
120% of the sales target, they are highly appreciated by colleagues and customers for their
professionalism and dedication. Therefore, the employee will be rewarded 15% of the total base
salary of the employee. The second is a special project bonus. This is a bonus for employees who
participate in projects that are especially important to the company's growth such as market
expansion, new product development, product process improvement. This bonus can be up to 10%
of the employee's base salary.

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 In addition, the enterprise also applies profit-based bonuses to 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 be productive, stay with the
company, and share in the company's success. Profit-based wages are calculated as a percentage of
profits after tax of the company (Kenton, 2023). This rate is decided by the Board of Directors and
notified to employees before the end of the fiscal year. Profit-based salary is paid to employees at
the end of the year or at the beginning of the new year, depending on the regulations of each unit.
Profit-based bonus is applied to all full-time employees of the company, including contract and full-
time employees. The condition to enjoy the profit-based bonus is that the employees must work at
HPG for at least 6 months in the fiscal year and do not violate the company's regulations. This bonus
can be up to 20% of the employee's base salary.

And finally, HPG also has an annual travel policy for employees. Travel is a useful recreational
activity, helping employees relax, improve health, create opportunities to exchange and bond with
colleagues. This is also a way for businesses to show their care and gratitude to those who have
contributed to the company's success. This policy applies to all employees of the company, including
full-time and contract employees. However, in order to ensure fairness and encourage company
engagement, we recommend that only employees with 6 months or more of service seniority are
allowed to participate in tourism. Employees who are new to the job or have a shorter working time
will be counted in the following year. This policy is expected to organize employee travel once a year,
around October or November, when the weather is favorable and not too high for tourism. Travel
time will last from 3 to 5 days, depending on location and budget. The company will notify
employees of travel plans at least 2 months in advance, so that employees can arrange work and
family. The Company will also collect employees' opinions on places of interest and make majority
choices. This policy will cover all travel expenses for employees, including airfare, transportation
fees, accommodation, meals, sightseeing and activity fees. The company will contract with reputable
travel agencies to ensure quality and reasonable prices. Employees are not required to contribute
any fees for this tour.

Relateted need

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 A friendly working environment is an important factor for the sustainable development of
enterprises. A friendly working environment not only helps employees feel more satisfied, engaged
and motivated, but also enhances work efficiency, creativity and innovation. To create a friendly
working environment, HPG has policies that match the needs and desires of employees, and reflect
the values and culture of the business. The first is to implement a flexible mode of working time and
location. This is a policy that helps employees to arrange work according to their personal schedule,
family and interests, and reduce pressure and stress. HPG allows employees to work remotely, work
remotely. according to the results, or flexible hours in and out. The next step is to create
opportunities for employees to learn and grow. A friendly working environment is also a continuous
learning environment. HPG always encourages and supports employees to participate in training
courses, seminars, workshops, or new projects to improve knowledge and skills. At the same time,
HPG also creates communication and feedback channels to comment and evaluate employee
performance, as well as suggest potential development directions. The third is to promote cohesion
and cooperation. among employees. A friendly working environment is also one of cohesion and
cooperation. HPG organizes team building activities, birthdays, festivals, or cultural events to
enhance closeness and interaction among employees. At the same time, HPG always encourages the
sharing of knowledge, experience and opinions between departments and ranks to create consensus
and efficiency in work. In addition, respect and fairness to all employees. pellets. We build a
company culture that is transparent, clear and open about regulations, standards and work
evaluation criteria. HPG also ensures that every employee has an equal opportunity to perform,
contribute and be rewarded. And finally take care of the health and welfare of employees. HPG
provides insurance, vacation, holiday bonuses, or other benefits to make employees feel cared for
and secure. We also create comfortable, clean and comfortable working spaces, as well as
recreation, relaxation and exercise areas so that employees can maintain good health and balance
their lives. Thus, a friendly working environment not only benefits employees, but also contributes
to the success and development of the business.
Growth need
To meet these needs of employees, HPG focuses on supporting employees to improve
knowledge and skills. At the same time, there are policies on promotion regime for employees.

29
 Regarding policies to improve knowledge and skills for employees, HPG has many policies that
have been effectively applied. First, provide on-the-job training and develop themselves naturally as
employees learn. gain value from the learning process. To help employees learn on their own, HPG
creates a positive, creative and supportive working environment. A good working environment will
help employees feel comfortable, happy and motivated to work more effectively. At the same time,
the working environment should also encourage creativity, innovation and knowledge sharing
among team members. HPG also organizes team building activities, brainstorming, workshops,
training, coaching... to enhance communication, learning, and experience exchange among
employees. This was followed by the implementation of training programs of leaders and managers
in HPG and training programs conducted by external consultants on skills training and life coaching.
One of the biggest challenges facing businesses is attracting and retaining new employees, especially
those with growth potential. Business managers have an important role in training basic skills for
new employees by: Introducing the mission, values, culture and working process of the business;
instructions on tools, equipment and resources to support the work; assess new employee needs
and understanding of the job; Provide feedback, suggestions and encouragement to improve skills.
In addition, one of the important factors to maintain and improve the efficiency of the enterprise is
the training and updating of skills for former employees, especially those with great roles and
responsibilities. In the work. To do this, HPG always ensures that former employees are trained in
specialized skills according to the trends and requirements of the market and customers. Managers
in the business have an important role in training. Professional skills for former employees, by:
Analyzing the needs and goals of the job and the business; identify the necessary and desirable
professional skills for former employees; planning, allocating resources and monitoring the
implementation progress of training programs; evaluate the effectiveness, outcomes and impact of
the training program. In addition to training by internal resources, training for employees by
external consultants is also essential. Provide training courses such as: soft skills training, vocational
skills training, skills training in the digital transformation era; lectures or training materials on the
latest expertise and profession and suitable to the field of operation of the enterprise. Design
practical tests, assignments or projects to test and strengthen employees' career skills in the
business. Organize discussions, seminars or training to exchange experiences, share knowledge and
answer questions about the knowledge of the training course.

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 For supporting employees to advance, HPG always clearly provides employees with their
promotion opportunities through the promotion chart of each functional position. From there,
employees can clearly see their own promotion opportunities to know how they need to do to be
promoted.
2. Process theory – Vroom’s expectancy theory
2.1. The concept of theory

Vroom's expectations theory is a motivational model that explains how people choose
between different behaviors based on their expectations of outcomes. This theory was developed in
1964 by Victor Vroom, a Canadian psychologist and has been widely applied in various fields such as
organizational behavior, education, health and sport. The theory holds that people are motivated by
three factors: expectancy, intrumentality, and valence ( ifm.eng.cam.ac.uk, 2021).

Expectancy is the belief that one's efforts will lead to desired results. For example, if you study
hard for an exam, you hope to score well. Expectancy can be influenced by factors such as self-
efficacy, goal difficulty, feedback, and support. Self-efficacy is confidence in one's ability to perform
a task. Target difficulty is the level of challenge and complexity of the task. Feedback is information
about a person's performance and progress. Support is help and encouragement from others
( Kelechi, 2022).
Instrumentality is the belief that one's activity will lead to a desired outcome. For example, if
you score well in an exam, you expect to receive a reward from your teacher or your parents.
Instrumentality can be influenced by factors such as trust, clarity, and fairness. Trust is the belief
that the person giving the reward will honor the promise and deliver the reward. Transparency is the
level of transparency and specificity of the reward criteria and processes. Equity is the perception of
fairness and equality in the distribution of rewards (thedecision.com, 2020).
Valance is the value or attractiveness of the outcome to the individual. For example, if you
receive a reward for your good grades, you may value it more or less depending on your personal
preferences and needs. Valance can be influenced by factors such as internal and external
motivations, values and interests. Intrinsic motivation is the enjoyment and satisfaction that comes
from performing the task itself. Extrinsic motivations are the external incentives and pressures that

31
drive behavior. Valance are principles and standards that guide one's choices and actions. Hobbies
are topics and activities that arouse a person's curiosity and attention.
According to Vroom's expectation theory, motivation is the product of the following three
factors: M = E x I x V. This means that people are motivated when they expect that their efforts will
lead to performance high productivity, that their performance will lead to valuable results, and that
they value those results. Conversely, people are unmotivated when they expect that their efforts
will not lead to high performance, that their performance will not lead to valuable results, or that
they do not appreciate those results (Chanell, 2021).
2.2. Applying the Vroom’s expectancy theory in HPG
Expectancy
For Expectancy, as the general manager of HPG, I have to make sure that employees always
have expectations and are always motivated to do their best. 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. We do this in many different ways.
The first is through how HPG recruits talent and how HPG assigns talent to do their jobs right.
We make the recruitment process transparent and fair. We establish clear and objective recruitment
criteria and processes, ensuring that every candidate has an equal opportunity to demonstrate their
abilities. And we always communicate clearly, often with candidates, so that they know how the
recruitment process is going, so they can be better prepared for the interview rounds. Especially in
the process of recruiting talents, we always uphold the reward system as well as the remuneration
and promotion regime for the position being recruited, this increases the confidence of the
candidates, helping them to more motivation and effort to achieve goals if recruited into HPG. After
the recruitment process, HPG also pays special attention to the arrangement and arrangement of
human resources in accordance with the capacity. We understand that it is necessary to give
employees jobs that are not too difficult, not too easy, that are suitable for their abilities, and that
they need to make employees feel that they are capable of doing things without being bored, not
feeling bored. difficult. 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 more than that, it makes
our employees feel more confident in their abilities and efforts.

32
 Next, we also focus on employee training policies. One of the important factors for employees
to do their best work is having enough professional knowledge and soft skills. HPG has built a
methodical and continuous training system for employees, including courses on products, processes,
technology, management, communication, negotiation, presentation, teamwork and handling.
situational handling. HPG has also cooperated with prestigious domestic and foreign educational
institutions to provide high-quality training programs for employees. For example, HPG has signed a
partnership with the National University of Singapore (NUS) to organize short courses on business
strategy, risk management and sustainability for senior management. HPG has also sent excellent
employees to study abroad in countries with advanced industries such as Japan, Korea, Germany
and the US to learn from experience and apply it in practice. HPG not only trains employees with the
necessary knowledge and skills for their current jobs, but also cares about each person's personal
development. HPG has applied the training model (coaching), in which the management level is the
one to guide, motivate and give suggestions to the employees in the working process. The goal of
this model is to help employees discover their own strengths and weaknesses, identify career goals
and take action to achieve them. HPG has also established a system of performance evaluation.
objective and transparent, based on clear and fair criteria. Employees are evaluated according to
work results, contributions to the organization and work attitudes. Employees are also given
feedback on their good points and need for improvement, as well as recommended courses or
training programs to improve their capabilities.
In order to support its employees to complete their work well as well as to increase employee
expectations, HPG always provides employees with the necessary resources to complete their work
efficiently and professionally. In terms of facilities, HPG has built and equipped its factories, offices,
industrial parks and residential areas with the most modern and advanced equipment, machinery
and technology, ensuring safety. , economical and environmentally friendly. HPG employees work in
a clean, airy environment with full facilities and support facilities. Financially, HPG has applied an
attractive and fair salary and bonus policy, based on employees' capacity, experience and
performance. In addition, HPG also offers employee benefits and insurance programs, including
health insurance, accident insurance, life insurance, lunch assistance, transportation assistance,
study support and training, support travel and vacation. Regarding corporate culture, HPG has built
and maintained a positive, cohesive and sharing corporate culture. HPG employees are encouraged

33
to work in teams, cooperate and support each other to solve problems and accomplish common
goals. HPG's employees are also respected for their individual rights, have their opinions and
suggestions heard, and are evaluated and rewarded fairly and transparently. Thanks to the above
resources, HPG employees have worked with a sense of responsibility, creativity and enthusiasm,
contributing to the sustainable development of HPG and the prosperity of the country.
Monitoring and receiving feedback from employees is an important activity for HPG to
understand the operational situation, needs and desires of employees, as well as promptly detect
and fix problems and difficulties. difficulties encountered by employees in the process of working. To
do this, HPG has applied many different methods and tools. The first is to organize meetings,
conferences, seminars, training for employees at different levels and departments, to exchange
information, share experiences, evaluate work results and propose proposals. The next step is to
conduct surveys and survey employees' opinions on issues related to salary, remuneration, working
environment, corporate culture, and satisfaction. In addition, building and maintaining
communication and feedback channels for employees, such as email, phone, website, social network,
suggestion box, so that employees can send opinions, reflections, recommendations or complaints
about work-related matters. And finally, the establishment and operation of the Human Resources
Supervision Board, is an independent agency within HPG, which is responsible for monitoring
compliance with regulations on human resource management, protecting employees' interests and
protecting employees' rights and interests. handling labor disputes. As a result, HPG has built a
healthy and sustainable relationship between managers and employees, contributing to improving
productivity, quality and efficiency, as well as creating a professional working environment.
Professional, creative and friendly.
Instrumentality
In terms of instrumentality, as the general manager of HPG, I understand that we must make
our employees believe that their hard work and efficiency will lead to certain rewards worth the
effort. their.
To do that, we first do it through employee performance evaluation. In terms of quantity, HPG
applies specific and objective measurement criteria for each department, position and level of
responsibility. Employees are assigned clear work goals and can track performance through the
performance management system. Employees are also encouraged to evaluate themselves and

34
provide feedback to their superiors to improve productivity and efficiency. In terms of quality, HPG
emphasizes on improving the capacity and skills of employees through training, coaching and career
development programs. Employees are evaluated according to quality criteria such as creativity,
expertise, cooperation spirit, service attitude and compliance with regulations. Employees are also
recognized and rewarded for outstanding achievements or positive contributions to the
development of the company.
In addition, in order to increase employee expectations, performance-based reward policies
are also very important factors to help motivate employees to work more. According to HPG's
performance-based bonus policy, employees will be considered for quarterly, annual and project-
based bonuses. The bonus level will depend on criteria such as business goals, quality indicators,
management efficiency, customer satisfaction, etc. Usually, the bonus will account for about 15-30%.
In addition, employees will also be rewarded according to individual achievements, such as the
amount of work completed, the level of creativity, the ability to cooperate, etc. Outstanding
employees will be recognized and nominated for training, promotion and career development
programs. For example, a design engineer at HPG's R&D department. In the third quarter of 2022,
he completed 5 new design projects for the company's high-grade steel products. These products
have been tested and meet high quality standards. In addition, he also comes up with many creative
ideas to improve production processes and save costs. Thanks to that, he was awarded 10 million
dong for the third quarter and was nominated for a skill improvement training program in Korea.
Valance
Regarding the valance factor in Vroom's expectancy model, we need to tell employees about
the value or attractiveness of the outcome or reward. The first is about how high the value of wages
would be if our employees worked at their best. HPG has a very attractive bonus policy for
employees who successfully complete their tasks. The bonus is calculated according to the Group's
business results, the performance results of each unit and the individual results of each employee.
Bonuses can be paid monthly, quarterly or annually depending on the type of work. To encourage
employee morale, HPG has announced a very attractive bonus policy for those who complete tasks
well. Accordingly, HPG employees will be rewarded from 10% to 30% of annual salary if they achieve
assigned business and management targets. This is the highest reward ever of HPG, showing the
attention and appreciation of the management for the staff. This bonus policy applies not only to

35
 management level employees but also to lower level employees, including production workers. This
shows that always attaching importance to the role of every member in the development of the
business. In addition, HPG's employees are also entitled to other welfare regimes such as: Health
insurance, social insurance, occupational accident insurance, unemployment insurance, vacation
and travel regime..., study and training mode. In addition, there are opportunities for advancement.
This is a long-term reward for employees with continuous high performance, leadership and self-
development. HPG always prioritizes using internal human resources to appoint important positions
in the company, in order to create promotion opportunities for worthy personnel. And finally, if our
employees do their job well. assigned, they also receive training and development support. This is a
form of indirect reward for high-achieving employees, through the provision of specialized training
courses, soft skills and foreign languages, in order to improve capacity and career prospects. HPG
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 peaceful and comfortable life, but also help them hone their knowledge and skills to better
serve customers, especially increasing motivation and job satisfaction. We expect our employees to
give their best in their work. As a result, HPG employees always have a dynamic, creative and highly
professional working spirit, contributing to the company's success.
VII. Conclusion
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. Alderfer's ERG theory and Vroom's expectancy theory have provided a
comprehensive understanding of the factors that motivate individuals in the workplace. Overall, the
article provides comprehensive content about organizational behavior and the factors that make
organizational management easier.
VIII. Reference

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hoaphat.com.vn (2022) Những điểm nhấn của Tập đoàn Hòa Phát 2022, HoaPhat, [online] Available
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