BUSM 3310 Human Resources Management

Assignment 3 - Theoretical reflection

Term Semester 2 2022

Title of Assignment Assessment Task 3: Theoretical reflection (Individual)

Name and student ID Jang EunBi - s3765958

Location Saigon campus

Class Group SG_G01

Lecturer JungWoo Han

Word Count 1852

Table of contents
Ⅰ. Diversity and inclusion 3
Theory-based analysis 3
Evaluation & Reflection 3

Ⅱ. Vroom's expectation theory 4

Theory-based analysis 4
Evaluation & reflection 5

Ⅲ. Self-Determination Theory 6
Theory-based analysis 6
Evaluation & reflection 7

Ⅳ. References 9
 Ⅰ. Diversity and inclusion

1. Theory-based analysis

Diversity is pervasive in organizations and is a general strategy and perspective that is

inclusive of the differences of all employees, and these differences are seen as opportunities
for organizational and individual learning (Shore et al. 2011). Schneider et al. (2013)
articulated that the differentiation perspective theory of organizational culture stipulates that
members consist of subcultures within the organization by occupation, gender, function, etc.
and thus might have different experiences. Therefore, a diversity management approach is
required that can develop a workplace culture that recognizes the need to manage similarities
and differences among employees in an organization (Kramar 2012). Indeed, effectively
managing a diverse workforce is seen as significant to achieving corporate profits and
sustaining competitive advantage (Sippola 2007).

The roles and responsibilities of human management, therefore, are indispensable in making
the workplace inclusive by acknowledging the differences of all members in an organization
where diversity is prevalent. In this regard, the inclusive workplace model is applicable. It
follows a pluralistic foundation of valuing and respecting all employees, rather than being
exclusive or forcing employees to adhere to the mainstream norms and values established by
the organization (Nankervis et al. 2019). The model improves organizational performance by
managing a range of individual differences and alleviates the needs of marginalized groups in
the wider community. As a consequence, through the inclusive workplace model,
organizations' creativity and innovation are increased and resulting in a stronger economy
and stronger performance.

2. Evaluation & Reflection

We live in a globalized world and a society where individual values and uniqueness are
recognized and respected. During the semester, organizational culture and change, diversity,
and inclusion are critical concepts in human management subjects and their importance has
been repeated and emphasized. I have realized that acknowledging and accepting varying
personalities and needs of individuals and the multifaceted nature of organizations can have a
significant positive impact not only on organizations but also on communities and even
nations. Most of all, I was surprised at the greater weight and importance of the roles of HRM
managers and practitioners in managing these differences effectively.

I was able to easily experience and remind myself of the lessons I learned and realized during
the semester in my life. The second team assessment in the HRM course was a very
beneficial opportunity for me to firmly establish the concepts I had learned so far in my head.
Prior to learning HRM, I considered that diversity within a group or organization hindered
the process of achieving rapid and integrative results. However, my team had different
nations, cultures, knowledge, and experiences, and these differences provided an opportunity
for innovative ideas to come out and a perspective to look at the problem from a different
angle.

In the process of collecting opinions and deriving a single outcome, our team leader offered a
fair opportunity for all individuals to freely suggest their opinions in order to manage the
diversity of the team, and as a result, we were able to create a team in an inclusive
environment where all team members felt valued and respected themselves. As a
consequence, It has been shown that diversity and an inclusive climate within groups and
organizations enhance individual abilities to the overall performance outcome of the
organization. The lessons established and developed in the hrm course gave me a furthering
perspective on hrm practices and strategies to manage and deal with organizations
effectively, and I expect that this will provide useful foundational assistance as I manage,
develop and leverage human capital for organizations that may require even greater diversity
in the future.

Ⅱ. Vroom's expectation theory

1. Theory-based analysis

Vroom's Expectancy Theory demonstrates a "cognitive model" of motivation that describes

the view that people evaluate and expect potential outcomes and make decisions from these
perceptions (Ernst 2014). It indicates that when performing a certain action, the individual
expects an outcome according to the degree of his or her effort and decides to take an action
in order to realize that expectation. An individual will exert a high effort if he expects and
believes that the effort has a reasonable probability that it will lead to the achievement of an
organizational or individual goal (Mathibe 2008). An individual's motivation and effort are
influenced by how much they value the incentives and rewards related to their actions. Thus,
it accounts for the importance of using incentives and rewards to motivate and recognize
employees' efforts to achieve organizational goals.

The cognitive theory of motivation states that behavior is determined by expectations, beliefs,
and values, and the Expectancy theory is based on this. It demonstrates that the amount of
effort an employee puts into a task is a product of the expectations of the outcome for the task
and the value they add to it (Eysenck and Martin 1987). On the one hand, whereas the
Expectancy theory emphasizes that individuals maximize their positive outcomes, Adams'
Equity theory holds that individuals are also concerned with the relationship between the
amount of a reward and how much others receive. The theory takes into account that
employees compare their work input and output ratios to the input-outcome ratios of others,
and the resulting equity and inequality affect the degree of effort employees exert (Lim et al.
1988).

2. Evaluation & reflection

Based on the theoretical analysis of Expectancy Theory, I could gain insight that the amount
of effort and motivation of employees for their work is determined by their expectations and
beliefs about the outcome of their work and their rewards and incentives. Therefore, The
Expectancy Theory helps hrm practitioners learn what motivates employees to take action
and achieve strategies to make them productive and engaged in their organization. They must
be eager to learn to implement and practice how to set effective strategies, including
incentive schemes that can motivate employees to improve their performance and act for the
organization's goals and interests.

Indeed, it shows that the principle of expectation theory can be applied to my experience as
well. When I work for a certain organization, there is a significant difference in my
motivation for the work and the effort I invest in it when incentives such as vacation
allowances and bonuses are given and when they are not. The expectation of gaining such
rewards gives me reasonable justification, which leads me to take extra efforts and actions,
such as voluntarily writing and reviewing documents for the organization even in the slightest
bit.

As a human management manager, in the future, I expect to continue to have concerns about
how to get employees to engage in their work happily and willingly and achieve more at their
work. A motivated, engaged, and productive organization is the environment that all
workplace and hrm managers seek. Therefore, ensuring that employees put in a certain level
of effort requires incentives and compensation management that know how to establish a
compensation structure that includes clear and defined objectives.

Ⅲ. Self-Determination Theory

1. Theory-based analysis

Self-determination theory (SDT) is a broad framework for human motivation and personality.
SDT originated from the study of Deci (1971), which was based on the distinction between
the respective roles of intrinsic motivation and extrinsic motivation in social and cognitive
development and in individual differences (Broeck et al. 2021). The theory indicates that
people can become self-determined when their requirements for connection, competence, and
autonomy are met. While people tend to be motivated to act primarily by extrinsic
motivations such as rewards, money, and applause, SDT theory emphasizes intrinsic
motivations, such as the need to acquire knowledge or independence.

The emergence of SDT is closely related to the study of intrinsic motivation that initiates
activities since they are fun and satisfying in themselves to do so, rather than doing activities
for an extrinsic goal (extrinsic motivation). Deci articulates that offering people extrinsic
rewards for behaviors that are already intrinsically motivated can undermine autonomy. As
extrinsic rewards increasingly control the behaviors, people begin to lose control over their
behavior and their intrinsic motivation is decreased (Deci and Ryan 2000).

The basic proposition of the theory is that human motivation is highest when an individual is
fully internalized, and lowest when he or she acts under purely external control without any
internal reason. As such, SDT theory views that it is limited to sufficiently incentivizing
people to do a certain activity with only other external factors without intrinsic motivation,
whereas there is also a theory that focuses on people being fully motivated with external
control as opposed to internal and acting accordingly. This refers to incentive theory, which
holds that the actions people take are primarily extrinsically motivated. It states that people
are more motivated to do a task because of the fact that they will be rewarded or incentivized
afterward, rather than enjoying the activity because the task itself is interesting or satisfying.

2. Evaluation & reflection

Self-determination theory provides me with informative and clear implications on how to

motivate employees to perform their work and implement an effective reward system as a
human management manager in the future. As mentioned earlier, I acknowledge that material
rewards such as allowances, incentives, and monetary remuneration are external motivations
that can have the most noticeable effect in a short period in encouraging me to do some tasks
for the organization. However, based on SDT theoretical analysis, I realized that when such
extrinsic rewards are pervasive within organizations and as more and more employees expect
and rely on them, their autonomy will be undermined and controlled by extrinsic motivation.
As a consequence, employees' intrinsic motivation diminishes and they begin to believe less
about their own personal qualities.

Therefore, as a hrm manager and practitioner, I should be keen to create an organizational

workplace environment where employees are not only motivated to act solely by external
controls but intrinsically motivated to enjoy the satisfaction and joy that comes from a certain
activity itself. Building trust and respect between members of the organization, managers,
and the organization is a priority in order for me to lead the employees to a state where they
feel pleasure in the activity itself without external rewards for the purpose of the
organization's goal. To gain trust and respect from employees, it is significant to encourage
their growth and learning, grant autonomy, and provide a flexible work environment. In an
organization where employees are satisfied and trusted, there is no need for additional
compensation or coercion. Rather, employees show high interest and consequential attitudes
in their activities, and the activity itself becomes a reward for the employees, and they act on
their own.

As such, it is essential for me to identify the intrinsic and extrinsic motivations of employees
based on where the sources of control of human behavior lie and to do research on how to
make them behave and move accordingly. I should contribute to enhancing their autonomy
motivation by creating a work environment where employees can exercise their autonomy in
the organization. Creating an organizational environment that motivates employees with
external control factors, such as allowances, incentives, and monetary remuneration, but
encourages them to generate satisfaction and enjoyment that come from their work itself
should be a priority.
Ⅳ. References

Broeck A.V.D, Howard J.L, Vaerenbergh Y.V, Leroy H and Gagne M (2021) ‘Beyond
intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s
multidimensional conceptualization of work motivation’, Organizational psychology review,
11(3):240-273, doi:10.1177/20413866211006173.

Deci E.L and Ryan R.M (2000) ‘Self-Determination Theory and the Facilitation of Intrinsic
Motivation, Social Development, and Well-Being’, The American psychologist, 55(1):68-78.

Ernst D (2014) ‘Expectancy theory outcomes and student evaluations of teaching’,

Educational research and evaluation, 20(7-8):536-556, doi:10.1080/13803611.2014.997138.

Eysenck H.J and Martin I (1987) Theoretical Foundations of Behavior Therapy, Springer
Science Business Media, New York.

Kramar R (2012) ‘Diversity management in Australia: a mosaic of concepts, practice and

rhetoric’, Asia Pacific journal of human resources, 50(2):245-261, doi:10.1111/j.1744-
7941.2011.00010.x.

Lim C.U, Dubinsky A.J and Levy M (1988) ‘A PSYCHOMETRIC ASSESSMENT OF A

SCALE TO MEASURE ORGANIZATIONAL FAIRNESS’, Psychological reports,
63(1):211-224, doi:10.2466/pr0.1988.63.1.211.

Mathibe I (2008) ‘Expectancy Theory and its implications for employee motivation’,
Academic Leadership: The Online Journal, 6(3):1-16.

Nankervis A, Baird M and Coffey J (2019) Human Resource Management, Cengage.

Schneider B, Macey W.H and Ehrhart M.G (2013) ‘Organizational Climate and Culture’,
Annual review of psychology, 64(1):361-388, doi: 10.1146/annurev-psych-113011-143809.

Shore L.M, Randel A.E, Chung B.G, Dean M.A, Ehrhart K.H and Singh G (2011) ‘Inclusion
and Diversity in Work Groups: A Review and Model for Future Research’, 37(4):1262-1289,
doi: 10.1177/0149206310385943.

Sippola A and Smale A (2007) ‘The global integration of diversity management: a

longitudinal case study’, The International Journal of Human Resource Management,
18(11):1895-1916, doi:10.1080/09585190701638101.