UNIVERSITY OF BEDFORDSHIRE FOREIGN TRADE UNIVERSITY

SCHOOL OF BUSINESS HO CHI MINH CITY CAMPUS

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END-MODULE ASSIGNMENT

Module: Leadership and Management

Code: BSS028 – 2

REPORT

Student: Phạm Minh Hằng FOR EXAMINERS ONLY

Student ID: 2245519087 Grade (in number):

………………..
Cohort: K60BF-B
Grade (in words):
Semester: I ………………..
Academic year: 2023-2024 Examiner 1
Headteacher: Vo Thi Thanh Hang (Signature & Fullname)
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Submission date: 10 October 2023
Examiner 2
Student’s signature: (Signature & Fullname)
………………..

Ho Chi Minh City, October 2023

UNIVERSITY OF BEDFORDSHIRE FOREIGN TRADE UNIVERSITY

SCHOOL OF BUSINESS HO CHI MINH CITY CAMPUS
----------***---------- ----------***----------

END-MODULE ASSIGNMENT

Module: Leadership and Management

Code: BSS028 – 2

REPORT

Student’s full name: PHẠM MINH HẰNG

Student ID: 2245519087
Cohort: K60BF-B
Semester: I Academic year: 2023-2024
Lecturer: Pham Hung Cuong

Ho Chi Minh City, October 20

 STATEMENT OF AUTHORSHIP
Except where reference is made in the text of the end-module assignment, this
assignment contains no material published elsewhere or extracted in whole or in part from an
assignment which I have submitted or qualified for or been awarded another degree or diploma.
No other person’s work has been used without due acknowledgements in the end-module
assignment.
This end-module assignment has not been submitted for the eveluation of any other
modules or the award of any degree or diploma in other tertiary institutions.

Ho Chi Minh City, October 2023

Phạm Minh Hằng

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Table of Contents
STATEMENT OF AUTHORSHIP..................................................................................................................... 3
I. INTRODUCTION.................................................................................................................................... 5
II. MOTIVATION THEORY.................................................................................................................... 6
1. MASLOW’S NEEDS HIERARCHY...................................................................................................................6
2. EXPECTANCY THEORY........................................................................................................................................12
III. CONCLUSION....................................................................................................................................... 17
IV. REFERENCES........................................................................................................................................ 17
REFERENCES...................................................................................................................................................... 17

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 I. INTRODUCTION

- Google is a global firm based in the United States. Google also offers
Internet-related products and services such as software, internet search,
advertising technology, and cloud computing. Larry Page and Sergey Brin,
the founders of Google, both attended Stanford University. Since its
inception on September 4, 1998, Google has expanded to service hundreds
of thousands of clients and users worldwide. On August 19, 2004, it made its
first public offering. Larry and Sergey came up with the moniker Google
while looking on a search engine. It is a pun on the word "googol," which is
derived from the mathematical phrase for one followed by one hundred
zeros. Google was started in Menlo Park, California, in the United States.
- Google released Gmail on April Fools' Day in 2004. Gmail's approach to
email featured various features such as threaded messages, quick search, and
massive amounts of storage. YouTube, an online video sharing platform, was
bought by Google in 2006. Every minute, a video is published to the site.
The business offers online productivity tools such as social networking,
email, and an office suite.
- Google goods are also making their way to the desktop, including picture
organizing and editing, instant messaging, and online surfing tools. Google
is in charge of developing the Android mobile operating system. Google
Chrome OS is a browser-only operating system based on customized
netbooks known as Chromebooks. It is believed that over one million
servers are running in data centers throughout the world. Every day, it
processes over 1 million search requests and around 24 petabytes of user-
generated data.
- Google hires employees that are driven and knowledgeable, and they value
talent above experience. Google employees have established shared goals
and ambitions for the organization. Its members come from different walks
of life and speak a variety of languages in order to respond to the worldwide
audience that it serves. Google works hard to maintain the open atmosphere
often associated with startups, in which everyone is an active participant and
feels comfortable expressing ideas. Google has its own office and cafe. Their
offices and café are designed to stimulate interaction among Googlers within
and across departments in order to inspire work-related conversations.

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 II. MOTIVATION THEORY

1. Maslow’s Needs Hierarchy

- Maslow's Hierarchy of Needs is a mid-century psychology theory created by

Abraham Maslow that presents a hierarchical model of human needs and
motives. Individuals have a set of requirements that are placed in a precise
sequence, with lower-level wants functioning as prerequisites for higher-
level ones, according to this idea. The hierarchy is generally shown as a five-
level pyramid, with the most basic physiological demands at the bottom and
self-actualization needs at the top. Each level is defined briefly below:

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  Physiological Needs: Air, food, drink, shelter, sleep, and clothes are
the most basic and necessary necessities for human life. These
requirements must be met before an individual may concentrate on
higher-level wants.
 Safety Needs: Individuals desire safety and security after their
physiological demands are addressed. Physical safety (protection from
injury), financial security (work stability and income), health security
(access to healthcare), and a safe living environment are all part of
this.
 Belongingness Needs: People have a desire for social contact,
affection, and a sense of belonging when their safety requirements are
met. This involves developing relationships, friendships, familial
bonds, and a sense of belonging to a community or organization.
 Esteem Needs: After social requirements are met, people want self-
worth and the esteem of others. This entails developing a sense of
self-worth, self-confidence, and receiving appreciation from others. It
is broken into two parts: internal self-esteem and outward demand for
respect and recognition.
 Self-Actualization Needs: Self-actualization needs, which include
realizing one's full potential and personal progress, are at the top of
the hierarchy. This involves following one's unique abilities and
objectives, as well as personal growth and creativity.
- Google Corporation is a great example of a company that uses Maslow's
Hierarchy of Needs, the human resources department in the company does a
lot of actions to make the workplace feel like a second home for the
employees, the professional employees in this occasion who studied
psychology and organizational behavior create good working conditions, in
Google corporation offices, you will find comfortable places, places to rest
and nap, a kitchen and a variety of food types and drinks, transportations,
training and principles based on ethics and respect, rewarding systems, club
memberships, profit shares and promotions, retirement plans and social
insurance, medical insurance, and annual paid vacations, all of these
conditions and more have a significant impact on employee behavior that
will be visible in the workplace. I discovered some facts regarding the
Google work environment while searching, and we can state that all of them
adhere to Maslow's hierarchy of needs.
- The Google business culture did not emerge overnight. Years of refining and
the efforts of both the corporation and its personnel were required. To sum

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 up their efforts, here are ten reasons why Google's business culture works
today:
 Built on Data
 Fun Work Environment
 Encourages Creativity
 Hires for Character and Skill
 People Operations: Happiness is a Science
 Open Communication Policy
 Communicates Core Values Clearly
 Innovation is Prioritized
 Financial Support for Employees
 Mobility Within the Company
- Employees must have their unmet needs satisfied in order to be motivated.
Abraham Maslow's Hierarchy of Needs is one of the needs theories, which
says that humans are driven by physiological, safety, belonging, esteem, and
self-actualization wants. Williams and McWilliams (2010). These personnel
are kept engaged as they go from lower-order demands to higher-order
needs. Google's motivating approach addresses all five categories identified
in Maslow's hierarchy of needs. Google is able to meet their employees'
physical, security, and social demands by utilizing a variety of extrinsic
motivators. (2012) (Thinking Leader). Extrinsic motivators include many
free cafeterias and competitive wages, which contribute to meeting many of
their employees' physiological demands. Employees are kept safe by
providing them with personal health facilities (gyms, pools), child care
services, doctor's office services, and many more benefits. Google provides
a variety of various venues for employees to relax and socialize with one
another, allowing them to experience a feeling of belonging to the
organization and meet their social requirements. Because Google is a
knowledge-based corporation, meeting higher-level demands is critical to
the company's success. Employees want innovation only when they are
attempting to meet their higher order requirements. Google inspires its

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 employees to strive for better levels of self-actualization and self-esteem by
funding yearly education fees of up to $6000 for employees.
- Google, like many other tech companies, takes into consideration Maslow's
Hierarchy of Needs in various ways to motivate its engineers and create a
positive work environment. Here's a detailed look at how Google applies this
theory:
 Physiological Needs:
 Comfortable Workspaces: Google provides ergonomic
workspaces that are comfortable and conducive to productivity.
Engineers have access to comfortable chairs, adjustable desks,
and well-lit offices.
 Healthy Meals: Google offers nutritious meals and snacks to
employees in on-site cafeterias. This ensures that engineers
have access to healthy food, which meets their physiological
needs.
 Rest and Relaxation: Google encourages a healthy work-life
balance. Engineers have flexible working hours and vacation
time to ensure they get enough rest and relaxation.
 Safety Needs:
 Job Security: Google offers its engineers a sense of job
security by maintaining a stable work environment and
providing competitive compensation and benefits.
 Healthcare: Google provides comprehensive health benefits,
including medical, dental, and mental health services, ensuring
that employees feel safe and supported in terms of their health.
 Safe Work Environment: Google prioritizes safety in the
workplace by implementing strict safety protocols and
promoting a culture of well-being.
 Belongingness Needs:
 Team Collaboration: Google fosters a collaborative work
culture where engineers work in teams and build strong
relationships with their colleagues. This helps fulfill the need
for a sense of belonging.

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  Social Events: The company hosts various social events, such
as team-building activities, outings, and gatherings, to
encourage camaraderie and social connections among
employees.
 Open Communication: Google promotes open communication
channels, allowing engineers to express themselves, share
ideas, and feel connected to their teams.
 Esteem Needs:
 Recognition and Rewards: Google recognizes and rewards the
achievements of its engineers through various means, including
performance bonuses, promotions, and public
acknowledgments.
 Career Advancement: Engineers at Google have opportunities
for career growth and development, which helps them build
self-esteem and a sense of accomplishment.
 Skill Development: Google supports engineers in enhancing
their skills and expertise, which boosts their self-esteem and
confidence in their abilities.
 Self-Actualization Needs:
 Innovation Projects: Google allows engineers to work on
innovative projects and encourages them to pursue their passion
projects, fostering a sense of self-actualization.
 Professional Development: Google offers ongoing training,
workshops, and opportunities for engineers to continually learn
and develop, helping them realize their full potential.
 Creativity: Engineers at Google have the freedom to explore
creative solutions and contribute to cutting-edge technologies,
aligning with their self-actualization needs.
By addressing these needs, Google strives to create a motivating work environment
that not only attracts top engineering talent but also keeps its engineers engaged
and productive. Google understands that meeting the diverse needs of its engineers
can lead to higher job satisfaction and overall success for the company.
- Google can achieve several benefits when applying Maslow's Hierarchy of
Needs to motivate its engineers. Here are detailed benefits that Google can
obtain:
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  Creating a Better Work Environment:
 Increased Work Performance: By addressing basic needs such
as physiological and safety needs, Google ensures that
engineers are comfortable and at ease in their workplace. This
can lead to increased work performance and higher
concentration.
 Reduced Employee Turnover: Providing job security and a safe
working environment reduces the risk of unemployment and
workforce fluctuations. Google can maintain a stable and high-
quality workforce.
 Attracting and Retaining Talent:
 Attracting Top Candidates: Google becomes an attractive place
to work by creating a conducive work environment and meeting
the basic needs of employees. This helps the company attract
top talent in the industry.
 Retaining Effective Employees: When Google provides a
rewarding and needs-based work environment, employees are
more likely to stay, particularly those with high performance.
This reduces costs and the time required for training new
employees.
 Building Long-term Commitment:
 Employee Commitment: When employees feel that the
company cares about their needs and fulfills them, they tend to
develop long-term commitment to the company. This helps
Google maintain a stable and reliable workforce.
 Outstanding Workplace: Google can become a prominent
example of creating an excellent work environment. This can
attract attention and admiration from the business community
and society, potentially creating competitive advantages and
new business opportunities.
 Enhancing Creativity and Innovation:
 Encouraging Creativity: By promoting a conducive work
environment, Google encourages creativity among its
engineers. They are more likely to generate new ideas and

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 innovate products and services, helping the company maintain a
leading position in the technology industry.
 Improving Work Efficiency: Engineers perform better when
they feel comfortable and confident at their workplace. This can
lead to improved project and product efficiency.

In summary, applying Maslow's Hierarchy of Needs helps Google

create a motivating work environment for its engineers, enabling
them to work more effectively, innovate, and retain talent. This
brings many benefits to the company, including increased
performance, workforce stability, and an attractive employer
brand.

2. Expectancy Theory

- Expectancy Theory is a motivational theory in psychology that explains how

people make decisions regarding their behavior and actions based on their
expectations about the outcomes of those actions. It was developed by
Victor Vroom in the 1960s. The theory consists of three key components:

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 - Expectancy (E to P Expectancy): This component refers to the belief that a
specific level of effort (E) will lead to a particular level of performance (P).
In other words, it assesses the individual's perception of how much effort is
required to achieve a desired level of performance. If an individual believes
that their effort will likely lead to the desired level of performance, they are
more likely to be motivated.
- Instrumentality (P to O Expectancy): Instrumentality refers to the belief
that achieving a certain level of performance (P) will result in specific
outcomes or rewards (O). It assesses the individual's perception of the
likelihood that performance will lead to desired outcomes. If an individual
believes that their performance will result in valuable rewards, they are more
motivated to put in the effort.
- Valence: Valence is the value or desirability that an individual places on a
particular outcome or reward. It represents the degree to which a person
desires or is motivated by a specific outcome. Valence can be positive
(indicating a strong desire for a particular outcome), negative (indicating
aversion to an outcome), or neutral (indicating indifference). The strength of
valence determines the level of motivation an individual has for a particular
goal or outcome.
- Google applies Expectancy Theory, including E to P expectancy (Effort-
Performance expectancy), P to O expectancy (Performance-Reward
expectancy), and valence, to motivate its engineers in several ways:
 E to P Expectancy (Effort-Performance Expectancy):
 Clear Expectations: Google sets clear performance expectations
for its engineers. Project goals, objectives, and targets are
communicated effectively, so engineers understand what is
expected of them. This clarity enhances the belief that their
efforts will lead to successful performance.
 Skill Development: Google invests in training and development
programs, ensuring that engineers have the necessary skills and
knowledge to perform well. When engineers believe their skills
align with the job's requirements, they are more likely to expect
good performance.

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  P to O Expectancy (Performance-Reward Expectancy):
 Transparent Reward System: Google maintains a transparent
and performance-based reward system. Engineers understand
that high-performance ratings can lead to tangible rewards such
as bonuses, promotions, and stock options, reinforcing the
connection between performance and rewards.
 Innovation Incentives: Google encourages engineers to
innovate by providing opportunities to work on cutting-edge
projects and research. Engineers believe that exceptional
performance in these areas can lead to exciting innovations,
which acts as a powerful motivator.
 Valence:
 Customized Rewards: Google recognizes that engineers have
diverse motivations and values. Therefore, the company offers
a range of rewards, including financial incentives, recognition,
and opportunities for personal and professional growth. This
customization aligns with individual valence and ensures that
engineers are motivated by the rewards they value most.
 Passion Projects: Google allows engineers to pursue passion
projects during work hours. This aligns with valence by
appealing to engineers who are highly motivated by personal
interests and creativity.
In essence, Google leverages Expectancy Theory to motivate its engineers
by creating an environment where engineers:

 Understand the clear link between their efforts and job performance.
 Believe that strong performance will lead to meaningful rewards.
 Have the opportunity to choose rewards that align with their personal
values and preferences.
By addressing these elements of Expectancy Theory, Google enhances the
motivation of its engineers, leading to higher job satisfaction, increased
productivity, and a more innovative work environment.
- Google stands to gain several detailed benefits when applying Expectancy
Theory, including Effort-Performance expectancy (E to P expectancy),

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 Performance-Reward expectancy (P to O expectancy), and valence, to
motivate its engineers. Here's a detailed breakdown of these benefits:
 Improved Employee Performance and Productivity:
 Effort-Performance Expectancy (E to P):
 Increased Effort: When engineers believe that their
efforts will directly lead to improved job performance,
they are more likely to invest their time and energy into
their tasks.
 Higher Work Performance: As engineers put in more
effort, their work performance is likely to improve,
resulting in higher productivity and better-quality
outcomes.
 Performance-Reward Expectancy (P to O):
 Incentivized Performance: Engineers who see a direct
connection between their performance and rewards are
motivated to perform at their best to attain those rewards.
 Enhanced Output: This expectation of rewards drives
engineers to deliver outstanding results, which
contributes to Google's overall productivity and the
successful completion of projects.
 Talent Attraction and Retention:
 Effort-Performance Expectancy (E to P):
 Attracting Top Talent: Google's reputation for aligning
effort with performance expectations can attract top-tier
engineering talent who seek opportunities where their
efforts are recognized and rewarded.
 Retaining Talent: Once engineers experience the
correlation between their effort and performance, they
are more likely to stay with Google, leading to a stable
and experienced workforce.
 Performance-Reward Expectancy (P to O):
 Incentive for High Performers: Engineers who value the
rewards Google offers are motivated to remain with the

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 company and continue performing at a high level to
receive those rewards.
 Reduced Turnover: A rewards system that aligns with
performance can reduce employee turnover, saving
Google recruitment and training costs.
 Innovation and Continuous Improvement:
 Effort-Performance Expectancy (E to P):
 Innovation Drive: Engineers who believe that their
efforts lead to improved performance are more likely to
engage in innovative projects and explore new solutions.
 Creative Problem-Solving: This motivation fosters a
culture of creative problem-solving and innovation,
which is essential for staying competitive in the tech
industry.
 Performance-Reward Expectancy (P to O):
 Innovation Incentives: Engineers motivated by the
expectation of valuable rewards are more inclined to
contribute to groundbreaking innovations and projects.
 Sustainable Improvement: This commitment to
innovation and performance can lead to continuous
improvement in Google's products and services.
 Enhanced Employee Satisfaction and Well-Being:
 Effort-Performance Expectancy (E to P):
 Satisfaction from Achieving Goals: When engineers meet
performance expectations through their efforts, they
experience a sense of accomplishment and job
satisfaction.
 Job Fulfillment: Job satisfaction leads to higher overall
well-being and work contentment, contributing to a
positive work environment.
 Performance-Reward Expectancy (P to O):
 Recognition and Compensation: Engineers who value the
rewards on offer experience satisfaction when they
receive recognition, bonuses, or other incentives.

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  Financial Security: Monetary rewards can provide
financial security, reducing stress and enhancing overall
employee well-being.

In conclusion, applying Expectancy Theory, including Effort-

Performance expectancy (E to P expectancy), Performance-Reward
expectancy (P to O expectancy), and valence, can bring numerous
benefits to Google. These benefits include improved employee
performance, talent attraction and retention, a culture of innovation,
and enhanced employee satisfaction and well-being, ultimately
contributing to Google's continued success in the technology industry.

III. CONCLUSION

- By applying Maslow's Hierarchy of Needs and Expectancy Theory, Google

can create a motivating work environment that aligns with the diverse needs
and expectations of its engineers. Addressing physiological, safety, social,
esteem, and self-actualization needs, while also ensuring that engineers
believe their efforts will lead to performance and meaningful rewards,
enhances their motivation. Ultimately, this contributes to higher job
satisfaction, increased productivity, and continued innovation within the
company.

IV. REFERENCES

References
https://www.ukessays.com/essays/business/the-two-factor-theory-of-frederick-herzberg-
business-essay.php
https://www.researchgate.net/publication/
319567427_Motivation_Engineering_to_Employee_by_Employees_Abraham_Maslow_T
heory

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