Determinants of work motivation among information technology professionals in Ho Chi Minh City

Abstract:

This study investigates the factors shaping work motivation among information technology employees in Ho Chi Minh City, Vietnam. Using a mixed-methods approach, the research explores the dynamic interactions between individual, job-related, and organizational factors contributing to employee motivation and job satisfaction. Key findings indicate that strong supervisor support, fair performance evaluations, career advancement opportunities, and a positive work environment significantly enhance work motivation. Additionally, demographic variables such as gender, age, experience, and specialization are found to moderate the relationship between these factors and motivation. The study offers valuable insights for human resource management practices in the IT industry, emphasizing tailored strategies to foster employee engagement and productivity.

Keywords: work motivation, supervisor support, performance appraisal, work environment, human resource management.

1. Introduction

In the increasingly competitive landscape for talent, particularly in the information technology (IT) sector, understanding the factors influencing employee motivation and job satisfaction has become imperative. Human capital, recognized as a core asset, plays a pivotal role in organizational development and competitive advantage. Given the demanding nature of IT work, requiring creativity, high expertise, and rapid adaptation to change, managing human resources in this sector presents unique challenges. While previous studies on work motivation have made significant contributions, they often lack specific investigations into the IT industry and particular geographic contexts. Therefore, this study focuses on identifying and measuring the factors that influence the motivation and job satisfaction of IT employees in Ho Chi Minh City. By delving deeper into these factors, this research not only helps managers gain a better understanding of employees' needs but also provides a foundation for developing effective human resource management strategies. Ultimately, this research aims to maximize the potential of the workforce and enhance the organization's competitive advantage in a dynamic global economic environment.

2. Theoretical foundation and research model

2.1. Theoretical foundation

This research delves into the factors influencing the work motivation of information technology (IT) employees in Ho Chi Minh City. It is grounded in a robust theoretical foundation, integrating various valuable perspectives and models from the fields of human resource management and organizational behavior. Two foundational theories serve as the bedrock of this study: Abraham Maslow's hierarchy of needs and Frederick Herzberg's two-factor theory.

Maslow’s Hierarchy of Needs (1943) proposes a hierarchical system of human needs, arranged in a pyramid from bottom to top, consisting of five levels: (1) Physiological needs, the most basic needs for survival such as food, water, sleep, and physical well-being. (2) Safety needs, related to protection, security, and stability in life. (3) Social needs, encompassing love, belongingness, and the feeling of being part of a community. (4) Esteem needs, reflecting the desire for recognition, respect, and status within society. (5) Self-actualization needs, the highest level of need, driving individuals to fulfill their potential and achieve personal goals. According to Maslow, lower-level needs must be satisfied before individuals can move on to higher-level needs. This theory plays a significant role in identifying the basic needs of employees, enabling managers to develop appropriate welfare and compensation policies, as well as creating opportunities for growth to meet higher-level needs.

Herzberg’s Two-Factor Theory (1959) presents a contrasting view, suggesting that the factors influencing job satisfaction and dissatisfaction are distinct. He categorized these factors into two groups: (1) Hygiene factors, which are extrinsic factors related to the work environment, such as company policy, working conditions, salary, relationships with coworkers and supervisors, supervision, and job security. According to Herzberg, when these factors are not met, employees will experience dissatisfaction; however, when they are satisfied, they only prevent dissatisfaction and do not create motivation. (2) Motivator factors, which are intrinsic factors related to the nature of the work itself, such as achievement, recognition, responsibility, advancement, and growth opportunities. Herzberg (1968) argued that these factors are the true drivers of job satisfaction and motivation. Herzberg’s theory emphasizes the importance of focusing on improving motivator factors rather than solely on hygiene factors to enhance employee motivation.

Cognitive Theories: In addition to the aforementioned theories, this study also draws upon several cognitive theories of motivation, such as Vroom's Expectancy Theory and Adams' Equity Theory.

Vroom's Expectancy Theory (1964): Vroom proposed that an individual's motivation is a product of three factors: expectancy (the belief that effort will lead to performance), instrumentality (the belief that performance will lead to outcomes), and valence (the desirability of the outcomes). To enhance motivation, managers should ensure that employees believe they can perform the task, that performance will lead to desired outcomes, and that those outcomes are valued.

Adams’ Equity Theory (1965): Adams proposed that an individual's motivation is influenced by the comparison of their inputs (e.g., effort, skills) and outcomes (e.g., pay, rewards) with those of others. When perceived inequities exist, individuals may experience dissatisfaction and reduce their effort. Therefore, maintaining equity in rewards and outcomes is crucial for sustaining employee motivation.

2.3. Research hypotheses

Hypotheses about factors affecting work motivation:

H1: Working conditions have a positive and significant impact on the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is derived from the research of Teck-Hong & Waheed (2011), suggesting that working conditions are a crucial factor that strongly influences employees’ motivation. Satisfactory working conditions, including comfortable workspace, modern equipment, safe working environment, and reasonable work schedule, are expected to create a comfortable psychology, thereby enhancing performance and work motivation (Barzoki et al., 2012)

.H2: The diversity and attractiveness of work are positively correlated with the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is based on the theory of Hackman & Oldman (1974), suggesting that jobs designed with skill variety, task significance, autonomy, and feedback will increase employees’ interest, engagement, and motivation. Pham Duc Chinh et al. (2016) also emphasized the role of job attractiveness in work motivation.

H3: The supportive relationship with supervisors has a positive and direct impact on the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is built upon the perspective of Swanson (2001), suggesting that the role of leadership is to inspire and engage employees. A positive, harmonious relationship, where supervisors support, trust, and respect employees' opinions, will boost work motivation (Kalleberg, 1977; Harrick et al., 1986).

H4: Friendly and cooperative peer relationships are positively correlated with the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is derived from Hill's theory (2008), emphasizing the importance of social factors in the work environment. Good relationships among peers, through cooperation, support, and experience sharing, can create a positive environment, enhancing employees’ morale and motivation (Kalleberg, 1977).

H5: Fair and commensurate salary has a positive and significant impact on the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is based on Maslow's need theory (1943) and Herzberg's two-factor theory (1959), in which salary is considered a basic factor to satisfy basic needs and maintain a working state. Lawler (2000) and Muhammad Hasmi (2019) also showed the importance of salary for employee satisfaction and motivation.

H6: Comprehensive welfare policies have a positive impact on the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is based on the research of Barzoki et al. (2012), suggesting that welfare plays an important role in determining work motivation. A good welfare policy, with insurance, allowances, and support activities, is expected to create peace of mind and boost work motivation (Marko Kukanja, 2012).

H7: Opportunities for training and career development are positively related to the work motivation of IT employees in Ho Chi Minh City.

This hypothesis is built upon the perspective of Nguyen Thi Phuong Dung & Nguyen Hoang Nhu Ngoc (2012) and Herzberg (1959), in which training and promotion opportunities meet the need for respect and self-development, a crucial factor in driving work motivation

.Hypotheses related to the relationship between work motivation and job satisfaction:

H8: Work motivation has a positive and significant impact on job satisfaction of IT employees in Ho Chi Minh City.

This hypothesis is based on the research of Herzberg (2003) and Pham Duc Chinh et al. (2016), in which work motivation plays an important role in bringing job satisfaction, not only from external factors but also from the intrinsic interest and meaning of the work.

2.4. Research model

Figure 1: Proposed research model

Source: Proposed by the research team

3. Research methodology

This research investigates "Factors influencing the work motivation of IT employees in Ho Chi Minh City" by combining qualitative and quantitative research methods to achieve its objectives. The qualitative phase involved consulting experts in human resource management and information technology to develop and refine the research model and create a scale suitable for the Vietnamese context (Delphi method). Subsequently, a quantitative survey was conducted using a 5-point Likert scale with a sample of IT employees in Ho Chi Minh City. The sample was selected using purposive sampling to ensure the representativeness of different demographic characteristics. Collected data was analyzed using SPSS 20.0 and AMOS 22.0 to assess scale reliability (Cronbach's Alpha), conduct exploratory factor analysis (EFA), confirmatory factor analysis (CFA) to test convergent and discriminant validity, and finally, structural equation modeling (SEM) to test the research model and hypotheses (Hair et al., 2006; Loehlin, 1992; Bollen, 1989). This approach allows for a comprehensive evaluation of the relationships between variables and ensures the scientific rigor of the study.

Table 1: Comparison of Measurement Scales and Their Appropriateness

Source: Calculations by the authors

All factor loadings were greater than 0.5, indicating adequate reliability of the scales.

4. Research findings

4.1. Descriptive statistics

A detailed statistical analysis of the 463 valid surveys is presented in Table 2

Table 2: Descriptive analysis

Source: Calculations by the authors

4.2. Confirmatory Factor Analysis (CFA)

Table 3: The CFA results for the hypothesized model are presented below

Source: Proposed by the research team

The CFA results indicated a good model fit, with a chi-square value of 1147.065 and 666 degrees of freedom (p < 0.001), a CMIN/df ratio of 1.722 (less than 3), and acceptable fit indices including IFI = 0.944, TLI = 0.937, CFI = 0.944 (all greater than 0.9), and RMSEA = 0.040 (less than 0.08). These findings suggest that the scale is unidimensional and fits the data well.          

4.3. Structural Equation Modeling (SEM) analysis

Source: Proposed by the research team

The results of the confirmatory factor analysis revealed a good model fit. The model had 673 degrees of freedom with a chi-square value of 1192.546 (p < 0.001) and a chi-square/df ratio of 1.772 (less than 3). Additionally, the fit indices indicated a good model fit: IFI = 0.940, TLI = 0.933, CFI = 0.939 (all greater than 0.9), and RMSEA = 0.041 (less than 0.08). Based on these indices, the model demonstrated a good fit to the market data."

5. Managerial implications and discussion

The research has identified key factors influencing job motivation and job satisfaction among IT employees in Ho Chi Minh City, leading to significant managerial implications. The study revealed that the relationship with supervisors is the strongest influence on job motivation, requiring managers to focus on building positive relationships based on trust, support, and respect for employees. Organizations should invest in enhancing the leadership capabilities, communication skills, and management skills of their management team, helping them become effective leaders who can inspire and motivate employees.

Next, salary is the second most influential factor on job motivation. Enterprises need to establish competitive salary policies that are fair and commensurate with employees' abilities and contributions. In addition, working conditions also play an important role, requiring organizations to create a comfortable and safe working environment, equip employees with adequate facilities, and ensure reasonable working hours to support employees in maximizing their creativity.

The study also showed that relationships with colleagues, opportunities for training and promotion, and welfare policies all have a positive impact on job motivation. Managers should pay attention to building a friendly work environment, encouraging cooperation among colleagues, creating opportunities for employees to develop their careers through training programs, and providing comprehensive welfare policies that meet the essential needs of employees. Finally, the research results confirm a positive relationship between job motivation and job satisfaction, suggesting that motivating employees will lead to greater satisfaction and commitment to the organization.

References:

1. Bui A. T. (2013). Organizational behavior textbook. National Economics University Press, Ha Noi.
2. Le T. B. P. (2011). Factors affecting employees’ motivation in Ho Chi Minh City enterprises (Master's thesis). Ho Chi Minh City University of Economics.
3. Le T. M. L., & Ngo T. T. (2016). Job interest of workers in the textile and footwear industries in Hai Phong City. Journal of Social Sciences and Humanities, 2(3), 288-301.
4. Tran K. D. (2009). Human resource management. Statistics Publishing House, Ha Noi.
5. Nguyen T. P. D., & Nguyen H. N. N. (2012). The impact of motivation on the job performance of office staff in Can Tho City. Can Tho University Journal of Science, 24b, 91-99.
6. Pham  D. C., et al. (2016). The relationship between job motivation and job satisfaction of civil servants in Vietnam. National University of Ho Chi Minh City Press.
7. Thai H. B. (2020). Factors affecting employees’ motivation: A case study of Mocap Vietnam Joint Stock Company. Industry and Trade Journal. Available at: https://tapchicongthuong.vn/bai-viet/cac-nhan-to-anh-huong-den-dong-luc-lam-viec-cua-nhan-vien-truong-hop-cong-ty-co-phan-mocap-viet-nam-68383.htm
8. Aworemi, Joshua Remi (2011). An Empirical Study of the Motivational Factors of Employees in Nigeria. International Journal of Economics and Finance, 3(5), 227-233.
9. Barzoki S. (2012). An Analysis of Factors Affecting the Employees Motivation based on Herzberg’s Hygiene Factors Theory. Australian Journal of Basic and Applied Sciences.
10. Bellingham R. (2004). Job Satisfaction Survey. Wellness Council of America.
11.  Herzberg Frederick & et all (1959). The Motivation to Work. New York: Wiley.
12.   Hackman.J. R., & Oldham G. R. (1974). The job diagnostic survey: An instrument for the diagnosis of jobs and the evaluation of job redesign projects. Technical Report No.4, Department of Administrative Sciences, Yale University, USA.
13.  Hoppock R. (1935). Job  Satisfaction. New York and London, Harper & Brothers Publishers.
14.  Kalleberg A. L. (1977). Work values and job rewards: A theory of job satisfaction. American Sociological Review, 42, 124-143.
15.  Kovach Kenneth S. (1987). What Motivates Employees? Workers and Supervisors Give Different Answers. Business Horizons.
16.  Lindner J. R. (1998). Understanding Employee Motivation. Journal of Extension, 36.
17.  Locke E. A. (1969). What is job satisfaction?. Organizational behavior and human performance, 4, 309-336.
18.  Manzoor Q. A. (2012). Impact of Employees Motivation on Organizational Effectiveness. European Journal of Business and Management, 3(3), 40.
19.  Maslow A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370- 396.

Các yếu tố tạo nên động lực làm việc của các nhân viên công nghệ thông tin

tại TP. Hồ Chí Minh

Nguyễn Thế Anh¹

Phan Thị Bảo Trâm¹

Nguyễn Phúc Anh²

¹ Trường Cao đẳng FPT Polytechnic

² Sinh viên Đại học Hàng không Dân dụng Trung Quốc

Tóm tắt:

Nghiên cứu này phân tích các yếu tố tạo nên động lực làm việc của các nhân viên công nghệ thông tin tại TP.Hồ Chí Minh. Sử dụng phương pháp tiếp cận hỗn hợp, nghiên cứu khám phá các tương tác động giữa các yếu tố cá nhân, yếu tố liên quan đến công việc, và yếu tố liên quan đến tổ chức và tác động của chúng đến động lực làm việc cũng như sự hài lòng trong công việc của nhân viên. Kết quả cho thấy các yếu tố gồm: người giám sát, việc đánh giá hiệu suất công bằng, cơ hội thăng tiến nghề nghiệp, và môi trường làm việc có tác động tích cực và giúp tăng cường đáng kể động lực làm việc của nhân viên. Ngoài ra, các yếu tố về nhân khẩu học như giới tính, độ tuổi, kinh nghiệm và chuyên môn đóng vai trò điều tiết mỗi quan hệ giữa các nhân tố trên với động lực làm việc của nhân viên. Nghiên cứu này được kỳ vọng đưa ra những thông tin giá trị cho các hoạt động quản lý nguồn nhân lực trong lĩnh vực công nghệ thông tin, nhất là các chiến lược phù hợp để thúc đẩy sự gắn kết và nâng cao năng suất của nhân viên.

Từ khoá: động lực làm việc, sự hỗ trợ của người giám sát, đánh giá hiệu suất, môi trường làm việc, quản lý nguồn nhân lực.